Brisbane City Council
Annual Procurement Policy and
Contracting Plan 2016-17
CONTENTS:
1.
SOUND CONTRACTING PRINCIPLES
2.
SUSTAINABLE PROCUREMENT POLICY
3.
2.1.
Sustainable procurement as a process
2.2.
Principles and objectives
2.3.
Social procurement
2.4.
Applying sustainable procurement in Council
STRATEGIC PROCUREMENT AND CONTRACTING APPROACH
3.1.
Centralised approach led by Strategic Procurement Office
3.2.
Category Management
3.3.
Strategic category planning
3.4.
Sourcing classification
3.5.
Annual sourcing plans
3.6.
Seven step sourcing process
3.7.
Value for money methodology and selection
3.8.
Contract durations
3.9.
Corporate Procurement Arrangements
3.10. Supplier tiering and management of supplier relationships
3.11. Engaging with industry to identify and implement innovation
(a)
Strategic partner program
(b)
Innovative proposals framework
4.
CONTRACT MANUAL AND EXEMPTIONS
5.
GOVERNANCE
6.
MAJOR PROCUREMENTS EXPECTED TO COMMENCE IN 2016-17
7.
DISPOSALS EXPECTED TO COMMENCE IN 2016-17
8.
POLICY FOR SIGNIFICANT CONTRACTING PLANS AND DELEGATIONS
9.
TRAINING CAPABILITY AND COMPETENCIES
10.
COMPLAINTS PROCESS
Schedule A - Forward procurement schedule
Schedule B - Forward disposal schedule
Schedule C - Exemptions from standard Contract Manual processes
1
1.
SOUND CONTRACTING PRINCIPLES
Council applies sound contracting principles to its contracting activities via its Contract Manual and this Annual
Procurement Policy and Contracting Plan. The sound contracting principles are:
2.
1.1
Value for money
1.2
Open and effective competition
1.3
The development of competitive local business and industry
1.4
Environmental protection
1.5
Ethical behaviour and fair dealing.
SUSTAINABLE PROCUREMENT POLICY
2.1
Sustainable procurement as a process
The following working definition of sustainable procurement has been developed by the Queensland
Government: Sustainable procurement is a process whereby organisations meet their needs for goods,
services and capital projects, in a way that achieves value for money on a whole-of-life basis in terms of
generating benefits not only to the organisation, but also to society, the economy and the natural
environment.
2.2
Principles and objectives
In its Corporate Sustainability Policy, Council commits to applying principles of sustainability to all of its
decision-making and activities. In addition, Council applies sound contracting principles to its
procurement and disposal activity. The following economic, environmental and social objectives have
been determined in line with these principles.
Area
Principles
Objectives
Economic
Principles of sustainability:
 Recognise dimensions beyond our
border while concentrating on
issues we can influence
 Integrate long and short-term
economic, environmental and
community considerations
Sound contracting principles:
 Value for money
 Open and effective competition
 The development of competitive
local business and industry
Principles of sustainability:
 Act cautiously when there is a risk
of serious or irreversible impacts on
the environment or the community
 Enhance and maintain biodiversity
and natural environmental systems
Sound contracting principles:
 Environmental protection
Principles of sustainability:
 Provide for broad public
involvement on issues that affect
the community
 Provide for equity within and
between generations
Sound contracting principles:
 Ethical behaviour and fair dealing
 Development of competitive local
business and industry
 Achieve value for money over whole of
life (including disposal), rather than just
initial cost
 Harvest $10 million in savings from
procurement activities
 Manage demand and supply to ensure
that competitive markets and the
availability of resources are sustained
in the long term
 Ensure probity and accountability in the
procurement process
Environmental
Social
 Minimise environmental harm, including
end of life impacts
 Maximise resource efficiency (e.g.
reduce energy and water consumption
and minimise waste)
 Minimise carbon emissions and
contribute towards Council’s carbon
neutral status
 In the procurement process, ensure
that Council’s Zero Harm requirements
are met and Workplace Health and
Safety (WH&S) legislative compliance
is achieved
 Maintain a social procurement program
to increase social procurement spend target $4 million
 Ensure sourced products are
accessible by all segments of the
community
Specific initiatives to achieve the objectives summarised above are to be agreed between Category
Management and key Council stakeholders and incorporated into relevant Strategic Procurement Office
plans.
2
2.3
Social procurement
Social procurement involves generating positive social benefits/outcomes:
(a)
directly, through procurement from social enterprises, micro enterprises, community enterprises
and indigenous organisations (Social Enterprises)
(b)
indirectly, through leveraging commercial supply relationships.
Council is committed to fostering the capability and capacity of Social Enterprises. This contributes to
the development of competitive local business and industry by assisting these organisations grow into
competitive suppliers.
2.4
Applying sustainable procurement in Council
When Council undertakes contracting activities, officers apply sustainable procurement by considering
how Council can make a contribution to sustainability when:
3.
(a)
examining organisational, project and/or community needs for an anticipated contracting activity
(b)
developing strategies for a contracting activity
(c)
developing specifications for a contracting activity
(d)
planning/undertaking evaluations as part of a contracting activity.
STRATEGIC PROCUREMENT AND CONTRACTING APPROACH
3.1
Centralised approach led by Strategic Procurement Office
Council has a centralised approach to procurement which is led by Council’s Strategic Procurement
Office. Strategic Procurement Office sources and manages arrangements for goods, services and
works that meet the needs of users within Council and drives the best outcome for Brisbane.
3.2
Category Management
Council undertakes many types of contracting activities which fall broadly into four categories:
(a)
commodities and services
(b)
construction and operations
(c)
information and communications technology
(d)
managed services.
The centralised approach to procurement focuses on the strategic management of the above categories
of Council spend. Each category is managed by a Category Management team in Strategic
Procurement Office which partners with Council businesses. The strategy employed by each Category
Management team includes:
(a)
development of category plans for long-term strategy and implementation planning
(b)
a sourcing classification to understand where to direct effort
(c)
annual sourcing plans to manage business needs and resources
(d)
a seven step sourcing process to engage Council stakeholders and the supply market
(e)
establishment of Corporate Procurement Arrangements to leverage value
(f)
supplier tiering and management of supplier relationships
(g)
engaging with industry to identify and implement innovative solutions via:
(i)
a strategic partnering program for key suppliers
(ii)
an innovative proposals policy.
Category management is supported by specialists in the areas of sourcing, insurance, risk, procurement
governance, analytics and electronic tendering.
3.3
Category planning
Each Category Management team develops category plans for its spend area. These plans provide
long-term strategy and actionable plans for sourcing. ‘Sourcing’ means the process used to
obtain/source goods, services or works from the supply market. Category plans segment categories into
discrete areas and examine market trends, supply options and potential procurement strategies. In
general, category plans are developed with a three to five year strategic outlook and refreshed annually.
In some situations, such as highly dynamic markets, category plans may require a short term outlook
and can be monitored and refreshed on a more regular basis.
The key outputs of category plans are a category strategy and a high level implementation plan.
3
3.4
Sourcing classification
Procurement risk
Category Management applies a sourcing classification to understand where to direct effort in relation to
the sourcing process. This assessment classifies Council spend for each contract on the basis of
procurement risk and relative expenditure. Strategic Procurement Office focuses on the critical areas of
spend.
Bottleneck
Critical
Strategic Procurement
Office sources with support
from divisions and
business units
Significant contracting plan
required. Strategic
Procurement Office
sources
Routine
Either Strategic
Procurement Office or
business units source
Leverage
Strategic Procurement
Office sources with support
from divisions and
business units
Relative expenditure
3.5
Annual sourcing plans
Based on the category plans, Strategic Procurement Office develops an annual sourcing program to
manage its sourcing activity for the financial year. Key sourcing processes for the financial year are
included in the forward procurement schedule and forward disposal schedules attached to this plan.
3.6
Seven step sourcing process
For centralised procurements, Category Management teams utilise a seven step sourcing process:
Profile
Sourcing
Group
Select
Sourcing
Strategy
Generate
Supplier
Portfolio
Select
Implementation Path
Negotiate
and Select
Suppliers
Execute
Integration
with
Suppliers
Benefits
tracking
The seven step sourcing process includes analysis of Council spend data, partnering with stakeholders
to understand requirements, conducting market research, developing a sourcing strategy and engaging
the market through a structured method which is designed to enhance value for money outcomes.
During the seven step sourcing process, the high-level approach from the category plan is applied and
refined to develop a detailed strategy for the sourcing of those particular goods, services or works.
3.7
Value for money methodology and selection
Council utilises a value for money methodology when assessing tender and proposals. This usually
involves deriving a value for money score by dividing the value score achieved (against weighted
non-price attributes) by a comparative price, which weights price and non-price factors equally.
The comparative price may utilise approaches such as whole-of-life cost, basket of commonly
purchased items or the estimated cost to Council.
Selection is based on the most advantageous outcome for Council. The value for money methodology
provides an indication of which offer represents the most advantageous outcome for Council.
3.8
Contract durations
The duration of individual contracts is established through strategic category planning and the seven
step sourcing process. Generally, Strategic Procurement Office engages the marketplace at least once
in each five-year period. The market may be engaged more frequently in some circumstances, for
example where:
(a)
there is a change in Council’s needs, a change in the market or a change in best practice
(b)
strategic category planning or market research indicates that more frequent sourcing would
deliver a more advantageous outcome for Council.
4
Where existing suppliers demonstrate a continuous high quality of service, arrangements may be
renegotiated and extended. The effect of this approach is to eliminate unnecessary sourcing activity and
allow the Strategic Procurement Office resources to be directed at categories and contracts where value
for money will be better achieved. Details of this exemption from the standard Contract Manual
processes are contained in Schedule C of this plan.
3.9
Corporate Procurement Arrangements
Corporate Procurement Arrangements (CPAs) are contractual arrangements established by Category
Management teams to meet the purchasing needs of Council business areas. CPAs include panel
arrangements, preferred supplier arrangements and registers of pre-qualified suppliers. CPAs are one
of the key tools used by Category Management to implement strategic category plans. Corporate
Procurement Arrangements are used by Council to:
(a)
aggregate and leverage purchasing requirements
(b)
reduce transaction costs (to both suppliers and Council) by agreement of terms and rates, which
apply to purchases made under the arrangement.
The strategy for each CPA is developed through strategic category planning and implemented through a
planned sourcing activity.
3.10 Supplier tiering and management of supplier relationships
Category Management teams engage with suppliers through the management of Corporate
Procurement Arrangements to drive value for money outcomes for Council. This engagement may
include value improving initiatives such as demand management and process improvements.
Category Management teams use supplier tiering to understand where to direct effort in relation to the
management of existing supply relationships.
Category Management gives priority to managing tier one suppliers to drive value improvement.
Category Management actively manages tier two suppliers, maintains an overview of tier three suppliers
and provides limited category management for tier four suppliers.
3.11 Engaging with industry to identify and implement innovation
Strategic Procurement Office engages with industry to identify and implement innovation. This is
achieved through a number of initiatives including a strategic partner program and an innovative
proposals framework.
(a)
Strategic Partner program
(i)
Overview
Strategic Procurement Office has developed a strategic partner program which will focus
on a small group of suppliers that align closely with Council and have the potential to
realise innovation and advantageous outcomes for Council over an extended period.
5
Under the program, a small number of suppliers may be designated as strategic partners.
Council may directly engage a strategic partner(s) for the provision of
goods/services/works, subject to a public interest test, reporting and governance
requirements.
(ii)
Filtering
Potential strategic partners are to be identified through the supplier tiering methodology
summarised in section 3.10. It is anticipated that a small number of potential strategic
suppliers will be identified from tier one and possibly tier two. Suppliers identified through
this process may be regarded as strategic suppliers and admitted to the program.
(iii)
Assessment
Ongoing assessment against the following criteria will allow Council to determine whether
each supplier on the program is to be designated by Council as a Strategic Partner:
(iv)
Designation as a strategic partner
A supplier may only be designated as a strategic partner via a Significant Contracting Plan
approved by Council’s Establishment and Coordination (E&C) Committee.
(v)
Entering into and extension of supply arrangements
Council may enter into supply arrangements (or extend existing arrangements in terms of
scope or duration) with strategic partners on a direct engagement basis. Arrangements
may be extended for defined periods until such time as those arrangements, in Council’s
view, no longer deliver value for money to Council.
(vi)
Governance
Approvals
Submissions to enter into or extend an arrangement with a strategic partner are to be
approved in accordance with existing delegations for sole sourcing.
Decision requirements
Decisions to enter into or extend an arrangement with a strategic partner must be in the
public interest, provide value for money to Council and be documented in formal
submissions.
Reporting of decisions
All decisions to enter into or extend an arrangement with a strategic partner are to be
reported monthly to Council.
Ongoing assessment and monitoring
Ongoing assessment and monitoring of the performance of each strategic partner is to be
undertaken to ensure that Council continues to receive value for money under the
arrangements. Assessment is expected to be undertaken based on a balanced score card
approach and monitoring provided via dashboard reporting.
6
(b)
Innovative Proposals Policy
The strategic partner program is expected to focus on a small group of suppliers with the potential
to realise innovation over an extended period.
Through Council’s Innovative Proposals Policy, Council will engage with the rest of the supply
community to identify and implement innovation in its contracting activities. Council’s Innovative
Proposals Policy enables businesses to approach Council with unique and innovative proposals
which solve Council problems and provide Council with value for money outcomes. To be
considered under the policy, proposals must meet all of the following requirements:
(i)
be received from an entity, other than a government entity
(ii)
not have been solicited by Council e.g. through a tender process
(iii)
solve a Council problem, addresses an opportunity for Council, or enhance services
Council provides to rate payers
(iv)
be innovative
(v)
represent value for money to Council.
If Council wishes to purchase that type of good/service/innovation, Council may directly engage
with the proponent of the proposal if, in Council’s view, it is in the public interest and all of the
following requirements are met:
4.
(i)
the proposal contains intellectual property rights or elements, such that tendering for the
requirement would be unfair or deprive the proponent of its innovation
(ii)
the proposal is considered to be advantageous for Council
(iii)
value for money to Council can be demonstrated/substantiated.
CONTRACT MANUAL AND EXEMPTIONS
Council’s Contract Manual sets high-level procedures which regulate Council’s standard sourcing activity.
These high-level procedures include thresholds for quoting and public tendering. The Contract Manual applies
to sourcing conducted by Strategic Procurement Office and all other divisions/business units across Council.
Schedule C of this Annual Procurement Policy and Contracting Plan contains some exemptions from the
standard process in Council’s Contract Manual. These exemptions have been developed by Strategic
Procurement Office to streamline approvals and remove non-value adding processes.
5.
Governance
Strategic Procurement Office administers a number of boards which play a key role in Council’s governance
arrangements for procurement. These boards include the Stores Board, chaired by Council’s Chief Executive
Officer and several procurement boards chaired by Council’s Chief Procurement Officer. Council has
procurement boards for:
(a)
Construction
(b)
Information and communications technology
(c)
Goods and Services.
For high value sourcing activities, these boards provide a forum for delegates to consider and approve the
strategy for a contracting activity (pre-market approval) and also approve entering into contracts for a
procurement/disposal (post-market approval). Boards are attended by appropriately qualified officers to ensure
that sourcing processes and decisions are robust and meet probity requirements.
6.
MAJOR PROCUREMENTS EXPECTED TO COMMENCE IN 2016-17
Major procurements with sourcing expected to commence in the 2016-17 financial year are summarised in the
Forward Contracting Schedule at Schedule A.
7.
DISPOSALS EXPECTED TO COMMENCE IN 2016-17
Major disposals with sourcing expected to commence in the 2016-17 financial year are summarised in the
Forward Disposal Schedule at Schedule B.
8.
POLICY FOR SIGNIFICANT CONTRACTING PLANS AND DELEGATIONS
Significant Contracting Plans will be prepared for those sourcing activities to be commenced in 2016-17 year
which have:
(a)
an estimated contract expenditure of $10 million or above; or
(b)
been assessed by Strategic Procurement Office as critical, using its sourcing classification.
Significant Contracting Plans are approved by E&C.
7
Delegations for contracting activities have been approved by Council and the Chief Executive Officer. Current
delegations align with the centralised approach to procurement, led by Strategic Procurement Office, which
enables aggregation of demand across Council. Delegations and governance arrangements have been
structured so that decisions for key sourcing processes are made, in collaboration with business areas, by
delegates that are independent of business areas.
9.
TRAINING CAPABILITY AND COMPETENCIES
The development of skills and competencies in the areas of supply chain management, sourcing, negotiation,
category management, relationship and vendor performance management will continue to receive support
from Council.
10.
COMPLAINTS PROCESS
A process is in place for the receipt and handling of all complaints against Council and applies for complaints
concerning procurement and disposal activities.
8
Schedule A
Forward Procurement Schedule
9
MAJOR CONSTRUCTION
Detailed below are major Council programs (Programs are defined as programs of like work) and projects against which major procurement activity is scheduled to occur
during the 2016-17 financial year and later. The ‘Estimated Value of contracts…’ column shows an estimate of the sum of the procurement for which Council is scheduled
to engage the market in 2016-17. Where the ‘Estimated Value of contracts…’ for a project or program detailed below reaches or exceeds $10 million or is designated as
a ‘significant’ contract that contract will be a significant contract for the purposes of section 210 of the City of Brisbane Regulation 2012.
Major projects
(Greater than $2 million)
2016-17
Brisbane Metro Subway System Stages 1 and 2
(various consultancies)
Estimated value of
contracts greater than $2
million going to market in
2016-17
Expected
Quarter at
Market
Proposed Procurement
Strategy
Contact Details
(subject to change)
$13,000,000
Q1
Quotes under existing
Corporate Procurement
Arrangement or Public
Tender
1800 692 333
[email protected]
www.brisbane.qld.gov.au
Brisbane City Council, GPO Box
1434, Brisbane Qld 4001
Cathedral Square Stage 2
$3,000,000
Q2-Q3
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
Mt Coot-tha Gardens Visitor Information Centre
$2,500,000
Q1-Q2
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
Fountains and Water Features
$2,300,000
Q1-Q2
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
Repairs to Teneriffe Boardwalk
$4,000,000
Q3-Q4
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
$17,000,000
Q3-Q4
Quotes under existing
Corporate Procurement
Arrangement
Principal Project Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3178 6391
Consolidation of Field Services Group (FSG)
Depots – Office and Warehouse Fit-out
$6,500,000
Q2
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
Garden City Library Refurbishment
$2,700,000
Q1
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civic and
Building, City Projects Office,
Brisbane Infrastructure, 3027 4562
Ferry terminals Disability Discrimination Act 1992
(DDA) Upgrades (two Terminals – Southbank 3
and Thornton Street)
10
Major projects
(Greater than $2 million)
2016-17
Estimated value of
contracts greater than $2
million going to market in
2016-17
Expected
Quarter at
Market
Proposed Procurement
Strategy
Contact Details
(subject to change)
Major Drainage Construction (program of works
under 1.7.1.5 of the 2016-17 budget)
$2,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Delivery Manager, Drainage
Infrastructure Services, Construction
Branch, Field Services Group,
Brisbane Infrastructure, 3403 7831
Stormwater Drainage Rehabilitation (program of
works under 1.7.2.3 of the 2016-17 budget)
$2,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Delivery Manager, Drainage
Infrastructure Services, Construction
Branch, Field Services Group,
Brisbane Infrastructure, 3178 6002
Roads Network Resurfacing – various external
packages with individual values below $10 million
$25,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Senior Engineer, Civil and Transport,
City Projects Office, Brisbane
Infrastructure, 3403 7481
Constructing Key Bikeway Links in Brisbane
Suburbs – various external packages
$16,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civil and
Transport, City Projects Office,
Brisbane Infrastructure, 3178 4092
$3,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Project Engineer, Civil and Transport,
City Projects Office, Brisbane
Infrastructure, 3178 2768
Progress Road Stage 4 Upgrade
$14,000,000
Q4
Public tender
Project Engineer, Civil and Transport,
City Projects Office, Brisbane
Infrastructure, 3178 6574
Telegraph Road Stage 1B
$14,000,000
Q1
Public tender
Senior Project Manager, Civil and
Transport, City Projects Office,
Brisbane Infrastructure, 3408 9394
Telegraph Road Stage 2
$75,000,000
Q3
Public tender
Senior Project Manager, Civil and
Transport, City Projects Office,
Brisbane Infrastructure, 3408 9394
Stanley Street Bike Lanes
$2,500,000
Q2
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civil and
Transport, City Projects Office,
Brisbane infrastructure, 3178 4092
Queens Wharf Brisbane – various external
packages of works
$3,000,000
Q1-Q2
Quotes under existing
Corporate Procurement
Arrangement
Project Delivery Manager, Civil and
Transport, City Projects Office,
Brisbane Infrastructure, 3178 4092
Disability Discrimination Act 1992 (DDA)
compliant Bus Stops – various external packages
of works
11
Major projects
(Greater than $2 million)
2016-17
Roads Network Resurfacing – various external
packages
Wolston Creek Bridge Upgrade
TOTAL
Estimated value of
contracts greater than $2
million going to market in
2016-17
Expected
Quarter at
Market
Proposed Procurement
Strategy
Contact Details
(subject to change)
$24,000,000
Q1-Q4
Quotes under existing
Corporate Procurement
Arrangement
Senior Engineer, Civil and Transport,
City Projects Office, Brisbane
Infrastructure, 3403 7481
$5,000,000
Q3
Quotes under existing
Corporate Procurement
Arrangement
Senior Project Manager, Civil and
Transport, City Projects Office,
Brisbane Infrastructure
3178 2526
$236,500,000
12
GOODS AND SERVICES (SIGNIFICANT)
Detailed below are anticipated significant contracts in relation to goods and services and against which major procurement activity is scheduled to occur during the
2016-17 financial year and later. These contracts are considered to be significant contracts for the purposes of section 210 of the City of Brisbane Regulation 2012. In
some cases Council may elect to exercise an existing option to extend a contract rather than engaging the market with a view to entering into a new contract.
Grouping
Commodities and
Services
Product
Category
Description
Indicative
Annual Spend
$
Expected
Quarter at
Market
Comments
Contact
Details
(subject to
change)
Category
Manager,
3403 9090
As above
Security Systems
Services
Physical security and locksmith
services: Categories 1-6
$6,300,000
Q1
Temporary Personnel
Services
Provision of administration and
trades temporary labour hire
$34,000,000
Q3
Review of current contract
arrangements or public
tender
As above
Temporary Personnel
Services
Supply of temporary professional
services labour hire (Panel
Arrangement)
Supply of compressed natural
gas (CNG) refuelling facility
maintenance services and the
supply of natural gas to Council's
bus depots and asphalt plants
Design and construction of
CityCats
Inala bus services
$23,300,000
Q1
As above
As above
$10,000,000
Q1
As above
As above
$4,500,000
Q2
As above
As above
$3,900,000
Q3
As above
As above
Bus services for Bracken Ridge,
Deagon and Brighton areas
$3,900,000
Q3
As above
As above
Review of current contract
arrangements or public
tender
Review of current contract
arrangements or public
tender
Category
Manager,
3178 8530
Category
Manager,
3403 9109
Oil and Gas Utilities
Passenger or
Automobile Ferries
Scheduled Bus
Services
Construction and
Operations
Mining Services
Quarry spares and consumables
$2,000,000
Q2
Information and
communications
technology
Standard Office
Suites
Microsoft enterprise agreement
and licensed reseller (LSP)
$3,500,000
Q3
ICT Generic Service
Delivery
Management Support
Services
Integrated parking management
program
Infringement notification
management processes (INMP)
$TBA
Q2
As above
As above
$11,100,000
Q2
Review of current contract
arrangements or public
tender
Category
Manager,
3403 1951
Managed Services
13
Grouping
Product
Category
Refuse Collection and
Disposal
TOTAL
Description
Kerbside large items collection
service
Indicative
Annual Spend
$
$4,800,000
Expected
Quarter at
Market
Q2
Comments
As above
Contact
Details
(subject to
change)
As above
$107,300,000
14
GOODS AND SERVICES (NON-SIGNIFICANT)
Detailed below are further anticipated contracts in relation to goods and services against which procurement activity is scheduled to occur during the 2016-17 financial
year and later. These contracts are not considered to be significant contracts for the purposes of section 210 of the City of Brisbane Regulation 2012. In some cases,
Council may elect to exercise an existing option to extend a contract rather than engaging the market with a view to entering into a new contract.
Grouping
Commodities and
Services
Product
Category
Specialised Vehicle
Systems and
Components
Naval Architecture
Services
Event Security
Bus Maintenance
and Repair
Major and General
Plant
Cleaning Services
Construction and
Operations
Tanks and Cylinders
and their
Accessories
Quantity Surveying
Service
Environmental
Rehabilitation
Passenger or
Automobile Ferries
Electronic
Publications and
Music
Road Sweeper Hire
Description
Indicative
Annual Spend $
Expected
Quarter at
Market
Bus engine bay fire
suppression systems
$800,000
Q1
Marine surveying and naval
architect services
Event security and event
services
Bus body repair works
$500,000
Comments
Contact Details
Q1
Review of current contract
arrangements or public
tender
As above
Category
Manager,
3403 9090
As above
$370,000
Q1
As above
As above
$700,000
Q1
As above
As above
Refurbishment of two quarry
dump trucks and ongoing
maintenance
Cleaning services – park
toilets, barbecues, fish tables,
designated areas and central
business district squares
Fuel tank supply and
maintenance services
$280,000
Q1
As above
As above
$900,000
Q1
As above
As above
$400,000
Q1
As above
Quantity surveying and
estimating services
Contaminated land auditors
panel
Design and construction of city
ferries
Library e-lending resources
$300,000
Q3
As above
Category
Manager,
3403 9090
As above
$250,000
Q4
As above
As above
$800,000
Q4
As above
As above
$1,000,000
Q4
As above
As above
$450,000
Q1
As above
Category
Manager,
3178 8530
Mechanical road sweepers
and hire of equipment
15
Grouping
Information and
communications
technology
Product
Category
Description
Indicative
Annual Spend $
Expected
Quarter at
Market
Comments
Contact Details
Roads and Transport
Network
Building
Maintenance and
Repair Services
Non-hazardous
waste disposal
Electronic traffic signage
$500,000
Q1
As above
As above
Water appliances
$300,000
Q2
As above
As above
$1,500,000
Q1
As above
Building
Maintenance and
Repair Services
Recycled Water
Portable and fixed fire
maintenance services and
rectification work
Supply, delivery and
application of recycled water
for horticultural and industrial
services
Provision of public space
furniture
Firewall hardware software
solution, license, support and
maintenance CC1
Vulnerability scanning
software and service – Rapid 7
$900,000
Q2
As above
Category
Manager,
3178 8530
As above
$1,200,000
Q2
As above
As above
$1,200,000
Q4
As above
As above
$500,000
Q1
$250,000
Q1
Review of current contract
arrangements or public
tender
As above
Category
Manager,
3403 9109
As above
$360,000
Q1
As above
As above
$10,000,000
Q1
As above
Waste management point of
sale solution
$2,000,000
Q1
As above
Category
Manager,
3403 9109
As above
Surface tablets
GIS services panel
$2,000,000
$500,000
Q1
Q2
As above
As above
As above
As above
Public Space
Furniture
Security
Administration
Software
Vulnerability
Management
Software
Intrusion Prevention
and Detection
Software
Enterprise Asset
Management
Application ICT
Supply Chain
Management
Application
Tablet PC’s
Geographic
information system
(GIS) Engines ICT
Disposal of construction site
spoil
Distributed denial of service
(DDoS) network protection
services
Field communications and
tracking market sounding
16
Grouping
Managed Services
TOTAL
Product
Category
Description
Indicative
Annual Spend $
Expected
Quarter at
Market
Comments
Contact Details
Vulnerability
Management
Software
Application Virtual
Machines
Library Management
Refuse Collection
and Disposal
Vulnerability and penetration
testing assessment services
$250,000
Q2
As above
As above
VMWare products and
services
Library management system
Removal of waste from
Moreton Island
$500,000
Q3
As above
As above
$290,000
$360,000
Q3
Q1
As above
As above
Public Safety and
Control
Suburban Safety Incident
Alerts
$590,000
Q1
As above
As above
Category
Manager,
3403 1951
As above
$29,950,000
17
Schedule B
Annual Forward Disposal Schedule 2016-17
18
DISPOSALS
The following items represent disposals of $5,000 or greater that the Council may seek to commence/conclude during the 2016-17 financial year. Actual disposal activity
will be dictated by a number of factors that may include the level of operational activity and any purchasing arrangements implemented. Significant Disposal Plans for the
identified disposal activities will be developed where disposals are not in accordance with the Contract Manual or the proposed disposal approach.
Disposal Activity
Proposed Disposal Approach
Procurement
Outcome
KPI/Measure to gauge
success
Area of Council
responsible for the
disposal activity
Expected
Timing
Computer equipment
Re-purchase by vendor, ‘Green ICT’ disposal arrangement,
public auction or tender
Economic/
Environmental
Return greater than
book value
Computer desktops
and/or laptops
Community disposal
Social
Up to 300 functioning
ICT Service Delivery/
computers (desktops or Community
laptops) allocated to
Development Services
community groups
Q1-Q4
Computer server,
storage and
communications
equipment
Re-purchase by vendor, ‘Green ICT’ disposal arrangement,
public auction or tender
Economic/
Environmental
Return greater than
book value
ICT Service Delivery
Q1-Q4
Passenger vehicles
Public tender/auction or sale by private treaty through the
auction house at the agreed reserve price if the asset has
been passed in at a previous auction
Economic
Return greater than
book value
Fleet Management
Group
Q1-Q4
Light commercial
vehicles
Public tender/auction or sale by private treaty through the
auction house at the agreed reserve price if the asset has
been passed in at a previous auction
Economic
Return greater than
book value
Fleet Management
Group
Q1-Q4
Trucks
Public tender/auction or sale by private treaty through the
auction house at the agreed reserve price if the asset has
been passed in at a previous auction
Economic
Return greater than
book value
Fleet Management
Group
Q1-Q4
Major and general plant Public tender/auction or sale by private treaty through the
and equipment
auction house at the agreed reserve price if the asset has
been passed in at a previous auction
Economic
Return greater than
book value
Fleet Management
Group
Q1-Q4
Special vehicles
Economic
Return greater than
book value
Fleet Management
Group
Q1-Q4
Public tender/auction or sale by private treaty through the
auction house at the agreed reserve price if the asset has
been passed in at a previous auction
ICT Service Delivery
Q1-Q4
19
Disposal Activity
Proposed Disposal Approach
Procurement
Outcome
KPI/Measure to gauge
success
Area of Council
responsible for the
disposal activity
Expected
Timing
Return greater than five Supplier Services
percent of current book
value
Q1-Q4
Public tender/auction or sale by private treaty through the
Economic
auction house at the agreed reserve price if the asset has
been passed in at a previous auction. If no buyers are
interested and the likelihood of a sale at a future auction is
low, compared with the number of buses to be disposed, then
the asset will be sold as scrap metal to the scrap metal
merchant offering the best price
Return best scrap metal Brisbane Transport
value
Q1-Q4
No disposal of Ferry Fleet proposed in the 2016-17 financial
year.
Any future disposal would be undertaken via a Public
tender/auction or sale by private treaty through a registered
Ship Broker with an agreed reserve price
Return % of book value Transport Planning
and Strategy
Not
applicable
Obsolete inventory
Public tender/auction
Buses
Ferries
Economic
Economic
20
Schedule C
Exemptions from Contract Manual Process
Brisbane City Council
Annual Procurement Policy and
Contracting Plan 2016-17
(Currently unavailable)
21