The refit used standard procurement practices. All of the items many of which were reused are found in any government department or agency.

Transcription

1 Office refurbishment On 13 December 2017, the State Services Commission completed a refit of its Wellington office space on Levels 10 and 11 of the Reserve Bank Building. The refit is an investment in the Commission s longer-term effectiveness and capability. The project was necessary to support a new, more collaborative and joined up operating model. Six years ago the Commission moved from Molesworth Street to the Reserve Bank Building, 2 The Terrace. The Commission has since changed the way it works, which meant the previous office configuration was no longer fit-for-purpose. The Commission also needs to accommodate project teams and large group meetings, for example Public Service chief executives, without having to hire external space. The refit used standard procurement practices. All of the items many of which were reused are found in any government department or agency. The cost, at $593 per square metre, was at the lower end for comparable public sector office fit outs. Key points of the project: Fully flexible work space with no allocated desks, including for the State Services Commissioner Space is allocated for activity only, not on the basis of an individual s job status 50% of floor space for collaborative working spaces Accommodating the same number of staff with a decrease in the number of desks from 143 to 99, but with the capability for 250 working points. The fit out was finished on time, under budget and with minimum disruption. The total investment in construction and fit out was $960,000 at the time of this release. There was a further cost of $138,000 for project management fees and design and there may be some other minor costs to finalise the project.

2 UNCLASSIFIED Business Case Workplace refurbishment Background The State Services Commission (SSC) is located on floors 10 and 11of the Reserve Bank building. Our workplace is designed to fit 120 staff plus space for contractors, all with assigned desks (143). We currently have three meeting rooms that can open into a large conference area, 12 meeting rooms that cater for between 4 and 8 people, 4 quiet rooms and meeting room for the Head of State Services. SSC s work programme requires collaboration across the Public sector, the ability to share information easily and quickly with each other, and a work space that allows us to bring in teams from across the sector to form teams on cross sector issues. A recent occupancy study has shown that we work is a very mobile way with 44% of desks being unoccupied in any one day. We also under utilise our meeting rooms, preferring to meet in other places or informally. We want to design a workplace that suits our natural way of working, provides better value for money and provides us with the ability to be mobile and flexible. Our lease at the reserve bank expires on 31 March On that basis we want to minimise structural changes and design a solution that can be portable to other premises if required. As part of the WAP2 programme SSC was scheduled to move to 3 The Terrace in Subsequent to the 7.8 Earthquake on 14 November that programme has been impacted in terms of who has to move buildings, the number of buildings available and time frame that the programme can now be progressed against. SSC has asked for urgent advice on the impact for 3 The Terrace. The outcome of that advice will determine the extent of the structural changes we can justify. If we are operating on the basis we have 18 months we will minimise the structural changes, if we are operating on the basis we have 3 years then we can depreciate the structural changes over a longer period and therefore reduce cost. Following the earthquake, we have damage to the work space that requires repair. Internal walls, cabinets and meeting rooms all sustained damage. Total estimate to repair the current workspace is $17,000. Strategic case SSC leads the State sector to deliver great services for our nation. We lead, we serve. New Zealand has one of the most respected public administrations in the world, and we know that we need to work hard to retain this reputation. SSC leads the State services in setting ambitious goals for agencies and delivering improved results and services for New Zealanders. Our role is to support chief executives to work as a team and take collective responsibility for ensuring the system works well and with integrity for today, and tomorrow. We aim to drive better public services through increased customerfocus and innovation. SSC is responsible for the design and capability of the State services. Our aim is to retain the strength of agency accountability while building stronger stewardship and alignment across the public sector. To this end SSC has developed a plan, owned jointly by the CEs of all public sector agencies, called Better Public Services 2 (BPS2). The BPS2 plan is the driver for the change to our workspace. In order to deliver this plan SSC will require a workspace that allows for the following: _Business Case - workplace refurbishment.docx UNCLASSIFIED

3 UNCLASSIFIED Ability to focus on issues not teams breaking down professional siloes Developing a meritocracy Freer exchange of information and ideas More effective and efficient use of work space so we can accommodate virtual project teams The proposed changes in the workplace are in line with both the Government Chief Information Officer s (GCIO) strategy for IT and Government Property Group s (GPG) strategy for work place effectiveness. Both strategies support unlimited (digital) access and connectivity; digital transformation and paper independence and reduction. As well as flexible work places that can organise around activities and work priorities instead of uniform work stations and teams. Economic case There are options available dependent on degree to which the strategic needs are met, risk assessment, and cost benefit. Options include: 1) Keeping the status quo and repairing the earthquake damage. Keep IT on the current replacement cycle. This option provides a safe working environment, but does not provide the flexibility required to complete the work programme effectively, or the variety of working environment to enable staff to work in their most productive way. Economic Criteria Information Flexibility Increased Efficient and Exchange productivity Effective No No No No 2) Reduce paper based information, provide flexible desking, remove some internal walls to increase informal meeting spaces. This option provides existing staff the flexibility to work around activities rather than a uniform physical space, however the collaboration opportunities are minimal. Economic Criteria Information Flexibility Increased Efficient Exchange productivity Effective In part In part Yes In part and 3) Refurbish the workspace using a design concept which meet the strategic need but allow for portability of improvements. This is will include changes to IT, furniture and internal walls. Structural changes will be minimal and cost benefit dependent on the workspace improvements being largely portable. Economic Criteria Information Flexibility Increased Efficient Exchange productivity Effective Yes Yes Yes Yes and 4) Refurbish the workspace using a design concept which meet the strategic need and allows for some non-portable structural change such as the carpet, walls and built in cabinets _Business Case - workplace refurbishment.docx 2 UNCLASSIFIED

4 UNCLASSIFIED Economic Criteria Information Flexibility Increased Efficient Exchange productivity Effective Yes Yes Yes Yes and Option 3 and 4 meet the criteria for the strategic case. The cost benefit analysis will determine which option is the most desirable. Commercial The redesign of the work place will involve private providers. GPG and GCIO are in involved in the work place redevelopment and have the processes in place to support the commercial arrangements with designers, suppliers and IT providers. Templates and policies are in place to ensure all contractual arrangements are obtained and managed appropriately. Financial Please see appendix 1 for the detailed costings for this project: The level of investment will be determined by the lease situation after a decision has been received from GPG about the WAP2 programme. $1.9m is set aside in capital, with the associated opex for depreciation in Costing for furniture and IT based on the APO fitout has been undertaken. Total cost for the soft furnishing is approx. $500k. Assuming a similar amount for construction costs to change internal walls and the hubs, the total cost is likely to be $1m. A likely saving of $900k. There are saving associated with refurbishing the work space to meet SSC s strategic needs in additional to the $900k saving: Removal of desk phones Avoidance of earthquake repair costs Avoidance the IT refresh costs for the next 3 years Increased productivity due to the more effective work place Management From a management perspective this project will transform the workplace from being a hygiene factor to a strategic asset. Staff will be provided with multiple options for their working environment, including the one option of a dedicated work station that is provided now. The following management benefits will be realised: Employee well-being; a healthier and more sustainable workplace. Employee satisfaction; more effective, engaged and motivated people. Organisation flexibility; better collaboration, more efficient decision making. Work-life balance; improved work-life balance after implementation and transformation. Property cost saving; a cost effective workplace _Business Case - workplace refurbishment.docx 3 UNCLASSIFIED

5 UNCLASSIFIED Governance ELT will approve budget, design and communications. The steering group will monitor progress and make resourcing decisions within project scope and budget. The steering group will include GPG and GCIO to ensure we retain alignment with cross agency strategies. A Project Manager is required to coordinate providers and to manage the project plan. To speed up the process someone internal to SSC with the appropriate skills would be ideal. Recommendations Get decision from GPG on WAP2 direction. Approve Business Case RFP for designers underway Consult with Landlord on changes and lease extension (time determined by WAP decision) Appoint project Manager and set up Governance _Business Case - workplace refurbishment.docx 4 UNCLASSIFIED

6 RFP Workplace refurbishment State Services Commission Request for Proposals DESIGN SERVICES FOR OUR WORKPLACE RFP released: 20 th January 2017 Deadline for Questions: 3 rd March 2017 Deadline for Proposals: 17 th March 2017 State Services Commission 2 The Terrace Wellington

7 RFP Workplace refurbishment Contents This opportunity in a nutshell... 3 SECTION 1: Key information... 5 SECTION 2: Our Requirements... 8 SECTION 3: Our Evaluation Approach SECTION 4: Pricing information SECTION 5: Our Proposed Contract APPENDIX 1: Contract for Services... 16

8 This opportunity in a nutshell What we need SSC s work programme requires collaboration across the Public sector, the ability to share information easily and quickly with each other, and a work space that allows us to bring in teams from across government to work on cross sector issues. We need design services to reconfigure our current workspace to better support this direction. SSC is currently located on floors 10 and 11of the Reserve Bank building (~1830 sqm). Our workplace is designed to fit 120 staff plus space for contractors, all with assigned desks (143). We currently have three meeting rooms that can open into a large conference area, 12 meeting rooms that cater for between 4 and 8 people, 4 quiet rooms and meeting room for the Commissioner. A recent occupancy study has shown that we work in a very mobile way with 44% of desks being unoccupied in any one day. We also under utilise our meeting rooms, preferring to meet in other places or informally. We want to design a workplace that suits our natural way of working, provides better value for money and provides us with the ability to be mobile and flexible. We want to minimise structural changes and design a solution that can be portable to other premises if required. We are looking for a designer with the experience, capacity and capability to deliver a practical design to meet our needs. What we don t want We don t want a refreshed version of the status quo. We don t need a full workplace strategy but we do need a supplier who can add value to our project through challenging our thinking, or providing ideas and innovations which will improve how we support our staff. What s important to us It s important that we receive Proposals from suppliers who have the capability, personnel and experience to provide innovative working environment solutions as well as critical and creative thinking to all phases of the design process. The Successful Respondent must be able to demonstrate a comprehensive understanding of progressive workplace models that have responded to the strategic needs and desired work practices of an organisation. Why should you bid? SSC is the leader of State services. This is a unique opportunity to be part of the development of an innovative work place which will enable SSC to better carry out that role. A bit about us SSC leads the State sector to deliver great services for our nation. We lead, we serve. New Zealand has one of the most respected public administrations in the world, and we know that we need to work hard to retain this reputation. We create the environment for agencies to perform successfully and work with chief executives to help them deliver results that make a difference to the lives of New Zealanders. We also support their professional development and manage their performance and that of their agencies. Page 3 of 19

9 Our aim is to lead a Public service that focuses effort on priority results that produce better outcomes and improved services for New Zealanders. These results are ones which cannot be achieved by a single agency. They require cross agency or whole of system work to achieve success, and will enable a transformation in how State services operates as a system. To this end SSC has facilitated a plan, owned jointly by the CEs of all public sector agencies, called Better Public Services 2 (BPS2). To enable this work we have developed a workforce strategy that focuses on agility and flexibility. Our workplace is one of the key enablers to help that strategy be fulfilled. Page 4 of 19

10 SECTION 1: Key information 1.1 Context a. This Request for Proposal (RFP) is an invitation to suitably qualified suppliers to submit a Proposal for the design of our workplace contract opportunity. b. This RFP is a single-step procurement process. c. Words and phrases that have a special meaning are shown by the use of capitals e.g. Respondent, which means a person, organisation, business or other entity that submits a Proposal in response to the RFP. The term Respondent includes its officers, employees, contractors, consultants, agents and representatives. The term Respondent differs from a supplier, which is any other business in the market place that does not submit a Proposal.. Definitions are at the end of Section Our timeline a. Here is our timeline for this RFP. Action Indicative date Tender RFP released 20th January 2017 Deadline for questions 3 rd March 2017 Last date for SSC to answer questions Deadline for Proposals 8 th March pm 17 th March 2017 Evaluation Responses distributed to evaluation panel Interview short listed suppliers 20 th March rd 24 th March 2017 Post-evaluation Approve recommendation report Debrief unsuccessful suppliers Advise Respondents of outcome 27 th March th March th March 2017 Contract negotiation 29 th March 2017 Page 5 of 19

11 Anticipated contract start date 10 rth April 2017 b. Suppliers will be interviewed on 23 rd 24 th of March. We will give as much notice as possible for supplier to arrange travel and schedules. c. All dates and times are dates and times in New Zealand. 1.3 How to contact us a. All enquiries must be directed to our Point of Contact. We will manage all external communications through this Point of Contact. b. Our Point of Contact Name: Rachel Bruce Title/role: General Manager, Corporate Services address: 1.4 Developing and submitting your Proposal a. This is a closed, competitive tender process. The RFP sets out the step-by-step process and conditions that apply. b. Take time to read and understand the RFP. In particular: i. develop a strong understanding of our Requirements detailed in Section 2. ii. in structuring your Proposal consider how it will be evaluated. Section 3 describes our Evaluation Approach. c. For helpful hints on tendering and access to a supplier resource centre go to: / for suppliers. d. If anything is unclear or you have a question, ask us to explain. Please do so before the Deadline for Questions. our Point of Contact. e. You must complete and sign the declaration at the end of the Response Form. f. Having done the work don t be late please ensure you get your Proposal to us before the Deadline for Proposals! 1.5 Address for submitting your Proposal a. Proposals must be submitted by to the following address: Rachel.bruce@ssc.govt.nz b. Proposals sent by post or fax, or hard copy delivered to our office, will not be accepted. Page 6 of 19

12 1.6 Our RFP Process, Terms and Conditions a. Offer Validity Period: In submitting a Proposal the Respondent agrees that their offer will remain open for acceptance by the Buyer for 3 calendar months from the Deadline for Proposals. b. The RFP is subject to the RFP Process, Terms and Conditions (shortened to RFP-Terms) described in Section 6. We have not made any variation to the RFP-Terms. 1.7 Later changes to the RFP or RFP process a. If, after publishing the RFP, we need to change anything about the RFP, or RFP process, or want to provide suppliers with additional information we will let all suppliers know . Page 7 of 19

13 SECTION 2: Our Requirements 2.1 Background This procurement relates to the delivery of a design for the SSC workspace at the Reserve Bank building, 2 The Terrace, Wellington. Our location is floors 10 and 11 of the Reserve Bank building and each floor is approximately 915 sqm. We currently have 143 assigned desks for SSC staff and guests. We have closed meeting areas and a reception and conferencing area on level 10. SSC has undertaken some initial discovery work. Available outputs will be shared with the successful respondent including: SSC s draft four year plan A high level occupancy study noting desks that were occupied or not occupied over a period of two weeks. Business case for the refurbishment The project budget for all construction works is $500,000. Included in this figure is soft fitout items, hard fitout changes, wiring and cabling. Technology and equipment is excluded. SSC s furniture is at the end of its life and its anticipated there will be minimal furniture re-use. 2.2 What we are buying and why We want to design a work space that is better suited to our work programme and culture. The work place needs to allow for flexible and mobile working, where information can be shared easily and informal and formal meetings can be held. There needs to be the right mix of worksettings to support the individual, team and cross team project work we undertake. Project teams from other agencies will need to be accommodated and a conference facility that caters for up to 100 staff is required. 2.3 Services and deliverables The final scope of work and associated fee will be finalised at the time of contract execution (based on the legal documentation). The successful respondent will provide comprehensive design services (including completing functional briefing, translation exercises, storage reviews and analysis, integration of existing furniture, etc.) for a soft fitout from conception through to completion of the fitout by: o o o o o o o completion of all tasks and outputs associated with schematic planning, sketch planning/concept design, preliminary and developed design, detailed design and tender documentation and review, construction and consenting, certification of practical completion and defect liability management to enable the completion and occupation of the fitout this will include comprehensive management of variations and signage requirements manage variation process in consultation with SSC manage furniture procurement process work closely with other suppliers, to provide a complete solution be responsible for overall co-ordination of all design disciplines project manage any construction fitout works required as a result of the design (expected to be minimal reconfiguration of built space and cosmetic upgrades). commitment to design delivery milestones (and related level of detail) - dates as per development agreement programme Page 8 of 19

14 2.4 Contract term We anticipate that the Contract will commence in April The anticipated Contract term and options to extend are: Description Initial term of the Contract Years Start on 10 th April End Date: On completion of the fitout and sign off by SSC. Page 9 of 19

15 2.5 Key outcomes The following are the key outcomes that are to be delivered. Description That all the Service Deliverables and scope described in this RFP are met to the satisfaction of SSC. The final scope of work and associated fee will be finalised at the time of contract execution (based on the legal documentation). Indicative date for delivery As per above contract period 2.6 Other information a. Payment will be on successful delivery of milestones. b. New Intellectual Property arising as a result of the Contract will be the property of SSC Page 10 of 19

16 SECTION 3: Our Evaluation Approach 3.1 Evaluation model The evaluation model that will be used is weighted attribute (weighted criteria). Price is a weighted criterion. The evaluation process will include the following steps: Evaluation of RFP proposals against the weighted criteria Moderation to determine shortlist Clarifications and presentations by shortlisted Respondents Final moderation Preferred Respondents(s) invited to enter into further negotiations or discussions (if required) Due diligence and reference checks (if required) 3.2 Evaluation criteria Proposals will be evaluated on their merits according to the following evaluation criteria and weightings. Criterion Weighting 1. Proposed solution (fit for purpose) 40% Methodology and process Relevant project examples (two examples) 2. Capability of the Respondent to deliver 25% Key personnel s experience Quality management and assurance Health and safety policies 3. Capacity of the Respondent to deliver 15% Proposed programme Availability of key personnel 4. Fit with SSC 10% Assessed from interview 5. Price 10% Fixed fee proposal Total weightings 100% Shortlisted Respondents will be invited to make a presentation to the evaluation team as part of the overall evaluation process. The presentation will be a dialogue session with evaluation team members asking questions and ensuring a thorough understanding of the respondent s submission. The process will be limited to a maximum of 90 minutes. It is expected that your nominated team, or key representatives of the team, are part of the presentation. Responses received as part of any such presentations may be used to moderate scores. Presentations will be held on the day(s) identified in section 1.2 Our Timeline. Page 11 of 19

17 3.3 Scoring The following scoring scale will be used in evaluating Proposals. Scores by individual panel members may be modified through a moderation process across the whole evaluation panel. Rating Definition Score SIGNIFICANTLY exceeds requirements EXCEEDS by a clear margin MEETS requirements Has clear DEFICIENCIES Is UNSUITABLE UNACCEPTABLE significant issues not capable of being resolved The Proposal is able to demonstrate a level of experience, capabilities and capacity significantly beyond base requirements and business objectives in all areas. The Proposal demonstrates that they are able to exceed the requirement and business objectives in several areas and is at the required level of satisfaction. The Proposal meets the requirements and is to an adequate level required to satisfy business objectives. The Proposal meets most, but not all, requirements and is therefore generally below expectations. The Proposal is unable to meet most or any of the requirements and/or does not answer all critical questions. The Proposal clearly cannot meet any of the requirements / no answer provided Price We wish to obtain the best value-for-money over the whole-of-life of the Contract. This means achieving the right combination of fit for purpose, quality, on time delivery, quantity and price. A lump sum/fixed fee pricing mechanism will be required from Respondents which indicates the total cost for performing the required services for the design solution. If a Respondent offers a price that is substantially lower than other Proposals (an abnormally low bid), the Buyer may seek to verify with the Respondent that the Respondent is capable of fully delivering all of the Requirements and meeting all of the conditions of the Proposed Contract for the price quoted. 3.5 Evaluation process and due diligence We may undertake the following processes and due diligence in relation to shortlisted Respondents. The findings will be taken into account in the evaluation process. Should we decide to undertake any of these we will give shortlisted Respondents reasonable notice. a. reference check the Respondent organisation and named personnel b. carry out due diligence on the Respondent c. undertake a Police check for all named personnel Page 12 of 19

18 SECTION 4: Pricing information 4.1 Pricing information to be provided by respondents Respondents are to provide their price as part of their Proposal. In submitting the Price the Respondent must meet the following: a. The lump sum/fixed price quoted should represent all costs, fees, expenses and charges associated with the full delivery of the Requirements over the whole-of-life of the Contract (including travel and accommodation if required). All prices shown must be exclusive of GST. b. In preparing their Proposal, Respondents are to consider all risks, contingencies and other circumstances relating to the delivery of the Requirements and include adequate provision in the Proposal and pricing information to manage such risks and contingencies. c. Respondents are to document in their Proposal all assumptions and qualifications made about the delivery of the Requirements, including in the financial pricing information. Any assumption that the Buyer or a third party will incur any cost related to the delivery of the Requirements is to be stated, and the cost estimated if possible. d. Prices must be tendered in NZ$. Unless otherwise agreed, the Buyer will arrange contractual payments in NZ$. Page 13 of 19

19 SECTION 5: Our Proposed Contract Proposed Contract 5.1 We have included in the Appendix 1 a copy of the Proposed Contract that will be used for the requirements specified. 5.2 In submitting your Proposal you must let us know if you wish to question and/or negotiate any of the terms or conditions in the Proposed Contract, or wish to negotiate new terms and/or conditions. The Response Form contains a section for you to state your position. If you do not state your position you will be deemed to have accepted the terms and conditions in the Proposed Contract in full. Page 14 of 19

20 SECTION 6: RFP Process, Terms and Conditions A copy of the Terms and Conditions of this RFP can be found on the Ministry of Business, Employment, Innovation and Employment (MBIE) website. Page 15 of 19

21 APPENDIX 1: Contract for Services Contract for Services SSC Contract Number The Parties State Services Commissioner (Buyer) and [Insert the legal name of the Supplier (and registered address if a company)] (Supplier) The Contract The Buyer appoints the Supplier to deliver the Services described in this Contract and the Supplier accepts that appointment. This Contract sets out the Parties' rights and obligations. The documents forming this Contract are: 1 This page Page 1 2 Contract Details and Description of Services Schedule 1 3 Standard Terms and Conditions Schedule 2 [The Standard Terms and Conditions are available at GMC Form 1 SERVICES - Schedule 2 (2nd Edition) [147 kb PDF] on the business.govt.nz website.] 4 Any other attachments described in Schedule 1. How to read this Contract Together the above documents form the whole Contract. Any Supplier terms and conditions do not apply. Clause numbers refer to clauses in Schedule 2. Words starting with capital letters have a special meaning, as stated in the Definitions section (clause 17, Schedule 2). Acceptance The date of execution of this Contract is the later of the two dates below. By signing this Contract each Party acknowledges that it has read and agrees to be bound by it. For and on behalf of the Buyer: For and on behalf of the Supplier: Signature Name: Date: Signature Name: Date: Page 16 of 19

22 Schedule 1 Contract Details and Description of Services Details Start Date Reference Schedule 2 clause 1 End Date Reference Schedule 2 clause 1 Personnel Contract Managers Reference Schedule 2 clause 4 Name: Buyer s Contract Manager Supplier s Contract Manager Address details Addresses for Notices Reference Schedule 2 clause 14 For the attention of: Street address: Postal address: Buyer Chief Legal Advisor State Services Commission 2 The Terrace Wellington 6011 PO Box 329 Wellington 6140 Fax: legal@ssc.govt.nz Supplier Requirements Supplier s Reporting Requirements Reference Schedule 2 clause 5 Report to: Contract Manager Due date The Supplier will report to the Buyer as required by the Buyer. Approved personnel Supplier s Approved Personnel Reference Schedule 2 clause 2.5 Name: Position: Specialisation: Approved Individual(s) [set out name(s) of individual(s) whose involvement in delivering the Services is an essential requirement] Page 17 of 19

23 Services Short Description of the Contract Contract with XXXXX for XXXXX Context [optional] Performance Standards [Describe the background to the Services.] Payment of Fees under this Contract is conditional on the reasonable satisfaction of [name of Contract manager or delegation holder] with the quality of the Services. [State any additional specific performance standards] Deliverables List here OR use table below [What are the specific deliverables the Supplier must complete. Include essential due dates, and fees (if any) that are due upon completion of a deliverable.] Deliverable(s) The Supplier will [insert specific Deliverable(s)] Due date [insert date for completion of Deliverable(s)] Amount due (excluding GST) [insert amount of instalment payable on completion of the Deliverable(s)] Fees, expenses and invoices Fees [choose 1] Reference Schedule 2 clause 3 The Supplier's Fees must be calculated on one of the following bases. If the Supplier reaches the total maximum Fee without completing the Services, the Supplier is required to complete the Services without further payment, unless otherwise agreed in writing. Fixed Fee A fixed Fee of $[ ] excluding GST. Hourly Rate Daily Rate Expenses Reference Schedule 2 clause 3 For each hour worked an Hourly Fee Rate of $[ ] excluding GST, up to a total maximum of $[ ] excluding GST. For each day worked a Daily Fee Rate of $[ ] excluding GST, up to a total maximum of $[ ] excluding GST. One day's work is defined as eight hours. If the Supplier works less than a full day the Fee will be calculated based on the time worked at the agreed Daily Fee Rate 8 x hours worked. No Expenses are payable. OR Actual and reasonable general Expenses The Buyer will pay the Supplier's actual and reasonable Expenses incurred in delivering the Services [up to a total maximum amount of $[ ] excluding GST] Page 18 of 19

24 provided that: 1 the Buyer has given prior written consent to the Supplier incurring the Expenses, 2 the Expenses are charged at actual and reasonable cost, and 3 the claim for Expenses is supported by GST receipts. Support The Buyer will provide no onsite support or accommodation for the Supplier. OR The Buyer will provide the following support for the Supplier: Invoices Reference Schedule 2 clause support services (detail); 2 accommodation (detail); 3 other support (detail) The Supplier will invoice [ t he B u yer s C ontr ac t Man a ger ] for payment, specifying the Services performed, any approved Expenses, and any materials provided. Following receipt of an invoice, the Buyer will pay the Supplier on the 20 th day of the month or as otherwise agreed. Additional matters Changes to Schedule 2 Standard Terms & Conditions Insurance Reference Schedule 2 clause 8.1 Attachments None. OR [Insert changes] It is the Supplier s responsibility to ensure its risks of doing business are adequately covered, whether by insurance or otherwise. None. OR [Description of attachment] Page 19 of 19

25 9(2)(a) privacy 9(2)(a) privacy 9(2)(a) privacy 9(2)(a) privacy 9(2)(a) privacy

26

27

28

29 9(2)(b)(ii) prejudice commercial position

30

31