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                                            "description": "Case Studies\nCould you please provide two case studies delivered within the last five (5) years where your company acted as the main contractor on new-build residential developments within a live urban housing estate with residents living in close proximity (approximately 10 metres or within the same estate) and subject to constrained inner-city logistics.\nEach project should be comparable to the Tybalds Estate Regeneration works in terms of:\n•\tScale (number of residential units)\n•\tValue\n•\tLocation (live, urban estate environments)\nFor each case study, provide the following project details:\n•\tProject title\n•\tProject address\n•\tFull name and registered address of the Employer\n•\tEmployer contact details (name, role, organisation, email, and phone number – references may be taken up)\n•\tForm of Contract used (e.g., JCT D&B, JCT SBC, NEC ECC, etc.)\n•\tNumber of homes delivered\n•\tContract start and completion dates\n•\tContract Sum at award (main works only)\n•\tDelay/Liquidated Damages – whether any were deducted and total value\n•\tHealth and Safety – number of RIDDOR reportable incidents and near misses\n•\tDisputes – whether any arose, how they were resolved (e.g., through adjudication, mediation, or other)\n•\tDescription of the estate context and constraints, your role and key delivery challenges\n•\tEvidence of successful outcomes including programme performance, cost certainty, safety record and resident satisfaction.\nFor each case study, you must also address the following qualitative evaluation criteria:\nAssessment Criteria (Total: 100%)\n1.\tProject delivery (50%)\nExplain how the project is relevant to Tybalds Estate and what lessons learned would be applied to this project. Describe how the project was delivered to its specification on time budget and quality. \n2.\tStakeholder and Resident Engagement Strategy (15%)\nDescribe your structured approach to stakeholder and resident engagement on the live estate development, including how you planned engagement at pre-construction stage, communicated with residents (including vulnerable residents), Tenant and Resident Associations, Ward Members, local businesses and community groups, and managed sensitive issues such as noise, access and safety.\nExplain how feedback influenced construction activities and provide measurable outcomes such as complaint reduction, satisfaction levels or other performance indicators.\n3.\tComplaints Management and Issue Resolution (10%)\nDescribe the formal process used for recording, responding to and resolving complaints and enquiries from residents, elected members and other stakeholders during the construction works, including how complaints were logged and tracked, target response times, escalation procedures, reporting arrangements to the Client, trend analysis mechanisms and how the procedure was communicated to residents.\nPlease provide indicative KPIs achieved on a comparable project where available.\n4.\tSocial Value Delivery – Measurable Impact (10%)\nProvide evidence of how your organisation delivered measurable social value outcomes for each project, including the number and type of new entrant jobs, apprenticeships (with duration), work placements or T-Level opportunities, engagement with local schools or colleges, local supply chain spend (where available), and community initiatives aligned to the estate’s needs.\nPlease confirm whether these commitments were contractually secured and explain how delivery was monitored and reported.\n5.\tLogistics, Traffic and Environmental Management on Constrained Sites (15%)\nDescribe the approach used to managing site logistics, including deliveries and vehicle movements, site access arrangements, pedestrian segregation, and mitigation of noise, dust and vibration, as well as coordination with local authority highways teams.\nPlease explain your use of Construction Logistics Plans (CLPs), Delivery Management Plans (DMPs), off-site consolidation or just-in-time delivery (where applicable), any innovations adopted, and evidence of performance such as absence of enforcement action or reduction in complaints.\nScoring Criteria:\nCase Studies\n•\tPass/Fail: 2 compliant case studies must be submitted. Failure to provide the required number or relevance will result in a Fail.\nAssessment Criteria 1 - 5\n•\tEvaluation: Each case study response will be scored on a scale of 0 – 5 against the qualitative criteria listed below.\nThreshold to Progress\n•\tBidders must score a minimum of 60% overall for Assessment Criterion 1 – 5 below for each case study to be considered for progression.\nPage limit\n•\tMaximum 5 pages per case study response covering Assessment Criteria 1 – 5, \n•\tFont size Arial pt 11 or equivalent\n•\tNo appendices will be accepted.",
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                                                "description": "Financial capacity conditions of participation\nThe Authority has set a minimum turnover requirement for this project which has been set at £42,600,000 (£42.6million) with a current ratio of at least 0.6 for either of the candidate’s 2 most recent financial years.\nFor financial assessment the Authority will utilise financial assessment techniques in line with Cabinet Office information note PPN 02/13. \nThe Authority requires the following levels of insurance cover\nEmployer’s (Compulsory) Liability = £10m\nPublic Liability Insurance = £10m\nProfessional Indemnity Insurance = £10m\nProduct Liability Insurance = not applicable   \nLegal conditions of participation\nAcceptance of Contract Conditions and LBC Schedule of Amendments to JCT D&B 2024.\nPlease confirm that you accept the Contract Conditions and LBC Schedule of Amendments to JCT D&B 2024 contained in Schedule 4 - Contract Conditions.\nAccept tendering on the basis of the contract being a single stage design and build contract.\nThe Employer may require a 10% performance Bond and/or a Parent Company Guarantee, Contractors Insolvency Cover via the Structural Warranty Provider (NHBC or similar)."
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