COLLABORATIVE CONTRACTING - Group Director/Tay Ter Long Contracts & Procurement Division 21 May 2021 BLF2021 Session
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Punggol Digital District COLLABORATIVE CONTRACTING Group Director/Tay Ter Long Contracts & Procurement Division 21 May 2021 BLF2021 Session 1
Sharing Context
• Adoption and execution of Collaborative
Contracting in Punggol Digital District
(PDD)
• Experience so far
Punggol Digital District
• Thoughts on Collaborative Contracting
2
Adoption and execution of
Collaborative Contracting
Punggol Digital District
3
Adoption and execution of Collaborative Contracting
o Collaborative Working o Professional facilitator was
Relationship – Yes engaged for the workshop
o Dispute Avoidance and Resolution o Preparation Works:
– Yes o Discussion with BCA on the
o Early Notification/Notice – Yes objectives of the workshop
o Partnering Workshop – Yes o Identify list of participants
o Proactive Project Management – o Discussion on workshop
Yes duration, programme, logistics,
o Key Performance Incentives etc
(optional) – No o Identify venue and coordinate
with venue’s facilities
maintenance team
Key Partnering
Mechanisms Workshops
4
Adoption and execution of Collaborative Contracting
o 1 DB Member appointed jointly o Contractor/SO to give early notice to
o Frequency of DB meetings = 3 times other party as soon as either party
each year becomes aware of any matter which
o Fees are as advised by SMC and BCA may:
accordingly o Lead to an increase in the Contract
o Dispute Board established within 60 Sum
days of Commencement of the o E.g. Variation Orders, loss &
Works. expense
o Authorized Appointing Body for o Result in a delay to the Time or
Dispute Board (AAB): Singapore Times for completion
International Mediation o E.g. Extension of time claims
Centre/Singapore Mediation Centre o Have an adverse impact on the
performance of the Works
Dispute Avoidance Early Warning
and Resolution Register and Notice
6
7
Experience so far
Punggol Digital District
8Experience so far
Encouraging parties to come on board Collaborative Contracting
Introduced after the
consultants were
Need to set aside
onboard. Important
Involves some An experienced & time & $ (~ $11K) for
to determine the
additional works by good facilitator for the pre-workshop; in
adoption of
the Consultants, in the Partnering terms of workshop
collaborative
particular the SO, eg Workshop; ability to program, venue, etc.
contracting right
in preparing for the create fun, steer the Especially the
from the start of the
Early Notice, people towards presence of Senior
project and to
presentation to the meeting the Reps from
include this scope
DB. workshop objectives. stakeholders & the
under the
appointed DB
consultancy
contract.
9Experience so far
Selection of DB
Provides an avenue for
May not be accepted by the
parties to resolve disputes DB can also provide
both Parties. May consider
amicably. DB, as a 3rd party additional support according
multiple DB members that
can provides his independent to their Prof. training &
both parties can mutually
views for parties experience.
agree.
consideration.
10Experience so far
Structured Approach
Good practice to resolve
issues, variations, claims
progressively &
Similar to private sector
Provides opportunity (OR expeditiously: Early
steering comm mtgs &
strict documentation) to resolution by ensuring
management of large
establish issues for resolute time frames for
complex developments but
discussion thro’ early notification, substantiation,
with detailed structured
warning mechanism. verification and assessment
mechanisms & processes
of such claims in accordance
with the provisions of the
contract.
11Thoughts on Collaborative
Contracting
Punggol Digital District
12Thoughts on Collaborative Contracting
Mindset of Parties Extent of CC Constraints
o Collaborative mindset alone o Maximise benefits with o Alignment & parity with other
is insufficient Turnkey, D&B projects. projects e.g. Covid related
o Discuss issues openly with o Traditional Bid Build issues
each other incl the DB - contracts have concluded the o May not be aligned with
what’s best for the project detailed design and project Employer’s internal
o Disputes raised to DB for time frame – lesser protocols/processes. e.g. RVO
assessment / expert opinion room/time for collaboration & processes & Approving
are rare as parties try to substantive improvements. Authority
accommodate each other o Important to include KPIs / o Need to align dispute
(which is good) and to resolve Milestones resolution mechanisms with
issues on their own o Include authorities as internal processes.
o Not to leave positions to the stakeholders i.e. akin to a o Food for thought: Special
end resulting in strain green lane for speedy Development Vehicle for
relationship and unclear resolution of design & mega development to have
positions for parties to make approval issues. [For complex separate governance in order
informed decisions projects] to accord agility and flexibility
for decision making
13Working Relationship: To use best endeavours to
work together in a collaborative environment and
act in a spirit of mutual trust and cooperation.
If you don’t know where you are going, you will end up A mind is like a parachute; it doesn’t work if it isn’t open.
somewhere else. Always start with the end in mind. Do Don’t be afraid to experiment and take measured risks.
not let the means determine the end.Sungei Kadut Eco-District Thank you. In accessing or receiving these slides, the viewer or recipient acknowledges that (i) the slides (and any material contained within the slides) are provided for its information only and without any warranty made or liability undertaken on JTC’s part whatsoever, and that (ii) it may not reproduce, share or circulate any part of the said slides or material without JTC’s written consent. 15
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