Tendering and Integral Process Steps

Determining ambition

The development process starts with determining ambitions and a clear, sharply formulated objective. In practice, this is often still lacking, which has major consequences for further process and planning where quality is neglected. Defining a clear vision coupled with concrete ambitions is therefore the first important step. A work session can help to visualise this together. The integral mind maps per area in this handbook are a useful tool for this.

Pre-screening

Platforms and frameworks exist to formulate ambitions for the public space so that they are measurable from the outset and may be tested against agreed terms of coherent sustainability.

In the Netherlands, a pre-screening matrix of the NL Area label is available. This matrix covers 21 sub-indicators which cover the different degrees of cohesive sustainability. A completed matrix delivers an expectation of the score to be achieved for an area. This pre-screening is intended to provide guidance from the organisation on how the current ambition can be made concrete.

Ambition Web

The Ambition Web is a user-friendly tool to implement the integrated approach from the start. It is a visual representation of ambitions for physical, social and sustainable themes in public space, with associated levels of ambition. By using this instrument early in the process, ambitions are given a firm focus and direct the process. It is also a handy means of communication to weigh up the ambitions and desired performance with stakeholders (such as grid operators, residents, entrepreneurs).

Securing ambitions

In practice, it often happens in a spatial project that the high ambitions set in advance become less and less over time and the quality achieved is therefore disappointing. The ‘Law of Loss of Ambition’ by Stijn van Liefland (2011) shows which factors cause ambitions to disappear. By constantly keeping an eye on the ambitions set and recording them in every process phase, they can be better enforced.

Making ambitions measurable

People like to talk about green and sustainable ambitions, yet in practice it is still difficult to concretise these ambitions and to secure them in the longer term. A good way to do this is to actually make objectives measurable. Once objectives are quantifiable, they can be better monitored. This also makes it possible to monitor the maintenance of the sustainability ambitions in a project.

Ambitions in the HIOR

For public space, many municipalities work with a so-called HIOR, or a Handbook (Sustainable) Design of Public Space. This describes ambitions for the choice of materials and, for example, the management of public space. In general, the HIOR is a bulky document that minimally moves along with innovative, sustainable developments. Governments are currently looking for more flexibility in policy to achieve a sustainable public space. In addition to a HIOR, the policy-based recording of a broader measurement method such as the NL Terrain or Area Label can ensure that sustainability in the public space is safeguarded.

More opportunity for sustainability in the process

In many cases, the tender process occurs after all specifications (what is expected and requested?) have been worked out in their entirety by the client. This automatically means that there is little room left in plans for innovation, sustainability, communication and collaboration. There are several alternatives to traditional forms of procurement where there is room for this: Rapid Circular Contracting (RCC), MEAT-criteria such as open questions and Design, Build, Finance and Maintain DBFM(O) contracts.

Rapid Circular Contracting (RCC)

Rapid Circular Contracting (RCC) challenges the market to work together to come up with smart and innovative solutions in which circularity, sustainability and social return are central. This approach provides future-proof solutions in a rapidly changing environment and thus accelerates societal transitions and behavioural change in an efficient manner.

When the tender is set up in two phases (in figure phase 1: steps 1 – 5 and phase 2: steps 6 – 8), the client chooses one party early in the process. Subsequently, the question is further fleshed out with this party. There is plenty of room to discuss sustainable and innovative solutions together. At the end of phase 1, the market party can make a clean and transparent offer for the realisation (phase 2). Tendering for a place for a market party in a Construction Team is the easiest way to achieve such a two-phase form of tendering.

EMVI-criteria

Contracting authorities often choose to work according to the principle of Most Economically Advantageous Tender (MEAT). In a MEAT-trajectory, the client assesses the tenders not only on price, but also on predetermined quality aspects. It often turns out that the price is still leading in tenders, although attempts are made to make it subordinate to quality. This can be done by formulating the MEAT-criteria as open-ended questions as much as possible. This gives tenderers the space they need, and challenges them to offer their own solutions. However, this requires the formulation of measurable results in order to be able to compare registrations with each other.

DBFM(O)-contract

DBFM stands for Design, Build, Finance and Maintain and is a contract in which the contractor is responsible for the design and construction of the project, as well as for financing and overall maintenance. The O stands for Operate, but is still fairly new. A DBFM(O) contract is an integrated form of contract. The contractor is given maximum room to apply their knowledge and creativity. In addition, they will ensure the right quality during construction in order to be able to fill in the management as optimally as possible.

More information about various forms of tendering can be found via the PIANOo Procurement Expertise Centre: www.pianoo.nl

Planning process for the public space

Spatial planning processes are generally divided into five phases, namely the initiation, definition, design, realisation, and management phases. In the event that a market party carries out the development, the tendering phase takes place at the end of the design phase. For this manual on living public space, a sixth phase has been added in this chapter: the evaluation and knowledge transfer phase.

Step-by-step plan

The step-by-step plan below provides general guidelines for each phase that applies to a realisation in the public space. A clear vision of sustainability in public space creates clear frameworks for this. The steps below are a first step towards refining and supplementing in the follow-up process, for example during a work session with relevant stakeholders.

These phase-by-phase steps are important for a project leader, policy officer, manager, supervisor, contractor, and other stakeholders. The project leader can set out the steps for the person concerned. Experience shows that the six phases in reality are intertwined. By constantly checking whether the development is still sustainable and possibly going back to an earlier phase, a flexible and robust process is created.

1. Initiation Phase

Steps for securing sustainability in the initiative phase:

1. Map out the current situation on sustainability themes;
2. Make a stakeholders/force field analysis;
3. Determine the common ambitions. Do this in conjunction with various themes such as energy, circularity, biodiversity and health;
4. When it comes to ambitions, look beyond just ‘maintaining quality’, go for ‘improving quality’, such as improving soil and water quality;
5. Identify obstacles, opportunities, solutions for sustainability;
6. See what can be harvested and reused locally (in advance);
7. Make an inventory of which studies need to be carried out, so that all information is available at the design phase;
8. Lay down how the sustainability themes are monitored and safeguarded in the process.

Focus: The start of the realisation of a living public space starts with the right tender and commissioning. Make integrated green solutions and the linking of functions the starting point of the assignment.

Result: Insight into coupling opportunities and gaps, so that it becomes clear where energy should be used and where it should not.

2. Definition Phase

Steps for securing sustainability in the definition phase:

1. Visualise the current and expected situation on sustainability themes;
2. Carry out relevant studies, including a study of existing natural values, soil, water and waste streams;
3. Put together a construction/design team that has the necessary knowledge and experience;
4. Involve the ecologist and landscape architect as early as possible in the process;
5. Involve the future manager as early as possible in the process. They need to know what the starting point and ambition is and therefore also start to set up in a management-conscious way;
6. Concretise the common ambitions in measures (physical and social) so that they become measurable, see box NL Area Label at the end of this chapter;
7. Go through the predetermined method of monitoring and assurance;
8. Communicate and record agreements about the spatial and financial consequences of the ambitions/measures set.

Focus: The future manager must already contribute relevant area knowledge in this phase. They are the one who is responsible for securing the ambition in the use/management phase.

Result: All relevant research is in order at the front end, so that broad knowledge can be used during the design phase based on a coherent approach.

3. Design Phase (urban design & technical design)

Steps for securing sustainability in the design phase:

1. Assess the (interim) design on the related sustainability themes, see box NL Area Label;
2. Don’t just focus on the task at hand. Make sure that the sustainability themes are elaborated in the design;
3. Create the layout plan and technical design based on the existing (natural) landscape with attention to circularity, nature-inclusive construction and biodiversity-enhancing planting;
4. Formulate sustainability criteria for the management phase;
5. Make sure you have a tender that offers room for innovation and sustainability. Aim for measurable results, so that registrations can be compared with each other;
6. Make sure that all relevant parties are properly involved in the process. Explain why something is done rather than what is done (usefulness and necessity).
7. Talk to local residents/future residents, among other things.

Focus: The emphasis in the tender process should be on how the contractor will safeguard the sustainability ambitions in the follow-up process (realisation and management). During the tendering process, pay attention to the sustainability requirements for realisation, management and maintenance. Make sure there is a minimum lower limit in the tender and take the Sustainable Development Goals as a starting point.

Result: A design (both urban and technical) in which the various sustainability themes have been fleshed out and the feasibility is guaranteed in an outline management plan.

4. Realisation Phase

Steps for securing sustainability in the realisation phase:

1. Prevent unnecessary nuisance and pollution during the construction phase;
2. Set requirements for marginalising and/or offsetting CO2 emissions during implementation;
3. Aim for an executive company that applies the highest standard of sustainable working. See also the framework guideline Tree Impact Analysis;
4. Preferably use local materials. See also the boxes Groenkeur and NL Gebiedslabel;
5. Secure the ambitions for sustainability in the maintenance and management plan;
6. Make sure that all relevant parties are properly involved during and after the realisation. Among other things, talk to local residents/future residents about the interpretation of their living environment.

Focus: Also during the realisation phase, continue to look for (co-)coupling opportunities for sustainability. Knowledge transfer on the sustainability ambitions in the realisation phase is of great importance. Many constructed businesses ‘disappear’ underground. It remains necessary to look at this, because the consequences only emerge after years. Joint supervision with the contractor and client is therefore essential.

Result: A sustainably realised project in the public space.

5. Management Phase

Steps for ensuring sustainability in the management phase:

1. Record the management with the (green) contractor for at least three years. Pool operating and management budgets. This also creates ownership;
2. Continue to monitor and schedule evaluations to discuss this broadly;
3. Secure sustainability ambitions through careful transfer;
4. Make sure you have sufficient financial resources for additional sustainability measures. Apply the financial structure more to circularity (lease constructions);
5. Explore new revenue models in which the greenery can be well maintained for the long term;
6. Make sure that sufficient knowledge is available in the field of ecological management;
7. Involve residents, businesses and social training and work companies in the implementation and management of public space.

Focus: Start drawing up the management plan early on to secure sustainability ambitions/measures. A good management plan with attention to the ecological potential and a future-oriented final picture is essential for securing the ambition in the long term. Therefore, make sure that sufficient knowledge is available in the field of ecological management. And include a monitoring post for possible adjustments.

Result: A living public space.

6. Evaluation and Knowledge Transfer Phase

Steps for securing sustainability in the evaluation and knowledge transfer phase:

1. Ensure good knowledge transfer between different departments;
2. Schedule evaluation rounds during and after the planning process, with room for adjustments;
3. Train experts within the team for sufficient knowledge. A selection of the various education, training and courses:

• • MBO courses in green space to be followed at an AOC in the region
  • Bachelor’s degree programmes at Van Hall Larenstein University of Applied Sciences, HAS University of Applied Sciences or InHolland University of Applied Sciences
  • VHG Brancheopleiding, a professional training course for gardeners specifically for workers and lateral entrants
  • A wide range of courses and training from various providers such as:
    • CROW – www.crow.nl
    • The Dutch Butterfly Foundation – www.vlinderstichting.nl/kleurkeur
    • IPC Green Space – www.ipcgroen.nl
    • NL Greenlabel – www.nlgreenlabel.nl
    • Van Hall Larenstein – www.hvhl.nl/bedrijf (Ambassador Liveable City)

A number of examples of tools and applications in various municipalities include:

Measuring tree values

A European campaign has been launched to draw attention to the importance of trees. During the European TreeTag campaign, about 150 trees at 150 locations throughout Europe were tagged in one day. This tag tells how important the trees are for people and society. The tags state how much air pollution that particular tree captures and how much oxygen the tree provides. Objective of this action is to create awareness among the residents of municipalities about the usefulness of greenery and trees for our living environment.

There are several programs that provide insight into the value of trees. The i-Tree software program provides insights into the financial benefits of trees on the environment. i-Tree can convert the value of trees on these benefits into euros. In this way, the programme helps policymakers and tree managers with tree-related issues, including area (re)design. In addition to i-Tree, the Tree Value Calculator can also measure the financial value of the tree using six factors.

Find out more: www.itreetools.org

Redevelopment of the city centre of Alphen aan den Rijn based on the ecosystem services scan

For the redevelopment of the Stadshart of Alphen aan den Rijn, TU Delft’s ecosystem services scan was used as a basis. The tool was developed to enable urban planners and architects to estimate the climate impact of their designs. The model is also intended for the government to analyse and evaluate the climate impacts of a construction project and related ecosystem services. In this way, a well-considered design can be made for the city centre of Alphen aan den Rijn in which the benefits of greenery are greatest in the city. For Alphen aan den Rijn, these choices are safeguarded in the planning process by implementing the NL Area Label as a generic process tool. The ecosystem services scan is a quantified response to the growing need for calculation methods for climate-adaptive vegetative urban solutions. The ecosystem services scan can be used for both new developments and the redesign of existing areas, at different scales: district, neighbourhood, street or building.

Find out more: www.ecosystem.diensten.nl

Climate-proof Zoeterwoude-Rijndijk with Toolbox Climate-proof City

The Climate-proof Zoeterwoude-Rijndijk project investigated how the municipality, entrepreneurs and residents can use practical measures to make Zoeterwoude-Rijndijk climate-proof. The measures were then introduced in the Toolbox Climate-proof City. This toolbox shows how effective different measures are in an area that is affected by flooding, drought or heat. The tool also estimates how much the measures will cost.

Find out more: www.kbstoolbox.nl

NL QuickScan applied for the design of Podium in Vathorst Amersfoort

For the housing development ‘Podium’ in Vathorst Amersfoort, an NL QuickScan was carried out early in the planning process. With the NL QuickScan, as part of the NL Area Label method, the design of the outdoor space was measured against the yardstick of coherent sustainability. In this way, the required integrality from the Environment and Planning Act was guaranteed at the start of the project before Podium was mapped out. This demonstrates the extent to which ambitions and plans were already in place in terms of coherent sustainability and where opportunities and possibilities to supplement the plans still existed. During a work session with the project’s employees, these opportunities were further discussed and elaborated.

Groenkeur certificate

The Groenkeur certificate is a quality standard linked to the international ISO 9001 quality management system. By requesting the certificate, the client is assured that they are working with expertise, that skilled employees are working and that safety is guaranteed. In addition to an annual regular review, companies can also expect unannounced inspections. This is an extra guarantee for always complying with the highest quality. Groenkeur certified companies have all formulated a sustainability ambition. Depending on the work, managers of the public space can ask for the assessment guidelines (BRL) Landscaping, Tree Care or Roof and Façade Greening. From 2020 onwards, together with the Dutch Butterfly Conservation, guidelines have been drawn up for ecological verge management under the name Kleurkeur. This is linked to the BRL Landscaping.

Find out more: www.groenkeur.nl

The NL Area Label method

The NL Area Label method can identify the sustainability ambitions for the public space at an early stage, safeguard them during the process and make them independently measurable. The label provides insight into the degree of sustainability and offers tools to make public space more sustainable. This method is often used in new construction projects, including Klein-Where in Purmerend. When working according to the NL Area Label method, Klein-Where looked at the interpretation of sustainability in design, construction and maintenance, products and materials, energy and climate, soil and water, biodiversity, the relationship between people  and the environment and safeguarding.

This results in a NL Area Label A (highest) to G (lowest). There are three moments to label an outdoor space: a baseline measurement (starting situation), a final design or the realized final situation.

Find out more: www.nlgebiedslabel.nl

NL Terreinlabel is a similar method applicable to sports fields, business plots, care complexes, (solar) parks and schoolyards.

Find out more: www.nlterreinlabel.nl