CONFIDENTIAL
XCC(92)
The role of the Central Tender Board (CTB)
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The CTB normally advises the Secretary for the Treasury (S for Tsy) on the award of major construction, procurement and service contracts. It is chaired by the S for Tsy, and its members are the Secretary for Works, the Director of Government Supplies and Legal Counsel from the Attorney General's Chambers. The S for Tsy is appointed by the Financial Secretary pursuant to the Public Finance Ordinance as the authority for award of tenders.
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The CTB's role in the assessment process for the Tsing Ma Bridge tenders was extensive. It advised on the terms of the tender documents, supervised the formulation of evaluation criteria, authorised the scope of clarification discussions and negotiations between the Government and tenderers, and received regular reports from the Controlling Officer on the progress of tender evaluation.
The Tender Assessment Team (TAT)
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For the Tsing Ma Bridge tenders, recommendations were prepared by the Director of Highways, advised by a TAT. The TAT included members from Finance Branch, Transport Branch, the Attorney General's Chambers, the New Airport Project Co-ordinating Office, the ICAC, the Lantau Fixed Crossing Project Office and consultants. A representative of the MTRC also attended, as the MTRC's plans for the Airport Railway would be affected by certain issues in the tender assessment and their views needed to be taken into account in the evaluation. The TAT also had available a team of international experts in suspension bridge construction to advise it in technical matters.
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The TAT was split into sub-groups dealing with technical, legal and financial issues. The team carried out many hours of interviews with all four tenderers to clarify details of their proposals. Each tenderer was given the opportunity to present its tender orally, with audio-visual aids. Particular attention was paid to evaluating the breakdown of tenders into cost centres, assessing the implications of payment schedules and alternative currencies, methods of construction, proposed construction programme, the relative merits of proposed sub-contractors, sources of supply, management skills, quality assurance and safety. Much effort had to be put into identifying where tenderers had qualified their tenders (i.e., put in contract conditions different from those required by the Government). Such qualifications, if not removed, could render a tender invalid.
Executive Council
J