Powerful Tender, Proposal and Bid Model Answer Example

Winning Tenders Academy - Thinking Differently on Tendering
Model Tender Answer
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Proposal to the National Environment Agency
Feasibility Study for the Redevelopment of the Museum of Archaeology – The Arc
Pareto Advantage Consulting and Pyramid Architectural Design
National
Environment
Agency
Protecting and Sustaining our Environment for Future Generations
National
Environment
Agency
Copyright
This tender model answer has been developed as a resource of the Winning Tenders
Academy. As the purchaser you have permission to use the materials as reference for future
tendering and if appropriate as a template – to be developed into your own tender document.
The materials are copyright of the Winning Tenders Academy and must not be copied or
provided to third copies without permission.
Disclaimer
All organisations and individuals mentioned are fictional (to protect confidentiality). However
the organisations mentioned reflect reality and are included to support the authenticity of an
actual bid. For instance while organisations such as the EPA and the ARC are fictional they
reflect real organisations and the bid has been developed as a tender that is ready for
submission. This tender has been designed to meet the client’s (the EPA’s) terms of reference
and all tenders should be designed to meet the needs of each opportunity including
requirements on structure.
Tendering is a competitive and complex process and this, nor any other, support cannot assure
success.
Commentary: An Introduction to the Tender Response
This version of the model tender has been developed to include comments and tips to support
improved tender writing. As such sections marked as Commentary or Tips provide insight as to
why a certain component of the tender is effective and are designed to promote thinking on how
adapting a similar approach could enhance the tenders that you or your organisation develop.
As such the comments, tips and ideas are designed to apply to many different tender types and
not solely to the sector relevant to the model answer. Indeed it can be highly beneficial to
explore what makes a powerful tender by looking at a very different business/ sector and
considering what works well and how the learning might be applied so as to make a difference to
your own future tenders.
These sections are easy to spot – a large grey box – and demonstrate in a very practical and
applied way how techniques, different approaches and diverse ways of thinking can really
enhance a bid.
We recommend that you read the version of the tender without comments first, then explore this
document and consider if at least some of the learning could be applied to your future tender
documents.
Tip: Using Visual Imagery and Logos
The cover page provides a visual image of part of the Arc’s exterior. Visual images such as this
can help to build rapport and connection with the client and can show that you ‘get them’, that
they are important. Using imagery effectively can also help your tender to standout over others –
providing it reflects the professionalism you are trying to portray. Remember your overall tender
is a reflection of you and your business/ organisation so it is critical to get it right and aligned to
what your clients expect and require.
Using logos can add to the professionalism of the bid and using the client’s logo helps to
demonstrate to them that you understand that they are important.
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/powerful-tender-proposal-and-bid-model-answer-example-3766

National
Environment
Agency
National
Environment
Agency
Founded in 1812 the Arc contains a world leading collection of archaeology,
historical collections and art. Now in excess of 200 years old, interest in the Arc
has never been greater and indeed continues to grow. This is demonstrated
through increased footfall, revenue from the cafe and shop and anecdotally
through the range of television and multimedia programmes; and popular culture
that the museum influences. So much so that demand for the museum has
outstripped the availability of space and the EPA now wish to consider the
feasibility of redeveloping the existing museum building including redevelopment
of the existing heritage site and supplementing with new museum space – while
retaining the character of the existing site.
The EPA and the Arc have set as an objective a requirement to “improve the way
that the outstanding collections are enjoyed by the public including increasing
access, engagement and bringing more history to schools, universities and
colleges, families, older people, the corporate world, international interest... and
preserving this all for our future generations.”
Pareto Advantage Consulting and Pyramid Architectural Design are very pleased
to present our proposal to the EPA for a Feasibility Study for the Re-development
of the Museum of Archaeology.
Together Pareto Advantage Consulting and Pyramid Architectural Design have
influenced and supported the design, build and redevelopment of some of the
most important cutting edge and award winning museum and heritage buildings
throughout Europe and wider globally. This includes the award winning: London
and the South East Archive Office, the Museum of Modern History (Dublin), the
Dortmund Museum of Modern Art, the Museum of Moorish Architecture (Seville),
the Museum of Archaeology and History (Paris) and the Canadian Museum of
History, Archaeology and Civilisation (British Columbia) among many others.
What Makes Us Different - The Benefits of our Bid for the EPA and for the
Arc
While not an exhaustive list just three of the benefits of our proposal include:
• We have included consultants and a design team that have delivered both
feasibility studies and the actual design service for some of the most
expressive museum, culture and heritage projects globally – as well as many
local projects.
• While the EPA has asked for ‘sketch plans’, we plan to provide much more
including: 2d and 3d plans and 3d architectural visualisations. The benefit of
this is that the EPA would be able to see how potential redevelopment could
support the achievement of its vision and enhance the already magnificent
heritage site.
• We have included in our team consultants who have significant knowledge of
the Arc; its: peerless collections, cutting edge research, critical work on
education, learning and outreach, vision for digital media and excellence in
service provision.

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Pyramid Architectural Design - Key Expertise
• Have supported the development of feasibility
studies and business cases for many major and
high-profile capital build projects globally;
• Have provided the design team for many of the
world’s leading museum and heritage projects;
• Award winning organisation with an international
reputation.
Pyramid Architectural Design are an award winning architectural design,
surveying and engineering practice who specialise in high profile capital projects
including major, international heritage projects. Our passion is the creation of
innovative, engaging and sustainable architecture – this is evident in our portfolio
of projects that are seen as the benchmark of leading design.
Our work is based on our principles of customer service, dynamism,
responsibility, sustainability and legacy for future generations. This means:
1. A Partnership Approach: working in partnership with experts such as
museum and heritage staff to develop facilities that are cutting edge – yet
aligned to the original design:
• Display space, research and conservation: developing space that best
displays collections and facilities that support research, effective storage,
digital media, conservation and preservation;
• Educational, learning and outreach: developing facilities that support the
education and learning of children, families, adults, older people, schools,
colleges, interest groups among many others;
• Corporate: developing excellent facilities for the corporate components of
the museum including office and meeting space and facilities that can
support income generation through modern conference and other
facilities;
• Retail and catering: designing excellent café, shop and other facilities that
further support income generation and enhance reputation.
2. Innovation and Imagination in terms of look, feel, layout, use of lighting and
the relationship between inside and outside spaces.
3. Sustainability: in terms of the design, materials we use, how we use those
materials, how we engage people and ultimately the long-term legacy of the
build.
We have worked on each of the projects listed at Tables 1.5 (a) and (b) either as
part of the feasibility/ business case team or the design team. While not an
exhaustive list, the following small selection of projects help to provide an
indication of our extensive experience.

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Client Description
location and the museum will open in Salford in 18
months.
Development of a feasibility study and business case
for the redevelopment of the listed buildings of the
Museum of Archaeology and Scottish History in
Glasgow. This project was delivered in partnership by
Pareto Advantage Consulting and Pyramid
Architectural Design.
Development of a feasibility study on the potential of
a new Belfast Titanic Museum including exploring the
viability of a city centre site in contrast to the much
larger and high profile contemporary exhibits
operating at the city’s docks.
The development of a full business case for the
replacement of the Museum of Modern Scotland in
Aberdeen including exploration of green field and
brown field sites – the project is ongoing as a
partnership between Pareto Advantage Consulting
and Pyramid Architectural Design.
The development of an outline business case and
sketch proposals for expansion of the South Wales
Museum of History, Archaeology and Anthropology in
Swansea. The proposals included expansion of
exhibition space, new education centre, corporate
facilities and a photographic studio. This project was
delivered in partnership by Pareto Advantage
Consulting and Pyramid Architectural Design.
Development of a feasibility study on the potential
extension of the Museum of Scottish Influence to
include increased space for a planned genealogy
facility, additional office space and conference
facilities. This project was delivered in partnership by
Pareto Advantage Consulting and Pyramid
Architectural Design.
Table 1.5 (a) Examples of our Team’s Combined Experience of Projects
with Similarity to the Project for the EPA (UK and Ireland)
Client Description
Design team services for the development of a new
block hosting the new Roman Experience exhibit at
the Bilbao Museum of Roman Archaeology. The new
exhibit has won a series of international awards and
has been nominated for the Prix de Bureaux
d'ingénieurs Civils Internationaux.
Design team services for the design and build of a
major extension at the award winning Museum of
Moorish Architecture in Seville.
Design team services for the design and significant
redevelopment of the Dortmund Museum of Modern
Art in Germany.

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1.6.2 Case Study Business Case for the Development of Irish Museum of Modern
History
Three years ago Pareto Advantage Consulting and Pyramid Architectural Design
were successful in winning a contract to develop a full business case for the
redevelopment of the Irish Museum of Modern History in Dublin.
This project is relevant to the EPA and the Arc as the project was delivered to
meet a project brief with some similarities to that required on this project. This
included:
• Review of the existing museum: the range of existing services and the gap
between demand and availability of supply;
• Identification of opportunities and appropriate strategies (to seize such
opportunities) including visitor services, retail and catering, corporate and
partnerships with the community, education, interest groups, universities
among others;
• Development of a needs specification including definition of the requirements
of the new Museum of Modern History and how to provide innovative and
creative solutions;
• Development of 2d ‘sketch plans’ and 3d visualisations including a range of
options that would support the museum becoming a leader across Ireland and
within Europe
• An overarching assessment of capital development costs, associated fees
and other costs including all aspects of lighting, heating, environmental
control, flooring, ceiling, layout and accommodation costs among others.
In partnership with the appointed museum staff the business case included a
description and 3d visualisations of the potential display content for the
redeveloped museum including both internal and external spaces and all aspects
of front and back of house including: open space and facilities relating to: retail,
café, education, office, ICT, conservation, storage and other components.
The impact was the development of a business case that explored and
defined the ideal facility required, demonstrated the success of that facility
and provided a robust case to secure funding. The redeveloped museum is
regarded as the finest museum of its type in Europe with an estimated two fold
increase in footfall and a threefold increase in revenue – year one.
Projections for years two and three are for further increases in footfall and
revenue.

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2 UNDERSTANDING THE PROJECT BRIEF
2.1 Background to the Project
The Arc collects, records, preserves, interprets and displays an expansive range
of archaeological and cultural heritage stretching back over the past 11,000
years. The range of artefacts on display has been unearthed by archaeologists
ranging from the great Egytologists through to those who have helped to interpret
our local history.
This includes permanent exhibitions on Local History and Archaeology; Egypt and
the Pyramids; Islamic Empires of the Medieval World; and the Assyrian, Roman
and Norman Empires among many others. Every artefact has its own story and
the museum is recognized as excellent in bringing history to life.
The museum also performs a critical role on education and learning working in
partnership with schools, universities and colleges as well as television and multi-
media organisations including award winning history programmes. The museum
also makes available significant aspects of its collection online – along with online
resources – helping to bring the collections to an international audience and
permitting the museum access to classrooms throughout the country.
Of course the Arc is an internationally recognised centre of archaeology and
historical research. The museum staff have won a range of awards and
recognition for written and published research and multi-media publications that
help build greater understanding and appreciation of our rich archaeological
heritage.
Since opening in 1910 the museum has held the imagination of the public with
exciting and engaging displays at its historic site. As the museum has adopted
digital media – such as high profile television programmes and the digitisation of
archaeological artefacts, records and education resources - so the demand to
visit the museum has grown. Over the previous ten years the museum has
enjoyed a 2½ fold increase in footfall and the existing size and scale of the
location is constraining the museum’s ability to meet the interest and demand and
to offer the types of services offered by modern museum facilities.
These limitations of the existing facility include but are in no way restricted to:
• Capacity to display with only 10% of the Arc’s collection currently being
exhibited – a common challenge for museums worldwide;
• Highly limited open space with poor versatility and opportunity to engage:
visitors, interest groups and corporate clients;
• Inability to grow beyond current limited exhibition space;
• Outdated facilities in terms of wheelchair access, car parking for visitors,
and service for visitors with children and disabilities;
• Highly limited café and retail capacity;
• Outdated staff accommodation in terms of office, research, conservation
and preservation among many others;
• Limited to no availability of facilities that can be used for corporate events.

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Equally this could be applied to a product based tender where it would be the USP’s of the
product (such as quality) or services supporting the product (such as after-sales, guarantees
and warrantees etc) that ccould be developed as Key Considerations.
2.3 Key Considerations for this Assignment
2.3.1 Overview
In developing this tender, our combined team have identified a range of issues,
challenges, and opportunities which need to be taken into account in a
considered holistic fashion during this forthcoming assignment. Getting the
issues right is essential to the successful delivery of this feasibility study
and the future of the Arc. These key considerations include (but may not
necessarily be confined to) those set out in the following paragraphs.
2.3.2 Key Consideration 1 – Understanding the Changing Museum Sector
The museum, heritage and cultural sector have encountered much change in
recent years as they aim to meet the needs and changing expectations of visitors
and funders. Museums on an international stage are adapting and developing
their collections to make them more relevant and engaging to a wider range of
ever-demanding user groups such as tourists, children, businesses, minority
groups and non-nationals and people of all ages.
This changing environment includes shifting customer expectations whereby
customer/visitors compare their museum experience with other leisure and
business experiences. This requires the museum to think about how best to
engage visitors as different audiences – including consideration of the most
effective museum design and innovative approaches to engagement, exhibition
and programme design, high quality interpretive activities, education and
outreach, optimal use of existing resources and multimedia and adopting new
approaches including use of volunteers among other issues. The increase in
visitor numbers at the Arc highlights both the increasing interest in the museum
and underlines the need for an innovative museum building and inventive
approaches for engagement.
Understanding this exciting and challenging museum environment and the
potential of a redeveloped Arc is fundamental to the effective consideration of
feasibility. It is for this reason that we have included in our team extensive
experience of feasibility and design and build projects that have transformed an
extensive portfolio of museums both within this country and on an international
stage.
In addition we also include in our team John Glaxford who is an internationally
renowned museums specialist and brings experience of innovative museum build
projects on a global scale.

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have developed their build infrastructure. Given the limited budget of the project it
will be critical that the successful team have access to relevant museum expertise
who can tap into information from relevant organisations without need for time-
consuming information gathering/ visits.
Given core differences in museums in terms of size, collections, remit, length of
time in operation among many others, it will be therefore vital that the successful
consultancy team have the capacity to identify the impact made by redeveloped
museums (and other cultural institution) buildings that have parallels with the Arc.
For this reason we include in our team relevant museum expertise - John
Glaxford – who has the knowledge, experience, profile and network to tap into
and provide critical information without need for complex or costly information
gathering.
2.3.7 Key Consideration 6 – Appropriate Blend of Expertise
Of central success to the delivery and credibility of the project findings will be a
need for an appropriate blend of expertise. This must include:
• Expertise in looking at the feasibility and viability of major projects including
projects within the museum sector;
• An experienced design team that embraces:
o An architect with experience of designing innovative and iconic
museum buildings including major redevelopment projects;
o Quantity surveying and construction cost management expertise
including access to previous experience in the development of major
capital construction projects including museum and wider municipal
buildings;
o Access to relevant high quality engineering expertise.
• Museum Expertise including the ability to advise and offer options on
innovative approaches to exhibition planning, optimal staffing, use of IT, use
of volunteers, required space for collections, education, access among other
relevant aspects;
• Ability to access appropriate operational comparison including key information
on issues such as impact of new museum buildings – costing, resources,
staffing among other areas;
• Research expertise including the ability to blend primary and secondary
methods and use innovation to reach audiences that would not be otherwise
possible or affordable;
• Project Management expertise including the ability to deliver cross-
organisation and multi-discipline teams.
Again in recognition of these needs we include in our team all of this expertise to
ensure this important project has the required expertise, track record, knowledge,
experience and connections to prove successful.

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Figure 2.1: High-Level Project Plan

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• Any relevant background material from previous discussions on the
redevelopment of the new museum;
• Any material relevant to considering the feasibility of the significant
redevelopment of the Arc.
2.1.3 Activity 3: Strategic Consultation - Understanding the Context
Immediately following Activities 1 and 2, we propose to deliver a programme of
consultation with an appropriate range of strategic stakeholders both within the
EPA and the Arc and external to both organisations.
The purpose of this activity would be to set the context for the study by
establishing the strategic and development aims and objectives both of the EPA
and for the Museum moving forward. It would also be important to engage with
other strategic stakeholders including potential project funders and to undertake a
brief assessment as to the level of commitment on funding.
Our approach to this activity would require completion of a number of structured
interviews (each lasting 1-2 hours) with identified strategic-level stakeholders.
Though not a prescriptive list, the programme of interviews would involve the
following relevant personnel and stakeholders:
• Senior representatives from the sponsoring department (the EPA);
• Within the Museum: relevant museum staff including staff responsible for the
various curatorial departments, commercial operations, corporate, education,
photographic, conservation and preservation and front of house departments
among others.
• Relevant external stakeholders and interest groups for instance the
Department of Education with regard to exploring the potential of linkages
between curricula and the role of the Arc;
• Potential funders and project sponsors;
While not an exclusive list we would expect to discuss the following key themes –
though clearly some themes are more relevant to certain stakeholders/ senior
personnel:
• The vision for the Arc – the potential impact of the Arc in the future;
• The strategic and development aims of the EPA and how this is aligned to a
potentially redeveloped museum;
• Commitment to the vision across potential funders;
• The requirements considered for a new/ significantly redeveloped museum;
• Strengths and challenges of the existing building infrastructure and gaps
between desired museum service and the existing building and delivery;
• Existing service provision and gaps in contrast to the desired service;
• Potential funding sources including funding commitments and levels of
funding - capital investment and long term funding for operational costs;
• Discussion of key issues such as long term sustainability of the museum
including future funding streams and potential revenue;
• Views on future demand including identification of trend information and
available comparison data;

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Figure: 2.1.5 Phased Approach to Consultation with Visitors, Potential
Visitors and Users
Phase 1: Secondary Research. We would commence our approach to
consultation with the design and implementation of secondary research using
both an online questionnaire and social media. This would involve design of a set
of key questions that could be posted online and distributed by a range of
appropriate and effective social media. We would propose that this avenue of
research would remain open for the full six week period.
However after two weeks we would conduct an initial analysis of the emerging
information and design a further question set that that permits exploration of the
emerging themes in more detail. For instance this would allow exploration around
the reason for emerging results and allow questions that follow-up on the initial
analysis. This would promote:
• Design of follow-up questions to be explored online and via social media and
• Design of the primary research components of the consultation (Phases 2, 3
and 4).
As such this approach fits with and influences the design of both further
secondary research and the three phases of the primary research. This integrates
our secondary and primary research components.
Phase 2: Visitor Consultation. This consultancy phase would include: design of
a programme of surveys aimed at exploring needs of a wide range of existing
visitors and users. On our previous work in the sector, we tailored surveys to
relevant user groups to ensure the questions were relevant to each group. For
instance we have found that having slightly different questions aimed at corporate
clients helps focus on the corporate needs, while questions linked to schools
helps to identify and explore the specific needs of that group.

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including museums of a similar size. This would be focused on the identification
of museum best practice and to explore the impact of highly innovative
redeveloped museum buildings (as well as other cultural and heritage
developments) from across the world.
At this stage we would envisage that this would include institutions in the UK and
Ireland, Europe, USA, Canada and Australia. However this would be open to
discussion and influence by the EPA and the Arc and at this stage we would
envisage specific comparison with museums and wider organisations that have
met similar specifications to that emerging as relevant to the Arc.
This would permit examination of:
• Good practice approaches to design including exhibition space, open spaces,
modern museum facilities (back-of-house) and the relationship between the
interior and exterior (among many others);
• Innovative approaches to design including partnership ventures and shared
accommodation;
• The impact of change such as: changes to visitor numbers, capacity to
deliver, range of services provided, impact on staff and staffing numbers,
impact on the community, impact on costs and a wider discussion of the
benefits, outputs, outcomes and challenges of the redevelopment process;
• Impact of changes on the commercial operation of the facility e.g. from
corporate clients, retail and café;
• Innovative approaches to energy efficiency and sustainability;
• Wider innovation in design.
As part of this activity our museum international expert, Mr John Glaxford, would
also provide insight and contact with a range of appropriate comparators. We
would anticipate developing case studies with between 8 and 10 museum and
other organisations. At this stage it would not be desirable to pre-empt the choice
of comparison organisations until an understanding of the requirements for new
museum has began to emerge.
However from our expansive work in the area this might well include:
1. Development of case studies of building projects that we have developed and
have strong relationships that would permit the level of detail on impacts such
as footfall, revenue increases and use by schools and colleges. Given
restriction on budget this information could be gathered without need for
expensive information gathering or visits. For instance potential comparators
might include:
Potential Comparison Organisations

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This is very popular with participants and the benefits include:
• The capturing of really strong information including differing views;
• Everyone contributes and strong personalities do not dominate discussion;
• Complex issues can be captured in a relatively short period;
• All views can be taken on board from all departments and taking account of
different perspectives
• It promotes creativity among participants.
Phase 3: Summary and Feedback
The final phase would include feedback on the information captured from the
workshop including a reflection on common themes and where appropriate
definition of any opposing or conflicting views. This phase is essential to
maintaining a strong connection between identified need and the defined
specification requirement.
Tip: Innovation is a Buzzword – But it must Be Demonstrated
Buyers commonly like innovation but it is little use in saying you/ your people/ your approach is
innovative (anyone can and does do this), the key is to explain why – what makes you truly
innovative:
• Your approach or an aspect of it?
• Your people – their expertise, skills and experience?
• Your track record and the benefits and impact you have delivered consistently elsewhere?
• Your product and what it does?
• Your processes and methods such as consultation, research methods, after-sales service,
customer relationship management?
• The technology you use?
2.1.9 Activity 9: Analysis of All Information and Development of a Specification
Document
This task provides an important underpinning for the remainder of the project as it
involves analysis and sharing of all information collated thus far across all
disciplines of the consultancy team. It also involves the development of a key
project output: an outline specification – defined to permit comparison of options
and sketch plans.
This task would involve the development of:
• An analysis of all information from users and potential users;
• A PESTLE Analysis setting out all relevant Political, Economic, Social,
Technological, Legal and Environmental factors gathered thus far. This would
provide an analysis of the external macro environment (big picture) in which

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Once the Specification of requirements has been agreed it would be possible to
further refine the assessment of the current strengths and weaknesses of the
current museum building – against the specification.
It is also the appropriate foundation to develop and assess options to meet these
requirements.
2.1.11 Activity 11: Project Milestone 4: Development and Assessment of Options
Based on the agreed museum requirements specification and our comparison
study work, we would identify, describe and develop a number of suitable options
for a redeveloped museum. These options would be established following an
assessment of the most appropriate scale and quality of the proposed facility,
taking into account available space, the desired timescale for the establishment of
the new facility, the likely availability of funding and other factors such as
opportunities to co-locate with complementary facilities.
We would work in partnership with the EPA and the Arc to outline a number of
options. Each option would include sketch design proposals (including 2D and 3D
visualisations) for the new museum building and, at an appropriate level, define
the requirements of the build. This would include but will not be restricted to:
Impact on Requirements
For each option we would include an assessment of the impact on requirements
from a visitor and museum perspective. This component will also provide an
assessment of how each option would meet the needs of users as identified at
consultative aspects of the review and through existing museum evaluative
processes.
This assessment will also include an outline of how each option will meet the
needs of each museum department.
For each option we would also discuss the impact on the wider community
including how each option permits building on the existing work completed by the
museum.
Capital and Annual Recurrent Costs and Income
We will prepare an overarching assessment of the likely capital cost of the
development (including an allowance for fees and contingencies, site and fit out
costs, including fixtures and fittings such as lighting, heating and environmental
control equipment).
On the basis of our past experience and comparison work, we would consider the
likely staffing implications of the proposed facility. We would work with the Arc to
establish the extent to which these requirements may be met through the use of
local volunteers.

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assessment of the feasibility of the development of a new museum building
including:
• Recommendations as to what would be required in terms of the defined
specification of requirements;
• An overarching assessment of capital development costs and associated
fees. This will take into account all functions, uses, services and will include
specific utilities such as lighting, heating and environmental control;
• Sketch design proposals for new museum buildings;
• An outline of potential display content and themes for the new enlarged
museum displays. This would be been developed in partnership with the Arc
staff and would take account of new collections not yet on view and the
potential for inclusion of new technology, electronic media and interactive
displays;
• Realistic and research based estimates of both development and operational
costs;
• An assessment of what additional staffing would be required including
appropriate numbers, grades, disciplines and a draft structure;
• The financial implications of additional staffing (and any other resources) and
the potential of utilising innovative approaches such as volunteers;
• The potential opportunities offered by a new site for the development of
inclusive museum services including, though not restricted to the community,
business sector and for tourism. This will include opportunities for audience
development, exhibition programming, corporate, education and outreach
including use of additional space;
• An assessment of increased visitor projections for each potential option;
• The future potential of commercial ventures including retail and café and the
prospective to contribute towards operational costs of the new museum;
• A overarching description of annual operational costs of the new museum
together with estimates of income and comment on sustainability;
It would be anticipated that the options would be developed to sufficient degree to
allow effective comparison and assessment of the cost/ benefit analysis. The
report would provide sufficient information to be then developed as a full business
case and subsequent detailed design and planning.
Project Milestone
Delivery of a report that will fully detail the findings, analysis and
recommendations of the feasibility study.
This would formally conclude the project.
2.5 Working in Partnership with the Project Board and Project Communication
We note that the EPA have developed a Project Board to include the client and
representatives from the EPA, the Arc and independent members and we would
propose to work in partnership with the Board throughout.

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Tip: Thinking About Risks from the Client Perspective
There are many risks from the client perspective in going to tender. While not an exhaustive list
these include:
• Failure in supply – what contingency can you offer to deal with this risk?
• Failure in quality – what quality assurance can you provide to assure the client that a high
level of support would be provided?
• Over-time and over-cost delivery – what can you demonstrate in terms of project
management capability?
Sections such as those defined at Sections 2.2, 2.3 and 2.4 can deal effectively with such risks –
building trust with the client – this is aligned with Section 3 which matches roles and
responsibilities and skills and experiences with these processes.

National
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National
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Catherine will be responsible for senior client liaison with the EPA and the Arc. In
addition Catherine will also deliver the overarching quality assurance – ensuring
that the project fully meets the needs of both the EPA and the museum – across
all disciplines of delivery.
3.4 Project Manager: Sean Peters
Project Manager:
Sean Peters
Key Skills
• Over 15 years of consultancy experience;
• Extensive track record of delivering feasibility studies and
business plans for museum and heritage projects;
• Highly experienced in organisational design including
defining appropriate structures and staffing levels;
• Extensive knowledge of benefits realisation;
• Experienced project management professional.
Sean is a Principal Consultant with Pareto Advantage Consulting with 15 years’
experience of delivering consultancy predominately, though not exclusively, to the
public sector. Like Catherine, Sean is a Certified Management Consultant with
the Institute of Consulting and has delivered a wide range of consultancy
assignments, gaining essential experience of successful delivery of projects that
make a difference to organisations and their customers.
Sean has particularly relevant experience in the delivery of feasibility studies
linked to major capital projects including many of the projects defined in Section
1. He demonstrates a range of skills on options appraisal including expertise in
analysing options in terms of impact on need, viability, long term sustainability
and wider outputs and outcomes. He is also regarded as a leader in benefits
realisation and has applied on an extensive range of successful projects. This has
included:
• The development of an outline business case for expansion of the South
Wales Museum of History, Archaeology and Anthropology in Swansea;
• The development of a full business case for the replacement of the Museum
of Modern Scotland in Aberdeen;
• Development of a feasibility study on the potential of a new Belfast Titanic
Museum;
• Feasibility Study for the redevelopment of the European award winning Irish
Museum of Modern History in Dublin;
• Feasibility study for the redevelopment of the European award winning
London and South East Archives Office in East London;
• Business case for the development of the European award winning Irish
Museum of Contemporary Art in Cork.
He is also adept at developing appropriate staffing and structural
recommendations to meet changing needs. This includes an expansive track

National
Environment
Agency
National
Environment
Agency
3.6 Principal Designer: David Sharpe
Principal Designer:
David Sharpe
Key Skills
• Experienced in the design of many awarding winning
museums, arts and heritage buildings – throughout the
globe;
• Extensive experience of developing plans for feasibility
studies and business cases for many capital projects;
• Multi-award winning, highly qualified and experienced
architect.
David is a graduate of the University of Anycity and has completed a Masters
Degree in Landscape and Civic Design. David started his career for the Weston
Group before joining Smith, Vincent, Bryce as Principal Architect. He joined
Pyramid Architectual Design five years ago and has been involved in some of the
most exciting and innovative heritage, capital projects on a global stage.
David has extensive experience of the design of new museum and heritage
buildings including the redevelopment, conservation, restoration and development
of historic sites. He has also worked on the evaluation of options for alternative
uses of a wide range of historic buildings.
This has included the design of:
• The European award winning Irish Museum of Contemporary Art in Cork city.
• The new Roman Experience exhibit at the Bilbao Museum of Roman
Archaeology. The new exhibit has won a series of international awards and
has been nominated for the Prix de Bureaux d'ingénieurs Civils
Internationaux.
• Design of the redevelopment of the European award winning London and
South East Archives Office in East London.
• The design of a major extension at the award winning Museum of Moorish
architecture in Seville. The build incorporates an innovative solar shading
strategy, designed to keep the building cool, while optimising exhibition space.
• Design of the redevelopment of the Dortmund Museum of Modern Art in
Germany. The design has taken an innovative approach to recycling an
existing concrete frame and intergrating new exhibition and back-of-house
space.
• Design of the new Canadian Museum of History, Archaeology and Civilisation
on Vancouver Island, British Columbia. The design has won a series of
international awards including the prestigious gold medal at the Prix de
Bureaux d'ingénieurs Civils Internationaux
In addition David has been involved in design projects for museum buildings in
London, Newcastle-upon-Tyne, Cardiff, Paris, Marseille, Toulouse, Rennes, Oslo,
Hamburg, Cordoba, Montreal, New Orleans, San Paulo, Durban and Dubai
(among others).

National
Environment
Agency
National
Environment
Agency
We have access to the following additional support:
Tazmin O’Neill: Tazmin is a highly experienced and qualified Civil Engineer
having worked on major capital projects throughout Europe. Tazmin was called
upon to provide high quality and essential input to the Bilbao Museum of Roman
Archaeology, London and South East Archives Office and Dortmund Museum of
Modern Art. This was provided at no additional to the client.
Thomas Whiten: Thomas has over 20 years of Electrical Engineering experience
and works on projects throughout Europe and North America. He has worked as
part of the design team for the museum projects mentioned above in London,
Dublin, Cork, Seville, Bilbao, Dortmund and Vancouver.
Sandra Drysdale: is an experience administrator and an essential member of our
team. Sandra will support the consultation and logistical aspects of the project as
well as administrative processes such as invoicing.
Tip: Going the Extra Mile: Adding Value
Strong bids will support value creation and going the extra mile can provide added benefits to
your bid without adding significant cost to the business. It is also important to see processes
such as administration from the client perspective. Poorly developed processes or simple
tardiness in administration can be a major headache for clients – so demonstrating capability in
terms of administrative processes (e.g. Sarah Drysdale) can add value.

National
Environment
Agency
National
Environment
Agency
engagement, and of bringing to bear our acknowledged high standard of
professionalism and dedication to client service and satisfaction.
Tip: A Conclusion that Pulls the Bid Together
A good conclusion or summary helps to pull together the key components of the bid and
provides an opportunity to reinforce some of the main aspects of the bid including key benefits.

National
Environment
Agency
National
Environment
Agency
• Project Director and Principal Consultant for the delivery of a Feasibility Study
for the redevelopment of the European award winning Irish Museum of
Modern History in Dublin.
for the redevelopment of the European award winning London and South East
Archives Office in East London.
• Project Director and Principal Consultant for the delivery of a Business Case
for the development of the European award winning Irish Museum of
Contemporary Art in Cork.
for the world heritage award winning Hadrian’s Wall Museum in Newcastle-
Upon-Tyne.
• Project Director and Principal Consultant for the delivery of a Business Case
to explore the potential introduction of a new Lancashire Museum of the
Industrial Age.
• Project Director and Principal Consultant for the development of a feasibility
study on the potential of a new Belfast Titanic Museum including exploring the
viability of a city centre site in contrast to the much larger and high profile
contemporary exhibits operating at the city’s docks.
• Project Director and Principal Consultant for the development of a full
business case for the replacement of the Museum of Modern Scotland in
Aberdeen including exploration of green field and brown field sites – the
project is ongoing and a partnership between Pareto Advantage Consulting
and Pyramid Architectural Design.
• Project Director and Principal Consultant for the development of an outline
business case and sketch proposals for expansion of the South Wales
Museum of History, Archaeology and Anthropology in Swansea. The
proposals included expansion of exhibition space, new education centre,
corporate facilities and a photographic studio. This project was delivered in
partnership by Pareto Advantage Consulting and Pyramid Architectural
Design.
study on the potential extension of the Museum of Scottish Influence to
include increased space for a planned genealogy facility, additional office
space and conference facilities. This project was delivered in partnership by
Pareto Advantage Consulting and Pyramid Architectural Design.
• Project Director and Principal Consultant for the development of a Corporate
Plan for the Metropolitan Museum, London.
study for the introduction of a new Business Innovation Centre in Douglas,
Isle of Man.
• Project Director and Principal Consultant for the development of a Business
case for a new Science and Innovation Centre in Humberside.
• Project Director and Principal Consultant for the development of a Business
case for a new build Innovation Centre in Liverpool.
• Project Director and Principal Consultant for the development of a new
Business Innovation Centre in Tullamore, Co. Offaly.
Note: one CV included as an example

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