Blog #3 Why the need for an Owners Rep?

Blog #3 Why the need for an Owners Rep?

Why the need for an Owners Rep?

  1. Scale and scope of the project is outside the capability and expertise of the current staff and leadership.
  2. Time commitment to manage and lead the process from idea to commissioning and occupancy is significant and requires a fully dedicated position/person/team assigned to lead and manage.
  3. The role is only needed for the duration of the project, thus a full time employee is not required unless these types of projects will become the norm for the organization.

What is the role the Owners Rep?

  1. Lead and Manage the process through which the project will be delivered including:
    1. Confirm the scale and scope of the project.
    2. Develop the “Story” or the “why” for the project!
    3. Develop the internal Project Champions(PCs) across the organization but specifically in the areas of:
      • Environmental Approval
      • Value for Money analysis
        1. Identifies preferred delivery approach
      • Land Use
      • Infrastructure
      • Market Analysis
      • Program
      • Design
        1. Master Plan
        2. Landscape
        3. Environmental
        4. Buildings
        5. Specialty Structures and Areas
      • Construction
      • Finance
      • Operations and Maintenance
      • Legal
      • User Stakeholders
      • Other areas specific to the organization or project
    4. Communicate early and often about the project and the process being undertaken to the internal and external stakeholders.
      • Important to emphasize to internal stakeholders that their jobs nor job responsibilities are being taken from them.
    5. Engaging the PC’s and appropriate staff, identify the expertise needed to develop the procurement documents required by the organizations process and requirements.
      • RFQ
      • RFP
    6. Assess the capability and availability of the owner’s staff in providing items identified in #5.
    7. Develop an RFQ/RFP for a Development Services Consultant team to provide the expertise identified in #5.
      • It may be decided that separate RFQ/RFP’s be released for Technical, Financial and Legal.If this is decided, it is recommended that the RFQ/RFP’s be released, evaluated, scored and the consultant selected at the simultaneously.
    8. Simultaneous with the development of the DSC Procurement Documents recruit through market sounding or a similar approach, groups that have the identified expertise that is being requested in #5.
    9. Per the “process” required by the organization and included in the RFQ/RFP:
      • Release RFQ/RFP(s) for DSC and/or other teams
      • Engage respondents in pre-bid meeting
      • Accept bids
      • Determine finalists
      • Interview finalists
      • Select DSC and/or other team(s).
    10. Engage DSC
      • Develop scope and schedule with DSC to deliver the information for the RFQ and RFP to engage the Development Partner for the project. The scope will generally follow the items identified in 1c above.
      • Establish Minimum Qualifications for:
        1. Equity/Development entity
        2. General Contractor
        3. Sub-Contractors
        4. Design Team
          • Architects
            1. Master Plan
            2. Specialty Buildings and Areas
            3. General Buildings
            4. Landscape
            5. Infrastructure
          • Engineers
          • Environmental Consultants
        5. Operations and Maintenance Entity
      • Establish minimum Contractual Terms
      • Establish Evaluation and Scoring Criteria
    11. Release RFQ to market
      • Engage proposers in pre-bid meeting
      • Follow the evaluation process outlined in the RFQ
        1. Respond to questions via conference call at pre-bid meeting and subsequent email submissions.
        2. Accept SOQ’s
        3. Interview each of the responding teams or the number identified in the Evaluation process.
          • If it is the number identified in the Evaluation Process follow the process identified in the Evaluation Process to select those being interviewed.
        4. Following scoring and evaluation process select a list of no less that 3 and no more than 4 proposers to be shortlisted and enter the RFP process.
    12. Release Draft RFP to the selected shortlist as soon as reasonably possible after selection of the shortlisted proposers

 

 

 

 

 

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