OWNER S REPRESENTATIVE SELECTION RATING. Rate each firm on each item below according to the following scale:

Transcription

1 OWNER S REPRESENTATIVE SELECTION RATING Rate each firm on each item below according to the following scale: Superior = 5 Excellent = 4 Good = 3 Fair = 2 Poor = 1 1. Competence to Perform Required Services (Technical training/education/experience of firm s personnel and key consultants) 2. Experience of Lead Employees (Technical training/education/experience of employees and consultants assigned to perform the services) 3. Ability to Manage and Staff Project (Availability and workload of qualified personnel; budget and schedule management) 4. Location of Firm (Proximity of firm s office where the majority of work will be performed to the principal project site, and knowledge of local conditions) 5. Availability of Equipment/Facilities (Necessities available to perform required services expeditiously and to meet schedules) 6. Experience with Similar Projects and desired project delivery method (Positive history with like programs) 7. Previous Collaboration of the Proposed Project Team (Sample projects on which a significant number of individual team members have worked together) 8. Relevant Experience (Other similar design and construction projects) 9. Evaluations of Previous Clients (Cost control, quality of work, dispute resolution, administration of subcontracts, deadlines, communication, cooperation, budget and schedule management) 10. Previous Experience with our District, including affiliates and subsidiaries (Positive, professional, past experience with district) Total Other comments:

2 Name of Firm Evaluator Date Score The rankings set forth above are based solely upon an evaluation of the firm s statement of qualifications currently on file with the Owner, and, if applicable, information resulting from discussion with that firm exploring that firm s statement of qualifications.

3 INTERVIEW QUESTIONS FOR AN OWNER S REPRESENTATIVE I. Previous Projects 1. What are some of your best projects, and why? 2. Identify which of your public sector clients have asked you to work on subsequent projects. 3. Identify similar projects that you have worked on in the past five years and the budget amount for those projects? 4. What percentage of your projects has been completed on time and within budget? 5. List the projects currently under contract for each firm involved in the proposal, including value of project or program, and the current phase of design or construction (schematic, design-development, etc.). If different from above, indicate the total dollar amount under contract for each firm. 6. What is your experience with respect to LEED certification and with designing projects in accordance with the standards established by the US Green Building Council? 7. Describe your experiences as an owner s representative. 8. How long has firm been doing business under present name? 9. What is financial stability of firm? 10. Has the firm been involved in past litigation or arbitration on projects? 11. Have you sued or been sued by a former client? 12. What other Architect and construction management firms have you worked with on similar projects? II. The Firm 1. Illustrate the firms (or in the case of a Joint Venture or team, each firm s) experience with: Multiple projects Working with public owners, Managing construction Multi-phased projects and programs 2. If the proposing firm is a joint venture or combination of other firms:

4 Who is the lead firm? Explain the organization and responsibility of each firm on the team and its key personnel assigned to the project. What is the percentage involvement of each firm in the program? Indicate all consultants and support personnel not part of the lead firm(s). Who will be responsible for document production, specification development, and field administration? Explain how the team will manage the project process within its organization? Indicate the principal in charge, included level of dedication to the program 3. Will you guarantee that the key personnel will be on the Project for the entire Project? Under what circumstances will such key personnel be removed from the Project? 4. What percentage of their time will be spent on the Project? 5. How many of total staff are committed to other projects? 6. What percent of firm s business is providing owner s representative services? 7. List any actions taken by any regulatory agency against or litigation involving the firm or its agents or employees with respect to any work performed. III. The Project 1.? 2. Illustrate the proposed communication process (both internally, and with the Owner, Contractor and Architect), to include the following: Community building design committee Phase submission review process Reporting to District Construction administration Request For Information/Change Order Process Contractor payment process 3. How will your team help the District involve the community in the Project? 4. How will the proposing team staff the project during the preconstruction and construction stages? 5. Describe how you would anticipate your interaction with the architect and contractor during the design and construction phases.

5 6. Illustrate the process the proposing team would employ should a phase of a building project be determined to exceed the project budget. III. Fees, Services and Insurance 1. What services are included as Basic Services? 2. What services are included as Additional Services? 3. What services do you view as the Owner s responsibility? 4. What expenses will you seek reimbursement for? 5. What are the coverage amounts on your casualty insurance? 6. How is your fee calculated? 7. What are the coverage amounts on your professional liability insurance? IV. Contract Administration 1. How do you handle change orders? 2. Describe how you would develop the project schedule and construction schedule 3. How would you handle disputes with the Architect and/or Contractor? 4. How has value engineering helped past projects and how will it help this project? 5. How can the you help the Architect, Owner and Contractor during the preconstruction phase? 6. Does you feel it is your responsibility in to protect the owner s budget and to obtain critical market pricing? 7. Is one person assigned to estimating and one to scheduling? 8. What is record of estimating vs. actual costs? 9. How do you arrive at cost estimates? 10. What are critical elements that affect schedule and budget?

6 11. What is your procedure to correct budget and schedule overruns? 12. How often and in what format are progress reports made to the Owner? 13. What is your procedure for implementing changes during design and construction? 14. Describe how you will assist with the contractor s pre-qualification and selection of subcontractors.