10-Evaluation Criteria.pdf

EVALUATION CRITERIA

EVALUATION CRITERIA NUMBER. 1

ABILITY OF CMAR FIRM AND ITS PROFESSIONAL PERSONNEL

Maximum Point Value: 40

Responses limited to (See Proposal Organization Table in Section 3.2 in the Contract Terms and Conditions Document.)

Attach resumes only for key personnel of the Project Team, detailing past experience as it relates to projects of a similar size and type.

Submit organizational chart(s) delineating personnel assigned to both construction and preconstruction services, if applicable. Clearly indicate the role of each member of the proposed project team. Indicate that the team has a clear understanding of the County’s project and requirements. Provide a written overview of the CMAR Firm structure and composition, including all key partners, subcontractors, and subconsultants, as applicable.

This criterion measures similar relevant experience, expertise, credentials and benefits of the CMAR Firm’s professional staff. It assesses how well the Firm is staffed to address the pre-construction and construction aspects of the project. Staff having specific experience and expertise in the type of construction is preferred. Staff with previous experience in Construction Management at Risk Project delivery is preferred, although staff with previous experience in Progressive-Design Build or other collaborative delivery methods with a GMP is acceptable.

Provide resumes for the following five (5) Key Staff: CMAR Project Manager, Preconstruction Manager, Construction Manager, Superintendent, Construction QA/QC Manager. In addition to resumes for these key personnel, CMAR Firms may provide up to seven (7) additional resumes for Key Staff with titles and roles of their choosing. No more than twelve (12) total resumes shall be provided.

Resumes shall include the following information:

1. Describe the team members role, how they will add value to the Project.

2. Identify the team members employer (CMAR Firm, subcontractor, sub consultant, etc.)

3. Provide a description of the team members experience in the same role on similar relevant Projects and how it benefits the County

4. Identify the team members overall experience in number of years

5. Provide a list of the team members’ professional licenses, certifications and other credentials

6. Provide similar and relevant projects, and/or other projects using a collaborative delivery method the team member has worked on in the same role and include the start and finish dates and the Project value in construction terms.

Proposers will be evaluated based on the firm and personnel’s ability to demonstrate an appropriate level of qualifications and experience to deliver the project. The team organization, key staff experience and the firm’s understanding of the project scope will be instrumental in the evaluation process.

Proposers shall provide resumes for the key staff listed below. The listed positions represent required functions, however, Proposers may assign these functions in a manner that aligns with their organizational structure. If one individual is qualified to perform multiple key roles, the Proposer may designate a single person to fulfill those responsibilities. In fact, consolidation of certain roles may be preferred when it enhances continuity, efficiency, and project understanding. Conversely, if a Proposer separates a function into multiple positions, resumes shall be provided for each individual.

CMAR Project Manager: shall be the primary point of contact with the County and shall be involved on a continual day-to-day basis from the Contract Notice to Proceed until the facility is operational and the acceptance testing is successfully completed. The CMAR Project Manager shall be responsible for the overall management of the entire project team and the successful completion of the project. The CMAR Project Manager shall have the authority to act on behalf of the CMAR Firm to make all decisions as they relate to the execution of the work and compliance with the Agreement.

Preconstruction Manager shall be involved during the preconstruction phase and will work closely with County staff, the Engineer and the Construction Team(s). The Pre-construction Manager shall be responsible for constructability reviews, developing and maintaining schedules, project cost models, risk registers, GMP development and procurement plans during the design phase of the work.

Construction Manager shall be responsible for the direct supervision of trade labor, subcontractors and all other personnel engaged in the work who are under the control of the CMAR. The Construction Manager shall be responsible for the daily coordination of the work on-site to maintain the schedule and for general on-site management such as material deliveries, outages, etc. The Construction Manager shall be responsible for the management of all construction activities associated with the Project although area superintendents may be assigned to each major portion of the work.

Superintendent shall be responsible for the day-to-day field oversight, ensuring that construction activities are executed safely, efficiently, and in accordance with contract documents. The Superintendent shall coordinate field operations, maintain daily communication with the County and proactively identify issues that could affect safety, schedule, or quality. Proposers shall highlight the Superintendent’s experience with complex water or wastewater facilities.

Construction QA/QC Manager: The Construction QA/QC Manager is responsible for developing, implementing, managing, and documenting the project’s quality assurance and quality control processes. This role includes verifying compliance with plans and specifications, overseeing field testing and inspections, tracking non-conformance items, and coordinating corrective actions.

Proposers shall highlight the QA/QC Manager’s experience on projects of similar size and complexity, and outline how quality control activities will be integrated with other key staff.

Proposers shall describe how the firm will structure and organize the proposed team to effectively and efficiently deliver the project in a manner that aligns with and supports the County’s needs. The narrative should explain the roles and responsibilities of key personnel, anticipated levels of involvement throughout the project, and how the proposed team configuration supports the County’s objectives. Proposers shall highlight past successful collaboration of proposed team members in similar roles.

Organizational chart may be shown on an 11” x 17” page. The project team and project understanding narrative may include one (1) 11”x17” page to present information that is substantially graphic in nature (included in the maximum page count).

0 Project team personnel do not have appropriate level of qualifications and experience. Project team does not contain all critical disciplines. Prime firm lacks understanding of the proposed project and what will be required to complete it.

Organization of project team is inappropriate. Prime firm lacks adequate professional resources to properly provide services. Proposed project manager is not appropriate.

1-10 Some project team personnel have adequate level of qualifications and experience.

Project team lacks minor disciplines. Prime firm has a marginal understanding of the proposed project and what will be required to complete it. Organization of project team is marginal. Prime firm’s professional resources to properly provide services are marginal. Proposed project manager’s qualifications are marginal.

11-20 Project team personnel have adequate level of experience. Project team contains all necessary disciplines. Prime firm has an adequate understanding of the proposed project and what will be required to complete it. Organization of project team is adequate to the project. Prime firm has adequate professional resources to properly provide services. Proposed project manager’s qualifications are adequate.

21-30 Project team personnel have above average level of experience, and the project manager is uniquely qualified. Project team contains all necessary disciplines. Prime firm has an above average understanding of the proposed project and what will be required to complete it. Organization of project team is adequate to the project. Prime firm has superior professional resources to properly provide services. Proposed Project Manager’s qualifications are above average.

31-40 Project team personnel have exceptional level of experience, and several are uniquely qualified. Project team contains all necessary disciplines. Organization of project team is superior. Prime firm has exceptional professional resources to properly provide services. Proposed project manager is uniquely qualified.

EVALUATION CRITERIA NUMBER 2

CMAR FIRM’S EXPERIENCE WITH PROJECTS OF A SIMILAR SIZE AND TYPE

Maximum Point Value: 35

Responses limited to (See Proposal Organizational Table in Section 3.2 in the Contract Terms and Conditions Document)

This criterion assesses the CMAR Firm’s experience with similar projects. CMAR Firm will be evaluated based on construction projects similar in size, length, complexity and other requested requirements.

Preference will be given to projects that meet the requested requirements below. Preference will be given to projects delivered using CMAR, Progressive Design Build, or other collaborative delivery methods with a GMP. Provide a maximum of eight (8) projects that represent the requirements below showing similar size, length and complexity. Project descriptions shall identify the similarities and discuss how their experience offers value to Hillsborough County. For each project provide the following information:

1. Project Title

2. Project Delivery Method

3. Project Location

4. Project Description

5. Projects Owners Name and Address

6. Project Owner’s Contact Person and Phone No.

7. Construction Contract Value.

8. Construction Completion Dates

9. Respondents Role (Prime, Sub-Consultant, etc.)

10. Provide Engineer of Record

11. Name & License No. of Qualifying Contractor

12. Identify members of your proposed team that worked on this representative project.

Proposers will be evaluated based on the firm’s demonstrated experience with projects of similar type, scale and complexity. Relevant similarities include:

• Wastewater or water facility with a construction value of approximately $100 million or greater.

• Pump station size (Water, firm capacity of 50 mgd or greater).

• Project delivery method (CMAR).

Proposer shall provide descriptions of up to 8 recent (preferably within the last 10 years) projects.

Minimum experience is as follows:

• One (1) completed (i.e., construction has reached substantial completion) project that demonstrates successful experience constructing a water or wastewater treatment plant of at least 10 mgd. Greenfield facility is preferred but major expansions may also be considered.

• Two (2) completed (i.e., construction has reached substantial completion) projects that demonstrate successful experience designing a water or reclaimed water pump station with a peak, firm capacity of at least 20 mgd.

• Two (2) completed (i.e., construction has reached substantial completion) projects that demonstrate successful experience using a collaborative delivery method (CMAR or design-build).

Minimum experience above can be met through a single project or multiple projects, as long as the combined experience meets or exceeds the minimum requirements. Additional projects do not need be completed and can still be under construction.

0 Prime firm has marginal experience with projects of a similar size and type.

1-8 Prime firm has minor successful experience with projects of a similar size and type.

Scope of services provided for representative projects vary from the Project scope.

9-16 Prime firm has adequate successful, recent experience with projects of a similar size and type. Some of the scope of services provided for representative projects are similar to the Project scope.

17-26 P r i m e firm has more than adequate successful, recent experience with projects of a similar size and type. Most of the scope of services provided for representative projects are similar to the Project scope.

27-35 Prime firm has superior past and recent successful experience with projects of a similar size and type. All of the scope of services provided for representative projects are similar to the Project scope.

EVALUATION CRITERIA NUMBER 3

CMAR FIRM’S APPROACH TO PROJECT DELIVERY

Maximum Point Value: 20

Limit responses to (See Proposal Organizational Table in Section 3.2 in the Contract Terms and Conditions Document.)

This criterion evaluates the CMAR Firm’s overall approach to delivering the County’s Project under the Construction Management at Risk method. The CMAR Firm shall provide a description of their unique approach to Preconstruction and Construction services.

CMAR Firms shall provide a written overview of their approach to delivery of Construction Management at Risk services that includes the following information:

• A proposal-level schedule based on the information provided in the RFP Package.

(The proposal-level schedule may be provided on 11 x 17 paper and will count towards the maximum page requirement.)

• Describe the approach to Preconstruction Services, including collaboration with the Architect/Engineer of Record and County, value engineering, constructability/operability review, self-performance, procurement of equipment/materials (including delivery oversight), subcontractor outreach and procurement, procurement of construction packages, and Owner Direct Purchases.

• Describe the approach to cost estimating and the Guaranteed Maximum Price

(GMP) development process. Firms may include an example of a GMP cost book from a previous project. GMP example will not count towards the maximum page count.

• Describe the approach to Construction Services, including construction work breakdown, sequencing, anticipated phasing or early work packages, construction activities, quality control, inspection and testing, start-up, acceptance testing and final turnover activities.

• Describe tools and procedures they will use to identify and track risks, manage change, track and trend project costs, ensure quality, and maintain the project schedule throughout the life of the project.

The approach narrative may include up to two (2) 11”x17” pages to present information that is substantially graphic in nature (included in the maximum page count).

0 Submittal does not address either the schedule or budget.

1-4 Submittal shows inadequate understanding of scope, schedule and budget requirements.

5-10 Submittal shows adequate schedule approach, understanding of budget control, and understanding of scope. Project budget and schedule can be met or modified to meet project intent.

11-15 Submittal shows good understanding of and approach to scope, schedule and budget.

Project budget and schedule can be met.

16-20 Submittal shows superior understanding of and approach to scope, schedule and budget with potential improvements for project delivery and cost savings.

EVALUATION CRITERIA NUMBER 4

CMAR FIRM’S RECENT, CURRENT AND PROJECTED WORKLOAD

Maximum Point Value: 5

This criterion measures the CMAR Firm’s resources for the project and their availability to complete all elements of this project, including pre-construction, construction, testing, start-up and commissioning. It evaluates the CMAR Firm’s current workload and backlog.

Provide a written overview describing the CMAR Firm’s current workload and the ability to deliver the scope of services. Provide the CMAR Firm’s current projects and projected project workload for the next 24-36 months in Florida.

Describe the CMAR Firm’s plan to deliver the project and indicate availability and proposed involvement of all key partners, subcontractors and subconsultants throughout the progression of the project.

Limit response to 1 page(s).

0 Submittal shows that project team does not have sufficient available personnel to complete services on schedule.

1 Submittal shows that project team’s workload commitments will impact its ability to complete services on schedule.

2 Submittal shows that while project team has adequate time and available personnel, prior workload commitments may impact its ability to complete services on schedule.

3 Submittal shows that consultant’s project team has adequate time and available personnel to complete services on schedule.

4-5 Submittal shows that consultant’s project team has adequate staffing available to complete services on schedule. Submittal indicates backup staffing capability in the event of unforeseen circumstances.

Organizational chart may be shown on an 11” x 17” page. The project team and project understanding narrative may include one (1) 11”x17” page to present information that is substantially graphic in nature (included in the maximum page count).