Procuring, Managing, and Evaluating the Performance of Contracted TMC Services
may be the easiest method for supplemental or expanded services. However, when building an entirely new facility with new services, the public agency has the option of full or partial privatization. This decision will most likely by driven by the combination of available public agency staff positions, resources, and funding. These include request for qualifications, request for information, invitation to negotiate, invitation to bid, and request for proposals.
The public agency needs to provide the parameters of what is desired in the bidding documents so that contractors can describe their approach and how they will bring best value to the contracted services. Encouraging competition fosters creativity and allows the contractors to propose their best ideas for how to meet the agency’s goals and objectives, ultimately leading to a “best fit” of public and private partners working together to provide the TMC services.
A proposal often contains the following elements:
Technical plan that describes the approach to the project, understanding of scope of services, and approach to quality control;
Management plan that describes how contract compliance will be maintained, staff quality, experience, and availability, as well as relationships with subconsultants;
Descriptions of past similar projects with references to gain insight on other clients’ satisfaction with the contractor;
Agency forms; and
There may or may not be an oral presentation or question/answer session following the submittal of a written proposal. These are specified during the advertisement process and may be used to gain additional insights into the contractor’s process and approach. It is also an opportunity for the contractor to introduce staff to the agency beyond the presentation of resumes, something that may be particularly useful when the proposed staff is not known to the project managers. These elements will have associated grading criteria that lead to a scoring matrix for contractor selection. Some additional scoring elements may include firm proximity to the project location, commitment to satisfy owner needs, past history of shortlisting for the owner, previous work including contract value for the owner, and disadvantaged/minority subconsultant commitments. A sample of evaluation criteria and weighting from an FDOT Operations Contract is shown in Figure 2.
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