Selectmen Endorse Guidelines For FFH Project Manager, Scope Of Work

By John Voket

Acting on recommendations made last week by the ad hoc Fairfield Hills Management Committee, Selectmen Monday voted unanimously to accept and consider a comprehensive set of guidelines for the hiring of a project manager or project management firm to oversee future activities on the town-owned campus. The proposal also included sweeping charges by the ad hoc committee, defined as the suggested scope of work for such a management entity.

On the suggestion of ad hoc committee member Robert Geckle, the process for issuing a request for quotations (RFQ) would begin no later than March 1. During the ad hoc meeting, First Selectman Herb Rosenthal suggested that if the process could be moved along expediently, he would like to see a project manager on site in time to coordinate with environmental consultants as the remediation of hazardous pesticides and demolition of some of the structures on the campus commences this spring.

On Tuesday evening, Mr Rosenthal and fellow selectmen William Brimmer and Joseph Bojnowski wasted no time in approving the measures following a few short remarks by ad hoc committee Chairman John Reed.

“In the seven months we have been meeting, [the ad hoc committee members] have a pretty good idea of the many tasks and challenges ahead,” Mr Reed said in promoting a hired entity to work with the volunteer committee. “When residents first look at Fairfield Hills, they may think it’s not a complex job to manage, but the opposite is true.”

In a letter from Mr Reed to the selectmen, he suggests the hiring of such a management specialist would go far toward assisting ad hoc committee volunteers in fulfilling their charge. Since late last summer, the ad hoc committee has been discussing whether the volunteers themselves, the first selectman, or a combination of town representatives working with an experienced professional team should oversee the day-to-day activities as workers begin remediation of pesticide-laced soil around all of the existing campus structures.

As the weeks wore on, it became more and more evident to ad hoc committee volunteers that the scope of responsibilities, and many unexpected issues that had already come up, dictated the need for an individual or company to be retained to handle day-to-day responsibilities, while answering to an official or committee representing the town.

Selectmen approved the two-part plan, which included the following requirements to be published in the upcoming RFQ:

*The name, qualifications, and an updated resume for both the project manager applicant and the proposed site manager.

*A statement on the company’s position or philosophy on extended warrantees for workmanship, function, and design specifications.

*A report detailing all claims and settlements on projects begun since 1995.

*A complete history of all changes to either the project or site manager during the construction phase of all projects since 1995.

*A financial statement covering 2002, 2003, and 2004.

*An agreement that the proposed project manager submit reports to local professional staff for sign-off prior to submission for supervising committee approval.

*An agreement that as-builts (as-built plans) must be submitted as parts of each project are completed. (This requirement would be tied to payments for service providers.)

Mr Reed advised selectmen that the ad hoc committee would conduct interviews and make recommendations on hiring, along with certain selected town staff who would offer their guidance as nonvoting members.

Project Manager’s Scope Of Work

The second part of the proposal selectmen approved incorporated a lengthy scope of work suggested by the ad hoc committee. According to the approved plan, responsibilities of the project manager, “…should incorporate services normally involved with both program and construction management.”

During ad hoc committee discussions it was determined that a single manager be used throughout the planning and construction phases of development, if possible.

Among the approved points, the scope of work would include:

*Solicitation of professional consultants including but not limited to civil engineers, landscape architects, and legal representation to complete the development team.

*The charge to review and make recommendations to the committee regarding new development team members.

*Making necessary recommendations on appropriate insurance coverages and provisions for various bonds from vendors.

*Coordination of all development team activities including field reviews and regular meetings with consultants, town staff, and committee members.

*Development of a master project schedule including phases, task assignments, and duration of all planning and construction activities.

*Assist the committee with the establishment of policies for decision making on scope and content of activities, including property management, security, safety, and development.

*Preparation of preliminary project cost estimates and schedules, and value engineering reviews for efficiency and cost.

*Negotiations with, and presentation to, appropriate town and state regulatory agencies, representation at town board and commission meetings, and to town groups or other interested parties.

*Perform all preconstruction tasks associated with construction management, and continue to advise the committee on future development and maintenance matters.

In conclusion, the ad hoc committee stated: “Experienced companies are familiar with many forms of Project Management agreements with owners, and can accommodate with various fee, risk and savings structures. In essence, a good project management firm will manage the process and the project on the town’s behalf.

“The importance of a development team with direct experience and familiarity with the municipal process, its decision-makers and the types of development activities to be undertaken cannot be overstated,” the proposal stated.