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<br /> 2/7/85 AC 150/5100-14A <br /> (14) Prepare a report recommending that negotiations be initiated with <br /> the consultant ranked number one. The report should contain sufficient detail to <br /> indicate the extent of the review and the considerations used for the <br /> recommendations. <br /> (15) The report should be forwarded to the sponsor's administrator or <br /> governing body authorized to review the recommendations of the selection board. <br /> The recommendations of the selection board should normally be accepted unless the <br /> report does not adequately support the recommendations. This will help to ensure <br /> complete fairness and open competition. If the recommendations are not accepted, <br /> the selection board should be reconvened until acceptable recommendations have been <br /> agreed on. <br /> b. Competitive Negotiation. (Price Is a Selection Factor). The selection <br /> procedure recommended in paragraphs 9a(1) to 9a(13) should be followed, except: (1) <br /> a briefing should be held with all firms on the preselection list prior to <br /> submittal of the project proposal to discuss the scope of work; and (2) a cost <br /> proposal, in a sealed envelope, should be submitted with the project proposal (see <br /> paragraph 12a(1) for the elements of a cost proposal). After receipt of the <br /> project and cost proposals, the following procedures are recommended: <br /> (0 Prepare a report that rates the project proposals for their <br /> technical merit. The report should contain sufficient detail to indicate the <br /> extent of the review and the considerations used for the recommendation. The cost <br /> proposal should be kept sealed and not evaluated at this time. <br /> (2) The report and the sealed cost proposals should be forwarded to the <br /> sponsor's administrator or governing body authorized to review the recommendation <br /> of the selection board. <br /> 10. ALTERNATE SELECTION PROCEDURES. The selection procedures recommended in <br /> paragraph 9 should normally be followed in the procurement of consulting services. <br /> However, for some projects, circumstances may dictate that the recommended <br /> procedures are too time consuming or complex for the particular procurement. In <br /> these cases, OMB's Attachment "0" provides other acceptable procurement methods <br /> which may be used such as small purchase procedures or noncompetitive negotiation. <br /> Sponsors should consult with FAA Airports personnel before using these alternatives <br /> to assure that the circumstances justify their use. <br /> 11. COST ANALYSIS. <br /> a. In order to properly evaluate the consultant's cost proposal, a sponsor <br /> having a staff with experience in estimating the cost of professional services and <br /> negotiating contracts for these services should develop an independent estimate of <br /> the cost of the services, based on a detailed analysis of the scope and conditions <br /> of the work. Sponsors having no staff or having little or no previous experience <br /> in estimating the cost of professional services and negotiating contracts for <br /> consultant services may not be able to prepare such a detailed analysis by <br /> themselves. In these instances, the sponsor should seek the advice of state <br /> aviation personnel or FAA Airports personnel on the extent and scope of the <br /> professional services. If the sponsor has an engineer on retainer who is not being <br /> considered for the project, the sponsor may engage the engineer to prepare a <br /> detailed analysis. <br /> Chap 2 <br /> Par 9 11 <br />