In 2011, our client embarked on a crucial enterprise project that would determine their vision, mission, mandate, governance and organizational structures for the next 50 years. The organization found themselves in a very tight funding situation for the last couple of decades and felt that the funding and operating model was no longer sustainable, necessitating the review project.
Midgard was brought on board as Project Manager as a sub-consultant to a larger consultant. The project started by developing the charter and project implementation plan and then moved into managing the project through to completion. The project was very challenging due to the variety and specialization of the technical expertise that was required. There were six RFPs issued to obtain the following expertise:
• Buildings Assessment;
• Infrastructure Assessment;
• Landscaping Assessment;
• Public Engagement and Visioning;
• Land Development Evaluation; and
• Governance and Institutional Design.
To ensure that the most qualified team was selected, a pure two envelope qualifications based selection process was utilized. All RFPs were highly successful in obtaining the most qualified consultant with the best proposed solution to their scope of work. Only the top proponent’s fee envelope was opened an all unsuccessful proponent’s received their unopened fee envelope which achieved the utmost in transparency and confidence of all proponents that the RFP process was fair, open and transparent. An additional benefit that was realized was that all RFPs were under budget with the exception of the Governance and institutional design portion, which the team was able to negotiate the scope of work to be within budget prior to awarding the contract.
The three assessment scopes of work formed a clear assessment of the current asset state and associated deficit. The public engagement and visioning scope used a very rigorous and engaging approach to obtain feedback from the public and other stakeholders in order to develop a truly community based vision. The land development portion looked at the potential to develop lands within the governed areas to drive a new revenue stream to the organization. Finally, the governance and institutional design reviewed and developed options to adjust how the organization was governed and structured to best achieve alignment with the funding challenges and the organization’s new vision.
The project was brought to a successful conclusion in 2013 with the organization now determining how to move forward with implementation.