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Response to RFP No. 18-082 for On -Call Right of Way Property Appraisal Services 3
<br />Seth B. Finestone, MAI, AI-GRS, FRICS, CRE, Managing Director
<br />20
<br />Ryan J. Dobbins, Associate Director
<br />30
<br />John G. Ellis, MAI, CRE, FRICS, Senior Managing Director
<br />10
<br />Jerardo Arcinlega, Senior Analyst
<br />30
<br />Robert M. Lea, MAI, Director
<br />10
<br />Susan C. Gordon, Senior Analyst
<br />20
<br />Adam M. 6ogorad, MAI, Director
<br />30
<br />Aaron S. You, Senior Analyst
<br />40
<br />William Larsen. SRMIA. Director
<br />40
<br />Thomas G. Richardson. Senior Analyst
<br />40
<br />Understanding of Need/Scope of Services and Schedule
<br />Each right of way project varies in terms of the timing that appraisers are brought into the project, In
<br />recent years, design build projects have become much more popular. A design build project involves
<br />much more communication with the client on a regular frequency than a project that has been fully
<br />designed prior to appraisals being ordered. This results in part from the fluidity of the project, questions
<br />about design that are integral to the appraisal process and assumptions that may be required when
<br />projects are earlier in the design process.
<br />Prior to bidding on an assignment, Beth Finestone would discuss the individual project with the
<br />appropriate representative of the City to make sure we have an understanding of the general impact the
<br />project may have on the individual property(s) to be appraised. If possible, this would include a
<br />preliminary review of project maps (right-of-way maps) and aerial photographs, This will enable Ms,
<br />Finestone to provide an appropriate fee quote to the City that can result in the greatest economies of
<br />scale. For example, if it can be ascertained that an individual property or properties can be valued as
<br />land only, as the required acquisitions are minor and no severance damages are anticipated, then a lower
<br />fee can be quoted versus automatically assuming a full before and after analysis, as improved, must be
<br />undertaken.
<br />In terms of the processes for workflow management, IRR-Los Angeles has business processes in place
<br />to perform the scope of services as set forth in the City's RFP. The firm operates a well -organized project
<br />management system that streamlines the workflow, freeing up our analysts to concentrate a very high
<br />percentage of their time on doing analysis rather than administrative tasks.
<br />As soon as a project (may include multiple appraisals for a large project) is awarded, each individual
<br />appraisal assignment is assigned to a senior appraiser and is given a job number, posted on an Excel
<br />Master Tracking Spreadsheet (EMTS) that is updated daily as milestones on each individual assignment
<br />are reached. This EMT$ is maintained and updated daily through the assignment's completion. Every
<br />process has a column on the EMTS, so that at a glance, the precise status of each appraisal can be
<br />known at any moment in time. In this manner, IRR-Los Angeles is able to coordinate a large number of
<br />appraisals related to any given Project. The EMTS is tailored to the individual assignment and the
<br />reporting needs of the client. Items that are typically tracked include property identification number, APN,
<br />physical address, property owner contact information, date notice of intent to appraise letter is received,
<br />date owner notification letter sent, status of return receipt (all owner notification letters are sent certified
<br />mail, return receipt requested), date of inspection, ongoing summary of owner contact (parcel diary),
<br />comments (summarize missing information or items that require resolution), date draft report is
<br />anticipated to be delivered, actual date draft report is delivered, date review comments are received, date
<br />review comments are responded to, date of final report delivery.
<br />If a larger multiproperty assignment is awarded, we would like to set a meeting with the project manager
<br />at the City to discuss the project and to glean any information available as to property owner concerns
<br />and project Impacts. We have found that sitting with the client at the onset of a larger multiproperty
<br />assignment and going over the individual properties and reviewing maps together can result in
<br />tremendous time savings down the road. In the case of an Individual property award, this can often be
<br />handled over the phone.
<br />Next, contact is made with the property owner or their designated representative (owner notification letter)
<br />giving them the opportunity to accompany the appraiser on the inspection of the property and provide all
<br />information they feel is important. The senior appraiser remains directly involved In all aspects of the
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