The operations section of a PACT proposal

Staffing plan

Named property-management lead, with the portfolio they last ran On-site staffing ratio stated per building, not per portfolio Superintendent and porter coverage, including nights and weekends Who holds the compliance function — and whether it is a real role or a second hat

Property-management approach

Work-order intake, triage and close-out described as a process, not a promise Rent collection method from day one, including the transition month Vendor and contract strategy — what is retained, what is re-bid Budget vs. actual reporting cadence, and who reads it

Resident engagement

How residents hear about the conversion, and when, and from whom Language access and accessibility across every notice Standing forum with resident leadership through construction Complaint and escalation path that does not end at a voicemail

Compliance capability

Project-based Section 8 certification capacity — evidence, not intent Inspection readiness under the current HUD standard Who prepares for a Management and Occupancy Review, and from what files Prior findings record: what was received, and what was closed

Transition and day one

Day-one runbook: rent, work orders, staffing, systems, keys Occupied-rehab logistics — unit access, phasing, resident-in-place sequencing First-90-days plan with owners and dates attached What happens in month thirteen, when the mobilisation team has gone

Evidence of comparable scale

Comparable portfolios by unit count, building count and occupancy type Occupied rehabilitation experience, stated in units and not in years Named references who ran operations, not only who closed the deal

A readiness guide based on operating experience, not a scoring rubric. Every PACT solicitation sets its own requirements and weightings — read the RFP, and treat this as the operations questions worth having answered before you do.