How to Prepare a Request for Qualification for Professional ...
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Transcript of How to Prepare a Request for Qualification for Professional ...
Agenda Overview
Why Qualifications Based Selection? Elements of the Request for
Qualifications Initial Questions Example 1 - General Stretch Break!!! Example 2 – Short and Sweet
Advertisement Example 3 – Combined RFQ/RFP Evaluation Process
Why Qualifications Based Selection?
You've carefully thought out all the You've carefully thought out all the angles. angles.
You've done it a thousand times.You've done it a thousand times. It comes naturally to you.It comes naturally to you. You know what you're doing, its You know what you're doing, its
what you've been trained to do your what you've been trained to do your whole life.whole life.
Nothing could possibly go wrong, Nothing could possibly go wrong, right ?right ?
Think Again...Think Again...
Why Qualifications Based Selection?
Money - Can you afford not to? Headaches –
Change orders Claims Project from h___ Aspirin, tylenol, ibuprofen, loss of sleep
Two things to remember about QBS… Quality Brings Success QBS is the First Step to Quality Projects
Money – Keep Life Cycle Costs in Mind
INITIAL CONSTRUCTION &
LAND COST - 34%
MAINTENANCE & OPERATIONS - 32%
INTEREST COST - 32%
INDIRECT COSTS - 2.5%DESIGN COSTS - 1.5%
Analysis of Claims
Technical Error and/or omission of a technical
nature which resulted in a loss prevention file or claim
Non-technical (involved in 7 out of 10) Breakdown in project or practice
management processes which contribute to a claim
Insurance industry analysis of 24,000 closed claims/files over a 13-year period, worth over $1 billion in claim payments
Top 4 Non-Technical Contributors
13%16%
24%27%
0%
5%
10%
15%
20%
25%
30%
Negotiation /Contracts
Client Selection Project TeamCapabilities
Communication
Percentage of Claims Affected
Lack of procedures to identify or address conflicts, omissions or errors 64%
Lack of documentation of
scope changes 10%
Project issues & disputes not handled correctly8%
Other4%
Scope of services were not clear4%
Project staff not aware of their responsibilities10%
Communication Issues
Unqualified or deficient design staff assigned to project46%
Insufficient number of staff4%Other
6%
Inexperienced or deficient project manager34%
Design firm inexperieced in project type2%
Territory of project outside of firm's "normal" territory4%
Unqualified or deficient on-site staff assigned to project4%
Project Team Issues
Don’t Believe Me…
“Hiring a professional service firm is just like hiring a critical employee”
David Griscom
President APWA Georgia Chapter
Public Works Director, White County
Today’s Topics
Information Required Prior to Advertisement
Advertisement of Project /Prequalification Requirements
Request for Qualifications/Proposals Procurement Committee Appointment Evaluation of Applying Firms Development of Shortlist Notification of Firms on the Shortlist Oral Presentations
Definitions
Bid – Final Selection is based on cost only Purchase of commodities or well defined services
Request for Proposal – Final Selection is based on proposed services or goods as well as cost Use when the services or goods are not well defined. Allows for creative responses
Request for Qualifications – Final Selection is based on the perceived ability of the submitting firms to best achieve the most desired outcome Used for selection of professional services, such as
architects, engineers, lawyers, doctors, etc. Services not well defined and depend on the firm’s
ability to identify and appropriately address the problem or issue.
Information Required Prior to Advertisement
Project Description Expected Use and Users Schedule Funding Plan Special Performance Requirements Project Implementation Plan
Check your local CODE!
Require QBS?
Allow QBS?
Date last revised?
Prepare the Project for Public Advertising
Project description and location Budgeted construction cost (if known) Specific disciplines sought – special requirements Contact person for technical questions (phone #,
email, fax, hours) Statement that QBS will be used Submission date Special contract terms Description of qualification package Rating criteria – list
Request for Qualifications
Construction Delivery type selected will dictate how to prepare.
If the advertisement is the RFQ, changes cannot be made without re-advertising
Notification/Advertisement of Project
RFQ – Request for Qualifications – contains all information necessary for firms to submit Qualification Statements
RFI – Request for Interest – contains enough information to indicate scope of project and provides contact information to receive full Request for Qualifications document
Procurement Committee Appointment
Determine early, but can be delayed until submittals are received.
Include at least two people. Include user agency representatives. Agree on evaluation criteria. Keep records of scoring and notes. Notify firms of the short list. Deliver recommendations to
Management and/or Board
Free Stuff - Examples You Can Use!
Requests for Qualifications from real owners that use QBS
Simple checklist and reference table Generic advertisement (use w/detailed RFQ) Ad with project specific requirements Project specific Request For Qualifications
All documents available in Word or PDF format from www.QBSGeorgia.org
Evaluation of Applying Firms
Each member evaluates all submissions Group should meet, compare scoring, and
try to reach consensus on top two to five firms
Assign 1 or 2 members to check references of higher ranked firms
Members should not discuss outcome with submitting firms
Debriefing of firms should be provided by committee chair
Development of Shortlist
How many should be included?
Use standard reference checking form
Firm Reference Checking
INTERVIEWER:________________ DATE:________________________ FIRM:________________________
REFERENCE:__________________
Develop 4-6 standard questions to ask each reference. Personally call and interview assigned references.
How would you rate XYZ’s overall performance on your project(s)?
Did XYZ in any way negatively impact the project schedule? Did XYZ in any way negatively impact the project budget? Was there continuity in XYZ’s team throughout the project? Would you hire XYZ to do another project for you future? Did XYZ meet bid package deadlines? Did XYZ work collaboratively with the contractor on value
analysis?
Notification of Firms on the Shortlist
Notifying firms – all or just short listed?
In writing or by email or telephone?
Preparation for Oral Presentations
Let firms know the arrangements and rules Provide agenda to firms Questions, content, participants Time limits and transitions Room set up Allow time for scoring and discussions
between and/or after interviews Allow time for breaks
Interview Format Recommendations
Time - an hour is usually sufficient (…all you can take…)5 setup 30 presentation15 questions and answers5 knockdown.
Conduct all interviews the same day Have same evaluation team at all interviews! Complete evaluation before adjournment. Media – provide guidelines on what you will allow
Boards and/or computer/projector are commonly used Handouts – slides, food?
Presenters - Three to five usually sufficient (Principal, Project Manager, key Project team members).
Interview or Technical Proposal?
Interviews – less time and cost for both parties, opportunity for interaction with key staff, relies on communication skills of AE, does not require technical staff for the Owners interview team.
Technical Proposal – More opportunity for the AE to discuss technical approach.
Both…
The Interview
AE presents “benefits” to the Owner versus “features” in the Qualifications Package.
AE answers the question, “How can my experience and approach benefit the Owner?”
Owner answers the question, “Which firm is the best fit for my project?”
Subjective process but necessary to create a ranking.
Interview Scoring
Score sheets for each panel member and one for the full panel as a group.
Keep records Agree on weighting before interviews Discuss scoring between interviews Try for a consensus on a group score
sheet Consolidate notes for later debriefings “We the jury…”
Scope and Contract Negotiations with the Recommended Firm
May ask for scope tasks first Meet (communicate) so that there is a meeting
of the minds. Take notes Discuss “ball park” costs and budgets Discuss schedules and submittals Discuss check lists, standards, reviews,
permits, etc. Discuss contingencies and contract details Discuss anything else that may affect price
The Price Proposal
Sufficient detail to show level of effort Consider value pricing to share risks
and rewards Consider incentives for schedule
improvements and savings List possible costs of contingent
services Risk belongs to the Owner Price depends on risk
Negotiations
Set schedule for negotiations Involve the decision makers Focus on scope, risks, and contingencies Don’t forget contract terms Allow for QAQC and response to “Questions” Identify third party players (contingencies) Agree in pieces. Whole will follow. Is the construction budget realistic? Remember: schedule-price-quality…pick two. Don’t negotiate by ultimatum and remember the
relativity of design cost to life cycle costs.
What If We Can’t Agree?
Termination of negotiations is formal.
You can’t go back. The price from the 2nd
ranked firm may be more. Notify and debrief
unsuccessful firms
That’s Almost All Folks - Two Final Thoughts…
Quality Brings Success QBS is the first step to quality projects
All documents available in Word format from www.QBSGeorgia.org, as well as QBS Help!