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WORKINGWITHCONSULTANTS
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WORKINGWITHCONSULTANTS
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• Purpose
• Logistics
• Presenters
• Format
LearningfromEachExperienceDon’tloseyourhard-earnedknowledge!
5
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
2HowtoInterview,Hire,andNegotiatePicktherightconsultant!
1HowtoSolicit forServicesPlanforsuccess!
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
CarolRhea,FAICPOrionPlanning+DesignHuntsville,Alabama
256-763-1542carol@orionplanningdesign.com
1HowtoSolicit forServices
WhatDoYouThinkAreThe5MostImportantConsiderationsForAnRFP?• Contractingrequirements• Availability• Competence/expertise• Experience• References• Fees• Certifications• Teamcomposition
• Budget• Projectunderstanding• Schedule• Approach(scope)• Organization• Expectationsofstaff• Lengthofresponse• Other?
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
STEPONE
• WhatDoYouWanttoDo?WhatIstheProject?
• WhatisYourBudget?
• WhatisYourTimeframe?
• HowFlexibleCanYouBe?(Process,Project,Timeline)
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
STEPTWO
• SoleSourceorCompetitiveBid?
• WhoHires?
• WorkingwithPurchasing
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
STEPTHREE
• SelectingtheSelectionCommittee
• RFQ,SOI,RFP:What’stheDifference?
• WheretoAdvertise?
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
STEPFOUR
• DevelopaCommunicationsStrategy
• DecideWhowillRunYourSolicitationProcess
• HowManyCopiesDoYouReallyNeed?
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
STEPFIVE
• WhoWillWritetheRequest?
• WhoWillAnswerQuestions?
• WhoWillCollectResponses?
• WhoWillCoordinateSelection?
• WillThereBeaPreproposalConference?
o RequiredorNotRequired?
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
Use21st CenturyPractices(Not1970s)
• ElectronicSolicitation
• ElectronicManagement
• ElectronicSubmission
• ElectronicMeetings
• ElectronicSignatures
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
WhyDoConsultantsChargeSoMuch?
TotalAnnualWorkHours(federal)— 2,087
TotalAnnualSalary(Gross)— $70,000
Benefits,Taxes,andOverheadMultiplier— 2.5
EffectiveAnnualLaborCost— $175,000
HourlyRate(Gross)— $84
HourlyRateNetBillable— $168
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
AverageProposalCosts
TotalLaborCosts($168/hr x40hrs)— 6,720
AveragePrinting(10copies)— $140
AveragePostage(10copies)— $50
TotalInterviewExpenses(4people)— $2,600
TotalInterviewLabor(4people@$168/hr)— $5,376
TotalConsultantCosts— $14,886
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
SMALLGROUPDISCUSSION(5MINUTES)
Yourmanagerhasapprovedyourrequesttohireaconsultanttoupdateyourcomprehensiveplan.ShouldyouuseanRFQoranRFPprocess?Whatfactorsdidyouconsiderinmakingyourdecision?
1HowtoSolicit forServices
WhatWereYour5MostImportantConsiderations?HaveTheyChanged?• Contractingrequirements• Availability• Competence/expertise• Experience• References• Fees• Certifications• Teamcomposition
• Budget• Projectunderstanding• Schedule• Approach(scope)• Organization• Expectationsofstaff• Lengthofresponse• Other?
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
APARESOURCES
https://www.planning.org/consultants
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
DOsandDON’TS:
• DOlookatanduseAPAresources
• DOpublishabudget
• DON’Tprovideadetailedscope(usually)
• DOcall3– 5consultantstogetarangeofcosts;DON’TissueaformalRFPforthat
• DOunderstandandletpurchasingknowthatplanning isnotengineering
1HowtoSolicit forServicesPlanningforsuccess!
WORKINGWITHCONSULTANTS
DOsandDON’TS:
• DOmakesurethateveryoneisonboard
• DOmakesuretheRFPdrafter,selectioncommittee,managingstaff,andcouncilareallonthesamepage
• DOquestionanythingaddedtotheRFP
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
MichaelBlue,FAICPTeska Associates,Inc.Evanston,Illinois847-563-9722
mblue@teskaassociates.com
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
ConsideringtheProcessfromDifferentViews.....
1. ThingsConsultantsLike2. ThingsConsultantsHate3. WhattheCityManagerMightNeed4. WhatthePurchasingAgentMightNeed
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
ThingsConsultantsLikeintheProcess
1. Ashortshort list.2. Knowinghowmanyotherfirmsare
interviewing.3. Knowingwhat otherfirmsareinterviewing.4. Timetopreparefortheinterview.5. UsingPowerPoint,ornot.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
ThingsConsultantsLikeintheProcess- continued
6. Gettingtoknoweachother.7. Communitiesthatcheckreferences.8. Setquestions+freeformdiscussionatthe
interview.9. Knowingwhowillbeattheinterview.10.Openendedtimeandmaterialscontracts.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
ThingsConsultantsHateintheProcess
1. Notknowingthecommunity’sselectioncriteria.2. Providingdetailsthatdon’tmatterorwon’tbeused.
3.Thecostofproposalsandinterviews.4. Unknowncompetitiongettinganinterview.5. Interviewingwithnochanceattheproject.6. Pointsystemstoselectfirms.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
ThingsConsultantsHateintheProcess- continued
7. Toolittleortoomuchtimeforaninterviewpresentation.
8. Toomanymeetingsinascope.9. Hearingtheydidn’tgetthejob.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
Thingsconsultantshateintheprocess- continued
10.NotgettingFeedback.Sharethefollowing:• Whatwerestrengthsoftheirproposal/interview?• Whatwereweaknessesoftheirproposal/interview?• Whatstoodoutaboutthesuccessfulfirm/team?• Whatmighttheyhavedonedifferentlytohavemetcommunity’sneedsfortheassignment?
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
WhataManagerMayWantFromtheProcess
1. Gettingtherightconsultant.2. Pickadifferentsubconsultant.3. Goodmixofpeopleattheinterview.4. ChangingthescopefromtheRFPissued.5. Askforadditionalinformationafterproposalrevieworinterviews.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
WhataManagerMayWantFromtheProcess–Continued
6. Gettingthefirmtotossinextratasks.7. Notchangingtheoriginalbudget.8. Sharetheirexpectationsfortheproject.9. Shortprojectschedules.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
WhatPurchasingMayWantFromtheProcess.
1. Proposalsthataresubmittedontime.2. HavingthewholecontractandcontractingprocessintheRFP.
3. Theprojectbeingexactlyliketheproposalscope.4. Negotiatingthecontractbeyondtheproposalscope.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
WhatPurchasingMayWantFromtheProcess–Continued
5. UsingtheCity’sstandardContract,nottheconsultant’s.
6. UsingthesamecontractforeveryCityproject.7. Includingthatliabilityclause.
52HowtoInterview,Hire,andNegotiatePicktherightconsultant!
WORKINGWITHCONSULTANTS
WhatthePlannerwantsfromthisProcess
• Discussatthetable– yourtopfivegoalsfortheRFPprocess.....
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
JudyDaniel,AICPCityofOxfordMississippi
662-232-2305jdaniel@oxfordms.net
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
Managing theContractManagingRelationships
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
QUESTIONSTOCONSIDER
Whatareuptothreedifficultscenariosyouhavefaced,orquestionsyouhave,regardingworkingwithconsultantsandmanagingaplanningproject?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
• Establish Rules of Engagement
• EstablishaRoadMapfortheProcess• Communications Management
• TimeManagement• Project Scope Management
• MoneyManagement• Final Steps
ElementsforSuccessfulProjectManagement
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
RulesofEngagement• Foroptimaloutcomes,setthestageforeffective
collaborationandthenmanagerelationships.
• Makesureonthefrontendthatyouhavethesameexpectations.
• Maintainopencommunication.
• Closetheloopattheendoftheprocess.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
RoadMapforSuccessSettingUptheRules
• DetermineWho DoesWhat,HowMuch,andWhen?
• WhatisYourExpectation? AdjustAccordingly.• ConcepttoCompletionorConcepttoAdoption?• Detailedmap,orgeneralplanwithroomforcourseadjustments?
• WhatwillbetheroleforDepartmentstaff?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
Roadmap forSuccessSettingUptheRules– AtFirstMeetingEstablish
• ScopeofEffort– DeliverablesandDeadlines• ScopeofInvolvement:Consultantvs.Staff
• DepthofInvolvement:Consultantvs.Staff• CommunityEngagementPlan• GovernmentEngagementPlan
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingTimeConstraints• Establishtimesforregularmeetings/conversationfor
durationofproject. ExpecttouseMultipleFormats.
• Consultantsneedyourinput,butthatmustbebalancedagainststaffdeadlinesforregularfunctions.
• Expectchallengesifchangesarerequestedornewtasksareadded.
• Expectchallenges iftherearechanges inpersonnelorpoliticsduringtheprocess.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
QUESTIONS?
Anyquestionsregardingtheinitialsteps?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingCommunications
• EstablishInitialTimelines - Functions,activities,documents.
• EstablishTimingExpectations – Staffresponsetodraftsandconcepts,Consultantresponseregardingdelays.
• EstablishInformationExpectations- Staffmustinformconsultantsofanyhiddenbumps,politicalflack,orpoliticalshifts. Staffmustprovidetimeforassessmentswithconsultantsafterpublicevents.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingCommunicationsConsultantDrivenProjects
• RequiressubstantialstafftimewithConsultantstorelayevolvinglocalpoliticaldynamics.
• Youaretheireyesforprobableareaofresistanceandlikelypoliticalpitfalls. Youaretheir"scouts".
• Carefulstaffreviewofproductdraftsiscriticaltobesuretheyarereflectinglocalintent.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingCommunicationsTeamApproach
• Staffmanages/arranges publicinputevents,consultantsdothepresentation.
• Staffmanagespublicoutreacheffortsandrelaysinformationtoconsultants.
• Consultantusuallypreparesdocumentdrafts,staffeditsandmaywritesomeelements.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingCommunicationsPublicEvents
• Consultantsgenerallyprovidevisualsandleadpresentations.
• Staffshouldbeprepared toanswerquestions.
• StaffandConsultantsassesscommunityfeedback.
• StaffworkswithConsultantonpublicityefforts.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingCommunicationsCoordinationwithAllAffectedParties
• Veryimportantandtooeasilyoverlookeduntillate intheprocesswhenhardertochange.
• SetupinitialdiscussionsforConsultant.
• StaffmustinformConsultantof"communicationgaps"thatemergewithotherDepartmentsorofficials.
• StaffandConsultantcoordinatehowtoadjusttoconcernsthatarise.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingIntendedProjectScope• BewareofTaskCreep- impactontimelinesandbudget.
• Modificationsandchangesofdirectionarenotunusual.Consultantsareusuallyflexibleformodestadjustment.
• Ifmoreisneeded fromtheConsultant,discusstimeandfinancialimplicationsinternallybeforecommitting.
• Tosavetimeormoney,istheremorethatstaffcando?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
QUESTIONS?
Anyquestionsonmanagementelements?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingMoney
• Makesureyouunderstand,fromthebeginning,thefees/billingprocessandsystem.
• Ifchangesareneeded,bepreparedtonegotiateontime,fees,andpersonnelneeded.
• Ask,upfront,beforedecidingtheamountoftimeandeffortneededforrequestedchanges.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
ManagingMoney• Expectmonthlybilling. Makesureyouunderstandthe
bill. Askquestions.
• Paybillsontime. AhappyConsultantwhohasbeenpaidregularlyisprobablygoingtobemoreattentivethanonestillwaitingforpayment.
• Keepacloseeyeonyourbudget– especiallyifyouhaverequested"add-ons".
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
FinalProjectSteps- ConcludingtheContract
• Whenfinalproduct(s)delivered- reviewindetail. Find"glitch"andsubstantivemistakesandgetthemcorrectedbeforefinalpayments.
• Understandthecostforfurthercorrectionsovertimevs.correcting"glitches".
• Doeseveryoneinvolvedunderstandtheproduct?Doyouneedtobudgetfortutorials?
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
FinalProjectSteps- Do'sandDon’t's
• DOseetheConsultantasamemberofyourteamandnotanoutsider.
• DOincludeotherstaffanddepartmentstogettheirinsightsand(later)theirbuy-in.
• DON'Tfailtocommunicatethroughouttheproject. Nosurprises.
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
TYPICALPROBLEMSTODISCUSS1. Asthestaffprojectmanagergivingaprogressreportatastaffmeetingwhat
sortofquestionswouldyouexpectfromthoseinotherDepartments?
2. HowwouldyouresolveconflictsfoundbetweentheZoning CodeandotheradoptedCodes(Fire/Building/etc.)?
3. Howwouldyoumanagearequestfromtheelectedofficialstoaddmorecommunityeventsandsitestudiestotheproject– midwaythrough theestablishedtimelinefortheproject?
4. Whatwouldyoudoaboutmassiveopposition arisingtowardtheendoftheprojectfroma"NIMBY"neighborhood, toanewzoningdistrictcreatedbasedontheadoptednewComprehensive Plan?
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
DavidSilverman,AICPAncel Glink
Chicago,Illinois312-604-9117
dsilverman@ancelglink.com
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
• Controltheform• Sections• Parties• Legalauthority• Background• Scopeofservices(incorporated)• Payment
ElementsoftheContract
WORKINGWITHCONSULTANTS
3ManagingYourProjectSuccessfullyHowtodomorethansurvive!
• Sections(cont’d.)• Timingofservices• Warrantiesandrepresentations• Indemnificationanddefenseexpense• Insurance• Defaultandremedies• Miscellaneous
• ExhibitA– ScopeofServices
ElementsoftheContract(cont’d.)
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
AspartofaComprehensivePlantobedonebyaconsultingfirm,threesubareastudiesaretobeprepared:1)thedowntown,2)acommercialcorridor,and3)anolderresidentialneighborhood.Thegenerallocationsofthesubareasareidentifiedinthescopeofservices(takendirectlyfromtheprojectproposal)butnotspecificallymapped.Inaddition,thelevelofdetailandtopicstobeaddressedinthesubareastudyarenotspecifiedinthescopeofservices.Whentheclientreceivesdraftsofthesubareastudiesfromtheconsultant,theyfindthatallthegeographiesandtopicstheyhadexpectedarenotcovered,whattodonext.....
Let’sconsideranunfortunateexample.......
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
AvoidingtheMess– Essentials
1. Needtohaveasolidcontractandscope• DONOTbegintheprojectwithoutthem.
2. Goodcommunicationsthroughouttheprojectisamust.• Ifinformalcontactwon’tcutit,planon
schedulingregularprojectmeetings
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
FiguringouttheProblem:Oneormoreofthese:
1. Sinceremisunderstandingofscopeintent2. Unrealisticexpectationsbyclient3. Lackofperformancebyconsultant
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
GathertheTeam
1. ClarifyLocalNeedsandExpectations2. WhentotelltheCityManager?3. WhentotelltheMayor?4. DoestheCityAttorneyneedtoknow?5. Defineconsensusonwhat’sneededand
whatto.
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
WhocallsWhom
1.Don’tputthisoff,itjustgetsworse2.CanIjustcalltheconsultantmyselfandworkthisout?
3.DoIhavetheCityAttorneycallorwriteoneof“those”letters?
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
Whatistheconsultantthinking?
1.Wantstohaveasatisfiedcustomer2.Hascontractualobligations3.Hasinternalfinancialobligations
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
MovingForward
1.Worktogethertostrikeacompromise–sharetheeffortandpain
2.Holdconsultanttocontractresponsibilities3.Bewillingtosupporttheeffort• Draftoreditthedocument• Ifcapacityexists,preparegraphics• Handletheprinting• Fundworkexpected,butnotinscope.
Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings
WORKINGWITHCONSULTANTS
4WhattodoWhenSomethingGoesWrongAnticipateandAct!
DiscussionofExamples............
LearningfromEachExperienceDon’tloseyourhard-earnedknowledge!
5
WORKINGWITHCONSULTANTS
Bob
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