How to Prepare Request for Qualifications

7/29/2019 How to Prepare Request for Qualifications

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Agenda Overview

Why Qualifications Based Selection?

Elements of the Request forQualifications

Initial Questions Example 1 - General

Stretch Break!!!

Example 2 Short and SweetAdvertisement

Example 3 Combined RFQ/RFP

Evaluation Process


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You've carefully thought out all theangles.

You've done it a thousand times.

It comes naturally to you.

You know what you're doing, its whatyou've been trained to do your whole life.

Nothing could possibly go wrong, right ?


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Think Again...


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Money - Can you afford notto?

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 QualityProjects


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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%


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Analysis of Claims

Technical

Error and/or omission of a technicalnature which resulted in a lossprevention file or claim

Non-technical (involved in 7 out of 10)

Breakdown in project or practicemanagement processes whichcontribute to a claim

Insurance industry analysis of24,000closed claims/files over a 13-yearperiod, worth over$1 billionin claimpayments


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Top 4 Non-Technical Contributors

13%16%

24%

27%

0%

5%

10%

15%

20%

25%

30%

Negotiation /

Contracts

Client Selection Project Team

Capabilities

Communication

Percentage of Claims Affected


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Lack of procedures

to identify or

address conflicts,

omissions or errors

64%

Lack of

documentation of

scope changes

10%

Project issues &

disputes not

handled correctly

8%

Other

4%

Scope of services

were not clear

4%

Project staff not

aware of their

responsibilities

10%

Communication Issues


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Unqualified or

deficient design

staff assigned to

project

46%

Insufficient number

of staff

4%Other

6%

Inexperienced or

deficient project

manager

34%

Design firm

inexperieced in

project type

2%

Territory of project

outside of firm's

"normal" territory

4%

Unqualified or

deficient on-site staff

assigned to project

4%

Project Team Issues


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Dont Believe Me

Hiring a professional service firm is

just like hiring a critical employee

David GriscomPresident APWA Georgia Chapter

Public Works Director, White County


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Todays 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


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Definitions

Bid Final Selection is based on cost only Purchase of commodities or well defined services

Request for Proposal Final Selection is basedon 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 isbased on the perceived abilityof the submittingfirms to best achieve the most desired outcome

Used for selection of professional services, such asarchitects, engineers, lawyers, doctors, etc.

Services not well defined and depend on the firmsability to identify and appropriately address theproblem or issue.


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Information Required Prior to

Advertisement

Project Description

Expected Use and Users

Schedule Funding Plan

Special Performance Requirements

Project Implementation Plan


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Check your local CODE!

Require QBS?

Allow QBS?

Date last revised?


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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


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Request for Qualifications

Construction Delivery type selected will

dictate how to prepare.

If the advertisement is the RFQ, changescannot be made without re-advertising


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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 ofproject and provides contact

information to receive full Request for

Qualifications document


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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


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Free Stuff - Examples You Can Use!

Requests for Qualifications from real ownersthat 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


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Evaluation of Applying Firms

Each member evaluates all submissions

Group should meet, compare scoring, and

try to reach consensus on top two to five

firmsAssign 1 or 2 members to check

references of higher ranked firms

Members should not discuss outcome withsubmitting firms

Debriefing of firms should be provided by

committee chair


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Development of Shortlist

How many should be included?

Use standard reference checking form


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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 XYZs overall performance on yourproject(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 XYZs 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?


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Notification of Firms on the Shortlist

Notifying firms all or just short listed?

In writing or by email or telephone?


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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 interviewsAllow time for breaks


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Interview Format Recommendations

Time - an hour is usually sufficient (all you can take)

5 setup

30 presentation

15 questions and answers

5 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).


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Interview or Technical Proposal?

Interviews less time and cost for both parties,opportunity for interaction with key staff, relies oncommunication skills of AE, does not require technicalstaff for the Owners interview team.

Technical Proposal More opportunity for the AE todiscuss technical approach.

Both


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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.


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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


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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


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The Price Proposal

Sufficient detail to show level of effort

Consider value pricing to share risks

and rewards

Consider incentives for scheduleimprovements and savings

List possible costs of contingent

services Risk belongs to the Owner

Price depends on risk


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Negotiations

Set schedulefor negotiations

Involve the decision makers

Focus on scope, risks, and contingencies

Dont 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-qualitypick two.

Dont negotiate by ultimatum and remember therelativity of design cost to life cycle costs.


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What If We Cant Agree?

Termination of

negotiations is formal.

You cant go back.

The price from the 2nd

ranked firm may be

more. Notify and debrief

unsuccessful firms


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Thats Almost All Folks -

Two Final Thoughts

Quality Brings Success

QBS is the first step to quality projects

All documents available in Word format fromwww.QBSGeorgia.org, as well as QBS Help!
http://www.qbsgeorgia.org/http://www.qbsgeorgia.org/


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Documents

How to Prepare Request for Qualifications