Lighting the Flame: Procurement and Winning Work

FacilitatorDiana Bjørnskov, ConsultantBCxAOwner Panel

• Heath Blount, PrincipalBrightworks Sustainability

• Thomas Langran, PE, LEED Green AssociateKaiser Permanente

• Joseph Lorino, PE, LEED APNew York-Presbyterian Hospital

• Rod Rabold, CxAUniversity of North Carolina – Chapel Hill

AIA Quality Assurance

The Building Commissioning Association is a Registered Provider with The American Institute of Architects Continuing Education Systems (AIA/CES). Credit(s) earned on completion of this program will be reported to AIA/CES for AIA members. Certificates of the Completion for both AIA members and non-AIA members are available upon request.

This program is registered with AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product.

Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

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Learning Objectives

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1. What CxPs need to know about owner evaluation processes

2. How owners can measure CxP qualifications3. How to improve procurement using a

qualifications-based selection (QBS) process

4. How to propose and win work

• Introduction: Illustrious Panel

• Your Market: Challenges and Obstacles

• Procurement: When, How and How-To

• Process: “Chore-ography” vs. “Choreography”

• QBS: (Qualifications-Based Selection)

• Tools & Resources: What Owners/CxPs Can Use

Lighting the Flame: Winning Work!

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Heath Blount, PrincipalBrightworks Sustainability

Thomas Langran, PE, LEED Green AssociateKaiser Permanente

Joseph Lorino, PE, LEED APNew York Presbyterian Hospital

Rod Rabold, CxAUniversity of North Carolina, Chapel Hill

Panel Members

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• Introduction: Illustrious Panel

• Your Market: Challenges and Obstacles

• Procurement: When, How and How-To

• Process: “Chore-ography” vs. “Choreography”

• QBS: (Qualifications-Based Selection) – Best Practice

• Tools & Resources: What Owners/CxPs Can Use

Winning Work!

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What Keeps Owners Up At Night?

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• Project Planning• Staffing• Risk Management• Low Cost• No Risk• High Quality• On Time Delivery• Smooth Process• High Performance• Good Communication

What Keeps Providers Up at Night?

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• Introduction: Illustrious Panel

• Your Market: Challenges and Obstacles

• Procurement: When, How and How-To• Process: “Chore-ography” vs. “Choreography”

• QBS: (Qualifications-Based Selection) – Best Practice

• Tools & Resources: What Owners/CxPs Can Use

Winning Work!

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1.Client’s Strategic Plan2.Facilities Master Plan3.ID of Requirements4.Budget Authorization5.Scheduling6.Project Plan7.Project Procurement Authorization8.ID of Internal Team Members9.RFP/RFQ Preparation10.Provider Solicitation11.RFP/RFQ Submittal & Review12.Scope and Contract Negotiation13.Provider Selection14.DD/SD/CD15.Construction16.Occupancy/Ongoing Cx17.Major Renovation/Retrofit

Procurement & RelationshipsNot Just Your Grandfather’s Purchase Orders

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Are you starting here?

Or here?

1. What are you doing to help your client prosper?

2. What is the quality of your proposal (written and in-person) in shaping a unique value proposition?

3. How effectively is your cost tied to attributes your client most highly values?

4. How does your client perceive cost vs. What it actually costs them?

5. Does your client know how your effort will be spent on ensuring their vision, AND have you told them?

Write Down Client’s Critical Success Factors (Not Yours, Theirs)

Use Them As Your Guide.

Value vs. Cost

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• Introduction: Illustrious Panel

More• Procurement: When, How and How-To

• Process: “Chore-ography” vs. “Choreography”

• QBS: (Qualifications-Based Selection) – Best Practice• Tools & Resources: What Owners/CxPs Can Use

Winning Work!

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Communicate – Early and Often!

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• Develop a relationship with your client before the RFP/Q drops

• Contact prospective partners to let them know you’re interested

• If possible, assist with solicitation details for Cx

• Prepare your proposal team for the onslaught

Show and Tell –• How well you understand your

client’s vision• How well you understand the

project• How you will do the work• How you will manage the work• The people you provide• Special equipment/ expertise

Demonstrate Your ValueValue Must Be Client-Focused

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Be Clear

Choreography:1. Assess Go/NoGo & Selection Criteria2. Do SWOT analysis of your ability to win3. Charter Proposal Team (Roles):

• Executive (Authorized Signature)• Practice Lead• Budget Lead• Proposal Coordinator• Internal “Consultants”

4. Write Down Client’s “Vision”5. Summarize Your Value Proposition6. Create a WIN Strategy7. Identify/Analyze Key Issues8. Create a Compliance Matrix9. Design Goals, Features, Proofs10. Research Unknowns11. Write Persuasive Proposal12. Review Before Submittal

Mind Your RFPs and Qs

Or…

Chore-ography:

• Executive Summary• Project Understanding• Technical Approach• WBS task list with schedule• Management Approach• Team Qualifications

• Illustrate your competence and accomplishments that prove you –and only you – should be hired to provide Cx services.

Your Clients Are Hiring Their Future Profitability, and Their Future Depends On You!

Don’t Just Answer the Mail!Evaluation: Writing May Be the Easy Part – Be Persuasive!

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DoDescribe• Understanding of Client’s Vision• Specific Value You Bring to Project• Risk Management• Communication Plan• DeliverablesUse • Headings and Subheadings• Quantifiable Facts/Proofs• Language from RFP/Q• Color Logos, Images/Graphics• Sidebars with Benefit Statements• Org Chart: Names & Roles

Don’t• Rearrange RFP/Q Sequence• Bait & Switch Personnel• Describe Irrelevant Projects/Staff• Use “Wiggle Words” or Vagueness• Include Meaningless Data• Bury Key Points• Kill Credibility with

• Misspelled words• Poor grammar• Cut-and-paste errors• Inconsistent formatting• Wrong client name (Hey, It happens!)

• Cite experience offered only by other offices.

Proposals: Do, Don’t and So What!

17Ask Yourself “So What” Before You Explain

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CRITERIA

Poin

ts

D

PRIOR RATING = 50 PTS

[State] Past Performance Rating 50 87%TEAM = 110 PTS

Project Specific Team Experience 40 61%

Team Experience with Owner 10 70%

Team Proximity 20 70%

Project Principal 20 67%

Project Manager Experience 20 69%APPROACH = 240 PTS

Cx Services 50 67%

Project Understanding 50 63%

Communication Plan 25 69%

Risk ID & Mitigation Plan 50 87%

Value Added Ideas 40 65%

Project Team Interaction 25 60%

TOTAL 400 70%

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CRITERIA

Poin

ts

D C

PRIOR RATING = 50 PTS

[State] Past Performance Rating 50 87% 91%TEAM = 110 PTS

Project Specific Team Experience 40 61% 67%

Team Experience with Owner 10 70% 53%

Team Proximity 20 70% 57%

Project Principal 20 67% 85%

Project Manager Experience 20 69% 94%APPROACH = 240 PTS

Cx Services 50 67% 76%

Project Understanding 50 63% 78%

Communication Plan 25 69% 73%

Risk ID & Mitigation Plan 50 87% 91%

Value Added Ideas 40 65% 87%

Project Team Interaction 25 60% 53%

TOTAL 400 70% 75%

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CRITERIA

Poin

ts

D C B

PRIOR RATING = 50 PTS

[State] Past Performance Rating 50 87% 91% 89%TEAM = 110 PTS

Project Specific Team Experience 40 61% 67% 79%

Team Experience with Owner 10 70% 53% 87%

Team Proximity 20 70% 57% 77%

Project Principal 20 67% 85% 89%

Project Manager Experience 20 69% 94% 75%APPROACH = 240 PTS

Cx Services 50 67% 76% 81%

Project Understanding 50 63% 78% 80%

Communication Plan 25 69% 73% 80%

Risk ID & Mitigation Plan 50 87% 91% 89%

Value Added Ideas 40 65% 87% 77%

Project Team Interaction 25 60% 53% 67%

TOTAL 400 70% 75% 81%

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CRITERIA

Poin

ts

D C B A

PRIOR RATING = 50 PTS

[State] Past Performance Rating 50 87% 91% 89% 96%TEAM = 110 PTS

Project Specific Team Experience 40 61% 67% 79% 96%

Team Experience with Owner 10 70% 53% 87% 93%

Team Proximity 20 70% 57% 77% 92%

Project Principal 20 67% 85% 89% 94%

Project Manager Experience 20 69% 94% 75% 97%APPROACH = 240 PTS

Cx Services 50 67% 76% 81% 96%

Project Understanding 50 63% 78% 80% 90%

Communication Plan 25 69% 73% 80% 87%

Risk ID & Mitigation Plan 50 87% 91% 89% 96%

Value Added Ideas 40 65% 87% 77% 93%

Project Team Interaction 25 60% 53% 67% 97%

TOTAL 400 70% 75% 81% 94%

• Polish your tone … and your shoes• Bring only relevant team, each with a speaking role• Organize around client’s goals & key issues• Use examples and success stories if appropriate• Connect: watch for silent approval & objections• Ask for feedback from time to time; listen carefully• Move around if possible• Breathe …

Present Yourself Well(It’s Not All About Powerpoint Slides)

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• Introduction: Illustrious Panel

• Your Market: Challenges and Obstacles

• Procurement: When, How and How-To

• Process: “Chore-ography” vs. “Choreography”

• QBS: (Qualifications-Based Selection)• Tools & Resources: What Owners/CxPs Can Use

Winning Work!

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1. Establish Evaluation Criteria

2. Solicit Qualifications (public announcement required in the public sector)

3. Develop Short List

4. Interview and Rank ≥ 3 Providers

5. Owner/Provider Jointly Refine Scope and Contract Terms

6. Negotiate Contract (or move on to 2nd Ranked CxP)

The Brooks Act: Qualifications- Based Selection

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Learn more about contract and negotiation issues at today’s session:“UNDER FIRE: COVERING LIABILITY THROUGH CONTRACTS AND INSURANCE”

BCxA (www.bcxa.org) • RFP/RFQ and Contract Samples• Evaluation Templates• Cx Process – Technical Templates• BCxA University (www.bcxauniversity.org) DOE/NIBS/CWCC• Cx Job Task Analysis (JTA) (www.nibs.org/?page=cwcc_jtareg) GSA• SF 330 – A&B (www.gsa.gov/portal/forms/download/116486) California Commissioning Collaborative• Tools, Templates, Guides and ResourcesASHRAE Standards (www.ashrae.org)IECC, IgCC and other CodesClient Procurement WebsitesPublications, e.g., Powerful Proposals and Proposing to Win

Tools and Resources

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• Duties

• Tasks

• Steps

• Specialized Knowledge

• Skills

• Abilities

• Tools, Equipment, Resources

• Communications

• Basic Measurement

• General Knowledge

NIBS CWCC Job Task Analysis97 pages of CxP Knowledge Requirements for managing Cx Projects

Diana BjørnskovBuilding Commissioning Association

dbjornskov@bcxa.orgwww.bcxa.org

Thank you!

IECC Code Adoption / Administration