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Business Opportunities Workshop Business Opportunities Workshop

Business Opportunities Workshop - PowerPoint Presentation

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Business Opportunities Workshop - PPT Presentation

Vicky Schiantarelli Strategic Advisor Human Resource and Service Equity Branch Environmental Justice and Service Equity SPU PrioritiesGoals 2 Treat all customers fairly amp equitably by working closely with ID: 680998

spend wmbe spu amp wmbe spend amp spu total goal 2013 goals consultant purchasing inclusion key team 2014 contracts

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Slide1

Business OpportunitiesWorkshop

Vicky Schiantarelli, Strategic Advisor

Human Resource and Service Equity Branch

Environmental Justice and Service EquitySlide2

SPU Priorities/Goals

2

Treat all customers fairly & equitably by working closely with:

community business partners

community members

other City stakeholders

Continue to work towards equitable women & minority-owned business participation in

our procurement:

purchasing

consulting

construction contracts.Slide3

3

SPU WMBE Priorities/Goals

Part of the City of Seattle:

Municipal Code 20.42.010

Mayor’s Executive Order 2014-03

City’s Race and Social Justice Initiative

SPU 2014 WMBE Consultant Goal -- 8%

SPU 2014 WMBE Purchasing Goal – 14%

SPU 2014 WMBE A/E Subconsultant Goal – 17%

SPU 2014 WMBE Other Consultant Goal – 14%Slide4

Public Involvement & Community Outreach Services

Need Proven Outreach Experience:

With communities in Seattle (esp. limited English speaking and underserved communities)

In public works projects (from planning, design to construction)Slide5

WMBE Inclusion Tools

5

WMBE Inclusion Plans

Custom Reports

Building Relationships

(

“Coffees”) with Primes

Customized Outreach Workshops

Tipping PointSlide6

WMBE Goals & Spend (Consultant)

SPU Department Goals

2013 Total SPU Spend = $36,380,493.19

2013 Total WMBE Spend = $2,658,904.19 (7.31%)

NEW

A&E Subconsultant Goal = 17.0%

Customer Programs Goal = 14.0%Slide7

WMBE Goals & Spend (Consultant)

2013 Consultant Contracts (over $280,000)

$11,794,616.41 - Total Spend

$1,001,746.67 – 3.15% WMBE Spend

2013 Consultant Rosters (under $280,000)

$4,585,876.78 – Total Spend

$1,657,157.52 – 36.14% WMBE Spend

Note: Does not include sub-consultant spendSlide8

WMBE Goals & Spend (Purchasing)

SPU Department Goals

2013 Total SPU Spend = $42,843,684.98

2013 Total WMBE Spend = $5,664,603.95 (13.22%)

NEW

WMBE Inclusion Plan for Purchase Contracts

Slide9

WMBE Goals & Spend (Purchasing)

2013 Direct Vouchers

$2,749,353.14 - Total Spend

$200,163.06 – 7.28% WMBE Spend

2013 Purchasing Blanket Contracts

$32,421,138.97 - Total Spend

$5,347,342.60 – 16.49% WMBE Spend

2013 Purchase Contracts

$7,591,951.55 – Total Spend

$117,098.29 – 1.54% WMBE SpendSlide10

Diversity – The Future Is Now

BEFORE

Familiarity/comfort is Driver

Large Firm Preference

Firm Name More Important Than Team Member

Principal-In-Charge With Project Manager– Key

Silo Teams

WMBEs in Support Functions

Qualifications are Driver

Limiting Competition

AFTER

Innovation is Driver

Nimble Firm Preference

Team Member More Important Than Firm Name

Project Manager & Critical Team Members – Key

Integrated Teams

WMBE in Key/Expert & Support Functions

Extras are Driver

Building Future CapacitySlide11

Case Study – Delridge CSO

Ops Analysis/Design:

Subconsultant turned Small Prime (1

st

Try)

Integrated Team

Impacts on Neighborhood Addressed in Proposal

WMBE firms in Key & Support Roles with Mentoring

Supplement Work With WMBE Primes

Work with Field Ops SPU Staff

Innovative Approach

Within Budget & Schedule

and

WMBE goal (19%) exceeded beyond proposal (24%)

$101M Estimated Project now $8.6MSlide12

Case Study – Phased Engineering - CSO Area (5 Sites)

Ops Analysis/Design:

Integrated Team with Prime Providing Written Guarantees to Subs

WMBE firms Matrixed in Key & Support Roles with Extensive Mentoring

New WMBE & Non-WMBE Firms Introduced to SPU

Known WMBEs Featured in New Roles

New Partnerships Developed

Impact on Neighborhood Addressed in Proposal

Work with Field Ops SPU Staff

Innovative Approach

Below Budget, Within Schedule &

WMBE goal (35%) exceeded beyond proposal (over 40%)Slide13

Case Study – Windermere & Genesee CSOs GC/CM

GC/CM Alternative Public Works Method:

Prime’s Inclusion Plan Incorporated Into Approach / Matched Owner

Included WMBEs Early in Process

Included Knowledge of WMBE Capacity When Creating Bid Packages

Outreached to Both WMBE Bidders & Subs

WMBE Goal = 12%

W

MBE Spend = 20% - Windermere; WMBE Spend = 16% - GeneseeSlide14

WMBE Inclusion

14

Questions???