Business Opportunities Workshop Vicky Schiantarelli, Strategic Advisor Human Resource and Service Equity Branch Environmental Justice and Service Equity
Dec 29, 2015
Business OpportunitiesWorkshop
Vicky Schiantarelli, Strategic Advisor
Human Resource and Service Equity Branch
Environmental Justice and Service Equity
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SPU Priorities/Goals
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.
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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%
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)
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WMBE Inclusion Tools
• WMBE Inclusion Plans• Custom Reports• Building Relationships (“Coffees”) with
Primes• Customized Outreach Workshops• Tipping Point
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%
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 spend
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
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 Spend
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 Capacity
Case Study – Delridge CSO
Ops Analysis/Design:Subconsultant turned Small Prime (1st Try)Integrated TeamImpacts on Neighborhood Addressed in ProposalWMBE firms in Key & Support Roles with MentoringSupplement Work With WMBE PrimesWork with Field Ops SPU StaffInnovative ApproachWithin Budget & Schedule and WMBE goal (19%)
exceeded beyond proposal (24%)$101M Estimated Project now $8.6M
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%)
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%□ WMBE Spend = 20% - Windermere; WMBE Spend = 16% - Genesee