Business Opportunities Workshop Vicky Schiantarelli, Strategic Advisor Human Resource and Service Equity Branch Environmental Justice and Service Equity

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.

3 SPU WMBE Priorities/Goals Part of the City of Seattle: □ Municipal Code □ Mayor’s Executive Order □ 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)

WMBE Inclusion Tools 5 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, Total WMBE Spend = $2,658, (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, Total Spend $1,001, – 3.15% WMBE Spend 2013 Consultant Rosters (under $280,000) $4,585, – Total Spend $1,657, – 36.14% WMBE Spend Note: Does not include sub-consultant spend

WMBE Goals & Spend (Purchasing) SPU Department Goals 2013 Total SPU Spend = $42,843, Total WMBE Spend = $5,664, (13.22%) NEW WMBE Inclusion Plan for Purchase Contracts

WMBE Goals & Spend (Purchasing) 2013 Direct Vouchers $2,749, Total Spend $200, – 7.28% WMBE Spend 2013 Purchasing Blanket Contracts $32,421, Total Spend $5,347, – 16.49% WMBE Spend 2013 Purchase Contracts $7,591, – Total Spend $117, – 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 (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 $8.6M

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

WMBE Inclusion 14 Questions???