1. ON TRACK TO A BRIGHT FUTURE
November 9, 2017
ON TRACK TO A BRIGHT FUTURE
Darrin Lambrigger, PE, CCM
Acting Director,
Construction Management Division
Good evening, thank you for the introduction, I really appreciate the opportunity to speak to you tonight
My name is Darrin Lambrigger and I am the Acting Director of the Construction Management Division at the Port of Long Beach
Before I begin, I’d like to introduce the large Port of Long Beach team we brought tonight. Bringing this large gang was partly selfish as I wanted the Port of Long Beach presentation to get a louder applause. With all kidding aside, we brought a large team because we promote participation in the local chapter and are very engaged in the local chapter. We keep our staff’s skills sharp by frequent seminar attendance, we have several staff involved in local chapter and foundation activities and have several staff certified as CCMs with several more to test in the near future. In attendance here tonight, we have …..(Read attendance list)
Tonight I’d like to give you an overview of the Port and our Capital Program so you have an understanding of the commitment we have to providing the infrastructure needed for our business partners to move cargo efficiently in an out of this international trade gateway, and our commitments to helping ensure we are good neighbors that our surrounding community can count on and be proud of.

2. POLB Consultant Procurements
Typical Types of Contracts
Single Project CM Consultant Services
Programmatic CM Consultant Services
On-Call CM Consultant Services
On Call Construction Materials Testing Services
PLA Support Services
Typical Procurement Formats
Requests for Statements of Qualifications
Requests for Proposals

3. Before Developing Proposal/SOQ
Get to know the owner, program and/or projects
Previous work experience for owner by firm and by lead is benefit
Attend board meetings
Speak to leaders from the owner
Review owner’s website
Policies and procedures
Capital Improvement Program Master Schedule
Project Labor Agreement information
Small Business Enterprise Program information
Speak to tenants/utilities/third parties/city building departments

4. Proposal/SOQ Basic Feedback
Directly respond to requirements in brief manner
Clearly address key services to show understanding of scope of work
Follow formatting/length/other requirements
Org charts should be simple and clear
Do not submit a marketing brochure – customize to RFP/RSOQ
Be clear about employees versus pending hires

5. Developing Staffing Plan
Positives for proposed key personnel
Worked for firm for a while
Proposed team members have worked together before
Firm or key members have worked for owner before
Staff can cover multiple responsibilities
Lack of experience in specific type of project a negative for firm or key staff
Consider teaming with experienced consultant to develop experience
Propose on simpler or traditional projects for owner before complex/specialty projects

6. Developing Staffing Plan - Continued
Clear lines of communication
Clear responsibilities for each assigned staff member
Responsibility Matrix
Highlight strengths/synergies/efficiencies
Appropriate span of control - senior vs junior staff
Response to loss of staff
Commitment of staff
Provide shorter summarized resumes with most relevant experience
Avoid recycling of proposals or resumes – freshen for each pursuit

7. Cost Effectiveness
CIP Budgets are limited/public perception of spending has increased
Brooks Act
In developing proposal/interview:
Right size staffing – efficient, not too few, not too many – explain
Rates – We look at recent projects for your and other consultant rates
Larger projects/programs – Can staff fill multiple roles
State how you will review scope/schedule and adjust staff throughout project
Don’t overstaff project in proposal
Propose right person as lead for size/risk of project
We develop our own staffing plan before procurement starts
Put on the owner’s hat

8. Program/Project Risks
Addressing risks is key to successful proposal/interview
Demonstrate understanding of specific risks
Don’t give general/vague responses to risks, i.e. “avoid changes/delays”
Which risks are greatest to successful completion of project
Develop/communicate specific plans

9. Specialty Knowledge Project Labor Agreements Small Business
Should be fluent in knowledge and requirements
Address awareness of classifications covered by agreement
Problems managing classifications indicative of other management problems
Small Business
Develop relationships early
SBE plan is component of scoring in our procurements
Past performance is considered in current procurements

10. Specialty Knowledge - Continued
For large projects or programs, specialty expertise frequently needed
Environmental – soil/air/water/storm water/hazardous materials
Risk Management
Partnering
Project Controls
Utilities
Project Labor Agreement
Look for opportunities for staff to wear multiple hats
Develop relationships with other consultants/SBEs

11. Future Work Opportunities
Demolition of NRG Intake Forebay Structure
Terminal Island Wye Track Realignment
Pier J Bike Path Segment 1
Pier J Bike Path Segment 2-6
Port Admin Building Demolition
On-Call Construction Management Services
On-Call Construction Materials Testing Services
Fire Station 20
Gerald Desmond Bridge Demolition
Middle Harbor Battery Exchange Building
Pier G Wharf Extension/Slip Fill
Pier B On-Dock Rail Support Facility

12. Contact Information
Darrin Lambrigger, P.E., CCM Acting Director, Construction Management Division Port of Long Beach 4801 Harbor Plaza Drive Long Beach, CA (310)