1. CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA
BEST PRACTICES AND SEVEN DEADLY SINS OF PROPOSAL WRITING
DARRIN LAMBRIGGER, P.E., CCM
DIRECTOR, CONSTRUCTION MANAGEMENT DIVISION
CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA
NOVEMBER 7, 2018

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
The Green Port Policy’s guiding principles are:
Protect the community from harmful environmental impacts of Port operations.
Distinguish the Port as a leader in environmental stewardship and compliance.
Promote sustainability.
Employ best available technology to avoid or reduce environmental impacts.
Engage and educate the community.
Wildlife – Protect, maintain or restore aquatic ecosystems and marine habitats.
Air – Reduce harmful air emissions from Port activities.
Water – Improve the quality of Long Beach Harbor waters.
Soils/Sediments – Remove, treat, or render suitable for beneficial reuse contaminated soils and sediments in the Harbor District.
Community Engagement – Interact with and educate the community regarding Port operations and environmental programs.
Sustainability – Implement sustainable practices in design and construction, operations, and administrative practices throughout the Port.

3. DEVELOPING THE 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

4. DEVELOPING THE PROPOSAL (SOQ)
Speak to tenants/utilities/third parties/city building departments
Understand and follow format – we grade this way
Read RFP instructions/read previous answers before asking questions
Let references know you are using them

5. 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
Be honest/clear about roles in past projects
QC Check! - Freshen recycled content for each pursuit

6. DEVELOPING A 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

7. DEVELOPING A STAFFING PLAN
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

8. TECH ISSUES No alternative management systems Adaptable to new systems
Provide tech savy staff to make transition quick/easy

9. ON-CALL CONSULTANT CONTRACTS
Most tasks are small to medium sized – Make sure experience shows this
Many specialty tasks – training, procedures, etc
Mention upcoming needs which are good fit
Expertise across both prime and subs is strength
Try to cover all areas of expertise needed
Show experience in past on-call contracts

10. THE INTERVIEW The PIC/firm executive should have very limited role
Introduce PM
QA for Services Provided
Provide needed resources/contractual authority
Try to have all team members present participate in interview
PM should address all questions first then transition to team members

11. THE INTERVIEW Past team experience shows in interviews
Make sure to practice/team members know each other and each other’s responsibilities on team
Helpful to mention relevant projects and experiences – panel may not recall

12. 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

13. COST EFFECTIVENESS In developing proposal/interview cont’d:
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

14. 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
The Port prepared risk assessments for many projects – get a copy!

15. SPECIALTY KNOWLEDGE Project Labor Agreements Small Business
Should be fluent in knowledge and requirements
Address awareness of classifications covered by agreement
PLA problems indicative of other management problems
Small Business
Develop relationships early - differentiator
SBE plan is component of scoring in our procurements
Past performance is considered in current procurements
Grants – Becoming huge at POLB – Experience is great
JOCs – Managing JOCs is another differentiator

16. SPECIALTY KNOWLEDGE
For large projects or programs, specialty expertise frequently needed
Environmental – soil/air/water/storm water/hazardous materials
Risk Management
Partnering
Project Controls
Utilities
Look for opportunities for staff to wear multiple hats

17. WHAT STANDS OUT IN INTERVIEWS
Attitude – Feeling key staff will fit in
Client first versus firm first
Winning teams conduct themselves:
as a team in the interview and are prepared
in a professional manner and appear well coordinated
Don’t arrive too early or too late
Provide clear and concise responses

18. AFTER TENTATIVE SELECTION
Meet with owner to discuss any updates in scope and staffing needs
Both parties should be reasonable with staff/rate negotiations
Understand/raise issues with contract requirements before this point
Contract language
Insurance
PLA
SBE
Others

19. AFTER TENTATIVE SELECTION
Don’t raise new contractural issues
Be knowledgeable with costs covered in rates/educate subconsultants
Support contract presentation to governing board
No bait and switch

20. AFTER WORK STARTS
Again, past performance can be considered in selection
Kickoff Meeting
Program/Project Management Plan
Regular customer feedback meetings
Work with owner regarding scope/staffing changes

21. FUTURE WORK OPPORTUNITIES
NRG Intake Demolition
Terminal Island Wye Rail Project
Gerald Desmond Bridge Demolition
Fireboat Station 20
Construction Material Inspection On-Call
Pier B On-Dock Rail Support Facility

22. Contact Information
Darrin Lambrigger, P.E., CCM Director, Construction Management Division Port of Long Beach 4801 Harbor Plaza Drive Long Beach, CA (562)

23. QUESTIONS?