1. This presentation is for Educational purposes only. The RFP will contain final instructions.

2. The Best-Value Business Model Kristen Hurtado Arizona State University May 2015

3. 20 Years | 210+ Publications | 550+ Presentations 2,000+ Projects | $4.6 Billion Procured

4. Current Canadian Efforts –University of Alberta –University of Ottawa –University of Manitoba –Wilfrid Laurier University –Queen’s University –University of Waterloo –Western University –Dalhousie University –Simon Fraser University –City of Spruce Grove –Alberta Infrastructure –Workers Comp (NS)

5. InformationTechnology networking data centers hardware COTS software ERP systems help desk services eProcurement FacilityManagement maintenancelandscaping security service building systems industrial moving waste management energy management custodialconveyance pest control Health Insurance/ Medical Services Manufacturing Business / Municipal / University Services dining multi-media rights fitness equipment online education document management property management audiovisual communications systems emergency response systems laundry material recycling bookstoresfurniture Construction / Design / Engineering large gc infrastructuremunicipallaboratoryeducationhospitalfinancial large specialty small gc renovationrepairmaintenanceroofingdemolitiondevelopment supply chain DBBCMARDBIDIQJOC Low Bid IPD

6. University of Manitoba “I would use the Best-Value Model again, in a heartbeat! The evaluation process promoted my overall objectives of transparency, fairness, and no bias, which made me feel comfortable. This is an effective process with proven results!” – Andrea Edmunds, Director, Ancillary Services (University of Manitoba) “The best value process was straightforward, attracted the best suppliers, and proved to be fair and equitable for everyone involved. And the clarification phase provided an opportunity for alignment of goals so that there were no surprises down the line.” – AVP’s Office(University of Manitoba)

7. Why Are We Looking For Alternates?

8. Industry Performance IT Performance (The Standish Group, Chaos Reports): –28% of projects are successful –26% of projects completely failed or cancelled –202% average cost overrun –111% average schedule overrun Construction Performance (ENR/CIB survey results): –50% of project that were completed late –35% of projects that were over-budget –50% of clients would hire the same construction firm again –70% of clients were satisfied

9. What is the most important factor for a successful project?

10. Key Personnel

11. What Percent of RFP’s Are 100% Accurate?

12. Expertise How the customer explained it How the Project Leader understood it How the Analyst designed it How the Business Consultant described it What the customer really needed

13. The Traditional Approach To Hiring An Expert 13 OBJECTIVE: Hire a brain surgeon to perform surgery on a loved one TRADITIONAL APPROACH: First Step = Hire the cheapest surgeon Second Step = “Negotiate” their proposal: –Ask that surgeon to find ways to lower their price some more –Request that the surgeon completes the surgery faster –Request that they follow your instructions on performing brain surgery –Identify what tools they are allowed to use –Direct them on which nurses/doctors they can use –Hire other individuals to tell the surgeon how to do the surgery? Third Step = Act completely surprised when the surgery is not successful!

14. Assumption: Vendors are Not a Commodity …but how do we know who to select?

15. What is Best-Value? Win-Win Client: Outsource to experts Higher performance Less management and resources Vendor Control of project/service Ability to increase profit by maximizing their efficiency

16. Reasons For Success? Fair Open Honest Transparent

17. Expertise FACTS: Owners are not experts (they have an idea of what they want) RFP’s are rarely 100% accurate Experts should know more about the service than the owner Experts should know what the Owners need (even if the Owner didn’t describe it) We are looking for an expert to provide us with their vision and expertise

18. Which would you purchase? 18

19. Which would you purchase? 19

20. What Is Dominant Information? In Which Scenario… Will evaluators all agree? Is faster to make a decision? Is easier to make a decision? Is easier to justify? Requires more technical details? Will lowest price be more of a factor? SCENARIO 1SCENARIO 2

21. Best Value System 2 3 1

22. Proposal ($) Past Performance Risk Assessment Value Assessment Interviews Client Demonstration Clarification Pre-Planning Award Weekly Reporting Post Award Metrics Final Documentation Update PPI High Level Overview Details 2 3 1

23. PHASE 1 - SELECTION 1 Best Value System 23 2 3 1

24. PHASE 1 - SELECTION 1 Proposal Package (Attachments) Attachment A – Proposal Cover Sheet Attachment B – Proposal Form Attachment C – Project Plan Attachment D – Risk Assessment Plan Attachment E – Value Assessment Plan Attachment F – Reference List Attachment G – Survey Questionnaires Attachment H – Past Performance Information Scores Attachment I – Cost Proposal Form 24

25. PHASE 1 - SELECTION 1 Criteria and Weights No Criteria Weights 1 Interviews 250 2 Cost 250 3 Risk Assessment Plan 200 4 Value Assessment Plan 100 5 Past Performance Information (Firm, PM, TL, Solution) 50 6 Client Demonstrations 150 Total Points: 1,000 Points

26. PHASE 1 - SELECTION 1 Written Approach Goal is to minimize work / keep process efficient Minimize marketing material or general information Only focus on the specific project Only look at Risks and Value Added Ideas

27. PHASE 1 - SELECTION 1 Critical Formatting Requirements In order to minimize any bias, the evaluated proposal documents MUST NOT contain any names that can be used to identify who Proposer is (such as company names, personnel names, project names, or product names). Fair | Non-Biased | Impartial

28. PHASE 1 - SELECTION 1 Risk Assessment Plan Identify and prioritize all major risks (applicable to this project) that may impact a successful delivery of the project. Risk = not completing on time, not finished within budget, generating change orders, or sources of dissatisfaction to the owner. The risk should be described in non-technical terms and should contain enough information to understand why the risk is a valid risk. Proposer must also explain how it will avoid or minimize the risks from occurring. Solutions must be nontechnical, logical, easily understood, or contain verifiable performance information.

29. PHASE 1 - SELECTION 1 Risk Assessment Example Controllable Risk RISK: Noise from our demolition may result in student/staff complaints (since we will be doing demo in an in-operational library during finals week). VENDOR 1 SOLUTION: Partnering is a key to success on any project. We will work with the user to develop the best strategies that can be implemented to minimize the impact of noise from demolition. VENDOR 2 SOLUTION: To minimize this risk, we have planned to demolition during off hours and weekends. We will also install rubber sheets on the floors to diminish noise and vibrations.

30. PHASE 1 - SELECTION 1 Example: Risk Assessment Controllable Risk VENDOR 1 RISK: This project requires a significant amount of concrete. The cost of concrete has been rapidly escalating over the past year. SOLUTION: The owner can be assured all risks associated with concrete escalations will be eliminated because we offer the benefit of an experienced project team that includes the most detailed, prequalified and extensive list of subcontractors and suppliers, from around the world. VENDOR 2 RISK: The cost of concrete has been rising drastically over the past year. Since this project requires a substantial amount of concrete, cost is a risk. SOLUTION: To minimize this risk, we have secured and signed a contract with a local concrete manufacturer to prevent any increase in cost during the duration of this project.

31. PHASE 1 - SELECTION 1 Risk Assessment Example Controllable Risk RISK: Scheduling and execution of project tasks Vendor 1 o To minimize this risk, we will have a project manager that is actively engaged on a daily basis who understands what the dependencies are and can clearly define them to mitigate any potential delays. Vendor 2 o A Project Manager will be used to manage the schedule and keep the various parties on task.

32. PHASE 1 - SELECTION 1 Risk Assessment Example Controllable Risk RISK: A poor roofing system can result in roof leaks, which may inconvenience building occupants, increase complaints, increase maintenance, damage building contents, and be a source of mold issues. Vendor A Solution: To minimize this risk, our proposed roofing system has been installed on over 400 roofs and has had an average roof age of 18 years, in which 99% of the roofs don’t leak and 100% of the end clients are satisfied. Vendor B Solution: To minimize this risk, we are proposing a thermally-welded roofing system that has a tensile strength of 2,130 PSI, elongation of 300%, tear strength of 312lbs, has been tested for 10,000, and has a cold brittleness of -30°C.

33. PHASE 1 - SELECTION 1 Risk Assessment Example Non-Controllable Risk VENDOR 1 RISK: The local water company must have the water turned on by June in order for us to water the newly installed recreational fields (or the grass will die). SOLUTION: We will coordinate and plan our schedule with the water company as soon as the award is made to make sure that we get water to the site to irrigate the fields. VENDOR 2 RISK: The local water company must have the water turned on by June in order for us to water the newly installed fields (or the grass will die). On past projects, the water company has failed to meet the schedule 90% of the time. SOLUTION: To minimize this risk, we will coordinate our schedule with the water company as soon as we are awarded the project. If they fail to meet our schedule, we can connect temporary waterlines to the nearby fire hydrants, or we can also rent water trucks to irrigate the fields.

34. PHASE 1 - SELECTION 1 Value Assessment Plan Opportunity to identify any value added options or ideas that may benefit the Owner and Agency. This may include ideas or suggestions on alternatives in implantation strategies, timelines, project scope, equipment, goals, financing, etc. All value added ideas must be logical and/or based on verifiable performance metrics. Value added ideas must NOT be included in the cost proposal. Prior to award, the Owner will determine if the value added items will be accepted or rejected.

35. PHASE 1 - SELECTION 1 Example: Value Added Items Reroofing this building will not stop all water leaks. The majority of the leaks are caused by cracks in the parapet walls, broken/missing glass, and poor caulking. We can repair/replace all of these issues to minimize all water leaks, for a minimal impact to time/funding.

36. PHASE 1 - SELECTION 1 Example: Value Added Items You can save 20% in your cost if you substitute the T-3 lighting system for the T-2. The T-3 lights are newer state-of-the-art systems that are known industry wide as the best systems.

37. PHASE 1 - SELECTION 1 Critical Formatting Requirements Proposal is limited to 2 Pages = Assessment of Risks (1 page Controllable & 1 Non- Controllable) 1 Page = Assessment of Value Added Ideas

38. PHASE 1 - SELECTION 1 Past Performance Information PPI will be collected on the following Entities: The Firm Project Manager (Individual) Technical Lead (Individual) Solution/System Vendor ENTITY Prepare and Send Survey Questionnaires to Past Clients Step 2 Step 3 Collect/Receive Completed SurveysPrepare Reference List Step 1 Enter data into Reference List Step 4 Package all material (Reference List and Surveys) and Submit Step 5

39. PHASE 1 - SELECTION 1 Survey Questionnaire For each Entity, Offeror must prepare, send out, and collect survey questionnaires to each client individual listed on the Reference List. 5 references maximum (each) Entities can use same references if they were on the same project and each entity is listed on the survey questionnaire

40. PHASE 1 - SELECTION 1 Survey Questionnaire

41. PHASE 1 - SELECTION 1 How The Submittal Process Works Submittal Evaluation Members Proposal Form (1 page) Non-Evaluated Documents Non-Evaluated Documents Proposal Form (1 page) Evaluated Documents Evaluated Documents Average Score Contracting Officer Purchasing Officer

42. PHASE 1 - SELECTION 1 Key Personnel Interviews The Client may interview the following individuals: Project Manager (overall contact / involved on the project every day) Technical Lead All individuals must be available on the dates specified in the RFP. If a team member is not present for the interview, they will receive a 1 rating. No substitutes, proxies, phone, or electronic interviews will be allowed. Goals: Meet the critical personnel that are being assigned to the project Identify if personnel have experience and have thought about this project Identify if the personnel can think ahead and minimize potential risks

43. PHASE 1 - SELECTION 1 Interview Format The client will actually “interview” each individual. This is not a “presentation”. No other individual from the Offeror’s organization may attend Individuals will be interviewed separately The individuals cannot bring any notes or handouts. Interview times will be approximately 30 minutes per individual A standard set of questions will be asked to each individual. The client has the option to clarify any responses. Questions will be non-technical Evaluators will rate/score the interviews comparatively to one another on a 1-5- 10 scale

44. PHASE 1 - SELECTION 1 Type of Questions? Interview questions should be non-technical. Technical details will be addressed later in the process. Key characteristics: Responds quickly and concisely? Make the service seem very simple and straightforward? Take control and minimize the work of the client Quickly identify risks and how the risks should be minimized? Understand the major concerns of the client? Explain what makes themselves different from other individuals? Identify how to add more value to the project? Accept responsibility and accountability for the success of the project? Clearly explain what they are going to do and how they will measure their performance?

45. PHASE 1 - SELECTION 1 Interview Comments Goal Is To Minimize Risk “I have no idea why I am here today”…“My boss called me last night and told me to show up for this interview” - $10 Million Project “I did not participate at all in preparing our proposal” - $3 Million Project “You do understand that I didn’t write the RA plan. The RA plan was prepared by our admin support staff.” “I was just assigned to this project. I don’t know if our schedule is realistic.” “I am not currently employed by this company, but if we win this project, they will then hire me” - $25 Million Service Project “I have never managed a project of this size/scope” - $30 Million Project “There is no risk on this project” - $5 Million IT Project “The greatest risk that I always face, is how to accomplish all of the things that our sales team promised we could do” – $5 Million Cleanroom Design

46. PHASE 1 - SELECTION 1 Client Demonstrations The Offeror must identify at least one (1) past or current end user that is currently using a solution/system that is similar to the solution/system being proposed on this project. The past or current client will be asked to demonstrate basic solution or system functionality. This is not a “presentation.” Goals The Client Demonstration should NOT be a detailed or technical review of the system (but a very high level) Verify that a client is using the proposed system/solution Client to show basic system functions

47. PHASE 1 - SELECTION 1 Client Demonstration Logistics Client demonstration times will be approximately 1 hour per vendor Offeror will establish an online, real-time demonstration at the end client’s site (via WebEx, GoToMeeting, Adobe Connect, etc.). The evaluation committee will log on to view the end client demonstration. Evaluators will rate/score the client demonstrations comparatively to one another on a 1-5-10 scale.

48. PHASE 1 - SELECTION 1 Final Prioritization RAW DATA PRIORITIZED DATA NoCriteriaWeights Firm AFirm BFirm CFirm DFirm E BEST Firm A Firm B Firm C Firm D Firm E 1Cost250 $ 1,500,000.00 $ 1,200,000.00 $ 2,000,000.00 $ 1,800,000.00 $ 1,700,000.00 $ 1,200,000 200250150167176 2Risk Assessment Plan200 1.010.01.0 5.0 10 2020020 100 3Value Assessment Plan100 5.010.01.0 5.0 10 5010010 50 4PPI – Firm (1-10 Scores)6 8.010.09.0 8.0 10.0 5.06.35.6 5.0 5PPI – FIrm (# of Surveys)6 55555 5 66666 6 PPI – Project Manager (1-10 Scores) 6 10.0 9.0 10 6.3 5.6 7 PPI – Project Manager (# of Surveys) 6 53555 5 64666 8 PPI – Technical Lead (1-10 Scores) 6 99999 9 66666 9 PPI – Technical Lead (# of Surveys) 6 55555 5 66666 10 PPI – Solution/System (1-10 Scores) 6 910999 66666 11 PPI – Solution/System (# of Surveys) 6 35334 5 46445 12Interviews250 510555 125250125 13Client Demonstrations150 510555 7515075 1000 516998426442573

49. PHASE 2 – CLARIFICATION 2 Phase 2 - Clarification 2 3 1

50. PHASE 2 – CLARIFICATION 2 What is the Clarification Period? (Proactive vs Reactive) Minimize All Surprises!!!

51. PHASE 2 – CLARIFICATION 2 What Could Cause a Surprise Delivering something that doesn’t work Delivering something that isn’t what the client is expecting Delivering something that isn’t what the client needed Requiring the client to do something (that they did not know they had to do) Requiring things from the client that they cannot provide Expecting that something will happen as planned Assuming that things are clear and understandable Assuming that things will be done/occur as planned Changes that impact cost Changes that impact time Poor satisfaction

52. PHASE 2 – CLARIFICATION 2 How Can We Minimize Surprises Carefully preplan the project in detail Coordinate the project/service with all critical parties Prepare a detailed project plan (work plan, staffing, implementation, etc) Revisit the sites to do any additional investigating Prepare a detailed project schedule identifying critical milestones Cost Verification Detailed cost breakdown Identify why the cost proposal may be significantly different from competitors Review big-ticket items Value added options Identify all assumptions Prepare a list of all proposal assumptions

53. PHASE 2 – CLARIFICATION 2 How Can We Minimize Surprises Align expectations Identify any potential deal breakers Clearly identify what is included and excluded in the proposal Client roles and responsibilities Any contract terms and conditions Identify how the vendor will track and document their performance Performance metrics & Weekly risk reports Identify and Mitigate All Risks Client concerns/risks Other proposers risks Previous project risks Uncontrollable risks

54. PHASE 2 – CLARIFICATION 2 Phase 2 - Clarification 2 3 1 Financial Summary Project Plan Assumptions Project Risks/Concerns Performance Metrics Contract Terms

55. PHASE 3 – AWARD / MANAGEMENT / METRICS 3 Best Value System 2 3 1

56. PHASE 3 – AWARD / MANAGEMENT / METRICS 3 Spreadsheet that documents all risks on the service Risk = Anything that may impact cost or schedule. Risks can be caused by the Offeror or the Client Report must be submitted on Friday of every week (until contract is complete) The WRRS does not substitute or eliminate weekly progress reports or any other traditional reporting systems or meetings (that the Offeror may perform or may be required to perform). Weekly Risk Reporting System

57. Best Value System Proposal ($) Past Performance Risk Assessment Value Assessment Interviews Client Demonstrations Clarification Pre-Planning Award Weekly Reporting Post Award Metrics Final Documentation Update PPI High Level Overview Details 2 3 1

58. Lessons Learned Vendor Struggles / Challenges Difficult to measure or document in “dominant” manners Challenging to know who their best people are Difficult to assign their best people to the project (assigned to other projects) Difficult to know who best subs/suppliers were (partnered with lowest cost) Challenging to educate team Best people did not prepare proposal (too busy) Personnel that attended interviews had no clue about project Difficult to have team part of the proposal process Challenging to understand that this isn’t a traditional procurement Difficult to pre-plan during proposal (waited to see if they would get award first) Focus on trying to get the award (instead of just proposing the best option)

59. Advice Measure your firm, people, critical partners Identify your highest performing team Educate the team Assign them to the project Have them get together in a room and think about the project (end to start) Have them prepare your plan Identify the things you don’t know (ask the client) Identify the major risks (control and don’t control) Identify your assumptions Prepare/Submit your plan Be prepared to clarify your plan during pre-award (do not wait until then to think about your plan)

60. Schedule NoActivityDate 1Project Announcement05/01/15 2RFP Release05/14/15 3Pre-Proposal Conference05/20/15 4Deadline to Submit Questions/Inquiries06/05/15 5Proposal Due Date (2:00 PM Winnipeg Time)06/16/15 6Invite Shortlist06/18/15 7Interviews06/24/15 8Client Demonstrations06/25/15 9Clarification Period07/06/15 - 08/07/15 10Board Recommendation/Approval09/25/2015 11Anticipated Date of Award09/30/15

61. COMMENTS / QUESTIONS