npc18 working with consultants - orion planning · pick the right consultant! working with...

WORKINGWITHCONSULTANTS

• Purpose

• Logistics

• Presenters

• Format

LearningfromEachExperienceDon’tloseyourhard-earnedknowledge!

4WhattodoWhenSomethingGoesWrongAnticipateandAct!

3ManagingYourProjectSuccessfullyHowtodomorethansurvive!

2HowtoInterview,Hire,andNegotiatePicktherightconsultant!

1HowtoSolicit forServicesPlanforsuccess!

1HowtoSolicit forServicesPlanningforsuccess!

CarolRhea,FAICPOrionPlanning+DesignHuntsville,Alabama

256-763-1542carol@orionplanningdesign.com

1HowtoSolicit forServices

WhatDoYouThinkAreThe5MostImportantConsiderationsForAnRFP?• Contractingrequirements• Availability• Competence/expertise• Experience• References• Fees• Certifications• Teamcomposition

• Budget• Projectunderstanding• Schedule• Approach(scope)• Organization• Expectationsofstaff• Lengthofresponse• Other?

STEPONE

• WhatDoYouWanttoDo?WhatIstheProject?

• WhatisYourBudget?

• WhatisYourTimeframe?

• HowFlexibleCanYouBe?(Process,Project,Timeline)

STEPTWO

• SoleSourceorCompetitiveBid?

• WhoHires?

• WorkingwithPurchasing

STEPTHREE

• SelectingtheSelectionCommittee

• RFQ,SOI,RFP:What’stheDifference?

• WheretoAdvertise?

STEPFOUR

• DevelopaCommunicationsStrategy

• DecideWhowillRunYourSolicitationProcess

• HowManyCopiesDoYouReallyNeed?

STEPFIVE

• WhoWillWritetheRequest?

• WhoWillAnswerQuestions?

• WhoWillCollectResponses?

• WhoWillCoordinateSelection?

• WillThereBeaPreproposalConference?

o RequiredorNotRequired?

Use21st CenturyPractices(Not1970s)

• ElectronicSolicitation

• ElectronicManagement

• ElectronicSubmission

• ElectronicMeetings

• ElectronicSignatures

WhyDoConsultantsChargeSoMuch?

TotalAnnualWorkHours(federal)— 2,087

TotalAnnualSalary(Gross)— $70,000

Benefits,Taxes,andOverheadMultiplier— 2.5

EffectiveAnnualLaborCost— $175,000

HourlyRate(Gross)— $84

HourlyRateNetBillable— $168

AverageProposalCosts

TotalLaborCosts($168/hr x40hrs)— 6,720

AveragePrinting(10copies)— $140

AveragePostage(10copies)— $50

TotalInterviewExpenses(4people)— $2,600

TotalInterviewLabor(4people@$168/hr)— $5,376

TotalConsultantCosts— $14,886

SMALLGROUPDISCUSSION(5MINUTES)

Yourmanagerhasapprovedyourrequesttohireaconsultanttoupdateyourcomprehensiveplan.ShouldyouuseanRFQoranRFPprocess?Whatfactorsdidyouconsiderinmakingyourdecision?

1HowtoSolicit forServices

WhatWereYour5MostImportantConsiderations?HaveTheyChanged?• Contractingrequirements• Availability• Competence/expertise• Experience• References• Fees• Certifications• Teamcomposition

• Budget• Projectunderstanding• Schedule• Approach(scope)• Organization• Expectationsofstaff• Lengthofresponse• Other?

APARESOURCES

https://www.planning.org/consultants

DOsandDON’TS:

• DOlookatanduseAPAresources

• DOpublishabudget

• DON’Tprovideadetailedscope(usually)

• DOcall3– 5consultantstogetarangeofcosts;DON’TissueaformalRFPforthat

• DOunderstandandletpurchasingknowthatplanning isnotengineering

DOsandDON’TS:

• DOmakesurethateveryoneisonboard

• DOmakesuretheRFPdrafter,selectioncommittee,managingstaff,andcouncilareallonthesamepage

• DOquestionanythingaddedtotheRFP

MichaelBlue,FAICPTeska Associates,Inc.Evanston,Illinois847-563-9722

mblue@teskaassociates.com

ConsideringtheProcessfromDifferentViews.....

1. ThingsConsultantsLike2. ThingsConsultantsHate3. WhattheCityManagerMightNeed4. WhatthePurchasingAgentMightNeed

ThingsConsultantsLikeintheProcess

1. Ashortshort list.2. Knowinghowmanyotherfirmsare

interviewing.3. Knowingwhat otherfirmsareinterviewing.4. Timetopreparefortheinterview.5. UsingPowerPoint,ornot.

ThingsConsultantsLikeintheProcess- continued

6. Gettingtoknoweachother.7. Communitiesthatcheckreferences.8. Setquestions+freeformdiscussionatthe

interview.9. Knowingwhowillbeattheinterview.10.Openendedtimeandmaterialscontracts.

ThingsConsultantsHateintheProcess

1. Notknowingthecommunity’sselectioncriteria.2. Providingdetailsthatdon’tmatterorwon’tbeused.

3.Thecostofproposalsandinterviews.4. Unknowncompetitiongettinganinterview.5. Interviewingwithnochanceattheproject.6. Pointsystemstoselectfirms.

ThingsConsultantsHateintheProcess- continued

7. Toolittleortoomuchtimeforaninterviewpresentation.

8. Toomanymeetingsinascope.9. Hearingtheydidn’tgetthejob.

Thingsconsultantshateintheprocess- continued

10.NotgettingFeedback.Sharethefollowing:• Whatwerestrengthsoftheirproposal/interview?• Whatwereweaknessesoftheirproposal/interview?• Whatstoodoutaboutthesuccessfulfirm/team?• Whatmighttheyhavedonedifferentlytohavemetcommunity’sneedsfortheassignment?

WhataManagerMayWantFromtheProcess

1. Gettingtherightconsultant.2. Pickadifferentsubconsultant.3. Goodmixofpeopleattheinterview.4. ChangingthescopefromtheRFPissued.5. Askforadditionalinformationafterproposalrevieworinterviews.

WhataManagerMayWantFromtheProcess–Continued

6. Gettingthefirmtotossinextratasks.7. Notchangingtheoriginalbudget.8. Sharetheirexpectationsfortheproject.9. Shortprojectschedules.

WhatPurchasingMayWantFromtheProcess.

1. Proposalsthataresubmittedontime.2. HavingthewholecontractandcontractingprocessintheRFP.

3. Theprojectbeingexactlyliketheproposalscope.4. Negotiatingthecontractbeyondtheproposalscope.

WhatPurchasingMayWantFromtheProcess–Continued

5. UsingtheCity’sstandardContract,nottheconsultant’s.

6. UsingthesamecontractforeveryCityproject.7. Includingthatliabilityclause.

WhatthePlannerwantsfromthisProcess

• Discussatthetable– yourtopfivegoalsfortheRFPprocess.....

JudyDaniel,AICPCityofOxfordMississippi

662-232-2305jdaniel@oxfordms.net

Managing theContractManagingRelationships

QUESTIONSTOCONSIDER

Whatareuptothreedifficultscenariosyouhavefaced,orquestionsyouhave,regardingworkingwithconsultantsandmanagingaplanningproject?

• Establish Rules of Engagement

• EstablishaRoadMapfortheProcess• Communications Management

• TimeManagement• Project Scope Management

• MoneyManagement• Final Steps

ElementsforSuccessfulProjectManagement

RulesofEngagement• Foroptimaloutcomes,setthestageforeffective

collaborationandthenmanagerelationships.

• Makesureonthefrontendthatyouhavethesameexpectations.

• Maintainopencommunication.

• Closetheloopattheendoftheprocess.

RoadMapforSuccessSettingUptheRules

• DetermineWho DoesWhat,HowMuch,andWhen?

• WhatisYourExpectation? AdjustAccordingly.• ConcepttoCompletionorConcepttoAdoption?• Detailedmap,orgeneralplanwithroomforcourseadjustments?

• WhatwillbetheroleforDepartmentstaff?

Roadmap forSuccessSettingUptheRules– AtFirstMeetingEstablish

• ScopeofEffort– DeliverablesandDeadlines• ScopeofInvolvement:Consultantvs.Staff

• DepthofInvolvement:Consultantvs.Staff• CommunityEngagementPlan• GovernmentEngagementPlan

ManagingTimeConstraints• Establishtimesforregularmeetings/conversationfor

durationofproject. ExpecttouseMultipleFormats.

• Consultantsneedyourinput,butthatmustbebalancedagainststaffdeadlinesforregularfunctions.

• Expectchallengesifchangesarerequestedornewtasksareadded.

• Expectchallenges iftherearechanges inpersonnelorpoliticsduringtheprocess.

QUESTIONS?

Anyquestionsregardingtheinitialsteps?

ManagingCommunications

• EstablishInitialTimelines - Functions,activities,documents.

• EstablishTimingExpectations – Staffresponsetodraftsandconcepts,Consultantresponseregardingdelays.

• EstablishInformationExpectations- Staffmustinformconsultantsofanyhiddenbumps,politicalflack,orpoliticalshifts. Staffmustprovidetimeforassessmentswithconsultantsafterpublicevents.

ManagingCommunicationsConsultantDrivenProjects

• RequiressubstantialstafftimewithConsultantstorelayevolvinglocalpoliticaldynamics.

• Youaretheireyesforprobableareaofresistanceandlikelypoliticalpitfalls. Youaretheir"scouts".

• Carefulstaffreviewofproductdraftsiscriticaltobesuretheyarereflectinglocalintent.

ManagingCommunicationsTeamApproach

• Staffmanages/arranges publicinputevents,consultantsdothepresentation.

• Staffmanagespublicoutreacheffortsandrelaysinformationtoconsultants.

• Consultantusuallypreparesdocumentdrafts,staffeditsandmaywritesomeelements.

ManagingCommunicationsPublicEvents

• Consultantsgenerallyprovidevisualsandleadpresentations.

• Staffshouldbeprepared toanswerquestions.

• StaffandConsultantsassesscommunityfeedback.

• StaffworkswithConsultantonpublicityefforts.

ManagingCommunicationsCoordinationwithAllAffectedParties

• Veryimportantandtooeasilyoverlookeduntillate intheprocesswhenhardertochange.

• SetupinitialdiscussionsforConsultant.

• StaffmustinformConsultantof"communicationgaps"thatemergewithotherDepartmentsorofficials.

• StaffandConsultantcoordinatehowtoadjusttoconcernsthatarise.

ManagingIntendedProjectScope• BewareofTaskCreep- impactontimelinesandbudget.

• Modificationsandchangesofdirectionarenotunusual.Consultantsareusuallyflexibleformodestadjustment.

• Ifmoreisneeded fromtheConsultant,discusstimeandfinancialimplicationsinternallybeforecommitting.

• Tosavetimeormoney,istheremorethatstaffcando?

QUESTIONS?

Anyquestionsonmanagementelements?

ManagingMoney

• Makesureyouunderstand,fromthebeginning,thefees/billingprocessandsystem.

• Ifchangesareneeded,bepreparedtonegotiateontime,fees,andpersonnelneeded.

• Ask,upfront,beforedecidingtheamountoftimeandeffortneededforrequestedchanges.

ManagingMoney• Expectmonthlybilling. Makesureyouunderstandthe

bill. Askquestions.

• Paybillsontime. AhappyConsultantwhohasbeenpaidregularlyisprobablygoingtobemoreattentivethanonestillwaitingforpayment.

• Keepacloseeyeonyourbudget– especiallyifyouhaverequested"add-ons".

FinalProjectSteps- ConcludingtheContract

• Whenfinalproduct(s)delivered- reviewindetail. Find"glitch"andsubstantivemistakesandgetthemcorrectedbeforefinalpayments.

• Understandthecostforfurthercorrectionsovertimevs.correcting"glitches".

• Doeseveryoneinvolvedunderstandtheproduct?Doyouneedtobudgetfortutorials?

FinalProjectSteps- Do'sandDon’t's

• DOseetheConsultantasamemberofyourteamandnotanoutsider.

• DOincludeotherstaffanddepartmentstogettheirinsightsand(later)theirbuy-in.

• DON'Tfailtocommunicatethroughouttheproject. Nosurprises.

TYPICALPROBLEMSTODISCUSS1. Asthestaffprojectmanagergivingaprogressreportatastaffmeetingwhat

sortofquestionswouldyouexpectfromthoseinotherDepartments?

2. HowwouldyouresolveconflictsfoundbetweentheZoning CodeandotheradoptedCodes(Fire/Building/etc.)?

3. Howwouldyoumanagearequestfromtheelectedofficialstoaddmorecommunityeventsandsitestudiestotheproject– midwaythrough theestablishedtimelinefortheproject?

4. Whatwouldyoudoaboutmassiveopposition arisingtowardtheendoftheprojectfroma"NIMBY"neighborhood, toanewzoningdistrictcreatedbasedontheadoptednewComprehensive Plan?

DavidSilverman,AICPAncel Glink

Chicago,Illinois312-604-9117

dsilverman@ancelglink.com

• Controltheform• Sections• Parties• Legalauthority• Background• Scopeofservices(incorporated)• Payment

ElementsoftheContract

• Sections(cont’d.)• Timingofservices• Warrantiesandrepresentations• Indemnificationanddefenseexpense• Insurance• Defaultandremedies• Miscellaneous

• ExhibitA– ScopeofServices

ElementsoftheContract(cont’d.)

AspartofaComprehensivePlantobedonebyaconsultingfirm,threesubareastudiesaretobeprepared:1)thedowntown,2)acommercialcorridor,and3)anolderresidentialneighborhood.Thegenerallocationsofthesubareasareidentifiedinthescopeofservices(takendirectlyfromtheprojectproposal)butnotspecificallymapped.Inaddition,thelevelofdetailandtopicstobeaddressedinthesubareastudyarenotspecifiedinthescopeofservices.Whentheclientreceivesdraftsofthesubareastudiesfromtheconsultant,theyfindthatallthegeographiesandtopicstheyhadexpectedarenotcovered,whattodonext.....

Let’sconsideranunfortunateexample.......

Avoiding themess- EssentialsNeedtohaveasolidcontractandscope– DONOTbegin theprojectwithout them.Goodcommunications throughout theprojectisamust.Ifinformalcontactwon’tcutit,planonscheduling regularprojectmeetings

AvoidingtheMess– Essentials

1. Needtohaveasolidcontractandscope• DONOTbegintheprojectwithoutthem.

2. Goodcommunicationsthroughouttheprojectisamust.• Ifinformalcontactwon’tcutit,planon

schedulingregularprojectmeetings

FiguringouttheProblem:Oneormoreofthese:

1. Sinceremisunderstandingofscopeintent2. Unrealisticexpectationsbyclient3. Lackofperformancebyconsultant

GathertheTeam

1. ClarifyLocalNeedsandExpectations2. WhentotelltheCityManager?3. WhentotelltheMayor?4. DoestheCityAttorneyneedtoknow?5. Defineconsensusonwhat’sneededand

whatto.

WhocallsWhom

1.Don’tputthisoff,itjustgetsworse2.CanIjustcalltheconsultantmyselfandworkthisout?

3.DoIhavetheCityAttorneycallorwriteoneof“those”letters?

Whatistheconsultantthinking?

1.Wantstohaveasatisfiedcustomer2.Hascontractualobligations3.Hasinternalfinancialobligations

MovingForward

1.Worktogethertostrikeacompromise–sharetheeffortandpain

2.Holdconsultanttocontractresponsibilities3.Bewillingtosupporttheeffort• Draftoreditthedocument• Ifcapacityexists,preparegraphics• Handletheprinting• Fundworkexpected,butnotinscope.

DiscussionofExamples............

LearningfromEachExperienceDon’tloseyourhard-earnedknowledge!

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