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Public Projects Work Best With Collaborative Partnerships

Public Projects Work Best With Collaborative Partnerships

When Developing Project Teams, Look for Proven Track Record

BY YEHUDI GAFFEN

Finding the best project team for a new construction, expansion, or renovation project is often easier said than done , particularly for public sector projects being spearheaded by public agencies.

Project team selection committees for public agencies often find themselves faced with the task of narrowing down an extensive list of prospects that all seem to be equally qualified. Yet, not all project team members are created equal. Architects and contractors vary in terms of their areas of specialization, experience, project management skills, and core beliefs. A thorough examination of these factors can be helpful in selecting a project team that will best be able to deliver a high-quality, cost-efficient project.

– What You See Is Not Always What You Get

A typical public sector development project begins with the owner or developer putting out a request for proposal (RFP) to prospective architects and contractors. For many prominent or highly sought after projects, interested firms retain outside professionals to help them prepare proposals for the selection committee working on behalf of the owner.

In most cases, the larger the firm, the more money spent on the proposal. The end result is usually a well-orchestrated, highly-technical “production” designed to wow the selection committee.

It is not unusual for productions to include eye-popping graphic displays, cutting-edge Powerpoint presentations, lighting and sound effects, and pre-rehearsed dialogue and movements.

The actual proposals are sometimes bound in leather or other costly materials, printed on heavy stock and filled with glossy images.

More often than not, the firm that delivers the flashiest presentation is awarded the job. The winning firm, however, is not always the best firm for the job.

In many cases, a flashy proposal can defeat the true purpose of an RFP , to have personal interaction with a prospective project team member to see if that firm’s expertise, personality, and business philosophies coincide with those of the project owner. With a showy presentation, the firm’s persona can get lost in a well-packaged cloud of bells and whistles.

– Seeing Through The Bells And Whistles

The good news for smaller firms is that the flashy, yet canned, approach used by some larger firms is leaving a growing number of project owners feeling jaded. However, getting caught up in the canned approach can be all too easy.

The key to seeing through the bells and whistles is to develop request for proposal requirements that require a fresh approach, enabling the true personalities of project team members to shine through. Below are a few helpful strategies to keep in mind during the selection process:

– Prepare an RFP that doesn’t allow boilerplate submissions. RFPs should be carefully thought out, forcing applicants to respond to the specifics of a project. The goal is to minimize (and ideally eliminate) submissions of overly done, generic proposals.

– Set strict limits on extravagance. Set a page limit or word limit for the proposal, and restrict the amount and extent of any graphics used (Powerpoint slides, photographs, digital images, videos). Set a time limit for the presentation.

– Keep interviews unstructured. Mix up interview questions and ask different questions each time. Ask unusual questions that applicants likely haven’t practiced in advance. Have applicants answer whatever questions are thrown at them. Try to make applicants uncomfortable during the interview to see how they handle themselves in such situations. One idea might be to pretend to get upset at an answer, then pay close attention to how the interviewee responds.

– Visit local offices. Observing how a firm manages its own operations and staff can be indicative of how that firm handles its projects and clients. To get a more insightful look at how the firm operates, pay a surprise visit. How would a firm react to an owner “dropping by” unexpectedly to observe?

– Ask about community involvement. A firm’s involvement in the community, both at corporate level and personal level, says a lot about their integrity and concern for others outside of their immediate business realm.

– Ask how long employees have been with the company. High employee turnover rates can be a sign of instability. If the firm does have a high turnover rate, don’t be afraid to ask why. Also, look below the surface. Those making the presentation may not actually be employees of the firm.

– Go beyond the provided reference list. Needless to say, most firms only provide references that will give them glowing reviews. Contact known clients that are not listed as references.

When scoping out general contractors, talk to subcontractors. Drawing from firsthand experience, subcontractors know which contractors get shop drawings turned around quickly, keep information flowing among the project team members, and keep the budget in check.

– Beware of “low bidder syndrome.” When it comes to project team selection, a common mistake is to focus too much on the present “low dollar,” without realizing the long-term costs of having the wrong project team in place.

If the lowest bidder is chosen automatically, the owner may run a higher risk of losing time and money down the road in claims, disputes, change-orders and quality issues.

– A Collaborative Partnership

Perhaps the most critical component of the selection process is honing in on a prospective team member’s core values. Even the most dazzling project portfolio means very little if nobody can agree on the project goal and the best means of achieving it.

So much time is spent on scrutinizing resumes, proposals, qualifications, costs, schedules, and bottom lines. The reality is that when it comes time to interviewing the “short list” of candidates, the project owner has already determined which firms are qualified for the job.

At this point, the most critical question should be are these people I can see myself working with for the next several months, or even years? The ability to form an enduring, collaborative and team-oriented relationship based on shared values is crucial.

A recent case in point was the fast-track completion of a new private school in the Carmel Valley area of San Diego. The contractor selection process involved impressive presentations from very qualified, reputable contractors. Representatives of the contractor who were eventually awarded the job literally rolled up their sleeves and engaged with the owner in discussions about the project. The owner and contractor realized they shared the same philosophies and values.

As a result, construction of the new school was a seamless, team-oriented undertaking. Everyone, from the architect to the contractor, truly lost track of who was working for whom. The project was completed within a tight, 10-month schedule.

Currently, California’s public school districts are taking advantage of Proposition 47, a $13 billion matched-fund bill for school improvements. In the coming months, prospective project teams for these new school construction and renovation projects will be responding to RFPs put out by various districts.

Thus, selection committees for public sector and other major projects would be well served to consider implementing strategies that help to reveal the true personalities and qualifications of hopeful firms. In the long run, public agencies are saving public dollars by bringing business to the firms that are worthy of receiving the work.

Gaffen is principal of San Diego-based Gafcon, a construction management firm providing professional construction consulting, construction program management and construction-related claims support.

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