This presentation is being provided for educational purposes only Please refer to the RFP for specific instructions If there are any inconsistencies,

This presentation is being provided for educational purposes only Please refer to the RFP for specific instructions If there are any inconsistencies, the RFP and Amendments shall take precedence over this presentation 1

Medical Rehabilitation Building
Best Value Model Pre-Proposal Information Medical Rehabilitation Building WINDOW REPLACEMENT Req # C

20+ Years of Experience 6+ years Infrastructure €1.8B plus €1B
Univ. of Alberta Univ. of Manitoba 6+ years Infrastructure €1.8B plus €1B Simon Fraser Univ. Dalhousie Univ. United States - 65 clients Tongji University Congo PPP Brunsfield Complete Supply Chain Fulbright Scholarship- University of Botswana BV tests RMIT Teaching IMT PBSRG platform

Information Technology Construction/Design/ Engineering
Facility Management Facility Management Information Technology Health Insurance/ Medical Services Health Insurance/ Medical Services maintenance landscaping security service building systems industrial moving waste management energy management maintenance landscaping security service building systems industrial moving waste management energy management custodial conveyance pest control custodial conveyance pest control networking data centers hardware COTS software ERP systems networking data centers hardware COTS software ERP systems help desk services eProcurement help desk services eProcurement Manufacturing Manufacturing Business/Municipal/ University Services Construction/Design/ Engineering Construction/Design/ Engineering dining multi-media rights fitness equipment online education document management property management audiovisual communications systems emergency response systems laundry material recycling bookstores furniture large gc infrastructure municipal laboratory education hospital financial large specialty large gc infrastructure municipal laboratory education hospital financial large specialty small gc renovation repair maintenance roofing demolition development supply chain small gc renovation repair maintenance roofing demolition development supply chain DBB CMAR DB IDIQ JOC Low Bid IPD DBB CMAR DB IDIQ JOC Low Bid IPD

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

Traditional Model RESULTS Client assumes they have expertise
Client makes decisions on what they think they need to be successful Client prepares minimum standards Client prepares documents that describe everything they need/require Client competes vendors, but primary award factor is cost Inconsistent performance Inefficiencies Lack of performance metrics Lack of accountability RESULTS

Best-Value Model Experts know more about the project/service than the client Client does their best job at defining what they think they need Experts act in the clients best interest Expert can optimize the service by reducing inefficiencies Think about the project, use past experience, and layout a specific plan Focus on the key personnel, lessons learned, and risk mitigation What the Owner Described What the Consultant Specified What the Contractors Installed What the Owner Really Needed

Factors For Success Fair (state/follow rules)
Open (open to all with experience) Impartial and Transparent (minimize evaluator bias / provide debriefing) Efficient (minimize efforts) Award based on value 8

Best Value Model

Best Value Model Award Contract
The preplanning period is the time to clarify your plan Preplanning – most critical Core is a Risk Management Plan – how risks to a good project are minimized Solutions and details coordinated w Client Specific, Actionable plans to manage contract Basically vendor presents plan, identifies and mitigates risks, coordinates details and milestone sched, CAL All coordinated in preplanning process b4 contract Then perf meas system to track risks (deviations) for entire duration. Ideally blank, but when impacted it’s tracked and communicated Award Contract

Best Value Goals Goal 1: Differentiate Expertise of Vendors through Cost, Capability, and Value Goal 2: Both parties have clear expectations of project before contract is awarded. Goal 3: Measure performance off of the expectations that are set with Award.

NOT GOING TO CHANGE… Specifications Terms and Conditions
Insurance & Bonding Contract Delivery System Pricing / Financials Overlays on top of these…

Best Value Process Filter 1 Filter 2 Filter 3 Filter 4 Filter 5
Proposal Evaluations Filter 2 Interview Key Personnel Filter 3 Prioritization (Identify Best Value) Filter 4 Cost Reasonableness Check Filter 5 Pre-Award & Clarification Project Execution Risk Reporting & Close Out Rating 1 1 2 2 Contract Award 3 3 4 4 Evaluation Criteria Price / Cost / Fee Project Duration Risk Assessment Value Added Past Performance Information (PPI) Pre Award Activities Training Kickoff Meeting Planning & Clarifying Summary Meeting Project Execution - Weekly Risk Report - Director Report - Performance Meas. - Close Out Ratings Short List prior to Interviews (if necessary) Total Evaluation Scores are determined Logic check to confirm Selection of the potential Best Value Proponent Copyright Arizona State Univ. 2013

Best Value Model - Selection

Selection Objective Selection based upon Proponent Expertise
How to differentiate expertise? Ability to understand the project & plan your approach Identify & mitigate risks to the project Add value to optimize project Cost Competitive

Evaluation Criteria Criteria Weight Committee Rating Numerical Value
Submission Form - Pass Fail Interview 250 Cost Overall Project Duration 50 Risk Assessment Plan 200 Value Assessment Plan 100 Past Performance Info 150 TOTAL 1000

Cost Proposal

Proposal Evaluations Filter 2 Interview Key Personnel Filter 3 Prioritization (Identify Best Value) Filter 4 Cost Reasonableness Check Filter 5 Pre-Award & Clarification Project Execution Risk Reporting & Close Out Rating 1 1 2 2 Contract Award 3 3 4 4 Evaluation Criteria Price / Cost / Fee Project Duration Risk Assessment Value Added Past Performance Information (PPI) Pre Award Activities Training Kickoff Meeting Planning & Clarifying Summary Meeting Project Execution - Weekly Risk Report - Director Report - Performance Meas. - Close Out Ratings Short List prior to Interviews (if necessary) Total Evaluation Scores are determined Logic check to confirm Selection of the potential Best Value Proponent Copyright Arizona State Univ. 2013

Simple, concise, actionable plans
2 Written Submittals Allows Proponents to differentiate themselves based upon their ability to identify and minimize risks to the project. Risk Assessment = risks you control and risks you don’t control Value Added = additional expertise beyond requirements Simple, concise, actionable plans

Format of Submittals In order to minimize any bias, the Submittals must NOT contain any names that can be used to identify who the proponent is (such as proponent name, personnel names, project names, etc). Template are provided and must be used. Proponents are NOT allowed to re-create, re-format, or modify the templates. The plans should not contain marketing material. The Risk Assessment must NOT exceed 2 pages. The Value Added most NOT exceed 1 page 20 20

Risk Assessment Risk Value Added Assessment
= risks you control and risks you don’t control Value Added = additional expertise beyond requirements

2 Plans in the Risk Assessment
Assessment of Controllable Risks: risks, activities, or tasks that are controllable by Proposer, or by entities/individuals that are contracted to by Proposer. This includes things that are part of the technical scope of what Proposer is being hired to do. Project risk that other vendors have due to lack of experience and expertise Assessment of Non-Controllable Risks: risks, activities, or tasks that are not controllable by Proposer. This may include risks that are controlled by Agency, Agency’s representatives, or completely uncontrollable. Although these risks may not be controlled by Proposer, Proposer must identify a strategy that can be followed or used to mitigate these risks. 22

Risk Assessment Template 1 Page - Controllable Risks
1 Page – Non-Controllable Risks 2 pages Total

Risk Assessment Example Controllable Risk
VENDOR 1 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). SOLUTION: We will work with the user 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. Both solutions can be performed within your budget. 24 24

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. 25

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 properly 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 will setup and connect temporary waterlines to the nearby fire hydrants and we will also have water trucks on-site to irrigate the fields. 26 26

RISK: Major risk items typically associated with transit implementations revolve around change management and business process impact. New technology implementations create change for the users. Change often causes issues with technology adoption. Requirements and scope creep also creates challenges. Systems may have thought a certain technology or component was incorporated in the RFP and/or needs assessment process that is not included in the actual scope of work or contract. Communication is also an area that can be a challenge. SOLUTION: A clearly defined scope of work and communication of the scope at the beginning of the project minimizes scope creep. If there is a discrepancy, scope or requirements can be discussed early on in the process versus at the end of the process. Communication is the key to successful implementations. Change management and business process re-engineering for organizations can be minimized at the technology and management levels. Management can get early buy-in at the “grass roots” level and include them in the technology planning process. The Team focuses on providing very configurable and flexible tools to minimize process re-engineering tasks. The Team focuses on automating existing business processes and providing additional tools to improve those processes that need to be improved such as data management…. 27 27

Value Added Risk Value Added Assessment
= risks you control and risks you don’t control Value Added = additional expertise beyond requirements

Understand the need better than the University can specify
Value Add 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. Understand the need better than the University can specify

Value Added Template 1 page max.

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. For an additional $10K and 3 weeks in schedule we can replace and repair all of these items. 31 31 31

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. If we can alter the hours of operation at Site B, we can increase revenue overall revenue by 5%. This may be an inconvenience for a small number of people (less than 50 students) during this time period, but the revenue gain is considerable.

Idea: Purchase “Concurrent Licenses” instead of “Named Licenses” Why: In a “Named Licensing” model, you must purchase a license for every user and only that particular user can access the software. If that named user is in meetings, on vacation, or not using the system, the license cannot be utilized. In a “Concurrent Licensing” model, the system loans out the licenses to users as they log in. If a user is inactive, the server releases the license and allocates the license to the next user. Expected Benefit: The advantage of the concurrent licenses is that the Agency will not have to purchase licenses that are not being used, which can result in approximately 20%-30% savings in cost.

Things to Avoid Marketing Information:
Risk Assessment Things to Avoid Value Added Marketing Information: Our company is known worldwide as a leader in online education. We will use our long history to make sure the project is a success. We will use state-of-the-art process to make it a success. Transferring risk back to client: We will work with the owner to resolve issues We will have team meetings / partnering meeting with the owner General risks and/or general solutions: We will plan ahead to coordinate activities We will plan ahead to get classes scheduled and created Overly Technical data: The system we propose has 200% increase in PRX bandwidth modularity.

Submittal Requirements
Submittal Document Maximum Page Length Risk Assessment Two (2) pages Value Add One (1) pages Must NOT contain ANY identifying information (names, company names, project names, product names, etc.) Must use the provided template (can submit as many risks as fit within the page limits of each submittal) List Risks and Value Added in order of priority

Proposal Evaluations Filter 2 Interview Key Personnel Filter 3 Prioritization (Identify Best Value) Filter 4 Cost Reasonableness Check Filter 5 Pre-Award & Clarification Project Execution Risk Reporting & Close Out Rating 1 1 2 2 Contract Award 3 3 4 4 Evaluation Criteria Price / Cost / Fee Project Capability Risk Assessment Value Added Past Performance Information (PPI) Pre Award Activities Training Kickoff Meeting Planning & Clarifying Summary Meeting Project Execution - Weekly Risk Report - Director Report - Performance Meas. - Close Out Ratings Short List prior to Interviews (if necessary) Total Evaluation Scores are determined Logic check to confirm Selection of the potential Best Value Proponent Copyright Arizona State Univ. 2013

Past Performance Information
Collected For: Key Personnel Proposing Firm– 5 maximum Project Manager – 5 maximum Site Superintendent – 5 maximum The Glazing Subcontractor– 5 maximum The Proponent picks their own references The Proponent collects all surveys Close out ratings at the end of the contract will be used to update PPI scores going forward at U of M

PPI Survey / Questionnaire
38

Past Client Evaluates and Returns
PPI Process Past Client Evaluates and Returns Setup and send Survey Forms Vendor Proponent Vendor Past Client The Proponent is responsible for sending out a survey questionnaire to each of their past clients. The survey must be faxed/ ed back to the Proponent The Proponent will submit all surveys to the Owner with their submittal. 39

Example Survey (Firm and Individuals)
Proponent Past Client Proponent Past Client

The Evaluation Process
Total Score Proposal Form (1 page) Proposal Form, $, & Other Documentation Submittal Contracting Officer Proposal Form (1 page) Risk Plans Evaluation Members 42 42

Shortlisting If necessary short listing will be conducted prior to interviews (depending on the number of Proponent) Interviews: Project Manager Site Superintendent

Interview Format Q&A Interview, NOT a presentation
Individuals will be interviewed separately. A standard set of questions will be generated and asked to each individual. Typically interview times will last about minutes per individual No substitutions will be allowed. 44

Best Value Interviews: Identifying Expertise
Examples of questions asked: Why were you selected for this project? How many similar projects have you worked on? Individually and as a Team? Describe a similar project you have developed/worked on to the current project. What is different about this project from other projects that you have worked for? Draw out the process for this project by major milestone activities. Identify, prioritize, and how you will minimize the risks of this project. What risks don’t you control? How will you minimize those risks? What do you need from the client and when do you need it? How are you going to measure your performance during the project? Other questions regarding the RFP requirements

Simple Scoring Methodolgy

Dominance Check & Cost Reasonableness
Best Value Prioritization Yes Yes No Proceed to highest ranked proposal within budget Best-Value is within budget Yes Yes No Best-Value is the lowest price Best-Value is within [10%] of next highest ranked firm Yes Yes No Best-Value can be justified based on other factors Yes Yes No Proceed to Pre-Award Go with Alternate Proposal or Cancel

Best Value Model NOT Detailed Detailed

Pre-Award Objectives Period of time allotted before work begins for the Proponent to: Lay out & clarify their plan. Coordinate milestone schedule. Identify the risks that could cause the plan to deviate. FORMALLY DOCUMENT risk management plans. Identify what you don’t know & when you will know it. How will the plan could change based upon what you discover? Address all client concerns. Identify what you need from the client and have a plan for getting it Outcome: completely aligned expectations 52

Pre Award Document Financial Summary (financial details, how funding will work, etc) Transition Plan & Schedule (showing major milestones, risky activities, client actions, etc) Project Risks/Concerns (all controllable risks/concerns, all non-controllable risks/solutions) Assumptions (all project assumptions with associated impacts, identify what you need from the client and have a plan for obtaining it, roles and responsibilities of the client, etc ) Performance Metrics (how the vendor will monitor performance, document success, metrics used, frequency, baseline for comparison, how will it assist the client, etc) Scope of Work (plan of action, detailed work plan, how technical requirements will be met, baseline expectations, implementation plan, transitional plan, staffing plan, communication plan, training plan, organization change plan, what’s included, excluded, etc) Contract (language, terms and conditions, etc) 53

Clarification / Preplanning Period

Keep Phase 2 In Mind During Phase 1

Phase 2 Financial Summary Project Plan Project Risks/Concerns
Assumptions Performance Metrics Contract

Best Value System AWARD

Weekly Risk Report Excel Spreadsheet that tracks risks and impacts
Client will setup and send to vendor once the Award is issued. ASU will provide additional training. The final project rating will be impacted by the accuracy and timely submittal of the WRR 58

Best Value Review Proposal ($) Past Performance Team Qualifications
Risk Assessment Value Assessment Interviews Pre-Planning & Clarification Award Weekly Reporting Post Award Metrics Final Documentation Update PPI

Suggestions Identify who your best people are (done through measurements) Have your best people sit down in a room and think about this project Adapt their comments/ideas into your Risk and Value Assessment Plans Correlate any suggestions/ideas/solutions to documented performance Minimize marketing (risk of reformatting, names, words, etc.) Follow all formatting requirements (no names, page limits) Be dominant Be simple, non-technical, and logical Picture what it takes to make the client very happy at the end 60

Anticipated Schedule No Activity Date 1 Project Announcement 02/28/14
Pre-Proposal Conference 03/18/14 3 Deadline to Submit Questions/Inquiries 03/25/14 4 Proposal Due Date (2:00 PM Winnipeg Time) 04/01/14 5 Shortlisting of Offerors 04/04/14 6 Interviews 04/07 to 04/08/2014 7 Clarification Period 04/09 to 04/16/2014 8 Deadline to Submit Amended Proposal 04/23/2014 9 Anticipated Date of Award 04/25/2014

Project Overview 1.1 PROJECT OVERVIEW
Work of this Contract at the University of Manitoba Bannatyne Campus, Winnipeg, Manitoba includes: The removal and disposal of existing windows and the supply and installation of new aluminum framed windows including rough opening preparation, all flashings, membranes, finishing work, sealants, etc. as shown on the drawings and specifications for the Medical Rehabilitation Building, Window Replacement. The removal, salvage and reinstallation of all window coverings shall also be completed as part of this contract. Removal and reinstallation of desks, millwork, services, fixtures, etc. required by the work of this contract shall be included in the scope of the work. Removal and storage of the contents of any desks, cabinets, millwork, etc. within six feet of the exterior wall will be the responsibility of the Owner / Occupant. 1.2 PROJECT BUDGET The estimated budget for this project is $900,000 1.3 PROJECT SCHEDULE The University requires that this project be completed no later than September

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