9d Diversity in Contracting presentation
Item No. 9d supp Meeting Date: June 12, 2018 Diversity in Contracting Diversity In Contracting Division Goal Outreach and Setting Contracting Inclusion Organizational Monitoring, Structure Reporting & Evaluation Promoting Equity in Contracting 2 Purpose and Goal Advance equity and address contracting disparities by increasing the utilization of Women Minority Business Enterprises and other disadvantaged firms Goals: 1. Triple the number of WMBE firms doing business with the Port 2. Increase to 15% the amount of spend on WMBE contracts within 5 years Policy Requirements: Set Division level goals and establish Annual Plans Develop Contracting Methods & Tools Provide Outreach and Technical Assistance Address Organizational Structure/Roles and Responsibilities Establish Compliance Elements Conduct Monitoring, Reporting and Evaluation 3 Key Milestones Time Frame Activity May 2018 Define elements of Diversity in Contracting (DIC) Program: Establish executive level accountability Establish organizational and governance structure Divisional goals approach Contracting Mechanisms June 2018 Application to contracting and procurement Kick-off community meetings and messaging July 2018 Tools developed for setting division/department goals available July November 2018 Pilot WMBE contracting and procurement/apply lessons learned September- October 2018 Divisions/Departments establish goals October 2018 Executive/key leadership training (performance goals identified) January 2019 Management/staff performance goals established January-February 2019 All divisions submit Annual Plan January Annual program evaluation (including lessons learned) February 2019 Prior year reporting to Commission (annually) End 2019 Internal audit program review 4 Organization & Accountability Completed to date: Discussed alignment with broader Port equity work Evaluated organization models at City of Seattle and other jurisdictions Completed evaluation of short term staffing needs Next Steps: Establish team to finalize Ownership and organizational charts and Organization October 2018 Accountability management responsibilities for overall program Management Accountability responsibilities Q4 2018 Develop training materials established to orient ELT and Port leadership about program Identify staff goals and requirements and tools Resources Q3 2018 Synch with ePerformance for needed for success 2019. 5 Port of Seattle Priorities Economic Aviation Maritime Corporate Development Equity COMMUNITY Sustainability ENVIRONMENT Safety/ SAFETY / PREPAREDNESS / RESILIENCY Resiliency Fiscal Responsibility FINANCIAL MANAGEMENT Lines of Business / Operations / Asset Management Department/Division Goal Setting Completed to date: Spending tables and tracking tools by Department/Division have been initiated Initiated piloting process to link aspirational goal setting to budget process Identified "departments" for goal setting purposes Identified Division Define Departments and Next Steps "Divisions" ownership Assessment May 2018 Pilot goal setting process Align Goal Setting Process and Tracking with Q2 2018 Provide orientation Alignment Established Divisions to staff regarding WMBE goal setting Establish Standardized Internal training methods for goal SOP's Q3-Q4 2018 Establish WMBE setting goals during budget Annual development Goal setting and In line with division plans for budget season Plans inclusion Q3-Q4 2018 7 Annual Plan Cycle Aligned with annual budget process Departments identify future procurement needs Liaisons support goals and strategies Departments define aspirational goals for said procurements, and identify engagement strategies Recorded by Division for accountability and tracking Goals and strategies are consolidated into Annual Division Plans Annual Plan provided to Commission with prior year report Division goals and strategies are rolled up into the Port's Annual DIC (WMBE) Plan 8 Outreach and Inclusion Completed to date: Development of Supplier/Vendor database in progress Engagement with external agencies to expand suppliers Doubled potential suppliers in contact database Strong Results So Far 2016 2017 % Change Outreach & Expand messaging Percent 5.3% 8.8% 66% Education Q3 2018 and outreach Firms 118 200 69% Public and Establish WMBE Next Steps Community Q3 2018 Stakeholder Partners Group Continued database development Expanded Develop Assistance Collaborative Q3 2018 Continued PortGen Offerings offerings Develop Publicly Database Go live Searchable & Organize WMBE Development Accessible DB Q1 2019 stakeholder group 9 Outreach Examples During Small Business week we promoted small businesses that are part of the Port family and our PortGen workshops. Web traffic to our Port small business page increased 10% during "Small Business Week." Social media posts reached more than 11,227 people. Quarterly success stories are being developed. LinkedIn promotions 10 Monitoring, Reporting & Evaluation Completed to date: Spending tables and tracking tools by Department/Division have been initiated Process defined for ePerformance alignment to support accountability Diversity in Contracting policy elements have been tied to the Long Range Plan Mechanisms Next Steps: Compliance and Roles Q2-Q3 2018 defined Refine roles and complete Data tools Data & developed to responsibility matrix Q2-Q3 2018 Dashboards support reporting Develop dashboard Progress structure Visibility available internally and Q3 2018 Establish tools for externally current and accurate Program Internal Audit reporting visible to conduct Q4 2019 Review assessment all audiences 11 Contracting Completed to date: Inclusion plans for Construction and Service Agreements have been drafted Initial outreach to contractor and consultant associations Identified procurement to pilot in 2018 Next Steps Define roll-out Application May 2018 plan Train staff for implementation Training & Internal Training - July Hire WMBE specialist Pilot Inclusion process 2018 Plan education Pilot Q3 & Q4 Define & document lessons learned from Meet with Outreach to ACEC, AGC, & initial procurements Q3 2018 Community WMBE Community 12 Small Dollar Contracts P-Card Direct Buy 3 Quote < $150K (Purchasing) Dollar Value < $5K < $50K < $200K (Consulting) Ability to Purchase Direct with Firm CPO Manages Procurement Greatest ability to directly influence utilization of WMBE firms Port-wide P-Card training begins July 2018 Encourage direct purchasing from MWBE firms Reminder: Port cannot provide an award preference based on WMBE status 13 Inclusion Plan Consulting Services Port of Seattle Inclusion Plan (IP) Elements Establishes aspirational goal per procurement Evaluates Inclusion Plan during selection Inclusion Plan is part of award decision 1. Commitment to MWBE Proposer 2. Evaluation of past performance Defines Inclusion Plan for the contract Outreach WMBE early during procurement 3. Key person to manage IP Active engagement: Include WMBE in the work 4. Proactive management plan Manage subconsultants & prompt pay 14 Inclusion Plan Low Bid Construction Port of Seattle Establishes aspirational goal per contract Inclusion Plan Elements Evaluates Inclusion Plan as a matter of responsibility Bidder 1. Commitment to MWBE; or Defines bidder's Inclusion Plan (IP) Bidder can supplement IP prior to responsibility 2. Demonstrated affirmative decision efforts; & MWBE commitment by firm or by percentage Affirmative Efforts = necessary and reasonable 3. Key person to manage IP; & action to achieve the aspirational goal. Active engagement: Include WMBE in the work 4. Proactive management plan Manage subconsultants & prompt pay 15 Challenges and Recommendations 1. Historic data insufficient to use a "historic plus" approach for construction Recommendation: For first 2-3 years (2018-2020) identify aspirational goals on a contract by contract basis. Move to historical plus approach after utilization and data has improved 2. Concerns about increased costs for purchases and time associated with getting quotes for P-Card & Direct Buys Recommendation: CPO and Legal will provide training. Port encourages utilization of MWBE firms, cost reasonableness and fiscal accountability. 16 Challenges and Recommendations 3. Responsibility for overall effort & alignment with Port-wide equity work Recommendation: Assign small team to address alignment to ensure Diversity In Contracting does not lose momentum 4. Concerns about increased project costs/capital costs associated with implementation Recommendation: Establish team led by CDD to determine how to incorporate cost adjustments 17 Challenges and Recommendations 5. Concerns about increased procurement time to address inclusion plan and protests Recommendation: Develop process with clearly defined roles. Train dedicated MWBE Compliance Officers to address Inclusion Plan review. Include additional 30+ days for major construction for review, revisions, and potential challenges/protests. 18 Looking Forward 1. Continue to gear up to implement Diversity in Contracting across the Port 2. Increase outreach and assistance work with public affairs to drive interest in program 3. Pilot procurements and contracting to establish basic practices Apply "lessons learned" from key projects 4. Establish One Port accountability, governance and evaluation 5. Assess, Adjust & Improve Committed to Diversity and Inclusion 19
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