docDeveloping RFPs That Drive Quality, Efficiency and Leave Room for
download 
Report Transcription
Developing RFPs That Drive Quality, Efficiency and Leave Room for
CWA Spring Conference Anaheim, CA Michael Vu, Director of Operations Tim Foster, Director, Customer and Market Development Developing RFPs That Drive Quality, Efficiency and Leave Room for Innovation Workshop Overview RFP Basics Preparation is Key Tips for Boosting Quality, Efficiency, Innovation & # of Qualified Responders RFP Bloopers & Blunders Managing Transition & Beyond RFP Basics The Rules of Procurement Procurement Schedule Description of Services Requested Clear Descriptions of Roles (WDB vs. Contractor vs. Partners) Performance Levels Service Volume Levels Pricing Additional Elements Recent (last 3 years) Financials References Consider full list and random check Executive Summary Question Format (specific or open) Evaluation Criteria Preparation is Key Identify RFP Team Update your bidders’ list Determine advertising methods that will broaden potential responders Define your ideal match for a service provider Develop evaluation criteria & weight priorities Develop questions relevant to your priorities and evaluation criteria – get board member input! Additional Preparatory Considerations Meet with providers before beginning search process Anticipate questions and include in RFP Funding level (range) Historical performance and service volume Staffing & compensation structure Other Infrastructure Questions Identify & prepare evaluation committee Consider outside/consultant reviewers Improve Quality of Proposals Allow enough time for a quality response Avoid ambiguity Host a Bidders’ Conference Focus on information that will influence your decision Ensure response format is concise and flows Time Clarity Alignment Who We Are What We Will Bring Why You Can Trust Us Promote Greater Operational Efficiency Consider limiting # of providers Less overhead More flexibility Promotes consistency Less oversight needed Simplify budget Ask for value-added resources Consider alternate contract structures Promote Innovation Tight on the What, loose on the How Allow opportunity in narrative for defining differentiators (competitive advantages) Consider an open format Offer flexibility in staffing structure Offer bonus points for innovation Allow ideas to be presented for discussion during negotiation Contract Structures Cost Reimbursement Performance Based (FAR Subpart 37.6) Hybrid 2 CFR Part 200.323 Complexity Industry Rates Risk Profit Past Performance Investment Contract Amount Boosting # of Responders Tip 1: Ensure Awareness of Opportunity Update bidders’ list in advance Email blast potential bidders Front page of website Workforce Industry Associations Government bid websites Others Boosting # of Responders Tip 2: Timing is Everything Early bird gets the worm Allow at least 6-8 weeks between RFP release and due date Conduct bidders’ conference early Q&A deadlines should allow for final answers issued not less than 3-4 weeks prior to due date Allow at least 60 day transition period Boosting # of Responders Tip 3: Ensure Clarity Purpose, Vision and Goals Roles of WDB, Partners & Provider Scope (geography, facilities, partners) Questions are pointed and clear Format Fillable forms Budget docs with formulas Boosting # of Responders Tip 4: Openness Anticipate questions and provide info with RFP Host a bidders’ conference and allow questions during session Respond fully and quickly to reasonable inquiries (consider FOIA in determining what to answer) Consider scheduled tours of existing facilities Boosting # of Responders Tip 5: Alignment Questions align with priorities Priorities align with eval criteria Expectations (goals/measures) align with level of prescriptiveness/ autonomy Increased Performance Expectations Less Prescriptive Requirements RFP Bloopers & Blunders Providing documents in pdf format only (forms, budgets, questions) Formula errors in budget documents Failing to include a cure period for minor errors Doing everything by snail mail Failing to provide a funding range Duplicative questions Contradictory information or questions Releasing Q&A last minute Unreasonably restricting competition thru too narrow parameters RFP Review & Award Cure period for minor errors Committee may ask questions for clarification Oral Presentations Expect a FOIA request – keep clear records of process and scoring Notify responders of recommended awardee(s) Provider debrief Transition Negotiate final terms Provide contract boilerplate early for legal review Develop transition timeline Connect new provider(s) with current staff quickly Transition Elements Contract Staff Facilities Technology Procedures Case file transfer Notification to vendors & partners Customer transition Prevent unnecessary service disruptions DO NOT STOP ENROLLMENTS before or during transition Managing Providers Tight on what, loose on how Approach as a partnership Role Clarification Seek input before policies & procedures amended Provide TA & ongoing support Train on local policies & procedures System access Real-time reporting access Managing Providers Establish communication plan Facilitate connections with vendors and partners Ensure clarity on priorities Monitoring Performance Quality Compliance Flexibility QUESTIONS, COMMENTS, PERSONAL EXPERIENCES? Michael Vu, Director of Operations michaelvu@rescare.com Tim Foster, Director of Customer and Market Development tfoster@rescare.com
