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Beyond Compliance:. Creating and Executing Successful Strategies for DBE Participation and Workforce Diversity. Panelists. Brian McCarthy (Moderator) Program Management Consultant, CDM Heyward Davenport Regional Director, Minority Business Development Agency Michael Jefferson

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beyond compliance

Beyond Compliance:

Creating and Executing Successful Strategies for DBE Participation and Workforce Diversity

panelists
Panelists
  • Brian McCarthy (Moderator)
    • Program Management Consultant, CDM
  • Heyward Davenport
    • Regional Director, Minority Business Development Agency
  • Michael Jefferson
    • Diversity Manager, Metropolitan District of Hartford
slide4

Stakeholders

Benefits

benefits drive strategy
Benefits Drive Strategy

Program Management Strategy

Benefits

Risk Management

context large public works program
Context – Large Public Works Program
  • Context and experience comes from a large urban public works program for a mid-size city, primarily horizontal construction
  • Not a lot of existing local MBE & WBE capacity
  • Biggest program ever undertaken by owner
  • Voter approval required
  • Politics
compliance framework
Compliance Framework
  • DBE (MBE/WBE) participation percentages as condition of funding or a legal requirement
  • EEO / Workforce Diversity
  • Set-Asides
  • Prevailing Wage
  • Project Labor Agreement
leading off
Leading off . . .
  • The Owner’s Perspective
    • Program Benefits
    • Risk Management
    • Managing expectations
    • The importance of a coherent strategy
    • Getting it done
next up
Next up . . .
  • Resources to help you
    • Leveraging programs and agencies
    • How to engage their support
    • What they can do
    • What they can’t do
and then
And then . . .
  • Program management to support the strategy
    • Leverage existing tools & processes
    • Forecasting
    • Tracking and Reporting
owner s strategy
Owner’s Strategy
  • Manage Benefits
  • Manage Risk
dbe participation workforce diversity in context of program benefits risks
DBE Participation & Workforce Diversity in Context of Program Benefits & Risks
  • Public Agency
    • High Visibility
    • High Expectations for your Program
      • Vehicle for economic growth
      • Vehicle for economic opportunity
  • Public & Local Business Stakeholder View
    • Program Benefits = jobs & business opportunity
dbe participation workforce diversity in context of program benefits risks1
DBE Participation & Workforce Diversity in Context of Program Benefits & Risks
  • Risks
    • Adverse publicity
    • Public protests
    • Erosion of support for the program
    • Non-compliance with funding & legal requirements
compliance mindset
Compliance Mindset
  • Manage Risk of Non-Compliance
  • Risk = Participation Goals not met
  • Consequence = Lose funding
  • Risk Management Strategy Includes
    • Solid Contract Terms
    • “Good Faith Efforts”
    • Tracking and Reporting
    • Creating the Paper Trail
what s missing
What’s missing?
  • Achieving, documenting, and reporting compliance may not deliver the program benefits expected by some stakeholders
  • From their view (right or wrong), you have not delivered
why take a narrow approach
Why take a narrow approach?
  • It’s the way we’ve always done it
  • It’s worked for us before
  • Inexperience
  • See doing more as an unnecessary expense
  • Fear of engagement
  • Not part of organizational culture
beyond compliance1
Beyond Compliance
  • Broader view of risks and benefits that are related to issues of DBE and workforce participation
  • You’re already doing a lot of the legwork to support taking these extra steps
  • Leverage work you’re already doing
  • Proactively manage expectations (benefits) and risk
strategy
Strategy
  • Manage expectations
  • Engage the local small contractors
  • Engage the general contractors
  • Engage external resources
  • Leverage existing tools & systems
  • Publicize your efforts and successes
manage expectations
Manage Expectations

City Plans $1.6B Sewer Upgrade

08/19/2009

The Daily Planet

Mayor John Doe told the crowd the project would create jobs, especially in the eastern part of the city, a promise he touted during his campaign.

Jobs will be available for "hundreds of people for construction above the ground and below."

managing expectations
Managing Expectations
  • Realistic Jobs Forecasts
    • Job Preservation Versus Job Creation
    • Consistent Approach
  • Realistic Subcontracting Opportunities Forecasts
    • Breakdown by trades
    • When will opportunities happen?
engaging the local dbe subcontractors
Engaging the Local DBE Subcontractors
  • Pursue them
  • Maintain a vendor database
  • Provide Educational Opportunities
    • How to work with your agency
    • How to work with general contractors
  • Develop relationships before there are problems
engage the general contractors
Engage the General Contractors
  • GC to Subcontractor matchmakers
  • Get off on the right foot – you take these issues seriously and will pay attention to them
  • Plug GC into local resources, if they are not from the area
engaging external resources
Engaging External Resources
  • Government Agencies
    • Minority Business Development Agency
    • State Departments of Labor
    • Small Business Administration
  • Other Organizations
    • Community-based job training & placement programs
    • Industry and trade organizations
leverage existing tools and systems
Leverage Existing Tools and Systems
  • Planning and design phase analysis
    • Workload & opportunity forecasting
  • Contract Administration
    • Payroll reports
    • Progress Meetings
  • Internal & External Communication
publicize your efforts success
Publicize your Efforts & Success
  • Be out in front
  • Prevent protests
  • Have good stories and evidence to fall back on
  • Anecdotes are effective
strategy to go beyond compliance
Strategy to Go Beyond Compliance
  • Manage expectations
  • Engage the local small contractors
  • Engage the general contractors
  • Engage external resources
  • Leverage existing tools & systems
  • Publicize your efforts and successes
slide28

Most of these organizations exist to help the small or minority business, or the individual worker. How can they help or support me, the program owner?

what s in it for the program owner
What’s in it for the Program Owner?
  • Expands your network
  • Adds credibility
  • Creates publicity
  • Builds local capacity
  • Doesn’t cost much
  • Proactively managing risk
what do they have to offer
What do they have to offer?
  • Training & education
  • Networking
  • Access to capital for subs/suppliers
  • Realistic advice
  • Coaching & mentoring
  • Certification assistance
  • OJT Funding
risk mitigation payoff
Risk Mitigation Payoff
  • Establishing relationships
  • Track record of support & fair play
  • “Problem children” get independent support
  • Good publicity
  • Reduce chance and severity of problems
about the mbda
About the MBDA
  • Minority Business Development Agency, part of the US Department of Commerce.
  • Created as an executive order in 1969 by President Richard M. Nixon, first known as the Office of Minority Business Enterprise.
  • Mission driven as an entrepreneurial organization; we actively promote job and business growth to enhance competitiveness for minority businesses of all sizes and industries; we are committed to wealth creation, teaming capabilities and cultivating opportunities in domestic & global markets.
mbda regions
MBDA regions

…our 5 regional offices cover all states including Puerto Rico, too.

enterprise centers
Enterprise Centers
  • The MBDA funds its network of Minority Business Enterprise Centers, Minority Business Opportunity Centers & Native American Business Enterprise Centers.
  • MBEC leverages business alliances with government agencies, financial institutions, procurement supply chain programs and corporate America. In the NYNEC: 8 Centers & 2 District offices.
  • MBEC assists the small business owner to cultivate business resources which are geared to serve minority entrepreneurs seeking to pursue accelerated growth.
mbda s approach to program owners
MBDA’s Approach to Program Owners
  • Establishes a high profile partnership to demonstrate owner’s commitment and sincerity to local and MWBE contracting programs
  • Provides resources such as vendor outreach and strategic alliance with local resources
  • Co-sponsors and acts as primary event manager -including staffing and coordination - for project outreach events
  • Facilitates introductions to local technical assistance organizations and associations in such areas as certification, bonding, insurance and joint venture development.
a couple of recent examples
A couple of recent examples
  • In 2009, MBDA & local MBEC’s hosted a B2B Procurement matchmaker with 5 NY City Agencies who never worked together to identify 20 prime contractors who met 125 MBE vendors.
  • Significant outreach and partnering efforts in Hartford include B2B matchmakers and educational programs. MBE prime awarded one of largest contracts in agency’s history. MDC named Northeast regional Partner of the Year.
we want to help
We want to help

www.mbda.gov

The MBEC’s, MBOC’s & NABEC’s are funded by the U.S. Department of Commerce as technical assistance centers

program management tools to support the strategy
Program Management Tools to Support the Strategy
  • Use existing tools & processes to your advantage
    • Forecasting subcontract opportunities and workforce requirements
    • Extract useful information from standard data sources
    • Tracking and Reporting
    • Communication & Outreach
procurement
Procurement
  • Maintain & Use a Vendor Profile Database
  • Forecast upcoming work
  • Tack matchmakers on to pre-bid meetings
  • Use technology to push information
construction administration
Construction Administration
  • Maintain visibility
    • Progress meetings
    • Site Inspections
  • Mine data from daily reports
    • Subs
    • Crews
    • Trades
construction administration1
Construction Administration
  • Certified Payrolls
    • Job classifications
    • Ethnicity & Gender
    • Residency
education outreach
Education & Outreach
  • Many small firms have not played in your arena
  • Conduct seminars & workshops on how to do business
  • Reinforce expectations
  • Deliver consistent messages
summary
Summary
  • Focus on the program benefits to develop your strategy
  • It’s a contact sport – you’ve got to be visible
  • Engage stakeholders
  • Use you’re existing systems and tools
  • Don’t go it alone – partner up
  • Publicize your efforts and successes
closing thoughts on strategy risk management
Closing Thoughts on Strategy & Risk Management
  • Benefit – from Latin benefactum (good deed) bene (well)
  • Risk – from French risque, Italian riscare (to run into danger) – ancestral meaning could be “sail dangerously close to rocks”
  • Manage – from Italian maneggiare (control a horse) fr Latin manus (hand)
slide47

Program Management is a contact sport!

Hands – on approaches will help keep you off the rocks!

questions
Questions?
  • Brian McCarthy
    • Program Management Consultant, CDM
  • Heyward Davenport
    • Regional Director, Minority Business Development Agency
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