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Disparity Study Relevance

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Business Assistance

  • Disparity Study Recommendation B: Increase Access to State Contracting Information (pg.132)
    • Many participants in the business owner interviews had difficulty accessing information about opportunities on State contracts. This included those seeking to work as prime vendors and subcontractors looking to work with prime vendors. While the State has made strides towards making information easier to find and utilize, not all agencies were reported to be at the same level of transparency. Decentralized purchasing exacerbates this problem. Standardization and clear protocols would help all firms to compete. The Department of Enterprise Services (“DES”) could address these concerns by examining each contract awarding authority’s current policies and providing best practices regarding vendor outreach and management as well as user-friendly access for potential bidders and proposers. It is important that State agencies conduct pre-bid conferences for larger contracts, especially master contracts. M/WBEs complained of the difficulties in understanding the specifics of projects and identifying prime contractors to whom to market themselves. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions. We suggest that winning bidders/proposers and their subcontracting plans, along with other pertinent information, be posted in WEBS. This will allow interested parties to track the progress of a particular solicitation, as well as obtain information that will assist them to become more competitive in the future.

 

  • Disparity Study Recommendation K: Develop a Pilot Small Business Enterprise Bonding and Financing Program (pg.136)
    • Access to bonding and working capital are major barriers to the development and success of M/WBEs (and small firms) because traditional underwriting standards have often excluded these businesses. While the State’s Linked Deposit programs have been available for many years, business owners were unfamiliar with them and they seem not to have been very effective for M/WBEs. One approach that has proven to be successful for some governments is to develop an agency-sponsored bonding and financing assistance program for SBEs. This will require an additional certification process for OMWBE (although certified M/W/BEs and VBEs could automatically be eligible). This program goes beyond OMWBE’s current provision of information about outside bonding and financing resources, to providing actual assistance to firms through a program consultant. It is not, however, a bonding guarantee program that places the State’s credit at risk and does not provide direct subsidies to participants. Rather, this concept brings the commitment of a surety to provide a bond for firms that have successfully completed the training and mentoring program. Other agencies have reported significant increases in certified firms’ bonding capacities and ability to take on larger projects. Such an approach could be tried on a pilot basis for DES contracts, starting with smaller construction firms and smaller projects. If successful, it could then be expanded to awarding agencies.

 

  • Disparity Study Recommendation M: Adopt a Pilot Small Business Enterprise Mentor-Protégé Program (pg.137)
    • The State should consider adopting a pilot Mentor-Protégé Program for SBEs. We suggest starting with construction firms, as that is the industry in which these programs have been mostly implemented, and for which there are successful examples. An excellent national model is provided in the DBE program regulations at 49 C.F.R. § 26.35 and the Guidelines of Appendix D to Part 26. In addition to the standards provided in Part 26, the General Counsel’s Office at USDOT has provided some additional guidance140, and USDOT’s Office of Small Disadvantaged Business Utilization had adopted a pilot program141 and sample documents.142 M/WBEs and several large prime contractors welcomed this as a way to increase SBEs’ capacities and to move them into non-traditional work. Skill sets such as estimating, understanding of, and adherence to, specifications; billing and scheduling; accounting; safety; marketing; and meeting prequalification standards are possible areas of focus. The following elements reflect best practices:
      • A description of the qualifications of the mentor, including the firm’s number of years of experience as a construction contractor or consultant; the agreement to devote a specified number of hours per month to working with the protégé; and the qualifications of the lead individual responsible for implementing the development plan.
      • A description of the qualifications of theprotégé, including the firm’s number of years of experience as a construction contractor or consultant; the agreement to devote a specified number of hours per month to working with the mentor; and the qualifications of the SBE owner(s).
      • A State-approved written development plan, which clearly sets forth the objectives of the parties and their respective roles, the duration of the arrangement, a schedule for meetings and development of action plans, and the services and resources to be provided by the mentor to the protégé. The assistance provided by the mentor must be detailed and directly relevant to State work. The development targets should be quantifiable and verifiable– such as increased bonding capacity, increased sales, increased areas of work specialty or prequalification, etc.– and reflect objectives that increase the protégé’s capacities and expand its business areas and expertise.
      • A long term and specific commitment between the parties, e.g., 12 to 36 months.
      • The use of any equipment or equipment rental must be detailed in the plan, and should be further covered by bills of sale, lease agreements, etc., and require prior written approval by the State.
      • Any financial assistance by the mentor to the protégé must be subject to prior written approval by the State and must not permit the mentor to assume control of the protégé.
      • A fee schedule to cover the direct and indirect cost for services provided by the mentor for specific training and assistance to the protégé.
      • The development plan must contain a provision that it may be terminated by mutual consent or by the State if the protégé no longer meets the eligibility standards for SBE certification; either party desires to be removed from the relationship; either party has failed or is unable to meet its obligations under the plan; the protégé is not progressing or is not likely to progress in accordance with the plan; the protégé has reached a satisfactory level of selfsufficiency to compete without resort to the plan; or the plan or its provisions are contrary to legal requirements.
      • Submission of quarterly reports by the parties indicating their progress toward each of the plan's goals.
      • Regular review by the State of the compliance with the plan and progress towards meeting its objectives. Failure to adhere to the terms of the plan or to make satisfactory progress would be grounds for termination from the Program. Close monitoring of the program will be critical, but other entities have reported success with such an approved approach. WSDOT is currently implementing a new program, and the rest of the State can learn from WSDOT’s experiences.

 

 

  • Disparity Study Supplemental Recommendation: Increase Technical Assistance to M/WBEs and small firms (pg.19)
    • We suggest the State go beyond its current efforts, providing basic information and links to other resources, and provide direct training to certified firms through experienced business consultants. The successful programs that the Washington State Department of Transportation (“WSDOT”) currently provide, should serve as the model. The State should also consider partnering with the Procurement Technical Assistance Agencies (“PTACs”) in Washington State to leverage the PTACs’ deep knowledge and experience in assisting small firms. Other agencies may also be able to serve as resources supported by State assistance.

Internal Agency Culture

Internal Processes

  • Disparity Study Recommendation B: Increase Access to State Contracting Information (pg.132)
    • Many participants in the business owner interviews had difficulty accessing information about opportunities on State contracts. This included those seeking to work as prime vendors and subcontractors looking to work with prime vendors. While the State has made strides towards making information easier to find and utilize, not all agencies were reported to be at the same level of transparency. Decentralized purchasing exacerbates this problem. Standardization and clear protocols would help all firms to compete. The Department of Enterprise Services (“DES”) could address these concerns by examining each contract awarding authority’s current policies and providing best practices regarding vendor outreach and management as well as user-friendly access for potential bidders and proposers. It is important that State agencies conduct pre-bid conferences for larger contracts, especially master contracts. M/WBEs complained of the difficulties in understanding the specifics of projects and identifying prime contractors to whom to market themselves. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions. We suggest that winning bidders/proposers and their subcontracting plans, along with other pertinent information, be posted in WEBS. This will allow interested parties to track the progress of a particular solicitation, as well as obtain information that will assist them to become more competitive in the future.

 

  • Disparity Study Recommendation F: Review Contract Sizes and Scopes (pg.134)
    • “Unbundling” contracts into smaller segments by dollars, scopes or locations was endorsed by many firm owners as one method to provide fair access to State projects. In conjunction with reduced insurance and bonding requirements, where possible, smaller contracts should permit smaller firms to move from quoting solely as subcontractors to bidding as prime contractors. It will also enhance their subcontracting opportunities. State contracting personnel need training in splitting contracts into smaller segments without impugning the integrity of the contracting process. Unbundling contracts must be conducted, however, within the constraints of the need, to ensure efficiency and limit the costs to taxpayers.

 

 

  • Disparity Study Supplemental Recommendation: Focus outreach on agencies with low M/WBE utilization (pg.19)
    • Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any inherent staff resistance to M/WBEs or small firms and increase the competitive pool for agency contracts.

Master Contracts

  • Disparity Study Recommendation B: Increase Access to State Contracting Information (pg.132)
    • Many participants in the business owner interviews had difficulty accessing information about opportunities on State contracts. This included those seeking to work as prime vendors and subcontractors looking to work with prime vendors. While the State has made strides towards making information easier to find and utilize, not all agencies were reported to be at the same level of transparency. Decentralized purchasing exacerbates this problem. Standardization and clear protocols would help all firms to compete. The Department of Enterprise Services (“DES”) could address these concerns by examining each contract awarding authority’s current policies and providing best practices regarding vendor outreach and management as well as user-friendly access for potential bidders and proposers. It is important that State agencies conduct pre-bid conferences for larger contracts, especially master contracts. M/WBEs complained of the difficulties in understanding the specifics of projects and identifying prime contractors to whom to market themselves. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions. We suggest that winning bidders/proposers and their subcontracting plans, along with other pertinent information, be posted in WEBS. This will allow interested parties to track the progress of a particular solicitation, as well as obtain information that will assist them to become more competitive in the future.

 

  • Disparity Study Recommendation C: Increase Outreach to M/WBEs (pg.133)
    • Numerous M/WBEs requested additional outreach efforts to open up State opportunities. The State should consider:
      • Seminars on how to do business with the State.
      • Networking events with agency personnel responsible for contracting decisions as well as
      • with prime vendors to increase familiarity and comfort levels between the parties.
      • “Speed dating” between M/WBEs and larger prime contractors.
      • Informational seminars where firms in specific industries can learn about State projects and make connections.
      • Require registration on WEBS as part of the certification process so that M/ WBEs can be notified in a timely manner of upcoming projects. This will also allow agencies and prime vendors to identify certified firms more easily.
      • Require prime bidders to register their interest in a specific solicitation to be considered responsive in order to assist M/WBEs in acquiring contact information for possible subcontracting or partnering arrangements. To address concerns about a lack of qualified M/WBEs, OMWBE should conduct additional outreach to uncertified minority- and women-owned firms. The Study identified businesses owned by minorities and women that are not M/WBE certified. OMWBE should aggressively pursue these, and any others from additional sources, to encourage applications. The Department of Veterans Affairs (“DVA”) should do the same for veterans. The study revealed that M/WBEs are receiving few opportunities in several industry codes. We suggest that special outreach be conducted to firms in those sectors. Make them aware of the opportunities and connect them with agency staff and other vendors as subcontractors or joint venture partners. Activities could include targeted emails about future contracts, matchmaking events for M/WBEs, prime vendors and State agencies focusing on those industries, and identification of firms that are not currently certified with OMWBE but might be eligible for inclusion. Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any staff concerns about M/WBEs or small firms and increase the competitive pool for agency contracts.

 

  • Disparity Study Recommendation G: Raise Direct Buy Limits (pg.135)
    • There was a general consensus that the $10,000/$13,000 limit for “direct buy” (informally procured) contracts is too low. Informal procurement is an excellent method to provide opportunities for M/WBEs and small firms to obtain State work that is low risk for both parties. Smaller contracts can lead to larger projects based on increasing the vendor’s experience with State processes and requirements. Informal procurements are also less burdensome for State staff to process, so a higher limit will incentivize them to unbundle contracts into smaller projects. While this procurement method can be abused, the benefits of a higher limit will outweigh the risks. Perhaps an informal scan of other States’ limits will provide a baseline for Washington to determine an appropriate higher ceiling.

 

  • Disparity Study Recommendation J: Provide Training to State Staff (pg.135)
    • Business owners, stakeholder representatives and State staff agreed that user departments and other State agencies need training in how to increase diversity in contracting and in reducing barriers to the participation of small firms. While most State officials we interviewed were willing to, or even enthusiastic about, increasing inclusion, they often lacked the knowledge and tools to do so. The State should provide information on how to conduct outreach in addition to the efforts of OMWBE. Further, training on unconscious bias should be mandated for all personnel with contracting and procurement responsibilities so that everyone understands where unintended barriers may be erected and how to reduce biases that negatively impact M/WBEs.

 

 

  • Disparity Study Supplemental Recommendation: Focus outreach on agencies with low M/WBE utilizations (pg.19)
    • Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any inherent staff resistance to M/WBEs or small firms and increase the competitive pool for agency contracts.

Outreach

  • Disparity Study Supplemental Recommendation: Conduct additional outreach efforts (pg.18)
    • The State should consider additional outreach efforts to open up State opportunities. These include; seminars on how to do business with the State; networking events with agency personnel responsible for contracting decisions as well as with prime vendors to increase familiarity and comfort levels between the parties; speed “dating” between M/WBEs and larger prime contractors; informational seminars where firms in specific industries can learn about State projects and make connections; require registration on WEBS as part of the M/WBE certification process; require prime bidders to register their interest in a specific solicitation to be considered responsive in order to assist M/ WBEs in acquiring contact information for possible subcontracting or partnering arrangements.

 

 

 

  • Disparity Study Recommendation B: Increase Access to State Contracting Information (pg.132)
    • Many participants in the business owner interviews had difficulty accessing information about opportunities on State contracts. This included those seeking to work as prime vendors and subcontractors looking to work with prime vendors. While the State has made strides towards making information easier to find and utilize, not all agencies were reported to be at the same level of transparency. Decentralized purchasing exacerbates this problem. Standardization and clear protocols would help all firms to compete. The Department of Enterprise Services (“DES”) could address these concerns by examining each contract awarding authority’s current policies and providing best practices regarding vendor outreach and management as well as user-friendly access for potential bidders and proposers. It is important that State agencies conduct pre-bid conferences for larger contracts, especially master contracts. M/WBEs complained of the difficulties in understanding the specifics of projects and identifying prime contractors to whom to market themselves. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions. We suggest that winning bidders/proposers and their subcontracting plans, along with other pertinent information, be posted in WEBS. This will allow interested parties to track the progress of a particular solicitation, as well as obtain information that will assist them to become more competitive in the future.

 

  • Disparity Study Recommendation C: Increase Outreach to M/WBEs (pg.133)
    • Numerous M/WBEs requested additional outreach efforts to open up State opportunities. The State should consider:
      • Seminars on how to do business with the State.
      • Networking events with agency personnel responsible for contracting decisions as well as
      • with prime vendors to increase familiarity and comfort levels between the parties.
      • “Speed dating” between M/WBEs and larger prime contractors.
      • Informational seminars where firms in specific industries can learn about State projects and make connections.
      • Require registration on WEBS as part of the certification process so that M/ WBEs can be notified in a timely manner of upcoming projects. This will also allow agencies and prime vendors to identify certified firms more easily.
      • Require prime bidders to register their interest in a specific solicitation to be considered responsive in order to assist M/WBEs in acquiring contact information for possible subcontracting or partnering arrangements. To address concerns about a lack of qualified M/WBEs, OMWBE should conduct additional outreach to uncertified minority- and women-owned firms. The Study identified businesses owned by minorities and women that are not M/WBE certified. OMWBE should aggressively pursue these, and any others from additional sources, to encourage applications. The Department of Veterans Affairs (“DVA”) should do the same for veterans. The study revealed that M/WBEs are receiving few opportunities in several industry codes. We suggest that special outreach be conducted to firms in those sectors. Make them aware of the opportunities and connect them with agency staff and other vendors as subcontractors or joint venture partners. Activities could include targeted emails about future contracts, matchmaking events for M/WBEs, prime vendors and State agencies focusing on those industries, and identification of firms that are not currently certified with OMWBE but might be eligible for inclusion. Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any staff concerns about M/WBEs or small firms and increase the competitive pool for agency contracts.

 

  • Disparity Study Recommendation J: Provide Training to State Staff (pg.135)
    • Business owners, stakeholder representatives and State staff agreed that user departments and other State agencies need training in how to increase diversity in contracting and in reducing barriers to the participation of small firms. While most State officials we interviewed were willing to, or even enthusiastic about, increasing inclusion, they often lacked the knowledge and tools to do so. The State should provide information on how to conduct outreach in addition to the efforts of OMWBE. Further, training on unconscious bias should be mandated for all personnel with contracting and procurement responsibilities so that everyone understands where unintended barriers may be erected and how to reduce biases that negatively impact M/WBEs.

 

  • Disparity Study Recommendation K: Develop a Pilot Small Business Enterprise Target Market (pg.136)
    • Access to bonding and working capital are major barriers to the development and success of M/WBEs (and small firms) because traditional underwriting standards have often excluded these businesses. While the State’s Linked Deposit programs have been available for many years, business owners were unfamiliar with them and they seem not to have been very effective for M/WBEs. One approach that has proven to be successful for some governments is to develop an agency-sponsored bonding and financing assistance program for SBEs. This will require an additional certification process for OMWBE (although certified M/W/BEs and VBEs could automatically be eligible). This program goes beyond OMWBE’s current provision of information about outside bonding and financing resources, to providing actual assistance to firms through a program consultant. It is not, however, a bonding guarantee program that places the State’s credit at risk and does not provide direct subsidies to participants. Rather, this concept brings the commitment of a surety to provide a bond for firms that have successfully completed the training and mentoring program. Other agencies have reported significant increases in certified firms’ bonding capacities and ability to take on larger projects. Such an approach could be tried on a pilot basis for DES contracts, starting with smaller construction firms and smaller projects. If successful, it could then be expanded to awarding agencies.

 

 

  • Disparity Study Supplemental Recommendation: Conduct pre-bid conferences (pg.18)
    • State agencies should conduct pre-bid conferences for larger contracts, especially master contracts. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions.

 

 

  • Disparity Study Supplemental Recommendation: Focus outreach on agencies with low M/WBE utilization (pg.19)
    • Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any inherent staff resistance to M/WBEs or small firms and increase the competitive pool for agency contracts.

Planning/ Forecasting

  • Disparity Study Recommendation E: Lengthen Solicitation Times (pg.134)
    • Lengthening the time that bidders have to prepare solicitations was recommended by many participants. This will be especially important for larger or more complex projects to facilitate M/WBE participation. While it is easier to go to incumbents or fall back on prior solicitations to save time, haste works against the interests of M/WBEs and small firms.

 

  • Disparity Study Recommendation N: Develop Performance Measures for Success (pg.139)
    • The State should develop quantitative performance measures for certified firms and the overall success of its race- and gender-neutral approaches to evaluate their effectiveness in reducing the systemic barriers identified by this study. The availability estimates in this study can serve as aspirational targets for overall State contracting. Additional benchmarks might be:
      • Increased bidding by certified firms.
      • Increased prime contract awards to certified firms.
      • Increased diversity of the types of industries in which M/WBEs receive dollars (i.e., reduced market segregation).
      • Increased utilization by individual contract awarding authorities.
      • Increased “capacity” of certified firms as measured by bonding limits, size of jobs, profitability, etc.
      • Utilization of M/WBEs (to be determined by a future disparity study update).

Provider Networks & Client Services

  • Disparity Study Recommendation A: Implement an Electronic Data Collection and Monitoring System for All State Agencies (pg.132)
    • Perhaps the most critical recommendation is to fully implement an electronic data collection and monitoring system for all State agencies. The ability to track M/ WBE participation at the highly detailed level of 6-digit NAICS codes for prime vendors and all subcontractors (not just certified firms) is the foundation for any efforts to increase opportunities. While some departments (WSDOT and DES, for example) have begun this process, others have not. This first step must occur to enable other program elements to be targeted to actual needs and barriers. Failure to do so will undermine all other remedial program initiatives.

 

Public Works

  • Disparity Study Recommendation B: Increase Access to State Contracting Information (pg.132)
    • Many participants in the business owner interviews had difficulty accessing information about opportunities on State contracts. This included those seeking to work as prime vendors and subcontractors looking to work with prime vendors. While the State has made strides towards making information easier to find and utilize, not all agencies were reported to be at the same level of transparency. Decentralized purchasing exacerbates this problem. Standardization and clear protocols would help all firms to compete. The Department of Enterprise Services (“DES”) could address these concerns by examining each contract awarding authority’s current policies and providing best practices regarding vendor outreach and management as well as user-friendly access for potential bidders and proposers. It is important that State agencies conduct pre-bid conferences for larger contracts, especially master contracts. M/WBEs complained of the difficulties in understanding the specifics of projects and identifying prime contractors to whom to market themselves. Pre-bid conferences will help small firms to team with larger businesses or even submit bids or proposals as the prime vendor. Public postings should be done in a timely fashion and include the attendees and the answers to frequently asked questions. We suggest that winning bidders/proposers and their subcontracting plans, along with other pertinent information, be posted in WEBS. This will allow interested parties to track the progress of a particular solicitation, as well as obtain information that will assist them to become more competitive in the future.

 

  • Disparity Study Recommendation I: Review Insurance, Surety Bonding and Experience Requirements (pg.135)
    • Many business owners and stakeholders, M/WBEs and non-M/WBEs alike, agreed that the State’s insurance and qualifications requirements were major impediments to State prime and subcontracting opportunities. Many participants expressed concern that M/WBEs are unable to meet bonding requirements and that specifications require levels of experience unlikely to be met by small firms. These criteria where thought to unfairly protect incumbents and very large companies. The State should review their requirements so that they are no greater than necessary to protect its interests. For example, equivalent experience– especially that gained by working for other government agencies– should be permitted to increase access for small firms and guard against unfair incumbent advantages.

 

Purchase Cards

  • Disparity Study Recommendation A: Implement an Electronic Data Collection and Monitoring System for All State Agencies (pg.132)
    • Perhaps the most critical recommendation is to fully implement an electronic data collection and monitoring system for all State agencies. The ability to track M/ WBE participation at the highly detailed level of 6-digit NAICS codes for prime vendors and all subcontractors (not just certified firms) is the foundation for any efforts to increase opportunities. While some departments (WSDOT and DES, for example) have begun this process, others have not. This first step must occur to enable other program elements to be targeted to actual needs and barriers. Failure to do so will undermine all other remedial program initiatives.

 

  • Disparity Study Recommendation N: Develop Performance Measures for Successs (pg.139)
    • The State should develop quantitative performance measures for certified firms and the overall success of its race- and gender-neutral approaches to evaluate their effectiveness in reducing the systemic barriers identified by this study. The availability estimates in this study can serve as aspirational targets for overall State contracting. Additional benchmarks might be:
      • Increased bidding by certified firms.
      • Increased prime contract awards to certified firms.
      • Increased diversity of the types of industries in which M/WBEs receive dollars (i.e., reduced market segregation).
      • Increased utilization by individual contract awarding authorities.
      • Increased “capacity” of certified firms as measured by bonding limits, size of jobs, profitability, etc.
      • Utilization of M/WBEs (to be determined by a future disparity study update).

 

 

  • Disparity Study Supplemental Recommendation: Focus outreach on agencies with low M/WBE utilization (pg.19)
    • Agencies with especially low M/WBE utilization should work with OMWBE to perform outreach to ensure minority- and women-owned firms have access to contracts. Agency staff will be the subject matter experts on the needs of their entity and what types of firms are needed for future opportunities. This will also help to overcome any inherent staff resistance to M/WBEs or small firms and increase the competitive pool for agency contracts.

Using Data

  • Disparity Study Recommendation A: Implement an Electronic Data Collection and Monitoring System for All State Agencies (pg.132)
    • Perhaps the most critical recommendation is to fully implement an electronic data collection and monitoring system for all State agencies. The ability to track M/ WBE participation at the highly detailed level of 6-digit NAICS codes for prime vendors and all subcontractors (not just certified firms) is the foundation for any efforts to increase opportunities. While some departments (WSDOT and DES, for example) have begun this process, others have not. This first step must occur to enable other program elements to be targeted to actual needs and barriers. Failure to do so will undermine all other remedial program initiatives.

 

  • Disparity Study Recommendation N: Develop Performance Measures for Successs (pg.139)
    • ​​​​​​​​​​​​​​The State should develop quantitative performance measures for certified firms and the overall success of its race- and gender-neutral approaches to evaluate their effectiveness in reducing the systemic barriers identified by this study. The availability estimates in this study can serve as aspirational targets for overall State contracting. Additional benchmarks might be:
      • Increased bidding by certified firms.
      • Increased prime contract awards to certified firms.
      • Increased diversity of the types of industries in which M/WBEs receive dollars (i.e., reduced market segregation).
      • Increased utilization by individual contract awarding authorities.
      • Increased “capacity” of certified firms as measured by bonding limits, size of jobs, profitability, etc.
      • Utilization of M/WBEs (to be determined by a future disparity study update).