10 Steps to Crafting an Effective RFP
These ten steps will ensure you craft an RFP that puts you in the best position to achieve your goals.
Using a consultant if you don't think your organization is experienced enough can help you get the best RFP.
Purchasing a security service is a complex process. Arguably the most important part of that process is creating your request for proposal (RFP).
While acknowledging that every organization’s goals are different, these ten steps will help you get the most out of your RFP.
RELATED: How the Right RFP Can Ensure the Program You Buy Is the Program You Get
1. Use a consultant to help craft the RFP and vet security providers if the experience is not in your organization today.
2. Use your peer group to ascertain their successes or failures with security providers.
3. Use logic. If it sounds too good to be true, it usually is. Stop throwing out the lowest bid and the highest bid, and do your due diligence.
4. Visit the supplier’s local office to see their training facility and interview their recruiters and staff.
5. Visit your top two suppliers’ top two or three customer sites unescorted and unannounced.
6. Ask for sample RFPs where experienced-based prerequisites have been applied to the workforce.
7. Set the appropriate wage plan, benefit plans and training requirements.
8. Set appropriate measurements for success beyond compliance-based key performance indicators (KPIs).
9. Specify a progressive training program that includes pre-assignment, post assignment and continuing learning at quarterly intervals that is paid at full wage and is billed as incurred to you. Invest in your vendor’s program and your vendor’s staff.
10. Use your constituency for feedback and surveys regarding their expectations for the appearance, feeling of safety and security, helpfulness, response, competency and level of interaction with the security or public safety workforce. Allow this feedback to influence the requirements you include in your RFP. Seriously consider including performance based incentives and disincentives in your contract, but don’t make it a negative only. Also include positive incentives to motivate the provider and allow them to earn more for better than expected performance.
Drew Levine is president of G4S Secure Solutions North America. For more information on G4S, visit www.G4S.us
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