Board of Water and Light Issues Marketing RFP
The Business Development and Marketing Department of the Lansing Board of Water and Light (BWL) is soliciting proposals for consulting services to perform a GAP Analysis with respect to its business development and key account engagement targeting commercial industrial customers.
The Board of Water and Light (BWL) was founded in 1885 and is the largest municipally owned electric utility in Michigan and among the 30 largest in the United States. An eight-member Board of Commissioners appointed by the mayor and confirmed by the Lansing City Council governs the BWL.
The BWL employs approximately 725 bargaining and non-bargaining employees. The bargaining unit employees are represented by the International Brotherhood of Electrical workers (IBEW) local 352.
The BWL owns and operates:
(a) an electric system, which generates, purchases and distributes electric power and energy, and provides electric service to approximately 96,000 residential, commercial, and industrial customers in the greater Lansing, Michigan area;
(b) water wells, a raw water transmission system, water conditioning facilities, and an extensive water distribution system serving potable water to approximately 55,000 residential, commercial, and industrial customers in the greater Lansing area;
(c) steam generation boilers, a steam transmission and distribution system serving approximately 164 customers, and a chilled water facility and distribution piping system serving 19 customers in the city of Lansing.
The BWL’s total operating revenue for fiscal 2018 was $353,082,925.
Scope of Work:
The Work must adhere to the following drawings and specifications/Scope of Work (“Specifications”).
SECTION I – BACKGROUND
The Lansing Board of Water & Light (BWL) is currently in the final year of implementing the goals of the BWL 2016-2020 Strategic Plan and has begun to develop the next strategic plan to guide the organization forward. To continue the success as a leader in the utility industry BWL has established a Business Development & Marketing department comprised of Business Development, Key Accounts, and Marketing with the primary goal of providing long-term value to the BWL from customers, markets, and relationships. To ensure we successfully meet this expectation, it was determined that a GAP Analysis should be performed. The GAP Analysis should determine the framework for the department to maximize its potential by providing its current state, desired state, and a comprehensive plan to close the gap including necessary resources, aligning actual performance with best business practices, develop strategic plans, and overall growth prospects.
SECTION I – Objective
The objective of the GAP Analysis is to evaluate the current condition and capabilities of BWL business development and key accounts; and also recommend an Action Plan based on best business practices and utility trends to transform the department to a modern industry leading organization. Recommendation should also include insight in terms of what marketing activities generally take place within the department and organization as a whole, assuming little to no corporate strategy is currently in place.
SECTION II – Statement of Work
The consultant will perform the following services and provide associated deliverables.
1. Current State Assessment:
a. Identify attributes BWL Business Development and Key Accounts.
b. List and summarize quantitative and qualitative attributes with an emphasis on those to improve.
The deliverable report should be a comprehensive and specific description of the list of current state attributes both quantitative and qualitative with an emphasis on identifying opportunities.
2. Future State Assessment:
a. Identify the desired attributes of BWL Business Development and Key Accounts.
b. List and summarize quantitative and qualitative attributes of the ideal BWL Business Development and Key Accounts with an emphasis on best business practices.
The deliverable report should include detailed content of the ideal future state of the BWL’s business development and key accounts endeavors based on best business practices; including a summary of findings.
3. GAP Identification:
a. Compare current state and future state attributes and provide a GAP template.
b. Identify and describe the factors responsible for the GAP between current and future state.
Provide a GAP Analysis template listing all idealized attributes as they correspond to the current state. The deliverable report should be a detailed and specific description of all elements and factors responsible for the gap between the current and future state of BWL’s business development and key account initiatives.
4. GAP Solutions
a. List all possible solutions for bridging the gap between current and future state.
b. Provide a GAP Action Plan
The list of solutions should not only be measures to improve processes but should be specific and measurable and directly address the factors responsible for the gap. The solutions may include but are not limited to human and technology resources, interdependent department support from other departments within the BWL, business process models, customer engagement, internal and external future state interaction models, outcome measurements, and strategic plans.
Recommend an Action Plan to implement the gap solutions that includes detailed actions to take for the BWL Business Development & Marketing Department to achieve the desired future state. The GAP Action Plan should be specific, action oriented, and time bound.
SECTION III – Proposal
Proposal must include the following:
A. Stages and a schedule for the completion and cost associated with each stage
B. Dedicated Resources and team to perform work
C. Resources and support needed from the BWL
D. A variety of price/package options to be considered during final project scoping
November 8, 2019
Tad Miller, CPSM
(517) 702-6042 Fax