Results and Case Studies

Overall Performance Line

In the 17+ years that we have been developing and implementing our business model, our results have shown that the fundamental concepts and methods have applied to the projects and organizations in every industry that we've been invited to work with thus far. In fact, overall we maintain a 98% customer satisfaction rating of our processes. Here are some of our numbers →
  • 975+ Projects Procured
  • $4.7 Billion in Projects Procured
  • 9.5 / 10 Client Rating of Contractor/Vendor
  • 57% of the time the Best Value Vendor is the Lowest Cost
  • 41 Industries Where Our Model has been Tested
  • 1000+ Vendors in our Past Performance Database

University of Minnesota 2005 to Present

306  Projects procured and run using Best Value PIPS
$221M
  Total size of projects
99%  Percent of project completed without vendor cost increases
0.1%  Average contractor change order rate
51%  Percent of projects where Best Value was also lowest cost
9.6  Final post project close out rating of the PIPS
$42M  Total saved off their expected spend in construction (31%)

In 2005, the University of Minnesota Capital Planning and Project Management (CPPM) partnered with the PBSRG to increase the efficiency of the delivery of construction for the University's Twin Cities Campus. In 2007, after 2 years of testing, UMN-CPPM made the PIPS program a standard procurement option available on all projects. This decision was made in part due to the high performance results of the pilot program. A year later, the UMN-CPPM expanded the use of the program to include professional services (architectural, engineering, and consulting).

Client Testimonial:
"This is one of the most logical, streamlined, factually based processes that actually measures performance, that I have seen."
- Michael Perkins.


Recorded June 2011 on NCS iRadio

Arizona State University 2007 to Present

 
13  Projects procured and run using Best Value PIPS
$1.64B  Total size of projects
100%  Overall customer satisfaction with PIPS program
80%  Reduction In Client Management Requirements on Dining Service Project
$2.75M
  Annual Savings on IT Networking Project

In 2006, Arizona State University utilized the PIPS process on an $800 Million procurement for campus wide food service. This not only was the largest project procured using the PIPS process, but was one of the largest food service contracts in University history. Based on the success of the implementation, the University continued the use of the program on other non-construction areas, including: Recreational equipment services, Sports marketing services, and IT services. In 2008, ASU implemented the PIPS process on their first design and construction project.

Client Testimonial:
"The Best Value method literally took us through the process [of procuring the dining service contract] much more rapidly than we ever have done in the past. We’re talking weeks to do things that took months, and a couple months to do things that sometimes would've taken up to a year... I’m very grateful for the work that we're doing with Dr. Kashiwagi and the PBSRG."
- Ray Jensen, Assoc VP of Business Srvcs.


State of Idaho - Student Health Insurance Consortium (SHIP) 2009 to Present

$36M Total size of contract
4 Total number of colleges involved
27% Increase in financial performance
18% Increase in client satisfaction
22%
 Reduction in client effort
9% Reduction in vendor effort
Premium rates decreased while coverage increased

In 2009, the State of Idaho partnered with the PBSRG to test the PIPS process on the provision of a student health insurance consortium (SHIP) between Boise State University, Idaho State University, and Lewis-Clark State College. In 2010, Eastern Idaho Technical College joined the consortium. The performance of the SHIP program is being measured in terms of student satisfaction, university satisfaction, and program financials, and there has been significant improvements in each criteria since 2009 when the new program began.

Client Testimonial:
"Best Value is simplistic, systematic, and it holds everybody accountable. And it shifts risk to the right place…the vendor."
- Mark Little, State Purchasing Manager, State of Idaho

City of Peoria, AZ 2004 to 2010

63 Projects procured and run using Best Value PIPS
$500M Total size of projects
0.6% Overall change order rate (owner and vendor combined)
5.1% Overall schedule delay rate (owner and vendor combined)
9.0
 Average post project close out rating of PIPS (1-10)
9.4 Average post project close out rating of vendor (1-10)

In 2004, the City of Peoria, AZ implemented the PIPS Best Value process to determine if they could increase contractor performance and accountability from what was seen under the low-bid award process. The process was first tested on various types of construction projects using the design-build (DB) and construction manager at risk (CMAR) delivery methods. Due to the success of the initial projects, the City of Peoria expanded the use of PIPS to other areas of procurement, including: professional services, maintenance services, and other non-construction related services. The City has expressed very high satisfaction with the PIPS best-value program.

Client Testimonial:
"I searched  for several years to find tools to improve our project outcomes. Most tools added layers of management and costs to the process with the same outcomes, over budget and extended schedules. The Best Value process stripped away all but the necessary elements, creating an environment for successful project outcomes."
- Herman Koebergen, Fleet Manager (Former Materials Manager), City of Peoria

State of Hawaii & University of Hawaii1997 to 2002

235 Projects procured and run using Best Value PIPS
$63.6M Total size of projects
100% Percent of projects that were completed on time
100% Percent of projects that were completed within budget
0%
 Contractor change order rate
9.6 Average post project close out rating of vendor (1-10)
10 Average post project close out rating of PIPS (1-10)

In 1997, the State of Hawaii, Department of Accounting and General Services (DAGS), began implementing the PIPS process. Tired of the complaints they received on the traditional low-bid projects, DAGS was looking to increase the performance of their outsourced projects without spending more money. The initial pilot program was setup to test the PIPS process on roofing and painting projects. Soon the research expanded to mechanical, electrical, and renovation projects, and grew into a four-year program that generated a great amount of success for the State. In 2000, the University of Hawaii begin implementing PIPS on a similar set of projects, yielding similarly high results. The research conducted at the University and the State was the longest running PIPS program at its time.

Client Testimonial:
"Best Value promotes a partnering "win-win" scenario between the owner and the contractor... It reduces procurement time; it reduces risk to the owner, and it allows contractors to perform to the best of their abilities... The biggest difference with Best Value is that I could pretty much predict the final results of the projects. I was very confident that I would have a good product."
- Charles Serikawa, Assistant Director of Facilities Management, University of Hawaii (Retired)