1. Government Contracting
Getting to the Final Four!

2. Practice
And Study of the Game

3. Facts about Federal Contracting
The federal government is one of the largest single sources of US contracting opportunities for small businesses
Contracts exist for every item imaginable, from paper clips to armored tanks
The world’s largest buyer of goods and services is the Federal Government, with purchases totaling more than $500 billion per year.
Federal agencies are required to establish contracting goals, with at least 23 percent of all government buying targeted to small firms. 
Monitored by SBA through a network of PCRs

4. Prime Contracting Goals
23% of all prime contracts is to be set aside for small businesses
5% of all prime and subcontracts is to be set aside for small disadvantaged businesses
5% of all prime and subcontracts is to be set aside for woman-owned businesses
3% of all prime contracts is to be set aside for HUBZone small businesses
3% of all prime and subcontracts is to be set aside for to Service Disabled Veteran-Owned Small businesses

5. Contracting Officers
Receive requirement and review for ‘procurability,’ approvals, and appropriate funding.
Do market research to determine available vendor sources.
Based on market research, decide an acquisition strategy that conforms with Federal Laws and Regulations, specifically implement socio-economic programs, as required.
Build a solicitation that conforms to the acquisition strategy.
Solicit quotes/bids/proposal(s) from eligible vendors.
Evaluate/negotiate with vendors, resulting in selecting successful offeror/bidder.
Award and administer and, eventually, closeout the contract.
Maintain a close working relationships with their local SBA district offices

6. PCRs Procurement Center Representatives
SBA Procurement Center Representatives (PCRs) are generally located at Federal agencies and buying activities which have major contracting programs.
PCRs are responsible for reviewing all acquisitions not set-aside for small businesses to determine whether a set-aside is appropriate and to identify alternative strategies to maximize the participation of small businesses in the procurement.
(2) As early in the acquisition planning process as practicable, but no later than 30 days before the issuance of a solicitation, or prior to placing an order without a solicitation, the procuring activity must coordinate with the procuring activity's Small Business Specialist (SBS) when the acquisition strategy contemplates an acquisition meeting the dollar amounts in paragraph (b)(2)(i) of this section, unless the contract or order is entirely reserved or set-aside for small business concerns as authorized under the Small Business Act.

7. CMRs Commercial Marketing Representative
Commercial Market Representatives (CMRs) are SBA's subcontracting specialists. CMRs are responsible for:
Facilitating the matching of large prime contractors with small business concerns;
Counseling large prime contractors on their responsibilities to maximize subcontracting opportunities for small business concerns;
Instructing large prime contractors on identifying small business concerns by means of the SAM, SUB-Net, Business Matchmaking events, and other resources and tools;
Counseling small business concerns on how to market themselves to large prime contractors;
Maintaining a portfolio of large prime contractors and conducting Subcontracting Orientation and Assistance Reviews (SOARs). SOARs are conducted for the purpose of assisting prime contractors in understanding and complying with their small business subcontracting responsibilities, including developing subcontracting goals that reflect maximum practicable opportunity for small business; maintaining acceptable books and records; and periodically submitting reports to the Federal government; and
Conducting periodic reviews, including compliance reviews in accordance with paragraph (f) of this section.

8. Small Business Specialist
As early in the acquisition planning process as practicable, but no later than 30 days before the issuance of a solicitation, or prior to placing an order without a solicitation, the procuring activity must coordinate with the procuring activity's Small Business Specialist (SBS) when the acquisition strategy contemplates an acquisition meeting the dollar amounts in paragraph (b)(2)(i) of this section, unless the contract or order is entirely reserved or set-aside for small business concerns as authorized under the Small Business Act.

9. Offices of Small and Disadvantaged Business Utilization (OSDBU)
The goal of the OSBDU offices is to advocate for and manage the small business utilization programs for their organization.
The Director of the OSDBU - primary advocate responsible for promoting the maximum practicable use of small business within the Federal Acquisition process.
The OSDBU is tasked with ensuring that each Federal agency and their large prime vendors comply with federal laws, regulations, and policies to include small business concerns as sources for goods and services as prime contractors and subcontractors.
Federal OSDBU Offices/Small Business Specialists:

10. SBA - Resource Partners
PTACs- provide assistance to business firms in marketing products and services to the Federal, state and local governments available at no or nominal cost
Small Business Development Centers – provide one on one management assistance to SB; Women Business Centers: ewbc/index.html
SCORE - Get free & Confidential small business mentoring and advice (online and in-person mentoring) from Successful Business Advisors

11. Federal Contracting Procedures
In order to win federal contracts, you will want/need to become familiar with federal regulations
Federal Acquisition Regulations (FAR)
Subpart 8.4 – Federal Supply
Schedules
Part 12 – Commercial Items
Part 13 – Simplified Acquisitions
Part 14 – Sealed Bidding
Part 15 – Contracting by Negotiation
Part 19 – Small Business Programs
Defense Federal Acquisition Regulation Supplement (DFARS)
GSA’s Regulations:
Training available through SBA 7(j) training SBA.gov

12. Competition
Competitive Analysis

13. Market Research
Federal Agency Procurement Forecasts:
Federal Business Opportunities (FedBizOpps) (FBO) is the exclusive official source to identify federal contracts over $25,000 or
Federal Procurement Data System – Next Generation
Increased use of Sources Sought Notices in the FBO – Become familiar with and Respond to these notices. Pay attention to what specifically the agency is asking for in the notice.
Large contract awards and special notices (e.g., procurement conferences) are also publicized in the FBO.

14. FPDS - ezSearch Returns
Search on NAICS or DUNS numbers and returned numerous results.
Drill into the results to obtain more information.

17. Analyzing your Sweet Spot

18. Compliance and Content
Game Time
Compliance and Content

19. Keep it Moving and Improving!
Attend procurement conferences and business expos
Become a member in key associations
Attend Business Matchmaking events
Conduct routine SWOT analysis
Add details to DSBS your Dynamic Small Business Search profile (e.g., GSA schedule number, commercial customers, federal customers, special capabilities).
Attend training (e.g., Contracts administration, Project management, 7(j))

20. The Acquisition Lifecycle
Leads Q0 Q1 T3 B4 S Q2
Q0 Identification
Q1 Qualification
Q2 In Process Review / Develop.
T3 Finalize Capture Plan
B4 Proposal Development
S Submitted Proposal
(Post-Marketing Activity)

21. Compliance: The Key to It All
Three Rules for a solicitation
Read it…Read it…Read it!!!
Compliance to Proposal Instructions:
Section C, L, and M specifically
Sound Management Plan inclusive of your management structure and governance
Balance between their requirements and your win strategies
Focus on Your Discriminators, and Ghost if necessary
Low Risk, Efficient Solutions Win - The government is not signing up for your problems.
On-Time delivery

22. Uniform Contract Format
Part I--The Schedule
A Solicitation/contract form
B Supplies or services and prices/costs
C Description/specifications/work statement
D Packaging and marking
E Inspection and acceptance
F Deliveries or performance
G Contract administration data
H Special contract requirements

23. Uniform Contract Format (cont.)
Part II--Contract Clauses
I Contract clauses
Part III--List of Documents, Exhibits, and Other Attachments
J List of attachments
Part IV--Representations and Instructions
K Representations, certifications, and other statements of offerors
L Instructions to offerors
M Evaluation factors for award

24. Past Performance A New Dynamic Is in Play
Questionnaires Drive a Need for Client Relationship Management
Recent, Relevant and Tailored Approach
Ensure Evaluation Criteria are met
Review Section L (instructions) & Section M
Work completed in the last three years
Similar in scope, complexity and size
When asked to address problems, show
how company worked with the client to turn things around and deliver a successful project
With increased emphasis placed on past performance, we need to ensure we submit responsive and correct data
This is where the Evaluation Criteria is important
For Govt RFPs---need to ensure we review the Section L and M
Most Govt RFPs require the work was completed or is performed within the past 3 years
Also it is important to select relevant projects that are similar to the RFP SOW or PWS in scope, complexity and size
What does this mean? This is where we should highlight our capabilities and offer the proof (project details & tasks that were completed) to reflect how MTS can perform the required SOW/PWS tasks
If the projects selected, are not relevant & similar to the SOW/PWS requirements then a lower Past Performance rating may be given
PP Problems –
Many solicitations require us to address problems on the project. If you think about it, there are very, very few projects that don’t run into some type of issue. The Government realizes this. Most of the time they would like to see how we turned an issue or a client problem and made it into a positive. This means explaining the problem/issue and providing the details and proof on how it was handled or addressed in a positive way.

25. Key Resources / Responsibilities
Business Developer
Corporate or Division resource responsible for targeting, identifying and pursuing new business opportunities.
Capture Manager (CM)
From Corporate or Division; responsible for developing and implementing a winning strategy; Serves as the main focal point for the opportunity once a bid decision is rendered.
Proposal Manager or Proposal Coordinator (PM)
Assists the CM with coordinating, managing, editing, and formatting the proposal.
Solution Architects and Subject Matter Experts (SME)
Technical expert from the Division or a team used to write specific portions of a proposal who may be member.
These four key people are active participants in the various stages of winning business.
First is the Business Developer. This person is a corporate or Division resource who targets and identifies business opportunities and typically works these through a Bid Review #1.
Another Corporate or Division resource who is key to an opportunities life-cycle is the Capture Manager (CM). This individual is appointed early in the Business Development pursuit process once a target is identified and it is decided to pursue the opportunity. This is the individual who leads the pre/post RFP effort by developing the win strategy and in concert with the BD Manager, the Proposal Manager, and other company and team member stakeholders. The CM is the lead POC for the opportunity.
The Proposal Manager (PM) or a Proposal Coordinator if a PM isn’t assigned, assists the CM with coordinating, managing, editing, and formatting the proposal.
Last but not least are the Subject Matter Experts who write specific portions of a proposal. These SMEs may be a full time employee of an MTS Division, a subcontractor, or be a hired consultant by either MTS or a subcontractor.
All of these individuals share a common purpose in our efforts to win business: to develop a winning strategy and incorporate that strategy into a proposal.
This sounds simple, but as all of you know it is not an easy thing to do.
Coordinator for the proposal team
Works closely with the technical team
Studies RFP to ensure compliance
Leads Pink and Red Team Reviews
Coordinates with Proposal Editor
Conducts final review before submission to production

26. Proposal Review Process
Pink Team
Red Team
Gold Team
Develop
Draft
Update
Proposal
Finalize
Proposal
White Glove
In-process
Review(s)
As you can tell, reviews are meant to find faults in a proposal and as such are often misunderstood and dreaded by members of the Proposal Team unfamiliar with the role that these review teams play. Because resources are expended on developing a proposal, the need to ensure that what is submitted has the best chance to win becomes paramount.
By using all of the three levels of review at different stages of a proposal’s development cycle is a proven process that is successfully employed by every major corporation. However, there are many instances where time constraints or other factors will dictate using only one or two of these reviews. It is important to determine early on what reviews will be needed to ensure success and schedule the time needed to conduct them and make the subsequent repairs in order to meet the submission deadline.
Submit to Client

27. Source Selection – How It Works
Winning
Source Selection – How It Works

28. Source Selection
The objective of source selection is to select the proposal that represents the best value.
Ensure consistency among the solicitation requirements, notices to offerors, proposal preparation instructions, evaluation factors and subfactors, solicitation provisions or contract clauses, and data requirements;
Ensure that proposals are evaluated based solely on the factors and subfactors contained in the solicitation.

29. Competitive Range
Agencies shall evaluate all proposals in accordance with (a), and, if discussions are to be conducted, establish the competitive range.
Based on the ratings of each proposal against all evaluation criteria, the contracting officer shall establish a competitive range comprised of all of the most highly rated proposals, unless the range is further reduced for purposes of efficiency.
Provided the solicitation notifies offerors that the competitive range can be limited for purposes of efficiency (see (f)(4)), the contracting officer may limit the number of proposals in the competitive range to the greatest number that will permit an efficient competition among the most highly rated proposals (10 U.S.C (b)(4) and 41 U.S.C. 253b(d)). (

30. Proposal revisions
If an offeror’s proposal is eliminated or otherwise removed from the competitive range, no further revisions to that offeror’s proposal shall be accepted or considered.
The contracting officer may request or allow proposal revisions to clarify and document understandings reached during negotiations. At the conclusion of discussions, each offeror still in the competitive range shall be given an opportunity to submit a final proposal revision.
The contracting officer is required to establish a common cut-off date only for receipt of final proposal revisions.
Requests for final proposal revisions shall advise offerors that the final proposal revisions shall be in writing and that the Government intends to make award without obtaining further revisions.

31. Source Selection Decision
Based on a comparative assessment of proposals against all source selection criteria in the solicitation.
The source selection decision shall represent the SSA’s independent judgment.
The source selection decision shall be documented, and the documentation shall include the rationale for any business judgments and tradeoffs made or relied on by the SSA, including benefits associated with additional costs.
Although the rationale for the selection decision must be documented, that documentation need not quantify the tradeoffs that led to the decision

32. Conclusion
Know The Rules
Select Wisely
Do Your Homework
Compliance Is Everything
Source Selection FAR
Compliance

33. Questions and Answers