Sunday, November 30, 2008

Are You Using the Most Efficient Procurement Path?

Once we have successfully worked with Government program and project managers to provide them with the IT-based solutions, do we provide them with the knowledge and the means to suggest to the contracting officials the preferable manner to use in acquiring the solution?

As we approach the end of the Federal Government’s fiscal year, there oftentimes is end-of-year money that is used to acquire needed contractor support services and/or products. Rarely do program people have in-depth knowledge of acquisition methods and procurement procedures. Why should they when they have a contracting shop that already possesses the essential knowledge for the execution of the contract?

Agency management and contracting officers have generally a keen awareness of the socio-economic goals that they are tasked with accomplishing. As the fiscal year closes, most oftentimes an agency must accelerate the money they spend and the contracts awarded to each of a series of set-aside categories. Hub Zone, Service-Disabled Veteran-Owned, Small Disadvantaged Business, and small business as well as a handful of additional set-aside categories need to be considered for awards in order to fulfill the Agency’s mission to meet the goals set forth in Public Law and Presidential Executive Orders.

The importance of informing your client of these set-aside categories can, at times, add greatly to the speed, simplicity, and effectiveness of the acquisition. For example, if your client requires a support service from you and there exists a mandate that this genre of service must go through the Agency’s Government Wide Acquisition Contract (GWAC). Generally, Agency sponsored GWAC’S are multi-award requiring competition among the GWAC prime contract holders. However, if you are part of, or aligned with, an 8(a) firm or a Service-Disabled Veteran-Owned Small Business, a speedy sole source acquisition may benefit all parties.

Agency management and contracting operations are always striving to meet their goals, so you invariably have “buy in” by some of the most important constituencies in the Agency – always a good thing, but of particular importance when you are attempting to greatly shorten the contracting cycle. Since this “buy in’ exists there should be little problem in exempting the “buy” from the mandated contracting vehicle, such as an Agency-sponsored GWAC.

Simultaneously serve the interests of your client, agency management and the contracting office by using one of the instruments described above. You can aid your client in obtaining quick, clean contracting methods while serving the goals of all parties to the transaction. All it takes is a little education by you for the client.

Friday, October 24, 2008

Myth: The Federal Government Market is only open to the big player.

The federal government is a lucrative market for all sized companies, larger or small. In fact, a significant portion of federal procurement dollars are statutorily mandated to achieve specific percentage goals based on the type of small and/or disadvantage business you qualify as. Small business procurement goals by type of business:
Goal: 23% of all prime contracts are set aside for small businesses.
Goal: 5% of all prime and subcontracts are set aside for women owned businesses.
Goal: 5% of all prime and subcontracts are set aside for small disadvantaged businesses.
Goal: 3% for HUBZone businesses.
Goal: 3% for Service disabled veteran owned businesses.
However, don’t expect business to be handed to you just because you fit into one or more of the categories above. Do your homework whether you plan to bid as a prime or subcontractor to one of the major systems integrators. If you are seeking subcontract opportunities and the procurement is in the pre-RFP stage, ask yourself how can my solution or offering solve a particular problem in the agency? Can my solution provide the prime contractor with a key discriminator to help them win the business?
If the contract is already awarded to a prime contractor, determine how your solution or offering can solve a specific problem the prime is facing. Does your solution bring value that can be translated into savings?
The bottom line is - know your customer. Solid past performance and knowledge and understanding of the agency and how your solution can solve a specific problem in the agency will put you on the road to success.

Friday, October 10, 2008

GSA Opens New Office

The JDS Marketing Group, an alliance partner specializing in GSA Schedule negotiation and administration services writes that GSA has opened a new office, The MAS Program Office, to oversee the Multiple Award Schedules (MAS) program. The MAS Program Offices' main responsibility will be developing and putting acquisition policy and guidance into practice regarding Multiple Award Schedules contracts. The office is intended to create, manage and implement ways in which to advance the Schedules program. According to GSA's deputy administrator, Barney Brasseux, "The new program office is a key accomplishment that will enhance our customers' ability to meet their mission critical requirements."

Establishment of the MAS Program Office will:

Provide a consistent, positive customer and industry experience
Provide uniform application of acquisition policy and guidelines
Develop strategic implementation guidance for key shared applications supporting the MAS Program
Serve as the single FAS focal point for MAS-wide critical issues and programs with key government stakeholders

Thursday, October 2, 2008

Back to Basics: Teaming Agreement Considerations

Virtually all small to moderate size businesses in the Government contracting arena will need to team with a larger entity on a not infrequent basis in order to obtain a place on many Federal IT contracts. More and more Government contract actions cover a larger slice of tasks in the information technology sector. So, to be included, presence on a team is a “must.”

Once you have made the connection with a large prime contractor and have essential agreement that your firm brings a portion of the required solution to the Government’s stated needs, you then need to carefully craft a teaming agreement that protects you and the work you intend to perform under a contract award. Too often, smaller firms simply join a team, hoping for the best once an award has been made to the prime contractor with whom you have teamed.

Specifically you must have some form of a work-share agreement as one of the provisions in you teaming agreement or subcontract. This means when requested tasks encompass those areas on which you have bid with the prime become available those tasks will either be awarded to you or you will have the right of “first refusal.”

The absence of these provisions is your teaming agreement relegates your firm to a position, on some occasions, of bidding against your prime contractor or other team members. The entire reason for your participation in a joint effort is for you to have “ownership” of those tasks that you were specifically asked to respond to and price.

Failure to obtain these “rights” has the potential to render your award as valueless. Do not forfeit these rights in the rush to simply be on a team with a major prime. Enter only into those agreements where is truly a “win-win” situation whereby both you and the prime contractor benefit from a task or delivery order that encompasses the solution set that your firm has bid.