How to Choose Your Past Performances

When writing government proposals, whether for a competitive solicitation or a GSA Schedule, your company will almost always need to provide past performance references as a way of allowing the issuing agency to hear how well you performed under a previous contract with another client.

Think of past performance as a way to write your company's resume for the government. When writing a resume, you want the information you provide to be, above all else, recent and relevant to the opportunity and solicitation requirements.

Before putting together past performance, it is helpful to make a past performance Excel spreadsheet. In each column, write a task outlined in the RFP's SOW. Make extra columns to list other factors such as whether or not the contract was with the same agency that issued the RFP and whether or not you received any awards or recognition.

Then make a row for each of your previous contracts. Check off the boxes that correspond to columns showing tasks that are the same as, or comparable to, ones performed under the contract in that row. This exercise will help you visualize which past performances best fit the work required by the RFP.

In order to choose which references to cite, identify which past performance references from your Excel spreadsheet best represent the following ranking of the most important aspects of past performance:

1. Your company has experience performing all or most of the tasks cited in the Statement of Work
2. Your previous contracts were performed in a size and revenue scope similar to that outlined in the RFP
3. If possible, you have had previous contracts with that agency or another agency of similar mission and size

Most importantly, even if you have identified many excellent potential references, your proposal must still be compliant-meaning you must not go over the number of past performances allotted in the RFP.

Last but not least, once you have selected your past performance references, call the points of contact to make sure the telephone number, e-mail address, and fax number you have for them is correct. Give these previous clients a heads up that you've listed them as references and provide them with a short synopsis of the contract you're bidding on. You want them to be able to speak as intelligently about you as possible.

Remember: writing past performance is like writing a resume for the government-you always want to put your best foot forward.

Think Business Magazine May 2009 Issue

"The Bid-No Bid Process An Overlooked, But Important Sales Process Tool." We wrote our May 2009 Think Business Magazine article on a business function that is well known by government contractors. For many companies it may not have formalized policies and procedures. Solid Bid/No Bid decisions can be the difference between winning and spending money on an unwinnable effort.

The article is available online at http://content.yudu.com/A17o3o/TBM-MAY-09/resources/26.htm.

Think Business Magazine June 2009 Issue

Planning is an important phase of government contracting. The bulk of the Federal Government spending is done during the 4th quarter of the fiscal year (July through September).

Check out our article "Preparing for the Government Fiscal Year 4th Quarter Spending" in the June issue of Think Business Magazine. We talk about the need to plan for growth BEFORE a contract is awarded.

It's available online at http://content.yudu.com/A18b0y/TBM-JUN-09/resources/26.htm.

Molly & Diana's Speaking Engagements for May

The passing of the Stimulus bill and the finalizing of the federal government budget have had numerous positive effects on the government contracting community. Money is now available so projects are moving forward, solicitations are being released, and contracts are being awarded. It’s amazing because not too long ago, many companies were suffering. These same companies now have opportunities to ensure growth, some at a faster pace than anticipated. Planning is essential to ensure the company is able to take advantage of potential opportunities, and also ensure growth does not implode the company.

Molly Gimmel and Diana Dibble Kurcfeld are speaking on a variety of topics that will help your company. We hope that you’ll be able to attend one or all of the events.

GSA Schedules - May 12, 2009

Molly is speaking on GSA Schedules at the National Association of Women Business Owners (NAWBO) GovCon Special Interest Group (SIG) meeting on Tuesday May 12^th. She will be speaking about getting a GSA Schedule - what you need to know before and while you submit, and administering the contracts after award. For more information, go to: www.nawbodc.org and click events.

Strategic Alliances - May 14, 2009

Diana is speaking on Strategic Alliances and how they can make your company more marketable and save money. This Women Presidents’ Organization (www.womenpresidentsorg.com) event is hosted by Shulman, Rogers, Gandal, Pordy & Ecker. Ira Hoffman, Of Counsel at Shulman Rogers, will be speaking about avoiding legal pitfalls of strategic alliances. The event will be help on Thursday May 14^th from 8:30 to 11:00 am at Shulman Rogers office (11921 Rockville Pike, 4th Floor, Rockville, Maryland 20852). To register for this event, please email dcadmin@womenpresidentsorg.com with your name, company name, email address, and date of the event. If you have questions, please contact Liza Avruch at DCadmin@womenpresidentsorg.com or 202-626-8773.

Infrastructure - May 19, 2009

Diana is teaming up with Rose Financial Services to talk about infrastructure. The seminar is called Accounting Infrastructure for Government Contractors – What You Need to Know Before You Win the Contract. Rose Financial Services will be speaking on the financial topics. Diana will be speaking on how to translate this infrastructure into the company’s marketing and proposal efforts. The event is Tuesday May 19^th from 8 am to 9:30 am at Rose Financial Services office: 2 Research Pl Suite 300, Rockville, MD 20850. For more information and to register for the event, contact Lauri Rodich at (301) 527-1130 ext 203 or lauri.rodich@rosefinancial.com.

Respond to Lauri by COB on 5/15/09. This is a free event.

Capture Management –Between the Sales and Proposal Development Processes

Relationships are a well known part of the sales process. Sales personnel set up meetings and attend industry events to develop relationships with potential customers and refine relationships with existing customers. Many companies start their proposal when the solicitation is released; however savvy companies know the capture management and proposal processes start when they target an opportunity. Capture management activities function as the bridge between sales and proposal development. It is all tied together with the end goal of being awarded the contract. Government contracting does not occur in a vacuum. You will not be awarded a contract simply because you’re a small, 8(a), HUBZone, or Service-Disabled Veteran-Owned (SDVOSB), or woman-owned business. They can’t award it simply because they like you and want to do business with you. They can award it to you if you submit at the very least a compliant proposal and show that you offer the best value solution or product. That’s how you win business and the only way to be successful is to start early, e.g., when the sales process starts.

The sales staff is responsible for chasing down and then vetting potential opportunities. Once a viable opportunity is identified by the sales/marketing person, the company should name an individual to function as the capture manager. Depending on how the company is organized, they may or may not be the same person. We recommend it be someone other than sales staff. Sales personnel need to be feeding the pipeline, not working on proposal-related activities.

The capture manager works in conjunction with the sales staff, although it is the capture manager’s responsibility to ensure that the opportunity is won. The capture manager uses the information gathered during the sales process to create a bid strategy, develop win themes and discriminators, identify potential teaming partners, address potential weaknesses, and ensure the proposal is compliant and submitted on time. Many times, the proposal manager also functions as the capture manager and works with the sales staff to stay up-to-date what is going on in the industry and at the agency.

The capture management activities are especially important when the company is the incumbent on a recompete. The capture manager, along with the sales staff, can uncover useful information to be included or addressed in their proposal. For instance, if you’re an incumbent, you sometimes have a better chance of losing the recompete than winning it? Why? Because you failed to realize that incumbent contracts have to also be included in your sales process. Incumbents often fail to treat existing customers the same way they woo potential customers. This is a never-ending process. Also, incumbents often minimize contract issues that are important to the customer. If you are effectively managing a contract, nothing will come as an unexpected surprise during the proposal process. However, companies often find out during the debrief after a loss that the customer was unhappy with their performance. Meeting with and calling project references should be a standard capture management process. If you have problems, then get them fixed prior to the proposal submission. The same process is used to uncover a company’s weaknesses when their contract is being recompeted.

The proposal may be viewed as the last stage of the sales process, but it really isn’t. It is a continuation of the sales process for the current opportunity and also the precursor to the beginning of the sales process for the new contract once it is awarded. In truth, the sales process never stops. Company are selling to secure new contracts and incumbent contractors are selling to their existing customers so competitors don’t have an advantage during the recompete.

Diana Dibble Kurcfeld is Speaking at this Must Attend Event

Contracting with the Federal Government is on everyone's mind because they are one of the few customers who is still buying during the economic downturn. With the Stimulus bill passed, there is even more interest and opportunities. D2DInc has been working diligently to ensure our clients are up-to-date on the federal contracting environment, and as a result Diana Dibble Kurcfeld, D2DInc's President & Co-Founder, has been asked to speak at a breakfast event called: "Capturing Government Business - Winning Contracts & Navigating Stimulus Dollars." Diana will be on a 3 person panel that also includes Anthony (Tony) Bell: Chief, Small Business Office, and Associate Director, Small Business Programs at the US Army Corps of Engineers (USACE) and Gerald Boyd, Jr.: President/CEO of DB Consulting Group, Inc a Silver Spring, MD-based professional consulting firm. This will be a great event with information on federal government contracting, as well as networking opportunities. Information on the event is included below. Registration is already filling up, so if you're interested in attending, don't wait to respond.

Capturing Government Business
Winning Contracts & Navigating Stimulus Dollars

Event Description
During this down economy, the government is a steady source of new business opportunities. But how do you get your piece of the stimulus pie? Whether you are diversifying your commercial business or you want to increase your current federal business, come hear from the federal government and successful contractors on what it takes to get your share. Discuss proven business development strategies over breakfast.

For more information and to register visit www.govcontractingevents.com.

Stimulus Packages Changes COBRA Requirements

Our accountant, Glen Todd of Glen Todd & Company PC, sent me a very interesting email. He forwarded what he considered a really good synopsis by McKenna Long & Aldridge LLP of a very serious provision of the Stimulus Act. On February 18, 2009, McKenna Long sent out a Corporate Advisory entitled “Employers Required to Front COBRA Costs Beginning March 1, 2009.” According to the information they provided, there is a section in the Stimulus Act that relates to the COBRA subsidy. The Act changes the COBRA requirements for businesses. Previously, only companies with 20 or more employees were required to provide COBRA to eligible terminated employees. Now, each state will dictate the company size where COBRA requirements kick in – in Maryland, where we're headquartered, it is 2 employees.

The other big issue with the change is that the Act requires the employers to pay 65% of the premiums for the COBRA-covered employees for up to nine months, where previously the employee paid 100%. The employer will be reimbursed by the government later in the form of tax credits, or a direct reimbursement if the company’s tax liability doesn’t cover the premium cost. This could cause huge problems to small businesses who can’t afford to pay the 65% premium for employees who are no longer working for them.

In a nutshell, the McKenna Long newsletter says “If you sponsor a group health plan, you must act quickly to implement the new requirements by March 1, 2009 (or earlier where coverage terminates before the end of the month, e.g., on date of termination of employment).” Note: McKenna Long’s newsletter states that their information is “only a summary of portions of the Stimulus Act.” They recommend contacting them or your own attorney for more information about the subsidized premiums for continuation coverage and assistance in revising your forms.” For more information on McKenna Long, visit http://www.mckennalong.com.

I read the information and my blood ran cold. The implications and impact on small businesses probably will be extreme. With the cost of health insurance already being high, am I being expected to front the 65% of the monthly continuation costs for an employee that no longer works for me? Imagine laying off employees because you can't pay them and then having to pay their COBRA coverage. It doesn't make sense. I thought the Stimulus Act was supposed to help small businesses. The financial impact will affect how and if companies offer health plans to their employees and may result in companies cancelling the plans they already offer.

The newsletter continues saying “the company must subsidize both the cost of COBRA continuation coverage and state-mandated health continuation coverage (collectively referred to in this alert as “COBRA”) elected by the Eligible Individual. McKenna Long indicated the definition of eligible individual as “any employee who is involuntarily terminated between September 1, 2008 and December 31, 2009 (employees terminated for gross misconduct or voluntarily terminating are not eligible); and the employee’s spouse and dependents.”

To help determine if a company is subject to State mandates, McKenna Long provided this link to COBRA Continuation Coverage for Small Firm Employees (http://www.statehealthfacts.org/comparemapdetail.jsp?ind=357&cat=7&sub=88&yr=18&typ=5&cha=586).

Their newsletter has a list of 12 bullets with action items and 4 key dates beginning on March 1 and ending on April 30, 2009. This is not a lot of time to review the provision, make decisions and implement a plan to address the new requirements.

Since this is an overview, there is probably information that the McKenna Long newsletter does not address. To make good decisions, I need to find out how this will specifically impact my business. My first calls on Monday morning were to our insurance broker, accountant and attorney so I understand the financial, legal and paperwork implications of this provision. My recommendation to other small business is do the same.

Are You Ready to Date the Government?

With the recent passage of the Stimulus package, a lot of companies previously uninterested in federal government contracting are now looking to get in, particularly since the commercial market is still slow. But are you ready to be a government contractor? It is a time consuming endeavor that needs proper preparation and an understanding of the environment.

We often use the analogy of dating in context of government contracting. Dating is social activity performed with the aim of assessing another's suitability for a relationship. Successful businesses cultivate long-term, mutually beneficial relationships - ergo, they date their clients and customers. They put their best foot forward and present their benefits as a long term partner. Before entering into or expanding a relationship with the government, management should determine if they are ready to "date the government."

Steering a company into a new market always requires careful consideration and the government sector is no different. Companies who want to enter into government contracting or ways to expand current business lines should examine the qualities they bring to the table. Think of your clients and services in four quadrants:

Quadrant 1: providing current products/services to existing clients/customers
Quadrant 2: providing current products/services to new clients/customers -- a good way to expand your client base.
Quadrant 3: providing new products/services to existing clients/customers -- a good way to expand your business lines.
Quadrant 4: providing new products/services to new clients/customers -- high risk because you have an unproven product/serice that you are marketing to potential clients you have never worked with. You do not want to be in the fourth quadrant.

Next ask yourself "do the qualities I have (e.g., your products and/or services) interest my prospective date (e.g., the government)?" Here are a few basic items to consider when considering whether to date the government:

• Strategic Planning-You want to date someone with whom you have something in common and you won't know that unless you have done your homework. Knowing your partner in advance improves your ability to create and sustain a successful relationship. Developing a well-researched strategic plan for entering the government space serves the same purpose. Strategic planning provides the information necessary to identify the right agencies for a company to pursue and to implement focused business development and marketing efforts.

• Accessibility & Visibility-Being visible and accessible is a must in any relationship. Cultivating a relationship with the government is difficult if you can't be found and/or don't have the proper contracting vehicles in place. Being on the right contracting vehicles allows government customers to find you and provides access to your goods and/or services.

• Contract Administration-Every successful relationship has ground rules that each party must understand and agree to follow. Government contractors must understand the policies and regulations governing the government contracting arena, as spelled out in the Federal Acquisition Regulation (FAR) and agency supplements. A company's ability or inability to adhere to these rules can dictate if it can operate in the government arena and which government opportunities it can pursue.

• Personnel-Relationships are all about finding the right match. Government contracts often require contractors to provide specific personnel for a given contract. If your company does not have the personnel required by the government for the goods and/or services it provides, you may not be the right match. Or you may need to develop a plan for hiring the right personnel for each contract awarded.

While many commercial sectors face an uncertain future, more and more business owners are looking to the stability of government contracting as a way to grow their business. If you're looking to get into or expand your government offerings, be sure to do so with a critical eye and be able to answer "Yes - I would want to date me."

Mentor-Protégé Relationships

Adapted from the D2DInc e-Newsletter

A Mentor-Protégé relationship can be mutually beneficial to large and small businesses because it expands the resources and opportunities available to small businesses and provides a unique tutoring experience to large companies and establishes a reliable relationship with the small business. A Mentor-Protégé relationship can help improve the performance of small businesses on contracts and subcontracts with government agencies.

Mentor-protégé agreements can be mutually beneficial as long as both parties are clear on the objectives of the relationship. Each agency has its own Mentor-Protégé program with its own requirements, but generally the mentor company must hold a prime contract with that agency in order to participate in the program. Agencies require the execution of a formal agreement between the parties that spell out the expectations for and benefits to each party. These could include teaming and subcontracting opportunities, training, assistance in raising capital, program management, process development, ownership resulting from the relationship, and others as agreed upon by the parties. Some agencies allow a mentor to have more than one protégé, but most do not allow the protégé to have more than one mentor; although companies may have different mentors through different Agency programs.

The Small Business Administration (SBA) manages a unique Mentor-Protégé program that is designed to allow companies to serve as a mentor to 8(a)-certified small business protégés. In order to enter into a SBA-approved Mentor-Protégé agreement, the mentor and protégé must have a written agreement and also meet certain requirements in order for SBA to accept them into the Mentor-Protégé program. Mentors have their own requirements, but to qualify, the protégé must be:

1. a) in the developmental stage of the 8(a) Business Development program OR b) never have received an 8(a) contract OR c) must be less than half the size of a small business, as defined by the SBA, based on its primary Standard Industrial Classification code
2. In good standing in the 8(a) Business Development program
3. Current with all 8(a) reporting requirements

What is unique about the SBA program is that once the mentor-protégé agreement is approved, the companies may form a Joint Venture (JV) to pursue Federal government contracts with any agency, and the JV is considered to be a small business, provided the protégé qualifies as small for the procurement (and if an 8(a) sole source procurement, has not met the dollar limit). Without a SBA-approved agreement, the size of a JV is determined by taking the aggregate of the sizes of the two companies. This is a benefit because it allows the 8(a) to use their mentor's experience and relationship to pursue work jointly as a small business prime.

8(a) firms should contact their Business Opportunity Specialist to determine if their company and a prospective counterpart qualify for the SBA Mentor-Protégé program. Additional information is also available on SBA's website (www.sba.gov).

Great Event on Surviving in this Economy

So as I mentioned in my tweet on 2/3/09, I went to a really great event called "Succeeding as a Government Contractor in a Challenging Economy" hosted by Shulman Rogers Gandal Pordy & Ecker, PA. The presenters included Ira Hoffman and Jacob Ginsberg (both attorneys with the firm), Brad Wood (Sr. VP of Commercial Banking for The Columbia Bank), and James Scott, Jr. (a Principal with accounting firm Penan & Scott, PC). Usually I go to these events and have to "gently" correct the speakers because they misrepresent something about federal government contracting. But I have to tell you, I was impressed with the speakers and their presentations.

Ira presented first and covered information pertaining to the Stimulus Package. He gave examples of where the money was going and what areas contractors should consider targeting. He also discussed other topics relating to set-aside designations and the GAO ruling on the "rule of two." One interesting thing he pointed out you should note is per a GAO ruling, HUBZones get preferential treatment to SDVOs (if you don't know what these are then you probably aren't one). There is such a push for SDVOSBs that people forget this is the case. There were SDVOs in the room so I’m sure this caught their attention.

Brad spoke next and provided good insight to the participants on the banking relationship and its nuances. I think most companies discount the importance of a well established banking relationship. They know they need a good one, but don’t know how to develop it. Or in most cases, they only contact the bank when they need something (like a loan) instead of cultivating a partnership than grows more solid over time. I can speak to the benefits of this because we have a great relationship with our bank. Anyway, we all know that we should choose a bank that offers us the services we need.

What Brad emphasized was the need to find a bank that is suited to our business. For instance, the business owner should ask the bank what level of expertise is in the bank and what they understand about your particular industry. For instance, my commercial business is very cyclical and we had to teach our banker about our business and the industry so he could discuss specifics when he presented our loan package. You should ask who you will be working with on a daily basis and very important – ask about the bank’s processes for reviewing loans. Brad also stressed the importance of documentation and your financials. You need to make sure everything is kept up-to-date and is readily available to the bank upon request. As an aside, my personal suggestion is to scan documents such as your corporate documents (Articles of Incorporation, By-laws, etc); your company taxes and owner’s personal taxes for at least the previous three years; government certifications; annual reports (P&L and balance sheet); and any other relevant papers so you can email them over quickly. Bottom line is you have to show that you are a good credit risk and the bank should give you the resources you need to grow.

Jim’s presentation tied in nicely to Brad’s since both firms deal with the financial side of companies. Jim was on point when he said that cash flow and profitability are key, and they are. He talked how the company needs to understand the numbers, particularly since there is legal language in loan documents that pertain to the company’s financials. He also stressed the need for the company to implement a good accounting system that can support government contracts, and institute good internal controls (thank you Jim – we say this to people all the time!). He also stressed that companies need to make sure they are working with a qualified accountant and not Uncle Joe who thinks he can be the company accountant since took math in high school back in 1939 (OK I embellished what he said, but you get the point). Anyway, I’m sure there were people in attendance related previously on a subconscious level, but left with a different appreciation of the situation and its importance. I would not be surprised if several accountants got calls yesterday afternoon.

Jacob spoke last. His job is related to the loans the bank makes. He provided a checklist to participants so we could see what documents are needed related to the loan package. He suggested that companies get a legal review of all loan documents. I would bet you that there were companies in there who have gotten loans without counsel reviewing the specifics, but it makes sense that they would just sign the papers. Why? Because most companies believe they will pay the loan on-time and none of the provisions would be invoked. Well this ties in with Jim’s points. The loan documents contain provisions that relate to the companies ratios (debt to equity, etc.). If you don’t know the benchmarks and aren’t staying up-to-date on your financials you could get the loan called in even if you’re paying on time. Not a good situation.

Like I said, this was a great event that provided helpful information to a pack room of attendees. I’m looking forward to the next event they host!

Stimulus Package Small Business Goals

The stimulus package talks about helping small business, but doesn't contain any numbers or goals. Small business esneed to be proactive to ensure that there are measurable goals included in the language. Small businesses should contact the Senate Small Business Committee and ask them to adopt the government-wide goals that currently exist and include the language in the stimulus package. The Senate Small Business Committee Chair is Senator Mary Landrieu. The Committee phone number is (202) 224-5175.

On Point Washington Technology Article

In case you missed it, Matthew Weigelt wrote a really good article on the Obama administration and how it can benefit small businesses. It's an interesting article because he not only talks about the new opportunities that could come for veteran-owned and woman-owned businesses, but also discusses the potential negative impact to Alaska Native Corporations (ANCs). His article appears in the January 2009 issue of Washington Technology or can be found on line at http://washingtontechnology.com/articles/2009/01/12/winners-and-one-possible-loser.aspx.

It's a well rounded article and I particularly like the attention Mr. Weigelt paid to the woman-owned business contracting program. We've been hearing for years about how this program is supposed to go into effect. We'll see if the Mr. Obama and his SBA Administrator nominee, Karen Mills, will be able to implement a program that makes sense and doesn't lock out the majority of woman-owned businesses.

Molly Gimmel to Speak at NAPAW Annual Conference

Molly Gimmel, D2DInc's co-founder and Executive Vice President, was invited to speak at the 18th Annual Conference of the National Association of Professional Asian-American Women (NAPAW). The conference is April 14-15, 2009 and will be held at the Centers for Medicare & Medicaid Services (CMS) in Baltimore, MD. This year's conference theme is "You Can Make A Difference" and focuses on helping small businesses learn about doing business with federal, state, and local government agencies. Molly will be speaking on the topics of GSA Schedules and government contract pricing. The conference is open to all - not just Asian Americans. For more information, contact napaw@comcast.net or go to http://www.seiservices.com/NAPAW to register.

New Contractor Ethics Requirements

From D2DInc's January 2009 e-Newsletter

On December 12, 2008, new contractor ethics requirements went into effect that apply to all government contracts over $5 Million or with a period of performance longer than 90 days. These requirements are laid out in FAR 52.203-13 and have three parts:

1. An ongoing business ethics awareness and compliance program
2. An internal control system
3. Mandatory disclosure of violations

Ongoing Business Ethics Awareness and Compliance Program
All businesses must develop a written code of ethics and conduct, and distribute a copy of that code to all employees involved in the company’s government contracts. In addition, the contractor must conduct training so that all employees, subcontractors, and other relevant parties are educated on the company’s ethics awareness and compliance program.

Internal Control System
Businesses must develop an internal control system to establish procedures to “facilitate timely discovery of improper conduct in connection with government contracts; and ensure corrective measures are promptly instituted and carried out.” This means that companies must document:

• who is responsible for oversight of the corporate ethics awareness and compliance program;
• what resources are assigned to that person to ensure that the program is effective;
• the company’s procedures for detecting criminal conduct;
• establishment of an internal reporting mechanism, such as a hotline, for employees to report suspected violations; and,
• disciplinary actions to be taken against violators.

Mandatory Disclosure of Violations
Companies must disclose, in writing, to the agency Office of the Inspector General (OIG), with a copy to the Contracting Officer, whenever it has credible evidence that a principal, employee, agent, or subcontractor has committed a violation of Federal criminal law or the False Claims Act in connection with the award, performance, or closeout of the contract or any associated subcontract. Examples of violations that must be disclosed could involve fraud, conflict of interest, bribery, or gratuity regulations.

We’ve already seen a few RFPs that specifically ask if the bidder has an ethics program and conducts ethics training, and we expect this to be included in most services RFPs going forward. If you need help developing a program that complies with these new requirements, contact Molly Gimmel at (301) 657-4440.

2009 & Federal Government Contracting

We have been getting a lot of questions about federal government contracting in 2009 and contracting during the Obama administration coming in later this month. So we decided to pass on our insights and recommendations to our blog's readers.

One thing President-elect Obama has promised is change. But what does that mean? Does this mean less government spending? That is yet to be seen. In the interim, we're still operating off of President Bush's last budget, however the Obama team has already sent in advance people to meet with agency personnel. Will opportunities in the hopper be canceled? We won't know until the new administration is in place. What it does mean is companies have to ramp up their marketing efforts and get in front of opportunities BEFORE they hit the streets.

D2DInc works with companies to help them win and management government contracts. We see a direct correlation between a company's ability to win a contract and the amount of advance work they do. The time to get started on a proposal is before the opportunity is in the procurement phase. This is easier said than done. Companies must retrain themselves on how and which government procurements they pursue.

We recommend the following activities.

* Look at your products and services and make sure that what you sell is in line with what the government purchases.

* Review and update your marketing plans quarterly.

* Identify your potential customers, opportunities, competition and teaming partners. Budgets change -- do you know where the money is?

* Attend agency industry days and conferences. Knowledge is powerful, but relationships are essential. People buy from companies that know and trust. A proposal submission isn't the time to introduce yourself to your potential customer.

* Provide training to the personnel who will be working on proposals -- before the RFP is released. This way they know what to expect, how to do it and how to juggle supporting their customer with meeting proposal deadlines.

* Update your proposal library on a regular basis. Save time and make sure your past performance citations and employee resumes are up-to-date on an on-going basis.

* Do a financial review and make sure your direct and indirect cost rates are in line with industry accepted numbers.

We are procurement process experts and help companies successfully navigate government procurement. Our advice to contractors is to make evaluating your contracting practices and direction of your marketing efforts standard company policy.

Here's to a successful 2009!

Procurement Rules and Small-Business Set-Asides

A newly proposed rule from the Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council attempts to clarify for contracting officers procurement rules regarding small-businesses set-asides by stating:

• There is no order of precedence among the 8(a), Historically Underutilized Business Zone or service-disabled veteran-owned small-business programs.
  
  
• Contracting officers first must consider directing any small-business set-aside for a contract worth more than $100,000 to an 8(a), HUBZone or veteran-owned small business before for allowing all small businesses to bid.
  

• Contracting officers must reserve acquisitions between $3,000 and $100,000 for small businesses unless the officer determines that two or more businesses will not competitively vie for the job. Even though the acquisition is set aside for small businesses, officers can award it to HUBZone, 8(a) or veteran-owned small businesses.
  
  
• Contracting officers should consider their agency’s progress in meeting federal small-business goals when deciding which program to use for a contract.

Full Article Here: Officials try to clarify acquisition rules

GSA in hot water for Alliant contract award criteria application.

"A federal judge has ordered the General Services Administration to stop all work on the $50 billion Alliant contract, ruling that the agency failed to consistently apply its award criteria when assessing the bids of the 62 vendors."

Read the full text here: Court stops work on $50 billion Alliant contract

No such thing as a free lunch.

It turns out that small-business grants and interest-free loans for female and minority new business owners are right up there with Santa Claus and the Easter Bunny; all lovably fun and widespread stories known by many with absolutely no truth behind them. (I am truly sorry if I just burst several bubbles at once for you.) The SBA and other Small Business Development Centers provide technical assistance, loan information, and standard loans, but unfortunately, few hand out no-strings-attached cash to help business owners get started.

Read the full article here: Busting the 'Free Money' Myth

Don't give up hope, however, because once you get your business up and running, then you can use your small-business designations to qualify for various contracts that are specific set-asides. For example, GSA just recently issued the 21-Gun Salute initiative to help service-disabled veteran-owned small businesses (SDVOSBs) by increasing the amount of agency contracting dollars going to these businesses. GSA has failed to reach the goal of 3% of contracting dollars to SDVOSBs in both 2006 and 2007 and is now pushing to achieve those numbers this year. (For more information on this initiative, read the full article here: GSA launches new initiative to help veterans.) As there are government goals in place for each type of small business designation, there are plenty of ways to into contracting, starting by monitoring FedBizOpps or getting in touch with the Office of Small and Disadvantaged Business Utilization at the agencies with which you wish to work.

Many commercial companies also need to work with small businesses to fulfill subcontracting goals, so there are also plenty of opportunities to be found to help small business owners succeed outside of working directly with government agencies.

Bush Administration Encourages Use of AbilityOne Program

On Monday, February 11, President Bushed signed a memorandum to various Federal procurement officials, reminding them to purchase goods and services from the AbilityOne program. Formerly known as the Javits-Wagner-O'Day Program, AbilityOne employs thousands of blind or severely disabled workers, creates jobs and training opportunities for disabled Americans, and encourages the government to purchase products and services provided by nonprofit agencies that employ disabled workers. According to the Committee for Purchase From People Who Are Blind or Severely Disabled, purchases from AbilityOne aid in the reductions of the 70% unemployment rate of the blind and severely disabled.

Full Article: Bush urges federal agencies to purchase from blind, severely disabled

Big News for Small Businesses

In a February 5, 2008 hearing on regulatory fairnesss, American Small Business League (ASBL) Communications Director Chris Gunn highlighted a need for greater enforcement of the regulations created to prevent the diversion of Federal small business contracts to large companies and their subsidiaries. As a result of this testimony, the Small Business Administration (SBA) Office of Government Contracting and Business Development will be conducting a high level review to determine whether or not large businesses are receiving small business procurement awards and agencies are receiving credit for these awards.

According to estimations by the ASBL, more than $100 billion in Federal small business contracts go to some of the largest corporations in the United States and Europe, instead of to legitimate small businesses. There have been no fines or penalties for these misrepresentations to date, despite regulations that allow for hefty fines and even imprisonment.

The ASBL believes that the SBA is not enforcing these regulations, and even claims that the SBA falsifies the small business goaling report to make it seem like goals are being met. Solutions like annual re-certification, the Fairness and Transparency in Contacting Act of 2008, and the enforcement of current regulations have been proposed to remedy this gross misconduct.

In a nutshell, this means more small businesses will have a chance to win contracts in the future that might otherwise have been slipped to large corporations. However, it becomes even more important now to make certain that companies contracting as small businesses are not in violation of any size standards. If you're a small business looking for ways to get a piece of the Federal procurement pie, we'll be happy to help.

Full Text: SBA National Ombudsman Mandates High Level Review of ASBL Testimony