The document provides an overview of business teaming for winning government contracts. It discusses the benefits of teaming for small businesses, the government, and large businesses. It outlines the typical process for creating a team, including understanding your own capabilities, identifying potential partners, conducting due diligence, and creating a teaming agreement. The main types of teaming arrangements covered are prime contractor/subcontractor, joint ventures, mentor-protégé relationships, and GSA contractor teaming agreements. Key steps are introduced such as determining your needs and strengths, finding a suitable partner to fill gaps, and getting the relationship details in writing.
Top ways-for-law-firms-to-increase-associate-satisfaction-and-increase-associ...BCG Attorney Search
The increasingly complex and competitive legal marketplace has forever altered the expectations of both law firms and associates. Here’s how to stay competitive.
Prelude
I’ll share with you what I have learnt mostly from NFPs (being a NED) and reporting to ASX boards
There are three qualities used to describe director regardless of size, shape, revenues or region.
Curiosity: Don’t accept the first or the easy answer. You are smart otherwise you wouldn’t be on the board but smarts needs to be put to work. Keep asking questions until you are satisfied with the answers.
Courage: If you agree and accept information from the executive or disagree, either way don’t ignore it. Form an opinion, express a view.
Humility: Accept your weaknesses and know your strengths. Boardrooms should not be battlefields for egos. Thorough planning and preparation makes you a suitable candidate for the boardroom meeting. Board level decisions need to be made not through a debate, rather from dialogue and this takes a considerable amount of time.
Summary
Expectations #1: Build Trust & Credibility
Expectations #2: Understand the Financials
Expectations #3: Roles, Responsibilities & the Legal Context
Expectations #4: Experience in Reporting to Boards
Expectations #5: Build & Maintain Relationships
Closing Remarks
Resources
Top ways-for-law-firms-to-increase-associate-satisfaction-and-increase-associ...BCG Attorney Search
The increasingly complex and competitive legal marketplace has forever altered the expectations of both law firms and associates. Here’s how to stay competitive.
Prelude
I’ll share with you what I have learnt mostly from NFPs (being a NED) and reporting to ASX boards
There are three qualities used to describe director regardless of size, shape, revenues or region.
Curiosity: Don’t accept the first or the easy answer. You are smart otherwise you wouldn’t be on the board but smarts needs to be put to work. Keep asking questions until you are satisfied with the answers.
Courage: If you agree and accept information from the executive or disagree, either way don’t ignore it. Form an opinion, express a view.
Humility: Accept your weaknesses and know your strengths. Boardrooms should not be battlefields for egos. Thorough planning and preparation makes you a suitable candidate for the boardroom meeting. Board level decisions need to be made not through a debate, rather from dialogue and this takes a considerable amount of time.
Summary
Expectations #1: Build Trust & Credibility
Expectations #2: Understand the Financials
Expectations #3: Roles, Responsibilities & the Legal Context
Expectations #4: Experience in Reporting to Boards
Expectations #5: Build & Maintain Relationships
Closing Remarks
Resources
This presentation serves as information for the basics of government contracting.
Companies want to win more government contracts and government agencies want more qualified contractors. We’re here to help. GCA Florida is a state-wide trade association dedicated to connecting Florida businesses and non-profits with the tools, knowledge, and opportunities necessary to secure winning bids with federal, state, and local governments.
Our mission is to educate, facilitate, and advocate for members. We support our members through providing training resources, software tools, preparation, marketing strategies, and facilitation of relationships. We work with you to facilitate joint ventures, teaming, alliance and mentor-protege opportunities.
Mel feller shows how to be a small business or real estate lender by mel fellerMel Feller
Mel Feller Shows How to Be a Small Business or Real Estate Lender by Mel Feller
Mel Feller understands that banks are the most common form of small business lenders because banks hold a large amount of capital. Investment firms and large corporations are also typical small business lenders. However, Mel Feller also understands that business loans may be separated into two categories: straight loans, where the lender earns back only the principal (the amount loaned), as well as interest and investment loans, where the lender earns back some of the money made from the loan. The second type of loan is a security that falls under the blanket category of investment contracts.
Therefore, Mel Feller lays out the steps that are need to create your business.
LAWYERS! Need some help BUILDING YOUR PRACTICE while social distancing FROM HOME? Here is a 50-page sample of a hot-off-the-presses new 2020 legal-marketing book, "The Ultimate Law Firm Partner's Working-From-Home Marketing Checklist: The Renowned Step-by-Step Process For Lawyers Who Want To Develop Clients." It's based on the best-selling "Ultimate Associate Marketing Checklist" with 10,000+ copies in print, revised for the new COVID-19 self-isolation situation. Kindle versions are available on Amazon (t.ly/86lE0) for $15 each, or you can buy 10+ e-books directly from the author for $5/lawyer at ross@fishmanmarketing.com. Email with questions or orders!
TABLE OF CONTENTS:
Book Overview
Acknowledgements
Preface
Introduction
Getting Started
Intra-Firm Marketing
Building Your Marketing Platform
Expanding Your Work from Existing Clients
Growing Your Network
Staying in Touch
Turning Prospects Into Clients
Client Service
Marketing Training
A Plea to Focus Your Marketing
Social Media Tools
LinkedIn
Twitter
Facebook
YouTube
Instagram
Snapchat
Presentations to Build Your Brand
Your Elevator Speech
Visiting Clients
Business Cards
Networking and Attending Seminars
Conduct a “Needs Assessment.”
General Mindset
Gender-Based Communication Musings
Your Mental Health
Conclusion
Author Biography
APPENDIX
Niche and Industry Marketing Checklist
Long Version
Short Version
Individual Marketing Plan
Long Version
100-Day Short Version
How to Write for the Internet and Enhance Your SEO
Writing an SEO-Enhanced Practice-Area Page
Writing an Effective Industry-Group Page
Writing a Great Website Biography/Profile Page
Drafting a Persuasive LinkedIn Profile
How to Write Persuasive Case Studies
Litigation Case Summary Form
Transactional Case Summary Form
Understanding what Chairs look for in a NED when they recruit new board members, can make the application process for a role in governance much easier.
Although this article was written specifically to get approval to attend specific conferences these steps are geared to any and all conferences, seminars, and out of office meetings.
Getting the approval to attend important conferences like MAILCOM and National Postal Forum has always been challenging – even more so under the current economic conditions.
But actively participating in conferences is a key to success for you as a professional in the mail industry, and is important to the success of your organization
Meeting notes on Legal Update; Property Management Committee Meeting; "How to Serve & Excel at Florida Realtors and NAR"; Treasures Information Exchange; Public Policy Committee; Realtors Property Resource; and Orientation for New Directors
There seems to be a perception among volunteers, development staff, and leadership that raising money to support organizational operations is a bad thing and should not be done. This presentation offers evidence to the contra. Michele R. Berard, MBA, CFRE is an AFP Master Trainer and presents to AFP Chapters and other organizations throughout the east coast.
This presentation serves as information for the basics of government contracting.
Companies want to win more government contracts and government agencies want more qualified contractors. We’re here to help. GCA Florida is a state-wide trade association dedicated to connecting Florida businesses and non-profits with the tools, knowledge, and opportunities necessary to secure winning bids with federal, state, and local governments.
Our mission is to educate, facilitate, and advocate for members. We support our members through providing training resources, software tools, preparation, marketing strategies, and facilitation of relationships. We work with you to facilitate joint ventures, teaming, alliance and mentor-protege opportunities.
Mel feller shows how to be a small business or real estate lender by mel fellerMel Feller
Mel Feller Shows How to Be a Small Business or Real Estate Lender by Mel Feller
Mel Feller understands that banks are the most common form of small business lenders because banks hold a large amount of capital. Investment firms and large corporations are also typical small business lenders. However, Mel Feller also understands that business loans may be separated into two categories: straight loans, where the lender earns back only the principal (the amount loaned), as well as interest and investment loans, where the lender earns back some of the money made from the loan. The second type of loan is a security that falls under the blanket category of investment contracts.
Therefore, Mel Feller lays out the steps that are need to create your business.
LAWYERS! Need some help BUILDING YOUR PRACTICE while social distancing FROM HOME? Here is a 50-page sample of a hot-off-the-presses new 2020 legal-marketing book, "The Ultimate Law Firm Partner's Working-From-Home Marketing Checklist: The Renowned Step-by-Step Process For Lawyers Who Want To Develop Clients." It's based on the best-selling "Ultimate Associate Marketing Checklist" with 10,000+ copies in print, revised for the new COVID-19 self-isolation situation. Kindle versions are available on Amazon (t.ly/86lE0) for $15 each, or you can buy 10+ e-books directly from the author for $5/lawyer at ross@fishmanmarketing.com. Email with questions or orders!
TABLE OF CONTENTS:
Book Overview
Acknowledgements
Preface
Introduction
Getting Started
Intra-Firm Marketing
Building Your Marketing Platform
Expanding Your Work from Existing Clients
Growing Your Network
Staying in Touch
Turning Prospects Into Clients
Client Service
Marketing Training
A Plea to Focus Your Marketing
Social Media Tools
LinkedIn
Twitter
Facebook
YouTube
Instagram
Snapchat
Presentations to Build Your Brand
Your Elevator Speech
Visiting Clients
Business Cards
Networking and Attending Seminars
Conduct a “Needs Assessment.”
General Mindset
Gender-Based Communication Musings
Your Mental Health
Conclusion
Author Biography
APPENDIX
Niche and Industry Marketing Checklist
Long Version
Short Version
Individual Marketing Plan
Long Version
100-Day Short Version
How to Write for the Internet and Enhance Your SEO
Writing an SEO-Enhanced Practice-Area Page
Writing an Effective Industry-Group Page
Writing a Great Website Biography/Profile Page
Drafting a Persuasive LinkedIn Profile
How to Write Persuasive Case Studies
Litigation Case Summary Form
Transactional Case Summary Form
Understanding what Chairs look for in a NED when they recruit new board members, can make the application process for a role in governance much easier.
Although this article was written specifically to get approval to attend specific conferences these steps are geared to any and all conferences, seminars, and out of office meetings.
Getting the approval to attend important conferences like MAILCOM and National Postal Forum has always been challenging – even more so under the current economic conditions.
But actively participating in conferences is a key to success for you as a professional in the mail industry, and is important to the success of your organization
Meeting notes on Legal Update; Property Management Committee Meeting; "How to Serve & Excel at Florida Realtors and NAR"; Treasures Information Exchange; Public Policy Committee; Realtors Property Resource; and Orientation for New Directors
There seems to be a perception among volunteers, development staff, and leadership that raising money to support organizational operations is a bad thing and should not be done. This presentation offers evidence to the contra. Michele R. Berard, MBA, CFRE is an AFP Master Trainer and presents to AFP Chapters and other organizations throughout the east coast.
Questa presentazione é quella data dal Dr. F. Oboni, http://eurosain.org http://www.riskope.com al Convegno Italiano delle Polizie Locali a Riccione, 2009.
Naturalmente gli esempi forniti rappresentano una piccolissima parte di ciò che si può fare a livello di certificazione stradale, compatibile con i 20 minuti impartiti come tempo massimo di presentazione.
Eurosain rimane a disposizione per ulteriori chiarimenti.
Our talk at Social Media Summit, 28 April 2009.
Case study - Mobile Jam Fest
How To Use Social Media To Promote Creativity, Make Positive Social Changes, And Connect People
A presentation from the 2008 HIV Health and Treatments Update forum held in Sydney on 25 Nov 2008.
Part 5: putting it all together - closing remarks by Jason Appleby.
Measuring Human Experiences Beyond the Customer.
Alberto explores the way we can understand and measure the positive relation between people and products. We can look beyond linear performance metrics and analyse this relationship in terms of qualitative experiences. How do we measure the quality of the time spent with the products? Is the intensity of the experience adjusted to its goals? What triggers the experience? How do the interaction patterns affect the perception of the brand? What's the meaning of the experience, what is left when the user closes the computer?
By Alberto Barreiro (ex ITV, Yahoo!)
Presented at UserZoom UX Seminar, 11th July 2012
Presentation based on Ben Holmes, Index Ventures Ventures http://www.slideshare.net/benholmes/venture-capital-an-entrepreneurs-manual
Created for EnterpriseTO
Here are the top 10 frequently asked questions (FAQ) related to business.pdfLife Today
A business plan is a comprehensive written document that outlines the goals, strategies, and operations of a company. It serves as a roadmap for a business, detailing its mission, vision, target market, financial projections, and various other key aspects. A well-structured business plan provides a clear and strategic direction for the company, helping entrepreneurs and stakeholders understand how the business will operate, grow, and achieve its objectives.
Finding the ideal partner Kwicien, Jack . Employee BenefiShainaBoling829
Finding the ideal partner
Kwicien, Jack . Employee Benefit Adviser ; New York Vol. 10, Iss. 2, (Feb 2012): 44.
ProQuest document link
ABSTRACT
For example, if your business currently offers group benefits and you see that your firm is currently passing up a
huge opportunity by not offering voluntary benefits, perhaps partnering with a firm that specializes in these
product lines would make sense. The alliance partner presumably has: domain expertise; carrier relationships;
technological capabilities; and sales channel partners, for example. And the alliance partner candidate in turn may
be looking to affiliate with a larger firm that has: benefits plan design expertise; access to different carrier
relationships; and a large number of group benefits clients who are undoubtedly making plan changes that create
benefits gaps which could be satisfied by voluntary benefits offerings. Clearly these two businesses would be
synergistic, and could greatly benefit from each other's expertise and relationships. That would also be true of
businesses such as a property and casualty broker, a retirement planning firm, a human resource consulting
practice, or even a small payroll company.
Don't be afraid to "think outside the box" when it comes to considering potential alliance candidates. Today's
competitor or administrator or vendor may be tomorrow's ideal strategic partner depending upon what you are
trying to accomplish. Think broadly and strategically about what will benefit your clients and customers most in
the future. Don't focus on the way you conduct business today. Think about how you want to be conducting
business two or five years from now and the roadmap that will get you there.
As we talk with benefits advisers all over the country, the forward thinking, select few are looking at their existing
customer base, capabilities, and their own business models and are contemplating methods to adapt their
practices. They are evaluating their client value proposition in light of today's market realities and emphasizing the
expertise and capabilities that they possess and that will be relevant today and several years from now. I think
there is real value to this kind of self-examination. If you do not think your firm can be objective in evaluating its
capabilities, contact us and we will assist you. An ideal alliance partner candidate would possess some or all of the
following characteristics:
FULL TEXT
Many of us are growing tired of the colder weather just as we grow weary of the grind of health care reform
updates and downdrafts. And all of us are ready for the economy to improve in a meaningful and sustained
manner. In some respects it is our winter of discontent. Not to mix literary references, but it is the best of times
and it is the worst of times. Which will it be for you? That depends on whether your glass is half empty or half full.
And it depends on whether you have a plan to succeed.
Last ...
This article details the top ten most-popular topics for law firm associate marketing training programs. It's a single one-year course designed to gradually provide a comprehensive education to position them to develop a specialty or niche practice that helps them stand out in a crowd and develop the relationships that can turn into business at an appropriate time.
It includes important and evergreen topics like networking, business development, social media, LinkedIn, cross-selling, and client roundtables, as well as new topics like substance abuse and mental health, and artificial intelligence (AI). #artificialintelligence #lawfirmmarketing #substanceabuse #substanceabuse #marketingtraining #cle #legalmarketing #ethics #firmretreat #networking #mentalhealth
This Blue Paper® examines how to determine if a business partner is right for your
company. It will provide you with the questions you should ask before making
this commitment. It will walk through the advantages and disadvantages of
partnerships and outline the main types. The paper will also discuss what to look
for in a partner and what to avoid, as well as provide some simple checklists along
the way to help you through the process.
1. Business Teaming For Winning Government Contracts Johnstown Area Regional Industries Procurement Technical Assistance Center
2. The Fine Print This presentation is intended to be general information only. It does not constitute legal advice. Always consult with competent legal counsel. Reference to any private vendor is for example purposes and is not an endorsement. Other techniques, methods, approaches, and considerations may be just as workable as items presented herein. Resources provided may change over time, or become outdated. This presentation focuses on Federal procurement and assumes rudimentary contracting knowledge.
12. Ptacs Are Your Pals! A nationwide network of local offices that facilitate business participation in government markets. Little or no cost to you. Budgeted by Congress. Administered by the Defense Logistics Agency (DLA). More info: www.aptac-us.org
14. Ptacs Help Governments And Citizens Increased knowledge, capability, and availability of the nation’s government’s supply chain. Increased competition. Improved quality of goods and services. Lower costs. Increased delivery reliability. Taxpayer gets more “Bang for the Buck.”
15. Annual Ptac Impacts 75,000 client organizations, over 20,000 brand new to government contracting. Host or support over 5,500 events with over 335,000 attendees. Hold over 180,000 business counseling sessions. Assist clients in winning over 127,000 contracts totaling over $17.4 billion. These efforts create and retain over 320,000 jobs, and reflect a $600+ return for each $1 invested in the PTAC program.
16. What Ptacs Expect of Clients Progress toward becoming a viable government contracting candidate. A local place of business. Computer capability. Information about your organization and its operations. Active pursuit of procurement opportunities. Quarterly contract and employment data. Client feedback at least annually.
17. What Ptacs Won’t Do Serve as an official business representative or agent for your organization. Market or sell for your organization. Write your bid/proposal for you. Make your business decisions. Release information specific to your organization without your prior approval. Accept compensation or gifts.
18. Your local PTAC is a valuable source of free or low cost expertise that can assist you in virtually every aspect of doing business with Federal, state, or regional/local governments.
19. Class Role Call Your name and title. Your company name. What your company does. What you do at your company. Why are you here? What do you want to learn? What specific topics interest you?
21. Definitions: Dictionary A group of entities with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and responsibility for self-management, (3) are accountable for the collective performance, and (4) work toward a common goal and shared rewards(s). A team becomes more than just a collection of parts when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.
22. Definitions: Dictionary A group of entities with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and responsibility for self-management, (3)are accountable for the collective performance (Not necessarily so!), and (4) work toward a common goal and shared rewards(s). A team becomes more than just a collection of parts when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.
23. Definitions: FAR FAR Subpart 9.6 - Contractor Team Arrangements (1) Two or more companies form a partnership or joint venture to act as a potential prime contractor. (2) A potential prime contractor agrees with one or more other companies to have them act as its subcontractors under a specified Government contract or acquisition program. FAR Subpart 9.6
24. Definitions: FAR Why are teams allowed? Offer the government the best combination of performance, cost, and delivery when team members complement each other's capabilities. Timing and information requirements: Normally before submitting an offer, but can be after. Relationships must be fully disclosed prior to or with an offer, or subsequently, before the arrangement becomes effective. Teams are temporary entities.
26. What Is a Small Business? SBA Size classifications: Small. Other Than Small. NAICS determines size of “for profits:” Based on average annual receipts over 3 years or average number of “head count” employees over 12 months. Self-assigned in CCR, BUT . . . . . . The Contracting Officer (CO) assigns a NAICS to a procurement that sets the size criteria for that procurement. Table of Small Business Size Stds by NAICS
27. Why Size Matters “Affiliation:” Affiliated businesses can be ineligible for participation in “set asides” due to size. Locations / varied industries irrelevant. One business has control or “power to control” another. Ownership, management, economic dependency, etc. See 13 C.F.R. § 121.103. “Ostensible subcontractor:” Occurs when a subcontractor performs primary and vital requirements of the prime contract. Business are considered to be affiliated.
29. Benefits: To Government Consolidation of contractors reduces administrative burden. Expands opportunities for meeting small business contracting goals. Develops better expertise in government contracting among small businesses for potential follow on work. Increases competition. Reduces risk.
30. Benefits: To “Big” businesses Credit toward small business subcontracting goals. Access to “set aside” contracts for which they would otherwise be ineligible. Access to niche expertise on a temporary basis: Allows focus on core competencies. Fixed costs become variable costs.
31. Benefits: To Small Businesses Access to set asides and niche expertise. Contracts are becoming more complex, larger (“bundling”) and geographically dispersed. A small business by itself may not have the resources to do the whole job. Association with experienced contractors builds proficiency. Economies of scale: More purchasing power, easier access to capital and bonding.
34. Pre-Teaming: Your #1 Teammate Is You Know who your company is and what you can do. Identify core competencies: Strengths The basis of your Capabilities Statement. More on Capabilities Statements
35. Pre-Teaming: Help Teammates Find You Current, complete, and accurate CCR, DSBS, website, Facebook. Other directories, e.g.: Participate in trade associations, shows, forums, message boards. Speak and Publish: Voilà, vous êtes un expert! Advertise. Pound the pavement, if necessary.
37. Pre-Teaming: Gap Analysis Work that matches your core competencies = Go for it! Work that matches your core competencies and then some = Gap analysis to determine suitable partner(s). = + RFP We Need: A. B. C. D. E. My Capabilities I Have: A. B. c. D E. My Partner Should Have: A. B. c. D. E.
68. The preliminary steps for entering into a teaming agreement are to understand (1) your organization, (2) what you want to do, and (3) who can help you to get there.
70. Typical team creation Process steps You are here Opportunity + Teammate. Next: Negotiate and execute a “Teaming Agreement” (TA). Prepare and submit the proposal. Win the contract. Negotiate and execute a subcontract or a partnership/joint venture contract.
71. Typical team creation Process steps You are here Opportunity + Teammate. Next: Negotiate and execute a “Teaming Agreement” (TA). Prepare and submit the proposal. Win the contract. Negotiate and execute a subcontract or a partnership/joint venture contract. Beyond today’s presentation scope.
72. The Teaming Agreement (TA) A private contract between two or more parties governed by contract law and the Uniform Commercial Code (UCC). Serves as an interim agreement; superseded by a subsequent contract that is negotiated post-award. Sets terms / obligations and becomes a primary document governing the initial relationship of the parties. Enforceability can be an issue without specificity and express statements.
73. The Teaming Agreement (TA) Needs to be carefully drafted. Brevity is discouraged. USE AN ATTORNEY! Potential non-binding TA precursors: Letter of Intent (LOI), Memorandum of Understanding (MOU), Memorandum of Agreement (MOA). Agreement to explore the relationship. May include: ID of issues to be addressed in TA, minimum binding terms, agreement on key points, etc. Facilitates the start of a business deal – a bridge between discussions and a TA.
74. The Teaming Agreement (TA) Another important TA precursor: The Nondisclosure Agreement (NDA) Defines proprietary or confidential information and exclusions. Provides the purpose for disclosure. Limits use by teammates and disclosure to 3rd parties. Protects existing client and vendor relationships. “One-way” or “two-way.” More:
75. The Teaming Agreement (TA): Key Items Statement of purpose, i.e., a specific RFP. Work allocation on proposal and contract. Duration. Termination options. Exclusivity. Proposal cost share. Control of client relationship. Dispute resolution. Publicity. Non-competition. Subcontracting obligations. (for prime / sub) Management. (for partners / JV) Compensation to sub if government disapproves the subcontract. (for prime / sub) Confidentiality and intellectual property (including rates). Communication. Sample.
76. Proposal Writing Considerations Explain the decision to team and the benefits to the government. Demonstrate due diligence conducted to find the best team for the work. Show why the team is particularly well-suited to the job at hand. If companies have worked together before, demonstrate shorter learning curve, more efficient or faster performance, and reduced risk or cost. Explain the management of project team to ensure performance.
79. Four Primary Contracting Arrangements Prime Contractor / Subcontractor. Joint Venture. Includes: General Partnership, Limited Liability Company / Partnership, Corporation, etc. Mentor – Protégé. General Services Administration (GSA) Contractor Teaming Agreement (CTA). Others: Licensing, distribution, cooperative R&D, etc.
80. Prime contractor / subcontractor Most common arrangement. Prime has the only direct contact and responsibility (privity) with the government. Prime is in control. Usually desires flexibility (“good faith effort”) vs. subcontractor desire for guarantees. Subcontract will probably require finalization prior to the final offer to the government. (Otherwise the prime needs 3 bids.)
81. Prime contractor / subcontractor FAR clauses “flowed down” to the sub. Mandatory: FAR requires these to be included in subcontracts. Usually reserved for public policy purposes. (e.g., equal opportunity, etc.) “Christian doctrine” does not normally apply to subs. Advisory: Included in subcontracts to protect the interests of the prime. (e.g., termination for convenience, changes, etc.) Negotiable: Situational usage. Discretional. Review carefully! Understand compliance and costs! More:
82. Prime contractor / subcontractor A Small Business as a prime contractor. The SB must get a minimum work percentage for set-asides: Service: At least 50% of the cost of the work. Supplies: At least 50% of the manufacturing costs, excluding materials. General construction: At least 15% of the costs, excluding materials. Specialty construction: At least 25% of the costs , excluding materials.
83. Mentor - Protégé An arrangement where an experienced contractor provides assistance to a less experienced small business. Mentors provide one or more: Management, financial and/or technical assistance. Loans and/or equity investments (40% ownership limit). Cooperation on joint venture projects. Subcontracts under prime contracts being performed by the Mentor.
84. Mentor - Protégé Mentor benefits can include: Credit toward subcontracting goals. Monetary reimbursement. General Mentor eligibility: Any type of company. (Small, other than small, non-profit, etc.) Capability and commitment to assist the Protégé. Profitable the last two years. Knowledgeable in government contracting and in good standing.
85. Mentor - Protégé Protégé flavors vary by program: Must be a small business and generally fall into at least one socio-economic designation. MP programs: SBA , Army, DHS, DOE, FAA, NASA, Oak Ridge National Labs, State Department, Treasury Department, DOD, GSA Prime examples: Sample Agreement:
86. Joint Venture Limited purpose partnership with each party jointly and severally liable to government and 3rd parties. Usually creates a new business entity. Need DUNS, CCR, ORCA, bank account, etc. JV partners are generally “affiliated” for size classification. Some exceptions exist depending upon the size of contract and types and sizes of participants (SDVOB, 8(a), Mentor – Protégé, etc.)
87. Joint Venture JV must be approved before the proposal is submitted. Each party has privity with the government. 3/2 rule: The JV cannot submit more than 3 proposals over 2 years. May have requirements for percentage of work performed and profits shared. A government agency may have a JV arrangement form they prefer to use. Check with the contracting agency.
88. GSA contractor teaming arrangement GSA schedule contractors work together to offer a turnkey purchasing solution for which they independently would not qualify. Not a subcontract or JV: Each contractor has privity. No new entity is formed. Non-schedule holders may serve as subcontractors to schedule holders using traditional subcontracts. More:
89. Resources DOD Guidebook for Facilitating Small Business Teaming Arrangements http://www.acq.osd.mil/osbp/docs/dod_OSBP_Guidebook_for_Facilitating_Small_Business_Team_Arrangements.pdf Army Corps of Engineers Teaming Arrangement Presentation http://www.nwo.usace.army.mil/html/sa/Team%20Arrangement_20110106.pdf SBA Teaming Arrangements Presentation http://www.docstoc.com/docs/10672979/Teaming-Arrangements Top 100 Government Contractors http://www.fedaccess.com/top-contractors-one.htm
90. Resources Electronic Code of Federal Regulations http://ecfr.gpoaccess.gov Top 100 Government Contractors http://www.fedaccess.com/top-contractors-one.htm Association of Procurement Technical Assistance Centers http://www.aptac-us.org Federal Acquisition Regulation https://www.acquisition.gov/far/ SBA Table of Small Business Size Standards (.pdf) http://www.sba.gov/sites/default/files/Size_Standards_Table.pdf
91. Resources Affiliation http://ecfr.gpoaccess.gov (See section 13, part 121) Ostensible Subcontractor http://www.whaylaw.com/OstensibleSubcontractorRule.htm FDIC Capabilities Statement Presentation http://www.fdic.gov/about/diversity/sbrp/14.ppt Business Directory Examples http://www.thomasnet.com http://www.pasourcenet.com http://www.jari.com/businesslocator Federal Business Opportunities https://www.fbo.gov/
92. Resources SBA SUB-Net web.sba.gov/subnet/ Acquisition Central Procurement Forecasts https://www.acquisition.gov/comp/procurement_forecasts/index.html GSA Subcontracting Directory http://w3.gsa.gov/web/i/subs_dir.nsf/ GSA Procurement Forecast http://www.gsa.gov/portal/content/101163’ DOD Subcontracting Plans http://www.acq.osd.mil/osbp/sb/dod.shtml Federal Procurement Data System https://www.fpds.gov/
93. Resources Teaming USA http://www.teamingusa.com/ Past Performance Information retrieval System http://www.ppirs.gov/ Excluded Parties List System https://www.epls.gov/ D&B PAYDEX https://www.dnb.com/product/ptpsampl.htm FICO SBSS http://www.fico.com/en/FIResourcesLibrary/FICO_SBSS_solution_2013PS.pdf Uniform Commercial Code http://www.law.duke.edu/lib/researchguides/ucc
94. Resources Teaming Agreement Enforceability http://www.whaylaw.com/Teaming_Agreement_Enforceability.htm Non-Disclosure Agreements http://www.bitlaw.com/forms/nda.html http://www.wipo.int/sme/en/documents/disclosing_inf.htm Sample Teaming Agreement http://www.attny.com/team24.html FAR Flow Down Clauses and Christian Doctrine http://www.wesselcpa.com/~wesselcp/images/Prime%20and%20Subcontracting%20-%20Showcase%206-7-2011.pdf http://www.jdsupra.com/post/documentViewer.aspx?fid=c4327900-5e06-49f7-8670-0a0e5eb31280