The document provides information on debriefings and protests for government contracts. It discusses the types of protests that can be filed, including bid protests, size protests, and status protests. It also outlines the key aspects of pre-award and post-award debriefings, including the minimum information that must be provided, such as evaluation scores and the overall ranking of offerors. Sample questions for debriefings are also presented to help contractors learn how to improve future proposals and determine if a valid protest exists.
Working On Public Construction Projects Primer for Engineers in Illinoisgafinch
This document summarizes different types of public procurement processes for engineering contracts in Illinois, including Requests for Qualifications (RFQs), Requests for Proposals (RFPs), small procurements, and emergency procurements. It discusses the statutes governing RFQs at the state and local level, the evaluation and selection process, and contract negotiation. Examples of RFPs from Will County and CHA are provided. Small contracts and emergency contracts that are exempt from the normal competition requirements are also summarized.
2013 sblo training mortenson-b furst 6 11 13jpeabody
Mortenson Construction is a family-owned construction firm founded in 1954 with over 2,200 employees. They have 7 geographic office locations across the US and 2 international locations. Mortenson Construction has experienced steady growth, ranking in the top 50 and top 400 contractors lists since 1969. They provide a wide range of core services including construction, design-build, development, and program management. The company has a focus on diverse workforce planning and sustainability.
This document provides an overview and summary of recent developments in small business contracting. It discusses the implementation of the Small Business Jobs Act, including provisions allowing the set-aside of Multiple Award Schedule contracts for small businesses. It also reviews cases of small business fraud and discusses evolving programs for veteran-owned small businesses. The document agenda indicates it will cover small business contracting overview, Jobs Act implementation, teaming arrangements, and the VA's Veterans First program.
The document provides an overview of the tendering and bidding process. It defines key terms like tender, bid, proposal, and procurement methods. The tender process involves several steps - pre-tender activities, issuing the tender, tender evaluation, and awarding the contract. The bidding process map outlines various stages from announcement to awarding. The evaluation process consists of opening bids, examining them, requesting clarifications, evaluating and comparing bids, post-qualification, and recommending a winner. Key points of evaluation include checking for completeness, computational errors, and applying criteria to determine the lowest bidder.
The document provides information on debriefings and protests for government contracts. It discusses the types of protests that can be filed, including bid protests, size protests, and status protests. It also outlines the key aspects of pre-award and post-award debriefings, including the minimum information that must be provided, such as evaluation scores and the overall ranking of offerors. Sample questions for debriefings are also presented to help contractors learn how to improve future proposals and determine if a valid protest exists.
Working On Public Construction Projects Primer for Engineers in Illinoisgafinch
This document summarizes different types of public procurement processes for engineering contracts in Illinois, including Requests for Qualifications (RFQs), Requests for Proposals (RFPs), small procurements, and emergency procurements. It discusses the statutes governing RFQs at the state and local level, the evaluation and selection process, and contract negotiation. Examples of RFPs from Will County and CHA are provided. Small contracts and emergency contracts that are exempt from the normal competition requirements are also summarized.
2013 sblo training mortenson-b furst 6 11 13jpeabody
Mortenson Construction is a family-owned construction firm founded in 1954 with over 2,200 employees. They have 7 geographic office locations across the US and 2 international locations. Mortenson Construction has experienced steady growth, ranking in the top 50 and top 400 contractors lists since 1969. They provide a wide range of core services including construction, design-build, development, and program management. The company has a focus on diverse workforce planning and sustainability.
This document provides an overview and summary of recent developments in small business contracting. It discusses the implementation of the Small Business Jobs Act, including provisions allowing the set-aside of Multiple Award Schedule contracts for small businesses. It also reviews cases of small business fraud and discusses evolving programs for veteran-owned small businesses. The document agenda indicates it will cover small business contracting overview, Jobs Act implementation, teaming arrangements, and the VA's Veterans First program.
The document provides an overview of the tendering and bidding process. It defines key terms like tender, bid, proposal, and procurement methods. The tender process involves several steps - pre-tender activities, issuing the tender, tender evaluation, and awarding the contract. The bidding process map outlines various stages from announcement to awarding. The evaluation process consists of opening bids, examining them, requesting clarifications, evaluating and comparing bids, post-qualification, and recommending a winner. Key points of evaluation include checking for completeness, computational errors, and applying criteria to determine the lowest bidder.
Challenges and Solutions to Conducting High Quality Contract Evaluations for ...Washington Evaluators
Challenges and Solutions to Conducting High Quality Contract Evaluations for the U.S. Government
Washington Evaluators Brown Bag
July 7, 2015
Presenter: David J. Bernstein
Discussant: Kathryn E. Newcomer
The document provides tips for small businesses to improve their proposals for government contracts, advising them to fully understand the solicitation process, focus on demonstrating relevant experience and qualifications for evaluation factors, and develop competitive pricing and technical approaches rather than superficial proposals. It also outlines the different types of solicitations, evaluation criteria, and resources for finding contracting opportunities.
This document provides tips for small businesses to improve their proposals for government contracts. It outlines the key steps in the procurement process including types of solicitations, understanding the federal contracting process, and avoiding common mistakes. It emphasizes understanding the solicitation requirements, providing specific responses aligned with evaluation factors, and demonstrating relevant past performance and experience. Overall, the document advises small businesses to prepare thoroughly, start by pursuing smaller opportunities, conduct market research, highlight their strengths, and learn from any past failures in order to build a winning strategy for securing government contracts.
This document provides guidance on evaluating Requests for Proposals (RFPs) for the Aviation Procurement Unit of Hartsfield-Jackson Atlanta International Airport. It discusses when to use an RFP approach, how to develop evaluation criteria and strategy, and an overview of the evaluation process. Key steps include identifying minimum qualifications, defining evaluation criteria, determining the cost-to-technical score ratio, distributing points among criteria, conducting reference checks and interviews, and documenting the evaluation. The goal is to conduct a fair evaluation that identifies the proposal that best meets the project needs.
With 2-3 sentence response! Respond to each of those decussion quest.docxcooperapleh
With 2-3 sentence response! Respond to each of those decussion question
1.
Request for Proposals (RFP) are defined as documents that describes a project’s needs and asks for proposed solutions from qualified vendors (Peters, 2011). A Request for Proposal is needed when your policies, your funder's policy, or government regulations require one. Request for Proposal are also
publicly advertised. Suppliers respond with a
detailed
proposal, not with only a
price
quotation, they
provide
information or negotiation after sealed proposals are opened, and the
award of contract
may not necessarily go to the lowest
bidder
(businessdictionary,2016).
W
hen responding to a RFP depending on the project needs the grantor may choose to target your RFP to specific firms. There are two types of Request for Proposals an Open RFP or Closed RFP. A closed RFP approach targets a smaller group of known firm’s vendors that have come recommended from trusted sources or that you have worked with successfully in the past. By closing the RFP, you are indicating that only invited firms may respond. This approach works well if you have a network of vendors already and the project is an overall match to their skill sets (Supplier Select, 2014).
In an open RFP,
any
potential supplier is allowed to view the RFP documents and submit a response .Open RFPs are more common in government environments, where rules are in place to ensure that purchases decisions are unbiased. A variant of an RFP is an RFI (Request For Information).
An RFI is typically issued earlier in the purchasing process, and is used to learn more about the purchase category by collecting information about the range of products or services on offer. RFI's usually solicit much shorter responses, and are often "open", even in the corporate sector.
(Supplier Select, 2014)
.
The Request for Proposal are distinctive, however they should include certain information such as organizational background, short project description, project budgeting, project requirements and objectives. Organizational background is given to let the reviewer know all aspects, goals and objectives of the project. The short description of the project should be given to inform the reviewer of a more in depth vision of the goal at hand. The project description describes the characteristics that define a successful outcome in the initial assessment. When writing your project requirements make sure you define your audience, list required and desired features, note any system integration needs, indicate any preferred tools or systems and clarify any needs the program is seeking (Peters, 2011). Project Budgeting is important to include as well as any milestones and deadlines. Project requirements and objectives will be the most informative piece of information will you have to provide when responding to a Request for Proposal.
There are also certain steps that can be taken while responding to a RFP. The Standard Steps in the Reque.
This document provides guidance on how to effectively participate in and utilize a debriefing process following an unsuccessful government contract proposal. It begins with background on debriefing basics such as why they are conducted, applicable timing and content rules. It then discusses perspectives, strategies and etiquette from both the government and contractor sides. The document provides suggestions for preparation, prohibited information, question types, and key takeaways. The overall summary is that debriefings can help improve future proposals if used strategically to understand evaluation results and address any potential issues or misunderstandings.
ProEdge Global Sdn. Bhd.
Suite: 33-01, 33rd Floor,
Menara Keck Seng,
203 Jalan Bukit Bintang,
55100 Kuala Lumpur, Malaysia.
Tel : +603-2116 5671
HP : +6016-338 9783
kenneth@proedgeglobal.com
Public sector tendering - your route to successwalescva
This document provides an overview of resources available through the "Winning in Tendering" project to help suppliers succeed in public sector tenders. It describes the Tender Review Service, which provides free and confidential reviews of unsuccessful tender submissions to help suppliers improve. The document also outlines common pitfalls to avoid in tenders, such as lack of evidence or insufficient detail. Finally, it discusses suppliers' responsibilities and options for legal recourse through the remedies regime if they believe a tender process was irregular.
This document provides auditors with red flags to help identify circumstances indicating the need for further audit work related to procurement fraud. It outlines red flags in areas like procurement, contracts, payments, and processes. Examples are given of where things have gone wrong in the past. Controls to mitigate fraud risks are also listed. The goal is to help auditors recognize potential issues and ensure expected controls are in place during their audits.
The document discusses the benefits of conducting a Request for Proposal (RFP) process when selecting providers for a company's retirement plan. It notes that an RFP documents the due diligence process and can help fiduciaries find more cost-efficient options and understand different service levels. While an RFP is not required, expert testimony and DOL guidance recommend shopping plans every 3-5 years. However, few sponsors have conducted an RFP recently due to misconceptions. The document then addresses common misconceptions and outlines benefits of an RFP such as fulfilling fiduciary obligations, benchmarking expenses, providing a bargaining tool, and being an educational experience.
This document provides guidance on managing conflicts of interest in procurement for an unnamed agency. It identifies several high risk areas where conflicts could arise, including with small procurements, authoring procurement documents, selecting evaluation panels, and administering evaluation meetings. For each risk area, it suggests management mechanisms like disclosing interests, independent review, formal procedures, and prohibiting gifts from suppliers. The purpose is to demonstrate how the agency's conflict of interest policy will be applied across procurement to maintain integrity and fairness.
The document discusses missed opportunities in public procurement due to a overly transactional focus on compliance. It provides three examples where focusing only on compliance led to fraud, corruption or exploitation. In each case, the procuring entity failed to properly analyze supply market dynamics, consider stakeholder needs, or develop an evidence-based procurement strategy. This lack of strategic planning left the processes open to manipulation by suppliers. The document argues public procurement could be improved by taking a more strategic approach focused on understanding supply markets and stakeholder needs rather than just ensuring compliance with procedures.
The document outlines the bid evaluation process, including opening bids, preliminary examination to check eligibility and responsiveness, detailed examination including price comparisons and corrections, and post-qualification of the lowest bidder. It describes preparing a bid evaluation report documenting the process and results. It also covers rejecting all bids if necessary and notifying the intended contract awardee while in a standstill period for feedback. The goal is to identify the responsive bid with the lowest evaluated cost through a fair and transparent process strictly following the bidding criteria.
The document discusses communications, exchanges, discussions, and negotiations in federal contracting. It defines the different types of exchanges between the government and offerors: clarifications involve minor exchanges to correct errors, while communications and discussions involve more substantive feedback on proposals. Awarding a contract can either be done without discussions via clarifications alone, or with discussions which establish a competitive range and allow proposal revisions. Proper documentation of exchange types and evaluation processes is important for compliance.
Behind every Invitation to Tender is unspoken subtext.
This Presentation surfaces the factors that help design a Construction Contractor bidding strategy and identify the true value of the opportunities your company is faced with.
Naturally there are no-brainer elements that will impact your decision-making process such as your available resources, project size, conflicting commitments and so on
This document discusses a Request for Proposal (RFP) process. An RFP is used when factors other than price are considered for procurements over $100,000. Selection is based on evaluation criteria described in the RFP, such as technical approach, past performance, key personnel, and price. The RFP outlines the statement of work, evaluation criteria, submission instructions, and anticipated contract terms. Best practices for responding include emphasizing benefits, responding completely to instructions, and customizing for each RFP. Pitfalls to avoid are disclaimers, ignoring instructions or criteria, and late submissions.
The document provides an agenda and guidance for an evaluation committee on conducting a request for proposals (RFP) evaluation. It outlines the RFP evaluation process, including establishing criteria, independently reviewing proposals, conducting consensus scoring sessions, and documenting the process. Key points covered include developing an evaluation strategy, evaluating technical and cost proposals, conducting reference checks, maintaining confidentiality, and ensuring proper documentation. The overall goal is to conduct a fair evaluation based on the criteria in order to select the best value proposal.
The HUBZone program provides federal contracting assistance to small firms located in historically underutilized business zones. There are over 5,700 certified small businesses in the program. The program aims to increase employment opportunities and stimulate investment in designated areas that typically have low incomes or high unemployment. The Small Business Administration regulates the program and determines business eligibility. Certified HUBZone businesses receive benefits like set-aside contracts and a 10% price evaluation preference.
This document provides information about various small business certification programs including federal, state, and local programs. It discusses certification categories such as 8(a), HUBZone, Service Disabled Veteran Owned Small Business, and Women Owned Small Business. It also summarizes certification requirements, benefits, and the application process for programs like the Minnesota Small Business Procurement Program and CERT Program. Overall, the document serves to educate small businesses on certification options that can help them access contracting and procurement opportunities.
Challenges and Solutions to Conducting High Quality Contract Evaluations for ...Washington Evaluators
Challenges and Solutions to Conducting High Quality Contract Evaluations for the U.S. Government
Washington Evaluators Brown Bag
July 7, 2015
Presenter: David J. Bernstein
Discussant: Kathryn E. Newcomer
The document provides tips for small businesses to improve their proposals for government contracts, advising them to fully understand the solicitation process, focus on demonstrating relevant experience and qualifications for evaluation factors, and develop competitive pricing and technical approaches rather than superficial proposals. It also outlines the different types of solicitations, evaluation criteria, and resources for finding contracting opportunities.
This document provides tips for small businesses to improve their proposals for government contracts. It outlines the key steps in the procurement process including types of solicitations, understanding the federal contracting process, and avoiding common mistakes. It emphasizes understanding the solicitation requirements, providing specific responses aligned with evaluation factors, and demonstrating relevant past performance and experience. Overall, the document advises small businesses to prepare thoroughly, start by pursuing smaller opportunities, conduct market research, highlight their strengths, and learn from any past failures in order to build a winning strategy for securing government contracts.
This document provides guidance on evaluating Requests for Proposals (RFPs) for the Aviation Procurement Unit of Hartsfield-Jackson Atlanta International Airport. It discusses when to use an RFP approach, how to develop evaluation criteria and strategy, and an overview of the evaluation process. Key steps include identifying minimum qualifications, defining evaluation criteria, determining the cost-to-technical score ratio, distributing points among criteria, conducting reference checks and interviews, and documenting the evaluation. The goal is to conduct a fair evaluation that identifies the proposal that best meets the project needs.
With 2-3 sentence response! Respond to each of those decussion quest.docxcooperapleh
With 2-3 sentence response! Respond to each of those decussion question
1.
Request for Proposals (RFP) are defined as documents that describes a project’s needs and asks for proposed solutions from qualified vendors (Peters, 2011). A Request for Proposal is needed when your policies, your funder's policy, or government regulations require one. Request for Proposal are also
publicly advertised. Suppliers respond with a
detailed
proposal, not with only a
price
quotation, they
provide
information or negotiation after sealed proposals are opened, and the
award of contract
may not necessarily go to the lowest
bidder
(businessdictionary,2016).
W
hen responding to a RFP depending on the project needs the grantor may choose to target your RFP to specific firms. There are two types of Request for Proposals an Open RFP or Closed RFP. A closed RFP approach targets a smaller group of known firm’s vendors that have come recommended from trusted sources or that you have worked with successfully in the past. By closing the RFP, you are indicating that only invited firms may respond. This approach works well if you have a network of vendors already and the project is an overall match to their skill sets (Supplier Select, 2014).
In an open RFP,
any
potential supplier is allowed to view the RFP documents and submit a response .Open RFPs are more common in government environments, where rules are in place to ensure that purchases decisions are unbiased. A variant of an RFP is an RFI (Request For Information).
An RFI is typically issued earlier in the purchasing process, and is used to learn more about the purchase category by collecting information about the range of products or services on offer. RFI's usually solicit much shorter responses, and are often "open", even in the corporate sector.
(Supplier Select, 2014)
.
The Request for Proposal are distinctive, however they should include certain information such as organizational background, short project description, project budgeting, project requirements and objectives. Organizational background is given to let the reviewer know all aspects, goals and objectives of the project. The short description of the project should be given to inform the reviewer of a more in depth vision of the goal at hand. The project description describes the characteristics that define a successful outcome in the initial assessment. When writing your project requirements make sure you define your audience, list required and desired features, note any system integration needs, indicate any preferred tools or systems and clarify any needs the program is seeking (Peters, 2011). Project Budgeting is important to include as well as any milestones and deadlines. Project requirements and objectives will be the most informative piece of information will you have to provide when responding to a Request for Proposal.
There are also certain steps that can be taken while responding to a RFP. The Standard Steps in the Reque.
This document provides guidance on how to effectively participate in and utilize a debriefing process following an unsuccessful government contract proposal. It begins with background on debriefing basics such as why they are conducted, applicable timing and content rules. It then discusses perspectives, strategies and etiquette from both the government and contractor sides. The document provides suggestions for preparation, prohibited information, question types, and key takeaways. The overall summary is that debriefings can help improve future proposals if used strategically to understand evaluation results and address any potential issues or misunderstandings.
ProEdge Global Sdn. Bhd.
Suite: 33-01, 33rd Floor,
Menara Keck Seng,
203 Jalan Bukit Bintang,
55100 Kuala Lumpur, Malaysia.
Tel : +603-2116 5671
HP : +6016-338 9783
kenneth@proedgeglobal.com
Public sector tendering - your route to successwalescva
This document provides an overview of resources available through the "Winning in Tendering" project to help suppliers succeed in public sector tenders. It describes the Tender Review Service, which provides free and confidential reviews of unsuccessful tender submissions to help suppliers improve. The document also outlines common pitfalls to avoid in tenders, such as lack of evidence or insufficient detail. Finally, it discusses suppliers' responsibilities and options for legal recourse through the remedies regime if they believe a tender process was irregular.
This document provides auditors with red flags to help identify circumstances indicating the need for further audit work related to procurement fraud. It outlines red flags in areas like procurement, contracts, payments, and processes. Examples are given of where things have gone wrong in the past. Controls to mitigate fraud risks are also listed. The goal is to help auditors recognize potential issues and ensure expected controls are in place during their audits.
The document discusses the benefits of conducting a Request for Proposal (RFP) process when selecting providers for a company's retirement plan. It notes that an RFP documents the due diligence process and can help fiduciaries find more cost-efficient options and understand different service levels. While an RFP is not required, expert testimony and DOL guidance recommend shopping plans every 3-5 years. However, few sponsors have conducted an RFP recently due to misconceptions. The document then addresses common misconceptions and outlines benefits of an RFP such as fulfilling fiduciary obligations, benchmarking expenses, providing a bargaining tool, and being an educational experience.
This document provides guidance on managing conflicts of interest in procurement for an unnamed agency. It identifies several high risk areas where conflicts could arise, including with small procurements, authoring procurement documents, selecting evaluation panels, and administering evaluation meetings. For each risk area, it suggests management mechanisms like disclosing interests, independent review, formal procedures, and prohibiting gifts from suppliers. The purpose is to demonstrate how the agency's conflict of interest policy will be applied across procurement to maintain integrity and fairness.
The document discusses missed opportunities in public procurement due to a overly transactional focus on compliance. It provides three examples where focusing only on compliance led to fraud, corruption or exploitation. In each case, the procuring entity failed to properly analyze supply market dynamics, consider stakeholder needs, or develop an evidence-based procurement strategy. This lack of strategic planning left the processes open to manipulation by suppliers. The document argues public procurement could be improved by taking a more strategic approach focused on understanding supply markets and stakeholder needs rather than just ensuring compliance with procedures.
The document outlines the bid evaluation process, including opening bids, preliminary examination to check eligibility and responsiveness, detailed examination including price comparisons and corrections, and post-qualification of the lowest bidder. It describes preparing a bid evaluation report documenting the process and results. It also covers rejecting all bids if necessary and notifying the intended contract awardee while in a standstill period for feedback. The goal is to identify the responsive bid with the lowest evaluated cost through a fair and transparent process strictly following the bidding criteria.
The document discusses communications, exchanges, discussions, and negotiations in federal contracting. It defines the different types of exchanges between the government and offerors: clarifications involve minor exchanges to correct errors, while communications and discussions involve more substantive feedback on proposals. Awarding a contract can either be done without discussions via clarifications alone, or with discussions which establish a competitive range and allow proposal revisions. Proper documentation of exchange types and evaluation processes is important for compliance.
Behind every Invitation to Tender is unspoken subtext.
This Presentation surfaces the factors that help design a Construction Contractor bidding strategy and identify the true value of the opportunities your company is faced with.
Naturally there are no-brainer elements that will impact your decision-making process such as your available resources, project size, conflicting commitments and so on
This document discusses a Request for Proposal (RFP) process. An RFP is used when factors other than price are considered for procurements over $100,000. Selection is based on evaluation criteria described in the RFP, such as technical approach, past performance, key personnel, and price. The RFP outlines the statement of work, evaluation criteria, submission instructions, and anticipated contract terms. Best practices for responding include emphasizing benefits, responding completely to instructions, and customizing for each RFP. Pitfalls to avoid are disclaimers, ignoring instructions or criteria, and late submissions.
The document provides an agenda and guidance for an evaluation committee on conducting a request for proposals (RFP) evaluation. It outlines the RFP evaluation process, including establishing criteria, independently reviewing proposals, conducting consensus scoring sessions, and documenting the process. Key points covered include developing an evaluation strategy, evaluating technical and cost proposals, conducting reference checks, maintaining confidentiality, and ensuring proper documentation. The overall goal is to conduct a fair evaluation based on the criteria in order to select the best value proposal.
The HUBZone program provides federal contracting assistance to small firms located in historically underutilized business zones. There are over 5,700 certified small businesses in the program. The program aims to increase employment opportunities and stimulate investment in designated areas that typically have low incomes or high unemployment. The Small Business Administration regulates the program and determines business eligibility. Certified HUBZone businesses receive benefits like set-aside contracts and a 10% price evaluation preference.
This document provides information about various small business certification programs including federal, state, and local programs. It discusses certification categories such as 8(a), HUBZone, Service Disabled Veteran Owned Small Business, and Women Owned Small Business. It also summarizes certification requirements, benefits, and the application process for programs like the Minnesota Small Business Procurement Program and CERT Program. Overall, the document serves to educate small businesses on certification options that can help them access contracting and procurement opportunities.
The document provides information on the veteran verification process through the Center for Veteran Enterprise (CVE). It discusses the required federal registrations, what qualifies a business as veteran-owned, and the CVE verification process which involves submitting documentation, undergoing an examination, possible site visit, and ultimate determination of approval or denial. Common reasons for denial include not meeting ownership and control requirements or providing incomplete documentation. The presentation aims to help veteran business owners successfully complete the CVE verification process.
The document is a presentation about updates to the SAM II system from Pat Dotter, the Southwestern Area Manager at PTAC MN. It outlines new features of SAM II including updated pages and a new "Processing" message. It also reviews how to update an entity profile, manage role requests, and adjust account settings within the new version of SAM II. Contact information is provided for Pat Dotter and PTAC MN if users need assistance.
Jeff Marcus is the global manager for Red Wing Shoe Company, managing over $200 million in contracts across 110 countries. Red Wing is a 108-year-old Minnesota-based company that manufactures work footwear and other personal protective equipment. It has 2 US factories, over 450 retail stores, and distribution in 110 countries, employing over 2,500 people worldwide. The document provides an overview of Red Wing's domestic and international business, product lines, and instructions for how to do business with the company.
U.S. Department of Labor - Wage & Hour Divisionjpeabody
This document provides guidance from the U.S. Department of Labor Wage and Hour Division on complying with prevailing wage requirements on federal contracts. It addresses topics like laborers and mechanics coverage, fringe benefits, computing overtime pay, and investigation procedures. The guidance explains how to properly classify workers, pay prevailing wages and fringe benefits, handle multi-rate employees, and calculate back wages owed when violations are found.
The State of Minnesota spends approximately $4 billion annually procuring a wide range of goods, services, and construction projects through both one-time purchases and long-term contracts. The Materials Management Division oversees the state's procurement processes and manages cooperative purchasing programs that allow other government entities to access state contracts. The document provides an overview of the state's procurement methods, requirements for soliciting bids and proposals, programs to promote small and diverse businesses, and resources for vendors.
The document provides information about doing business with the U.S. General Services Administration (GSA). It discusses GSA's role in providing goods and services to other government agencies in an efficient manner. It also outlines the key steps and programs small businesses need to be aware of to market themselves and pursue contracting opportunities through GSA, including obtaining a DUNS number, registering in the System for Award Management, and pursuing Multiple Award Schedule contracts which allow businesses to provide goods and services to the government.
The document provides information about doing business with the U.S. Environmental Protection Agency (EPA) and its Office of Small Business Programs (OSBP). It outlines EPA's mission to protect human health and the environment. OSBP supports this mission by fostering partnerships and contracting opportunities for small businesses. The document discusses EPA's procurement goals for small businesses, common contracts and services purchased, certification requirements, and tips for small businesses to pursue EPA opportunities.
Doing Business with Public Building Servicejpeabody
This document provides information about doing business with the General Services Administration's (GSA) Public Buildings Service (PBS) Great Lakes Region. It discusses GSA's regional structure, PBS priorities like meeting small business goals, the types of services and construction projects PBS procures, current budget and challenges, and strategies to address challenges like reducing energy costs. Contact information is provided for the PBS Great Lakes Region Small Business Office and Acquisition Management Division for any questions.
The document discusses marketing materials for small businesses seeking government contracts, including capabilities statements, past performance narratives, business cards, and email signatures. It provides guidance on what information to include in one-page capabilities statements to concisely convey a company's qualifications, competencies, and differentiation. It also outlines what should be included in past performance narratives and recommendations for designing clear and informative business cards and email signatures. The overall goal is to effectively communicate a company's capabilities and value proposition to government customers.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document provides information about an online course on bidding and estimating from the Minnesota Department of Transportation. The course takes about an hour to complete and provides a Bidding & Estimating Certificate upon finishing. It also includes a link to a website that allows users to search for requests for proposals, bids, and contracts from government agencies.
8(a) Business Development Program Orientationjpeabody
The document provides information about the SBA's 8(a) Business Development Program. It outlines the program's goals of promoting business development and competitive viability for small businesses owned by socially and economically disadvantaged individuals. Eligibility requirements include demonstrating social and economic disadvantage, meeting size standards, and being at least 51% owned and controlled by disadvantaged individuals. The program offers contracting assistance, training, and other benefits to help participants compete more effectively. Applying firms must submit an application and meet all eligibility criteria.
This document provides an overview of government contracting and the services provided by Procurement Technical Assistance Centers (PTAC). It discusses the PTAC program, available services like market research, registration assistance and training seminars. Statistics on PTAC's results in Minnesota are presented, with details on the size of the government market, where to find business opportunities, and keys to succeeding in government contracting like understanding the customer and competition. The document aims to explain the government procurement process and resources available to help businesses pursue government contracts.
System for award management level 2-p dotter 031009jpeabody
This workshop is geared to current SAM users and those who have already completed the initial migration and update of the old CCR. Topics include: latest updates, new errors, old problems that are still evident, some work arounds and knowing when and who to call for help. Also, learn about annual updates, updating NAICS and PSC and other business information.
System for award management level 1-p dotter 031009jpeabody
This work shop is geared to those who are first time users of SAM. Topics include: successfully creating your personal SAM account, locating and connecting to your migrated old CCR account, updating the old CCR or creating a first time business profile in SAM. The goal of this workshop is for participants to be able to “get it right the first time.”
This document provides information and resources for starting a business. It discusses developing a business plan, which includes a narrative section and financial section and outlines goals and plans for success. The business plan is necessary for obtaining financing and helping the business grow. The document also covers determining the business entity structure, insurance needs, financing options, whether to take on partners, and monitoring cash flow once operations begin. Resources for starting a business are also listed.
Certification panel various presenters 031009jpeabody
The document provides information about various small business certification programs available at the federal, state, and local levels. It discusses certification options including the Federal 8(a) Business Development program, HUBZone program, state of Minnesota DBE and Targeted Vendor programs, and local CERT programs. The document also addresses why certification is required, benefits of certification such as price preferences and contracting opportunities, and eligibility requirements for different programs.
In this session you will learn the elements that make a capability statement stand out from the crowd. This is a standard document used to introduce your firm to government decision-makers. Often it is the first impression your business will have. You will take away everything you need in order to create a winning marketing tool for your business!
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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1. How to debrief the unsuccessful respondent
What do you say to the people who didn't win the last major request for proposal (RFP)? Handle it wrong,
and you can get angry respondents, threats of litigation and suppliers who refuse to submit proposals in
the future. Handle it right, and you can get better proposals in the future and early resolution of disputes -
plus, you can win the confidence and trust of vendors.
How do the top procurement people in Canada handle debriefings? The Legal Edge, a Victoria-based
newsletter for contract and purchasing managers, talked to Jim Kovacs, manager of Purchasing Services
at the Ministry of Health in Ontario and former chair of the Purchasing Council of the Ontario government.
His comments are based on many years of experience with large-dollar RFPs and tenders.
Why hold debriefings?
The purpose of a debriefing is to explain why a respondent's proposal was not selected. In Ontario,
debriefings are only provided if they are requested by an unsuccessful respondent. RFP documents do
not require debriefings on a mandatory basis, nor is it government policy to provide routine debriefings.
However, Management Board Secretariat guidelines recommend the practice. As a result, an Ontario
RFP advises respondents that a debriefing is available upon request.
Why is debriefing a best practice?
Governments should respond positively to a debriefing request. First, it recognizes that the respondent
spent a lot of time and money preparing its proposal. A debriefing ensures that a respondent also
understands the reciprocal work done by the government. It explains the RFP evaluation process as well
as the amount of time and effort expended by the evaluation committee. In many cases, a debriefing will
avoid the possibility that a rejected respondent will take its disappointment to a higher authority - your
boss, the minister or a member of the provincial Legislature.
Most importantly, debriefings are good for everyone concerned. Respondents can learn from their
mistakes; they can't improve if they don't understand their failings. Debriefings will encourage them, and
hopefully help them submit better proposals in the future. And the government benefits by having stronger
suppliers.
Who does a debriefing?
The best person is the RFP coordinator or government staff member who organized the process. The
members of the RFP evaluation committee can attend or not. Often, a representative from purchasing will
be called upon to assist in the debriefing meeting.
When should you hold a debriefing?
Only conduct a debriefing at the request of a respondent after the award is made and the contract is in
place. Do not hold a debriefing before the contract is awarded. Sometimes the unsuccessful respondent
will try to influence the evaluation process by challenging the evaluation score. Similarly, to get maximum
benefit from a debriefing, try not to delay it beyond two weeks after contract award.
What process should you use?
Debriefings can be handled by writing a letter, by a telephone conversation or by a face-to-face meeting.
If the telephone is used, be sure to follow up with a brief letter confirming that the respondent's questions
were answered and that the respondent was satisfied with the debriefing.
2. What should you say? - 10 Top Tips
• If the debriefing is a face-to-face meeting, then establish the rules up front. Make it clear that the
reason for the meeting is to explain the evaluation process and why the respondent was
unsuccessful.
.
• Take time to explain the RFP evaluation process. Many times, the vendor does not appreciate the
integrity and thoroughness of the process.
.
• Only discuss the proposal made by the unsuccessful party. DO NOT make comparisons between
it and the winning proposal.
.
• Only refer to the evaluation criteria listed in the RFP. DO NOT make comments on matters
unrelated to the RFP criteria.
.
• Use the evaluation spread sheet that listed the scores for the unsuccessful respondent.
Emphasize the weakness of the proposal as per the score. "Out of a total of 50 points …your
proposal scored 25." Do not provide scores for any other specific proposals.
.
• Explain where the unsuccessful proposal ranked in the final scoring, but not in relationship to any
other specific proposals. Say only that "Out of five proposals, yours ranked third (or fourth, etc.)."
Do not mention the names of the other proponents.
.
• Only release a written statement of the individual score and/or the final score of the unsuccessful
proposal.
.
• Point out the strengths of the respondent's proposal and acknowledge where the proposal scored
well.
.
• Provide advice on how the respondent can improve their scoring in future proposal submissions.
.
• Confirm at the end of the session that the respondent is satisfied with the debriefing.
3. 1
Debriefing Offerors
An Overview for Agency Personnel
BACKGROUND: Changes to the FAR affected the rules and regulations regarding the
debriefing of offerors. This paper addresses that information authorized for disclosure
under debriefing regulations, and provides additional guidance on debriefings.
REFERENCES: FAR Subpart 15.505, 15.506
FAR Subpart 33.103
Clinger-Cohen Act of 1996, Public Law 104-106
41 U.S.C. 253b(e-)-(g)
INTRODUCTION: Debriefing is the process that affords offerors to a competitive
solicitation with an explanation of the evaluation process, an
assessment of their proposal in relation to the evaluation criteria, a
general understanding of the basis of the award decision, and the
rationale for their exclusion from the competition. The purpose of
the debriefing has been expanded to instill confidence in the
process by reflecting that proposals were treated fairly. Statutory
and regulatory changes to the debriefing rules were created to
enhance and better establish the debriefing as a viable right that
would further reduce the number of protest filings, and that would
further strengthen and enhance the government’s relationship with
industry.
GUIDANCE: Debriefing of successful and unsuccessful offerors may be done
orally, in writing, or by any other method acceptable to the
Contracting Officer (CO). There is no specific requirement to hold
face-to-face debriefings; sending the written debriefing materials
via mail/facsimile is a proper method. If using this method, it is
very important to maintain some evidence that the offeror received
the written debriefing. Sometimes, it will be financially
prohibitive for the offeror to attend a debriefing in person. The
needs of the offeror should be afforded due consideration, but the
CO makes the final decision as to the debrief location and
methodology. Do not hesitate to make use of available technology,
and do what makes sense!
Debriefings consist of two distinct types, pre-award (offerors
excluded from the competitive range) and post-award. Separate
regulations have been established for governance of each type,
detailed below. It should be noted, there are no separate rules for
debriefing Best Value awards. Evaluation criteria have been
spelled out in the solicitation, and offerors have been notified of
4. 2
the place cost/price plays in the overall decision for award. A
well-documented decision memorandum will note the
cost/technical tradeoffs that were made in making the award
decision.
A debriefing requires thorough preparation. Experience has shown
that going into a debriefing unprepared is the surest way to lose the
confidence of the offeror and increase the prospects of a protest.
Offerors may rely heavily on these sessions to influence their
decision regarding the filing of a protest. An effective debriefing
can often deter a protest by demonstrating that the government
conducted a thorough, fair evaluation and made a sound decision
according to the established solicitation evaluation methodology.
Pre-award Debriefings
Law and regulations require the CO to “make every effort” to
provide timely requested pre-award debriefings “as soon as
practical.” CO’s are provided latitude in delaying the debriefing if
providing the debriefing is not in the government’s best interest.
Only one debriefing is required, so if the CO provides a pre-award
debriefing, there is no need to later provide a post-award
debriefing.
Pre-award Debriefing Minimum Contents
• Agency’s evaluation of significant elements of requester’s
proposal;
• Summary of the rationale for exclusion from the
competition; and,
• Reasonable responses to questions about the following of
source selection procedures.
In a pre-award debriefing, do not disclose the following:
• Number of offerors;
• Identity of other offerors;
• Content of other proposals;
• Ranking of offers;
• Evaluation of other offers;
• Point-by-point comparisons with other offers; and
• Information not releasable under the Freedom of
Information Act (FOIA).
Post-award Debriefings
Any offeror kept in the competitive range, including the awardee,
has a right to a timely post-award debriefing, provided the offeror
5. 3
submits a timely written response. If an award is made on the
initial proposal without discussions (i.e., no competitive range is
made), any offeror submitting a proposal has a right to a timely
post-award debriefing, provided the offeror submitted a timely
written request for a debriefing to the CO. Timely submitted
written requests for debriefings are considered “required
debriefings.”
Notices of award trigger debriefings. Notices of contract award to
the unsuccessful offerors must be sent no later than 3 days after
award. Notices of award letters are not required to contain the
advise concerning the rights to request a debriefing that is required
under the pre-award notices to offerors excluded from the
competitive range. Establishing the date the offeror received the
notice may be difficult if the notice is sent by regular mail.
Accordingly, you should consider sending the notice by mail with
return receipt requested or by electronic transmission (facsimile)
with immediate acknowledgement requested.
Count days as calendar days, and include weekends and legal
holidays. Do not count the day the offeror received the notice.
Start with the next day. For instance, the offeror receives the
notice of award at 3 p.m. on Tuesday. That means the CO must
receive a request for debrief by close of business on Friday. A
“required debriefing” results from the timely receipt of a written
request for a debriefing. It is a “required debriefing” only if the
requester submits in writing the request to the CO within 3 days
after receipt of the notice of exclusion from the competitive range
or within three days after receipt of the notice of award.
The agency must provide the required debriefing, to the maximum
extent practical, within 5 days from receipt of the request for
debriefing. In a required debriefing, timing is important for
purposes of potentially extending the opportunity to stop contract
performance in the event of a protest. An offeror who protests
within 5 days after receiving a “required debriefing” can suspend
(stop work) contract performance even if the contract was awarded
more than 10 days or months prior to the protester receiving the
required debriefing. This makes the timely providing of the
required debriefing an important post-award consideration in
avoiding belated interruptions in contract performance.
Accommodating Debriefings
If an offeror’s written request for a debriefing is not received by
the CO within 3 days after notice of contract award or notice of
6. 4
exclusion from the competitive range, it is not a “required
debriefing,” and the CO need not promptly provide the debriefing
within 5 days of the receipt of the written request. However, the
regulations do require the belated requests to be considered to the
maximum extent practicable. These accommodating debriefings
do not extend the period for possible protest suspension of
performance.
Both required and accommodating debriefings trigger the
10-day-basis for timely protest rules. Therefore, the need to
respond to any debriefing requests remains unchanged with regards
to protest issues that are based on first-learned information that is
disclosed at the debriefing. However, receipt of a debriefing does
not preclude an offeror from later filing a protest on an issue about
which it was not advised by the agency during the debriefing.1
It
should also be noted that a FOIA request is not a written request
for a debriefing.2
If an offeror waits too long to request a
debriefing, resulting protests may be dismissed for lack of due
diligence on the part of the protester.3
Post-award Debriefing Minimum Contents
At a minimum, the following information must be provided to the
offeror in the debriefing:
• Offeror’s evaluated significant weaknesses or deficiencies;
• Overall evaluated price/cost and technical ratings of the
debriefed offeror and awardee;
• When ranking was developed, the overall ranking of
offerors (i.e., ranked 4th
out of 6 proposals; do not identify
other unsuccessful offerors by name);
• A summary of the rationale for award (identifies the
significant advantages of the awardee’s proposal in general
terms without revealing confidential information, and may
address cost/technical tradeoffs);
• For acquisition of commercial items, the make and model
of item to be delivered; and,
• Reasonable responses to relevant questions about whether
source selection procedures were followed.
1
In Geo-Centers, Inc., B-276033, May 5, 1997, the GAO held a protest filed 3 months after award as
timely on information subsequently obtained under FOIA, since the information was initially withheld at
the debriefing.
2
In Automated Medical Products Corporation, B-275835, February 3, 1997, the GAO noted the pursuit of
information under FOIA is not due diligence on the part of the protester, where the information could have
promptly been provided under debriefing rules.
3
In Professional Rehabilitation Consultants, Inc., B-275871, February 28, 1997, the GAO dismissed a
protest based upon information provided at a non-required debriefing because the protester did not request
a debriefing until more than two months after notice of award.
7. 5
In a post-award debriefing, do not include the following:
• A point-by-point comparison between the debriefed
offeror’s proposal with those of other offerors;
• Names of individuals providing referenced past
performance information about the offeror;
• Information which is exempt from release under FOIA,
including trade secrets; privileged or confidential
manufacturing processes/techniques; and, commercial and
financial information, including cost breakdowns, profits,
indirect cost rates and similar information.
Remember, the CO is required to include an official summary of
the debriefing in the contract file!
TIPS: For informational purposes, here are a couple of helpful tips to
make your debrief successful:
• Keep some evidence of when an offeror receives notice of
being excluded from the competitive range or notice of
award.
• Use source selection documents and evaluation reports to
form the basis for creating your debriefing material.
Government personnel needed for potential debriefings
should not generally schedule leave immediately after
award when there is a high likelihood that unsuccessful
offerors will timely request a debriefing.
• If a timely written request is received for a required
debriefing, prepare to provide the debriefing immediately,
but no later than 5 days from receipt of request. Carefully
review the calendar for reducing the suspension of
performance opportunity to coincide with the 10 days from
award period. Confirm in writing the date when the
government offered to make the debriefing.
• Obtain a list of who will be attending on behalf of the
unsuccessful offeror and elicit written specific questions
they wish addressed at the scheduled debriefing.
• Except for those weaknesses identified as a result of
changes in the Final Proposal Revision, each weakness
discussed during the debriefing should have already been
discussed with the offeror.
• Assure responses to questions correspond to areas
evaluated during source selection.
• Someone not involved in the debriefing should be assigned
to take notes of oral debriefing questions and answers.
These notes, as well as any written debriefing materials,
will constitute the record of the debriefing that must be
maintained with the contract file.
8. 6
• Instruct the debriefing team to be polite, professional,
confident, and to avoid arguments, but not to be overly
apologetic regarding the evaluation made by the team.
Remember, a good award decision, and a well-presented
debriefing means not having to say you are sorry!
Date: February 4, 2003