The process PBS uses to procure services that represent the best possible value to taxpayers; useful to any firm planning on submitting a bid for a government contract.
This document summarizes a presentation on team approaches to pricing risk. It discusses identifying different types of risk during various stages of contracting, as well as mitigating risk through measures like adding schedule buffers or hiring expertise. It also addresses pricing risk, escalation factors, different contract types that allocate risk differently between buyers and sellers, and how to determine appropriate fee levels under various contract structures in accordance with FAR guidelines.
Evaluating Subcontractor Accounting Systems & RatesRobert E Jones
Govology
Whether you’re the prime or a sub, learn essentials of financial oversight for a smooth working relationship. Primes are responsible for the review and oversight of their subs including accounting system compliance and evaluation of price and related factors.
Come learn what to look for in healthy financial system.
• Prior system approval
• Use of a third-party in surveying the system, developing budgets, or reviewing rates
• Time since last system survey or rate audit
• Consistency in and effective rate management
Subcontractors need to understand the proper way to develop rates. Primes need to understand how to evaluate rates, especially when comparing rates among multiple subcontractors. Rates vary from industry-to-industry and contractor-to-contractor. One must understand the composition and structure of rates as a mere comparison of numbers does not deem a rate high, low, or incorrect.
We'll discuss your options (including the pros and cons) for financial oversight including:
Use of internal resources
Requesting agency survey of system or review of review
Hiring a third-party
Join us to learn best practices for ensuring financial stability and building solid relationships with your prime or sub.
Learning Objectives
1. Define the cost pools and indirect rates utilized by government contractors
2. Describe the difficulty of comparing rates among contractors
3. List options for the evaluation of rates
4. Identify the risks in evaluating contractor systems and rates
www.leftbrainpro.com
Govology webinar - Evaluating Subcontractor Accounting Systems and RatesRobert E Jones
Whether you’re the prime or a sub, learn essentials of financial oversight for a smooth working relationship. Primes are responsible for the review and oversight of their subs including accounting system compliance and evaluation of price and related factors.
Come learn what to look for in healthy financial system.
• Prior system approval
• Use of a third-party in surveying the system, developing budgets, or reviewing rates
• Time since last system survey or rate audit
• Consistency in and effective rate management
Subcontractors need to understand the proper way to develop rates. Primes need to understand how to evaluate rates, especially when comparing rates among multiple subcontractors. Rates vary from industry-to-industry and contractor-to-contractor. One must understand the composition and structure of rates as a mere comparison of numbers does not deem a rate high, low, or incorrect.
We'll discuss your options (including the pros and cons) for financial oversight including:
Use of internal resources
Requesting agency survey of system or review of review
Hiring a third-party
Join us to learn best practices for ensuring financial stability and building solid relationships with your prime or sub.
April B. White has over 10 years of experience in marketing and proposals. She has submitted over 100 proposals and marketing pieces in 2010. She also has experience in data collection, contact management, surveys, and strategic networking projects.
Latrice L Escudero has over 17 years of experience in mortgage banking compliance and risk auditing. She is currently a Senior Lead Compliance Analyst at Prospect Mortgage where she is responsible for researching regulations, implementing policies and procedures, and investigating fraud cases and consumer complaints. Prior to her current role, she held various compliance and risk auditing positions at Highlands Residential Mortgage, Nationstar Mortgage, MetLife Home Loans, and JP Morgan Chase.
The document discusses source selection techniques and best practices for government contracting source selections. It provides a schematic of the best value continuum from lowest price technically acceptable to more subjective tradeoff methods. It outlines the typical "black hole" process experienced by industry, from proposal submission through potential debriefs and protests. It then provides lessons learned and best practices for source selections, including training evaluators, developing evaluation criteria, conducting industry engagement, using electronic tools, and documenting the process. Key aspects of the source selection process such as evaluation factors, consensus meetings, and debriefings are examined.
Choosing and Evaluating Collection AgenciesBillLovitt
This document provides guidance on choosing and evaluating collection agencies. It recommends determining your needs, checking an agency's reputation and credentials, and ensuring they can provide the necessary services. When evaluating performance, it advises setting realistic expectations and comparing agencies using the same metrics. It also stresses managing risks by ensuring the agency is properly licensed and follows all applicable laws regarding debtor treatment, cash handling, and compliance.
This document provides a summary of JA Meredith Inc's professional experience and qualifications. It outlines over 23 years of financial and project management experience in both the public and private sectors. Key areas of practice include cost estimating, analysis, project budgeting, business analysis, and technical writing. Notable past projects include work with the Veterans Administration, Army, Centcom, Special Operations Command, and private sector organizations. The document establishes Meredith's qualifications and clearance for sensitive government work involving areas such as intelligence analysis, contingency planning, and information management.
This document summarizes a presentation on team approaches to pricing risk. It discusses identifying different types of risk during various stages of contracting, as well as mitigating risk through measures like adding schedule buffers or hiring expertise. It also addresses pricing risk, escalation factors, different contract types that allocate risk differently between buyers and sellers, and how to determine appropriate fee levels under various contract structures in accordance with FAR guidelines.
Evaluating Subcontractor Accounting Systems & RatesRobert E Jones
Govology
Whether you’re the prime or a sub, learn essentials of financial oversight for a smooth working relationship. Primes are responsible for the review and oversight of their subs including accounting system compliance and evaluation of price and related factors.
Come learn what to look for in healthy financial system.
• Prior system approval
• Use of a third-party in surveying the system, developing budgets, or reviewing rates
• Time since last system survey or rate audit
• Consistency in and effective rate management
Subcontractors need to understand the proper way to develop rates. Primes need to understand how to evaluate rates, especially when comparing rates among multiple subcontractors. Rates vary from industry-to-industry and contractor-to-contractor. One must understand the composition and structure of rates as a mere comparison of numbers does not deem a rate high, low, or incorrect.
We'll discuss your options (including the pros and cons) for financial oversight including:
Use of internal resources
Requesting agency survey of system or review of review
Hiring a third-party
Join us to learn best practices for ensuring financial stability and building solid relationships with your prime or sub.
Learning Objectives
1. Define the cost pools and indirect rates utilized by government contractors
2. Describe the difficulty of comparing rates among contractors
3. List options for the evaluation of rates
4. Identify the risks in evaluating contractor systems and rates
www.leftbrainpro.com
Govology webinar - Evaluating Subcontractor Accounting Systems and RatesRobert E Jones
Whether you’re the prime or a sub, learn essentials of financial oversight for a smooth working relationship. Primes are responsible for the review and oversight of their subs including accounting system compliance and evaluation of price and related factors.
Come learn what to look for in healthy financial system.
• Prior system approval
• Use of a third-party in surveying the system, developing budgets, or reviewing rates
• Time since last system survey or rate audit
• Consistency in and effective rate management
Subcontractors need to understand the proper way to develop rates. Primes need to understand how to evaluate rates, especially when comparing rates among multiple subcontractors. Rates vary from industry-to-industry and contractor-to-contractor. One must understand the composition and structure of rates as a mere comparison of numbers does not deem a rate high, low, or incorrect.
We'll discuss your options (including the pros and cons) for financial oversight including:
Use of internal resources
Requesting agency survey of system or review of review
Hiring a third-party
Join us to learn best practices for ensuring financial stability and building solid relationships with your prime or sub.
April B. White has over 10 years of experience in marketing and proposals. She has submitted over 100 proposals and marketing pieces in 2010. She also has experience in data collection, contact management, surveys, and strategic networking projects.
Latrice L Escudero has over 17 years of experience in mortgage banking compliance and risk auditing. She is currently a Senior Lead Compliance Analyst at Prospect Mortgage where she is responsible for researching regulations, implementing policies and procedures, and investigating fraud cases and consumer complaints. Prior to her current role, she held various compliance and risk auditing positions at Highlands Residential Mortgage, Nationstar Mortgage, MetLife Home Loans, and JP Morgan Chase.
The document discusses source selection techniques and best practices for government contracting source selections. It provides a schematic of the best value continuum from lowest price technically acceptable to more subjective tradeoff methods. It outlines the typical "black hole" process experienced by industry, from proposal submission through potential debriefs and protests. It then provides lessons learned and best practices for source selections, including training evaluators, developing evaluation criteria, conducting industry engagement, using electronic tools, and documenting the process. Key aspects of the source selection process such as evaluation factors, consensus meetings, and debriefings are examined.
Choosing and Evaluating Collection AgenciesBillLovitt
This document provides guidance on choosing and evaluating collection agencies. It recommends determining your needs, checking an agency's reputation and credentials, and ensuring they can provide the necessary services. When evaluating performance, it advises setting realistic expectations and comparing agencies using the same metrics. It also stresses managing risks by ensuring the agency is properly licensed and follows all applicable laws regarding debtor treatment, cash handling, and compliance.
This document provides a summary of JA Meredith Inc's professional experience and qualifications. It outlines over 23 years of financial and project management experience in both the public and private sectors. Key areas of practice include cost estimating, analysis, project budgeting, business analysis, and technical writing. Notable past projects include work with the Veterans Administration, Army, Centcom, Special Operations Command, and private sector organizations. The document establishes Meredith's qualifications and clearance for sensitive government work involving areas such as intelligence analysis, contingency planning, and information management.
Vendor Management: How Well Are You Managing Your Consultants and Appraisers?EDR
This document provides guidance on managing third party vendors for appraisals and environmental reviews. It discusses establishing policies and procedures for vendor selection, contracting, ongoing monitoring and reviews. Key recommendations include having independent job managers to avoid undue influence, selecting the most qualified vendor for each complex assignment, providing constructive feedback to vendors, and optimizing the bidding process to spread work among competent peers and maintain independence. The goal is to meet regulatory expectations for managing risks from third party vendors.
The Vendor Selection Guide - How to on Assessing Vendor ViabilityProformative, Inc.
In this session, Finance and Technology leaders will learn the best practices applied by Fortune 500 and Global 2000 organizations as they identify, evaluate, and select the right solution partner from an ever-changing technology landscape now dominated by Cloud offerings. Our speaker will take you through a process leveraged by numerous companies to effectively identify those solutions that best align with corporate needs while also ensuring long term, mutually beneficial partnerships.
Speaker: Bruce Jackson, President and COO, Iconixx
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 4
The document discusses different types of risks involved in lending to micro, small, and medium enterprises. It covers 4 modules that analyze business risks, financial risks, management risks, and project implementation risks. The modules examine factors such as operating efficiency, market position, past and future financial performance, management track record, and project-specific risks. The document also provides classifications for micro, small, and medium enterprises based on investment levels. It outlines the procedure for dealing with loan applications.
This document outlines the key components of effective supplier management for a local government organization. It discusses establishing service level agreements and key performance indicators, developing mutually beneficial partnerships, understanding internal needs and financial constraints, ensuring executive involvement and alignment with strategic objectives, tailoring processes for different supplier segments, using technology to manage relationships and provide visibility, and delivering both cost savings and innovative new services. It also recommends applying the ABCD method and OODA loop process models to supplier relationship management.
Antoine Welch has over 10 years of experience in financial services and compliance management, including his current role as a BSA/AML Analyst at BBVA Compass Bank where he ensures compliance with know-your-customer and anti-money laundering regulations. He has a background in financial services operations management from his time at CC Finance Company and customer relations management from his work at Sitel Corporation. Welch is pursuing a BS in Computer Engineering and Business Management and has various technical and compliance skills.
Credit ratings provide an opinion on an issuer's ability to meet debt obligations and isolate credit risk evaluation. They assess risk but are not a general evaluation, audit, or recommendation on a security. In India, interest rates transitioned from administered to market-driven as risk assessment became critical. Ratings benefit regulatory authorities, issuers, intermediaries, and investors by facilitating risk identification and market participation. Ratings models evaluate industry, operating efficiency, financial, management, and project risks.
This document summarizes key points from a seminar on outsourcing deals. It discusses structuring the deal terms, conducting due diligence during the bidding process, pricing models, addressing intellectual property rights, termination rights and provisions, and the importance of preparing for a potential breakdown in the client-provider relationship.
The Role of the Business Case in Public Investment Management and Project Por...Dr Rupert Booth
The document outlines Saudi Arabia's Public Investment Management (PIM) framework and Project Portfolio Planning (PPP) process. It introduces the Five Case Model business case approach used in PPP. The model assesses the strategic, economic, commercial, financial, and management cases for projects. It then discusses each step of Saudi Arabia's PPP process in detail, including screening projects using a strategic assessment, risk assessment, and strategic outline case with cost-benefit analysis. The best projects are prioritized to create a five-year project portfolio plan. Project execution is supported by a stage gate process and standardized 'White Book' procedures.
This document provides guidance on developing a solicitation for a FAR 15 procurement. It discusses reviewing customer requirements, developing evaluation criteria, and proposal preparation instructions. Key steps include setting up an acquisition team, conducting exchanges with industry, performing market research, and determining appropriate evaluation factors and a scoring system. The evaluation criteria and proposal instructions must be aligned with the solicitation's terms and conditions and statement of work. An evaluation plan should also be developed to guide the source selection process.
The document provides an overview of the source selection process for government contracts. It discusses how Requests for Proposals (RFPs) are developed based on program requirements and risks. It also outlines how proposals are evaluated based on factors like mission capability, past performance, and price. Evaluators assess proposals against the criteria in the RFP, identifying strengths, weaknesses, and risks. Based on this evaluation, proposals are rated and an overall assessment is made to determine the best value for the government. The keys to a successful source selection include consistently evaluating all proposals based on the criteria in the RFP.
The document discusses considerations for evaluating technical proposals and capabilities in performing government contracts, noting that comprehensive evaluations of bid price, capabilities, technical proposals, and past performance are important to ensure that contracts are awarded to superior companies with the expertise to deliver good results. It also addresses the need for transparency, fairness, and preventing corruption in public procurement through mechanisms like pre-qualification, electronic bidding systems, and expert review committees.
The document provides an overview of the tender process, including expressing interest, pre-qualification, submitting a tender, evaluation, and contract award. It discusses key aspects of pre-qualification like compliance, past performance, and financial/technical ability. The invitation to tender package is described. Tips are given for deciding whether to bid, key points in the tender, demonstrating understanding of the brief, providing evidence, and explaining value to win. How bids are evaluated using scoring matrices and weighting is covered.
The document provides an overview of the tender process, including expressing interest, pre-qualification, submitting a tender, evaluation, and contract award. It discusses key aspects of pre-qualification like compliance, past performance, and financial/technical ability. The invitation to tender package is described. Tips are given for deciding whether to bid, understanding requirements, completing pre-qualification, crafting a successful proposal, and avoiding common bid mistakes. The importance of value and non-financial factors in evaluation is emphasized.
This document provides guidance on developing and issuing a Request for Proposals (RFP) for a procurement process. It discusses key components of an RFP including planning, components, evaluation criteria, and the evaluation and selection process. The RFP planning section emphasizes developing a timeline and identifying required events. Key RFP components include an introduction, administrative process, evaluation criteria, and contract terms. The evaluation and selection process section outlines developing an evaluation instrument, conducting technical and cost evaluations, and assembling the required procurement package. The overall document provides a framework to help ensure a fair, transparent and well-documented competitive bidding process.
An effective specification:
1. Defines the buyer's needs to enable providers to propose cost-effective solutions and allow for fair tender evaluation.
2. Includes minimum requirements like clear, concise descriptions of requirements, responsibilities, and evaluation criteria to form the basis for contract management.
3. Is important to avoid mistakes, undermine strategic aims, and ensure information is complete to prevent wrong assumptions.
The document discusses trends in outsourcing human resources functions. It notes that HR roles have evolved from being more administrative to being more strategic. Leading companies are outsourcing non-core functions like benefits administration and payroll processing to focus internally on strategic priorities. The business process outsourcing market is growing rapidly, especially in areas like HR, finance, and administration. Companies determine what to outsource by analyzing what is core versus non-core to their business and what provides a competitive advantage.
This document discusses proposals for an electronic procurement system. It outlines key aspects of the system such as evaluating technical proposals, comparing bid prices, pre-qualifying bidders in advance, and comprehensively evaluating bids. The system aims to increase transparency, reduce costs, and streamline the procurement process. It is expected to become a model for other countries to follow.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The document provides an overview of the procurement and selection process for consulting services. It discusses the objectives of obtaining high-quality consulting services through an efficient, effective and economic process. The selection process involves evaluating technical and financial proposals from shortlisted consultants based on criteria like quality, cost and qualifications. Common selection methods include Quality and Cost Based Selection (QCBS), Least Cost Selection (LCS), and Selection Based on Consultants' Qualifications (CQS). The Request for Proposals (RFP) shares details on the scope of work, evaluation criteria and standard forms for technical and financial proposals.
Vendor Management: How Well Are You Managing Your Consultants and Appraisers?EDR
This document provides guidance on managing third party vendors for appraisals and environmental reviews. It discusses establishing policies and procedures for vendor selection, contracting, ongoing monitoring and reviews. Key recommendations include having independent job managers to avoid undue influence, selecting the most qualified vendor for each complex assignment, providing constructive feedback to vendors, and optimizing the bidding process to spread work among competent peers and maintain independence. The goal is to meet regulatory expectations for managing risks from third party vendors.
The Vendor Selection Guide - How to on Assessing Vendor ViabilityProformative, Inc.
In this session, Finance and Technology leaders will learn the best practices applied by Fortune 500 and Global 2000 organizations as they identify, evaluate, and select the right solution partner from an ever-changing technology landscape now dominated by Cloud offerings. Our speaker will take you through a process leveraged by numerous companies to effectively identify those solutions that best align with corporate needs while also ensuring long term, mutually beneficial partnerships.
Speaker: Bruce Jackson, President and COO, Iconixx
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 4
The document discusses different types of risks involved in lending to micro, small, and medium enterprises. It covers 4 modules that analyze business risks, financial risks, management risks, and project implementation risks. The modules examine factors such as operating efficiency, market position, past and future financial performance, management track record, and project-specific risks. The document also provides classifications for micro, small, and medium enterprises based on investment levels. It outlines the procedure for dealing with loan applications.
This document outlines the key components of effective supplier management for a local government organization. It discusses establishing service level agreements and key performance indicators, developing mutually beneficial partnerships, understanding internal needs and financial constraints, ensuring executive involvement and alignment with strategic objectives, tailoring processes for different supplier segments, using technology to manage relationships and provide visibility, and delivering both cost savings and innovative new services. It also recommends applying the ABCD method and OODA loop process models to supplier relationship management.
Antoine Welch has over 10 years of experience in financial services and compliance management, including his current role as a BSA/AML Analyst at BBVA Compass Bank where he ensures compliance with know-your-customer and anti-money laundering regulations. He has a background in financial services operations management from his time at CC Finance Company and customer relations management from his work at Sitel Corporation. Welch is pursuing a BS in Computer Engineering and Business Management and has various technical and compliance skills.
Credit ratings provide an opinion on an issuer's ability to meet debt obligations and isolate credit risk evaluation. They assess risk but are not a general evaluation, audit, or recommendation on a security. In India, interest rates transitioned from administered to market-driven as risk assessment became critical. Ratings benefit regulatory authorities, issuers, intermediaries, and investors by facilitating risk identification and market participation. Ratings models evaluate industry, operating efficiency, financial, management, and project risks.
This document summarizes key points from a seminar on outsourcing deals. It discusses structuring the deal terms, conducting due diligence during the bidding process, pricing models, addressing intellectual property rights, termination rights and provisions, and the importance of preparing for a potential breakdown in the client-provider relationship.
The Role of the Business Case in Public Investment Management and Project Por...Dr Rupert Booth
The document outlines Saudi Arabia's Public Investment Management (PIM) framework and Project Portfolio Planning (PPP) process. It introduces the Five Case Model business case approach used in PPP. The model assesses the strategic, economic, commercial, financial, and management cases for projects. It then discusses each step of Saudi Arabia's PPP process in detail, including screening projects using a strategic assessment, risk assessment, and strategic outline case with cost-benefit analysis. The best projects are prioritized to create a five-year project portfolio plan. Project execution is supported by a stage gate process and standardized 'White Book' procedures.
This document provides guidance on developing a solicitation for a FAR 15 procurement. It discusses reviewing customer requirements, developing evaluation criteria, and proposal preparation instructions. Key steps include setting up an acquisition team, conducting exchanges with industry, performing market research, and determining appropriate evaluation factors and a scoring system. The evaluation criteria and proposal instructions must be aligned with the solicitation's terms and conditions and statement of work. An evaluation plan should also be developed to guide the source selection process.
The document provides an overview of the source selection process for government contracts. It discusses how Requests for Proposals (RFPs) are developed based on program requirements and risks. It also outlines how proposals are evaluated based on factors like mission capability, past performance, and price. Evaluators assess proposals against the criteria in the RFP, identifying strengths, weaknesses, and risks. Based on this evaluation, proposals are rated and an overall assessment is made to determine the best value for the government. The keys to a successful source selection include consistently evaluating all proposals based on the criteria in the RFP.
The document discusses considerations for evaluating technical proposals and capabilities in performing government contracts, noting that comprehensive evaluations of bid price, capabilities, technical proposals, and past performance are important to ensure that contracts are awarded to superior companies with the expertise to deliver good results. It also addresses the need for transparency, fairness, and preventing corruption in public procurement through mechanisms like pre-qualification, electronic bidding systems, and expert review committees.
The document provides an overview of the tender process, including expressing interest, pre-qualification, submitting a tender, evaluation, and contract award. It discusses key aspects of pre-qualification like compliance, past performance, and financial/technical ability. The invitation to tender package is described. Tips are given for deciding whether to bid, key points in the tender, demonstrating understanding of the brief, providing evidence, and explaining value to win. How bids are evaluated using scoring matrices and weighting is covered.
The document provides an overview of the tender process, including expressing interest, pre-qualification, submitting a tender, evaluation, and contract award. It discusses key aspects of pre-qualification like compliance, past performance, and financial/technical ability. The invitation to tender package is described. Tips are given for deciding whether to bid, understanding requirements, completing pre-qualification, crafting a successful proposal, and avoiding common bid mistakes. The importance of value and non-financial factors in evaluation is emphasized.
This document provides guidance on developing and issuing a Request for Proposals (RFP) for a procurement process. It discusses key components of an RFP including planning, components, evaluation criteria, and the evaluation and selection process. The RFP planning section emphasizes developing a timeline and identifying required events. Key RFP components include an introduction, administrative process, evaluation criteria, and contract terms. The evaluation and selection process section outlines developing an evaluation instrument, conducting technical and cost evaluations, and assembling the required procurement package. The overall document provides a framework to help ensure a fair, transparent and well-documented competitive bidding process.
An effective specification:
1. Defines the buyer's needs to enable providers to propose cost-effective solutions and allow for fair tender evaluation.
2. Includes minimum requirements like clear, concise descriptions of requirements, responsibilities, and evaluation criteria to form the basis for contract management.
3. Is important to avoid mistakes, undermine strategic aims, and ensure information is complete to prevent wrong assumptions.
The document discusses trends in outsourcing human resources functions. It notes that HR roles have evolved from being more administrative to being more strategic. Leading companies are outsourcing non-core functions like benefits administration and payroll processing to focus internally on strategic priorities. The business process outsourcing market is growing rapidly, especially in areas like HR, finance, and administration. Companies determine what to outsource by analyzing what is core versus non-core to their business and what provides a competitive advantage.
This document discusses proposals for an electronic procurement system. It outlines key aspects of the system such as evaluating technical proposals, comparing bid prices, pre-qualifying bidders in advance, and comprehensively evaluating bids. The system aims to increase transparency, reduce costs, and streamline the procurement process. It is expected to become a model for other countries to follow.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The document provides an overview of the procurement and selection process for consulting services. It discusses the objectives of obtaining high-quality consulting services through an efficient, effective and economic process. The selection process involves evaluating technical and financial proposals from shortlisted consultants based on criteria like quality, cost and qualifications. Common selection methods include Quality and Cost Based Selection (QCBS), Least Cost Selection (LCS), and Selection Based on Consultants' Qualifications (CQS). The Request for Proposals (RFP) shares details on the scope of work, evaluation criteria and standard forms for technical and financial proposals.
Best Practices in the Public Relations RFP ProcessRobert Udowitz
This document outlines best practices for developing and managing a request for proposal (RFP) process to select a public relations agency. It discusses common concerns of both PR agencies and client organizations. It provides guidance on elements to include in an RFP like project background, scope of work, and evaluation criteria. The document also covers stages of the process such as evaluating responses, conducting presentations, and selecting a winning agency. The goal is to help clients effectively differentiate agencies and find the right long-term partner.
A practical learning to help create an efficient and targeted approach towards clinical supply. TA exciting event and one particularly captivating presentation came from Gelesis's Chief Technology Officer, Eyal Ron. The vastly experienced Dr. Ron succinctly showcased manufacturing management strategies and examined selection processes to help provide the ideal manufacturing partner for your company.
The document outlines a step-by-step process for selecting CRM software. It begins by emphasizing the importance of a formal selection process to cover assets and ensure a successful implementation. The process involves assembling a team, analyzing requirements, writing a request for proposal (RFP), researching vendors, creating an evaluation grid, conducting vendor demos and due diligence, negotiating a contract, and celebrating the selection. Key steps include gathering detailed requirements, sending the RFP to qualified vendors, evaluating proposals using a weighted evaluation grid, conducting scripted demos, checking references, and making a final selection.
Asset finance systems projects guide 101David Pedreno
You are starting, or have already started, an asset finance and leasing system implementation what are the typical pain points ahead? In this “101" guide and tips, Richmond Consulting Group looks at the key areas that will need attention if the journey is to be a smooth one.
This document provides an overview of elements of a quality bid proposal for state government procurement in Michigan, including the solicitation documents, key components of an ITB/RFP, specifications, pricing, pre-bid meetings, question and answer periods, acknowledgements, the evaluation and award process, and contact information for additional resources. It outlines the various solicitation documents used, such as RFQs, ITBs, RFPs, and RFIs, and describes the typical components of an ITB/RFP including the work statement, terms and conditions, bid process and evaluation criteria, required bidder information, and Recovery Act terms. It also discusses specifications, the importance of competitive pricing, pre-bid meetings, the question
This webinar covers proposal writing strategies such as asking good questions to buyers, different selection and evaluation methods. It discusses asking questions to clarify tender requirements, how to formulate questions, and when to submit them. Evaluation methods are explained including how proposals are opened, evaluated based on technical and price criteria, and the winning proposal is selected. The webinar provides examples of evaluation calculations and stresses the importance of understanding the selection method.
Equipment Finance System Projects Guide 101. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment Finance System Projects Guide 101. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
I’m going to discuss the basic procurement methods GSA uses for its construction projects and discuss some of the things we look for when evaluating proposals.
There are two basic procedures for competitive solicitations issued by Federal agencies and GSA in particular. They are Sealed Bidding and Competitive Proposals. I will discuss Sealed Bidding first since that’s the simpler of the two competitive acquisition procedures. Although sealed bidding is the least used method these days.
GSA uses the Sealed Bidding method when the award can be based on price and discussions with bidders aren’t necessary. In plain terms that means the specifications are straight forward and precise and can be performed by any competent responsible contractor and the only “variable” is the price. GSA issues an Invitation for Bids (IFB) which includes all the terms, conditions, regulations and specifications and drawings describing the specific work and requests a bid price. Sealed Bids are publicly opened revealing everyone’s prices to all other bidders and the public in general. That being said, although IFB’s are based on low price – the Government doesn’t base the award decision on price alone. We perform a pre award survey or responsibility check to determine whether the low bidder is a responsible contractor.
SBA requests information from small business concern (the low bidder) SBA reviews all and makes determination Affirmative - Issues certificate of Competency Negative - Does not issue certificate A Certificate of Competency (COC) is the certificate issued by the Small Business Administration (SBA) stating that the holder is responsible (with respect to all elements of responsibility, including, but not limited to, capability, competency, capacity, credit, integrity, perseverance, tenacity, and limitations on subcontracting) for the purpose of receiving and performing a specific Government contract.
Soliciting Competitive Proposals is the second acquisition procedure and is the more complicated of the two and these days it is the most frequently used procedure by most Federal Agencies. When GSA feels it cannot meet its needs through sealed bidding a decision is made is issue a Request for Proposals (RFP) instead of an Invitation for Bids. RFP’s are used when the Government feels selection of a contractor should not be based on price alone and they are looking for the “Best Value” to the Government and factors other than price are considered important. Whereas under sealed bidding the responsible bidder offering the lowest price is selected, under the competitive proposal procedures the Government may conduct negotiations and have discussions with all offerors and may award to other than the lowest price. There are two basic procurement methods for competitive proposals. Technically acceptable lowest price Trade Off Process
Again I’ll discuss technically acceptable lowest price first since it’s the simpler of the two methods. Technically acceptable lowest price is somewhat a reverse of the sealed bid procedure. It is conducted in two steps. First step - GSA issues the solicitation requesting a technical proposal responding to several specific technical factors and then evaluates each proposal received based on the offeror’s responses to each factor. Just a note that under sealed bidding contractors are called bidders and under competitive proposals they are now called offerors. Each of the proposals is then determined to be technically acceptable or not technically acceptable. Technical proposals are not ranked under this method. It’s either go or no go. You are either technically acceptable or not. Those considered technically acceptable are then requested to submit a price proposal and award is made to the lowest priced technically acceptable offeror. Notice this method refers to lowest price rather than low bid. That is because the Government may negotiate price with each offeror. For example if all prices come in too high rather than cancelling the solicitation as would be required under sealed bidding we can hold discussions with all offerors and request revised price proposals.
The second method is the tricky one. The Trade Off Process. There are many different ways to use this process but basically this method allows the Government a great deal of latitude in selecting a contractor. The Government can make a “trade off” between price and technical factors meaning we can award to other than the lowest price or other than the highest ranked technical proposal. Notice in this method technical proposals are ranked. Obviously the optimum situation for an offeror is to have the highest technically ranked lowest priced proposal. The evaluation process is based solely on the factors in the solicitation. The proposals are not compared to each other. They are ranked individually based on a specific evaluation system that is established for that particular project. This is the method I believe you all want to know about. “What are the important key points to focus on when preparing a proposal.” The solicitation will contain several technical factors tailored to the project at hand and geared towards getting the best value for the Government. Offerors are required to submit detailed responses to each of the technical factors. Here’s a generic sample of an evaluation factor.
The factor asks specifically for certain information: Square footage of building; Dollar size of project; Two pages of Photograghs Provide the information requested. Don’t be too elaborate. Don’t give drawings, sketches, etc. unless they are asked for. The evaluators aren’t going to look through documents they didn’t request and you may have included some valuable information in those extra documents which may or may not be reviewed. Not to say that you shouldn’t add an interesting fact or two that would enhance your proposal. But be brief and place it within the document that was requested. Read the factor carefully. Make sure you include all information that is requested and only information that is requested. Many solicitations request information on Key Personnel - Who will be your Project Manager, your superintendent, etc. And be aware that if you are awarded the project those personnel that were evaluated will be expected to perform that specific function. If you need to substitute a person, you will need to have the replacement person evaluated and accepted by the Government. Again, be sure to include all the information requested for each proposed team member.
Next Past Performance is always considered in a solicitation whether it is an evaluation factor or not. When responding to this item – what we will be looking for is any problems encountered on your previous projects. We expect to receive names, titles and telephone numbers for reliable references who can specifically rate your performance. It should be a person who is willing to discuss your performance with us. Be sure the phone number and all information is current because we will not spend too much time trying to contact people over and over again. Sometimes we include a past performance questionnaire in the solicitation package and request that the offeror has the reference party complete it and mail it directly to us. Even when we do this we will still call the reference to speak to them so having current contact information is important. Of course, we are always allowed to get past performance information from anyone and anywhere we deem necessary. We are not limited to the names you give us. Usually the past performance is related to the same projects listed in the similar experience factor. Note that similar experience and past performance are different factors. Sometimes an offeror may think we are asking for the same thing twice.
We also may ask the offeror to provide additional information concerning their past performance. Many times offerors forget to respond to this part of the past performance factor and only return the questionnaires. Here’s a sample. For each project submitted the offeror shall address the following items in a narrative format: Timeliness, Cost Control, Administration, Quality Product, Business Relations, Safety History, and Continuity of Personnel. Information shall not exceed three (3) typewritten pages per project. Again, be sure to read the solicitation and particularly the factors carefully. COC procedures not applicable – you are not being found non responsible only less responsible.
These are just examples of evaluation factors other may include facators related to a firm’s technical excellence (your techniques, processes); management plan, etc. In most cases the Government states in the solicitation that it intends to hold discussions with offerors but sometimes the initial intention is not to hold discussions so be sure to read the package carefully because if it states the Government does not intend to hold discussions then whatever you proposed may be evaluated “as is”. Thus, when submitting your price proposal, keep in mind that there may not be negotiations. **The solicitation will almost always state the relative importance of the factors such as technical factors are much more important than price or vice vera. Or it may make a statement that the factors are listed in the order of their relative importance….. This way you can make a smart business decision whether you have the expertise to perform the work or not.
You won’t necessarily be eliminated automatically if your responses don’t exactly meet the criteria but that will be reflected in your score and since you don’t know who the other offerors are or what they submitted you would have to make a business decision as to whether you wish to continue. Sometimes the Government makes that decision for you. The evaluation team is allowed to reduce the number of proposals it evaluates for a particular project. What happens is that the evaluators perform an initial evaluation of all the proposals that are submitted and ranks them. Then they establish a competitive range eliminating those proposals that don’t have a reasonable chance of being awarded a contract. The evaluators may further reduce the number of proposals in the competitive range in order to conduct an efficient competition. Meaning they can reduce the number of proposals to include in the competitive range to the most highly rated in order to perform a thorough and complete evaluation within the timeframe allotted. This reduction can only be done if the solicitation made a statement to that effect.
All offerors eliminated will receive a notice stating that their proposal has been eliminated and advised that they may request a debriefing. This is an interview either in person or by phone where the offeror is advised of the rationale for eliminating their proposal and information concerning the evaluation of significant elements of their proposal. The debriefing does not reveal any information about any other offerors proposals or what was better or worse in one proposal or another. Remember proposals are not compared to each other.
PBS hold pre-proposal conferences which are advertised on FBO.gov where they discuss a project before it is posted on fedbizopps. Also, attend any networking events you can. If contracting officers receive no response for sources sought, they don’t set it aside to small biz. CO’s conduct Market Research to determine small business participation. If you are 8a, HUBZone, or SDVOSB, you may get a set-aside and should market yourself to contracting staff. Do not bid on projects you can’t handle. Bid on projects, and when you don’t win a contract, find out why. You are entitled to a debriefing. In every advertisement, there is a POC listed. Ambiguous information in the Offer/Proposal should be directed to the Contracting Officer. Vendors should submit questions in writing to clarify contract requirements. RFI, Request for Information, might be implemented to extend the bid. Technical questions must be submitted in writing. Find a firm that complement your own. A joint venture may benefit you in many ways; if you require bonding or any other resources you do not have. The JV must be formed before the initial bid.
The vendor should just submit the proposal, nothing fancy, no binders, etc. Large black binders clip are fine. Businesses should only submit what is required in the solicitation package and respond to what GSA is asking for. The idea that submitting more is better is not true. A paginated proposal makes it easier for contracting officials to find requested information. Also, vendors should submit multiple copies of offer. The technical evaluation team may need more copies. In some cases, the solicitation requests a lump sum; but when it doesn’t, break it down. This will add validity to the amount you’re bidding because the CO can clearly see how you arrived at that figure. According to the contract, businesses should submit a breakdown of amounts and line items. You may be eligible for any number of programs, such as 8(a) or HUBZone. Meet with the SBA to determine your eligibility.