This document provides guidance on teaming tactics for federal contracting. It discusses the benefits of teaming for both large and small businesses, as well as the different types of teaming arrangements like prime-subcontractor, joint ventures, and mentor-protege relationships. It emphasizes doing research on potential partners and opportunities, developing a clear scope of work and capabilities for each party, and drafting proper teaming agreements. The goal is to form productive relationships that increase small business competitiveness and help both parties access more federal contracts and expertise.
This document discusses teaming tactics for small businesses working with larger prime contractors. It covers determining fit between potential partners, different teaming types like prime/subcontractor relationships, joint ventures, and mentor-protégé agreements. The benefits of teaming for both small and large businesses are presented, such as accessing new opportunities and expertise. Key factors that make teaming successful or fail are also outlined.
This document discusses pitfalls of joint ventures. It begins by defining a teaming arrangement as a partnership or joint venture between companies to act as a potential prime contractor, or an agreement for one company to act as a subcontractor for another prime contractor. Some benefits of teaming include the ability to compete for larger contracts and meet subcontracting requirements. However, the document warns that an "ostensible subcontractor" relationship, where a subcontractor performs primary work, can result in the companies being considered as affiliates for size standards. The document emphasizes that terms and conditions for any joint venture or teaming agreement must be put in writing to avoid conflicts down the road. It also discusses SBA's definition and rules
The document discusses key components of law firm transformation - processes, technology, and people. It summarizes a panel discussion on these topics. Regarding processes, it discusses how outsourcing low-value repetitive work like non-disclosure agreements can reduce costs while focusing lawyers on higher-value work. For technology, it describes how a law firm uses systems to improve processes, costing, and quality control. Finally, it notes that while technology can improve efficiency, organizational culture and reward structures that prioritize billable hours can inhibit change unless focused on client benefits.
The document discusses key components of law firm transformation - processes, technology, and people. It summarizes a panel discussion on these topics. Regarding processes, it discusses how outsourcing low-value repetitive work like non-disclosure agreements can reduce costs while focusing lawyers on higher value work. For technology, it describes how a law firm uses systems to improve processes, costing, and quality control. Finally, it notes that while technology can improve efficiency, organizational culture and reward structures that prioritize billable hours can inhibit change. Success requires putting the best people on transformation and focusing on benefits to clients.
BidLAN is a software platform that connects disadvantaged businesses to contracting opportunities. It aims to help small businesses, especially minority-owned firms, gain access to government and private sector projects. The platform allows contracting agencies to post requests for proposals and matches them with pre-qualified disadvantaged businesses. BidLAN seeks to address challenges that contractors face in identifying suitable minority suppliers. It is currently developing a minimum viable product and seeking seed funding to launch its platform in the Charleston region.
The document provides an overview of a session on teaming arrangements and surviving the challenges of teaming. It discusses the different types of teams and reasons for teaming. It emphasizes the importance of communication, trust, accountability and transparency for successful teaming. It also discusses strategies for small businesses to expand capabilities through teaming and potential pitfalls. The document stresses the importance of due diligence when selecting team members and establishing clear expectations through non-disclosure agreements and negotiated teaming agreements.
The document summarizes the services of Performance Visualization Studios, which conducts assessments of corporate stakeholder relationships to identify ways to improve cash flows and performance transparency. It details case studies where the company helped clients in industries like energy, construction, and mining centralize costs and measure individual employee performance. The company aims to map stakeholder networks and uses strategic partnerships to support client engagements nationally.
This document provides an overview of small business joint ventures and subcontracting for competing for federal contracts. It defines a small business joint venture according to SBA regulations as an association of small businesses or individuals combining their resources for a limited number of specific business ventures. It discusses size standards, affiliation rules, exceptions, limitations on subcontracting, and types of small business set-asides that joint ventures can compete for. The document aims to explain how small businesses can work together in joint ventures to compete for larger federal contracts.
This document discusses teaming tactics for small businesses working with larger prime contractors. It covers determining fit between potential partners, different teaming types like prime/subcontractor relationships, joint ventures, and mentor-protégé agreements. The benefits of teaming for both small and large businesses are presented, such as accessing new opportunities and expertise. Key factors that make teaming successful or fail are also outlined.
This document discusses pitfalls of joint ventures. It begins by defining a teaming arrangement as a partnership or joint venture between companies to act as a potential prime contractor, or an agreement for one company to act as a subcontractor for another prime contractor. Some benefits of teaming include the ability to compete for larger contracts and meet subcontracting requirements. However, the document warns that an "ostensible subcontractor" relationship, where a subcontractor performs primary work, can result in the companies being considered as affiliates for size standards. The document emphasizes that terms and conditions for any joint venture or teaming agreement must be put in writing to avoid conflicts down the road. It also discusses SBA's definition and rules
The document discusses key components of law firm transformation - processes, technology, and people. It summarizes a panel discussion on these topics. Regarding processes, it discusses how outsourcing low-value repetitive work like non-disclosure agreements can reduce costs while focusing lawyers on higher-value work. For technology, it describes how a law firm uses systems to improve processes, costing, and quality control. Finally, it notes that while technology can improve efficiency, organizational culture and reward structures that prioritize billable hours can inhibit change unless focused on client benefits.
The document discusses key components of law firm transformation - processes, technology, and people. It summarizes a panel discussion on these topics. Regarding processes, it discusses how outsourcing low-value repetitive work like non-disclosure agreements can reduce costs while focusing lawyers on higher value work. For technology, it describes how a law firm uses systems to improve processes, costing, and quality control. Finally, it notes that while technology can improve efficiency, organizational culture and reward structures that prioritize billable hours can inhibit change. Success requires putting the best people on transformation and focusing on benefits to clients.
BidLAN is a software platform that connects disadvantaged businesses to contracting opportunities. It aims to help small businesses, especially minority-owned firms, gain access to government and private sector projects. The platform allows contracting agencies to post requests for proposals and matches them with pre-qualified disadvantaged businesses. BidLAN seeks to address challenges that contractors face in identifying suitable minority suppliers. It is currently developing a minimum viable product and seeking seed funding to launch its platform in the Charleston region.
The document provides an overview of a session on teaming arrangements and surviving the challenges of teaming. It discusses the different types of teams and reasons for teaming. It emphasizes the importance of communication, trust, accountability and transparency for successful teaming. It also discusses strategies for small businesses to expand capabilities through teaming and potential pitfalls. The document stresses the importance of due diligence when selecting team members and establishing clear expectations through non-disclosure agreements and negotiated teaming agreements.
The document summarizes the services of Performance Visualization Studios, which conducts assessments of corporate stakeholder relationships to identify ways to improve cash flows and performance transparency. It details case studies where the company helped clients in industries like energy, construction, and mining centralize costs and measure individual employee performance. The company aims to map stakeholder networks and uses strategic partnerships to support client engagements nationally.
This document provides an overview of small business joint ventures and subcontracting for competing for federal contracts. It defines a small business joint venture according to SBA regulations as an association of small businesses or individuals combining their resources for a limited number of specific business ventures. It discusses size standards, affiliation rules, exceptions, limitations on subcontracting, and types of small business set-asides that joint ventures can compete for. The document aims to explain how small businesses can work together in joint ventures to compete for larger federal contracts.
Koprince sdvosb joint venturing & teaming presentation - el paso august 2012stevenkoprince
This document provides an overview of joint venturing, teaming, and subcontracting strategies for small businesses, with a focus on opportunities for Service-Disabled Veteran-Owned Small Businesses (SDVOSBs). It discusses reasons to form joint ventures or teams, how to find potential partners, legal risks to consider, and differences between joint ventures and prime/subcontractor teams. The document also outlines requirements for SDVOSB joint ventures and prime/subcontractor relationships, as well as mentor-protégé programs that can help SDVOSBs.
The UK regulator places primacy on outcomes that are client-centric as the determining factor to whether sufficient research and due diligence has been done.
This document discusses trends in how estate planning services are being offered by financial advisors and wealth managers. Specifically, it outlines two models: the estate planning strategist path and the captive estate planning attorney path. The strategist path involves using an attorney as an estate planning consultant to educate clients and review plans, while still requiring outside referrals. The captive attorney path involves having an in-house attorney who can handle estate planning needs for referred clients. The document provides details on how to implement each path and addresses various compliance considerations. The overall objective is for advisors to leverage estate planning as a value-added service for clients.
The document provides an overview of business teaming for winning government contracts. It discusses the benefits of teaming for small businesses, the government, and large businesses. It outlines the typical process for creating a team, including understanding your own capabilities, identifying potential partners, conducting due diligence, and creating a teaming agreement. The main types of teaming arrangements covered are prime contractor/subcontractor, joint ventures, mentor-protégé relationships, and GSA contractor teaming agreements. Key steps are introduced such as determining your needs and strengths, finding a suitable partner to fill gaps, and getting the relationship details in writing.
Learn the best way to start managing commercial contracts. Go from contract files and spreadsheets to an effective, efficient, and profitable contract management system.
Topics covered include:
- What is a contract?
- Why contract management matters
- Turn text to data
- Deal with documents
- Contract portfolio management
- Contract management systems
Clear, practical recommendations to get you started.
Institutional investors are highly dissatisfied with the quality of information that they receive about corporate governance policies and practices in the annual proxy. Across the board, they want proxies to be shorter, more concise, more candid, and less legal.
The largest complaint involves executive compensation and the inability of investors to determine whether senior management is paid appropriately. Based on recent survey data from major institutional investors, we describe the information that shareholders would like to see in the “ideal” proxy statement.
We ask:
• What changes can companies make to proxies contain the information that investors want in a format that is easy to read and navigate?
• Would shareholder understanding of corporate governance practices improve if companies provided clearer and more succinct data?
• How might the debate about executive compensation change?
This document discusses early stage funding sources for entrepreneurs, including personal funding through self-funding, moonlighting, or bootstrapping. It also covers angel financing, funding from friends and family, bank loans, programs from the Small Business Administration (SBA) like SBA loans and the SBIR program, small business investment companies, state development programs, and sources for finding investors like angel networks, venture capital firms, and investor directories. The most common sources of startup capital cited are personal savings, family, and bank loans.
The document summarizes an investment fund called Bridgepoint Greenfield Development Fund I LP. The fund will invest in early stage greenfield energy and infrastructure projects, with a focus on power generation and social infrastructure. It will seek investments from accredited investors and plans to invest in a minimum of 5 projects. The investment strategy is to take equity positions in projects with government backed offtake agreements to ensure revenue. The goal is to realize attractive exits for investments within 1-3 years.
My score is 5. We have a defined strategy but it could be better aligned with the wider business goals and priorities.
2) Legal Risk Management
Processes to identify, assess and mitigate risks
0 5 10
• Ad hoc risk • Formal risk identification
identification and assessment
• No risk register • Risk register in place
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
The document discusses ABC's evolving approach to strategic alliances in complex business environments. It notes that traditional bilateral partner selection is being replaced by ongoing management of partnership portfolios. ABC recognizes alliances have become more central to strategy and goals have shifted from pre-set objectives to innovating amid uncertainties. Their approach now balances managing multiple alliances within networks and distinguishes long-term "elephant" partnerships from short-term "fruit fly" relationships. ABC's business development program aims to strategically position the company, build alliance capabilities, and determine tightly fitting partner profiles beyond traditional approaches.
You will get brief knowledge about Pitching and Negotiation Skills from this Assignment. If you want custom assignment for your own please visit our website: www.topnotchresearch.org
1) The document discusses the implications of cross-cultural negotiations in the pre-negotiation and negotiation stages. It emphasizes understanding cultural differences in communication styles, relationships, and individualism vs collectivism.
2) Leveraging reputation during negotiations is also discussed. Having a good reputation helps parties interpret each other's intentions and behaviors in a consistent manner that influences cooperation. Reputations take time to develop and can be difficult to change once formed.
3) Negotiators face uncertainty about each other's true goals and strategies, and reputations provide a framework for understanding the other party's character and likely approaches during negotiation. This influences how openly parties share information and work towards mutual agreements.
Legal Project Management: Getting to insight, productivity and resultsKelly Services
With today’s pressure to reduce the cost of litigation while illuminating crucial information, the capture and organization of facts and events require more than legal knowledge or complex technology. They require the skill to assemble knowledge in real time and the capacity to keep teams on the right path.
The document provides an overview of Daniel Behrendt's expertise in acquisitions due diligence. It discusses (1) the end-to-end acquisition process and roles of key teams, (2) an overview of due diligence including goals, best practices, and timing across initial engagement, preliminary, and confirmatory due diligence stages, and (3) examples of written questions to facilitate the exchange of information with acquisition targets during due diligence. The focus is on efficiently and effectively validating value drivers, identifying risks, and planning risk mitigation through the due diligence process.
While contract renewals are important, they often do not receive the same attention as new orders. However, renewals provide an opportunity to strengthen partnerships. For a successful renewal, both enterprise customers and telecom service providers must adequately prepare, appreciate each other's objectives, and timely complete paperwork. This helps deliver mutually beneficial outcomes where customer needs converge with provider solutions. With proper planning and focus on business value rather than just costs, renewals can redefine relationships for continued success.
This document outlines how an architectural firm can implement a Balanced Scorecard (BSC) at both the project and organizational levels to improve performance. It discusses what a BSC is and how its four perspectives of internal processes, learning and growth, customers, and finance can help architectural firms better measure performance beyond just financial metrics. Implementing a project-based BSC aligned with key project deliverables, budgets and schedules can help firms with quality, staff retention and client satisfaction, while an organizational BSC provides strategic direction.
The document discusses an alliance model between systems integrators (SIs) and technology vendors. [1] Thomas O'Dea of a technology vendor and Mitchell Linnick of a consulting firm developed principles for a successful alliance to drive revenue for both firms. [2] Their best practices included executive sponsorship, communication, and focus on execution. [3] Early successes demonstrating the value proposition led to accelerated growth for both firms.
Social Jack - Social Teaming Overview - Forward Progress 2016 Social Jack
Social Jack is a training and coaching platform that has coached over 100,000 professionals using micro-learning and a social teaming engine. It targets universities, businesses, and small businesses by providing online classes, coaching, and a mobile app to help users develop social media marketing skills and build professional networks. The platform aims to empower users and build trusted communities around brands by providing educational resources and support.
Teaming refers to a group of teachers from different subject areas who are responsible for a group of students. They collaborate to support students' academic and social growth. A team typically has 2-5 teachers covering core subjects. Smaller teams are more common in lower grades while larger teams are used in 7th and 8th grades. Advantages of teaming include increased diversity of teaching styles and flexibility in scheduling. Successful teams choose their composition carefully, have common planning time, and develop a team identity through things like names, mottos, and traditions. Teachers on a team discuss topics like curriculum, student progress, and disciplinary issues.
Agile Games 2016 keynote - Awesome Teams: Games for Continuous (Extreme?) Tea...Richard Kasperowski
Agile Games 2016 keynote!
Want an awesome team that builds great products? Great teams don’t happen by accident and they don't have to take a long time to build. In this keynote, Richard lays out the case for Continuous (Extreme) Teaming. Session participants will join in a flight of fun learning activity-sets. These will give you a taste of team awesomeness and how to start when you go back to work.
Richard builds on the work of Jim and Michele McCarthy, Bruce Tuckman, Gamasutra, Standish Group, Peter Drucker, and Melvin Conway. His learning activity-sets are short games, using elements from improvisational theater, The Core Protocols, Extreme Programming, and more.
Who should attend? Anyone who wants to create a great team and build great products. You’ll leave having embodied the essential elements of accelerated continuous team-building and awesomeness maintenance.
For those who want to get the most out of the session and activities, Richard suggests that you get a copy of his book, The Core Protocols: A Guide to Greatness, read with a marker pen, and come with questions about who, when, and where to use a protocol.
Koprince sdvosb joint venturing & teaming presentation - el paso august 2012stevenkoprince
This document provides an overview of joint venturing, teaming, and subcontracting strategies for small businesses, with a focus on opportunities for Service-Disabled Veteran-Owned Small Businesses (SDVOSBs). It discusses reasons to form joint ventures or teams, how to find potential partners, legal risks to consider, and differences between joint ventures and prime/subcontractor teams. The document also outlines requirements for SDVOSB joint ventures and prime/subcontractor relationships, as well as mentor-protégé programs that can help SDVOSBs.
The UK regulator places primacy on outcomes that are client-centric as the determining factor to whether sufficient research and due diligence has been done.
This document discusses trends in how estate planning services are being offered by financial advisors and wealth managers. Specifically, it outlines two models: the estate planning strategist path and the captive estate planning attorney path. The strategist path involves using an attorney as an estate planning consultant to educate clients and review plans, while still requiring outside referrals. The captive attorney path involves having an in-house attorney who can handle estate planning needs for referred clients. The document provides details on how to implement each path and addresses various compliance considerations. The overall objective is for advisors to leverage estate planning as a value-added service for clients.
The document provides an overview of business teaming for winning government contracts. It discusses the benefits of teaming for small businesses, the government, and large businesses. It outlines the typical process for creating a team, including understanding your own capabilities, identifying potential partners, conducting due diligence, and creating a teaming agreement. The main types of teaming arrangements covered are prime contractor/subcontractor, joint ventures, mentor-protégé relationships, and GSA contractor teaming agreements. Key steps are introduced such as determining your needs and strengths, finding a suitable partner to fill gaps, and getting the relationship details in writing.
Learn the best way to start managing commercial contracts. Go from contract files and spreadsheets to an effective, efficient, and profitable contract management system.
Topics covered include:
- What is a contract?
- Why contract management matters
- Turn text to data
- Deal with documents
- Contract portfolio management
- Contract management systems
Clear, practical recommendations to get you started.
Institutional investors are highly dissatisfied with the quality of information that they receive about corporate governance policies and practices in the annual proxy. Across the board, they want proxies to be shorter, more concise, more candid, and less legal.
The largest complaint involves executive compensation and the inability of investors to determine whether senior management is paid appropriately. Based on recent survey data from major institutional investors, we describe the information that shareholders would like to see in the “ideal” proxy statement.
We ask:
• What changes can companies make to proxies contain the information that investors want in a format that is easy to read and navigate?
• Would shareholder understanding of corporate governance practices improve if companies provided clearer and more succinct data?
• How might the debate about executive compensation change?
This document discusses early stage funding sources for entrepreneurs, including personal funding through self-funding, moonlighting, or bootstrapping. It also covers angel financing, funding from friends and family, bank loans, programs from the Small Business Administration (SBA) like SBA loans and the SBIR program, small business investment companies, state development programs, and sources for finding investors like angel networks, venture capital firms, and investor directories. The most common sources of startup capital cited are personal savings, family, and bank loans.
The document summarizes an investment fund called Bridgepoint Greenfield Development Fund I LP. The fund will invest in early stage greenfield energy and infrastructure projects, with a focus on power generation and social infrastructure. It will seek investments from accredited investors and plans to invest in a minimum of 5 projects. The investment strategy is to take equity positions in projects with government backed offtake agreements to ensure revenue. The goal is to realize attractive exits for investments within 1-3 years.
My score is 5. We have a defined strategy but it could be better aligned with the wider business goals and priorities.
2) Legal Risk Management
Processes to identify, assess and mitigate risks
0 5 10
• Ad hoc risk • Formal risk identification
identification and assessment
• No risk register • Risk register in place
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.
The document discusses ABC's evolving approach to strategic alliances in complex business environments. It notes that traditional bilateral partner selection is being replaced by ongoing management of partnership portfolios. ABC recognizes alliances have become more central to strategy and goals have shifted from pre-set objectives to innovating amid uncertainties. Their approach now balances managing multiple alliances within networks and distinguishes long-term "elephant" partnerships from short-term "fruit fly" relationships. ABC's business development program aims to strategically position the company, build alliance capabilities, and determine tightly fitting partner profiles beyond traditional approaches.
You will get brief knowledge about Pitching and Negotiation Skills from this Assignment. If you want custom assignment for your own please visit our website: www.topnotchresearch.org
1) The document discusses the implications of cross-cultural negotiations in the pre-negotiation and negotiation stages. It emphasizes understanding cultural differences in communication styles, relationships, and individualism vs collectivism.
2) Leveraging reputation during negotiations is also discussed. Having a good reputation helps parties interpret each other's intentions and behaviors in a consistent manner that influences cooperation. Reputations take time to develop and can be difficult to change once formed.
3) Negotiators face uncertainty about each other's true goals and strategies, and reputations provide a framework for understanding the other party's character and likely approaches during negotiation. This influences how openly parties share information and work towards mutual agreements.
Legal Project Management: Getting to insight, productivity and resultsKelly Services
With today’s pressure to reduce the cost of litigation while illuminating crucial information, the capture and organization of facts and events require more than legal knowledge or complex technology. They require the skill to assemble knowledge in real time and the capacity to keep teams on the right path.
The document provides an overview of Daniel Behrendt's expertise in acquisitions due diligence. It discusses (1) the end-to-end acquisition process and roles of key teams, (2) an overview of due diligence including goals, best practices, and timing across initial engagement, preliminary, and confirmatory due diligence stages, and (3) examples of written questions to facilitate the exchange of information with acquisition targets during due diligence. The focus is on efficiently and effectively validating value drivers, identifying risks, and planning risk mitigation through the due diligence process.
While contract renewals are important, they often do not receive the same attention as new orders. However, renewals provide an opportunity to strengthen partnerships. For a successful renewal, both enterprise customers and telecom service providers must adequately prepare, appreciate each other's objectives, and timely complete paperwork. This helps deliver mutually beneficial outcomes where customer needs converge with provider solutions. With proper planning and focus on business value rather than just costs, renewals can redefine relationships for continued success.
This document outlines how an architectural firm can implement a Balanced Scorecard (BSC) at both the project and organizational levels to improve performance. It discusses what a BSC is and how its four perspectives of internal processes, learning and growth, customers, and finance can help architectural firms better measure performance beyond just financial metrics. Implementing a project-based BSC aligned with key project deliverables, budgets and schedules can help firms with quality, staff retention and client satisfaction, while an organizational BSC provides strategic direction.
The document discusses an alliance model between systems integrators (SIs) and technology vendors. [1] Thomas O'Dea of a technology vendor and Mitchell Linnick of a consulting firm developed principles for a successful alliance to drive revenue for both firms. [2] Their best practices included executive sponsorship, communication, and focus on execution. [3] Early successes demonstrating the value proposition led to accelerated growth for both firms.
Social Jack - Social Teaming Overview - Forward Progress 2016 Social Jack
Social Jack is a training and coaching platform that has coached over 100,000 professionals using micro-learning and a social teaming engine. It targets universities, businesses, and small businesses by providing online classes, coaching, and a mobile app to help users develop social media marketing skills and build professional networks. The platform aims to empower users and build trusted communities around brands by providing educational resources and support.
Teaming refers to a group of teachers from different subject areas who are responsible for a group of students. They collaborate to support students' academic and social growth. A team typically has 2-5 teachers covering core subjects. Smaller teams are more common in lower grades while larger teams are used in 7th and 8th grades. Advantages of teaming include increased diversity of teaching styles and flexibility in scheduling. Successful teams choose their composition carefully, have common planning time, and develop a team identity through things like names, mottos, and traditions. Teachers on a team discuss topics like curriculum, student progress, and disciplinary issues.
Agile Games 2016 keynote - Awesome Teams: Games for Continuous (Extreme?) Tea...Richard Kasperowski
Agile Games 2016 keynote!
Want an awesome team that builds great products? Great teams don’t happen by accident and they don't have to take a long time to build. In this keynote, Richard lays out the case for Continuous (Extreme) Teaming. Session participants will join in a flight of fun learning activity-sets. These will give you a taste of team awesomeness and how to start when you go back to work.
Richard builds on the work of Jim and Michele McCarthy, Bruce Tuckman, Gamasutra, Standish Group, Peter Drucker, and Melvin Conway. His learning activity-sets are short games, using elements from improvisational theater, The Core Protocols, Extreme Programming, and more.
Who should attend? Anyone who wants to create a great team and build great products. You’ll leave having embodied the essential elements of accelerated continuous team-building and awesomeness maintenance.
For those who want to get the most out of the session and activities, Richard suggests that you get a copy of his book, The Core Protocols: A Guide to Greatness, read with a marker pen, and come with questions about who, when, and where to use a protocol.
Give Your Students a Voice With Interactive Notebooks
Interactive Notebooks will change the way your students organize their thoughts, show creativity and express their knowledge of a subject. Using Interactive Notebooks, your students will have a significant decrease in lost papers and a more personalized education. Though this session is directed towards Science, Interactive Notebooks are easily adaptable for other subjects.
Presenter: Catie DiVito - Broad Creek Middle School - Newport, NC
The document discusses teaming patterns and anti-patterns, providing examples of problematic behaviors like always doing homework during team time, playing games instead of working, never documenting work, having a messy workstation, being late frequently, committing code too infrequently, and examples of how to address them through policies, pairing programmers, rotating tasks, and other techniques. It also briefly mentions teaming tools and references team building resources.
ISCRAM Summerschool 2009 Lecture (27 August 2009). Teaming with Machines: the role of autonomous systems in collaborative environments
In this talk, we will discuss the implications of autonomous systems on the design of future crisis management teams, with a specific attention to task delegation, role adjustment, responsibility and adaptive autonomy between human and artificial actors. We will discuss why system autonomy is such an important issue and how it affects function allocation between man and machine. We will go over different approaches to teaming with intelligent systems, and relate it to crucial subjects such as decision making, accountability and control. We will present some of our own work on hybrid teams in safety scenarios, and discuss some of our practical experiences.
The document provides an overview of trauma care systems (TCS). It discusses that TCS aim to provide coordinated care from injury to rehabilitation across prehospital, acute, and rehabilitative care. Key components of effective TCS include leadership, minimum standards, designating trauma centers, evaluation, prevention, and training. Populations at higher risk include children, elderly, and outcomes are measured through survival rates, return to normal activities, and costs across multiple organizations.
This document discusses teaming as an approach for healthcare organizations to function as learning organizations in the modern era. It defines teaming as "teamwork on the fly" that can improve organizational performance and satisfaction by having teams recognize needs, communicate individually, coordinate steps, take interdependent action, and reflect on feedback. The four pillars of teaming are speaking up, experimentation, collaboration, and reflection. Barriers to teaming like tension and silence can be overcome by reaching across boundaries, framing work for learning, creating psychological safety, and learning from failures. Technology like social networks, project management platforms, and wikis can support the pillars of teaming but are not a replacement for the human aspects of teaming.
ICN Victoria presents Dr Andy Buck, Emergency Physician and Director of the well regarded Emergency Trauma Management course, talking on managing the resuscitation room, a teamwork approach to CRM.
The document discusses key performance indicators (KPIs) for emergency room nurses. It provides examples of KPIs that can be used, including lists of KPIs, performance appraisals, job skills, and key result areas. It also outlines the steps to create KPIs for emergency room nurses, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating measures. Common mistakes to avoid when developing KPIs, such as having too many, are also covered.
The 4th Module of TeamSTEPPS 2.0 Fundamental Training Course. It teaches skills, strategies and tools for successful leading teams on specific clinical scenarios.
This document discusses the importance of teamwork in emergency departments. It describes the different teams and members that make up an emergency department. It identifies key competencies that effective emergency department teams exhibit, such as cooperation, coordination, shared understanding, communication, leadership, conflict resolution, supportive conditions, and culture. Finally, it discusses what effective emergency department teams do, feel, and think, including optimizing resources, having clear roles, engaging leadership, and managing performance outcomes.
Management of polytraumatized patients focuses on organizing trauma teams and systems. The trauma team is assigned specific tasks to simultaneously address life-threatening injuries. A trauma system includes protocols like ATLS for managing multi-injured patients. ATLS emphasizes treating lethal injuries first through a primary survey addressing airway, breathing, circulation, disability and exposure. Secondary surveys then discover all other injuries to develop a definitive management plan. Proper triage also sorts patients by priority to maximize survival of the most severely injured.
This document discusses pediatric simulation training and critical care education. It acknowledges contributors to the field and emphasizes integration and collaboration across specialties. The document outlines the patient journey from injury to rehabilitation and stresses the importance of multi-professional education from undergraduate to post-graduate levels. It promotes using simulated pediatric patients and families to engage clinicians and advocates for primary injury prevention. The document poses questions and challenges educators to train healthcare professionals in teams using simulated patients from the start of their education.
The document provides guidelines on good medical practice and maintaining doctor-patient confidentiality. It outlines 10 golden rules of good medical practice including practicing with kindness, ethics and honesty. It discusses maintaining confidentiality of patient records and communications. Specific topics covered include doctor-patient relationships, obtaining consent, maintaining confidentiality in electronic medical records, disclosures required by law, and disclosures for purposes like medical education.
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
This document discusses Advanced Trauma Life Support (ATLS), a protocol for trauma care. It outlines the history and growth of ATLS since its introduction in 1988. While ATLS protocols align well with recommendations from reviews of trauma care, the document calls for strengthening ATLS training requirements and ensuring protocols fit current local practice. The future of ATLS would benefit from formal introduction into postgraduate medical education and commitment to ongoing skills retention.
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
Jumpstart Federal Contracting Gmu Judy BrandtConrad Clyburn
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Current contracting practices are ineffective, wasteful, inhibit competition and innovation, and disproportionately impact small businesses. This is due to megacontracts that bundle work, lack of enforcement of small business goals, and outdated regulations. A six-part plan is proposed: 1) unbundle megacontracts, 2) shift small business goals to agencies, 3) streamline small business acquisitions, 4) limit small business set-asides, 5) modernize size standards, and 6) improve information sharing. This would create a more sustainable environment for small business growth and innovation.
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The document summarizes three programs from the U.S. Small Business Administration that provide assistance and contracting opportunities for small businesses: 1) The 8(a) Business Development Program assists socially and economically disadvantaged small businesses over 9 years, 2) The Small Disadvantaged Business Program certifies eligibility for subcontracting opportunities, and 3) The HUBZone Empowerment Contracting Program provides preferences to businesses in historically underutilized business zones. Eligibility requirements and benefits of each program are described.
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1) Business development deals involve licensing technology from others or distributing your product through another company's network. 2) Before hiring a business development person, determine if you actually need to pursue licensing or distribution deals. 3) Evaluating potential business development deals can consume significant management time and resources from engineering teams to implement.
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This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
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This ISG white paper, co-authored by a senior IT leader at Boeing, discusses how an effective sourcing strategy requires a comprehensive and regimented process to address business needs, ensuring that decisions to renegotiate, renew or rebid contracts in a multi-sourced environment are made for the right reasons.
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The document provides an overview of working with the US federal government. It discusses that the federal government is the world's largest purchaser of goods and services, spending billions annually. It notes there are specific rules like the FAR that must be followed. There are long sales cycles and potential for multi-year contracts. It also discusses sources of opportunities like RFIs, RFQs, and RFPs. Winning contracts requires understanding the rules, having core competencies, knowing the players, and building relationships. Leveraging diverse suppliers can provide strategic advantages for both parties through increased opportunities, return on investment, and market share.
Similar to Top teaming tactics - from in to win -- v8 -- comptroller of currency (20)
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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12. Benefits: To Small Businesses
Access set asides and niche expertise
Combined assets, experience, location enable small
firms realistic competitors on complex requirements
Build past performance & reputation by association
Economies of scale: More purchasing power
Easier access to capital and bonding
12
14. Pre-Teaming: Gap Analysis
Can you go it alone? Go for it!
Requirements exceed your core competencies?
Gap analysis to pick partners
= +
RFP
Agency Needs:
A.
B.
C.
D.
E.
My Capabilities
I Have:
A.
B.
c.
D
E.
My Partner
Must Have:
a.
b.
C.
d.
e.
14
21. Chireda Gaither, Computer Sciences Corporation
Manager, Supplier Diversity Program for North American Public Sector
“Bring
opportunity.
Do your
homework.
Know what
we do.”
21
23. Mini Panel With Our Primes
Deloitte Services LP
Joyce Harris
Small Business
Liaison Officer,
Federal Practice
Booz Allen Hamilton
Diane Marsden
Manager
Small Business Office
23
24. Partners Look For…
What business you bring
Where can you take them? Buyer contacts
Core capabilities & differentiation
Past performance & reputation
Price, financial strength
Personnel experience & low turnover
Location
Dependable, responsive team player
Timeliness in all things – from the start
24
28. What Can You Bring?
New Task Orders on Incumbent Business
New Projects You Can Help Them Win
Solutions to Known Problems
Contacts You Can Offer
Benefits For Their Clients
Track Record On Relevant Past Projects
Cleared Staff
Location
28
30. Teaming in Federal Contracting
FAR Subpart 9.6
– An agreement
between two or more companies to form a joint venture or
partnership to act as a potential prime contractor (JV model)
or
between a prime contractor and one or more companies
proposed to act as subcontractors under a particular
Government contract or acquisition program (prime/sub model)
– Created before proposal submission; and
– Must be recognized if disclosed in a proposal, or after
contract award if approved before becoming effective
– Temporary, not permanent
30
31. Other Key Teaming Concepts
Project-specific is typical
Mentor – Protége: Expanding!
– Contingent & Non-Contingent
8(a) & MP Programs under review
31
32. The Big Four Teaming Types
Prime Contractor / Subcontractor
Joint Venture
Mentor – Protégé
General Services Administration (GSA)
Contractor Teaming Agreement (CTA)
Others: Licensing, distribution, coop R&D
32
33. Prime Contractor/Subcontractor
Most common
Prime has direct contact and responsibility
(privity) with the government
Prime is in control
– Wants flexibility (vs. subcontractor desire for
guarantees)
Subcontract might require review by
contracting officer and/or finalization prior
to the final offer to the government.
33
34. Prime Contractor/Subcontractor
FAR clauses that can “flow down” to the sub:
Mandatory: FAR requires these. Often public policy (e.g. equal
opportunity, drug-free workplace)
Advisory: Included to protect the prime. (e.g., termination for
convenience, changes)
Negotiable: Situational usage / Discretionary
Read, Review, Reflect…and be ready to Revise or Reject
Understand compliance & costs
Get Legal Advice, Early & Often
34
35. Small Business Set Aside:
Prime Contractor % Share
Small Business prime must perform:
– Service: > 50% of the cost of the work.
– Supplies: > 50% of the manufacturing costs,
excluding materials.
– General construction: > 15% of labor costs
– Specialty construction: > 25% of labor costs
35
36. NDAA of 2013 Section 1651
Pending Changes
Services & Supply Contracts
Prime Contractor >50% share but…
Based on contract price, not labor cost
Construction & Specialty Trade Contracts
Work share % basis under review
Implementing Regulations Pending
36
37. Exceptions for HUBZone
General & Special Construction
> 50% cost of contract performance is to pay
HubZone employees and/or HUBZone SB subs
OR (via waiver) the HUBZone prime can ensure:
General construction: > 15% percent of the cost
of the contract performance cost pays HUBZone
prime’s employees; or
Special Trade: > 25% percent of the cost of the
contract performance cost pays HUBZone
prime’s employees
FAR Subpart 19.1308
37
38. Mentor - Protégé
Experienced contractor assists a less
experienced small business.
Mentors benefits can include:
– Management, financial and/or technical
assistance
– Loans and/or equity (40% limit) investments.
– Cooperation on joint venture projects
– Opportunities to subcontracts under its prime
contracts
38
39. Mentor - Protégé
Mentor benefits can include:
– Credit toward subcontracting goals
– Financial reimbursement
Common Mentor Requirements
– Might be large or small
– Capability & commitment to assist Protégé
– Profitable the last two years
– Knowledgeable in government contracting and
in good standing
39
40. New Provisions: NDAA 2013
Section 1641
SBA-Approved Mentor Rules To Change
New SBA programs for WOSB, SDVOSB,
HUBZone pending (late 2013)
Parallel to 8(a) MPP rules
Mentors: up to 3 proteges at one time.
40
41. Mentor - Protégé
Protégé requirements vary by program:
– Must be a small business
– Some require socio-economic designation.
– MP programs include: SBA , Army, DHS, DOE,
FAA, NASA, HHS, State Department, Treasury
Department, DOD, GSA
Cost Reimbursement / Credit Varies
– DoD Programs often cost-reimbursed
– Civilian agency programs usually credit-only
41
42. “Give Me
Your Car
Keys.”
John Long, VP Business Development,
Civil Systems Division, Northrop Grumman
A Word On Mentor-Protégé
42
43. Joint Venture
Limited purpose partnership. Each party
liable to government & 3rd parties.
Partner agreement or new legal entity
– e.g. LLP/LLC/Corp, DUNS, SAM, banking
– JV partners “affiliated” for size classification
SBA & DoD provide some affiliation
exemptions for Mentor-Protégé JV’s of
SDVOSB & 8(a).
43
44. Joint Venture
Must be approved before proposal submitted
– Size eligibility: FAR 19.101(7)(iii)
– Defines how partners share work, risk,
responsibility, profits
Each party has privity with the government
3/2 rule: JV can do up to 3 contracts in 2 years
Agencies may have preferred
JV arrangements / forms. Ask!
44
45. GSA Contractor Teaming
Arrangement (CTA)
RFQ issued via Schedules Program
GSA schedule contractors create joint
turnkey offering that neither could provide
alone
Not a subcontract or JV
– Each contractor has privity
– No new legal entity formed
Set-Aside? Both CTA Partners must be small
Non-schedule holders can’t do a CTA, but may subcontract
to schedule holders using traditional subcontracts.
More
:
45
46. What Is a Small Business?
SBA Size classifications:
– Small
– Other Than Small
Varies by NAICS
– Average annual receipts over 3 years or
– average number of employees over 12 months.
– You pick your NAICS, but . . .
– . . . The Contracting Officer (CO) assigns the
NAICS that sets the size criteria for that
procurement.
46
47. Why Size Matters
Affiliation
Can disqualify companies for set-aside awards due to
partners’ combined size
– One business has real/apparent power/control over
another. 13 C.F.R. § 121.103
OR
– Prime is an Ostensible subcontractor:
Subcontractor performs primary/vital requirements of
prime contrac
47
48. When Teaming Becomes
Affiliation
FAR & SBA Definitions
Key Concept: Control
– direct or indirect; actual or potential; mutual or
third party
– Ownership (eg voting, stock, options, trusts)
– Management or common facilities
– Contracts (JV, franchise, licensing, teaming)
References: FAR Subpart 19.1 & SBA 13 C.F.R 121.103
48
50. The Teaming Agreement (TA)
Private contract between two or more parties
governed by contract law & Uniform Commercial Code
– Interim agreement
– Superseded by negotiated post-award contract
Law requires:
– Bid-win-perform on subcontracting plans
– 90 day payment accountability to subs
Terms & obligations govern relationship of the parties
Enforceability requires specificity & clear statements
50
51. Nondisclosure Agreement (NDA)
Precursor / support for teaming
– Defines proprietary or confidential information
and exclusions
– Provides the purpose for disclosure
– Limits use by teammates and disclosure to 3rd
parties
– Protects existing client and vendor relationships
– “One-way” or “two-way”
Read theirs. Draft yours. Get Legal Help.
More
: 51
52. Other Potential
Non-Binding TA Precursors
On-Ramps from discussions to a TA
Letter of Intent (LOI)
Memorandum of Understanding (MOU)
Memorandum of Agreement (MOA)
Agreement to “explore the relationship”.
E.G.: issues to be addressed in TA,
minimum binding terms, key points
52
53. Mini-Case
Agency publishes RFP
Your past performance covers 4 out of 6
mandatory requirements
Contract is set aside for HUBZone
Your company is WOSB/SDVOB
Would you bid solo, or team?
If team, what kind & why?
What else would you want to know?
53
58. Building Fit:
The Meeting & Briefing Toolkit
1. Market Research Essentials
2. The Unique Value Proposition
3. The Tailored Capability Statement
4. Six Simple Slides in 600 Seconds
5. The Follow-up Sweet Spot
58
59. Pre-Teaming:
Find The Business
Example Notes Reactive Proactive
>$25K open/awarded & pre-
solicitation info
√ √
Prime subcontracting needs √
Procurement forecasts √
Subcontracting directory &
procurement forecast
√ √
DOD subcontracting plans √ √
Procurement histories √
Other
Shows, publications,
matchmaking, prime
websites, industry days
√ √
59
61. Typical Research Questions
Which agencies’ problems do I solve?
When do current contracts expire?
What contract vehicles do they like?
What set-asides do they favor?
Who are the incumbents / competitors?
How soon do I position for teaming?
Who are “small” partners / competitors?
61
63. Unique Value Proposition
Concise appeal
In your audience’s language,
Focused on their needs, problems, issues
"Our interactive 3D maintenance training aids allow
people who maintain and repair military equipment
to accelerate learning in complex equipment, thus
enabling first-time-right repairs and
optimizing operational readiness
at a lower cost."
What solution
Helps who
Do what
To solve what
problems?
63
64. Basic Capability Statement
Core Competencies
Past Performance
– Prime, Sub, or Commercial
– Relevant Projects, Value, POC
– Contract Vehicles (e.g. GWAC, GSA Schedule)
Unique Value Proposition / Differentiators
Company Data
– Revenue, Employees, Locations, DUNS, Certifications, NAICS
Contact Information
64
65. Capability Statement
Some Do’s & Don’ts
Do…
Use vertical / portrait
orientation
Focus on key words
Tailor for who you’re
meeting
Use Bullet Points
Don’t
Use meaningless stock
photos / graphics
Cut promotional /
marketing copy
Eliminate distractions
65
66. Tailored Capability Statement
Reflect Knowledge of the buyer’s
organization
Your Contact’s Top Needs
Relevant Past Performance, UVP
Suitable Contract Vehicles
Project-Specific References
66
67. Capability Briefing:
Six Simple Slides
Who You Are
Basic Company Info
Core Capabilities
1.
2.
3.
4.
The Opportunity
Specific
agency, project
Unique Value
Proposition
Past Performance
Show where you’ve
done it before
Meeting Objectives
67
68. The Follow-up Sweet Spot
Were these the right people?
– Today?
– Referral to someone else?
What questions remain?
– Yours
– Theirs
When & how to follow-up?
Need more materials?
Got everyone’s card?
Apathy Pestilence
68
69. Avoid Five Top Teaming Traps
Be selective
Do your homework
Read rules & seek SBA guidance
Use teaming agreements
Bring business
69
70. Due Diligence Resources
Open (Victory In Procurement) Forum: Government Contracts
www.openforum.com/governmentcontracting
Past Performance Information Retrieval System http://www.ppirs.gov/
Open Ratings http://openratings.com/
Excluded Parties List: Now part of www.SAM.gov
D&B PAYDEX https://www.dnb.com/product/ptpsampl.htm
Uniform Commercial Code
http://en.wikipedia.org/wiki/Uniform_Commercial_Code
70
71. Teaming Agreement Resources
DOD Guidebook for Facilitating Small Business Teaming Arrangements
www.acq.osd.mil/osbp/docs/dod_OSBP_Guidebook_for_Facilitating_Sm
all_Business_Team_Arrangements.pdf
SBA Table of Small Business Size Standards
www.sba.gov/sites/default/files/Size_Standards_Table.pdf
Teaming Agreement Enforceability
http://www.whaylaw.com/Teaming_Agreement_Enforceability.htm
Non-Disclosure Agreements
http://www.bitlaw.com/forms/nda.html
http://www.wipo.int/sme/en/documents/disclosing_inf.htm
71
72. Mentor-Protégé & CTA Resources
SBA Mentor – Protégé Program
www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-program
DoD Mentor-Protégé Program
http://www.acq.osd.mil/osbp/mentor_protege/
GSA Contractor Teaming Arrangement
http://www.gsa.gov/portal/content/200553
72
73. What You Learned
What Primes Really Want
Your “Fit” Checklist
Teaming Types
Teaming Agreements & Beyond
The Meeting & Briefing Toolkit
73
76. Structured Networking Logistics
11:00 -11:25 – Break
11:25 AM – Be Seated!
– Name Badge: 3 Numbered Dots
– Your Tables: Match Number and Color
– 3 rounds: 11:30, 11:50, 12:20
– Order for 3 rounds is the dots left to right
– 5 minute notice: wrapup & change 76
9
PRIME
2
B2B
7
OMWI
77. Structured Networking Process
Hosts:
– Lead Table Discussions
– Provide Requirements, Process, Tips
Participants:
– Name, Company, Five Words
– Provide Capability Statements (if not provided in
advance as requested) & Business Cards
– Answer Host questions & note any follow up
Facilitators: Available throughout room to assist
77