Please note that the actual presentation included examples...

© 2007 Partners Usrey – All Rights Reserved 1

Please note that the actual presentation includedexamples from real SF330 submittals. These havebeen removed from this version of the presentationto respect the intellectual property of the firms.

© 2007 Partners Usrey – All Rights Reserved

Presented by:Nancy J. Usrey, FSMPS, CPSM

Winning theFederal Client:The Power of SF330


LEARNING OBJECTIVES:

Understand how information from Marilyn’s presentationapplies to the marketing and project pursuit efforts.

Learn methods for researching prospective clientagencies, marketing your services to them, anddeveloping relationships that can increase your successin project pursuits.

Gain insight to assist you in successfully responding to asolicitation using the form, as a Prime Contractor or aSubcontractor.


Compared to what we ought to be,we are only half awake.

William JamesPsychologistPhilosopher

Original Thinker1842-1910


INTRODUCTION:Why market to the federal government?

One of the largest purchasers of professional servicesin the world.

Purchased $85 billion + from our industry in FY2005B – Special studies and analysis (not R&D) $2.5BC – Architecture and engineering services $4.7BF – Natural resources management $4.4BR – Professional, administrative, and

management support services $44.7BU – Education and training $2.1BY – Construction of structures and facilities $17.3BZ – Maintenance, repair, and alteration of

real property $9.8B


INTRODUCTION:Why market to the federal government?

A/E DESIGN SERVICES: $3.4B FY03 $4.3B FY04 $4.7B FY05Department of Defense $2,903 M $2,693 MHomeland Security, Department of $252 M $525 MHealth and Human Services, Department of $254 M $400 MGeneral Services Administration $126 M $200 MInterior, Department of the $140 M $131 MEnergy, Department of $91 M $111 MEnvironmental Protection Agency $80 M $99 MCommerce, Department of $67 M $91 MVeterans Affairs, Department of $57 M $80 MState, Department of $39 M $80 MTransportation, Department of $89 M $75 MNational Aeronautics and Space Administration $76 M $61 MAgriculture, Department of $64 M $56 MJustice, Department of $33 M $44 MSmithsonian Institution $6 M $23 MLabor, Department of $21 M $20 MTreasury, Department of the $11 M $14 MEducation, Department of $13 M $10 MNational Archives and Records Administration $1 M $10 M


INTRODUCTION:You must register to play…

Data Universal Numbering System (DUNS) numberRequired for SF330 Part II and CCRUnique to each office or division

Credit file for firmBusiness Information File for each branch

North American Industry Classification System(NAICS) codesCentral Contractor Registration (CCR)

Separate for each locationValidated against D&B recordUpdate or change every 365 days


INTRODUCTION:You must register to play…

Online Representations and CertificationsApplication (ORCA)

Access through www.bpn.govUpdate or change every 365 days

Voluntary submission of SF330 Part II ONLY IF youcomplete the ORCA questionnaire

Public information can be viewed by anyone who hasyour DUNS number

http://www.bpn.gov


INTRODUCTION:Finding useful information…

PRO-Net — small business database is accessed thruDynamic Small Business Search within CCRSUB-Net — Subcontracting opportunities posted bylarge firms http://web.sba.gov/subnet/Office of Small and Disadvantaged BusinessUtilization — www.osdbu.govwww.FedSpending.org — provides data on federalcontracts by contractor, location, and agencyFederal Procurement Data System —https://www.fpds.govGoogle Uncle Sam — www.google.com/ig/usgovWhere in Federal Contracting — www.wifcon.com

http://web.sba.gov/subnet/

http://www.osdbu.gov

http://www.FedSpending.org

https://www.fpds.gov

http://www.google.com/ig/usgov

http://www.wifcon.com



Federal Acquisition Regulations (FAR) outline therules for procurement.

Learn how the procurement system works andwhat to expectSome agencies issue supplements specific to theiractivities (DoD, EPA, GSA)Proposed and final rules are published in theFederal Register — SF330, small biz size standards

Subscribe: www.gpoaccess.gov/fr

http://www.gpoaccess.gov/fr



Read the FAR (and USC and CFR…)Part 36: Construction and A-E ContractsPart 16: Types of ContractsPart 3: Improper Business Practices and PersonalConflicts of Interest

Procurement Integrity ActGratuitiesPricingInfluenceAntideficiency Act (31 U.S.C. 1341, 1342, 1517)Prompt Payment Act (5 CFR Part 1315)



Read the FAR (and USC and CFR…) (continued)Part 30: Cost Accounting StandardsPart 42: Contract Management

Audits (DCAA)Contractor Performance Evaluations

Part 19: Small Business ProgramsPart 44: Subcontracting Policies and ProceduresPart 46: Quality AssurancePart 23: “Health and Safety”


PROCESSES AND PROCEDURES:What the government expects

Caveat:Review all companypolicies and procedureswith your legal and riskmanagement advisors.Have them review eachpolicy as a whole and theabbreviated version youinclude in submittaldocuments.



Good project management…Your goal is to keep everybody happy —client, team, staff, management, bean counters…

It’s key to your performance evaluation (FAR Part 42):Conformance to contract requirementsConformance to standards of good workmanshipRecord of forecasting and controlling costsAdherence to contract and admin schedulesReasonable and cooperative behaviorCommitment to customer satisfactionConcern for the interest of the customer.

Project performance makes you or breaks you.



Quality Assurance/Quality Control (FAR Part 46)Control the quality of supplies and servicesSubmit only what conforms to contract requirementsEnsure subs have adequate quality control systemsMaintain evidence of quality controlWhat’s your plan?

What is your process?Who is responsible?How do you train?How do you evaluate, document, correct, prevent?How do you safeguard government property?How do you preserve and store information?How do you investigate complaints?


“Ours is the country where,in order to sell your product,you don’t so much point out its meritsas you first work like hell to sell yourself.”

— Louis Kronenberger


DEVELOPING BUSINESS:Finding the clients

Identify the agencies you want to get to knowDevelop a business focus and strategy for eachDevelop and manage the agency relationship

Attend agency forums or seminarsSchedule an introductory visit to the agencyTailor your approach to their interests and needsGet to know agency staffShare information and trends of interestRespect their mission and their timeMaintain your presenceBe cognizant of ethical issues


DEVELOPING BUSINESS:Finding the clients

Continually gather intelligenceTap your network (even competitors)Visit the agency’s website frequentlySearch FedBizOppsSearch the InternetTrack industry, discipline, regulatory and fundingtrends that affect the agency’s mission or projectsJoin organizations and attend seminarsAsk for help: PTAC, EDA, Chamber, elected reps


DEVELOPING BUSINESS:Defining the projects

Large multi-disciplined (task order) contracts arecost effective for the agency.

Single projects are still the norm.

Set aside contracts help achieve small businessgoals.

Design/Build is gaining popularity with all agencies.

GSA’s Design Excellence Program focuses oncreative design solutions for public buildings.

GSA Schedules simplify purchasing.

Special opportunities do occur.


DEVELOPING BUSINESS:Identifying the trends

Project efficiency and money-saving options —LEED Silver and Gold certificationFunding challenges — look for creative options

Self-generated funding — golf coursesPrivate partnerships — developer-driven projectsAlternate Funding Sources — grants, NGOsNon-federal funding leads to unadvertised opportunities

Shared IDIQ contractsLarger contracts, bigger teamsContinued emphasis on small business and veteransGreater support for functioning like a businessGSA Advantage! purchases


DEVELOPING BUSINESS:FedBizOpps

FedBizOpps is the only official source for almost anyprocurement over $25,000

Read and interpret the notice —it gives you everything you need to know.

Recognize instructions — if it’s in the notice,consider it a requirement (even if it says it’s anoption or preference).Identify project componentsDetermine requirements and evaluation criteria

Get clarificationMake the go/no go decision


“As…there needs but one wise manin a company and all are wise,

so a blockheadmakes a blockhead of his companion.”

— Emerson


DEVELOPING BUSINESS:Assembling the team

If you build a team…Select team members who will give you the edge

You can use a consultant’s project examplesConsider specialty expertise, geographic location

Pay attention to subcontracting requirementsThe goals apply only to the amount of work yousubcontract, not to the entire project effort

Most important: Look for relationships with…The clientOther members on your teamProject examples you plan to use

Check references and past performance


DEVELOPING BUSINESS:Assembling the team

People on the teamMake strategic internal project assignments for careergrowth rather than “Who’s available?”Recognize the importance of “same or similar”position on project examplesLook for relevant experience with…

Client, project type, geographic locationLook for relationships with…

Client, other team members (firms andindividuals), project examples you plan to use


DEVELOPING BUSINESS:Working together

Advice for the primeBalance working relationships with critical expertiseCommit to win the job or don’t submitRespect the potential contribution of a team memberInvolve your team members from the startGive team members time to respond wellShare information for team members’ databases


DEVELOPING BUSINESS:Working together

Advice for the subconsultant — be proactive!Develop leads and relationships with prime, teammembers and clientsPrepare and submit relevant material in requestedformatsParticipate on the team to develop strategy,cost estimates, design concepts, schedulesPull your weightPerform


“Joint undertakings stand a better chance whenthey benefit both sides.” — Euripides


GETTING STARTED:Customizing the package

Some change is acceptable.Intent was to streamline information.Agencies will specify what they accept.

Ask what is acceptable.Binding methodCoverCover letterTable of contentsExecutive summaryDivider tabsSupplemental information

Watch out for page count limitations.How will it copy?


COMPLETING SF330 PART I —Contract-Specific Qualifications

It’s all about details, relationships and strategy.It’s up to you to connect the dots so the reviewergets the picture!

Meet the requirements of the solicitation.Prove your team’s expertise.Differentiate your team from the competition.Preempt questions.


COMPLETING SF330 PART ISection C: Proposed Team — Strategy

Demonstrate understanding ofthe project effort.Cover all capabilities listed inFedBizOpps notice.Include firm and office here forevery resume included.Choose carefully — if you’reselected, the Contracting Officermust approve removal oraddition of firms to the team.Expand Section C to additionalpages if necessary.


COMPLETING SF330 PART ISection C: Proposed Team — Sample


COMPLETING SF330 PART ISection D: Organizational Chart of Team

Demonstrate understandingof the project effort.Include every individual inSection E with name, role andfirm.Show relationships andlines of responsibility andcommunication for project team(not corporate structure).Cover every discipline listed inFedBizOpps notice.No format is specified.Keep it simple!


COMPLETING SF330 PART ISection E: Resumes — Strategy

Showcase experience andexpertise of individuals on team.Include enough resumes to meetFedBizOpps requirements.Select individuals who workedon the Section F projects.

If no Section F projects, sellhim hard here.

Select relevant projects.Section F projects emphasizethat experience.Other relevant projects showadditional expertise.

Provide a resume for everyonelisted on the org chart.


COMPLETING SF330 PART ISection E: Resumes — Execution

Provide the facts and cut the fluffin blocks 16, 17, and 18.

Education is for degrees only(not training).Registration is only for licensesrequired to do business (notcertifications).Other Professional Qualificationsis for everything else, but only ifit is relevant!


COMPLETING SF330 PART ISection E: Resumes — Execution

Tailor the project description.General facts (scope) and descriptiveinformation about the projectSpecific relevance to the projectyou’re submitting onSpecific involvement of the individualStatus, if in progress, ongoing, orotherwise incomplete.

Leave date blank unlesscomplete.


COMPLETING SF330 PART ISection F: Example Projects — Strategy

Select those projects that“best illustrate the team’squalifications for this contract.”Must show competence andrelevance.Select those that involved themost team members.Cover all the issues and criteriain the FedBizOpps notice.It’s best to keep them recent,but there is no age limitation.Periodically check ownerreferences.


COMPLETING SF330 PART ISection F: Example Projects — Execution

Tailor the project description toreflect the FedBizOpps notice.

Use terms from the notice.Address issues/components.Describe challenges andsolutions as they relate.Discuss awards.Clearly show why this projectdemonstrates your ability.

Include graphics if allowed.Clearly describe the role of eachSection C firm on the project —if a team member didn’t work onthe project, don’t list them.


COMPLETING SF330 PART ISection F: Example Projects — Sample


COMPLETING SF330 PART ISection G: The Matrix — Strategy

Highlights the relationships andexperience of your teamTwo-fold goal for the agency:

Team’s working relationshipIndividuals’ experience on theprojects you claim as yourteam’s best experience

You can run but you cannot hide!


COMPLETING SF330 PART ISection G: The Matrix — Execution

List individuals in the same order asSection E resumes.Include the role as listed on each resume.Mark Block 28 only if the role is the sameor similar to Block 27.Insert a duplicate page to accommodateyour team.


COMPLETING SF330 PART ISection H: Additional Info — Strategy

Emphasis is on providing additional informationrequested by the agency.

Don’t repeat information you’ve already presented inother sections.

Integrate your “win” theme and supporting messagesthroughout the discussion.Address the issues in the order they are presented inthe FedBizOpps notice.


COMPLETING SF330 PART ISection H: Additional Info — Strategy

Clearly demonstrate your team’s qualifications andabilities to meet the requirements in the notice.Address each evaluation criterion listed in order.Preempt questions about your weaknesses.

Team members without relationshipsSection G holesWeak project examplesPast performance issues

Connect the dots so they get the picture.


COMPLETING SF330 PART ISection H: Additional Info — Execution

Make it easy for the reviewer to find information.Include a table of contents if warranted.Use headlines or font attributes.Highlight key information with call-out or graphicboxes.Number the pages.

Summarize supplemental information attached.Keep it short, clear and relevant!


COMPLETING SF330 PART ISection I: Authorized Representative

Use the Principal-in-Charge ofthe project or the Prime’s CEO.A signature makes the submittala legal document.


“Anybody who is any good is differentfrom anybody else.” — Felix Frankfurter


COMPLETING SF330 PART II –General Qualifications

A unique Part II for each office listed as a teammember in Part I Section C must accompany anSF330 Part I submittal.You may submit Part II online after you completeyour Online Reps and Certs Application (ORCA)through www.bpn.gov.

Part II is voluntary — info is available to public.Note 24 allows use of online vs. hard copy.

http://www.bpn.gov.


COMPLETING SF330 PART II –Block 1: Solicitation Number

Always include thisnumber when Part IIaccompanies a Part IsubmittalCheck subconsultants’Part IIs


COMPLETING SF330 PART II –Blocks 2 through 8: Firm Information

Blocks 2, 3, 4 and 6 are uniqueto a specific location or office.

The address should match theCCR and DUNS records.Note the year the office wasestablished under the currentlegal structure of the firm.Insert a DUNS number unique tothe address or division.The Point of Contact should be alocal corporate officer andshould sign Part II Block 12, but itdoesn’t have to be the one whosigns Part I Block 12.



Complete Blocks 5, 7 and 8for the company as a whole.

Note small business status —not a yes or no answer.

Small BusinessSmall Disadvantaged BusinessVeteran-Owned Small BusinessService-Disabled Veteran-OwnedSmall BusinessWomen-Owned Small BusinessHUBZone Small Business8(a) Program

Note the ultimate owner of thecompany.Identify recent predecessors to thecompany (name, owner, structure,DUNS number) — in last 6 years.


COMPLETING SF330 PART II –Block 9: Employees by Discipline

Instructions offer Function Codesfor 62 disciplines.

Identify up to 20 disciplines plus“Other Employees”Add a new discipline —leave Function Code blankDetermine who is aProject Manager

Make sure disciplines used in aPart I submittal show up here.



If you have only one office, thesame numbers will appear underFirm and Branch.If you have more than one office,show total company under Firmand office only under Branch.

Total in column 9c(1) will be thesame for every office, but…Each Part II may use differentFunction Codes depending onthe composition of the office.


COMPLETING SF330 PART II –Block 10: Profile of Firm’s Experience

Reflect experience of the officewhose name and address arelisted in Block 2, not the entirefirm.Select 22 experience profilecodes from the 160 provided.

Add a new category —leave Profile Code blankDecide whether to focus onservices or project types.

Insert the description assignedto the code in the instructions.

Do not list project examples.



Identify the appropriate range ofrevenue for each code.

Use a reasonable estimate notan exact amount.

It’s not necessary to tailor Part IIto match a Part I.

It’s not used to determine yourqualifications for a project.However, you might build onefocused on services and onefocused on project types.


COMPLETING SF330 PART II –Block 11: Annual Average Revenues

Summarize revenues for theoffice in Block 2, not the wholefirm.Federal Work

Any project for a federal agency inthe U.S. or abroadPrime or subconsultantAny work in the project chainstemming from a contract with thefederal government

Non-Federal WorkAny project not performed for afederal agency (even one withfederal assistance)


COMPLETING SF330 PART II –Block 11: Annual Average Revenues


COMPLETING SF330 PART II –Block 12: Authorized Representative

Use the individual listed in Block6 or another corporate authority.A signature makes the submittala legal document.


If the dogs are barking at your heels,you know you’re leading the pack.


EXECUTION:Preparing for the next step

The Interview — by telephone or in-personTelephone interviews are usually conducted by oneboard member and the POC/recorder

Each firm answers same list of questionsFirm can make additional commentsRest of board is briefed following interview

Personal interviews may be in your office or theagency’s

Usually follows an agenda noting specific areas ofinterest (provided in advance)Whole (or most) board participates


EXECUTION:Preparing for the next step

The DebriefingMay be requested at any time following notification ofyour status (selected or not)Usually performed after contract is signedDiscusses only your submittal or interview, not howyou compared to others

Ask questions and listen — learn how to betterpresent your team next timeDo not be defensive — or offensive!


“The toughest thing about success is thatyou’ve got to keep on being a success.”

— Irving Berlin


Questions?

Thanks for spending the afternoon withMarilyn Lewis and me!

Telephone: 972-463-3559Email: [email protected]

Insider’s Guide to SF330 Preparationwww.zweigwhite.com

mailto:[email protected]

http://www.zweigwhite.com

Please note that the actual presentation included examples...

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