The state, local, and education (SLED) government market trended lower in Q4, affected both by cyclical forces and an uptick in economic and political uncertainty.
This report examines the Department of Defense’s (DOD) efforts to modernize its IT ecosystem over the coming years.
- Policy analysis surrounding DOD’s reorg and IT acquisition environment
- Insights into the contract vehicles and contracting authorities DOD uses to buy IT goods and services
- Five-year forecasts for the Defense IT budget, cloud, cybersecurity, big data, and health IT verticals
- Recommendations to help contractors navigate the Defense IT marketplace
In all competitive procurements, agencies must identify and analyze, as soon as possible, whether a potential contractor has an actual or potential organizational conflict of interest. (OCIs come in three general varieties: unequal access to information, biased ground rules, and impaired objectivity.) If the agency finds one, it must avoid, neutralize, or mitigate the potential OCI to ensure fairness.
When choosing the most appropriate awardee for any federal contract, agencies are required to fully document all procurement decisions and their rationale, especially when those decisions could narrow the competition.
In the strategy work we do for professional services firms, we frequently find they have the same core problems. We also find that there are a set of commonly overlooked opportunities to address those problems — opportunities that help firms gain tangible advantages in competing for new clients and the best employees.
One of the enduring questions of the ages, at least in government contracting, is what counts as a small business and what happens when it grows bigger during the course of a contract? The answer depends in part on the discretion of the contracting officer. Procurement attorney Joseph Petrillo, of Petrillo & Powell, discussed a recent case in point on Federal Drive with Tom Temin.
The great proposal did not start out great. In the beginning, fifteen months prior to RFP release, there were the usual problems we faced when preparing for a recompete. Red flags included project start-up issues that resulted in mediocre CPARS ratings, difficult client relationships, competing stakeholder demands, customer turnover on the acquisition side, and no dedicated Capture Manager or Capture Plan. Since this recompete represented the company’s largest Federal contract, the CEO knew she had to take action.
Because the world has become tightly wired technologically and the current economic situation ties us inexorably to foreign economies, it is likely small business will encounter the import/export process either on the selling or the buying end of federal government contracts involving foreign countries. This is particularly true with Foreign Military Sales (FMS) contracts through DOD and services contracts with civilian agencies such as USAID.
By now, our frequent readers are familiar with GAO’s mantra that it is an offeror’s responsibility to submit a well-written proposal that complies with the solicitation’s requirements and risks being found unacceptable if it fails to do so.
One of the more recurrent complaints when a company is making the “go/no go” decision on a bid is “we’ll lose because the client does not know us.”