1 Beyond Myth Busting: Effectively Communicating with Industry Breakout Session #C02 Name: Mark E. Hogenmiller Chief Operating Officer, Integrity Management Consulting Date: July 30, 2012 Time: 4:00 PM – 5:15 PM

Purpose & Objectives 2  Purpose: To highlight practical applications and lessons learned regarding vendor communications  Learning Objectives:  Suggest tools and techniques to effectively apply Myth Busting concepts  Improve vendor communications  Achieve better engagement results – for Vendors and the Government

3  Background  Information Exchanges  Communication Ground Rules  Best Practices and Lessons Learned  Written Communications  Industry Conferences and One-on-One Meetings Outline

Background 4  Office of Federal Procurement Policy (OFPP) memo 2 FEB 2011: “Myth Busting: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process”  Identified and refuted common misconceptions about vendor engagements; directed agencies to:  Develop vendor communication plans  Reduce unnecessary barriers  Publicize communication opportunities  Prioritize engagement opportunities on higher risk, complex, and minimally competitive procurements

Information Exchanges 5

Information Exchanges - Intent 6  Improve the understanding of Government requirements and industry capabilities  Allow potential offerors to judge if they can satisfy the Government’s requirements  Enhances the Government’s ability to  Obtain quality supplies and services  Reasonable prices  Increase efficiency in solicitation preparation, proposal evaluation, negotiation, and contract award

7  Enables vendors to better meet end-user requirements  A basis of effective acquisition planning & market research  Helpful for procurements of all types and dollar values  This presentation explores beyond the FAR and OFPP memo, from acquisition planning to solicitation release:  When to use exchanges  Proper amount of information required  Best practices  Benefits to government and industry Information Exchanges – Outcomes

Communication Ground Rules 8

9  Prior to solicitation release  Program manager, users, or contracting officer – may meet with potential offerors and  Exchange general information and conduct market research related to an acquisition.  No requirement that meetings include all possible offerors  No prohibition on one-on-one meetings  Information that could directly affect proposal preparation must be shared with all potential offerors

Most Frequent Responses 10  “ ……….“  “We are in procurement planning at this time, so a meeting on the follow-on strategy would not be appropriate.”  “The acquisition strategy is still being worked. Thanks for your interest.”  “Unfortunately, I do not have any information at this time.” Why are information exchanges limited?

11  Educate program manager, users, contracting, and small business advocates  What are exchanges?  Prior to solicitation  After solicitation  After receipt of proposals  What can be discussed?  What are the limits?  Who to notify? Overcoming Communication Challenges

Best Practice – Desktop Trifold 12

Best Practices and Lessons Learned 13

Announcements of Long-Range Acquisitions Estimates / Synopses of Proposed Contracts 14  Strategy – Use the procurement forecast to generate interest and publicize those opportunities available to small businesses. Most Common Answers:  “……….”  “We are in procurement planning at this time, so a meeting on the follow-on strategy would not be appropriate.”  “The acquisition strategy is still being worked. Thanks for your interest.  “Unfortunately, I do not have any information at this time.”

Best Practices: Announcements of Long-Range Acquisitions Estimates 15  Ensure the points of contact on the forecast are aware of the content and timing of the release of the document so they can address any inquiries Agency trained POC POC is not the Program Manager/End User Inquiries are screened and acknowledged Vendors required to provide or have on file a capabilities outline Inquiries are forwarded to appropriate PM or End User

Pre- Solicitation Notices 16 The XXXX Agency intends to issue a solicitation on or about April 5, 2012, for professional and technical support services to meet a variety of requirements for the National Defense University in Washington, DC. The required services fall under the following NAICS codes: , , , and The Government intends to award three or more fixed price, indefinite delivery, indefinite quantity contracts. A partial set-aside for small business concerns applies to this acquisition. Services will be acquired under individual orders placed under the resultant contracts.

Best Practices: Synopses of Proposed Contracts and Requests for Information 17  Provide general information on requirement:  Performance Work Statements (PWS) are nice but not necessary  Save for Draft PWS/Request For Comments  Skills required/personnel requirements  Security  Location(s)  Capability  Experience

18  Contract vehicles/teaming arrangements  Size and business type  Other relevant information  Cost accounting system  Unique Payment Terms  Bound the size and length of the response – if you give it they will take it  More than a marketing pitch/Less than a proposal Best Practices: Synopses of Proposed Contracts and Requests for Information

Advisory Multi-Step Process (FAR ) 19 STEP ONE:  Publish a pre-solicitation notice  General description of the scope or purpose  Identify the information that must be submitted and the criteria that will be used in making the initial evaluation  May be limited to a statement of qualifications and other appropriate information  Provide sufficient information to permit a potential offeror to make an informed decision about whether to participate

Advisory Multi-Step Process (FAR ) 20 STEP TWO:  Evaluate all responses  Advise each respondent in writing either Invited to propose OR Unlikely to be a viable competitor. All respondents may participate in the resultant acquisition.

Why release a Draft PWS/ Request for Comments? 21  Receive input on alternative solutions  Obtain input on Acceptable Quality Levels for performance-based acquisitions  Solicit effective industry performance incentives  Identify commercial practices  Identify applicable industry standards and federal, state, and local standards  Resolve confusing language in the PWS

Why release a Draft Solicitation? 22  Identify and eliminate unnecessary provisions and clauses that slip in due to boiler plate  Obtain feedback on potential cost drivers, e.g. restrictive data rights, excess CDRLs and reports  Obtain input on evaluation criteria  Reduce multiple rounds of questions and amendments  Contra Proferetem: “against he who proffers” – the Gov’t is responsible for ambiguity in the solicitation (and subsequent requests for equitable adjustments)

Industry/Pre-solicitation/Pre-proposal Conferences 23 4/16/ :48 AM  “2012 Small Business Outreach and Industry Brief will take place on 08 May 2012 at the University Campus from 0800 to 1200.” 4/17/2012 8:28 AM  “Registration Closed - Due to overwhelming response, the registration period for the 2012 Small Business Outreach and Industry Brief is closed. Fire Marshall restrictions limit attendance, and capacity has been reached. Thank you for your support and participation.”

Best Practice: Industry Conferences - Government 24  Leverage electronic communications and virtual mediums  More participation  Fewer security, access, escort, facility needs  Cost effective  Can allow for ongoing dialogues  Don’t wait for perfect information; industry knows things change; identify sources of potential change:  “If sequestration occurs, then …”

Best Practice: Industry Conferences - Industry 25  Ask your questions in during the conference; don’t wait for a one-on-one meeting or hallway exchange  Your question may spark an important discussion  Any significant one-on-one exchange WILL be made public anyway  For critical questions, follow up the conference with a formal written request  Even if answered in the conference  Provides a record you can refer to later

Best Practice: One-on-One Meetings 26  Pre-Industry Day?  Post-Industry Day?  Set ground rules up front  Keep general notes of the discussion  Consolidate and post only information that could directly affect proposal preparation

Communication in a Virtual Medium: GSA Industry Community 27

GSA Industry Communities 28  Website is used to collaborate with GSA’s industry partners and gain sufficient input and feedback  Virtual Industry Day Presentation  Other Presentations  Questions from Industry  Answers from Government  Discussions/Blogs Posts  May not be an effective feedback mechanism?

GSA Industry One-on-One Meetings 29  Established a series of questions for Industry to respond to in writing along with ground rules for interaction, etc.  Solicited Industry responses to these questions in “white paper” form  White papers treated as proprietary  White paper required in order to participate in a one- on-one session

GSA Industry One-on-One Meetings 30  The intent of this exercise is to:  Gather meaningful input from Industry  Provide a mechanism for all Industry partners to contribute to the creation of the vehicle  Keep the burden low for all companies while still allowing all to have meaningful input into the process

GSA Industry One-on-One Meetings 31  What this exercise is NOT:  An avenue for marketing efforts  Intent is to talk about issues affecting the procurement contract, not go through company capabilities  Participation in this effort is voluntary  Strongly desires input from Industry,  Participation has ZERO bearing on companies being awarded a contract

Conclusion 32  Level of communication and transparency is increasing  Provide guidance and education to all levels, in when and how to communicate  Review which tools you’ll use during Acquisition Planning  Establish a communication plan  Early and frequent feedback will result in:  Better requirements  Clearer solicitations  Fewer amendments  Fewer REAs  Better performance  Easier contract admin