Merrick Winning Proposals

The Competitive

Edge for Winning

Proposals

Presented to

The Society of

American Military

Engineers eWeek Conference

Savannah, Georgia

By

Camille M. Krolikowski, RA

February 24, 2011

Engineering | Architecture | Design-Build | Surveying | GeoSpatial Solutions

Overview



Thinking About It ( Before You Begin)

 Getting Started

 General Proposal Guidelines

 Competitive Edges

 Fatal Flaws

 Architect-Engineer Contracts

 SF330 Winning Tips

 Requests for Proposals Construction Contracts

 Design Build Proposal Winning Tips

 Protests

Copyright © 2010 Merrick & Company All rights reserved.

Thinking About It (Before you Begin)

Ask the question:

Is competing for Federal contracts something my company wants to pursue?

If yes:

Is my company willing to invest the time and resources to do so?

If yes:

Proceed, as it can be most rewarding experience!



Know your customer!!

 USACE District

 Military/DoD Customer

 Other Federal Agencies

HOW?

Visit; Ask Questions; Attend Conferences,

Program Reviews; Study Websites

Stay engaged with your SAME organization!!

One of the best opportunities for networking and acquiring most current information!



Build Professional Relationships!!

 Find firms with Fed experience

 Mentor – Protégé (Formal and Informal)

 Large – seek small businesses

 Small – seek large businesses

 Build a Team

 Fill weak spots with recognized expertise/consultants

HOW?

Attend Conferences; Network; Study Websites;

Use Social/Professional Networks, e.g. Linkedin

Stay engaged with your SAME organization!!



New* AE Firms:

 Subcontract to an experienced** AE firm

 Become Designer-of-Record for experienced**

Design-Build Construction Contractor

New* Construction Contractors:

 Partner with an experienced** DB Construction

Contractor

 Partner with an experienced** AE

* “New” = new to federal contracting process

** “experienced” = in Federal work



Do it Now!

If you are serious about pursuing Federal work, and despite the economic times, start now!

Fact:

On average, it takes 3-5 years to win the first contract as a prime with a Fed Agency.

Every loss will in the end be a win as you learn what constitutes a winning proposal and you build relationships.


Getting Started

Who should develop a Proposal?

 Most knowledgeable people in the firms, both prime and subs – those with corporate “history”

Beware of companies that claim to

“Specialize” in “Writing Winning Proposals”

 Develop in-house expertise

 Good writing and graphic skills

 Good rapport with firm personnel

 Knowledge of where-to-go for information

 Understanding of critical proposal elements


Getting started

Be Organized – Developing a Proposal is just like executing a Project

 Appoint a facilitator/coordinator

 Set up all parts of the Solicitation in an outline form

 Assign proposal tasks

 Set up a schedule for draft submittals

 Red Zone/Team review – most critical

 Create Matrices to cross check personnel, projects, firms and specific solicitation requirements

Cover all the bases from the start!


General Proposal Guidelines

Set up & keep proposal information current

 Personnel Resumes:

 Create an on-going list of projects for each person

 Edit resumes at the beginning of each FY – drop off old projects

 Relevant Projects

 Create standard project sheets

 Include impressive photos/renderings

 Awards – keep a current list (past five years)



The Announcement

The Solicitation Mantra

READ EVERYTHING

CAREFULLY!

RESPOND TO

EVERYTHING

COMPLETELY!



Competitive Edges

Make it easy on the Reviewer!

 Match the solicitation outline exactly

 Use identical terminology as in solicitation

 Provide page numbers

 Create indexes

 Charts and matrices paint a clearer picture than words.

 Graphics are good but exercise prudence

 Write well! (Do not write as you would speak!)



Competitive Edges

Know the

Fatal Flaws (guaranteed File 13)

 Late arriving proposals

 Incomplete proposals - parts missing

 Not addressing the selection criteria completely

 Exceeding page limitations

 Too small font sizes

 Failure to include the required resumes

 Out-of-date resumes



Fatal Flaws

 Project assignment/role on resume is unclear or blank

 Inadequate depth/capacity

 Key personnel without required (correct) state registrations and/or certifications

 Project manager with no experience in DoD/Fed work

 No current relevant projects (within past five years)

 I nadequate demonstration of relevant experience by the team

 No assurance team presented will perform the work



Fatal Flaws

 Inadequate demonstration of past performance/poor accass/ccass ratings

 Poorly defined work/quality/safety management plan

 No plan for coordination of work with subconsultants or subcontractors

 Inadequate utilization of small businesses



Submission Protocol

Do not visit Districts/Customers between announcement in FedBizOps and final selections

Most will not allow and will not look favorably on firms who try/manage to do so.



Always Schedule a Debrief!

(whether you win or lose!)

 Face-to-face is best, teleconference is good option

 Take notes, ask questions

 Do not be defensive! Make it a positive learning experience!

 There are some things the Debriefer will not be able to tell you.


Solicitations for

Architect-Engineer Contracts


SF 330 Winning Tips



CAREFULLY!

RESPOND TO

EVERYTHING

COMPLETELY!



Typical Solicitation Criteria

Primary Factors

FACTOR 1. Specialized Experience &

Technical Competency

FACTOR 2. Key Personnel

 Factors 1 & 2 are equal in weight and usually twice as important as next two Factors

FACTOR 3. Past Performance

FACTOR 4. Work Management

 Factors 3 & 4 are equal in weight and twice as important as Secondary Factors



Typical Solicitation Criteria Cont.

Other Secondary Factors:

 Knowledge of Locality

 Previous Projects in Area of Contract

 Geographic Location

 Could be a Primary Factor for Installation Contracts

 Gives an edge to those firms with projects or offices in

District/Installation geographic AOR

 Small Business Utilization

 A plan to fulfill contracting goals

 Volume of DoD Work

 Can indicate if firm is stretched thin with work.



SF 330 Evaluation Systems

SF330 submittals, other than weighted or descending order of criteria, usually no specific evaluation process given as part of Selection Criteria.

 No numerical rating systems used. Ratings based on performance risk in terms of

“Outstanding”, “Above Average”, “Satisfactory”,

“Below Average” and “Poor”

 A highly competitive proposal should have an

“Outstanding” rating in at least one of the first two Primary Factors (Specialized Experience and Key Personnel)



SF330 Format Part I

A. Contract Information

B. Architect-Engineer Point of Contact

C. Proposed Team

D. Organizational Chart of Proposed Team

E. Resumes of Key Personnel Proposed for This

Contract

F. Example Projects Which Best Illustrate Proposed

Team’s Qualifications for This Contract

G. Key Personnel Participation in Example Projects

H. Additional Information



Rule

#1

Do not change the SF330 Format!!!

Section

A.

Contract Information

 Use exact same title as on FBO Solicitation

B.

Architect-Engineer Point of Contact

 Usually the Principal-InCharge of the Prime’s office executing/managing the work



Section

C. Proposed Team

 Use Column 11 (Role in Contract) to indicate if you have worked with prime or subcontractor, to include years, and if sub is Small Business.

D. Organizational Chart

 Not just a wire diagram of key personnel and offices. Use to show work/responsibility flow, team organization, number of additional support personnel (depth), etc.

 PM should always be the first link to USACE. A principal-in-charge can be shown linked to PM.

Do not include Principal-in-Charge resume - can cover qualifications in Section H.



E. Key Personnel Resumes

 Assemble resumes in same order as called for in

Factor 2 of Selection Criteria.

 Avoid “double duty” for disciplines – especially for

Project Manager.

 Block 13 (Role) - match role to discipline as called for in solicitation for Key Personnel – don’t retitle!

 Block 17 (Registrations) - registrations often checked!

Reg. Numbers are useful. No copies of registrations!

 Block 18 (Other Qualifications) – usually under-used good place to note other expertise not covered in relevant projects.



E. Key Personnel Resumes Cont.

 Block 19 (Relevant Projects) – if relevant project is Example Project in Section F – note so and concentrate more on specific role (not just discipline title). Highlight any unique areas of expertise in project.

 Relevant projects should be within past 5 years.

 For most contracts, key personnel in the roles of Project Manager and Architect are more closely scrutinized.



F. Example projects which best illustrate

Proposed Team’s Qualifications

 Block 21 (Title) - A task order project under an

IDIQ contract is considered a stand-alone project.

 Several projects from one IDIQ are OK, too.

 Chose projects that are relevant to those in

Project Information of announcement.

 Projects should be predominately by prime.

 Block 22 (Year Completed) –successfully completed design and/or construction projects within the past 5 years. Current designs/services are OK, but completed preferable. Avoid

“Ongoing” or add “since year”



F. Example projects which best illustrate

Proposed Team’s Qualifications Cont.

 Block 24 (Project description)

 Include scope, size, cost.

 Highlight challenges/solutions.

 Relate project to Factor 1 sub-factors.

 Balance graphics and text.

 Block 25 (Firms involved with project)

 Include prime and consultants.



G. Key Personnel Participation in Example

Projects (Matrix)

 Block 26 (Names of Personnel) – same order and only those as called for in solicitation for Key

Personnel. Include firm name.

 Block 27 (Role in Contract) – match Role titles as those in Section F.

 Block 29 (Example Projects Key) – include project title and location



H. Additional Information

 Factor 1 Specialized Experience and

Technical Competence and Factor 2 Key

Personnel

 Don’t reiterate information. Add only what is helpful to enhance submittals (nothing out-ofdate or with no date).

 Use as opportunity to expand, clarify information

(e.g. other personnel, projects)

 Charts/matrices are very good!

 Don’t go overboard with superfluous info.




 Factor 3 Past Performance

 The operative word is “Past”

 Quality of past work, compliance with schedules & cost control. But not too far past! (include dates)

 Charts/matrices good for demonstration of cost and schedule

 ACASS ratings - not a big problem if none in the system. Non-recommendations or conditionals are checked out.

 Cite customer/survey ratings, awards, repeat clientele, kudos (don’t include copies of full letters)




 Factor 4 – Work Management

 Usually the most difficult write up

 Should cover:

 Management approach

 Team organization

 Quality Control Procedures

Don’t’ take this factor lightly! It often tips the scale of all the primary factors.




 Factor 4 – Work Management Cont.

 Cost and Schedule Control – do not confuse with

Past Performance; ability to manage project costs and schedules (not office costs and schedules).

 Coordination of in-house disciplines and consultants – the more involved, the more explanation how coordination will occur.

 Indicate prior working relationships with prime/consultants – new subs not frowned upon.




 Knowledge of Locality

 Give concise listing of projects with last five years in all locations covered by contract.

 Geographic Location

 Highlight offices near District offices or military installations.

 Small Business Utilization

 Present an outstanding plan to cover all Small Business goals as described in the solicitation

 Volume of DoD Contracts

 Not recommended to list all contracts and task orders.

Simply give bottom line number. Current volume is pulled from contracting data bases.



When the day is done:

A well written, easy to follow, well presented proposal will not be highly competitive if the relevant experience and technical expertise of the entire team cannot be demonstrated.


Requests for Proposals

(Construction Contracts)


Types of DB Proposals for Construction













Low Price Technically Acceptable (LPTA)

Govt provides plans/specs

Minimum Technical/past performance experience (Go/No Go)

Award to lowest price, technically acceptable offer





Price-Performance Trade-off (PPT)

Govt provides plans/specs

Performance criteria established for evaluation and cost, past performance, experience, schedule, etc.







Two Phase Design-Build

Govt identifies requirements/criteria

Contractor presents technical/past performance experience

(Phase 1) proposes 35% design and cost (Phase 2)

Stringent criteria established for evaluation and cost consideration for all aspects of the project


Design Build Proposals

 It’s all about winning teams!

Most to least competitive partnerships:

 Construction Contractor and AE design firm are both experienced in Fed/DoD work

 Construction Contractor experienced, AE designer not

 AE designer experienced, Construction

Contractor not

 Neither Experienced



 No absolute, standard format

 Much more complicated criteria

 In-depth evaluation process

 Require more effort to develop

 Greater financial risk to both contractor and AE



 Two Phase Design Build - Typical format :

Phase I (TABS may vary)

TAB A - Standard Form 1442 and Proposal Data (no pricing data)

TAB B

Factor 1 – Specialized Experience

 Construction Contractor and Design Firm

 May require SF330 for design firms

Factor 2 – Past Performance

 Construction Contractor and Design Firm

 Customer Surveys



 Two Phase Design Build - Typical format :

Phase 1 - TAB B Cont.

Factor 3 – Organization and Technical Approach

 Organization – chart, matrix of responsibilities, small business plan, teaming agreements

 Technical approach for Design and

Construction

 Sustainability, ATFP, Furniture packages, etc

 Processes During Design and Construction

 Safety and QA/QC are big factors

 Planning and Scheduling

 Self-Performed Work

 Quality Control Plan Approach



Two Phase Design Build – Typical Format:

Phase II (Design Drawings, Narratives & Pricing)

Volume 1 – Technical Design (TABS may vary)

TAB A – Building Functional and Aesthetics

TAB B – Quality of Building Systems and Materials

TAB C – Design Narratives for all disciplines; Site and

Building Design Drawings (35%)

TAB D – Key Personnel Capabilities and Experience

Volume 2 – Price and Pro Forma Information

TAB E – Proposed Contract Duration and Schedule

TAB F – Price (Contract Line Item Schedule)



Design Build Evaluation Systems

Request for Proposals (construction), much more detailed information given on the evaluation criteria in the RFP provided by the Government

 No numerical rating systems used. Ratings based on performance risk in terms of “Outstanding/Excellent”,

“Above Average”, “Satisfactory”, “Marginal” and

“Unsatisfactory”

 A highly competitive proposal should have an

“Outstanding” rating in at least one of the first two

Primary Factors (Specialized Experience and Past

Performance) to advance to Phase 2


Design Build Proposal Winning Tips



CAREFULLY!

RESPOND TO

EVERYTHING

COMPLETELY!



 Two Phase Design Build - Phase I:

TAB A - Standard Form 1442 and Proposal Data

 Assure everything is filled out and signed

TAB B

Factor 1 – Specialized Experience

 If a JV, relevant projects are allowed for each entity

 Provide sufficient description of previous teaming experience

 Assure Design Firm’s SF330 is current (if required)

 Private Sector equivalent projects acceptable



 Two Phase Design Build Phase 1:

TAB B Cont.

Factor 2 – Past Performance

(same Factor 1 projects)

 Give thorough explanation of encountered problems and corrective actions

 Play up cases of finishing up ahead of schedule


 Usually section where JVs or Teaming arrangements are described and copies provided.

 Describe Fast-tracking, steamlining construction/labor management, innovative technologies

 Describe Interaction with USACE PM/Project Engineers

 Org chart(s) – sometimes good to have 2 – one for design, one for construction


Design Bid Proposal Winning Tips

Two Phase Design Build Phase 1:

TAB B Cont.


 Assure all letters of commitment are included (e.g. designers-of-record)

 Describe work management during design and construction, roles and responsibilities

 Provide all Performance and Safety Records, DARTs (Days

Away, Restricted, and or Transferred and EMRs

(Experience Modification Rate) as required

 Use professional rate service organization

 Bear in mind sub –groups of the selection board may review each TAB/Factor and may not interact!


Design Bid Proposal Winning Tips

 Two Phase Design Build Phase II:

Volume 1

TAB A (Building Function & Aesthetics) – There is no substitute for a functional, good looking design! Team with a top notch designer!

TAB B (Quality of Building Systems) – Pay strict attention to installation design guides, including landscaping criteria.

TAB C (Narratives & Plans) - Site plans must have sufficient information

TAB D (Key Personnel) - Project Manager, both design and construction, Superintendent, QAQC manager,

S&H Officer are critical positions and need to be filled with experienced personnel

 Qualifications usually found in Section 01 45 04 of solicitation


Design Build Proposal Show Stoppers

 Failure to follow Installation Design Guide criteria

 Inadequate Subcontracting Plan

 Failure to provide detailed schedule for both design and construction

 CID packages, long lead items

 Poor Performance and Safety Records (DARTs and EMRs)

 Insufficiently detailed site plans and drawings

 Failure to meet sustainability/LEED requirements

 Personnel who do not meet minimum experience

 Poor/non-competitive Pricing



When day is done:

A well written, easy to follow, well presented proposal will not be highly competitive if the relevant experience and technical expertise of the entire team cannot be demonstrated and the construction cost is not competitive or below budget.


A Word about Protests

 Protests are appropriate if:

 There is strong evidence of a problem in the acquisition process.

 The current gov’t acquisition workforce is often under-staffed, over-burdened and overworked

 Protests are NOT appropriate if:

 It is a post-award strategy for contractors defeated by proposals/bids that were simply deemed superior in a fair and open process.


A Word about Protests

 If you have a legitimate basis, by all means file. But first:

 Be absolutely sure there is a problem.

 Schedule a teleconference or face-to-face meeting to discuss and hopefully come to a mutual agreement before going to the formal

GAO process.

 Most agencies are very open to this process

(officially referred to as Alternative Resolution) as opposed to potentially re-advertising the contract and wasting time and resources.


The Last Words!


CAREFULLY!

RESPOND TO

EVERYTHING

COMPLETELY!


Thank You!!

QUESTIONS??

Contact info: Camille.Krolikowski@Merrick.com

912-598-4421; 912-604-6859 (cell)


Merrick Winning Proposals

Thinking About It (Before you Begin)

Thinking About It (Before you Begin)

Know your customer!!

Thinking About It (Before you Begin)

Thinking About It (Before you Begin)

New* AE Firms:

New* Construction Contractors:

Thinking About It (Before you Begin)

Who should develop a Proposal?

Be Organized – Developing a Proposal is just like executing a Project

Set up & keep proposal information current

The Announcement

The Solicitation Mantra

General Proposal Guidelines

Competitive Edges

Know the

Fatal Flaws (guaranteed File 13)

Fatal Flaws

Fatal Flaws

Submission Protocol

General Proposal Guidelines

Always Schedule a Debrief!

(whether you win or lose!)

Solicitations for

Architect-Engineer Contracts

The Solicitation Mantra

Typical Solicitation Criteria

Primary Factors

Typical Solicitation Criteria Cont.

SF 330 Evaluation Systems

SF330 Format Part I

SF 330 Winning Tips

Rule

SF 330 Winning Tips

H. Additional Information

H. Additional Information

H. Additional Information

H. Additional Information

SF 330 Winning Tips

When the day is done:

Requests for Proposals

(Construction Contracts)

Types of DB Proposals for Construction

Design Build Evaluation Systems

The Solicitation Mantra

Design Build Proposal Show Stoppers

Design Build Proposals

When day is done:

A Word about Protests

A Word about Protests

Thank You!!

QUESTIONS??

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