In some instances, the government’s position can be seen as valid.
Senior Technical and/or Developmental Proposal Consultants who keep in touch with their clients post-award and request to conference with program managers or task leaders to determine award-winning solution integration in post-award fulfillment can have a direct impact on performance criteria milestones. But it isn’t unusual to speak with program managers or task leaders and learn they remain 100% unaware of the solution their implementing. The Government Business Examiner supports the ideal of every post-award fulfillment capacitor having a requirement to read their solution and answer to an accountability trail.
Post-award however, more times than not, the winning solution is filed away never to be seen again and business regular is enacted. So . . . the government’s position is a valid one.
Is there a remedy?
The Washington D.C. Government Business Examiner says, Yes. And, it is not difficult.
Firms need to begin including their Senior Technical and/or Developmental Proposal Consultant in post-award fulfillment through sub-contractor roles: technical writer, advisory team member, talent acquisition member or simply as an ongoing solutions experts providing training, coaching, and etc. If the Senior Technical and/or Developmental Proposal Consultant who develops an award-winning solution is an expert among a technical portfolio the firm represents . . . it is an easy undertaking to assign post-award responsibilities relative to their area of expertise. It just requires thinking outside-the-box and being willing to share the wealth post-award.
Award-winning vs Award-selling?
The issue arises where a company wants to benefit from the Senior Technical and/or Developmental Proposal Consultant’s expertise but has no intention to fulfill mapping to the criteria shared in development of the award-winning solution. And, this is the government’s dilemma. It can also be the Senior Technical and/or Developmental Proposal Consultant’s dilemma as well because at times logic presents the case for Consultant inclusion post-award where many companies just don’t desire to share the wealth post-award even if by not doing so this results in degradation of service quality due to their award-selling solution being a tier above a firm’s current capabilities.
While attainable . . . through ongoing Consultant engagement . . . it isn’t rare for an organization to feel they’ll muscle through without sharing the award with another team member by incorporating the Consultant. Even if the Consultant saved the day and snugged the award, those enterprises don’t intend to have them included for the long-haul. In those instances, everyone loses except the award-selling solution, which collects dust.
All the way around, post-award involvement of pre-award solutions developers, results in a Center of Excellence pattern of fulfillment where what is promised is actualized. And, isn’t that what we all want at the end of the day?
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Quote: A republican government is slow to move, yet once in motion it’s momentum becomes irresistible. ~Thomas Jefferson