James M. Krol Vice President Xenophon Strategies

Jim Parham COO Hirons & Company Communications

Don't navigate away from this article just because you don't have a DC office or branch. Opportunities abound for firms beyond the Beltway, Krol assures. Jim Parham, COO of Hirons & Company Communications, agrees. His firm has worked on government contracts as a contractor and a subcontractor—and it's in Indiana. So read on for their tips and those of others already in this space:

Getting Started—Get on the "Schedule"

There are so many ways to approach this, says Krol. While GSA serves as a clearinghouse, it's not the only clearinghouse. The GSA provides a way for government agencies to buy goods and services. The GSA contracts with a list ("schedule") of approved organizations; other federal agencies can use the GSA's contract for those goods and services.

To have direct access to all these opportunities, you need to be on the "schedule." Krol says more than 160 PR agencies are listed on the "schedule e-library" at www.gsaelibrary.gsa.gov. (Xenophon and Hirons are both on the schedule.) The site includes detailed information outlining exactly how to get on the schedule.

The GSA Schedules Program "establishes long-term government wide contracts with commercial firms to provide access to over 11 million commercial supplies (products) and services that can be ordered directly from GSA Schedule," according to the site. So, for instance, the DOE can post an RFP through the GSA, and any organization on the GSA schedule can bid.

Seek Alternatives—Consider "Unscheduled" Routes

Getting on the schedule can be time-consuming and difficult. Smaller shops may find the process exceptionally arduous. (The agency needs to have a Dun & Bradstreet listing, Krol notes.) There are, however, easier "unscheduled" routes:

• Open procurement. Many federal agencies post for services without going through the GSA. You can find such RFPs listed at https://www.fbo.gov/, says Krol. You can sign up there as an interested party and search for business opportunities—and you can have them sent to you.

• Collaborate with those already on the schedule, including large firms that may need a communications program. Look at the firms on the list. If you know some of them, reach out. The government likes to encourage team relationships, says Krol. Some of the large firms may need to direct a certain percentage of their business to small businesses. Parham, too, suggests subcontracting—especially for a prime contractor with extensive federal experience.

• Don't just look for PR gigs or collaborators. Related work—and potential partners—could be listed under any number of NAICS Codes (The North American Industry Classification System), which is how the GSA classifies industries. Broaden your search terms, says Krol.

And here's one more bit of advice for getting started: Parham suggests employing former federal employees who know the business. (That's just what Xenophon, too.)

Broaden Your Scope—Seek State Opportunities

Will Spivey Managing Partner Trone

The process is straightforward and online. Register, then select from a huge number of categories. Then you are sent notices. You can also search the state's website for opportunities. (He recommends signing up and doing searches, just to make sure you don't miss anything.)

As Trone's experience suggests, you aren't limited to your own state; you can bid from anywhere. However, most RFPs state an explicit preference for in-state firms. Sometimes, it may be a requirement—although Spivey has never seen that.

Be a Conformist—Don't Get Too Creative

Whether you are seeking a federal or state contract, there's one thing you must do: Follow the directions to the letter. The government agencies are looking for specific answers to specific questions, Krol says. Don't try to dazzle. "The contracting officer wants a blow-by-blow description" of how you would fulfill each requirement in the RFP. Be very matter of fact.

The same applies on the state level, say Spivey. It's all about following the rules and being responsive to the RFP stipulations. And that can be difficult for a shop that prides itself on creativity and counsel. With a private company, it may be to your advantage to explain why a different direction would be better than that outlined in the RFP. Not so with government RFPs. In fact, he notes, a non-conforming response may just remove you from consideration.

Don't Reach—Find Tailored Matches

Stick to your core competencies, our experts counsel. "Don't overestimate your abilities," warns Krol. Be realistic about what your agency can do. Do your homework. Your core competencies should match what the government wants. Don't oversell, Krol stresses.

Annamarie Saarinen VP, Public Relations ASI Communications

Along those same lines, she offers another piece of advice: Target your pitch. A common pitfall, says Saarinen, is a "one size fits all" approach. Each government agency has its own dynamic, culture and objectives. And within each agency, each specific project they are soliciting a vendor for has its own objectives and challenges. In this respect, these contracts are like those in the private sector. Each contract is unique and should be approached accordingly.

Background Contracts—Gather Pricing and Scorecards

There's considerable transparency in the process, which means that you can do a lot of research. For example, says Krol, pricing can be a challenge, especially given that much of the competition has probably been very successful at winning business for years; they know how to do it, he says. But it's also public record—at least, after the fact. Go to http://usaspending.gov/ and research pricing.

Sometimes, you need to make a strategic decision: Do you want to bid—even on the ideal project? Some contracts may be for a year, with no-bid renewals for two more years. But then, in year four, the contract may have to go through the bidding process again—even if the government agency is thrilled with the firm. So the RFP is posted.

In those cases, says Spivey, try to find out everything about the contract. Past media coverage may yield valuable information. And you may be able to review scorecards from the last time it came up for bid. If everything suggests the incumbent firm is doing a good job, it may not be worth your effort.

Expect Heavy Accountability—Do Your Due Diligence

Accountability, fastidiousness, and transparency were recurring themes from our experts. These contracts are "heavy on accountability and paperwork," says Parham. And that isn't just in terms of winning the contract. "Don't discount heavily just to win the work. I've found the federal clients to be labor intensive and you'll need some adequate time."

And he—among others—stresses the need for an excellent time-charging accounting system.

The details can be so overwhelming that Trone always has someone review the RFP and create a checklist of all the requirements. That person then reviews the proposal before it goes out, and makes sure every requirement is met.

As with any potential client, Krol notes, you have to do your research. "Look for the right opportunity; then spend time applying for that opportunity."

Roxanna Guilford-Blake [roxannaguilfordblake (at) yahoo (dot) com]