Bid Protest Roundup: Errors, Subcontractors, Bundling

Morrison & Foerster LLP - Government Contracts Insights
This month’s bid protest spotlight focuses on one recent U.S. Court of Federal Claims decision and two U.S. Government Accountability Office decisions. While all three protests were unsuccessful, each serves as a different helpful reminder for contractors. The Court of Federal Claims decision is a reminder for those submitting proposals, while the two GAO decisions serve as reminders for unsuccessful offerors hoping to protest terms of a solicitation and award decisions.
The Bionetics Corp.
In The Bionetics Corp. v. U.S., the Court of Federal Claims denied Bionetics’ protest that the U.S. Air Force impermissibly excluded Bionetics from competing for a multimillion-dollar contract award due to an error in Bionetics’ price proposal.[1]
The request for proposals, or RFP, required employee wages to comply with the collective bargaining agreement and the McNamara-O’Hara Service Contract Act.
The SCA requires contractors to pay service employees prevailing wages set by the U.S. Department of Labor or a collective bargaining agreement. For all proposed labor categories included in the collective bargaining agreement, the RFP required offerors to propose rates that, at a minimum, met the collective bargaining agreement requirements and were escalated throughout all years.
The RFP also warned that if an offeror did not entirely fill out all required portions of the pricing proposal. as required in Section L of the RFP, the Air Force could reject the proposal and eliminate the offeror from competition.
Bionetics, the incumbent, submitted a proposal indicating it would comply with the collective bargaining agreements in effect at both performance locations. However, although it included proposed wages for all required labor categories, for two of the collective bargaining agreement labor categories, Bionetics price proposal mistakenly proposed wages lower than the collective bargaining agreement rates.
Despite being able to evaluate Bionetics’ total evaluated price and determine it was both reasonable and balanced, the Air Force found Bionetics’ price proposal incomplete due to the mistakes. Rather than conduct discussions or provide Bionetics with the opportunity to clarify the errors, the Air Force rejected Bionetics’ proposal.
Bionetics tried arguing that, notwithstanding the errors, its price proposal was indeed complete because it proposed wages for all labor categories.
The Court of Federal Claims rejected this argument, however, pointing out that the RFP also explicitly required that pricing submissions comply with Section L requirements to be considered complete. Because two of the wages were lower than the collective bargaining agreement rates in violation of the Section L requirements, the submission was therefore incomplete,
The Court of Federal Claims also rejected Bionetics’ claims that the Air Force should have either sought clarification from Bionetics, or assumed that Bionetics intended to propose wages at the minimum rate, because Bionetics’ proposal stated it intended to comply with the SCA and the collective bargaining agreement.
Clarifications are not to be used to correct material errors, and compliance with the collective bargaining agreement wages, according to the court, was a material term of the RFP.
Furthermore, the RFP stated that the Air Force reserved its discretion to conduct discussions as well as consider the so-called correction potential of proposals. Therefore, it was entirely within the Air Force’s discretion not to seek clarifications or conduct discussions with Bionetics regarding the errors in the two wages.
Moreover, it is the offerors’ burden to submit compliant and well-written proposals. Thus, the Air Force need not have assumed Bionetics would propose wages at the minimum rate when its proposal clearly did not.
Bionetics Corporation serves as the latest reminder — in a long list of reminders — of how costly clerical errors in proposals can be for contractors. It is incumbent upon offerors to quadruple check proposals for compliance with solicitation instructions to ensure that the business development costs they incurred putting forth a proposal are not all for naught.
MartinFederal Consulting LLC
In Matter of: MartinFederal Consulting LLC, the GAO dismissed an incumbent’s protest of the U.S. Department of the Army‘s award of a small business set-aside contract to Altus Engineering LLC for failure to state a valid basis for protest. [2]
MartinFederal, the protester, raised three protest grounds, two of which are discussed here. These two grounds involve similar themes regarding whether the awardee had the adequate amount of experience to be considered for award.
MartinFederal first argued that, unlike itself, the awardee had no experience providing lubricant analysis services within the past five years, and therefore had to rely on a subcontractor to meet the solicitation’s past performance requirements.
The solicitation, however, explicitly allowed the offeror to “demonstrate clearly that it can self-perform, or perform through its teaming or subcontractor arrangements” The GAO found that this language permitted offerors to rely on proposed subcontractors’ experience to meet the past performance requirements.
Thus, even if the awardee relied entirely on a proposed subcontractor’s past performance, it would have been consistent with the solicitation’s requirements.
MartinFederal alternatively argued that, because the awardee allegedly did not have enough experience, its proposal indicated it would impermissibly rely on its subcontractor, MRG Laboratories, to perform more than 50% of the work.
MartinFederal argued that this would violate Federal Acquisition Regulation 52.219-14, which provides that, for small business set-aside contracts for services, the small business prime contractor will not pay similarly situated subcontractors more than 50% of what it is paid by the government.
A similarly situated entity is one that has the same small business program status as that which qualified the prime contractor for the contract award, and is small for the North American Industry Classification System, or NAICS, code assigned to the prime contract.
In other words, a small business prime contractor may subcontract more than 50% of a small business set-aside contract to an entity that is also small for the NAICS code assigned to the contract.
Normally, the GAO views protests alleging noncompliance with FAR 52.219-14 as matters of responsibility or contract performance, both of which the GAO will not review. However, if a protester can show that a proposal, on its face, indicated an offeror has not agreed to comply with the limitation on subcontracting, then the GAO will review whether the agency should have found the offeror unacceptable.
Here the protester attempted to meet this burden by arguing that the awardee’s alleged lack of experience, coupled with its proposed use of MRG Laboratories as its subcontractor, was facially noncompliant with FAR 52.219-14. The protester, however, made a critical error in failing to appreciate the similarly situated entity language of the provision.
The Army pointed out, and the GAO agreed, that because MRG Laboratories represented in its System for Award Management profile that it was a small business for the NAICS code assigned to the solicitation, it was a similarly situated entity.
Therefore, any proposed use of MRG Laboratories could never violate FAR 52.219-24. Thus, the GAO dismissed similarly dismissed this protest ground.
An incumbent losing a follow-on contract to an entity it perceives to be less experienced is often a hard pill to swallow.
Before raising protest grounds attacking an awardee’s lack in experience, however, disappointed offerors must carefully review the terms of the solicitation to determine whether the awardee may have permissibly relied on its proposed subcontractors’ experience.
Furthermore, when alleging protest grounds regarding the limitations on subcontracting, it is important to double-check the System for Award Management profile to verify that a suspected proposed subcontractor is not a similarly situated entity.
Logmet LLC
Matter of: Logmet LLC was a pre-award protest of an Air Force RFP for flight operations training and F-15 aircraft maintenance to support the Republic of Singapore Air Force at Mountain Home Air Force Base in Idaho.[3] The Air Force provides training support to the Singaporean Air Force through a foreign military sales program known as Peace Carvin.
This RFP was for the fourth iteration of the contract for aircraft maintenance and operation support, the first being awarded in 2008.
Despite the RFP being for the fourth iteration of the contract, Logmett claimed that the Air Force had improperly bundled maintenance and operations-training support requirements in the RFP, in violation of the Small Business Act.
The Small Business Act provides that agencies must, to the extent practicable, “avoid unnecessary and unjustified bundling of contract requirements that precludes small business participation in procurements as prime contractors.”[4]
The act defines bundling as “consolidating two or more procurement requirements for goods or services previously provided or performed under separate smaller contracts into a solicitation of offers for a single contract that is likely to be unsuitable for award to a small business concern.”[5]
The act further defines “separate smaller contract” as “a contract that has been performed by one or more small business concerns or was suitable for award to one or more small business concerns.”[6]
Undercutting Logmet’s argument, however, is the Air Force’s inclusion of both operations training and maintenance services under the same solicitation from the beginning of the Peace Carvin program. The GAO held that the requirements, therefore, did not meet the definition of bundling under the act because they were not previously performed under separate, smaller contracts.
The protester also raised several challenges to the RFP’s terms, claiming they were unduly restrictive. Specifically, Logmet argued that requiring instructor personnel to have a certain level of experience with F-15 fighter jets would essentially require offerors to propose Air Force, Air Force Reserve and Air National Guard personnel for these positions.
Somewhat dodging the allegation that only former government officials could meet the qualification requirements, the GAO sided with the Air Force’s contention that the requirements were reasonably necessary to meet its needs, because it was allegedly unlikely that personnel’s experience on other platforms would be sufficient for them to operate and train others to operate the F-15 aircraft.
Similarly, Logmet also challenged the RFP’s requirement that offerors must establish that they contacted these same proposed personnel two months prior to proposal submission.
The GAO, however, pointed out that the RFP required proposal submission less than two months after the RFP was issued. Therefore, claims that the two-month turnaround requirement was too tight rang hollow.
Moreover, the GAO agreed with the Air Force’s explanation that the two‑month contact requirement was reasonable to minimize risk that the awardee would be unable to fill the hard-to-fill positions.
Logmet serves as a reminder to potential small business offerors that violations of the Small Business Act’s bundling prohibitions might be a pre-award protest ground where an agency impermissibly bundles requirements. While the argument was ultimately unsuccessful in the instant protest, small businesses should nonetheless keep this argument in mind when reviewing solicitations for potential issues to raise in a pre-award protest.

Prevalent Strengthens Third-Party Vendor and Supplier Selection Processes with New Request for Proposal (RFP) Solution

Prevalent, Inc., the company that takes the pain out of third-party risk management (TPRM), today introduced RFx Essentials, a SaaS solution that centralizes and automates the distribution, comparison and management of requests for proposals (RFPs) and requests for information (RFIs). RFx Essentials makes it easy for procurement teams to not only select solutions and vendors that meet their organization’s functionality requirements, but also take a critical first step in managing risk throughout the third-party lifecycle with built-in vendor intelligence.
“There are several reasons why managing the RFP process can be one of the most frustrating and time-consuming parts of vendor management,” stated Alastair Parr, senior vice president of global products and services for Prevalent, Inc. “Not only is it an extremely manual process for under-resourced procurement teams, but selecting a vendor that doesn’t match their risk requirements can have enormous security and business consequences. RFx Essentials provides organizations with an automated solution that encompasses important risk intelligence, leading to more informed vendor decisions.”
Many organizations are required to conduct fair and objective evaluations of vendor solutions. However, most companies utilize manual RFx evaluation processes, which are complex and time-consuming. From keeping track of requirements and communicating with stakeholders to conducting due diligence and evaluating options, spreadsheet-based RFx processes lack automation, consistency and enterprise visibility which can lengthen purchasing cycles and introduce risk.
RFx Essentials eliminates time-intensive manual processes, providing procurement teams with a single automated platform to evaluate and select solutions and vendors that meet an organization’s needs while automatically moving selected vendors into contracting. With RFx Essentials, organizations:
RFx Essentials provides automation and intelligence for the first step in the third-party lifecycle, and natively integrates with the Prevalent Third-Party Risk Management Platform. For additional information, please read the latest Prevalent blog, download a white paper or sign up for a demo.

About Prevalent
Prevalent takes the pain out of third-party risk management (TPRM). Companies use our software and services to eliminate the security and compliance exposures that come from working with vendors, suppliers and other third parties across the vendor risk management lifecycle. Our customers benefit from a flexible, hybrid approach to TPRM, where they not only gain solutions tailored to their needs, but also realize a rapid return on investment. Regardless of where they start, we help our customers stop the pain, make informed decisions, and adapt and mature their TPRM programs over time.

Media Contact
Angelique Faul
Silver Jacket Communications
[email protected]
SOURCE Prevalent, Inc.
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Top Managed Security Service Providers 2022

Businesses are under constant attack from cybercriminals, and the threat of a data breach is always looming. If you don’t have the time or resources to build and manage your own in-house Security Operations Center (SOC), you need to find a managed security service provider (MSSP), also known as a cybersecurity managed services provider. MSSPs manage and maintain your IT security so you can focus on your core business.
This article will review the top managed security service providers in 2022, to help you select the best option for your business. 
Top Managed Security Service Providers
Let’s review some of the top managed security service providers and see what they offer.
Switchfast Technologies has been a leading US Managed Services Provider (MSP) for over 20 years. The company has enjoyed one of the highest client satisfaction rates and provides a full suite of MSP services that include managed security services.
In May 2021, the company was acquired by Ascend Technologies, itself a product of a merger between West Monroe Managed Services and Gratia, Inc. Prior to that, Ascend had merged with Infogressive, a leading cybersecurity solutions provider. Also, in 2021, Doextra CRM Solutions joined Ascend. These mergers and acquisitions have made Ascend Technologies one of the leading MSSPs in the US.
Pricing is available upon request. Prospective customers can sign-up for a free 20-minute consultation on the website.
With Network Cloaking, Sentinel Outpost extends network security at the edge with malware scanning, exploitation attempts, and other threats before they reach the firewall. Internal Intelligence from Sentinel lets you see throughout the network and detect any vulnerabilities. Hybrid managed detection and response (MDR) deflects inbound attacks, finds internal flaws and infected devices, and is continuously watched by autonomous systems.
Sentinel IPS has been in the cyber security business since the dawn of the Internet in 1995, making it one of the oldest managed security service providers. The company also spearheads the Collective Intelligence Network Security (The CINS Army) initiative, a collaborative effort of like-minded network security pros, customers, and other interested parties to gather and share cyber security threats and deflect attacks.
Pricing is available upon request. Customers can also sign up for an instant demo.
Cybriant offers a complete set of managed cyber security services that are comprehensive and customizable. With Mobile Threat Defense, LIVE Monitoring, Managed Detection and Remediation (MDR), Comprehensive Vulnerability Management, Managed SIEM (security information and event management), Next-Gen Firewall-as-a-Service, and Application Security, the Cybriant team of highly trained specialists provide continuous threat detection and response.
The company has a client portfolio of over 1,400 clients worldwide, offering a comprehensive range of managed security services and consultant advisory services.
Pricing is provided upon request. The company also offers a free 30-day trial of its MDR service.
Cisco Security Services offers managed security services that leverage its industry-leading security expertise. The firm takes a proactive approach to secure your security infrastructure while complying with local and global standards.
In addition to its managed security services, Cisco offers consulting and advisory services to help organizations assess their security posture and develop a security strategy.
Cisco has a long history of providing innovative security solutions and has a strong reputation in the cyber security industry.
Pricing information is available upon request.
OneNeck IT Solutions offers a variety of managed services that include managed security. Its staple of managed security services includes managed firewall, intrusion detection and prevention, managed web filtering, and more. OneNeck also provides professional IT consulting and advisory services to help organizations with their overall IT strategy.
The company has over 25 years of experience in Managed Services, IT Security Solutions, Cloud and Hosting Solutions, IT Hardware Sales, ERP Application Management, Professional Services, and Data Center Solutions.
Key Services
Pricing information is available upon request.
Managed security service providers (MSSPs) are a type of IT outsourcing that takes on various IT security-related responsibilities and reduces internal staffing requirements for clients. Managed security services (MSS) can include any number of cybersecurity services depending on a provider’s abilities and the client’s unique requests.
MSSPs, in general, help to monitor IT compliance and network security 24 hours a day, seven days a week. When required updates are deployed, and incidents are handled, MSSPs can alleviate the pressure on in-house IT departments. With the assistance of a competent provider, businesses can reduce the burden on their internal IT teams.
A growing number of businesses are outsourcing IT services, including security, to a managed service provider. According to an analysis by Mordor Intelligence, the Global Managed Service Provider (MSP) industry was worth USD 161.37 billion in 2021 and is anticipated to reach USD 311.32 billion by 2027 with a CAGR of 12.44% over the period.
Organizations typically hire consultants to assess security requirements and decide whether key activities would benefit from onboarding an MSSP.
There are many reasons why you should consider using an MSSP. Here are some of the most common reasons:
Despite the maturity of the MSSP market, providers and clients don’t always have successful engagements. The problem comes down to poor shortlisting, unrealistic service expectations, and a lack of transparency around pricing models. Here are some factors you should consider when evaluating managed security service providers:
Pricing Policies: Some MSSPs have notoriously convoluted pricing models. Before signing a contract, understand the managed security service provider’s pricing policies. In addition, never base your decision solely on price but rather on the value you get for the price you pay.
We have provided you with tips on evaluating a managed security service provider. But, we would be remiss if we failed to mention a few critical errors you should avoid.
Many enterprises make the mistake of basing their choice on price alone. This is a huge mistake. You should always consider the value you are getting for the price you are paying.
Another common mistake is ceding all control and responsibility to your MSSP. Remember, you are ultimately responsible for the security of your data and systems. Therefore, while it makes sense to cede day-to-day security operations, you remain responsible for your security strategy.
You should also avoid signing long-term contracts without first doing a trial run.
Finally, make sure you understand what services are included in your managed security service agreement. Otherwise, you could be in for some nasty surprises down the road.
Enterprise Networking Planet aims to educate and assist IT administrators in building strong network infrastructures for their enterprise companies. Enterprise Networking Planet contributors write about relevant and useful topics on the cutting edge of enterprise networking based on years of personal experience in the field.
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Ethiopia licence hitch stalls M-Pesa expansion plan – The Standard

Ethiopia has suspended bids for a second telecommunication licence that was to include mobile money, stalling Safaricom’s quest to launch M-Pesa in the country.
The Ethiopian Communication Authority (ECA) said through a notice dated December 22 that it had cancelled the plan to offer the new telecoms licence following requests from interested parties.

“ECA received concerns and requests from several prospective bidders to delay the process and issue the request for proposal (RFP) at a convenient time in the future, which the authority fully concurred with,” it said.

“Accordingly, ECA has suspended the RFP process for the new second licence and will relaunch the process in the near future.”

The suspension means Safaricom, which plans to launch in Ethiopia early this year, will only compete with Ethio Telecom, but potentially faces delays in rolling out M-Pesa since the licence did not include mobile money.
ECA’s initial plan was to issue the second licence by end of this month after going through bids that would come from international and national telecommunications operators.
The delay comes on the back of Safaricom writing to ECA seeking clarity on conditions it would be required to fulfil to be cleared for mobile money.
Safaricom Chief Executive Peter Ndegwa in November last year said the telco was awaiting response from ECA, including if it will be required to add some fees to get a mobile money licence.
The Safaricom-led consortium, which includes Vodacom and Vodafone, was in May last year granted a telecommunication licence for Ethiopia following a USD850 million (Sh96.3 billion) bid.
Ethiopia’s only telco, Ethio Telecom, launched mobile money in May last year, with Prime Minister Abiy Ahmed saying mobile money would be open to other telcos within a year.
Safaricom sees the Horn of Africa country that boasts of about 50 million phone subscribers as having great potential for M-Pesa services.
Adding mobile money to the already awarded telecommunication licence would enhance the opportunity for Safaricom to break even faster and grow its net profit beyond the Sh68.67 billion posted in the year ended March 2021.
Ethiopia has a population of over 112 million people, making it the second largest country in Africa by population. M-Pesa would be expected to thrive given the large population that is unbanked.
The Ethiopia market had largely been closed to external investors but the government started relaxing the stance in 2019 through an economic reform agenda, with the support of the International Finance Corporation.
The government has embarked on liberalising the economy with reforms such as granting licences to foreign mobile network operators and sale of a stake in Ethio Telecom seen as the initial steps.
However, the civil war in Ethiopia has caused a setback to the pace of economic reforms with investors monitoring the situation closely.
Safaricom has had to evacuate staff from Ethiopia and resort to remote working in what could delay its launch unless the security situation improves.

Sales Proposals: What Modern Sales Teams Need to Know – G2

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November 24, 2021
Sales proposals are an essential part of the sales process. They communicate the specific value your product or service will bring to a customer based on their unique needs.
B2B buyers have more information than ever at their fingertips, so sales proposals need to go above and beyond a prospect’s expectations to win them over. Proposals are one part of the many steps modern buyers take before making a purchase.
Creating a winning sales proposal requires internal teams coming together to craft a meaningful experience for your buyer. Learn more about what defines a sales proposal and how to create a great one.
A sales proposal is a piece of sales content that provides specific company information about a potential transaction with a buyer. Sometimes referred to as a business proposal, a sales proposal includes details about the company’s product or service that can be tailored to a potential customer’s specific needs and use case.
Sales proposals go beyond the basic costs listed on a website pricing page. They usually include details about the scope of work and deliverables. Like many business processes, proposals used to be a pen-and-paper process. Now, digital options for proposal creation and sharing make it easy for sales teams to get the right information to the right people. Sales enablement software is especially powerful for streamlining the sales proposal process.
The length of a sales proposal depends on different factors, such as the seller’s industry and the size of the deal. Most sales proposals, though, include a few important pieces of information:
Sales proposals differ from other types of sales collateral, even though they contain information found in other internal collateral such as battle cards and pricing matrices. Because sales proposals are external, customer-facing documents, they need to be accurate and on-brand for your business.
Within the sales cycle, sales proposals usually come in after a sales team has had a chance to present the product through a sales pitch or product demo.
stages of sales cycle
At this point in the sales cycle, the sales proposal can serve as a point of reference for both the buyers and sellers to begin the negotiation process. At this point in their journey, the buyer evaluates different solutions and uses proposals to make a decision.
Sales teams can send out proposals in response to a formal request for proposal (RFP), which is a call to service providers that buyers make when they are in the market for a specific business solution. Individual account executives also often send out a sales proposal immediately following a pitch or demo meeting for stakeholders to review and share internally.
Because sales proposals contain such a wealth of information for prospective buyers, the proposal creation process can involve many different stakeholders from sales, revenue and operations teams. Marketing and design teams might also need to be involved to ensure a cohesive brand experience.
A great sales proposal is one that differentiates your product by making the most important information easy for your buyer to understand in one source of truth. Successful sales proposals help prospects envision how your product will add value to their organization.
Done right, a sales proposal can be the difference between winning and losing a deal. Crafting a winning sales proposal requires a lot of planning, care, and dedication. Here are 8 steps to follow to create a high-quality proposal for your buyers.
Your sales proposal is a time to show your potential buyer how much you understand their needs and care about the challenge they need to solve. To start crafting a tailored proposal, you first need to retrace your steps in the sales cycle and revisit the research you did during the prospecting and qualifying phases.
Start by revisiting your initial research about the prospect. Open up a conversation with your sales development rep (SDR): What problem did your SDR identify initially? How has the solution to that challenge or pain point evolved since the initial point of contact? Your proposal will need to align with these needs and challenges.
Your sales proposal should be, above all, accurate. You don’t want your prospect to respond to the proposal pointing out inaccuracies or missing information. Fortunately, sales engagement tools such as Chorus allow you to record, categorize and analyze sales calls after they happen.
chorus sales engagement
Source: Chorus
Machine learning-powered call transcriptions can help you revisit the finer details of your sales pitch or demo and add those key points to your proposal.
Understanding your prospect’s specific challenges will help you craft a tailor-made proposal that keeps their needs in focus.
After reviewing the current deal in detail, you can use current customers’ use-cases to identify past examples of success for your prospect.
Start by going over existing customer case studies. Do you have any current customers in the same industry as your buyer? What solutions were they offered?
Collaborate with your customer success team to review these similar accounts. A few questions to ask your customer success team can include:
Finally, check your CRM or system of record to find any old sales proposals for current successful customers. Those proposals might contain valuable information about packages or offers that can inform your current business proposal.
Creating a sales proposal doesn’t have to be an analog process. Use software to help you work smarter, not harder when building your proposal.
Design tools in particular can help you structure your proposal and include branding elements to make your proposal visually appealing. You don’t have to be a graphic designer to experience the benefits of design tools. Many design platforms, such as Canva, have built-in templates for proposals to help you get started.
canva proposal templates
Source: Canva
Proposal-specific design software also exists to help you create, send and track your proposals. These tools combine elements of design tools and sales automation to make the entire proposal process easier for sales teams.
Using technology throughout the proposal process can help with template creation and version control internally, while also providing a seamless experience for the buyer receiving the proposal.
Sales collateral is a powerful way to communicate your business’s unique value to prospects. Great sales content allows you to speak directly to a buyer throughout the sales cycle.
Company size, industry, and team structure can all impact your business’s process for creating sales collateral. A small business with only one or two dedicated sales professionals might have those professionals be solely responsible for creating their collateral. Larger companies, however, likely have close alignment between sales and marketing teams to ensure brand consistency throughout the sales funnel.
Whether you’re creating sales collateral on your own or working with a marketing team, templates can help you keep your brand stay consistent and save you time when creating important content like sales proposals.
getaccept sales proposal
Source: GetAccept
If you don’t have any templates for sales proposals, it’s not too late to start! Find and clone a few examples of business proposals your team has sent in the past to serve as a starting point in your proposal creation.
Using your template, whether a formal document or another proposal you’ve copied, create a detailed outline of the business proposal itself. Creating an outline will provide structure to your writing process and help you prioritize important information, such as your unique selling proposition and timeline of delivery.
A basic outline of a sales proposal could include placeholders for:
Using the structure outline in your template, start to organize the information you’ve gathered about the buyer and previous customer cases. Outlining your proposal in a previously used template will also present opportunities to customize the content for the intended audience.
Your outline should make it easy for you to start the writing process. Use your template and any company guidelines you might have to start populating the different sections with information.
Your marketing team may already have a standard copy they use for information about your company. Consult with your marketing team and sales leaders to make sure you fully understand your company’s brand and writing style guidelines.
Sales proposals should be just long enough to provide the most important information to your buyer. Creating a proposal that’s too long risks overwhelming and potentially confusing your recipients. When writing your proposal, be succinct and specific about your product.
Remember, the proposal shouldn’t be a word-for-word recap of a previous sales conversation. Use your writing and the proposal’s formatting to make it easy for the buyer to find the most important information quickly.
Just because you’re done writing your proposal doesn’t mean it’s ready for your buyer’s eyes. Don’t send a proposal to your prospects without proofreading yourself and securing necessary approvals.
Proofread your proposal and cross-reference it with your research on the buyer and the sales cycle so far. Ensure all information about the solution and pricing aligns with any previous discussions you’ve had with the buyer to avoid any surprises when they receive your proposal.
Seek out necessary internal stakeholders to review your proposal before sending it out. Your sales operations team can check that your pricing is accurate. Your customer success team can confirm your timeline for onboarding the buyer. Enlisting the help of other teams can help catch any errors in your proposal you may have missed.
An accurate proposal helps present the best version of your business to a buyer. Allow time for feedback on your proposal to create a better buyer experience.
You did it! You’ve crafted a high-quality proposal that will show your buyer that your solution is the right one for them. Now, it’s time to send the proposal.
How and when you send a proposal matters. Make it as easy as possible for the buyer to open and review your proposal and use a sending method that aligns with their expectations. Some buyers will prefer an email attachment, but others will appreciate the ease of a digital document tool. Using a digital tool will also make it easier for your team to update the proposal if the buyer comes back with changes.
No matter how you choose to send over your business proposal, make sure you’re including the right people in the communication, including your internal sales team and your prospect’s buying team.
Finally, include a personal note with your proposal thanking the buyer for their time and making yourself available to answer any questions.
With so many steps and so much information to gather and consolidate, there are a lot of places where sales proposals can go wrong. Here are a few common proposal mistakes to avoid.
Your buyer will notice if the proposal you send them isn’t tailored to their unique needs. Reusing text from your terms and conditions is one thing, but your value proposition and proposed solutions should be written with a specific buyer in mind.
Modern buyers expect customized experiences. By the time you are sending the buyer a proposal, you’ve already had at least one conversation with them. A proposal that’s too templated could send a message that you’re not interested in helping them solve their problem.
Avoid this by studying the specific business challenge and using the buyer’s own words and terminology to communicate the solution in the proposal. You can take your customization to the next level by including a video or live chat link with your proposal to reinforce the connection with your buyer.
At the proposal stage of the buyer’s journey, your buyer has already had plenty of time to get to know your company. A proposal that’s too focused on you and your business doesn’t add value for the buyer and takes up valuable space better spent on solutions to their pain points.
Review your proposal and get a rough estimate of how often you mention your business without making a connection to the buyer. If a section or paragraph feels unnecessarily promotional, it probably is.
Business proposals require a lot of moving parts to come together. Sales professionals, while usually fluent in their business’s product and pricing, may not always have all of the answers to the nuances of pricing packages, discounts, and product updates.
Avoiding asking for help can have terrible consequences. Communicating the wrong information to the potential customer creates a poor experience and could even put the deal in jeopardy. When in doubt about information in your proposal, ask your sales, product, or even marketing teammates for insight and expertise.
A sales proposal is the time to be specific about your offering. Don’t use vague or unclear language when describing your product or pricing at the proposal stage.
Your buyer has already reviewed your marketing content and seen your product in action. They know how it works at a high level. Instead, your business proposal should be a detailed, but succinct, summary of your solution to the buyer’s problem.
You should also explain your terms and features in a way the buyer can understand. Avoid internal terms and technical jargon in your proposal. You want the content to be approachable and an easy reference point for negotiation.
Finally, always proofread your proposal before sending it out. Frequent small errors in your copy and content add up to a negative buyer experience over time. Use automated spelling and grammar tools such as Hemingway or Grammarly to identify errors as you work, and review your proposal for accuracy before sending.
A sales proposal template is a digital selling tool that saves sales teams time and effort when moving deals through the pipeline. Proposal templates help sales teams ensure their brand and company information is represented accurately when creating sales content at scale. A fillable template also allows account executives to customize the proposal where appropriate, so the customer still feels they are getting a tailored experience.
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Source: GetAccept
Here are some of the most common parts of a sales proposal that you can use to create your own sales proposal templates:
Use these components to create your own sales proposal template, or download one of the many available proposal templates around the web to make your proposal process quick and easy.
Sales proposals are a vital piece of sales collateral that outline your proposed solution to a potential customer. The best sales proposals help your sales team win a deal, but they take time, effort and collaboration to get right.
Proposals combine forces of sales, marketing, customer success and product teams to present the most accurate information to a potential buyer. Proposals arrive after a pitch or demo to summarize past conversations and provide a clear roadmap for a solution to the buyer’s challenge.
Creating a winning sales proposal starts with gathering information about the prospect and similar use cases. Then, sales teams can use past proposals or proposal templates to outline and draft the content itself. Finally, the proposal gets approval from internal stakeholders before finally being sent to the buying team.
Sales teams have to work quickly to get proposals out after a pitch or demo meeting. Common mistakes to avoid when creating a proposal on a time crunch include centering the business instead of the customer, using unclear language, and not knowing when to seek outside expertise.
Digital sales tools can help businesses create, send and track sales proposals in one comprehensive digital sales environment. Next time you need to create a proposal, consider a digital solution to create an intuitive and seamless buyer experience.
Creating winning sales proposals is just the start. Learn more about sales enablement strategies that will make your sales team even more of a powerhouse than it already is.
Utilize sales enablement software to make the sales proposal process easy and effective.
Kelsey McKeon is the US Content Marketing Manager at GetAccept, a digital sales platform that helps sales teams can close more deals naturally. She covers a range of B2B sales and marketing topics and is based in Washington, D.C.
Utilize sales enablement software to make the sales proposal process easy and effective.


About Procurement and Contracting Services – City of Somerville

The Procurement and Contracting Services Division actively generates competition for City contracts by advertising bids and requests for proposals for larger purchases and soliciting quotes for smaller purchases. The division oversees all procurement activities and related contract preparations, monitors compliance with applicable procurement laws, and maintains records of vendor performance.
Procurement and Contracting Services is a centralized agency for all procurement and related contracts in the City. The division sets and implements policies and procedures to facilitate compliance with applicable procurement laws and competitive pricing.
It fulfills a service function and a control function. As a service provider, Procurement and Contracting Services staff work with other City departments to plan and manage the procurement of services, equipment and supplies. The division manages the overall procurement process from advertising a public bid to awarding the contract. Once a contract is awarded, the department that is requesting the services or supplies manages the contract.
In its control function, Procurement and Contracting Services reviews all requisitions and proposed contract amendments to ensure compliance with applicable laws. The division works with the other City departments to ensure that the specifications and contract terms and conditions are written to provide the most effective contract administration.

It is the contractor’s responsibility to make certain they have received any/all addenda relating to their bid prior to the bid opening date.

It is the Contractors’ responsibility to make certain they have received any/all addenda relating to their bid prior to the bid opening date. You can find addenda by clicking on the “Addenda” sub-folder in the directory for the project you are bidding. If you have registered with the Purchasing Department for a specific project, you will be notified via e-mail when and if any addenda are available. You are strongly encouraged to check this web-page often for any addenda related to the project(s) for which you have downloaded bid documents, drawings, and specifications.

Bid forms and information concerning bid surety, performance bond, minimum wage rates and bid specifications are available in the Purchasing Department, 93 Highland Avenue, Somerville, MA 02143 or by calling 617-625-6600 ext. 3400 or faxing 617-625-1344.

Separate awards will be made for these items and the right is reserved to reject any and all bids, and to make awards as may be determined to be in the best interest of the City as authorized by Mass Law.

To be placed on the City’s vendor list, please mail information about your company to the address above or e-mail:

Bid Numbersort descending Title Bid Notice Release Date Bid Package Instructions Addenda Bid Deposit Pre-Bid Site Visit Opening Date
RFP 22-26 RFQ 22-26 Somerville Junction Park Design Services Bid Notice 12/28/2021 PDF icon RFQ 22-26 Somerville Junction Park Design Services.pdf 01/19/2022 – 1:00pm
IFB 22-33 IFB#22-33 Emergency Repairs, Service & Parts for Fleet Vehicles 12/29/2021 PDF icon IFB 22-33 Fleet Repair DPW City of Somerville.pdf 01/12/2022 – 1:00pm
RFQ 22-24 RFQ 22-24 Poplar Street Pump Station – Construction Management Services 12/22/2021 PDF icon 2021-12-22 Somerville Poplar St Pump Station Prj CMR RFQ – FINAL.pdf Submit qualifications via Projectdog (#84521). Questions due 1/6/22 to 01/21/2022 – 2:00pm
IFB 22-25 IFB 22-25 2021 Street Resurfacing Project- Pearl Street and Select Locations Bid Notice 12/22/2021 PDF icon IFB 22-25 2021 Street Resurfacing Project- Pearl Street and Select Locations.pdf Live Bid Opening via Zoom/ Pre-bid Meeting via GoToMeetings (link is in the Bid Package) 5% of the Total Bid Amount 01/06/2022 – 11:30am 01/19/2022 – 2:00pm
IFB 22-23 IFB 22-23 Lead Service Line Replacement Program – Phase 2 Bid Notice 12/09/2021 PDF icon IFB_22-23 Lead Service Line Replacement Program – Phase 2.pdf
PDF icon Bid Holders List-IFB 22-23 12.13.pdf
Live Bid Opening via Zoom/ Pre-bid Meeting via Zoom (link is in the Bid Package) 5% of the Total Bid Amount 01/06/2022 – 1:00pm
RFP 22-03 Somerville Public Safety Building – CM at Risk 12/08/2021 PDF icon CMR-RFP Final (2021-12-09).pdf
PDF icon RFP 22-03 Forms for Technical Proposal Section 3.9.pdf
PDF icon RFP 22-03 Form GC Payment for CM Services Section 4.3.pdf
PDF icon 2021.07.21_2006.SN_FIFTH DRAFT.pdf
PDF icon 2021.08.13_ MASTER SOMERVILLE Project Man.pdf
PDF icon 2021.08.17_Somerville SD Set.pdf
PDF icon 21-010_Road_Alignment_2021-08-17.pdf
PDF icon RFP 22-03 Early Site Package Links.pdf
PDF icon 40495_02_HD7(Traffic_Pvmt).pdf
PDF icon AM Fogarty SPSB SD Estimate (2021-09-01).pdf
Only Prequalified CM Firms Can Apply. Online submission available on BidExpress. 12/16/2021 – 1:00pm 01/12/2022 – 12:00pm

Some bids may require Adobe Acrobat Reader .
It is the contractor’s responsibility to make certain they have received any/all addenda relating to their bid prior to the bid opening date.
It is the Contractors’ responsibility to make certain they have received any/all addenda relating to their bid prior to the bid opening date. You can find addenda by clicking on the “Addenda” sub-folder in the directory for the project you are bidding. If you have registered with the Purchasing Department for a specific project, you will be notified via e-mail when and if any addenda are available. You are strongly encouraged to check this web-page often for any addenda related to the project(s) for which you have downloaded bid documents, drawings, and specifications.
Bid forms and information concerning bid surety, performance bond, minimum wage rates and bid specifications are available in the Purchasing Department, 93 Highland Avenue, Somerville, MA 02143 or by calling 617-625-6600 ext. 3400 or faxing 617-625-1344.
Separate awards will be made for these items and the right is reserved to reject any and all bids, and to make awards as may be determined to be in the best interest of the City as authorized by Mass Law.
To be placed on the City’s vendor list, please mail information about your company to the address above or e-mail:

Bid Numbersort descending Title Opening Date Bid Package Addenda Bid Results Awarded To
RFP 22-21 RFP 22-21 On-Call Disaster Recovery Administration Services 12/29/2021 – 1:00pm PDF icon RFP 22-21 On-Call Disaster Recovery Administration Services.pdf
RFP 22-22 RFP 22-22 Consultant for Somerville PD Staffing & Operations Analysis 12/23/2021 – 2:00pm PDF icon RFP 22-22 Consultant for Somerville PD Staffing & Operations Analysis.pdf
PDF icon Bid Holders List-RFP22-22 12.13.pdf
IFB 22-34 IFB# 22-34 Printing & Mailing of Annual City Census Forms 12/13/2021 – 1:00pm PDF icon IFB-22-34 Finalized Bid Package.pdf
IFB 22-20 IFB #22-20 Operation & Maintenance of Municipal Street Light System 12/13/2021 – 1:00pm PDF icon IFB_22-20 Operation & Maintenance of Municipal Street Light System.pdf
IFB 22-19 IFB # 22-19 Printing and Mailing of Water Bills 12/15/2021 – 1:00pm PDF icon IFB 22-19 Printing and Mailing of Water Bills.pdf
IFB 22-18 IFB 22-18 Fire Hydrants and Related Parts 12/09/2021 – 2:00pm PDF icon IFB 22-18 Fire Hydrants and Related Parts.pdf
File Bid Holders List-IFB 22-18.xlsx
RFP 22-17 RFP 22-17 Assistant Web Editor 12/01/2021 – 2:00pm PDF icon RFP 22-17 Assistant Web Editor.pdf
RFP 22-16 RFP 22-16 Armory Master Planning Consultant 12/01/2021 – 1:00pm PDF icon RFP 22-16 Armory Master Planning Consultant.pdf
IFB 22-15 IFB 22-15 Marginal Combined Sewers Rehabilitation Project 11/30/2021 – 1:00pm PDF icon IFB 22-15 Marginal Combined Sewers Rehabilitation Project.pdf
File Bid Holders List-IFB 22-15 11.17.xlsx
Results National Water Main Cleaning Company
IFB 22-14 On-Call Repairs, Replacement and Maintenance of Overhead Doors 11/12/2021 – 12:00pm PDF icon Somerville IFB 22-14 On-Call Overhead Door Repairs.pdf


Please register with us using our general registration form.
If you are interested in a specific project, please sign up here.

If the bid notice and package on our website don’t answer all your questions regarding a bid, please send an e‐mail to the project manager named in the bid notice document. For general inquiries, please e‐mail us at or refer to this FAQ section.

Please send us public record requests via e‐mail to, as we need your request in writing. You can also send a request by mail to: Angela Allen, Procurement and Contracting Services Director, City Hall, 93 Highland Avenue, Somerville, MA 02143. Please line out which information you need and provide as many details as possible on the project you’re inquiring about, such as bid number, contract number, and project name, if available. Once we receive your request, we will acknowledge receipt your request within ten (10) business days. Please be aware that you may be charged for costs associated with your request.
If you are interested in a specific bid, please sign up to be added to our bidders list.
All of our current bids are listed on the Somerville Bids Portal. Any information that is publicly available can be found there. You can find project details in the columns “Bid Notice” and “Download Bid Package.” If either column is empty, please check back later.

All our bids are listed on our website, either under the Open Bids or the Closed Bids tab. Any information that is publicly available can be found on our website. You can find project details in the columns “Bid Notice” and “Download Bid Package.” If either column is empty, please check back later.

If available, you can find free electronic copies of plans and specifications in the “Download Bid Package” on the Somerville Bids Portal. If this column is empty, please check back later. If hard copies are available, this will be noted in the “Bid Title” column.
Hard copies can be picked up at Procurement and Contracting Services or delivered at your cost if you provide a FedEx account number. A deposit fee applies.
If a bidders list is available for an open bid, it will be published under the Open Bids tab of the Somerville Bids Portal. Once the bid has closed, a results document listing all bidders will be uploaded to the Closed Bids tab as soon as it’s available.

Once a bid has been awarded, a results document will be uploaded onto the Closed Bids tab on our website as soon as it’s available.

Your invoices are being paid by the department with which you have a contract. In most cases, Procurement and Contracting Services helps assemble a contract but isn’t responsible for payments. Please do not send your invoices to the Procurement and Contracting Services unless your contract is with Procurement and Contracting Services.

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City Hall
93 Highland Ave.
Somerville, MA 02143

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Things to consider When Writing a Microgrid RFP – Microgrid Knowledge

When writing a microgrid RFP (requests for proposals), it’s important to go slow in order to go fast. This means that it’s critical to do as much upfront work as possible before issuing the microgrid RFP.
“Adding extra time at the front end and thoughtfulness into the RFP with as much detail as possible can help you finish a more successful project,” said Eric Wagner, operations director, non-wires alternatives for S&C Electric, who recently spoke to Elisa Wood, editor-in-chief of Microgrid Knowledge as part of the Microgrid 2021 executive interview series. “Go slow at the beginning of the process to go fast,” he said.

RFP writers should put as much thought as possible into what a successful project will look like, and then work backward to identify what’s needed to reach that goal. The RFP issuer should focus on things such as financial requirements, reliability, resilience, cybersecurity options and operations and maintenance plans. What does the microgrid seeker want the microgrid to do? What shouldn’t it do?
It’s important to identify existing constraints at the site, including load profiles and site limitations.
For example, Wagner said, microgrid seekers should say whether the site of the potential microgrid has an existing data infrastructure that will allow the microgrid parts to communicate. Or will a new data infrastructure be needed as part of the project?
Will the microgrid be required to black start, or energize without any outside power sources? If so, the RFP should say how quickly the microgrid needs to energize. There’s a big difference between needing an immediate start, as opposed to a start after five minutes.
RFP writers should also identify which sources of microgrid value are most important, Wagner said.  They should keep in mind that microgrids offer numerous sources of value, including those relating to economic, resiliency and sustainability goals. This will help bidders develop solutions that respond to the specific problems the microgrid must address. RFP writers need to think through technical, financial and stakeholder issues as early as possible in the process. If they skip this process, they may end up with bids or projects that don’t meet their needs.
Join Erik Svanholm of S&C Electric in a lively panel discussion, “The Green Energy Balancing Act,” at Microgrid 2021 on May 25, 1-2:15 p.m. Registration is free.
In writing a microgrid RFP, it’s also important to identify who will be responsible for operations, maintenance and cybersecurity. Answering these difficult questions as early as possible facilitates the development process.
Be candid, Wagner said, and open with potential developers about the needs the microgrid will serve. Being candid about what’s important helps developers come up with creative, customized solutions.
Microgrid seekers should also identify the metrics they plan to use to evaluate the project moving forward, he said.
S&C Electric sees more and more utilities now issuing RFPs for microgrids, and in many cases, this is the first time they’re issuing them. Many have experience with research or pilot projects, but few have experience with RFPs. Some utility RFPs are looking, in general, for microgrid capacity. Some need to add distributed generation and grid functionality or the need to island at specific substations.
Utilities are showing strong interest in incorporating renewable energy into complex microgrid solutions. For these utilities and other microgrid seekers, there are some advantages to issuing a general RFP to solve their problems because this can elicit a broad range of responses and spark creative solutions, Wagner said.
Photo by Romolo Tavani/
But general RFPs sometimes overemphasize distributed generation. Overfocusing on distributed generation can underemphasize important issues such as effective electrical design and thoughtful controls.
With a general RFP, it’s also sometimes difficult to do apples to apples comparisons if the RFP attracts drastically different responses from the marketplace. Typically, it’s better to provide as much technical information as possible so the microgrid providers aren’t forced to make assumptions that may not be correct, Wagner said. If microgrid customers are seeking the best solution, they don’t want bidders to make guesses that can create challenges later on in the form of change orders or compromised functionality.
Bottom line? Microgrid seekers should do their homework upfront and include as many details as possible when writing a microgrid RFP.
“RFPs are good, but how they’re written is important,” said Wagner.
Track microgrid RFPs by subscribing to the free Microgrid Knowledge Newsletter.
The platform battery enabled microgrid is an excellent way to help microgrids become more cost-effective and deployed, especially where needed the most. Norm Campbell, federal team manager at Go Electric, discusses how modular microgrids and standardization can reduce the costs of microgrids.

Microgrid 2022 will be held in Philadelphia, Pennsylvania, June 1-2. Sponsors and exhibitors will benefit from exposure for several months leading up to, during and post the event.  To learn about sponsorship and exhibiting opportunities download the prospectus
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Request for proposals sought to build affordable housing across from Atlanta City Hall – Reporter Newspapers

The City of Atlanta has issued a request for proposals to build affordable housing on a vacant lot across from City Hall in Downtown.
The 1.3-acre property at the corner of Trinity and Central avenues would put the issue of affordable housing on the city’s doorstep. Invest Atlanta—the city’s development authority— in partnership with the Department of City Planning issued the request for proposals (RFP).
“Activating and redeveloping public land expands access to affordable housing for all who wish to call Atlanta home,” Mayor Keisha Lance Bottoms said in a statement. “To have this physical, tangible commitment to housing equity literally across the street from Atlanta City Hall should serve as a reminder that Atlanta is a city for everyone.”
Developers must meet a number of objectives for the project, including building affordable rental housing with a design that accommodates diversity in household sizes and income levels. The project must also be mixed-use, meaning there will be retail, dining, or offices incorporated on the ground floor.
The RFP can be found online at this link.
Collin Kelley has been the editor of Atlanta Intown for two decades and has been a journalist and freelance writer for 35 years. He’s also an award-winning poet and novelist. More by Collin Kelley


RFP Benchmarks: Time and Staff Devoted to Preparing Proposals | Study –

by Ayaz Nanji
Companies devote 24 hours to writing a request for proposal (RFP) and involve seven people in the process, on average, according to recent research from Loopio.
The report was based on data from a survey 500 people involved in the RFP process for their firms, including proposal managers, solutions engineers, and sales and marketing executives.
Writing a single RFP takes 23.8 hours, on average, the survey found.
However, company size has a significant impact on the timeline: Firms with fewer than 100 employees take 15.2 hours to write an RFP, on average, whereas firms with more than 10,000 employees take 35.2 hours.
hours loopio 100320
Companies with fewer than 100 employees take 4.2 days to submit an RFP, on average, whereas companies with more than 10,000 employees take 28.2 days.
days loopio 100320
Companies involve 7.3 staff members in the RFP response process, on average.
Again, company size has a significant impact: Firms with fewer than 100 employees involve 5.3 people in the RFP process, on average, whereas firms with between 1,001 and 5,000 employees involve 8.3.
people loopio 100320
Respondents say the top challenges they face during the RFP process are finding accurate answers quickly (44% cite it as an issue) and collaborating with internal experts (43%).
challenges loopio 100320
About the research: The report was based on data from a survey 500 people involved in the RFP process, including proposal managers, solutions engineers, and sales and marketing executives.
Continue reading “RFP Benchmarks: How Much Time and Staff Firms Devote to Proposals” … Read the full article
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Ayaz Nanji is a digital strategist and a co-founder of ICW Media, a marketing agency specializing in content and social media services for tech firms. He is also a research writer for MarketingProfs. He has worked for Google/YouTube, the Travel Channel, AOL, and the New York Times.
LinkedIn: Ayaz Nanji
Twitter: @ayaznanji


Hawaii begins request for proposal process for Aloha Stadium development project – Pacific Business News – Pacific Business News (Honolulu)

The state on Tuesday posted a request for proposals for the real estate development portion of the New Aloha Stadium Entertainment District, or NASED.
The project will include the construction of a new stadium facility as well as a surrounding entertainment district on the grounds of the existing Aloha Stadium site in Halawa.
The real estate project is expected to encompass approximately 73 of the site’s 98 acres, and include retail, residential, commercial, hotels, hospitality, cultural and community facilities as well as roads, parking, public spaces and other amenities, a news release stated.
“From the stadium authority perspective we are really, really excited about what this district and the development of the district means for the people of Hawaii and the community we serve,” Ross Yamasaki, chair of the Aloha Stadium Authority, said during a news conference Tuesday. “We feel it’s a great opportunity to sustain the mission of the stadium authority over a long period. And today marks a significant milestone in the release of the real estate RFP … and it’s being done in a manner that timing-wise we can receive responses in a way that is timed with the stadium project RFP …”
The request for proposals is the first part of a two-stage procurement process.
In this first stage, developers are asked to provide their experience and qualifications with similar projects, as well as a preliminary description of how they see the real estate project complementing and supporting the new Aloha Stadium development, according to officials with the project.
“We’re energized by reaching the RFP stage of the NASED Real Estate Project,” Chris Kinimaka, public works administrator for the state Department of Accounting and General Services, said in a statement. “Even though the pandemic caused delays, we stayed committed to fine-tuning the Real Estate RFP, so it aligns with the feedback we received from key stakeholders and members of the community. Now, we’re ready to move forward with this important milestone and identify our project development partners.”
A specially selected committee will decide which teams are qualified to advance to the second phase.
NASED Project Director David Harris said during the news conference that the contract for the real estate project is expected to be finalized in the middle to third-quarter of 2022. Real estate development on the site could begin in late 2022 or early 2023.
Legislation signed by Gov. David Ige earlier this year allocated $170 million in general obligation funds for the NASED project.
The state will accept proposals until 2 p.m. Dec. 3.
For more information, visit the NASED website.
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