Expectations Outlined for OSDBUs, Businesses Small business representatives and directors of federal Offices of Small and Disadvantaged Business Utilization have developed a model “code of expectations” to guide their relationships. After a discussion at an open meeting Aug. 6, the code was drafted by Ralph Thomas, NASA assistant administrator and chairman of the OSDBU Directors Interagency Council. Individual agency offices will decide whether to adopt all or part of the code. Here is the full text: Small Business can expect that the OSDBU will: •Make very clear up front the “depth and breadth” of the services that can be expected from the OSDBU; •Be brutally honest as to whether the capabilities of the small business match the agency’s needs, if not, direct them to the appropriate OSDBU, preferably with a personal introduction; •Explain the relevant laws enacted for their benefit, i.e., small business set-asides, 8(a) set-asides, HUBZone set-asides, subcontracting goals, and illustrate how the small business can use them to maximize contract opportunities; •Put them in contact with the appropriate project/technical managers, or “end users”, assuming the small business is selling what the OSDBU’s agency is buying; •Inform small businesses with all up to date information in light of the ever-changing procurement rules and legislation impacting small business; •Be a “marketing consultant” to the small business, i.e., inform it of any special unwritten nuances or procedures at the OSDBU’s agency that will improve the small business’ chances of winning a contract; •Make very clear that certification as an 8(a), small disadvantaged business, HUBZone contractor, service disabled veteran does not entitle one to a contract or guarantee one a contract; •Stress that understanding the agency’s procurement process, engaging in strong marketing, and competing for work, even sole source work, is the key to obtaining a contract; •Ensure a professionally conducted meeting with time parameters and expectations set in advance; •Summarize the agency’s geographic site opportunities for the small business’ specific area of business or where the small business can go to obtain such knowledge; •Demonstrate, if necessary, how to navigate within the agency’s website; •Offer follow-up date for responding to questions for which the OSDBU counselor does not immediately have an answer; •Impart knowledge about the “market” (what the OSDBU’s agency buys), the decision makers (agency key players) and the competitive environment at the agency (who the incumbents are, what service needs are growing, which are declining, where the future strategic (long term) opportunities are; •Not give false hope, vague or generic information, such as stating how many millions or billions of dollars the agency spends on goods and services with no explanation as to how the small business can reasonably expect to fit into the agency’s procurement structure or system; •Treat all small businesses the same when providing pertinent procurement information and not show special preference to a network of friends or acquaintances; •Give them advice on how to go about finding the right mentor, if the OSDBU’s agency has a mentor protégé program, however, this does not necessarily include finding the mentor for the small business. The OSDBU will expect that the small business will: •Have done preliminary research on the agency’s website to determine what their mission is and whether it buys what the small business sells; •Be focused in developing discussion in its area of expertise based on requirements; •Be cognizant of time and schedule and does not prolong the discussion past the time set for the meeting; •Not develop unrealistic expectations based upon the meeting; •Be aware that the OSDBU is not the end user and does not need to hear the entire technical marketing pitch; •Follow the recommended avenues of opportunity outlined by the OSDBU; •Understand that various small business certifications, i.e., 8(a), SDB, HUBZone, women owned small businesses, service disabled veterans are secondary to a small business’ ability to emphasize its high quality products or services, on time delivery, and best value; •Understand that from an ethical and legal standpoint that an OSDBU cannot: •Promise anyone a contract; •Provide government-proprietary information; •Share third party proprietary information provided to him/her by other small businesses; •Direct large contractors to provide jobs (employment or subcontracting) to a particular small business; •Help contractors write/review proposals to be submitted to the government; •Act in a manner that is tantamount to acting as an agent of the small business; •Aid or abet the contractor in preparation of a protest against the OSDBU’s agency; •Lobby source selection officials to select a specific small business; •Advocate purchase of goods and services that the government does not need or want; •Help to create false expectations on the part of small businesses of nonexistent contracting opportunities; •Supersede the authority of the contracting officer; •Show improper favoritism to some contractors at the expense of others; •Encourage gratuities