The US government spends billions of dollars annually through contracts that procure goods and services from private sector firms. All of this buying is done through a highly decentralized, and often confusing, procurement structure. In addition, each years state and local governments collectively spend about the same amount of money as the federal government. Government contracts range in value from a few thousand dollars to a billion or more; likewise contractors range in size form small businesses to major corporations.
Government procurement is guided by a few basic principles. One of the many principles is that by law, the government is required to set aside contracts for small, disadvantaged businesses, including those owned by women and minorities. . This task allows for the creation of programs that give special consideration to women and minority owned companies when handing out government contracts. The goal, of course, is to help support traditionally disadvantage companies by giving them a leg up. Despite this, many small businesses find the government's practice of combining multiple tasks or responsibilities into one large proposal overwhelming, excluding their participation. Additionally, the cost of complying with all the paperwork and other requirements in order to be considered is too high.
Furthermore, when big corporations, by law, are required to subcontract a percentage of the job to smaller companies, they need to spend time managing, monitoring and reviewing the other person’s work. Ensuring that a minority-contracting program is functioning properly takes a lot of work. Just ask Minnesota state senator and chairman of the Transportation and Public Safety Committee Scott Dibble. Dibble has been leading the charge to overhaul minority contracting ever since a 2013 internal audit by the Minnesota Department of Transportation found extensive problems with its DBE program, ranging from mismanagement and weak oversight to outright fraud.
So how can Affinity help you?
At Affinity, we are experts at creating joint ventures or teams composed of minority owned businesses that act as one big company. This model reduces the workload of proposal writing for small businesses and the pitfalls of screening and project managing for the prime.
1. Find the best people for the job
We work hard to create a team that counts client referrals as its number one way of generating new business. Because every action implemented by our contracted professionals represents our company, we aim to ensure that the professionals we work with are truly outstanding.
2. Take charge in monitoring the contractors
Any client who hires our company is going to expect us to stand behind your work--and that means putting a quality control process in place to make sure the work is done accurately and completely.
3. We build a team you can count on
We build long-term relationship with subcontractors that know what our client is looking for. Hiring an untested contractor who drops the ball could cost you far more in the long run.