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Oral Presentations for Government Proposals

Some state and local governments also call for oral proposals but under much stricter circumstances than the federal government (refer to the procurement regulations of the target agency).

The Ground Rules

FAR 15.102 states that oral presentations may substitute for, or augment, written information. Taken to the extreme, this means that the government may not require a technical proposal and base their entire selection on an oral proposal supplemented by certifications, representations, and a signed offer sheet (including any exceptions to the government's terms and conditions).

Although important, an oral presentation to supplement a written proposal is not as critical as a completely oral response to an RFP because most of the evaluation will already have taken place based on the written technical proposal.

An oral proposal in lieu of a written technical proposal is still in the minority at the federal level, but it is happening more frequently in certain situations to speed up the procurement process (e.g., to compete task orders under multi-vendor IDIQ contracts). The percentage of responses to RFPs that are oral likely will increase in the future.

Think of an oral proposal in the same way you would a written proposal. The contracting officer must establish the ground rules for the presentation in writing, record the presentation, and score the orally- presented information according to the criteria stated in the solicitation document.

On this point, FAR 15.102(d) states: "When oral presentations are required, the solicitation shall provide offerors with sufficient information to prepare them. Accordingly, the solicitation may describe--

• The types of information to be presented orally and the associated evaluation factors that will be used;
• The qualifications for personnel that will be required to provide the oral presentation(s);
• The requirements for, and any limitations and/or prohibitions on, the use of written material or other media to supplement the oral presentations;
• The location, date, and time for the oral presentations;
• The restrictions governing the time permitted for each oral presentation; and
• The scope and content of exchanges that may occur between the Government's participants and the offeror's representatives as part of the oral presentations, including whether or not discussions (see 15.306(d)) will be permitted during oral presentations."

That�s what it says in the rules. But what about other important factors and issues, such as the following?

• They don�t like the way your presenter cuts his hair.
• Your project manager is the best in the world on the job, day to day, but stumbles in a public speaking role. The competitor�s presenter is a convincing, dynamic speaker but not a great project manager.
• Your competitor�s presenter is gifted at simplifying a complex solution and bringing forth the benefits of the solution even though in reality your solution is superior.
• Your competitor does a near movie quality production of his presentation (presuming this is allowed under the written solicitation), while you do a run-of-the-mill poster board presentation.

In short, the oral evaluation process is full of subjectivity, even more so than the written evaluation process.

You�re Asked to Present: Now What?

Once you receive notification of an oral presentation you immediately smell the money and the corporate blood pressure rises, particularly for the person who is selected to give the presentation. This happens to everybody to varying degrees, and the pressure increases with the size of the contract at stake.

Now what do you do? Who gives the presentation and what does this person say? What should the context and content of the presentation be?

Selecting the Presenter

Usually the government will tell you whom they want as the primary presenter: usually it�s the key person on the contract, most often the proposed project manager.

If you have the latitude, consider public speaking skills in selecting whom you propose as the key person.

Presentation Length, Content, and Media

Develop a simple, executive summary-like presentation outlining your understanding of the customer�s needs, your solution, its benefits, and key features. The length and level of detail will of course vary depending on the amount of time allotted by the government and the size of the project. When in doubt about content, you should stress the creative aspects of your solution and its quantifiable benefits.

Use presentation media appropriate for the audience and length of time allotted for the presentation. High tech presentations can work well in certain situations and venues but don�t overdo it and try to dazzle them with technology if it isn�t appropriate. Frequently the government will dictate the media. When in doubt ask the contracting officer what would be appropriate.

Theme of Presentation

Most outstanding presentations rely on a single theme woven throughout the presentation. Although the theme of your presentation will vary depending on the customer�s requirements, consider designing your presentation around the theme of trust and customer service.

Government is becoming more like the commercial sector in realizing that people implement solutions and that people are the key to selecting the winning company. The government is now asking more than ever: "Are these the people we want to work with, and can we trust them to solve our problem?"

Weave the trust theme throughout the presentation by presenting everything from a customer�s perspective. Relate trust to customer service. Present your understanding of the customer�s needs, your solution, and the benefits of the solution from their prospective. Customers naturally trust people who work with them closely and understand their problems. Make the potential customer feel that your staff will be insiders, not outsiders.

Organizing the Presentation

Follow the government�s format if it�s provided.

Establish a single main theme and stick with it throughout the presentation.

Present the benefits of your solution clearly and succinctly.

Strive to have the presenter convince the audience that he/she understands the problem, knows the solution, knows the benefits, and is the person who can be their savior.

When in doubt, simplify.

Keep your graphics simple with as few words as possible. Make them large and easy to read for the members of the audience furthest from the presenter.

Stick with the highlights of everything in the presentation and avoid boring details. (Save those for question and answer time.)

Stress the customer�s hot buttons as determined by your sales staff.

Giving the Presentation

Dress and act like the customer as much as possible without looking like an act. This is not that hard; look clean and crisp and avoid extremes.

Take the highest-level corporate person in the company appropriate for the size of the opportunity and have this person make the introduction and begin the process of establishing trust. When in doubt, go with a higher-level person.

The corporate representative should state what the company will do to support the project manager, but make it real and believable. Too much corporate fluff will annoy more than impress.

The company person should sit near the primary presenter and support the presenter in every way possible. Help with questions if this is allowed, try to determine what the hot buttons are and direct the discussions in that direction if possible, stress corporate support whenever possible.

You may be forced to select a presenter who is not a confident public speaker. Let the presenter have a say in the media used for the presentation. A certain type of media may help make the presenter more comfortable.

Consider using a coach who is skilled in public speaking to assist the presenter during rehearsals.

Rehearse over and over and fine-tune the presentation well beyond the point where you think you are ready. Try to anticipate questions during rehearsals and fire them at the presenter endlessly, especially if the presenter is relatively inexperienced in the process. Replicate as best you can the tension and stress that�s about to come. This type of preparation can make an important day an enjoyable and (hopefully) successful one.

Finally, if your presenter has a funny-looking haircut, you know what to do: take him to the best barber you know.

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Master the Art of Orals: Your Guide to Winning Federal Contract Presentations

As a federal Government contractor, preparing for orals can be daunting. Orals, however, need not be intimidating. This guide will help to demystify orals and show how OST Global Solutions can support your team to confidently navigate preparation and performance.

Understanding Orals in Federal Government Contract Proposals

When a federal contract proposal reaches its later evaluation stages, the procurement team may request orals. In these oral presentations or interviews, you, as the offeror, present your proposed solution and approach. Oral proposals are timed solution-focused “team job interviews” that either substitute or augment written proposals. They are an opportunity for the Government to evaluate your solution through the prism of the people. An oral presentation to the federal Government is not a traditional sales or marketing briefing, an investor pitch, a written proposal summarized in a slide format, a job interview, or a typical briefing presented to corporate, military, or Government officials. Instead, it is a complex hybrid of all of these, and then some. It poses unusual challenges in design, organization, and speaker preparation.

Mastering the Dynamics of an Oral Presentation

An oral presentation provides a unique platform for you to showcase your knowledge, ideas, and perspectives. The effectiveness of your presentation depends mostly on your delivery as you need to be the source of information not the presentation. Your tone, body language, and presentation materials all play crucial roles in conveying your message. A successful oral presentation requires meticulous preparation, ample practice, and a keen understanding of your audience’s expectations.

Preparing for an Oral Presentation: Building Confidence

Start by conducting thorough research and arranging your thoughts into a coherent outline. Regular practice can build your confidence and help you familiarize yourself with the flow of your speech. Use clear language, minimize reliance on notes, and employ visual aids to maintain audience interest. Taking deep breaths before starting and speaking slowly and clearly can leave a positive, lasting impression.

Achieving Success in Oral Presentation

The success of your oral presentation extends beyond well-rehearsed speeches and polished slides. The tone of your voice significantly influences how your audience perceives your message. A professional tone can earn your listeners’ trust and respect. Strive for clear, concise delivery throughout your presentation, and avoid speaking too fast or too slow. Practicing beforehand can ensure a confident and successful delivery.

Handling Technical Glitches During Oral Presentations

Don’t let technical issues derail your presentation. If you encounter a glitch, remember to stay calm and assess the situation. If you can’t fix the issue quickly, continue with your presentation. It’s important to be prepared to deliver your presentation while adapting to whatever variables emerge. The way you handle these situations can showcase your professionalism and poise.

OST Global Solutions: Your Partner in Orals Presentations

If you want to ensure an edge on the competition, take training with the orals professionals at OST Global Solutions. Our two-day course (available on-demand) gives you all the knowledge necessary to coach your team to win in orals, including the challenging GSA FEDSIM Orals. It covers the key skill areas spanning from managing a blended written and orals proposal to slide deck development, orals content development, and orals coaching. The course covers different types of orals that include in-person orals, virtual orals with video and without video, teleconference orals, and recorded video orals. It dives into how to tailor the proposal process according to the RFP requirements.

At OST Global Solutions, we understand the importance of tailored guidance for different types of orals. Whether it’s in-person orals, virtual orals with video and without video, teleconference orals, or recorded video orals, our course covers the strategies and techniques needed to excel in each format. With thorough preparation and effective coaching from OST, you’ll be fully prepared for successful oral presentations.

Click here to read more about the course.

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48 CFR § 15.102 - Oral presentations.

(a) Oral presentations by offerors as requested by the Government may substitute for, or augment, written information. Use of oral presentations as a substitute for portions of a proposal can be effective in streamlining the source selection process. Oral presentations may occur at any time in the acquisition process, and are subject to the same restrictions as written information, regarding timing (see 15.208 ) and content (see 15.306 ). Oral presentations provide an opportunity for dialogue among the parties. Pre-recorded videotaped presentations that lack real-time interactive dialogue are not considered oral presentations for the purposes of this section, although they may be included in offeror submissions, when appropriate.

(b) The solicitation may require each offeror to submit part of its proposal through oral presentations. However, representations and certifications shall be submitted as required in the FAR provisions at 52.204 –8(d) or 52.212 –3(b), and a signed offer sheet (including any exceptions to the Government's terms and conditions) shall be submitted in writing.

(c) Information pertaining to areas such as an offeror's capability, past performance, work plans or approaches, staffing resources, transition plans, or sample tasks (or other types of tests) may be suitable for oral presentations. In deciding what information to obtain through an oral presentation, consider the following:

(1) The Government's ability to adequately evaluate the information;

(2) The need to incorporate any information into the resultant contract;

(3) The impact on the efficiency of the acquisition; and

(4) The impact (including cost) on small businesses. In considering the costs of oral presentations, contracting officers should also consider alternatives to on-site oral presentations (e.g., teleconferencing, video teleconferencing).

(d) When oral presentations are required, the solicitation shall provide offerors with sufficient information to prepare them. Accordingly, the solicitation may describe—

(1) The types of information to be presented orally and the associated evaluation factors that will be used;

(2) The qualifications for personnel that will be required to provide the oral presentation(s);

(3) The requirements for, and any limitations and/or prohibitions on, the use of written material or other media to supplement the oral presentations;

(4) The location, date, and time for the oral presentations;

(5) The restrictions governing the time permitted for each oral presentation; and

(6) The scope and content of exchanges that may occur between the Government's participants and the offeror's representatives as part of the oral presentations, including whether or not discussions (see 15.306(d) ) will be permitted during oral presentations.

(e) The contracting officer shall maintain a record of oral presentations to document what the Government relied upon in making the source selection decision. The method and level of detail of the record (e.g., videotaping, audio tape recording, written record, Government notes, copies of offeror briefing slides or presentation notes) shall be at the discretion of the source selection authority. A copy of the record placed in the file may be provided to the offeror.

(f) When an oral presentation includes information that the parties intend to include in the contract as material terms or conditions, the information shall be put in writing. Incorporation by reference of oral statements is not permitted.

(g) If, during an oral presentation, the Government conducts discussions (see 15.306(d) ), the Government must comply with 15.306 and 15.307 .

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Welcome to the home page of the Chief Acquisition Officers Council (CAOC)

The Chief Acquisition Officers Council (the Council) is established pursuant to Section 16 of the Office of Federal Procurement Policy Act, as amended, 41 USC 403, et seq.

The Council consists of a diverse group of acquisition professionals in the Executive Branch established to provide a senior level forum for monitoring and improving the federal acquisition system. The Council promotes effective business practices that ensure the timely delivery of best value products and services to the agencies, achieve public policy objectives, and further integrity, fairness, competition, and openness in the federal acquisition system. The Council works closely with the Administrator, Office of Federal Procurement Policy, and the Federal Acquisition Regulatory Council to promote these business practices in the acquisition system.

Public Law 93-400, “The Office of Federal Procurement Policy Act”, as amended, created the Office of Federal Procurement Policy (OFPP) in 1974, and placed it in the Office of Management and Budget (OMB). The OFPP was created, among other purposes, to provide Government-wide procurement policies “…which shall be followed by Executive agencies…” in the procurement activities.

“To further achieve effective, efficient, and economic administration of the Federal procurement system, (Public Law 98-191, dated December 1, 1983) the head of each executive agency ‘shall designate a senior procurement executive who shall be responsible for management direction of the procurement system of the executive agency'” In 1999, an interagency council, consisting of agency procurement executives was chartered and named the Procurement Executives Council (PEC). Its mission was to monitor and improve the Federal Acquisition System consisting of the Federal Acquisition Regulation (FAR), which is the primary document, and agency acquisition regulations that implement or supplement the FAR.

OFPP issued a memorandum on December 14, 2014 detailing its top three priorities which are listed below. The memorandum, “Transforming the Marketplace: Simplifying Federal Procurement to Improve Performance, Drive Innovation, and Increase Savings,” can be found here .

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On January 16, 2003, a subsequent Charter was introduced at the PEC Executive Committee Meeting, to be effective February 20, 2003. The charter, in addition to some membership changes, includes a name change from Procurement Executive Council to Federal Acquisition Council (FAC) to provide greater flexibility and a more inclusive reach beyond procurement.

On June 1, 2004, a new Charter was effected further consolidating Council purpose, membership, liaison, and working groups. This charter renamed the Council as the Chief Acquisition Officers Council to better address end-to-end acquisition issues.

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