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Page 1
Contract Services Association
Service Contractor/Fall 2005
/ 1
TA B L E O F C O N T E N T S
A Publication of the
Contract Services Association
1000 Wilson Blvd., Suite 1800
Arlington, VA 22209
Phone: 703-243-2020
Fax: 703-243-3601
Website: www.csa-dc.org
All Rights Reserved
Publisher
Chris Jahn
Editor
Cathy Garman
Advertising Manager
Jenny Adlakha
2
President's Page
4
Ethics and Compliance:
A Perfect Storm of
Scandal
11
CSA’s DAY on
Capitol Hill
12
Looking Ahead to Win
More Business
13
International Business
in Defense
15
New Frontier of Defense
Consolidations
17
Investing: Size Matters
21
HR and Labor Laws:
CSA Training and
Certification Program
23
Leadership and Ethics:
A Personal View
26
Membership Directory
31
A Split in the Unions
32
Health and Welfare Cost
Increases
35
Public Policy Corner:
GSA Reorganizes!
37
Tension between IDIQ
and Terminations
40
CSA’s Platinum Sponsors
42
Meet A New Member –
Fluor
43
Meet A Long Time
Member – IAP Worldwide
Services
45
Schedule of Events
47
Board of Directors
49
Member News
51
CSA’s Strategic Partners
52
Executive Committee
Members
Advertiser Index
F a l l 2 0 0 5 / P u b l i s h e d b y t h e C o n t r a c t S e r v i c e s A s s o c i a t i o n
Page 2
2 /
Service Contractor / Fall 2005
Contract Services Association
MEMO FROM THE PRESIDENT
F
or the first time ever, CSA is publishing a membership
directory for public distribution. As the nation’s largest
and oldest association of Government service contractors,
it is past time CSA publicized the good works of our mem-
bership and what they do for our country. CSA members
are providing a broad range of support services to our mili-
tary serving in Afghanistan, Iraq, and around the globe as
well as helping to defend the homeland – and in this latest
tragedy, helping to rebuild the communities devastated by
Hurricane Katrina. Unfortunately, the positive impact of
this work is overshadowed by isolated contracting abuses –
a mere handful of cases out of over 30 million contracting
actions and $300 billion in spending on goods and services
by the Federal government. The fact is, without service
contractors’ leadership and support, the Government
would cease to function. This trend will accelerate over the
next five to ten years as nearly half of Federal employees are
eligible to retire.
That is why it is sometimes so disheartening to hear
the rhetoric coming from Capitol Hill. As this magazine
goes to print, CSA is working to fight back efforts to legis-
late by anecdote in reaction to the so-called contracting
abuses that would severely damage the Federal acquisition
process. This misguided legislation includes:
• A proposal being considered in the Senate to stop what
proponents claim is the ability of prime contractors to
“game the system” to earn excessive profits. The
Government uses Time & Material contracts when
outcomes are open-ended and, therefore, difficult to
price accurately. The Senate proposal would require
prime contractors to “pass through” subcontractor rates
to the Government, with no allowance for risk or
overhead. Small and medium-sized firms could be par-
ticularly hurt by the proposal.
• A proposal in the Senate version of the FY06 Defense
Authorization bill to consolidate the acquisition of all
DOD services above the simplified acquisition thresh-
old ($100,000) in four new Contract Support
Acquisition Centers—one for each of the military
departments and the Defense Logistics Agency (DLA).
However, removing authority for the acquisition of
services from the program offices would distance
contracting officials from the DOD end users they,
and the contractor, are expected to support. The four
centers would operate as an additional layer of admin-
istrative bureaucracy between Government program
managers, and the defense contractor working on
management and technical services, information tech-
nology, and perhaps even lead systems integrator-type
contracts for a specific program office.
• A provision adopted by the House that would terminate
a contract awarded to the private sector to operate FAA
flight service centers. The 10-year $1.9 billion contract
is expected to produce better service and over $2.2 bil-
lion in savings over the period. Terminating the contract
would mean the loss of those savings, plus the
Government would be required to pay the contractor
substantial termination fees.
• A provision adopted by the House that would termi-
nate the GSA e-Travel program. Contrary to claims,
the program is expected to eliminate waste, fraud,
abuse, and redundancy while consolidating and stream-
lining travel polices to bring anticipated savings of over
$450M in the first 10 years for taxpayers.
• Provisions included in the House version of the FY06
defense authorization and appropriations bills that
would sharply curtail the Defense Department’s ability
to undertake competitive sourcing initiatives to achieve
needed savings.
On a more positive note, CSA is supporting legislation
that would repeal legal restrictions on outsourcing at the
Department of Veterans Affairs (VA). There are over
50,000 positions and $5 billion of commercial work from
low tech to high tech that is off-limits to the private sector
due to existing law. These restrictions are tragic not only
because of the better services our nation’s veterans would
receive but also the savings the private sector could gener-
ate at the VA could be put to use to help the men and
women who have served this country so selflessly.
As part of CSA’s advocacy program on these important
legislative issues, in July, we held our first ever “Day on
Capitol Hill.” CSA members came to sweltering
Washington, DC to turn up the heat on their members of
Congress regarding issues important to Federal services
contractors, including competitive sourcing and funda-
mentally reforming the acquisition process. CSA members
held dozens of meetings with Senators, Congressmen and
their staffs. As Congress continues to legislate (some would
say micro-manage) the procurement process, it is vital that
they hear from constituents that those changes in law
impact. CSA has a top-notch staff fighting for your inter-
ests, but nothing moves legislation like hearing from the
folks at home. I hope that I will see you at next year’s “Day
on Capitol Hill.”
Page 3
Since 1965, CSA has served as the leading advocate for Federal service contractors in Washington,
DC. Want to know how you can benefit from CSA’s public policy access and influence? Please
contact us today at 703-243-2020 or by email at info@csa-dc.org for more information.
SA serves as the government services industry’s voice
in Washington, DC. And when CSA speaks on its
members' behalf, leaders, Congress, the White House and
Federal agencies listen. What’s more, CSA sets its public-
policy positions by regularly polling members and acting on
their advice. As a member of CSA, you can trust that your
voice will be heard.
Relyonanadvocatewith
a proven track record
“CSA has been
a champion for the
service contract
industry on Capitol Hill
and throughout the
Federal government.”
—Representative
Todd Tiahrt (R-KS),
key member of the House
Appropriations Committee
C
Page 4
4 /
Service Contractor / Fall 2005
Contract Services Association
Page 5
T
hese are tumultuous times for
contractor compliance. The
recent storm of procurement
scandals ran headlong into a
wave of Sarbanes-Oxley con-
cerns with corporate governance. At the
same time, as the Government has repeat-
edly stressed, “with revenue comes respon-
sibility,” [see, www.acq.osd.mil/dpap/Docs/
GetItRight_ final.ppt#10], and Federal
officials are likely to put more pressure on
contractors to bear responsibility for ensur-
ing integrity. On a third front, and to
finish this “perfect storm,” recent changes
to the U.S. Sentencing Guidelines have
raised the bar for all corporate compliance
programs, across the private sector, and
Federal procurement regulations are likely
to follow in the Guidelines’ path. Whether
to strengthen compliance programs in
Federal procurement will be a relatively
easy decision. The harder question will
be whether, for the first time, Federal
contractors should be required to imple-
ment compliance programs.
A good deal of guidance already exists
on how Federal contractors can erect
compliance systems to ensure that their
personnel follow the law. Current Federal
procurement regulations and the U.S.
Sentencing Commission’s Organizational
Sentencing Guidelines, discussed below,
sketch out the basic elements of a compli-
ance system. The Defense Industry
Initiative on Business Ethics and Conduct
(DII), a consortium of many of the largest
companies in the defense industry,
provides basic training materials and links
to a variety of resources for firms intent
upon establishing sound compliance
systems [see, www.dii.org].
The Druyun scandal, discussed further
below, offers a textbook case of a flawed
compliance system. Even with a formida-
ble compliance system in place, a contrac-
tor can stumble as problems work their
way through the cracks and fissures in any
compliance system. What’s frightening,
however, is that many contractors – partic-
ularly newcomers, with only a hazy under-
standing of Federal contracting rules –
have no compliance system whatsoever.
A.Sentencing Guidelines Reforms
Raise the Bar
Most well-established contractors, as
publicly traded companies, are required to
set up internal compliance systems under
the Sarbanes-Oxley Act of 2002. Those
compliance systems, however, generally go
to financial compliance and do not reach
contractors’ special obligations under the
Federal procurement laws, including, most
importantly, contractors’ procurement
integrity requirements. [See generally
Elizabeth W. Fleming, Sarbanes-Oxley:
New Considerations for Corporate Counsel,
38 P
ROCUREMENT
L
AW
. 7 (Winter 2003)].
The Defense Federal Acquisition
Regulation Supplement (DFARS) and
several other FAR supplements call for
nonmandatory compliance systems (e.g.,
DFARS 203.70010). [See generally
Christopher R. Yukins, Ethics in
Procurement: New Challenges After a
Contract Services Association
Service Contractor/Fall 2005
/ 5
by Christopher R.Yukins
Associate Professor of Government Contract Law
The George Washington University Law School,
Washington,D.C.
1
Ethics and Compliance:
A Perfect Storm
of Scandal
1
This piece was adapted from a copyrighted paper presented by the author and Professor Steven Schooner at Thomson West’s Government Contracts Year in Review in
February 2005. This reproduction has been made with the permission of West, a Thomson business, 901 15th Street, NW, Suite 230, Washington, D.C. 20005 (202-
337-7000). Further reproduction or use without the permission of West, a Thomson business is prohibited.
Page 6
6 /
Service Contractor / Fall 2005
Contract Services Association
Decade of Reform, P
ROCUREMENT
L
AW
., 3
(Spring 2003)]. These rules instruct con-
tractors to establish compliance systems
with the following elements: a code of
ethics, training, audit and reporting sys-
tems, discipline for employee misconduct,
reporting of failures, and cooperation with
any Government investigation.
Traditionally, most major contractors
follow the compliance recommendations
for organizations published by the
Sentencing Commission, through the
Federal Sentencing Guidelines. In the
past, the compliance system contemplated
by these Sentencing Guidelines largely
mirrored the compliance system suggested
by the DFARS. This was by design, so that
contractors could simultaneously comply
with both regulatory regimes. [See general-
ly Richard Bednar, Emerging Issues in
Suspension and Debarment: Some
Observations from an Experienced Head,
2004 P
UB
. P
ROC
. L. R
EV
. 223, 225-26].
The Sentencing Guidelines were
recently strengthened, however, to impose
much stricter requirements for organiza-
tional (e.g., corporate) compliance systems.
The chart below compares the newly
revised Sentencing Guidelines to the
traditional DFARS recommendations:
As the chart reflects, the revised
Sentencing Guidelines trigger at least three
potential areas of new compliance obliga-
tions, not specifically addressed under the
existing DFARS guidance [see U.S.
Sentencing Commission, Federal
Sentencing Guidelines §8B2.1, Effective
Compliance and Ethics Program, effective
Nov. 1, 2004, (hereinafter “Federal
Sentencing Guidelines”), available at
www.ussc.gov/2004guid/8b2_1.htm]:
• Knowledgeable Leadership:
Corporate leadership must, under the
revised Sentencing Guidelines, be
fully briefed on how the corporation’s
compliance effort is addressing a spe-
cific compliance threat. Corporate
leaders are responsible for ensuring
that their firms have effective compli-
ance programs in place. Lower-level
personnel may be tasked with imple-
menting those programs, but senior
corporate leaders should be briefed
regularly. Because the effectiveness of
a contractor’s compliance program
will turn, in part, on the contractor’s
ability to remold its compliance strat-
egy to accommodate lessons from the
recent scandals (see below), corporate
leaders likely will be looking to opera-
tional personnel for answers on
whether, and how, their corporations’
compliance programs are accommo-
dating the new challenges.
• Excluding Personnel Who Raise
Compliance Risks: As part of an
effective compliance program, a corpo-
ration is now expected to exclude from
its senior ranks those who might pose
a risk of criminal activity. This new
obligation to exclude “risky” senior
personnel may have special ramifica-
tions. The Druyun scandal grew out of
Druyun’s gradually expanding reliance
on Boeing for favorable treatment and
employment: for her future son-in-law,
her daughter, and then, finally, for her-
self. The lesson here seems to be that a
contractor should, if possible, track
these types of personal links between
key Government personnel and the
company, so that the company can, on
a recurring basis, assess, and reassess the
potential integrity risks that the
Government personnel pose.
• Adjusting Program to Risk: Under
the revised Sentencing Guidelines, a cor-
poration’s leaders must ensure that the
firm’s compliance program accommo-
dates new risks, both internally and in
the marketplace. The Guidelines’ imple-
menting commentary calls for corpora-
tions to readjust their compliance poli-
cies through periodic reassessments of
risk, based upon (1) the types of crimi-
Revised Sentencing Guidelines
DFARS 203.7001
1. Standards and procedures
Code of Ethics
2. Knowledgeable leadership
3. Exclude risky personnel
4.Training
Training
5. Monitor, evaluate, reporting hotline
Periodic review; audits; hotline
6. Incentives and discipline
Discipline
7.Adjust program to risk
8. Self-reporting
Timely reporting to Government; cooperation
Page 7
Contract Services Association
Service Contractor/Fall 2005
/ 7
nal conduct that may occur, including
an assessment of the severity of potential
criminal conduct, and (2) the likelihood
of criminal conduct, based upon the
company’s own history, its industry, and
the nature of the company’s work in that
industry. Logically this means that com-
panies in a similar line of business –
other major defense contractors, in other
words – should consider adjusting their
compliance programs to accommodate
the risks made apparent by the Druyun
scandal. To make sense of this review,
we can look to the remedial steps that
outside counsel, former senator Warren
Rudman, recommended to Boeing, dis-
cussed below.
B. The Rudman Report:
Compliance Lessons from the Top
In a February 26, 2004 report to
Boeing’s board of directors – issued
before Druyun’s and Michael Sears’
guilty pleas – Warren Rudman’s team
recounted a review of Boeing’s compli-
ance system. The report focused on
Boeing’s greatest area of risk in light of
the Druyun scandal: legal requirements
and procedures for hiring senior-level
Government executives. [See Warren
Rudman et al., A Report to the Chairman
and Board of Directors of The Boeing
Company Concerning the Company’s
Policies and Practices for the Hiring of
Government and Former Government
Employees (Feb. 26, 2004), available at
www.boeing.com/news/releases/2004/q1/
rudman_030904.pdf; see Developments:
Boeing Reviews Company Hiring Ethics,
Finds No Widespread Problems, 46 GC
¶ 121 (Mar. 17, 2004); see also Warren
Rudman et al., A Report to the Chairman
and Board of Directors of The Boeing
Company Concerning the Company’s Ethics
Program and Its Rules and Procedures for
the Treatment of Competitors’ Proprietary
Information (Nov. 3, 2003) (report on
Boeing’s ethics program), available at
www.boeing.com/news/releases/2003/q4/ru
dman.pdf].
In assessing Boeing’s efforts to ensure
compliance with the key “revolving door”
statutes, including the Procurement
Integrity Act and 18 U.S.C. § 208 (the
conflict-of-interest statute), the Rudman
report noted, at pages 18-19 and 26, that:
• The Boeing procedures did not address
the possibility of pre-interview employ-
ment discussions, which could, for
example, trigger recusal requirements
under the Procurement Integrity Act.
• The Boeing procedures did not make
it clear that separate conflict-of-inter-
est reviews are required pre-interview
and pre-hire. Because additional infor-
mation may emerge during the period
between interview and hire, and
because the prospective job responsi-
bilities of the applicant may shift dur-
ing this period, successive reviews
would be appropriate.
• The Boeing procedures did not distin-
guish between (a) the conflict-of-inter-
est issues that should be considered
before employment discussions begin
(e.g., disqualification of Federal offi-
cials), and (b) those that should be con-
sidered after an offer letter is issued
(e.g., limitations on the types of repre-
sentations that the employee may make
before his or her previous agency, and
other post-employment restrictions).
• There historically has been almost no
formal process for conflict-of-interest
reviews when foreign nationals are
hired by Boeing, including those who
may be hired from foreign govern-
ment service.
The Rudman report cited other seri-
ous gaps in Boeing’s internal compliance
program, including: Boeing’s heavy
reliance on Government employees, past
and present, to comply with the law [id.
at 29]; Boeing’s failure to treat “revolving
door” hiring as a high-risk activity [id. at
30]; “erratic” human resources records
management at Boeing [id. at 33]; a lack
of internal training and data on the
topic; and, an undisciplined process for
conflict-of-interest reviews [id. at 29-34].
The Rudman report recommended a
number of reforms [id. at 36-41];
Boeing, and other large contractors with
similar gaps in their compliance systems,
are likely to take up those recommenda-
tions in the coming months.
C.Compliance for Everyone Else
Implementing the Rudman report’s
recommendations is relatively simple; it is
largely a matter, for Boeing and other
major contractors, of repairing gaps in
already well-established compliance sys-
tems. The harder question is how to deal
with those contractors that have no com-
pliance systems to repair.
Under the current legal structure, it
is entirely possible for contractors to
have no compliance systems in place.
Multitudinous privately held small and
medium-sized contractors fall outside the
Page 8
8 /
Service Contractor / Fall 2005
Contract Services Association
Sarbanes-Oxley Act’s requirements for
financial compliance systems. Although
the Sentencing Guidelines’ mandatory
requirements for compliance systems
cover all companies, large and small, the
Guidelines come into play only when a
corporation is caught in a criminal
violation. Only then will a compliance
system, if in place, soften the corpora-
tion’s criminal penalty. Thus, if a
contractor can avoid criminal prosecu-
tion, no outsider may ever know that
the contractor had no compliance system
in place. Nor does the FAR require a
compliance system, and, as noted, the
DFARS and the other supplements speak
only in terms of the compliance systems
that contractors “should” have in place.
Should regulators require contractors
to erect compliance systems? The argu-
ments against mandating compliance are
obvious: compliance systems are expen-
sive. Mandatory compliance systems
would pose a significant barrier against
potential entrants to the Federal market.
This, in turn, could raise prices, hurt
quality, and have other anti-competitive
effects. Worse yet, if a contractor’s inade-
quate compliance system could trigger
bid protests or enforcement actions,
mandating compliance systems could
launch new waves of litigation or entire
new sub-bureaucracies.
There are, however, compelling argu-
ments for requiring compliance systems.
Compliance systems reduce risks for
going concerns [see John S. Pachter, The
New Era of Corporate Governance and
Ethics: The Extreme Sport of Government
Contracting, 2004 P
UB
. P
ROC
. L. R
EV
.
247], and, per the Sentencing
Guidelines, reduce compliant firms’ sen-
tencing exposure in the event of a crimi-
nal breach. Savvy companies also recog-
nize that moving ahead of their competi-
tors in embracing compliance reforms, if
done properly, can yield strategic advan-
tages. [See Simon Zadek, The Path to
Corporate Responsibility, H
ARV
. B
US
. R
EV
.,
Dec. 2004, at 125]. Furthermore, man-
dating compliance systems would track a
growing trend in U.S. business: to
demand internal controls to ensure that
those running a firm are accountable to
stakeholders outside the firm. [Cf. Marcia
Madsen, The Government’s Debarment
Process: Out of Step With Current Ethical
Standards, 2004 P
UB
. P
ROC
. L. R
EV
. 252
(discussing growing emphasis on corpo-
rate governance and internal controls)].
Requiring contractor compliance sys-
tems would be a logical extension of the
Sentencing Guidelines. When a company
finds itself ensnared in sentencing under
the Guidelines, the severity of that sen-
tencing will turn, in part, on the compa-
ny’s efforts to establish an effective com-
pliance system – and the compliance sys-
tem is mandatory. So too, one could
argue, when a company finds itself
enmeshed in the highly regulated pro-
curement system, there is nothing unrea-
sonable about requiring the firm to
establish a compliance system to ensure
procurement integrity. Indeed, Federal
law already demands compliance systems
to ensure contractors’ compliance with
many Federal laws that govern contrac-
tors’ hiring practices. [See, e.g.,
www.dol.gov/elaws/ ofccp.htm (checklist of
Federal laws enforced by the Department
of Labor’s Office of Federal Contractor
Compliance)].
If Federal regulators do bring the FAR
into line with the Sentencing Guidelines
by mandating compliance systems, the
question will be how to enforce that
requirement. Tossing enforcement of
mandatory compliance systems to a
Federal bureaucracy would be unwieldy
and inefficient: given the huge cultural
and organizational differences between
contractors, it would be almost impossi-
ble for any enforcement agency to define
and enforce standards for compliance
systems in procurement integrity.
There may be an alternative approach
to enforcement already buried in the
FAR. Much as the Sentencing
Guidelines take a more lenient approach
to a corporation’s criminal sentence if the
corporation has a sound compliance pro-
gram in place, so too does the FAR take
a more lenient approach to debarment –
in effect, the corporation’s “contractual”
sentence – if the contractor has an
effective compliance system. [FAR
9.406-1(a)(1); see Richard Bednar, supra,
2004 P
UB
. P
ROC
. L. R
EV
. at 225-26].
Since debarment is only an expanded
finding of non-responsibility, [see FAR
9.402(a)], it would not take much to
incorporate compliance systems into the
general responsibility determinations.
Indeed, FAR 9.104-1 already says that,
when a contracting officer is assessing a
prospective contractor’s responsibility,
the CO should assess whether the
contract has a “satisfactory record of
integrity and business ethics” (paragraph
(d)), and the “necessary organization . . .
and operational controls” (paragraph
(e)). Adding an element to the responsi-
bility determination – instructing the
CO to assess whether the prospective
contractor’s compliance system accords
with the Sentencing Guidelines’ stan-
dards – would not be a radical step.
Page 9
Contract Services Association
Service Contractor/Fall 2005
/ 9
D.Conclusion
For contractors, the recent storm of
compliance scandals offer some obvious
next steps. First, contractors should
recognize that failure to have a sound
compliance system may render them
non-responsible in the Government’s
eyes. A strong internal compliance sys-
tem – one that keeps senior management
fully apprised of compliance failures – is,
therefore, absolutely essential. Second,
although Boeing’s troubles show that
even a very sophisticated compliance system
is not foolproof, contractors should
ensure that their compliance systems
meet the state-of-the-art requirements
of the U.S. Sentencing Commission’s
corporate guidelines. Simply meeting the
Defense Department’s dated guidelines
is no longer enough. Third, and in keep-
ing with the Sentencing Commission’s
current guidelines, contractors should be
ready to adjust their compliance systems,
to accommodate new and emerging risks
in the Government marketplace.
Professor Yukins joined
the Law School faculty
from the law firm of
Holland & Knight,
where, as a partner, his
practice focused on
high technology com-
panies that serve the
government. Prior to
his work in private practice, he was a trial attor-
ney with the U.S. Department of Justice. He
teaches on Government contract formations and
performance issues, Contract Disputes Act litiga-
tion, and comparative issues in public procure-
ment, and focuses especially on emerging public
policy questions in U.S. procurement. Professor
Yukins is an advisor to the U.S. delegation to the
working group on reform of the United Nations
Commission on International Trade Law
(UNCITRAL) Model Procurement Law, and
he teaches and speaks often on issues of compara-
tive and international procurement law.
He obtained his B.A. from Harvard University,
and J.D. from the University of Virginia.
America is faced
with a critical
challenge following
Hurricane Katrina.
Go to CSA’s website at
http://www.csa-dc.org/
news/katrina.asp
to see how YOU might help in the
rebuilding and recovery efforts.
Page 10
Page 11
Contract Services Association
Service Contractor/Fall 2005
/ 11
CSA’s First Annual
Day on Capitol Hill – A Success!
F
or 40 years, CSA has been the voice of Federal contract
service providers. But being on the side of “truth, justice
and the American Way” may not always be enough to get
the vote or decision needed to protect our members’ inter-
ests. What else does it take?
Quite frankly, it takes YOU! It’s just human nature for
an elected official to pay closer attention to the point of view
of someone who represents hundreds or thousands of con-
stituents – the people who put them in office.
That is why, on a sweltering day in July, CSA members
came to Washington, DC to turn up the heat on their mem-
bers of Congress regarding issues important to Federal service
contractors, including competitive sourcing and recommen-
dations to reform the acquisition process. CSA members
held dozens of meetings with Senators, Congressmen, and
their staffs.
The day started off with a staff briefing from Mary Ellen
Fraser and Jeff Green, both from the House Armed Services
Committee. The attendees were able to get an inside look
on the political dynamics of how the defense authorization
bill is put together – and how issues such as competitive
sourcing are handled on the Armed Services Committee.
Both Mary Ellen and Jeff stressed the importance of contact-
ing members of Congress to educate them about issues
affecting services contractors.
After the congressional staff briefing and a quick lobby-
ing etiquette lesson, the attendees were sent off to their meet-
ings. The meetings allowed the attendees to introduce them-
selves to their congressional representatives, and to speak
about CSA’s Service Contracting Review report as well as the
impact that attacks against competitive sourcing have on
service contractors.
In the words of one participant, “I was impressed with
the attention we received from legislative staffers and thank
CSA for organizing the event. I found it very worthwhile
and would encourage other businesses to do the same.” [Ms.
Heidi W. Gerding, President/CEO of HeiTech Services).
CSA’s Day on Capitol Hill was aimed at getting more
CSA members involved in the political process. The many
attacks and bad press that our industry has endured, it is
essential that CSA members take action.
That same morning, the CSA-PAC sponsored a success-
ful fundraiser for Congressman Curt Weldon (R-PA), a long-
time CSA friend. Currently, Representative Weldon is the
Vice-Chairman of the House Armed Services Committee as
well as Vice-Chairman of the Homeland Security
Committee.
HASC staffers Mary Ellen Fraser and Jeff Green brief CSA members
HASC staffers Mary Ellen Fraser and Jeff Green discuss FY06 Defense Authorization bill
Rep. Curt Weldon (center) with CSA members Vic Avetissian and John Aldridge
Page 12
12 /
Service Contractor / Fall 2005
Contract Services Association
A
s the Marketing, Sales, or the New
Business Development Manager
responsible for consistently identifying and
closing new contracts for your company,
you have to be in touch with the future.
However, it is very difficult to look too far
in the future when the pressure is on you to
win contracts today. In addition, the daily
demands of meetings, maintaining the rela-
tionship with Contracting Officers, meet-
ing with the bid team about details on cur-
rent bids in progress, and other short-term
issues, prevent you from developing a long-
term strategy to identify new opportunities.
One of the keys to ensure you have a
well qualified sales pipeline, is to gain visibil-
ity to long lead time re-compete contracts.
The very successful and rapidly grow-
ing contractor has learned the importance
of planning ahead by identifying opportu-
nities that will come due in three major
time horizons: 18 months, 36 months
and 72 months. Unfortunately, too many
new business development managers only
focus on the 18-month horizon. As a
result they are constantly spending their
valuable time in reactive mode, rather
than in a pro-active mode. By developing
a long-term road map that gives you visi-
bility beyond 18 months, you are in a
better position to move your company
into a pro-active winning position.
For example, during the next five years,
epipeline is tracking and researching several
hundred contracts that represent over $100
billion for Facilities and Support Services,
Engineering Services, Security Guards,
Professional, Scientific, Technical Services,
Research, and Development in Physical
Engineering Services. The table provides
the value for each NAICS code over the
next 18, 36 and 72 months*.
As you can see from the table, there is
over $9 billion of contract value in the 19
to 36 month period and over $16 billion
beyond 37 months. For IT Services, not
shown in the table, there is over $84 billion
for the period October 1, 2005 to March
31, 2007. For the period of 19 months and
beyond, there is over $20 billion.
The Government provides a wide vari-
ety of resources to identify potential oppor-
tunities in the long-term. A smart business
development professional will use them all:
• Historical contract awards, such as
defense contracts over $5 million at:
http://www.defenselink.mil
• Archived solicitations, found on the
FedBizOpps: www.fedbizopps.gov
• Federal spending on active contracts,
published in the Federal Procurement
Data System (https://www.fpds.gov).
• Fiscal year spending in the budget:
http://www.whitehouse.gov/omb/bud
get/fy2006/
• Acquisition forecasts, provided by
several civilian and defense agencies
The key to success is paying attention
to all of the details. The key to long-term
sustainable growth is identifying and quali-
fying opportunities well in advance so you
and your company:
• Can decide on the opportunities that
best fit the company’s business profile
and competencies;
• Develop relationships with potential
new contracting officers in new
departments and agencies;
• Have more time to review the depart-
ments/agency procurement plans and
budget;
• Have more time to learn who the
incumbents and competitors are;
• Have more time to sign the company’s
resources to develop a winning strategy;
• Have more time to find teaming
partners.
Take the time to “Look Ahead – to Win
More Business.”
Tim Walsh is the CEO/President of epipeline,
inc., which provides short and long lead-time
researched opportunities to over 7000 new busi-
ness development managers, sales and marketing
professionals. epipeline’s internet based applica-
tions enables the user to set up dozens of different
profiles over multiple time horizons that are
updated automatically. In addition, the user
receives email notifications, and can generate
“one click” instant reports at: www.epipeline.com
epipeline is a CSA Strategic Business Partner.
CSA members receive member-only discounts
on epipeline’s services.
* Data for this table was provided by epipeline, based on all RFPs we are tracking across our IT,AEC, and O&M
verticals as of 08/15/05. epipeline tracks RFPs based on select criteria; therefore not all RFPs issued by the
Government are reflected in this table.
Looking Ahead –
To Win More Business
by Tim Walsh,
epipeline, Inc.
18 Months
19-36 Months
37+ Months
(10/01/2005 -
(04/01/2007
NAICS
03/31/2007)
- 09/30/2008)
(10/01/2008 +)
561210: Facilities and
Support Services
$67.91 Billion
$3.50 Billion
$7.00 Billion
541330: Engineering Services
$3.50 Billion
$3.90 Billion
$5.90 Billion
541710: Research & Development
in the Physical Engineering Services
$1.00 Billion
$1.30 Billion
$2.50 Billion
561612: Security Guards
$0.90 Billion
$0.20 Billion
$0.90 Billion
541990: Professional, Scientific and
Technical Services
$0.60 Billion
$0.70 Billion
$0.20 Billion
Total:
$73.91 Billion
$9.60 Billion
$16.50 Billion
Page 13
Contract Services Association
Service Contractor/Fall 2005
/ 13
A
dvising US industry on defense busi-
ness involving sales to foreign govern-
ments is not normally a Department of
Defense (DoD) function. Nevertheless, the
defense business is becoming a global one,
and the DoD is increasingly engaged in
international issues.
This article will provide an overview of
DoD’s international cooperative activities in
the defense equipment realm, as well as
some pointers on commercial activity. Our
allies operate many US-developed and pro-
duced systems, and DoD uses many sys-
tems and components developed by others.
Collaboration and trade are increasing in
this realm, as has been the case with respect
to commercial products.
The DoD, in compliance with public
law and as a matter of policy, cooperates
with allied and friendly countries in acquisi-
tion activities spanning the entire spectrum
of the defense acquisition life cycle. This
activity includes, of course, sales of military
equipment, but ranges from discussion of
future capability needs through cooperation
in basic scientific research, technology
development, systems development, pro-
curement, and production to cooperative
logistic support, and even disposal. The
DoD has established a number of pro-
grams, and entered into a number of inter-
national agreements, to carry out this inter-
national activity.
Foreign Military Sales (FMS): The FMS
program implements the Arms Export
Control Act (AECA, P.L. 90-629), and is
the only legal mechanism for transferring
defense articles and services from the US
Government to allied and friendly govern-
ments. The DoD contracts with US indus-
try on behalf of the foreign customer, using
DoD procurement authority and proce-
dure. The FMS program is administered
by the Defense Security Cooperation
Agency: www.dsca.mil.
Foreign Comparative Test Program:
Facilitates testing of foreign-developed
equipment that might meet DoD needs.
Funding is provided to DoD components
on a competitive basis to test promising
foreign products. Successful tests lead to
procurement, and result in avoidance
of expensive and time-consuming
development programs. The Foreign
Comparative Test Program is managed
by the Director, Defense Research and
Engineering: www.acq.osd.mil/cto.
Cooperative Research, Development, Test and
Evaluation Agreements: Concluded with
allied and friendly defense ministries to
facilitate cooperative activities, including
the co-development of systems. Authorized
under various statutes, including the AECA
and 10USC2350.
Reciprocal Defense Procurement Agreements:
Concluded with most NATO allies and
several other countries, these agreements
aim to reduce discriminatory barriers to
defense trade in an effort to standardize
equipment, rationalize defense production,
and promote military operational interop-
erability. The reciprocity provisions enable
the Secretary of Defense to waive the Buy
American Act in cases pertaining to pro-
curement of items from partner countries.
Most nations with which these agreements
have been concluded maintain defense
trade attachés in their Washington
embassies. These attachés actively promote
DoD acquisition of defense items from
their nations and are an excellent source
of information on their nation’s defense
industry.
US firms selling defense articles and
services to foreign governments must com-
ply with the AECA, which is implemented
through the International Traffic in Arms
Regulation (ITAR) under the authority of
the Secretary of State. The ITAR contains
the Munitions List that comprises the
controlled items. The State Department
manages exports through a licensing
process. Firms can obtain advisory opin-
ions or licenses from the State Department’s
Directorate of Defense Trade Controls.
The first stop should be the Web site at:
www.pmdtc.org.
The Department of Commerce (DoC)
is responsible for administration of the
Export Administration Act, and regulates
through the Export Administration
Regulations exports of dual-use items that
are not controlled through the ITAR.
The DoC supports US industry through
the Defense Trade Advocacy Program.
Commercial attachés in American
Embassies support this program and are an
excellent source of information on local
markets: www.bis.doc.gov
US Government resources available to
exporters of defense articles and services
also include military organizations located
in American Embassies. These “security
assistance” organizations are responsible for
liaison with the host nation’s defense estab-
by Bruce Bade
Director, Pacific Armaments Cooperation in the
Office of the Under Secretary of Defense
(Acquisition,Technology and Logistics).
International Business:
in Defense Articles and Services
Page 14
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Service Contractor / Fall 2005
Contract Services Association
lishment for matters relating to FMS and collaborative
activities such as cooperative research and development.
Most are known as Offices of Defense Cooperation
(ODCs). The ODCs can provide support to U.S. compa-
nies in efforts to do business with host nation defense
establishments, and it is advisable to coordinate activities
with them. An excellent source of advice on local condi-
tions, the ODC should be the first stop on a visit to any
foreign country.
Opportunities to provide defense articles and serv-
ices, and to team with foreign firms to satisfy both for-
eign and US defense requirements, are plentiful in an
increasingly globalized environment. DoD systems
incorporate many foreign-developed components and
the foreign supplier usually needs a US partner.
Likewise, components developed in the US (including
software) are used in the defense products of many
other nations. Entry into this market requires an
understanding of the export control laws and regula-
tions, a willingness to expend the effort necessary to
understand another market, and the resources to be
persistent in what can be a lengthy endeavor.
Bruce C. Bade is Director, Pacific Armaments Cooperation in
the Office of the Under Secretary of Defense (Acquisition,
Technology and Logistics). His Directorate supports the Under
Secretary of Defense as the Department of Defense focal point
for cooperation in defense equipment acquisition with nations
in Asia, the Pacific, the Americas, Africa, and the Middle East.
Mr. Bade is a member of the Senior Executive Service and
is retired from the US Navy. He has served in his present posi-
tion since 1994 and in international defense equipment-related
positions in the Pentagon since 1978. Mr. Bade is a distin-
guished graduate of the Naval Destroyer School and the Navy
Tactical Action Officer School, and his military decorations
include the Defense Superior Service Medal, the Navy
Commendation Medal (with Combat “V”), the Combat Action
Ribbon, and the Republic of Vietnam Gallantry Cross (First
Class) with Palm.
Bruce Bade discusses international business with Vic Avetissian, CSA’s Public Policy
Council Chairman.
“
”
“As a small business,having CSA repre-
sentus on the Hill is valuable because
this is something wewouldn’totherwise
be able toachieve alone.”
TroyThames,C&D Security Management,Inc.
Page 15
Contract Services Association
Service Contractor/Fall 2005
/ 15
W
hat a difference a year makes. Last
summer I wrote about the quicken-
ing pace of consolidation among
Government services providers (GSPs) –
businesses that provide operations and
maintenance services – and dubbed it the
“next frontier” in defense consolidation.
In light of some significant merger and
acquisition transactions over the past 12
months involving high profile GSPs, it
appears that the race to settle this “next
frontier” is increasingly fierce.
Private Equity“Explorers”
Private equity groups are leading a
Lewis and Clark-like exploration into the
GSP arena. In December 2004, New
York-based Veritas Capital, a defense
focused leveraged buy-out firm, complet-
ed the purchase of DynCorp
International, LLC from Computer
Sciences Corporation. With this transac-
tion, Veritas established itself as a leader in
the Government services marketplace vir-
tually overnight. The DynCorp business
they acquired has more than $1.7 billion
in annual revenues. Given Veritas’ com-
mitment to fuel the growth of its platform
companies via acquisition, look for
DynCorp’s already significant revenue
base to expand rapidly in the near future.
Following closely on the heels of the
DynCorp transaction was the acquisition
of Johnson Controls World Services by
IAP Worldwide Services, a company
backed by Cerberus Capital. This combi-
nation created another billion dollar par-
ticipant in the GSP arena. Given the sig-
nificant financial resources of Cerberus, its
unique insight into the Federal market-
place (former Vice President Dan Quayle
is a partner and on the Board of IAP),
and experienced management team, the
growth prospects for IAP also are bright.
There is often a herd mentality among
private equity groups. Given that, look
for others to circle the wagons and aggres-
sively pursue consolidation strategies in
the GSP arena.
Strategic “Settlers”
Strategic buyers continue to be active
consolidators of Government services
providers as well, albeit on a smaller
scale than private equity firms. VT
Group, a UK-based company, continued
its methodical build-up with the acquisi-
tion of Cube Corporation in March
2005. This is the third GSP acquisition
by VT Group in four years, moving the
company closer to $500 million in
annual GSP revenue. While the half bil-
lion dollar revenue mark may have
seemed like safe territory last year, the
significant scale of companies such as
DynCorp and IAP may have raised the
critical mass threshold.
On the strategic buyer front, there was
a “new entrant” into the GSP gold rush.
In September 2004, UK-based First
Services purchased SKE Support Services
(formerly Baker Support Services). This
transaction further demonstrates the
strong interest from international buyers
(especially those from the United
Kingdom) in the US support services
market. While US-based strategic acquir-
ers have been relatively quiet in the GSP
consolidation as of late, I do expect to see
domestic acquisition activity increase in
the coming months.
Value Creation Alternatives
With a healthy universe of buyers,
prospects look bright for middle market
Activity Heats Up
In the Next Frontier of Defense
Consolidation
by John Allen,
Windsor Group
Page 16
16 /
Service Contractor / Fall 2005
Contract Services Association
sellers. Several recent transactions have
been completed in the 7-8 times EBITDA
range, which is a hefty premium (more
than 50% in some cases) over historical
merger and acquisition valuations for
GSPs. While these valuations are high
relative to historical valuations, they are
acceptable for buyers interested in gaining
access to the US defense marketplace
when compared to valuations for defense
information technology or communica-
tions companies (EBITDA multiples for
these businesses often exceed 10 times).
Truth be told, the GSP arena remains one
of the last affordable entry points into the
growing US defense marketplace.
The public equity markets appear to
be opening to GSP providers. Wall Street
is hungry for new defense plays, as evi-
denced by the attractive values being
bestowed on Federal IT and defense elec-
tronics/communications firms. These
firms currently trade at average price-to-
earnings (P/E), and EBITDA multiples of
23 and 13, respectively. Even if a GSP
company trades at a discount to these val-
uations, it is still likely to earn an attrac-
tive arbitrage on acquired revenue. The
math is simple: if you buy at 8 and sell at
10, you create significant value.
Without a doubt, these are exciting
times in the GSP space. Like the early
western settlers who secured the best
land, those who lead the consolidation in
the GSP market will likely receive the
greatest rewards, so load your wagons
and move out.
John Allen is Co-Head, Defense &
Government Services Group BB&T
Capital Markets Windsor Group, an
investment bank headquartered in
Reston, VA that focuses on Government
and defense services companies
“
”
Having the ability toenter intomeetings and proactive projects with the DoL
staff is extremely meaningful.Having them serve as an advocatein assisting us
in resolving our issues has been a tremendous help.
Al Corvigno,Lockheed Martin
Page 17
Contract Services Association
Service Contractor/Fall 2005
/ 17
T
he dominant philosophy in corporate
America right now seems to be that big-
ger is better. Walmart has become the
largest company in the world by offering
oversized products at oversized discounts.
Fast food companies are competing to see
which one can market the biggest ham-
burger. And despite record-high gas prices,
Hummer’s H2 is one of General Motors’
showcase vehicles.
Even major companies in the contract-
ing services industry – e.g., SAIC,
Northrop Grumman, Lockheed Martin –
are among the leaders in their industry, in
part because of the competitive advantage
that comes from their sheer size.
But many of the executives of those
same companies are finding that when it
comes to their personal investing, bigger is
not always better. This is particularly true in
the contract services industry, where many
executives have succeeded financially, and
want Wall Street firms to help them man-
age their now sizable assets. The problem is,
an individual with under $10 million in
investable assets is regarded as small-fry by
these large investment firms.
“I’d had enough of the big investment
houses when I realized that my broker
had almost 300 clients in addition to
myself,” said Larry Trammell, Chairman
of the Contract Services Association.
“Frankly, I’m a demanding person and I
want, and expect better attention with my
investments.”
He’s not alone. The results of a survey
of wealthy Americans (defined as those with
at least $5 million in investable assets), first
reported in the Wall Street Journal, indicat-
ed that their reliance on brokers dropped
about 27 percent from 2001 to 2003. The
percentage of those people who used a full-
service broker declined from 41 percent to
30 percent in those two years. The percent-
age of such investors who used independent
money managers instead of brokers dou-
bled, from 7 percent in 2001 to 14 percent
in 2003.
The growing movement away from full-
service brokers at huge investment houses
stems from the lack of trust that followed
the scandals of the last 5 years as well as the
inadequate personal service that Trammell
mentioned. The result is that senior execu-
tives are increasingly bucking the corporate
bigger-is-better trend, and looking for a
place to invest that offers the benefits of
Wall Street and its massive investment
houses, but with the personal service they
feel they deserve.
This burgeoning trend isn’t entirely a
new idea. Ironically, the development of a
smaller, boutique investment option that
allows for more control over personal
investments, and demands a higher quality
of service has its antecedents in some of the
major corporations of today.
At the turn of the 20th century, senior
executives at General Electric founded
ELFun, initially to promote social interac-
tion and intellectual stimulation. But
ELFun evolved into an organization
where these same executives could invest
their assets in an environment that pro-
vided experienced, trustworthy, dedicated
service with a staff that understood the
culture they earned that money in. In
1998, Michael Dell started MSD Capital
for the same purpose.
Executives in the contract services
industry are in very similar circumstances
and, as a result, some of them made a very
similar choice; several senior executives
from SAIC banded together and provided
the initial funding for a boutique invest-
ment firm: Piedmont RIA (a registered
investment advisor). It was created to pro-
vide the same sort of benefits that histori-
cally have come through organizations like
ELFun and MSD Capital – trust, under-
standing, experience and performance.
Trust
Former SEC Chairman Arthur Levitt
said in a 2003 PBS Frontline interview, “I
don’t think there’s an industry in America
which has more conflicts than Wall Street –
not illegal, but they’re there. And unless
investors know about them, unless investors
are skeptical and cynical, they’ll buy into
some of the same problems they’ve always
bought into.”
Investors, especially those at the execu-
tive level, have become all too familiar with
the conflicts of interest that exist between
commission-based stockbrokers and them-
selves, as the clients. That familiarity is
breeding a strong desire for an alternative to
Wall Street’s standard fare – a desire for an
investment culture that has a fiduciary
responsibility to put their interests above
that of the organization itself. What they
are finding is that independent registered
SIZE MATTERS –
Execs Find Smaller is Better for Investing
byWilliam J. Millitello
Page 18
18 /
Service Contractor / Fall 2005
Contract Services Association
investment advisors can provide that level
of trust.
Independent investment advisors estab-
lish this level of trust primarily through
transparency, especially in compensation.
Understanding
Any investor feels more comfortable
working with someone who understands
the environment they live and work in.
That sense of understanding was at the core
of organizations like ELFun, and it is no
less true for the contract services industry.
Our industry has seen consolidation
through mergers and acquisitions, which
has created significant liquidity and wealth
for many stockholders. Stockholders want
an investment option that understands
these developments; moreover, they want
advice developed with their specific circum-
stances in mind.
Experience
Executive-level investors may not want
the Wall Street corporate culture, but they
are still looking for Wall Street experience
in an investment advisor. An investor
shouldn’t have to give up experience or
competence as a price to gaining confidence
in the quality of advice he receives. “I want-
ed the experience of a larger firm without
the one-size-fits-all approach that unfortu-
nately has come to define too many of
those same firms,” said Dr. Martin
Mandelberg, a former SAIC Senior Vice
President. “The {RIA} registered investment
advisor I invest with offers a flexible, indi-
vidualistic approach to helping build a port-
folio along with the backing and protection
of a larger company {like Fidelity}.”
Performance
While trust and experience are vital to
making investors feel comfortable with an
independent investment advisor, at the end
of the day what matters most is perform-
ance, and many independents have risen to
the challenge. Unfortunately, such data are
largely unavailable to retail investors – they
cannot see which independent advisors out-
pace the market, and which don’t. Often
times, a positive referral from a co-worker
or associate offers the best chance of finding
the high-performing advisor.
Like those in other industries, executives
in the contract services industry have
achieved a high level of success by refusing
to take things as they come, and by seeking
out creative and advantageous solutions to
problems. So it’s no surprise that when it
came to their personal investing, they’ve
taken the same approach by bucking the
“bigger is better” trend, and creating an
investment option that provides them with
the trust, understanding, experience, and
performance they demand.
William J. Militello experienced Wall Street
first hand as an institutional equity trader with
Knight Capital Markets in New York, and cur-
rently serves as the Managing Principal of
Piedmont, a registered investment advisor. Mr.
Militello has consulted for the Securities &
Exchange Commission and is a graduate of the
U.S. Naval Academy in Annapolis, MD, and
received his MBA from Boston University.
Integrity
Expert Advice
Achieved Performance
Piedmont is a Registered Investment Advisor who adds value to the
investment process through our pursuit of perfection
in everything we do. Your critical desire for performance creates
a requirement for a personal financial advisor who delivers you results.
Whether you are considering a new company retirement plan
or someone to manage your personal assets, a complimentary
analysis is available to CSA members. Please contact our offices at:
(703) 842-9483, (858) 964-3219 or email: wjm@piedmontRIA.com.
William J. Militello, Managing Principal
Page 19
Page 20
Since 1965, CSA has provided technical and compliance expertise to federal service contractors
through professional development. Want to know how you can benefit from CSA’s programs?
Please contact us today at 703-243-2020 or by email at info@csa-dc.org for more information.
SA’s Professional Development courses are
designed for YOU. Many contractors today are strug-
gling with more than just winning more business. There is so
much involved in managing a contract properly, keeping your
books in order, and making sure you're abiding by all the
relevant laws and regulations. Aside from that, you still need
to worry about hiring and retaining the best employees. CSA’s
Professional Development courses help make those tasks
easier. CSA offers cutting-edge training programs that are
taught by experts in the business. These experts will assure
that your employees are properly trained, saving you time
and money.
Be prepared.
Be effective.
“I definitely recom-
mend these programs
for anyone considering
making government
contract work a
career. It takes the
confusion out of much
of the bureaucracy
associated with gov-
ernment contracting.”
—Douglas Magee, KBR
C
Page 21
Contract Services Association
Service Contractor/Fall 2005
/ 21
G
overnment services contractors know
the benefits of doing business with
the Government. It’s rewarding, prof-
itable, and enables contractors to have a
stake in the important functions of
numerous Federal agencies. Coupled
with the benefits, however, are numerous
regulations and laws that govern the spe-
cific functions of the contract. One of
the most complex, yet important set of
regulations involve the human resources
(HR) function, and the all critical accom-
panying labor laws.
The most significant problem Federal
contractors face when it comes to HR
problems is complying with quadruple
labor laws – regular Federal labor laws,
state and local labor laws, and specially
created Federal contracting labor laws.
According to Wanda M. Johnson,
president of PREEMPT, Inc., and a for-
mer U.S. Department of Labor attorney
and private practice defense counsel, con-
tractors have a tough job in achieving and
maintaining compliance:
“Traditional HR people, those who
have not been exposed to the world of
Federal contracting and its labor laws,
are unable to provide complete and
compliant services to a Federal con-
tracting company because they are
unfamiliar with the industry and its
specially created Federal contracting
labor laws. The typical mistakes made
are providing incomplete human
resources advice without the benefit of
knowing Federal contracting labor
laws, and the full impact of these laws
upon the company. For example, as
Federal contractors we have to know
and interpret Federal contracting labor
laws in addition to other labor laws
and we have to analyze the impact of
all these labor laws upon our compa-
nies as well as our Federal customer
who is an integral part of our human
resources environment.
“Because Federal contractors are paid
by the Government, Congress knows
that it has enormous economic power
to make sure that we remained com-
pliant with Federal contracting labor
laws. Therefore, Congress has created a
severe economic penalty in the event
we violate these laws, such as losing
millions of dollars in Federal contracts
as well as the possibility of debarment
from bidding/receiving Federal con-
tracts for a certain period in the
future.”
CSA realized that many of its mem-
bers were not as well equipped to deal
with these laws as they might want to be.
Through the input of members of the
Labor Relations and Professional
Development Committees, the newest
certification program was created. CSA,
in conjunction with PREEMPT, Inc., will
offer the ONLY human resources Federal
contracting certification program specifi-
cally designed to help human resources
professionals understand Federal contract-
ing labor laws so that they can keep their
companies in compliance.
“Our Government Services
Contracting Human Resources (GSCHR)
program will be composed of five courses
designed to keep you within the laws and
operating efficiently,” said Malcolm O.
Munro, CSA director of professional
development. “Coursework will include
focused study of the Service Contract/
Davis-Bacon Act, compensation and
benefit issues, EEO/compliance, the Fair
Labor Standards Act (FLSA), and Family
Medical Leave Act (FMLA), performance
management, and maintaining legal com-
pliance when hiring or firing employees.”
According to Munro, the certification
is just as important as the actual course-
work itself.
“Certification is a stamp of quality.
It means that you have attained a body of
knowledge and have demonstrated com-
petency either through an examination,
a residency, or through a documented
demonstration of performance. In our
program, you’ll take a series of one- and
two-day courses and upon completion,
take a challenging written examination.
When you successfully complete our
program, your company can be assured
that you’ve been exposed to the very latest
issues, laws, and trends plus have the
benefit of networking with other HR
professionals in the industry. The rules are
often stricter for Government contractors
HR and Labor Law Issues?
CSA to the Rescue Again!
by Mary J. Pietanza*
CSA Professional Development
Committee Chair
Page 22
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Service Contractor / Fall 2005
Contract Services Association
– the consequences more severe if the
rules aren’t followed. CSA’s program will
show you how to work within the require-
ments, and still remain competitive and
successful.”
CSA’s GSCHR program complements
the successful GSCPM Project Manage-
ment Certification. Both programs
address the unique and complex needs
of the Federal contractor.
“Previous course attendees consistently
comment on how focused our profession-
al development programs are,” said
Munro. “Because we offer courses taught
by practitioners in the industry, we can
offer a level of knowledge not found any-
where else in the industry. Now with our
GSCHR program, we can truly say we
have this very unique and important
niche covered.”
For more information, including
course dates, times, and location, visit the
CSA website at www.csa-dc.org and click
on “Professional Development.”
*All views expressed in this article
are those of the author and do not
necessarily represent the views of, and
should not be attributed to, Science
Applications International Corporation
(SAIC), SAIC University, or SAIC’s
subsidiaries or affiliates.
Mary Pietanza is the senior
manager, Professional
Development, for SAIC
University, where she manages
professional development pro-
grams for Science Applications
International Corporation
(SAIC). From science to solutions, SAIC engineers and
scientists solve complex technical problems in national
security, homeland security, energy, the environment,
space, telecommunications, health care, and logistics.
With annual revenues of $7.2 billion and more than
43,000 employees, SAIC, founded in 1969, is the largest
United States employee-owned research and engineering
company. From offices in more than 150 cities world-
wide, the company, provides many of its solutions for
commercial and Government customers through infor-
mation technology, systems integration, and eSolutions.
“
”
CSA’s training courses are both
affordable and informative.Having
qualified instructors thatare able to
field questions,and are attentive to
the varying needs of all levels of
participants,makes attending these
courses veryworthwhile.
Richard Dean,Duer
“
”
I am proud tobe part of an
organization thatis truly making
a pronounced difference
Paul Serotkin,Minuteman Ventures
Page 23
Contract Services Association
Service Contractor/Fall 2005
/ 23
A
close, personal friend of mine shared
the following with me a few years
ago: “What is the difference between rep-
utation and character? Reputation is what
other people think about you. Character
is who you are when you are by yourself.”
All too true!
I thought it would be worthwhile to
explore how this applies to both our busi-
ness and personal lives. In so doing, I look
at ethical standards and whether they
change or stay the same throughout the
course of a given day, how moral decay is
impacting our society and how leadership,
and the enforcement of high ethical stan-
dards impact our success in business and
at home.
You are who you are 24/7
John C. Maxwell, author of two books
dealing with business principles and ethics,
is a pioneer in the field of business ethics.
He dismisses the term “business ethics” and
says, “There’s just ethics. Period. You either
have them or you don’t.” He prescribes the
Golden Rule: Treat Others The Way You
Want To Be Treated.
I believe that we all are ultimately
accountable for our actions and our deeds
and we eventually will be found out sooner
or later. It is our moral responsibility to pre-
vent this from happening. If a person tells
“little white lies” to employees, coworkers,
friends, and family members, that person
should not be surprised if those same folks
he lied to also tell “little white lies” to him.
Is it possible for someone to lie and be
immoral off the job and expect a different
behavior on the job? I think not. I personal-
ly don’t know any people with split person-
alities, although I have heard they exist. My
belief is that we are the same person 24/7.
Hopefully, we all routinely self assess
our performances in our homes, our com-
munities, and our companies. In both our
private and business lives, there are, or
should be, codes of conduct in place.
Families may only have verbal understand-
ings of what is and is not acceptable in the
home. But even so, there is a standard for
acceptable behavior.
Companies call them codes of ethics, or
policies and procedures. But, according to
Peter Garber in his book entitled 15
Reproducible Activities for Reinforcing
Business Ethics & Values, “In today’s business
climate, simply having an ethics policy in
place isn’t enough. You must continually
keep ethics up front and center to avoid the
ethical violations and erosion of confidence
seen in corporate America today.”
Moral decay in society is mirrored
in the business setting
I think most of us know what the prob-
lem is. I believe the moral decay of our
society has permeated the business commu-
nity. In short, the business community is
not immune to the problems of society at
large. Moral decay is pervasive and epidem-
ic in all facets of our lives, including our
own homes. Large-scale actions such as the
Enron scandal and other international
events on the world stage should not sur-
prise us, as we can clearly see the same ethi-
cal violations on a smaller scale in our own
families, communities, workplaces, and
Government agencies.
I pose the following questions to
prompt your thinking about this important
subject of ethics in the workplace:
Why do employees leave one company
due to conflict over business integrity issues
only to find that the same situations exist
with their next employer?
Are you or your employees turning in
expense reports that are padded with
unsubstantiated expenses?
Have you ever justified telling a “little
white lie” such as overstating your compa-
ny’s capabilities or inaccurately presenting
financial status to win a contract that will
surely help your company meet the corpo-
rate sales and profit objectives?
In his article entitled “Enron Scandal
& Public Eye on Davos Award: Unique
Awards Highlight Corporate Irresponsibil-
ity”, author Gustavo Capdevila says,
“We often hear people speak of business
integrity. It is a tragic fact that the act of
telling the truth is a rare occurrence –
and a sad consolation that those who lie
ultimately deceive no one more than
themselves.”
Success in business and in the
home is directly linked to strong
leadership and the establishment
and enforcement of high ethical
standards
Who sets the standard in your compa-
ny, and in your home? Who is the individ-
ual who is ultimately responsible for the
business ethics and conduct of the organiza-
tion whether in the workplace or the home?
It all starts with the “Top Dog,” the leader
of the organization. But, if leaders of organ-
izations and heads of households do not
embrace and enforce their codes of con-
Leadership and Ethics – The Backbone of Business
A Personal View
by Michael S. O’Neal
Page 24
24 /
Service Contractor / Fall 2005
Contract Services Association
duct, then these documents and family cre-
dos are only words with no impact.
We all know that there is no magic
formula on how a business becomes and
remains profitable, but I believe that
integrity and honesty – two interchange-
able words – are key. Paul Wong, Ph.D.,
in his article entitled “The Positive
Psychology of Climate Management” says,
“Treating people with respect and dignity
and doing everything with complete hon-
esty and integrity are just some of the
practices that will contribute to a positive,
meaningful work climate. But to imple-
ment such practices on a daily basis
throughout the whole organization
requires a clear vision and complete
commitment from senior management
and all employees.”
Dr. Wong continues, “Leadership
intangibles are also important – that is
having the ‘knack’ for making the right
decisions at the right time. Hard to
quantify, the knack is essentially the
ability to think at multiple levels and
keep the ‘big picture’ in mind while
addressing the myriad small decisions
that ultimately determine success
or failure.”
In conclusion, we must look at our
own industry of Government contract-
ing, and learn from the case of USAF
Procurement Official Darleen Druyun as
a glaring example of unethical behavior,
low moral standards, and failed leader-
ship. I am a proponent of the truly ethi-
cal workplace and, as unethical corporate
behavior has taken center stage in our
industry and our country, I challenge
each of you to look closely at your own
organizations. I am surely not one to
throw stones in glass houses, as none of
us is perfect. However, we can all strive to
be men and women of character at home,
and in the workplace.
Mike O’Neal is a long-
standing member of the
CSA. As President of
O’Neal and Associates, he
is currently a consultant to
the O&M industry provid-
ing business and strategic
planning services as well as business development,
and operations assessment services. Mike has been
an O&M professional for the past 23 years, and
has worked for small, medium, and large compa-
nies. He is retired from 20 years service with the
Army as a Logistician, he is a father and grandfa-
ther and has been happily married to Lucia for 16
years. He is actively engaged in lifestyle coaching,
and mentoring to men in his community.
Page 25
“Walk the Walk”
Come to the CSA Annual Meeting
at the Westin Riverwalk
in San Antonio, Texas
March 20-23, 2006
Visit our Website www.csa-dc.org/annual_mtg2006
for more information or to register.
“Walk the Walk”
Come to the CSA Annual Meeting
at the Westin Riverwalk
in San Antonio, Texas
March 20-23, 2006
Visit our Website www.csa-dc.org/annual_mtg2006
for more information or to register.
Page 26
26 /
Service Contractor / Fall 2005
Contract Services Association
2005 Membership Directory
13th Regional Corporation
1156 Industry Dr.
Seattle, WA 98188
A-76 Institute, LLC
1250 24th Street, NW, Suite 350
Washington, DC 20037
Small Business
AAI Corporation
124 Industry Ln.
Hunt Valley, MD 21030
www.aaicorp.com
Advanced Systems Engineering
Group
6867 Nancy Ridge Drive, Suite A
San Diego, CA 92121
www.aseg.com
AECOM
1200 Summit Ave., Suite 320
Fort Worth, TX
www.aecom.com
Agbayani Construction Corporation
88 Dixon Ct.
Daly City, CA 94014
www.agbayani.com
Small Business
Akima Corporation
13777 Ballantyne Corporation Place
Suite 530
Charlotte, NC 28277
www.akima.com
ANC
Akimeka
1600 Kapiolani Boulevard, Suite 530
Honolulu, Hi 96814
www.akimeka.com
8(a), Native Hawaiian, SDB, Veteran Owned
Aleut Management Services
5520 Tech Center Drive, #200
Colorado Springs, CO 80919
www.aleutmgt.com
8(a), ANC, Small Business, SDB
All Risks, Ltd.
10150 York Road, 5th Floor
Hunt Valley, MD 21030
www.allrisks.com
All Star Maintenance, Inc.
12250 El Camino Real
San Diego, CA 92130
www.all-star.com
Alpha Business Solutions
P O Box 448
Newalla, OK 74857
Woman Owned
Altus Associates
1934 Old Gallows Rd., Suite 404
Vienna, VA 22182
www.altus-associates.com
Alutiiq, LLC
3201 C Street, Suite 700
Anchorage, AK 99503
www.alutiiq.com
8(a), ANC, Native American
Small Business, SDB
American Cleaning Enterprises
241 18th St. S., Suite 506
Arlington, VA 22202
www.ace-corp.com
Small Business, Woman Owned
American Operations Corporation
14030 Thunderbolt Place, Suite 700
Chantilly, VA 20151
www.aocwins.com
American Service Contractors, L.P.
P.O. Box 207
Smithville, TN 37166
www.dtccom.net
AMERITAC, Inc.
P.O.Box 279
Danville, CA 94526
8(a), Small Business, SDB
Amtex
5729 Leopard Bldg. 1
Corpus Christi, TX 78408
www.amtexservices.com
8(a), Small Business, SDB
AON Risk Services, Inc.
199 Fremont Street, Suite 1400
San Francisco, CA 94105
www.aon.com
Applied Innovative Management
7135 W. Tidwell Road, Suite M-100
Houston, TX 77092
www.aim1998.com
Small Business, Veteran Owned
ARINC
2551 Riva Rd.
Annapolis, MD 21401
www.arinc.com
Armstrong Allen, PLLC
P.O. Box 14028
Jackson, MS 39236-4028
www.armstrongallen.com
Aronson & Company
700 King Farm Boulevard, Suite 300
Rockville, MD 20850
www.aronsoncompany.com
ATI Systems
8540 Moorcroft Avenue
West Hills, CA 91304
www.ati-sys.com
Bailey & Bailey
115 E. Travis St., Suite 711
San Antonio, TX 78205
Barnhill & Associates, P.C.
13750 San Pedro Avenue, Suite 700 A
San Antonio, TX 78232
www.barnhilllaw.com
BB&T Capital Markets/Windsor
Group LLC
12010 Sunset Hills Road, Suite 700
Reston, VA 20190
www.bbandt.com
Bearskin Aviaition
5502 North Dennis Weaver, Joplin Regional
Airport
Webb Sity, MO 64870
www.bearskinaviation.com
Hubzone, Native American, Small Business, SDB
BE&K
2000 International Park Dr.
Burmingham, AL 35243
www.bek.com
Benefits Design, Inc.
11130 Jollyville Rdl, Suite 400
Austin, TX 78759
www.benefitsdesign.com
Page 27
Contract Services Association
Service Contractor/Fall 2005
/ 27
Bering Sea Eccotech
4300 B St., Suite 402
Anchorage, AK 99503
www.bseak.com
8(a), ANC, HubZone
Berry Logistics
809 Bridgeport Dr.
Desoto, TX 75115
www.berrylogistics.com
Blank, Rome
600 New Hampshire Avenue, N.W.
Washington, DC 20037
www.blankrome.com
BMAR & Associates, Inc.
3999 Fort Campbell Boulevard, P.O. Box 688
Hopkinsville, KY 42241
www.bmar.net
The Boon Group
6300 Bridgepoint Parkway, Building 3, Suite 5
Austin, TX 78730
www.boongroup.com
Burns and Roe Services Corporation
2809 S. Lynnhaven Road, Suite 100
Virginia Beach, VA 23452
www.roe.com
Business Management Research
Associates
3949 Pender Drive, Suite 300
Fairfax, VA 22030
www.bmra.com
Small Business, Woman Owned
C and D Security Management, Inc.
306 Delaware Drive
Colorado Springs, CO 80909
www.canddsecurity.com
Woman Owned
C C Distributors, Inc.
P.O. Box 9153
Corpus Christi, TX 78469
www.ccdistributors.com
Cardillo & Sons, Inc.
433 Broadway, Suite C
Everett, MA 2149
Cardinal Maintenance Service, Inc.
678 Front Avenue, NW, Suite 110
Grand Rapids, MI 49504
Career Smith, Inc.
537 Newport Center Drive
Newport Beach, CA 92660
www.careersmith.com
Carris, Jackowitz Associates
201 East 79th Street
New York, NY 10021
The Carroll Dickson Company
1053 Bueva Vista
Fircrest, WA 98466-6706
Centre Consulting, Inc.
1953 Gallows Rd., Suite 650
Vienna, VA 22182
www.centreconsult.com
Woman Owned
CH2M Hill
9191 South Jamaica Street
Englewood, CO 80112
www.ch2m.com
Chenega Technology Services
Corporation
5971 Kingstowne Village Pkwy, Suite 100
Alexandria, VA 22315
www.ctsc.net
Cherry, Bekaert & Holland, LLP
222 Central Park Avenue, Suite 222
Virginia Beach, VA 23462
www.cbh.com
Chugach AK Corporation
560 E. 34th Avenue
Anchorage, AK 99503-4161
www.chugach-ak.com
8(a), ANC, Small Business, SDB
CIS
1010 WAYNE AVE STE 720
SILVER SPRING, MD 20910
www.cisglobal.com
CMI Management, Inc.
5285 Shawnee Rd., Suite 401
Alexandria, VA 22312
www.cmimgmt.com
Small Business, SDB
Coastal Environmental Systems Inc.
820 1st Ave. S.
Seattle, WA 98134
www.coastalenvironmental.com
Small Business
Command Decisions Systems &
Solutions
13045 Harvest Place
Clifton, VA 20124
www.cds2.com
Small Business, SDB, Woman Owned
Commerce Funding
1945 Old Gallows Rd., #205
Vienna, VA 22182
www.commercefunding.com
Compass Contracts Group
129 N. West Dr.
Easton, MD 21601
www.ccg-llc.com
ConTemporaries, Inc.
1010 Wayne Avenue
Silver Spring, MD 20910
www.contemps.com
Small Business, Woman Owned
Crown Management Services, Inc.
1501 North Guillemard Street
Pensacola, FL 32501
CSC Applied Technology Division
P.O. Box 921001
Fort Worth, TX 76121
www.csc.com
Cubic Worldwide Technical Services,
Inc.
12000 Research Parkway, Suite 408
Orlando, FL 32836
www.cubic.com
D.R. Street Consultants, LLC
5430 W. Saragosa Street
Chandler, AZ 85226
www.drsconsultants.com
Veteran Owned
Data Dimensions
P.O. Box 1465
Janesville, WI 53547-1465
www.ddcsolutioncenter.com
Defense Support Services, LLC
555 Lincoln Dr. W.
Marlton, NJ 08053
www.ds2.com
DESA, Inc.
P.O. Box 6805
Columbia, SC 29260-6805
www.desainc.com
DGR Associates, Inc.
1002 N. Scott Avenue
Belton, MO 64012
www.dgrassociates.com
8(a), SDB, Woman Owned
Dilks Properties
854 Fairlawn Court
Marco Island, FL 34145
www.dilksproperties.com
Diverse Technologies Corporation
8233 Penn Randall Place
Upper Marlboro, MD 20772
www.diversetech.com
Small Business, SDB
Doyon, Limited
1 Doyon Place
Fairbanks, AK 99707
www.doyon.com
DTSV, Inc.
739 Thimble Shoals Blvd., Ste 101
Newport News, VA 23606
www.dtsvinc.com
Woman Owned
DUCOM, Inc.
850 Sligo Avenue, Suite 700
Silver Spring, MD 20910
www.ducominc.com
Page 28
28 /
Service Contractor / Fall 2005
Contract Services Association
Duer Advanced Technology &
Aerospace, Inc.
450 Maple Ave. E., Suite 303
Vienna, VA 22180
www.data-inc.com
Woman Owned
Dynamic Science, Inc.
11436 Washington Plaza West
Reston, VA 20190
www.exodyne.com
DynCorp
P.O. Box 921001
Fort Worth, TX 76121
www.dyn-intl.com
Eagle Eye Publishers, Incorporated
10560 Main Street, PH-18
Fairfax, VA 22030-7182
www.eagleeyeinc.com
Small Business
Eastern Maintenance & Services,Inc.
P.O Box 669, 25 E. Main Street
Coats, NC 27521
www.eaternms.com
El Concorde
520 South Main Street, Suite 2433-B
Akron, OH 44311
www.elconcorde.com
EMI Services
301 A Street
Nampa, ID 83687
www.emiservices.com
Native American, Small Business
Enterprise Fleet Services
600 Corporate Park Drive
St. Louis, MO 63105
www.erac.com
epipeline
607 Herndon Parkway, Suite 103
Herndon, VA 20170
www.epipeline.com
Facilities Performance Group, LLC
3091 Governors Lake Drive, Suite 450
Norcross, GA 30071
www.fpg-llc.com
FCC.O&M, Inc.
915 West Second Avenue
Spokane, WA 99201
Field Support Services, Inc.
3900 C Street, Suite 803
Anchorage, AK 99503-5969
www.fssi-asrc.com
First Horizon
1650 Tysons Blvd., Suite 1150
McLean, VA 22102
www.ftb.com
Fluor Federal Government Group
100 Fluor Daniel Drive
Greenville, SC 29607
www.fluor.com
FOUR WINDS Services, Inc.
P.O. Box 49
Altus, OK 73522-0049
www.fourwindsservices.com
8(a), Woman Owned, Native American
Genco Infrastructure Solutions
100 Papercraft Park
Pittsburgh, PA 15238
www.genco.com
General Trades & Services, Inc.
94-070 Leokane Street, Suite 201
Waipahu, HI 96797
8(a), SDB, Veteran Owned
GHG Corporation
1100 Hercules, Suite 290
Houston, TX 77058
www.ghg.net
The Ginn Group, Inc.
3485 N. Desert Drive, Building 1
East Point, GA 30344-6904
www.theginngroup.com
Glimmernet
P.O. Box 501
Olney, MD 20830
www.glimmernet.com
Global
2465 Campus Dr.
Irvine, CA 92612
Small Business, Woman Owned
Government Contracting
Resources, Inc.
5445 Village Drive, Suite 103
Viera, FL 32955
Small Business, Woman Owned
Government Service Administrators
414 Main Street, Suite 103
Port Jefferson, NY 11777
www.gsanational.com
Granite Lodging Group, LLC
One Chalet Drive P.O. Box 657
Wilton, NH 03086
GWE Group, Inc.
1580 Makaloa Street, Suite 801
Honolulu, HI 96814-3220
www.gwegroup.com
SDB, Veteran Owned, Woman Owned
Harris Technical Services
Corporation
7799 Leesburg Pike, Suite 700
Falls Church, VA 22043
www.harris.com
Healthcare Resolution Services, Inc.
14504 Greenview Drive, Suite 102
Laurel, MD 20708
www.hcrs-inc.com
8(a), Small Business, SDB, Woman Owned
HeiTech Services, Inc.
4200 Forbes Boulevard, Suite 202
Lanham, MD 20706
www.heitechservices.com
Small Business, SDB, Veteran Owned,
Woman Owned
High Sierra
217 Rawson Creek Rd.
Bishop, CA 93514
Hirota Painting Company, Inc.
2188 Kamehameha Highway
Honolulu, HI 96819-2306
Holland & Knight, LLP
1600 Tysons Boulevard, Suite 700
McLean, VA 22102-4867
www.hklaw.com
Home Depot Supply
10641 Scripps Summit Ct.
San Diego, CA 92131
www.homedepot.com
IAP Worldwide Services, Inc.
2231 Crystal Dr., Suite 1113
Arlington, VA 22202
www.iapwws.com
IMSOLUTIONS, LLC
17300 River Ridge Blvd
Woodbridge, VA 22191
www.imsolutionsllc.com
8(a), Small Business, SDB, Veteran Owned
INNOLOG
2010 Corporate Ridge — 9th Floor
McLean, VA 22102-7838
www.innolog.com
Inquiries, Inc.
129 North West Street
Easton, MD 21601
www.inquiries.com
J & J Maintenance, Inc.
3755 Capital of TX Hwy. S., Suite 355
Austin, TX 78704
www.jandjmaintenance.com
Jantec, Inc.
2810 W. Charleston Boulevard, Suite 75
Las Vegas, NV 89102
www.jantec-inc.com
Small Business, Woman Owned
Jefferson Consulting
1401 K St NW, Suite 900
Washington, DC 20005
www.jeffersonconsulting.com
Page 29
Contract Services Association
Service Contractor/Fall 2005
/ 29
Johnson Diversey, Inc.
8310 16th St.
Sturtevant, WI 53177
www.johnsondiversey.com
KBR Government Operations
1550 Wilson Blvd.
Arlington, VA 22209
www.halliburton.com
Ki, LLC
Pikes Peak Research Park One, Suite 301,
5475 Mark
Colorado Springs, CO 80918-3847
www.kicompany.com
KWG Associates
40599 Feather Bed Lane
Lovettsville, VA 20180
L-3 Communications, Link
Simulation and Training
P.O. Box 5328
Arlington, TX 76005
www.link.com
Law Offices of Margaret A.
Dillenburg, PC
P.O. Box 58234
Washington, DC 20037
Small Business, Woman Owned
Lockheed Martin Services
3601 Koppens Way
Chesapeake, VA 23323
www.lmco.com
Louis Berger Group
2300 N Street, NW
Washington, DC 20037
www.louisberger.com
M. Shiroma Painting Co., Inc.
94-120 Leokane Street
Waipahu, HI 96797
www.mshiroma.com
M.C. Contracting Services, Inc.
4626 30th Street
San Diego, CA 92116
M.L. Hawkins & Associates, Inc.
6958 Emerald Springs Lane
Las Vegas, NV 89113
Small Business, Woman Owned
M1 Support Services
300 N. Carroll Boulevard, Suite 101
Denton, TX 76201
www.m1services.com
Hubzone, Small Business, Veteran Owned,
Woman Owned
Madison Services, Inc.
P.O. Box 1639
Madison, MS 39130-1639
www.madisonservices.com
Maguire Group Inc.
One Court Street
New Britain, CT 6051
www.maguriegroup.com
McKenna Long & Aldridge, LLP
444 South Flower Street, 8th Floor
Los Angeles, CA 90071
www.mckennalong.com
The Mercer Group, Inc.
551 W. Cordova Road, Suite 726
Santa Fe, NM 87505
Small Business, Veteran Owned
Minuteman Ventures LLC
11 Cyprus Drive
Burlington, MA 1803
www.minutemanventures.com
Mosaic Systems
6723 Passageway Place
Burke, VA 22015
Veteran Owned
NANA Development Corporation
1001 E. Benson Blvd
Anchorage, AK 99508
www.nanaservices.com
ANC
Native American Insurance Services
111 Woodland Hills Dr.
East Peoira, IL 61611
www.naisinc.net
Neff Services, Inc.
334 Walnut Avenue
Grand Junction, CO 81501
www.neffservices.com
Nexpointe Strategies, Inc.
11595 N. Meridian St. Suite 320
Carmel, IN 46032
www.nexpointe.com
Small Business
Nick Pecoraro Painting and
Decorating, Inc.
1726 India Street
San Diego, CA 92101
Noack and Dean/Interwest
Insurance Brokers
3636 American River Drive, 2nd Floor
Sacramento, CA 95864-5901
www.iwins.com
Northrop Grumman Corporation
1000 Wilson
Arlington, VA 22209
www.ngc.com
Olgoonik
1655 N. Ft. Myer Dr.
Arlington, VA 22209
www.olgoonik.com
ANC
Omega
808 Ahua Street, Suite 26
Honolulu, HI 96819
www.omeaghub.tv
Woman Owned
OMNI Government Services, L.P.
424 Lakeview Road, Suite A
Ozark, AL 36360
www.omnillp.com
Small Business
O’Neal and Associates
7305 Trevorwood Drive
Willow Springs, NC 27592
OPAL Enterprises, Inc.
5810 Kingstowne Boulevard, Suite 120-806
Alexandria, VA 22315
PAC, Inc.
P.O. Box 2557
Silverdale, WA 98383
SDV, Veteran Owned, Small Business
Native American
PAE Government Services, Inc.
888 South Figueroa Street, Suite 1700
Los Angeles, CA 90017
www.paegroup.com
Pestmaster Services, Inc.
137 E. South Street
Bishop, CA 93514-3545
www.pestmaster.com
Phoenix Management, Inc.
11825 Buckner Road
Austin, TX 78726
www.pmiaus.com
Woman Owned
Piedmont
43831 Chadwick Terrace
Ashburn, VA 20148
www.piedmontria.com
Piliero, Mazza & Pargament
888 17th Street, NW, Suite 1100
Washington, D.C. 20006
www.pmplawfirm.com
Pitney Bowes Government Solutions
4200 Parliament Rd.
Landover, MD 20706
www.pb.com
PREEMPT, Inc.
1200 G Street, NW Suite 820
Washington, DC 20005
www.fedconhr.com
8(a), Hubzone, SDB, Woman Owned
Page 30
30 /
Service Contractor / Fall 2005
Contract Services Association
Rainbow Brite Industrial Services
LLC
3114 North Willow Avenue, Suite 102
Clovis, CA 93612
8(a), Hubzone, Native American,
Small Business, SDB
Raven Services Corporation
9626 Center Street, Suite 200
Manassas, VA 20110-5522
www.ravenservices.us
Veteran Owned
Red River Service Corporation
209 North Arroyo Boulevard
Los Fresnos, TX 78566
www.redriverservice.com
Republic Risk Management
1775 Pennsylvania Ave. NW, Suite 120
Washington, DC 20006
www.republicrisk.com
RGF Consulting Corporation
9900 Traverse Way, Suite 100
Fort Washington, MD 20744
www.rgfcc.org
Small Business, SDB, Veteran Owned
Richard Princinsky & Associates
335 Clubhouse Road
Hunt Valley, MD 21031
www.rjpassociates.com
Small Business
Robert L. Johnson, Consultant
6 Katherine Court
Placitas, NM 87043
SAGE Systems Technologies, Inc.
10440 Balls Ford Road
Manassas, VA 20109
www.sagealaska.com
Satellite Services, Inc.
309 South Front Street
Marquette, MI 49855
www.ssi-main.com
Small Business
Science and Technology Corporation
10 Basil Sawyer Drive
Hampton, VA 23666
www.stcnet.com
Small Business, SDB
Science Applications International
Corporation
10260 Campus Point Dr. M/S C-6
San Diego, CA 92121
www.saic.com
Securiguard, Inc.
6858 Old Dominion Drive, Suite 307
McLean, VA 22101
www.securiguardinc.com
Woman Owned
Service Strategies International, Inc.
848 Brickell Key Drive, Suite 1204
Miami, FL 33131
ServiceMaster
3250 Lacey Rd., Suite 600
Downers Grove, IL 60515-2023
www.servicemaster.com
Shaw Infrastructure
4171 Essen Lane
Baton Rouge, LA 70809
www.shawgrp.com
Singletree Consulting
44 Singletree Drive
Shepherdstown, WV 25443
www.singletreeconsultants.com
Small Business
SODEXHO
9801 Washingtonian Boulevard
Gaithersburg, Maryland 20878
www.sodexho.com
Source One
1225 17th St Ste 1500
Denver, CO 80202
www.sourceone.com
SSI Business Solutions
1420 King St., Suite 500
ALEXANDRIA, VA 22314
www.ssistaff.com
8(a), Small Business, SDB, Woman Owned
Sullivan International Group, Inc.
409 Camino Del Rio South, Suite 100
San Diego, CA 92108
www.sullivan.com
8(a), Small Business, SDB, Veteran Owned,
SDVO
Superior Services, Inc.
1505 N Chestnut Ave
Fresno, CA 93703
www.superiorservices.com
Hubzone, Small Business, Woman Owned
SYMVIONICS, Inc.
488 East Santa Clara Street, Suite 201
Arcadia, CA 91006
www.symvionics.com
Small business, Hispanic-owned
Syntegrity Networks, Inc.
9500 Braddock Rd.
Fairfax, VA 22032
www.syntegritynet.com
Small Business
Tatitlek Management, Inc.
1577 C Street #203
Anchorage, AK 99501
www.tatitlek.com
8(a), ANC
Tech Flow
12220 El Camino Real
Suite 300
San Diego, CA 92130
www.techflow.com
Tetra Tech, Inc.
3475 East Foothill Blvd.
Pasadena, CA 91107
www.tetratech.com
Three Saints Bay LLC
900 West 5th Avenue, Suite 702
Anchorage, AK 99501
www.threesaintsbay.com
8(a), ANC, SDB
Tifco Industries, Inc.
21400 U.S. Highway 290
Cypress, TX 77429
www.tifco.com
Small Business
TKC Communications, LLC
711 H Street, Suite 510
Anchorage, AK 99501
www.tkccommunications.com
ANC, Native American, Small Business,
SDB
Tlingit & Haida Technology
Industries
9097 Glacier Hgwy.
Juneau, AK 99801
Tunista, Inc.
301 Calista Court
Anchorage, AK 99518
www.tunista.com
VT Griffin Services, Inc.
5755 Dupree Drive, NW
Atlanta, GA 30327
www.griffinserv.com
VW International, Inc.
8800-C Peartree Village Court
Alexandria, VA 22309
www.vwi.com
Wachovia Bank, N.A.
125 Independence Boulevard
Virginia Beach, VA 23462
www.wachovia.com
Wackenhut Services, Inc.
7121 Fairway Dr Ste 301
Palm Beach Gardens, FL 33418
www.wsihq.com
Wyle Laboratories, Inc.
128 Maryland St.
El Segundo, CA 90245
www.wylelabs.com