1

Exhibit 99.1

2

Forward Looking Statements

Certain of the above statements are forward-looking statements that involve a number of risks and

uncertainties.  Such forward-looking statements are within the meaning of that term in Section 27A of the

Securities Act of 1933, as amended, and Section 21E of the Securities Act of 1934, as amended.  Factors that

could cause actual results to differ materially include the following: business conditions and growth in the

staffing industry and general economy; competitive factors, risks due to shifts in the market demand, including,

without limitation, shifts in demand for services provided by Kforce Government Holdings, Inc. and its

subsidiaries, as well as the market for search and flexible staffing assignments; changes in the service mix;

and the risk factors listed from time to time in the Firm's reports filed with the Securities and Exchange

Commission, as well as assumptions regarding the foregoing.  In particular, there can be no assurance that

the above transaction will result in any particular revenue or EBITDA level in 2006, that any future tax benefits

will be realized, or that any organic growth or synergies will be attained.  There is also no assurance that

Kforce

now

has

an

adequate

platform

in

the

government

services

sector

or

that

Kforce

Government Holdings,

Inc. and its subsidiaries have an adequate management team with sufficient expertise to drive organic growth. 

The words “should,”

“believe,”

“estimate,”

“expect,”

“intend,”

“anticipate,”

“foresee,”

“plan”

and similar

expressions and variations thereof identify certain of such forward-looking statements, which speak only as of

the

dates

on

which

they

were

made.

Additionally,

any

statements

related

to

future

integration of Bradson

Corporations

and

Kforce

and

the

leveraging

of

Bradson

professionals

are

forward-looking

statements.  The

Firm undertakes no obligation to publicly update or revise any forward-looking statements.  As a result, such

forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and

actual

results

may

differ

materially

from

those

indicated

in

the

forward-looking

statements

as

a

result

of

various factors.  Readers are cautioned not to place undue reliance on these forward-looking statements.

3

Kforce Government

Practice

Ready for Success

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

4

Kforce Strategy Timeline

5

Strategic Business Drivers

•

Achieve scale necessary for strong organic growth

•

Expand into service area that has high needs, high

barriers to entry, and Kforce has substantial expertise

and infrastructure.

•

Expand service offering & cross selling opportunities

–

Enter/expand government practice into F&A services

–

Acquire professionals with unique expertise

–

Positive impact on Wash DC market:

•

Increase scale and presence

•

Leverage from recruiting in our strongest F&A market

•

Leverage current KGS operation

•

Capitalize on scalable Kforce infrastructure

•

Improved access to high-level decision makers within

various federal government agencies

6

Organizational Structure

7

Patrick Moneymaker

Pat has served as CEO of Ocean Systems Engineering Corp

(OSEC), a privately held company based in Carlsbad, CA until

its

recent

acquisition

in

2006.

OSEC

provides

full

spectrum

engineering services for the Dept of Defense that includes

software development, C4I systems integration and program

management.

From

1968-1998,

Mr.

Moneymaker

was

an

officer in the United States Navy, ultimately achieving the rank

of

Rear

Admiral.

Moneymaker

commanded

several

carrier-

based aviation squadrons and led the Blue Angels Naval

Flight

Demonstration

Squadron.

He

served

as

the

J6

at

U.S.

Strategic Command and as Commander, Naval Space

Command.

8

Federal Government Market

•

Federal Government is single largest employer in US

–

60% of employees are over 45 years old

–

50% are within 5 years of being eligible to retire

•

Government is world’s largest buyer of Technology at

approximately $65 billion in 2006

•

Government Finance and Accounting Services spend

estimated at $7 Billion annually

•

GSA Schedule market is approximately

$20 -

$25

billion annually

–

Financial and Business Solutions (FABS) and Mission Oriented

Business Integration Services (MOBIS) are two largest contract

vehicles

•

Government outsourcing expected to grow

9

Kforce Government

Solutions

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

10

Larry Grant

Larry Grant presently serves as President, Kforce Government

Solutions

Technology

Business.

Prior

to

KGS,

Larry

served

as

Southern Regional Director, Defense and Intelligence Solutions with

General

Dynamics.

Prior

to

General

Dynamics,

Mr.

Grant

had

a

distinguished 20-year career with the United States Air Force. He

held positions as a Computer and Communications Officer and as an

Intelligence Officer. He culminated his military career serving as the

Chief Information Officer/Chief Technology Officer, Directorate of

Intelligence, U.S. Central Command, MacDill AFB, Tampa, FL during

Operation’s Desert Thunder, Desert Fox, and Enduring Freedom.  Mr.

Grant provided leadership and management to all facets of IT support

to U.S. Central Command’s Intelligence operations at MacDill AFB, to

U.S. Central Command’s deployed headquarters in Qatar, and to all

Intelligence organizations assigned to the U.S. Central Command

area of responsibility in Southwest Asia.

11

KGS Overview

•

Headquartered in Fairfax, VA and providing Technology

services to the Federal Government for 35 years

•

Offers industry award-winning Data Confidence Center of

Excellence

•

Clients include:

–

Department Homeland Security

-

FDIC

–

Drug Enforcement Administration (DEA)

-

US State Department

–

U.S. Customs and Border Protection

-

Department of Education

–

Defense Logistics Agency

-

US Air Force CIO

•

Currently repositioning business

–

Strengthening leadership team

–

Streamlining business operations

–

Moving to higher-margin, longer-term contracts and task orders

–

Enhancing Data Confidence Center of Excellence

–

“People First”

programs

12

KGS Revenue and EBITDA

$0

$10,000

$20,000

$30,000

$40,000

Revenue

$29,766

$31,832

$31,698

$32,218

$29,067

EBITDA

$3,352

$2,871

$3,473

$3,596

$2,047

2002

2003

2004

2005

2006 Fcst

(43.07)%

(9.78)%

3.56%

20.96%

(14.35)%

EBITDA Growth

1.64%

(0.42)%

6.94%

Revenue Growth

11.16%

7.04%

10.96%

9.02%

11.26%

EBITDA

Margin

(Amounts in 000’s; Unaudited)

13

Bradson

Corporation

*  *  *  *  *  *  *  *  *  *  *  *  *  *  *  *  *  *  *  *  * * * *

14

David Halstead

David

has

been

appointed

the

President

of

Bradson.

He

has an

impressive record of building and sustaining business in the federal

government

marketplace.

Prior

to

this

acquisition,

David directed

Bradson’s

operations and business development strategies for its DoD,

Homeland Security, and civilian agency customers. He was responsible

for Bradson’s

proposal development, contract execution/delivery, and

customer relationship management.

David has expertise in federal

government operations, CFO compliance management, and business

modernization.  He has testified before Congressional Committee on the

topic

of

government

reform

and

consulting.

Prior

to

joining

Bradson

in

1991, David served in the U.S. Air Force.  He has an MA in International

Affairs and a BS in Political Science.

15

Bradson

Overview

•

Has provided Finance & Accounting Professional Services to

the Federal Government for 20+ years

–

Accounting, Budgeting, and Financial Mgmt (>80%)

–

Acquisition, Business, and Program Mgmt

•

Highly Profitable ($30.6M Revenue, $11.1M EBITDA)

•

Two GSA schedule contracts, to include FABS and MOBIS

which have a period of performance that runs through 2017

•

Impressive Customer List

–

Department of Defense (7+ agencies)

–

Department of Homeland Security

•

Long term Contracts & Long term relationships

•

Outstanding Reputation

–

Domain Expertise

•

Industry Expertise and Leadership

–

205+ employees, all salaried, 85% degrees, 94% with DoD security

clearances, 15% Top Secret

clearances

16

-

Defense

-

Homeland Security

-

Civilian Agencies

Chemical Biological Defense Program (CBDP)

U.S. International Trade Commission (USITC)

General Services Administration, Federal Supply Service (GSA FSS)

Architect of the Capitol (AOC)

Department of the Interior, Bureau of Land Management (DOI BLM)

Department of Housing and Urban Development (HUD)

Department of Homeland Security, U.S. Coast Guard (DHS USCG)

Department of Homeland Security, Customs and Border Protection (DHS CBP)

DoD Washington Headquarters Services (WHS)

Marine Corps Combat Development Command (MCCDC)

United States Marine Corps, Headquarters (USMC HQ)

Naval Sea Systems Command (NAVSEA)

Naval Research Laboratory (NRL)

TRICARE Management Activity (TRICARE TMA)

National Geospatial Intelligence Agency (NGA)

Defense Logistics Agency (DLA)

Defense Threat Reduction Agency (DTRA)

Defense Advanced Research Projects Agency (DARPA)

Impressive Customer List

Department of Defense

Department of Homeland Security

Well Funded Organizations

Critical Programs / Missions

Difficult Entry

Specific Expertise

Security Clearances

Bradson

Customer Overview

17

Federal Environment and Bradson

Accounting, Budgeting,

and Financial Management

•

Numerous Operational, Day-To-Day

Requirements, plus…

•

Requirements to Implement GAAP /

Proprietary Accounting Standards

•

Government Entity Definitions

•

Accounting Standards

•

Financial Management Systems

•

Financial Statements

•

Standardized General Ledger

•

Internal Controls

•

Annual Audits

•

Requirements for Performance

Planning and Measurement; Linkage to

Budget

•

Performance Accountability Reporting

Summary of Key Laws and Reform

Initiatives

•

Chief Financial Officers (CFO) Act

•

Federal Financial Management Improvement Act

•

Federal Managers’

Financial Integrity Act

•

Government Management Reform Act

•

Clinger Cohen Act

•

Government Performance and Results Act

•

OMB Circular A 123, Management Responsibility

for Internal Control

•

OMB Circular A 127, Financial Management Systems

•

OMB Circular A 136, Financial Reporting 

Requirements

•

OMB Bulletin 01 02, Audit Requirements for

Federal Financial Statements

•

Federal Accounting Standards Advisory Board

(FASAB) Pronouncements

•

Joint Financial Management Improvement Program

•

U.S. Standard General Ledger (USSGL)

18

Bradson

Organizational Overview

85%

•

3% PhD / JD

•

32% Master’s

•

50% Bachelor’s

15%

•

3% Associate’s

•

9% Some College

•

3% HS Diploma

BRADSON

Staff Education

3%

32%

50%

3%

3%

9%

PhD/JD

MA/MS

BA/BS

AA/AS

SC

HS

19

Bradson

Organizational Overview

94% Cleared

•

5% Top Secret /

Sensitive

Compartmented

Information

•

11% TS

•

45% Secret

•

33% Interim Secret

•

6% No Clearance

BRADSON

DOD Clearances

5%

11%

45%

33%

6%

Top Secret/SCI

Top Secret

Secret

Interim Secret

No Clearance

20

Bradson

Revenue and EBITDA

$0

$10,000

$20,000

$30,000

$40,000

Revenue

$10,013

$13,224

$16,252

$21,556

$30,576

EBITDA

$2,347

$4,044

$5,370

$7,344

$11,137

2002

2003

2004

2005

2006 Fcst

51.65%

41.84%

36.75%

32.79%

72.28%

EBITDA Growth

32.64%

22.90%

32.07%

Revenue Growth

36.42%

34.07%

33.04%

30.58%

23.44%

EBITDA

Margin

Fcst

(Amounts in 000’s; Unaudited)

21

Financial Overview

** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

* * * * * * * * * *  * *

22

Transaction EBITDA Multiples

5.40x

2006 Forecast EBITDA less NPV of Tax Benefit

6.57x

2006 Forecast EBITDA

EBITDA Multiples:

$11,137

2006 Forecast EBITDA

$60,000

Purchase Price less Tax Benefit

13,000

Net Present Value of Tax Benefit

$73,000

Purchase Price

(Amounts in 000’s; Unaudited)

23

$29m

26%

$53m

47%

$31m

27%

Staffing

KGS

Bradson

Bradson

Bradson

KGS

KGS

Staffing

Staffing

Proforma

2006 Government

Revenue Distribution

Total Govt: 

$113 Million

(Unaudited)

24

Proforma

Annual Revenue

Distribution

$60m , 7%

$253m

26%

$455m

46%

$201m

21%

Tech

FA

HLS

Direct Gov't

HLS

HLS

FA

FA

Tech

Tech

Direct

Gov’t

Direct

Gov’t

Total

Revenue: 

$969 Million

(Unaudited)

25

Proforma Combined Balance Sheet

As of June 30,

2006

AR Gross Balance

142,183

$             

Bank Debt

122,000

Total Equity

240,935

Working Capital

88,588

Trailing Twelve Months EBITDA

70,428

(Amounts in 000’s; Unaudited)

26

Q4 Outlook

•

Transaction should increase 4

Quarter

revenues by approximately $7.5 million

•

Transaction costs expected to be minimal

•

Transaction expected to be accretive in

2007

th

27

Conclusion

•

Kforce Government Practice has experienced,

proven management

•

Government sector provides opportunity for

leverage in both Technology and Finance &

Accounting

•

Government platform acquisition now

complete and focused on organic growth

•

Positive government workforce demographics

provide significant opportunity

•

Government solutions is less cyclical than

commercial staffing

28

Attachment A

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

29

EBITDA Reconciliation

(Amounts in 000’s; Unaudited)

KGS

2002

2003

2004

2005

2006

EBITDA

3,352

$   

2,871

$   

3,473

$   

3,596

$   

2,047

$   

Depreciation and Amortization

(183)

(182)

(170)

(157)

(7)

Interest Income (Expense) and Other

(189)

(43)

(44)

(116)

(110)

Earnings Before Income Taxes

2,980

$   

2,646

$   

3,259

$   

3,323

$   

1,930

$   

Bradson

2002

2003

2004

2005

2006

EBITDA

2,347

$   

4,044

$   

5,370

$   

7,344

$   

11,137

$ 

Depreciation and Amortization

(65)

(68)

(59)

(62)

(69)

Interest Income (Expense) and Other

49

41

32

92

(1,205)

Earnings Before Income Taxes

2,331

$   

4,017

$   

5,343

$   

7,374

$   

9,863

$   

EBITDA, a non-GAAP financial measure, is defined as earnings before interest, income taxes, depreciation and amortization, including

amortization

of

stock-based

compensation.

EBITDA

should

not

be

considered

a

measure

of

financial

performance

under generally

accepted

accounting

principles.

Items

excluded

from

EBITDA

are

significant

components

in

understanding

and

assessing financial

performance.

EBITDA

is

a

key

measure

used

by

management

to

evaluate

its

operations

and

to

provide

useful

information to investors.  

EBITDA should not be considered in isolation or as an alternative to net income, cash flows data or other financial statement

information

presented

in

the

consolidated

financial

statements

as

indicators

of

financial

performance

or

liquidity.

EBITDA

is not a

measurement determined in accordance with generally accepted accounting principles and is thus susceptible to varying calculations.  

EBITDA as presented may not be comparable to similarly titled measures of other companies.

30

TTM EBITDA Reconciliation

(Amounts in 000’s; Unaudited)

Kforce

EBITDA

61,098

$        

Depreciation and Amortization

(11,680)

Interest Expense and Other

(2,693)

Earnings Before Income Taxes

46,725

$        

Bradson

EBITDA

9,330

$          

Depreciation and Amortization

(71)

Interest Expense and Other

123

Earnings Before Income Taxes

9,382

$          

Combined

EBITDA

70,428

$        

Depreciation and Amortization

(11,751)

Interest Expense and Other

(2,570)

Earnings Before Income Taxes

56,107

$        

EBITDA, a non-GAAP financial measure, is defined as earnings before interest, income taxes, depreciation and amortization, including

amortization of stock-based compensation.  EBITDA should not be considered a measure of financial  performance under generally

accepted accounting principles.  Items excluded from EBITDA are significant components in understanding and assessing financial

performance.  EBITDA is a key measure used by management to evaluate its operations and to provide useful information to investors.

EBITDA should not be considered in isolation or as an alternative to net income, cash flows data or other financial statement

information presented in the consolidated financial statements as indicators of financial performance or liquidity.  EBITDA is not a

measurement determined in accordance with generally accepted accounting principles and is thus susceptible to varying calculations.  

EBITDA as presented may not be comparable to similarly titled measures of other companies.