A new administration is coming to town. This transition will be somewhat unusual, in that none of the typical political pundits, lobbyists, appointees, trade groups, think tanks, etc. have any idea what to expect. The people have elected a president who is totally outside the known Washington political pool, and with unknown intent. Thus, many traditional experts are scurrying to maintain relevancy by guessing what may happen.
Whatever may happen, you can be sure that acquisition will be a part of this scenario. Certain themes have emerged around such concepts as:
- Stepped up cost control.
- Unnecessary programs.
- Too many rules.
- Increased outsourcing and infrastructure.
However, the definitions and boundaries surrounding these concepts aren’t clear. Therefore, it’s important to restate obvious, recognized facts and principles surrounding government acquisition today.
The following nine facts are for the benefit of whoever ends up with influence within the coming administration, and also serve as a reminder for those long involved in this area.
1. Government Acquisition Involves a Series of Trade-offs
Whether it’s price versus performance, government-tailored requirements versus commercial off-the-shelf, or supporting the mission versus other competing national goals, government acquisition today involves an important series of trade-offs. For example, government acquisition is used to deliver products and services to support everything from warfighting, space exploration, health care, law enforcement, research, etc. Simultaneously, it’s used for all manner of national social and economic policy implementation, such as generating jobs, promoting small business, assisting our nation’s veterans, aiding disadvantaged geographical locations, etc.
2. Government Acquisition Has the Upmost Integrity
Our nation’s acquisition process does not face the corruption that plagues many other nations.
3. Government Acquisition is burdened with the Legacies of Previous Acquisition Reform Efforts
These initiatives are ongoing, often simultaneous, and (in many instances) at cross purposes of each other, resulting in increased complexity — not dissimilar to the tax code.
4. Government Acquisition is Responsive during Crises
When a product, service, or system is absolutely required resulting from real, urgent, and compelling government needs, the acquisition system can and should perform quickly and as intended.
5. Government Acquisition Has Been on the Decline for Several Years
Following a build-up resulting from the War on Terror and increased outsourcing efforts, dollars available for acquisition have been on the decline for the past six years. Companies have folded or merged, staffing has declined, and budgets are more uncertain than ever.
6. Poor Requirements Result in Poor Acquisitions
There is a need to more widely focus on how and who develops government requirements and less on the contracting officers and the
Federal Acquisition Regulation
(
FAR
). Focus reform on the beginning of the process, not the end.
7. Government Acquisition is Adaptable
We must recognize that with outsourcing already here (not coming), agency culture must better adapt to managing private contractors within their workforces, instead of leaving things to an under-resourced contracting office or perhaps non-existent program management office.
8. There are Already Several Initiatives Underway to Improve Government Acquisition Outcomes
This year’s 1,500-page NDAA only serves to make the problem worse. The Department of Defense’s "Section 809 Panel" may have the best chance to generate meaningful ideas, as it is comprised of those who worked within government acquisition, and understand how the multiple statutes, regulations, internal directives, political drivers, and various workforce communities and culture all interact to comprise today’s system.
9. Government Acquisition can be improved, but it will take Commitment
Top agency leadership and administration officials must be directly involved. If the proverbial "buck" is passed to others further down the line, as has historically been the case, the same results will be realized.
"To add value to others, one must first value others." — John Maxwell
Like most other endeavors, leadership is key to acquisition success. Whether at the very top or one or more layers down, solid leadership in acquisition takes personal responsibility, sets mission-oriented goals, and shows the way to how they may be best achieved. How all of this will be accomplished is as important as what is accomplished. Let’s trust incoming leadership to do the same.
Michael P. Fischetti is the executive director of the National Contract Management Association.
