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Maintaining A Competitive Environment: Keeping Industry in the Game (room)

Maintaining A Competitive Environment: Keeping Industry in the Game (room). Group 2 Jonathan Bruel, Kim Ross, Rob Burton, Brad King, Denny O’Brien 16 Nov 2004. Problems. Compound Risk for Industry (relative to other strategic opportunities) Uncertainties

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Maintaining A Competitive Environment: Keeping Industry in the Game (room)

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  1. Maintaining A Competitive Environment: Keeping Industry in the Game (room) Group 2 Jonathan Bruel, Kim Ross, Rob Burton, Brad King, Denny O’Brien 16 Nov 2004

  2. Problems • Compound Risk for Industry (relative to other strategic opportunities) • Uncertainties • Delays in contract award or cancellation of studies • Workload • Potential for abuse of appeal process • Potential for Congressional changes in rules • Not worth the $ for industry • Plenty of other strategic opportunities to pursue • Stereotypes • Lack of innovation • Small bids, small numbers – civilian agencies • Malicious compliance by agencies

  3. Problems (cont.) • Challenges with Best Value • Not allowed to look at past performance or resumes for MEO

  4. Good Examples • FAA model • Define outcomes • Agency commitment to transformative • Free to innovate • Marketing (educ, inform, genuine invitation to participate) • Social Security • IRS

  5. Overall Recommendations • Broaden the debate Reframe in terms of mission objectives • break-through performance improvements (program performance/public services) and cost improvements • use meaningful metrics

  6. Industry • Educate Congressional members • Members re. constituents that benefit -- govt contractors in their district. • Authorizing committees re what’s possible and innovation, programmatic benefits • Appropriators re. significant savings opportunities • Educate agencies about what’s possible re. strategic focus and innovation • Expect fair play not fair share; explain problems and offer solutions • Leverage constituent base

  7. OMB • Broaden engagement at OMB (beyond OFPP to also include Resource Mgmt Offices) to drive transformative improvements • Require agencies to clearly demonstrate performance improvements [using A-76 or whatever tools work] • Attack numbers game • Steer agencies toward more “valuable” strategic goal-focused competitions • Update and expand best practices manual • Combat the stereotypes and misinformation • Require performance data for MEOs (after award)

  8. Agencies • Pursue transformational change focused on mission objectives • Develop capability to use variety of tools for sourcing needs – and use the best tool for the need • Convince industry you’re serious • Focus on outcomes • Industry days, draft RFP (90 vs 60 days), marketing

  9. Agencies (cont.) • Encourage innovation, freedom to innovate with the studies • Small business benefits • Industry will take opportunity seriously • Performance and dollar targets instead of FTE targets

  10. Unions • Acknowledge and help with facts and data • Engage in discussion about performance and transformation of government and identify successful ways of getting there

  11. Congress • Leave new Circular in place • Appropriation Committees look to take advantage of savings • Governmental Affairs and Reform Committees should require govt (MEOs) to recompete

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