Two-week contracting course, beginning Mar. 23rd, appeals to both business and government sectors

“Mission Focused Contracting” — a two-week course that is perhaps the most intensive and comprehensive of any of the courses offered by The Contracting Education Academy at Georgia Tech — begins on Mar. 23, 2015.    It’s designed to create benefits for both business people as well as agency officials involved in the government contracting process.

  • From a business perspective, this course is a boot camp that’s designed to provide insights and details about the government’s entire acquisition process.  Business people will leave this course better prepared to submit bids for government work, creating a positive impact on business growth and the bottom line.
  • From a government standpoint, this is a course originally developed by the Defense Acquisition University (DAU) — that can be used to satisfy both FAC-C and DAWIA certification requirements — educates contracting officers on the entire acquisition process, from initial meetings with internal customers to completing the contract closeout process — and everything in-between.

All participants have the opportunity to learn and apply problem-solving and negotiation skills in a highly-interactive class setting.

Known as CON 120 – Mission Focused Contracting, this course  includes a complete review of DAU’s CON 110, 111 and 112, on-line courses that are normally prerequisites for CON 120.   Because a review of CON 110, 111 and 112 is built-in to Georgia Tech’s CON 120 offering, students are not required to complete any prerequisites to attend.

As a part of this course, business and agency personnel learn side-by-side how the government:

  • Completes a market research report.
  • Develops a bid or proposal package.
  • Evaluates proposals and award contracts.
  • Monitors contractor performance, apply remedies, and make proper contract payments.
  • Modifies contracts, conduct negotiations, exercise options, and complete the contract closeout process.

As a result:

  • Businesses discover new growth opportunities and learn how to develop more competitive bid proposals.
  • Government contracting officials gain a better understanding of their role as important members of their agency’s acquisition team.

This 10-day course is very reasonably priced at $2,050 and is next offered March 213 through April 3, 2015 in world-class facilities on the Georgia Tech campus in midtown Atlanta. For more information or to register, please visit https://pe.gatech.edu/courses/con-120-mission-focused-contracting.

Fixing acquisition: An opportunity lost?

We’ve spent more than a decade ignoring a simple warning of the 2002 Volcker Commission: We are trying to run a 21st century government on a mid-20th century, industrial age business model. A series of surveys of acquisition professionals the Professional Services Council and Grant Thornton have conducted during the last 12 years have consistently flagged the implications of that omission for the federal acquisition workforce. Our 2014 survey, released Jan. 22, shows that the government remains mired in old models. This should be disturbing to anyone who recognizes the critical role acquisition plays in the execution of the government’s missions.

Consider this: In all seven surveys, respondents—who are all government personnel, many from the senior echelons of the workforce—overwhelmingly identified general business acumen, risk identification and mitigation, negotiating skills and knowledge of buying complex technology capabilities as significant gaps in the federal acquisition workforce’s skills. Other, more obvious forces were also identified as inhibiting optimal performance—including the budget insanity that has made it nearly impossible for any agency to optimize operations during the last several years—but the general conclusion has been the same for almost the entire time we have been conducting this survey. Simply put, the workforce does not have the skills needed to do the job as well as everyone wants, and demands. This not a failure of the workforce, but of our collective slowness to recognize the need for major change in how we train, educate and support that workforce.

Keep reading this article at: http://www.govexec.com/contracting/2015/01/fixing-acquisition-opportunity-lost/104070

What if the problem isn’t the rules, but the people?

One school of thought holds that the rules and regulations governing the federal acquisition process are so byzantine that the government simply can’t get access to the latest technology in a timely fashion.

But what if the problem isn’t the rules, but the people who must work within them?

At an event in Washington on Tuesday, the National Academy of Public Administration and ICF International unveiled the results of their Federal Leaders Digital Insight Study. Among the subjects covered in the survey of senior federal leaders was the technology acquisition system.

The study found that while there certainly are problems in buying and implementing the latest technology in government, “many federal leaders believe that these problems are the result of execution of the procurement process rather than regulatory requirements.” While nearly 40 percent of the more than 500 survey respondents had some influence in the procurement process, only one of them cited problems with the Federal Acquisition Regulation in written comments.

Keep reading this article at: http://www.govexec.com/federal-news/fedblog/2015/01/what-if-problem-isnt-rules-people/102792/

Civilian Army official charged in bribery case

An Army contracting official was charged on Jan. 28, 2015 with trying to extort a half-million dollars in bribes from two executives of a Fairfax, Va., company after a months-long sting operation in which one of the executives wore a wire.

James Glenn Warner, 44, of Manassas, Va., appeared briefly in federal district court in Alexandria, telling a judge that he could not afford a lawyer after prosecutors informed him he was being charged with bribery. He was ordered detained until another hearing Friday.

Detailed in a 34-page criminal complaint by FBI Special Agent Jeffrey Pollack, Warner’s alleged misdeeds and efforts to avoid detection range from cunning to comical. He initially communicated his demand on a note tucked inside a restaurant menu and at one point patted down one of the executives for a recording device, according to the affidavit. But he missed it and was caught on video discussing bribe money, according to the affidavit.

Keep reading this article at: http://www.washingtonpost.com/local/crime/civilian-army-official-charged-in-bribery-case/2015/01/28/803e6b34-a723-11e4-a06b-9df2002b86a0_story.html

Survey: Acquisition workforce falling behind on training

The buyers of products and services across government are not receiving the fresh training or modern skill sets needed to innovate and acquire the complex technology called for in today’s agency missions, according to a survey of federal acquisition employees released on Thursday.

“The acquisition workforce’s skills in areas such as business acumen, negotiation, risk mitigation and understanding complex information technology fall well short of what acquisition professionals say is required,” said Stan Soloway, president and CEO of the Professional Services Council. PSC and Grant Thornton prepared the seventh edition of a biannual survey titled “A Closing Window: Are We Missing the Opportunity for Change?”

“This not a failure of the workforce,” Soloway said, “but a result of our collective slowness to recognize the need for major change” in education and support.

In a session with reporters, he cited frustrations over a “growing gap” between acquisition specialists and the end users who increasingly say the technology being delivered isn’t suitable.

Keep reading this article at: http://www.govexec.com/contracting/2015/01/survey-acquisition-workforce-falling-behind-training/103512/

See more on this topic at: http://www.nationaldefensemagazine.org/blog/Lists/Posts/Post.aspx?ID=1719

Contract formation is featured in March course offering

What is the Government’s simplified acquisition process?    What is meant by the term sealed bid?  Did you know that the Government can enter into contracts on the basis of both competitive and noncompetitive negotiated arrangements?  How does the Government deal with required and preferred sources of supplies and services?  What must be done to ensure competition?  What are the policies for policies and procedures for pricing negotiated contracts and contract modifications?  What are the policies and procedures for filing bid protests?

To answer these questions — and explain the entire process that federal agencies follow to formulate a contract — Georgia Tech’s Contracting Education Academy is presenting a one-week course, beginning March 2, 2015, entitled CON 090-3: Contract Formation in the FAR.

The course is designed for contracting professionals, but is open to anyone who is interested in gaining insights into the federal acquisition process.  Typically, both federal contracting officers and contractors take this course.  This course provides vital instruction for Government contracting personnel as well as important insights for contractors.

By attending CON 090-3, students learn how to locate, interpret, and apply the acquisition regulations applicable to federal agencies.  CON 090-3 is the third of four modules from CON 090 – Federal Acquisition Regulation (FAR) Fundamentals.  The Contracting Education Academy at Georgia Tech offers CON 090 in four, one-week classes.  Each module stands on its own, allowing students multiple opportunities throughout the year to complete the entire CON 090 course without the challenge of being away from work or home for an entire month.

The course consists of limited lecture, and is heavily exercise-based.  Students should be prepared to dedicate about an hour each evening for reading.

The Contracting Education Academy at Georgia Tech is an approved equivalency training provider to the Defense Acquisition University (DAU) and provides continuing education training to Acquisition and Government Contracting professionals as well as to business professionals working for government contractors or pursuing opportunities in the federal contracting arena.

For more information on this course and to register, please visit: http://www.pe.gatech.edu/courses/con-090-3-contract-formation-far.

Georgia Tech offers the entire CON 090 course series in world-class facilities on its campus in midtown Atlanta.  For groups of 10 or more, Georgia Tech also brings any of its government contracting courses to your workplace.

For details on any of our courses, please visit http://www.pe.gatech.edu/Subjects/Acquisition-Government-Contracting.   To make arrangements for any of the courses to be taught at your place of work, email us at: info@ContractingAcademy.gatech.edu or give us a call at 404-894-6109.

Feds’ procurement shortcomings a threat to industry

In 1994, I attended a lunch meeting in Washington, D.C., where the speaker, who worked for the federal government, discussed the anticipated shortage of qualified federal procurement people. The speaker expressed great concern that the development would adversely affect the government and industry, and stressed the need for professional development, certifications, expertise in managing large programs and a more robust career path, and highlighted the challenges of working in an increasingly politically charged environment.

Fast-forward to 2015: Do those concerns sound familiar?

In the past 20 years, there have been countless articles, blog posts, speeches, plans and conferences that decry this problem. Numerous senior government leaders have repeatedly sounded the alarm: The federal government does not have enough procurement employees now or in the career development pipeline to properly perform its mission. Our industry has heard the alarm bells for years, but it is not listening.

The problem will have an increasingly serious impact on our industry and, in turn, the government’s ability to serve its constituents. Proposal evaluations, contract awards and modifications are already being delayed. Incumbent contractors, of course, can game the system to their advantage — for example, by overwhelming government procurement personnel with new inquiries, modifications and requests.

Keep reading this article at: http://fcw.com/articles/2015/01/05/federal-procurement-shortcomings.aspx

Who’s the boss in government contracting?

he management structure of government procurement, where one of every six federal dollars is spent, has remained generally unchanged for many years, even as the volume and percentage of products and services performed by agencies has evolved to today’s outsourced, dependent model. One continuing characteristic of this model is decentralization.

For example, since its creation in 1971, governmentwide acquisition policy responsibility rests with the Office of Federal Procurement Policy (OFPP), residing within OMB. It helps shape the policy and practices governing over $500 billion of annual contract obligations. It does so with a very small budget and staff and relies on interagency cooperation to develop policy and workforce development planning in the form of memos, circulars, guides, or reports. OFPP chairs the FAR Council, consisting of senior procurement executives from GSA, NASA, and DoD (the largest contracting agencies at its creation), to manage cases (changes to the FAR) from civilian and defense agency councils, extensively relying on agency-provided “teams” for assigned subject areas. In addition, OFPP oversees the Federal Acquisition Institute (FAI), chairing its “board of directors” (agency procurement executives) to ensure training priorities are addressed, including development of a professional acquisition workforce. OFPP’s mandate relies on words like “collaborate,” or “assist” in describing its role over other civilian agencies. FAI itself has a small staff and relies on other, better-funded agencies, to develop training programs and schools, as well as private contractor-approved providers.

Keep reading this article at: http://www.federaltimes.com/story/government/acquisition/blog/2015/01/16/government-contracting-leadership/21858713/

How ‘FAR’ we have come: Looking ahead to what 2015 may bring in federal procurement policy

The Office of Federal Procurement Policy (“OFPP”) is now under new leadership. Confirmed by the Senate in September, Anne Rung will take on the job of managing the federal government’s acquisition policy. Prior to her most recent appointment, Rung held the position of General Services Administration chief acquisition officer and associate administrator of governmentwide policy. Last month, at the National Contract Management Association, Rung provided a roadmap for her forthcoming tenure. This roadmap gives valuable insight on the foreseeable future of public procurement policy.

So what’s ahead for 2015 and beyond in the world of federal public procurement? According to Rung’s goals, you should be ready for innovation, collaboration and, most importantly, simplification.

Keep reading this article at: http://www.mondaq.com/article.asp?articleid=363200

Acquisition reform? Who says?

There is a lot of talk about the next generation of reforms and changes to the regimes of government acquisition policies, practices and culture.

But two stark examples emerged almost simultaneously in recent weeks that highlight just how far we have to go to create a federal acquisition system that is effective, efficient, responsive to the needs of customers, and enables access to the full array of capabilities the private sector can offer.

One example speaks directly to continued cultural challenges and the other to the mindset that drives far too much current policy and practice.

Let’s start with the culture. In a Nov. 7 article in Government Executive magazine, Kimberly McCabe, the CEO of ASI Government and Dan Chenok, the head of the IBM Center for the Business of Government, made a strong, thoughtful, and articulate case for thinking about acquisition in a holistic manner with an eye toward the realities of today and a very different future.

Moreover, their article outlined a new framework designed to describe and help measure organizational acquisition capabilities and maturity. And, perhaps most significantly, recognizing that the pressure for real, sustainable change has to come from within, the framework they outlined was largely the work of a group of federal acquisition and technology practitioners—from rising professionals to senior executives—they had convened.

Keep reading this article at: http://washingtontechnology.com/articles/2014/12/05/insights-soloway-acquisition-reform.aspx