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Why government must change its management model

Bureaucracy is getting worse, not better.

COVID-19 and the sudden shift to working remotely has accomplished something presidential initiatives, commissions and consultants failed to do — it’s forced work units and their managers to rethink working relationships.  There is no time or reason to do another study; agencies have to make it work.

On the positive side, this could finally provide the impetus to shed bureaucratic practices.  As John Kamensky argued in a recent column, it’s time to “strengthen unit-level health and performance.” That’s also the theme of a new book, Humanocracy, a “passionate, data-driven argument for excising bureaucracy and replacing it with something better.”  The book advances the ideas in Kamensky’s column in some important ways.

The Need to ‘Excise Bureaucracy’

Government today is confronted by multiple workforce concerns: the abrupt need for highly qualified, dedicated front line workers to battle COVID; redefined manager-employee working relationships imposed by remote working; the continuing aging of the workforce; a work experience that by all reports contributes to early turnover of new hires; and a need for improved performance.  Government is also affected by demographic trends, the changing career choices of the next generation of workers, and talent shortages in a number of fields. Looking ahead, in the absence of needed change, the workforce problems will deepen and performance will deteriorate.

Keep reading this article at: https://www.govexec.com/management/2020/09/why-government-must-change-its-management-model/168449/

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IRS offering up to $7 million to develop ‘data mashing’ tools in support of frictionless acquisition

Using its experimental multiphase Pilot IRS contract vehicle, the agency issued a quickturn solicitation to improve data collection for a governmentwide effort to improve procurement.

The IRS is using its relatively new, quickturn procurement vehicle — Pilot IRS — to support a governmentwide data collection effort in support of fixing pain points in the government’s acquisition process.

This summer, the Office of Management and Budget rolled out a new cross-agency priority, or CAP, goal entitled “Frictionless Acquisition,” with the aim of delivering “commercial items at the same speed as the market place and manage customers’ delivery expectations for acquisitions of non-commercial items by breaking down barriers to entry using modern business practices and technologies,” according to the goal statement on Performance.gov.

Part of that goal includes improving information collected about federal procurements and the ways that data is standardized and combined to gain insights — also known as “data mashing.”

IRS procurement officials were tapped to figure out how best to accomplish this task with regard to prices for goods and services and issued a request for proposals this week using its experimental contracting vehicle.

Keep reading this article at: https://www.nextgov.com/cio-briefing/2020/09/irs-offering-7m-develop-data-mashing-tools-support-frictionless-acquisition/168252/

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Feds spend billions on COVID-19 contracts, often without fully competitive bidding

When nurses and doctors across the country were struggling to treat coronavirus patients without enough protective gear, and the federal government was scrambling to find those supplies, Quedon Baul saw an opportunity.

His three-person company in McKinney, Texas, distributes medical supplies but didn’t have much experience with face shields.  Still, he landed two government contracts worth up to $20 million to deliver the personal protective equipment.  He couldn’t meet the first deadline, so he found subcontractors to do the job.

“You get an opportunity, you take it,” Baul says. “It wasn’t my first rodeo, but it’s certainly my first big rodeo.”

The U.S. government has granted contracts worth as much as $25 billion as it races to address the COVID-19 public health crisis.  NPR reviewed a database of thousands of contracting actions and found more than 250 companies that got contracts worth more than $1 million without going through a fully competitive bidding process.

Some of the companies, such as Baul’s, had little or no experience with personal protective equipment.  Others had never worked in the medical field at all.  Contractors also included a company that imported vodka and a school security consultant.

Keep reading this article at: https://www.npr.org/2020/06/09/869052415/feds-spend-billions-on-covid-19-contracts-often-without-fully-competitive-biddin

The Contracting Education Academy at Georgia Tech has established a webpage where all contract-related developments related to the coronavirus (COVID-19) are summarized.  Find the page at: https://contractingacademy.gatech.edu/coronavirus-information-for-contracting-officers-and-contractors/

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Project management and COVID-19 recovery: Lessons from previous disasters

The rapid outbreak of COVID-19 has prompted an unprecedented response from all levels of government, across the country and around the world.   As part of this response, local, state, and federal agencies sprang into action to help protect citizens from this potentially catastrophic biological threat while continuing to deliver services in communities nationwide.

As the initial public health threat hopefully subsides in the days and weeks ahead, many federal projects and programs will be launched to support longer-term COVID-19 economic recovery.  These recovery efforts will affect people whose housing, utilities, and other life necessities are at risk, as well as entire industries whose existence has been disrupted by the COVID-19 threat.

While these efforts may be unparalleled in many ways, there are some lessons learned from previous disaster recovery efforts that can inform policy makers, federal project and program managers, and their executive sponsors in their work to help the nation recover from the effects of this extraordinary event.

The Project Management Institute’s 2020 Pulse of the Profession® research reveals that 11.4% of each dollar invested on projects is wasted due to poor performance — that’s $114 million for every $1 billion.  There is a great deal at stake to ensure that pandemic response projects and programs are delivered as efficiently and effectively as possible.

Keep reading this article at: https://www.govexec.com/management/2020/05/project-management-and-covid-19-recovery/165298/

The Contracting Education Academy at Georgia Tech has established a webpage where all contract-related developments related to the coronavirus (COVID-19) are summarized.  Find the page at: https://contractingacademy.gatech.edu/coronavirus-information-for-contracting-officers-and-contractors/

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R.I.P. PPIRS

First things first: sorry about the title of this article.
How contractor past performance information used to flow from CPARS through PPIRS and into FAPIIS.

The longer, alternate title would have been “Rest In Peace – the Past Performance Information Retrieval System Sleeps with the Fishes.” But that doesn’t have the same kind of obscure, punchy, epitaph-type quality that I’m aiming for. So instead, we give you get a garbled mess of an acronym to remind us that the Past Performance Information Retrieval System (PPIRS) – the system once used by the U.S. Government to house the final performance assessments for government contractors – is no more. As far as epitaphs go, most of us would agree that “R.I.P.” is just about what an acronym deserves.

There are various “past performance” reporting and accountability systems for contractors, including the Contractor Performance Assessment Reporting System (CPARS) (dating back to around 2007), PPIRS (first introduced around 2009), and the Federal Performance and Integrity Information System (FAPIIS) (finalized in early-2010).  There is a neat little picture to help demonstrate how data flowed through the various governmental systems.

These systems continue to evolve, and PPIRS is officially no more – formally rolling into CPARS. And, in time, CPARS will be no more, eventually rolling into the multi-functional, highly integrated, federal System for Award Management (SAM), available at SAM.gov (and currently available in a semi-upgraded fashion at beta.SAM.gov).

Keep reading this article at: https://www.natlawreview.com/article/rip-ppirs

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