Amidst whatever the current political climate might have been, for the last half dozen administrations, the president’s management agenda (PMA) has consistently set forth a vision for government that not only serves as an important foundation for agency operations and priorities, but has consistently also built on the work of previous administrations.
Indeed, while every PMA has reflected some of the priorities of the relevant administration, for the most part the agendas have been apolitical and reflected a logical, if slow, progression in the modernization of government.
The Trump administration’s PMA is no different. To the administration’s credit, it avoided a “not invented here” mindset and grounded its plan in rationale, goals, themes, and, in some areas, specific priorities that reflect challenges and problems similar in nature to those identified for many years by previous administrations. Striving for better mission outcomes? Check. Improving customer service? Check. Improving fiscal stewardship? Check.
Similarly, the PMA’s “root cause” analysis also strikes some very familiar chords: regulatory burdens, siloed governance and management, sometimes torturous decision-making processes, concerns about workforce capabilities and competencies, leadership and culture. Further, the core management initiatives are, in the main, consistent and logical, as are the cross-agency priorities. Their implementation is now underway.
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Betting on sport is so popular that the American Gambling Association estimates that all four major sports leagues would earn a collective $4.2 billion from legalized sports betting.
The group of Defense officials charged with examining acquisition rules is one of three subgroups currently operating within DoD as part if its regulatory reform task force.
The Federal Acquisition Regulation (FAR), which governs how the federal government buys goods and services, is a 2,000-page document. On top of that is the 1,500-page Defense Federal Acquisition Regulation Supplement (DFARS), which applies specifically to purchases by the Department of Defense (DoD). In addition to all those regulations are federal statutes and DoD internal policies that govern the acquisition process. For contracting officers, that means determining the applicability of hundreds of regulations, in addition to hundreds of laws and policies, to make a purchase.
Shortly after Donald Trump was elected president, the Defense Business Board, 
