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February 25, 2016 By AMK

House Armed Services Committee agrees operating and support expenses must be considered in acquisition costs

Provisions to slow the growth of operating and support costs in acquisitions programs may be part of the reforms coming in the 2017 Defense authorization bill.

House Armed Services CommitteeDuring a Feb. 3 House Armed Services Committee hearing, former Defense Department Comptroller Robert Hale said controlling O&S spending is so important it should be “the next frontier for acquisition reform.”

At the end of the hearing Committee Chairman Rep. Mac Thornberry (R-Texas) told Hale he received his message loud and clear on O&S costs and how to arrest them.

O&S consists of sustainment costs from the deployment of a system through the end of its use. Those costs can include anything from fuel to maintenance, modernization to manpower and depot maintenance to supplies.

Keep reading this article at: http://federalnewsradio.com/defense/2016/02/thornberry-says-message-received-high-sustainment-costs/

Filed Under: Government Contracting News Tagged With: DoD, maintenance, modernization, NDAA, operating cost, support services

October 8, 2013 By AMK

Shutdown’s cost to DoD contractors: $1 billion a day

The government shutdown affects Americans in different ways – everything from no seasonal flu program to the shuttering of 400 national parks and museums to limited Veterans’ benefits.

Companies doing business with the government are no different. Defense contractors face a $1 billion loss every day the government is closed. Some contractors who “provide support” will still receive checks, but what does “providing support” really mean?

At a Bloomberg Government breakfast, Representative Chris Van Hollen (D-MD), added some clarity. The ranking member on the House Budget Committee told the room providing support covers “essential personnel and services” only.

Keep reading this articole at: http://blog.bloomberg.com/2013-10-01/1-billion-a-day-how-the-govt-shutdown-affects-defense-contractors/ 

Filed Under: Government Contracting News Tagged With: DoD, essential functions, government shutdown, industrial base, shutdown, support services

July 10, 2013 By AMK

Acquiring services: How the feds can get it right

For the fifth consecutive year, the federal government has spent more on the purchase of services than any other type of contract spending. And yet, the Department of Defense has made little progress in improving how they buy services, and civilian agencies have yet to even spell out a strategy.

It was appropriate that the department’s April 2013 release of its Better Buying Power (BBP) 2.0 memo included a major component titled “Improving Tradecraft in Acquisition of Services,” with six specific actions required to be taken. But while BBP 2.0 carried forward several of the initiatives for services that were included in the original BBP memo issued in September 2010, there has been little progress made by the department in reaching those original objectives.

Still, at least DOD has a plan. While the Office of Management and Budget has issued some government-wide directives requiring reductions in spending on services, the civilian agencies, which annually commit a greater percentage of their contract spending on services than does DOD, have not spelled out any comprehensive acquisition strategy focused on services.

The first step on the path to improving the tradecraft in services is to recognize that there are wide variations in the types of services government buys, and that each type requires some specialized market research and skills to acquire them. For example, there is a considerable difference between how the Department Homeland Security acquires information technology services from how the Department of Energy acquires environmental remediation and management services. Thus, at the Professional Services Council, we have been strong advocates for reexamining the taxonomy of services and focusing on the key differences in these acquisitions.

Keep reading this article at: http://www.bizjournals.com/washington/blog/fedbiz_daily/2013/06/acquiring-services-how-feds-can-get.html?page=all

Filed Under: Government Contracting News Tagged With: acquisition strategy, Better Buying Power, budget cuts, contract management services, DoD, GAO, management support services, market research, OMB, professional services, service contracts, spending, support services

February 11, 2013 By AMK

Army slides show cuts to readiness, contracting and training

A set of Army briefing slides outlining the devastating effects of Sequestration has mysteriously surfaced and is circulating the Web just two days before senior leaders are scheduled to present them to the White House.

“Effects of FY13 Fiscal Uncertainty on Army OMA Accounts” lays out the potential funding cuts to the service operations and maintenance efforts.

The Pentagon is facing $5.3 billion in sequestration cuts in March if Congress cannot find a way to prevent the mandatory spending reductions. All of the services will likely have to furlough hundreds of thousands of workers, cut back on contractor logistics support, freeze sustainment of thousands of vehicles and other equipment and gut training.

Keep reading this article at: http://www.dodbuzz.com/2013/02/06/army-slides-show-cuts-to-readiness-support-reset/

 

Filed Under: Government Contracting News Tagged With: acquisition strategy, Army, budget, budget cuts, DoD, furlough, sequestration, spending, support services

July 8, 2011 By AMK

Cut contracting costs by 15 percent, agencies are told

Federal agencies are being directed to achieve a 15 percent reduction in costs for managing contracts over the next year under a new component of the Obama administration’s Campaign to Cut Government Waste, Office of Management and Budget officials announced Thursday. The goal is to save $6 billion governmentwide by the end of fiscal 2012.

Jeffrey Zients, federal chief performance officer and deputy OMB director, told an audience of primarily agency officials at the White House Forum on Accountability in Federal Contracting that costs for management support services quadrupled between 2000 and 2010, from $10 billion to $40 billion. “Agency productivity as a whole is relatively flat, and we can’t tolerate that, particularly in this fiscal situation,” he said.

The new approach will “still look to contractors for a wide range of professional and technical needs, but in a more prudent, cost-effective manner,” Zients said. Agency managers “will analyze their spending patterns and buy only what they can afford. They will seek out contractors with good past performance and end relationships with firms who are proven bad actors. They will also keep a watchful eye out for situations where reliance on a contractor’s expertise has gone beyond what is appropriate for the agency to maintain control of its mission and operations.”

Other methods being pursued include lowering labor rates, helping agencies groom a cadre of information technology acquisition specialists and boosting efforts to cease engaging contractors that have tax delinquencies. Among the problems with contracting, Zients said, is that too often “it is hard to distinguish who is the contractor and who is the federal employee” and some contractors today are actually managing other contractors, which is “unacceptable.”

In framing the contract management initiative as part of the larger anti-waste campaign, he said the administration is on track to achieve its dollar goals in the areas of reducing improper payments, selling off unneeded federal real estate and improving efficiency of IT purchasing. Government spending on contractors declined by $80 billion in fiscal 2010, the first such reduction in 13 years, Zients added.

Dan Gordon, administrator of the Office of Federal Procurement Policy, said the process “will be transparent so that the Government Accountability Office and industry can follow it [and successes] will be shared across government.” When asked by a contracting professional how agencies could prioritize contracts strategically, Gordon said the process should be “thoughtful, not mechanical. It is not a call for insourcing and not a numbers game.”

The Professional Services Council, an Arlington, Va.-based industry group, welcomed OMB’s efforts to reduce waste, but took issue with setting a dollar target.

“Although this is not an insourcing initiative, telling agencies to cut 15 percent of their support contracts by the end of next year could create the same kind of undisciplined process that has marked much of the Defense Department’s insourcing initiatives,” PSC President and Chief Executive Officer Stan Soloway said. “This puts significant responsibility on OMB and agency leadership to ensure that does not happen.”

Gordon has targeted 15 federal product service codes that are of special interest because they are high risk to government and taxpayers. “That’s where the money is,” he said. These 15 areas currently have a high proportion of cost-plus or time-and-materials contracts, as opposed to fixed-price contracts. “The focus on management support services is to get closer to inherently government functions,” Gordon said. “Contractors are still valuable to management support services, but we’re saying we need to spend less money.”

He added he’d like an acquisition force that is better trained, receives more attention and meets more frequently with White House leaders. He praised the Education Department, for example, for developing a network of junior acquisition professionals. He also said contract managers should focus more on pre- and post-award planning, particularly as it affects set-asides for small businesses.

He praised the General Services Administration for encouraging more governmentwide contracts. “There’s a communications problem and we must change the culture,” he said, dismissing a long-standing assumption that talking to industry was improper. Finally, contract managers under the new approach will better document companies’ past performance and will share that information with other agencies.

Presenting at the forum were representatives from agencies whose successes in improving contract management OMB wanted to highlight. The Homeland Security Department official described savings from a strategic sourcing of office supplies and other purchasing. A U.S. Agency for International Development official described procurement reforms for that agency’s work in often remote and dangerous locations overseas, which include a new executive-level suspension and debarment team to track performance on contracts by local businesses and nongovernmental agencies. A representative described the Navy’s negotiation of a continuity of services contract that saved $1 billion by retaining rights to intellectual property created under the contract.

One specific way to achieve savings, Gordon said, is working with “vendors you use so much, you can negotiate lower prices.” He cautioned agencies to avoid duplicate agreements by checking before putting out a contract to see if a suitable one already exists. And agency contract managers looking for efficiencies, he added, should “include in their meetings people from outside the contracting shops.”

— by Charles S. Clark – GovExec.com – July 7, 2011 at http://www.govexec.com/story_page.cfm?articleid=48199&dcn=e_gvet

Filed Under: Government Contracting News Tagged With: acquisition strategy, budget cuts, Energy Dept., GSA, OFPP, OMB, outsourcing, support services

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