Acquisition Management: Agencies Can Improve Training on New Initiatives

GAO has issued a series of reports on the management and training of the government's acquisition workforce. GAO issued the January 2003 report that discussed the key elements recognized by industry and government experts agree that are critical in successfully introducing, implementing, and reacting to change. GAO recommended that the Office of Federal Procurement Policy (OFPP) should adopt these key elements important to acquisition workforce training. In response, OFPP issued a policy letter dated April 15, 2005 that establishes a government-wide framework for creating a federal acquisition workforce with the skills necessary to deliver best value supplies and services, find the best business solutions, and provide strategic business advice to accomplish agency missions. This policy not only addresses the key elements GAO found are important to implementing new processes, it also formally broadens the definition of acquisition workforce by including acquisition-related functions such as program management. Under the new policy, defense and civilian acquisition workforce requirements will also be aligned to ensure that the federal acquisition workforce has common training standards. It strengthens the workforce through more tailored training and career development, rather than focusing solely on traditional contracting functions. According to the OFPP policy letter, the organization has positioned itself to better create partnerships between program managers and contracting officers to improve how services are required.

As GAO recommended, establishing an organizational focal point with authority over the wide range of personnel involved in the acquisition process facilitates use of key elements for acquisition training. Section 201 of the Services Acquisition Reform Act created a Chief Acquisition Officer (CAO) within each civilian executive agency. By granting clear lines of authority, accountability, and responsibility for acquisition decision-making authority, SARA takes a similar approach as leading companies in terms of the responsibility and decision-making authority of these individuals. Moreover, the Office of Federal Procurement Policy (OFPP) issued a policy letter dated April 15, 2005 that further established responsibility for the CAO to identify the members of the agency's acquisition workforce and for implementing a budget strategy that reflects the workforce's development needs and organization structure. The policy also requires the CAO or designee, to appoint an individual with acquisition experience to lead the agency's acquisition career management program.

In September 2004, the Office of Federal Procurement Policy (OFPP) issued a policy memorandum to senior procurement officers in civilian agencies on increasing use of performance-based service acquisition. It encourages agencies to recognize employees and teams that successfully develop and implement performance-based service agreements to include acquisition professionals. OFPP's policy memorandum also considers agencies submitting PBSA management plans outlining the agency's approach to increasing the use of PBSA techniques on eligible contracts and developing core PBSA skills and experience within the acquisition workforce. Additionally, FAI's strategic goals for Fiscal Year 2005 include working with the Defense Acquisition University to develop training that supports the civilian agency workforce in obtaining necessary project management competencies. Further, OFPP issued a policy letter dated April 15, 2005 that established the government-wide framework for creating a federal acquisition workforce with the skills necessary to deliver best value supplies and services, find the best solutions, and provide strategic business advice to accomplish agency missions.

As GAO reported, the outsourcing of functions of the Federal Acquisition Institute (FAI) was intended to revitalize and refocus acquisition training within the federal government and to improve the institute's effectiveness in acquisition workforce development and management. The outsourcing was expected to give the Procurement Executives Council a stronger role in setting priorities of the Institute, although no plan or agreement had been developed to define and formalize this role. In response, the Office of Federal Procurement Policy (OFPP) published a policy letter dated April 15, 2005 that formally defined the roles and responsibilities of the Federal Acquisition Institute (FAI) and the relationship to Agency Procurement Executives through the FAI Board of Directors. It states that OFPP provides guidance on administration initiatives and new issues in acquisition. The FAI Board of Directors, which represents a variety of agencies and provides input on agencies' needs, reports to the Administrator of the OFPP and makes recommendations to the OFPP regarding the development and execution of FAI's annual budget. The Board also provides general direction to FAI on the allocation of the Acquisition Workforce Training Fund (AWTF) resources, in accordance with the priorities of the acquisition community.