ART - FRAMEWORK FOR ASSESSING THE ACQUISITION FUNCTION AT FEDERAL AGENCIES 2006

The document is a reprint from the Journal of Public Procurement, Volume 6, Issues 1 & 2, in 2006. The document discusses the framework for assessing the acquisition function at federal agencies in the United States. It highlights the importance of handling federal acquisition in an efficient, effective, and accountable manner, considering the significant amount of tax dollars spent on goods and services each year. The document mentions that systemic weaknesses in key areas of acquisition have been identified by the Government Accountability Office (GAO) and other accountability organizations, leading to poor acquisitions and an inability to obtain quality goods and services on time and at a fair price. To address these issues, the GAO has developed a framework consisting of four interrelated cornerstones: organizational alignment and leadership, policies and processes, human capital, and knowledge and information management. These cornerstones are essential for an efficient, effective, and accountable acquisition process. The document explains each cornerstone in detail, emphasizing the importance of organizational alignment, clear and transparent policies and processes, investment in the acquisition workforce, and effective knowledge and information management. The framework provides a comprehensive approach to assessing and improving the acquisition function at federal agencies. It is designed to be used by senior agency executives and accountability organizations like the GAO to evaluate the strengths and weaknesses of agencies' acquisition functions. The main sections of the framework guide focus on the four interrelated cornerstones, providing detailed explanations and guidance on each aspect. The document also emphasizes the importance of strong internal control as the foundation of the framework. Establishing and maintaining effective internal control measures is crucial for safeguarding assets, preventing errors, and detecting and addressing fraud. In conclusion, the framework presented in the document offers a structured approach to assessing and improving the acquisition function at federal agencies. It provides guidance on organizational alignment, policies and processes, human capital, and knowledge and information management. By using this framework, agencies and accountability organizations can identify areas needing improvement and take appropriate actions to enhance the efficiency, effectiveness, and accountability of federal acquisitions.