The Case for a Contingency Contracting ONE PASS (Circa 2013)
by Jamie M. Rhone
The Department of Defense obligated more than $27 billion in the fiscal year 2010 contracts to support military engagements in Iraq and Afghanistan, according to “Department of Defense Contractors in Afghanistan and Iraq: Background and Analysis,” a 2011 Congressional Research Service report by Moshe Schwartz and Joyprada Swain.
While political and military leaders focus on the drawdown in Afghanistan, many Soldiers, Sailors, Airmen, and Marines will continue to rely on the contingency contracting process to accomplish their difficult missions.
As a contingency contracting officer who has led contracting teams in both Iraq and Afghanistan, I am often asked, “Why does the contracting process take so long?” To adequately answer this question, one must understand that the contingency acquisition process has three primary stakeholders: requirement generators, resource managers, and the contracting office. Each of these stakeholders must continue to work hard to streamline the acquisition process. This article will focus on the requirement generators and introduce a model that will help streamline and standardize requirement packages.
Requirement Generator Responsibilities: The requirement generator is responsible for assembling a complete package that includes a detailed description of the required work or supply item, market research, and pricing information. If the package is incomplete, the contracting office often will return the package to the generator with specified corrections. Incomplete requirement packages delay the acquisition process and often result in a failure to deliver requirements to the right place at the right time. This scenario increases the frustrations of both the requirement generators and the contracting office. Most importantly, it hurts the mission.
One way to decrease acquisition lead time is a simple tool called the “ONE PASS” model, which can be used by requirement generators to expedite and standardize requirement package preparation. This tool can, in some cases, enable requirement package approval by the contracting office on the first look.
The ONE PASS Model: Deployed Soldiers are trained on the execution of a 9-line medevac request. This life-saving tool provides data in a standardized format that enables users to clearly and quickly articulate critical information to supporting units. Effective use of the 9-line has proven to expedite supporting unit response and, in doing so, has saved countless lives.
Similarly, the ONE PASS model aides requirement generators in organizing and standardizing their requirement packages. The model directs the requirement generator to consider the ownership, needs, existing resources, prices, approvals, schedules, and security elements of their requirements. (For details, see the chart below.)
Expediting the contingency contracting process requires concerted efforts of the requirement generators, resource managers, and the contracting office. The ONE PASS model is introduced here as a simple tool to help requiring activities to better prepare acquisition packages in the deployed environment.
Admittedly, the ONE PASS model is not designed to answer every conceivable question the contingency contracting officer may have. The ONE PASS model will, however, help both the requirement generators and the contracting office to expedite requirement package approval by streamlining and standardizing how information is provided to the contracting office. Use of this model can enhance the probability of getting the required work or item delivered to the right place at the right time.
Feedback relating to this article (to include enhancements to the ONE PASS model) can be sent by CLICKING HERE.
The author thanks the many contingency contracting officers who have contributed to the development of the ONE PASS model.
This article was published in the Mar/Apr 2013 edition of Army Sustainment Magazine.
Jamie Rhone is a seasoned veteran and expert in Department of Defense contracting and negotiations. Rhone has two decades as an Air Force Contracting Officer, in addition to Commanding a Contracting Squadron and leading contracting teams in Iraq and Afghanistan. Jamie has held several Contracting Officer Warrants, up to and including an UNLIMITED CONTRACTING OFFICER Warrant.
Rhone’s last military assignment was as the Legislative Liaison to the Secretary of the Air Force and the Chief of Staff of the Air Force. In that capacity, he developed Air Force Congressional strategy and managed all Congressional engagements for the Air Force’s senior-most leaders. He was hand selected to lead the U.S. Senate confirmation of the 21st Chief of Staff of the Air Force. Rhone retired from the Air Force in the grade of Lieutenant Colonel.
Rhone graduated from the US Air Force Academy in 1998 with a Bachelor’s Degree in Management. He later earned his Master’s of Business Administration (Contracts & Program Management) from the U.S. Naval Postgraduate School in 2005