The Federal Acquisition System:
A Promising Future
Melissa Starinsky, Chancellor
VA Acquisition Academy
March 2013
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Today’s Topics
• Trust and Leadership
• People Power
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•
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Hire the best and be the best you can be
Set high expectations for excellence and hold each other and
ourselves accountable
Create an organizational environment that optimizes
performance, encourages wise risk-taking and innovation, and
allows people to thrive – provide “top cover” for your staff
• Strategic Acquisition Planning and Execution – a
mission imperative!
• Training and Development
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Trust
• Trust in the system and in each other
• Assume positive intent
• Trust increases operational efficiencies and
minimizes programmatic risks
• Ensure separation of duties internally and maintain
arms length relationship with contractors but be
accessible and talk with each other
• Less email and more conversation
• Eliminate the “us versus them” mindset
• Stop the blame game – we own it together
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Leadership
• We ALL have more influence than we think
•
•
•
Federal Executive Institute (FEI) - “If we’re not going to be the ones
that change or fix things, then who is?” Jason Stack, DoN and fellow
FEI colleague
Leadership is required and occurs at all levels/positions
Christina Eberhart (my hero!) – instrumental in getting an acquisition
regulation changed
• The only constant we have is change
• Do we want to be “victims or pioneers” – Facing the Challenge
of Change, Dr. Ben Bissell
• Appropriately challenge the status quo – create an
environment that encourages this and continuous
learning and improvement
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Leadership Traits
• Integrity - having the courage to take tough stances for what is right and
doing what you say you are going to do.
• Vision - being able to see the possibilities of a better future and lead the
creation of a roadmap to help the organization know where it is going and
how it will get there.
• Optimism - giving hope, instilling confidence in, and inspiring others, when
undertaking tough challenges, to stay the course for that better future (that
some may not trust in or yet be able to see).
• Collaborative - knowing who stakeholders are and involving them in jointly
developing and executing solutions that work and delivering results that
matter.
• Decisive - confidence and competence in making good and timely
decisions based on input from others and understanding and effectively
managing associated risks.
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Where We Are Today
↓ Workforce + ↑
Contract Spend =
“Doing more with
less”
1990s
Downsizing
Acquisition
Reform
(FASA
1994)
Technology
Boom and
Baby
Boomer
Retirements
Workforce
Improvement
Initiatives: DAWIA
(1990) and FAC
(2005)
A stressed Federal
acquisition system
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Great tools to speed
up contract awards
with significant
spike in contract
administration
Decline in Critical
thinking and
written
communication
skills combined with
increased
expectation for
speed!
Where We Need toValuing
Go
Organizational Alignment
and Leadership
Ensure that the organization is optimally
aligned with and effectively engages and
communicates with all stakeholders to deliver
the most effective acquisition solutions to
best meet the mission.
People
Be an “employer of choice” that attracts and
retains the best and the brightest talent by
strategically focusing and investing in our
best asset—our people. Also, provide an
environment that allows all employees to
contribute and thrive to their fullest capability.
Strategic Framework
for Acquisition
Excellence*
Policies and Processes
Provide policies and processes that are clear,
establish strong internal controls, and serve
as enablers and tools for staff and
stakeholders to deliver high-quality and timely
acquisitions, grants, and interagency
agreements—all in support of the mission.
Knowledge and
Information Management
Become a knowledge-driven organization that
is accountable and transparent to all
stakeholders and that ensures leadership and
employees have access to the right
information—at the right time—for effective,
timely, and high-quality decision-making.
*Adapted from GAO Framework for Assessing the Acquisition Function
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“Particularly during times of
change, skepticism is OK;
cynicism is not”
Melissa Starinsky,
Chancellor, VA Acquisition Academy
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Optimize Your People Investment
• Enhance acquisition strategic resource planning
• Acquire, develop, and retain talent
• Create a solutions-oriented organizational culture
• Value and invest in acquisition workforce
• We need to think differently about how we are developing people
• Technical skills are not enough
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Training & Experience – Invest in Your Future!
 In only about three minutes’
time, the “Miracle on the
Hudson” pilot Sully
Sullenberger made a series
of momentous decisions
that saved 155 lives
 Captain Sullenberger
attributes his ability to land
the plane to his decades of
experience combined with
critical simulation-based
training
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“For the last 42 years, I’ve been
making small, regular deposits in this
bank of experience: education and
training. And on January 15, the
balance was sufficient so that I could
make a very large withdrawal.”
– Sullenberger’ on 60 Minutes
Training vs. Development
• Value and invest in acquisition workforce training and
individual/organizational development
• Free up COs and managers from operational workload
– their focus should be on reviewing work and
developing others
• Get back to teaching the basics and a solid technical
skills foundation
• We must focus on defining and developing
competencies needed to run efficient and effective
acquisition organizations
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The VA Acquisition Academy
• Delivers both training and development – a holistic model
• All programs include critical thinking, writing, interpersonal skills, risk
management and other areas of development
• Serves the VA and other civilian agency acquisition workforce –
about 1,000 course offerings & more than 10,000 students annually
• Innovative learning environment with 16 classrooms and use of
distance learning technology
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The VA Challenge
•
VA is the second largest cabinet level agency with over 300,000
people operating the largest integrated healthcare system—152
medical centers, over 800 Community-Based Outpatient Clinics, nearly
300 Vet Centers
•
Acquisition workforce is approximately 40,000 people responsible for
approximately $17B in annual discretionary contract spend
•
VA is second only to the Department of Education in providing
educational benefits of $10 billion annually
•
VA guarantees nearly 1.6 million home loans with an unpaid balance
of $248 billion.
•
VA also operates the country's largest national cemetery system—131
cemeteries.
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Department of Veterans Affairs
Facilities Management
Supply Chain
Management
Program Management
Contracting
Professional
Acquisition Internship
The Big “A” of Acquisition
VA Acquisition Academy Schools
Our Results – Accelerated Time to Competency
Enhanced Competency
Basic Competency
Scenario-Driven Learning Programs
Traditional Training Model
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The VA’s Holistic Methodology
Emphasis on
translating
theory,
fundamentals
and concepts
to practical
application
Contracting Courses
Leadership Courses
Instructor-led FAC-C required training
focused on technical competencies
Instructor-led training focused on leadership,
program management, team-building, and
interpersonal skills
Skill-Building Workshops
Case studies and simulations conducted in a learning laboratory environment designed to
reinforce knowledge obtained in classroom training
On-the-Job Training
Practical, hands-on experience applying knowledge and skills in the VA Acquisition
environment
Agency-Specific Training
Specific training on systems, processes, and procedures related to the VA and its unique
Acquisition environment
Mission Service & Development Opportunities
Other activities for intern development including Mission Service, Individual Development
Planning, Team Building Events and Offsite Trips
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Lessons from our Wounded Warriors
• VA’s Warriors to Workforce (W2W) Program –
developing and infusing wounded veterans into
acquisition workforce
• Two cohorts of approximately 50 veterans total
• They have persevered through tough times!
“I accomplished things I never thought I’d do. I never pictured myself a “suit”
kind of guy. I came from a blue collar background and thought I’d stay blue
collar. I’m proud to be a veteran and to indirectly support them with services
I can provide. I want to thank leadership-you’ve helped out a lot in my life. I
want to say thank you.” - Inaugural W2W Intern
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VA Acquisition Academy – Acquisition Internship School
Warriors to Workforce ACQUISITION
AND PROGRAM MANAGEMENT Cohorts
Army / Navy /
Air Force / Marines
2 2
27
39
Iraq / Afghanistan
Average
Disability: 63.02%
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12
Average Years Of
Military Service: 6.9
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Purple Heart / Bronze Star
2
23
GED or HS / Some College
39
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Local / Non-Local
Number of States
Represented: 18
27
44
Men / Women
0
5
10
15
20
6
25
30
35
40
45
50
55
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Closing Thoughts
• “The difference and impact I make today for those
I serve, inspires me to strive for greater
excellence tomorrow.” ~ Melissa Starinsky
• What is your personal stand and what role are
you going to play in mapping out the future for
your yourself, your organization, and our
profession?
• Our profession needs your help - we can and will
weather this storm and we will make a difference!
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