In order to determine which agencies might be in need of their services, industry spends countless hours and time trying to learn about an agency's planned acquisition schedule (for all types of professional services projects. It would be really helpful if each agency was required to upload a planned/forecast of future requirements (with preliminary project information like anticipated dollar value, a problem statement, and a timeline). The list or database could be used both BOTH industry and government to help increase collaboration from in the pre-soliciatation planning phase. In addition, gov't agencies could use the database to see if other agencies are planning similar projects where collaboration (and cost savings) may be realized.

To achieve the transparency and ease in acquisitions the Contracting officers from various agencies can create there user groups on social networking sites like LinkedIn or twitter. The contracting officer can only authorize those vendors who have a valid GSA contract number to be member of these groups. This will help the small vendors to see and participate in purchases for under $25,000 and also help the Contracting officers to put simplified acquisitions upto $100,000 giving a far more outreach. Most of these acquisitions are either displayed on some small bill boards in Washington DC offices or are given to known vendors. Since GSA is now the most powerful contracting vehicle in federal acquisition it is better to bring in more transparency and ease in there acquisition process.

The Apps for America and Apps for Democracy contests have shown that regular people can do awesome things, pretty cheaply, when given access to data. Whenever an acquisition involves building a system to aggregate and display any unclassified/nonsensitive data, there should be a requirement for a 60-day "apps contest" period in which regular people are given access to the data and allowed to try their best at satisfying the need with a lightweight web-based app. It could spur innovation AND save money.

I think its widely known that if the solicitation is posted on FBO chances are the preferred vendor is already known or the vendor helped with the creation of the solicition to implement it. If that is the case, the agency should indicate this on the solicitation with preferred vendor details so that others can research and present more compelling responses to potentially unseat a preferred vendor.

Developing a supplier/contractor maturity model and utlizing it during the pre-solicitation phase helps to identify "capable" contractors. The maturity model is a supplier/contractor capability and compentency comparison tool. What's the point of sending an RFP to a supplier who does not have the expertise, experience or proven past performance of a particular good or service? This will help filter out suppliers who say "We haven't done this before, but we know we can figure it out". Selecting competent suppliers/contractors is the first step in securring competent proposals.

THE CASE
Having access to mobile internet in the field could be particularly handy when trying to confirm certain FAR rules.

Easily navigable websites for web-capable phones would make it much easier to load and find these hidden rules.

BACKGROUND
Mobile internet will be increasingly important to the public and likely government too as costs decline and demand increases for mobile internet and internet-capable phones.

Provide vedors a Facebook or Linkedin type of account that would be a one-stop-shop for both the vendor and agencies contracting with the vendor. The account would contain all relevant information(CCR, FEMA, Past Performance Contracts, YTD $$ won, Service Issues, etc) You can use many current technology apps to bring this to fruition.

Government Contracting Officials spend a lot of time preparing solicitation packages to get them on the street ASAP and in many cases not quite as much time in assembling and maintaining Source Selection Panels. It might be worth exploring the creation of full time SSPs across agencies in certain specialties to help expedite procurements that are heavily dependent on SSPs and the time it takes for them to assemble, review proposals, evaluate, and eventually make an award recommendation. This type of planning and commitment on the part of the selected SSPs should take place in the pre-solicitation phase of a procurement.

To achieve the transparency and ease in acquisitions the Contracting officers from various agencies can create there user groups on social networking sites like LinkedIn or twitter. The contracting officer can only authorize those vendors who have a valid GSA contract number to be member of these groups. This will help the small vendors to see and participate in purchases for under $25,000 and also help the Contracting officers to put simplified acquisitions upto $100,000 giving a far more outreach. Most of these acquisitions are either displayed on some small bill boards in Washington DC offices or are given to known vendors. Since GSA is now the most powerful contracting vehicle in federal acquisition it is better to bring in more transparency and ease in there acquisition process.

Subcontractors -- since the beginning of time -- have complained about being promised subcontract work by primes, only to be forgotten once the prime receives the contract award. The government should host an open on-line forum where subs can post their experiences, good and bad, in dealing with federal prime contractors. Primes, too, should be allowed to participate in this discussion.

I was a contractor for the Army Corp of Engineers and completed over 200 jobs. We lost our status do the A 8 set asides for minorities. I was not able to win bids, minority firms won bids 10% higher then other concerns, including women owned contracting firms set asides by the SBA. We put an application and were advised it was a program for disadvantage, not true. I THINK in light of our present administration that our concern for equalization and fairness has been set aside. Contracted for the Federal Park Service and was the first non government maintenance service employed. I could not believe the waist and lack of concern for our National Monuments by Government employees. I may view too much admistrative cost disproposed to funds allocated to the projects or citizens consolidation of funding and operation would be best for all.