REFORM, REAGAN-STYLE
32 FIXES
despite the huge increases in defense spending over the years.”
In 1986, the General Accounting Office, now the Government Accountability Office, issued a report stating that only eight of the original 32 Carlucci initiatives had been fully implemented. Carlucci and DOD disagreed vigorously with that analysis.
A little over four years after the Carlucci ini- tiatives were issued, Reagan established the President’s Blue Ribbon Commission on Defense Management—known as the Packard Commission after its chairman, David Packard, co-founder of Hewlett-Packard Co. and a former deputy defense secretary—and the next round of defense acquisition reform began.
Te latest attempt at changing the way DOD does business was Better Buying Power (BBP), introduced in 2010 by Ash Carter, then the undersecretary of defense for acquisition, tech- nology and logistics (USD(AT&L)) and now the secretary of defense. Tat was followed by BBP 2.0 in 2012 and BBP 3.0 in 2014, crafted by USD(AT&L) Frank Kendall.
What does Fox think of BBP? “I think it’s a good start,” he said. “It’s in the implementation and follow-up where things fall apart.”
For a historical tour of Army AL&T over the last 56 years, go to the Army AL&T archives at
http://asc.army.mil/web/magazine/ alt-magazine-archive/.
MR. MICHAEL BOLD provides contract support to the U.S. Army Acquisition Support Center. He is a writer and editor for Network Runners Inc., with more than 30 years of editing experience at newspapers, including the McClatchy Washington Bureau, Te Sacramento Bee, the San Jose Mercury News, the Dallas Morning News and the Fort Worth Star-Telegram. He holds a B.J. in journalism from the University of Missouri.
Carlucci’s acquisition reform initiatives:
1. Reaffirm acquisition management principles.
2. Increase use of pre- planned product im- provement.
3. Implement multiyear procurement.
4. Increase program stability.
5. Encourage capital invest- ment to enhance produc- tivity.
6. Budget to most likely costs.
7. Use economical produc- tion rates.
8. Assure appropriate con- tract type.
9. Improve system support and readiness.
10. Reduce administrative costs and time.
11. Budget for technological risk.
12. Provide front-end fund- ing for test hardware.
13. Reduce governmental legislation related to acquisition.
14. Reduce number of DOD directives.
15. Enhance funding flexibility.
16. Provide contractor incen- tives to improve reliabil- ity and support.
17. Decrease Defense Sys- tems Acquisition Review Council (DSARC) brief-
ing and data require- ments.
18. Budget for inflation.
19. Forecast business base conditions.
20. Improve source selection process.
21. Develop and use standard operation and support systems.
22. Provide more appropri- ate design-to-cost goals.
23. Implement acquisition process decisions.
24. Reduce DSARC mile- stones.
25. Submit mission element need statement with ser- vice program objective memorandum.
26. Revise DSARC membership.
27. Retain undersecretary of defense for research and evaluation as the defense acquisition executive.
28. Raise dollar thresholds for DSARC review.
29. Integrate DSARC and Planning, Programming and Budgeting System process.
30. Increase program managers’ visibility of support resources.
31. Improve reliability and support.
32. Increase competition.
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Army AL&T Magazine October-December 2016
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