This briefing covers active market intelligence, regulatory guidelines, and tactical capture recommendations for federal and defense contractors pursuing opportunities in this procurement classification.
When government agencies conduct business, they like to keep their cards close to the vest. Some describe agency dealings as vague, secretive or tight-lipped. This stealthy nature reflects the heavy load of sensitive information the government handles. However, agencies that are too inwardly focused can fall behind when it comes to innovation, efficiency, productivity, customer service and long-term planning. They can become stagnant—or worse, a liability.
This has become painfully apparent with technology. When an agency invests a lot of capital in a specific technology, more often than not the agency will use that technology until it becomes all but obsolete. This is similar to when a car is paid off and the owner wants to drive it until the wheels fall off. The problem with this approach is that the car can become a money pit that ends up costing more in the long run than if the owner just bought or leased something new.
Likewise, many government agencies are working with legacy equipment and systems that still function but are in no way the most prudent, efficient or safe means of operation in today’s high-speed technology environment. According to a recent Federal Leaders Digital Insight Survey, 81 percent of officials say their agency only scratches the surface of innovative technology upgrades, primarily investing in automation of paper-based processes. This happens despite the more than 90 percent of federal leaders who say digital technology allows them to serve stakeholders better and do their own jobs more effectively. According to the same survey, the main barrier to fully embracing digital technology is an insufficient budget—no surprise there.
Given budget pressures, how do government agencies upgrade their network infrastructure? Progressive, cost-conscious agencies are shifting their way of thinking and using a different operating model completely. They have begun to loosen the reins on their information technology infrastructure, moving from a strict government-owned, government-operated (GOGO) model to a contractor-owned, contractor-operated (COCO) model. Several reasons support this choice.
By partnering with contractors, agencies can shift their capital expenses to operating expenses. This is good because it can be tough to determine an information technology department’s exact needs for infrastructure over the next year or few years. Often, the technology planning phase delays implementation, so what was planned does not align with what actually is needed.
Read more: Contractor-Owned Systems Could Open the Door to Innovation for Government
Want the Full Solicitation & Recompete Pipeline on This Topic?
GovPurchase tracks 1.2M+ active and historical records, contracting officers, and expiring awards.