Benefits of Developing Solid Government and Contractor Relationships - Research Paper Example

Benefits of Developing Solid Government and Contractor Relationships Research Paper Institute The research paper aims at studying that by developing strong relations between the government and contractors can be beneficial for both the parties. The paper looks into the development of a shared vision between the agencies by partnering. The paper also looks into the benefits of having defined joint and individual goals for the two parties. Having defined limitations and job roles also has its effect on the contract. Lastly the paper will look into the effects that the conflict resolution has on the contract. Benefits of Developing Solid Government and Contractor Relationships Governments need help of contractors because governments do not have ample employees to function and also lack the sets of skills required for government operations; the GAO (government accountability office) in United States of America came up with these findings in a survey in 1991 (cited in acquisition, 2013). Now this need to depend on contractors may increase as the government functioning areas are getting wider and so are the skills required in operating those areas, but the number of federal employees possessing such wide range of skills is not increasing; since 1991 to 2004 the OPM (office of personnel management) estimated that the civilian workforce in federal government has decreased by 13 percent (cited in acquisition, 2013). The business relationship that exists between the government and the contractors provides both with a tendency to grow with mutual interests at the core of the business relationship (SAIC, 2013). But it is crucial for Government employees to understand that the nature of work they do is sensitive and a certain degree of risk is always there when treating the contractual employees as members of their team and should refrain from partiality or preference (USAF, 2006). Certain rules and guideline must be ensured between the two parties so that a solid and reliable relationship between the two is created; leading to the mutual success of both. The government personnel fall under the law and regulations of the federal government and the employees of the contractor fall under their contractors contract (USAF, 2006). A solid working environment between the contractors and government ensures benefit to both, and these Shared Vision and Mission Business relationship between government and contractors allows for a mutual base for achieving shared goals and objectives when subjected to successful planning; and it is necessary for the employees of both the contractor and government to understand these goals and responsibilities (SAIC, 2013). Shared vision and mission is also termed as Partnering. Partnering or a shared vision is the best way to develop a positive environment between the two parties; to create an atmosphere of dispute-avoidance, thus enhancing the contract performance since both parties are aiming at achieving the same goals (Edelman, Carr, & Lancaster, 1998). Partnering is meant to increase cooperation between the government and contract workers, and two distinct management teams who must work together; the concept encourages improved communication for problem-solving while moving towards one and common goals (Edelman et. al, 1998). Partnering promotes interaction between the parties to ensure mutual working towards the achievement of joint goals and discourages adversarial attitude; utilizing planning, the execution of that plan and executing individual respective responsibilities, shared vision enhances the performance of the contract (SAIC, 2013). By promoting cooperation there is increased trust and easy conflict resolution. Partnering requires three steps in establishing a cooperative relationship between two management teams; the first step is Communication; the second step is creating a joint mission statement; and the thirds step is the identification of specific processes for dispute-avoidance to solve problems, keep track of performance, and increase cooperation (Edelman et. al, 1998). Addressing Needs and Expectations Addressing the needs and expectations of both the parties is very significant in ensuring a relationship that will aim to achieve exceptional results. The GAO (government accountability office) issued reports in 2008 and 2009; the reports made it clear that the decreased profits were resulting from management cultures that were production oriented and did not focus on the needs of the contractors (Clark, 2012). Both the partners should understand and respect the needs, and expectations, responsibilities and authority that resides with the other (Edelman et. al, 1998). Defining Roles for Partners The jobs and roles of both the government and contract employees should be clearly defined and there should be no obscure area of responsibility to avoid any confusion. The employees should be clearly aware under whose supervision and command they are placed and also both the government and contractor should be aware of, and have complete understanding of their respective duties and obligations (64 FR 30444, 1999). The government in the contract often tries to control the management process and get work done, but if the roles are clearly defined the work process will be devoid of tension, frustration and conflict, and will lead to achieving joint goals which would not have been possible without any one party (Krzmarzick, 2012). While conducting transactions of public funds during the contract, it is of highest importance that trust is maintained and public trust is not harmed; the government personnel should bear responsibility f their actions and should not show any reluctance when the need arises for disclosure and accountability (Grush, Huston, Parsons & McDonell, 2009). Measures to dictate responsibility for actions should be ensured beforehand; both partners hold actions accountable to each other and an agreement of mutual accountability should be reached (Edelman et. al, 1998). Defining roles also includes defining which party will be in lead and in control (Giles, 2012). Supporting Partnership Limitations Contract employees may share office space with the government employees but they are not government employees, the profit belongs to the contractors (Grush et. al, 2009). Defining the limitations of both parties is necessary. The parties should be told if they have the eligibility to sub-contract or will they only be working with their partners should be made clear in the contract (Giles, 2012). Government employees should also not take part in a contract if they are residing with a contract employee who is working with them on the same contract (Grush et. al, 2009). Impartiality issues should be considered before lending the contract to a friend; a gift or anything of value that is not subjected to exclusivity by rules and regulations is prohibited (Grush et. al, 2009). Gifts cannot be accepted by personnel especially if a gift is being offered for a position (Grush et. al, 2009). Partnership limitations also encompass the individual and defined goals of the government and the contracting agency. Having defined the individual goals of each maintains individuality and prohibits overlapping and conflict of interests; thus leading to less conflicts and frustrations among the two agencies and their employees (Edelman et. al, 1998). Early Dispute-Resolution The partnership between the government and contractor is strong because it is the collective utilization of resources and both the partners should have the courage to face upcoming conflicts and frustrations; and not only face it but also resolve it in time (Edelman et. al, 1998). Having a strong partnering relationship ensures that disputes are sorted out before hand, especially in litigation where the contract ends with a number of unresolved conflicts (Edelman et. al, 1998). As an alternative to litigation ADR offers utilizing partnering to its fullest, to resolve disputes during the contract period; while going for common goals and interests the trust and respect atmosphere allow for smooth conflict resolution (Edelman et. al, 1998). Resolving disputes through communication while the project is ongoing makes matters easier as then the disputes do not linger; resolving disputes on time creates a win-win situation for both the government and contractor. Both the groups cannot afford the drawbacks in efficiency and productivity that conflicts bring along with them; resolving conflicts during the contract allows for both the teams to change this adversarial style of working into a cooperative working environment, and increasing the efficiency with which both parties move towards achieving their joint and individual goals (Edelman et. al, 1998). References Acquisition. (2013). Appropriate Role of Contractors Supporting Governments. [Electronic version]. Retrieved February 14, 2013, from http://www.projectedu.com/chapter-6-appropriate-role-of-contractors-supporting-government/ Clark, C. S. (2012). Signs of Friction in contractor-government relations [Electronic version]. Retrieved February 14, 2013, from http://www.govexec.com/contracting/2012/02/signs-friction-contractor-government-relations/41283/ Edelman, L., Carr, F. & Lancaster C. L. (1998). Partnering. Public Involvement and Dispute Resolution [Electronic version] IWR report 98-R-5. Retrieved February 14, 2013, from www.iwr.usace.army.mil/docs/cpc/Second_Decade_Reader.pdf Federal Acquisition Regulations Systems. (1999). Solicitation Provisions and Contract Clauses [Electronic version] Federal Acquisition Regulations Systems. Retrieved February 14, 2013, from http://cfr.vlex.com/vid/237-76-government-contractor-relations-19887282 Giles, I. (2012). 5 Must Haves in a Contractor Teaming Agreement [Electronic version]. Retrieved February 14, 2013, from http://www.govloop.com/profiles/blogs/5-must-haves-in-a-contractor-teaming-agreement Grush, T., Huston, D., Parsons, M. & McDonell, E. (2009). Dangerous Liaisons Dealing with Contractors. [Electronic version]. Retrieved February 14, 2013, from www.nps.gov/training/tel/Guides/ethics_05072009_slides.pdf Krzmarzick, A. (2012). Government-Contractor Relationships: Collaborative, Cordial or Conflict Laden? [Electronic version]. Retrieved February 14, 2013, from http://www.govloop.com/forum/topics/government-contractor-relationships-collaborative-cordial-or-conf Science Applications International Corporation (SAIC). (2013). Constructing Successful Business Relationships. [Electronic version]. Retrieved February 14, 2013, from acquisition.gov/sevensteps/library/DOAconstructing.pdf USAF. (2006). Guide for the Government-Contractor Relationship [Electronic version]. Retrieved February 14, 2013, from http://www.acq.osd.mil Read More