How do you assess the overall strengths and weaknesses of your acquisition function? How can you ensure that your approach is consistent with and integrates existing guidance and standards for government agencies? The Government Accountability Office has published the Framework for Assessing the Acquisition Function at Federal Agencies.

The GAO Framework consists of four interrelated cornerstones that promote an efficient, effective, and accountable acquisition function.

• Organizational Alignment and Leadership: This cornerstone defines the appropriate placement and structure of the acquisition function within the overall organization, with all stakeholders (leadership, contracting function, program managers, etc) having clearly defined roles and responsibilities.
• Policies and Processes: Consistently implemented, clear and transparent policies and processes support strategic decisions to achieve desired agency-wide outcomes. Policies establish expectations about acquisition management and promote sound decision making. Processes provide the methodologies for executing acquisition functions.
• Human Capital: Successfully acquiring goods and services and executing and monitoring contracts to help the agency meet its missions requires valuing and investing in the acquisition workforce.
• Knowledge and Information Management: Effective knowledge management promotes capture, transfer and reuse of learnings that promote sound decisions and continuous improvement. Every stakeholder in the acquisition process benefits from institutional knowledge of what works well in what situation.