Introduction
Numerous issues are associated with enforcing and repairing accountability in different government functions. Government programs and organizations have well-defined responsibility structures both inside and between agencies. However, the goal of accountability is unclear. True responsibility is little understood by practical administrators and politicians, and it cannot be transferred from one institution to another. However, accountability in the government purchasing process is not well defined. Because the extent and scope of régime contracting is expanding, accountability has become critical in government procurement. As a result, the federal government can identify who and which companies or persons are responsible and for what throughout the process via federal acquisition procedures.
The article’s summary
The paper investigates the possibilities and problems for increasing accountability in government procurement. The writers talk on the importance of openness in government procurement. Government responsibility to its citizens is often articulated in terms of the connection between agents and principals, in which the government, acting as an agent, is obligated to account to or answer to their constituents. Accountability is also often positioned inside a democratic organization where leaders are elected and liable to their constituents. As a result, accountability devices operate or work in the absence of effective democratic voting. In non-democratic regimes, for example, institutional institutions of horizontal accountability, such as anti-corruption agencies and courts, may operate. Furthermore, they are viewed as criteria for the representative republic rather than sanctions. According to Fox and Morris (2015), partly authoritarian or democratic administrations exhibit a variety of modes of accountability in which civil society agencies approach the government directly to emphasize the lack of choices for accountability to region-based groups.
Discussion
When the agency’s needs and how to purchase them are defined, the federal acquisition process begins.If the agency’s contracting officer decides that a contract is the best way to obtain the items or services, and the contract value is more than $25,000, the agency will publish a solicitation on the government’s System for Award Management (GSA, 2012). At the very least, a solicitation specifies what an agency wants to buy, directs possible bidders, specifies the technique of source selection that will be used to estimate offers, and specifies a deadline for submitting proposals or bids. Furthermore, GSA (2012) stipulates that agencies may issue solicitations on their own websites. Furthermore, unless under extraordinary situations, companies are not required to post solicitations on the government’s Award Management system. The offeror’s submissions are examined by agency staff using the Methods of Source Selection and the indicated criteria in the solicitation, with the company’s deadline for submission of bids being followed. An agency awards a contract to one business after determining that the company is responsible, unless many companies or suppliers are necessary. Contract tokens are awarded, which starts the next step of the purchase process: contract management and contract performance. Contract administration is an agency staff role that serves the government by ensuring that the government obtains what is payed for in terms of quality, cost, and opportuneness. In addition, the government fulfills its obligations to the contractors. According to Fox and Morris (2015), responsible personnel include managers, contracting purchasers/officers, and contractors/sellers throughout the federal accounting process and must behave responsibly to prevent slowing the accountability process.
Conclusion
Given the degree of waste, fraud, and abuse in current systems, the risks of carrying out federal acquisition are significant. This is because government organizations are working on less budgets, and rising demand for services brings questions about the best method to avoiding waste of limited resources to the forefront. By developing frameworks for improved understanding and perception of accountability, one may begin to explore the roles that accountability plays in the federal acquisition process from a broader viewpoint.
References
Fox, D. and Morris, J.C. (2015). The role of accountability in federal acquisition: A search for context, Journal of Public Procurement, Vol. 15 No. 4, pp. 514-536. https://doi.org/10.1108/JOPP-15-04-2015-B005
GSA (General Services Administration). (2012). GSA Training: Federal Acquisition Regulation (FAR) Subpart 8.4 vs Part 15 (2 of 4). YouTube. https://www.youtube.com/watch?v=3k1qB-y0NFg
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