Bill Overview
Title: PRICE Act of 2021
Description: This bill directs the Management Directorate of the Department of Homeland Security (DHS) to publish an annual report on a DHS website on projects that have used innovative procurement techniques within DHS to accomplish specified goals. Such goals are improving or encouraging better competition, reducing time to award, achieving cost savings, achieving better mission outcomes, or meeting the goals for contracts awarded to small business concerns. The Management Directorate shall (1) develop and disseminate guidance and offer training for specified personnel concerning when and how to use such techniques, and (2) share best practices across DHS and make available to other federal agencies information to improve procurement methods and training. The Office of Federal Procurement Policy shall convene a Chief Acquisition Officers Council to examine best practices for acquisition innovation in contracting in the federal government.
Sponsors: Sen. Peters, Gary C. [D-MI]
Target Audience
Population: Federal employees involved in procurement and acquisitions
Estimated Size: 3000000
- The PRICE Act mandates changes primarily within federal agencies, focusing specifically on procurement processes.
- This legislation targets federal employees involved in procurement and acquisitions, as they will be directly responsible for implementing the changes.
- The secondary effect might be on businesses, particularly small businesses, that engage in contracts with DHS as improvements in procurement might enable better participation.
- The broader public or general populace is only indirectly affected, as improved procurement might lead to more efficient use of taxpayer money.
Reasoning
- The PRICE Act's direct impacts are primarily on federal employees involved in procurement processes due to potential changes in workflow and efficiencies.
- Small businesses that contract with federal agencies may experience positive impacts if the new procurement processes encourage better competition and award contracts more efficiently.
- General public perception isn’t directly tied to the policy but could indirectly benefit from potentially more effective governmental spending.
- Cost limitations could restrict the breadth of training and dissemination, hence affecting only key personnel or a limited number of impacted contractors initially.
Simulated Interviews
Procurement Officer (Washington, DC)
Age: 45 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 12/20
Statement of Opinion:
- I believe the policy will streamline processes that currently take too long.
- Training will help us use innovative techniques more effectively.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 6 |
| Year 5 | 9 | 6 |
| Year 10 | 9 | 6 |
| Year 20 | 8 | 5 |
Small Business Owner (San Francisco, CA)
Age: 30 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 10/20
Statement of Opinion:
- The policy might help us compete better if DHS speeds up its bidding processes.
- Improved procurement might mean more opportunities for small businesses.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 5 |
DHS Administrator (New York, NY)
Age: 50 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 5.0 years
Commonness: 8/20
Statement of Opinion:
- Changes like these create additional work initially but have potential long-term benefits.
- It’s important these initiatives translate to actual significant improvements.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 7 | 5 |
| Year 5 | 8 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 4 |
Federal Agency Contract Manager (Phoenix, AZ)
Age: 35 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 11/20
Statement of Opinion:
- I'm hopeful that these procurement innovations save time and resources.
- We often face delays due to complex procedures, so any enhancements are welcome.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 8 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 8 | 4 |
Compliance Officer (Austin, TX)
Age: 28 | Gender: other
Wellbeing Before Policy: 7
Duration of Impact: 5.0 years
Commonness: 15/20
Statement of Opinion:
- The new techniques might simplify reporting which is currently cumbersome.
- It’s promising to have a focus on small businesses in this policy.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 5 |
Retired DHS Procurement Specialist (Denver, CO)
Age: 60 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 0.0 years
Commonness: 9/20
Statement of Opinion:
- Such policies are always on the table but executing them well is crucial.
- Practical application of new methods is what matters most in the field.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 5 | 5 |
| Year 3 | 5 | 5 |
| Year 5 | 5 | 5 |
| Year 10 | 5 | 5 |
| Year 20 | 5 | 5 |
Logistics Specialist (Chicago, IL)
Age: 42 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 10/20
Statement of Opinion:
- The policy could lead to more efficient dealings and less paperwork.
- Proper implementation could enhance operational output.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 5 |
Small Business Contractor (St. Louis, MO)
Age: 50 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 5.0 years
Commonness: 7/20
Statement of Opinion:
- Opportunities for small businesses like ours could improve.
- Innovation in procurement is much needed for level playing fields.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 7 | 5 |
| Year 3 | 8 | 5 |
| Year 5 | 8 | 5 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 4 |
Acquisition Consultant (Houston, TX)
Age: 40 | Gender: male
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 6/20
Statement of Opinion:
- It’s great to see innovation emphasized in federal acquisition.
- Hope the changes foster lasting relationships and improved vendor trust.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 6 |
Federal Procurement Auditor (Boston, MA)
Age: 32 | Gender: female
Wellbeing Before Policy: 6
Duration of Impact: 7.0 years
Commonness: 13/20
Statement of Opinion:
- The best practices initiative is promising.
- I hope it leads to genuine improvements and is not just policy on paper.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 5 |
Cost Estimates
Year 1: $5000000 (Low: $3000000, High: $8000000)
Year 2: $5000000 (Low: $3000000, High: $8000000)
Year 3: $5000000 (Low: $3000000, High: $8000000)
Year 5: $5000000 (Low: $3000000, High: $8000000)
Year 10: $5000000 (Low: $3000000, High: $8000000)
Year 100: $5000000 (Low: $3000000, High: $8000000)
Key Considerations
- This bill aims to improve operational efficiency within DHS, which may lead to cost savings in the long term.
- The investment approach in training and guidance development is an upfront cost that might offset future expenses through realized efficiencies.
- Including other federal agencies could amplify positive impacts if successful techniques are adopted government-wide.