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29–505 PDF 2007

S. Hrg. 109–873

NOMINATION OF PAUL A. DENETT

HEARING

BEFORE THE

COMMITTEE ON 

HOMELAND SECURITY AND 

GOVERNMENTAL AFFAIRS 

UNITED STATES SENATE

ONE HUNDRED NINTH CONGRESS

SECOND SESSION

ON THE

NOMINATION OF PAUL A. DENETT TO BE ADMINISTRATOR OF THE 

OFFICE OF FEDERAL PROCUREMENT POLICY, OFFICE OF MANAGEMENT AND BUDGET

JUNE 20, 2006

Available via http://www.access.gpo.gov/congress/senate

Printed for the use of the 

Committee on Homeland Security and Governmental Affairs

(

(II)

COMMITTEE ON HOMELAND SECURITY AND GOVERNMENTAL AFFAIRS 

SUSAN M. COLLINS, Maine, Chairman 

TED STEVENS, Alaska 

GEORGE V. VOINOVICH, Ohio 

NORM COLEMAN, Minnesota 

TOM COBURN, Oklahoma 

LINCOLN D. CHAFEE, Rhode Island 

ROBERT F. BENNETT, Utah 

PETE V. DOMENICI, New Mexico 

JOHN W. WARNER, Virginia 

JOSEPH I. LIEBERMAN, Connecticut 

CARL LEVIN, Michigan 

DANIEL K. AKAKA, Hawaii 

THOMAS R. CARPER, Delaware 

MARK DAYTON, Minnesota 

FRANK LAUTENBERG, New Jersey 

MARK PRYOR, Arkansas

MICHAEL D. BOPP, Staff Director and Chief Counsel 

JENNIFER A. HEMINGWAY, Professional Staff Member 

MICHAEL L. ALEXANDER, Minority Staff Director 

ADAM R. SEDGEWICK, Minority Professional Staff Member 

TRINA DRIESSNACK TYRER, Chief Clerk 

(III)

C O N T E N T S 

Opening statements: Page 

Senator Collins ................................................................................................. 1

Senator Warner ................................................................................................ 1

Senator Coburn ................................................................................................. 6

Prepared statements: 

Senator Allen .................................................................................................... 7

Senator Lieberman ........................................................................................... 19

WITNESS 

TUESDAY, JUNE 20, 2006

Paul A. Denett to be Administrator of the Office of Federal Procurement 

Policy, Office of Management and Budget: 

Testimony .......................................................................................................... 8

Prepared statement .......................................................................................... 21

Biographical and professional information ..................................................... 23

Responses to pre-hearing questions ................................................................ 29

Letter from U.S. Office of Government Ethics ............................................... 50

Responses to post-hearing questions .............................................................. 51

(1)

NOMINATION OF PAUL A. DENETT 

TUESDAY, JUNE 20, 2006

U.S. SENATE, COMMITTEE ON HOMELAND SECURITY

AND GOVERNMENTAL AFFAIRS, Washington, DC. 

The Committee met, pursuant to notice, at 10 a.m., in room 342, 

Dirksen Senate Office Building, Hon. Susan M. Collins, Chairman 

of the Committee, presiding. 

Present: Senators Collins, Coburn, and Warner. 

OPENING STATEMENT OF SENATOR COLLINS 

Chairman COLLINS. The Committee will come to order. Good 

morning. Today the Committee will consider the nomination of 

Paul Denett to be the Administrator of the Office of Federal Procurement Policy. I am going to withhold on my opening statement 

in order to recognize our distinguished colleague, a Member of this 

Committee and the Chairman of the Armed Services Committee, 

Senator Warner. 

Senator Warner is, of course, managing the Defense Authorization Bill on the Senate floor, and I know that they are waiting for 

him so that they can resume the debate. So, without further delay, 

Senator Warner, we would recognize you for the purpose of introducing the nominee. 

TESTIMONY OF THE HON. JOHN WARNER, U.S. SENATOR FROM 

THE STATE OF VIRGINIA 

Senator WARNER. Madam Chairman, I appreciate your courtesy 

as always, and the bill comes up momentarily, and I am anxious 

to get there. I wanted to be here because this is one of the most 

important posts in our overall Executive Branch, and I think the 

President has chosen very wisely. Mr. Denett is an absolutely outstanding individual. 

So, I am pleased to introduce to you, and other Members of the 

Committee, Paul Denett, a fellow Virginian, nominated to serve as 

the Administrator of the Office of Federal Procurement Policy. He 

is joined today by his family, and I would ask that, at this time, 

he introduce his family. 

Chairman COLLINS. Thank you. Mr. Denett. 

Mr. DENETT. Thank you. With me today is my mother, Irene 

Denett, from Biddeford, Maine, which I like to tack on. My wife, 

Lucy Denett. My son, Michael Denett. And my brother-in-law, 

Howard Morton. And his wife, my sister, Lucille Morton. 

2

Chairman COLLINS. We welcome all of your family members this 

morning. 

Mr. DENETT. Thank you. 

Senator WARNER. I thank the Chairman. 

The job of the Administrator of the Office of Federal Procurement 

Policy is a critical one, tasked with the responsibility of overseeing 

the development and enforcement of sound policies and practices 

Federal agencies use to acquire goods and services. The Administrator is responsibility for ensuring that the Federal acquisition 

system provides the best possible value to the taxpayer. 

As you know, as a member of the Armed Services Committee on 

which you and I serve, that Committee, next year, presumably 

under the Chairmanship of Senator McCain, will spend an extensive period of time on the review of procurement policy and working with you, Mr. Denett. 

This nominee has extensive procurement experience in the Federal Government and the private industry. He reminded me this 

morning that his first job was with the Department of the Navy 

when I was Secretary. I asked him if I treated him well, and he 

said, fortunately, he never met me the whole time I was there. 

[Laughter.] 

Senator WARNER. He kept out of my way. 

Subsequent to earning his Bachelor of Arts at Nasson College in 

1968, the nominee dedicated 33 years to the Federal Procurement, 

serving in a variety of contracting positions at five cabinet-level 

agencies. One of the many highlights from his public service record 

is his work with the Department of the Interior. From 1993 to 

2001, he served as Director of Administration and Senior Procurement Executive in the Office of the Secretary for the Department 

of the Interior. In these positions, he managed over 900 employees 

in the areas of acquisition, grants, and property management. 

While a senior executive at the Interior, the nominee was the recipient of the Presidential Rank Award for his outstanding leadership and strong commitment to public service 

In addition to Federal Government experience, he has considerable experience in the private sector. Since 2003, he has served as 

Vice President of Contracting Programs at ESI International in Arlington, Virginia. Having worked in the Federal Government and 

the private industry, the nominee has a solid understanding of all 

sides of the procurement issues. 

We are very fortunate, Madam Chairman, to have this fine individual offer again his services as a public servant. I wish him well. 

You are on your own. [Laughter.] 

[The prepared statement of Senator Warner follows:

PREPARED STATEMENT OF SENATOR JOHN WARNER 

Madam Chairman and my other distinguished colleagues on the Senate’s Homeland Security and Governmental Affairs Committee, I thank you for holding this 

confirmation hearing today. 

Today, I am pleased to introduce to you Paul Denett, a fellow Virginian, who has 

been nominated to serve as the Administrator of the Office of Federal Procurement 

Policy. He is joined today by his family, including his wife, Lucy, his son, Michael, 

his sister, Lucille, and his brother-in-law, Howard Morton. 

The job of Administrator of the Office of Federal Procurement Policy is a critical 

one, tasked with the responsibility of overseeing the development and enforcement 

of sound policies and practices Federal agencies use to acquire goods and services. 

3

Thus, the Administrator is responsible for ensuring that the Federal acquisition system provides the best possible value to the taxpayer. 

The nominee has extensive procurement experience in the Federal Government 

and the private industry. Subsequent to earning his Bachelor of Arts at Nasson College in 1968, Mr. Denett has dedicated 33 years to the Federal Government, serving 

in a variety of contracting positions at five cabinet-level agencies, including senior 

procurement positions. 

One of the many highlights from his public service record is his work at the Department of the Interior. From 1993 to 2001, Mr. Denett served as the Director of 

Administration and Senior Procurement Executive in the Office of the Secretary for 

the Department of the Interior. In these positions, he managed over 900 employees 

in the areas of acquisition, grants, and property management. While a senior executive at Interior, he was the recipient of the Presidential Rank Award for his outstanding leadership and strong commitment to public service. 

In addition to Federal Government experience, he has considerable experience in 

the private sector with contracting. Since 2003, he has served as Vice President of 

Contracting Programs at ESI International in Arlington, Virginia. Having worked 

in the government and private industry, Mr. Denett has a solid understanding of 

all sides of the procurement issue. 

Madam Chairman, obviously, Mr. Denett is highly qualified to serve as the Administrator of the Office of Federal Procurement Policy. I support his nomination 

and look forward to the Committee reporting out his nomination favorably.

Chairman COLLINS. Thank you, Senator. I look forward to joining 

you on the Senate floor, and I very much appreciate your taking 

the time to be here this morning. 

We will now resume with the regular order of this hearing and 

I will resume my opening statement. 

The Federal Government spends approximately $350 billion annually for a wide range of goods and services purchased from the 

private sector. The Office of Federal Procurement Policy, known as 

OFPP, plays a central role in shaping the policies and practices 

Federal agencies use to acquire goods and services. In doing so, the 

OFPP has an obligation to ensure that the Federal acquisition 

process promotes the economy, efficiency, and effectiveness that 

provide the best value to taxpayers. 

Fulfilling that role and meeting that obligation present a challenge that grows ever more complex. It requires an administrator 

dedicated to the broad principles of sustaining a skilled acquisition 

workforce, making consistent and effective use of competition to 

harness market forces, developing contracts that reflect the government’s buying power, and improving our data systems so that Federal managers have the information they need to evaluate results 

and to plan effectively. 

There are specific issues that I want to highlight this morning. 

First, although progress has been made, we must continue to look 

for ways to make Federal contracting more accessible to smaller 

businesses. Right now many small business owners find it to be a 

daunting prospect to try to do business with the Federal Government. We must do this not merely for the sake of small business, 

although the continued growth of this sector is vital to our Nation’s 

economy, we must do this because it is in the Federal Government’s interest to ensure that a large pool of contractors exists for 

any given item or service to ensure robust competition. 

If many small businesses are excluded from this process, then 

the government is losing out on potentially higher quality and 

lower cost goods and services. Greater competition leads to lower 

prices and higher quality for the American taxpayer. Simply choosing the same proven contractors over and over again may be a good 

4

short-term strategy for a beleaguered contract officer, but failing to 

take into account the impact of such a practice on the pool of businesses willing and capable of doing business with the Federal Government can lead to a smaller contractor base undisciplined by 

market forces. 

The second concern is maintaining a highly trained and motivated acquisition workforce. This is a challenge as the procurement 

workforce ages. Those who make the purchasing decisions for the 

Federal Government have considerable power and responsibility. 

They are on the front lines of guarding against waste, fraud, and 

abuse. As many of this Committee’s and Senator Coburn’s oversight Subcommittee’s hearings have made clear, the taxpayer pays 

the price when front-line defense fails. 

Our investigation into the misuse of government purchase cards 

also revealed weaknesses in the acquisition workforce. Whether 

outright fraud or merely failure to make purchases at the best previously negotiated price, the lack of effective financial controls 

squanders precious financial resources and damages the public confidence in government. 

The Purchase Card Waste Elimination Act that I introduced and 

that the Senate passed 2 weeks ago mandates that the Office of 

Management and Budget create guidelines to assist agencies in improving their management in government-wide purchase cards for 

making micro-purchases. The OFPP will be the entity responsible 

for seeing that these internal controls are in place. 

Third, I am concerned that the most recent update of the Government Accountability Office’s high-risk list includes interagency 

contracting, largely because of unclear lines of responsibility between customer agencies and servicing agencies. If government 

agencies cannot do business with one another in a way that is effective and efficient, the prospects for doing business properly and 

efficiently with the private sector are hardly encouraging. 

Fourth, the Committee’s investigation into Hurricane Katrina exposed an urgent need to reform the emergency procurement process. What we found, and what Senator Coburn has found, as well, 

are numerous examples of layering of contracts where the prime 

contractors receive one price from the Federal Government and the 

person actually doing the work is receiving only a fraction of that 

price. That either means that we are paying way too much for the 

service or that the person that is ultimately doing the work is not 

getting a fair price. Either is not an acceptable outcome. 

The lack of coordination during Hurricane Katrina both prolonged the suffering of the storm’s victims and contributed to unacceptable and massive waste, and it continues to impede the recovery today. I am very interested in hearing the nominee’s views on 

how OFPP can better coordinate efforts in this area and improve 

the effectiveness of procurement in times of emergency. 

And finally, throughout government, there needs to be much 

more emphasis on full and open competition to procure goods and 

services. This is an issue that I have worked on for many years. 

When I was a young staffer for this Committee, decades ago, we 

wrote the Competition and Contracting Act. Senator Bill Cohen 

was the sponsor of that bill. I see that Act being circumvented or 

curtailed far too often. 

5

Senator Warner has already gone through the nominee’s significant private and public sector experience, so I am going to submit 

that final part of my statement for the record. I do want to emphasize that his mother, who is here today, is from Biddeford, Maine, 

so I want to commend Mr. Denett for his wise choice in mothers——

[Laughter.] 

As well as welcome him to the Committee today. 

[The prepared statement of Senator Collins follows:]

OPENING STATEMENT OF SENATOR SUSAN M. COLLINS 

Today the Committee will consider the nomination of Paul Denett to be Administrator for Federal Procurement Policy. The Federal Government spends approximately $350 billion annually for a wide 

range of goods and services purchased from the private sector. The Office of Federal 

Procurement Policy plays a central role in shaping the policies and practices Federal 

agencies use to acquire the goods and services they need to carry out their responsibilities. In doing so, the OFPP has an obligation to ensure that the Federal acquisition system promotes the economy, efficiency, and effectiveness that provide the 

best value to taxpayers. 

Fulfilling that role and meeting that obligation present a challenge that grows 

ever more complex. It requires an administrator dedicated to the broad principles 

of sustaining a skilled acquisition workforce, making consistent and effective use of 

competition, developing contracts that reflect the government’s buying power, and 

improving our data systems so that Federal managers have the information they 

need to evaluate results and to plan effectively. 

There are specific issues that continue to concern me. First, although progress is 

being made, we must continue to look for ways to make Federal contracting more 

accessible to small businesses. We must do this not merely for the sake of small 

business, although the continued growth of this sector is vital to our Nation’s economy. It is also in the Federal Government’s best interest to ensure that a large pool 

of contractors exists for any given item or service to ensure robust competition. 

Greater competition leads to lower prices and higher quality for the American taxpayer. Simply choosing the same proven contractors over and over may be a good 

short-term strategy for a beleaguered contract officer, but failing to take into account the impact of such a practice on the pool of businesses willing and capable 

of doing business with the Federal Government can lead to a smaller contractor 

base, undisciplined by market forces. 

Second, maintaining a highly trained and motivated acquisition workforce remains a challenge as the procurement workforce ages. Those who make the purchasing decisions for the Federal Government have considerable power and responsibility. They are on the front lines of guarding against waste, fraud, and abuse. As 

many of the Committee’s oversight hearings have made clear, the taxpayers pay the 

price when the front-line defense fails. 

Our investigation into the misuse of government purchase cards also revealed 

weaknesses within the acquisition workforce. Whether outright fraud or merely failure to make purchases at the best, previously negotiated price, the lack of effective 

financial controls squanders precious financial resources and damages the public’s 

confidence in government. The Purchase Card Waste Elimination Act that I introduced, and which the Senate passed two weeks ago, mandates that the Office of 

Management and Budget create guidelines to assist executive agencies in improving 

the management of government-wide commercial purchase cards for making micropurchases. The OFPP will be responsible for seeing that the necessary internal controls are in place to ensure that those guidelines are followed. 

Third, I am concerned that the most recent update of the Government Accountability Office’s high-risk list includes interagency contracting, largely because of unclear lines of responsibility between customer agencies and servicing agencies. If 

government agencies cannot do business with one another in a way that is effective 

and efficient, the prospects for doing business properly with the private sector are 

hardly encouraging. 

Fourth, the Committee’s investigation of Hurricane Katrina exposed an urgent 

need to reform the emergency procurement process. The lack of such coordination 

during Hurricane Katrina both prolonged the suffering of the storm’s victims and 

contributed to massive and unacceptable waste. I am very interested in hearing Mr. 

Denett’s views on how the OFPP can better coordinate efforts to develop interagency 

6

contracting plans that reduce duplication of effort and improve the effectiveness of 

procurement in times of emergency. 

And, finally, throughout government, there needs to be more emphasis on the use 

of full and open competition to procure goods and services. 

Paul Denett brings significant private- and public-sector experience to this nomination. Since 2003, he has served as Vice President of Contracting Programs at ESI 

International, where he has focused on providing training to Federal employees and 

their private sector counterparts in contract and project management. Mr. Denett 

previously held several senior contract management positions at the Departments 

of Interior, Treasury, Agriculture, and Defense. He has also served as vice chairman 

of the government-wide Procurement Executives Council, a precursor to the Federal 

Acquisition Council. Mr. Denett received several awards during his government career, including a Presidential Rank Award in 1995. 

Mr. Denett earned a Master of Science in Administration degree with an emphasis in procurement and contracts from The George Washington University. He holds 

a Bachelor of Arts degree from Nasson College in Maine. In addition, his mother 

is from Biddeford, Maine. I commend Mr. Denett for his wise choice in mothers and 

welcome him to the Committee.

Chairman COLLINS. Senator Coburn. 

OPENING STATEMENT OF SENATOR COBURN 

Senator COBURN. Thank you, Madam Chairman. 

This is an issue—and the responsibility Mr. Denett is going to 

have is tremendous. We are having our 38th hearing today in 

terms of looking at spending and waste. There are some things that 

I think the American people have no idea that are going on. 

First of all, the Federal Government is not getting the best price. 

Most of the time we are not getting the best price, but we cannot 

really know that because we do not follow it to see if we got the 

best price. Nobody is checking to see if we got the best price. GSA 

does not know, the contracting agencies do not know. 

Second, too often there are no specific performance requirements 

in the contracts. And if there are, they are not available and they 

are not measured. 

Third, there is very poor contract oversight by us, as a body, as 

well as within the agencies, which ends up creating opportunities 

for mischief. 

Fourth, performance bonuses. The above two problems that I 

talked about, lacking performance indicators and poor oversight, 

lead to the problem of non-performing contracts. We end up paying 

performance bonuses on contracts that did not meet the performance requirements because we cannot measure it or we do not 

measure it. 

Also, as you alluded to, there are sole source contracts, both in 

terms of Iraq reconstruction and Hurricanes Katrina and Rita. And 

many of these are cost plus. The motivation behind those contracts 

are: The more money you spend, the more money you make. It is 

not about the objective of securing the end result. 

Finally, there is minimal transparency in this country. We are 

going to have a hearing this afternoon, asking why the United Nations does not have transparency in their contracting, but we really 

have to ask those questions of the United Nations with one arm 

tied behind our back because we do not have transparency. Myself 

and Senator Obama and a large group of—a bipartisan bill is the 

Federal Funding Accountability and Transparency Act, where all 

these contracts go online to where the American people get oversight of them, as well as us. What are we buying, what are we payVerDate 0ct 09 2002 14:25 Jun 13, 2007 Jkt 029505 PO 00000 Frm 00010 Fmt 6633 Sfmt 6601 C:\DOCS\29505.TXT SAFFAIRS PsN: PAT
7

ing for it, and who are we paying it to, and what are the requirements and performance on that? 

I value the contracting officers and procurement officers we have 

in this country. I know they are stretched in a great many details. 

And, to a great extent, I think we have to give them the resources, 

one, but we also have to set up the systems that are necessary so 

that we can truly measure performance. We can know that we are 

getting the best price. We eliminate cost plus and no bid contracts. 

And we get down to preserving the moneys that we have. 

We are running out of money. The budget crunch that we are 

going to be under—in 9 short years, 81 percent of the budget will 

be Medicare, Medicaid, Social Security, and interest. That means 

19 percent of the budget is for everything else that we do. That is 

an untenable position, and we have to start now by making sure 

that we make wise choices. 

First of all, let me congratulate you on your nomination. We had 

a good visit in my office, and I look forward to your testimony 

today. 

Thank you, Madam Chairman. 

Chairman COLLINS. Thank you, Senator. 

I want to note for the record that Senator Allen has also submitted a statement in support of Mr. Denett, and I would ask it 

that be made part of the hearing record at this point. 

[The prepared statement of Senator Allen follows:]

STATEMENT OF SENATOR GEORGE ALLEN 

Madam Chairman and Members of the Committee, it gives me great pleasure to 

introduce Paul A. Denett, the President’s nominee to serve as the Administrator for 

Federal Procurement Policy (OFPP) in the Office of Management and Budget. I 

think you will quickly discover that Paul’s distinguished background in acquisition 

makes him a perfect choice to serve as Administrator. 

Congress established OFPP in 1974 to ensure the policies and practices our Federal agencies use for buying goods and services to meet their varied missions are 

efficient and effective. This responsibility is of considerable consequence. Last year, 

the Federal Government spent more than $340 billion on goods and services, including major weapon systems to support the war on terrorism and basic humanitarian 

assistance to help our citizens recover from natural disasters. We must have a solid 

acquisition system to deliver the cost-effective, quality service taxpayers expect and 

deserve from our government. 

I am confident that Paul will provide the type of leadership that is required to 

serve as head of OFPP. A longtime career procurement professional, Paul possesses 

the insight and determination to help our agencies meet the many acquisition challenges of the 21st Century. He is widely recognized as an expert in Federal contracting, having spent more than 35 years in the Federal acquisition community, including senior level positions at four cabinet agencies and the private sector. For 

many years, Paul served as the Director of Administration in the Office of the Secretary for the Department of the Interior (DOI), where he managed 900 employees 

in the areas of acquisition, grants, and property management. He also served as a 

Vice Chairman of the Procurement Executives Council, a high-level body of senior 

agency acquisition officials that was a predecessor to the Chief Acquisition Officers 

Council. Over the years, Paul has received many prestigious awards to recognize his 

accomplishments as an acquisition executive. 

It is no surprise that Paul is highly regarded by the acquisition workforce. 

Throughout his career, he has taken a strong personal interest in making sure our 

contracting professionals have the skills and resources they need to perform at their 

best. He laid the foundation for the first government-wide acquisition intern program to attract talented young professionals to contracting. In addition, he established a nationwide university at DOI that more than doubled the amount of training provided to the Department’s acquisition employees. 

I am proud to call Paul Denett a fellow Virginian. The acquisition community and 

our taxpayers need the wisdom and leadership Paul would provide as AdminisVerDate 0ct 09 2002 14:25 Jun 13, 2007 Jkt 029505 PO 00000 Frm 00011 Fmt 6633 Sfmt 6621 C:\DOCS\29505.TXT SAFFAIRS PsN: PAT
8

1The prepared statement of Mr. Denett appears in the Appendix on page 21. 

trator. They will also be well served by his high levels of personal integrity and honesty—qualities that lie at the heart of our acquisition system. I urge you to act 

quickly and favorably on Paul’s nomination.

Chairman COLLINS. Mr. Denett has filed responses to the biographical and financial questionnaire, answered pre-hearing questions submitted by this Committee, and had his financial statements reviewed by the Office of Government Ethics. 

Without objection, this information will also be made part of the 

hearing record, with the exception of the financial data, which are 

on file and available for public inspection in the Committee’s office. 

Our Committee’s rules require that all witnesses at nomination 

hearings give their testimony under oath. Mr. Denett, would you 

please stand and raise your right hand? 

Do you swear the testimony you are about to give the Committee 

will be the truth, the whole truth, and nothing but the truth, so 

help you, God? 

Mr. DENETT. I do. 

Chairman COLLINS. Please be seated. I would ask that you proceed with your statement at this time. 

TESTIMONY OF PAUL A. DENETT,1 TO BE ADMINISTRATOR 

FOR FEDERAL PROCUREMENT POLICY, OFFICE OF MANAGEMENT AND BUDGET 

Mr. DENETT. Thank you. I would like to thank John Warner for 

coming in and introducing me. I know his schedule is busy, and I 

really appreciate it and admire Senator Warner. 

I also thank Senator Allen, for getting his remarks into the 

record. 

Thank you, Madam Chairman. And thank you to Ranking Member Lieberman, who cannot be with us today, and Members of the 

Committee. 

I am honored to appear before you today as the President’s nominee to serve as Administrator for Federal Procurement Policy at 

the Office of Management and Budget. I am excited to be considered for this position and by the opportunity to help the Federal 

acquisition workforce deliver the best value and results for our taxpayers. 

I also want to thank the Members of the Committee who met 

with me in advance of today’s hearing. Our meetings allowed me 

to gain a better appreciation of their priorities and thoughts for improving the acquisition system. 

Thank you to my mother, Irene Denett, from Biddeford, Maine, 

who provided me with some Maine common sense. 

A special thank you to my wife, Lucy, an Italian-born New Jersey girl whose constant love and support enable me to make this 

commitment to public service if confirmed. 

Over the years, I have developed a great appreciation for the 

broad and important statutory responsibility assigned to the Office 

of Federal Procurement Policy, the Executive Branch’s office for 

government-wide acquisition policy. I have devoted my entire 

career, which spans more than 35 years, to Federal acquisition 

matters. Most of these years were spent in Federal service as a caVerDate 0ct 09 2002 14:25 Jun 13, 2007 Jkt 029505 PO 00000 Frm 00012 Fmt 6633 Sfmt 6601 C:\DOCS\29505.TXT SAFFAIRS PsN: PAT
9

reer official at four different cabinet agencies in both operations 

and policy positions. 

After leaving Federal service several years ago, I spent time in 

the private sector to learn about the procurement process from a 

vendor’s perspective. These first-hand experiences have helped me 

understand on many levels the importance of having effective acquisition policies and practices. 

If confirmed, I welcome the opportunity to return to Federal 

service as OFPP Administrator, where I would leverage my experience to shape policies and practices that facilitate the efficient and 

effective delivery of goods and services on behalf of our taxpayers. 

Our acquisition workforce has faced unprecedented challenges over 

the last several years, due in large part to the ongoing War on Terror and recovery from the largest natural disaster in our Nation’s 

history. These challenges provide important reminders of the close 

connection between an effective acquisition system and an agency’s 

ability to deliver effective results. 

If confirmed as Administrator, I would work with Congress and 

the agencies to ensure that the acquisition workforce is well 

equipped. Agencies must identify short and long-term skills requirements and hiring needs. Training must be tailored to the acquisition skills demanded in today’s environment and supplemented with development programs, including mentoring and rotational assignments that help employees obtain the competencies required to meet the increasingly complex acquisition challenges. 

We must promote programs, such as procurement professional 

interns, that attract and top talent, not just at the entry level, but 

at mid-level career positions, as well. Agencies must plan and operate more effectively in emergency situations. We must improve 

interagency communications and information available on pre-positioned contracts to reduce duplication of effort and improve the effectiveness of agency emergency preparedness. 

Agencies need to be aware of existing emergency procurement 

flexibilities, situation-specific authorities, and best practices for 

mitigating risk throughout the acquisition process. Increased attention should be given to contract management. We must ensure contractors make good on their commitments and are held accountable 

for results. Contracts must have clear performance standards and 

agencies must dedicate sufficient resources to contract administration to evaluate if contract work is meeting agency needs. 

We need greater clarity, transparency, and accountability 

throughout the contract management process, as well as a timely 

and accurate procurement data system. Competitive sourcing 

should be used in a reasonable and responsible manner. A publicprivate competition that is carefully planned and tailored to the 

needs of the agency can serve as a catalyst to implement better 

business processes and cost savings measures. Competition must 

be applied in a fair and transparent manner, and agencies must 

track implementation of completed competitions to evaluate results. 

It has been a privilege to meet many of you and your staffs over 

the past several weeks. If confirmed as Administrator, I will look 

forward to working with you and other Members of Congress to 

build a world-class acquisition system that garners the confidence 

10

of our taxpayers by consistently delivering effective, efficient, and 

ethical contracting service. 

Thank you again for allowing me to appear before you today and 

for considering my nomination to serve as OFPP Administrator. 

This concludes my prepared remarks. I look forward to hearing 

your input, and I am pleased to answer any questions you may 

have. 

Chairman COLLINS. Thank you, Mr. Denett. We will begin with 

three standard questions that we ask of all nominees for the 

record. 

First, is there anything that you are aware of in your background 

which might present a conflict of interest with the duties of the Office to which you have been nominated? 

Mr. DENETT. No. 

Chairman COLLINS. Second, do you know of anything personal or 

otherwise that would, in any way, prevent you from fully and honorably discharging the responsibilities of this office? 

Mr. DENETT. No. 

Chairman COLLINS. And third, do you agree, without reservation, 

to respond to any reasonable summons to appear and testify before 

any duly constituted committee of Congress if you are confirmed? 

Mr. DENETT. Yes. I do. 

Chairman COLLINS. Thank you. I am now going to begin our first 

round of questions, limited to 7 minutes each. We will do a second 

round, as well. 

Mr. Denett, I mentioned in my opening remarks my concern 

about the Federal Government’s excessive use of very large sole 

source contracts. We saw it in the wake of Hurricanes Katrina and 

Rita, and we have seen it in Iraq with the reconstruction funding. 

I want to focus particularly on the FEMA contracts. 

In the aftermath of the hurricanes, FEMA awarded four large 

sole source contracts to provide temporary housing. Originally, 

these big four contracts were valued at $100 million each. Then, in 

the fall of 2005, FEMA raised the ceilings of each of these four contracts to $500 million. In testimony before this Committee, where 

I and several other Members expressed concern about it, the thenacting Director of FEMA, who has since been confirmed, promised 

to this Committee that FEMA would re-compete the requirements 

covered by these contracts, but unfortunately, that is not what happened. 

Instead, some of the peripheral requirements covered by the contracts were stripped off and awarded competitively to small and locally owned businesses, while the main portion of the work continued to be done by those four large firms. Then, in February of this 

year, the value of two of these big four contracts was again raised. 

The largest is now valued at $1.2 billion. 

So, a contract that was originally for $100 million and was 

awarded without competition now has a ceiling of $1.2 billion. I 

think we all ought to be able to agree that awarding nearly $3 billion in sole source contracts is not the right model for the Federal 

Government, even during a catastrophe. 

I do not accept the concepts that either we get essential goods 

and services out quickly to those in dire need or we do competitive 

contracting. You can negotiate on the shelf contracts that you can 

11

use in the event of an emergency. There are lots of other ways 

around this problem. 

What are your comments on the use of sole source contracting, 

which is really a misnomer because these are not sole source? They 

really are noncompetitive contracts, when there were alternative 

sources available. What are your comments with regard to this specific case, and what will you do to promote the use of full and open 

competition, even in dealing with disasters? 

Mr. DENETT. Well, for the disasters that you had mentioned, Senator Cohen, earlier, and when I was a practicing contracting person, we set very aggressive competitive goals and were required to 

submit annual reports on competition. And I always managed to 

exceed those goals. But competition is the bedrock of everything 

that contracting does. 

As you have already eloquently stated, if we do not have competition, we get short changed. We do not get the right prices. We do 

not get more companies engaged in the market. That is a disservice 

to all of us. 

I would work with FEMA to try to minimize that happening. I 

understand everybody is working now to get contingency contracts 

in place so that when a disaster happens in the future, we will be 

better prepared and will not have to do any emergency, last minute 

procurements for things that we know, with slight planning, that 

we are going to need. We are going to need food, water, housing, 

and those sorts of things. 

In the unfortunate circumstances where those are not set up and 

we are compelled to do some noncompetitive contracting, we have 

to strongly commit to reverting them back to full and open competition at the earliest possible moment. 

I do not know the particulars of why FEMA has not done that 

on these housing ones, but I would be pleased to work with them 

and the Committee to get to the bottom of it, if confirmed. 

Chairman COLLINS. Thank you. 

I would like to see OFPP take a far stronger leadership role in 

this area. It seems to me that when an agency relies excessively 

on unnecessary noncompetitive contracts, that OFPP ought to perhaps be doing audits of their procedures, providing them with recommendations. I think OFPP is often too passive in its role, and 

I would like to see a more aggressive approach, and I hope that you 

will undertake that. 

The second issue that I want to turn to this morning before yielding to my colleagues is another issue that I raised in my opening 

statement, and that is the accessibility of the procurement process 

to smaller businesses. I know in my State that there are a number 

of small businesses that could provide high quality, affordable 

goods and services to the Federal Government, but they have no 

idea how to get started and they find it a daunting prospect. It just 

seems too difficult to even get your toe in the water. Now, one way 

that we have worked with small businesses is to put on Federal 

procurement conferences, and I have sponsored some of them myself. I am going to sponsor another one in October, but oftentimes 

I have found that smaller companies that attend these procurement conferences come away without any tangible results. 

12

There is not much coordination among Federal agencies on marketing and outreach. I think if there were, these conferences could 

translate into real value for a small business. 

What are your thoughts on making small businesses more aware 

of how to do business with the Federal Government and making 

the Federal procurement process more open to smaller companies? 

Mr. DENETT. I agree with you that we need to do more outreach. 

In fact, when I was at the Department of the Treasury, we would 

sponsor conferences like the one that you described. My experience 

was that the first one that we did, the feedback from the small 

businesses that attended, they were very disappointed because they 

did not walk away with any actual business. They had to do a lot 

of follow-up work to get even a modicum of business to make it 

worth their effort. 

So, we worked hard with the SBA and within the Treasury Department, and I would try to do this on a broader scale, working 

closely with the Small Business Administration to try to bring 

some actual business to these, where they have work that needs to 

be done, and in some instances, they can actually leave the conferences with purchase orders for actual business to get them started. Nothing breeds success like a little bit of success in the beginning. And some of these companies have grown to become major 

contributors to the Federal Government from getting that little 

start from that little order in the beginning. I would work with the 

SBA to try to duplicate that, if confirmed. 

Chairman COLLINS. Thank you. Senator Coburn. 

Senator COBURN. Thank you. 

The task in front of you, Mr. Denett, is certainly amazingly complex. I wonder, what tools do you see out there now to measure, 

whatever you want to accomplish in your position, what are the 

tools you are going to use to measure whether you have accomplished it? 

Mr. DENETT. Well, one would be the accuracy of our Federal procurement data system that you and I spoke of when we had our 

pre-chat. It is a major concern that we do not have, currently, an 

accurate count on the number of contracts and related information 

that we need to have. So, one measurement would be to have that 

next-generation one up and working with accurate data so that we 

can measure accurately how much is competed, how much goes to 

small business. We need information on how often we use incentive 

contracts, cost plus contracts, all of the ones that we know are 

more vulnerable to potential abuse and are awkward. We need to 

get a handle on what those numbers are. And I need to talk with 

the Chief Acquisition Officer Council to get feedback from them on 

how to attack these problems and how can we minimize their use 

and improve the system. 

Senator COBURN. So do you have a plan that you want to institute so that there is a true metric to measure performance in contracting? 

Mr. DENETT. I have worked with some throughout my career on 

trying to measure difficult things like that. I have used balanced 

scorecards that have been a combination of customer satisfaction, 

prudent spending, and a variety of other metrics. 

13

I think we would have to explore those and whatever is currently 

being attempted to see what might work best, and I would look forward to working with the Committee to try to agree on what the 

best metrics would be. 

Senator COBURN. Out of the $360 billion that we contracted for 

last year, how much of that do you think is wasteful? 

Mr. DENETT. I think that we can do a better job of contracting. 

I think that if we increase competition, surely we would get better 

prices. I think if we did a better job of what is called strategic 

sourcing where we combine our buying power, we could certainly 

get significant discounts off of a lot of commonly used items that 

we buy. 

In fact, we have an initiative now in strategic sourcing where we 

are trying to buy cell phones, copiers, and some other common office supplies, combining them all within departments. I expect we 

will get significant discounts and save money on what we are 

spending now. 

Senator COBURN. OK. But I am going to bring you back to my 

question, how much do you think is wasted now? 

Mr. DENETT. I do not have a handle on what an exact percentage 

is, but I am sure that we could save more money by better contracting and using some of these things that I described earlier, but 

I do not have an exact percentage. 

Senator COBURN. Well, let me just review some things. Let us say that we spent $6 billion on contracts to contractors that did not 

meet performance requirements in the Defense Department last 

year. That is $6 billion. We had no competitive contract in the majority of the Hurricane Katrina stuff, which we know we have at 

least $6 to $8 billion. You know, there are just two areas. So, we 

have $14 billion—you would not care to think that we could use 

Wal-Mart-type thinking in our purchasing and say, we set a goal, 

we spent $360 billion, we are going to get the same thing for $325 

billion this next year? 

That is what I am looking for. I am looking to secure the future 

for this next generation by setting a metric out there and saying, 

here is what we have spent, here is what we are going to spend 

next year. We are going to spend it wiser. 

And we are going to put into place a measurement to do that, 

and that is the kind of leadership we need in this position. The way 

we have been doing it does not work. It works for the people who 

are supplying to the Federal Government. You know, there are 

some real gravy trains out there. And there is the expectation that 

it is going to continue. And what I am looking for you to say is, 

yes, there is a lot of waste, first. Second, is that there are ways to 

attack that waste. And third, I am going to be in there and going 

after the waste. 

Mr. DENETT. Well, contracting officers should be measured by 

what prices they get. And using competition and market research, 

they should be held accountable to get the best price possible. 

Those instances where they do not, they should be held accountable 

and we should pressure them to get better prices. 

Senator COBURN. Is not the GSA supposed to set us up to get the 

best possible prices on phones and paper clips and everything else? 

Was that not the design of the GSA? I mean, was not the General 

14

Services Administration, the goal behind it is to be the person that 

sets up the way where we get the best price? 

Mr. DENETT. Historically, that was one of their set ups. Under 

the current schedule program, they allow a large number of people 

to get schedules to offer a variety of those types of items, and then 

through further negotiations, by the various departments, they 

usually get better discounts than what are usually awarded on the 

schedules. 

Senator COBURN. Would you think that the American people 

should expect that if we are the largest purchaser of almost everything in this country that we ought to get the best price, every 

time, bar none? 

Mr. DENETT. Yes. 

Senator COBURN. Is that happening? 

Mr. DENETT. No. It is not happening often enough. In many instances, I think that we are getting very good prices, but there is 

certainly vast room for improvement. 

Senator COBURN. Would it be your goal that we get the best price 

every time? 

Mr. DENETT. Absolutely. 

Senator COBURN. All right. One of the problems that we see in 

Hurricane Katrina, and we see it with different agencies, is that 

we hire another government agency to be a supposed contracting 

manager, or project manager, who then hires a true project manager. And so, what we did was—I am not talking specifically about 

the Army Corps of Engineers—FEMA hired the Corps to do a lot 

of stuff, and they did not do it. They just hired somebody else, but 

yet they took a couple hundred million dollars off of the top for 

their agency. 

Is there something that can be done, in terms of contracting, to 

bypass that? Or, say we are going to be the contracting agency in 

certain of these different agencies that are contracting these large 

amounts, rather than paying somebody else to be the contract manager? 

Mr. DENETT. I think that is a workforce issue that we really do 

need to pay a lot of attention to. We have to figure out what the 

right mix is. How many contract people we need. What training 

they need. What competencies they need so that they can do as 

much of the contracting themselves as possible. 

Certainly, the fewer middlemen there are, the more efficient the 

system is in general. But there are instances where government 

agencies have better skills at a particular thing where government 

agencies help one another. Now, in the case that you have cited, 

it looks like they just turned around and gave it off to someone 

else. I am not familiar with that particular case, but I would be 

glad to look into it. 

Senator COBURN. Would you think, and this will be my last question, Madam Chairman, if you would allow me to——

Chairman COLLINS. Absolutely. 

Senator COBURN. Do you think it would be beneficial for both the 

government, the contractors, and the people of this country to know 

where we spend our money, and who is getting it, and what the 

conditions are in those contracts, and what the performance is for 

those contracts? 

15

Mr. DENETT. Yes. I do. 

Senator COBURN. So, you would not have any opposition as OMB 

is working with us—by the way, very greatly. They are supportive 

of our effort to have all this online so that everybody can see it in 

America. You would not have any objection to that? 

Mr. DENETT. No. I would not. 

Senator COBURN. And would you think that would help you accomplish some of the goals that you have set out as head of this 

agency? 

Mr. DENETT. Absolutely. I think that transparency and people 

seeing what we are doing would assure that we are honest brokers 

and that we would welcome any observations from people seeing 

what we are doing. 

Senator COBURN. As a matter of fact, if in fact I am going to contract with the Federal Government, I know it is going to be online, 

it is going to change some of my expectations, is it not? It is going 

to change the expectations of some of the Federal contractors. 

Mr. DENETT. It easily could. Yes, sir. 

Senator COBURN. Thank you, Madam Chairman. 

Chairman COLLINS. Nice job, Senator Coburn, getting the witness on record in favor of your proposal. Artfully done. I am sure 

that swept away the last remaining vestiges of opposition within 

OMB and the Administration. 

Mr. Denett, I want to return to the issue of contingency contracting. The GAO recently released a report on this issue and 

found that without effective acquisition planning, management, 

and communication processes and sufficient numbers of capable 

people, poor acquisition outcomes often result. I do not think that 

is an earth-shattering finding, not really a very surprising one. But 

what is surprising is that the Federal Acquisition Regulation (FAR) 

does not now contain a single easy to use compendium of provisions 

related to contingency contracting that could be used in emergency 

situations to ensure legal compliance. 

That seems to me to be a simple, common sense step that is long 

overdue. I understand that work is under way to complete a revision to the FAR, and as I said, I am shocked that it is not there 

already. We are in the midst of the hurricane season. Can you give 

us a good estimate on when the revision to the FAR will be completed? 

Mr. DENETT. Yes. As you have stated, they are combining all of 

their contingency contracting rules that are sprinkled throughout 

the Federal acquisition regulations into one section. My understanding is that it is going to be complete and published within the 

next few weeks. That is what I was told very recently. So, they are 

very close. They have done all the work. They are now getting all 

of the necessary signoffs and administrative things, but that should 

be issued shortly. 

Chairman COLLINS. I hope that you will keep the Committee informed on that issue. 

Mr. DENETT. We will. 

Chairman COLLINS. GAO also found that a lack of adequately 

trained personnel contributed to the waste of government resources 

in the contracting area in the aftermath of Hurricane Katrina. I 

mentioned in my opening statement that I am also concerned, and 

16

I know Senator Voinovich shares this concern, that we have an 

aging procurement workforce. Many of our contracting officers, including our most experienced contracting officers, qualify for retirement, and we are expected to see an exodus in the coming years. 

What role do you believe OFPP should play in preparing the acquisition workforce, both in terms of helping to ensure that we 

have qualified, trained, experienced contracting officers, but also 

making sure that they have the training necessary to respond to 

emergency contracting? 

Mr. DENETT. I believe OFPP and myself, if confirmed, should 

play a very active role. I have always been a very strong proponent 

of recruiting and retraining talented contracting people. 

I had the privilege of setting up a contract intern program at the 

Department of Treasury. I set one up also at the Department of the 

Interior and then actually expanded that to be a government-wide 

intern program. The people that we have recruited in that have 

grown to be real stars in the acquisition community and now hold 

senior positions sprinkled throughout the Federal Government. 

We just have to do a better job of selling to people that it is a 

good career opportunity. Where else can you get a job that you are 

exposed to virtually everything that the Federal Government does? 

Whether it is assisting the Coast Guard, going out on cutters, helping the Interior and Forest Service fight forest fires, just a wide variety of programs. 

So, it is really exciting, and if you invest the time to let young 

people, college graduates, know about it and spend some time, we 

will get our share of them. But it does not happen without a lot 

of effort. And we have the Federal Acquisition Institute, which, fortunately, there has been a lot of cooperation on the Hill to get some 

funding for that, and that is in the point position of giving adequate training and reliance on private sectors. 

One of the companies I came from and many others provide outstanding training. We just have to make sure that our people get 

it on time, that we recruit enough people, and that we make it exciting for them, where they do not get too bogged down on regulations and are allowed to blossom as business managers. 

Chairman COLLINS. As far as specific training on how you handle 

contracting in the aftermath of the disaster, is that an area that 

you see OFPP taking a leadership role on? 

Mr. DENETT. Yes. I think that we have to make sure that FAI 

and Defense Acquisition University have available all the appropriate agencies, FEMA, the Corps, the Coast Guard, to make sure 

that we have actual classes available that will assist them in doing 

a good job. 

Chairman COLLINS. Thank you. In April 2006, just 2 months ago, 

OMB released its report on competitive sourcing results for fiscal 

year 2005. The report found that Federal employees who had 

formed what is referred to as the most efficient organizations have 

won approximately 80 percent of the competitions during the last 

3 years. I appreciated your statement in the pre-hearing questions 

against the use of arbitrary quotas or targets in competitive 

sourcing decisions. 

In light of your statement, what would be your general approach 

to ensuring that future competitions are conducted in a fair and 

17

transparent manner and that Federal employees have access to the 

information and the training necessary to win these competitions? 

Mr. DENETT. Yes. We have to make sure that they have some 

good people assigned to put together their most efficient organization, make available to them training so that their presentation is 

every bit as professional as the companies that they will be competing against, and making sure that we do not get into areas that 

are not commercial areas, that can clearly be done by either the 

private sector or government employees. 

Chairman COLLINS. Thank you. Mr. Denett, we have covered a 

lot of issues here this morning, and there are many more that will 

come before you. I do have a few more questions that I will submit 

for the record. 

I want to end this hearing by emphasizing how important I think 

the OFPP Administrator’s job is. You have a real opportunity to 

put in place the reforms, the training, the policies, and practices 

necessary to save taxpayers literally hundreds of millions if not billions of dollars. The waste, fraud, and abuse in contracting that 

this Committee has been able to document is absolutely inexcusable. 

In Hurricane Katrina alone, we were able to document more 

than a billion dollars of wasteful and fraudulent spending. I am 

very concerned that no one seems to be taking charge to ensure 

that these same mistakes do not happen again, that we do not purchase $750 million worth of manufactured housing that cannot be 

installed in a flood plain that is unsuitable for other reasons and 

is sitting now in a farmer’s field in Hope, Arkansas. That kind of 

waste is just inexcusable. 

The American taxpayers just are not going to stand for it. I think 

the taxpayers are compassionate. They want to help the people who 

need help, but they want to be assured that their money is not 

frittered away on wasteful spending, unnecessary supplies, sloppy 

contracts, high prices, and uncompetitive contracts. 

You are in a pivotal position to really make a difference in that 

area. I think OFPP has been too passive in the past as far as exerting the kind of leadership that is necessary. I hope your vast experience in both the public and private sector, as well as that Maine 

common sense that you inherited from your mother, will lead to a 

real change, a sea change. I look forward to working very closely 

with you. 

I do not want you to think that the absence of Members this 

morning indicates a lack of interest in this issue by this Committee. Instead, it reflects confidence in you and your background, 

which is to your credit. It also reflects very busy schedules and a 

Defense Authorization bill that is on the floor. But, believe me, this 

Committee will be watching you closely and working with you 

closely. We need, and expect, leadership. 

I would invite you to make any final comments, and then I will 

go through the procedure for adjourning the hearing. 

Mr. DENETT. Well, I agree with everything you say, and I hope 

I am given the opportunity and really do look forward to working 

with you and other Committee Members to provide the leadership 

that is needed by our country. 

18

Chairman COLLINS. Thank you. Without objection, the hearing 

record will be kept open until 5 p.m. tomorrow for the submission 

of any written questions, any statements from the Committee, and 

any additional information. 

It is my hope that we can proceed quickly to report you favorably 

to the full Senate. This is a vital position at a critical time, and 

I am very pleased that the President has nominated such a wellqualified nominee. I look forward to supporting and advancing your 

nomination to the full Senate. 

This hearing is now adjourned. 

[Whereupon, at 10:52 a.m., the hearing was adjourned.] 

(19)

A P P E N D I X 

STATEMENT OF SENATOR JOSEPH I. LIEBERMAN 

Mr. Denett, we welcome you before the Committee as the President’s nominee for 

a position that is extremely important to the U.S. taxpayer, the Administrator of 

the Office of Federal Procurement Policy (OFPP) at the Office of Management and 

Budget. Federal agencies spend approximately $375 billion each year on the purchase of goods and services, ranging from simple products such as office furniture 

to complicated systems such as secure information technology that supports our 

military and homeland security operations. When agencies fail to practice sound 

procurement policies, waste, fraud, and abuse ensues at an enormous cost to taxpayers. 

Mr. Denett, your nomination comes at a time when discipline on Federal contracting seems to have broken down. Our Committee’s investigation of the response 

to Hurricane Katrina found that the Federal Emergency Management Agency 

(FEMA) failed to put in place contingency contracts before hurricane season that 

would have allowed FEMA to move disaster supplies into the Gulf region quickly 

and efficiently. Instead, FEMA’s chaotic scramble to respond led to no-bid contracts 

worth hundreds of millions of dollars, the purchase of over $800 million of mobile 

homes, many of which are still sitting unused in Arkansas, and frequent instances 

of subcontractors being paid only a fraction of what the prime contractor received. 

Wasteful contracting practices appear far too often across Federal agencies. For 

example, poor planning and oversight of contracts at the Transportation Security 

Administration have led to cost overruns in the hundreds of millions of dollars. The 

award of Federal contracts without full competition—a practice that undoubtedly 

drives up costs to U.S. taxpayers—has skyrocketed under the Bush Administration, 

rising from $67.5 billion in 2000 to $145 billion in 2005, an increase of 115 percent. 

I am particularly disturbed by the reports issued by the Special Inspector General 

for Iraq Reconstruction that have identified instance after instance of waste, fraud, 

and corruption related to Iraqi reconstruction projects. In many cases, reconstruction projects have been halted or downscaled as a result of inadequate contract planning and oversight, and in some instances the failure of contractors to fulfill their 

obligations has jeopardized the health and safety of our troops. 

We need an Administrator of the OFPP who will establish clear policies for Federal agencies that will ensure that the negotiation, award, and oversight of contracts 

are conducted with the utmost efficiency and integrity. We also need an Administrator who will address the shortage of experienced procurement personnel in the 

Federal Government. Without a strong procurement workforce, agencies are simply 

unable to conduct the oversight of contractor performance necessary to prevent 

wasteful spending. I am pleased to hear, Mr. Denett, that you have an expertise and 

a strong interest in helping agencies attract and retain skilled personnel. 

The Administrator of OFPP also plays a central role in forming Administration 

policy on competitive sourcing. Contractors provide valuable services for the Federal 

Government in many areas, and public-private competitions, when conducted fairly, 

can be an important tool in helping agencies reduce costs and become more efficient. 

These so-called ‘‘A-76’’ competitions, though, are time consuming and expensive to 

administer, and the rules of competition do not always allow Federal employees to 

compete fairly for their jobs. The appeals procedure is fundamentally unfair because 

Federal employees or their union representatives cannot appeal the results of competitions to GAO or the courts, although contractors have those appeal rights. 

Unfortunately, the Administration’s competitive sourcing appears to be driven not 

by budget savings or improvement of management, but by an ideological pursuit of 

privatizing government jobs at any cost. In fact, recent statements from OFPP personnel suggest the Administration is considering allowing the ‘‘direct conversion’’ of 

work involving less than 10 Federal employees to contractors. This policy would be 

inherently unfair to Federal employees and would create the potential for wideVerDate 0ct 09 2002 14:25 Jun 13, 2007 Jkt 029505 PO 00000 Frm 00023 Fmt 6601 Sfmt 6621 C:\DOCS\29505.TXT SAFFAIRS PsN: PAT
20

spread abuse at the expense of U.S. taxpayers. Instead of pursuing privatization at 

all costs, the Administration must turn its focus to improving agency performance 

through internal re-engineerings, strengthened financial oversight, and other alternatives that do not carry the wasteful costs of the A-76 process. Mr. Denett, should 

you be confirmed, I urge you to ensure that the rules for competitive sourcing are 

fair to Federal employees and are not biased in favor of privatization. 

In closing, I want to emphasize how important sound procurement practices are 

to the successful performance of any government agency. The next Administrator of 

OFPP faces major challenges in improving acquisition practices and contract oversight throughout the government. Mr. Denett, should you be confirmed, I look forward to working with you to meet those challenges.

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