Policy & Practice | Fall 2023

However, if the experiments fail to yield the desired outcomes, we should be prepared to pivot, even if it means seeking a different vendor or solution. Crucially, the entire procurement process must be accelerated, with time lines shrinking from the current 1–3 years to a mere 1–3 weeks. Proposed Procurement Mindset Shifts To foster innovation and experimen tation within small glasses of cucumber water, we recommend the following changes in procurement mindset: 1. Clear contractual separation: Establish a clear separation between software licensing and professional services scope in contracts. Many existing contracts combine the purchase of a software product with the integration services required. However, managing these two aspects requires different terms and conditions. By delineating them clearly, we can effectively address the unique considerations of each. 2.Embrace software product experi mentation: When purchasing a software product, the focus should be on its functionality and suitability within the organization’s unique context. Software contracts should allow for low-cost or even zero-cost experimentation, with a clear under standing of the potential costs once the software is implemented at scale. 3. Rethink professional services terms: The success of professional services depends on the attitude, aptitude, abilities, and knowledge of the staff involved in the work. Contracts should focus on attracting and retaining the best vendor teams. Rather than conducting a large, upfront assessment of vendors leading to long-term locked-in con tracts, lower the barrier to entry. Evaluate vendors based on empirical results. Retain successful vendors and swiftly eliminate unsuccessful ones.

Procedural Procurement Changes To effectively support the proposed mindset shift, we recommend the following procedural changes in procurement: 1. Build organizational capacity: Develop government capabilities focused on the first four principles of effective delivery: safety, vision, outcomes, and less. Define small, end-to-end value hypotheses for achieving tangible outcomes aligned with a clear vision. Issue a continuous stream of competi tive procurements for professional services, tailored to the last four principles of effective delivery: sooner, better, together, and learn. 2.Minimize lead time: Reduce the time between vendor proposal sub mission and the commencement of work. During the COVID-19 Public Health Emergency, we witnessed full procurement lifecycles executed within weeks. We should strive to make this the standard operating procedure for small professional services contracts and establish streamlined processes to minimize approval time. Separately, we should strive to create pre-approved software product contracts, allowing government agencies to run quick, low-risk, low-cost experiments with multiple solution options at one time. Try a Glass Today This article proposes a transforma tion of government IT procurement practices. Like a cool glass of cucumber water, these proposals offer a refreshing approach to invigorate gov ernment organizations and empower them to better serve our country. We have an opportunity to embrace change, break free from the status quo, and embark on a journey toward more effective IT delivery. So go ahead, try a glass of cucumber water—we believe you’ll find it truly revitalizing.

lacking not only outcomes but also solution requirements with vendors assuming access to unavailable staff and agencies assuming the flexibility to change anything, anytime. The Fix: Cucumber Water Hypothesis “Recoding America” describes several success stories sharing a common thread: the presence of small glasses of cucumber water. In each case, a visionary leader fosters an environment free from brine, empowering teams to pursue a clear vision and deliver targeted outcomes. Cucumbers and pickles alike thrive in cucumber water. They achieve better results, quickly, by completing slices of end-to-end work incrementally through collaboration and continuous improvement. Our experiences align with these findings, affirming that small glasses of cucumber water, devoid of brine, create an ideal container for highly effective delivery. It is within such an environment that innovation thrives, and transformative solutions are realized. An environment that can be scaled through procurement. We propose scaling cucumber water by tailoring vendor procurements to cucumber water teams. Requests for vendor services should place a strong emphasis on program outcomes, empowering teams with the autonomy to devise solutions within well-defined governance guidelines. In the procurement context, this translates to starting with a nimble and compact team comprised of both vendor and government staff. Guided by the vision, this team should be empowered to experiment using the methods they deem most suitable for achieving the desired outcome. If successful, we can expand by adding more small glasses to the mix. Cucumber Water: Applied to Procurement

During the COVID-19 Public Health Emergency, we witnessed full procurement lifecycles executed within weeks. We should strive to make this the standard operating procedure for small professional services contracts and establish streamlined processes to minimize approval time.

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Fall 2023 Policy & Practice