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AFFARS Rewrite

AFFARS Rewrite. Mr. Charlie E. Williams SAF/AQC. AFFARS Rewrite Why did we do it?. To eliminate unnecessary regulation To emphasize Agile Acquisition philosophy (“encouraging” as opposed to “discouraging”) To empower the Air Force acquisition community (new designations and delegations)

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AFFARS Rewrite

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  1. AFFARS Rewrite Mr. Charlie E. Williams SAF/AQC

  2. AFFARS RewriteWhy did we do it? • To eliminate unnecessary regulation • To emphasize Agile Acquisition philosophy (“encouraging” as opposed to “discouraging”) • To empower the Air Force acquisition community (new designations and delegations) • To eliminate detailed procedures (allow flexibility) • To eliminate or update outdated information • To ensure language was “plain English” • To relocate and improve optional guidance We considered key foundational issues: What is the purpose of the AFFARS? What behaviors are we trying to enforce and elicit?

  3. AFFARS AFFARS AFFARS AFFARS RewriteWhat did we do? 1996 AFFARS 2002 AFFARS 89% reduction We accomplished a COMPREHENSIVE and FUNDAMENTAL rewrite of the Air Force Federal Acquisition Regulation Supplement * Page count excludes source selection and contingency coverage (total of 38 à 27 pages)

  4. AFFARS RewriteResults AFFARS 2002 Edition only includes: • Guiding principles that emphasize agile acquisitionin key parts (Intro to FAR System, Competition Requirements, Acquisition Planning, Describing Agency Needs, Contracting by Negotiation, and Contract Types) • Required authorities and delegations of authority • Statements to establish agency procedures as required by statute, FAR or DFARS • Handful of remaining Air Force-unique requirements, which have been significantly streamlined

  5. AFFARS RewriteKeyLessons Learned • First steps: establish and communicate a “Rewrite Philosophy” and define the expected end-state • Gets a more consistent and responsive final product • Management, and The Field, know what to expect • Work with stakeholders—don’t surprise them • After final product is issued, it’s easy to backslide—make sure later revisions stay consistent with your original “rewrite philosophy” • Be alert to unforeseen consequences, that may take months or years to show up

  6. Policy Transformation Tools, Training, Info Sharing Guides CAP Level of Effort AFFARS PMAs COPs AFPDs Training AFIs Policy Formulation 2003 2004 Time

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