Major portions of GSA’s Federal Acquisition Service (FAS) are scheduled for a reorganization right after the fiscal year.  While FAS officials have no doubt done substantial due diligence in trying to create a more efficient organization, contractors definitely have a voice in how the organization managing their contracts and assisted acquisitions conducts its business.  Changing blocks on paper may not amount to much without proper follow-through or the ability to address acute needs.  One major area that contractors may like to see addressed is the actual empowerment of contracting officials.  To say that GSA Schedule contracting officials are risk-averse is a little like saying that the Chicago Bears need a little help.  Both groups may feel that “offense” is actually “offensive”.  FAS managers need to instill a culture that values measured risk taking and one that doesn’t automatically penalize someone for taking a risk that doesn’t work out.  This means letting the IG know that managers will manage, but that mistakes will be made as the organization overall tries to learn.  Similarly, FAS will never really work as intended until senior managers have a candid discussion with the IG about the roles and responsibilities of each.  Right now, the IG is pushing for policy changes that would make it significantly harder for Schedule companies to actually make a living by selling through their contracts.  Think of this as a roadblock.  What happens when a road is inaccessible?  People find a way to go around it, even if it means more work and ultimately costs more.  FAS leaders have a good vision of where they want their organization to go and how to get there.  An IG that never has anything positive to say should have their comments evaluated on that basis.  No IG should be a co-program manager.  Contractors should also encourage FAS leadership to actively engage customer agencies.  History has shown that FAS usually does a good job of letting industry, at least that part of it that pays attention, know about upcoming changes and what they may mean.  Communicating these changes to customer agencies needs to be an equal priority.  Too often, the task of educating customers on new FAS procedures falls to contractors.  The reorganization is an excellent opportunity to hold a major in-person training event.  Maybe it could even have a show floor and classes for industry?  Introducing a new FAS to customers and contractors is definitely something to “Expo”se.