Just as contractors have issues on which they must focus right now so, too, does the General Services Administration. The government’s leading central acquisition office faces hurdles to accomplishing its goals from both inside and outside its organization. The first hurdle will be getting the OASIS+ contract up and running and free of time-consuming protests. OASIS+ leaders have done an excellent job of communicating with industry, but no amount of “clarification” can ward off all protests. Program leaders should already be working with the general counsel’s office to anticipate protest areas and prepare responses. No one who supports sound government acquisition wants to see OASIS+ “dry up” over unceasing protests. Another challenge for the agency will be resurrecting the small business IT POLARIS contract. Remarkably, GSA has indicated that it does want to move forward on this front. Being able to do so in a timely manner, and again anticipating protests up front, is essential if they are to finally be successful. While the agency should take care to follow applicable procurement rules, the small business community should also keep in mind that POLARIS will not be for everyone and that there is ultimately no requirement that the agency stand up a small business IT vehicle. As a former GSA acquisition policy official once said, “No one has a right to a government contract.” Lastly, the agency also needs to stay focused on its primary acquisition mission. Former Office of Federal Procurement Policy Administrator Steve Kelman recently wrote that his response to those who would try to use the government acquisition system as a way to address unrelated policy issues was always, “We should use the enormous buying power of the federal government to get a good deal for agencies and taxpayers.” As Kelman states, acquisition professionals should resist the temptation to “advance agendas that ha(ve) nothing to do with procurement’s purpose to serve agency missions and taxpayers by providing good stuff at good prices.” First, those attempts can overlap with the efforts of other agencies, as is the case with greenhouse gas emissions where the Securities and Exchange Commission is developing its own standard for publicly traded companies. The standards may not be the same, causing some government contractors substantial confusion and an exercise in contortion to comply with both. Second, adding a litany of government only requirements, especially for small businesses and commercial item contracts, reduces competition and adds costs to procurement that ultimately jeopardize the government’s ability to deliver good procurement solutions. That, as Kelman infers, is a big enough task on its own. While GSA may or may not be able to minimize the impact of outside hurdles on achieving its mission, the least the agency can do is stay out of its own way.