Other levels of gov have funding issues, but not federal. In fact, big appropriation bills often create these mega-procurements that companies like BAH latch on to.
Government's ability to attract people who could execute a project like this requires different compensation and career incentives. Base pay is capped at <$150k for the highest GS level at the highest step. There's also no real potential for bonuses or equity.
Beyond pay, government careers fundamentally optimize for low-risk decision-making. The goal is to not get fired over 20 years so that you can retire with a pension. This is why contractors like BAH gets hired: you, as a government program manager, don't get fired for going with a brand name even if they fail. If you hire some unknown development firm with great tech skills and they fail, you get canned.
There's also a lack of bold leadership and urgency that is customer-experience focused. Healtchare.gov benefitted from some amazing engineers, but the true catalyst for its comeback was that Obama realized it was a do-or-die initiative for his administration. His team moved heaven-and-earth to steamroll entrenched vendors, recruit talent, and hold people accountable.
Leadership and talent are what make the difference.
Very much aware. Have gone through the USDS hiring pipeline and was extended an offer. Your tour of duty is limited (between 6 months-2 years) due to how they hack the GS payscale, and I argue USDS/18F has the leadership and talent to deliver based on all available evidence. Matt Cutts did exceedingly well considering resourcing and his mandate, and I have similar hopes for the new USDS administrator. They produce results, full stop.
Government's ability to attract people who could execute a project like this requires different compensation and career incentives. Base pay is capped at <$150k for the highest GS level at the highest step. There's also no real potential for bonuses or equity.
Beyond pay, government careers fundamentally optimize for low-risk decision-making. The goal is to not get fired over 20 years so that you can retire with a pension. This is why contractors like BAH gets hired: you, as a government program manager, don't get fired for going with a brand name even if they fail. If you hire some unknown development firm with great tech skills and they fail, you get canned.
There's also a lack of bold leadership and urgency that is customer-experience focused. Healtchare.gov benefitted from some amazing engineers, but the true catalyst for its comeback was that Obama realized it was a do-or-die initiative for his administration. His team moved heaven-and-earth to steamroll entrenched vendors, recruit talent, and hold people accountable.
Leadership and talent are what make the difference.