“The challenges faced by [the Department of Defense] on its reconstruction and support contracts often reflect systemic and long-standing shortcomings in DOD’s capacity to manage contractor efforts. Such shortcomings result from poorly defined or changing requirements, the use of poor business arrangements, the absence of senior leadership and guidance, and an insufficient number of trained contracting, acquisition and other personnel to manage, assess and oversee contractor performance. In turn, these shortcomings manifest themselves in higher costs to taxpayers, schedule delays, unmet objectives, and other undesirable outcomes.” –David M. Walker, Comptroller General of the United States (February 15, 2007)

“The government is shirking its responsibility to protect its constituents, the American public, by not vetting contractors to determine whether they are truly responsible... Federal agencies seem more concerned with awarding contracts quickly rather than ensuring that the government gets the best goods or services at the best practical price from responsible contractors… [Current] standards have not prevented the government from awarding contracts to… contractors that have defrauded the government, violated laws and regulations, had poor work performance during a contract, or had their contracts terminated for default. Continuing to award contracts to such contractors undermines the public’s confidence in the fair-play process and exacerbates distrust in our government. It also results in bad deals for the agency and for the taxpayer.” -Scott Amey, General Counsel, Project On Government Oversight (July 18, 2007)