We Need to Blur the Line Between Education and Training: Former TRADOC Commanding General David G. PerkinsPosted: March 28, 2018
We’ve been highlighting ideas from the keynote speech of retired Four-Star General David G. Perkins, former Commanding General of the U. S. Army Training and Doctrine Command (TRADOC) at the Interservice/Industry Training, Simulation and Education Conference in Orlando, Florida in November 2017.
In Parts 1 and 2, we recounted General Perkins’ three aspects of training that require innovation from industry. In this third and final post, we will present his ideas about the differences (and similarities) between education and training.
General Perkins stated that we have to redefine the idea of “education versus training.” He went on to describe that during a recent combined arms field training exercise, an Army major approached him with the question, “Are you educating us or training us?” In other words, the major understood education as learning concepts at a high level of thinking, while he understood training as learning potential courses of action to apply to real life. General Perkins indicated that as a commander, his greatest need was to strive to blur the line between education and training. He wants to see the two concepts combined into one practice.
General Perkins discovered that soldiers want to be trained, which in their understanding, often means they WANT to be told what to do and how to do it. He believes that trainees often do not believe that they need critical thinking (thought of as part of education) because they mistakenly feel that this will not prepare them for the “real world,” where they face the unknown. In actuality, General Perkins thinks education, and the critical thinking that comes from it, better prepares us for the unknown. He suggests incorporating critical thinking, decision making, and leadership into training events, even virtual and constructive ones.
General Perkins believes the Army must adapt future Programs of Instruction to a changing world. His question is, “How do we bring that changing perspective into the educational domain?” He added that the military cannot tie itself to only one domain; training must incorporate all the domains: land, air, sea, space and cyber.
General Perkins explained, “A lot of times as I was growing up in the Army, we would have a training strategy with various gates and sometimes some of our simulations and training aids and devices weren’t all that great. But it would be put in the strategy like, ‘You have to do this first, then you have to do this, and you have to do this.’ And it may not have actually been a particularly useful tool for getting at what you want to get at, but it was a requirement. You can’t do this until you get to this, and so it was a little bit of a check the block.”
Ultimately, General Perkins advocated for “command, training, and student (training, education and the art of command)” to come together so that training is an integral part of command and not something different or extra. He wants to see not just industry change their technology ideas, but for the Army culture to change regard training as integral with command and operations. His challenge to industry is to help the Army make this happen.
In a series of three posts, we’re highlighting remarks from retired Army Four-Star General David G. Perkins, former Commanding General of the U.S. Army Training and Doctrine Command from his keynote address at the Interservice/Industry Training, Simulation and Education Conference in Orlando, Florida in November 2017.
This is a guest post by TAPE President and CEO Louisa Jaffe.
In Part 1 of the blog series, we discussed three innovative aspects of training that a commander needs from industry as identified by General Perkins. In this post, we delve deeper into the third aspect – that we must see training “as a tool, not a task.”
General Perkins stated, “What we need to do is make sure that when we take a look at our training capabilities and training aids, devices, simulators, and simulations (TADSS) that commanders will say, ‘This actually solves one of my training problems.’ It’s not a tasking to do it. It’s a tool that I can use to get better.”
He exclaimed that he does not need “a tool that is just a tool to train, for training’s sake.” General Perkins specified that he needs industry to innovate a tool “that I can use to train for specific missions – mission rehearsal exercises.” He sees a future where a commander, when given a mission to conduct an attack, will also, “look immediately at what training capability [is needed] to get ready for that mission.”
General Perkins called upon the Army to completely integrate training in a mission from its inception. Moreover, he challenged industry to develop the type of training tools that the Army could use across the enterprise from education to training to mission rehearsals. He does not want any more “one trick ponies.” Using General Perkins’ framework, soldiers would waste less time learning multiple training tools and the training data inherent in the tools would benefit commanders across multiple domains.
General Perkins provided key insight into industry’s difficult task of innovating for military training. In Part 1 of this series, we detailed that he not only wants to see the emotional and practical experience of a large-scale live exercise, but one that is put into live, virtual, and constructive (LVC) environments to scale a combined arms training experience.
General Perkins further wants to see all possible domains – land, sea, air, space, and cyber – be interactive in LVC environments. To buttress his goal to integrate training into mission-accomplishment strategy, General Perkins wants to see TADSS become integrated tools for operations instead of separated tasks.
General Perkins envisions innovative training that becomes an extension of the service member at the same time it becomes an innovative extension of leadership itself up to the highest levels. He affirms that the Army is open and receptive to innovations “that connect useful powerful tools with mission strategy.”
The third and final post in this series will explore General Perkins’s innovative views about the concepts of education versus training.
Do you have innovative training ideas to offer the U.S. Army? Well, TAPE President and CEO Louisa Jaffe was fortunate enough to hear now-retired Four-Star General David G. Perkins, former Commanding General of the Training and Doctrine Command (TRADOC), speak from experience about what a military leader at his level (and all levels) is seeking in today’s Army.
General Perkins delivered the keynote address at the Interservice/Industry Training, Simulation and Education Conference (I/ITSEC) in Orlando, Florida in November 2017. The event occurred a few months before his recent retirement on March 2. In a series of three articles, we will present Louisa’s key takeaways from General Perkins’ I/ITSEC speech.
General Perkins started his speech by explaining that TRADOC serves as the proponent FOR and deliverer of doctrine, training, simulations, and education TO the entire Army. He spoke of the long-term requirements of TRADOC’s mission and articulated his vision of industry support from an unusual perspective – not speaking in terms of technical Army requirements or existing contracts coming up for recompete.
He said, “I’d like to talk to you from the point of view of a commander, not as the commander of TRADOC, but as ‘a commander.’ And so, what does a commander expect from his ‘training enterprise’? What does the commander expect from his ‘simulations enterprise’? What does the commander expect from his ‘education enterprise’?” General Perkins spoke in real and genuine terms about what any military leader needs from industry with respect to innovation in training.
He emphasized three main aspects of training that innovators need to consider:
1. Training serves as a “forcing function” to introduce new intellectual ideas. General Perkins explained that one of the impediments to that effective function is overcoming the “tyranny of training.” He defines this phrase as the enormous costs, logistics, labor hours, planning time, and execution of a practical combined arms training exercise – a simulation event that can only train a fraction of those who need it.
Because of high overhead, the exercise cannot really provide the needed repetition for trainees. Innovation from industry must provide not only the “forcing function” of training, but also all the benefits of a large, practical exercise at a fraction of the overhead costs, and perform it locally at the trainees’ home station. General Perkins stated, “I see that as sort of the next training revolution coming into the Army and probably the Joint Forces. We need to change how we view what is done day-in and-day-out as we prepare for the large collective training events – getting rid of this sort of ‘tyranny of training’ and high overhead.”
2. Innovation must bring together all the domains for training. We have to redefine the training requirement from the very beginning as a converged requirement with all of the domains: land, air, sea, space, and cyber. Commanders need training to give participants the experience of “inter” and “intra” domain communications and leaders/commanders the practical experience of commanding within and embracing all these domains. He stated emphatically, “This is an innovation that commanders need from industry.”
3. Commanders (and therefore industry innovators) need to see training “as a tool, not a task.”
Our next blog post will discuss this third aspect of innovation in training. The third and final blog post will explore General Perkins’ innovative views about the concepts of education versus training.
In previous posts we talked a little about first what is a multiple-award IDIQ, then about what happens after you’ve won one. Today we’re talking about choosing target customers and bringing them to this contracting vehicle.
This really goes back to our discussions of knowing your customer base instead of chasing the wrong customers. So if you’ve already been making contacts in the government contracting community, and you know that there’s a target customer that you’d like to work with, a multiple-award IDIQ is particularly valuable because it gives you an opportunity to connect.
Now you can approach the customer to talk not just about their business, but about the opportunity they may have to use this particular vehicle and why that would be valuable to them.
You need to prepare for that conversation in two ways: you must be able to clearly state what your value is and what the vehicle value is to your government customer. This value may be the ease of contracting and, though this may be counterintuitive, the breadth of potential contract bids.
Why do you want to play up the fact that there will be multiple bids besides yours? Because even though you want to minimize competition and be the one to win, your customer wants to ensure that they’ve checked the boxes that there are enough contractors bidding on the job.
Otherwise, they’ll have to write up sole source justifications and all those kinds of things. They don’t mind evaluating proposals, but they don’t want this extra work, and this vehicle being an already-awarded contract helps them avoid that.
So your job here is to prepare your customer to see the benefits of this multiple-award vehicle, and to be clear that you are offering them exactly what they need. And in our next discussion, we’ll talk about how to make sure that you’re the only one who can win.
This is a follow up post from one of TAPE’s “capture managers,” a member of our business development team.
It’s important to understand that there are different intelligence zones involved in capture management – customer, competitive intelligence, program, staffing, and pricing. Being able to define it in those chunks helps us understand the kind of solution that we need to write towards in our proposal. Each of those zones have some basic questions and KPIs (key performance indicators).
We looked at client relationships and competitive intelligence in Part 1. Today we’ll look at staffing, and how the TAPE team works together and decides what to bid on.
Staffing is one of the most important aspects of capture to get right because clients don’t buy products or companies; they buy people. Having the right people on your team is critical for success, but who are the right people?
It’s important to distinguish between the key personnel and the rest of the team. Your key personnel are usually the people who lead the program, and their resumes are usually required to be submitted with the proposal. If they’re not already on your payroll, letters of commitment are often required.
The right key personnel will have all the required certifications, training, and years of experience, are known to the customer and have a good reputation, and can help you write the proposal.
For non-key personnel (other team members), it is important to identify as many qualified candidates as possible before submitting a proposal. Staffing matrices are typically required, listing all of the positions and hours assigned to the project.
If the only names in the staffing matrix are those for the key personnel, the program looks unstaffed and therefore more risky to evaluators. That’s why it is important to identify as many qualified candidates as possible (those with all the required certifications, training, and years of experience) before submission.
TAPE’s capture team
Because TAPE is a small business, we often have to wear a lot of different hats. There is always a locus of intelligence in one area, for example our senior vice president, administration and our chief financial officer will certainly help with pricing, but so will others who can bring the customer intimacy and program knowledge – perhaps someone who’s been in government and knows the program or its people. That person may be on staff at TAPE, or we’ll hire subject matter experts who can provide us that information.
It’s a shared responsibility amongst the team to go out and find this information, and my role to coordinate all these efforts and all of these people. What’s most important is having a team you trust, because you can’t do everything. Trust is the biggest component – trust, good working relationships, and good communication.
Also important are positivity, a can-do attitude, and being able to see things from multiple perspectives to gather what’s really important and what can wait, as well as graciousness and thankfulness for everyone’s efforts. At TAPE we always put a high value on our working relationships and communication – things are just so much easier when everyone’s on the same page.
Some days there is bound to be confusion. Giving everyone the benefit of the doubt can be difficult but at the end of the day it keeps us communicating and honest with each other.
Successful relationships require trust and credibility. So often we deal with teammates who are not a part of TAPE. When we’re not teaming, we’re competitors – it’s a friendly competition, but building and maintaining trust in those relationships is vital.
Yes or no?
A big part of capture is about continually vetting and re-vetting opportunities to understand exactly what it is you’re investing in. So often there’s a huge disconnect or built-in conflict between the business development and capture proposal sides of the house. Business development wants to say yes to everything and capture proposal wants to say no to everything. It’s essential to build a bridge between the two because proposals often get seen as Dr. No and business development seen as snake oil salesmen.
When you do decide to qualify a bid and devote capture resources to it, you’re making an investment – though not all investments are equal. Sometimes you invest in a contract that will lose money so you can establish a relationship with a customer; other times you make a smaller investment by teaming with someone. But in all cases these are investments in time and resources, and you must understand exactly how that investment impacts your bottom line.
Thinking back to Lohfeld’s wise words that the best informed win, we can look to the data for this purpose. When discriminating what will remain in the pipeline and what we’ll invest more into, we need to know how much a proposal will cost. Do we have the necessary internal resources, or will we have to hire out? What will that cost?
Capture management means having a systematic way of reviewing an opportunity to determine your probability of win, and how that equates to what you’ll see in revenue and return on investment. Measuring those things and collecting that data in order to make an informed decision is an important component of what we do in capture.
Winning a multiple-award IDIQ contract does not give you any new work; in fact it causes work, because you’re going to have to go figure out who can use this contract from amongst your customers, and help show them why moving things over to this contract you’ve won is the right step for them (because it’s also the way for you to get more work!).
Look at it this way: If we have a contract with a customer, and that contract is going to be eligible for renewal, would we rather have it competed in its current open scenario, let’s say through FedBizOpps, or would we prefer it to be a more limited competition under one of these multiple award IDIQ vehicles?
Assuming for the moment that we think it’s to our advantage as a small business, we now need to convince the government program office and contracting office that this new vehicle is easier to use and meets their needs better.
In the case of the GSA vehicles, GSA also wants to help you do that. This is not specifically about any particular piece of business, but that the more you actually bring over business or bring over an old customer doing a new function to this new vehicle where they can get to you, the more likely you are to win that work.
You’re trying to convince your existing customer that some piece of work should be put on this vehicle because you can respond to it as a prime. It doesn’t mean you’re going to win over your competitors within the contract, but it does mean that you’re at least going to be in the game as long as you have the capacity to respond.
Multiple-award IDIQs are a tempting source of revenue for small business federal contractors, particularly because the numbers are usually very big. Our VETS 2 contract, for example, has a ceiling of $2 billion! But only if you’re prepared, first to be able to write the proposals, and second to bring in the work where you have the knowledge, background or information. Otherwise it’s going to be like shooting in the dark.
Stay tuned for a later post when we’ll talk about how to pick and choose targets that you didn’t bring to the table.
Many federal contracts are issued as IDIQ – indefinite delivery, indefinite quantity. What an IDIQ means is that although the government may award you a contract with a ceiling value of let’s say $25 million, nothing is guaranteed. It’s all issued in the form of task orders.
That’s what makes this an indefinite quantity, because although there’s a ceiling, there is no actual guaranteed contract. In contrast, you may have an annual contract for $25 million, but it’s what’s called a level-of-effort (LOE) contract. Every year for five years you get an option or agreement for $5 million, one-fifth of your 25 million. That is a definite quantity.
The indefinite delivery refers to the fact that the task orders can be for differing durations – you could get a task order for one month, six months, or longer. They’re not for a specified time frame. Your LOE contract, on the other hand, has a set delivery schedule of one year, repeated four times.
The next distinction we have to make is between single award and multiple award. Obviously if you win a single-award contract you’re the only awardee. Everything that’s done under that contract is done by you. You may have sub-contractors, but in essence you’re the prime; all the revenue comes through you.
In a multiple-award, not only are the projects issued as task orders, but you have competitors who may also be able to bid on and win those items. For example, with the GSA’s IT Schedule 70, you don’t have to compete to get your contract, but every task order is competed. So you don’t actually get any work or any revenue unless you win a task order under the contract.
While a lot of this is changing (we won’t go into that here) the reality is that almost every agency uses some form of multiple-award IDIQ to focus portions of their effort. It may be something central to their mission, or it may be a service that contributes to the mission, like information technology or something of that nature.
There are several GSA multiple-award IDIQs in the information technology and engineering areas, such as Alliant, the Veterans Technology Services 2 (VETS 2) program, which is limited to service-disabled veteran-owned small businesses), STARS, which is limited to companies designated 8(a) or small disadvantaged businesses, and OASIS, that’s limited to engineering and related companies in various size standards.
Most of thee contracts will have a small business set-aside component, as well as an unrestricted or large business component. Think a multiple-award IDIQ is for you? Stay tuned for the next post, where we’ll discuss what to do once you’ve actually won one.
This is a guest post from Dave Moyer, part-time senior analyst for TAPE, LLC.
As a member of a group of adjunct professors for the Graduate School USA, we collectively develop abstracts of pertinent, current legislation for use by the group in multiple class presentations. We attempt to author papers that enlighten our students and occasionally will develop papers that are of use to entities working in the government arena.
The follow paper was developed by four of the financial management professors and contains information that would be of interest to government contractors. In my ongoing capacity as a senior analyst for TAPE, I condensed this information, which is available in the public domain, in an effort to make it a handy thumbnail of the latest NDAA.
On December 12, 2017, President Trump signed the 2018 National Defense Authorization Act (NDAA) (Public Law 115-91). It contains many significant changes to DoD operations and organization, as well as some government-wide changes. Here are some of the important changes, starting with a new law with government-wide applicability:
Subtitle G of the NDAA is referred to as the Modernizing Government Technology Act. It establishes a Technology Modernization Fund and a Technology Modernization Board. The Act also authorizes any agency (not just DoD) to establish an information technology working capital fund (WCF) to improve, retire, or replace existing systems, and for any project, program, or activity related to IT modernization.
An interesting aspect of these WCFs will be their funding sources, and the length of availability of the funds. Agencies are given the authority to transfer other appropriations into the fund, and the WCFs may also receive discretionary appropriations. Thus, the WCFs won’t rely on sales to customers to earn revenue.
In addition, due to their nature, currently WCF balances are always available without fiscal year limitations (that is, no-year). This is no longer true, as these WCF balances will be available for only three years after the year in which funds are transferred in, or the appropriation is received from Congress. After three years, any unobligated balances revert to the general fund in Treasury.
Section 806 of the NDAA amends Title 41 of the US Code and applies to all federal agencies. The micro-purchase threshold increases from $3,000 to $10,000.
The following are some DoD-specific provisions to be aware of:
- Section 827: Directs a pilot program on recovering costs from contractors whose protests are denied by the Government Accountability Office.
- Section 831: Redefines Major Defense Acquisition Programs and Defense Business Systems.
- Section 832: Prohibits the use of lowest price technically acceptable source selection process for engineering and manufacturing development contracts for major defense acquisition programs.
- Sections 841-844: Numerous enhancements relating to the acquisition work force.
- Section 854: Pilot program for multiyear contracts up to 10 years in length.
- Section 905: Adds qualifications for appointment as the Under Secretary of Defense (Comptroller) and the Deputy CFO. Adds duties and powers to the Under Secretary’s position.
- Section 906: Redesignates Principal Deputy Under Secretaries of Defense as Deputy Under Secretaries of Defense.
- Section 910: Establishes a Chief Management Officer of the Department of Defense. This will be the number three ranking person in the department, below the Secretary and Deputy Secretary, but above the Under Secretaries.
- Section 921: Adds qualifications for appointment as the Assistant Secretary for Financial Management in each of the three military departments.
- Section 925: Moves background and security investigations from OPM to DoD.
- Section 1002: Adds a new chapter to Title 10 consolidating, codifying, and improving authorities and requirements relating to the audit of DoD financial statements. Among many other changes, the Financial Improvement and Audit Readiness (FIAR) plan is now called Financial Improvement and Audit Remediation (FIAR) plan.
- Section 1004: By mid-March 2018, DoD must submit a report to Congress ranking every DoD component/agency on their auditability.
- Section 1103: The temporary authority for DoD to offer Voluntary Separation Incentive Program payments up to $40,000 (rather than the old $25,000) will not expire on Sept 30, 2018. It is extended to Sept 30, 2021.
- Section 1648: Requires a report to Congress by May 1, 2018 on the termination of the dual-hat arrangement for the Commander of the United States Cyber Command.
- Section 2802: Operation and Maintenance (O&M) appropriations may be used for construction up to $2,000,000 (up from the previous $1,000,000). Also, the unspecified MILCON limit goes from $3,000,000 to $6,000,000.
- Section 2803: The Secretary of each component will adjust the $6,000,000 unspecified MILCON limit each fiscal year to reflect the local construction cost index, but the limit may not exceed $10,000,000.
- Section 2805: The Secretary of each component may use O&M funds to replace building damaged or destroyed by natural disasters or terrorism incidents, with a limit of $50,000,000 per fiscal year.
The Defense Contract Audit Agency (DCAA) provides audit and financial advisory services to Department of Defense (DoD) and other federal entities responsible for acquisition and contract administration. They serve as dedicated stewards of taxpayer dollars to ensure that agencies get what they need at fair and reasonable prices.
In an audit, the DCAA aims to establish that your indirect rates are properly allocated. These include fringe benefits (costs related to employing your labor force), overhead (indirect costs of carrying out your contracts) and general and administrative costs (G&A) (the residual costs necessary to run a business, regardless of whether you have government contracts). (See this post for more details.)
Why does this matter? If these costs are not allowable, allocatable to one of the areas in the indirect cost matrix, they won’t count towards your reimbursement. You can’t claim them and use them to build up your rates. If you’ve spent $100,000 but only $50,000 is allowable, that other $50,00 is unrecovered in your rate schedule.
What I’m going to give you in this blog post is the most common things the DCAA looks for. I’m not necessarily going into all the details, rules or regulations. You always have to consult with a knowledgeable contracts person, accountant, or legal expert.
The first issue is consultants and consulting costs, where you need to get outside advice. There are many things that a consultant can do for you, but some of these are not allowable costs under the DCAA rules.
Let’s say I want to bill the government for an analyst at $100 an hour. From the government’s perspective the DCAA comes out and says a certain amount is salary, some are fringe benefits, some is overhead, some is general administrative, and finally the rest is profit. What goes into those buckets can only be allowable costs.
If you have unallowable costs, you may be forced to reduce your rates and that’s what we’re trying to avoid. Of course their goal is to find as many unallowed costs as they can in order to save the government money.
Next there is compensation. We’ve got two areas there – executive compensation and incentive compensation. Executive compensation was capped in the Obama administration, so you need to look into those details. Incentive compensation is very stringently regulated. You can give business development and executive incentive compensation but you have to understand the basis on which you’re calculating and paying those incentives.
Again, I’m not a DCAA accountant; I’m just trying to guide you towards what questions to ask so you don’t get in trouble.
Then we have base labor costs (salaries), and while it seems logical that salaries are covered, you have to be careful because there are lots of things that go into salaries, such as bonuses and gift cards – are they allowable?
For example, at our company TAPE, when you get a “kudo letter” from a customer you get a gift card. That would be a labor charge under employee morale, but you have to work that out with your professional advisor. All of the aspects of how you pay your employees, including health insurance benefits, sick leave, etc., must be addressed.
As for legal costs, the ones that are associated with your projects in government work are allowable, but legal costs for organizational issues, e.g., issuing stock to members of your LLC or owners of your corporation, may not be allowed.
Employee morale is distinct from traditional benefits like life insurance – e.g., you buy soft drinks and put them in the fridge and anyone can take them. That may or may not be an allowable cost. It is an employee morale cost, but you must check that this cost is allowable.
These are some of the many things the DCAA will evaluate when they come out, so make sure you are ready for them!
We’ve been taking a look at new compromise language released about the creation of an online marketplace for DOD COTS purchases.
In this final post, we’ll look at some of the concerns people have about the program. The first is about data security. Another improvement over the original Section 801 language is the way the compromise bill deals with the treasure trove of data to which the portal providers will have access.
The previous Thornberry language precluded the online marketplace provider from selling or giving those data to third parties, but imposed no constraint on the provider’s use of those data for its own strategic purposes. Consequently, if a provider also were a seller, the provider could have used sales data from its competitors strategically to tailor its own offering and price its own products.
The new language precludes this by requiring the portal provider to agree “not to use for pricing, marketing, competitive, or other purposes, any information related to a products from a third-party supplier featured on the commercial e-commerce portal….” While this is improved language, it will not be easy for GSA to police this requirement. No doubt, the GSA OIG already is thinking through how it can help.
Notwithstanding the many improvements in the Section 846 language, the extensive breadth of the new program continues to concern many.
- First, the e-commerce portals will accommodate purchases up to the Simplified Acquisition Threshold. While more limited than the original Section 801 language, this still will direct a significant volume of DoD COTS purchasing into the hands of commercial entities.
- Second, while the language is focused on DoD purchasing, it expressly states the portal must be able to accommodate Government-wide purchasing. In other words, DoD is just the starting point. We can expect to see the program expanded to all agencies over time.
- Third, and perhaps most importantly, a companion provision of the NDAA provides that if a product previously has been purchased through a commercial items vehicle (e.g., a FAR Part 12 contract), it cannot be purchased via a more structured procurement (e.g., a FAR Part 15 contract) in the future without jumping through certain hoops.Indeed, the text expressly states that monies given to DoD may not be used to fund a FAR Part 15 procurement if the products being procured previously were purchased through a FAR Part 12 procurement. This new language appears to be designed to make it extremely difficult for DoD (and other agencies in the future) to circumvent the new portals by creating full and open commercial items competitions.
On the topic of commerciality, it is worth noting that, in addition to the e-commerce portal provisions of the compromise bill, the NDAA also includes a number of provisions designed to expand the Government’s use of commercial items purchasing vehicles and expand the number of products qualifying as commercial items.
These new provisions direct DoD to undertake a broad review of its current regulations, contracts, and subcontract flow-down terms to get rid of non-commercial clauses and provisions that have crept into DoD programs over the years. Indeed, the new language directs the Defense Acquisition University to develop new, meaningful training for COs to help them master commercial items acquisitions. This is a welcome development.
Finally, in addition to the positive changes for large businesses, small businesses also have something to cheer about in the compromise language. Section 846 makes clear purchases through the new e-commerce portals are deemed purchases from prime contractors such that the ordering agencies still get their small business purchasing credit.
The language also expressly states that agencies still can set aside their purchases for small businesses as they did before. (These provisions also suggest small business designation will be one of the several attributes portal providers will be required to display on their websites.)
In the end, the new language is a significant improvement over the original House proposal, but it leaves many questions unanswered. Section 846 directs OMB and GSA to fill in those blanks. And it provides for multiple reviews (including a detailed, phased-in GAO review) of how well OMB and GSA do their job.
Time will tell what the new program looks like. But we can be certain of one thing at the moment. The commercial items procurement landscape will change. It just may take longer than Rep. Thornberry had hoped.