The GSA Acquisition Policy Federal Advisory Acquisition Workforce Subcommittee convened for a public meeting at 3:00 PM on February 23, 2024, virtually via Zoom, with Nicole Darnall, Chair, and Anne Rung, Co-Chair, presiding.
In accordance with FACA, as amended, 5 U.S.C. App 2, the meeting was open to the public from 3:00 P.M. to 5:00 P.M. EST.
Meeting agenda
| Allotted Time |
Topic |
Presenter(s) |
| 3:00 PM - 3:05 PM |
Call to Order
|
Boris Arratia,
Deputy Designated Federal Officer |
| 3:05 PM - 3:10 PM |
Introductory Remarks
|
Nicole Darnall, Chair
Anne Rung, Co-Chair |
| 3:10 PM - 4:25 PM |
Guest Speaker
|
Bea Dukes, GSA,
Office of Government-wide Policy,
Acquisition Career Manager
Jennifer Heno, GSA,
Office of Government-wide Policy,
GSA Credential Program Manager |
| 4:25 PM - 4:50 PM |
Review of Key Takeaways |
Subcommittee Members |
| 4:50 PM - 4:55 PM |
Public Comments |
Public Participants |
| 4:55 PM - 5:00 PM |
Closing Remarks
- Summary
- Next Steps
- Adjourn
|
Nicole Darnall, Chair
Anne Rung, Co-Chair
Boris Arratia,
Designated Federal Officer |
Committee Members Present:
Nicole Darnall, Chairperson — Arizona State University
Anne Rung, Co-Chair — Varis LLC
Mark Hayden — State of New Mexico
David Malone — AquirelQ
Kristin Seaver — General Dynamics Information Technology
Clyde Thompson — GovStrive, LLC
Absent: Gail Bassette, Darryl Daniels, Steven Schooner
Guest Speakers & Presenters:
Bea Dukes — Office of Government-wide Policy, Acquisition Career Manager, GSA
Jennifer Heno — Office of Government-wide Policy, Director, Credential Program Manager, GSA
GSA Staff Present:
Boris Arratia — Designated Federal Officer
Stephanie Hardison — Deputy Designated Federal Officer
Skylar Holloway — GAP FAC Support
Annabelle Thompson — Closed Captioner
Nathan Daniels — ASL Interpreter
Addy Eubanks — ASL Interpreter
Call to order
Boris Arratia, Designated Federal Officer, opened the public meeting by welcoming the group. He reminded the public that there will be time for comments and statements at the end of the meeting. Boris performed a roll call to confirm attendance before turning the meeting over to Chairman Nicole Darnall.
Welcome & Opening Remarks
Nicole Darnall welcomed the subcommittee along with the speakers and expressed excitement about discussing education and credentialing for the next generation of acquisition workforce focusing on sustainability in federal acquisition. Bea Dukes will discuss her program around sustainable procurement and Jennifer Heno will talk about sustainability credentials.
Anne Rung expressed gratitude for the ongoing work and looked forward to shaping future discussions.
Guest Speaker & Questions
Bea Dukes provided a detailed overview of the importance of instilling sustainability expertise across all facets of the acquisition workforce, emphasizing that this need extends beyond the realm of contracting officers. The discussion pivoted towards the recently introduced credential framework, which presents a valuable opportunity to embed sustainability training into the workforce’s skill set. The significance of practical simulations in this training process was highlighted, as they serve to prompt critical thinking regarding the total cost of ownership and the broader sustainability implications involved in procurement activities. Furthermore, the conversation underscored the importance of not only inspiring but also motivating the existing workforce to embrace sustainability practices. The discussion also emphasized the need to address sustainability concerns across various procurement sectors, expanding beyond the traditional focus on green buildings.
Jennifer Heno was welcomed to provide further insights into the newly drafted credential framework, highlighting the collaborative nature of the ongoing efforts to promote sustainability within the acquisition workforce.
Q: Nicole Darnall - Do you have two parallel initiatives moving forward, or are you conceptualizing this as one big effort?
A: Bea Dukes - In terms of structure, my initiative is overarching. Jennifer’s work involves sustainable programs for new employees, integrated into the GSA credential for 1102. Additionally, she’s developing initial breadcrumbs for a broader sustainability credential. We both report to the office of the senior procurement executive, Jeff Koses, so our paths are intertwined. We collaborate closely, with me focusing more on governmentwide efforts and bringing external influences into the agency, while Jennifer focuses on internal-facing work within the agency.
Q: Anne Rung - Are you developing sustainability programs outside of certification? Could you elaborate on the climate total cost of ownership within green buildings? Are there other programs running parallel to certification?
A: Bea Dukes - Yes, there are other programs that I leverage, although I don’t own them. For instance, OGP leverages programs through PBS. These initiatives have been around for a while, and they offer targeted training, particularly in areas like green building practices. These programs provide internal training for agency employees and also extend their services governmentwide. Regarding the training offered by FAS, it varies in name but often involves customer service groups and includes green building training in partnership with PBS. Separately, there’s the new sustainable acquisition training class, which is an online course in the FAI system. Experts from the sustainability office were heavily involved in developing this course, which is distinct from the programs I mentioned earlier.
Q: Anne Rung - Are there main areas of focus for sustainability within GSA and can you elaborate on how these areas align with GSA’s expertise?
A: Bea Dukes - Yes, primarily buildings, vehicles, and products under FAS. The focus areas align with GSA’s categories, such as buildings encompassing energy concerns. We also partner with the Department of Energy, particularly through the Federal Energy Management Program (FEMP), to address sustainability challenges. Additionally, there’s a specific focus on Energy Savings Performance Contracts (ESPCs) within this realm.
Jennifer presented on sustainability credentialing, detailing its integration into the GSA’s acquisition workforce training. The credential aims to equip employees with sustainability competencies across various disciplines, not limited to contracting officers. It emphasizes practical simulations to stimulate critical thinking about total cost of ownership and sustainability implications in procurement. It’s important to inspire and motivate the workforce towards sustainability, particularly in addressing concerns beyond green buildings. The presentation emphasized collaboration between different sectors and a focus on both internal and external training initiatives.
Q: Anne Rung - Can you provide examples of existing credentials within GSA?
A: Jennifer Heno - There are credentials for construction, architectural and engineering (AE) services, and small business programs. Additionally, there’s one covering small business program fundamentals. Overall, there are 37 credentials developed by DAU and two by FAI, including a leadership credential. These credentials are instrumental in helping individuals enhance their skills and knowledge throughout their careers.
Q: Nicole Darnall - How does the process work for determining the next credential?
A: Jennifer Heno - There’s a governance board managed by FAI, with representatives from all federal agencies. Agencies proposing a credential idea assemble a business case and present it to the board for consideration. Currently, we’re in the early stages of developing the sustainability credential and plan to present it to the governance board on March 14. The board reviews the business case, assessing its resource allocation and then votes on it. In our case, we’ve used recommendations provided to us, which greatly strengthen our case for a governmentwide credential.
Q: Nicole Darnall - What specific knowledge and skills are targeted with this credential?
A: Jennifer Heno - We compiled a list of subtopics of sustainability from various websites, including sustainable acquisitions and buildings, electric vehicles, clean energy, water conservation, pollution prevention, and electronics stewardship. We’re open to feedback on whether this list covers everything or if there are blind spots we’re missing.
Q: Anne Rung & Nicole Darnall - How are you distinguishing between knowledge and skills in the credentialing process? Are there specialized areas within the credential, or is there a foundational skill set that applies universally?
A: Jennifer Heno - We’re planning to gather insights from managers, such as Jennifer Smith in energy conservation and fleet acquisition, to inform the specific skills and knowledge needed. Key performance indicators will guide the curriculum development, ensuring attention to essential areas. We envision the credential as cross-cutting, providing foundational knowledge applicable across various areas of sustainability expertise.
Q: Nicole Darnall - Are you considering critical skills applicable across all areas, or is the focus on specialized knowledge?
A: Jennifer Heno - We’re prioritizing cross-cutting skills that anyone pursuing the credential should possess, ensuring informed discussions in their specific areas of work. This approach aims to provide a strong foundation before diving into specialized topics.
Q: Nicole Darnall - Have discussions been initiated regarding universal skills versus specialized knowledge?
A: Jennifer Heno - Yes, we’re exploring the concept of horizontal skills that apply universally, complemented by deeper dives into specific areas of expertise. This approach aims to ensure comprehensive skill development for all participants, regardless of their specific focus within sustainability.
Anne discussed the importance of building sustainability skills into organizations, particularly within the acquisition realm. She emphasized the need for foundational skills applicable across various specialties, such as vehicle fleets or climate risk management.
Kristin Seaver, drew parallels from her experiences at the Postal Service and GEIT, highlighting the concept of generalist credentials that provide fundamental knowledge applicable to all employees, alongside specialized credentials for specific roles. Jennifer Heno emphasized the importance of action-oriented and scenario-based training, aligning with employees’ job requirements and evolving professional needs.
Q: Nicole Darnall - Have you considered incorporating the different stages of the acquisition lifecycle into the credentialing process?
A: Jennifer Heno - We’re still in the early stages of development, but discussions with project management office (PMO) managers next week will provide insights into this aspect. We aim for the curriculum to accommodate individuals across the acquisition lifecycle, as emphasized by Bea, extending beyond Contracting Officers to the entire management team.
Q: Nicole Darnall - What feedback would be most helpful for the subcommittee at this stage regarding content, high-level skills, and the acquisition lifecycle?
A: Jennifer Heno - I believe it would be beneficial to consider the essential skills that Contracting Officers and project managers should possess to become sustainability experts. Understanding the key skills they would gain from this credential would be particularly important.
Nicole initiated a discussion within the subcommittee about the high-level skills required for sustainability experts. Kristin Seaver emphasized the importance of general knowledge credentials for program managers, with additional focus on sustainability considerations, cybersecurity, and understanding requirements. Nicole expressed concerns about the timing of incorporating these recommendations into the credentialing process, suggesting May as an appropriate timeline. Jennifer Heno agreed, mentioning that the credential development would take about a year. Nicole praised the IT credential as a model to follow and suggested further discussions on performance learning objectives. Jennifer welcomed the subcommittee’s input and expressed gratitude for their valuable recommendations.
Q: Mark Hayden - Jennifer, what support can this group provide you with moving forward?
A: Jennifer Heno - Currently, our focus is on defining performance learning objectives. Nicole’s suggestion of identifying five key skills that individuals completing the credential should possess aligns well with our goals.
Q: Nicole Darnall - How do you plan to roll out the credential once it’s developed? What’s the timeline and the next steps?
A: Jennifer Heno - The credential would be added to the existing pool of 40 credentials available to the civilian workforce. This inclusion serves as an advertisement as the FAI site is a common destination for those seeking credentials. Initially, we’ll focus on promoting the credential within GSA, encouraging as many acquisition workforce members as possible to pursue it. Gathering feedback from this initial rollout will help streamline the process for making it available governmentwide.
Q: Nicole Darnall - Do you have a sense of the time commitments for this credentialing process and how it’s being scoped out? Will there be an expectation for an applied project associated with it, or will it primarily involve online training?
A: Jennifer Heno - The credentials typically require between 20 and 80 hours of work, with an average of around 50 hours. I don’t have that information yet, but I like the idea of incorporating an applied project for experiential training. It aligns well with our goal of practical application.
Kristin underscored the significance of integrating practical application into each credential, suggesting the inclusion of higher-level projects or demonstrable submissions for individuals who accumulate multiple credentials. She emphasized the potential for generating momentum and fostering communities around credential attainment.
Q: Anne Rung - Can you initiate the credentialing process within GSA initially?
A: Jennifer Heno - When an agency proposes a credential to the FAI governance board, they assume a significant level of responsibility for its implementation. We plan to utilize subject matter experts (SMEs) and test the program within GSA before expanding it further. This approach ensures that the credentialing process is thoroughly tested and refined before being implemented across a wider audience.
Kristin provided an example from her experience at the Postal Service, where the goal was to cultivate problem-solving capabilities across the organization. She highlighted the importance of identifying three key actions individuals at different levels could take to contribute to this vision. Nicole mentioned a focus group conversation with contract managers who expressed a need for specific skill sets in sustainability, which they were currently obtaining through external resources.
Nicole provided Jennifer with the opportunity to ask the subcommittee questions.
Q: Jennifer Heno - Do you guys know of any learning assets, courses that exist currently that you would recommend to be included in the curriculum? Or do you know of anyone who creates sustainability course content?
A: Nicole Darnall - There are so many organizations that do it. That’s sort of a tricky place to function. It’s in part why in our last sets of recommendations, we suggested that GSA put out a request for information about third parties that are delivering sustainability curriculum so that the agency can get a better sense of what that landscape looks like because it’s vast. It’s really big. There are individuals and there are organizations targeting different ways around this. You might decide that some of those targeted areas are going to be really important but not nearly comprehensive enough as you think about what this would look like. I think in developing that recognition, this subcommittee felt like we were struggling to put our hands around what the landscape looked like. I suggest that recommendation, figuring out where that is. And space and time could potentially help you in thinking this through.
David Malone highlighted the importance of incorporating economic analysis into sustainability training for procurement professionals. He emphasized the need for individuals in procurement roles to possess the ability to articulate the economic implications of sustainability decisions to stakeholders. Nicole further elaborated on this point, noting that understanding the economic impacts of sustainability initiatives is crucial for building the business case for such efforts.
David distinguished this economic analysis from traditional lifecycle costing, suggesting that while lifecycle costing considers various factors beyond sustainability, targeting the economic impacts specifically related to sustainability is essential, especially when dealing with stakeholders who may not prioritize sustainability inherently. He emphasized the importance of procurement professionals being able to effectively communicate the economic benefits of sustainability initiatives to potentially skeptical stakeholders.
Stephanie Hardison also chimed in, suggesting that sustainability training should be integrated into the acquisition lifecycle, with foundational training covering broad aspects of sustainability that everyone can benefit from, followed by specialized training for specific disciplines. She recommended leveraging existing frameworks, such as total cost of ownership, to incorporate sustainability considerations effectively.
Anne proposed a visual representation of a sustainable sourcing strategy, outlining key steps such as understanding the business need, developing sustainable strategies, and identifying potential suppliers. She suggested incorporating sustainability into each phase of the sourcing strategy lifecycle.
As the conversation progressed, Boris Arratia raised the idea of tying credentialing programs into industry partnership discussions, suggesting that defining such programs could help communicate government expectations to industry partners.
The participants agreed that integrating economic analysis into sustainability training, aligning with the acquisition lifecycle, and leveraging existing frameworks and partnerships would be critical for developing effective sustainability credentialing programs. They also discussed the importance of ensuring that learners leave the program equipped with practical tools and skills to effectively advocate for sustainability within their organizations.
Review of Key Takeaways
Following the conclusion of discussion with the speakers, the subcommittee took to the Jamboard to brainstorm about the key points discussed as well as takeaways to consider with essential next steps. These are the points they formulated:
- Two tiered pathway - horizontal training and vertical training
- I like the idea of creating a map or visual of how the credentials build and stick.
- This should not be “a one and done” situation. Stay current, relevant, agile, incorporating information in real time and adapting as we learn more and evolve our sustainability thinking.
- Learning skill - integrate sustainability considerations into requirements.
- Learning/Skill: develop a sustainable sourcing strategy.
- Tie “lifecycle of sourcing” strategy to “sustainable sourcing” strategy.
- Build credentials that stack - foundational, role specific, competency specific, etc.
- Learning/Skill: learn to develop a full life cycle cost analysis.
- Learning/Skill: gain a fundamental understanding of statutory/regulatory requirements.
- Make learning scenario based. Link examples to different subject areas (e.g. green buildings, clean energy, water conservation, etc.)
- Start with learning outcomes and work backwards - focus on skills.
- One learning/skill: understand the fundamental concepts and principles of sustainable procurements.
- Upon receiving their credentials, learners should either leave with or be given access to a sustainability toolkit for daily use and knowledge reinforcement.
- Link training to the acquisition life cycle.
- What are the top 5 sustainability skills that every acquisition professional (regardless of specialization) should know?
- Incorporate “storyboarding” as a training element.
- Can AI be applied to sustainable purchasing decisions?
- As sustainability is a moving target, the training should include an element of general knowledge to extrapolate new concepts and approaches.
- To help support Jennifer, we need to list the core training regarding sustainability for everyone.
- Utilize existing classes from entities who have already created them such as the Sustainable Purchasing Leadership Network HUB training portfolio.
The group then moved to discuss the top five learning objectives for a general learning credential and came up with the following:
- Short courses on each of the items in ISM Sustainability Competency Model or other Sustainability Competency models.
- Demonstrating that you can apply sustainability to procurement requirements.
- Collaborating to develop sustainable requirements; how to ID, articulate. Applies to all.
- Link business needs to regulatory expectations.
- Integrating sustainability into the collaborative requirements building process.
Nicole expressed the value of the information presented in today’s session. She will take the lead in compiling the information together to consider how it can be implemented and will present it to the subcommittee in their next administrative meeting.
Mark suggested leveraging fleet electrification meetings where states share their initiatives and accomplishments as a resource for learning. Nicole expressed openness to the idea and requested Mark to facilitate introductions with contacts who could provide valuable insights and best practices within the space. Mark agreed to assist with making connections.
Public Engagement
Nicole Darnall opened the discussion up to the public for any comments.
Stephanie highlighted a comment from Cyndi, a public attendee, regarding the existing training on sustainable acquisition concepts and principles within the government, as well as the wealth of sustainability information gathered by GSA on its SF tool. Cyndi emphasized the importance of utilizing these existing resources for developing the credential, suggesting not to overlook what is already available.
Closing Remarks
Nicole expressed her gratitude for the speakers and subcommittee members before turning it over to Boris.
Adjournment
Boris Arratia adjourned the meeting at 5:00 P.M. EST.
I hereby certify that, to the best of my knowledge, the foregoing minutes are accurate and complete.
Digitally signed by Nicole Darnall 7/29/2024
Nicole Darnall
Chairperson
GAP FAC Acquisition Workforce Subcommittee
Digitally signed by Anne Rung 7/29/2024
Anne Rung
Co-Chairperson
GAP FAC Acquisition Workforce Subcommittee
U.S. General Services Administration