September 20, 2017
Christopher Liddell
Director, American Technology Council
The White House
1600 Pennsylvania Avenue
Washington DC 20500
Director Liddell:
Oracle appreciates the opportunity to provide comments on the Administration’s plan tomodernize the Federal Government’s information technology environment. Executive
Order 13800 sets out a range of priorities for departments and agencies, acknowledging
the essential role of IT modernization to address cyber security risk management for thegovernment and the nation’s critical infrastructure. The American Technology Council’s(ATC) Report to the President on Federal IT Modernization (the Report) takes the key
step of engaging the private sector to benefit from the range of expertise andperspectives available. We strongly commend the transparent and inclusive process
employed by yourself, Jared Kushner, and Reed Cordish in all your work on the ATC.
Regarding the report, we applaud the general themes of 1) moving to cloud to transformthe security and functionality of federal IT systems, 2) defend data, not just the network
perimeter; and 3) consolidating services, where appropriate, to increase efficiency andreduce cost.
We respectfully suggest the government has not gone far enough in articulating a planthat will result in significant change and instead seems to be driving the government in
the opposite direction. Many of the Report’s recommendations and current
modernization efforts seem out of sync with the best technology practices deployed in a
Fortune 50 company today. This Report wasn’t prepared in a vacuum, but rather is partof a larger attempt to transform government IT that predates the Trump Administration.
It is our view that both this Report and those efforts are not only likely to fail, but also put
the taxpayer at substantial security risk.
We agree entirely that the delta between the private sector’s use of technology and thegovernment’s use of technology is too large. The fact is that the efficiency, security, andboth user and customer experience of private sector deployed technology is at least a
decade ahead of the government. The USG has an opportunity to leverage thoseexperiences. Yet, the USG is not adopting the critical lessons learned by the private
sector, instead pursuing initiatives abandoned long ago by the private sector.
In addition, the actions of the USG seem to misdiagnose the two major events driving
modernization, the Healthcare.gov failure and the breach at the Office of Personnel andManagement. Without question, the OPM and Equifax security breaches underscore the1

USG’s responsibility to protect data and secure systems given the unimaginable costsof these intrusions.
Further, the actions of the USG and much of what is contained in the Report ignore thefact that labor is the single greatest economic driver in IT. Therefore, custom code that
increases labor costs to build, maintain and patch, will not result in substantial costsavings. The goal of modernization should be to leverage the substantial investment of
the private sector to avoid development and labor costs, not to attempt to emulate thetechnology development of the private sector.
Last, there is very little attention paid to the basic blocking and tackling of defining,
evaluating, competing, and choosing technology on its merits that has always served
the government well, and is the mainstay of technology procurement in the private
sector. Competition seems to be set aside entirely.
There are three false narratives that have taken the USG off course in our view:
1) False Narrative: Government should attempt to emulate the fast-paced innovation of
Silicon Valley. Silicon Valley is comprised of IT vendors most of which fail. The USG
is not a technology vendor nor is it a start-up. Under no circumstance should the
USG attempt to become a technology vendor. The USG can never develop, support
or secure products economically or at scale. Government developed products are
not subject to the extensive testing in the commercial market. Instead, theGovernment should attempt to emulate the best-practices of large private-sector
Fortune 50 customers, which have competed, evaluated, procured and securedcommercial technology successfully.
2) False Narrative: In-house government IT development know-how is critical for IT
modernization. In-house government procurement and program management
expertise is central to successful modernization efforts. Significant IT development
expertise is not. Substantial custom software development efforts were the norm atlarge commercial enterprises, until it became obvious that the cost and complexity ofdeveloping technology was prohibitive, with the end-products inherently insecureand too costly to maintain long-term. The most important skill set of CIO’s today is tocritically compete and evaluate commercial alternatives to capture the benefits ofinnovation conducted at scale, and then to manage the implementation of thosetechnologies efficiently. Then, as evidenced by both OPM and Equifax, there needs
to be a singular focus on updating, patching, and securing these systems over time.
3) False Narrative: The mandate to use open source technology is required because
technology developed at taxpayer expense must be available to the taxpayer. Here
there is an inexplicable conflation between “open data,” which has a long legacy in
the USG and stems from decades old principles that the USG should not holdcopyrights, and “open source” technology preferences, which have been longdebated and rejected. There is no such principle that technology developed or
procured by the USG should be available free for all citizens, in fact that would
present a significant dis-incentive to conducting business with the USG.

2

These false narratives have led to a series of actions that is unquestionably holding the
USG back from modernizing its IT, some of which are contained in the Report, but all ofwhich are being deployed across government, to the bewilderment of many in theprivate sector.
1) The largest contributor to cost and complexity is customization, yet actions of the
USG and the Report seem to embrace both government developed bespoke
technology and customization. Custom code needs to be maintained, patched,
upgraded and secured over the long-term. The cost of technology comes almost
entirely from labor, not from component parts, whether software, hardware, or
networking. The goal should be to seek leverage and scale by engineering out laborcosts, including process engineering. Government developed technology solutions
must be maintained by the government. Every line of code written by 18F, USDS oranother government agency creates a support tail that results in long term
unbudgeted costs.
2) Very little in the Report focusses on process modernization and reform. Before asingle line of custom code is developed, the USG must modernize process to adapt
the commercial best practices that are embodied in commercial off the shelf
software. This is particularly true in the context of shared services and cloud
Software as a Service (SaaS), which first require a baseline of shared processes
across agencies. Unique, government-specific processes are one of the main
culprits for IT cost overruns.
3) Technology preferences and mandates seem to have replaced competition. Even
though technology preferences have long been rejected by USG policymakers, itappears that technology preferences are experiencing a resurgence in the USG.
Technology preferences rob the USG of the benefits of competition for features,functions, price, security and integration just at the time that technical and businessmodel innovations are occurring rapidly. Declaring de facto technology standards
without robust competition not only skirts government competition mandates but
places the government at substantial risk of failing to acquire the best, most secureand cost effective technology, even if those de facto standards are proposed by wellmeaning government employees who “came from the private sector.”
4) Many of the technology preferences or mandates include open source software.
Open source software has many appropriate uses and should be competed against
proprietary software for the best fit and functionality for any given workload, but thefact is that the use of open source software has been declining rapidly in the private
sector. There is no math that can justify open source from a cost perspective as thecost of support plus the opportunity cost of forgoing features, functions, automationand security overwhelm any presumed cost savings. The actions of 18F and USDS
plainly promote open source solutions and then propagate those mandates acrossgovernment with the implicit endorsement of the White House. The USG’s
enthusiasm for open source software is wholly inconsistent with the use of OSS in
the private sector.

35) The focus in the Report on security seems out of sync with the threat USG systems
face and the very substantial cost of data breach. Data security frameworks have
moved far beyond multi-factor authentication, to leverage control of data on a
granular level, to protect against the insider threat and to utilize artificial intelligenceto identify intruders and automate defenses. Moreover, the initial development andadoption of login.gov is an example of misdirected security resources leaving
taxpayers without state of the art single-sign-on best practices and technology.
6) Developing custom software and then releasing that code under an open source
license puts the government at unnecessary security risk as that code is not“maintained by a community,” but is rather assessed and exploited by adversaries.
Further, this practice puts the government – most likely in violation of the law – indirect competition with U.S. technology companies, who are now forced to compete
against the unlimited resources of the U.S. taxpayer. The Equifax breach stemmed
from an exploit in the open source Apache Struts framework.
7) The Report’s and the USG’s focus on setting guidelines for how to build custom
applications – “agile” development on open source following the “playbook” -- isfundamentally at odds with the approach of private sector enterprises. It creates adevelopment and procurement bias that promotes results-oriented outcomes,
regardless of whether those outcomes are in the best interest of the taxpayer.
8) The USG’s initiatives to recruit engineers from private vendors has resulted in thepredictable outcome of creating favoritism for those vendors’ solutions, and seems
to replace presumed technical expertise with the more complex task of procuring,
implementing, maintaining, and securing systems over the long term.
9) The Report does not address the true acquisition problems, and even risks adding
new layers of valueless bureaucracy. Aggregating buying power through adashboard on a per-unit basis to achieve volume discounts does not model theprivate sector’s approach to acquisition. Per-unit discounts do not account for abuying position that is capable of demanding holistic solutions by realizing discounts
across units and functions. The dashboard approach also does not capture the costto migrate an existing system to a new system, and per-unit discounts cannot
capture the pros and cons of highly-differentiated IT products, because thedashboard does not consider the technical, architectural and security capabilities of
products. The fact is that there is no analog to a dashboard or a “marketplace” in theprivate sector for differentiated IT products because those products are bestprocured through vigorous evaluation and competition.
Even though the Report repeatedly cites its’ preference for private sector solutions, thisreally only comes through in the Report’s focus on cloud. Here, again, we cannot stressenough the importance of rigorous competition. The fact is cloud technology models,licensing models, pricing models, and delivery models are changing and innovating
rapidly, particularly in Platform as a Service (PaaS) and Infrastructure as a Service(IaaS). But at the same time the Report embraces competitive cloud solutions, it
endorses a de facto government PaaS standard in its implementation of Cloud.gov and4then further puts the cloud.gov solution in direct competition with private sector PaaS
solutions.
Additionally, it seems clear that public cloud is not the correct course for most USG
solutions, and the best answer is some combination of hybrid and private cloud, which
may also take on characteristics of managed services. It should be the government’s
policy to maintain ongoing competition between and among each of the different
vendor’s approaches to technology, licensing, and pricing.
If the Administration is serious about closing the digital delta between government andthe private sector, it must do the hard work of process and procurement reform; it must
abandon the idea of “government as a vendor,” in favor of “government as a customer;”it should recognize that projects like marketplaces with no commercial analog,
development projects like logon.gov which already exist in the commercial sector, andtechnology preferences (in many case mandates) like cloud.gov and open source reallyneed to be rethought immediately.
We have attached a response to each of the questions asked and the RFI below. We
are happy to discuss our response at any time, or to provide the government withadditional information.
Sincerely,

Kenneth Glueck
Senior Vice President
Office of the CEO
Oracle5Oracle Response to Posed Questions
1. What are major attributes that are missing from the targeted vision? (Appendix
A, Appendix B);
With respect to Appendix A: Data-Level Protections and Modernization of Federal IT,
we believe the notion that a small set of security controls should be prioritized ismisplaced. The Federal government has information that no other entity in the world
possesses. As such, it will be targeted by the most sophisticated adversaries. Thwartingthese adversaries requires sophisticated capabilities, with security built-in from the codebase on up, really from the silicon up. We therefore make two recommendations withrespect to Appendix A:•

Adopt the Entire NIST Cyber Security Framework. The capabilities described inAppendix A are a good collection of best practices; however, as presented, they
do not represent a Data-Level security model. Both the Foundational Capabilities
and the Risk-Based Capabilities are generally considered to be basic security
hygiene and represent only a subset of the requirements contained within the
NIST Cybersecurity Framework, which the Administration has highlighted as thebasis for cybersecurity risk management in EO 13800. Oracle believes the NIST
Cybersecurity Framework is a valuable tool and recommends that it serve as thebasis for the important security capabilities implemented as part of IT
Modernization. Implementing the NIST Cybersecurity Framework is made easierin cooperation with Cloud Service Providers who not only have met its
requirements for their products but can demonstrate it with data.

•

Leverage Data Control Functions. Legacy systems protect data by setting up a
security perimeter around it and trying to control access to the database througha firewall. In even a medium-sized government organization, that can mean
thousands of servers and thousands of firewalls protecting them. As projects end
and staff rotate, updates and administration becomes nearly impossible. To
secure data, Federal agencies need to be able to control access to it on a
granular level. They must be able to do so in a way that is seamless for thosethat are authorized to access it and impossible for those who lack authorization.
With today’s modern database architectures, independent databases can behosted within a single, secure data base container with identity and access
controls integrated. One system to update; one system to maintain with custom
security controls for each database instance. Access controls can be pushed
down to very granular levels and, administrative rights can be controlled in waysthat allow administrators to do their jobs without granting them access to the data
managed on the system, therefore protecting against the inside threat. Data canbe encrypted at rest, in transit and while being accessed. Immutable audit logs –logs that can’t be changed by malicious insiders or external adversaries trying to6

cover their tracks – are designed into these systems, allowing for strengthened
compliance, alerting on anomalous activity, and, on a bad day, faster forensics.
With respect to Appendix B: Principles of Cloud-Oriented Security, Oracle applauds
the focus on Cloud-Oriented security; however, Oracle believes that the proposedmodel is simply re-creating the perimeter-based approach at the data center instead oftaking a truly “data-centric” approach. While the Appendix notes that this proposal is foragencies building applications on top of cloud infrastructure and does not apply to
Software as a Service (SaaS), a better approach than replicating network-layer security
in the cloud would be to build in the security functionality provided by commercial SaaS
applications (or to simply acquire commercial SaaS applications).
A truly data centric approach limits access down to the data to the cellular level. It thenuses continuous monitoring to automatically detect and block access when accounts
are compromised and uses machine learning to further detect potentially malicious
behavior. By utilizing modern SaaS applications, Federal agencies can simply turn on
multi-factor authentication, and be assured that basic hygiene like secure configurationsand vulnerability management are occurring automatically by the cloud provider. To
verify that these actions are taking place, Federal agencies can receive and monitor
data on the status of these actions. Oracle highly recommends that DHS and the Officeof Management and Budget develop guidelines for custom-built Cloud applications that
ensure they are built with the same security functionality and to the same highstandards as competing commercial applications.
2. What are major attributes that should not be included in the targeted vision?
(Appendix A, Appendix B)
As noted above, Oracle does not believe that a small subset of controls can provide theFederal government the necessary level of security; nor do we believe that “thePrinciples of Cloud-Oriented Security” are in fact principles for the cloud but simply the
porting over of a network-based security model appropriate for legacy systems. The
target vision should not focus on how to secure custom-built applications on cloud
platforms but on the adoption of secure, commercial cloud applications.
3. Are there any missing or extraneous tasks in the plan for implementing
network modernization & consolidation?
A. Modernizing FedRAMP
Rapid modernization of Federal IT systems will not be possible without a rapid move tosecure cloud-based applications. Beyond determining technical controls, the final reportto the President needs to address process problems that make it difficult for Federal
agencies to move to the cloud. Chief among these problems is the Federal Risk andAuthorization Management Program (“FedRAMP”). The missing task for this report is aplan to streamline FedRAMP and move to a continuous monitoring approach forverifying security requirements in the cloud.
FedRAMP was meant to simplify the procurement of cloud services by providing “agovernment-wide program that provides a standardized approach to security
7

assessment, authorization, and continuous monitoring for cloud products and services.”
Utilizing a “do once, use many times” framework, FedRAMP is supposed to save thegovernment money. While the approach is fundamentally sound, execution has beenpoor and the results less than stellar. The existing FedRAMP program has a paltry 80
offerings, a small fraction of the offerings available in commercial cloud markets ordirectly from cloud providers, replacing only a small number of the 200,000+ software
products Federal agencies procure. Seven years after the Obama Administration
announced a Cloud First policy that would move $20 billion of Federal IT spending to
the cloud, the latest estimates put Federal spending on cloud services well short of thatgoal.
The onerous accreditation process is both costly and unnecessary. In 2014, FedRAMP
accreditation took an average of nine months and cost providers $250,000; in 2015, theprocess was taking an average of two years and as much as $5 million. The process isalso opaque to vendors, who do not receive timely updates on where they are in theapproval chain and are unable to solicit information from Federal officials.
The security assessment process uses a standardized set of FedRAMP requirements inaccordance with the Federal Information Security Management Act (“FISMA”), 44
U.S.C. § 3541 et seq., and National Institute of Standards and Technology (“NIST”)
Special Publication (“SP”) 800-53, Security and Privacy Controls for Federal Information
Systems and Organizations, to grant security authorizations. These standards arewidely regarded as best practices within the cybersecurity industry; however, theassessment of implementation of these standards is onerous and ineffective.
The process begins with vendors completing a System Security Plan (SSP). FedRAMP
provides a word document template for each of the accreditation levels (low, medium,high). The Low Baseline template alone is 175 pages and 36,000 words. The HighBaseline template is 350 pages and 80,000 words. The Veris Group, a third party
accreditation organization, warns potential clients that a completed SSP is likely to beover 750 pages.
This kind of paper-based, static security review is outdated and unnecessary.
Compliance documented on paper does not equal security in the real world.
Recognizing this reality, the FedRAMP program office (along with other Federal
agencies) have established a Continuous Monitoring program that monitors over 50
controls following accreditation. Most of these however, do not provide a continuous
flow of data but are simply monthly or annual requirements.
The initial accreditation process should move from word document templates to realtime monitoring of vendor implementation of controls. Responsibility for monitoring thesecurity of vendors should be moved from the FedRAMP program office to the
Department of Homeland Security (DHS). DHS is vested under Federal law withresponsibility for protecting civilian Federal agencies. Continuous monitoring of
FedRAMP vendors should be part of US-CERT’s mission to protect Federal agencies.
Under this model, DHS should standup a dashboard for monitoring the security of
FedRAMP vendors. Access to the dashboard for a FedRAMP service should beavailable to both the vendor and Federal agency users. The accreditation process
should begin with the vendor completing initial data submission on the dashboard
8website, eliminating word documents. As the vendor connects data feeds to thedashboard, compliance with the monitored controls can be reported in real time using astop light protocol (red for no data, yellow for data that shows non-compliance, green forcompliance).
DHS should work with vendors to develop new controls to expand the number ofrequirements that can be monitored in real time.
B. Using the Cloud to Realize the Vision for Security
As a Cloud Service Provider and data storage, processing and security company,
Oracle is not best positioned provide advice on improving Perimeter-Based security
approaches. Our comments are therefore directed at addressing how many of the goalsof Perimeter-Based security can better be met through partnership with Cloud Service
Providers.
a. Cloud Security and Situational AwarenessUse of Cloud infrastructure and applications can provide the Department of Homeland
Security far better situational awareness than can be gained through a perimeter-only
based approach. Beyond replicating this level of visibility, Oracle can, as a technicalmatter, provide DHS and Federal agency clients, additional data at the infrastructure,platform, and application layer to create a clear view of not only threats but the state of
security tools and configurations.
b. Encrypted Network Traffic
Solutions to addressing encrypted network traffic either rely solely on using meta data toidentify potential malicious activity or must decrypt the traffic to inspect it. Bothapproaches are problematic. Use of meta data leads to high false positives and so, inmost organizations, is only used to “detect” potential malicious activity, not to stop it. In
contrast, decrypting the traffic can provide higher fidelity security but introduces a
multitude of problems including high latency and exposure of data to unauthorizedparties. A better approach is to move the security activities to the point at which the data
is decrypted for its intended use. By moving these security functions to the application
layer, data is not decrypted in transit. In addition, the context is available to makeinformed security decisions through automated processes as described below.
c. Overreliance on Static Signatures
For Oracle’s enterprise security, we have moved away from systems that can only stop
known threats and built or implemented systems that can identify patterns of anomalous
activity that may indicate malicious intent. This approach requires the gathering andanalysis of large volumes of data and is most effectively done not at the network layer
but at the application layer. Oracle would be happy to provide the Office of Management
and Budget a briefing on this approach.
d. Use and Value of Classified Indicators
Oracle recognizes the use and value of classified indicators. Oracle does not see any
barriers to instrumenting its Federal offerings to use these indicators. There is no
reason that a Cloud provider offering email-as-a-service could not direct mail to be9

filtered through an Einstein 3A sensor. While Oracle does not offer email-as-a-service,it’s applications that rely on DNS could be filtered through Einstein 3A either on premise
or at a third party location. Additional countermeasures could likely be implemented aswell.
e. Continuous Diagnostics and Monitoring
As discussed in our comments on FedRAMP, the goals of the Continuous Diagnostics
and Monitoring (CDM) program that have been difficult to realize on legacy
architectures can be readily achieved in cooperation with Cloud Service Providers.
Enterprise cloud platforms can provide the data necessary for CDM in real-time. While
CDM has been focused on a limited number of controls (four to five), many more can bemonitored using data feeds from Cloud. Oracle has mapped out the data feeds that canbe used for continuous monitoring, and concluded that 37 of the 98 categories of the
NIST Cybersecurity Framework could be monitored continuously. Aspects of anadditional 50 control groups can be monitored with such an approach.
4. Are there any missing or extraneous tasks in the plan for implementing sharedservices to enable future network architectures?
Oracle applauds the approach outlined on shared services, in particular the soundendorsement of cloud services. As the report notes, “Agencies must leverage sharedservices and embrace commercial technologies where possible, building new capabilities
only when shared services and commercial technologies cannot meet mission need.” In our
experience working with the Federal government, there are few circumstances in which it
will be more efficient or cost effective to use a “shared service” model (where a Federal
agency performs services for other Federal agencies) over adoption of enterprise-grade
cloud services that can meet both the business and security needs of Federal agencies.

5. What is the feasibility of the proposed acquisition pilot? (Appendix D)
The pilot program described in Appendix D proposes to aggregate the pricing ofgovernment-wide email by enabling agencies to buy email licenses from a price point
submitted by each vendor to a government-wide dashboard. The agency and contractor
would not negotiate. As we understand it, the Report speculates that the government
will achieve greater discounts by placing email providers in direct, live competition andby pricing discounts based on government-wide volume, rather than relying on
individual agency negotiation. The Report is particularly concerned with increasing thenegotiation power of small agencies.
The Report is correct that acquisition reform is needed. Government needs more agile
buying power and contractors need the ability to sell quality products and services at acompetitive price. The complex web of acquisition laws and regulations that currently
establish the relationship between the government and its vendors undermines thesegoals, making even simple acquisitions of commercial items an expensive chore. In
many instances, the acquisition process prohibits government from procuring the mostinnovative products available in the market place (a fact especially true of information
technology systems that change continually). However, the Report’s solution toaggregate government-wide buying power into a marketplace dashboard does not
significantly improve the procurement process or results. It does not move government
toward commercial-market buying. Specifically, the Report fails to meaningfully address:
10•The cost and technical capabilities for migrating existing IT structures;•

The highly differentiated technical capabilities of complex IT products andthe packages designed for a given function;•

In general, factors other than cost broken out by unit; and•Competition laws that still require the full procurement process andalready provide for government-wide volume discounts (even by small
agencies!).

Rather than focus on adding yet another technology layer, IT modernization should
focus on tackling the difficult issues in the procurement process that truly impede
government from adopting commercial market buying methods. Two reforms areneeded to achieve more agile, impactful buying power for the government:1) government must eliminate regulations and contract terms and conditions that
increase the cost of compliance (on both the Government and the private sector) andlimit the number of vendors willing to directly contract with the government; and2) government must organize its agency purchasing pools by function, giving
consideration first to what functions each agency needs and which agencies sharethose functional needs.
Thus, the first step in IT Modernization is for agencies to consider what IT functions theyneed to procure and whether those functions should move to the cloud. Agencies
should then issue joint competitions among all similarly positioned government stakeholders for those functions, and award task orders to vendors that comprehensively
offer the best value to the government in both technical capabilities and cost for the
specific functions needed by an agency. In this way, government is eliminating
duplication, and getting the most for its money by truly leveraging buying power a macrolevel, rather than merely looking for volume discounts on per-unit basis (as is alreadydone at GSA).
A.

What is Missing in the Reporta. Transparent, Accurate Cost Assessments

First, the pilot program in Appendix D suggests that agencies will be able to order email
licenses from a dashboard and start using a certain email technology instantly at the
total price per unit listed. This instantaneous acquisition method cannot possibly take
into account migration and integration costs that cannot be assessed without additional
information regarding legacy systems. The cost to migrate will depend on theinfrastructure of the product purchased from the dashboard, so agencies cannot
effectively scope the cost of migration prior to ordering from the dashboard.
b. The Technical Differences in Products
Second, as the Report points out, cloud is not a commodity. The pilot program
described in Appendix D does not account for technically complex, highly-differentiatedproducts. Complex IT products cannot be sold off a dashboard. The commercial sector
leverages holistic packages of software-as-a-service offerings for various products that
knit together the functions that are able to provide synergy. In fact, there is no11

articulation—let alone comparison of—technical strengths and weaknesses on the
proposed dashboard. It is unclear to us how the Acquisition Tiger Team described in thereport would be able to conduct meaningful analysis for complex IT cloud products if theteam’s analysis is based on base-line, single-unit products. As has always been done in
the past, contractors must provide information on what the contractor is technicallycapable of providing. The government should focus its technical expertise in helping
agencies understand the technical proposals that are submitted by contractors throughthe traditional procurement process.
c. Longstanding Competition Requirements
Third, the Report does not address how Appendix D’s pilot program will
streamline competition requirements. Under Competition in Contracting Act (“CICA”) of
1984, 10 U.S.C. § 2304(a)(1)(A) & 41 U.S.C. § 3301(a)(1), the Clinger-Cohen Act(“CCA”), 40 U.S.C. § 11101 et seq, and Federal Acquisition Regulation (“FAR”), 48
C.F.R. Part 6, agencies are required to engage in “full and open competition” foracquisitions above the simplified acquisition threshold (currently $150,000). “Full andopen competition” requires the government to allow all responsible offerors theopportunity to compete for the work. FAR 2.101. The requirement that government
engage in competition extends to pre-negotiated multiple-award, indefinitely-delivery,
indefinite-quantity (“IDIQ”) contracts, 41 U.S.C. § 3302, under which the government isrequired to provide “fair notice” and “fair opportunity” to all qualified contract-holders tocompete to fulfill a particular task order.
Because of these competition requirements, Congress has specifically empowered
GSA—by statute—to be a government-wide purchaser, using a streamlined
procurement approach. See 40 U.S.C. § 501 (authorizing GSA to “procure and supply
personal property and non-personal services for executive agencies to use in the proper
discharge of their responsibilities, and perform functions related to procurement andsupply[.]”). GSA interprets this statute to require agencies to issue a Request for
Information (“RFI”) for purchases above $150,000 (the simplified acquisition threshold).
Under this process, vendors submit commercial pricing for commercial items to GSA.
GSA negotiates government-wide price lists of commercial items (called “Schedule
Contracts”), and these prices are then determined “fair and reasonable” under law. Any
agency can purchase from a negotiated schedule at any time – including small
agencies.
i. Aggregate Buying Power by Unit is a Historically Failed
Solution
Therefore, the Report fails to acknowledge that this “aggregate buying” approach exists
today at GSA. GSA negotiates set pricelists that require sellers to provide not just thebest price for a government user, but to make the government the most favoredcustomer even against commercial customers. The government usually receives a set
percentage discount below what has been determined to be the analogous vendors, arequirement called the “price reduction clause.” Thus, the Report seems to adopt theexact same approach to “curing” procurement ails as the government has tried in thepast – leverage government-wide buying with standard terms and conditions. Thisapproach has been done before.
12What the Report is silent on, that may have significant impact on the market, areremoving restrictive, onerous legal terms and conditions contractors are currently
subject to that serve as a barrier for many contractors to enter market, such as the pricereduction clause. Importantly, it is the elimination of these onerous requirements thatwould cause a change to the market – not the mere leveraging of governmentwide
purchasing on a product-by-product basis, which is already done. Oracle strongly
recommends that government negotiate commercial terms and conditions with industry
in advance of adopting this pilot program so that it can be determined whether
significant market impact through true procurement reform can be realized.
ii. The Proposed Dashboards Do Not Streamline GeneralCompetition Standards
Putting aside GSA, the government-wide dashboard concept included in Appendix D
either does not meet basic competition standards, or still requires agencies to undergoa full competition (it was not clear to us which outcome would be the case). The
dashboard itself enables agencies to look at only one metric – unit price based on acertain volume. This metric says nothing about technical, past performance or security
metrics. The government must give significant consideration to how contractors would
be given “fair notice” of how they would be evaluated under some sort of shortened
procurement process, and then how agencies would cull the necessary technical andsecurity information for each offering such that all vendors are given “fair opportunity” toparticipate. It is not clear to Oracle how the dashboard changes the traditional
procurement process beyond mere price-setting.
B.

The Revolutionizing Solution: Adopt Commercial Practices ofLeveraging Buying Power to Demand the Best Full Solution Commercial
Contracts

The federal government does need to streamline procurement, but not by creating one
more technological layer. Rather, the federal government needs to return to acquisition
basics, focusing first on the government’s internal process of deciding that functions it
needs to purchase. Each agency should inventory the functions that it needs. The
government can then examine which functions and which agencies are similarly
situated, and then appropriately pool user bases (i.e., specific federal agencies) throughinter-agency agreements under the Economy Act, 31 U.S.C. § 1535 and FAR 17.501,
and standing up multiple-award IDIQ contracts that cater to those groups’ cloud
requirements. One pool of federal agencies (e.g., DoJ, DHS, FBI) could conduct a jointcompetition for one type of cloud that is best suited to their tasks; simultaneously, someof those same agencies (DoJ, FBI) could work with other agencies (CIA, NSA) to focus
on a separate competition to obtain a cloud that is suited to a different task. Smallagencies would be given the procurement expertise and leverage of the larger agencies
that they functionally align with. In this way, just like the commercial sector, thegovernment would negotiate for discounts not based on an individual unit, but with theleverage of an entire package of products that will reap both maximum discounts andtechnical optimization by removing integration costs and security challenges. Thus, it is
the mere categorization of critical functions and pooling of agency resources that istransformative. Government contracts should be used to support the negotiated deals,
not as an arbitrary filter and driver.
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