SMALL BUSINESS ISLAND
413TH CSB SMALL BUSINESS PROGRAM RESULTS
Category
Percent of Eligible Dollars to Small Business
Percent to Small Disadvantaged Business
Percent to Service- Disabled Veteran- Owned Business
Percent to Women- Owned Small Business
Percent to HUBZone Small Business
REPORT CARD
This chart shows the improvement in the 413th CSB small business program from FY14 to FY15 in all categories. (SOURCE: 413th CSB)
FY14 FY15 ECC FY15 Goals
64.3 66 32 2.1 57 38.4 27.5 3.4 2.2 13.8 14.2 7.5 12.3 14.1 8
member of the team instead of someone in a separate specialty area. Now the SBS not only gives guidance, but also conducts numerous training sessions on the small business program and on the required forms that must be completed before the solicitation of any requirement.
Mastin maintains operational support to the CSB by serving not only as the small business advocate but as an ombudsman in a wide range of areas requiring a significant degree of busi- ness and technical knowledge, including labor, marketing and general business-related disciplines. He sees when acquisition circumstances inhibit small business participation or impact small businesses’ overall operation or survival, and represents the interests of these segments of industry to all levels of manage- ment to resolve problems and ensure maximum small business opportunity consistent with the activity’s requirements.
He coordinates all DD Form 2579s before issuance of any solicitations and reviews the corresponding market research to make sure that small businesses participate to the full- est extent possible. Tis results in many positive comments and feedback from the contracting workforce in Hawaii and Alaska and sets the standard for how the 413th CSB will pro- ceed in FY16.
small businesses could provide. Te SBS improved upon the existing information found in the small business resource folder on the brigade’s internal, shared drive. Te informa- tion previously provided on the shared drive was generic in its reflection of small business capability briefings, catalogs and brochures.
To improve the quality and accessibility of the information provided for 413th CSB 51Cs and 1102s, Mastin broke down the small business documents into their separate socioeco- nomic categories: women-owned, economically disadvantaged women-owned, veteran-owned, SDVO, HUBZone, small disadvantaged business or 8(a) businesses.
To show the most current information, he further categorized the information within the small business resource folder to reflect the fiscal year in which the information was received. Tis has proved to be a valuable tool for the regional contract- ing offices to use in their market research.
• Te brigade tailored the role of the SBS to use his solid acqui- sition skills to improve communication between the 51C/1102 personnel and the SBS, so the SBS would be more fully engaged with the workforce and accepted as a value-added
112 Army AL&T Magazine January-March 2016
CONCLUSION Te implementation of these innovations resulted in increased participation of small businesses and increased achievement of our small business goals as a percentage of available dollars from FY14 to FY15. Additionally, the brigade exceeded all of its assigned goals for FY15.
Te warfighter gets the required supply or service while the American government achieves its desired socio-economic effect. Te brigade intends to continue to refine and improve its SB pro- gram based on its recent success and achieve even better results in FY16.
For more information on the 413th small business program, go to
http://www.acc.army.mil/ecc/413th/hawaii/rco-hi_small_ business.html.
COL KEVIN M. NASH is the commander of the 413th CSB, Fort Shafter. He holds a master’s in management from the Naval Postgraduate School and a B.A. in economics from Washington and Lee University. He is Level III certified in contracting, Level II in program management, and a member of the Army Acquisition Corps.
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