Category: IT Services

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The Federal 100 Awards Recognize How Technology Transforms

New ways of using and managing technology—social media, collaborative tools, dashboards, everything-as-a-service—are transforming the way government agencies accomplish their missions. And behind every technological leap is a member of the federal workforce.

Each year, Federal Computer Week’s Federal 100 list highlights how innovative and creative government and industry workers have catalyzed government transformation, recognizing them for outstanding public service and going above and beyond their daily responsibilities.

I’m honored to have been named to this year’s list for my work on the BetterBuy project. In my new role as Assistant Commissioner of GSA’s Office of Integrated Technology Services (ITS), I will continue the dialogue the project started so ITS can deliver the transformative solutions agencies need.

However, I’d like to focus on the achievements of two people within my new organization. I work with enterprising individuals dedicated to innovation, and I’d like to highlight the achievements of Michael Anastasio, Jr. and Daisy Bhagowalia.

Delivering Innovation: Cloud Computing

Cloud computing technology is poised to transform the way we manage government. It heralds cost-effectiveness, increased efficiency, and renewed mission focus. But until now, many agencies have been unclear on cloud computing’s characteristics and the way in which they could procure it. All that has changed, thanks to Michael Anastasio, Jr.

In October 2010, under Mike’s stewardship, GSA awarded the Infrastructure-as-a-Service (IaaS) blanket purchase agreement, the first cloud-specific government contract vehicle. Working with agencies, industry and key stakeholders, Mike managed the program to ensure the resulting solution would position GSA to meet agencies’ current needs as well as anticipate future requirements.

Mike’s efforts put in place the tools agencies need to realize the benefits of cloud while complying with the Office of Management and Budget’s “Cloud First” policy and the White House’s recently released Federal Cloud Computing Strategy, particularly their contracting and security provisions.

Delivering Acquisition Excellence: .Gov Contract

With the government now in budget season, more than ever, each agency is looking to stretch technology investment funds. IT security concerns have also never been greater.

The .GOV Domain Registration program offers U.S. government organizations an online registry for the Internet’s .GOV namespace. As the .GOV program manager, Daisy Bhagowalia oversees all aspects of this effort including registering, administering and maintaining .GOV second-level domain names such as gsa.gov and whitehouse.gov.

Daisy was recognized this year for her team’s successful implementation of a no-cost direct order/direct bill contract. This strategy upgraded the .GOV system to the highest Federal Information Processing Standard (FIPS) 199 security level, thus giving customers a more streamlined, secure service.

What is “great government through technology” if not saving the government time and money while improving security and customer service?

Both Mike and Daisy have helped make government more efficient and effective by focusing on great service. Their efforts are saving agencies time and money, while improving GSA’s ability to deliver the crucial solutions government requires in order to deliver great services to citizens.

Thank you for following my blog and my tweets. I want to hear your feedback on how we can build on these successes, and how ITS can continue to improve the way we serve our customers.

We congratulate all the Federal 100 winners for their hard work!

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Great Government and the Technology Dividend

Welcome to Year 2 of the Great Government through Technology blog. I’m Mary Davie, the new Assistant Commissioner for the Office of Integrated Technology Services (ITS). Many of you may already know me as the former Assistant Commissioner of Assisted Acquisition Services (AAS) and my work with the Better Buy Project and the Better Blog.

I’m excited to have the opportunity to talk with you here, and I look forward to opening a conversation on how GSA can deliver great government through its technology products and services.

I view my transition from AAS to ITS as a logical step. Both AAS and ITS share a similar perspective on how to use technology to facilitate the acquisition process and deliver integrated solutions. Both have a similar focus on innovation, sustainability, customer intimacy and operational excellence—we make acquisitions easier, faster, better, greener and more secure.

I am also a strong proponent of Web 2.0 and social media for engaging colleagues, customers and industry. For those who don’t know me, Twitter is one of my favorite ways for reaching out to colleagues and customers.

Reaping Technology Dividends
If there were ever a time to aspire to “great government through technology,” it’s now. Agencies face tightening budgets. Acquisition professionals are being asked to do more with less. Large IT acquisitions have come under greater scrutiny.

However, we have much to be hopeful about: new technology solutions such as Cloud Computing and Data Center Services will yield dividends for the government—cost-savings; reduced carbon emissions; and increased communication, collaboration, transparency and productivity.

Throughout my career, I’ve worked all along the IT acquisition lifecycle, with industry, our customer agencies, and my colleagues on all sides of GSA’s business. I see enormous possibilities to collaboratively align GSA’s product and service offerings to meet agencies’ needs for increased productivity, security, and sustainable and cost-effective mission-critical systems.

In 2010, ITS took big steps to reach out to agencies and industry in new ways.

In 2011, we’ll build on that momentum. We’re putting the service back into Integrated Technology Services. More on that in the future.

Let me know what you think. Leave a comment. Tweet me. Or come see me at the Coalition for Government Procurement Executive Breakfast on February 25th.

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New Endings, New Beginnings: Looking Ahead to 2011

It’s now been just over a year since I launched the Great Government through Technology blog. I hope you’ve enjoyed reading it as much as I’ve enjoyed writing it. It’s the thoughtful discussions I’ve had with you—our valued customer agencies, industry partners, and government colleagues—that prompted me to write this blog in the first place.

As you may know, I will be retiring this month. For my last two years as Assistant Commissioner of GSA’s FAS Office of Integrated Technology Services (ITS), I’ve had the good fortune to work with great people and oversee a number of exciting initiatives: the successful rollout of GSA’s Alliant and Alliant Small Business GWACs, the Future Commercial Satellite Communications Services Acquisition (FCSA) in partnership with the Defense Information Systems Agency (DISA), and the awarding of Infrastructure-as-a-Service contracts, GSA’s first cloud offering.

GSA has proved its commitment to greater agency and industry partnership, acquisition innovation, and operational excellence.

Looking Ahead to 2011

For my final post on the Great Government through Technology blog, I’d like to look ahead, rather than reflect on the past. Here’s what I see on the horizon for federal IT and GSA in 2011.

Sustainability, cybersecurity, and cloud computing offerings have reached or passed their tipping points. In addition, budget concerns, increased oversight, and a serious need for better IT project management will lead to smaller IT acquisitions and greater collaboration.

Sustainability. With the President’s Executive Order (EO) 13514: Federal Leadership in Environmental, Energy, and Economic Performance, government agencies must become more sustainable. GSA, among others, must help achieve “greener government.” At the same time, agencies will be driven by budget concerns to seek out technologies that offer greater operational efficiency and sustainability.

Cybersecurity. Innovative acquisition solutions are critical to securing our nation’s digital infrastructure. GSA must address agencies’ current requirements and anticipate their future needs. The next generation of cybersecurity offerings must entail fully integrated solutions made up of pre-authorized products and services.

Security needs and budget concerns will require increased cross-agency partnerships, such as the DoD and DHS Cybercommand Memo of Understanding (MOU) and will spur experimentation with industry-government partnerships to leverage government buying power and private sector best practices.

Cloud Computing. Cloud computing may prove to be the nexus of sustainability, cybersecurity, and IT organizations’ need to stretch their funding. In line with these concerns and the federal CIO’s “cloud first” policy, cloud will become the default option for IT operations. Hybrid clouds will proliferate. Pay-as-you-go, or subscription models, will become increasingly common. GSA’s Infrastructure-as-a-Service offering is only the first of great things to come.

Smaller IT Acquisitions. Agencies will seek out ways to make IT projects more manageable, cheaper, and less risky, to include breaking large-scale IT implementations into smaller projects issued under task orders to existing contract vehicles such as Alliant and Alliant Small Business.

Collaboration. Whether we’re talking about innovative partnership strategies such as FCSA, the DoD-DHS MOU, new Web 2.0 tools such as GSA’s Interact, or improved communication among acquisition and IT shops, increased collaboration will be key to improving IT project management.

The “Beat” Goes On

While GSA may face many challenges, 2011 will be an exciting year. Where there are challenges, there are also opportunities to innovate.

In the words of a former major league baseball commissioner, “Players turn over, owners turn over, and certain commissioners turn over. But baseball goes on.” Though I am moving on, I want to welcome Mary Davie, who will be taking my place as Assistant Commissioner of the GSA FAS Office of Integrated Technology Services (ITS).

As former head of the GSA FAS Office of Assisted Acquisition Services (AAS), Mary’s IT acquisition experience, innate understanding of customers’ needs, and proven leadership ability make her uniquely suited for leading ITS and working with you to realize the vision of Great Government through Technology.

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GSA’s Innovation Recipe

I’ve heard the message from the people loud and clear: They want government to be more effective and to do more with fewer resources.

As Assistant Commissioner of GSA’s Integrated Technology Services — a service provider for the federal government — I am always looking for ways to do more with less.

As I’ve discussed in previous blog posts, innovation is what makes it possible to meet increasing demands with the same — or fewer — resources.

Following the Innovation Recipe

Every business guru has a recipe. From my own experience in industry and government, here’s my old family recipe — what I know works:

  • 1 part Trust
  • 1 part Resources
  • 2 parts Risk

But the recipe’s for creating innovation from scratch. It’s not a box mix.

Supervisors and employees need to trust each other. It’s not a given part of employment; it’s a process. At GSA, we get to know our coworkers as well as our government customers. Creating a culture of innovation is a top-down as well as bottom-up process.  Not only must we empower our employees to seek innovation, we must provide the leadership and courage necessary to enable these environments to exist.

Supervisors must identify and make it possible for trusted employees to innovate by providing the appropriate resources — time, space, money, and technology.

Because our mix of resources and risk may vary, the result may be unpredictable. But sometimes that’s what we need. Administrator Johnson has said, “The trick is to fail fast and learn from it.” I’d add that we should also look for unintended innovation.

Innovation is often a product of failure, rather than success.  The technology behind GSAdvantage! came out of  an earlier initiative that was never implemented.

We took a risk and the project failed — but the result was an innovative solution to a different challenge — the question we didn’t even know needed answering.

Risk: Creating a Culture of Innovation

To nurture an innovative culture is to create a culture of risk-taking.  My recipe requires two parts risk because I recognize the need to balance the desire to encourage risk-taking with the need to protect against it.

GSA has embarked on a number of innovative initiatives under the direction of Administrator Johnson, who says, “We need the courage and leadership to face down risk.”

Risk and Reward: Cloud Computing

GSA has awarded contracts for providing Infrastructure-as-a-Services (IaaS) cloud computing services. We’ve embarked on new business and service-delivery models. We are also asking our customers to change how they approach the acquisition of IT hardware. Even yet, contract awardees must complete the appropriate security certifications to be able to provide IaaS offerings. It has been a process fraught with challenges and risks.

However, we are confident that this and future offerings will drive technological innovation, efficiency, and cost savings across government.

For example, since moving its own portal, USA.gov, to a cloud-based host, GSA has been able to reduce site upgrade time from nine months to one day; decrease monthly downtime from two hours to 99.9% availability, and realize a savings of $1.7 million in hosting costs.

That’s not just innovation. That’s great government through technology.

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GSA as Acquisition Enabler: Alliant Hits $1 Billion

Parents like nothing better than to see their children grow up and succeed.

For my colleagues and me, last week—when the contract surpassed $1 billion in the value of task orders issued since its launch—was like Alliant’s high school graduation.

Despite some challenges, Alliant reached the $1 billion mark more quickly than its recent predecessors ANSWER and Millennia. It has demonstrated its value to our industry partners and customers, and GSA remains firmly committed to supporting it.

A few points about Alliant’s success:

  • All Department of Defense (DoD) branches and many civilian agencies, including Homeland Security and the State Department, use Alliant;
  • Twenty-four of 59 prime contractors have won awards on 45 task orders;
  • GSA has received an average of four bids per task order and not a single protest—demonstrating fair, open competition;
  • Both the largest and most innovative IT projects across government, such as Smart Buildings, use Alliant.

From Alliant’s success, we can also draw conclusions about the state of the acquisition world.

There has been a lot of discussion on the blogosphere about GSA and its imagined or real intentions toward other agency GWACs.  In light of Alliant’s success, my only comment is to echo Administrator Martha Johnson’s question:  “How do you … be a real agent for procurement, not the procurement enforcer?”

I want agencies to use Alliant, as well as our small business GWACs, because these contracts meet their needs, not because the Office of Management and Budget (OMB) has mandated their use.

Recently, industry groups have expressed concern about duplicative indefinite delivery-indefinite quantity contracts.  I know firsthand from my industry experience that vendors feel compelled to bid for all or as many contracts as possible. This bidding ends up costing tens of thousands of dollars each, or more. These costs are not just the “cost of doing business”; they are passed on to the government and eventually to the taxpayer. I don’t see how that benefits anyone in the long run.

Agency acquisition officers face two critical issues: the time cost of money and the availability of an already stretched acquisitions workforce.  Agencies looking to avoid paying a GSA or other GWAC fee by creating their own contracts may not save money or time in the long run.

As Administrator Johnson has noted, our challenge is “not about mandates or market changes”; it’s about what GSA can do to meet our customers’ needs. Results on Alliant and our small business GWACs show us that we are on the right track; now we must execute on that vision.

So let me know in your comments below: what do you need? What are your requirements? What—and how—can we serve you better? How can we make your job easier?

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First Steps in Sustainability: Saving the Planet and Taxpayers’ Money

I recently attended a GSA conference hosted by Administrator Martha Johnson designed to bring together GSA executives to discuss GSA’s sustainability plans. To prepare, we read the book Cradle to Cradle: Remaking the Way We Make Things.

Cradle to Cradle asks us to rethink commonly held beliefs, such as the idea that industrialism and nature can’t be reconciled.  Instead, we are asked to see the dichotomy as a design issue.  The authors ask us to view sustainability as a coping mechanism rather than a solution and urge us to redesign solutions to our more critical challenges.

To do so, let’s consider one of government’s bigger challenges.

The federal government is the nation’s largest consumer of energy, and information technology represents a huge part of that energy consumption.  At all levels of government, agencies are seeking  cost-effective, cutting-edge solutions to reduce their IT energy consumption, recycle IT equipment, optimize data centers, and reduce their carbon footprint.

Sustainability, in this context, is as much about saving taxpayer money as saving the planet.

In October 2009, President Obama issued Executive Order (EO) 13514: Federal Leadership in Environmental, Energy, and Economic Performance, urging agencies to lead by example in using environmentally responsible products and technologies.

Our Administrator recently—and boldly—accepted that challenge, stating that “we at GSA are embracing a zero environmental footprint (ZEF) goal. We are setting our sights on eliminating the impact of the federal government on our natural environment.”

“Zero environmental footprint is this generation’s moon shot. And so, it must be ours at GSA.” Putting someone on the moon took years of focused energy to achieve—but we did it.

Cradle to Cradle lists five guiding principles, which help us take the first steps toward meeting this challenge:

  1. Signal your intention—Administrator Johnson put the market on alert that GSA is committed to a completely new paradigm, not just incremental improvement.
  2. Restore—strive for “good growth,” not just economic growth. With GSA’s resources, we can give agencies access to cutting-edge technologies and solutions that enable the growth we need, save taxpayers money in the long run, and no longer deplete our resources.
  3. Be ready to innovate further—Innovation requires noticing signals outside of our comfort zone: from our customers, industry, the environment, and the world at large. Administrator Johnson wants us more acquainted with what our customers need, as well as more open to “feedforward” not just feedback.
  4. Understand and prepare for the learning curve—GSA continues to develop next-generation contracts like Alliant. That’s a good step, but we need to put in place practices that can evolve into the next next generation, so our contracts facilitate a cradle-to-cradle lifecycle and benefit our customers and industry partners.
  5. Exert intergenerational responsibility—Administrator Johnson is adamant that our acquisition solutions should not create problems that future generations must solve.

Implementing solutions like Green IT will enable government agencies to do more with less, while meeting government mandates.  We should aim to move beyond simply mitigating the negative consequences of our actions and to be good stewards of our fiscal and environmental resources from the start.

What kind of sustainable, green, or cradle-to-cradle initiatives are you working on?  What are you working on that involves governmental ZEF?

Please share your initiatives and ideas.  Post a comment below.  I want to learn what is happening across our government and in industry.

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Small Business Set-Asides – a Good Thing and the Right Thing to Do

Small businesses drive the U.S. economy – we hear this almost every day on the news. According to a recent Washington Post article, “Firms with fewer than 500 employees employ just over half of the country’s workers and create nearly two-thirds of the country’s new jobs.”  It’s pretty clear: small businesses—veteran-owned and service-disabled veteran-owned, HUBZone, disadvantaged, women-owned and minority-owned businesses—are key drivers of innovation and job creation. They will be critical to pulling our nation out of the current economic crisis.

So what can we, government agencies, do to support the continuing recovery of the American economy?

One tool we have on hand is the small business set-aside. More than ever before, government agencies need to take a hard look at their procurement procedures and their progress towards meeting their small business goals. As part of our standard procurement process for all contracts, we consistently ask ourselves “could a small business fulfill these requirements?” I am proud to say that GSA met its small business goals last year.

If you’re an agency looking for a way to energize your small business procurement, GSA offers you a number of governmentwide IT acquisition contracts tailored to your varying needs, including VETS, 8(a) STARS, and Alliant Small Business. They offer time- and cost-savings, flexibility, worldwide geographic coverage, highly qualified industry partners and, of course, the procurement preference credit you need. We even have a Small Business GWAC Center that will help you walk through the process of choosing the right solution.

In addition, the majority of vendors in our IT Schedule 70 program are small businesses, which provides ample opportunity for agencies to fulfill their IT needs and meet their small business goals.

I know there also are a lot of small businesses out there who have questions about how to provide their innovative technology solutions through our GWACs and schedules. I invite you to come talk to us.

As we head further into our fiscal year, we have a chance to give our economy a boost. Choosing to contract with small businesses is a good thing and it’s the right thing to do.

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Customer Intimacy

As many of you already know, we now have a new Administrator at GSA!  I want to welcome Martha Johnson, and I think the fact that she is on-board promises many positive things for us at ITS.

I was lucky enough to attend Martha’s swearing in ceremony last month, during which she shared some of her cutting-edge thinking on how we can continue to improve as an organization.  During her remarks Martha referred to the work of Fred Treacy and Mike Wiersema, the authors of the book, The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market.  They have argued that a great organization must be all of the following:

1) Intimate with Customers,

2) Innovative, and

3) Operationally Excellent.

Her vision, which I share, is for GSA to become the kind of organization that excels at each of these.

What I really connected to is her ideas on customer intimacy. Customers are at the heart of our business, and I have focused on building our customer engagement capabilities since my arrival at ITS last year.  I have put in place a number of initiatives, and I think we are making progress. To me, customer engagement means developing strong relationships – through active listening – which allow us not only to fully understand and respond to our customers’ current requirements, but to anticipate their future needs.

Recently, we capitalized on strong professional relationships to develop the innovative COMSATCOM partnership with DISA; and our conversations with customers indicate an upcoming need for solutions related to Cybersecurity and Sustainability. Now we must deliver those innovations with excellence – the last ingredient to sustaining valued customer relationships.

So, what about you? I am interested in hearing from those we serve – other federal agencies, industry, and stakeholders – about what customer intimacy means to you.  Please use the comments section and let me know.  I look forward to hearing your ideas and continuing this conversation.

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Need for Speed

First off, I would like to thank everyone for their interest in my blog so far.  I think the fact that this space has already received many thousands of hits shows how much interest there is out there in this type of open government initiative.  Please keep the comments coming, I like to read them!

While everyone has an idea on “the next big thing”, the Administration is pushing for change and pushing for it quickly.  My first introduction to this “need for speed” was in late 2008 when, as the FAS CIO, I was asked to stand up change.gov for the presidential transition.  We were expected to have the website up and running the Wednesday following the Tuesday election…and we did (with a lot of help from many offices in GSA and little sleep). I was thinking about that adventure, when I came across this article highlighting the Administration’s push for IT projects that are both faster and cheaper.  This certainly resonated with me – my organization’s mission is to make IT acquisitions faster, easier and less risky for the Federal government.  Let me briefly explain how.

The acquisition life cycle can be broken down into three large segments; (1) requirements development, (2) contract sourcing and award, and (3) contract administration.  When agencies use GSA they can cut the time and resources spent in the second segment and reduce the risk of protest and/or selection of an unqualified contractor. That’s because we already have contracts with more than 6,000 world-class qualified contractors offering IT products and services that cover the entire IT spectrum.  It simply takes less time to source and award a contract against an existing acquisition vehicle as opposed to an open market buy.  Anyone who has ever prepared a proposal for both types of contracts knows this very well.  And while a protest can always be filed for any award, we are finding that this happens less often against established contract vehicles.  Our Alliant contract, for example, has been operational for nine months and not a single protest has been filed.

We continue to engage with our customers to produce new acquisition solutions that allow government agencies to focus on their core mission while we focus on our mission of making acquisitions faster, easier and less risky.  I would like to point out that GSA’s Assisted Acquisition Service, run by Mary Davie, supports agencies with the first and third segment if they need assistance.

Another way we’re making IT acquisitions better and faster is through strategic solutions like GSA’s SmartBUY program.  While agencies often prefer custom implementations over Commercial off the Shelf (COTS) Software, the pace of technological innovation is beginning to make that tradition outdated.  Custom systems sometimes end up being so complex and taking so long to implement, that they end up being obsolete by the time they go live. This means that federal agencies will need to start focusing on common requirements and the capacity to customize pre-developed solutions. Our SmartBUY program negotiates better prices for COTS software for the entire government.  The program has already saved the taxpayer hundreds of millions of dollars.   I expect that figure to grow; especially since we’re looking into providing services like C&A and Data Center Services through SmartBUY.

The development of clear requirements has a big impact on the timeliness and success of IT procurements.  That is why I will be focusing on ways to make sure my organization has the necessary program, acquisition AND technical knowledge necessary to effectively engage with our customers.

So what do you think?  Do you have other ideas on how to achieve faster and cheaper acquisitions across government?

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Great Government through Technology

The Digital Revolution is dramatically changing the way we live, the way we work, and the way that the American government is serving its constituents; I think for the better.  Almost every day, I hear about exciting new technologies or innovations with the potential to produce changes in the way government serves and interacts with citizens.  The rapid pace of these technological changes – and the ability to harness them effectively – is one of the biggest challenges facing government today.

The government has already made great strides in improving the way it distributes information, provides services and communicates with the American people. That is why I am especially proud to be leading the Office of Integrated Technology Services (ITS) within GSA’s Federal Acquisition Service. We help government agencies execute their core mission by making it easier for them to acquire the latest in technology products, services and solutions.  That is what I mean when you hear me talking about “Great Government through Technology”.

I started as Assistant Commissioner of ITS in April.  Over the past several months, I have focused on helping our customer agencies implement the administration’s IT priorities, including cyber security, sustainability and innovation.  But one of the things I am particularly thrilled about is the increased emphasis on government collaboration and communication.  That is why I am happy to be making the first of many postings on this blog.

I plan to post here frequently. This space will be used to tell you about trends that I see in the marketplace, my focus here at ITS and important initiatives.  But most of all, I want to hear back from YOU!  I will be looking out for your comments and topic suggestions, and though I won’t be able to respond to everyone, I will do my best to keep the communication two-way.

Looking forward to hearing from all of you!