Tag: Customer Service

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Update to Better Contracting Initiative 2

In an earlier blog post, Transforming Government IT Procurement: Better Contracting Initiative Priority 2, I introduced the Better Contracting Initiative (BCI) as a driving force behind our ongoing efforts to modernize government IT procurement. 

I described the Governmentwide Acquisition Strategy initiative led by the IT Vendor Management Office (ITVMO) to centralize engagement with critical Original Equipment Manufacturers (OEMs) and negotiate universal contract and process improvements to ensure that all agencies benefit from best-in-class terms and pricing as “One Customer.”

Today, I’ll provide details on the ITVMO’s Governmentwide Microsoft Acquisition Strategy (GMAS), an unprecedented initiative to forge a strategic partnership between the government and Microsoft, and provide immense value to the government and one of its critical IT suppliers.

The GMAS origin

In 2023, the ITVMO launched the GMAS initiative to help standardize government contract terms and pricing for Microsoft products and services, offered by many resellers, regardless of where or how agencies acquire them. The goal was to consolidate best-in-class terms into a universal term sheet that agencies could apply to any government buying vehicle. With best-in-class terms and enhanced cybersecurity standards, all government agencies, large and small, would benefit from the U. S. government’s size and weight, and avoid the inefficiencies of negotiating certain contract terms at each procurement. The process was designed to be collaborative, both across the government and with Microsoft, to generate efficiencies for all parties.

Comprehensive due diligence and preparation

After reviewing Microsoft contracts from each of the 24 Chief Financial Officers (CFO) Act agencies, the ITVMO compiled a list of 150+ contract terms and conditions worthy of standardization due to their varying language and benefits. ITVMO also performed an extensive price analysis that revealed substantial variance in pricing from resellers due to factors not always driven by “size of the prize.”

These contractual and price variances revealed an opportunity to capitalize on identified flexibilities, establishing best-in-class contract elements to apply to all government contracts.

With every CFO Act agency participating, the ITVMO hosted a Civilian Services Acquisition Workshop (C-SAW). Over two days, the group collaboratively concentrated the original list of terms and price reduction concepts down to 24. These 24 items comprised the foundation of the GMAS initiative.

Partnership with Microsoft

Over the course of several months, the ITVMO, Office of Management and Budget, and Microsoft’s Federal Division discussed the government’s requests and proposed additional ways to establish a strategic partnership. 

The teams walked through each item to understand the specific requests and the underlying challenges. Stakeholders from Cybersecurity and Infrastructure Security Agency (CISA) engaged with Microsoft’s cybersecurity teams to discuss the critical security elements and standards that GMAS aimed to achieve. 

Recently, the government provided a detailed compendium of solutions for Microsoft to formally consider at the corporate level, as many of the items require updates to long-standing corporate policies. Considerations and discussions on the original 24 challenges are ongoing as of October 2024.

Looking ahead

Microsoft has committed to working with the ITVMO to advance the initiative’s progress. We will continue to work with Microsoft to finalize a path forward.  Throughout the project, Microsoft has acknowledged how implementing consistency across contracts between agencies and resellers would improve its performance as a product and service provider. 

Having spent the last six months working with Microsoft, the government is pleased with the emerging alliance. Clearly, both sides value the other as a critical partner, as demonstrated by the willing collaboration of the GMAS effort. The government is confident that this project will yield unprecedented success and pave the way for more strategic endeavors with other critical IT industry partners.

The GMAS initiative is truly a first-of-its-kind effort to solidify the government as “one customer” in the eyes of a critical industry partner. Building on the anticipated success of GMAS, the ITVMO intends to launch similar efforts with other IT OEMs in FY25. 

Stay tuned for more updates on GMAS and upcoming ITVMO initiatives to improve IT buying conditions for the federal government.

Visit our website to learn more about how GSA’s Office of Information Technology Category addresses the BCI through the ITVMO.

Please follow us on LinkedIn to join our ongoing conversations about government IT.

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Transforming Government IT Procurement: Better Contracting Initiative Priority 2

As part of our ongoing efforts to modernize government IT procurement and management, the Better Contracting Initiative (BCI) has been a cornerstone of our strategy at the Governmentwide IT Program Management Office. Today, I am excited to discuss the strides we are making under the BCI, particularly Priority 2, which focuses on negotiating common enterprise-wide software licenses.

We’ve embarked on a journey to streamline how our federal government procures and manages its software assets. Our new Governmentwide Acquisition Strategy initiative not only aims to enhance operational efficiencies but also to achieve substantial cost savings and increase buying efficiencies.

Strategic collaboration and enhanced efficiency

Our approach under Priority 2 of the BCI involves collaboration and strategic negotiation directly with Original Equipment Manufacturers (OEMs), which are essential in managing the government’s vast array of IT resources. By centralizing our engagement processes and encouraging industry to view government agencies as “one customer,” we are ensuring that all government agencies, large and small, benefit from the best possible terms and prices, avoiding the inefficiencies of fragmented and duplicative contract terms.

IT Vendor Management Office’s role in the Governmentwide Acquisition Strategy initiative

The IT Vendor Management Office (ITVMO) has been instrumental in this effort, spearheading direct engagements by developing partnerships with OEMs, conceptualizing solutions for governmentwide challenges, negotiating resolutions, and establishing guidelines that will serve as the benchmark for software procurement across federal agencies. The Governmentwide Acquisition Strategy initiative is truly a governmentwide endeavor.

Steps to success

The ITVMO first identifies target OEMs by soliciting quantitative and qualitative data from all 24 Chief Financial Officers (CFO) Act agencies. Using analysis of governmentwide spend and the gravity of common OEM-specific challenges, the ITVMO recommends an OEM to address, which is then validated and approved by government leadership.

The ITVMO then collects contract data from all 24 CFO Act agencies and performs significant analysis on terms and pricing to identify inconsistencies and abnormalities (both good and bad). With the help of a Governmentwide Integrated Project Team, the ITVMO builds a list of best-in-class terms and target pricing to pursue via a variety of recommended solutions.

After a comprehensive review and discussion of these recommended solutions through a Civilian Service Acquisition Workshop, which further supports implementation of BCI through Prong #3 focusing on getting requirements right the first time which will avoid waste and save financial resources, the CFO Act agencies and the ITVMO works to finalize a set of governmentwide requests for the OEM.

Finally, the government engages the OEM in a collaborative fashion by walking decision-makers through the government’s challenges and recommended solutions for the purpose of cooperative adjustment and, ultimately, acceptance of our governmentwide concepts through modifications to all governmentwide acquisition vehicles so that all federal entities get the benefits of our “one customer” approach.

Consistency in contracts = Better contracting

The initiative is part of a broader effort to not only manage costs but also to ensure that the software we procure is secure, reliable, and meets the diverse needs of the federal workforce. To that end, we’ve made significant progress in identifying key areas where terms and conditions can be standardized to benefit all agencies. Our focus has been on improving license flexibility and mobility, enhancing cybersecurity measures, and implementing cost-effective pricing strategies. The feedback from various stakeholders has been overwhelmingly positive, indicating strong support for a more unified approach to software licensing in the federal sector.

Looking ahead

As we continue to advance this initiative, the insights gained from our ongoing discussions and negotiations will inform our strategies, ensuring that the federal government remains a prudent and effective purchaser of IT resources. To that end, the ITVMO is putting together a guide for agency acquisitions, specific to critical OEMs, to ensure broad recognition and adoption of the best-in-class practices we learned about throughout the Governmentwide Acquisition Strategy process. The goal is not only to save money but also to improve our IT infrastructure, making it more responsive to the needs of our agencies and the public.

The Better Contracting Initiative is a testament to our commitment to innovation and excellence in government IT procurement. With Priority 2, we are setting new standards for how the government collaborates and negotiates in the IT realm, ensuring better outcomes for all our stakeholders. Stay tuned as we continue to make strides in transforming government IT procurement for the better.

Visit our website to learn more about how ITC is addressing the BCI through the ITVMO.

Please follow us on LinkedIn to join our ongoing conversations about government IT.

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It’s survey season! Help us improve your experiences in 10 minutes

Every year, the General Services Administration sends out the Federal Acquisition Service (FAS) Customer Survey and Industry Satisfaction Survey to our partners to gauge your experiences working with us.

Many of you will receive a personalized link to complete one of the surveys in the coming weeks – it takes ten minutes to complete, and the intelligence we gather from your responses will be used to improve your experiences moving forward.

For example, the data collected from the 2023 customer and industry surveys led to:

  • Improvements on the IT category and Multiple Award Schedule web pages.
  • The addition of USAccess locations to get your PIV cards activated – a governmentwide program that GSA manages.
  • Updates to our Buyer’s Guides and Fact Sheets to help you find and understand our solutions better.

We greatly appreciate the time you take to share your experience. Surveys like this, along with feedback you provide through other channels like webinars, trainings, and direct conversations with GSA staff, helps us understand where the pain points are so we can address them with urgency.

If you have questions about the survey or our improvement initiatives, please contact surveys@research.gsa.gov.

Thank you for your continued partnership.

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Working on a critical acquisition? Start with GSA’s Market Research as a Service

Before making a mission-critical acquisition, agencies can save time and resources in finding compliant suppliers, capabilities, competition levels and more to understand the market landscape. GSA’s Market Research as a Service (MRAS) conveniently delivers meaningful market data at no cost to federal, state, and local agencies.

How does MRAS work with agencies?

Through FAR Part 10-compliant Requests for Information (RFIs), sources sought, industry days, and advanced product research, MRAS collects data to help customers understand where their need fits within the GSA governmentwide marketplace.

MRAS experts partner with federal, state, and local agencies to create customized RFIs and help agencies shape their overall acquisition strategy with a thorough, tailored market research report. These services are available at no cost and can be completed typically in two weeks or less.

Record of success with MRAS

In three years, MRAS has conducted over 3,000 RFIs for customers, including more than 25% specifically for IT Category Special Item Numbers (SIN) on the GSA Multiple Award Schedule (MAS).

Top customers served:

  • U.S. Air Force
  • U.S. Army
  • U.S. Navy

Better techniques, better results, Best in Class

The MRAS team uses extensive technology tools and the latest research techniques to generate the best information for customers, and generates a list of vetted, Best in Class GSA industry partners who can fulfill a customer’s unique requirements. The team also works closely with GSA’s talented Customer Service Directors (CSD) to research and review the category, SIN, or contract that best meets the customer’s requirements while following applicable compliance guidelines and maximizing resources.

Customers can review the results of their MRAS request with a member of GSA’s CSD team to answer questions and consider next steps.

Recently, the MRAS team produced a market research report for a multimillion-dollar Department of Defense (DOD) project at Nellis Air Force Base, Nev. and Fort Irwin, Calif. In less than two weeks, the team identified more than 40 potential sources. DOD ultimately found a winning match on the MAS IT professional services SIN.

GSA’s MRAS – Your free resource to start your agency’s successful acquisition journey

GSA’s MRAS offers customers invaluable help through a key component of the acquisition process. MRAS helps agencies make informed acquisition decisions precisely and efficiently. Contact MRAS to learn more and get started today.

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Improving Acquisition Governmentwide: IT and Professional Services

It’s not often that you hear from both the Information Technology Category and Professional Services and Human Capital Categories on this blog, but we’re excited to share some updates about how our portfolios are collaborating to improve governmentwide services acquisition. For this post we’re joined by Sheri Meadema, acting assistant commissioner of GSA’s Office of Professional Services and Human Capital Categories.

ITC and PSHC have always focused on developing and delivering contractual approaches that meet the expressed, current, and future needs of our customer agencies. We set up flexible solutions so industry has a low-friction experience when working with the government. Our job is to help our customers by: 

  • Reaching the most qualified and experienced suppliers in various socioeconomic categories. 
  • Accessing an acquisition channel that is designed to deliver exactly what agencies need and how they need to buy it.
  • Complying with evolving federal regulations.
  • Reducing the complexity and risk associated with services acquisition to the maximum extent possible.

What’s new

This year we are taking our partnership a step further through a new focus area called the Services Marketplace. ITC and PSHC are working together to align how we roll out new contracts and tools to support buyers and suppliers of services. 

Along with the leaders of GSA’s services contracts, we are working together to find enterprise-level solutions. We have three primary goals:

  • Rationalize, align and expand GSA’s contract offerings.
  • Improve FAS’s market research and buying tools. 
  • Improve the data and reporting systems used in support of our acquisition programs

What will this look like for our customers and industry partners? For industry, we envision a future with standardized engagement and solicitation processes regardless of the type of services you’re providing. We will focus on using a consistent set of best practices and tools when possible for both IT and professional services for solicitations, evaluation, negotiations, award, and contract management.

For our customers, we want to deliver a consistent, exceptional customer experience that makes it easier to get successful outcomes when compared to open market procurements. A customer agency buying services from GSA should be able to access familiar processes and have access to the right industry base, best-in-class contracts, effective and efficient tools, and support resources.

What we’re working on

Under the umbrella of the Services Marketplace, we are building the next generation of contracts, including the Services MAC, Polaris, and the follow-on to Alliant 2. 

  • ITC recently awarded the 8(a) STARS III Governmentwide Acquisition Contract, a small business set-aside, Best-in-Class GWAC. Through 8(a) STARS III, agencies can access award-winning 8(a) firms for emerging technologies and Outside Continental United States support via an established contract vehicle, saving time and taxpayer money over open-market methods.
  • Development of the next generation small business IT GWAC Polaris is well underway. The request for proposal for the new Polaris small business IT contract is expected in February 2022. Once fully awarded, Polaris will complete GSA’s GWAC contract portfolio by enabling federal agencies to set-aside IT task orders to small business, women-owned small business, service-disabled veteran-owned small businesses, and businesses located in HUBZones. 
  • With the OASIS ordering period ending in 2024, PSHC is making significant progress on a new Services Multi-Agency Contract to support federal agencies’ procurement requirements for services, making essential improvements and building on the program’s success. 
  • Work also continues on improving our Multiple Award Schedule service offerings in Phase 3 of the consolidation. Contractors with multiple contracts will consolidate down to one, which translates into fewer overall contracts for the acquisition workforce — and industry partners — to manage. It will also make it easier for agencies to find the vendors to meet their mission requirements.

We’ve also started standardizing the scope review process and created a digital tool/portal so customers can submit their scope review requests. This will allow for better tracking, management, and coordination across portfolios, as well as create a single customer experience. PSHC has already created a pilot single intake form and we are working to integrate that across other portfolios. 

In the coming months, we’ll launch a single Delegation of Procurement Authority training for OASIS and Human Capital and Training Solutions and a single on-demand ITC DPA, which combines 8(a) STARS III, VETS 2, and Alliant 2 to simplify the customer experience. We’ve also started the discovery phase for an order management tool for all services task orders. This will allow for better solicitation development, tracking, and task order management on GSA contracts. 

We look forward to continued input from customers and industry partners to create consistency as we build the next generation of contracts, improve market research and buying tools, and enhance data and reports systems for governmentwide services acquisition.

Contact us

If you’re interested in learning more about any of our contracts, send us a note!

Join the Small Business GWAC Community of Interest here to follow 8(a) STARS III and Polaris updates: https://interact.gsa.gov/group/small-business-gwac-community-interest.

Join the Professional Services Community here to follow news on the Services MAC: https://interact.gsa.gov/groups/professionalservicescategory.

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EIS Endgame – The Next Phase of the Government’s Transition Off Expiring Telecommunications Contracts

“Often, greater risk is involved in postponement than in making a wrong decision.”

Harry Hopf, a business consultant of the early 20th century, said these words, and many project management gurus probably have them hanging decoratively on their (now home) office walls.

This quote sums up our advice to agencies as we approach the next milestone guiding the governmentwide transition off GSA’s expiring Networx, Washington Interagency Telecommunications System 3 (WITS3), and Local Service Agreement contracts. In this post, we will explore why the transition should be at the top of everyone’s mind and what to expect from GSA as we close it out.

Enterprise Infrastructure Solutions timeline with milestone dates.

Time Is Running Out

By September 30, 2022, 100% of agencies’ telecom inventory must be off the expiring contracts and moved to GSA’s Enterprise Infrastructure Solutions (EIS) program.

The transition, at this point in time, presents an opportunity for your agency to take control of its own destiny. Agencies have seen upwards of 30% savings over current costs and will benefit as they transition their services. They don’t have to worry about exponential cost increases or operational disruptions due to services left on expired contracts. They are free to implement their modernization plans, confident that the technologies and services they plan to introduce are secure and in-scope.

GSA Positions Agencies for a Successful Transition

Some agencies are still in the process of contractor selection. We understand that pandemic mission priorities have taken precedence and want to reaffirm our availability to support agency transitions. If your agency is struggling with the acquisition phase, GSA is here to help! Key services include:

  • An inventory of complete services that need to be transitioned, including custom reports for your agency
  • Technical, acquisition, and ordering assistance, plus automated tools to directly assist agencies with expediting EIS task orders
  • GSA in-scope reviews of agency solicitations
  • Regular outreach to agencies’ Integrated Transition Teams to monitor transition progress and provide guidance

Disconnect Before You’re Disconnected

March 31, 2021 is the next major transition milestone, when 50% of legacy services must be disconnected. At the current rate, the government is not on track to meet the September 30, 2022 milestone for completion. Reliance on expiring contracts risks disruption of critical services delivered to the public.

We made that fact plain in a January 27 letter to all our agency partners and outlined remedies for any agency in jeopardy of missing the milestone dates. In particular, we want agencies to be aware that as of October 1, 2021, GSA will no longer accept or process any exception requests for its expiring contracts.

This is all part of GSA’s plan for the Closeout of Transition to EIS, which details the phased approach we will employ to complete the disconnection of services from the expiring contracts. The objective is to get agencies to transition themselves, with our support, and avoid unilateral disconnection. For those left with services on expired contracts, there will be no viable way to reinstate them. GSA will be unable to help.

Act Now

If your agency needs help with its transition, please contact the IT Customer Service Center at 855-482-4348, or send an email to ITCSC@gsa.gov. We encourage you to reach broadly across the CXO community in your agency. Include Chief Information, Acquisition, and Financial Officers in conversations on transition, financials, and risk.

For more resources on this topic, visit our EIS Transition page. Here you’ll find the GSA Transition Handbook, the GSA Project Plan for Closeout of Transition, the Transition Progress Tracking Report, and much more.

As always, follow us on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT.

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Updated Software SINs Reflect Changes to Commercial Market & Federal IT Policies

GSA is where category management and IT acquisition intersect. Our acquisition experts specialize in understanding both the commercial marketplace and our federal partners’ needs.

To respond to the rapidly evolving software market and some important policy directives, we have updated the three Software Special Item Numbers (SINs) on IT Schedule 70. Now our offerings align better with the way software is sold commercially. Now it’s easier for our customers to get what they need, including transferring software licenses among federal entities.

Governmentwide IT Policies

In addition to our software market innovation, we in the federal acquisition community are also witnessing an unprecedented focus and collaboration around governmentwide IT, including software:

Special Item Number (SINs) Updates

The updates to Software Special Item Numbers (SINs) 132-32, -33, and -34 will make it easier for GSA to serve our federal partners, help them comply with policies, and give them new solutions by:

  • Adding language within Term Software SIN (132-32) to define term software  licenses and distinguish between Term Software and Software as a Service (SaaS) included in the Cloud SIN (132-40);
  • Including optional software identification tags and transferability rights under SIN 132-33 Perpetual Software Licenses;
  • Renaming SIN 132-34 from Software Maintenance Service to Software Maintenance Services;
  • Adding utilization limitations under SINs 132-32, 132-33, and 132-34 clarifying rights and ownership of derivative works; and
  • Defining Commercial Supplier Agreements (CSAs) to include Enterprise User License Agreements (EULAs), Terms of Service Agreements (TOSs), and other licensing agreements.

We are dedicated to aligning what we offer with what the current marketplace’s demands, as technology changes rapidly. We work to improve the federal government’s ability to serve our ultimate stakeholder, the U.S. taxpayer

Please follow us on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT.

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Think IT Modernization? Think GSA

Our mission in the Office of Information Technology Category (ITC) is to “maximize customer value and mission productivity through IT acquisition.” As the largest provider of IT acquisition solutions for government, it is absolutely critical that we ride the bleeding edge of IT innovation. As a service to agencies and taxpayers, we adopt innovative solutions early on and apply them to our own processes — we learn about new technologies by using them. Efforts like this position us to even more effectively help agencies face their future mission needs.

In a blog post last December, we announced our experimentation with distributed ledger technology (DLT) — commonly referred to as “blockchain.” At the time we had just completed a proof of concept to further enhance our Making it Easier FASt Lane proposal review process. We found that DLT can automate many of the manual business processes and steps required to award a new IT Schedule 70 contract. This includes time-intensive tasks such as financial reviews and development of pre-negotiation memoranda, freeing up our workforce to focus on more meaningful responsibilities. DLT also modernizes the award process making it easier, more efficient, and faster for those new contract holders.

IT modernization is a major focus of this administration. Our work with DLT is an excellent example of leveraging emerging technologies to enhance existing systems — to reimagine how we build using an agile methodology to effectively modernize over time. The crawl/walk/run method that we’re using to implement DLT highlights one best-practice path to modernization.

First, We Crawled – What We Did

In July 2017, we kicked off the proof of concept (POC) as an award under the simplified acquisition threshold. This acquisition strategy used an agile acquisition and development approach and had a short, six-week delivery schedule. The entire POC only cost $150,000.

Now We Walk – Development

The POC demonstrated how we could use DLT to help automate our acquisition workforce, specifically touching and entering data only once into a single solution.

To expand the project’s scope, this May we awarded a contract for a pilot. Where the POC tested the waters limited to IT Schedule 70, the pilot has a wider scope: the Multiple Award Schedules (MAS) program (aka the Schedules). We plan to look across the entire enterprise to find out where we’ll gain the most benefits within the Schedules program.

The pilot will create a DLT-based software layer over GSA’s existing infrastructure which creates transparency and documents activities between industry partners (contractors/vendors) and GSA.

This layer will make the proposal review process accountable and allow for a controlled reduction in fixed costs. Also, the pilot automates financial reviews and other GSA Schedules business processes.

For example, we can identify offerors with substandard financial ratios based on the average (as reported by the IRS) of their respective NAICs code. Offerors with poor financial ratios will be flagged for further review; if the ratios look good they will move to the next step.

This first pilot will break down and modularize the workstream and build out a micro-service for the financial responsibility process. Implementing a manageable business process, this will enable us to more simply capture information and to build analytics.

Next, We’ll Run – Production/Sustainment

If the pilot is successful, we’ll continue its development and our efforts to make this a reality by awarding another contract for a full-scale production.

Think IT Modernization? Think GSA

Our team has the expertise and agility to try new things and test new IT solutions. We launch, test, learn, and then use those lessons learned to support our customers.

So, when you think about modernizing your IT systems, think GSA! We have the experts and acquisition solutions in place to make IT modernization a reality for the federal government.

Please follow us on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT.

The five steps to accelerate the process to award contracts and make life better for the workforce and vendors.

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Saying Goodbye to a Career of Federal Service

I recently announced I’m winding down my career with the federal government.  Retirement is a great time for reflection as I approach the end of one chapter and the beginning of the next.

After 32 years of service in the government and private sectors, I have been fortunate to work beside people whose passion is to serve in the best interests of our customers. I leave my position as Assistant Commissioner of the Office of Information Technology Category (ITC) filled with pride from what we have accomplished and confidence in the excellent ITC staff.

But none of ITC’s projects and programs would be successful without the partnership, support, perspective, and engagement of our federal agency and industry partners.

I have talked often about ITC’s many successes to illustrate that the work ITC does has significant, real-world impacts — we manage more than 5,000 contracts, representing nearly $25 billion in mission-critical IT spending annually.

Our goal is to meet all agencies’ IT needs by giving them access to the best commercial products and services available, from laptop configurations to massive IT network overhauls and everything in between.

We’re always focused on how the market is changing, and which emerging technologies are becoming critical in the modern IT landscape.

This year, ITC launched initiatives aimed at modernizing and simplifying current solutions, eliminating duplicative processes, and deploying emerging technologies such as artificial intelligence (AI) and distributed ledger technology (DLT), to enhance efficiencies and drive savings into the acquisition process for GSA and government.

During my tenure as Director of IT Schedule 70, we focused on cross-government and cross-industry collaboration, realigning ITC to better support industry partners and help customer agencies meet their mission objectives.

One such example is the FASt Lane program, which focused on getting new technologies into the hands of customers faster. It has two parts: a quick 48 hour e-Modification (eMod) process for current Schedule 70 contract holders wishing to add or update their current IT product offerings, and a program helps get new vendors on schedule in approximately 45 days, down from the average time of 110 days.

We also implemented an initiative to renegotiate Schedule 70 base prices for many of the largest contracts. As a result, the government is achieving discounts of up to 46 percent off original pricing.

The solutions that we have put in place are truly critical to enabling the government to do its ultimate job — serving the American taxpayers.

I look forward to following GSA’s and ITC’s future endeavors and celebrating their successes from a new vantage point.
Many thanks to this entire community for your tremendous partnership over the years.

Please follow us on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT.

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GSA’s VETS 2 GWAC Open for Business

By Kay Ely, Assistant Commissioner, Office of Information Technology Category

Veterans Technology Services 2 (VETS 2) Governmentwide Acquisition Contract (GWAC) is now open for business and ready to accept task orders.

VETS 2 is the only GWAC in the federal government set aside exclusively for Service-Disabled, Veteran-Owned Small Businesses (SDVOSB).  It’s designed to meet diverse agency IT services requirements, including new and emerging technologies. SDVOSBs are foundational to helping the government make important changes to modernize aging and legacy IT systems.  GSA is committed to ensuring we tap into their expertise through contracts like VETS 2.

Like its successful predecessor, VETS 2 provides agencies with access to customized IT solutions from a highly qualified pool of industry partners.  The original VETS contract helped participating SDVOSB businesses deliver $2.1 billion in services and solutions to the federal government. We’d like to match or exceed that on VETS 2.

In developing the new VETS 2, we performed an unprecedented amount of market research that centered around customer and industry feedback.  In addition to issuing a request for information (RFI) and draft request for proposal (RFP), we also surveyed hundreds of past and current GWAC ordering contracting officers, created a government customer working group, and used the feedback to enhance the offering.

VETS 2 GWAC highlights include:

  • Best-in-Class – VETS 2 is a Best-in-Class (BIC) contract designated by the Office of Management and Budget as a preferred governmentwide solution
  • Comprehensive Scope – VETS 2 meets a variety of diverse agency IT requirements, including new and emerging technologies
  • Flexible Contract Types – fixed price, cost reimbursement, time & materials, and labor hour orders are all allowed
  • Allows for Long-Term Planning – VETS 2 has a five-year base period and one five-year option period
  • Robust Contractor Pool – VETS 2 provides access to 70 highly qualified SDVOSB firms
  • Socioeconomic Impact – VETS 2 helps federal agencies support our veteran community while achieving their prime contract goals using SDVOSBs

IT Services Scope

In addition to common IT services that the federal government regularly purchases, VETS 2 also fulfills projects that require new or emerging IT services.

Scope includes, but is not limited to:

  • Data management
  • Information and communications technology
  • IT operations and maintenance
  • IT security
  • Software development
  • Systems design

We look forward to working with you through the VETS 2 GWAC as we continue our commitment to providing IT solutions with the ongoing help of the veteran community.

For more information, including how to order, please visit www.gsa.gov/VETS2 or contact us at VETS2@gsa.gov.

Please follow us on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT.