Tag: Government Acquisition

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Success through Collaboration

As you may know, May 23rd marks the opening of the Management of Change (MOC) conference. For 30 years, the MOC has served as a catalyst for collaboration across the government IT community. I am proud to be a conference vice chair on this year’s planning committee.

Even before wikis, blogs and tweets, the MOC conference was a focal point for IT professionals from all levels of government and industry to connect, share information, and work together to drive innovation. Not too long ago we were debating the merits of allowing government employees to access the Internet. Today Internet access is commonplace across government – that’s change at lightning speed. We’ve all had to adapt, and I’m proud of the role GSA has played in the provision of this service.

With the emergence of new knowledge-sharing and social media tools, we have all changed the manner in which we communicate, as well as the frequency. The MOC conference goal, however, remains unchanged: to assemble a group of experts to address the government’s most pressing IT challenges and share best practices, which lead to success through collaboration.

This year’s panel topics align with some of the most critical issues we as IT professionals face – increasing the quality and focus of our engagement efforts, achieving operational excellence, and addressing critical issues such as cybersecurity. Perhaps getting a group of people in a room to talk is considered low-tech. But I, for one, am looking forward to hearing what our industry partners and customers have to say and how my organization ITS can tap into this collective intelligence to develop forward-looking solutions.

To quote the late, great technologist Yogi Berra, “the future ain’t what it used to be.” Change happens – technologies change, workforces change, policies change, and our challenges change. We’ve got to learn how to manage change, get ahead of it and anticipate it. We can only do that with an open exchange of ideas.

If you haven’t signed up yet, you can find out more information here. I will look forward to seeing you there.

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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 engagement drives innovation – COMSATCOM

Several weeks after Martha Johnson’s swearing in, I find myself continuing to think about the themes she addressed – Customer Intimacy, Operational Excellence and Innovation. In my last entry, I focused primarily on the idea of customer intimacy, which has been at the core of recent ITS initiatives.  Furthermore, I firmly believe that engaging the customer and capitalizing on strong professional relationships can drive innovation. As an example, I mentioned COMSATCOM, the partnership with the Defense Information Systems Agency (DISA) for commercial SATCOM services. I’d like to take a moment to share more about this partnership.

Every year the federal government relies more and more on commercial satellite communications to provide essential, secure communications to disaster recovery teams, domestic emergency responders, and our men and women in the armed forces – we see the results on the television every day.

As the federal government’s need for commercial satellite communications services increased, both DISA and GSA created various competing contract vehicles to meet the demand. But why manage separate contract vehicles that offer essentially the same services?

Back in July 2009, with multiple contracts expiring by 2012, DISA and GSA joined up to launch the Future COMSATCOM Services Acquisition program, an innovative, collaborative solution that would not only replace the expiring contracts but simplify the acquisition process through a blending of IT Schedule 70 and multiple award indefinite delivery/ indefinite quantity contracts.  It would generate significant savings to defense and civilian agencies; state, local and tribal governments and, of course, the taxpayer.

So how did we do it?

It came down to trust and understanding, which can only be achieved through sincere customer engagement, active listening and proactively responding to customers’ needs.

We met with the key players at DISA. They explained their requirements and concerns with our processes and fee structure.  We listened, made some adjustments, and agreed to an innovative partnership that has set a new precedent in government contracting.

Now that is great government through technology!

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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?