Tag: Government Acquisition

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Air Force and GSA Sign MOU for IT Products BPAs

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

In June, I hosted several officials from the U.S. Air Force here at GSA for an official signing ceremony. My team and their counterparts at the Air Force have worked diligently together over the past several months to better understand the Air Force’s IT products needs as their current contract solution approaches its sunset in November 2019.

Our two agencies have entered into a memorandum of understanding (MOU). This MOU sets forth guiding principles for a strategic partnership that allows GSA’s IT Hardware Category Team and IT Schedule 70 to establish a multiple-award blanket purchase agreement (BPA) on behalf of the Air Force. This BPA will replace the Air Force NETCENTS-2 IT Products IDIQ contract.

The IT Products BPA is expected to be available to all federal government agencies, as well as state, local, and tribal entities, consistent with GSA’s Cooperative Purchasing program.

Partnering for Better Solutions

This MOU allows us to consolidate knowledge and buying power to shape our acquisition strategy, making sure that we’re helping the federal government effectively acquire IT goods. The solution we develop will streamline the Air Force’s acquisition process — and, the federal government’s, more broadly — as well as reduce contract duplication, while saving time, resources, and taxpayer dollars. This solution also:

  • Ensures Air Force receives Trade Agreements Act (TAA)-compliant products
  • Mitigates risk of grey-market items
  • Incorporates enhanced supply chain risk management (SCRM) processes from GSA-vetted industry partners

Answering the Call to Increase Savings

Partnerships like this directly address the call to action presented in the President’s Management Agenda (PMA). PMA Cross-Agency Priority (CAP) Goal 7 on category management specifically directs agencies to “leverage common contracts and best practices to drive savings and efficiencies.”

We Appreciate our Partners

I would like to thank the Air Force for the confidence they placed in us as we formally acknowledged this agreement.

We value our continuing partnership with the Air Force and their commitment to using GSA. We are looking forward to working together to build a world-class solution for purchasing IT products efficiently, securely, and at competitive prices.

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

From Left: Mary Davie, Deputy Commissioner, GSA’s Federal Acquisition Service; William E. Marion II, Deputy Chief, Information Dominance and Deputy Chief Information Officer, USAF; Kay T. Ely, Assistant Commissioner, GSA’s Office of Information Technology Category; Mr. Richard W. Lombardi, Deputy Under Secretary of the USAF; Brigadier General Cameron G. Holt, USAF
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8(a) STARS II GWAC Continues Win-Win for Government Customers and Small Businesses

(Editorial note: This blog is written by Kay Ely, Acting Assistant Commissioner, Office of Information Technology Category)

Moving government IT capabilities forward to meet the operational challenges of the 21st century is not a one person job – it requires a balance of government and industry, especially small businesses, all collaborating and working together. Our small business Governmentwide Acquisition Contracts (GWACs) vendors have years of experience in finding that balance and the numbers to show for it. With more than 3,200 task order awards valued at $5.3 billion since 2011, the 8(a) STARS II GWAC delivers on its promises to federal agencies and provides abundant opportunity for small businesses.

During a recent open season, we added approximately 500 industry partners to GSA’s 8(a) STARS II GWAC. This increase in qualified vendors enhances opportunities to small businesses while moving the federal government forward with more competitive and innovative sources of IT services.

The open season awards, announced on June 13, 2017, help GSA continue our support of the Small Business Administration’s 8(a) business development program while assisting agencies in meeting their small business goals, operational requirements, and mission needs.

Helping promote small business growth

Conducting an open season solicitation on the existing 8(a) STARS II contract allowed hundreds of new 8(a) IT firms to join the GWAC, giving them access to federal procurement opportunities that may have previously been closed to them. It increases competition and allows GSA to offer an even stronger pool of diverse and capable vendors to our customer agencies.

Providing federal agencies flexible IT solutions

Like all of our GWACs, the 8(a) STARS II GWAC is a multiple-award, indefinite-delivery/indefinite-quantity (ID/IQ) contract designed to provide federal agencies cutting-edge technology solutions.

It includes four functional areas, derived from the North American Industrial Classification System (NAICS):

  • Custom Computer Programming Services (NAICS 541511)
  • Computer Systems Design Services (NAICS 541512)
  • Computer Facilities Management Services (NAICS 541513)
  • Other Computer Related Services (NAICS 541519)

I welcome our newest industry partners and wish them much success working with us. I encourage acquisition professionals to learn more about 8(a)STARS II and use it for their next IT acquisition.

Learn how the 8(a) STARS II GWAC can help you with your IT requirements.

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OMB: GSA Tech Solutions Are “Best in Class,” Driving Smarter Government Buying

(Editorial note: This blog is written by Kay Ely, Acting Assistant Commissioner, Office of Information Technology Category)

For more than six decades, GSA has led the way in developing government-wide acquisition solutions, leveraging the power of government’s economies of scale and driving efficiencies across federal, state, local, and tribal governments.

We’re extremely proud that our Governmentwide Strategic Solution (GSS) Laptop/Desktop, along with Hardware and Software for IT Schedule 70, have been designated by the Office of Management and Budget (OMB) as “Best-in-Class” (BIC) – part of the first group that OMB recognized in the IT Category.

BIC designations signal to the acquisition community that these solutions meet rigorous category management performance criteria and confirm that we offer the necessary solutions and processes to meet government’s current and future IT requirements. Great news…but we’re only getting started. What’s next?

Buying Smarter

These newly BIC-designated IT contracts represent preferred government-wide purchasing solutions and provide a unique opportunity to leverage the government’s buying power. The BIC designation allows acquisition experts to take advantage of pre-vetted, government-wide contract solutions and supports a government-wide migration to solutions that are mature and market-proven. They also help optimize spend within the government-wide category management framework and increase the transactional data available for agency level and government-wide analysis of buying behavior.

BIC designations are just the latest of several initiatives around customer-centric tools, templates, and best practices that government-wide category management is using to enable government IT to:

  • Improve requirements development, procurement and management
  • Partner strategically with industry
  • Reduce contract duplication
  • Foster cross-agency collaboration

Next Steps

But we’re not resting. We will continue to aim high and strive for higher quality and efficiency in order to provide value to government agencies. We will constantly review and improve our IT acquisition vehicles to maximize value for agencies’ mission requirements. And, we plan to offer other IT solutions for BIC designation review.

We believe a BIC designation is not the end state, but rather an important milestone on a journey to help agencies improve their buying strategies.

Another way we’re making it easier for government to buy smarter: we’ve updated the Acquisition Gateway and GSA.gov pages below to display the BIC designations

See which contracts are raising the bar:

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

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Defense Health Agency Awards Health IT SIN’s First Major Contract

The first major award using the new Health IT Services Special Item Number (SIN) 132-56 on IT Schedule 70 has been made by the Defense Health Agency (DHA). A $15.6 million task order was awarded for the U.S Army Solution Delivery Division for an Enterprise Blood Management System (EBMS). This award will help effectively manage and track blood donor registration, screening, blood products, and associated record keeping for military and civilian blood donors.

In a previous blog, I explained that Health IT Services is experiencing an annual growth rate of 7.4 percent, which makes the health IT market one of the faster-growing technology sectors in both government and private sector (projected to reach $31.3 billion in 2017).

As the market continues to grow in size and complexity, agencies look to Schedule 70 for help. Still in its first year, the Health IT Services SIN is expanding its capabilities to ensure it incorporates agency requirements and industry capabilities. The SIN now has over 170 industry partners, providing access to a comprehensive array of health IT services including electronic health records, health analytics, and a wide range of other innovative health IT solutions.

Training Webinar

On June 13, 2017, the Health IT SIN team will hold a training webinar for government agencies for ordering from the SIN. The discussion will cover the Health IT SIN’s purpose, its benefits to government customers, and ways to use the SIN to meet customers’ health IT requirements.

Visit our Schedules news and training page for registration instructions and other information about the webinar.

Advantages

On July 8, 2016, GSA launched the Health IT Services SIN 132-56, available to federal, state, local, and tribal governments. Created with agencies and industry, the resulting solution provides centralized, direct access to a distinct set of health IT services.

The new Health IT SIN gives industry partners a way to differentiate their solutions from other IT-related services under the IT Schedule 70 Program, allowing them to stand out to agencies. This lets agencies more easily see what health IT services are available and how to get them.

Using Schedule 70 for our Health IT solution allows GSA to keep up with the evolving marketplace by continuously adding new and innovative companies and services. This includes access to a strong and diverse small business landscape.

Additionally, agencies continue to receive the benefits that Schedule 70 offers: ease of access through GSA systems for market research and acquisition planning, and a simplified procurement process that reduces costs.

Increased Use

Agencies are increasingly using the Health IT SIN for Requests For Information (RFIs) or Requests For Quotations (RFQs) for market research purposes: to help clarify and refine their requirements, to gauge vendor interest, and to procure health IT services.

At this time, 27 RFQs/RFIs have been posted under the Health IT SIN.

Other agencies are also actively using the Health IT SIN, besides the Department of Defense:

Department of Health and Human Services:

  • Agency for Healthcare Research and Quality
  • Centers for Disease Control and Prevention
  • Centers for Medicare & Medicaid Services
  • Environmental Health Tracking Branch
  • National Center for Environmental Health
  • U.S. Food & Drug Administration

Department of Justice:

  • Bureau of Prisons

Department of State:

  • Bureau of Medical Services

Department of Veteran Affairs:

  • National Center for Post-Traumatic Stress Disorder
  • VA Medical Centers
  • Veterans Benefits Administration
  • Veterans Health Administration

Interested?

Are you interested in joining the ranks of those currently using the Health IT SIN? Get started by reaching out to us at healthit-sin@gsa.gov.

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My Q & A with the IT Industry – What’s Working and What Could be Improved in Federal Acquisition

(Byline: Mary Davie, Government-wide IT Category Manager)

I recently met with more than 50 representatives from the top IT services companies and talked about the good and the bad in federal acquisition. Some of the discussion was surprising … some not so much. The key takeaways include some changes that are fairly simple for government to implement, yet have big impacts.

1. Government acquisition and program personnel need to be more accessible and increase communications regarding requirements and procurement timelines. Industry told me government program/acquisition personnel rarely respond to requests to discuss programs, requirements, and agency priorities in order to develop proposals and solutions or offer alternatives.

GSA’s Information Technology Category has made extensive use of RFIs, draft RFPs, industry days, one-on-one meetings (over 100 individual meetings on Alliant 2 and EIS) and collaborative platforms such as interact.gsa.gov for collaboration and input. I’ve heard many times from government reps that they don’t have time or don’t know how to handle sharing with multiple companies since sharing has to be handled equitably.

I’m here to tell you we have to find time to meet with industry. There are many ways to share information equitably. GSA spends an extensive amount of time communicating and collaborating to develop all of our governmentwide contracts to ensure we get as much input and feedback as possible. The governmentwide IT category and sub-category teams (Mobile, Software, and Laptop/Desktop) are also spending lots of time conducting industry days, participating in technology demonstrations, and meeting individually with companies. And the Office of Federal Procurement Policy (OFPP) encourages federal program and acquisition representatives to interact with industry as much as possible – they’ve issued three Mythbusting memos on the subject.

So my advice is to establish relationships and regular forums for communication with your industry partners and potential partners. The Alliant PMR and shared interest groups that have formed under the contract were called out as a best practice, and, unfortunately, are rare practice for government contracts.

Agencies should seize the opportunity inherent in active program management to help make the contract successful. GSA’s Alliant program and contracting staff are in constant communication with the industry – they share contract data, potential agency opportunities on the contract, outreach and training to agency customers, account management and agency buying trends; meet many client-facing GSA representatives; and provide a place for industry to resolve issues and challenges in a trusted environment.

Without spending time upfront to talk about what we need with industry, we aren’t going to get good competition or the innovative solutions we are looking for. I think open communications often comes from a feeling of safety and having top cover, and our government leaders need to provide that encouragement to our workforce.

2. e-Tools and Repository of Solicitations. Many agencies do an excellent job of using one system to post opportunities and retain statements of work and proposals in an historical repository. This is a great practice that reduces cost and provides clarity to industry about past requirements and incumbent contractors – things that are important to them as part of their bid/no-bid decision process. One participant said this about the Navy’s SeaPort-e system:

“You can see a changing dynamic in a scope of work and what solutions a customer is looking for. That transparency is robust enough to do a real analysis to understand that customer even better.”

That’s what we strive to do for the governmentwide category management efforts: share data and information, conduct more robust market research, and provide a platform like the Acquisition Gateway so agencies and industry have one place to go to find information pertinent to all agencies and across categories.

3. Statements of Work vs. Statements of Objectives. Government, in general, is still prescribing the HOW we want work to get done and what kind of people we want on the job (i.e., prescribing labor categories), rather than describing what we need and what the outcome should be.

Industry reported that they still see voluminous, prescriptive RFPs instead of simpler statements of objectives. When government uses the prescriptive RFP, it makes it harder for industry to offer innovative solutions – yet the government regularly says that’s what it wants. We need to train our folks to write statements of objectives and then how to manage contracts for outcomes and performance. It’s harder to do, but it’s where we need to be.

The industry unanimously agreed that GSA’s FEDSIM does a great job of this. FEDSIM conducts IT and professional services procurements on behalf of other agencies using a true Integrated Project Team approach. They bring in program, technical, acquisition, and legal staff to work with customer agency staff on requirements development and drafting the solicitation. In addition, FEDSIM uses standard acquisition processes and templates, and works very closely with industry to provide opportunity pipeline information and conduct market research during presolicitation (Check out their new website and you’ll see what I mean.). They write in clear performance-based terms and employ trained project managers and CORs to manage the projects after award.

Industry also pointed out that the way government structures smaller requirements often requires the same level of effort from industry to bid. So the tendency is for industry not to bid those requirements and instead spend their time bidding larger opportunities. This results in reduced competition and fewer innovative solutions for government on the smaller requirements.

4. STOP issuing Requests for Information asking for corporate capabilities! If an agency is going to use an existing contract, there is no need for capabilities RFIs. Agencies should be focused instead on asking for a few key pieces of information regarding the requirements themselves. Industry spends lots of time and money responding to general RFIs and then rarely ever get any information or response back from the government. This should be part of the market research and pre-solicitation process.

Another bad, costly, and confusing practice is for government to issue the same RFI against multiple contracts. Industry feels compelled to respond to all of them because of the uncertainty of where the requirement might end up. Unfortunately, this is a very costly and time-consuming practice.

With the Acquisition Gateway, agencies now have a single place they can find government-wide and agency-specific contracts for specific categories of spend. This should really help eliminate those general RFIs.

Using a tool like Interact provides a great way to share information online and let government and industry respond and ask questions – everyone has equal access. But government should still make time for those in-person discussions.

5. Things that drive up cost – Schedule slips and procurement delays. Industry budgets a certain amount of money each year for bid and proposal costs. As government delays the process, it extends the time industry must spend to pursue the work. It also comes with opportunity costs for not being able to bid on other work. This isn’t helpful if we want highly qualified partners who can bring us innovative solutions.

Requiring industry to provide references and agencies to fill out questionnaires on past performance. Industry questioned the value of government requiring past performance information as part of the evaluation process in the manner it typically uses. We all agree that both experience and past performance are critical factors. For the governmentwide contracts, the value is to offer qualified companies with strong program management and technical capabilities, so experience and past performance are both critical parts of the qualification process.

Systems like Contractor Performance Assessment Reporting System (CPARS) and Past Performance Information Retrieval System (PPIRS) can be used for at least part of what the government needs in the evaluation process, but another alternative offered was reciprocity across government in sharing contract Quality Assurance Surveillance Plans.

Industry estimated that the process used by the OASIS and Alliant 2 teams (a combination of FPDS-NG reports, CPARS/PPIRS reports, and past performance surveys only if a CPARS/PPIRS report was not available) saved between 40-70% in offeror bid and proposal costs.

Guessing at the cost of the requirement. Industry shared that a best practice is to publish the range of estimated costs the government thinks (and is willing to spend) to do the job directly in the solicitation. Part of the rationale for this is that the government isn’t writing clear requirements and isn’t sharing enough information for industry to be able to “guess” what the government is asking. Another reason this makes sense is that the amount that the government is spending is already public. Rather than falling into the “Price to Win” trap, leveling the playing field allows the government to select what is truly the best value .

GSA’s FEDSIM organization has used this practice successfully for years (I did it when I worked at FEDSIM 20 years ago). When the range is provided, industry can determine the kind of solution they can bid for what the government can spend.

6. Protests. As you might imagine, this topic brought lots of energetic discussion. Wrapped up in the topic are industry-government communications, risk, quality, and company strategy.

Industry suggested that government should improve relationships and communication. This includes sharing more information and being accessible in the pre-solicitation phase, writing clearer requirements, and allowing for in-person debriefs. As a result of these activities protests may decrease.

Our government representatives didn’t quite buy it. They pointed to cases in which those things were taking place and yet we still received protests. There was clear agreement from both government and industry that protests are often used as a strategy by an incumbent company to buy more time and income.

The group then discussed using something like a protest bond or fee that a company would have to pay if they lost a protest, hoping to encourage only protests that were charging substantive deficiencies or issues.

I don’t think much of what came up in our discussion was a surprise to anyone; however, I truly appreciated industry’s candor and how they gave us an opportunity to share and learn from this feedback. Both government and industry have responsibilities in federal acquisition,both parties can make improvements. Small changes can have big impact.

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Working Hard to Improve Security, Safety, and Quality of Life for Americans

This blog post is part of a seven-part series reviewing the Acquisition Gateway and IT Category data, trends, expertise, and advocacy that GSA’s ​Office of Information Technology Category (ITC) organization offers to support other agencies’ missions.

(Note: This is a guest blog post by Amando E. Gavino Jr., Director, Office of Telecommunications Services. Gavino is responsible for a portfolio of telecommunication acquisition solutions that provide government agencies the ability to meet their diverse set of telecommunication requirements.)

ITC’s Office of Telecommunications Services provides a wide variety of offerings to federal, state and local governments which includes voice, video, data, managed network services, call center services, mobile and wireless, satellite services, last mile connections and much more. Because of our partnership with industry and our robust solution sets, we are able to provide government agencies seamless access and support, thus achieving shared value and expanding the benefits of modern technology. We’re continually transforming and enabling improvement to the security, safety, and quality of life for our nation and its citizens.

We enhance security by providing the communications services that connect law enforcement resources with information locally and worldwide to counter crime and terrorism. We also support the safety of our men and women in uniform, humanitarian relief, disaster-response, and counterterrorism efforts through satellites. And the telecommunications service we provide also improves government’s ability to respond  anywhere and anytime through mobile devices (i.e., tablets and wireless smartphones); enhances patient health care for veterans and aging population; supports farmers and ranchers; tracks wildlife and diseases; and ensures food safety and inspections.

A Look Back at 2016

We’re always trying to improve, and here are a few ways:

Simplifying, Standardizing, and Buying in Volume

The Category Management (CM) approach to simplify, standardize, and make use of volume to streamline enterprise-wide telecom is the focus of Enterprise Infrastructure Solutions (EIS). CM helps us adapt our solutions as the industry changes and as agency needs change. For example, we’re being less local and more global to ensure agencies adopt security and unified communication technologies that comply with best practices.

Managing Telecom as a Subcategory

We are managing Telecom and all of our offerings in IT as a comprehensive portfolio and have technical, functional and acquisition experts to help agencies buy in a more efficient way and improve mission delivery.

Engaging Agencies and Industry

In 2016, GSA continued to engage agency and industry partners to shape the upcoming EIS, which will replace Networx and local and regional telecom services. We formed the EIS Infrastructure Advisory Group (IAG) to define priorities share best practices, plan for transition and ensure the final EIS solution meets government’s needs.

Optimizing Telecom Use and Spend

Because of our strong partnerships with agencies, GSA’s telecommunications program is recognized as “the government’s telecommunications program,” and as a result, we are able to aggregate and leverage more than $2 billion in annual spend and document over $675 million in savings.

Providing a Range of Purchasing Options

We recognize that ease of use is critical for our agency customers so we offer a range of purchasing solutions across our IT and telecommunications contracts — everything from self service through delegated procurement authority … to monitoring contract service level agreement achievement … to providing advice and consulting to providing fully assisted services.

Enhancing Agencies’ Understanding of Telecom Purchases

Telecom has been managed as a category for a while. Because of standard service definitions and contract terms in contracts like Networx, agencies can make “apples to apples” comparisons around services. This makes it easier for GSA and other agencies to make comparisons between suppliers and to get the best value for their purchases. And, because of the data we collect on purchasing, GSA can clearly see purchasing trends which shape future contracts (e.g., EIS, etc.) and our discussions with agencies and suppliers. We continually refine this data driven approach to supplier management to get better value for agencies and taxpayers.

Here is what we have seen over the past 10 years. Demand for bandwidth has increased at a compound annual growth rate that exceeds 30 percent, but our normalized costs for the bandwidth has decreased. Part of this is simply an industry phenomenon. Bandwidth is getting cheaper; however, part of this is due to our data driven approach to our interactions with suppliers. We expect bandwidth to be “cheaper by the dozen” and we have an approach to ensure this is the case. Further, most agencies are modernizing their networks through increased bandwidth demand, especially via Ethernet services. For instance, enterprise network services are migrating towards 10/100/1000 Mbps Ethernet; our Networx extensions focused on this migration and Ethernet is an EIS required service.

The increased demand for these services drove purchasing up 10 percent on Networx in 2016, which further lowers telecom costs, especially for Ethernet services. The availability, performance, and price of Ethernet services will remain important for years to come. In 2017 and beyond, EIS is on target to continue lowering costs for government.

2017 Telecom Priorities

Our biggest priority in 2017 is to continue to collaborate across government and industry, and begin the transition to EIS.

The EIS Transition Challenge Government-wide

GSA and agency partners are preparing for the EIS awards so transition can begin and be completed by 2020. All agencies using Networx were required to submit Agency Transition Plans, which were due in fall 2016. We are excited to continue to work with industry and agency partners to take advantage of new solutions and new technology.

Mobility Savings and Enhanced Management

Mobile services are also in the spotlight in 2017. Five wireless service plans — three data and two voice plans — represent more than 90 percent of federal government’s purchases of mobile services. Standardized buying forces competition to focus on price and quality since many features and requirements are the same (Federal Strategic Sourcing Initiative-Wireless (FSSI-W) customers paid 26%  less in 2016 than in 2012 because of this simple standardized strategy). In 2017, the government-wide Mobile Services Category Team (MSCT) will drive further savings as FSSI-W growth continues and the MSCT defines the next-generation mobility program.

Demands for Bandwidth, Security, and Satellites

Bandwidth demands and security capabilities will continue to grow in 2017, and we’ll also launch a new Commercial Satellite Custom Commercial SATCOM Solutions (CS3) contract.

In all these areas, we partner with agencies to find the best telecom infrastructure solutions to meet mission needs.

Learn More about Telecom Solutions

To find out more about available tools, best practices, and telecom solutions, select Telecommunications and Network Services on GSA’s website and visit the Telecommunications Hallway on the Acquisition Gateway.

Please follow ITC on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT. Visit all the IT Hallways on the Acquisition Gateway for more information on the IT category and subcategories.

 

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IT Security: Increasing and Enhancing Government-Wide Solutions To Address Cybersecurity Needs

This blog post is part of a seven-part series reviewing the Acquisition Gateway and IT Category data, trends, expertise, and advocacy that GSA’s Office of Information Technology Category (ITC) organization offers to support other agencies’ missions.

(Note: This blog is authored by Shon Lyublanovits, IT Security Subcategory Manager and Director of the Security Services Division for ITC, in GSA’s Federal Acquisition Service. In this capacity, she oversees activities and challenges of infusing Ccbersecurity into contract acquisitions.)

In October 2016, we announced that we were able to complete the first phase of the oral technical evaluations and expedite the modification/award processes to get 15 vendors on the new IT Schedule 70’s “Highly Adaptive Cybersecurity Services (HACS)” Special Item Numbers (SINs).

I am happy to report that we have launched the four new HACS SINs that feature high-quality cybersecurity vendors offering federal, state, and local governments the following services:

  • 132-45A: Penetration Testing – security testing in which assessors mimic real-world attacks to identify methods for circumventing the security features of an application, system, or network.
  • 132-45B: Incident Response – services help organizations impacted by a cybersecurity compromise determine the extent of the incident, remove the adversary from their systems, and restore their networks to a more secure state.
  • 132-45C: Cyber Hunt – responds to crisis or urgent situations within the pertinent domain to mitigate immediate and potential threats. Cyber Hunt activities start with the premise that threat actors known to target some organizations in a specific industry, or specific systems, are likely to also target other organizations in the same industry or with the same systems.
  • 132-45D: Risk and Vulnerability Assessment – conduct assessments of threats and vulnerabilities; determines deviations from acceptable configurations, enterprise, or local policy; assesses the level of risk; and develops and/or recommends appropriate mitigation countermeasures in operational and non-operational situations.

While the HACS SINs will allow agencies quicker and more reliable access to key pre-vetted support services that will expand agencies’ capacity to test their high-priority IT systems, rapidly address potential vulnerabilities, and stop adversaries before they impact our networks, we will continually look for more options to enhance these services and integrate with the national security community to ensure we have top-notch expertise in cybersecurity.

Ongoing Enhancement to HACS SINs

When we established the SINs in September 2016, we focused on providing the necessary tools to strengthen government agencies’ network and digital defenses against cyber attacks. Likewise, we’ll continue to evaluate and add more vendors to make these offerings even more robust. Altogether, we have evaluated and added 34 vendors to these SINs.

And eventually, all current IT Schedule 70 vendors that offer cybersecurity services will be required to migrate to the new HACS SINs. This, of course, will also provide a way for our industry partners to more easily differentiate these specific cybersecurity services from other IT offerings.

Strength through Inter-Agency Partnerships

We realize that in order to maximize success to guard against cyber attacks, we must create trusted partnerships with the national security community to ensure the rapid delivery of emerging technology to meet government cybersecurity needs.

  • First, we have increased communications and collaboration with Department of Homeland Security, Department of Defense, and the intelligence community (e.g., National Security Agency, Office of the Director of National Intelligence, etc.), in order to better structure, develop, and implement cybersecurity-related policy and guidance.
  • Second, we continually provide information regarding cybersecurity and feedback through the IT Security Hallway on Acquisition Gateway, and on other web-based platforms – both secure and open domain.
  • Lastly, on an ongoing basis, we proactively engage government agencies and industry partners to expand the utilization of the new HACS SINs.

For more information, please contact the following:

We look forward to hearing from you!

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

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GAO Denies Pre-award Protests Against Alliant

I am pleased to announce that we are continuing with the evaluation and award (planned for Fall 2017) of GSA’s $50 billion Alliant 2 Governmentwide Acquisition Contract (GWAC). Our decision follows the recent decision by the U.S. Government Accountability Office (GAO) to deny four companies’ protests to our new source selection methodology and the number of contractors to be awarded.

Alliant 2’s innovative evaluation methodology is characterized as  “highest technically rated, with fair and reasonable price.” It achieves best value under Federal Acquisition Regulation (FAR) part 15.101 by identifying offerors with the most relevant technical expertise who propose fair and reasonable pricing.  The method was pioneered by GSA’s OASIS (One Acquisition Solution for Integrated Services and further developed under the Human Capital and Training Solutions (HCaTS) and Alliant 2 programs.

In their decision, GAO stated that they found “…no basis in the FAR to object to a proposed source selection process that contemplates award to the highest technically rated offerors without using a tradeoff process.”

GAO further commented that FAR Section 1.102(d) permits reasonable exercise of the contracting officer’s discretion, recognizing that if a procurement strategy is in the government’s best interest, and is not explicitly prohibited, then the innovative procurement process is permissible.

GAO Decision Impact

GSA’s innovative source selection methodology on the Alliant 2 solicitation was directly challenged through several pre-award protests to GAO. However, GAO found that the methodology is valid, not objectionable, and supported by the discretion afforded contracting officers when they use the FAR. This decision affects IT acquisitions significantly.

This unprecedented decision reinforces the fact that government has the flexibility to try new and innovative source selection methodologies, among other things. As a proactive partner with federal agencies, GSA is always willing to try new ways to better serve government and improve mission delivery.

Our goal is to create comprehensive IT solutions available from the very best companies.

Ongoing Partner Engagement

We engaged both government stakeholders and industry partners from the beginning of the procurement process, and conducted extensive acquisition planning and market research to determine how to best structure the Alliant 2 GWACs. We always strive to maximize our collaboration with federal agencies and industry in order to identify the most advantageous structure for our contracts and to incorporate their ideas.

You may also remember a previous blog about Alliant 2 (including Alliant 2 Small Business) describing how much effort the team put into ensuring robust transparency, collaboration, and innovation at each phase of the process, especially during Alliant 2’s pre-solicitation phase.

These outreach efforts included:

  • Establishing an Alliant 2 Interact community with more than 8,000 members,
  • Providing a government-wide reviewed business case on OMB MAX,
  • Conducting meetings/presentations for interested agencies.
  • Coordinating agency customer and industry working groups,
  • Hosting five separate pre-proposal conferences attended by over 1000 people, and
  • Publishing seven Requests for Information (RFIs) through FedBizOpps (FBO) with two official industry days, and two separate fully comprehensive and complete draft Requests for Proposals (RFPs).

I know that the Alliant 2 and Alliant 2 Small Business contracts will meet the needs of federal agencies for IT services and will include a diverse set of highly qualified industry partners.

Download and read the entire GAO decision.

Read more about Alliant 2/Alliant 2 Small Business and the A2/A2SB Interact Community.

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

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Acquisition Gateway – Act as One for Smarter Acquisition

This blog post is Part II of a seven-part series reviewing the Acquisition Gateway and IT Category data, trends, expertise, and advocacy that GSA’s ITC organization offers to support other agencies’ missions.
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2016 was a landmark year for the Acquisition Gateway. To start, we reached 10,000 users, and counting! Even more important, acquisition professionals across the federal government contributed to the Gateway’s success. From sharing sample templates to participating in usability testing and design workshops, agency experts brought insight from every corner of the acquisition lifecycle. Together, we built an online workspace packed with category-specific tools, expertise, data, and content.

We’re excited to celebrate this achievement as one acquisition community, and I want to personally thank those of you who either contributed to the IT Hallway or logged in to explore. As I wrote in a previous post, the Acquisition Gateway supports category management by expanding the use of high-quality, high-value strategic sourcing solutions to improve the government’s buying power and reduce contract duplication.

Acquisition professionals visit the Gateway to:

  • Find advice, market intelligence, and acquisition sources in the IT Hallways,
  • Gather and download samples and templates in the document library,
  • Search and compare government-wide contracts in the solutions finder, and
  • Access various tools and price indexes in eBuy Open and the Prices Paid Portal.

Whatever your need, the Acquisition Gateway has all the helpful information and search tools to help you navigate the process and the universe of purchasing options.

IT Hallways

Two years ago when the Acquisition Gateway launched, IT Hardware and IT Software were two of the three category hallways that went live. Today, you can find 19 hallways aligned with the 10 common federal government nondefense spend categories.

The IT category now houses six hallways:

  • IT Hardware
  • IT Software
  • IT Security
  • IT Outsourcing
  • IT Consulting and
  • Telecommunications

The IT Hallway welcomed over 3,000 visits last year. Each visit provided an opportunity for an acquisition professional to experience a neutral, unbiased repository and community of practice. We packed content and expert advice into more than 150 articles in collaboration with acquisition experts across government. There were more than 2,800 views of IT-specific articles, covering topics from Governmentwide Strategic Solutions (GSS) for Desktops and Laptops Initiative to Negotiating Cloud-Based Contracts.

Document Library

The Gateway continues to evolve thanks to acquisition expert feedback and contributions. For example, what started out as a Statement of Work (SOW) library has now expanded to an ever-growing document library with 50 new document types to choose from across all phases of the acquisition process. Since its expansion this past summer, the document library has been viewed more than 3,500 times. Today, you can find 100 IT category-specific documents alone and can contribute new documents of your own directly into the library with a few simple clicks.

Solutions Finder

The solutions finder, which began as a spreadsheet covering a handful of governmentwide contracts, is now a robust search tool. It allows you to find and compare 100 IT solutions out of more than 200 governmentwide contracts, purchase agreements, and shared services. For example, a quick search for “IT Software” with the selected agency as “Navy” provides 25 governmentwide contracts to choose from. Users can filter and compare multiple contracts to include the description, solution type, fee information, expiration date, points of contact, available offerings, and prices paid information, just to name a few.

Monique Davis, a Human Resources Specialist with the Office of Personnel Management, visits the Acquisition Gateway daily. “I am currently working to place human capital project management support; I use the Gateway to research potential solutions,” she said. Davis has more than 15 years of acquisition experience and finds that the solutions finder is the feature she uses most to support her day-to-day activity. “The acquisition gateway allows me to research and compare different contracts / solutions, decreasing the amount of time I spend on market research for a particular requirement.”

eBuy Open and Prices Paid Portal

While the Acquisition Gateway has added more IT category hallways and more information articles in the document library, and has given users a more robust search tool, the Gateway also empowers agencies by giving them access to acquisition information, data, methodologies, and tools so they can make good decisions.

“Being able to access eBuy Open through the Acquisition Gateway is invaluable to me and my program. It allows me to research and analyze open, closed, and cancelled Requests for Quotes (RFQs) submitted through GSA’s eBuy system. From a review standpoint, it’s a great way to support my staff and apply checks and balances,” said Jeffrey Hale, a small business officer for the National Oceanic and Atmospheric Administration’s Acquisition and Grants Office. (Hale gathers information and resources to advise management on small business procurement policies and regulations).

Since March 2016, users visited the Prices Paid Portal more than 9,000 times. It enables agencies to use taxpayer dollars more efficiently because they show contract intelligence and spending data so agencies can make informed purchases.

Lynda Potters, a program manager for the U.S. Navy, and her team, negotiates agreements for Enterprise Software Licensing (ESL) and Enterprise Software Initiative (ESI). The Gateway allows them to identify potential cost savings and help ensure the federal government uses its purchasing power to get the best prices possible.

“With the Prices Paid Portal, we can access different views than our web sites,” Potter said. “Without it, we can only access [U.S. Army, Navy, and Air Force] data. It allows us to see agency data across the federal government, which gives us a much broader picture when gathering market research or assisting customers.”

When a customer wants a particular product that isn’t Navy-specific, the Gateway allows Potters’ team to gather the information they need to find a product they can use.

“We visit the Gateway to see what types of agreements exist, where spend exists,” Potters said, and added “We have access to pricing data, but find the way the data is analyzed and displayed on the Gateway very helpful. The display features and filters make it easy to use when conducting market research.”

Next Steps

Success requires constant collaboration and a continuous process of incorporating user feedback, including customer-contributed expertise and content. Our approach means we can keep improving the site without taking it down for repairs. Among some of the anticipated changes in the next release, users can expect:

  • Expanded development options to integrate new apps
  • New tutorials for the Gateway and its tools
  • Robust document library content and expanded filtering capabilities
  • Enhanced milestone management within the project center and
  • Improved search capability in the hallways.

Learn and Earn CLPs with Acquisition Gateway U

Beginning January 23, we are hosting Acquisition Gateway U, a two-week series of webinars designed to help you get the most from Acquisition Gateway. Offered through GSA and the Federal Acquisition Institute, Gateway U is open exclusively to federal agency personnel. Also, webinar attendees can earn one Continuous Learning Point (CLP) for each session fully attended.

Review the sessions being offered, and register today!

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

Posted on

Hello ITC, Goodbye ITS!

By Mary Davie, Assistant Commissioner, Office of Information Technology Category

This blog post is part of a seven-part series reviewing the Acquisition Gateway and IT Category data, trends, expertise, and advocacy that GSA’s ITC organization offers to support other agencies’ missions.

“I thought GSA’s team was ITS. Is ITC a typo?”

No … it’s not a typo. Within GSA’s Federal Acquisition Service, we are now officially the Office of Information Technology Category (ITC). This isn’t just a name change from the Integrated Technology Service. We also realigned internally to better serve our customers and to align with agencies and industry partners so we deliver flexible solutions, support agency missions, and drive innovative and agile improvements through IT Category Management (CM).

Yet with any new change, there are bound to be questions. The questions I’ve heard range from simple ones like “What does the acronym ITC mean?” to “Where does ITC fit into the big picture of Category Management?”

Agency Advocacy is Priority One

We changed from ITS to ITC to better support and serve other agencies.

Our top priority is to be a mission enabler for agencies by:

  • Helping agencies find the best solutions using our technological and acquisition expertise regardless of where they reside, rather than advocating for any specific GSA contract solution. (Yes, you read this correctly. Our ITC experts will recommend a non-GSA contract if it’s the best-fit solution for an agency);
  • Working with agencies to define better requirements, reduce procurement action lead time, boost innovation, and improve data transparency;
  • Using more qualitative and quantitative data analytics, including market research, to help you make better informed decisions;
  • Supporting CM and foster best practices and shared solutions. (We can deliver better services to fellow agencies and taxpayers by making it easier to do business with our suppliers, thereby enhancing agency missions and reducing total cost of IT ownership to agencies); and
  • Continuing to work with agencies and suppliers to make emerging technology available government-wide.

New Name, New Capabilities, Maximum Impact

As mentioned earlier, we’ve realigned the organization so we can provide:

  • Acquisition subject-matter experts,
  • Category experts, and
  • Solutions support experts.

And we’ve also added new divisions within ITC to give agencies and suppliers more focused support:

  • Customer (i.e., Agency) Engagement Division,
  • Supplier Management and Compliance Division,
  • Innovation Division, and
  • Acquisition and Category Management Support Divisions.

These organizations will coordinate activities and functions, improve collaboration and innovation, and help us gain operational efficiencies. As the Assistant Commissioner for ITC, I’ve already seen positive outcomes from our technology and acquisition subject-matter experts working together to generate great value for the government and taxpayers:

  • Our Commercial Satellite Communications program is in partnership with the Department of Defense to help civilian and defense agencies support our nation’s military men and women in uniform, as well as humanitarian relief, disaster-response, counter-terrorism efforts, and more.
  • We developed Health IT expertise to better partner with the Defense Health Agency, so they could have access to innovative and emerging health IT services (The SIN was recently awarded to 65 highly qualified industry partners).
  • Our software expertise has produced better agreements with vendors to provide geospatial services, Salesforce-related services, and security and electronic signature solutions…all while saving time and money.

ITC Role in Government-Wide Category Management

I’ve also been asked where ITC fits into the big picture of CM and if ITC is the same thing as the Office of Management and Budget’s (OMB’s) government-wide Category Management initiative.

In early 2015, OMB announced the government-wide CM initiative with goals to increase savings, reduce the number of new contracts, and increase spending under government-wide management. Soon after this announcement, OMB created the Category Management Leadership Council, which approved dividing the federal marketplace into 10 super categories (PDF).

Our realignment into ITC directly supports the IT category, which gives us purview over the IT marketplace. As well as being the ITC Assistant Commissioner, I also serve as the government-wide Category Manager for IT. My position, coupled with ITC’s great team, enables us to drive change in IT procurement across the government.

A Closer Look at IT Subcategories

With ITC’s expanded focus, 2017 is the perfect time to update you on what’s going on with the Acquisition Gateway and the IT Category. Our next blog post will focus on the Acquisition Gateway updates. Then, in the coming weeks, we’ll post more blogs in this space to look back at IT category insights over the past year and what’s ahead for each of the following IT subcategories:

  • IT Hardware,
  • IT Security,
  • IT Services,
  • IT Software, and
  • Telecommunications (Telecom).

Together these subcategories and their IT solutions emphasize what we can do as a nation to deliver many critical services to the American people. These include using satellite systems to enhance weather alerts…strengthening counter-terrorism and global security efforts…and leveraging geospatial software for USDA to increase crop yields and helping CDC to track down Zika outbreaks.

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Please follow ITC on Twitter @GSA_ITC and LinkedIn to join our ongoing conversations about government IT. Visit the IT Hallways on the Acquisition Gateway for more information on the IT category and subcategories.