Gayblack Canadian Man

Foreign Policy Analysis
Collaboration with GSA’s Public Buildings Service

Collaboration with GSA’s Public Buildings Service

>>Good afternoon, everyone. My name is Scott Sizemore. I support the EIS Transition
Coordination Center here from GSA Headquarters at 1800
F Street in Washington D.C.. I have a room of speakers
that I’m joined with today. Before we get going
on our slides we want to just cover a couple
of housekeeping things. So, on your screen, you
see today’s training. It’s collaborating
with GSA’s Office of Public Building
Service and when we get over to the workshop pod
here in just a few moments, you’ll be able to
download a copy of today’s slide presentation
if you want to follow along. That way you certainly have
it for after to refer back to. Also, when we get back over to
the workshop layout there will be a question and answer pod. So, we encourage you to put
your questions in that Q&A pod and we will address
those as time permits. So, we’ll either stop during the
presentation or follow up later with an answer to your question. So, today’s training will
provide continuous learning point or CLP credit, so for
those of you that matters to, those completion
certificates will be emailed — well, everyone will get
a completion certificate and it will have the number
of CLPs that have been awarded to this course on
it so you can take that to your training authority
and get credit for the class. That’s still in the process. We’ve submitted those
for review. It takes a few days for
us to get that back. When we get that back then
we will follow up to an email to everyone with a — with a personalized completion
certificate with your name on it so you can make use of that. Okay, so next slide, please. So, a couple of housekeeping
items. We’re familiar with this by now but please mute your
computer microphones or telephones on
the distant end. We’ve talked about the Q&A pod. We will pause during
the poll sessions, so we really do encourage
your participation. If you’ve got a question we’ll
take a few moments at that point and we’ve got time set aside
at the end of presentation also for questions and answers. The session will be
recorded once we start and we’ll also provide a link to
that recording when we’re done. So, next slide, please. If there is a problem with our
Adobe Meeting, we have a couple of different back-up
methods that we will employ. The first one is an additional
training Adobe Meeting space and we will send that out to all the registered
participants via email. Good question. So, can everybody hear me okay?>>Yeah.>>Okay, perfect. Thank you. So, if this thing
fails, we’re going to — we’re going to email you a
link to a backup Adobe space. We’ll go to that. If that fails then we’ll send
you a calendar invitation with Google Hangouts
information on it. So, hopefully, the fact that we’ve got those prepared
means we won’t need them. So, but if you, you know,
if we do have problems we — look in your email for
ways to rejoin the meeting. So, with that, we’re
going to click over now to the workshop layout, please. Mr. Moyer. All right, and we’ve
got — I can see now — we’ve got about 83 or
84 participants online and I see a raised
hand from Frank Joy. Frank, just a moment, let me
get through a couple of things and then I’ll allow you
to address your question. So, next slide please. So, we’re getting some
feedback from somebody’s mic. If you could go ahead and mute that on the distant end,
that would be great. So, we’ve talked
about housekeeping so, no need to address that. The rest of the items on the
agenda are how we’re going to get through today’s
presentation. We’re going to start by
giving you our objectives, provide some background, and
then actually go into the meat of the presentation,
followed by some comments, follow-up comments, and
questions, and answers. Next slide, please. So, I talked a little bit
about who was in the room. So, here is a list of the subject matter
experts that are here today. You’re going to be hearing
from many of these people. Tim Turano is here with us
from Public Buildings Service. Debbie Hren who is the
Director of the Transition – the Transition Director, sorry, for the Transition
Coordination Center. Ray Cwenar, Joe Braxton and
Bill Kinter are all here. Joe Hester and Tim Germain are
also with us here in the room. Next slide, please. So, today’s objectives, we want
to really talk about those items that are centered around
infrastructure that need to be considered for
transition to EIS. We’re going to talk, probably
at length or as we need to, about PBS’s rule as landlord. And then we’re going to talk
about some recommended steps and points of contact
and how you get in touch with the right person at PBS. Next chart, please. And I will turn the floor
over, first, to Debbie Hren.>>Thank you, Scott. Thank you for joining us. I see some — some familiar
names on the list of attendees and I was involved in the
transition from FTS2001 to Networx starting —
going back 15 years — and I’m very excited today that we have a rather
unprecedented evidence of collaboration between
the FAS Telecom side of GSA and the PBS side. So this is an excellent
collaborative effort that we’ve been working with
PBS for the last several months and that we — it’s kind of
culminated in this workshop as the first big more
outward-facing activity and we’re looking forward
to sharing some information with you as well as getting
some information from you. So, we also have — we have
many agency participants and I believe we
have several if not, all of the EIS contractors
represented in the list of attendees. So, you may hear
from an agency person or a contractor’s
perspective as well as the subject-matter experts
that Scott just introduced that we have here in the room. So, thank y’all for joining us. What is this transition and why
we make such a big deal of it? Well, it’s essentially the
entire Federal Government telecommunications services
that have to move off of some 92-expiring contracts
to the nine EIS contracts. And we’ll talk about
the schedule for that just in a minute. It represents almost
nine million services — active telecommunication
services that have to have some decision
made and be replaced to avoid any gaps in service. And it also represents a
substantial dollar value for those services. So big impact to agencies from
a funding perspective as well as from a mission perspective. We know from the
previous transitions that we’ve been experience
— that we’ve experienced — many of us in the room here
for going back even farther than 15 years ago that the
transition tends to take longer than we thought they would. And it’s — all the
stakeholders involved have — it’s not just the agencies
that have experienced that, but all of the participants
find that there are things that we just didn’t anticipate. It also tends to be harder
than we thought it would be. And in this transition to EIS,
we know that there are a lot of our — of PBS tenants are
also our telecom customers and there’s an emphasis
on modernization. So, there’s — there
is a significant impact to coordination with
PBS and agencies need to have some information
to help facilitate and ease that communication. Next slide. So, on top of the large volume and challenge technological
challenge, we have a constraint
that is the schedule. The contracts that are
expiring, we’re in — GSA’s in the process of
initiating extensions to those contracts who give
them life out into May of 2023. That means that all the services
that are on those contracts need to be disconnected from those
contracts in advance of that and find a home on
EIS or somewhere else if that’s appropriate
before that time. And we know that
agencies are in the middle of an acquisition phase right
now where they’re determining who their EIS contractors
are going to be and who they’re going to award
the task orders to and we expect that those will be finishing
up sometime in the year — this year and then agencies
are beginning to move into the implementation phase. We do have several task orders
already awarded and they are, in fact, we’ve seen evidence
that three service orders, in fact, have actually
been placed. So, implementation is underway. Next. So, I talked about
the technological challenge and the dollar volume
associated with transition. And this chart here gives you
a little depiction of what that challenge looks like
and two different ways of viewing it both of
which are important to understanding the total
picture of the challenge. So, if you just look at the
dollar volume of services, obviously, your VPN
type services and management work services
tend to be more expensive and they drive more
business volume. Conversely, voice services
are very, very inexpensive but there’s a ton of them. It’s over 80 percent of the
volume of services that have to be transitioned and
that’s not to be discarded or discounted because it’s
not a lot of dollar volume. So, if, you know, citizens can’t
reach the Federal government for their services if government
agencies can’t communicate by basic voice services,
that’s a problem. And so, we have to pay attention
to all of the inventory as well as those high dollar value —
high dollar volume services. So, that’s kind of the big
picture of why we’re paying so much attention to
this and next, I think, is to transition this
over to Bill Kinter, who’s going to give you some
more technical perspective.>>Thanks, Debbie. So, Debbie mentioned
the emphasis on modernization
with this transition. For those that have done
previous transition, there’s always an opportunity
during the transition to modernize, to
increase bandwidth, to bring in new equipment. This one has kind of a special
flavor to it because the report to the president on IT Modernization
actually specifically called out network modernization
as one of the main things that the government needs to do and further cite the EIS
contract is the vehicle government is to use to
implement that strategy. So, from the very top, we’ve
got the marching orders here. So, when it comes to
modernization and it comes to working with GSA’s public
building service, you know, what are the things
we’re looking at? Well, basically one
of the major items is infrastructure upgrades. So, what are we talking
about with that? Things like building
entrance facilities, if you’re bringing new
access to the building. Once you get into the building
the main distribution frame is normally down in the basement. Do people often see those? But then as you go up through
the building you’ve got the risers, the telephone closets,
you’ve got conduit that runs through buildings
that wiring goes in, often above the ceilings going down hallways you’ve
got cable trays. So, you’ve got vertical and horizontal cabling going
all over these buildings. As you go to modernize, you
know, you’re going to look at probably bringing
in new equipment. Often times, new equipment will
require supplemental power. It might even require, you know,
additional air conditioning to keep that equipment cool. And we all know there’s
greater emphasis every year that goes by on wireless. Well, wireless runs
off antennas and, gee, what feeds those antennas? Well, it’s cabling. They just don’t sit
there on their own, so these are the
kinds of things. Tim was so nice as to
provide this picture here. This is probably a good example
of what we’re not looking to have happen through
this transition. And, I think Tim is going to
talk in a little bit about, you know, what do we want to
do when we encounter situations like we see in this picture? You want to go to
the next one, please? So, let’s talk for
a second about — when we say modernization
and we talk about infrastructure impact. You know, what are we
talking about here? A lot of it will
center around cabling. So, there are some
federal buildings that have what we’re
calling antiquated, horizontal and vertical cabling. Okay, and, this older cabling — it may not be capable of
supporting the technologies that you are looking to bring
in through this EIS transition. Some of the technologies will
include voice-over-internet, especially when you’re looking for taking your old
TDM services, your old voice systems, PBXs
that are being decommissioned, agencies that are
looking to go to VOIP. Let’s face it —
before this is all done, all the voice stuff is
going to be done over VOIP. It’s just a matter of time. Increasing demands for video. We’re seeing a lot more video which often will
require more bandwidth. And then, we’re locked —
when we talked about wireless, wireless access points,
people putting in Wi-Fi in buildings and
things like that. So, have a bullet here
that says for VOIP. You know, the current
cabling in many of the buildings
is Category Three. The newest technologies
will require Category Six. So, right before we got started
here, I was talking to one of my colleagues and I
was saying, you know, I just went out and was Googling
a little information on wiring and I noticed that, wow there’s
even Category Eight wiring that is out there that you
can buy off Amazon today. So, one point we
want to make is, if your building does
have Category Three, it doesn’t mean you
automatically go out and say, wow, we’re going to rip this
out, we’ve got to replace it. The question that many, many
people have right now is, okay, what type of cabling do I need? And the answer is very simple. It depends. It depends on what
you’re trying to do. What your requirements are. So, it will depend on number
one, what application you want to be running down that cable. Number two, what are the
lengths of those cable runs? Because these different
categories have different distance limitations to them. Number three, bandwidth
requirements. What are those? Number four, speed requirements. And number five, what
is the environment? You know if it’s
a real tight space or very open space it can
depend on what cabling you get. Depending on the answers to those five questions you
may need fiber, you may need to be running fiber somewhere through your building
to get to a person. You know a certain
piece of equipment or you may need what’s referred
to as Ethernet twisted pair, which is this Category Three,
Four, Five, Six, Seven, and now, like I say there is Eight. So, what we want you to
realize is there is Category Three wiring. Category Three was
introduced back in 1990. The max speed is about 10 Mbps. Okay. A lot of the
buildings, though, have, what is referred to as Cat5E. E is for Enhanced. So, Cat5E will go
up to 100 Mbps. Then there is a couple different
flavors of Category Six and that’s where you start
getting into gigabyte speed. So, what you need to do is
get with your EIS contractor. You will look at what is it, what are these applications
we’re running, you know, what is the bandwidth
requirement, speed requirements? How many different applications
are you running down that cable? Those are the kind of things
that will determine what kind of wiring you need
in your building. So, you want to go
to the next one? Okay. So, the reality here
is not every agency is going to immediately require
infrastructure upgrades to its buildings. Okay? So, you know, when we
were first talking with PBS, I think we kind of
feared them a little bit. When we went through
some of those statistics that Debbie did about, hey,
look at the magnitude of this. And Tim we’ll tell you about how
many buildings there are, and, you know, you can
quickly get overwhelmed. But not everybody’s
going to need to do something tomorrow, okay? However, it should
be anticipated over the next several
years, you know, that PBS will receive
a substantial number of requirements to modernize. People are going to get away
from those old technologies and move into new ones. So, with that, let me
turn it over to Scott and Scott you can
handle any questions or the first poll that we have.>>All right, thanks, Bill. So, we — in order to drive
student interactivity, we’ve got a couple of
questions for you respond to. After we do that since we
haven’t had any questions come in the Q&A pod, I know
Frank Joy had a question in the very beginning but
then his hand came down so — Frank, do you still
have a question if you’re still out there?>>No, no.>>Okay, great. So, we’ll drop into our
first poll set then. We’re going to ask you
a couple of questions. Some of you have probably seen
this before but this is a way that you get a chance to
interact with the presentation. So, you can see that first
question is a short answer. So, I won’t read the question,
but you can and then go ahead and start typing your answers. And what we would tell you
is that your answers here on the screen are anonymous so
you can put anything that comes to your mind that, I
guess, is appropriate. So how many buildings that
— yeah — do you require — that require a structure
upgrade? A lot of unsures.>>Whoa, 20,000.>>Five hundred. That’s a big number. That’s actually sort of what
— why we ask this question, because we wanted to see
where sort of everyone was. And it looks like the vast
majority right now are unsure. We do have some numbers in there
so some of you have been able to scope that a little bit. Three, 100, 49, so we
are getting some figures. Got about — looks
like we’ve got about 110 participants right
now and we’ve got about 30 of you that have responded. So, looks like the vast majority
is unsure so we’re going to go ahead and go on to
our next poll question for this session. Looks like most people
are unsure which is why we picked it. All right. We’ll go to the next
question then, please, Bill. All right. So, multiple choice. You can choose which one
best suits your answer. You’re seeing the results out
there as the same time I am and so there’s a close race
between no and unsure right now. A few yeses, that’s good. But again, meant to drive
your thinking about that — about the process to
get all the way there. Earlier in the year, we held
another workshop and it talked about mapping from a
solicitation all the way to a task order so
that’s the important step. It’s a detailed step
and kind of why we — why we wanted to select that
question again, you know, to see how far along
it is and a close race between no and unsure. So that gives the
subject-matter experts here in the room some
things to think about and probably certainly
on the distant end. So, that will conclude
our first poll session. Thank you. We will go into the next
section of our presentation and I’m going to turn the
floor over to Mr. Tim Turano.>>Okay. Thank you,
Scott and everyone. So, my name is Tim Turano. I’m a Senior Advisor in GSA’s
Public Buildings Service in Office of Facilities
Management here at our central office also
known as our headquarters. Now, unlike Debbie, as
I looked at the names of the participants, I don’t
know a lot of the names. But there are a couple that
are familiar and so just for the purpose of my talk,
I’m going to make an assumption that while many of you know
GSA and you certainly know FAS and you might know a little
bit about PBS, I would suspect that in the past when you
were doing these types of infrastructure cabling and IT
projects that you worked closely with the FAS point of
contact a DAR who would help to facilitate your
work in the buildings that we own and operate. So, that’s the assumption
I’m going to make and so I’ll just briefly
go over PBS a little bit and then engage you
in some dialogue. But you are certainly
right, Bill. When I first saw these
numbers, I was scared. PBS was scared, I can tell you and if I just start
doing the math, GSA, we have over 9,000 federal
buildings and that’s both owned and leased and I’ll
get into the details on a slide when we get there. And that’s about 400
million square feet of space. And so, if we’re looking at potentially nine
million projects, on average that’s 1,000
projects possibly in a building and I know that many of
the buildings are going to have multiple projects. So, it does frighten me. So, what I want to do is work
with each of you, both customers and our vendor partners to
kind of help us as we engage in this new way that we’re going to be upgrading the
infrastructure. So, in general, like I said,
we have 9,000 buildings. GSA, PBS — we are
responsible for these bullets that are up on the screen. Design and construction,
you know, we have architects and engineers on staff and
ones that we contract for. Design excellence program
so we design these projects and we build buildings. New construction and major
modernizations would be the ideal time for coordinating
your infrastructure upgrade. But I realize that
that’s not so practical. We don’t have that many
large renovations going on and we don’t have a lot
of new construction. Most of our new constructions
is in borders that land points of entry and courthouses. So that leaves an awful lot of
other projects and buildings where we’re, you know, occupying
the space and certainly, they need some infrastructure
upgrades. Project management,
you know, really a part of designing construction
and addition to those major renovations, we also do a number
of small projects. Often we, in PBS
lead those projects. We take, you know, rent revenues
and we reinvest in our buildings to keep them up to shape
as we possibly can. Of course, realizing that when
we build buildings, you know, they’re iconic feature
in some cities. You know, we have buildings
that are 100 years old. We don’t have the luxury like
the private sector to, you know, build the building
and then gut it in 15 or twenty years and
then sell it off. So, we realize that, you know, we might even have some analog
maybe not even Cat Three in some cases so those
are some concerns. And then there is a number
of projects that you all have in our buildings where
you give us an RWA, reimbursed work authorization,
because you might want to do some work in
your building. There’s another ideal time
for you to kind of work and coordinate infrastructure
upgrades if you’re going to maybe do office renovation
in one of our buildings. So, couple things
to think about. Space acquisition. So that’s – that is really
leasing so our office of leasing — they go
out and on your behalf, often lease space
private sector buildings when we can accommodate you in
our federally owned building. Like acquisition,
you know, I mean, GSA is an acquisition agency
there’s no doubt about it. We have our own contracting
officers as well who more typically
work on services. So, they help us in
PBS to get operations and maintenance contractors,
custodians, and all those kinds of service contracts
that help us with our day to day operations of
the building and that’s where it really happens. So, I have facilities management
last cause we’re ultimately, you know, really the
custodians of the space. We’re the space in the building,
where typically where a lot of project intake happens,
and the point will be for the infrastructure upgrade. I think it might be
just overwhelming. If you’re used to
doing a project with the building manager — I’m going to get
into the reasons why. I think I would be overwhelming
for the building manager to take on all these upgrades and
as I get into it and I’ll — if you go to the next
slide I can kind of talk about that a little bit. And I want to talk about
the kinds of properties that we own and operate. And so, I did say that we had
9,000 buildings, 400 million sq. ft. of space. Well, in some cases
we own the building and we actually operate
all the day to day work in those buildings. And when we’re talking
about those owned and operated buildings
that’s 2,000 buildings across our inventory and
it’s 150 million square feet of space. So, when I start looking at some
of those poll answers and I see that someone’s identified 3,000
buildings, I’m going to assume that some of them might
even not be our building, some might be leased
which I’m going to get into in the third bullet. But so, if you can imagine
that, unlike Washington D.C. where a lot of our federally
owned buildings are maybe single tenant, that might be easier,
but I still think that even in some cases a single-tenant
building with multiple bureaus or components may
have multiple vendors and multiple requirements. So just imagine, then, if
in one of our buildings where we might have ten
customers in a half a million — or 500,000 square
feet building, right? And you wanted to upgrade and
that might include three or four of the vendors that are on the
contract in addition to some of the locals in the area
and you want to get this done over the course of
three or four years. My goal would be to try to help
facilitate that we get some kind of an economy of scale so that
if we have multiple agencies who want to do multiple
projects over three years. And if they can try to work
together, coordinate our budget so that we can push that project
out the furthest so that we can, you know, integrate and make
sure that it’s well-coordinated and there’s not a lot of
chaos in the building. So really, that’s my ask as it
relates to that first bullet and I would challenge you
who might be on the phone if customers who, if you’re
in a building that we own but you have a delegation
agreement and you run it and so you would
typically get that. Just a great example would
be, here in Washington D.C., a lot of the headquarters for the cabinet-level agencies
the building is delegated and I would suspect that
if you were in charge of your own product – project so you’re contracting
officer’s going to reach out for the EIS contractors — you’re going to issue
task orders. I suspect that you
would want to coordinate that in the building
that you operate. I’m just asking you to
really help us to consider that in the buildings that we
also operate and when I get to the next slide we’ll kind of
talk about a number of things that I think you
should really consider when you’re doing your projects. Whether you’re doing
them on your own or whether you’re coming
to PBS for some help. And then last, but not least,
the least in managed we have over 7,000 buildings that
we lease 183 million sq. ft. of space on in your behalf. So, we say we manage it, we usually have a
lease building manager but as you know the lessor
typically provides the day to day operation. So, we’ll want to
make sure that, even if in these
leased buildings — if you’re doing these
infrastructure upgrades I’m probably hopeful that a lot of the leased buildings
probably have, you know, fiber and at least Cat6
and Cat6, but I’m not going to jump to that conclusion. But as you start looking
at your lease portfolio when we’re working with you,
look at that and you’re going to want to give those same
considerations to the lessor. We’re going to try our best not to be doing multiple
projects over multiple years. To try and just coordinate it so
there’s some economies of scale. Okay? And then if we
can just put the next– So these are some of the
things that I was mentioning that I really think
needs some consideration. And so, early on I said, I
think normally you might be used to dealing with a
point of contact, I think you call them
a DAR in FAS who kind of help facilitate that. The DAR, great person, they
know their way in and out of the building, they know
who the building manager is, they can get you to the
telephone closet, that’s great. So that DAR is not going
to be there for you as you’re moving
forward on this contract. And so, I think it’s
really important that customer agencies whoever
you’re contracting officer is who’s going to initiate
these projects that you engage directly
with PBS. It’s really important
that you do that. And the same – so
I know there’s some of the contractors on the phone. As must as we would love to
engage with you, we’re not sure if contracting officer or your
COR of course, will work closely with you once the
project is identified. But we really want you working with the customer
agency’s contracting office and helping formulate the
game plan and work closely with our PBS team that
I’m going to talk about so that these projects
go really smooth. Some of the reasons why,
and it’s really not just for the multi-tenant
buildings, it’s really, again, even for the some of the
single-tenant buildings. We’re talking about vertical
and horizontal chases. If you’re doing work in these
and we’re not aware of it, you know, we want to
make sure that you’re with our building manager
because we want to know if there’s the invested plan. We don’t want you
to have any issues with making wall penetrations when that wall might be
fire-rated for two hours and it doesn’t get
properly sealed. So those things are
really important, and I threw up historic
preservation. Any federal building that is
either on the historic register or eligible for the historic
register has to be treated as the historic federal
building. So, any work being done in
it may alter any space needs to be signed off
on by GSA’s PBS. So even in these buildings
that are delegated, and you run the day to day
operations in your own building, that still has to be
coordinated with us. We just want to make sure
that we cover you in terms of fire line safety,
any hazardous material, and historic preservation. And then a lot of times, a
lot of this work might happen after hours, for example. And I know our customers
often come to us and say that, you know, we need an escort. The kind of services that are
on this contract are tenant — the cost is born by the tenant. And some of these other things
I’m talking about in terms of exports and making sure
you cover fire line safety, wall penetrations. You know, those are expenses
that may be reimbursable so there may be additional fees. So, I think that’s also
another reason why you want to coordinate closely with PBS. And I want to thank
you, Bill for putting that one picture
up that I did send. And I know, and I can empathize, and maybe it’s unrealistic
in some ways. I know how difficult
it is to identify cable that you want to tear out. In some cases, you know, maybe
it’s the major renovation where it’s the only opportunity. But to the best of our
ability, if we have a lot of these infrastructure
projects going on and it’s going to add a lot of capacity
in our vertical risers and we’re getting
close to capacity, just do our best
to try to identify. So, try to make that a
part of your game plan when you’re thinking about it. How can we at least
get rid of some cable? You can’t — I can completely
can understand that and relate to it and I know that
everyone thinks that, you know, maybe the best way to do it if you need capacity is do some
more core drills on the vertical and it might be — I’m
not being unrealistic but the best you can try to plan to remove any old
cable if you can. Okay? That one. So, you want to jump
into some polls?>>All right, so we — we do
have a couple of questions in the Q&A pod that
we’ll get to after we run through the poll session. So, for those of you that
put that in there, thanks. We’ll be right to them. So, the first question in our second poll session is
also another multiple choice. So, go ahead and
take a look at that. So, we’re seeing a close race
between choice B and choice C which is — we haven’t
identified yet but we know where to start, which is good. Then choice C is not considered
it and not sure where to start. So, that’s the kind of feedback
that we were hoping to see so,>>Good for the five that–>>Yeah.>>I don’t want to say it but.>>We do appreciate the honesty. All right. We’ve been getting around 30ish
or so we’re about right there on that question and we might
have maxed that one out. Very good. We’ve got three questions in
this session so we will capture that and go to our
second question.>>And while they’re
answering this one, initially we had the poll
questions at the conclusion of me, this is Tim
again, talking but I actually do
have two slides left. So, I just — and it looks like
maybe it’s self-explanatory but my next slide, when I do
talk, is going to be trying to put an emphasis on trying
to develop an enterprise or a strategy nationwide. And so I think that, you know, that will definitely be
a great advantage for us to help facilitate
things but I’m, you know, I see that a number
of people are going to probably be doing it by site and I’m going to
address that too. So, enterprises, so I
am the State Department. I keep calling on them, not necessarily my favorite
customer or my least favorite. I mean, I just want to
— the State Department, I have 45 buildings
across the United States. I’m going to budget
— try and knock out all these projects
in Fiscal Year 2022. Come to GSA and here’s one
point of contact and we’ll help to facilitate all the
work in those regions. So that’s the idea
behind the enterprise. So, it’s a great option
but I also realize that realistically
not everyone’s going to have the ability to do that. So, I just want to
make sure they kind of understood that question.>>Yes. Great clarification
and we’ve seen that Choice A, I think, go down. So, it started off
with maybe five or six, but it went down, so. All right, we’ll go to our third
question then in this one — and this one is — we’ve got
some EIS contractors on the line so this will give you
a chance to chime in. This actually is
addressed to you as well. Okay. That’s good. It looks like several of you answering have chosen
A realizing that you can in your task order craft in
language and spell things out with required labor
to do things like this. So that is good.>>Good numbers.>>Couple of you looking
at using another contract and several still
thinking about it. So, someone’s sure. Very good. We appreciate the
candid feedback. This is — this is good for this
group again, as I stated before, though so that brings
that us to the end of our second poll session. So, we’ll end this and get
back to our slides and.>>Yeah. Before we —
yeah, great point, thanks. So, let’s expand that question. So, got a question
from Long Tran. It says what is the timeline
for the proposed upgrades and how will it directly
affect our agencies? So, I think that that is
— I think, I don’t know — there’s a couple of people in
the room that can field that.>>I’ll start off. The timeline for the
proposed upgrades would need to be inside the timelines
for the EIS transition. And going back to that Gantt
chart that Debbie talked to, the goal of September 30,
2022, is to have 100 percent of everything on the expiring
contract disconnected. So, the timeline for
proposed upgrades needs to be within that timeframe there. Does anybody else
have anything to add?>>All right, very good. Thanks, Bill. Our next question
from Frank Joy says. Is there a standard way to
engage that conversation? So Frank, I think this came
up when Tim was talking about coordinating with PBS. If I — I think that’s
where that ties back to. Feel free, Frank, to come
off mute and elaborate to make sure we understand
what you’re asking.>>No, no. Yes, that’s exactly what it is. The VA has a number of locations
in federal buildings scattered across the country and
you’re providing some of the full services to some
of them and want to know who to engage with since we work
— as we transition from those.>>You hear that?>>You’re very weak, Frank. We can barely hear you. We turned it up all the way
but could barely hear you.>>So, was the question
that you’re, Frank, that you’re with VA and you
have a number of buildings across the country
and so, as a result, you’re just trying to help?>>Yes, sorry about that. Is that better?>>It’s okay.>>Yeah.>>Well, my last two slides
I’m going to throw out a couple of ideas on how to do that. So, I can address that. Maybe if we go to the
next slide and then I–>>Okay, thank you.>>We’ve got one more question. Let’s go ahead. It came in from Theresa and
then we’ll jump into that. Can the EIS contractors
have a contact list for PBS so we can reach out
directly to PBS?>>So again, I will —
this is Tim again — I’ll address this a little
bit in my two final slides and then I do know that, I
don’t know if you’re going to market this later
but on 10 July I believe that there is a workshop — a half a day session
you’re having here at the GSA Central
Office Building and each of the EIS contractors will be
here and they may have booths and that sort of thing. I’m going to also participate
in that session with you all. I’m looking forward to it. And I’m also looking forward to maybe having some time
either prior to or after where we can get together
as a group with each of the contractors and so again, so these last two questions
I’m going to address and I’ll have the answer more on
the enterprise and I’m working on building to building and
I’ll kind of explain why and also promise that
we’ll have link available to identify those people. But some — if there’s
no other question, then let me jump into it.>>Yeah, go ahead.>>This question looks like
it’s addressing having the EIS contractors reach
out directly to PBS. And you had made some
comment about that earlier.>>Yeah. So, FAS, you know, works to put this contract
together and the contract terms and had a contracting officer. Each of our customer
agencies, so, has a contracting officer
who’s able to just go directly to the schedule and
acquire these services. And having courage to do
that and so, I just think — when I have a contractor
in my building I — and I’m the CO or the COR, I don’t want other people
interfering with the contractor. I would rather — I would
rather as the EIS coordinator — as long as you coordinate and
leave your discussions with us if you include either the
project manager or the COR from the customer agency
you absolutely can do that. But I just — I just want to make sure we’re
meeting their requirement and I wouldn’t want
your dialogue with me — and when I say me
that also means any of our building managers
across the country — to at all alter the scope
or schedule or costs of your relationship
with the customer. So, I want to be
clear about that. We’ll be there. We’ll be glad to
engage with you. But understand that this
will be the customer agencies who reached out to
you via the contract. You should make sure
you coordinate that with them at all times. Did that make sense? Did I answer the question?>>Yes. Thank you
for clarifying that.>>Sorry I misread that. Okay. Okay, so before I get into
the kind of points of contact, just wanted to put this up here and maybe then you can
appreciate for the project that will be done
on the site location and not an enterprise location. PBS, GSA has 11 regions and you
can see how they’re color-coded. And I realize that our regions
don’t necessarily mirror your agency’s regions or zones or
whatever you may call them. So, I think it was just
important to put this up. You may have someone who’s doing
work and your agency may stand. It happens a lot in our
Regions Two and Three. So, I’m going to be trying
to figure out the best way to coordinate that
effort for you so that you have fewer
people in PBS to talk with. So that’s kind of what my next
couple of slides are about. I just wanted you to, you know, appreciate what our
regional structure is versus what yours might be
so that you might understand that I’m trying to avoid
any complexities for you. I’m trying to help, you know, take what I think is potentially
a very complex project delivery and make it simple. So, if I may have
the next slide. So, my final two thoughts
on points of contact. And so, from looking
at the poll questions, it looks like you might not be
looking at an enterprise way of decision to do
your work or national but the intent here is —
if the head agency does want to at least start their
initial dialogue about planning for the number of
buildings that you want to do some infrastructure
work and plan out like an overall
budget and knowing when you might be budgeting
in the out years for this. This link — we’ll have our
national account executive — actually the title is
National Client Executive — so we will then need to
make that alteration. So, we have at our Central
Office and our Office of Portfolio Management Customer
— Customer Engagement — we have National
Client Executive — one person who’s assigned
to each customer agency. And some of the larger ones like
DHS, a lot of activity recently with CBP, so we have one
person who just handles CBP, but we’ll leave that up to us. But this one person is
familiar with this contract, they know that you have a Gantt
chart of when you might need to get the infrastructure done. If you just want to have some
early conversation planning fiscal year budget,
you can reach out to this client executive. They will kind of hold your
hand through the process and also help to facilitate
the work that’s going to get done in the region. Okay. So, as of this moment, that’s a great first
start to work with PBS. I met with these
folks yesterday. I promised to meet with them
two weeks from yesterday as a follow-up to this meeting
and share some information. Now when it comes to the
folks who were talking about an as-building — afraid that they’re going to
handle their projects, so, imagining our 2,000
federally-owned buildings in our upwards of 7,000
leased buildings — we may have for those 9,000
buildings, we may have two or 3,000 building managers
responsible for those buildings. I would think that it’s
almost too chaotic. The last thing I want to do is
have you have all these multiple building managers. I think I’d do you a disservice. I want to make doing
business with you easy. So, I am working on identifying
a single point of contact in each of our 11 regions who
are going to do two things. In our national — if you’re
working at an enterprise level, your national client
executive will be able to work with those people and pass
along how you’re trying to plan out your project. For those of you who are going
to do it kind of building by building, when you start
to work with the point of contact we identify,
they’re going to understand your requirement. And they will know,
oh, this is no problem. You’re the only tenant in the
building, it’s an easy task, here’s the building manager,
work directly with them, they’ll get you into the
closet, we’ll run that cable, the job is done in no time. But in those buildings where we
know we have multiple tenants and we might have an
idea that you’re trying to do these projects at
different times over the course of two years, this
regional point of contact, when they understand the
requirement they will be able to – based on the complexity — know if they should
get a project manager, they will be able to look at
design and construction and say, hey, we have some projects we’re
going to do in this building, you know, 18 months from now. Let’s try and coordinate
this altogether. So, I’m just basically going
to try and make it easy for you and we’re going to
have a link — just like the previous bullet — we’re going to have a
link for this person. I have folks in each region who
are smart building coordinators. They know a lot about
cabling and working with IT so they might be the
ideal person but I’m going to leave it up to each region. Each of our regional
commissioners think that this is so important that they
want to just make sure that they have the right person. So, each region the
person might be different. We’re going to title them
similar just for this project to make sure that you,
as a customer agency, just want to do some
work in Helena, Montana, you’ll have a point of contact. And that point of
contact might be at our regional office
building in Denver, Colorado, but they will get you in touch
with the right building manager. So, we’re going to
have these links and I think we’ll have
the opportunity to share that with each of
our customers, right? We’ll be able to —
they’ll be asked — this will update this
document so to speak.>>Yep.>>So that’s how we’re thinking about coordinating these
efforts on case by case. Okay? I think, is
that my last slide?>>It is.>>So now, we’ve had a couple of
questions come in on the Q&A pod but feel free now at this point
to take your phone off mute if you’ve got a question
you’d just like to ask. And you’ve seen the
subject-matter experts that in the room. Just go ahead and do that. We’ll have that period for —
until we kind of run it out — and we’ll have some final
comments and we will wrap up.>>Thanks, Frank. We see your – we
see your comment. Thank you.>>Debbie did give me
authorization to call on some of you if nobody
says anything, so.>>Well, I have a question. I’m in the room so
this is Tim again. Will — so — you know,
really we shared a lot of new information and I got out
of much of this session I hope that all the participants
and I have a little bit of homework to do myself. Are we going to have
this opportunity with maybe this same audience
at a future date and maybe as they now know what they’re — what they might to think of
several weeks thinking about? Should we — is there an
opportunity to give back? Do you think that
would be helpful?>>Yeah. I think that’s great. And you mentioned earlier
we have EIS events scheduled for July 10th and invitations
have gone out, I believe. And it’s held — will be held
here at the GSA Headquarters, at 1800 F Street in D.C. and
that’ll be another opportunity. We’ll kind of revisit
the same content and sessions at that event. And it will be a place
also to have networking and side conversations with
specific questions as well as to kind of refresh
the information that we shared with you today. And have you have
thought about it over the next couple weeks
maybe you’ll have some other questions then. So, as Tim suggested there
– if you think of something in the next few weeks and
are coming to the July event, please feel free to address
those questions at that time and always if you have a
question you can contact the TCB directly — through the National
Customer Service Center that’s on our website, and Scott’s going to share
that information coming up. You can always send us a
question through there, and we will get you
the answer that way. And if it looks after the July
10th event there’s another need for this replaying this
workshop, we can do that. Are we recording this today? We are. So, there’ll
be a recorded session – a recorded version of this
session available for you to download, listen to
at any time and to share with your other colleagues that
weren’t able to attend today.>>Okay, we got another question
from Stewart Grossman come in.>>Is it possible to obtain
copies of past site surveys for as many of our agency’s
locations as possible?>>Yeah. I’m not — well —
copies of past site surveys, I don’t know, we don’t exactly
have — we’re a repository of–>>Yeah, I think the
issue is as FED — we’re talking about trying
to figure out, you know, what kind of wiring
is in the building. Probably the majority
of the wiring in the buildings is
controlled, you know, by the agency, by the tenants. They had it installed,
they had it paid, you know, they had site surveys
done prior to that. So, the site survey information that would largely be
needed would be controlled by the agency, so
you’d need to check with somebody in your agency. I would caution against
looking at past information because things change. New installations go on all
the time and you really need to find out, you know, what
is the current information which brings us to an
issue, and I’m glad Sherry, that you brought this up,
is, you need to be thinking about what locations do you
need to do site surveys in. And, you know, site surveys are
addressed in the EIS contract. EIS contractors do those as
a normal part of business but you will likely
be needing to engage with your EIS contractors
that you’ve task orders to – to perform site surveys
find out exactly, you know, what the cabling is. Match that cabling against
what are your requirements. What modernization, you
know, you might be doing and determining hey,
this cabling is good, we can make it all work or hey, you may need some slight
modifications or hey, we may need to really,
really do some radical new installations here. So that’s probably how
this would play out.>>All right, that’s good.>>All right. So, they still — so
we’ve got another question from Sheila Speight that says: Would EIS contractor personnel
require a government clearance or badge to gain access to
the PBS managed building or the leased building? I think Tim probably
take that one.>>I could — I don’t want to — I don’t want to give
the wrong information but to start off
I would tell you that they will require
some level of clearance. And often that also depends on whether the contractor
is being escorted as well. But before I say more.>>IT work?>>So, I happen to
have someone who works in PBS and works in IT. Sandy and so she’s going to give
a crack at this one as well.>>Yeah. Formally
when we do the IT work as the person is
getting escorted by the property manager, they
do not require clearance.>>Yeah.>>But they have to be
supervised the whole time. So, you can’t just bring
them into the building and then say do what
you need to do. So, they have to be — have
somebody there the whole time and then escort them out.>>Okay. Going back to some
of the information I shared with you earlier
require an escort. While our building manager
might be able to walk them to the telephone closet, you
might need to be there too. During the course of the day
my building manager has other things they’re going to
be doing in the building so if this work was being done
at night, you know, you’re going to have to be the person
who’s escorting them and so that the heavier requirement. But I do think — and we can — I think we can repost
additional information on this but from our friends
at the Office of Mission Assurance I will get
whatever the latest is in terms of what the minimal required
clearance and badging. And I’d also be surprised
if many of them need that. Let me further clarify that. But I’m sure at a minimum
you’re going to have someone who needs to be escorted.>>And in addition to
escorting, the agencies that occupy the space in the building often
have the requirements that would require a
security clearance. Sometimes, might
even need to refer to your agency systems
security plan to figure out the security level
of certain spaces. And even in one of
the documents that is on the EIS transition website we
address a picture might be worth a thousand words
and it’s often nice. But now have the
ability to take pictures of telecommunications equipment. So, there could be —
could be building aspects that Tim can further research
and we can act on but, again, it’s more likely the
greater requirement will come from the tenant agency, so you need to check
with your superiors.>>Yeah. Yeah, that’s
a great point. You’re going to be in their
computer rooms roaming around so I think the
greater risk would be there. Thank you for that.>>We’re going to — we’ve
got some more questions here, but I’ve got to emphasis again,
if your phone is not on mute and you’re not going to
speak, please put it on mute. We’re getting a lot of
scratching in the background. It’s probably hard for other
people to hear what’s going on so if you’re not sure,
just check your phone and make sure you’re on mute. I’ve got a question
from Tamyra Murphy. Was the invite only sent
out to select individuals? May I attend?>>I’ll take your name and
make sure I’ll do double check and see what the method was. If it — it may not
have gone out. I saw a draft.>>I saw them go out.>>Okay, all right. So, we’ll make sure that
you get an invitation.>>There is a page, a GSA events
page and the link is on there and you can register
there as well.>>That’s even better. Thanks Scott.>>Yep. So, if just Google
GSA Events it will take you to a page that’s
a host of events and this upcoming July
10 event is one of them. Those you can see other
things that are coming up you may want to
participate in.>>The name of the event is
Managing Your EIS Implementation – How we Succeed Together, so.>>All right. So, another question
from Jasper Saunders: Has PBS completed an
inventory reconciliation between their GSA, AAI inventory
and internal inventory?>>No.>>Well, the AAI inventory
contains the telecommunications services and doesn’t contain the
kind of facilities information that we’re talking about
that needs to be assessed and investigated
in each building. So, no, that’s not really — that’s not really
reconciliation to be done.>>And this is Tim, and I can
assure you leading up to today in some of our regions I am
sure are frustrated and sent out a number of data calls. I’m just trying to
compile as much of this information as possible. And it — and it really
doesn’t exist in our inventory. While we might have helped when
the work was getting facilitated in the building and often
times particularly before some of the security requirements
that are out there now, it’s not uncommon for us
to walk in and, you know, and all of a sudden we’re like wondering why these ceiling
tiles popped open, you know, and there’s cable runs over. So, these things happen. We do not have an
inventory of it by all means. I would think that the
closest facility would be within your own agency
and I also appreciate that you might not
have some of that too. So, I think that the whole idea of maybe doing a little
research ahead of time is going to be our best bet so
I’m glad we’re able to get this information
out sooner. Because I think even though
that date of September of 2022 is daunting, you know,
but I mean we do have some time but I think if we
start trying — if you can do your best to
look at your own inventory, I think that’s going to
help us in the long run and I’m sure our building
managers will have some information but we do not
have any documented inventory whatsoever from that end.>>Good answer. Okay, thank you. Thank you, Tim and Debbie. So, we’ve got a question
from Alan Suarez that says, are there any limitations that building management
teams can provide such as escorting
and installation? I think maybe are
there any limitations on those people that
they do that.>>So, again, depending on
the complexity of the work, you know, whether
it’s can be handled at the building management level
or through a project manager that we would probably maybe
even contract out work. These would be added expenses,
so we’d have to take it on a case by case basis. You know, typically — I don’t
know that anyone who works in the building manager’s
office would have the ability to do this kind of work. And even — as far as the
escorting, if I’m taken away from the day to day job, I need
to get reimbursed for that. I’m not sure how
that would look. And certainly, if
you’re doing the work after hours I would need
to get reimbursed for that and goes beyond availability. I think that the best escorting
is going to happen by doing it through your own agency. Otherwise, we would have
to look at getting some of this work done via a
contract as well and — and you’re going to
end up paying for that through a RWA to
get the work done. But again, as we know more
about the requirement, you know, I think, you know, I think
they’ll be some one-off where it’s going to be that
simple and – now, of course, in order to get the
installations, though, I think we’re talking about — these are the EIS vendors
who are performing this work but if this there’s something
outside the scope of that work, I think it’s going to be — we’re going to have to take on
a one by one whether you want to add scope to the vendor and
have them bill you separately for that or whether we
use our own M contractor or maybe a contractor that
we have access to but again, there would be a fee for it.>>Tim, you use the term RWA, a lot of these audience is
telecommunications people. Can you just give a
little thumbnail sketch of RWA and that process?>>Sure, Yeah. And maybe this is something
we can also further post but and it’s in our forms
and I’m embarrassed that I don’t know the form
number off the top of my head but the GSA reimbursable work
authorization is a form that’s used for you to identify
scope and services that you need for PBS. You would typically fill that
out, but you can fill that out in conjunction with
someone from PBS. So, whether it’s
the project manager or the building manager they
can kind of help you with that and it defines your services
that you need from us. And, in doing so we have
already worked with you on what we think the estimate
for that work might be and you have to get a
funding put on that RWA and it’s agreed upon contract,
if you will, and at the onset of receiving that
RWA [inaudible]. But leading up to that
the scope is developed and we give you an estimate and then the RWA is what
helps transfer funding from your agency to us
so that we can perform that work for you. Okay?>>Very good, very good. Thank you, Tim. We’ve got a comment from
Geoffrey Federmeier. Says, Could I provide
a few lessons learned and considerations from
a contractor perspective? The consensus around the
room is absolutely, Jeffrey. So, wherever you’re at please
take your phone off of mute and the floor is yours.>>Good afternoon,
can you hear me okay?>>Yep.>>All right, great. Well, thank you so
much for that. I appreciate the invitation. So, I’m with Verizon and
some of the, you know, concerns that we’ve seen
over time are related to a couple of different things. So, one of them is
especially in large buildings and in campus environments
there are often multiple D-marks for services so you
may have a main room — teleco room that has services
from one LEC but especially in more recent days there’s
often cable providers or specific D-marks
filled out for agencies and you have multiple
D-marks in the building. That can frequently
cause confusion when we’re trying
to install services. Because in order to plan in
advance the agencies are trying to figure out where the
services are going to land so that they can figure
out what’s required from a pathway perspective or
an inside wiring perspective to get the circuits extended. So, it would be really helpful from a building management
perspective if we would know, or if you guys track at
all, not sure if you do — where the D-marks are located. So that we can say
we’re having, you know, a local circuit delivered by
whomever that you would know where that D-mark is actually
located within the building. So, that’s one. Then, related to that on
hand-off and extensions, it would be really helpful
for the agencies to consider, and the building owners as
well, what types of cabling are in place that can potentially
be used for extension or what’s going to be required. When we place orders for services they have
particular hand-off types that are specified. Fiber versus copper
and what type of fiber, hand-off types all
this kind of things. And, unfortunately, if we get
the circuit delivered and then that has to change
due to distance or because there’s something
else present at the building, sometimes the entire
circuit has to be reordered. So, just to kind of work
with the building in advance to understand what those
requirements are and make sure that the order comes
through with those specific requirements. And then lastly, just on a
site requirement perspective, often time as we’re
installing transformational-type infrastructure that’s going
to require a new piece of equipment to be installed. Where we have to have, you
know, electrical conduit, whatever it might be
and we just have — I’ve seen a lot of
long-term delays associated with that especially on,
you know, building entrance. If it’s required that
new conduit be placed from a property line into
the building, you know, that can sometimes involve
digging up parking lots or other more complex,
you know, construction and we’ve seen many, many multi-month delays
as a result of that. And, also if there are any
vendor or specific contractors that are required from a GSA
perspective to perform work. So sometimes we find that,
you know, it’s a requirement that such and such contractor
be used so we can’t then on the EIS contract from an
inside wiring perspective — we don’t necessarily
have agreements with any of those folk to get work done
so then it becomes something that the agency has to
work with GSA to complete. So, those are some of the main
things from my perspective that have caused kind of
extensive delays on projects.>>Thanks, Jeffrey
for those comments. This has been — I appreciate it
— I took a couple notes myself so that I can share
that with our folks. On that last one, I think that
— especially a great point — because just thinking
about the leased buildings. Typically, in the leased
buildings the lessor has first right of refusal for any work that gets done outside
of this contract. So, to your point if at — where
the wires come into the building if you bring in some equipment
there’s not enough electrical capacity in there and
they need to do it, the lessor has first
right of refusal. And often they have, you
know, we represent you as well as we can, as best as we
can, we advocate for you. A lot of times it’s really
difficult to get them to move out quick on all the
competing work they have. So, this is just
another great example of the coordination
ahead of time so that we can properly
plan for that. And the same is said
for federal buildings. You know, if it’s a small
need we would probably rely on our O&M, our Operations
and Maintenance contractor. We would issue a task order
for them to run a circuit, in this case electrical,
what you’re needed, and it could probably
happen really fast. But it’s not covered in
the scope of our contract to provide that, that’s
an additional cost. So that would be a
cost that, you know, the agencies have to bear. And that’s why I think it’s
important to plan this ahead of time and look
and see what needs to get done outside the
scope of the EIS contract because what we would need to
get estimating all those costs for use so you can
provide us with the RWA to get the work done
in a timely fashion. So, thank you for that.>>Very good. Thanks, Tim. We’ve got another
question from Jasper. Says, Can PBS share
an agency to highlight where both party’s still
productive processes have been established? This might be useful for
sharing with agencies to figure out where to start sort of
maybe some best practices or somebody that’s got templates
or where things are going well.>>Maybe that’s something
to consider for the July 10th event. We can talk about that? Thanks, Jasper.>>All right that — looks
like we’ve kind of — our Q&A pod has kind of
dried up so before we go on to the next slide — actually
we’ll just make sure there’s no final comments from
anyone around the room. Any of the subject-matter
experts around the room before we
go into some clean-up stuff?>>This is Bill — one
thing I’ll say that — kind of I’ve jogged my memory from something Tim was
just talking about. We have seen a lot of
interest in modernizing and adding diversity and
adding access diversity into the buildings. You know, there just may
be an entrance coming in from the south and now they
want another entrance coming in from the north. And as Geoff Federmeier
said, you know, trying to get new builds for entrance facilities often
can be very lengthy in time. So, if you have any
talk inside your agency about access diversity, you want
to make sure you’re addressing that as — I mean, frankly
once your task order, I’d make that a topic in
your kick-off meeting and get that on the table very early. And I will tell you, you know,
having had experience putting in diverse access into
historic buildings it’s like playing three-dimensional
chess. So, you know, you want
to make sure any place where you’re looking for new
diversity get that up there and, you know, PBS Is involved and
you want to get them involved, you know, right up
front on those things because it may take a year
just to get all the planning and permitting and everything
done before you can even start construction.>>A couple of other
comments have popped back into the Q&A pod. The first one — we
go to the first one, Mark, the very top one. Sorry, we’re watching
these roll in. All right. All right. So, we’re not sure
those actually applied to this session. So those look like
something else. So, on this screen you see
what Debbie referred to earlier about GSA’s help desk. So, the telephone
number and the hours and also an email
address are listed there. This is in your slide-deck. We’re not going to spend any
more time talking about that. Next slide, please. The next slide is the upcoming
transition training schedule. So, you’ve got this
in your slide deck. If you — at the very end
there’s an email address to reach out to the
training team. If you need more
information on these and would like to be included,
these will also be posted on the GSA events page
so they will be there. Next slide, please. Then finally, training
resources that are out there. So, we realize that this
is a giant transition. There are people new, coming
and going so GSA took the time to put together a course
on Telecommunications 101. Also goes into a
good introduction on EIS pricing structures. That’s an e-learning module. And that link will
take you right to where that training you can take. So, customer support —
agency managers and telecom — telecom technology
service managers, sorry, are also listed —
that’s also hyperlinked. Our webpage, our interact
webpage and then finally at the very bottom of this
slide is specific email address to me and my training team. You’ve got questions about training shoot us a
note there and we’ll respond. If there are no other comments
around the room, then that wraps up for these presentations. We again, thank you
for attending and for your comments
back and forth. So, what you can expect to see
from us, the training team here, in the next coming
days is an email with a couple of things in it. A link to the recording
of this session. Also, a link to a
very short survey. We would really very much
appreciate your participation in that. It’s just a couple of questions. We’ll also include a copy of
the presentation so those of you that may not have gotten
it will have a copy there. We’ve got a couple of other
things that we’ll be developing in the coming days so
when those come out, Tim’s going to do
a couple of things. Tim’s going to maybe get us an
RWA form and also he’s working on more information
on minimal clearance and badging requirements. When we get that
information, we will send it to this group of
attendees as well. We want to first get out
right away those things linked to the recording and
those other things. Following the evaluation of
the COP credit each of you that participated will also
get an individual certificate of completion. So, there’ll be some
things coming from that training email box. It’s not SPAM, it’s all
good stuff so take a look at those when they show up. I think that’s it folks.>>Scott I’d like
to make one comment about the survey that you said. When we did the polls,
we got a lot of answers that were don’t know or
haven’t figured that out yet. So, instead of every agency
in EIS contractor figuring out things on their
own if there’s things that we can figure out once
and then share it collectively, we definitely want to do that. I think it will be more
efficient and help everyone. So, we would like you — you can
use that survey as a way to do that and say, hey, you know, I
answered I don’t know on this and here’s the kind
of things I need to know before I
can figure this out. Just list them out and give the
list to us and we will figure out the way to gather
the content so that we can collectively get through this transition
together.>>Thank you Bill.>>Perfect. All right, thanks
very much folks. Enjoy the rest of your day.

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