Deep Dive 184-5 Flashcards

1
Q

Military Base Environment 1

A

Military Base has a daunting perimeter.
Like a small town, typical buildings include:
Headquarters buildings
Admin buildings
Classrooms
Unaccompanied Base Housing (BOQ/BEQ/UEPH)

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2
Q

Military Base Environment 2

A
Military Base has a daunting perimeter.
Like a small town, typical buildings include:
High Tech or Data Center Buildings
Base Hospital
Base Fire Department
Airfield, Hangars, Squadron Buildings
Retail outlet, Base Exchange (BX/PX)
Public Works (DPW/CES)
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3
Q

Military Base Requirements or Needs 1

A

Building Automation Systems
Fire Alarm Systems
Security Systems
Card Access, CCTV, FOIDS, X-Ray Machines, Pop-Up Barriers and Barricades, License Plate readers, etc.

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4
Q

Military Base Requirements or Needs 2

A

Energy Reduction Programs, UESC, PC, Renewable Energy
Mass Notification Systems
Lighting Projects
Support Services for the products shown above
Electrical Switch Gear, breaker panels, and generators

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5
Q

Key Base Personnel 1

A

The Contracting Officer
The Contract Specialist
The Contracting Officer’s Technical Representative
The Small Business Advocate (OSDBU)

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6
Q

Key Base Personnel 2

A

Commanding Officer (CO)
Top Military Officer in Base Command Structure as well as base and energy security.
The Base Infrastructure falls under the CO with exception of the Base Hospital or other tenant commands
Personal goals include energy reduction
Rank is usually O-6, full Colonel or Navy Captain.
Tenure is usually 2-3 years at Base.

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7
Q

Key Base Personnel 3

A

Public Works Officer (PWO)
Responsible for Base infrastructure, has a team of workers Office may initiate RFP’s or work solicitations, which go to the Contracting Office for release by the KO
Contracting Officer’s Technical Representative (COTR) work with the Contracting Office to prepare solicitations.
Key driver of technology decisions and purchases
Civilian positions allows stability at the base.
May request Justification & Approval for Sole Source or a “J&A”, if reasonable and defendable

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8
Q

Key Base Personnel 4

A

Energy Manager
Works in Base Engineering, usually a civilian
Responsible for reducing base energy usage
Goals are to meet EPACT05, EISA 2007, EO 13423.
Works to help the CO meet his energy goals
Base Fire Chief
Directs the purchase of Fire Alarm Systems, Mass Notification Systems (MNS) and support services
Manages the base Fire Station – www.dodfire.com

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9
Q

Base Security Personnel

A

Provost Marshall (Army) Security Officer (Navy/Marines/ Coast Guard) Security Forces (Air Force)
Responsible for base security:
Drives the requirements and purchasing of base security systems and equipment.
Security office may be located near the “Main Gate”.

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10
Q

Engineering Office Personnel

A

Responsible for projects:
Engineering personnel work on projects involving Building Automation Systems, HVAC projects, Renewable Energy projects, Energy improvements, Lighting, and other base infrastructure projects.
Army, Department of Public Works (DPW): Civil Engineers (CE), usually led by a Major or Lieutenant Colonel (O-4 or O-5)
Air Force, Civil Engineer Squadron, Major, LCOL, civilians
Navy, PWD: Public Works Officer (PWO), Resident Officer in Charge of Construction (ROICC) or (FEAD), Civil Engineer Corps (CEC), led by LCDR or Commander (O-4 or O-5)
Coast Guard: Civil Engineering Unit, civilians

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11
Q

Engineering-related Activities

A

Base Operations and Support Contractor (BOS) or
Base Operations and Support Services (BOSS)
A civilian contractor who provides operations and maintenance
Military outsourcing routine maintenance and service tasks
Special category small business, 8a, Alaskan Native Corp
Siemens; as subcontractor to the BOS contractor
Resource Efficiency Manager (REM)
Civilian contract employee hired through a small business.
Hired to reduce energy or water consumption
Minimum goal is to save 2X annual REM cost.

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12
Q

U.S. Army Corps of Engineers (USACE)

A

South Pacific Division

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13
Q

Naval Facilities Engineering Command (NAVFAC) Areas of Responsibility

A

NAVFAC SOUTHWEST SAN DIEGO, CA

10 REGIONS EUROPE ASIA HAWAII

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14
Q

Cybersecurity Activities

A

What worries keep the Government up at Night??
A Cyber “Pearl Harbor” type attack
An attack on the nation’s Industrial Control Systems (ICS)
ICS/PLCs Run our Nations Infrastructure-
Electrical Grid
Water & Sewer
Telecommunications
Military Command and Control Centers
Data Centers
Medical Centers
Transportation; Rail, Air Transport, Ocean Transport, Ports
There are only Three (3) Major Electrical Grids in the USA;One, The Eastern Interconnect Power Grid, serves 20 States

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15
Q

Cybersecurity Activities 2

A

By its nature, Cyber Warfare is asymmetric, a little bit of cyber attack effort can create disproportionate damage. This gives minor powers a huge advantage.
Cyber Warfare may or may not inflict immediate physical damage, however the longer term effects can lead to profound physical damage.
What would happen to a Data Center without HVAC?
An International Airport without Power?
Air Traffic Control Center without radar and communications?
The Pentagon without Data and Information?
Cyber Attacks can be planned to be delayed like a time bomb waiting to be commanded to go-off when directed. Rival foes are already embedded!!
Cyber Attacks can come from any location in the world and it is difficult to know where the attack was initiated or by whom.

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16
Q

A Shift from DIACAP To Risk Management Framework (RMF)

A

Differences??
Defense Information Assurance Certification and Accreditation Process (DIACAP)
DIACAP, think “Pass or Fail” security checks
If DIACAP is in place, replace with RMF process within 3 Yrs
RMF, No absolute security, think levels of acceptable risk
Low, Medium, or High Risk, a NIST standard, ISO based.
Government acknowledges there are NO security guarantees, only protective levels
RMF requires on-going risk assessment and monitoring, a service opportunity

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17
Q

DoD RMF Process Adopts NISTs RMF

A

Step 1: Categorize
Categorize the information system and the information processed, stored, and transmitted by that system based on an impact analysis (1).
Step 2: Select
Select an initial set of baseline security controls for the information system based on the security categorization; tailoring and supplementing the security control baseline as needed based on organization assessment of risk and local conditions (2).
Step 3: Implement
Implement the security controls and document how the controls are deployed within the information system and environment of operation.
See appropriate NIST publication in the publications section.

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18
Q

DoD RMF Process Adopts NISTs RMF

A

Step 4: Assess
Assess the security controls using appropriate procedures to determine the extent to which the controls are implemented correctly, operating as intended, and producing the desired outcome with respect to meeting the security requirements for the system (3).
Step 5: Authorize
Authorize information system operation based upon a determination of the risk to organizational operations and assets, individuals, other organizations and the Nation resulting from the operation of the information system and the decision that this risk is acceptable (4).
Step 6: Monitor
Monitor and assess selected security controls in the information system on an ongoing basis including assessing security control effectiveness, documenting changes to the system or environment of operation, conducting security impact analyses of the associated changes, and reporting the security state of the system to appropriate organizational officials (5).

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19
Q

GSA

A

The General Services Administration (GSA) is the Federal Government’s
premier acquisition agency and landlord. It has two organizations:
FSA Negotiates the GSA Schedule with vendors and provides oversight on applicable laws.
PBS Serves as the Federal Government’s landlord. Tasked with providing superior workplaces for Federal customer agencies..

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20
Q

GSA – Public Building Service

A

GSA Public Building Service (PBS)
PBS is the landlord of most Federal Government civilian agencies
(e.g., IRS, FBI, DOI, etc.)
Manage over 9,600 buildings, 1500 which are owned
Around 350M sq. ft., approximately 200 M sq. ft. owned
Buildings include: Courthouses General office Specialized (FBI labs) Land Ports of Entry
www.gsa.gov then navigate to Buildings & Real Estate

21
Q

GSA Regions & Headquarters

A
GSA HQ by Region PACIFIC REGION 9
Boston
New York City
Philadelphia
Atlanta
Chicago
Kansas City
Fort Worth
Denver
San Francisco
Auburn (Seattle)
Washington DC
22
Q

Example: Pacific Rim – Region 9

A
Region 9
California, Arizona, Nevada, Hawaii
Manage 1100 buildings, 200 owned
40 million sq ft, 17.5 million owned
Major projects include:
Border Ports of Entry
Remodel of Federal Buildings
New Courthouses
Design-Build-to-Suit FBI buildings
$35M budget for repair and alteration
23
Q

Region HQ Structure 1

A
REGIONAL COMMISSIONEROF PBS
DIRECTOR FACILITIES MANAGEMENT DIVISION
DIRECTOR
DESIGN AND CONSTRUCTION DIVISION
STIMULUSEXECUTIVE
REGIONAL ENERGY COORDINATOR
PROJECT MANAGERS
24
Q

Region HQ Structure 2

A

GSA also resembles BT from an organizational and operations perspective. The Regional Commissioner, like our Zone Manager, is responsible for all things that happen in that Region. While he has many direct reports, for the purposes of our discussion here, he has working for him 2 important Directors…The Director of Facilities Management which is his Service Operations group. They take care of all the service on and the operation of existing facilities and they implement small energy projects.
He also has the Director of Design and Construction reporting to him. This group is responsible for all design, development and construction of new facilities as well as all major renovations. In keeping with the comparison, this is much like our Solutions Operations team.
The Stimulus Executive is a newly created position and acts somewhat like our Procurement group. They make sure that processes are followed and that paperwork and such is in compliance.

25
Q

Region HQ Structure 3

A

These individuals are keys to our success at the Region HQ.
For most all GSA Regions, initial contact with the Region HQ team has been initiated by the Siemens Federal teams (FSS, S1, SEA, etc,) and has included Zone/Area executive participation. The goal of these meetings was to establish the BT/Siemens value proposition, set up zone/area responsibilities and get recommendations and introductions to key personnel more involved in day-to-day operations or individual projects.
Subsequent meetings at this level will be on a specific issue or project basis and should be handled through the management team. So check with your sales manager or Federal Business Development Manager first.

26
Q

GSA Challenges 1

A

Aging Inventory – average age of buildings 50+
Increasing percentage of leased space
Declining Capital Funds for investment
Energy compliance and sustainability
EPACT 2005 – Energy Policy Act
EISA 2007 - Energy Independence and Security Act
Procuring ESPCs (Energy Savings Performance Contract)
Integration of Systems
Partnering with SCADA, BAU, FA, Metering

27
Q

GSA Challenges 1

A

What kinds of challenges is GSA facing?
This slide was taken directly from a GSA presentation made to a west coast gathering of BT sales executives not long ago. The Stimulus Executive from Region 9 HQ, talked about GSA, what they do, their value proposition to Federal agencies and the goals of their organization. This slide outlines the challenges they face. I found it pretty interesting to see that of the 8 challenges he cared to share with us, BT could directly impact half of them.
Aging Inventory – Their buildings are getting old. They need new stuff, they need upgrading and you can bet that includes fire alarm, building automation and security.

28
Q

GSA Challenges 3

A

EISA 2007, the Energy Independence and Security Act of 2007 – That’s the comprehensive energy policy law that, for purposes of GSA, requires them to reduce energy and water consumption by 30% from 2005 levels by 2015. That’s a challenge of 3% per year and a major piece of what we are talking about in this presentation.
ESPC Projects – This is as much of a challenge for us as it is for them. They see ESPCs as a solution but have gotten burned in the past. Our challenge is to convince them that ESPCs are a viable, secure method of equipment modernization and energy reduction. Their challenge is in believing in us enough to take the plunge…again. Our BAU Federal ESS group is working on that piece.

29
Q

GSA Challenges 4

A

Integration of systems – Over the past decades more and more “smart” electronic systems have been installed in their buildings. This includes lighting, fire and life safety, SCADA, security, BAS, telecommunications and other network systems.
Well now it’s just a hodge-podge of wires and outdated, non communicating systems. Solutions like our Technology Contractor concept can help put them on the road to functional integration.

30
Q

Key Strategies for Selling to the GSA

A
Construction (Solutions)
Property Development
Design Management
Project Management
Service
Service Center Directors
Smaller projects – Energy Services
Specialized SMEs
Energy Officer 
Fire Protection Engineer
Small Business Advocates
31
Q

Key Strategies for Selling to the GSA 2

A

We have Construction – There you have property development…and project management…and property construction. NOTE that ALL new construction is built to LEED Silver standards as a minimum. Most often they will try for Gold or Platinum.
On the Service side – There you have service operations, smaller retrofit projects…again with LEED in mind…and specialized SMEs and projects (i.e. energy).

32
Q

Key Strategies for Selling to the GSA MAKE LOCAL CONTACTS 1

A
Service Center Directors
Geographical responsibility
All facilities within that area 
Property Managers
Same responsibilities as the commercial world
Use commercial market sales strategies
Solve local problems
Build relations at all levelsof the organization
33
Q

Key Strategies for Selling to the GSA MAKE LOCAL CONTACTS 2

A

But, as we all know, top level relationships are just one component of successful account management…we need to form solid ground level relationships, too.
Your first step toward establishing your local relationships is calling on another tier of authority, the Service Center Directors and Property/Facility Managers.

34
Q

Key Strategies for Selling to the GSA MAKE LOCAL CONTACTS 3

A

Much like our Areas, the Service Center Directors are responsible for a large geography and all the properties within that geography. They will have Facility Managers assigned to each of the properties in their Service Center. While it’s obvious this is your first step if you live outside the GSA Region HQ area, even those in the HQ area need to start here.
In its simplest form, account management of GSA is exactly like any large property manager/developer. Like other commercial real estate accounts, you get to know building managers as a matter of course and attempt to meet with higher executives as part of your overall strategic plan.

35
Q

Key Strategies for Selling to the GSA GETTING GOOD INFO 1

A

WWW.GSA.GOV

Where you’ll find:
Key Region individuals
Service Center Directors
Energy Directors/Officers
Downloadable list of ownedand leased properties
Information about GSA’sbusiness
Scope of services and thevalue they bring to theircustomers

36
Q

Key Strategies for Selling to the GSA GETTING GOOD INFO 2

A

Since GSA is a Federal entity, getting information about the properties and who manages them and the overall management structure is fairly easy. The website www.gsa.gov is a key starting point to finding everything you want to know about GSA. From this website you can:
Find the names of key Region individuals
For a city or smaller geography find:
The Service Center Directors
The main Energy Director/Officer
Download a list of owned and leased property by city, county or state and find the key contact for that building.
Learn all about GSA’s business and the value they bring to their government customers.

37
Q

Keys to Success GSA 1

A

Build your relations locally
Service Center Directors, Property Managers
Expand relations within the organization
Understand and use the GSA Schedule
Build relationships with aligned contractors
Commercial Tier
Local IDIQ contractors
Utilize Small Business teaming arrangements
Understand their business needs.
Energy?
Mass Notification?

38
Q

Keys to Success GSA 2

A

So to wrap up our discussion of how to sell to GSA let’s review our Keys to Success:
Like any good sales plan, build your own relations locally and expand those relations to as many people in the GSA organization as possible.
Understand what you have to offer in the way of contracting solutions. In the Federal world, it’s all about the contracting vehicle so having multiple solutions for them to consider is important. You will be perceived as a problem solver.
Know who else is operating in your field of view. Get to know the different contract arenas. Don’t forget that small business opportunity.
And finally, and this goes for all vertical or horizontal markets, know your customer’s business. In the case of GSA, among other things, energy is a big deal, so try to leverage our solutions to help them solve their energy problems.

39
Q

Why call on the VA?

A
VA operates the nation's largest integrated hospital system with:
153 medical centers/hospitals
995 outpatient clinics
135 nursing home care units
49 domiciliary residential rehabilitation treatment programs
232 veterans’ centers
57 veterans’ benefits regional offices
Employees
More than 180,000 employees
Annual Budget 
Exceeds $20 Billion
40
Q

VA Roles & Responsibilities 1

A

VHA – Veterans Health Administration
Capital Investment Board-approval role
Business case analysis
Score/prioritize based on risk and return
Top tier to OMB/budget request
VISN – Veterans Integrated Service Network

41
Q

VA Roles & Responsibilities 2

A

VAMC – Veterans Medical Center
Trend toward increasing oversight and leveraging shared needs
HQ consolidating power and scrutinizing spending
VISNs greater role coordinating among VAMCs
Acquisition Offices
Active role in process; significant influence
Challenges with retention and training

42
Q

Veterans Affairs:Veteran Integrated Service Networks (VISNs)

A

23 TOTAL

43
Q

Who are the Key Players at the VA?

A

Chief Engineer-BAU, Fire Alarm Electrical Services and Security
Energy Management Contracting Officers (VISN Level)
REMs – Resource Efficiency Managers (over 50) at major Med Centers
Safety Officer
Responsible for:
HVAC
Fire Alarm System
Security System
Energy Management

44
Q

Where is Siemens doing business now and where are the opportunities?

A
Who are alreadyexisting VA customers?
BAU
FIS
SES
Where do I look forpotential VA customers?
FedBizOpps
ePipeline
45
Q

Opportunities: Planned Projects for 2013 and beyond

A
Large Retrofits
Palo Alto Polytrauma/Ambulatory
St. Louis Med Facility
Dallas Spinal Cord Injury
Bay Pines
~150 new clinics planned
VA.Gov
http://www.cfm.va.gov/realProperty/VAAnticipatedLeases.pdf
46
Q

VA’s Preferred Vehicles

A
Contracting
Small Business Set-Asides SDVOSB VOSB
GSA Schedules Schedule 84 Schedule 56
03FAC
Energy Projects UESC ESPC
Construction
Planning		
Local VAMC RFPs
Small Business set-asides
Start Design Process
Design/Bid/Build or Design/Build
VHA-Facility Management RFP
Full and open
Approval process
47
Q

VA Sales Strategies

A
Existing Customers:  Service, Upgrade, Extend, Add
Find hot buttons
Mass Notification
Joint Commission
Loss Prevention
Offer GSA Contract Vehicle or Small Business set-aside
New Construction:  Build network of relationships
New Customers
Influence the spec with Engineers
Build relations and bid to EC, MC or GC
Existing Customers
Develop the spec
Focus on technical and patient safety
48
Q

For More Information

A

VA National Contacts http://www.va.gov/facmgt/aboutfm/orgchart.asp
VA Capital Projects http://www.va.gov/oaem/Volume_4-Construction_and_5_Year_Cap_Plan.pdf
VA VISN Contacts http://www2.va.gov/directory/guide/division_flsh.asp?dnum=1 http://kmimediagroup.com/files/Who’s%20Who%20VISN%20from%20MMT%2014-1.pdf
VA Hospital Location Maps http://www1.va.gov/caresdecision/docs/DNP_appR.pdfhttp://www2.va.gov/directory/guide/home.asp?isFlash=1