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GCN : November 2013
storming group that Kireilis said included the Homeland Security and Health and Human Services departments, among other agencies. Kireilis said the CSB model may be thought of as an extensible electronic catalog. "We would have our catalog of cloud services available through our GWAC con- tracts, BPAs and Schedule 70," he said. "That electronic catalog can be expanded to include customer agencies' cloud ser- vices that they have with their own inter- nal contracts." Essentially, an agency would have access to its own cloud services contracts, along with GSA's cloud vehicles, through the elec- tronic catalog. A DHS program office that needed 100 virtual machines could use the catalog to tap GSA's IaaS vehicle or use a DHS contract to compete its requirement. GSA, meanwhile, wants to gain experi- ence in designing a cloud brokerage oper- ating model that fits the needs of its part- ners, Kireilis said. That remains a work in progress. The plan is to document lessons learned and complete requirements for the production phase, which will follow the current concept development phase. That stage will wrap up early in fiscal 2014, Kireilis said. Elsewhere, the Defense Information Sys- tems Agency has released a draft request for proposals for a cloud brokerage contract, said Joe Brown, president of Accerla Solu- tions, a virtualization and cloud computing solution provider based in Fairfax, Va. In addition, Brown noted that Fairfax County, Va., has set up a cloud brokerage portal as part of its shared services approach. He said Accelera has signed up to participate as one of the county's service providers. "We definitely see shared services gain- ing momentum," Brown said. SHARED HURDLES While shared services and the means for delivering them are falling into place, cloud providers still need to clear a few hurdles. Lack of awareness among pro- spective customers is one of them. Agen- cy-brokers need to promote their services. Bertolini said one the issues Oakland County ran into as it expanded its shared services push was that local governments had no idea what their counterparts could offer. So Oakland County collaborated with National Association of Counties (NACo) to create the NACo Applications story The online catalog, which debuted earlier this year, lets counties shop for ap- plications or add their own to share with other governments. "We are just starting to get more coun- ties on board," Bertolini said, noting that more than 20 governments have put their data in the NACo Application Store. At the federal level, Uncle Sam's List of- fers a directory of shared services. The list is built on MAX.gov and uses custom pl- ugins to the WordPress application suite. Max.gov is an Office of Management and Budget platform for governmentwide col- laboration and information sharing. Uncle Sam's List provides a repository of available services, but is not designed for purchasing, according to an OMB statement. More than two-dozen agencies list shared services on the OMB service, GSA among them. Kireilis said GSA has included both of its cloud BPAs on the list 26 GCN NOVEMBER 2013 • GCN.COM SHARED SERVICES Time sharing via service bureaus and mainframes. USDA National Finance Cen- ter opens; over time pro- vides shared services to 170-plus agency cus- tomers. The Presi- dent's Council on Management Improvement sponsors the Cooperative Administra- tive Support Unit Program, which, among other things, promotes the standard- ization and sharing of administrative systems. The Pentagon launches the Corporate Information Management (CIM) initiative, which aims to eliminate redundant systems and standardize on shared systems. CIM eventually supplanted by other ef- forts such as the National Performance Review. The Defense Integrated Mil- itary Human Resources System seeks to become a "purple" HR system spanning the services; DOD scuttles the project years later. OMB's Line of Business initiative ex- plores shared services in such areas as financial management; In 2007, GCN reports that large agen- cies resist giving up their control. The Federal Information Technology Shared Ser- vices Strategy takes its place in a long line of shared ser- vices efforts.