# Presentation: 393234

## GSA Federal Acquisition Service and Agency-wide Support Functions

**August 4, 2005**

**GSA Federal Acquisition Service and Agency-wide Support Functions**
**Phase II Detailed Organizational Design**

## Table Of Contents

- Overview
- FAS Organization Units
- GSA Financial Management
- GSA Information Technology Management

- Filename/RPS Number

## Table Of Contents

- Overview
- FAS Organization Units
- GSA Financial Management
- GSA Information Technology Management

- Filename/RPS Number

## FEDERAL ACQUISITION SERVICE

**Office of the Commissioner**

- Filename/RPS Number

## The FAS Commissioner’s Design Team integrated the work of the GSA CFO and CIO Design Teams and designed an expanded support management structure

- In addition to the Commissioner, who provides leadership and overall executive direction to the Federal Acquisition Service, the FAS Commissioner’s Office includes three units that provide key support services:
- Financial management and strategic planning support
- Information technology applications solutions development and management
- Administrative and emergency management coordination and human capital guidance
- The support management structure utilizes a matrixed management format
- The Controller and FAS CIO will report directly into the FAS Commissioner, with a dotted-line relationship into the GSA CFO and CIO organizations
- The GSA Office of the General Counsel will dedicate one of its Associates to support the Commissioner, with support to the three FAS Business Portfolios as needed
- Commissioner Office functions will closely coordinate with appropriate GSA staff offices
- In most cases, the FAS functional lead will take direction from the relevant GSA staff organization, and provide guidance for FAS
- The close coordination relationship is intended to reduce operational redundancies, and provide greater efficiency and consistency across GSA

## The FAS Office of the Commissioner’s value proposition focuses on the functional support it provides to all of the Service and its businesses

**FAS OFFICE OF THE COMMISSIONER VALUE PROPOSITION**

- We enable our internal customers to focus on their mission
- We deliver a clear return on investment as a Staff Office to our internal customers
- We enable FAS Associates to utilize our guiding principles by:
- Making our internal customers more efficient
- Standardizing functions among our internal customers to enhance their operations
- Ensuring our internal customers have the business tools that they need
- We eliminate duplication and redundancy of functions within FAS and across GM&A
- We provide a linking mechanism to all staff headquarters offices to deliver effective and timely guidance to our internal customers
- We provide regional coordination between FAS Commissioner and field offices

## The FAS Commissioner’s Office provides support for the Service’s management, financial, and IT needs

## The Office of the Commissioner provides leadership, planning, management and staff support services across FAS

**The Office of the Commissioner provides leadership, planning, management and staff support services across FAS**

**KEY ATTRIBUTES**
- FAS Commissioner has three direct reports providing support on FAS organizational and administrative, financial, organizational, and IT activities
- All financial management functions are collapsed into the Controller’s Office

**KEY BENEFITS**
- Provides unified direction and consistent priorities across FAS
- Enables FAS to communicate consistent internal and external messages
- Supports FAS’ ability to develop an enhanced focus on internal customers
- Provides Commissioner with enhanced oversight of human capital and administrative functions
- Provides a balanced approach to strategic planning and performance management

**IMPROVEMENTS FROM LEGACY FTS/FSS STRUCTURE**
- Human Capital and Administrative Management functions are grouped into a single unit in the Office Commissioner’s Office versus the Office of the Controller (FTS) or Enterprise Planning (FSS)
- Organizational transition will be centrally managed at an appropriate organizational level to keep the FAS Commissioner fully apprised with progress toward implementation milestones
- All financial management functions and activities are performed within the Controller’s Office, eliminating business lines’ shadow staffs
- An Executive Officer function will manage daily operations and is accountable for ensuring that necessary coordination between GSA staff offices occurs

## The Executive Officer coordinates human capital, administrative, and FAS-wide initiative activities

**The Executive Officer coordinates human capital, administrative, and FAS-wide initiative activities**

**KEY ATTRIBUTES**
- The Executive Officer is responsible for Human Capital coordination with the GSA CPO while transaction processing will be executed at the FAS level
- Administrative and Emergency Management is a stand-alone unit that combines physical space management, personnel security, and emergency planning coordination functions

**KEY BENEFITS**
- Allows the Executive Officer to focus on organizational and administrative details and couple this with an FAS-wide perspective regarding organizational initiatives and transition activities
- Provides for a centralized coordination point for strategy and policy dissemination from GSA SSOs
- Realigns Human Capital Management functions between GSA CPO and FAS; FAS will only process transactions while coordinating all other activities

## The Controller provides financial management and analysis support to drive financial and budget planning and execution

**KEY ATTRIBUTES**
- FAS Controller reports to the FAS Commissioner with dotted line to the CFO (policy)
- PMP Management and coordination, and Management Control functions reside in the FAS Controller office
- Current FSS Enterprise Planning group will join the FAS Controller office
- Financial Management support for the FAS Zones will continue
- Administrative functions (HR processing, facilities management, Human Capital Plan) will reside outside the Controllers Office as a Leadership Support Function
- Target reduction of operational redundancies while increasing service levels (Business Lines and Zones)

**KEY BENEFITS**
- All FAS financial functions and activities will be performed centrally with accountability resting with a single office
- FAS business lines will be able to utilize as-needed business analysis expertise instead of having to “grow” the capability internally
- The FAS PMP process will be supported by a centralized unit that has overall accountability for a balanced organizational perspective to the GSA CFO

## The FAS CIO develops and manages applications and systems in support of business needs of FAS business lines and staff offices

**The FAS CIO develops and manages applications and systems in support of business needs of FAS business lines and staff offices**

**KEY ATTRIBUTES**
- FAS CIO is divided into three major units to provide for economies of skill and scale
- The Program and Account Management unit will be charged with requirements analysis and will work with all FAS business lines
- The IT Acquisitions Support unit will work with all FAS business lines to develop IT-related procurement Statements of Work and support business line COTRs

**KEY BENEFITS**
- Provides best value solutions for internal customers by consolidating functions, sharing resources, standardizing service, and implementing and sustaining IT management best practices
- Provides for a consistent and positive internal customer experience, no matter which zone, business or associate
- Fosters strategic partnering with the business units, based on a comprehensive understanding of customer needs and industry trends

## FEDERAL ACQUISITION SERVICE

**Customer Accounts and Research**

- Filename/RPS Number

## The proposed organizational model enables FAS to continually evaluate the external customer experience with the ability to deliver solutions that the external customer wants

The proposed organization model creates a structured scalable approach to accommodate the  growth of client agency needs

Customer Accounts and Research will deliver to its internal customers a set of clearly defined value-adding activities in the future state

The model places focus on collecting and sharing market and customer intelligence with both internal and external customers

This strategic and proactive business model requires enhanced and coordinated customer insights throughout the organization

The model improves client support as a result of coordinated opportunity management among account managers

- The proposed organization model creates a structured scalable approach to accommodate the  growth of client agency needs
- Customer Accounts and Research will deliver to its internal customers a set of clearly defined value-adding activities in the future state
- The model places focus on collecting and sharing market and customer intelligence with both internal and external customers
- This strategic and proactive business model requires enhanced and coordinated customer insights throughout the organization
- The model improves client support as a result of coordinated opportunity management among account managers

**Customer Accounts and Research (CAR) derived its future state based on challenges identified in the current organization**** **

## Enable FAS to understand customer requirements for acquisition services and become a strategic partner in helping to meet those requirements
Top to bottom customer relationship management linkage that will support FAS’ ability to understand and support customer requirements at every level
Develop strategic national account teams that support the leaders within the departments and the subordinate agencies and bureaus
Perform account management services and provide customers with information about the range of acquisition vehicles and solutions that FAS offers, in concert with all of FAS business units
Offer customer data and develop analysis regarding purchasing patterns, in support of strategic sourcing initiatives
Serve as a touch point for customers, including channels such as call centers and the web portal
Coordinate content development, brand management and messaging, visual standards and communication strategy/execution across all channels

- Top to bottom customer relationship management linkage that will support FAS’ ability to understand and support customer requirements at every level
- Develop strategic national account teams that support the leaders within the departments and the subordinate agencies and bureaus
- Perform account management services and provide customers with information about the range of acquisition vehicles and solutions that FAS offers, in concert with all of FAS business units
- Offer customer data and develop analysis regarding purchasing patterns, in support of strategic sourcing initiatives
- Serve as a touch point for customers, including channels such as call centers and the web portal
- Coordinate content development, brand management and messaging, visual standards and communication strategy/execution across all channels

**Customer Accounts and Research serves in several roles that culminate into one overarching value proposition**

**Roles**

**CUSTOMER ACCOUNTS AND RESEARCH **
**VALUE PROPOSITION**

- Provides consistent enterprise-wide representation of the value of FAS to agency customers and of the needs of agency customers to FAS

## The recommended structure offers a coordinated, enterprise-wide, top-down, bottom-up approach to strategic/targeted customers

## CAR units are organized by function leading to economies of skill*

**KEY BENEFITS**
- Responds to customer identified needs for improved interactions with FAS
- Improves design solutions for products and services
- Shares analysis of market and customer intelligence with internal and external customers
- Creates a structured scalable approach to accommodate the growth or changes in customer needs
- Creates a more strategic and proactive business model that enhances and coordinates customer insights throughout FAS
- Improves client support as a result of coordinated opportunity management among account managers

**KEY ATTRIBUTES**
- Units are organized by function and by specialized knowledge and skills
- Functions are grouped to eliminate duplication and create synergy
- Focuses on strategic customer relationships
- Enhances research and analysis
- Focuses on relationship management rather than sales
- Creates new customer knowledge integration function to enable enterprise wide understanding of a customer’s patterns and needs
- Account management is aligned to, and may be co-located with, prioritized  strategic customers
- Coordinates content development, brand management, messaging, visual standards and communication strategy/execution across all channels

- *Customer Accounts and Research is a new functional organization for FAS, hence there is no applicable legacy FTS/FSS organization from which to improve.

## Customer Research and Analysis serves as the consolidation point for enterprise-wide customer and market information

**Customer Research and Analysis serves as the consolidation point for enterprise-wide customer and market information**

**KEY BENEFITS**
- Comprehensive customer intelligence is consolidated in one location for efficiency
- Supports information-based enterprise-wide decision making
- Provides single point of contact within FAS for market and customer intelligence to enable strategic planning within the business portfolios and OCFO

**KEY ATTRIBUTES**
- The Business Planning branch provides customer and market information to assist FAS units in strategic business planning
- The Customer Knowledge Analysis Center (CKAC) identifies all sources of customer data and creates processes to capture it in one location for analysis
- CKAC performs research and analysis of consolidated customer data (including spend analysis, customer retention issues, etc.) and develops recommendations for changes to policies, services or products
- Works closely with account management and the business portfolios to capture detailed customer information

## Customer Relationship Management strengthens customer relationships while maintaining strong linkages with business lines

**Customer Relationship Management strengthens customer relationships while maintaining strong linkages with business lines**

**KEY BENEFITS**
- Account managers can offer cross business portfolio solutions to customers
- Customers will have primary contact person
- Structure is scalable to accommodate changes in identified strategic customers
- Linkage of strategic and local customers enables support for strategic sourcing
- Segmentation by strategic customers enables targeted communications and product/service alignments

- Notes:  	(1) The number of National Account Managers is dependent on size, location, buying patterns. etc. of the customer
- 	(2) Account managers (Strategic, National or Local) may have a portfolio of different customer accounts
- 	(3) Local Account Mgmt – may be located with or near customer sites that are:
- Large program center
- Large contracting activity
- Location with multiple centers

**KEY ATTRIBUTES**
- Account management structure is aligned to strategic customers
- Consolidated account management crosses all FAS business portfolios, and provides access to enterprise-wide solutions
- Consolidated strategic account management with local account management in the Zones
- Identifies and qualifies business development opportunities and coordinates with portfolios for appropriate service delivery
- Coordinates join requirements with other GSA offices and GSA’s CRM team
- Customer Call center operations

## The Customer Outreach Support unit provides messaging, content development, communications materials and brand management

**The Customer Outreach Support unit provides messaging, content development, communications materials and brand management**

**KEY BENEFITS**
- Branches aligned to maximize skills and capabilities
- Coordinated communications point provides for consistent FAS-wide messaging and branding

**KEY ATTRIBUTES**
- Provides policy, assistance and coordination to portfolios regarding content development, brand management  and messaging, visual standards and communication strategy/ execution across all channels
- Manages events, portals, collateral production, promotion campaigns, brand management and community strategies and systems branding
- Coordinates with portfolios in evaluating FAS business applications for consistent branding
- Develops brochures, bulletins, audiovisual briefings and seminars, instructional guides, and other promotional materials for dissemination and/or presentation
- Consolidates tactical operations in Chicago with direct reporting to central office

## FEDERAL ACQUISITION SERVICE

**Acquisition Management**

- Filename/RPS Number

## Within FAS, AM’s responsibility is to provide acquisition career management, supplier management, acquisition review and improvement, and acquisition vehicle program management
AM is aligned and integrated with the Office of the Chief Acquisition Officer to ensure the consistent application of acquisition policy and guidelines across the Business Portfolios and the Service as a whole
The GSA Chief Acquisition Officer provides policy and guidance for all of GSA, including FAS
AM is the acquisition career management champion within FAS and ensures professional development opportunities, career mobility, and job satisfaction for the acquisition workforce
AM also ensures that contract management, acquisition vehicle management, and program reviews are performed efficiently and effectively within FAS
Each FAS Business Portfolio has an acquisition operations unit that comprises Contracting Officers and Contract Specialists who work in collaboration with portfolio project managers, and other service delivery staff

- AM is aligned and integrated with the Office of the Chief Acquisition Officer to ensure the consistent application of acquisition policy and guidelines across the Business Portfolios and the Service as a whole
- The GSA Chief Acquisition Officer provides policy and guidance for all of GSA, including FAS
- AM is the acquisition career management champion within FAS and ensures professional development opportunities, career mobility, and job satisfaction for the acquisition workforce
- AM also ensures that contract management, acquisition vehicle management, and program reviews are performed efficiently and effectively within FAS
- Each FAS Business Portfolio has an acquisition operations unit that comprises Contracting Officers and Contract Specialists who work in collaboration with portfolio project managers, and other service delivery staff

**Acquisition Management (AM) is a national organization dedicated to contract integrity and a consistently positive customer experience**

## Acquisition Management is primarily linked to the Business Portfolios through their Acquisitions Operations divisions

- Ensure employees’ participation in ACMIS
- Ensure employees’ participation in the ALC
- Participate in “one team” program reviews
- Promulgate, track, and report on operational implementation (acting on issued guidance)
- Participate in the Council on Schedules/GWAC/IDIQ Board
- Apply and evaluate acquisition workforce specific to APPAS measures
- Implement sound contract management operating procedures when this function is delegated from AM

- Manage workload balancing – meet surges and demands as appropriate
- Oversee career path development for acquisition workforce
- facilitate and track training
- ensure that IDPs are meaningful
- foster rotations within and between portfolios and across FAS
- Coordinate training development with AM/CAO
- Ensure all new vehicles and new major additions go through the contract vehicle review process
- Serve as touch point for socioeconomic issues within the portfolio

**The Acquisition Operations function in each Business Portfolio ****will do the following****, with oversight and support from Acquisition Management:**

## Acquisition Management’s value proposition is supported by the FAS Value Propositions and Guiding Principles

**ACQUISITION MANAGEMENT VALUE PROPOSITIONS**

- Ensure quality and integrity throughout the acquisition lifecycle
- Develop a highly competent and experienced acquisition workforce
- Ensure a positive customer experience through efficient, effective, and consistent processes and procedures for directing and implementing acquisition policy
- Enhance vendor performance and customer satisfaction through efficient, effective, and consistent processes and procedures for managing suppliers

## The Acquisition Management organization has four primary functional units

**Acquisition Career Management** champions and ensures the acquisition workforce’s professional development, career mobility, and job satisfaction
**Supplier Management** improves vendor performance through industry communication,   vendor education, and vendor performance evaluations
**Acquisition Review and Improvement** ensures contract quality and integrity through a coordinated review process (“One Review Team”), and documents and shares best practices that are “looped back” into training
**Acquisition Vehicle Program Management** ensures consistent application of acquisition policy and guidelines, a consistent and positive customer experience with FAS acquisition vehicles, best value for taxpayers, and that acquisition vehicles are created and enhanced with consistency

## Acquisition Management’s primary units have supporting sub-units for external customer facing functions

** It is envisioned that some of AM functions can be fulfilled by staff in the Business Portfolios’ Acquisition Operations units, thereby reducing AM's direct FTE requirements.  *

## Key attributes, benefits, and improvements of the AM organization

- Acquisition Management reports directly to the FAS Commissioner, with a dotted line reporting relationship to the CAO (CAO provides input into AC AM ratings)
- The CAO develops policy that flows through AM for implementation with each of the three business portfolios
- The CAO establishes the standards and framework for managing the acquisition workforce which AM then implements within FAS
- The CAO leads and AM supports and facilitates the review of FAS programs and procedures

- Serves as acquisition and procurement informational resource for industry and government
- Consistency of communication & implementation of policy and guidelines across FAS
- Centralizes management of acquisition professionals; reduces overlap and redundancy – Increases productivity
- Establishes measures with FAS Business Portfolios
- Considers acquisition vehicles across portfolios to ensure consistency where appropriate
- Champions professional development of acquisition workforce – Promotes and facilitates career opportunities and mobility
- Enhances customer confidence & experience, promotes strong vendor performance, and works to reduce industry protests

**KEY ATTRIBUTES**

**KEY BENEFITS**

**Key attributes, benefits, and improvements of the AM organization**

- Clearer lines of authority and responsibility for acquisition policy development and implementation
- Enables execution of CAO’s mission within FAS
- More comprehensive and holistic view of acquisition workforce
- Streamlined review process (“one team” concept), reducing duplication and burden on the acquisition workforce

**IMPROVEMENTS FROM LEGACY FTS/FSS STRUCTURES**

## Acquisition Career Management champions the professional development of the acquisition workforce 

**Acquisition Career Management champions the professional development of the acquisition workforce**** **

- Centralized, nationally focused function with dedicated career advocate support
- Professional Development, and Recruitment and Retention closely interacts with GSA CPO for training needs
- Provides a third-party view, championing individual Associate’s acquisition careers across FAS

- Champions professional development of acquisition workforce – Promotes and facilitates career opportunities and mobility
- Highly skilled, knowledgeable, motivated and engaged workforce – Employer of Choice
- Enable OCAO to carry out OFPP policy letter (05-01)

**KEY ATTRIBUTES**

**KEY BENEFITS**

## Supplier Management enhances vendor performance and customer satisfaction

**Supplier Management enhances vendor performance and customer satisfaction**

- Segmented operations based on geography
- Business Management Unit dedicated to internal/external communication and supporting tools and measuring supplier performance

- Early detection and resolution of problems
- Improves vendor performance
- Socio-economic focused

**KEY ATTRIBUTES**

**KEY BENEFITS**

## Acquisition Review & Improvement raises the quality of the work and workforce

- Centralized, nationally focused function accountable for operational review and analysis and for generating and implementing documented opportunities for improvement

- Promotes innovation and learning – a continuously learning organization (avoid “ gotcha” mentality
-  Works to reduce industry protests
-  Maintains high ethical standards – Improves quality of work and workforce
-  Enhances agency customer confidence

**KEY ATTRIBUTES**

**KEY BENEFITS**

## Acquisition Vehicle Program Management ensures efficient, effective, and consistent processes and procedures across acquisition vehicles

- Three units support the Acquisition Vehicle Program
- Internal Consulting unit will focus on electronic tools requirements and also serve as a SME to CAR and business portfolios for vendor training development
- Operational Support will draft FAS comments on FAR matters from GAO
- Single point of contact for overall management of GSA’s acquisition vehicles

- Consistency of communication & implementation of policy and guidelines across FAS
-  Provides strategic direction
-  Enhances customer confidence & experience
-  Reduces cost to industry of doing business with FAS
-  Save taxpayer dollars

**KEY ATTRIBUTES**

**KEY BENEFITS**

## FEDERAL ACQUISITION SERVICE

**Integrated Technology Services**

- Filename/RPS Number

## The Integrated Technology Services (ITS) Portfolio includes Acquisition Operations, IT and Telecom Programs and Professional Services

- The Integrated Technology Services Portfolio includes:
- Acquisition Centers establishing Multi-Award Schedules and GWACs for a wide range of information technology and telecommunications products and services, and related professional services
- A strategic sourcing team developing highly leveraged vehicles in these areas
- Assistance to customer agencies in issuing task orders, delivery orders and purchases for these products and services (along with any others provided by GSA)
- Technical support in selecting these products and services and implementing solutions
- Management of Networx, Alliant, and SmartBuy programs
- Nationwide telecommunications emergency response operations
- The ITS Design Team followed several guiding principles in developing the new design:
-  Provide a consistent positive customer experience
-  Be a trusted advisor and leader in technology solutions
-  Commit to delivering successful technology results

## The Integrated Technology Portfolio delivers value through excellence in acquisitions and agile response to changing technology 

- Positioned to be agile in response to technology trends and deliver integrated technology solutions based on various customer ‘buying’ models
- An organization that facilitates professional development through acquisition corps opportunities (i.e. contracting, program management, financial management, and technology)
- A strategic source for Federal technology/federal government business solutions
- An organization designed around acquisition excellence in the areas of program management and technology
- Creates a premier acquisition corps in the areas of contracting, technology, finance, and program management
- An organization that is aligned to assist agencies to achieve mission results – through offering diverse solutions
- Provides strategic source solutions for technology through ‘leveraged volume buys’
- An optimized organization designed to eliminate unnecessary redundancy and promote knowledge sharing

**The Integrated Technology Portfolio delivers value through excellence in acquisitions and agile response to changing technology**** **

**FAS ITS VALUE PROPOSITIONS**

## The ITS Portfolio is developing a consolidated approach to its businesses as technology evolves and customers seek integrated solutions

**The ITS Portfolio is developing a consolidated approach to its businesses as technology evolves and customers seek integrated solutions**

## The ITS organization reflects several improvements from legacy FTS and FSS structures

- Merged the development and management of acquisition vehicles for technology solutions  (i.e. IT, Networks, and Professional Services)
- Combined acquisition of IT products and services into one organization
- Centralized and unified support functions
- Created an Acquisition Operations organization for all contracting officers
- Linked all the MAS and the GWAC Acquisition Centers, to enable professional development and workload balancing
- Aligned service delivery for IT, Networks and Professional Services into an integrated operation, while maintaining specialized teams
- Aligned Zone Office operations functions with National Office

## Program Planning & Development focuses on rationalizing acquisition vehicles and developing and managing strategic sourcing opportunities

**KEY BENEFITS**
- The close connection between IT and Telecommunications programs means that integrated approaches will be more likely   to be developed
- MAS and GWAC programs will have active program development and managers looking at how to rationalize and reduce duplications among vehicles
- A stronger concept development function will encourage more forward thinking and innovation

**KEY ATTRIBUTES**
- Research and planning for development of acquisition programs is performed in a focused unit including specialty technical personnel
- A single unit is responsible for review of all current and proposed acquisition vehicles aimed at this area of products and services
- Strategic sourcing in the technology area is prioritized, with a special subunit
- Program development and management is consolidated
- Program Managers work closely with Contracts Officers to execute and maintain vehicles
- There is a focused management office for Telecommunications, including the Networx program

**Notes:**
Care of associates who are attached to the Washington office

## Acquisition Operations provides a common organization for all the portfolio’s contracting officers in Centers and in Zones

**KEY BENEFITS**
- Greater consistency in procedures across country
- Greater attention to career development activities for the acquisition workforce, leading to greater opportunities for professional excellence
- More flexibility in workload balancing enables smoothing out timeframes across the country and meeting priorities
- Focus on acquisition of a related set of goods and services fosters development of specialized knowledge enabling better negotiations for the government

**KEY ATTRIBUTES**
- Integrated reporting of contract officers working in the portfolio
- Close connection to Acquisition Management and CAO
- Manages warrant program for Contracting Officers
- Specialized Acquisition Centers, that can also share workload when necessary
- Places Acquisition workforce in multiple locations in Zones to assist customers with technical or acquisition questions
- Zone Contract Officers work closely with Service Delivery teams to develop and execute customized solutions
- Connection to Acquisition Management

**Notes:**
Care of associates who are attached to the Washington office

## ITS provides integrated Service Delivery, crafting and implementing solutions that customers need 

**KEY ATTRIBUTES**
- Provides full range of solutions, from brief consultation to full life-cycle project management, as needed by customers
- Enables integrated teams of various technical specialties along with associated Contract Officers
- Recognizes the convergence of IT and network services
- Delivery teams include systems migration planning and implementation staff
- Teams can work with enterprise customer needs or local needs
- Several “Good for Government” programs would be transferred to other units

**KEY BENEFITS**
- Reduces redundancy and management overhead by streamlining into one service delivery channel
- Improves customer interface in delivery of technology solutions
- Enables improved customer care
- Normalizes field office structures for consistency of processes and procedures
- Improved alignment and utilization of human capital
- Consolidated direction and utilization of resources between national offices and field offices

**Notes:**
i.e. Migrations (FTS 2001), SmartCard Rollout Strategy
Provide operations  
  for government wide 
  initiatives and systems
  i.e. Gov Domain
  Registration, Blue Pages,
  Federal Relay Services,
  SmartCard Program
  Office, E-Gov 
  Initiatives/Centralized
  Hosting
Good for Govt i.e. Gov Domain
  Registration, Blue Pages,
  Federal Relay Services,
  SmartCard Program
  Office, E-Gov 
  Initiatives/Centralized
  Hosting
COOP Operations 
 i.e. Wireless Priority,
 NSEP coordination,
 NSC

## FEDERAL ACQUISITION SERVICE

**General Supplies and Services**

- Filename/RPS Number

## The General Supplies and Services Portfolio includes
Acquisition Centers establishing schedules for a wide range of general products, supply chain and distribution services, energy and environmental services, language services, furniture, office supplies and administrative services, facilities maintenance and hardware products and services
A strategic sourcing team developing highly leveraged vehicles in these areas
Assistance to customer agencies in issuing task orders, delivery orders and purchases for these products and services (along with any others provided by GSA)
Technical support in selecting these products and services
Distribution and depot operations
Stores and retail operations support
Personal property re-utilization, donation and sales

- Acquisition Centers establishing schedules for a wide range of general products, supply chain and distribution services, energy and environmental services, language services, furniture, office supplies and administrative services, facilities maintenance and hardware products and services
- A strategic sourcing team developing highly leveraged vehicles in these areas
- Assistance to customer agencies in issuing task orders, delivery orders and purchases for these products and services (along with any others provided by GSA)
- Technical support in selecting these products and services
- Distribution and depot operations
- Stores and retail operations support
- Personal property re-utilization, donation and sales

**The General Supplies and Services (GSS) Portfolio includes Acquisition Operations, Distribution and Personal Property**

## The GSS Portfolio delivers value through its ability to provide expert leveraged acquisition and logistics support to customers

**GSS VALUE PROPOSITION**

**GSS provides expert leveraged acquisition and logistics support, meeting all applicable rules and regulations, anytime, anywhere at the best value**
- Uses strategic sourcing to leverage government purchasing power
- Uses volume purchasing to reduce cost of goods and provide best value to agency customers
- Helps customers meet their socioeconomic program goals
- Provides expert assistance on acquisition
- Assists customers in ensuring compliance with Federal Acquisition Regulations (FAR)
- Provides mission critical service, fire/disaster FEMA emergency response 24-7, rapid deployment support for military

## The GSS Portfolio focuses on strategic sourcing and innovation, in addition to its existing acquisition and logistics operations

## The GSS Portfolio reflects several improvements from legacy FSS and FTS organizations

- Brings new focus to innovation and transformation in acquisition through strategic sourcing and other supply chain improvements
- Consolidates this range of goods and services into one portfolio to help reduce customer confusion
- Consolidates the reporting of all contracting officers into GSS Acquisition Operations that will enhance our ability to manage workloads across acquisition centers and enable more consistency in our acquisition processes
- Nationalizes operations of retail stores and order taking call centers to enable closer communication and increased efficiency
- Maintains a closer alignment of depot operations with strategic customers, Department of Defense/Defense Logistics Agency and the U.S. Forest Service, to ensure continuation of a critical GSS mission

## The GSS Portfolio’s four divisions provide acquisition services as well as specialized logistics and personal property disposal services

**The GSS Portfolio’s four divisions provide acquisition services as well as specialized logistics and personal property disposal services**

**KEY ATTRIBUTES**
- Organized by product / service and by logistics knowledge to gain synergies and economies
- Leveraged the schedules and global supply model to deliver best value solutions for the customer**  **
- Developed a common management reporting structure to ensure consistent program execution, service levels, and customer satisfaction
- Focused on innovation and transformation in both acquisition and supply chain management

**KEY BENEFITS**
- Enhanced customer access to acquisition expertise and product / industry knowledge, resulting in better solutions
- More efficient process internally and a more cost-effective and user-friendly result for the customer
- Consistent and positive customer experience
- Scaleable structure to develop agile supply chain management and acquisition solutions that support the evolving business needs and objectives of the customer

## Program Planning & Development focuses on developing strategic sourcing opportunities and improved supply chain management

**KEY ATTRIBUTES**
- Strategic sourcing unit will actively seek new opportunities to utilize government leverage to obtain better pricing and terms
- Structured a small unit dedicated to innovation
- Responsible for reviewing existing acquisition vehicles in this product/service area, to identify opportunities for simplification and rationalization
- Concentrated supply chain management expertise
- Works closely with CAR and OGP

**KEY BENEFITS**
- Better terms and conditions for products and services obtained through highly-leveraged buys
- Innovations like direct delivery to reduce distribution costs
- Simpler and less duplicative acquisition vehicles

## Acquisition Operations provides a common organization for all the portfolio’s contracting officers and specialty support professionals

**KEY ATTRIBUTES**
- Integrated reporting of contract officers working in the portfolio
- Close connection to Acquisition Management and CAO
- Specialized Acquisition Centers, that can also share workload when necessary
- Placed Acquisition workforce in multiple locations to assist customers with technical or acquisition questions

**KEY BENEFITS**
- Greater attention to career development activities for the acquisition workforce, leading to greater opportunities for professional excellence
- More flexibility in workload balancing enables smoothing out timeframes across the country
- Focus on acquisition of a related set of goods and services fosters development of specialized knowledge enabling better negotiations for the government

## Distribution aligns depot operations with customers in two zones, and consolidates management of stores and order-taking call centers 

**Distribution aligns depot operations with customers in two zones, and consolidates management of stores and order-taking call centers **

**KEY ATTRIBUTES**
- Depots remain organized in two zones, matching the customers needs
- Depots will report indirectly to GSS Distribution, enabling more integration and shared resources
- Depot-related freight shipment is managed by depots
- Stores and the ordering call centers are organized as a single national program, to enable analysis of their business models and implementation of best practices

**KEY BENEFITS**
- Identification of these operations as a single integrated function concentrates our functional knowledge, and will lead to stronger management and more efficient operations, reducing costs to customers

## Personal Property continues to provide disposal services, with increased use of electronic auctions to maximize buyers

**Personal Property continues to provide disposal services, with increased use of electronic auctions to maximize buyers**

**KEY ATTRIBUTES**
- Program will report directly to GSS Portfolio head
- Procedures for the program will continue to be developed on a national basis
- Sales will be organized nationally, with increasing use of electronic auctions to maximize potential buyers
- Utilization and Donation activities will continue to be conducted through field offices, now organized in FAS zones

**KEY BENEFITS**
- Higher-level reporting ensures that concerns of key stakeholders are handled appropriately
- Concentrating sales operation and use of e-auctions will reduce costs and increase return
- Maintaining field-based utilization and donation operations leverages local positioning and knowledge of potential recipients

## FEDERAL ACQUISITION SERVICE

**Travel, Motor Vehicle and Card Services**

- Filename/RPS Number

## The Travel, Motor Vehicle and Card Services Portfolio’s businesses share some characteristics and an emerging business model

- The portfolio’s business lines include: Travel, Relocation, Freight Management, Vehicle Purchasing, Fleet Management, and Card Services
- While these operate with their own respective supplier industries, they share several commonalities that provide opportunities for synergy and scale.  These include:
- Heavy reliance on e-tools to interact with customers
- Operates as national programs, conducting highly-leveraged buys for government-wide use (some Fleet Management activities will continue to operate as a zone-based program)
- Use of cards, to a large extent, as a common acquisition channel
- Emphasis on collecting and analyzing end-user data to monitor compliance and spot future leverage opportunities
- The business lines will operate on a shared service model resulting in the following benefits:
- Support agency best management practices and accountability
- Maximize the effectiveness of agency management at lowest cost
- Leverage the government's purchasing power
- Improve the products/ services offered to customers through data driven decisions
- Minimize agency-wide costs for goods and services

## The Portfolio’s value proposition focuses on delivering efficient and customer-centric services while minimizing agency costs...

** ****TRAVEL, MOTOR VEHICLE AND CARD SERVICES PORTFOLIO VALUE PROPOSITIONS**

- Support agency best management practices and accountability
- Leverage the government's purchasing power
- Deliver best value goods and services at the best price
- Reduce government management, capital expenditure and operating costs
- Provide the highest levels of customer service
- Deliver fast and easy-to-use services through streamlined processes
- Employ transparent and consistent processes
- Facilitate compliance with policy
- Use customer and internal information to manage processes and programs to support continuous improvement

## ...and the individual business lines’ value propositions are based on the Shared Services Provider business model

**MOTOR VEHICLE ACQUISITION BUSINESS LINE VALUE PROPOSITIONS**

**Vehicle Acquisition**
- Integrated end to end services
- Lowest price
- Expertise in vehicle specialization

**Vehicle Management**
- Integrated end-to-end services
- Best value
- Fleet expertise

**CHARGE CARD BUSINESS LINE VALUE PROPOSITIONS**

**Charge Card Services**
- Streamlined payment process
- Maximize use of data and reporting
- Drive administrative and cost savings

**TRAVEL & TRANSPORTATION BUSINESS LINE VALUE PROPOSITIONS**

**Travel **
- Integrated end-to-end services
- Organize and buy goods and services that meet customer needs at discounts unattainable individually
- Collaborate and consolidate government-wide requirements to provide enabling tools for agency-by-agency travel management that is compliant, cost-effective and customer requirements

**Transportation**
- Provide end-to-end, integrated, total transportation solutions to maximize value for agency customers
- Provide transportation customers with best value rates/prices for our services
- Be flexible in tailoring our professional, expert services to their requirements
- Provide responsive and easy-to-use transportation services through streamlined, transparent processes that leverage the government's transportation purchasing power

**Relocation Services**
- Provide expert commercial service providers at best value
- Facilitate the ability of agencies to monitor and manage relocation expenditures and adherence to policies
- Reduce administrative burden, management and process variability, and costs of managing relocations

## The recommended structure of the Portfolio includes three Service Lines and a supporting Acquisition Operations division

- Program Development and Oversight
- Motor Vehicle Sourcing
- Agency Fleet Support
- Engineering
- Asset Management
- Sales (remarketing)

- Program Development and Oversight
- eTravel
- Travel Programs
- Relocation Services
- Freight Management
- Transportation Audits

- Program Development and Oversight
- Agency Charge Card Support
- Data Management & Analysis

- Contract Execution and Support
- Procedures Implementation
- Acquisition Workforce Development
- Workload Balancing

- *Program Management is conducted in all Business Lines and includes:  Customer Services/Care, Training, Outreach, Vendor Management, Performance/ Information Management/ Utilization, Compliance, Environmental Scanning, Corporate Benchmarking, Industry Liaisons and Liaison with OGP.  Activity levels and expertise will vary between service lines.

***FUNCTIONS***

## The Portfolio’s business lines adopt a shared service model to enhance service delivery and customer value

**The Portfolio’s business lines adopt a shared service model to enhance service delivery and customer value**

**KEY ATTRIBUTES**
- Most programs report nationally, with the exception of selected activities in Fleet Management
- Facilitates effective motor vehicle, charge card, travel, and transportation agency management that models best corporate practices as applied to the federal government
- Accountable for fielding a best practice service delivery model
- Provides an optimal mix of standard and customized services.  This includes prices, contract quality, and transaction costs
- Delivers on the standards of performance at excellent prices

**KEY BENEFITS**
- Allows customers to focus on their mission by delivering improved processes and management, reducing costs, and increasing customer service levels
- Uses dedicated expert program knowledge to assist agencies with program management
- Flattens the organization and provides services at the lowest level possible
- Improves service and streamlines communications to customers and vendors
- Reduces locations/infrastructure needed and related costs
- Improves consistency of vendor management

## The Portfolio reflects several improvements from legacy FTS and FSS structures

- Extends the Shared Service Provider model to all business lines in the portfolio
- GSA facilitates effective agency management that models best corporate practices as applied to the federal government
- Increases government productivity by allowing agencies’ core operating divisions to focus on mission critical programs
- Nationalizes the service lines and establishes as a Center of Excellence
- Aligns all service lines with customer focused benchmarks, service levels, and data/reporting
- Automates and standardizes administrative functions to one central unit
- Reduces redundant functions by shifting responsibility and accountability on one central unit
- Establishes a new acquisition unit to oversee contracting functions
- Transfers Personal Property functions to General Supply Services

## Motor Vehicle Management nationalizes most programs and consolidates management of ongoing regional operations into zones

**KEY BENEFITS**
- Streamlines the operations while still providing customer-centric service at the local level
- Improves service to customers and vendors
- Reduces locations/infrastructure needed and related costs
- Improves communication and centralizes professional expertise and eliminates conflicting guidance to associates
- Improves federal government fleet management by focusing on Agencies that do not use GSA lease vehicles

**KEY ATTRIBUTES**
- Nationalizes and consolidates AMCs, MCCs, Payment Processing Center (PCC), regional remarketing, and loss prevention programs
- National operations provides the national oversight, policy, guidance, and direction as well as tools for the Regional associates
- The regional structure (Fleet only) focuses on operations and program execution for customer facing activities, including vendors
- Establishes priority to improve Agency fleet management operations
- Consolidates Light and Medium/Heavy Vehicle Acquisition functions into one unit that will be responsible all volume and non-standard vehicle procurement projects

## Consolidating regional Fleet Management activities streamlines operations, improves consistency and reduces costs 

- Consolidates management from existing eight regional offices into a more streamlined operation consisting in zones
- Zone structure include Zone Fleet Directors, Fleet Management Centers, and Fleet Service Representatives
- Fleet Directors report directly to the FAS Zone Executive with a strong coordination/link to Fleet Headquarters in Central Office
- Central Office provides the national oversight, policy, guidance, and direction as well as the tools for the Regional associates to perform their jobs
- The regional structure focuses on operations and program execution for customer facing activities, including vendors
**KEY BENEFITS**
- Streamlines operations while still providing customer-centric service at the local level
- Zone structure will help to assure consistent communication to customer, vendors and associates
- Flattens the organization while providing services at the lowest possible level
- Reduces locations/infrastructure needed and related costs
- Improves communication and centralizes professional expertise and eliminates conflicting guidance to associates

**Consolidating regional Fleet Management activities streamlines operations, improves consistency and reduces costs **

## Charge Card Services provides a streamlined payment process and industry expertise at the best value for the federal government

**KEY ATTRIBUTES**
- Elevates Charge Card Services to establish as an independent service line
- Restructures into two units, one that concentrates on government charge card management and provides agencies with expertise, program support, and training that draws on commercial best practices
- Redefines Card Services as an explicit Shared Service Provider
- Program will focus on improving the products/ services offered to customers that leverage card data for waste, fraud and abuse prevention; monitor contract compliance; and support strategic sourcing
- Utilization Analysis will focus on analysis of individual end-user utilization, and will share data with CAR

- Data Mgmt & Analysis
- Coordinate with CAR

- Agency Cards Programs
- Account Management
- Needs Assessment
- Coordinate with CAR

**KEY BENEFITS**
- Focuses program on improving the government’s charge card management instead of schedules and contracting functions
- Dedicated program management associates will be able to focus on enhanced customer service targeting service delivery and product development
- Facilitates the ability of agencies to monitor and manage expenditures and adherence to policies
- Recognizes the importance of this service offering

## Travel and Transportation Services consolidates programs nationally, providing agencies with expertise while reducing costs

- Focuses program on improving the government’s travel and transportation management instead of schedules and contracting functions
- Facilitates the ability of agencies to monitor and manage expenditures and adherence to policies
- Streamlines operations and reduces regional and functional redundancies
- Leverages expertise across customer base to improve customer service consistency and allow for faster response
- Trains and educates federal travel managers so they can become Professional Travel Managers to instill and drive commercial best practices at their agencies

**KEY ATTRIBUTES**
- Centralizes all travel and transportation functions to a national program to provide agencies with expertise, program support, and training that draws on commercial best practices
- Establishes a Travel Customer Service and Customer Human Capital Development Group
- Restructures Transportation into two national service programs – Freight and Relocation
- Establishes a tighter coupling of Transportation Audits to upstream  programs

**Travel and Transportation Services consolidates programs nationally, providing agencies with expertise while reducing costs**

## The Acquisition Operations unit organizes contracting officers into support teams directly working with programs

**KEY ATTRIBUTES**
- Establishes a team of contracting resources with staff who report to Acquisition Operations Director and are embedded in individual programs
- Contracting workload can be balanced to meet Portfolio priorities when needed
- Provides increased focus on workforce development and workload balancing
- Responsible for procedural implementation within the Portfolio to promote consistent contract execution
- Provides a clear and standardized link to Acquisitions Management and the CAO for all business portfolios
- Business units will have significant input on performance appraisals

**KEY BENEFITS**
- The split of contract management functions from program management functions enhances the development of two distinct areas of expertise
- Common management reporting structure ensures consistent program execution, service levels, and customer satisfaction
- Provides a professional contracting supervisory line to provide guidance to COs embedded in business units
- Attention to workforce issues should aid in workforce retention
- Dedicating staff to business will enhance specialized industry knowledge to assist in contract negotiations
- Provides enhanced access for the customer to acquisition expertise and knowledge by product/ industry

## Table Of Contents

- Overview
- FAS Organization Units
- GSA Financial Management
- GSA Information Technology Management

- Filename/RPS Number

## GENERAL SERVICES ADMINISTRATION

**Financial Management Functions**

- Filename/RPS Number

## The new Financial Management structure focuses on strategy and efficiency to deliver the best service and products

- The **FM goal** is to be a **strategic partner** helping the Services and Staff Offices make business decisions, as well as to perform our responsibilities for **good financial management **in GSA as defined in the CFO Act
- The new FM organization design will:
- _Enable strategic partnering_ for timely decision-making and resource planning (including facilitation of PMP)
- Through business intelligence and timely resource information, support the decision-making process and provide insight into solution development
- Through knowledge of the business and service/product, support the acquisition product analysis
- Through informed and comprehensive cost analysis, identify best value opportunities
- _Reduce duplication of FM functions or processes_ performed geographically or regionally, by evaluating the efficiencies gained by consolidating
- Through continuous business process evaluation, develop strategies to _streamline_ for effective and efficient processing in support of these objectives
- _Develop and retain skilled staff_ for effective analysis, planning, and execution

## The new Financial Management structure enables effective delivery of key financial functions

- The following key financial functions are performed in each of the FM Offices to meet these goals:
- Advisor to Commissioners and Heads of Staff Offices
- Facilitator/Driver of the Performance Management _Process_
- Budget Formulation and Policy Guidance
- Management Controls and Audit Follow-up
- Financial Transactions and Reporting
- Financial Management and Business Analysis support for Business Lines and Staff Offices
- We have designed an FM Organization structure to:
- Leverage these functions across the FM organizations,
- Build a GSA-wide analytical function,
- Ensure an efficient FM organization, and
- Ensure business lines and staff offices receive the financial management services they need.

## The GSA Financial Management Organization provides a consistent and effective design for delivery of FM services

- National & Regional
- Businesses

- National & Regional
- Businesses

-  Regional
- Budget Analysts

- OCFO

- FAS
- Commissioner

- PBS
- Commissioner

- COS/PMO

- GM&A Controller

- FAS Controller

- PBS CFO

- CFO BusinessSolutions

- Financial Policy Operations

- Strategic Planning & Perf. Budgeting

- Business
- Analytics

- Performance
- Budgeting

- Financial
- Operations

- Revenue
-  Operations

- Audit &
- Mgt Controls

- Business
- Analytics & Consulting

- Planning & Performance
- Budgeting

- Operations

- Business
- Analytics &
-  Consulting

- Planning &
- Performance
- Budget

- Controls &
-  Audit

- Budget Policy
- Formulation &
- Consulting

- Performance
- Mgt Process

- PMT, ABC
- Policy & Mgt

- Greater SW
- Finance Center

- Financial
- Reporting
- & Consulting

- Heartland
- Finance Center

- Financial Policy
-  & Controls

- Client Services

- Enterprise
- Solutions

- Eng/Arch Support

- Development

- *

## The Office of the Chief Financial Officer provides strategic leadership and policy oversight for FM delivery

- Strategic Planning Management
- Performance Budgeting
- Budget Policy
- External reporting
- OMB Liaison
- PART, PAR
- Goals & Measures Management
- PMT Management
- Activity-based Costing

- Accounting policies
- Compliance Reviews
- Management Reporting
- Debt Management
- Transactions processing – Cash, Accounts Payable/ Receivable, Payroll
- Management of Financial Centers

- PEGASYS
- NEAR Migration
- Financial Systems Development
- Financial Systems Integrity

- Advisor to Administratorand Business Lines / Regions

- OCFO

- CFO Business Solutions

- Financial Policy
- & Operations

- Strategic Planning &
- Performance Budgeting

- GM&A Controller

- FAS Controller

- PBS CFO

- COS/PMO

**KEY ATTRIBUTES**
**Substantial progress** already accomplished in redesigning the OCFO organization and minimal changes will occur in 2006
**Financial Policy** will be issued under OCFO, with policy implementation and compliance reviews an important aspect of financial management
**CFO Business Solutions** is retained under OCFO, focused on the financial management applications necessary to sustain the transaction processing requirements of the new Service
**PMT and ABC** are performed under Strategic Planning and Performance Budgeting (SPPB) sub-unit

## The Federal Acquisition Service Controller office supports the financial planning and analysis of the Service and its businesses

- Performance Management Process
- Pricing Policy Implementation
- Budget Formulation
- Funds Control
- PART, Performance Measures and Analysis
- PMT & QPR Management

- Transaction Reporting
- Transaction ProcessingOperations
- Assisted Services (FSCs)
- Special Order Program
- Central (Staff Offices)

- Financial Operating Plans & Execution
- Forecasting
- Rate setting
- Performance Analysis & Reporting
- Cost and Capital Plan
- Business Analysis
- Activity-Based Costing

- Planning &
- Performance Budgeting

- Business Analytics &
- Consulting

- Operations

- Advisor to Commissioner and Business Lines

- Commissioner

- Controller

- OCFO

- National & Zone Business

- Financial Guidance & Management Controls
- Financial Guidance & Procedures
- Management Controls & Audit Follow-up
- Financial Audit Liaison

**KEY ATTRIBUTES**
- FAS Controller reports to the FAS Commissioner with dotted line to the CFO (policy)
- PMP Management and coordination, and Management Control functions reside in the FAS Controller office
- Current FSS Enterprise Planning group will join the FAS Controller office
- Financial Management support for the zones will continue; mapped based on the results of the FAS Zonal impact
- Administration functions (HR processing, facilities management, Human Capital Plan) will reside outside the Controllers Office as a Leadership Support Function
- Target reduction in ‘shadow staff’ while increasing service levels (Business Lines and Regions)

***Note:  See also report section for the FAS Office of the Commissioner.***

## The GM&A Controller organization provides functional and strategic support for the staff offices and regions

**KEY ATTRIBUTES**
- GM&A Controller **reports** to the CFO with participation in the GM&A Business Planning Council
**Functional** responsibilities will increase from the current Controller environment. There is a substantial gap in skills that will need to be specifically addressed in workforce planning in the Implementation Phase.
- Support for **GM&A in regions** will continue but may be realigned based on the results of the Federal Acquisition Services regional changes

## The structure and functions of the current PBS CFO organization are similar to the FAS Controller organization

- Performance Management Process
- Performance Reviews
- PART, Performance Measures and Analysis
- PMT & QPR Management
- Link Budget & Performance

- Financial Guidance & Procedures
- External and Internal Reporting
- Financial Systems Liaison

- Financial Operating Plans & Execution
- Funds Control
- Cost and Capital Plan
- Business Analysis

- Advisor to Commissioner and Business Lines

- Forecasting
- Pricing Policy
- Rental Billing Management

- Management Controls and Audit Follow-up
- Financial Audit Liaison

- Commissioner

- PBS CFO

- OCFO

- National & Regional Businesses

- Audit & Mgt. Controls

- Revenue Operations

- Financial Operations

- Performance Budget

- Business Analytics

## Table Of Contents

- Overview
- FAS Organization Units
- GSA Financial Management
- GSA Information Technology Management

- Filename/RPS Number

## GENERAL SERVICES ADMINISTRATION

**Information Technology Management Functions**

- Filename/RPS Number

## Overview of the New GSA Information Technology Management Organization Structure

- The analysis of the IT functions included those within PBS, the regions, and the staff offices in addition to FSS and FTS.  The new information technology organizational structure seeks to provide a more customer-focused view to IT service delivery, increase efficiency, ensure common approaches where needed, and leverage specialized knowledge and skills.
- The Office of the Chief Information Officer (OCIO) will provide strategic leadership and oversight for information technology service delivery within GSA.  The CIO is responsible for GSA’s infrastructure operations, enterprise architecture, GSA-wide applications, information security and information technology management services.
- To ensure that the information technology functions effectively meet the unique needs of the individual Services and larger staff offices, FAS, the Public Buildings Service, the Office of the Chief Financial Officer, the Office of Citizen Services and Communications, the Office of the Chief Acquisition Officer and the Office of the Chief People Officer will each have an office responsible for the delivery of business applications specific to its respective organization.  These Offices will report directly to their respective Service Commissioner or Staff Office, and indirectly report to the OCIO. There will be close coordination across all agency systems projects to deploy best practices and consistency, and to drive the OneGSA enterprise architecture.
- By consolidating many IT functions, the OCIO gains functional synergies and economies of scale for GSA.  This consolidated IT organization will deliver services through a “Shared Services” model. This model establishes governance mechanisms to ensure specific service levels to internal customers and monitor customer satisfaction.

## The new IT organization seeks to deliver best value solutions to its customers and in turn informs the new organizational structure

** ****INFORMATION TECHNOLOGY VALUE PROPOSITIONS**

- Efficiently meets business needs through:
- Maintenance of a secure, reliable, and scaleable infrastructure and architecture
- Access to an effective workforce
- Implementing and sustaining IT management best practices
- Providing agile business applications
- Provides best value solutions (cost and quality) for customers
- Provides consistent and positive customer experience, no matter which region, business or associate
- Provides strategic partnering with the business units, based on a comprehensive understanding of customer needs and industry trends
- Provides spend analyses and business intelligence to assist customers’ strategic choices
- Provides leadership toward compliance with relevant laws, regulations and policies; e.g. Clinger-Cohen

## The IT Organization provides a structure to effectively deliver best value solutions for GSA Internal Customers

**KEY ATTRIBUTES**
- Functional synergies and economies of scale to be gained by consolidating IT functions
- The consolidated IT Organization will take a highly customer-centric approach leveraging a Shared Services model for the delivery of consolidated IT functions and services**  **
- Governance will be put in place to ensure service levels and customer satisfaction
- Business applications development will remain within the depicted SSOs; however, there will be coordination across all agency systems projects to deploy best practices and consistency, and drive the OneGSA enterprise architecture

**KEY BENEFITS**
- Provides best value solutions for customers by consolidating functions, sharing resources, standardizing service, and implementing and sustaining IT management best practices
- Provides for a consistent and positive customer experience, no matter which region, business or associate
- Fosters strategic partnering with the business units, based on a comprehensive understanding of customer needs and industry trends
- Provides an environment to develop agile applications that support the unique business needs and objectives including a secure, reliable, and scaleable infrastructure and architecture
- Structure is scaleable and allows for the incorporation of SSO Business Solutions if desired in the future as the Office of Enterprise Solutions matures

## The GSA Chief Information Officer (CIO) provides strategic leadership and oversight for IT service delivery

- Management Services

-  Enterprise Solutions

- Enterprise
-  Infrastructure

- CIO

- GSA Administrator

- Desktop Mgt

- Internal Customer Svc

- Network Ops

- Enterprise
-  Architecture

- Enterprise &
- Government-wide
- Applications

- IT Portfolio Mgt

- Resource Mgt

- eGov Management

- Information Security

## Enterprise Infrastructure consolidates infrastructure services to provide one face to the GSA internal customer

- Enterprise
-  Infrastructure

- Network Operations

- Customer Service

- Desktop
- Management

- CIO

-  Manage desktop operations
-  Support communication and collaboration mechanisms (email, web conferencing, etc.)
-  Manage the operational asset management system
-  Apply and maintain GSA Security policies
-  Maintain and update Virus software

-  Provide full-time contact center
-  Local support to headquarters and regional locations
-  Coordination with the GSA operational services and business applications
-  Manage the OCIO liaisons who support the Service and staff offices and regional locations

-  Provide authentication and directory services support infrastructure
-  Manage data centers
-  Manage wide area, local area, remote access and voice services
-  Provide Firewall, remote access, and authentication services to GSA applications

## Enterprise Solutions develops and maintains the OneGSA Enterprise Architecture and supports enterprise and government-wide solutions

-  Enterprise Solutions

- Enterprise &
- Government-wide
- Applications

- Enterprise
-  Architecture

- CIO

- Develops Agency Modernization Blueprint for Information Technology
- Facilitates SSO creation and maintenance of EA products
- Establishes technology and implementation standards
- Ensures compliance  with Federal Standards and President’s Management Agenda Scorecard criteria for Enterprise Architecture

- Provides a centralized program management center of excellence delivering life cycle support of enterprise and government-wide applications
- Provide project support such as performance management, life cycle cost estimating, EVM, system engineering, testing, and training

## Enterprise Management Services provides IT strategic policy and planning support for GSA 

- Enterprise
- Management Services

- eGov Management

- Resource Management

- IT Portfolio Management

- CIO

-  Provides IT capital planning and investment control support
-  Develop GSA-wide IT policies
-  Coordinate interoperability among GSA systems
-  Monitor and report key performance indicators (KPI)
-  Provide financial IT economic analysis (i.e., alternative analysis, ROI, life cycle costing, operational cost control)

- Coordinate the use of GSA-wide internal IT acquisition vehicles
- Provides IT strategic human capital planning
- Monitor the implementation of GSA-wide policies
- Monitor GSA’s 508 program
- Coordinate records management

- Facilitate E-Gov implementation planning
- Provide a single point of reference for GSA’s Expanded E-Government Initiative
- Serve as primary interface with OMB for all matters related to  enterprise-wide  E-Government

## FAS CIO is designed to best support the FAS business structure with an indirect reporting relationship to the OCIO 

***Note:  See also report section for the FAS Office of the Commissioner.***