GAO 

December 1992 General Services Issues .’ 

148272 

GAO/OCG-93-28TR 

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GAO United S tates 

General Accounting O fAce 

Washington, D.C. 20548 

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Comp troller General 

of the United S tates 

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December 1992 

The Speaker o f the House o f Represen ta tives 

The M a jority Leader o f the Sena te 

In response to your reques t, this transition series report discusses 

m a jor policy, managemenand t, program issues facing the Congress 

and the new Adm inistrator o f the General Services Adm inistration. 

These issues include (1) resolving the fundamen tal conflict b e tween 

the agency’s roles as service provider and regulato r, (2) replacing 

o u tmoded centralized m e thods o f delivering services with new 

m e thods based on e n trepreneurial and compe titive principles, (3) 

strengthening weak and ineffective internal managemensystems, t 

and (4) improving GSA ’S oversight o f governmen twide procuremen t 

practices. In additio n , we point o u t th a t improvemen ts are possible in 

congressional oversight o f GSA 'S many activities. 

The GAO produc ts upon which this report is based are listed a t the 

end o f the report. 

We are also sending copies o f this report to the President-elect,he 

Republican leadership o f the Congresst, he appropria te congressional 

committees , and the Adm inistrator-designate o fthe General Services 

Adm inistration. 

Charles A . Bowsher 

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Contents 

General Services 

Issues 

4 

Resolving c 

Conflicting Roles 

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Making GSA 11 

More 

Businesslike 

Strengthening 

GSA’s Internal 

Management 

Systems 

16 

Improving GSA’s 

Governmentwide 

Procurement 

Practices 

20 

Bolstering 3 

Congressional 

Oversight 

d Related GAO 

Products 

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Transition Series 

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Page 3 GAOIOCG-93.28TR General Services Issuee 

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We did not issue a transition report on 

general services issues in 1988 because our 

work at the General Services Administration 

(GSA) did not provide a comprehensive 

overview of the agency and its functions. 

Since then, however, we have completed a 

general management review of GSA and 

reviewed in depth many of the areas for 

which GSA serves as the government’s central 

management agency-such as public 

buildings, supply, and information resources. 

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The time is due for a significant 

restructuring of the way government 

agencies obtain the general purpose goods, 

offices, and services they need to support 

their missions. The governments of many 

other countries and some state and local 

governments in this country have revamped 

the way they provide general administrative 

services, separating policy and regulation 

from operations, encouraging competition, 

and decentralizing some operations to bring 

services closer to the customer. The next 

Administrator of GSA faces two fundamental 

challenges. First, he or she must continue to 

improve, as the current GSA Administrator 

has done, the internal management of an 

agency with a history of operational 

problems, a mix of regulatory and service 

functions, and frequent changes in 

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Page 4 GAO/OCG-93-28TR GeneralServices Issues 

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General Services Ieeuee 

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leadership and direction. Second, the new 

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Administrator must address the underlying 

structural weaknesses in the way GSA does 

business, As long as GSA depends for survival 

on its monopoly over the provision of office 

space, supplies, telecommunications, and 

computers, it will lack the incentive and 

pressure needed to meet modern standards 

its customers-the rest of the 

government-demand. The Congress, too, 

has an opportunity to reshape its oversight 

of GSA by providing for periodic 

reauthorization of the agency’s major 

functions on the basis of the agency’s 

performance at meeting specified strategic 

goals. 

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Page 5 GAO/OCG-93.28TR General Services Issues 
Resolving Conflicting Roles 

GSA was established in 1949, when 

centralized institutions were perceived as 

necessary to secure economies of scale. The 

Hoover Commission identified supply, 

records management, and the operation and 

maintenance of public buildings as needs 

common to all agencies, and GSA was created 

to bring central direction to the federal 

government’s essential housekeeping 

functions. Civilian departments and 

agencies, with some exceptions, were 

required to come to GSA for common goods 

and services. GSA was envisioned, primarily 

but not exclusively, as a policymaking body 

with the option of delegating its authorities 

while maintaining comprehensive 

accountability to the Congress for efficiency 

and economy in these areas. 

Since its creation, GSA has been torn between 

an internal dynamic that favors a centralized 

approach to directly providing services to 

agency customers, and a largely external 

expectation that its primary role should be 

to issue governmentwide policy guidance 

and oversee decentralized operations within :’ : ..,. -/ ,, 

the departments and agencies themselves. 

GSA has historically concentrated on 

day-to-day operations under its direct 

control. By 1978, GSA had about 37,600 6 

employees running buildings and 1. 

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Page 6 GAO/OCG-93-28TRGeneralServiceeIssues 
Beeolving Confflcting Roles 

switchboards, driving cars, storing records, 

and doling out supplies. 

Today, however, changing work concepts 

brought about by new information and 

telecommunications technologies and a 

highly developed private sector service 

capability are calling this traditional 

centralized way of functioning into question. 

GSA has been reduced to about 19,000 

employees, primarily through contracting 

out and delegating its functions during the 

early 1980s driven by staffing reductions 

imposed by the Office of Management and 

Budget. In this process, agencies have 

commonly found that the quality of 

housekeeping services correlates directly 

with the closeness and accountability of 

those providing the service to the final 

customer. 

Although GSA has reluctantly surrendered 

many of its operational functions, it is still 

insecure in its governmentwide policy role. 

Decentralized operations require a long-term 

strategy, sensible and flexible common 

policies, consistent and knowledgeable 

guidance from market and technical 

specialists, coordination to prevent 

competition among agencies, and 

comprehensive reporting and oversight so 

Page 7 GAO/OCG-93-2STR General Services Issues 

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Iholving Con flic ting B oles ‘;. 

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th a t the Cong ress can hold the execu tive 

b ranch as a whole accoun table fo r e fficien t 

use o f the taxpaye rmoney ’s Lacking . 

comp rehensive and s tra tegic i n fo rm a tion in

these a reasthe , Cong ress cannos et t 

p ri o ri tiese s, tablish budge tos r , take a c tion 

based on desi red o u tcomes and is fo rced 

i n to making n a rro wp, rojec t-b y -p rojec t 

decisions . 

GSA , howevesr, till tends to be p reoccupied 

w i th i ts role as a d i re cdelive t reo r f s e rvices 

and has n o t developed a long -te rm s tra tegy 

fo r managing the gove rnmenvaluable t’s 

p rope rty asse tos r rela tionships w i th 

con tra c to rF o s . r exampleGSA , p ro te c ts i ts 

con trol ove r 7 ,000 gove rnmenbuildings t in 

i ts cus tody b u t lacks the solid cos t and 

p e rfo rmance i n fo rm a tion necessafory r 

e ffe c tive ove rsigho f t the 2 ,000 buildings fo r

which i t has delega tope ed ra tional 

responsibili to tagency y tenan tsM o. re 

signi fican GSA tl y ,has n o t developed a 

comp rehensive policy frame w o rfk o r 

managing the gove rnmenove t’s rall 

400 ,000 -building real e s ta te p o rtfolio to 

b e tte r i n te g ra tpeople e i n, fo rm a tion , 

technologyand , space to make the 

w o rkplace m o re p roduc tive and responsive 

to agencies m issions ’ G S A. ’1991 s “s tra tegic 

plansw e” re heavily o rien ted towa rd the 

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P age 8 G A W OCG -9 3 -28TR Gene ral S e rvices hues 

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Resolving Conflicting Roles 

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need to improve the delivery of services to 

customers-laudable goals, but underlining 

the message that GSA'S basic role remains 

service delivery, not central management, 

policy-setting, and oversight. 

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Our most recent examinations of how other 

countries are managing similar organizations 

indicated that the most effective way of 

addressing the tendency for operations to 

drive out strategic policy considerations may 

be to separate policy and regulatory 

functions from responsibility for day-to-day 

operations. An important first step toward 

strategic leadership has just been taken. On 

November 30, 1992, the GSA Administrator 

established the Federal Property Asset 

Management Service. The new organization 

is intended to shift GSA away from its 

historical focus on the use and disposal of 

real estate toward a proactive role in 

governmentwide asset management. For the 

first time, a federal organization will look at 

the government’s real estate holdings as 

valuable national assets and seek to provide 

governmentwide policy guidance to ensure 

that resources are invested where the return 

will be greatest. The organization will 

promote a life-cycle approach to real estate 

management, with emphasis on planning, 

policy, oversight, contractual services, and 

Page 9 GAO/OCG-93.28TR General Services Issues 
Remolvhg Conflicting Roles 

inventory management. The success or 

failure of the fledgling organization will 

depend on the support given to it by the new 

Administrator. 

Page 10 GAOIOCG-93-28TR General Services Issues 

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Making GSA More Businesslike 

. Depot operations. Our most recent work on 

GSA'S supply depot operations found that GSA 

has spent millions of dollars to modernize 

two of its four large depots but that the 

effort has been largely wasted because key 

software is lacking. This modernization 

effort comes at a time when the private 

sector is reducing the need for depots and 

their inventory by relying on improved 

information systems that transmit retail sales 

information directly to the manufacturer to 

regulate production and delivery. Our work 

found that millions could be saved by 

significantly reducing depot operations. GSA 

should increase reliance on direct vendor 

delivery to federal agencies, eliminate 

uneconomical orders, and systematically 

Page11 GAO/OCG-9%28TRGeneralServicemImmuee 

GSA is in many respects a large, diversified 

business enterprise. Its real estate portfolio, 

supply procurement and distribution 

activities, travel and transportation services, 

telecommunications and computer services, 

and property management and disposal 

functions involve a cash flow of more than 

$10 billion annually. If GSA were a private 

company, it would rank among the top 50 on 

the Fortune 500 list. Despite its businesslike 

mission, however, GSA all too rarely operates 

in a businesslike manner, as the following 

examples illustrate: 

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question the need for its depots. 

. Real estate operations. GSA does not manage 

its real estate portfolio strategically. For 

example, the lack of a consistent 

cost-conscious location policy concentrates 

the government in the nation’s highest-cost :s.: j, ,,,, / ,t 

labor markets, fails to take modern 

telecommunications capabilities into 

account, and ignores the incentives that 

localities may offer to attract employers. 

Agencies also lack incentives and analysis of 

alternatives to make efficient decisions on 

the amount and location of needed office 

space. Though GSA charges them rent, 

agencies typically treat office space as 

required overhead rather than as a cost 

within their control. In addition, GSA has yet 

to employ the basic concepts of asset 

management to determine the relative 

cost-effectiveness of building construction, 

purchase, lease, lease-purchase, 

modernization, or disposal so that 

decisionmakers can choose the options that 

offer the greatest economic return on 

investment. We have also found that GSA'S 

ability to take advantage of the current 

downturn in the commercial real estate 

market is impeded by structural rigidities, 

such as a lack of discretionary building 

purchase authority and budget scorekeeping 

Page 12 GAO/OCG-93-28TR General Services Issues 
Making GSA More Businesslike 

limitations that discourage capital 

investment in favor of short-term leases. 

. Disposal activities. GSA'S program to identify 

and dispose of excess and underutilized 

government property has been largely 

ineffective. Because they have no financial 

incentive to do so, federal agencies have 

reported very few holdings as excess 

property to GSA. As a consequence, the 

government is incurring opportunity costs, 

since much of the property could be 

recycled to more economic uses, exchanged 

for needed property, or sold. The 

government also unnecessarily incurs 

considerable costs in holding, managing, 

repairing, and safeguarding property that 

could more appropriately be recycled or 

sold. GSA needs a practical ability to identify 

and remove buildings from its own portfolio 

that have passed their useful life. More than 

half of GSA'S buildings are over 40 years old, 

face rehabilitation backlogs that GSA has not 

fully aggregated, and in some cases, 

buildings may have a negative return on 

further investment. 

To be responsive to the needs of its 

customer agencies, GSA should replace these 

inefficient and outmoded methods of 

delivering services with new methods based ‘. .’ 

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Page 13 GAOIOCG-93.23TR General Services Issues 
Making GSA More Bushes&e 

on entrepreneurial and competitive 

principles. While much can be done to 

improve GSA'S management under its present 

structure, in the longer run the government 

needs to revamp the manner in which 

general services are provided to bring to 

bear the competitive forces of the 

marketplace. As long as GSA has a monopoly 

on the provision of office space, vehicles, 

supplies, telecommunications, and 

computers, it will lack the incentive and 

pressure to meet modern needs and 

standards. 

Other countries-including Great Britain, 

Australia, New Zealand, and Sweden-have 

embarked on fundamental reform of their 

administrative service operations. Line 

agencies are given the choice to use their 

funds to obtain office space, maintenance, 

transportation, printing, and supplies from 

either the central government provider or 

private sector competitors. Since the funds 

are not earmarked for specific services, the 

customer agency decides on the desired 

quantity and quality by its own standards of 

value. 

These countries share a common result. 

Where agencies have the choice between 

government providers and private providers 

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Making GSA More Businesslike 

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and varying levels of service, the government 

providers have become more efficient, 

innovative, and businesslike. Concepts like 

asset management and strategic planning 

have been adopted, output-based 

performance measures have been developed, 

and incentives and corporate cultures have 

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Management Systems 

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Given the nature, dollar magnitude, and 

governmentwide scope of GSA'S activities, it 

is especially critical that the agency’s 

operations be supported by reliable 

information systems and be adequately 

protected from fraud, waste, and 

mismanagement. Any losses and 

inefficiencies in GSA'S activities not only 

adversely affect the agency’s own 

operations, but also the operations of federal 

agencies that rely on GSA for facilities and 

other day-to-day support. 

Our work over the last 3 years has found that 

GSA'S general management and internal 

control systems and practices need 

substantial improvement. Our 

November 1989 general management review 

made 33 recommendations aimed at 

improving GSA’s performance in executive 

leadership and direction setting, the 

management of information and human 

resources, and the adoption of a more 

strategic approach to the agency’s 

responsibilities. Our April 1991 follow-up 

report noted that GSA was making good 

progress in the areas of executive leadership 

and information management, but that 

several of our key recommendations on 

human resources and strategic planning 

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Page 16 GAO/OCG-93.28TR General Services Issues 
Strengthening GSA’s Internal 

Management Systems 

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related to facilities management had not 

been implemented. 

Our September 1992 report on internal 

controls found that despite efforts by GSA to 

improve its performance, its operations are 

not adequately protected. Certain of its 

functions are high risk not only inherently, 

but also because key internal controls have 

not worked as intended or as well as they 

should. GSA'S past efforts have been focused 

primarily on establishing control structures 

and procedures, and only secondarily on 

their outcomes and effectiveness in 

implementation. Historically, GSA has relied 

too much on the Inspector General (IG) as 

the agency’s primary control to stop misguided actions. Although there has been 

some improvement, remaining deficiencies 

in management information continue to 

impede GSA'S ability to improve the agency’s 

operational performance and detect losses 

and inefficiencies. 

Consequently, our September 1992 report 

made several recommendations designed to 

(1) improve GSA'S existing efforts in three 

key areas-overall agency emphasis, 

implementation, and oversight of internal 

controls; resolution of GAO and IG audit 

findings and recommendations; and 

Page 17 GAO/OCG-93-28TR General Services Issues 

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Strengthening GSA’s Internal 

Management Systems ., 

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Financial Integrity Act (FIA) implementation 

and reporting-and (2) more fully protect 

the eight GSA functions and activities that our 

assessment indicated are high risk. 

GSA agreed with and committed to implement 

our recommendations and has other 

initiatives under way aimed at resolving the 

various management, operational, and 

oversight deficiencies discussed in the 

report. For example, GSA agreed that it needs 

to make the prevention and detection of 

fraud, waste, and mismanagement a higher 

agencywide priority and has already revised 

its strategic plan to do this. Also, GSA agreed 

that it should (1) focus more on the expected 

outcomes and measurable results of control 

structures and processes; (2) hold GSA 

services, regions, program offices, and 

managers fully accountable for more 

effective implementation of existing internal 

controls and audit recommendations; and 

(3) ensure that its FIA reports disclose all 

material internal control weaknesses and 

properly characterize the status of 

previously reported weaknesses. Finally, GSA 

has efforts under way to upgrade the 

capability and reliability of its various 

program management information systems. 

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Strengthening GSA’s Intmnd 

Management Syeteme 

Since full implementation of the 

recommendations is a long-term process, it 

is essential that the corrective actions begun 

by the ,outgoing GSA Administrator be 

sustained by his successor. 

Page 19 GAO/OCG-93-28TR General Services Issues 

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Improving GSA’s Governmentwide 

Procurement Practices 

GSA is responsible for operating or 

overseeing several governmentwide 

procurement programs. Among these 

programs are the multiple award schedules 

and competitive indefinite delivery contracts 

programs to provide agencies with easy 

methods of acquiring commonly used 

supplies and equipment and a program to 

acquire short- and long-distance 

telecommunications services. Under the 

Brooks Act, GSA has oversight responsibility 

for information technology acquisition 

throughout the government. Our work in 

each of these areas indicates that 

effectiveness could be improved 

substantially. 

GSA needs to reexamine its governmentwide 

procurement programs to (1) ensure clear 

and rational negotiation strategies, 

(2) eliminate chronic poor performers, 

(3) compare government requirements with 

commercial practices to determine whether 

the requirements are value added, and 

(4) identify and correct common or systemic 

problems. Specifically, GSA needs to address 

the following: 

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l Multiple award schedules. Our ongoing work 

on the multiple award schedules program 

has indicated that GSA'S policies on pricing 

Page 20 GAO/OCG-93.28TR General Services Issues 

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and negotiation are poorly crafted and lead 

to widespread inconsistency, misunderstanding, and mistrust both within 

GSA and in the private sector. From the 

perspective of agency purchasing patterns, 

we found that, for the most part, agencies 

filled users’ requests for a specific 

manufacturer’s product without determining 

if other schedule products could satisfy the 

requirement at a lower price. GSA'S 

negotiating policy statement needs a basic 

revision to clarify and rationalize discount 

goals and reduce burdensome and irrelevant 

data requirements for vendors. 

. Competitive supply contracts. GSA continues 

to award contracts to vendors who 

repeatedly have supplied defective or 

poor-quality products or who were late with 

deliveries. Such procurement practices are 

wasteful and have adverse operational 

consequences, such as compromising 

customer agencies’ mission accomplishment. 

GSA continues to do business with 

poor-performing contractors because it (1) 

lacks complete, readily usable data on 

vendors’ past contract performance and (2) 

has not consistently emphasized product 

quality, on-time delivery, or vendor 

performance in awarding and administering 

contracts. GSA has recently initiated actions 

Page 21 GAO/OCG-93.28TB General Services Issues 

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ImprovIng GSA’@ Governmentwide 

Procurement Practices 

to correct these problems, but it is too early 

to judge their effectiveness or whether they 

will be sustained. 

l Governmentwide telecommunications. In 

1988, GSA awarded FTS (Federal 

Telecommunications System) 2000 contracts 

to two vendors-AT&T and US Sprint-to 

provide state-of-the-art telecommunications 

services to federal agencies. These contracts 

are estimated to be worth over $10 billion in 

total over a lo-year period. Since the 

contract was awarded, we have identified 

numerous problems with GSA’S management 

of the program and have questioned the 

cost-effectiveness of the contracts. GSA has 

implemented our recommendations and 

made other management improvements. For 

example, GSA recently completed a 

recompetition between the two vendors that 

brought prices below comparable 

commercial rates, generating savings of over 

$450 million over the remaining 6 years of 

the contracts. GSA is also negotiating price 

cap mechanisms to ensure that future prices 

remain cost-effective, The FE 2000 program 

now seems on track. The ever-increasing 

importance of telecommunications to the 

office environment, however, combined with 

continuing budget pressures, indicates that 

GSA even now must begin defining 

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Page 22 GAO/OCG-93-28TR General Services Issues 
Improvlng GSA’s Governmentwide 

Procurement Practices 

governmentwide telecommunications 

strategies for the longer term future. 

l Agency procurement of computer 

equipment, software, and services. The 

federal government spends over $20 billion 

annually acquiring computer hardware and 

Software. GSA is the principal agency 

responsible for ensuring that the government 

acquires and manages this technology 

effectively. Under GSA'S ineffective oversight, 

agency actions continue to result in poorly 

designed, ineffectively managed 

procurements with overruns measured in 

years and in the hundreds of millions of 

dollars. We found GSA'S procurement and 

information technology management 

reviews, which are to help agencies develop 

good computer procurement practices, were 

too limited in scope and number. GSA needs 

to refocus its procurement review process 

by identifying and analyzing data on 

common or systemic problems. 

Information resource management issues are 

addressed in more detail in a separate 

transition report entitled Information 

Management and Technology Issues 

(GAOIOCG-STR, Dec. 1992). 

Page 23 GAOIOCG-93-28TR General Services Issues 

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Bolstering Congressional Oversight 

While the Congress has kept a watchful eye 

over some efforts-such as FE 2000, 

computer procurements, and certain 

buiiding projects-over the years it has not 

devoted comprehensive or sustained 

oversight to GSA. The Congress has not been 

engaged in the debate over GSA'S role or tried 

to hold GSA accountable for its overall 

performance as an agency. One reason is 

that jurisdiction over GSA is divided between 

the Public Works and the Government 

Operations/Governmental Affairs 

Committees, and Appropriations Committee 

attention has been affected by the unusual 

condition that less than 5 percent of GSA'S 

funds are appropriated directly to the 

agency. 

The current building prospectus process also 

hinders comprehensive congressional 

attention to GSA. GSA presents the Congress 

with dozens of prospectuses for capital 

investment projects each year, but the 

agency fails to cast them in any long-term 

context. S. 2068, introduced last year, 

recognized this problem and the importance 

of developing a broad, comprehensive 

approach to congressional oversight. If the 

bill had passed, it would have required GSA to 

submit 5-year plans for meeting public 

buildings needs with an explanation of their 

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Page 24 GAO/OCG-9%2STR General Services Issues 
Bolrtd.ng Congresrlonal Oversight 

priorities to the Congress. This would have 

addressed GSA'S full range of needs from 

acquisition through disposal. 

In the 103rd Congress, more than half of the 

chairpersons and ranking minority members 

of GSA'S authorization, oversight, and 

appropriations subcommittees will change 

through reorganization or turnover. This 

circumstance, combined with new 

leadership for the agency, necessarily means 

that a large number of new actors will have 

an opportunity to influence GSA’s direction. It 

also offers an opportunity to place 

congressional oversight of GSA on a new 

footing. 

H.R. 3161, which was considered during the 

102nd Congress, contained a section 

providing for the first time that GSA be 

periodically reauthorized by the Congress as 

a means of improving legislative oversight. If 

the focus of reauthorization is to hold GSA 

accountable for achieving a number of 

specific goals and objectives over a 

sustained period, the process could provide 

the regular and comprehensive 

congressional oversight that GSA has 

historically lacked. 

Page 25 GAWOCG-9%28TR General Services Issues ,’ 

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a 
Related GAO Products - 

General Services Administration: Increased 

Direct Delivery of Supplies Could Save 

MilliOnS (GAO/GGD93-32, forthcoming). 

General Services Administration: Actions 

Needed to Stop Buying Supplies From 

Poor-Performing Vendors (GAO/GGD-93-34, 

forthcoming). 

General Service Administration: Actions 

Needed to Imnrove Protection Against 

Fraud, Waste; and Mismanagemek 

(GAO/GGD-92-98, Sept. 30, 1992). - 

Multiple Award Schedule Purchases: 

Changes Are Needed to Improve Agencies’ 

Ordering Practices (GAOMJAD-92-123, June 2, 

1992). 

General Services Administration: 

Distribution Center Modernization Was 

Mismanaged (GAOIGGD-92-71, May 20, 1992). 

Multinle Award Schedule Purchases: 

Impr&ements Needed Regarding Publicizing 

Agencies’ Orders (GAoMsUu-92-88, May 12, 

1992). 

Federal Office Space: Obstacles to 

Purchasing Commercial Pronerties From 

Page 26 GAO/OCG-9%28TR General Services Issues 

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Belated GAO Products 

RTC, FDIC, and Others (GAoiGGD-92-60, Mar. 31, 

1992). 

GSA: A Central Management Agency Needing 

Comprehensive Congressional Oversight 

(GAO/T-GGD-92-3, Oct. 29, 1991). 

Real Property Management Issues Facing 

GSA andcongress (GAO/T-GGD-92-4,&t. 30, 

1991). 

ADP Procurement: GSA Needs to Improve Its 

Review Process to Enhance Its ADP 

Oversight (GAOiIMTEC-92-7, Oct. 28, 1991). 

FTS 2000 Recompetition: Opportunity Exists 

for Better Prices (GAomTEC-w-79, Sept. 11, 

1991). 

Federal Buildings: Actions Needed to 

Prevent Furthe~Deterioration and 

Obsolescence (GAO/GGD-91-67, May 13, 1991). 

General Services Administration: Status of 

Management Improvement Efforts 

(GAO/GGD-91-69, Apr. 3, 1991). 

General Services Administration: 

Managementof FTS2000(GAOrr-IMTEC-91-9, 

Apr. 18, 1991). 

Page 27 GAO/OCG-93-28TB General Services Issues 

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Related GAO Products 

1 T * / ,; ‘.. ;., 7,” 

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Facilities Location Policy: GSA Should 

Propose a More Consistent and Businesslike 

Approach (GAOIGGD-90-109, Sept. 28, 1996). 

General Services Administration: Delegated 

Buildings Adequately Operated but Better 

GSA Oversight Needed (GAO/GGD-90-76, May 15, 

1990). 

Federal Office Space: Increased Ownership 

would Result in Significant Savings 

(GAO/GGD-90-11, Dec. 22, 1989). 

General Services Administration: Sustained 

Attention Required to Improve Performance 

(GAO/GGD-90-14, Nov. 6, 1989). 

a 

Page 28 GAO/OCG-93.28TR General Services Issues 
Transition Series 

Economics Budget ISSUeS (GAOIOCG-93lTR). 

hIVeStment (GAOIOCG-93-2TR). 

Management Government Management Issues 

(GAO/OCG-93-3TR). 

F’inancial Management Issues 

(GAO/OCG-934TR). 

Information Management and Technology 

kWleS (GAOIOCG-93-5TR). 

l?rogram Evaluation bSUeS (GAOIOCG-936TR). 

The Public Service (GAOIOCG-93-7TR). 

Program Areas Health Care Reform (GAo/oCG-9wrR). 

National %XUity &W!S (GAO/OCG-93-9TR). 

Financial Services Industry Issues 

(GAO/OCG-9340TR). 

International Trade Issues (GAOIOCG-9311TR). 

Commerce Issues (Gfio/ocG-9342m). 

Energy kNK?S (GAOIOCG-9313TR). 

‘_ 

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Page 29 GAO/OCG-93-26TR General Services Issuea 
Transition Series 

?hUISpOrtatiOI.l ISSUeS (GAO/OCG-93-14TR). 

Food and Agriculture Issues 

(GAO/OCG-93-15TR). 

Environmental Protection Issues 

(GAO/OCG-93-16TR). 

Natural Resources Management Issues 

(GAO/OCG-93-17TR). 

Education Issues (GAo/ocG-93-lmn). 

Labor Issues (GAO/OCG-93-19TR). 

Health and Human Services Issues 

(tiAO/OCG-93-ZOTR). 

Veterans Affairs Issues (GAo/ocG-93-2i7x). 

Housing and Community Development 

ISSueS (GAOIOCG-93-22TR). 

Justice ISSUeS (GAOIOCG-93-23TR). 

Internal Revenue Service Issues 

(GAO/OCG-93-24TR). 

Foreign Economic Assistance Issues 

(GAO/OCG-93-25TR). 

Page 30 GAO/OCG-93-28TR General Services lssucs 

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T ransi tion S e ries 

F o reign A ffa i rSISSUe S (GAO IOCG -9 3 -26TR ). 

NASA Issues (GAO IOCG -932mR ). 

Gene ral S e rvices Issues (CAO IOCG -9 3 -2~~ ). 

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5 

* U .S .G .P .O .:1993 -336 -740 hi+?31 GAO /OCG -9 3 .28TR Gene ral S e rvices IS S IIUS 

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