U.S. General Services Administration

FY 2022 Annual Performance Plan
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-1

TABLE OF CONTENTS

EXECUTIVE SUMMARY 2

PURPOSE 2

ABOUT GSA 2

GSA MISSION, VISION, and VALUES 3

ORGANIZATIONAL STRUCTURE 3

GSA LEADERSHIP 4

FY 2022 ANNUAL PERFORMANCE PLAN 8

STRATEGIC FRAMEWORK 8

STRATEGIC OBJECTIVES (SO) and PERFORMANCE INDICATORS (PI) SUMMARY 9

FY 2022 ANNUAL PERFORMANCE PLAN DETAILS 13

STRATEGIC GOAL 1 13

STRATEGIC GOAL 2 21

STRATEGIC GOAL 3 30

STRATEGIC GOAL 4 36

APPENDIX: ACRONYM AND ABBREVIATION LIST 44
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-2

EXECUTIVE SUMMARY

PURPOSE

The U.S. General Services Administration (GSA) Annual Performance Plan (APP) presents the level of

performance to be achieved by GSA in FY 2022. The APP presents strategic goals, strategic objectives,

supporting performance goals, and performance indicators. The GSA FY 2022 APP:

● articulates how the work of the agency benefits the public, 

● enables the public to understand the actions taken for progress, and

● explains performance improvement strategies.

The GSA FY 2022 APP was prepared in compliance with the Government Performance and Results

Modernization Act of 2010, Pub. L. 111-352, under guidance from the U.S. Office of Management and

Budget (OMB) Circular No. A-11 (Revised March 2021), Preparation, Submission, and Execution of the 

Budget.

ABOUT GSA

GSA’s mission-support role was established in its founding by President Harry S. Truman in 1949 to 

create one agency to help the Government avoid “senseless duplication, excess cost, and confusion in 

handling supplies and providing space.” For over seven decades, GSA has embraced the honor of serving 

the American people by supporting other Federal agencies as they carry out their own critical missions. 

Since GSA’s founding, the Nation’s population has more than doubled, the price of real estate in major 

cities continued on an upward trend, and with technology advancing exponentially over shorter periods 

of time, the world is vastly more interconnected. GSA supports Federal agencies as they evolve to meet 

new domestic and global challenges to better serve the American public. As a mission enabler for other 

Federal agencies, GSA steadfastly champions its goals to deliver value and savings in real estate, 

acquisition, technology, and other mission-support services across Government. 

The year 2020 was largely defined by the impact and challenges associated with the novel coronavirus 

and the global COVID-19 pandemic. In spite of these challenges, GSA delivered inventive, cost-effective,

and collaborative solutions in real estate, acquisition, technology, and mission-support services to the 

Government while saving the American public money. GSA continues to provide spaces, technical 

innovations, and goods and services essential to operate the Federal Government. GSA strategies:

● provide workplaces by constructing, managing, and preserving Government buildings and by 

leasing and managing commercial real estate;

● offer private sector professional services, equipment, supplies, telecommunications, and 

information technology to Government organizations and the military;

● help agencies buy, build, and use technology in ways that support their missions to better 

serve the public; and

● promote management best practices and efficient Government operations. 

GSA brings together a talented and diverse workforce—including real estate experts, architects, 

acquisition specialists, programmers, data scientists, and policy analysts — as a cohesive, data- and 

insight-driven, customer-focused team. Affected by a global pandemic in 2020, the United States and 

the world strove to manage the challenges of COVID-19. In mid-March 2020, GSA began operating in a 

maximum telework posture. Today, GSA continues strong in mission delivery and in achieving strategic 

goals. 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-3

GSA MISSION, VISION, and VALUES

Mission Deliver value and savings in real estate, acquisition, technology, and 

other mission-support services across Government.

Vision Effective and efficient Government for the American people.

Values Service ♦ Accountability ♦ Innovation

ORGANIZATIONAL STRUCTURE

Headquartered in Washington, DC, GSA serves and supports more than 60 Federal departments and 

agencies through its:

● Central Office,

● Federal Acquisition Service, 

● Public Buildings Service, 

● Office of Government-wide Policy,

● 11 National Staff Offices,

● 11 Regional Offices, and

● 2 Independent Offices.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-4

GSA LEADERSHIP

Office of the Administrator 

Katy Kale

Acting Administrator

Deputy Administrator

Brett Prather

Chief of Staff

Laila ElGohary

White House Liaison

Office of GovernmentNational Services wide Policy Independent Offices

Sonny Hashmi

Federal Acquisition 

Service

Allison Azevedo

(Acting) Public 

Buildings Service

Krystal Brumfield

Office of Governmentwide Policy

Carol F. Ochoa

Office of 

Inspector General

Jeri Somers

Civilian Board of 

Contract Appeals

Regional Administrators

Glenn C. Rotondo

(Acting) Region 1 

New England 

Boston, MA

Michael Gelber

(Acting) Region 2 

Northeast & 

Caribbean 

New York, NY

Joanna Rosato

(Acting) Region 3

Mid-Atlantic 

Philadelphia, PA

Kevin Kerns

(Acting) Region 4

Southeast Sunbelt 

Atlanta, GA

John Cooke

(Acting) Region 5 

Great Lakes 

Chicago, IL

Mary A. Ruwwe

(Acting) Region 6

The Heartland

Kansas City, MO

Giancarlo Brizzi 

(Acting) Region 7 

Greater Southwest 

Ft. Worth, TX

Penny Grout

(Acting) Region 8 

Rocky Mountain 

Denver, CO

Daniel R. Brown

(Acting) Region 9 

Pacific Rim 

San Francisco, CA

Chaun Benjamin

(Acting) Region 10 

Northwest/Arctic

Auburn, WA

Darren Blue

(Acting) Region 11

National Capital 

Washington, DC

Staff Offices

Bob Stafford

Office of 

Administrative

Services

Gerard Badorrek

Office of the Chief 

Financial Officer

David A. Shive

Office of the Chief 

Information Office

Aluanda Drain

(Acting) Office of 

Civil Rights

Gianelle Rivera

Office of 

Congressional and 

Intergovernmental 

Affairs 

Ed Walters

Office of 

Customer 

Experience

Nitin Shah

Office of General 

Counsel

Traci DiMartini

Office of Human 

Resources 

Management

Robert J. Carter

Office of Mission 

Assurance

Exodie C. Roe, III

Office of Small and 

Disadvantaged 

Business Utilization

Teressa Wykpisz-Lee

Office of Strategic 

Communication
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-5

NATIONAL SERVICES and the OFFICE OF GOVERNMENT-WIDE POLICY

Federal Acquisition Service

GSA’s Federal Acquisition Service (FAS) uses the collective buying power of the Federal Government to 

acquire goods and services in support of agency customers. FAS offers Federal agencies more than 31 

million different products and services. In FY 2020, FAS delivered over $75 billion in: information 

technology (IT) products, services, and solutions; telecommunications services; assisted acquisition 

services; travel and transportation management solutions; motor vehicles and fleet services; and charge 

card services. FAS manages over 226,000 leased vehicles, is responsible for the overall management and 

leadership of the Government-wide charge card program, which encompasses 5.4 million accounts, and 

provides personal property disposal services facilitating the reuse of $1 billion in excess and surplus 

personal property every year. FAS harnesses the buying power of the Federal Government to negotiate 

prices on many of the products and services required by agencies for daily 

operations. By arranging a network of service providers for IT and total solutions for 

law enforcement, including security and facility management systems, FAS is able to 

meet the operating and mission requirements of a vast array of Federal agencies 

and State, Tribal, and local governments. Using its Technology Transformation 

Services (TTS) and IT portfolios to improve the public’s experience with Government, 

FAS developed and deployed technology consulting services, good-for-Government shared applications, 

platforms, and processes to make agencies’ services more accessible, efficient, and effective. Focused 

on designing and delivering with and for the public, TTS delivers digital services that are trusted and 

provide tangible value to our partners and the public.

Public Buildings Service 

Throughout the 50 States, 5 territories, and the District of Columbia, GSA manages the Federal

Government’s real property inventory. Our real estate portfolio is one of the largest and most diversified

in the Nation. The Public Buildings Service (PBS) provides high-quality facility and 

workspace solutions to more than 50 Federal agencies, disposes of excess or 

unneeded Federal properties, and promotes the adoption of innovative workplace 

solutions and technologies. PBS acquires space on behalf of the Federal Government 

through new construction and leasing. PBS owns or leases more than 8,800 assets 

and maintains an inventory of 371 million square feet of rentable workspace. Based 

on FY 2020 Real Estate Across the United States (REXUS) data, GSA has 512 historic buildings. GSA owns 

413 buildings listed in the National Register of Historic Places and an additional 99 buildings eligible for 

listing in the National Register. Through lease and purchase transactions, PBS delivers the workspace 

necessary to meet the varied missions of its Federal customers. 

Office of Government-wide Policy

The Office of Government-wide Policy (OGP) uses policies, data, and strategy to drive efficiency, 

excellence, and dynamic mission delivery across the Federal Government within key 

administrative areas to include shared services, travel and transportation, 

acquisition, acquisition workforce development, fleet management, information 

technology modernization, and real estate management. OGP influences agency 

behavior in these areas through the development of Government-wide policies, 

performance standards, data analysis, benchmarking, and transparent reporting of 

Government-wide data.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-6

STAFF OFFICES

● Office of Administrative Services (OAS)

OAS delivers innovative, responsive, and timely value-added solutions for GSA's administrative, 

workplace, and information needs in ways that promote integrity, the efficient use of 

Government resources, and effective risk management.

● Office of the Chief Financial Officer (OCFO)

OCFO provides enterprise-wide budget, financial management, financial analysis, performance 

management, and strategic planning services to GSA business lines and Staff Offices. OCFO also 

leads robotic process automation initiatives and workload elimination, optimization, and 

automation efforts.

● Office of GSA IT (GSA IT)

GSA IT provides staff with innovative technology to improve capabilities, productivity, mobility, 

agility, and cost savings. GSA IT solutions include laptops, mobile devices, collaborative cloudbased software, training, and technical support. GSA IT ensures GSA and Federal information 

security and privacy requirements are implemented agency-wide.

● Office of Civil Rights (OCR)

OCR administers five programs related to Federal civil rights laws and regulations: Equal 

Employment Opportunity, Affirmative Employment, Non-discrimination in Federally Conducted 

Programs and Activities, Environmental Justice, and Non-discrimination in Federally Assisted 

Programs and Activities. OCR also administers the appeals process for administrative grievances 

filed by GSA employees.

● Office of Congressional and Intergovernmental Affairs (OCIA)

OCIA maintains relationships with Congress; prepares and coordinates the GSA annual 

legislative program; communicates the GSA legislative program to OMB, Congress, and other 

interested parties; and works closely with OMB in the coordination and clearance of all 

proposed legislation affecting GSA.

● Office of Customer Experience (OCE)

OCE works with internal clients to enhance relationships with customers, industry partners, and 

both internal and external stakeholders. OCE improves the end-to-end experience of GSA 

customers by aligning operations to customer needs. OCE utilizes human-centered design 

approaches to promote three key behaviors: conducting representative customer research; 

synthesizing findings into actionable insights; and making incremental, measurable, and 

customer-focused improvements.

● Office of General Counsel (OGC) 

OGC provides sound and timely legal advice and representation to GSA clients to enhance their 

ability to deliver the best value in real estate, acquisition, and technology services to the 

Government and the American people. OGC carries out all legal activities of GSA; ensures full 

and proper implementation of GSA's statutory responsibilities; and provides legal counsel to the 

Administrator, the Deputy Administrator, and other officials of GSA (with the exception of 

certain legal activities of the Office of Inspector General and the Civilian Board of Contract 

Appeals). The General Counsel is the chief legal officer of the agency and is responsible for 

legally sound implementation of GSA's mission responsibilities nationwide.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-7

● Office of Human Resources Management (OHRM) 

OHRM delivers comprehensive human resources services and solutions to GSA and its 

employees. OHRM’s primary focus is to work with GSA Services and Staff Offices to attract, 

motivate, develop, retain, and reward employees to maintain and enhance a mission-ready 

workforce.

● Office of Mission Assurance (OMA)

OMA ensures resilience and continuity of the agency’s critical business processes by integrating 

and coordinating activities across all domains of security (physical, personnel, and industrial), 

Homeland Security Presidential Directive 12 (HSPD-12) credentialing, emergency management, 

and contingency and continuity planning. OMA provides an enterprise-wide approach to mission 

assurance planning while ensuring the safety, privacy, and security of GSA facilities, personnel, 

and assets nationwide.

● Office of Small and Disadvantaged Business Utilization (OSDBU) 

OSDBU has nationwide responsibility for GSA’s small business programs, and is the chief 

advocate for small and disadvantaged businesses. OSDBU collaborates with GSA missiondelivery and support offices to meet and exceed statutory prime and subcontracting small 

business and socio-economic small business goals. OSDBU promotes small business access to 

GSA’s nationwide procurement opportunities, ensures small business participation, and 

provides training.

● Office of Strategic Communication (OSC) 

OSC is the agency’s resource for all internal and external communication needs, using 

communication to help GSA meet its mission and business goals. OSC’s services include: 

communication strategy planning and counseling; graphic design and production; media 

relations and stakeholder engagement; web and social media; audiovisual production and 

management; writing and editing; speechwriting and executive communication; and risk 

communication and crisis management.

INDEPENDENT OFFICES

● Office of Inspector General (OIG) 

The OIG is an independent organization, responsible for promoting economy, efficiency, and 

effectiveness, and for detecting and preventing fraud, waste, and mismanagement in GSA 

programs and operations.

● Civilian Board of Contract Appeals (CBCA) 

The CBCA is an independent tribunal housed within GSA. Its primary responsibility is to 

adjudicate contract disputes between civilian Federal agencies and contractors under the 

Contract Disputes Act.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-8

FY 2022 ANNUAL PERFORMANCE PLAN

STRATEGIC FRAMEWORK

The strategic framework as defined in the GSA FY 2018–2022 Strategic Plan is presented below:

STRATEGIC GOALS (G)

(G1) REAL ESTATE

Save taxpayer money through 

better management of Federal 

real estate.

 (G2) ACQUISITION

Establish GSA as the premier 

provider of efficient and 

effective acquisition solutions 

across the Federal Government. 

 (G3) TECHNOLOGY

Improve the way Federal 

agencies buy, build, and use 

technology.

 (G4) SHARED SERVICES

Design and deliver expanded

shared services within GSA and 

across the Federal Government 

to improve performance and 

save taxpayer money.

STRATEGIC OBJECTIVES (SO) and PERFORMANCE GOALS (PG)

SO 1.1 Reduce the cost of the 

Federal inventory. 

● PG 1.1.1 Reduce vacant space in 

inventory

● PG 1.1.2 Lease cost relative to the 

average market rate 

● PG 1.1.3 Generate sufficient funds 

from operations to effectively 

operate GSA leased buildings 

● PG 1.1.4 Timely award of noncompetitive sales and donations

● PG 1.1.5 Timely award of public sale 

properties

● PG 1.1.6 Generate revenue from 

real property sales 

SO 2.1 Design and deliver GSA 

products and services that yield 

measurable savings while 

aligning with customer mission 

objectives and changing market 

demand. 

● PG 2.1.1 Increase customer

satisfaction

● PG 2.1.2 Expand the use of GSA 

acquisition solutions across the 

Government

SO 3.1 Lead Governmentwide technology 

modernization initiatives.

● PG 3.1.1 Provide agencies with 

cloud authorizations to 

modernize IT portfolios 

● PG 3.1.2 Expand agencies’ use 

of GSA technology solutions 

SO 4.1 Develop new 

organizational capabilities to 

understand customer demand 

and deliver integrated offerings 

to support common business 

processes Government-wide.

● PG 4.1.1 Expand centralized 

services

SO 2.2 Make it easier to do 

business with the Government 

by simplifying processes and 

streamlining access for our 

customers and suppliers. 

● PG 2.2.1 Increase supplier 

satisfaction

● PG 2.2.2 Multiple Award 

Schedule (MAS) Sales

SO 3.2 Drive more efficient 

and innovative Government 

procurement of technology 

services. 

● PG 3.2.1 Improve agency 

technology procurement 

capabilities through acquisition 

consulting

SO 4.2 Promote adoption of 

shared services by agencies 

through policy, guidance, and 

benchmarking. 

● PG 4.2.1 Reduce barriers to entry 

to facilitate easier adoption of 

shared services

SO 1.2 Establish GSA as a more 

effective provider of real estate 

services for all agencies.

● PG 1.2.1 Reduce total energy 

intensity 

● PG 1.2.2 Complete capital projects 

on schedule and on budget

● PG 1.2.3 Improve tenant 

satisfaction in Government-owned 

and -leased space — Facilities 

Management Index

● PG 1.2.4 Provide building cleaning 

and maintenance at competitive 

costs

SO 2.3 Enhance customer 

agency access to qualified small 

and socio-economic businesses.

● PG 2.3.1 Create more 

opportunities for small and 

socio-economic businesses

SO 3.3 Lead implementation 

of technical standards, 

policies, and strategies.

● PG 3.3.1 Provide agencies with 

the tools and resources to 

implement IT standards and 

policies

SO 4.3 Support the overall 

mission of GSA by investing in 

our employees and modeling 

how we deliver internal support 

services, while providing policy 

guidance across Government.

● PG 4.3.1 Efficient and effective 

mission-support services at GSA 

(CXO and non-CXO functions) 

● PG 4.3.2 Highly engaged GSA 

workforce that is prepared to 

support and deliver new and 

expanded offerings
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-9

STRATEGIC OBJECTIVES (SO) and PERFORMANCE INDICATORS (PI) SUMMARY

SO 1.1 Reduce the cost of the Federal inventory

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 1.1.1 Vacant space in inventory ↓ PBS 3.3% 3.3% 3.1% 3.0% 3.0% 3.0%

PI 1.1.2 Lease cost relative to average 

market rate ↓ PBS -5.2% -17% -12.6% ≤ -7.0% ≤-7.0% ≤ -11.0%

PI 1.1.3 Percent of leased revenue 

available after administering leasing 

program ↔

PBS -0.40% -0.56% -0.8% -1.1% to 

1% 

-1.1% to 

1% 

-1.1% to

1%

PI 1.1.4 Percent of non-competitive 

sales and donations awarded within 

220 days ↑ 

PBS 97.5% 98% 95.5% 93% 93% 93%

PI 1.1.5 Percent of public sale 

properties awarded within 135 days ↑ PBS 98% 99% 100% 98% 98% 98%

PI 1.1.6 Gross sales revenue from GSA 

disposals (in millions) ↑ PBS $76.4 $61.7 $38.2 $15.0 $13.5 $15.0

SO 1.2 Establish GSA as a more effective provider of real estate services for all agencies

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 1.2.1 Energy intensity reduction 

(cumulative % reduction from baseline 

year) ↑ *

PBS 5.41% 5.06% 11.78% 5.31% 12.03%

0.25% 

increase 

over FY 2021 

results

PI 1.2.2 Percent of capital construction 

projects on schedule and on budget ↑ PBS 90% 98% 93% 90% TBD TBD

 PI 1.2.3 Tenant satisfaction with 

 Government-owned and -leased space 

 (Facilities Management Index) ↑

PBS 69% 70% N/A** 71% N/A** 70%

PI 1.2.4 Percent of cleaning and 

maintenance costs within market range 

↑

PBS 73.6% 72% 74% 80% 80% 80%

* FY 2020 target was reset based on Executive Order 13834, Efficient Federal Operations.

** The Tenant Satisfaction Survey was not executed in FY 2020 and will not be executed in FY 2021 due to low occupancy in Federal buildings in 

 response to the COVID-19 pandemic.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-10

SO 2.1 Design and deliver GSA products and services that yield measurable savings while aligning 

with customer mission objectives and changing market demand

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 2.1.1 Customer loyalty score (10-

point scale) ↑ FAS 7.5 7.6 7.9 7.6 7.9 8.0

PI 2.1.2 Acquisition program savings (in 

billions) ↑ FAS $5.86 $6.51 $5.31 $6.6 $5.0 $5.1

SO 2.2 Make it easier to do business with the Government by simplifying processes and streamlining 

access for our customers and suppliers

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 2.2.1 Supplier satisfaction score 

(5-point scale) ↑

FAS 3.69 3.65 3.81 3.70 3.85 3.90

PI 2.2.2 Multiple Award Schedule 

(MAS) Sales (in billions) ↑ FAS $31.2 $32.0 $36.6 $32.3 $32.5 $33.0

SO 2.3 Enhance customer agency access to qualified socio-economic entities

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 2.3.1(a) Percent of GSA contract 

dollars awarded to small business 

through prime contracting ↑

OSDBU 38.82% 42.69% 49.43% 29.0% 30% TBD*

PI 2.3.1(b) Percent of GSA contract 

dollars awarded through prime 

contracting to each socio-economic 

small business category ↑

SDB / WOSB / SDVOSB (SDV) / 

HUBZone (HUB) **

OSDBU

SDB 19.94% 

WOSB 8.55% 

SDV 5.63% 

HUB 3.98%

19.31% 

10.00% 

5.06% 

3.90%

22.18% 

10.41% 

8.91% 

4.39%

5% 

5%

3%

3%

5% 

5%

3%

3%

5% 

5%

3%

3%

PI 2.3.1(c) Percent of GSA contract 

dollars awarded to small business 

through subcontracting ↑

OSDBU 24.1% 22.1% 29.3% 24.0% 20% TBD*

PI 2.3.1(d) Percent of GSA contract 

dollars awarded through 

subcontracting to each socio-economic 

small business category ↑

SDB / WOSB / SDVOSB / HUBZone**

OSDBU

SDB 5.50%

WOSB 4.40%

SDV 1.62% 

HUB 0.94%

4.00% 

4.50% 

1.60%

0.70%

4.35%

4.82%

2.93%

1.21%

5%

5%

3%

3%

5%

5%

3%

3%

5%

5%

3%

3%

* Targets will be set by the Small Business Administration (SBA). 

** SDB = Small Disadvantaged Business; WOSB = Women-Owned Small Business; SDVOSB = Service-Disabled Veteran-Owned Small Business; 

HUBZone = Historically Underutilized Business Zone
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-11

(SO 2.3 continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 2.3.1(e) Agency peer review score 

of Small Business Act compliance ↑

(SBA scorecard composite score)

OSDBU 20.5% 21% TBD* 20% 20% 20%

PI 2.3.1(f) Small business 

diversification across industries ↑ 

(SBA scorecard composite score) 

OSDBU 11.8% 8.8% TBD* 10% 10% 10%

PI 2.3.1(g) Percent of Multiple Award 

Schedule (MAS) business volume from 

small businesses ↑

FAS 38.4% 38.8% 37.2% 33.0% 35.0% 36.0%

* The Small Business Administration (SBA) will report FY 2020 results when available.

 

SO 3.1 Lead Government-wide technology modernization initiatives

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 3.1.1 Number of times FedRAMP 

authorized products have been reused 

by agencies (cumulative) ↑ 

FAS 904 1,273 1,847 N/A 2,397 3,002

PI 3.1.2 Percent of Major IT Project 

spend with GSA involvement ↑ FAS 22% 23% 28.9% 24% 29% 31%

SO 3.2 Drive more efficient and innovative Government procurement of technology services

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 3.2.1(a) Centers of Excellence (# of 

Interagency Agreements (IAAs) signed) 

(cumulative) ↑

FAS 2 5 16 7 18 28

PI 3.2.1(b) Centers of Excellence (#) 

(cumulative) ↑ FAS 5 14 35 19 38 50

SO 3.3 Lead implementation of technical standards, policies, and strategies

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 3.3.1(a) Number of cloud strategies 

and action plans developed in 

accordance with update to Data 

Center Optimization Initiative (DCOI) 

↑

OGP N/A N/A 5 5 5 5

PI 3.3.1(b) Number of CFO Act 

agencies with updated risk 

assessments completed utilizing 

Federal Identity, Credential, and 

Access Management (FICAM) 

playbooks and tool (cumulative) ↑

OGP N/A N/A 6 6 12 16
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-12

SO 4.1 Develop new organizational capabilities to understand customer demand and deliver 

integrated offerings to support common business processes Government-wide

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 4.1.1 Number of agency-owned 

(non-GSA) vehicles consolidated by 

GSA ↑

FAS 1,790 1,805 1,597 1,500 2,000 3,000

SO 4.2 Promote adoption of shared services by agencies through policy, guidance, and benchmarking

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 4.2.1(a) Number of business lines 

that go through a readiness 

assessment ↑ 

OGP 5 1 1 1 1 1

PI 4.2.1(b) Number of components 

that have advanced to the next stage 

of the standards development process 

as part of the FIBF ↑

OGP 5 15 21 12 12 12

SO 4.3 Support the overall mission of GSA by investing in our employees and modeling how we 

deliver internal support services, while providing policy guidance across Government

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

FY 2021 

Targets

FY 2022

Targets

PI 4.3.1(a) Total GSA operating cost 

as a percentage of goods and services 

provided ↓

OCFO 8.45% 8.01% 7.64% 8.60% 8.25% 8.25%

PI 4.3.1(b) Effectiveness of GSA CXO 

functions, as measured by customer 

satisfaction (7-point scale) ↑

CXO 5.16 5.42 5.49 5.27 5.40 5.45

PI 4.3.1(c) Percent of GSA IT 

portfolio utilizing cloud technologies 

↑ 

GSA IT 47% 50% 52.9% 52% 53% 55%

PI 4.3.1(d) Competition rate for GSA 

acquisitions ↑ OGP 82.6% 85.4% 84.2% 80.0% 80.0% 80.0%

PI 4.3.1(e) Competitive One-Bid rate 

for GSA acquisitions↓ OGP 18.0% 15.4% 14.8% 15.0% 15.0% 15.0%

PI 4.3.2 GSA Overall Employee 

Engagement Index (EEI) ↑

GSA 

Service 

& Staff 

Offices 

76% 78% 83% N/A 83%

1% increase 

from FY21 

result or 

target is the 

result score 

for previous 

year*

*If FY 2021 EEI score decreases from the FY 2020 result, then the FY 2022 target would be the FY 2021 result plus a 1 percent increase. If FY 2021 

EEI score remains constant or increases from FY 2020 result, then the FY 2022 target would equal the FY 2021 result. 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-13

FY 2022 ANNUAL PERFORMANCE PLAN DETAILS

STRATEGIC GOAL 1 

Save taxpayer money through better management of Federal 

real estate.

GSA will continue to achieve significant cost savings for the Federal Government by optimizing the use 

of the GSA real estate portfolio. In light of the COVID-19 pandemic, effective asset management, 

integrated delivery of workspace solutions, and consistent application of project management principles 

will help GSA to provide customers the opportunity to maintain safe and efficient work environments, 

reduce real estate costs, and effectively deliver on their missions. As GSA develops new strategies 

towards the effective use of GSA space, a focus on reduced real estate costs will continue to provide 

opportunities for customers to shift spending to mission-related activities.

Portfolio planning with customers at the national and local levels enables customers to consider 

innovative workplace strategies and arrive at cost-effective, state-of-the-art real estate solutions. GSA 

will continue to promote investments to optimize federally owned assets and lower the cost of the 

leased portfolio. GSA will continue to increase the sales of under-utilized federally owned property to 

ensure a Government-owned portfolio of high-performing assets.

_____________________________________________________________________________

Strategic Objective 1.1: Reduce the cost of Federal inventory.

PBS’ portfolio is significantly older than the average private sector portfolio, frequently resulting in a 

higher cost to operate. As a result, PBS initiated steps to create a portfolio that is financially sustainable

by reducing the cost of the real property inventory. Through targeted investments in buildings that can 

generate a return, GSA can increase both utilization and quality, and create an affordable cost structure 

as the centerpiece of its Real Estate Investment Strategy. 

Goal Leader Allison Azevedo, Acting Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management and Customer Engagement

● Leasing

● Real Property Utilization and Disposal

● Construction and Acquisition
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-14

Performance Goal 1.1.1 - Reduce vacant space in inventory

Benefit to the Public Better utilization of Federal workspace reduces the Government’s 

operational costs.

Performance 

Indicator Definition

Vacant space in inventory: 

Reflects the vacant space in GSA's owned and leased space, without a 

customer agency paying rent. Specifically, it reports the total square feet of 

unoccupied space as a percentage of total square feet in GSA's owned and 

leased workspace inventory. GSA excludes space currently undergoing major 

renovation. Data source is Real Estate Across the United States (REXUS) 

inventory data set.

PI 1.1.1 Vacant space in inventory

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 3.2% 2.9%

2018 3.0% 3.3%

2019 3.0% 3.3%

2020 3.0% 3.1%

2021 3.0% N/A

2022 3.0% N/A

Performance Goal 1.1.2 - Generate savings by negotiating leases at or below market rates

Benefit to the Public Negotiating leases at or below comparable market costs ensures GSA 

acquires Federal office space at the best value for the taxpayer.

Performance Indicator 

Definition

Lease cost relative to the average market rate: 

Compares the aggregate net present value (NPV) of the costs of the GSA 

deals to the aggregate NPV of the market deals for equivalent office 

space.

PI 1.1.2 Lease cost relative to the average market rate

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 Baseline -3.7%

2018 Baseline -5.2%

2019 Baseline -17.0%

2020 ≦ -7.0% -12.6%

2021 ≦ -7.0% N/A

2022 ≦ -11.0% N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-15

Performance Goal 1.1.3 - Generate sufficient funds from operations to effectively operate 

 GSA leased buildings

Benefit to the Public Achieving break-even status in lease revenue available after program 

administration costs demonstrates that the leasing program can efficiently 

operate within the fees collected from customer agencies. Efficient 

delivery of leased workspace provides agencies greater flexibility in 

housing their workforce and operations and managing their resources.

Performance Indicator 

Definition

Percent of leased revenue available after administering the leasing 

program: 

This performance indicator measures the leasing program’s revenue 

available after program administration costs and is calculated by taking 

the leased inventory revenue minus all expenses (excluding depreciation) 

associated with the inventory. If the measure is negative, costs were 

greater than revenues.

PI 1.1.3 Percent of leased revenue available after administering leasing program 

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 0% to 2% -0.59%

2018 0% to 2% -0.40%

2019 0% to 2% -0.56%

2020 -1.1% to 1% -0.8%

2021 -1.1% to 1% N/A

2022 -1.1% to 1% N/A

Performance Goal 1.1.4 - Timely award of non-competitive sales and donations

Benefit to the Public Decreasing cycle times for non-competitive sales and donations increases 

the speed of disposing surplus Federal property and supports the 

management of a financially self-sustaining portfolio. Maintaining a 

viable, self-sustaining inventory of real properties ensures Federal 

agencies have the appropriate facilities at the best cost.

Performance Indicator 

Definition

Percent of non-competitive sales and donations awarded within 220 

days:

Reports the number of non-competitive sales and donations awarded 

within 220 days (minus hold times) as a percentage of total public sales. 

Hold time occurs when a disposal action experiences a delay because of 

pending legislation, environmental concerns, title problems, historical 

building reviews, or litigation. 

Non-competitive sales and donations include negotiated sales, public 

benefit conveyances, and Federal transfers. The time of award refers to 

the date the property is transferred to another agency, assigned to a 

sponsoring agency, or deeded to a public body.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-16

PI 1.1.4 Percent of non-competitive sales and donations awarded 

within 220 days 

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 90% 90%

2018 93% 97.5%

2019 93% 98%

2020 93% 95.5%

2021 93% N/A

2022 93% N/A

Performance Goal 1.1.5 - Timely award of public sale properties

Benefit to the Public Decreasing the cycle time for public sales accelerates the disposal of 

surplus Federal properties and supports the management of a 

financially self-sustaining portfolio of Federal real property assets. 

Maintaining a viable, self-sustaining inventory of real property ensures 

Federal agencies have the appropriate facilities at the best cost.

Performance Indicator 

Definition

Percent of public sale properties awarded within 135 days:

Reports the number of public sales awarded within 135 days (minus 

hold times) as a percentage of total public sales. Hold time occurs when 

the disposal experiences an unavoidable delay because of pending 

legislation, historical building reviews, or litigation. The time of award 

refers to the date the offer to purchase is completed by GSA and the 

purchaser.

PI 1.1.5 Percent of public sale properties awarded within 135 days

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 90% 98%

2018 98% 98%

2019 98% 99%

2020 98% 100%

2021 98% N/A

2022 98% N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-17

Performance Goal 1.1.6 - Generate revenue from GSA disposals 

Benefit to the Public Executing disposals in an accelerated and effective manner reduces the 

Government’s inventory of civilian real property, returns underutilized 

and highly valuable real property to productive use, and ensures effective 

monetary value returned on the public’s investments. 

Performance Indicator 

Definition

Gross sales revenue from GSA disposals ($):

This measure will track the total gross revenue of all GSA Federal real 

properties brought to successful sale in fiscal years 2020 and 2021. This 

will include all sales and those done under any other disposal method. It 

will also include any revenue from Federal transfers.

PI 1.1.6 Gross sales revenue from GSA disposals (in millions)

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 N/A $50.2

2018 N/A $76.4

2019 $15.0 $61.7

2020 $15.0 $38.2

2021 $13.5 N/A

2022 $15.0 N/A

______________________________________________________________________________

Strategic Objective 1.2: Establish GSA as a more effective provider of real estate services for 

all agencies.

GSA continues to support Federal agencies in fulfilling their mission by offering integrated turn-key 

services, providing high-quality facility and workspace solutions, and improving responsiveness and 

value to customers. Adding to ongoing efforts, GSA will focus on reducing costs without reducing service 

levels through increased use of standardized contracts and GSA procurement tools for building 

operations and maintenance contracting. To more fully assess customer experience, GSA will use an 

improved methodology to gauge the Federal customer's experience and satisfaction with services. GSA 

will provide staff with the tools to ensure delivery of high-quality services.

Goal Leader Allison Azevedo, Acting Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management

● Real Property Disposal

● Construction and Acquisition

● Building Operations

● Repairs and Alterations

● GSA Customer Experience
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-18

Performance Goal 1.2.1 - Reduce total energy intensity

Benefit to the Public Energy conservation and efficient operations in Federal workspaces 

lowers costs to the American people, provides greater availability of 

domestic energy resources for other purposes, and contributes to better 

air quality, energy independence, and mission assurance.

Performance Indicator 

Definition

Energy intensity reduction (cumulative percent reduction in British 

thermal units of energy per gross square foot (BTU/GSF), from baseline 

year of FY 2015):

This measure assesses PBS' progress towards improving energy intensity 

in its facilities over time. Energy intensity (sometimes called energy 

usage index) is a common metric for describing energy efficiency in 

buildings, and it is measured in BTU/GSF. 

PI 1.2.1 Energy intensity reduction 

(cumulative percent reduction from FY 2015 baseline)

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 5.00% 6.41%

2018 7.50% 5.41%

2019 5.66% 5.06%

2020 5.31% 11.78%*

2021 12.03% N/A

2022 0.25% increase over FY 2021 

results N/A

* Low occupancy in buildings due to COVID-19 was a major factor for FY 2020 results.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-19

Performance Goal 1.2.2 - Complete capital projects on schedule and on budget

Benefit to the Public Delivering space when needed enables customer agencies to most 

effectively carry out their missions. GSA’s efficient delivery of new and 

renovated facilities reduces resource demands on customer agencies 

and translates into higher operational effectiveness and lower 

operational costs.

Performance Indicator 

Definition

Percent of capital construction projects on schedule and on budget:

Reports the percentage of prospectus-level construction projects

completed on schedule and budget, weighted by the contract value.

Using an earned value technique, this measure assesses project

performance on all prospectus-level projects.

The project weighting criteria is based on total current contract value,

which places more emphasis on large, important projects that are critical

to the GSA real estate portfolio.

NOTE: Results for this measure will not be available in FY 2021 and FY

2022 as a result of a methodological change. This decision was made by 

GSA at the end of FY 2020 to increase visibility on project impacts 

(COVID-19, for example) and reduce the significant administrative 

burden associated with the current project-specific adjudication process. 

As a result, GSA is no longer adjudicating projects for factors outside of 

GSA's control. GSA is in the process of developing a new measure that 

will more accurately assess the performance of capital construction 

projects with current year and outyear targets set as part of that 

process. 

PI 1.2.2 Percent of capital construction projects on schedule and on budget 

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 90% 99%

2018 90% 90%

2019 85% 98%

2020 90% 93%

2021 TBD N/A

2022 TBD N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-20

Performance Goal 1.2.3 - Improve tenant satisfaction in Government-owned 

 and -leased space.

Benefit to the Public Tenant satisfaction is a good barometer for GSA to measure how well it 

is providing safe, reliable, productive, and sustainable workplace 

environments that support the business of the Federal Government at 

the best value to the taxpayer.

Performance Indicator 

Definition

Tenant satisfaction with Government-owned and -leased space –

Facilities Management (FM) Index:

The FM Index comprises nine existing questions from the Tenant 

Satisfaction Survey related to the condition of the building and grounds, 

common areas, restrooms, and elevators. Each question relates to areas 

of the building that GSA’s facility managers directly influence or control. 

To calculate the FM Index score, all of the “4” and “5” responses for 

those nine questions are added up and divided by the total number of 

responses.

PI 1.2.3 Tenant satisfaction with Government-owned and -leased space 

Facilities Management (FM) Index 

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 Baseline 70%

2018 69% 69%

2019 70% 70%

2020 71% N/A*

2021 N/A* N/A*

2022 70% N/A

*The Tenant Satisfaction Survey was not executed in FY 2020 and will not be executed in FY 2021

due to low occupancy in Federal buildings in response to the COVID-19 pandemic.

Performance Goal 1.2.4 - Provide building cleaning and maintenance at competitive costs

Benefit to the Public This goal ensures customer agencies are paying competitive market rates 

for building services. When costs are competitive, agencies can put more 

of their resources towards meeting mission requirements. 

Performance Indicator 

Definition

Percent of cleaning and maintenance costs within market range:

GSA tracks the percentage of cleaning and maintenance costs against the 

market. Eighty percent of Federal buildings are tracked in the measure. 

The Building Owners and Managers Association International’s (BOMA) 

Experience Exchange Report data and RS Means city cost data are used 

to benchmark PBS against private sector operations for office and officelike buildings.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-21

PI 1.2.4 Percent of cleaning and maintenance costs within market range 

Lead Office: Public Buildings Service

Fiscal Year Target Results

2017 80% 73.2%

2018 78% 73.6%

2019 80% 72%

2020 80% 74%

2021 80% N/A

2022 80% N/A

___________________________________________________

STRATEGIC GOAL 2 

Establish GSA as the premier provider of efficient and effective 

acquisition solutions across the Federal Government. 

GSA is committed to delivering service, innovation, and value through efficient operations, market 

expertise, and proactive partnerships with customer agencies and private sector vendors. Generating 

economies of scale is the cornerstone of GSA’s acquisition solutions, enabling the agency to negotiate 

better prices. Every day, GSA helps customers make smart purchasing decisions to acquire the goods 

and services they need.

GSA is dedicated to improving the contract vehicles, services, and products provided to Federal 

agencies, military, and State and local entities. GSA makes access to the Government marketplace 

easier, faster, and less costly to small and socio-economic businesses. GSA is achieving this by designing 

and delivering solutions that meet current needs and anticipate future requirements.

_____________________________________________________________________________

Strategic Objective 2.1: Design and deliver GSA products and services that yield measurable 

savings while aligning with customer mission objectives and changing market demand. 

Using the purchasing power of the Federal Government, GSA reduces Federal agencies’ operating costs, 

enabling them to focus on their core missions to serve the public at the best value. GSA is always looking 

for new ways to help these agencies make their purchases smarter and more efficient. This ability to 

achieve savings or avoid costs depends largely on standardizing requirements across Federal agencies 

that collectively leverage the Government’s purchasing power. Throughout GSA’s acquisition operations, 

the goal is to place customers at the center of operations, develop common requirements across the 

Government, and increase the adoption of solutions for agencies’ common needs. With these goals in 

mind, GSA has developed robust strategies to meet the current and future demands of its customers.

In order to fully maximize the purchasing power of the Federal Government, GSA will provide market 

intelligence and acquisition expertise to the Federal Marketplace. Efforts to improve the Federal 

Marketplace include optimizing the buying experience by enhancing FAS’ acquisition vehicles, focusing 

on human-centered processes and systems, and emphasizing workforce readiness. GSA is committed to 

bringing Government-wide contract spend into common categories to further capture economies of 

scale. This approach also creates economies of skill for the Government as a whole when agencies can 

rely on GSA to deliver the right goods and services for their mission needs.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-22

GSA will continue to expand the use of data and business intelligence capabilities to better understand, 

anticipate, and deliver customer requirements relative to specific markets and industries.

Goal Leader Sonny Hashmi, Commissioner

Federal Acquisition Service

Contributing Programs ● Customer and Stakeholder Engagement

● Assisted Acquisition Services

● Information Technology Category

● General Supplies and Services

● Travel, Transportation, and Logistics

● Office of Enterprise Strategy Management

Performance Goal 2.1.1 - Increase customer satisfaction 

Within its acquisition offerings, GSA knows that loyal customers see value in the agency’s offerings 

and are likely to recommend GSA’s goods and services to others. The model GSA uses to evaluate 

loyalty is built on decades of empirical research around factors that consistently influence loyalty 

intentions (e.g., likelihood to recommend) as well as behaviors (e.g., repurchase).

Benefit to the Public Assessing customer loyalty allows GSA to take action to improve program 

operations. The network of suppliers and vendors GSA leverages to provide 

customer agencies with goods and services is essential to service delivery. 

Through positive working relationships that are mutually beneficial for the 

supplier and customer, GSA is able to provide better service to customers, 

and ultimately to the public.

Performance 

Indicator Definition

Customer loyalty score:

Tracks customer loyalty and ensures GSA’s FAS is effective at meeting 

customer requirements. GSA identifies customers and develops a 

questionnaire to ensure program offices have actionable recommendations 

for areas of improvement. The result represents the average score across 

three loyalty intention items for each respondent. Responses are rated on a 

10-point scale where “1” equals “not at all likely” and “10” equals “very 

likely.” 

The three key questions are: 

● How likely are you to recommend [program office] to others?

● How likely are you to continue to use [program office] in the 

future? 

● How likely are you to consider [program office] as your first choice 

for [product/service]?
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-23

PI 2.1.1 Customer loyalty score (10-point scale)

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2017 7.3 7.4

2018 7.4 7.5

2019 7.5 7.6

2020 7.6 7.9

2021 7.9 N/A

2022 8.0 N/A

Performance Goal 2.1.2 - Expand the use of GSA acquisition solutions across the 

 Government

Federal agencies operate in a constrained budget environment and seek to maximize every dollar. 

When agency customers utilize FAS solutions, they are able to purchase the goods and services 

needed to execute their mission at reduced cost, enabling them to focus resources on missioncritical activities. GSA generates additional savings for agencies by expanding the use of strategic 

buying practices using market intelligence and Government-wide collaboration.

Benefit to the Public Achieving this goal will result in greater savings, enabling customer agencies 

to meet mission-critical needs at a lower cost.

Performance 

Indicator Definition:

Acquisition program savings:

Annual targets are developed by aggregating various program-specific 

targets across FAS, each with a specific methodology for calculating savings. 

The types of savings fall into one of three groups:

● Savings realized by utilizing FAS procurement vehicles compared to 

commercial alternatives;

● Savings realized through FAS offerings compared to other 

Government offerings; and

● Savings returned to customers via bank refunds for using a FAS 

purchase, travel, or fleet card.

PI 2.1.2 Acquisition program savings (in billions)

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2017 $5.24 $5.17

2018 $5.22 $5.86

2019 $5.90 $6.51

2020 $6.60 $5.31

2021 $5.00 N/A

2022 $5.10 N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-24

___________________________________________________________________________

Strategic Objective 2.2: Make it easier to do business with the Government by simplifying 

processes and streamlining access for our customers and suppliers.

The work that GSA does allows its customer agencies to better focus on their missions. Partnership on 

all levels is critical to the success of GSA. Strong partnerships with other agencies and suppliers are 

essential, supporting decisions that create value and savings for GSA’s customers and the American 

public. Doing business with GSA must be an easy and reliable experience. GSA must continuously 

improve its processes and systems to make them as simple and streamlined as possible.

The Federal Marketplace Strategy is designed to create a seamless, people-centric buying and selling 

experience. FY 2021 improvements under the Federal Marketplace Strategy focus on consolidating the 

schedules program, improving the data underlying the product and service search capabilities, assessing 

the proof of concept on commercial buying, and expanding implementation of the FAS-wide Acquisition 

Life Cycle Management System. 

Goal Leader Sonny Hashmi, Commissioner

Federal Acquisition Service

Contributing Programs ● FAS Systems Management

● GSA IT

● MAS Program Management Office (PMO)

● FAS Commissioner's Office

● Policy and Compliance

● Customer and Stakeholder Engagement

● Office of Enterprise Strategy Management

Performance Goal 2.2.1 - Increase supplier satisfaction

The network of suppliers that GSA leverages to provide products and services are critical to its 

success in meeting the day-to-day needs of customer agencies and providing complex, innovative, 

and customized solutions. Creating a mutually beneficial operating environment between the 

Government and the supplier community allows GSA to offer a diverse set of products and services 

to customer agencies at best value.

Benefit to the Public Strong supplier relationships make interactions between the Government 

and industry more efficient, transparent, and cost effective, creating lowercost services that maximize taxpayer dollars. When Government and 

industry collaborate effectively, the highest-quality solutions can be 

delivered to meet customer agencies’ missions to the public.

Performance 

Indicator Definition

Supplier satisfaction score:

The Supplier Relationship Management Survey is distributed annually to over 

13,000 unique industry partners with contracts covering a diverse portfolio 

of GSA contract vehicles. The sources for the vendors are e-Library, Federal 

Procurement Data System - Next Generation (FPDS-NG), and GSA’s 

Salesforce database.

Respondents are asked “Please consider all of your experiences interacting 

with [GSA program]. How satisfied are you?” Responses are rated on a 5-
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-25

point scale where “1” equals “Very Dissatisfied” and “5” equals “Highly 

Satisfied.” The overall score represents the average of each portfolio’s 

average score.

PI 2.2.1 Supplier satisfaction score (5-point scale) 

Lead Office: Federal Acquisition Service*

Fiscal Year Target Results

2017 N/A 3.61

2018 3.80 3.69

2019 3.73* 3.65

2020 3.70 3.81

2021 3.85 N/A

2022 3.90 N/A

*Metric methodology was revised in FY 2018. FY 2019 target forward based on new methodology. 

Performance Goal 2.2.2 - Multiple Award Schedule (MAS) Sales 

As part of GSA’s Federal Marketplace Strategy to make the Government buying and selling 

experience easy, efficient, and modern, GSA consolidated 24 schedules into 1 single schedule for 

products, services, and solutions for more than 12,000 vendors. The single schedule provides the 

opportunity for industry to come to market the way the agencies buy. 

Benefit to the Public The consolidated MAS with consistent terms makes it easier for suppliers to 

do business with the Government and makes it easier for agencies (buyers) 

to navigate the MAS program to find and acquire goods and services for

sales.

Performance 

Indicator Definitions

Multiple Award Schedule Sales (in billions): 

Measured by increase in business volume. Sales for the MAS program are 

reported via the Sales Reporting Portal and when the Industrial Funding Fee 

(IFF) is remitted. The information is validated by a comparison and variance 

from the Office of the Chief Financial Officer related to the revenue 

submitted for the MAS program.

PI 2.2.2 Multiple Award Schedule Sales (in billions) 

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2019 N/A $32.0

2020 $32.3 $36.6

2021 $32.5 N/A

2022 $33 N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-26

______________________________________________________________________________

Strategic Objective 2.3: Enhance customer agency access to qualified small and 

socio-economic businesses. 

GSA will collaborate with GSA leadership and the acquisition workforce on Federal acquisition 

requirements and best practices to promote opportunities for small and socio-economic small 

businesses. This encompasses all small businesses, including Small Disadvantaged Businesses (SDB), 

Women-Owned Small Businesses (WOSB), Service-Disabled Veteran Owned Small Businesses (SDVOSB), 

and Historically Underutilized Business Zones (HUBZone).

GSA ensures that small business and socio-economic small business participation is maximized in Federal 

procurement, which encourages the achievement of GSA’s prime and subcontracting goals. GSA’s Office 

of Small and Disadvantaged Business Utilization (OSDBU) actively participates as a member of the 

acquisition team during forecasting of opportunities and the acquisition planning phase. By drawing on a 

wider group of vendors, GSA is able to enhance diversity, equity, access, and inclusiveness in 

Government-wide acquisitions. 

Goal Leaders Exodie C. Roe, III, Associate Administrator 

Office of Small and Disadvantaged Business 

Utilization

Sonny Hashmi, Commissioner

Federal Acquisition Service

Allison Azevedo, Acting Commissioner

Public Buildings Service

Contributing Programs ● Office of Small and Disadvantaged Business 

Utilization

● Federal Acquisition Service

○ Multiple Award Schedule PMO

○ Customer and Stakeholder Engagement

● Public Buildings Service

Performance Goal 2.3.1 - Create more opportunities for small and socio-economic 

 businesses

By increasing access to small and socio-economic businesses for GSA contract requirements and GSAmanaged Government-wide acquisition vehicles, GSA spurs job growth and drives the economy 

forward.

Benefit to the Public Small businesses power the economy and contracting with them is a win-win for 

the Government and the small business community. The Government receives 

great service at a great value, while small businesses are provided opportunities 

to grow and create jobs. GSA offers opportunities to small businesses and socioeconomic small businesses across the country through contract vehicles, 

contracts GSA awards for other agencies, and subcontracting opportunities.

Performance 

Indicator Definitions

(a) Percent of GSA contract dollars awarded to small business through prime 

contracting:

Tracks the percent of dollars awarded from GSA contracts to small business 

through prime contracting. GSA measures the overall percentage of eligible 

procurement dollars awarded to small business for prime contracting. 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-27

(b) Percent of GSA contract dollars awarded through prime contracting to 

each socio-economic small business category 

(SDB/WOSB/SDVOSB/HUBZone):

Tracks the percent of dollars awarded from GSA prime contracting by 

measuring the overall percentage of eligible procurement dollars awarded 

to each socio-economic category: 

● SDB, 

● WOSB, 

● SDVOSB, and 

● HUBZone contracting, respectively. 

(c) Percent of GSA contract dollars awarded to small business through 

subcontracting:

Tracks the percent of GSA prime contract dollars awarded to small business 

through subcontracting. Subcontracting results also exclude mandatory 

sources, contracts not governed by the Federal Acquisition Regulation, and 

product service codes for leasing. 

(d) Percent of GSA contract dollars awarded through subcontracting to each 

socio-economic small business category (SDB/WOSB/SDVOSB/HUBZone): 

Tracks the percent of GSA prime contract dollars awarded through 

subcontracting by measuring the overall percentage of eligible 

procurement dollars awarded to each socio-economic category:

● SDB, 

● WOSB, 

● SDVOSB, and

● HUBZone subcontracting, respectively. 

(e) Agency peer review score of Small Business Act compliance (U.S. Small 

Business Administration (SBA) scorecard composite score):

Represents the achieved score for compliance with section 15(k) of the 

Small Business Act. The scoring is weighted as 20 percent of the overall 

agency scorecard score, and is based on an annual peer review conducted 

across agencies in accordance with SBA’s standards. Twenty percent on the 

peer review represents a perfect score on SBA’s Small Business Scorecard. 

The result represents GSA’s achievement in relation to the 20-percent 

target. Agencies can achieve scores above the target level if they show 

extraordinary performance. 

(f) Small business diversification across industries (SBA scorecard composite 

score):

Measures the diversification of small business contractors in each of the 5 

small business categories within GSA’s top 100 North American Industry 

Classification System (NAICS) codes. Scoring is based on SBA’s annual 

methodology, encompassing 10 percent of the overall agency score. The 

result represents GSA’s achievement in relation to the 10-percent goal. 

Agencies can achieve scores above the target level if they show 

extraordinary performance. 

(g) Percent of Multiple Award Schedule (MAS) business volume from small 

businesses:
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-28

Reports the percentage of MAS business volume attributed to small 

businesses each year by calculating the GSA MAS total business volume in 

dollars attributed to small businesses and dividing by the total business 

volume.

PI 2.3.1(a) Percent of GSA contract dollars awarded to small business through prime 

contracting 

Lead Office: Office of Small and Disadvantaged Business Utilization 

Fiscal Year Target* Results

2017 36.5% 42.68%

2018 35.0% 38.82%

2019 30.0% 42.69%

2020 29.0% 49.43%

2021 30.0% N/A

2022 TBD N/A

 * Targets reflect goals established by SBA for fiscal year performance. 

PI 2.3.1(b) Percent of GSA contract dollars awarded through prime contracting to each 

socio-economic small business category (SDB/WOSB/SDVOSB/HUBZone) 

Lead Office: Office of Small and Disadvantaged Business Utilization

Fiscal Year Targets* Results

2017

SDB 5%

WOSB 5%

SDVOSB 3%

HUBZone 3%

SDB 22.60%

WOSB 8.85%

SDVOSB 6.45%

HUBZone 4.95%

2018

SDB 19.94% 

WOSB 8.55% 

SDVOSB 5.63% 

HUBZone 3.98% 

2019

SDB 19.31%

WOSB 10.00%

SDVOSB 5.06%

HUBZone 3.90%

2020

SDB 22.18%

WOSB 10.41% 

SDVOSB 8.91% 

HUBZone 4.39%

2021 N/A

2022 N/A

 * Targets reflect statutory requirements for fiscal year performance and are determined by SBA.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-29

PI 2.3.1(c) Percent of GSA contract dollars awarded to small business through 

subcontracting

Lead Office: Office of Small and Disadvantaged Business Utilization

Fiscal Year Target* Results

2017 29.0% 42.4%

2018 29.0% 24.1%

2019 25.5% 22.1%

2020 24.0% 29.3%

2021 20.0% N/A

2022 TBD N/A

 * Targets reflect goals established by SBA for fiscal year performance.

PI 2.3.1(d) Percent of GSA contract dollars awarded through subcontracting to each

socio-economic small business category (SDB/WOSB/SDVOSB/HUBZone) 

Lead Office: Office of Small and Disadvantaged Business Utilization 

Fiscal Year Targets* Results

2018

SDB 5%

WOSB 5%

SDVOSB 3%

HUBZone 3%

SDB 5.50%

WOSB 4.40%

SDVOSB 1.62%

HUBZone 0.94%

2019 SDB 4.00%

WOSB 4.50%

SDVOSB 1.60%

HUBZone 0.70%

2020 SDB 4.35%

WOSB 4.82%

SDVOSB 2.93%

HUBZone 1.21%

2021 N/A

2022 N/A

 * Targets reflect statutory requirements for fiscal year performance. 

 

PI 2.3.1(e) Agency peer review score of Small Business Act compliance 

(SBA scorecard composite score) 

Lead Office: Office of Small and Disadvantaged Business Utilization

Fiscal Year Target* Results

2017 20% 19.9%

2018 20% 20.5%

2019 20% 21%

2020 20% TBD**

2021 20% N/A

2022 20% N/A

 * Targets are set by SBA.

 ** Results to be provided by SBA.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-30

PI 2.3.1(f) Small business diversification across industries (SBA scorecard composite score) 

Lead Office: Office of Small and Disadvantaged Business Utilization

Fiscal Year Target* Results

2017 10% 10.6%

2018 10% 11.8%

2019 10% 8.8%

2020 10% TBD**

2021 10% N/A

2022 10% N/A

 * Targets are set by SBA.

 ** Results to be provided by SBA.

PI 2.3.1(g) Percent of Multiple Award Schedule (MAS) business volume from small 

businesses 

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2017 33.0% 39.7%

2018 33.0% 38.4% 

2019 33.0% 38.8%

2020 33.0% 37.2%

2021 35.0% N/A

2022 36.0% N/A

_____________________________________________________________________________

STRATEGIC GOAL 3 

Improve the way Federal agencies buy, build, and use technology.

Technology is critical to how every agency accomplishes its mission and serves the 

public. It is at the core of running mission-support operations, safeguarding critical information, and 

analyzing program data for agency decision making. However, the Federal Government continues to 

struggle with legacy IT systems, IT modernization hurdles, and procurement challenges, as well as 

keeping pace with the public’s expectations for digital services. 

The challenge of supporting, managing, and securing legacy systems significantly hinders the ability of 

Federal agencies to meet current and evolving mission requirements. GSA continues to lead 

modernization initiatives across the Government that provide agencies with modern IT solutions and 

advisory services that can transform business operations, reduce costs, improve agility, and increase 

security. An overarching goal of these initiatives is to shift more Federal IT spending from operations and 

maintenance of legacy systems to investment in modern platforms. 

The Federal IT procurement process includes requirements development and acquisition practices that 

can be burdensome and time consuming. GSA is helping agencies adopt new approaches for buying 

commercial off-the-shelf and as-a-service solutions. GSA is leading the development of modular 

contracting approaches to enable agile and efficient development of complex new requirements. GSA’s 

goal is to assist agencies through the entire life cycle of procurement and system development.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-31

Keeping up with the public’s expectations for high-quality digital services has been challenging for the 

Government. The technology challenges facing Federal agencies and the direct effect on the public have 

only grown with the COVID-19 pandemic. GSA will prioritize working across Government to improve the 

customer experience by providing Federal agencies with digital products and professional services that 

make customer interactions with public services simple, fast, and secure.

GSA will continue to deliver innovative solutions through IT Centers of Excellence (CoE), administration 

of the Technology Modernization Fund (TMF), IT Category products and services, and Technology 

Business Management program management services. GSA’s mix of talent and expertise in acquisition, 

technology, and service delivery — combined with the agency’s Government-wide scope and scale —

makes it an agent of transformation in how Federal agencies buy, build, and use technology.

_____________________________________________________________________________

Strategic Objective 3.1: Lead Government-wide technology modernization initiatives. 

GSA is well positioned to help agencies meet goals to modernize Government IT networks. GSA offers 

the full spectrum of technology assistance, including experts who assess system design, apply usercentered research and design techniques common in the private sector, and ensure fit with agency 

needs. 

GSA also offers platforms, services, and vehicles to assist agencies in acquiring and utilizing modern IT 

tools and practices. These include supporting agency transitions to cloud-based services; authentication 

and authorization services that seamlessly integrate with an agency’s public-facing systems; IT 

infrastructure modernization; cost-efficient and well-designed tools to communicate digitally with the 

public; and reducing reliance on legacy IT through administration of the TMF. These partnerships with 

industry and customer agencies foster trust and confidence in the goal of delivering modern and 

essential Government services.

Goal Leader Sonny Hashmi, Commissioner

Federal Acquisition Service

Contributing Programs ● Technology Transformation Services (TTS)

● Information Technology Category

● TMF Program Management Office (PMO)

Performance Goal 3.1.1 - Provide agencies with cloud authorizations to modernize 

 IT portfolios 

Benefit to the Public Modernized IT portfolios across the Government maximize taxpayer dollars 

by facilitating service delivery to the public that is more robust, secure, user 

friendly, and less burdensome to manage. When IT portfolios are 

modernized, taxpayer dollars are maximized as modernization becomes the 

priority over maintenance of costly legacy alternatives with limited 

capabilities.

Performance 

Indicator Definition

Number of times FedRAMP authorized products have been reused by 

agencies (cumulative): 

Measures the efficiency and effectiveness of the FedRAMP program to 

balance security and speed of operationalizing cloud solutions for agency 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-32

use. The indicator captures the cumulative number of times FedRAMP 

authorized products have been reused by agencies.

PI 3.1.1 Number of times FedRAMP authorized products have been reused by

agencies (cumulative)

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2017 N/A 637

2018 N/A 904

2019 N/A 1,273

2020 N/A 1,847

2021 2,397 N/A

2022 3,002 N/A

Performance Goal 3.1.2 - Expand agencies’ use of GSA technology solutions

Benefit to the Public The IT modernization metric identifies the degree to which Information 

Technology Category (ITC) vehicles are meeting agency mission needs for 

best value contracts to support major IT modernization initiatives, and is 

reflective of GSA’s role in improving the way Federal agencies buy, build, and 

use technology. 

Performance 

Indicator Definition

Percent of Major IT Project spend with GSA involvement:

Use of GSA ITC contract vehicles to support modernization efforts when 

compared to total dollars used to support modernization. Major IT Spend as 

identified in the ITdashboard.gov is being used as a proxy for IT 

Modernization. “GSA Major IT Spend” includes all spend associated with a 

major IT project when a GSA contract was used for any portion of that 

contract.

PI 3.1.2 Percent of Major IT Project spend with GSA involvement 

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2018 N/A 22%

2019 N/A 23%

2020 24% 28.9%

2021 29% N/A

2022 31% N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-33

__________________________________________________________________________

Strategic Objective 3.2: Drive more efficient and innovative Government procurement of 

technology services. 

The United States is a global leader in software and technology. Government must harness this national 

leadership in technology to not only drive economic growth, but to also improve internal business 

practices and better serve the public. The acquisition process is a key success factor in Government 

technology practices. GSA is committed to developing and sharing the talent, best practices, and policy 

improvements needed to bring about these changes. Multiple components of GSA play a role in driving 

this strategic objective. 

GSA’s staff is identifying and incorporating best practices in technology acquisition and offering handson assistance to agencies at every stage of the process, including research and scoping, user research 

and prototype development, solicitation drafting and technical evaluation, post-award support, and 

technical assistance during implementation. The skills and knowledge developed in the organization will 

be intentionally shared and disseminated across the Federal workforce to improve overall management 

of IT acquisition and operations. 

Goal Leader Sonny Hashmi, Commissioner

Federal Acquisition Service

Contributing Programs ● ITC

● TTS

● Assisted Acquisition Services (AAS)

Performance Goal 3.2.1 - Improve agency technology procurement capabilities through 

 acquisition consulting

GSA provides value to agencies through assisted acquisition solutions that address the full life cycle 

of complex IT build and delivery. This includes acquisition consulting services to agencies to 

complement their support staff and obtain high-quality procurement and vendor management. This 

goal measures GSA’s ability to be a go-to partner for complex technology procurements across the 

Government.

Benefit to the Public GSA works with agencies to ensure IT systems have the best possible system 

design and user-centered development techniques. GSA collaborates with 

agency IT staff, business programs, and acquisition shops to ensure 

exceptional financial, contracting, and legal counsel for its acquisitions. 

Taking these steps reduces risk and provides best value solutions to agency 

customers and the taxpayers.

The CoEs were established to accelerate IT modernization across 

Government to improve the public experience and increase operational 

efficiency. To accomplish these objectives, the CoEs centralize top 

Government tech talent, leverage private-sector best practices, and operate 

with a teaming mindset to collaborate across Government departments and 

agencies.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-34

Performance 

Indicator Definition

(a) Centers of Excellence (number of Interagency Agreements (IAAs) signed 

(cumulative):

Cumulative number of agencies who have engaged GSA to stand up at 

least one CoE.

(b) Centers of Excellence (cumulative):

Cumulative number of individual CoEs stood up across the Government.

PI 3.2.1(a) Centers of Excellence (number of IAAs signed, cumulative) 

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2018 N/A 2

2019 N/A 5

2020 7 16

2021 18 N/A

2022 28 N/A

PI 3.2.1(b) Centers of Excellence (cumulative) 

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2018 N/A 5

2019 N/A 14

2020 19 35

2021 38 N/A

2022 50 N/A

___________________________________________________________________________ 

Strategic Objective 3.3: Lead implementation of technical standards, policies, and strategies.

Modernizing Government IT will require the Federal Government to rethink how it builds and 

implements technical standards, policies, and strategies. Federal agencies, the private sector, and other 

stakeholders need to be actively involved throughout the entire policy development life cycle, to ensure 

the best outcomes.

When it comes to working with agencies on technical standards, policies, and strategies, GSA’s core 

principles are:

● Be a trusted Government partner — Align GSA’s mission with that of the agency’s Government 

clients, to continuously improve the effectiveness of Federal IT;

● Craft long-term solutions — Foster a culture and history of finding smart IT solutions for complex 

and challenging cross-agency issues;

● Leverage Federal scale — Maximize the purchasing and processing power of the Federal 

Government to enable faster, cost-effective adoption of new technologies; and

● Champion the Chief Information Officer (CIO) — Work with agency CIOs to understand, support, 

and address their most challenging issues. 

GSA supports CIOs, IT procurement personnel, and other decision makers with services, expertise, and 

solutions to address a broad spectrum of Federal IT challenges. GSA also serves as the hub for 

Government-wide communities of practice, supporting cross-agency collaboration to solve the 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-35

Government’s most pressing IT challenges. These strategies improve the Federal IT ecosystem, create 

efficiencies, and reduce burden across Government. 

Goal Leader Krystal Brumfield, Associate Administrator

Office of Government-wide Policy

Contributing Program Office of Information Integrity and Access

Performance Goal 3.3.1 - Provide agencies with the tools and resources to implement IT 

 standards and policies. 

GSA is committed to helping agencies understand and comply with Federal IT policies and 

standards. This goal captures GSA’s ability to help agencies optimize data centers, and ensure that 

cybersecurity threats related to identity management are mitigated.

Benefit to the Public Clear IT standards and policies result in increased policy compliance, 

enabling agencies to deliver more effective and efficient services, resulting in 

Government-wide cost savings and better access to Government 

information and services for the public.

Performance 

Indicator Definition

(a) Number of cloud strategies and actions plans developed in accordance 

with update to Data Center Optimization Initiative (DCOI) (cumulative):

As a result of working with the PMO, and based on agency needs and 

capabilities, agencies will have:

● An identification of needs and establishment of a governance model;

● An inventory of agency applications and matching of security 

boundaries;

● A business value and technical fit assessment;

● A total cost of ownership assessment;

● A scoring of application business value; and

● Application placement determinations (Review, Reward, Remove, 

Refresh).

(b) Number of agencies with updated risk assessments that were completed 

utilizing Federal Government Identity, Credential, and Access 

Management (FICAM) playbooks and tools:

These assessments will serve in reaching the following outcomes (as 

outlined in OMB M-19-17):

1. Contextualizing identity in the Federal Government;

2. Managing identities, credentials, and access in modern Government;

3. Adapting the Government’s approach to Homeland Security 

Presidential Directive 12 (HSPD-12);

4. Shifting the operating model beyond the perimeter;

5. Improving digital interactions with the American public; and

6. Enumerating Government-wide responsibilities. 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-36

PI 3.3.1(a) Number of cloud strategies and action plans developed in

accordance with update to DCOI 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2019 N/A N/A

2020 5 5

2021 5 N/A

2022 5 N/A

PI 3.3.1(b) Number of CFO Act agencies with updated risk assessments 

completed utilizing FICAM playbooks and tool (cumulative) 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2019 N/A N/A

2020 6 6

2021 12 N/A

2022 16 N/A

________________________________________________

STRATEGIC GOAL 4

Design and deliver expanded shared services within GSA and 

across the Federal Government to improve performance and 

save taxpayer money.

Mission-support services across Government are challenged by inefficiencies and manual processes, 

duplicative investments in technology and capabilities, and an inability to consistently modernize 

technology and business practices. GSA is well placed to help change the way the Government conducts 

mission-support services by designing and delivering expanded shared services in key areas such as IT 

support, finance, acquisition, and building services.

Shared services is an industry-leading practice with proven success in consolidating processes, systems, 

and workforce to reduce costs and deliver common services in a standard way across complex 

enterprises. This practice also creates opportunities to share specialists and time-tested approaches 

across agencies. Helping agencies share common services and technology today will mean long-term 

cost savings for the public, and a Government that is leaner and better equipped. 

At GSA, the mission is to provide services to agencies. The agency’s robust supplier relationships and 

access to leading practices in industry for all support services allow GSA to bring innovative, proven 

solutions to the Federal Government. GSA’s role in Government-wide policy implementation and data 

analysis is also a key factor in helping agencies overcome barriers to improving their own missionsupport operations and adopting shared services. To coordinate these efforts and fully realize its 

potential, GSA continues to develop stronger organizational capabilities to understand customer 

demand, work with industry to provide efficient and effective supply, and incorporate services from 

across GSA to satisfy the needs of Federal agencies.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-37

___________________________________________________________________________

Strategic Objective 4.1: Develop new organizational capabilities to understand customer 

demand and deliver integrated offerings to support common business processes 

Government-wide.

The first three goals in this strategic plan focus on advancing and improving GSA’s capabilities in real 

estate, acquisition, and technology to better support agency missions Government-wide. However, 

GSA’s ability to integrate those capabilities into comprehensive lifecycle solutions will create the 

greatest value for agencies and the American people. To accomplish this goal, GSA will collaborate with 

customers, improve how its components coordinate, and align operations to seamlessly meet customer 

needs. 

GSA will continue to seek to improve its offerings by using performance evaluation and market

competition to incentivize its industry partners to deliver high-quality service. GSA’s service processes 

and pricing will be transparent so customers can hold the agency accountable for delivering services 

that achieve both quality and cost expectations.

Goal Leaders

Sonny Hashmi, Commissioner

Federal Acquisition Service

Allison Azevedo, Acting Commissioner

Public Buildings Service

Ed Walters, Chief Customer Officer

Office of Customer Experience 

Performance Goal 4.1.1 – Expansion of centralized services 

GSA will develop and expand common solutions and service offerings for mission-support services, 

to drive more efficient and effective processes that help agencies maximize mission delivery. To 

eliminate redundancies and reduce Government-wide fleet costs, GSA’s Fleet program has 

partnered with agencies to study their vehicle inventories to identify savings and efficiency 

opportunities, and will continue to partner with stakeholders to implement study 

recommendations. GSA will consolidate 2,000 vehicles in FY 2021 and an additional 3,000 vehicles 

in FY 2022, pending agencies’ commitments to implement study recommendations and the 

agencies having the required funds. As agencies begin to increase use of electric vehicles in 

alignment with the Administration’s Zero Emission Vehicle goals, consolidating to GSA’s leased 

fleet provides agencies a viable long-term solution for shifting from conventional fuel to electric by 

stabilizing costs, centralizing maintenance, and better managing data.

Benefit to the Public Centralized fleet management functions provide agencies with savings and 

benefits of a shared fleet management service. 

Performance Indicator 

Definition

Number of agency-owned (non-GSA) vehicles consolidated by GSA:

Vehicle consolidations allow agencies to convert their agency-owned 

vehicles into GSA’s full lifecycle fleet leasing service. In many cases, 

consolidating agency-managed vehicles into the GSA Fleet eliminates 

redundancies and reduces costs to manage motor vehicle operations. The 

metrics capture the number of vehicles that GSA plans to consolidate over 

the next 2 years from multiple customer agencies.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-38

PI 4.1.1 Number of agency-owned (non-GSA) vehicles consolidated by GSA

Lead Office: Federal Acquisition Service

Fiscal Year Target Results

2017 N/A 911

2018 N/A 1,790

2019 N/A 1,805 

2020 1,500 1,597

2021 2,000 N/A

2022 3,000 N/A

_____________________________________________________________________________

Strategic Objective 4.2: Promote adoption of shared services by agencies through policy, 

guidance, and benchmarking.

GSA’s Office of Shared Solutions and Performance Improvement (OSSPI) has been a leader in educating 

and helping Government agencies understand the benefits of shared services, playing a central role in 

the development of policy, best practices, and strategic planning for mission-support services across 

Government. GSA OSSPI provides overall program management for the “Sharing Quality Services” Cross 

Agency Priority (CAP) goal and serves as a shared services/solutions subject matter expert to the CAP 

goal strategy and implementation. 

Through management of the governance of the Shared Services Governance Board (SSGB), Business 

Standards Council (BSC), Quality Service Management Office (QSMO) Roundtable, and Senior 

Accountable Point of Contact (SAPOC) body, OSSPI regularly engages providers and customers in the 

shared service community. Interactions with these bodies and a newly created Customer Community of 

Practice ensure the voice of the customer is incorporated into business standards and implementation 

strategies of QSMOs, which serve as Government-wide storefronts, offering multiple solutions for 

technology and services in their functional area. OSSPI also coordinates with service providers to 

increase use of existing shared services that have been proven to demonstrate value, and assists 

agencies with guidance to support planning, management, and monitoring of Federal-wide and agency 

specific modernization activities, per the Modernization and Migration Management (M3) Framework. 

Goal Leader Krystal Brumfield, Associate Administrator 

Office of Government-wide Policy

Contributing Programs Office of Shared Solutions and Performance 

Improvement (OSSPI)
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-39

Performance Goal 4.2.1 - Reduce barriers to entry to facilitate easier adoption of 

 shared services

Benefit to the Public Making it easier to move to shared services will help eliminate redundancy, 

mitigate risk, and consolidate buying power to reduce costs. 

Performance 

Indicator Definition

(a) Number of business lines that go through a readiness assessment: 

As new and emerging functional areas are identified for service delivery 

optimization and standardization, an agency readiness assessment 

must be completed. The readiness assessment supports the 

development of a baseline analysis on the current state of services 

across the agency community in a mission-support functional area. This 

analysis informs decision making and the development of a strategic 

plan that targets improved Government-wide and agency efficiencies in 

policy, operating models, technology, and standards alignment within 

the functional area. The decisions and planning that result from the 

assessment provide clarity on next steps needed to improve the 

availability and value of mission-support resources and performance 

levels that are available Government-wide.

(b) Number of components that have advanced to the next stage of the 

standards development process as part of the Federal Integrated 

Business Framework (FIBF):

Designated standards leads must complete five components of the FIBF 

to establish a baseline for common Government-wide business 

standards within each functional area. These components are identified 

as: Federal Business Lifecycles, Business Capabilities, Business Use 

Cases, Standard Data Elements, and Performance Metrics. Ongoing 

reviews and an established governance process ensure components of 

the draft standards are ready to advance through each stage of the 

standards development process. 

PI 4.2.1(a) Number of business lines that go through a readiness assessment 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2018 N/A 5

2019 N/A 1

2020 1 1

2021 1 N/A

2022 1 N/A

PI 4.2.1(b) Number of components that have advanced to the next stage of the 

standards development process as part of the FIBF 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2018 N/A 5

2019 N/A 15

2020 12 21

2021 12 N/A

2022 12 N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-40

______________________________________________________________________________

Strategic Objective 4.3: Support the overall mission of GSA by investing in our employees and 

modeling how GSA delivers internal support services, while providing policy guidance across 

Government.

To strengthen GSA’s ability to lead by example in Government management, it is important that GSA’s 

support services be among the most efficient and effective in Government. GSA’s C-Level Organizations 

(CXO) functions (acquisition, finance, human capital, IT) will seek to build on recent performance gains, 

accelerating reforms to streamline operations and align with customer needs. GSA prides itself on 

understanding how business operations benefit the Government. GSA will look to the very best business 

organization equivalents for performance comparisons and benchmarks, challenging itself to match or 

exceed their performance.

When GSA is advising other agencies on methods to improve their support operations — whether 

through organizational fixes or migrating to shared services — GSA should adopt a like-minded approach 

to pursuing efficiency gains and service quality. GSA’s credibility across Government is enhanced when 

GSA demonstrates that the solutions it recommends externally are used inside of GSA as well. This is 

true for the traditional CXO functions and for non-CXO functions that also enable GSA to achieve its 

mission.

GSA recognizes the importance of engaging the entire workforce in this mission. For many, the agency’s 

growing emphasis on providing customers with integrated solutions, lifecycle management, and shared 

services will present both a challenge and an opportunity. It is incumbent on GSA to invest in its 

workforce and develop the skills, tools, and inspiration for employees to excel at delivering core and 

emerging services to GSA’s customers and suppliers.

Although the public health COVID-19 emergency continues to impact GSA’s overall competition metrics, 

GSA will leverage Government-wide contracts to ensure robust competition when acquiring goods and 

services.

GSA investments in technology and people will continue to allow for a smooth and effective teleworkready workforce to meet organizational challenges presented during and after the COVID-19 pandemic. 

GSA will maintain its position as a resourceful incubator of innovative solutions for shared missionsupport services.

Goal Leaders All GSA Offices

Performance Goal 4.3.1 - Efficient and effective mission-support services at GSA 

 (CXO and non-CXO functions)

GSA must ensure that internal operations are efficient and effective to support low-cost, highquality products and services. This focus on internal excellence is carried forward in how GSA 

provides mission-support services to the Government-wide community. 

Benefit to the Public Effective and efficient GSA internal operations decrease the cost burden to 

agency customers, freeing up funds to meet mission objectives for the 

American public.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-41

Performance 

Indicator Definition

(a) Total GSA operating cost as a percent of goods and services provided:

For all of GSA’s major products or services: Total operating costs (direct 

and indirect) divided by total revenues. 

(b) Effectiveness of GSA CXO functions, as measured by customer 

 satisfaction:

From the President's Management Agenda (PMA) Benchmarking 

Initiative’s Customer Satisfaction Survey: Equally weighted composite 

customer satisfaction score for GSA’s CXO functions (acquisition, 

financial management, human capital, IT, and services).

(c) Percent of GSA IT portfolio utilizing cloud technologies:

Divides the number of GSA IT investment line items (from IT portfolio 

summary) that are utilizing cloud technologies by the total number of 

eligible GSA IT investment line items that could adopt cloud services.

(d) Competition rate for GSA acquisitions:

Provided from the Federal Procurement Data System (FPDS) source 

data. Total dollar value of GSA-competed actions divided by the total 

dollar value of GSA-obligated actions; including contracts that GSA 

provisions through reimbursable agreements with other agencies. 

(e) Competitive One-Bid rate for GSA acquisitions:

Provided from FPDS source data. Total dollar value of GSA-competed 

actions with only one bid divided by the total dollar value of GSAcompeted actions; includes contracts that GSA provisions through 

reimbursable agreements with other agencies.

PI 4.3.1(a) Total GSA operating cost as a percent of goods and services provided

Lead Office: Office of the Chief Financial Officer

Fiscal Year Target Results

2017 9.61% 9.25%

2018 9.20% 8.45%

2019 9.00% 8.01%

2020 8.60% 7.64%

2021 8.25% N/A

2022 8.25% N/A

PI 4.3.1(b) Effectiveness of GSA CXO functions, as measured by customer

satisfaction (7-point scale) 

Lead Offices: OCFO, OAS, OHRM, and GSA IT

Fiscal Year Target Results

2017 N/A 5.07

2018 5.15 5.16

2019 5.23 5.42

2020 5.27 5.49

2021 5.40 N/A

2022 5.45 N/A
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-42

PI 4.3.1(c) Percent of GSA IT portfolio utilizing cloud technologies 

Lead Office: GSA IT

Fiscal Year Target Results

2017 N/A 42%

2018 44% 47%

2019 50% 50%

2020 52% 52.9%

2021 53% N/A

2022 55% N/A

PI 4.3.1(d) Competition rate for GSA acquisitions 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2017 N/A 81.4%

2018 80.0% 82.6%

2019 80.0% 85.4%

2020 80.0% 84.2%

2021 80.0% N/A

2022 80.0% N/A

PI 4.3.1(e) Competitive One-Bid rate for GSA acquisitions 

Lead Office: Office of Government-wide Policy

Fiscal Year Target Results

2017 N/A 14.9%

2018 15.0% 18.0%

2019 15.0% 15.4%

2020 15.0% 14.8%

2021 15.0% N/A

2022 15.0% N/A

Performance Goal 4.3.2 - Highly engaged GSA workforce that is prepared to support and 

deliver new and expanded offerings

A workforce that places the customer at the center of daily operations can deliver on current needs 

and provide solutions that meet future requirements. Developing a proactive workforce of this 

caliber enables successful delivery of new and expanded offerings.

Benefit to the Public When GSA reduces agency burdens and provides high-quality and low-cost 

services to customer agencies, it enables a more efficient and effective 

delivery of their missions to the public.
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-43

Performance 

Indicator Definition

GSA Overall Employee Engagement Index (EEI):

The U.S. Office of Personnel Management (OPM) measures an EEI, which 

assesses critical conditions conducive for employee engagement. Questions 

from the OPM Federal Employee Viewpoint Survey (FEVS) are used to 

calculate EEI. The index comprises FEVS questions in three subcategories: 

“Leaders Lead,” “Supervisors,” and “Intrinsic Work Experience.” The index is 

calculated by taking the average percent positive response to each of the 

FEVS questions in the three subcategories.

PI 4.3.2 GSA Overall Employee Engagement Index (EEI) 

Lead Offices: GSA Services and Staff Offices

Fiscal Year Target Results

2018 N/A 76%

2019 N/A 78%

2020 N/A 83%

2021 83% N/A

2022

1% increase from FY21 

result or target is the result 

score for previous year*

N/A

*If FY 2021 EEI score decreases from the FY 2020 result, then the FY 2022 target would be the FY 2021 

result plus a 1 percent increase. If FY 2021 EEI score remains constant or increases from FY 2020 

result, then the FY 2022 target would equal the FY 2021 result. 
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-44

APPENDIX: ACRONYM AND ABBREVIATION LIST

____________________________________________________

AAS Assisted Acquisition Service

APP Annual Performance Plan

APR Annual Performance Report

BOMA Building Owners and Managers 

Association

BSC Business Standards Council

BTU British Thermal Units

CAP Cross Agency Priority

CBCA Civilian Board of Contract 

Appeals

CFO Chief Financial Officer

CIO Chief Information Officer

CoE Center of Excellence

CXO C-Level Organizations

DCOI Data Center Optimization 

Initiative

EEI Employee Engagement Index

FAS Federal Acquisition Service

FedRAMP Federal Risk and Authorization 

Management Program

FEVS Federal Employee Viewpoint 

Survey

FIBF Federal Integrated Business 

Framework

FICAM Federal Identity, Credential, 

and Access Management 

FITARA Federal Information 

Technology Acquisition Reform 

Act

FM Facilities Management

FPDS Federal Procurement Data 

System

GSA General Services 

Administration

GSF Gross Square Feet

HSPD-12 Homeland Security 

Presidential Directive 12

HUBZone Historically Underutilized 

Business Zone

IFF Industrial Funding Fee

IT Information Technology

ITC Information Technology 

Category

M3 Modernization and Migration 

Management

MAS Multiple Award Schedule

NAICS North American Industry 

Classification System

NPV Net Present Value

OAS Office of Administrative 

Services

OCE Office of Customer Experience

OCFO Office of the Chief Financial 

Officer

OCIA Office of Congressional and 

Intergovernmental Affairs

OCR Office of Civil Rights

OGC Office of General Counsel

OGP Office of Government-wide 

Policy

OHRM Office of Human Resources 

Management

OIG Office of Inspector General

OMA Office of Mission Assurance

OMB Office of Management and 

Budget

OSC Office of Strategic 

Communication

OSDBU Office of Small and 

Disadvantaged Business 

Utilization

OSSPI Office of Shared Solutions and 

Performance Improvement

PBS Public Buildings Service

PG Performance Goal
U.S. General Services Administration FY 2022 Annual Performance Plan

APP-45

PI Performance Indicator

PMA President's Management 

Agenda

PMO Program Management Office

QSMO Quality Service Management 

Office

REXUS Real Estate Across the United 

States

RSF Rentable Square Feet

SAPOC Senior Accountable Point of 

Contact

SBA Small Business Administration

SDB Small Disadvantaged Business

SDVOSB Service-Disabled VeteranOwned Small Business

SO Strategic Objective

SSGB Shared Services Governance 

Board

TMF Technology Modernization 

Fund

TTS Technology Transformation 

Services

WOSB Woman-Owned Small Business