U.S. GENERAL SERVICES ADMINISTRATION

GSA FY 2020 Annual Performance Report

Service ♦ Accountability ♦ Innovation
U.S. General Services Administration FY 2020 Annual Performance Report

 1

TABLE OF CONTENTS

EXECUTIVE SUMMARY 2

PURPOSE 2

ABOUT GSA 2

GSA MISSION, VISION, and VALUES 3

ORGANIZATIONAL STRUCTURE 3

STRATEGIC FRAMEWORK 8

FY 2020 - 2021 AGENCY PRIORITY GOALS (APGs) 9

FY 2020 PERFORMANCE RESULTS 10

FY 2020 PERFORMANCE REPORTS 14

STRATEGIC GOAL 1 14

Save taxpayer money through better management of Federal real estate. 14

STRATEGIC GOAL 2 24

Establish GSA as the premier provider of efficient and effective acquisition solutions across the 

Federal Government. 24

STRATEGIC GOAL 3 35

Improve the way Federal agencies buy, build, and use technology. 35

STRATEGIC GOAL 4 45

Design and deliver expanded shared services within GSA and across the Federal Government to 

improve performance and save taxpayer money. 45

MANAGEMENT AND PERFORMANCE CHALLENGES 56

EVIDENCE-BUILDING 56

DATA VALIDATION AND VERIFICATION 57

APPENDIX: ACRONYM AND ABBREVIATION LIST 58
U.S. General Services Administration FY 2020 Annual Performance Report

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EXECUTIVE SUMMARY

PURPOSE

The U.S. General Services Administration’s (GSA) FY 2020 Annual Performance Report (APR) presents 

information on the agency's outcomes in achieving goals and objectives described in the GSA FYs 2018-

2022 Strategic Plan and the FY 2020 Annual Performance Plan (APP). This report encompasses progress 

on strategic objectives, performance goals, and Agency Priority Goals (APGs). 

Structured by strategic goals and objectives, the report:

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

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

● explains performance improvement strategies, and

● provides a summary of progress for each strategic objective, comparing results achieved against 

performance goals and associated indicators established in the FY 2020 APP.

The APR 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 (2020), 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. 

President Truman sought 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 

had 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 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 own mission—to deliver value and savings in real 

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

GSA provides the spaces, technical innovations, and goods and services essential to operate the Federal 

government. It provides workplaces by constructing, managing, and preserving government buildings 

and by leasing and managing commercial real estate. Its acquisition solutions offer private sector 

professional services, equipment, supplies, telecommunications, and information technology to 

government organizations and the military. Its technology leadership helps agencies buy, build, and use 

technology in ways that support their missions to better serve the public. GSA’s implementation of 

government-wide policies promotes 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 — for 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 and continued to deliver on its mission and strategic goals.
U.S. General Services Administration FY 2020 Annual Performance Report

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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 2020 Annual Performance Report

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FY 2020 GSA LEADERSHIP

 OFFICE OF THE ADMINISTRATOR 

Emily W. Murphy

Administrator

Allison F. Brigati

Deputy Administrator

 

 Robert Borden

 Chief of Staff

Carla Sansalone

White House Liaison 

NATIONAL SERVICES OFFICE OF 

GOVERNMENT-WIDE POLICY INDEPENDENT OFFICES

Julie Dunne

Federal Acquisition 

Service

Daniel W. Mathews

Public Buildings 

Service

Jessica Salmoiraghi

Office of Governmentwide Policy

Carol F. Ochoa

Office of 

Inspector General

Jeri Somers

Civilian Board of 

Contract Appeals

REGIONAL ADMINISTRATORS 

Chris Averill

Region 1 

New England 

Boston, MA

John A. Sarcone III

Region 2 Northeast & 

Caribbean 

New York, NY

Joyce C. Haas

Region 3

Mid-Atlantic 

Philadelphia, PA

Brian Stern

Region 4

Southeast Sunbelt 

Atlanta, GA

Bradley Hansher

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

Katie Gates 

Region 8 

Rocky Mountain 

Denver, CO

Thomas Scott

Region 9 

Pacific Rim 

San Francisco, CA

Roy Atwood

Region 10 

Northwest/Arctic

Auburn, WA

Scott Anderson

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 GSA IT

Mary Gibert

Office of Civil Rights

Jeffrey A. Post

Office of Congressional 

and Intergovernmental 

Affairs 

Edward W. Walters III

Office of Customer 

Experience

Jack St. John 

Office of General 

Counsel

Traci DiMartini

Office of Human 

Resources

Management

Robert J. Carter

Office of Mission 

Assurance

Brian F. Barnes

Office of Small and 

Disadvantaged

Business Utilization

Mark M. McHale

Office of Strategic 

Communication
U.S. General Services Administration FY 2020 Annual Performance Report

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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 28 

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 225,000 leased vehicles, is responsible for the overall management and 

leadership of the Government-wide charge card program which encompasses 4.3 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 and IT portfolios to improve the public’s experience with government, FAS 

developed and deployed Centers of Excellence by obtaining and sharing technology applications, 

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

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 nearly 370 million square feet of rentable workspace. 

Based on FY 2020 Real Estate Across the United States (REXUS) data, GSA has 504 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, 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 Governmentwide data.
U.S. General Services Administration FY 2020 Annual Performance Report

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STAFF OFFICES

GSA’s Staff Offices support the enterprise and ensure GSA is prepared to meet the needs of customers, 

whether on a day-to-day basis or in crisis situations. They are:

● 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 agency liaison 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.
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● 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 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.
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STRATEGIC FRAMEWORK

GSA established long-term strategic goals for the major functions and operations of the agency — real 

estate, acquisition, technology, and shared services — that provide context for prior fiscal year progress 

made on strategic objectives, performance goals, agency priority goals, and key indicators. The strategic 

framework as outlined 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 Generate savings by 

negotiating leases at or below 

market rates (Agency Priority Goal 

(APG))

● 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 

GSA disposals 

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 Expansion of centralized 

service

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 Consolidate Multiple 

Award Schedules (APG)

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 

● 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 GSA delivers 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 2020 Annual Performance Report

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FY 2020 - 2021 AGENCY PRIORITY GOALS (APGs)

APG 1

Goal Leaders: 

Daniel W. Mathews 

PBS Commissioner

Allison Azevedo 

PBS Deputy Commissioner

Leased Building Operations 

GSA will achieve savings for the taxpayer by negotiating 

leases below average market rates by engaging in longer 

lease terms when they allow GSA to obtain more 

favorable rates and conditions; increasing the use of the 

force multiplier tools, both the Automated Advanced 

Acquisition Program (AAAP) and the GSA Leasing Support 

Services (GLS) contract; and timely replacement of 

expiring leases.

APG 2

Goal Leaders: 

Julie Dunne 

FAS Commissioner

Tom Howder

FAS Deputy Commissioner

Multiple Award Schedule Reform - Schedules 

Consolidation 

As part of GSA’s Federal Marketplace strategy to make the 

Government buying and selling experience easy, efficient, 

and modern, GSA will consolidate the agency’s 24 

Multiple Award Schedules (MAS) into one single Schedule 

for products, services, and solutions for more than 12,000 

contractors. [This is a multiphase effort with the third and 

final phase beginning in August 2020 to address 

approximately 14 percent of those contractors holding 

multiple contracts.] In fiscal year 2021, FAS will focus on 

the final phase of consolidation, working with the vendor 

community to establish plans for contractors with 

multiple contracts on how and when they will achieve the 

goal of one contract per contractor.
U.S. General Services Administration FY 2020 Annual Performance Report

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FY 2020 PERFORMANCE RESULTS

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2020 

Targets

SO 1.1 Reduce the cost of the Federal inventory

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

PI 1.1.2 Lease cost relative to average market rate ↓

⦿ FY 2020 - 2021 Agency Priority Goal PBS -5.2% -17% -12.6% ≦ -7.0% 

PI 1.1.3 Percent of leased revenue available after 

administering leasing program ↔ PBS -0.40% -0.56% -0.8% -1.1% to 1% 

PI 1.1.4 Percent of non-competitive sales and 

donations awarded within 220 days ↑ PBS 97.5% 98% 95.5% 93%

PI 1.1.5 Percent of public sale properties awarded 

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

PI 1.1.6 Gross sales revenue from GSA disposals 

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

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

PI 1.2.1 Energy intensity reduction (cumulative % 

reduction from baseline year) ↑ *

PBS 5.41% 5.06% 11.78% 5.31%

PI 1.2.2 Percent of capital construction projects on 

schedule and on budget ↑ PBS 90% 99% 93% 90%

PI 1.2.3 Tenant satisfaction with Government-owned 

and -leased space (Facilities Management Index) ↑

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

PI 1.2.4 Percent of cleaning and maintenance costs 

within market range ↑ PBS 73.6% 72% 74% 80%

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

with customer mission objectives and changing market demand

PI 2.1.1 Customer loyalty score (10-point scale) ↑ FAS 7.5 7.6 7.9 7.6

PI 2.1.2 Acquisition program savings (in billions) ↑ FAS $5.86 $6.51 $5.31 $6.6

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

 ** Tenant Satisfaction Survey was not executed in FY 2020 due to maximum telework and building vacancy in PBS spaces, an effect 

 of the COVID-19 pandemic.
U.S. General Services Administration FY 2020 Annual Performance Report

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(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

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

access for our customers and suppliers

PI 2.2.1 Supplier satisfaction score (5-point scale) ↑ FAS 3.69 3.65 3.81 3.70

PI 2.2.2(a) Percent of vendors transitioned to new 

consolidated Multiple Award Schedules (MAS) ↑

⦿ FY 2020 - 2021 Agency Priority Goal 

FAS N/A N/A 99% 50%

PI 2.2.2(b) Multiple Award Schedule (MAS) Sales 

(in billions) ↑

⦿ FY 2020 - 2021 Agency Priority Goal

FAS $31.2 $32.0 $36.6 $32.3

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

PI 2.3.1(a) Percent of GSA contract dollars awarded 

to small business through prime contracting ↑ OSDBU 38.82% 42.69% 49.16%* 29.0%**

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%

22.16%

10.49%

8.90%

4.41%

5% 

5%

3%

3%

PI 2.3.1(c) Percent of GSA contract dollars awarded 

to small business through subcontracting ↑ OSDBU 24.1% 22.10% TBD* 24.0%**

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%

4.0%

4.5%

1.60%

0.70%

TBD*

5%

5%

3%

3%

PI 2.3.1(e) Agency peer review score of Small 

Business Act compliance ↑

(SBA scorecard composite score)

OSDBU 20.5 21 TBD* 20**

PI 2.3.1(f) Small business diversification across 

industries ↑ (SBA scorecard composite score) OSDBU 11.8% 8.8% TBD* 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%

SO 3.1 Lead Government-wide technology modernization initiatives

PI 3.1.1 Number of customer agency systems with 

FedRAMP authorizations (cumulative) ↑ FAS 121 159 203 183

PI 3.1.2 Percent of Major IT Project spend with GSA 

involvement ↑ FAS 22% 23% 28.9% 24%

 * The Small Business Administration (SBA) will report final fiscal year results in FY 2021 Q3 or preliminary FY 2020 result shown.

** Target set by 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 2020 Annual Performance Report

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(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019 

Results

FY 2020 

Results

FY 2020 

Targets

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

PI 3.2.1(a) Centers of Excellence (# of Interagency 

Agreements (IAAs) signed) (cumulative) ↑ FAS 2 5 16 7

PI 3.2.1(b) Centers of Excellence (#) (cumulative) ↑ FAS 5 14 35 19

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

PI 3.3.1(a) Percent increase of Government-wide tiered 

data center closures (cumulative) ↑ OGP 8.95% 13.09% 15.83% 14.0%

PI 3.3.1(b) Percent of Government employees and 

contractors that log onto Government networks with a 

standardized, secure credential ↑

OGP 96% N/A* TBD** 98%

PI 3.3.1(c) 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

PI 3.3.1(d) 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

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

integrated offerings to support common business processes Government-wide

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

consolidated by GSA ↑ FAS 1,790 1,805 1,597 1,500

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

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

readiness assessment ↑ OGP 5 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

 *For FY 2019, the annual OMB Federal Information Security Management Act (FISMA) report did not address this metric.

**Results will be available after the annual OMB FISMA Report is released.
U.S. General Services Administration FY 2020 Annual Performance Report

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(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2020 

Targets

SO 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

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%

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

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

technologies ↑ GSA IT 47% 50% 53% 52%

PI 4.3.1(d) Competition rate for GSA acquisitions ↑ OGP 82.6% 85.4% 84.2% 80.0%

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

acquisitions↓ OGP 18.0% 15.4% 14.8% 15.0%

PI 4.3.2 Federal Employee Viewpoint Survey - Connection 

to GSA's Mission (% positive) ↑

GSA 

Service & 

Staff 

Offices 

77% 79.6%

*Not 

Reportable 79%

*FY 2020 Federal Employee Viewpoint Survey was condensed to allow for COVID-19 pandemic questions. Not all Mission Index 

 questions were included in the survey. Thus, results are not reportable for 2020.
U.S. General Services Administration FY 2020 Annual Performance Report

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FY 2020 PERFORMANCE REPORTS

STRATEGIC GOAL 1 

Save taxpayer money through better management of Federal real 

estate.

GSA achieved significant cost savings for the Federal Government by optimizing the use of the GSA real 

estate portfolio. Effective asset management, integrated delivery of workspace solutions, and consistent 

application of project management principles provided customers the opportunity to enhance their 

work environments, reduce real estate costs, and effectively deliver on their missions. Reduced real

estate costs provided opportunities for customers to shift spending to mission-related activities.

Portfolio planning with customers at the national and local levels enabled 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 continued increasing the sales of underutilized Federally owned property to 

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

_____________________________________________________________________________

Strategic Objective 1.1: Reduce the cost of Federal inventory.

PBS has a portfolio cost structure that is not sustainable in the long term given current funding levels. As 

a result, PBS initiated steps to create a portfolio that is solvent by reducing the cost of the real property 

inventory. Strategic and targeted investments in buildings that can generate a return, increase both 

utilization and quality, and create an affordable cost structure are at the center of GSA’s Real Estate 

Investment Strategy. 

To achieve the benefits in managing lease expirations, PBS realigned internal resources to critical 

positions and allotted additional resources to increase productivity and accelerate the lease 

replacement rate. Reducing lease costs for agencies allowed them to dedicate more resources to their 

missions. The Real Estate Investment and Savings Strategic initiative created an opportunity for reducing 

the Federal footprint, saving taxpayer dollars, and fulfilling GSA’s mission.

Goal Leader Daniel W. Mathews, Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management and Customer Engagement

● Leasing

● Real Property Utilization and Disposal

● Construction 

● Acquisition
U.S. General Services Administration FY 2020 Annual Performance Report

 15

Strategic Objective 1.1 – FY 2020 Progress Update

GSA is on a trajectory to realize major cost avoidance for the taxpayer. By improving lease execution 

practices and partnering with customer agencies to shape the demand for leased space, GSA avoided 

approximately $3.5 billion in full-term lease costs from FY 2018 through FY 2020, and is on track to 

exceed its $4.7 billion lease cost avoidance target by FY 2023. As of the end of FY 2020, the aggregated 

GSA lease costs are 12.6 percent below market lease costs for the year. Additional milestone 

achievement throughout FY 2020 is available in the APG Action Plan.

GSA recently developed a 5-year capital improvement plan that will prioritize repair and alterations 

(R&A) projects in Federally owned assets, and takes into consideration potential savings in reducing 

liabilities, consolidating agency footprints, and reducing lease costs. Consolidating tenants and 

improving utilization will reduce the size and cost of the overall Federal inventory. 

While GSA is slightly above its target, GSA’s vacant space rate still compares favorably to the private 

sector. GSA continued its efforts to optimize its real estate footprint, including efforts to balance its 

leased and owned portfolios. In FY 2020, GSA realized an increase of 1.6 million rentable square feet 

(RSF), which included 1.9 million RSF of temporary leased space to support the 2020 Census. In addition, 

the Federally owned inventory increased from the addition of the Department of Transportation 

headquarters in Washington DC (1.5 million RSF), the transfer of 11 assets totaling 600,000 RSF from the 

Department of State for their National Foreign Affairs Training Center, and the activation of building 

modernization projects. GSA will continue to partner with departments and agencies to improve space 

utilization and lower their real estate costs.

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.

Progress Update In FY 2020, GSA had 3.1 percent vacant space in owned and leased buildings, 

missing the target by 0.1 percent. GSA’s vacant space is well below the 

private sector vacancy rate of 12 percent (based on the CBRE US Vacant 

Office Rate). GSA’s goal remains at 3.0 percent vacancy and improvement 

efforts continue. In FY 2021 and beyond, GSA will continue to develop costeffective housing strategies to reduce space, including vacant space, to save 

agencies and taxpayer money. 
U.S. General Services Administration FY 2020 Annual Performance Report

 16

PI 1.1.1 Vacant space in inventory

Fiscal Year Target Results

2017 3.2% 2.9%

2018 3.0% 3.3%

2019 3.0% 3.3%

2020 3.0% 3.1%

Lead Office: Public Buildings Service

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

 ⦿ FY 2020 - 2021 Agency Priority Goal 

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

⦿ FY 2020–2021 Agency Priority Goal:

● 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.

Progress Update In FY 2020, the total aggregated GSA lease costs were 12.6 percent 

below market lease rates. This exceeded the GSA goal of negotiating 

leases 7 percent below market rates. 

PI 1.1.2 Lease cost relative to the average market rate

⦿ FY 2020–2021 Agency Priority Goal

Fiscal Year Target Results

2017 Baseline -3.7%

2018 Baseline -5.2%

2019 Baseline -17.0%

2020 ≦ -7.0% -12.6%

Lead Office: Public Buildings Service

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.
U.S. General Services Administration FY 2020 Annual Performance Report

 17

Performance Indicator 

Definition

Percent of leased revenue available after administering the leasing 

program:

 

● Measures the leasing program’s revenue available after program 

administration costs.

● 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.

Progress Update In FY 2020, GSA had -0.8 percent of lease revenue available after 

administering the lease program, achieving its target. GSA will strive to 

improve this performance goal by working collaboratively across the 

organization. Specifically, GSA will focus on timely and accurate customer 

billing and lessor payments, vacant space and related security expenses, 

lease formulation and buyout costs, and general and administrative 

expenses in excess of PBS fee revenue for small dollar value leases. GSA is 

also working to capture efficiencies by automating certain processes. 

GSA’s goal is to balance expenses with revenue in FY 2021.

PI 1.1.3 Percent of leased revenue available after 

administering leasing program 

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%

Lead Office: Public Buildings Service

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. 
U.S. General Services Administration FY 2020 Annual Performance Report

 18

● 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.

Progress Update Real Property Utilization and Disposal saw 95.5 percent of noncompetitive sales and donations awarded within 220 days, exceeding the 

goal. PBS is optimistic that the organization can continue to maintain this 

level of performance in the long-term. 

PI 1.1.4 Percent of non-competitive sales and donations awarded 

within 220 days 

Fiscal Year Target Results

2017 90% 90%

2018 93% 97.5%

2019 93% 98%

2020 93% 95.5%

Lead Office: Public Buildings Service

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. 

● Time of award refers to the date the offer to purchase is completed 

by GSA and the purchaser.

Progress Update Real Property Utilization and Disposal achieved 100 percent of total 

public sales on time in FY 2020, an improvement from FY 2019. Although 

issues beyond PBS’ control can negatively affect the cycle-time for public 

sales (e.g., weak real estate markets, poor property condition, public 

resistance to the Government property sale, etc.), PBS is optimistic that 

this high level of performance can be sustained.
U.S. General Services Administration FY 2020 Annual Performance Report

 19

PI 1.1.5 Percent of public sale properties awarded within 135 days

Fiscal Year Target Results

2017 90% 98%

2018 98% 98%

2019 98% 99%

2020 98% 100%

Lead Office: Public Buildings Service

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 taxpayer’s investments. 

Performance Indicator 

Definition

Gross sales revenue from GSA disposals ($):

● Measure tracks the total gross revenue of all GSA Federal real 

properties brought to successful sale in fiscal year 2020 and 2021. 

● Will include all sales and those done under any other disposal 

method, and will include any revenue from Federal transfers.

Progress Update Real Property Utilization and Disposal has several reports of excess for 

GSA properties in the pipeline that will contribute toward this measure. 

GSA continues to evaluate their portfolio and conduct due diligence to 

identify additional under and unutilized properties that will be reported 

excess with anticipated sales dates in FY 2021.

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

Fiscal Year Target Results

2017 N/A $50.2

2018 N/A $76.4

2019 $15.0 $61.7

2020 $15.0 $38.2

Lead Office: Public Buildings Service

 

______________________________________________________________________________

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

 all agencies.

GSA will 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. Finally, GSA will 

provide staff with the tools to ensure delivery of high-quality services.
U.S. General Services Administration FY 2020 Annual Performance Report

 20

Goal Leader Daniel W. Mathews, Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management

● Real Property Disposal

● Construction and Acquisition

● Building Operations

● Repairs and Alterations

● GSA Customer Experience

Strategic Objective 1.2 – FY 2020 Progress Update

With the implementation of the PBS Productivity Plan, GSA strives to improve the efficiency with which 

it delivers real estate service programs. Standardizing core processes, using shared tools, and better 

aligning human capital resources to core mission needs ensures that the agency can deliver the highest 

quality services in the most efficient and effective ways, significantly lowering costs to the American 

taxpayer.

In support of lower energy costs and a sustainable environment, GSA continues to focus on reducing 

energy consumption in Federal buildings. Over the past 5 years, GSA achieved more than a 10-percent 

decrease in British thermal units of energy per gross square foot (BTU/GSF), and over a 20-percent 

decrease in the last decade. GSA will continue to undertake cost-effective retrofit and Energy Savings 

Performance Contract (ESPC) projects in support of this goal. 

PBS is undertaking a nationwide effort to examine the methods and tools used to procure building 

maintenance and custodial services, lowering operating costs without affecting service levels to GSA’s 

Federal tenants. In FY 2020, GSA continued to surpass expectations for delivering capital projects, with 

93 percent of projects currently on schedule and on budget. PBS completed 53 projects valued at $2.7 

billion in construction in FY 2020, despite the pandemic through risk mitigation. FY 2020 project 

highlights include:

● FBI Central Records Complex (Winchester, VA): substantially completed in January 2020 under 

budget and ahead of schedule. The project consolidated physical records from nearly 300 

locations into one secure, climate-controlled facility. The Design-Build Institute of America 

recognized GSA’s innovative solutions with numerous awards.

● San Ysidro Land Port of Entry, Phase 3 (San Diego, CA): substantially completed in November 

2019 and attained LEED Platinum certification. Built to address increased traffic at the busiest 

land border crossing in the Western Hemisphere, the project tripled northbound pedestrian 

processing capacity and doubled the number of vehicular lanes entering inspection facilities 

with minimal disruption to Port operations. 

● John A. Campbell Courthouse (Mobile, AL): substantially completed renovation on schedule in 

April 2020 and attained LEED certification. GSA built a new courthouse, refurbished the historic 

building, and back-filled the space with tenants from privately owned offices, resulting in leasecost reduction to U.S. taxpayers. 

● Theodore Levin U.S. Courthouse (Detroit, MI): substantially completed renovation in May 2020 

on budget and on schedule using a streamlined Construction Manager as Constructor approach. 

Upgrades are expected to save $160,000 annually while improving building safety and efficiency.

● John Weld Peck Federal Building (Cincinnati, OH): substantially completed renovation in 

October 2019. Through better space utilization, the project consolidated IRS offices, resulting in 

$1.27 million of annual rent reduction for the agency. Other Federal tenants were relocated 

from private rentals to the newly available space, creating an additional $2.3 million lease-cost 

avoidance for taxpayers.
U.S. General Services Administration FY 2020 Annual Performance Report

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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):

● Represents the cumulative percentage change in British thermal 

units of energy per gross square foot (BTU/GSF*) relative to FY 

2015.**

* BTU/GSF is sometimes called “energy intensity” or the “energy 

usage index.” It is a common metric for describing energy efficiency 

in buildings. 

** Energy reduction mandates and specific percentage targets were 

featured in several past laws and Executive orders; however, the 

current Executive order does not contain a specific reduction target 

or energy usage goal.

Progress Update FY 2020 resulted in one of the fastest energy usage reductions in the 

past several decades; however, most of that reduction was attributed to 

the mild winter temperatures on the East Coast and the expanded 

telework policies and significant building closures in response to the 

COVID-19 pandemic. As these temporary factors subside, PBS expects 

energy usage to increase to close to previous average usage levels.

PI 1.2.1 Energy intensity reduction 

(cumulative percent reduction from FY 2015 baseline) 

Fiscal Year Target Results

2017 5.00% 6.41%

2018 7.50% 5.41%

2019 5.66% 5.06%

2020 5.31% 11.78%

Lead Office: Public Buildings Service

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.
U.S. General Services Administration FY 2020 Annual Performance Report

 22

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.

Progress Update PBS finished FY 2020 with 53 projects valued at $2.7 billion in 

construction. Of these, 22 projects valued at $958 million reached 

substantial completion in FY 2020. The high level of performance in the 

midst of the pandemic can be attributed to key risk mitigation and best 

practices implementation, to include:

● Requiring contractors to be responsible for site-specific pandemic 

plans

● Adapting how projects are delivered versus stopping them outright

● Addressing effects on a contract by contract basis

● Using social distancing and advance scheduling for pre-bid walk 

throughs

● Accelerating work in unoccupied facilities

● Employing technology to assist in virtual inspections

● Promoting engagement with industry

PI 1.2.2 Percent of capital construction projects 

on schedule and on budget

Fiscal Year Target Results

2017 90% 99%

2018 90% 90%

2019 85% 99%

2020 90% 93%

Lead Office: Public Buildings Service

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.
U.S. General Services Administration FY 2020 Annual Performance Report

 23

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 the “4” and “5” responses for 

the nine questions are added then divided by the total number of 

responses. 

Progress Update The Tenant Satisfaction Survey was not executed in FY 2020 due to

maximum telework and building vacancy in PBS spaces, an effect of the 

COVID-19 pandemic.

PI 1.2.3 Tenant satisfaction with Government-owned and -leased 

space Facilities Management (FM) Index 

Fiscal Year Target Results

2017 Baseline 70%

2018 69% 69%

2019 70% 70%

2020 71% N/A*

Lead Office: Public Buildings Service

*Tenant Satisfaction Survey was not executed in FY 2020 due to maximum telework and building

vacancy in PBS spaces, an effect of 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 office-like buildings.

Progress Update Cleaning and maintenance costs fell short of the 80-percent target for 

staying within market range. GSA is undertaking a nationwide effort to 

examine the methods and tools used to procure building maintenance 

and custodial services in order to lower operating costs without affecting 

service levels to GSA’s Federal tenants.
U.S. General Services Administration FY 2020 Annual Performance Report

 24

PI 1.2.4 Percent of cleaning and maintenance costs 

within market range

Fiscal Year Target Results

2017 80% 73.2%

2018 78% 73.6%

2019 80% 72%

2020 80% 74%

Lead Office: Public Buildings Service

__________________________________________________

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 use 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 2020 Annual Performance Report

 25

Goal Leader Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● Customer and Stakeholder Engagement

● Assisted Acquisition Services (AAS)

● Information Technology Category

● General Supplies and Services

● Travel, Transportation, and Logistics

● Office of Enterprise Strategy Management

Strategic Objective 2.1 – FY 2020 Progress Update

GSA continued to design and deliver high quality products and services that support customer agencies. 

Overall, FY 2020 customer loyalty scores increased by 0.3 points to 7.9 (out of 10), measured by the 

annual Customer Loyalty Survey (CLS). The Voice of the Customer application, initiated in FY 2018, has 

increased visibility and accountability of progress on action plans addressing customer and supplier 

feedback. 

In FY 2020, GSA achieved greater than $5 billion in customer savings through acquisition solutions: 

(1) Travel, Transportation, and Logistics Category, 

(2) Information Technology Category, 

(3) AAS, 

(4) GSA SmartPay®️ Refunds, and

(5) Federal Strategic Sourcing Initiatives. 

COVID-19 had an especially dramatic effect on this metric as GSA travel programs represent 

approximately 41 percent of the overall savings target and experienced a nearly 50-percent reduction in 

utilization compared to normal operating years. 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. 

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 uses 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.
U.S. General Services Administration FY 2020 Annual Performance Report

 26

Performance 

Indicator Definition

Customer loyalty score:

● Tracks customer loyalty and ensures GSA’s Federal Acquisition Service 

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. 

● The three key questions are: 

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

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

future? 

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

choice for [product/service]?

● Responses are rated on a 10-point scale where “1” equals “not at all 

likely” and “10” equals “very likely.” 

Progress Update FY 2020, FAS-wide Customer Loyalty scores increased by 0.3 to 7.9 (out of 

10), as measured by the annual Customer Loyalty Survey (CLS). All eight 

measures improved from FY 2019 to FY 2020, including key measures such 

as Satisfaction (up from 3.8 to 4.0 out of 5) and Loyalty Intentions (up from 

7.5 to 7.9). FAS's Net Promoter Score, the likelihood that customers would 

recommend FAS to others, increased from 14.2 in FY 2019 to 32.0 in FY 

2020. The FAS Voice of the Customer module, initiated in FY 2018, 

increased visibility into the progress and efficacy of action plan initiatives 

that address customer feedback.

PI 2.1.1 Customer loyalty score (10-point scale)

Fiscal Year Target Results

2017 7.3 7.4

2018 7.4 7.5

2019 7.5 7.6

2020 7.6 7.9

Lead Office: Federal Acquisition Service

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.
U.S. General Services Administration FY 2020 Annual Performance Report

 27

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.

Progress Update In FY 2020, GSA achieved more than $5.3 billion in customer savings 

through its acquisition solutions. While short of the ambitious target of $6.6 

billion, the difference was entirely driven by decreased Government travel 

due to the COVID-19 pandemic. GSA travel programs experienced a 

decrease of approximately 50 percent of projected use. Some decreases 

were offset by growth in other acquisition programs including GSA 

SmartPay®️ Refunds and AAS, which combined contributed over $1.5 billion 

in savings.

PI 2.1.2 Acquisition program savings (in billions)

Fiscal Year Target Results

2017 $5.24 $5.17

2018 $5.22 $5.86

2019 $5.90 $6.51

2020 $6.60 $5.31

Lead Office: Federal Acquisition Service

___________________________________________________________________________

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

processes and streamlining access for our customers and suppliers.

Every day, 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.

FY 2021 improvements under the Federal Marketplace (FMP) 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. 
U.S. General Services Administration FY 2020 Annual Performance Report

 28

Goal Leader Julie Dunne, 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

Strategic Objective 2.2 – FY 2020 Progress Update

The agency’s progress in making it easier to do business with the Government was significant in FY 2020, 

due to implementation of the FMP Strategy. This FMP Strategy is designed to create a seamless, peoplecentric buying and selling experience. In support of FMP, GSA consolidated the 24 schedules that 

comprised the MAS into a single schedule for products, services, and solutions. The single schedule 

provides consistent terms and conditions to simplify the procurement process for buyers (agencies) and 

sellers (industry). FMP initiatives also include the implementation of commercial e-commerce portals 

that allow the Government to better track expenditures for open-market items outside of existing 

targets (estimated to be an addressable market of $6 billion); and simplifying catalog management to 

make it easy for suppliers to integrate their catalogs with GSA systems and processes. 

Substantial progress has been realized around the Agency Priority Goal (APG) of consolidating MAS to a 

single schedule. Since the consolidation began, 99 percent of vendors have transitioned to the 

consolidated MAS. A strong partnership between Government and the private sector helps ensure that 

customer agencies have access to a robust market of qualified vendors. Through this effort, overall MAS 

sales have remained strong at $36.6 billion in FY 2020, which exceeded the year-end target of $32.3 

billion. Additional milestone achievement throughout FY 2020 is available in the APG Action Plan.

Performance Goal 2.2.1 - Increase supplier satisfaction

The network of suppliers that GSA uses 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.
U.S. General Services Administration FY 2020 Annual Performance Report

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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, 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-point scale where “1” equals “Very 

Dissatisfied” and “5” equals “Highly Satisfied.” 

● The overall score represents the average of each portfolio’s average 

score.

Progress Update FY 2020 FAS-wide Supplier Satisfaction, as measured by the Supplier 

Relationship Management Survey (SRMS), increased by 0.16 to 3.81 (out of 

5). This change in satisfaction was a statistically significant increase, while all 

seven other measures in the SRMS remained relatively flat. Each of FAS’s 

portfolios achieved independent increases in their own Supplier Satisfaction 

scores, and Supplier Satisfaction increased with both Small Businesses and 

Other Than Small Businesses. The FAS Voice of the Supplier module, initiated 

in FY 2020, increased visibility into the progress and efficacy of action plan 

initiatives that address supplier feedback.

PI 2.2.1 Supplier satisfaction score (5-point scale)* 

Fiscal Year Target Results

2017 N/A 3.61

2018 3.80 3.69

2019 3.73 3.65

2020 3.70 3.81

Lead Office: Federal Acquisition Service

*Metric methodology was revised in FY 2018. FY 2016 - FY 2019 results reflect the new methodology. 

FY 2019 target was based on the new methodology. The FY 2018 target was not recalculated and is 

based on the discontinued methodology.

Performance Goal 2.2.2 - Consolidate Multiple Award Schedules

 ⦿ FY 2020 - 2021 Agency Priority Goal 

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

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

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

consistent terms and conditions that provide the opportunity for industry to come to market the 

way the agencies buy.

Benefit to the Public Using a single schedule 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. 
U.S. General Services Administration FY 2020 Annual Performance Report

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Performance 

Indicator Definitions

(a) Percent of vendors transitioned to new consolidated Multiple Award 

Schedule, ⦿ FY 2020 - 2021 Agency Priority Goal:

● Measured by the percentage of existing vendors that accept the mass 

modification on the new schedule. 

(b) Multiple Award Schedule Sales, ⦿ FY 2020 - 2021 Agency Priority Goal:

● Measured by increase in business volume.

Progress Update FAS made substantial progress toward consolidating MAS into a single 

Schedule. Ninety-nine percent of existing vendors have signed the

mass modification, effectively transitioning to the new consolidated 

Schedule. Through this effort, overall MAS sales continue to grow, with 

$36.6 billion achieved in FY 2020.

PI 2.2.2(a) Percent of vendors transitioned to new consolidated

Multiple Award Schedule

⦿ FY 2020 - 2021 Agency Priority Goal:

Fiscal Year Target Results

2019 N/A N/A

2020 50% 99%

Lead Office: Federal Acquisition Service

PI 2.2.2(b) Multiple Award Schedule Sales (in billions)

⦿ FY 2020 - 2021 Agency Priority Goal

Fiscal Year Target Results

2019 N/A N/A

2020 $32.3 $36.6

Lead Office: Federal Acquisition Service

______________________________________________________________________________

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, womenowned small businesses, service-disabled veteran-owned small businesses, and businesses located in 

Historically Underutilized Business Zones. 

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.

GSA uses data analysis and strategic processes to actively influence acquisition strategies, assisting 

internal customers, as well as customer agencies, in meeting small business goals.
U.S. General Services Administration FY 2020 Annual Performance Report

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Goal Leaders Brian F. Barnes, Associate Administrator 

Office of Small and Disadvantaged Business 

Utilization

Julie Dunne, Commissioner

Federal Acquisition Service

Daniel W. Mathews, 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

Strategic Objective 2.3 – FY 2020 Progress Update

GSA strives to provide customers with widespread access to small business, including economically 

disadvantaged and women-owned small businesses. GSA’s MAS customers continue to work with small 

businesses at a rate substantially higher than GSA’s target of 33 percent. GSA also met its acquisition 

goals for contract dollars awarded to small businesses and socio-economic businesses through prime 

contracting. In August 2020, it was announced GSA received an “A+” from the Small Business 

Administration (SBA) for the FY 2019 Small Business Procurement Scorecard, making it 10 consecutive 

years that GSA has earned an “A” or “A+” rating. FY 2020, SBA ratings will be published in mid-FY 2021.

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. 

● Measures the overall percentage of eligible procurement dollars 

awarded to small business for prime contracting. 

(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: 

○ Small Disadvantaged Business (SDB), 
U.S. General Services Administration FY 2020 Annual Performance Report

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○ Women-Owned Small Business (WOSB), 

○ Service-Disabled Veteran Owned Small Business (SDVOSB), and 

○ Historically Underutilized Business Zone (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 2020 Annual Performance Report

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● Reports the percentage of MAS business volume attributed to small 

businesses each year

● Calculated by the MAS total business volume in dollars attributed to 

small businesses divided by the total business volume

Progress Update Final FY 2020 results for the small business performance indicators will be 

reported by SBA in mid-FY 2021. Based on preliminary results, GSA will exceed 

its performance target for prime contracting dollars awarded to small business 

and socio-economic small business. 

The MAS program is one of many methods GSA provides small and 

disadvantaged businesses access to the Federal Marketplace. In FY 2020, 37.2 

percent of the business conducted through MAS was awarded to small and 

disadvantaged businesses, exceeding the target of 33 percent.

PI 2.3.1(a) Percent of GSA contract dollars awarded to 

small business through prime contracting

Fiscal Year Target* Results

2017 36.5% 42.68%

2018 35.0% 38.82%

2019 30.0% 42.69%

2020 29.0% 49.16%

Lead Office: Office of Small and Disadvantaged Business Utilization 

* 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)

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 22.16%

WOSB 10.49% 

SDVOSB 8.90% 

HUBZone 4.41%

Lead Office: Office of Small and Disadvantaged Business Utilization 

 * Targets reflect statutory requirements for fiscal year performance and are determined by SBA. 

** Results will be provided by SBA in FY 2021 Q3.
U.S. General Services Administration FY 2020 Annual Performance Report

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PI 2.3.1(c) Percent of GSA contract dollars awarded

to small business through subcontracting

Fiscal Year Targets* Results

2017 29.0% 42.4%

2018 29.0% 24.1%

2019 25.5% 22.10%

2020 24.0% TBD**

Lead Office: Office of Small and Disadvantaged Business Utilization 

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

** Results to be provided by SBA in FY 2021 Q3.

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

to each socio-economic small business category

(SDB/WOSB/SDVOSB/HUBZone)

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 TBD**

Lead Office: Office of Small and Disadvantaged Business Utilization 

* Targets reflect statutory requirements for fiscal year performance.

** Results to be provided by SBA in Q3 of FY 2021.

 

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

(SBA scorecard composite score)

Fiscal Year Target* Results

2017 20 19.87

2018 20 20.5

2019 20 21

2020 20 TBD**

Lead Office: Office of Small and Disadvantaged Business Utilization

* Targets set by SBA.

** Results to be provided by SBA in FY 2021 Q3.
U.S. General Services Administration FY 2020 Annual Performance Report

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PI 2.3.1(f) Small business diversification across industries 

(SBA scorecard composite score)

Fiscal Year Target* Results

2017 10% 10.6%

2018 10% 11.8%

2019 10% 8.8%

2020 10% TBD**

Lead Office: Office of Small and Disadvantaged Business Utilization

* Targets set by SBA.

** Results to be provided by SBA in FY 2021 Q3.

PI 2.3.1(g) Percent of Multiple Award Schedule (MAS)

business volume from small businesses

Fiscal Year Target Results

2017 33.0% 39.7%

2018 33.0% 38.4% 

2019 33.0% 38.8%

2020 33.0% 37.2%

Lead Office: Federal Acquisition Service

_____________________________________________________________________________

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 administration has seen these 

weaknesses as growth opportunities by establishing multiple Cross-Agency Priority (CAP) goals focused 

on IT modernization, as outlined in the President’s Management Agenda: Modernizing Government for 

the 21st Century (PMA). 

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

Federal agencies to meet current and evolving mission requirements. GSA is supporting the PMA by 

leading 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 2020 Annual Performance Report

 36

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 are 

well known by leaders across Government and the private sector, leading to a heightened focus area for 

improvement by the administration. GSA is supporting the PMA goal to improve the customer 

experience by providing Federal agencies with technologies and professional services that make 

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

In FY 2017, the administration created the Office of American Innovation and the American Technology 

Council to focus attention and resources on this challenge. Today and in the future, GSA will be an 

essential partner with the administration to deliver innovative solutions through IT Centers of 

Excellence, 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 Governmentwide 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. 

The Report to the President on Federal IT Modernization (2017) and the PMA tasks agencies with 

achieving an array of critical goals involving enhanced IT security, greater use of cloud-based services, 

and the overall consolidation and modernization of IT networks. GSA is well positioned to help agencies 

meet these goals. GSA offers the full spectrum of technology assistance, including experts who assess 

system design, apply user-centered 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; adopting 

authentication and authorization services that seamlessly integrate with an agency’s public-facing 

systems; modernizing IT infrastructure; offering 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 Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● Technology Transformation Services (TTS)

● Information Technology Category

● TMF Program Management Office

Strategic Objective 3.1 – FY 2020 Progress Update

GSA made noteworthy progress in leading Government-wide technology modernization initiatives. The 

Federal Risk and Authorization Management Program (FedRAMP) is one of GSA’s critical technology 

offerings. FedRAMP-authorized vendors offer cloud services that allow Federal agencies to securely and 

quickly meet their mission needs. GSA exceeded its cumulative performance goal by authorizing 203 

vendors for FedRAMP through FY 2020.

GSA also saw an increase in the percent of Major IT project spend across Government with GSA 

involvement. In FY 2020, the overall percent increased to 29 percent, primarily driven by GSA gaining 
U.S. General Services Administration FY 2020 Annual Performance Report

 37

involvement in $2.6 billion of the existing Major IT projects, where the agency was not previously 

involved. By using a cloud analytics approach, GSA’s Information Technology Category is integrating this 

ITDashboard.gov data into its opportunity identification processes. This will enable GSA to optimize its IT 

contract vehicles to best meet the increasing IT modernization needs across Government.

GSA continues to spearhead other key initiatives including EIS, CoEs, and cloud.gov. EIS is the $50 billion, 

15-year, best-in-class acquisition vehicle that serves as a one-stop shop for infrastructure modernization 

for telecommunications and IT. All EIS vendors have successfully obtained an authority to operate (ATO). 

Over $13 billion in task orders were awarded in FY 2020 for next-generation technologies that form the 

foundation for Government IT and deliver better pricing and savings for customers. 

GSA is also developing an emerging technology strategy, which seeks to position the agency as a leader 

in enabling other agencies to more readily learn about and access emerging technologies. As part of this 

strategy, Information Technology Category (ITC) is extracting leading-edge technology data from 

proposals submitted during the solicitation period. Additionally, ITC is reviewing utilization of Other 

Transactional Authority across agencies to identify opportunities within this growing sub-market.

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 customer agency systems with FedRAMP authorizations:

● Measures the efficiency and effectiveness of the FedRAMP program to 

balance security and speed of operationalizing cloud solutions for 

agency use. 

● Captures the cumulative volume of authorizations processed through 

the FedRAMP program.

Progress Update FedRAMP ended FY 2020 with 203 cloud service offerings with vendor 

authorizations surpassing the target of 183. FedRAMP has active interest 

from other sectors (State and local governments, energy, and banking) to use 

FedRAMP standards and authorizations to increase the value proposition for 

vendors participating in the program. Based on the FY 2020 results, outyear 

targets were revised upwards.
U.S. General Services Administration FY 2020 Annual Performance Report

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PI 3.1.1 Number of customer agency systems with

FedRAMP authorizations (cumulative)

Fiscal Year Target Results

2017 N/A 88

2018 110 121

2019 145 159

2020 183 203

Lead Office: Federal Acquisition Service

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 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:

● Measured by use of GSA IT Category contract vehicles to support 

modernization efforts when compared to total dollars used to support 

modernization. 

● Major IT Spend as identified in ITdashboard.gov is 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.

Progress Update Total Major IT spend increased Government-wide over the last several years 

and the percent of spend where GSA is involved in those projects has also 

increased. In FY 2020, the overall percent increased to 29 percent, primarily 

driven by GSA gaining involvement in $2.6 billion of existing Major IT 

projects, where the agency was not previously involved. This represents a 

meaningful increase from prior years and GSA aims to continue this trend 

through continued enhancement and utilization of GSA IT Category 

acquisition solutions.

PI 3.1.2 Percent of Major IT Project spend with GSA involvement 

Fiscal Year Target Results

2018 N/A 22%

2019 N/A 23%

2020 24% 28.9%

Lead Office: Federal Acquisition Service
U.S. General Services Administration FY 2020 Annual Performance Report

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___________________________________________________________________________

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 

prowess 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.

The Government Accountability Office (GAO) and industry leaders have repeatedly recommended that 

the Government “buy more and develop less” to improve technology outcomes. This requires the 

Government to expand the training and use of IT acquisition cadres as outlined in the Federal 

Information Technology Acquisition Reform Act and remove barriers to agile acquisition of new 

technologies. 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 hands-on 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 Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● ITC

● Technology Transformation Services 

(TTS)

● Assisted Acquisition Services (AAS)

Strategic Objective 3.2 – FY 2020 Progress Update

GSA made significant progress driving efficient and innovative Government procurement for technology 

services in FY 2020 by surpassing the annual targets for Agencies engaged in Centers of Excellence 

(CoEs) as well as the total number of CoEs established. CoEs help partner agencies to accelerate IT 

modernization, improve the public experience, and increase operational efficiencies. To accomplish 

these objectives, the IT CoE centralizes top Government technology talent, uses private-sector best 

practices, and operates with a teaming mindset to collaborate across Government departments and 

agencies. The CoEs continue to be at the forefront of helping agencies initiate programs into enterprise 

data analytics and artificial intelligence prototypes. In FY 2020, GSA established 16 new CoEs in 

partnership with organizations including the Department of Labor, Government Accountability Office, 

National Institutes of Health, Food and Drug Administration, Federal Law Enforcement Training Center, 

Joint Artificial Intelligence Center, NewPay Program Management Office, GSA Information Technology 

Category, and the Surface Transportation Board. The CoEs continue to be on the forefront of helping 

agencies initiate programs into enterprise data analytics and artificial intelligence prototypes. Cloud.gov 

provides agencies with rapid deployment and ATO assessment for modern web applications.

GSA continues to work with agencies to transition their telecommunications and information technology 

infrastructure to the new EIS contract. EIS allows participating agencies to meet IT Modernization 

objectives through services and solutions such as carrier Ethernet, Voice over Internet Protocol (VoIP), 
U.S. General Services Administration FY 2020 Annual Performance Report

 40

unified communications, cloud services and software-defined networking, and Internet Protocol version 

6 (IPv6). Additionally, GSA launched the Cloud Information Center to support expanding agency use of 

cloud solutions and to provide agencies with acquisition guidance, templates, and policy documents to 

simplify procurement of cloud products and services.

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 

augment 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 GSA 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, use private-sector best practices, and operate with 

a teaming mindset to collaborate across Government departments and 

agencies.

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.

Progress Update The CoE program accelerates the modernization of IT applications and 

infrastructure across the Federal Government. In FY 2020, CoEs were 

established in several partnerships, including the Department of Labor, 

Government Accountability Office, National Institutes of Health, Food and 

Drug Administration, Federal Law Enforcement Training Center, Joint 

Artificial Intelligence Center, NewPay Program Management Office, GSA 

Information Technology Category, and the Surface Transportation Board.
U.S. General Services Administration FY 2020 Annual Performance Report

 41

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

Fiscal Year Target Results

2018 N/A 2

2019 N/A 5

2020 7 16

Lead Office: Federal Acquisition Service

PI 3.2.1(b) Centers of Excellence (cumulative) 

Fiscal Year Target Results

2018 N/A 5

2019 N/A 14

2020 19 35

Lead Office: Federal Acquisition Service

___________________________________________________________________________ 

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.

GSA’s core principles:

● 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;

● Harness 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 

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

efficiencies, and reduce burden across Government. 

Goal Leader Jessica Salmoiraghi, Associate Administrator

Office of Government-wide Policy

Contributing Program Office of Information Integrity and Access
U.S. General Services Administration FY 2020 Annual Performance Report

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Strategic Objective 3.3 – FY 2020 Progress Update

GSA continued to accomplish the performance goals under this objective by providing agencies with 

information, guidance, and tools that facilitated successful implementation of Federal policies on IT 

optimization. GSA’s Data Center and Cloud Optimization Initiative (DCCOI) Program Management Office 

(PMO) supported agencies with migration to cloud by providing robust toolkits and templates as well as 

engaging with agencies directly to provide feedback on their strategic planning documents and technical 

milestones. GSA, along with agencies from across the executive branch, joined to create a Digital 

Identity Risk Assessment companion guide to assist agencies with updating their own digital IT 

framework.

GSA rapidly supported agencies during the transition to mandatory telework due to the COVID-19 

pandemic. GSA’s Identity and Trusted Access division provided assistance to Federal agencies to work 

through the challenges associated with onboarding and expiring Personal Identity Verification (PIV) 

credentials during the time of maximized telework. This assistance included educating executives in 

technically feasible solutions, making recommendations to OMB, and coordinating with FAS on 

onboarding language recommendations and coordinated information sessions with service providers to 

respond appropriately. During this early response period, OMB issued M-20-19 (Harnessing Technology 

to Support Mission Continuity), requiring GSA to support agencies as they explored alternative 

authenticators for remote work when in-person issuance and renewal were not possible.

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) Percent increase of Government-wide tiered data center closures 

(cumulative):

● Captures the optimization of Federal data centers by including 

existing data centers that are consolidated or closed in the following 

priority order:

1. Transitioning to cloud services;

2. Migrating to inter-agency shared services or co-located data

centers; and

3. Migrating to more optimized data centers within an agency’s

data center inventory.

● The cumulative percentage represents the overall improvement in 

effectively managing data centers Government-wide.

(b) Percent of Government employees and contractors that log onto 

Government networks with a standardized, secure credential:

● Mitigates risk of network breach by eliminating weak passwords and 

enforcing multi-factor authentication. 

● The measure is based on the FY 2018 Federal Information Security 

Management Act (FISMA) PROTECT metric 2.4.1 and aligns with the 
U.S. General Services Administration FY 2020 Annual Performance Report

 43

National Institute of Standards and Technology (NIST) Cybersecurity 

Framework.

(c) 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 (TCO) assessment;

● A scoring of application business value; and

● Application placement determinations (Review, Reward, Remove, 

Refresh).

(d) Number of agencies with updated risk assessments 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, Enabling Mission Delivery through Improved 

Identity, Credential, and Access Management):

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 -- Policy for a Common

Identification Standard for Federal Employees and 

Contractors);

4. Shifting the operating model beyond the perimeter;

5. Improving digital interactions with the American public; and

6. Enumerating Government-wide responsibilities. 

Progress Update DCCOI and FICAM have achieved the desired targets of the current metrics 

and new metrics are under consideration. 

(a) Percent increase of Government-wide tiered data center closures 

(cumulative): 

● The DCCOI PMO surpassed its FY 2020 closure target for tiered data 

centers by helping agencies identify key mission facilities (exempt 

from closure).

● The second Data Center Optimization Initiative (DCOI) memo refined 

the metrics to measure the efficiency of data centers, making it 

easier to identify and close the least efficient and non-mission 

critical data centers. In FY20 the DCCOI PMO offered agencies 

guidance on understanding and interpreting these metrics and 

developing agency-specific targets.

(b) Percent of Government employees and contractors that log onto 

Government networks with a standardized, secure credential: 
U.S. General Services Administration FY 2020 Annual Performance Report

 44

● Agencies report data at varying intervals throughout the fiscal year 

via FISMA metric reporting. 

● Final numbers will be reported through OMB’s annual FISMA report 

to Congress. 

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

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

The PMO continues to provide on-demand technical cloud subject matter 

expertise to agencies in support of their cloud strategy and action plan 

development. The PMO achieved its target of working with five Federal 

agencies to help draft, review, and/or provide substantive feedback on their 

cloud strategies. The PMO will continue offering this support throughout FY 

2021 and will further assist agencies by developing resources that address 

common agency challenges specific to cloud strategy development. 

(d) Number of agencies with updated risk assessments completed utilizing 

Federal Government Identity, Credential, and Access Management 

(FICAM) playbooks and tools:

In FY 2020, achieved its objective by ensuring that six outcomes outlined in 

M-19-17 that agencies will achieve through in-depth risk assessments 

facilitated by the FICAM team. The FICAM team will continue to use tools 

and best practices outlined in FICAM playbooks to achieve these outcomes.

PI 3.3.1(a) Percent increase of Government-wide 

tiered data center closures (cumulative):

Fiscal Year Target Results

2016 N/A N/A

2017 N/A 3.55%

2018 6.0% 8.95%

2019 10.0% 13.09%

2020 14.0% 15.83%

Lead Office: Office of Government-wide Policy
U.S. General Services Administration FY 2020 Annual Performance Report

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PI 3.3.1 (b) Percent of Government employees and contractors that 

log onto Government networks with a standardized, secure credential

Fiscal Year Target Results

2016 N/A 72%

2017 N/A 81%

2018 83% 96%

2019 95% N/A*

2020 98% TBD*

Lead Office: Office of Government-wide Policy

*For FY 2019, the annual OMB Federal Information Security Management Act (FISMA) report did not 

address this metric.

**Results will be available after the annual OMB FISMA Report is released.

PI 3.3.1(c) Number of cloud strategies and action plans 

developed in accordance with update to DCOI 

Fiscal Year Target Results

2019 N/A N/A

2020 5 5

Lead Office: Office of Government-wide Policy

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

assessments completed utilizing FICAM playbooks and tool 

(cumulative)

Fiscal Year Target Results

2019 N/A N/A

2020 6 6

Lead Office: Office of Government-wide Policy

________________________________________________

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. For example, Government-wide benchmarking data show some 

agencies are entering nearly all their vendor invoices manually and paying nearly 100 times more per 

processed invoice than the standard for electronic invoicing. Similar examples can be cited in each of the 
U.S. General Services Administration FY 2020 Annual Performance Report

 46

key support functions at Federal agencies: human capital, finance, acquisition, IT support, cybersecurity, 

travel and expense, real property management, electronic records management, and regulation 

management. Inefficiencies take valuable time and resources away from agency missions, impeding the 

Government’s ability to deliver on public priorities. GSA is able to fundamentally change the way the 

Government conducts mission-support services by designing and delivering expanded shared 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 taxpayers, and a Government that is leaner and better equipped. GAO has stated that 

“moving to shared services can save the Federal Government billions of dollars as well as reduce 

duplicative efforts, decrease systems upgrades, and free up resources for mission-critical activities.” But 

the Federal Government’s efforts to establish and scale up shared services have yielded mixed results.

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.

___________________________________________________________________________

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 life-cycle 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 expand its core capabilities and adapt to market demands. Scaling and adaptability are critical 

to addressing evolving customer needs. Strategic partnership with industry will help create an agile, 

responsive delivery model. GSA will also establish a specific business analysis function to conduct a 

variety of analyses to benefit customers, such as developing business cases, determining optimal 

bundles of products and services, and researching innovative methods to reduce costs and strengthen 

service quality.

GSA will 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.

Further, GSA will provide leadership for and support of the PMA by assisting with the establishment of a 

strategic Government-wide framework for improving the effectiveness and efficiency of administrative 

services. To support implementation of this goal, the administration established GSA as a co-lead for the 

Sharing Quality Services Cross-Agency Priority (CAP) goal. Among other responsibilities, GSA is expected 
U.S. General Services Administration FY 2020 Annual Performance Report

 47

to help expand the number and use of common solutions across Government to reduce duplication and 

costs. This approach will also rely on standardized administrative operations and core performance 

metrics to improve the quality and delivery of shared services. 

Goal Leaders

Julie Dunne, Commissioner

Federal Acquisition Service

Daniel W. Mathews, Commissioner

Public Buildings Service

Edward W. Walters III, Chief Customer Officer

Office of Customer Experience 

Strategic Objective 4.1 – FY 2020 Progress Update

Designing and delivering shared services remains a challenge for GSA and a focus area for improvement. 

GSA continues to look for opportunities to drive shared services adoption where anticipated benefits to 

partner agencies or the public are greatest. 

Fleet management represents an opportunity for growth as a GSA-provided shared service. 

Government-wide motor vehicle management tends to be disaggregated, often leading to redundancies 

and operational inefficiencies. As part of the Agency Reform Plan, and with a strong commitment to 

fleet efficiency, GSA completed 11 fleet studies and determined whether leasing vehicles from GSA was 

more cost-effective for participating agencies. These studies were conducted during FY 2018 and FY 

2019 and covered fleets totaling more than 190,000 vehicles owned by other agencies. In some of the 

own vs. lease studies conducted for GSA by third-party researchers, poor or insufficient data hindered a 

clear analysis on whether agencies should consolidate owned vehicles into GSA’s leased fleet. However, 

leasing vehicles with GSA ensures that agencies can access reliable and comprehensive data on vehicle 

usage and maintenance in order to make sound decisions to support their missions. 

In FY 2020, GSA consolidated an additional 1,597 vehicles, exceeding the annual target — even in light of 

mandatory telework orders in response to the COVID-19 pandemic. This builds off the more than 3,500 

agency-owned vehicles consolidated into its leased fleet in FY 2018 and FY 2019. Moving forward, 

efforts to design and deliver shared services for Government fleet are dependent upon other agencies 

implementing actions consistent with study findings and consolidating their vehicles if it is indicated as 

the most cost-effective course of action. GSA will continue to work with OMB and interested agencies to 

remove administrative barriers that may impede progress toward fleet vehicle consolidation. 

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 2,000 vehicles 

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

agencies having the required funds. 

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

benefits of a shared fleet management service. 
U.S. General Services Administration FY 2020 Annual Performance Report

 48

Performance Indicator 

Definition

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

● Captures the number of vehicles GSA consolidates annually from 

multiple customer agencies.

● Vehicle consolidations allow agencies to convert their agency-owned 

vehicles into GSA’s full life-cycle fleet leasing service. 

● In many cases, consolidating agency-managed vehicles into the GSA 

Fleet eliminates redundancies and reduces costs to manage motor 

vehicle operations.

Progress Update GSA completed the fleet management studies of 11 Federal agencies 

which account for 85 percent of the agency-owned vehicles in the Federal 

fleet. Savings between $166 million and $184 million were identified for 

the 188,732 agency-owned, domestic vehicles studied. It was determined 

in all studies that agencies would benefit from consolidating their vehicles 

with GSA Fleet. GSA and OMB requested the development of action plans 

by the study agencies that outline their implementation of the 

recommendations in the completed fleet management studies. The GSA 

Fleet program exceeded the FY 2020 target of 1,500 by consolidating 

1,597 vehicles.

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

Fiscal Year Target Results

2017 N/A 911

2018 N/A 1,790

2019 N/A 1,805 

2020 1,500 1,597

Lead Office: Federal Acquisition Service

______________________________________________________________________________

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 provides overall program management for the “Sharing Quality Services” 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, Business Standards 

Council (BSC), Quality Service Management Office (QSMO) Roundtable, and Senior Accountable Point of 

Contact body, GSA 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. GSA 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, 
U.S. General Services Administration FY 2020 Annual Performance Report

 49

management, and monitoring of Federal-wide and agency specific modernization activities, per the 

Modernization and Migration Management Framework. 

Goal Leader Jessica Salmoiraghi, Associate Administrator 

Office of Government-wide Policy

Contributing Programs Office of Shared Solutions and Performance 

Improvement (OSSPI)

Strategic Objective 4.2 – FY 2020 Progress Update

GSA continues to make progress toward establishing Government-wide standards for mission-support 

functions, following the Federal Integrated Business Framework (FIBF). Business standards are critical to 

establishing shared solutions and services. Once there is agency-wide consensus on standards, then the 

Government can converge on a common solution. In FY 2020, GSA moved 21 components to the next 

stage of the FIBF standards development process. With multiple functional areas achieving initial 

baselines in FY 2020, the BSC focused on agreement on cross-functional end-to-end business process 

touchpoints. These touchpoints are essential to ensuring that agencies have well-defined and wellunderstood agreement on the connections and hand-offs between functional areas. BSC members will 

continue their work in obtaining agreement on these touchpoints in FY 2021. GSA finished the analysis 

of the Grants Management readiness assessment in the second quarter of FY 2020 and completed the 

Real Property Management readiness assessment in the fourth quarter of FY 2020. 

Through effective coordination and program management, GSA supported the formal designation of the 

Department of Homeland Security as the QSMO for designated cybersecurity services, the Department 

of Treasury as the QSMO for Core Financial Management, and GSA as the QSMO for compensation, 

work schedule, and leave management.

GSA completed the Business Architecture Project Phase 1, establishing the essential elements of a value 

chain for shared services based on seven key areas: customer experience, marketplace management, 

acquisition support, data strategy and management, workforce development, performance 

management, and financial management. This value chain will serve as a framework for coordinating 

activities of the QSMOs in efforts to ensure a consistent agency experience.

GSA engaged agency leaders and existing shared services leads to develop and implement plans for CFO 

Act agency adoption of existing shared services. As a result, there were measurable increases in 

adoption of these services.

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. 
U.S. General Services Administration FY 2020 Annual Performance Report

 50

● 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 part of the Federal Integrated Business 

Framework (FIBF):

● Designated standards leads must complete five components of the 

FIBF to complete 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. 

Progress Update In support of the foundational work of establishing end-to-end Governmentwide mission-support standards, GSA continued to work with the standards 

leads on the Business Standards Council to address cross-functional 

touchpoints and to help new mission support areas begin to develop their 

Government-wide standards. To truly address and gain agreement on 

common touch points can take time, but it is an important step before any 

standards are finalized. Once standards are agreed upon, a readiness 

assessment is conducted to ensure agencies are in agreement with the final 

set. In FY 2020, GSA moved 21 components to the next stage of the FIBF 

standards development process. GSA completed the Real Property 

Management readiness assessment in FY 2020 Q4 and is in the process of 

analyzing the results.

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

Fiscal Year Target Results

2018 N/A 5

2019 N/A 1

2020 1 1

Lead Office: Office of Government-wide Policy
U.S. General Services Administration FY 2020 Annual Performance Report

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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

Fiscal Year Target Results

2018 N/A 5

2019 N/A 15

2020 12 21

Lead Office: Office of Government-wide Policy

______________________________________________________________________________

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, and 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.

Finally, 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, life-cycle 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.

Goal Leaders

Gerard Badorrek, CFO

Office of the Chief Financial Officer

Bob Stafford, Chief Administrative Services Officer

Office of Administrative Services

Traci DiMartini, CHCO

Office of Human Resources Management

David Shive, CIO

GSA IT

Jessica Salmoiraghi, Associate Administrator

Office of Government-wide Policy
U.S. General Services Administration FY 2020 Annual Performance Report

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Strategic Objective 4.3 – FY 2020 Progress Update

GSA continues to make noteworthy progress in achieving this strategic objective. Costs remain 

streamlined, with operating expenses accounting for just 8 percent of the value of goods and services 

GSA provides to Government customers. Key factors contributing to lower cost include the increased 

use of RPA, greater adoption of cloud services and technology, and using competitive bidding for 

acquisitions. At the midpoint of 2020, GSA deployed 53 automations, up from 29 in September 2019. 

Reflecting a 3-percent increase from FY 2019, 53 percent (46 of 87) of GSA’s IT investments now use 

cloud technologies. Although the current public health COVID-19 emergency will affect GSA’s overall 

competition metrics, GSA used existing Government-wide contracts to ensure robust competition when 

acquiring goods and services.

The quality of GSA’s internal shared services remains strong. In 2020, GSA strengthened cybersecurity 

with umbrella software to stop phishing, malware, and ransomware attacks on Government furnished 

equipment when not connected to the GSA network. GSA received an “A+” on the Federal Information 

Technology Acquisition Reform Act (FITARA) scorecard. Of the Federal agencies reviewed, GSA was the 

only agency to earn an ”A+” and one of just two agencies that received an “A." GSA is also the only 

agency to receive back-to-back “A” scores in the history of the FITARA scorecard, a notable 

acknowledgement to the continuous diligent work of GSA IT.

GSA investments in technology and people allowed for a smooth and effective transition into a 

telework-ready workforce to meet organizational challenges presented during the COVID-19 pandemic. 

To ensure an efficient and effective workforce, GSA became the first Federal agency to establish 

mandatory telework, calling on agency experts within human resources, information technology and 

mission assurance to successfully navigate technical and policy challenges facing virtual onboarding. 

Since mandatory GSA telework was implemented, GSA successfully onboarded 572 new employees 

using a 100 percent virtual process and conducted 73 onboarding sessions nationwide from March 29, 

2020, to September 30, 2020. In addition, the new Telework Agreement module in HR Links, GSA’s 

human resources and time and leave application, was implemented to combine regular and full-time 

telework agreements into a single streamlined common agreement process, saving time and improving 

internal controls.

To deliver a workforce able to support the GSA mission, in FY 2020, 14 of 14 (100 percent) GSA 

organizations progressed at least one level, and 11 of the 14 (79 percent) GSA organizations progressed 

two levels on the Workforce Planning Maturity Model, a model that aims to address workforce gaps, 

staffing plan management, recruitment, succession planning, and training. GSA maintains its position as 

a resourceful incubator of innovative solutions for shared mission-support services.

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.

Performance 

Indicator Definition

(a) Total GSA operating cost as a percent of goods and services provided:
U.S. General Services Administration FY 2020 Annual Performance Report

 53

● Total operating costs (direct and indirect) divided by total revenues 

for all of GSA’s major products or services. 

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

satisfaction:

● Computed from the PMA Benchmarking Initiative’s Customer 

Satisfaction Survey.

● Consists of an equally weighted composite customer satisfaction 

score for GSA’s CXO functions — acquisition, financial management, 

human capital, IT, and shared 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 Federal Procurement Data System (FPDS) source 

data.

● Calculated by the 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. 

● Calculated by the total dollar value of GSA-competed actions with 

only one bid divided by the total dollar value of GSA-competed 

actions; includes contracts that GSA provisions through 

reimbursable agreements with other agencies.

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

● GSA far exceeded the target of 8.60 percent with an actual of 7.64 

percent for total GSA operating cost as a percentage of goods and 

services provided. This positive result shows that GSA is efficiently 

managing costs relative to the demand for its goods and services. 

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

satisfaction: 

● Employee satisfaction improved for the third consecutive year (from 

5.16 in FY 2018 to 5.49 in FY 2020). GSA’s employee satisfaction 

with the services provided by the agency’s administrative functions 

(IT, human resources, finance, and acquisition management) is 

among the highest for CFO Act agencies and continues to improve 

each year.

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

● In FY 2020, 53 percent (46 of 87) of GSA’s IT investments use cloud 

technologies, as reported on GSA’s IT Portfolio Summary to the 

Office of Management and Budget (OMB). 

● The 3 percent increase from FY 2019 is due to additional 

investments utilizing cloud technologies.
U.S. General Services Administration FY 2020 Annual Performance Report

 54

(d) Competition rate for GSA acquisitions and (e) Competitive One-Bid rate 

for GSA acquisitions:

● GSA developed a dashboard that allows managers across the agency 

to regularly track competition metrics and identify areas for 

improvement, and communicates performance monthly. GSA met 

both the competition and the Competitive One-Bid targets. 

PI 4.3.1(a) Total GSA operating cost as a percent of 

goods and services provided

Fiscal Year Target Results

2017 9.61% 9.25%

2018 9.20% 8.45%

2019 9.00% 8.01%

2020 8.60% 7.64%

Lead Office: Office of the Chief Financial Officer

PI 4.3.1(b) Effectiveness of GSA CXO functions, 

as measured by customer satisfaction (7-point scale)

Fiscal Year Target Results

2017 N/A 5.07

2018 5.15 5.16

2019 5.23 5.42

2020 5.27 5.49

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

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

Fiscal Year Target Results

2017 N/A 42%

2018 44% 47%

2019 50% 50%

2020 52% 53%

Lead Office: GSA IT

PI 4.3.1(d) Competition rate for GSA acquisitions

Fiscal Year Target Results

2017 N/A 81.4%

2018 80.0% 82.6%

2019 80.0% 85.4%

2020 80.0% 84.2%

Lead Office: Office of Government-wide Policy
U.S. General Services Administration FY 2020 Annual Performance Report

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

Fiscal Year Target Results

2017 N/A 14.9%

2018 15.0% 18.0%

2019 15.0% 15.4%

2020 15.0% 14.8%

Lead Office: Office of Government-wide Policy

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 is able to 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.

Performance 

Indicator Definition

Federal Employee Viewpoint Survey (FEVS) - Connection to GSA's Mission 

(percent positive):

GSA measures a Mission Index, which focuses on how connected employees 

feel to the agency mission and how equipped they are (through training and 

development) to deliver on that mission. Questions from the U.S. Office of 

Personnel Management’s FEVS are used to calculate the Mission Index. The 

index comprises FEVS questions in two subcategories: "Mission and Goals" 

and "Training and Development.” Index is calculated by taking the average 

percent positive responses to each of the FEVS questions in the two 

subcategories.

Progress Update GSA was unable to report on the Mission Index in FY 2020 due to a delayed 

FEVS that was condensed to allow for COVID-19 pandemic questions. The 

condensed version of FEVS omitted 5 of the 11 questions that comprise the 

GSA Mission Index. 

PI 4.3.2 Federal Employee Viewpoint Survey —

Connection to GSA's Mission (percent positive)

Fiscal Year Target Results

2017 N/A 76.2%

2018 76.0% 77.0%

2019 78.0% 79.6%

2020 79.0% Not Reportable*

Lead Offices: GSA Services and Staff Offices

*FY 2020 FEVS was condensed to allow for COVID-19 pandemic questions. FY 2020 results

 are not reportable since not all Mission Index questions were included in the survey.
U.S. General Services Administration FY 2020 Annual Performance Report

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____________________________________________________________________________

MANAGEMENT AND PERFORMANCE CHALLENGES

The Reports Consolidation Act of 2000 requires Federal agencies to produce a report each year that 

includes a summary by the agency’s Office of Inspector General (OIG) of the most serious management 

and performance challenges facing the Agency, as well as a brief assessment of the Agency’s progress in 

addressing those challenges. Using an enterprise-wide perspective, GSA’s senior leaders collaborate to 

identify and address these management and performance challenges, which often can include 

programmatic functions where effective performance is essential to GSA’s mission execution. 

Each year, GSA acknowledges the challenges identified by the OIG and implements a broad range of 

measures to address them. Throughout the year, GSA provides updates on these challenges to promote 

greater Government efficiency. In its Assessment of GSA's Management and Performance Challenges for 

FY 2021, the OIG identified nine management challenges in the areas of internal controls, contract 

administration, procurement, real property inventory, GSA’s role in reorganizing the executive branch, 

cybersecurity, human capital management, safeguarding Federal facilities, and COVID-19 effects. GSA’s 

response to this assessment is included in the management challenges section of the FY 2020 Agency 

Financial Report. 

The U.S. Government Accountability Office (GAO) performs annual audits of GSA’s major missions and 

routinely assesses the Agency’s progress on management challenges identified on GAO’s High Risk List. 

GAO’s High Risk List, which includes agencies and program areas across the Government, is updated 

every 2 years and specifies corrective actions GAO believes necessary to improve critical operations and 

activities. GSA has a leading role in the management of Federal real property, a long-standing challenge 

on the High Risk List, and has equities in several other Government-wide areas. Based on insights from 

GAO, GSA continuously looks for opportunities to improve processes to enhance performance on behalf 

of the American public. 

GSA’s strategic and performance plans demonstrate its commitment to evaluating programmatic risks 

and prioritizing resource and oversight efforts. Senior leaders use key agency resources, such as GSA’s 

Enterprise Risk Management Program, Management Control and Oversight Committee, and Enterprise 

Management Board to identify and mitigate management and performance challenges. GSA is 

committed to working across business units and alongside the OIG to exercise sound fiscal management, 

promote effective and efficient management of its programs, and maximize value to customer agencies 

and taxpayers. 

EVIDENCE-BUILDING

GSA continued its commitment to improving the effectiveness (mission delivery) and efficiency (cost 

savings) of its operations and programs. GSA continues to identify opportunities to support the broader 

Federal community in implementing the requirements of the Evidence Based Policy Making Act of 2018 

(Evidence Act), by providing training, resources, and direct technical assistance. In FY 2020, GSA focused 

internal efforts on meeting the requirements of the Evidence Act, drafting its first interim Learning 

Agenda, drafting a plan for an internal Capacity Assessment, developing an Annual Evaluation Plan 

(AEP), finalizing an Evaluation Policy and supporting guidance, and refining the institutional home for 

GSA’s evaluation and evidence capabilities. 

Some FY 2020 activities of note from the GSA Office of Evaluation Sciences include: 

● Supporting evidence generation regarding reducing improper payments, as reflected in GSA’s FY 

2022 AEP. GSA worked with the Internal Revenue Service to design two rigorous evaluations 
U.S. General Services Administration FY 2020 Annual Performance Report

 57

focused on reducing improper payments, and an associated playbook to support agencies 

identify common root causes of improper payments. 

● Initiating rigorous evaluations in support of Government-wide small business priorities, to 

generate timely evidence on the barriers to and effect of COVID-19 small business grants and 

loans.

● Managing a small cohort of evaluation Fellows, loaned to agencies to support Evaluation 

Officers in meeting their pressing Evidence Act requirements, and sharing broader lessons 

learned Government-wide. 

● Piloting an Evaluation Working Group model to develop the criteria for significant evaluations 

and content to be included in the first AEP, and sharing resources and lessons learned publicly. 

In part due to COVID-19, GSA’s Office of Evaluation Sciences did not complete evaluations as planned in 

FY 2020, and thus is not able to report on new results or evidence shared in FY 2020.

DATA VALIDATION AND VERIFICATION

The GSA Chief Financial Officer acknowledges the FY 2020 performance data contained in this report as 

accurate and reliable as required by the GPRA Modernization Act of 2010, in consideration of data 

limitations. GSA’s established agency performance management policies outline verification and 

validation procedures that provide reasonable assurance of the completeness and reliability of 

performance data contained in this report. 

Processes and procedures included:

● Expanded enterprise performance protocols — data dictionaries, data sources, computation 

methodologies, and an assessment of performance indicators;

● Completion of a verification and validation survey of externally reported performance measures 

and data, with the responding goal leaders; and

● Assessing the accuracy and completeness of performance measures based on fiscal year 

verification and validation cycles.

Data and performance assessment factors included: standards and procedures, data integrity, data 

quality, timeliness, and limitations. GSA conducted frequent and recurring performance briefings 

throughout the fiscal year in sessions with senior leadership, at the organizational level, and at Staff 

Office levels. GSA used data to inform insight-driven decision making that promoted efficient and

effective performance.
U.S. General Services Administration FY 2020 Annual Performance Report

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APPENDIX: ACRONYM AND ABBREVIATION LIST

____________________________________________________

AAS Assisted Acquisition Service

AAAP Automated Advanced Acquisition 

Program

AEP Annual Evaluation Plan

APG Agency Priority Goal

APP Annual Performance Plan

APR Annual Performance Report

ATO Authority to Operate

BOMA Building Owners and Managers 

Association

BTU British Thermal Units

CAP Cross-Agency Priority

CBCA Civilian Board of Contract Appeals

CFO Chief Financial Officer

CIO Chief Information Officer

CLS Customer Loyalty Survey

CoE Center of Excellence

CXO C-Level Organizations

DCOI Data Center Optimization Initiative

DCCOI Data Center and Cloud Optimization 

Initiative

DOL Department of Labor

EIS Enterprise Infrastructure Solutions

EOA Eliminate, Optimize, Automate

ESPC Energy Savings Performance 

Contract

FAS Federal Acquisition Service

FASTA Federal Assets Sale Transfer Act

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

FMP Federal Marketplace

FPDS Federal Procurement Data System

FRPC Federal Real Property Council 

GAO Government Accountability Office

GLS GSA Leasing Support Services

GSA General Services Administration

GSF Gross Square Foot

GSA IT Office of the Chief Information 

Officer

GWAC Government-wide Acquisition 

Contract

HSPD-12 Homeland Security Presidential 

Directive 12

HUBZone Historically Underutilized Business 

Zone

IPv6 Internet Protocol version 6

IT Information Technology

ITC Information Technology Category

LCAP Lease Cost Avoidance Plan

LoB Line of Business

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

OIG Office of Inspector General

OMA Office of Mission Assurance

OMB Office of Management and Budget

OSC Office of Strategic Communication
59

OSDBU Office of Small and Disadvantaged 

Business Utilization

OSSPI Office of Shared Solutions and 

Performance Improvement

PBS Public Buildings Service

PG Priority Goal

PMA President's Management Agenda

PMO Program Management Office

QSMO Quality Service Management Office

R&A Repair and Alterations

REXUS Real Estate Across the United States

ROI Return on Investment

RPA Robotics Process Automation

RSF Rentable Square Feet

SBA Small Business Administration

SDB Small Disadvantaged Business

SDVOSB Service-Disabled Veteran-Owned 

Small Business

SO Strategic Objective

TCO Total Cost of Ownership

TMF Technology Modernization Fund

TTS Technology Transformation Services

VoIP Voice over Internet Protocol

WOSB Woman-Owned Small Business

U.S. General Services Administration

1800 F Street NW

Washington, DC 20405

www.gsa.gov