U.S. General Services Administration

 

Fiscal Year 2023 Annual Performance Plan 

and

Fiscal Year 2021 Annual Performance Report
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

1

Table of Contents

Executive Summary 2

Purpose 2

About GSA 2

Core Business Lines 3

FY 2021 Annual Performance Report 4

Components of the Strategic and Performance Framework 12

Strategic Framework 13

Strategic Framework with Performance Goals 14

FY 2022 - FY 2023 Agency Priority Goals (APGs) 15

FY 2023 Strategic Objectives (SO) and Performance Indicators (PI) Summary 16

FY 2023 Annual Performance Plan 23

Strategic Goal 1: Real Estate Solutions 23

Strategic Objective 1.1 24

Strategic Objective 1.2 26

Strategic Objective 1.3 30

Strategic Objective 1.4 33

Strategic Goal 2: Acquisition 35

Strategic Objective 2.1 36

Strategic Objective 2.2 39

Strategic Objective 2.3 45

Strategic Objective 2.4 47

Strategic Goal 3: Digital Government 51

Strategic Objective 3.1 52

Strategic Objective 3.2 56

Strategic Objective 3.3 61

Strategic Goal 4: Government Operations 67

Strategic Objective 4.1 68

Strategic Objective 4.2 70

Strategic Objective 4.3 75

Key Capabilities 79

Appendix 84

GSA Organizational Structure and Office Descriptions 84

GSA Leadership 87

Acronym List 88
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

2

Executive Summary

Purpose

The U.S. General Services Administration’s (GSA) fiscal year (FY) 2023 Annual Performance Plan (APP) 

and FY 2021 Annual Performance Report (APR) describe the agency’s goals and objectives for the next 

fiscal year and provide an overview of prior fiscal year performance. 

In general, the APP’s purpose is to:

● articulate how the work of the agency benefits the public 

● enable the public to understand the goals set by the agency to make progress

● explain the performance improvement strategies that are key to achieving the goals

More specifically, the FY 2021 APR summarizes GSA’s actual performance relative to the goals and 

objectives laid out in the agency’s FY 2021 APP. The FY 2023 APP defines the level of performance to be 

pursued by GSA in FY 2023, describing the strategic goals, strategic objectives, supporting performance 

goals, and performance indicators. 

Both the APP and APR were prepared in compliance with the Government Performance and Results 

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

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

Budget.

About GSA

GSA’s mission is to deliver the best customer experience and value in real estate, acquisition, and 

technology services to the Government and the American people.

GSA accomplishes its mission by developing inventive, sustainable, cost-effective, and collaborative 

solutions in its core business areas: real estate, acquisition, and technology. GSA also improves 

Government operations by fostering interagency collaboration, shared services, and smart policies that 

allow agencies to focus on mission delivery.

GSA brings together a talented and diverse workforce — including leasing specialists, architects, 

contracting officers, project managers, and policy analysts — as a data-driven, customer-focused team 

developing solutions to meet the needs of the Government today and into the future.

GSA has four fundamental strategies for delivering its mission in the coming years:

1. Develop real estate solutions by acquiring, designing, constructing, managing, and preserving 

Government buildings and optimizing GSA’s real estate portfolio.

2. Offer best value and an exceptional customer experience to Government organizations in 

acquiring professional services, equipment, supplies, telecommunications, and information 

technology.

3. Modernize technology across Government to protect against cyber threats and deliver a better 

digital experience for the American people.

4. Promote interagency collaboration, centralized services, and shared solutions to improve 

management practices and operations across Government. 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Core Business Lines

Public Buildings Service

Throughout the 50 States, five Territories, and the District of Columbia, GSA’s Public 

Buildings Service (PBS) manages one of the Nation’s largest and most diverse real estate 

portfolios, housing nearly 1 million Federal employees. As the largest landlord in the 

United States, PBS owns and leases more than 8,800 assets and maintains an inventory of 

more than 370 million square feet of rentable workspace. GSA’s inventory of assets 

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

listing. PBS provides high-quality real estate and workspace solutions, including acquiring, designing, 

constructing, leasing, and when necessary, disposing of surplus Federal properties for 50 Federal 

departments and agencies.

Federal Acquisition Service

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

Government to acquire goods and services to support agency customers. FAS offers 

Federal agencies more than 31 million different products and services. In fiscal year (FY)

2021, FAS delivered over $84 billion in information technology (IT) products, services, and 

solutions; telecommunications services; assisted acquisition services (AAS); travel and 

transportation management solutions; motor vehicles and fleet services; and charge card services. 

FAS’s Technology Transformation Services and IT portfolios improve the public’s digital interactions with 

Government by providing technology consulting services, good-for-Government shared applications, 

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

American people.

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. OGP 

focuses on key administrative areas such as shared services, travel and transportation, 

acquisition, acquisition workforce development, fleet management, information 

technology modernization, and real estate management. OGP influences agency behavior 

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

benchmarking resources, and transparent reporting of Government-wide data.

For a full description of GSA’s organization structure and offices, please see the Appendix.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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FY 2021 Annual Performance Report

SO 1.1 Reduce the cost of the Federal inventory

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 1.1.1 Vacant space in inventory ↓ PBS 3.3% 3.3% 3.1% 3.0% 2.8%

PI 1.1.2 Lease cost relative to average 

market rate ↓ PBS -5.2% -17% -12.6% ≤-7.0% -10.25%

PI 1.1.3 Percent of leased revenue 

available after administering leasing 

program ↔

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

1% -0.9%

PI 1.1.4 Percent of non-competitive sales 

and donations awarded within 220 days 

↑ 

PBS 97.5% 98% 95.5% 93% 100%

PI 1.1.5 Percent of public sale properties 

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

PI 1.1.6 Gross sales revenue from GSA 

disposals (in millions) ↑ PBS $76.4 $61.7 $38.2 $13.5 $4.95

Progress Update: In this Strategic Objective, GSA met five of its six performance targets for FY 2021. Over the past two years, 

GSA has reduced vacant space in its office space portfolio from 3.3 to 2.8 percent. New or renegotiated leases fell to 10.25 

percent below average market rates for comparable office space in market areas where reliable comparisons can be made, 

offering significant savings to the Government over the lifetime of the lease contracts. GSA met its goal to lease office space 

from the private sector at minimal cost to the Government for situations where placing agencies into Government-owned 

facilities wasn’t practical, recovering 99.1 percent of its costs. In March 2021, the U.S. Government Accountability Office (GAO) 

removed costly leasing from its High Risk Report — a significant milestone that reflects, in part, the improvements that GSA has 

made in its leasing program.

Targets were also met in efficiently donating and selling underutilized Government-owned real property assets. GSA did not 

meet its goal to achieve $13.5 million in gross sales revenue from GSA disposals. The revenue target was established based on 

specific asset sales projected to occur during FY 2021; however, the disposition of a portion of the Denver Federal Center that 

was originally anticipated for the fourth quarter of FY 2021, was postponed until early FY 2022. The estimated sales value of this 

asset has been incorporated into the FY 2022 measure target.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 1.2.1 Energy intensity reduction 

(cumulative % reduction from baseline 

year)* ↑

PBS 5.41% 5.06% 10.33% 10.58% 11.09%

PI 1.2.2 Percent of capital construction 

projects on schedule and on budget ↑ PBS 90% 98% 93% 75% 77%

 PI 1.2.3 Tenant satisfaction with 

 Government-owned and -leased space 

 (Facilities Management Index) ↑

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

PI 1.2.4 Percent of cleaning and 

maintenance costs within market range 

↑

PBS 73.6% 72% 74% 80% 70%

Progress Update: The COVID-19 pandemic presented new challenges and opportunities for GSA and its customer agencies in 

FY 2020 and FY 2021. Most agencies employed widespread use of telework in response to the pandemic. GSA easily met its 

target for reducing energy intensity (BTUs/SF) but suspended its annual Tenant Satisfaction Survey due to low occupancy of 

many Federal facilities. Cleaning and maintenance costs fell short of the 80-percent target for staying within market range. 

GSA considers socio-economic factors as well as cost and quality criteria in awarding cleaning and maintenance contracts. 

Reliable industry cleaning and maintenance benchmark data for some market areas may be scarce in the short-term due to 

the impact of COVID-19. GSA achieved its targets for keeping capital projects on schedule and on budget. The capital projects 

performance targets were lowered for FY 2021 from 90 to 75 percent due to GSA’s decision not to adjudicate results for onschedule factors outside of GSA’s control. GSA is transitioning to the new capital project measures in FY 2022 to better 

account for all phases of project management and to provide transparency in assessing capital project performance.

In FY 2021, GSA kicked off Workplace 2030 to redefine how agencies can use physical and virtual workspace effectively while 

achieving high levels of workforce engagement and productivity. GSA also has the opportunity to improve environmental 

sustainability with its facilities and improve energy and water efficiency through expanded use of best practices, new 

technologies, and better design. Implementing emerging building technologies will also support timely economic recovery and 

generate job opportunities.

*The target for this measure is a 0.25% improvement from prior year results. FY 2020 results were revised to a 10.33% reduction from the 2015 

baseline from a previously reported 11.78% reduction. This revision is due to the timing of invoices submitted to GSA from utility providers.

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

 response to the COVID-19 pandemic.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

customer mission objectives and changing market demand

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results

FY 2019

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 2.1.1 Customer loyalty score (10-point 

scale) ↑ FAS 7.5 7.6 7.9 7.9 7.8

PI 2.1.2 Acquisition program savings (in 

billions) ↑ FAS $5.86 $6.54 $5.92 $5.00 $6.09

Progress Update: In FY 2021, GSA continued to deliver more than $6 billion in savings for the Government. This was achieved 

despite the lower demand for travel services impacted by COVID-19; GSA’s travel services traditionally provide a strong source 

of savings among our service and product categories. Savings associated with GSA’s information technology acquisition 

solutions represents the most robust source of savings for the Government. Customer loyalty also showed a 3-year positive 

trend in FY 2018-2020; and while progress plateaued in FY 2021, the decrease was not statistically significant. To better 

anticipate and meet customer needs, GSA will expand the use of data and business intelligence capabilities for specific markets 

and industries and incorporate more transaction-based surveys for more timely customer feedback.

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

access for our customers and suppliers

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 2.2.1 Supplier satisfaction score 

(5-point scale) ↑ FAS 3.69 3.65 3.81 3.85 3.90

PI 2.2.2 Multiple Award Schedule (MAS) 

Sales (in billions) ↑ FAS $31.2 $32.0 $36.6 $32.5 $39.8

Progress Update: Multiple Award Schedule (MAS) sales are growing, achieving a new high for annual results in FY 2021 ($39.8 

billion dollars). The demand for GSA’s Assisted Acquisition Services (AAS) also continues to grow as agencies seek assistance on 

complex acquisitions, such as professional services and IT acquisitions. Supplier satisfaction improved for the fourth consecutive 

year, achieving a mean rating of 3.90 in FY 2021. Maintaining a strong pool of qualified suppliers ensures that agencies have 

good options to effectively meet their procurement needs. In recent years, GSA has transitioned vendors to a single 

consolidated MAS, implemented commercial e-commerce portals that allows the Government to better track expenditure for 

open-market items outside of MAS, and simplified catalog management to make it easier for suppliers to integrate their 

catalogs with GSA systems and processes.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 2.3.1(a) Percent of GSA contract dollars 

awarded to small business through prime 

contracting ↑

OSDBU 38.82% 42.69% 49.43% 30% 46.89%

PI 2.3.1(b) Percent of GSA contract dollars 

awarded through prime contracting to 

each socio-economic small business 

category ↑

SDB / WOSB / SDVOSB (SDV) / 

HUBZone (HUB)*

OSDBU

SDB 19.94% 

WOSB 8.55% 

SDV 5.63% 

HUB 3.98%

19.31% 

10.00% 

5.06% 

3.90%

22.18% 

10.41% 

8.91% 

4.39%

5% 

5%

3%

3%

20.57%

8.95%

8.19%

5.03%

PI 2.3.1(c) Percent of GSA contract dollars 

awarded to small business through 

subcontracting ↑

OSDBU 24.1% 22.1% 29.3% 20% 25.80%

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 5.5%

WOSB 4.4%

SDV 1.6% 

HUB 0.9%

4.0% 

4.5% 

1.6%

0.7%

4.4%

4.8%

2.9%

1.2%

5%

5%

3%

3%

4.80%

5.30%

2.60%

1.20%

PI 2.3.1(e) Agency peer review score of 

Small Business Act compliance ↑

(SBA scorecard composite score)

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

PI 2.3.1(f) Small business diversification 

across industries ↑ 

(SBA scorecard composite score) 

OSDBU 11.8% 8.8% 9.0% 10% TBD**

PI 2.3.1(g) Percent of Multiple Award 

Schedule (MAS) business volume from 

small businesses ↑

FAS 38.4% 38.8% 37.2% 35.0% 36.7%

Progress Update: GSA is on track to achieve the majority of its performance goals for utilizing qualified socio-economic 

businesses. Preliminary results suggest that GSA will achieve all of its small business utilization goals (overall and each of the 

four subgroup categories) for contract dollars awarded through prime contracting. Almost half (46.89 percent) of GSA’s prime 

contract dollars were awarded to small and disadvantaged businesses — far exceeding the 30-percent target. Final FY 2021 

results for the small business performance indicators will be reported by the Small Business Administration (SBA) in the 

Summer of 2022. In recent years, GSA has fallen short in meeting subcontracting small utilization goals with HUBZone business 

subcontracting representing the greatest opportunity for improvement. 

SBA scorecard results for GSA will be released by the SBA in the fourth quarter of FY 2022; GSA has achieved an A or A+ for over 

10 consecutive years (FY 2010-2020) on the SBA scorecard. Customer agencies continue to utilize small businesses when 

making procurements via the MAS. Over 36 percent of MAS business volume has gone to small businesses for 8 consecutive 

years.

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

HUBZone = Historically Underutilized Business Zone.

**Results will be received in the fourth quarter of FY 2022.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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SO 3.1 Lead Government-wide technology modernization initiatives

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 3.1.1 Number of times Federal Risk and 

Authorization Management Program 

(FedRAMP) authorized products have 

been reused by agencies (cumulative) ↑ 

FAS 904 1,273 1,847 2,397 2,864

PI 3.1.2 Percent of Major IT Project spend 

with GSA involvement ↑ FAS 22% 23% 28.9% 29% 30.2%

Progress Update: GSA is improving the way Federal agencies buy, build, and use technology. The use of FAS IT Category 

contract vehicles to support modernization efforts compared to total dollars used to support modernization increased from 22 

percent in FY 2018 to 30 percent in FY 2021. Reuse of Federal Risk and Authorization Management Program (FedRAMP) 

authorized products by agencies has increased significantly for the fourth consecutive year, with an increase by 55 percent from 

the prior year. FedRAMP is a standardized approach that empowers agencies to use modern cloud technologies, with an 

emphasis on security and protection of Federal information and helps accelerate the adoption of secure cloud solutions. 

The Federal Acquisition Service’s Information Technology Category (ITC) is developing an Emerging Technology strategy that 

seeks to position GSA as a leader in enabling agencies to raise awareness of and more readily reach emerging technologies. As

part of this strategy, ITC is extracting leading edge technology data from proposals submitted during the solicitation period. 

Additionally, ITC is reviewing the utilization of Other Transaction Authority (OTA) of other agencies to identify opportunities 

within this growing sub-market. OTA is a legally binding agreement between Government and industry authorized for scientific 

research, technology development, and prototype projects.

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

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 3.2.1(a) Centers of Excellence (# of 

Interagency Agreements signed) 

(cumulative) ↑

FAS 2 5 16 18 30

PI 3.2.1(b) Centers of Excellence (#) 

(cumulative) ↑ FAS 5 14 35 38 54

Progress Update: GSA has achieved its performance targets for Centers of Excellence (CoEs). CoEs help partner 

agencies accelerate IT modernization, improve the public experience, and increase operational efficiencies. In FY 2021, 16 new 

COEs were established. The number of interagency agreements signed in order for GSA to stand up at least one CoE increased 

from five in FY 2018 to 54 in FY 2021. Solutions offered by the COEs include use of artificial intelligence, facilitating integration 

of cloud services, and improving use of IT in agencies’ contact centers. A key challenge for GSA moving forward will be the 

ability to recruit, hire, and retain quality staff with complex acquisition, financial, technical, and project management skills to 

accommodate the agency’s leading role in providing technology to the Government. To address this challenge, GSA’s AAS will 

continue to proactively recruit acquisition, program, and project management personnel with the right skills to conduct AAS 

work.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 3.3.1(a) Number of cloud strategies and 

action plans developed in accordance with 

update to Data Center Optimization 

Initiative (DCOI) ↑

OGP N/A N/A 5 5 5

PI 3.3.1(b) Number of Chief Financial 

Officers (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 12 14

Progress Update: GSA achieved both of its targets in FY 2021. Five new cloud strategies and action plans were developed in 

support of the Data Center Optimization Initiative. The number of CFO Act agencies with completed risk assessments (utilizing

Federal Identity, Credential, and Access Management playbooks and tools) increased from 6 to 14 agencies. In response to 

agencies’ feedback, GSA improved the quality of the playbooks through the use of simplified modern use cases. GSA will 

continue to work across Government to provide a policy framework, technical guidance, strategies, and tools to support 

Government-wide technology transformation efforts. GSA’s Office of Government-wide Policy will consult with the CIO, OMB, 

and other agencies to ensure that the policy guidance and training that OGP offers meets agencies' most significant operational 

needs.

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

integrated offerings to support common business processes Government-wide

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 4.1.1 Number of agency-owned (nonGSA) vehicles consolidated by GSA ↑ FAS 1,790 1,805 1,597 2,000 2,951

Progress Update: GSA met its FY 2021 performance goal to consolidate other agencies’ vehicles into GSA’s Fleet Management 

Services. Fleet management represents an opportunity for growth as a GSA-provided shared service. GSA studies have shown 

that there are opportunities to improve Government-wide motor vehicle management to reduce redundancies and avoid 

operational inefficiencies. Vehicle consolidations allow agencies to convert their agency-owned vehicles into GSA’s full life-cycle 

fleet leasing service. Leasing vehicles with GSA ensures that agencies can access reliable and comprehensive data on vehicle 

usage and maintenance to make sound decisions to support their missions. Over 7,800 Government vehicles have been 

consolidated into GSA’s fleet within the current 4-year span (FY 2018–2021).
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 4.2.1(a) Number of business lines that go 

through a readiness assessment ↑ OGP 5 1 1 1 1

PI 4.2.1(b) Number of components that 

have advanced to the next stage of the 

standards development process as part of 

the Federal Integrated Business Framework 

(FIBF) ↑

OGP 5 15 21 12 36

Progress Update: Business standards are critical to establishing shared solutions and services. GSA is making good progress in 

moving agencies to adopt common business standards, meeting both of its performance targets. Using the Federal Integrated 

Business Framework (FIBF), GSA’s Office of Government-wide Policy is leading the effort to document common business needs 

across agencies by focusing on outcomes, data, and cross functional end-to-end business processes. Establishing consistent 

Government-wide standards is part of the critical path for diverse Government agencies to efficiently adopt shared services. 

The FIBF consists of five major components:

1. The Federal Business Lifecycle includes functional areas, functions, and activities that serve as the basis for a common 

understanding on what services agencies need and solutions that should be offered.

2. Business Capabilities are the outcome-based business needs mapped to Federal Government authoritative 

references, forms, inputs, outputs, and data standards.

3. Business Use Cases are a set of agency “stories” that document the key activities, inputs, outputs, and other lines of 

business intersections to describe how the Federal Government operates.

4. Standard Data Elements identify the minimum data fields required to support the inputs and outputs noted in the use 

cases and capabilities.

5. Performance Metrics define how the Government measures successful delivery of outcomes based on timeliness, 

efficiency, and accuracy targets.

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

internal support services, while providing policy guidance across Government

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Results

FY 2021 

Targets

FY 2021

Results

PI 4.3.1(a) Total GSA operating cost as a 

percentage of goods and services provided 

↓

OCFO 8.45% 8.01% 7.64% 8.25% 7.50%

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 5.40 5.75

PI 4.3.1(c) Percent of GSA IT portfolio 

utilizing cloud technologies ↑ GSA IT 47% 50% 52.9% 53% 69.4%

PI 4.3.1(d) Competition rate for GSA 

acquisitions ↑ OGP 82.6% 85.4% 84.2% 80.0% 83.1%

PI 4.3.1(e) Competitive One-Bid rate for 

GSA acquisitions↓ OGP 18.0% 15.4% 14.8% 15.0% 14.0%

PI 4.3.2 GSA Overall Employee Engagement 

Index (EEI)* ↑

Service & 

Staff 

Offices 

76% 78% 83% 83% 83%
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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

GSA’s support services are among the most efficient and effective in Government. Over the past 4 years, internal customers’ 

satisfaction with mission support services — human resources, financial, information technology, and acquisition management 

— has continued to improve year to year. GSA met all five of its internal shared services goals in FY 2021. Notable 

improvements include:

● Reduction in operating costs as a percentage of goods and services provided. From 8.45 percent in FY 2018 to 7.50 

percent in FY 2021.

● Higher internal customer satisfaction with GSA’s mission support services (Acquisition, Human Resources, Financial, 

and Information Management). From an average rating of 5.16 to 5.75 (on a 7-point rating scale) from FY 2018 to FY 

2021.

● A substantial increase of GSA’s IT portfolio transitioned into cloud technologies, achieving 69.4 percent in FY 2021. 

● Other measures have remained stable and on-target.

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

If FY 2021 EEI score remains constant or increases from FY 2020 result, then the FY 2022 target would equal the FY 2021 result. 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Components of the Strategic and Performance Framework

The infographic illustrates the standardized structure of GSA’s strategic and performance framework as 

well as the purpose of each component in fleshing out the strategic goals, from high-level objectives to 

specific performance indicators.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Framework

GSA Mission: To deliver the best customer experience and value in real estate, acquisition, and 

technology services to the Government and the American people.

KEY CAPABILITIES

● People-First Culture Prioritizing Diversity, Equity, Inclusion, and Accessibility 

● Evidence-Based Management Grounded in Strong Data Governance and Analytics

● Efficient Operating Processes Driven by Leading Technology

● Exceptional Customer Experience Delivery
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Framework with Performance Goals

G1 REAL ESTATE SOLUTIONS

Financially and environmentally 

sustainable, accessible, and 

responsive workspace solutions 

that enable a productive Federal 

workforce.

G2 ACQUISITION

A modern, accessible, and 

streamlined acquisition 

ecosystem and a robust 

marketplace connecting buyers 

to the suppliers and businesses 

that meet their mission needs.

G3 DIGITAL GOVERNMENT

A digital Government that 

delivers for the public through 

trusted, accessible, and usercentered technologies.

G4 GOVERNMENT OPERATIONS

A Government that capitalizes on 

interagency collaboration and 

shared services to make informed 

management decisions and 

improve operations, delivering 

value for the American people.

SO 1.1 Develop and offer 

integrated and virtual workspace 

options and services that 

maximize flexibility, particularly in 

anticipation of increased telework. 

● PG 1.1.1 Right-Size GSA’s real 

estate portfolio (APG)

SO 2.1 Ensure GSA’s portfolio of 

offerings meets market demand 

for products, services, and 

solutions and the desired 

acquisition approaches.

● PG 2.1.1 Expand the use of GSA 

acquisition solutions, and 

associated savings, across the 

Government

● PG 2.1.2 Increase Multiple 

Award Schedule (MAS) sales 

SO 3.1 Implement inclusive, 

accessible, and equitable design 

practices that improve customer 

experience with technology and 

digital platforms

● PG 3.1.1 Evaluate, rationalize, 

and modernize GSA technology 

and solutions to advance 

standardization among 

websites across Government

● PG 3.1.2 Improve the public’s 

ability to access resources by 

increasing usability, utility, and 

data integrity of public-facing 

Government websites

SO 4.1 Build evidence-based 

capacity and foster interagency 

collaboration to strengthen 

operational effectiveness at GSA and 

across Government.

● PG 4.1.1 Develop and implement

evaluation designs and methods 

on high-priority, high-impact 

Government-wide programs

SO 1.2 Secure investments 

needed to achieve a right-sized 

and modernized portfolio that is 

safe, efficient, and affordable for 

customers.

● PG 1.2.1 Optimize GSA’s real 

estate portfolio

SO 2.2 Improve stakeholder 

satisfaction by delivering simplified 

customer and supplier

experiences. 

● PG 2.2.1 Increase customer 

satisfaction

● PG 2.2.2 Increase satisfaction of 

supplier base

● PG 2.2.3 Improve tenant 

satisfaction in Governmentowned and -leased space

● PG 2.2.4 Improve the quality of 

contract administration in GSA 

contracting activities

SO 3.2 Lead Government-wide 

adoption of shared technology 

solutions that improve digital 

governance, sharing, security, and 

interoperability. 

● PG 3.2.1 Target the growth of 

shared security products to 

reduce digital threats

● PG 3.2.2 Increase adoption of 

GSA-sponsored identity 

solutions (APG)

SO 4.2 Provide centralized services 

and shared solutions that promote 

cost savings and environmental 

sustainability, enabling agencies to 

focus on mission delivery. 

● PG 4.2.1 Improve agency adoption 

and optimization of GSA services

● PG 4.2.2 Advance Governmentwide agreement on the 

standardization of mission-support 

functions

● PG 4.2.3 Address the climate crisis 

through zero-emission fleet 

vehicles (APG)

SO 1.3 Establish and implement 

cross-cutting solutions that 

mitigate climate risks by 

increasing building resilience, 

reducing overall GHG emissions, 

improving energy, water, and 

waste efficiency, and supporting 

the transition to carbon pollutionfree electricity.

● PG 1.3.1 Reduce GHG emissions 

from the GSA-controlled real 

estate portfolio

● PG 1.3.2 Continue reducing 

energy intensity of GSAcontrolled facilities

SO 2.3 As a trusted partner, 

foster the supply chain to support 

GSA and Federal acquisition 

needs for 2025 and beyond.

● PG 2.3.1 Increase awareness 

and capabilities within GSA’s 

acquisition workforce to better 

manage supply chain risks

SO 3.3 Equip agencies with the 

knowledge and tools to 

strategically procure and deploy 

technology products and services.

● PG 3.3.1 Increase Government 

technology acumen and 

adoption

● PG 3.3.2 Increase usage and 

satisfaction with GSA’s shared 

digital services and solutions

● PG 3.3.3 Increase Federal IT 

modernization

● PG 3.3.4 Expand the diversity of 

the digital workforce

SO 4.3 Deliver smart policies, 

regulations, and workforce training 

that inform management decisions 

and help agencies streamline 

operations.

● PG 4.3.1 Improve Governmentwide real property data 

● PG 4.3.2 Implement effective 

policy initiatives

● PG 4.3.3 Deliver quality policy 

compliance training to agencies 

regarding policies, regulations, and 

best practices

SO 1.4 Identify and implement 

programs that positively impact 

local communities through 

enhanced economic activity and 

opportunities for underserved 

populations.

● PG 1.4.1 Expand and deploy the 

“Good Neighbor Program” 

(GNP) nationwide

SO 2.4 Aid U.S. economic growth 

by maximizing opportunities and 

minimizing barriers for small 

and/or underserved businesses 

seeking to do business with GSA.

● PG 2.4.1 Increase opportunities 

for persons with disabilities 

through GSA procurement

● PG 2.4.2 Maintain and improve 

the percent of spend that goes 

to small business from the MAS

● PG 2.4.3 Create more 

opportunities for small and 

socio-economic businesses

Blank Blank
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

15

FY 2022 - FY 2023 Agency Priority Goals (APGs)

Right-Size GSA’s Real Estate Portfolio

GSA will transform its real estate portfolio to better reflect the changing needs of the postpandemic Federal workforce. As agencies modify their physical footprint, GSA will right-size its 

inventory to fully use its federally owned assets, backfill or terminate vacant leased space, and 

dispose of the properties necessary to achieve an optimized portfolio.

GSA will engage customers to develop National Workspace Portfolio Plans for the 24 Chief Financial 

Officers (CFO) Act agencies by September 30, 2023. Plans will define the customer’s desired future 

real estate footprint, the steps necessary to reach that footprint and strategies for supporting the 

customer’s evolving workstyle needs through technology and services solutions.

Goal Leader: Nina M. Albert, Commissioner, Public Buildings Service

Address the Climate Crisis through Zero-Emission Fleet Vehicles

As part of GSA’s efforts to tackle the climate crisis, the agency will support near-term global 

reductions in greenhouse gas emissions and a long-term goal of net-zero global emissions by 

helping agencies increase their conversions to clean- and zero-emission fleet vehicles (ZEVs).

GSA will work with customer agencies to enable an increasing percentage of vehicles eligible for 

replacement with ZEVs to be replaced with ZEVs each fiscal year. 

Note: Actual targets will depend on the level and specified purpose of funding received and the EV 

make/models available from industry that meet agency mission requirements.

Goal Leader: Sonny Hashmi, Commissioner, Federal Acquisition Service 

Increase Adoption of GSA-Sponsored Identity Solutions

GSA will increase adoption of Login.gov, a simple, secure, and equitable shared service at the 

forefront of the public’s digital identity. The goal is for Login.gov to be the public’s one account for 

accessing government services online. Login.gov can cost-effectively help agencies to support a 

better user experience, streamline user accounts, and enhance security. GSA is expanding its suite 

of identity solutions to increase diversity of vendor and Government data source providers. GSA 

wants to improve identity verification rates across a broader set of demographics, such as age, 

ethnicity, and socioeconomic status.

● Increase the number of customer agencies using at least one GSA identity management 

solution from 27 to 33 agencies.

● Increase the number of annual active users on the Login.gov platform from 16M to 41M.

● Expand the number of identity vendors and Government data source providers utilized on the 

platform from 2 to 4.

Goal Leaders: Sonny Hashmi, Commissioner, Federal Acquisition Service 

Dave Zvenyach, Director, Technology Transformation Services
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

16

FY 2023 Strategic Objectives (SO) and Performance Indicators (PI) 

Summary

SO 1.1 Develop and offer integrated and virtual workspace options and services that maximize 

flexibility, particularly in anticipation of increased telework

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 1.1.1 Percent of CFO Act agencies 

with new National Workspace 

Portfolio Plans ↑ (APG) (New)

PBS N/A N/A N/A N/A 50% 80%

SO 1.2 Secure investments needed to achieve a right-sized and modernized portfolio that is safe, 

efficient, and affordable for customers

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 1.2.1 (a) Lease cost relative to the 

average market rate ↓ PBS -17.0% -12.6% -10.25% -7.0% -9.0% -7.0%

PI 1.2.1 (b) Percent of noncompetitive sales and donations 

awarded within 220 days ↑

PBS 98% 95.5% 100% 93% 93% 93%

PI 1.2.1 (c) Percent of public sale 

properties awarded within 135 days 

↑

PBS 99% 100% 98% 98% 98% 98%

PI 1.2.1 (d) Gross sales revenue from 

GSA disposals (in millions)* ↑ PBS $61.7 $38.2 $4.95 $13.5 $28 $17.25

PI 1.2.1 (e) Capital projects schedule 

variance ↔ (Revised) PBS N/A N/A -1.5% 0 to -20% 0 to -10% 0 to -10%

PI 1.2.1 (f) Percent of capital projects 

on budget ↑ (Revised) PBS 82.0% 83.5% 80.2% 80% 80% 80% 

*The targets do not include disposal actions executed under FASTA authority.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

17

SO 1.3 Establish and implement cross-cutting solutions that mitigate climate risks by increasing 

building resilience, reducing overall greenhouse gas emissions, improving energy, water, and waste 

efficiency, and supporting the transition to carbon pollution-free electricity.*

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 1.3.1 Greenhouse gas reduction from 

FY 2008 baseline (Scope 1 and 2 

emissions) ↑ 

PBS 41.4% 45.3% 51.0% N/A 50.0% TBD

PI 1.3.2 Energy intensity reduction

(cumulative % reduction in BTU/GSF

from baseline year of FY 2015) ↓

PBS 5.06% 10.33% 11.09% 10.58% 11.34% TBD

SO 1.4 Identify and implement programs that positively impact local communities through enhanced 

economic activity and opportunities for underserved populations

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 1.4.1 “Good Neighbor Program” 

Planning Outreach and Partnership 

engagements ↑(New)

PBS 8 8 5 N/A 22 33

SO 2.1 Ensure GSA’s portfolio of offerings meets market demand for products, services, and solutions 

and the desired acquisition approaches

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 2.1.1 Acquisition program savings 

delivered to customers (in billions) ↑ FAS $6.54 $5.92 $6.09 $5.00 $6.10 $6.20

PI 2.1.2 Multiple Award Schedule 

(MAS) sales (in billions) ↑ FAS $32.0 $36.6 $39.8 $32.5 $38.0 $39.0
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

18

SO 2.2 Improve stakeholder satisfaction by delivering simplified customer and supplier experiences

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 2.2.1 Customer Loyalty Survey score 

(Rating scale is 1 to 10) ↑ FAS 7.6 7.9 7.8 7.9 7.9 8.0

PI 2.2.2 Industrial Satisfaction Survey 

score (Rating scale is 1 to 5) ↑ FAS 3.65 3.81 3.90 3.85 3.95 4.00

PI 2.2.3 Tenant Satisfaction Survey 

(TSS) - Facilities Management Index ↑ PBS 70% N/A* N/A* N/A* N/A* 70%

PI 2.2.4 (a) Average Entity scores as 

measured by Procurement Mgmt. 

Review Division (PMRD) ↑ (New)

OGP 89% 85% 87% N/A 85% 85%

PI 2.2.4 (b) Average Transactional 

scores as measured by PMRD (Rating 

scale is 0 to 3) ↑ (New)

OGP 2.22 2.12 2.11 N/A 2.00 2.00

*Due to decreased occupancy levels associated with the COVID-19 pandemic, GSA did not conduct the TSS in FY20 or FY21. Given the uncertainty 

around plans for tenants to return to the office, GSA will not conduct the TSS in FY22. GSA expects to restart the TSS in FY23.

SO 2.3 As a trusted partner, foster the supply chain to support GSA and Federal acquisition needs for 

2025 and beyond

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 2.3.1 Percent of GSA acquisition 

workforce trained in cyber-supply 

chain risk management ↑ (New)

OGP N/A N/A N/A 0% 

(baseline) 50% 80%

SO 2.4 Aid U.S. economic growth by maximizing opportunities and minimizing barriers for small 

and/or underserved businesses seeking to do business with GSA

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 2.4.1 Percent of GSA obligations to 

AbilityOne Program ↑ (New) OGP 7.39% 7.91% 5.78% 2% 2.5% +0.5% of 

FY22 Result

PI 2.4.2 Percent of spend going to 

small business from the Multiple 

Award Schedule (MAS) ↑

FAS 38.8% 37.2% 36.7% 35.0% 36.0% 37.0%

PI 2.4.3 (a) Percent of GSA contract 

dollars awarded to small business 

through prime contracting ↑

OSDBU 42.69% 49.43% 46.89% 30.0%* TBD* TBD*

PI 2.4.3 (b) SBA Small Business 

Procurement Scorecard - GSA’s Grade 

↑ (New)

OSDBU A+ A+ N/A** A+ A+ A+

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

**Results will not be available until approximately the fourth quarter of the following fiscal year.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

19

SO 3.1 Implement inclusive, accessible, and equitable design practices that improve customer 

experience with technology and digital platforms

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 3.1.1 (a) Percent of public-facing 

production websites GSA owns or 

administers for others that conform 

to 21st Century IDEA standards ↑

(New)

OCE N/A N/A 4% N/A 8% 20%

PI 3.1.1 (b) Percent of TTS digital 

assets that are Section 508 compliant 

↑ (New)

FAS TTS N/A N/A 53% N/A 75% 100%

PI 3.1.1 (c) Percent of Information & 

Communication Technology (ICT) 

solicitations posted to SAM.gov that 

adequately address Section 508 

provisions ↑ (New)

OGP N/A N/A 3% Baseline 5% 5%

PI 3.1.2 Number of websites utilizing 

GSA’s Digital Analytics Program ↑

(New)

FAS TTS N/A N/A 6,000 N/A 6,300 6,615

SO 3.2 Lead Government-wide adoption of shared technology solutions that improve digital 

governance, sharing, security, and interoperability 

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 3.2.1 (a) Number of times 

FedRAMP authorized products have 

been reused by agencies 

(cumulative) ↑ 

FAS 1,273 1,847 2,864 2,760 3,174 3,650

PI 3.2.1 (b) Average time to obtain 

FedRAMP authorization through the 

Joint Advisory Board (months)↓

(New)

FAS 4.19 4.82 4.6 4.55 4.1 3.6

PI 3.2.1 (c) Average time for agencies 

to obtain a FedRAMP authorization 

for a cloud product (months) ↓

(New)

FAS N/A N/A 8.1 8.04 7.2 6.4

PI 3.2.2 (a) Number of customer 

agencies using at least one GSA 

identity management solution ↑ 

(APG) (New)

FAS TTS 17 19 27 N/A 31 33

PI 3.2.2 (b) Number of active users on 

Login.gov (in millions)↑

(APG) (New)

FAS TTS N/A 14 16 N/A 32 41

PI 3.2.2 (c) Number of identity 

vendor and Government data source 

providers on the platform ↑ (APG)

(New)

FAS TTS N/A 2 2 N/A 4 4
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

20

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 3.2.2 (d) Number of Login.gov 

serviced applications ↑ (APG) (New) FAS TTS 46 83 199 100 250 350

SO 3.3 Equip agencies with the knowledge and tools to strategically procure and deploy technology 

products and services

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 3.3.1 Number of agencies using 

TTS consulting services and products 

↑ (New)

FAS TTS 60 57 74 N/A 82 90

PI 3.3.2 (a) TTS business volume (in 

millions) ↑ (New) FAS TTS $58.9 $76.0 $96.3 $110.5 $123.8 $161.0

PI 3.3.2 (b) Agency partner 

satisfaction - Net Promoter Score ↑

(New)

FAS TTS N/A N/A 41 N/A 45 50

PI 3.3.3 (a) Percent of Federal Citizen 

Services Fund (FCSF)’s American 

Rescue Plan (ARP) funds that have 

been obligated (cumulative) ↑ (New)

FAS TTS N/A N/A 2.2% N/A 50% 80%

PI 3.3.3 (b) Number of data sources 

displayed on the modernized Federal 

IT Dashboard (cumulative) ↑ (New)

OGP N/A N/A 1 Baseline 2 3

PI 3.3.4 Number of new hires for the 

U.S. Digital Corps program ↑ (New) FAS TTS N/A N/A 0 Baseline 20 50

SO 4.1 Build evidence-based capacity and foster interagency collaboration to strengthen operational 

effectiveness at GSA and across Government

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 4.1.1 Number of completed 

evaluations Government-wide ↑

(New)

OGP 11 0 18 N/A 14 16
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

21

SO 4.2 Provide centralized services and shared solutions that promote cost savings and environmental 

sustainability, enabling agencies to focus on mission delivery

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 4.2.1 Number of GSA services 

within the Government-wide 

portfolio of shared services ↑ (New)

OGP 4 4 4 N/A 5 6

PI 4.2.2 Number of components 

advancing to the next stage of the 

standards governance process as 

part of the Federal Integrated 

Business Framework (FIBF) ↑

OGP 15 21 36 12 18 18

PI 4.2.3 (a) Percent of new vehicle 

orders that are ZEVs compared to the 

total number of vehicles ordered in 

FY where an affordable EV was 

available ↑ 

(APG) (New)

FAS 3.0% 1.7% 6.74% N/A 10.0% 37.0%

PI 4.2.3 (b) Number of ZEV models 

available for Government customers 

to purchase or to lease ↑ 

(APG) (New)

FAS 11 13 34 N/A 50 55

PI 4.2.3 (c) Percent increase in miles 

per gallon for the GSA leased fleet ↑

(APG) (New)

FAS 15.80% 19.60% 18.49% N/A 21% 25%

SO 4.3 Deliver smart policies, regulations, and workforce training that inform management decisions 

and help agencies streamline operations

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

PI 4.3.1 (a) Percent of domestic 

Federal real property assets with 

geocodable or mappable location 

data* ↑ (New)

OGP N/A 70% TBD N/A 75% 85%

PI 4.3.1 (b) Percent of true real 

property data errors* ↓ (New) OGP 19.43% 15.34% TBD 12% 10% 9%

PI 4.3.2 Percent of key users that rate 

OGP policy initiatives effective ↑

(New)

OGP N/A N/A N/A N/A Baseline 75%

PI 4.3.3 Percent of training attendees 

that rate Government-wide training 

effective ↑ (New)

OGP N/A N/A N/A N/A Baseline TBD

*One-year lag in reporting data results.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Key Capabilities (KC)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2019 

Results 

FY 2020 

Results

FY 2021 

Results

FY 2021 

Targets

FY 2022 

Targets

FY 2023

Targets

KC 1 Effectiveness of GSA CXO 

functions, as measured by 

Government-wide Customer 

Satisfaction Survey ↑

CXO 5.42 5.49 5.75 5.40 5.45 5.70

KC 2 Total GSA operating cost as a 

percentage of goods and services 

provided ↓

OCFO 8.01% 7.64% 7.5% 8.25% 8.09%* 8.37%*

KC 3 GSA Overall Employee 

Engagement Index (EEI) ↑

Service 

& Staff 

Offices

78% 83% 83% 83% 83%

1% increase 

from 2022

result OR 

target is 

prior year’s 

result**

KC 4 GSA Federal IT Acquisition 

Reform Act (FITARA) Scorecard Score 

↑ (New)

GSA IT B+ A+ A+ B+ B+ TBD

KC 5 Percent of GSA Staff to Receive 

Account Access and Standard Laptop 

on Day 1 ↑ (New)

GSA IT 100% 98% 98.3% 95% 95% 90%

KC 6 Competition rate for GSA 

acquisitions ↑ (Revised) OGP 91.4% 92.0% 90.7% 90% 90% 90%

KC 7 Number of completed 

evaluations at GSA ↑ (New) OGP 0 0 0 Baseline 4 6

*GSA’s operating costs as a percentage of goods and services provided have been driven by above plan increases in business volume and underexecution in expenses, particularly in FTE. GSA’s FY 2022 and FY 2023 targets reflect a moderate level of growth in business volume that is 

offset by increased expense execution as GSA programs hire more FTE, increase spending to support the Administration’s priorities, and fully 

execute their operating budget plans.

**If EEI score decreases from previous year, then the target would be a 1 percent increase from prior year’s result. If EEI score remains constant 

or increases from previous year, target would equal prior year’s result.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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FY 2023 Annual Performance Plan

Strategic Goal 1 

Real Estate Solutions: Financially and environmentally sustainable, accessible, 

and responsive workspace solutions that enable a productive Federal 

workforce.

Two critical trends have created the opportunity to optimize the GSA-controlled real estate portfolio to 

better serve the future needs of the Government and save money for the American taxpayers:

1. Workspace allocated per person is likely decreasing, a long-term trend accelerated by the 

COVID-19 pandemic. The pandemic demonstrated that full-time telework is a viable option and 

that the future will include a mix of office-based work and telework. This presents a unique 

opportunity to restructure GSA’s real estate portfolio and meet customers’ workplace needs 

through a combination of space and technology services.

2. While office trends might change the composition and size of the GSA real estate portfolio in the 

future, GSA will continue to manage a significant asset base and must maintain its facilities in a 

state of good repair. For the past decade, funding shortfalls have hindered GSA’s ability to 

address the growing backlog of deferred maintenance. GSA must address these deferred 

maintenance needs to provide safe, functional, and healthy workspaces for Federal employees 

at a good value for the American taxpayer, and to manage capital costs responsibly.

This strategic goal positions GSA to lead the Federal Government’s real estate optimization efforts as 

part of the “future of work.” GSA seeks to offer agencies integrated space and virtual workspace 

solutions, shifting occupant agencies from leased to federally owned facilities under GSA’s jurisdiction, 

custody, and control, reversing the growing backlog of repairs and alterations, and disposing of 

underutilized facilities that are surplus. 

GSA also seeks to invest in climate adaptation tools and strategies to minimize negative climate impacts 

on GSA-controlled facilities. To accomplish this strategic goal, GSA will need to secure the funding 

required to maintain Federal facilities to house nearly 1 million Federal employees safely. 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

24

 Strategic Objective 1.1 

Develop and offer integrated and virtual workspace options and services that maximize 

flexibility, particularly in anticipation of increased telework. 

GSA is committed to partnering with all customer agencies to assess and deliver their future real estate 

needs. GSA will proactively and regularly engage with its customers to understand changing mission 

needs and guide their workspace strategies based on those evolving requirements.

GSA is developing and deploying customer-driven solutions through the Workplace 2030 initiative that 

will enable agencies to align people, processes, and tools around their workspace strategies. Workplace 

2030 solutions will focus on the future of Federal work, exploring how expanded telework, hybrid work 

environments, and distributed organizational models can enhance the mission effectiveness. GSA will 

also continually monitor and quantify variables such as space utilization, changing demand, and market 

trends to improve data-driven decisions. This objective focuses on these activities as a key component 

to right-sizing GSA’s real estate footprint.

Strategic Initiatives 

1. Lead the Federal Government’s post-COVID real estate efforts. 

a. Proactively engage with customers to develop and deploy workspace solutions that 

right-size GSA’s real estate portfolio. 

b. Establish a baseline and make data-driven decisions on future operating postures.

c. Partner with agencies to determine what the future Federal workspace may look like 

and the potential for cost savings and space utilization.

2. Evolve and expand workspace solutions for agencies.

a. Develop a set of offerings for customers that integrates real estate, technology, and 

work support solutions.

b. Deploy integrated workspace solutions to meet customer agencies’ changing real estate 

needs.

Goal Leader Nina M. Albert, Public Buildings Service

Contributing Programs ● Federal Acquisition Service

● Office of the Chief Financial Officer

● GSA IT

● Office of Congressional and Intergovernmental Affairs

● Office of Strategic Communication 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Performance Goal 1.1.1 - Right-Size GSA’s Real Estate Portfolio (APG)

Benefit to the Public:

GSA will optimize taxpayer spending for real estate and achieve customer satisfaction by 

partnering with agencies to understand their future space needs and right-size office space.

Performance Indicator Definition:

Percent of CFO Act agencies with new National Workspace Portfolio Plans 

GSA will optimize taxpayer spending for real estate and achieve customer satisfaction by 

partnering with agencies to develop National Workspace Portfolio Plans with real estate 

strategies that will meet customer needs and right-size their office space. GSA will engage with all 

24 CFO Act agencies to understand their future space needs and develop a plan for their future 

housing requirements that will incorporate innovative workspace solutions and strategies that will 

optimize space utilization and save money. 

In order to meet this measure, GSA will create a National Workspace Portfolio Plan with 50% of 

CFO Act agencies in FY 2022 and 80% in FY 2023.

GSA will engage agencies with the goal of developing a partnership plan. GSA will develop 

strategies to consolidate, track occupancy and use of space with the concurrence of tenant 

agencies, reduce costly leases, support safe re-entry, and develop innovative designs to support 

new working environments and trends post-COVID. If the agency is unable to partner with GSA, 

GSA will partner at a later date as agencies work to understand their needs post pandemic. 

In FY 2023, GSA will engage all 24 CFO Act Agencies to develop plans not developed in FY 2022 

and update already existing plans with new information and requirements.

PI 1.1.1 Percent of CFO Act agencies with new National Workspace Portfolio Plans

Lead Office: PBS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A N/A

2022 50% N/A

2023 80% N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Objective 1.2 

Secure investments needed to achieve a right-sized and modernized portfolio that is safe, 

efficient, and affordable for customers.

GSA manages one of the Nation’s largest and most diverse real estate portfolios, housing nearly 1 

million Federal employees who perform, among other things, vital national security, law enforcement, 

commerce, and research and development missions. The COVID-19 pandemic created a unique 

opportunity for GSA and its 50 occupant agencies to rethink how they use space and reposition the 

portfolio to potentially reduce the overall Federal footprint and to save money. 

Investment in Federally owned facilities under GSA’s jurisdiction, custody, and control (hereafter 

referred to as federally owned GSA-controlled facilities) will not only modernize existing space and 

achieve higher performing facilities, but would also address the growing backlog of repairs and 

alterations to help properly maintain facilities in the future. For the past decade, funding shortfalls have 

hindered GSA’s ability to make these critically needed investments. 

GSA will work with its customer agencies and Congress to secure the funding and approvals necessary to 

deliver a right-sized portfolio that is financially sustainable. GSA will strategically prioritize investments 

in federally owned assets to reduce the reliance on leased assets and maintain federally owned GSAcontrolled facilities in good condition. Sufficiently investing in Federal facilities supports the President's 

Management Agenda and takes advantage of the unique opportunity created by the COVID-19 

pandemic to re-imagine the future of Federal workspaces and to optimize GSA’s real estate portfolio.

Strategic Initiatives

1. Continued prioritization of Lease Cost Avoidance.

a. Optimize GSA’s real estate portfolio and encourage maximum use of federally owned 

GSA-controlled facilities in lieu of leasing.

2. Develop and implement a real estate strategy with a financially-solvent asset mix.

a. Prioritize funding to address asset repair backlog and reduce liabilities.

b. Invest in assets to improve utilization, reduce vacancy, and dispose of underperforming 

assets.

c. Reduce reliance on costly leases and improve utilization in federally owned facilities.

3. Seek to secure the funds needed to maintain GSA-controlled facilities in a state of good repair.

a. Secure consistent and full access to the Federal Buildings Fund to address a backlog of 

unfunded repair and alterations projects and to maintain federally owned GSAcontrolled facilities properly going forward.

b. Seek increased flexibility to deploy public-private partnership tools and solutions to 

achieve the Administration's goals of 100% carbon pollution-free electricity by 2035, as 

well as water- and energy-saving measures.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Goal Leader Nina M. Albert, Public Buildings Service

Contributing Programs ● Office of the Administrator

● Office of the Chief Financial Officer

● Office of Congressional and Intergovernmental Affairs

● Office of Strategic Communication 

Performance Goal 1.2.1 - Optimize GSA’s real estate portfolio

Benefit to the Public:

An efficient real estate portfolio is crucial to providing safe, healthy, and functional workspaces 

for tenant agencies, while simultaneously providing the best value to the taxpayer. GSA utilizes 

several key practices to provide an efficient portfolio: lease contract negotiations, effective space 

management, and project delivery assessment. Negotiating leases at or below comparable market 

rates ensures GSA acquires Federal office space at the best value. Effective management of GSAcontrolled space includes managing vacant space to improve utilization; and disposing of 

underutilized assets in a timely fashion. Capital projects provide the critical improvements and 

agency consolidations required to maintain safe and efficient assets. Project delivery assessment 

ensures that capital projects are delivered on time and on budget. All these activities reduce costs 

(operational and project) and support the management of a financially self-sustaining portfolio, 

providing an effective monetary value returned on the taxpayer’s investment. 

Performance Indicator Definition:

(a) Lease cost relative to the average market rate:

Compares the net present value (NPV) of a discounted cash flow (DCF) model of a GSA lease to 

the NPV of the DCF model of an average market lease in a specified submarket. Only pertains 

to office leases in major metro markets in the United States.

(b) 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, 

historic building reviews, or litigation. Non-competitive sales and donations include negotiated 

sales, public benefit conveyances, and Federal transfers.

(c) 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, historic building reviews, or litigation. Time 

of award refers to the date the offer to purchase is completed by GSA and the purchaser.

(d) Gross sales revenue from GSA disposals (in millions):

This measure will track the total gross proceeds of all disposals brought to successful sale by 

GSA PBS in FY 2022. The sales total will be recorded on the date of the successful conclusion of 

the online auction, live auction, negotiated sale, or other sale method used. This date will be 

used to remain consistent with GSA practice in recording disposal statistics, and not the actual 

closing date and transfer of deed.

(e) Capital projects schedule variance:

This indicator evaluates schedule performance by how accurately GSA delivers prospectuslevel capital projects to their original plans and provides visibility into the projects’ lifecycle. 

The capital projects schedule variance is calculated by comparing the projects’ baseline 

milestone dates to the actual milestone dates, relative to the total baseline project duration.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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(f) Percent of capital projects on budget:

This measure will evaluate PBS’s ability to manage within the prospectus budget that 

supported the President’s Budget rather than just the construction phase budget. Projects will 

baseline their budgets within 60 days after receiving their full authorization. PBS will be 

measured on the percentage of funded projects that are being delivered within their original 

appropriation. The measure will be used to promote better project planning, scope control, 

and budget management.

PI 1.2.1 (a) Lease cost relative to the average market rate

Lead Office: PBS

Fiscal Year Target Results

2018 Baseline -5.2%

2019 Baseline -17.0%

2020 <=-7.0% -12.6%

2021 -7.0% -10.25%

2022 -9.0% N/A

2023 -7.0% N/A

PI 1.2.1 (b) Percent of non-competitive sales and donations awarded within 220 days

Lead Office: PBS

Fiscal Year Target Results

2018 93% 97.5%

2019 93% 98%

2020 93% 95.5%

2021 93% 100%

2022 93% N/A

2023 93% N/A

PI 1.2.1 (c) Percent of public sale properties awarded within 135 days

Lead Office: PBS

Fiscal Year Target Results

2018 98% 98%

2019 98% 99%

2020 98% 100%

2021 98% 98% 

2022 98% N/A

2023 98% N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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PI 1.2.1 (d) Gross sales revenue from GSA disposals (in millions)

Lead Office: PBS

Fiscal Year Target* Results

2018 N/A $76.4

2019 $15 $61.7

2020 $15 $38.2

2021 $13.5 $4.95

2022 $28 N/A

2023 $17.25 N/A

*The targets do not include disposal actions executed under FASTA authority.

PI 1.2.1 (e) Capital projects schedule variance

Lead Office: PBS

Fiscal Year Target Results

2018 Baseline N/A

2019 Baseline N/A

2020 Baseline N/A

2021 0 to -20% -1.5%

2022 0 to -10% N/A

2023 0 to -10% N/A

PI 1.2.1 (f) Percent of capital projects on budget

Lead Office: PBS

Fiscal Year Target Results

2018 Baseline N/A

2019 Baseline 82.0%

2020 Baseline 83.5%

2021 80% 80.2%

2022 80% N/A

2023 80% N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Objective 1.3 

Establish and implement cross-cutting solutions that mitigate climate risks by increasing 

building resilience, reducing overall greenhouse gas emissions, improving energy, water, and 

waste efficiency, and supporting the transition to carbon pollution-free electricity.

The Federal Government faces broad exposure to the mounting risks and costs already posed by the 

climate crisis. GSA has a unique standing to address the climate crisis by using its mission, authorities, 

buying power, and expertise to advance the Administration’s climate resilience efforts. To do so, GSA 

will develop and deploy a climate and sustainability strategy for the facilities in its real estate portfolio. 

GSA will prioritize investments in climate resilience capacities, acquiring and deploying climate 

monitoring technologies, and strengthening critical climate sustainability policies. GSA will also prioritize 

investments in greenhouse gas (GHG) emission reduction and sustainable performance. Progress will be 

based on clean energy, energy and water efficiency, performance contracting, waste diversion, and 

sustainable strategies.

Strategic Initiatives

1. Achieve 100% renewable electricity sources by 2025 and 100% carbon pollution-free 

electricity by 2030, including 50 percent 24/7 carbon pollution-free electricity.

a. Develop and implement a Renewable Energy Strategic Plan that considers GSA portfolio, 

life cycle analysis, industry best practices, market conditions, and available options and 

contract mechanisms. 

2. Target 50% of eligible buildings to comply with the Guiding Principles for Sustainable Federal 

Buildings by 2025.

a. Target sustainability performance challenges and needed building improvements.

b. Support the interagency effort to develop a Federal Buildings Performance Standard.

3. Target net-zero designs for new construction and major modernization by 2030.

a. Partner with Federal agencies to enhance project sustainability requirements by:

1. Updating the Facilities Standards for the Public Buildings Service (PBS-P100) to 

require new construction designs to be, at least, net zero energy-ready.

Note: The P-100 only applies to GSA-managed actions. It does not impact other agencies’

construction/renovation activity nor is it part of OGP Government-wide real property activities.

2. Eliminating usage of fossil fuel-generated energy in new and modernized 

buildings.

3. Exploring ways to reduce the embodied carbon of materials used in construction 

and modernization projects.

4. Develop a robust and resilient capacity to manage climate change risks and secure Federal real 

property investments by 2025.

a. Establish a climate risk management process and resilience program that will formulate 

criteria and metrics to inform real property decisions and monitor risk reduction 

investments (e.g., building flood protection, resilient power, and wildfire damage 

prevention). 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Goal Leaders Nina M. Albert, Public Buildings Service

Krystal Brumfield, Office of Government-wide Policy

Contributing Programs ● Office of the Administrator

● Federal Acquisition Service

● Office of Government-wide Policy 

● GSA IT

● Office of the Chief Financial Officer

Performance Goal 1.3.1 - Reduce greenhouse gas emissions 

from the GSA-controlled real estate portfolio

Benefit to the Public:

Reducing GHG emissions mitigates climate impacts to the Nation. GHG emissions reduction 

benefits local air quality and reflects improved performance on traditional PBS building 

performance metrics, including footprint, energy reductions, renewable energy, and sustainable 

buildings. GSA’s recent approach for GHG reduction has focused on facilities’ energy efficiency 

and renewable electricity procurements. Progress on these fronts has led to some of the largest 

Scope 1 and 2 emission reductions in recent years.

Performance Indicator Definition:

Greenhouse gas reduction from FY 2008 baseline (Scope 1 and 2 emissions):

GHG reduction (metric tonnes carbon dioxide equivalent) from FY 2008 baseline (Scope 1 and 2 

emissions):

Scope 1 covers direct emissions from federally owned or controlled sources. Scope 2 covers 

indirect emissions from the generation of purchased electricity, steam, heating, and cooling 

produced by others and consumed by GSA. Further details on GSA’s GHG emissions (Scope 1 and 

2) can be found at sustainability.gov, including breakouts for net electricity emissions; stationary 

combustions; and steam, hot and chilled water.

PI 1.3.1 Greenhouse gas reduction from FY 2008 baseline (Scope 1 and 2 emissions)

Lead Office: PBS

Fiscal Year Target Results

2018 N/A 39.0%

2019 N/A 41.4%

2020 N/A 45.3%

2021 N/A 51.0%

2022 50.0% N/A

2023 TBD N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Performance Goal 1.3.2 - Continue reducing energy intensity of GSA-controlled facilities

Benefit to the Public:

Energy conservation and efficient operations in Federal workspaces lowers costs, reduces 

emissions, and, in some markets, can help stabilize the grid and contribute to energy 

infrastructure resiliency. Investing in energy efficiency in Federal spaces can serve as a catalyst for 

the broader marketplace of facility energy efficiency. Energy-efficient Federal facilities are better 

poised to meet modern climate challenges and contribute to mission assurance for the tenant 

agencies that depend on them.

Performance Indicator Definition:

Energy intensity reduction (cumulative % reduction in BTU/GSF from baseline year of FY 2015)*:

This measure compares current energy intensity with the FY 2015 energy intensity. Energy 

intensity reduction mandates and specific percentage targets were part of several laws and 

Executive Orders from the past; however, the most recent Executive Order (Executive Order 

14057) does not contain a specific reduction target or energy usage goal, but instead requests 

that agencies establish targets for fiscal year 2030.

Note: BTU/GSF (British thermal units of energy per gross square foot) is sometimes called “energy intensity” or “energy 

usage index”; it is a common metric for describing energy efficiency in buildings.

PI 1.3.2 Energy intensity reduction (cumulative % reduction in BTU/GSF from baseline year

of FY 2015)

Lead Office: PBS

Fiscal Year Target Results

2018 7.50% 5.41%

2019 5.66% 5.06%

2020 5.31% 10.33%

2021 10.58% 11.09%

2022 11.34% N/A

2023 TBD N/A

*A new Government-wide energy use intensity measure is expected as part of implementing instructions to E.O. 14057. GSA 

will revise its measure definition and re-baseline targets in FY 2023 to align to this new standard. 

Strategic Objective 1.4
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Objective 1.4

Identify and implement programs that positively impact local communities through enhanced 

economic activity and opportunities for underserved populations.

GSA is the Nation’s largest landlord, managing more than 8,800 federally owned and leased assets 

located in approximately 2,000 communities throughout the 50 States, five territories, and the District 

of Columbia. GSA’s vast reach presents a unique opportunity to support State, local, and Tribal 

governments’ economic goals, along with the well-being of communities that host GSA-controlled 

facilities. GSA has the responsibility to leverage its real estate actions in ways that support community 

development and local planning goals, while meeting customer agency needs. This derives from legal 

mandate as well as sound business practice. GSA’s Good Neighbor programs (GNP) provides the 

technical expertise and planning tools to help leverage its projects in support of community planning 

goals – to create multiple returns for both communities and customer agencies.

GSA, while balancing customer agency mission requirements, security criteria, and the interests of the 

American taxpayer, will use the GNP to identify and align projects that may support local community 

priorities. GSA will design and locate Federal facilities with local economic development and planning 

goals in mind; design facilities to maximize sustainability and to reflect the local community; coordinate 

with Federal agencies and State, local and Tribal governments to advance environmental justice where 

GSA-controlled facilities are having disproportionate negative impact on local communities; and 

coordinate with State, local and Tribal governments on uses for and disposition of Federal surplus real 

property.

Strategic Initiatives

1. Coordinate major GSA development projects with State, local, and Tribal stakeholders to 

generate positive and long-lasting community impacts for those communities that host GSAcontrolled facilities.

a. Support local economic development and community planning goals through early 

and in-depth engagement for major GSA projects with local officials and other 

stakeholders.

b. Expand and enhance the use of pre-design collaborative techniques on new 

construction and other projects that impact the public realm to maximize community 

benefits. 

2. Collaborate with Federal agencies to accelerate economic recovery, sustainability, and 

environmental justice.

a. Partner with Federal agencies to explore and implement policies and procedures that 

target economic recovery and environmental improvement, especially in 

neighborhoods that have historically suffered from disinvestment and environmental 

harm. 
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

34

3. Expand use of environmental justice and sustainability mapping with other spatial data tools 

to help GSA decision making.

a. Use mapping tools to better understand how GSA’s real estate investments impact 

local communities.

Goal Leader Nina M. Albert, Public Buildings Service

Contributing Programs ● Office of the Administrator

● Office of Congressional and Intergovernmental Affairs

● Office of Small and Disadvantaged Business Utilization

● Office of Government-wide Policy 

● Office of Strategic Communication 

Performance Goal 1.4.1 - Expand and deploy the “Good Neighbor Program” nationwide

Benefit to the Public:

Early coordination between GSA and local officials can help to identify opportunities for Federal 

real estate activities to support local economic development and planning goals. Relevant 

Federal activities include site selection, new construction, leasing, shared use, and facility 

management, as well as sustainability and site work. 

GSA will implement the GNP to the extent possible and when doing so is advantageous to the 

American taxpayer, to support local community priorities, accelerate economic recovery, and 

advance environmental justice.

Performance Indicator Definition:

“Good Neighbor Program” Planning Outreach and Partnership (POP) engagements:

Under its GNP, GSA will use POP engagements to meet and coordinate with local officials. As part 

of these workshops, GSA and local officials will share community-wide inventory, long-range 

planning, and other information to identify concerns, find areas of mutual interest, and develop 

working relationships well in advance of formal real estate actions, when opportunities to 

leverage mutual goals are maximized.

POP meetings will be held in communities where coordination between GSA and local 

governments would be most valuable. This would include communities where GSA plans future 

construction or modernization projects and major leasing activity, as well as communities where 

the use or management of the existing GSA portfolio has potential to support local sustainability, 

environmental justice, or other local planning goals. 

GSA is targeting to hold 22 POP engagements in various communities across the country in FY 

2022 and an additional 33 engagements in FY 2023. An outcome of each meeting will be a 

standardized report outlining next steps for engagement, partnership, and any agreed-upon 

community improvement actions by GSA and the local government.

PI 1.4.1 “Good Neighbor Program” Planning Outreach and Partnership (POP) engagements

Lead Office: PBS

Fiscal Year Target Results

2018 Baseline N/A

2019 Baseline 8

2020 Baseline 8

2021 Baseline 5

2022 22 N/A

2023 33 N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Goal 2

Acquisition: A modern, accessible, and streamlined acquisition ecosystem and a 

robust marketplace connecting buyers to the suppliers and businesses that 

meet their mission needs.

As the Federal Government’s primary provider of acquisition services, GSA is committed to delivering 

value, innovation, and an exceptional customer experience. Every day, we help our customers make 

smart purchasing decisions to get the goods and services they need. 

GSA uses the collective buying power of the Government to negotiate better prices, while using efficient 

operations, market expertise, and proactive partnerships with customer agencies and private sector 

vendors. 

GSA plays an important role in advancing the Administration’s priorities through leadership in 

Government-wide acquisition, including economic growth, climate resiliency, and strengthening 

diversity, equity, inclusion, and accessibility. The acquisition policies GSA establishes and implements 

have a significant and lasting impact on communities and stakeholders. 

Over the five-year horizon of this strategic plan, GSA intends to: 

● Deliver best-value products and services to enable customers’ missions.

● Modernize acquisition through technology to improve the overall experience for our buyers and 

suppliers.

● Use our strategic position in the market, our expertise, and our relationships with customers 

and suppliers to drive equitable markets, sustainable practices, and continued economic 

recovery.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Objective 2.1

Ensure GSA’s portfolio of offerings meets market demand for products, services, and 

solutions and the desired acquisition approaches. 

The Federal Government relies on GSA to meet its evolving acquisition needs. GSA products, services, 

and solutions offerings help agencies accomplish their core missions and serve the public. GSA needs the 

right acquisition approaches to drive targeted outcomes, cost savings, faster responses, and broader 

socioeconomic access. In addition, GSA offerings need the right market intelligence, including the data 

and resulting insights, to navigate complex and changing market dynamics. 

Over the next five years, GSA will help reshape the Federal marketplace by refining and adapting its 

offerings, acquisition approaches, and market intelligence. GSA envisions a highly efficient market that 

brings customers and suppliers together with solutions that are purposefully designed to support each 

acquisition’s unique needs. Using the strategies listed in this section, GSA will ensure that its solutions 

align with customers’ changing needs while adding value throughout the acquisition process.

Strategic Initiatives

1. Evolve GSA’s capabilities by tailoring offerings to the markets they serve.

a. Improve the Services Marketplace contracting experience for customers, suppliers, and 

the acquisition workforce.

b. Refine and clarify the online Products Marketplace offerings to improve customer 

experience and the selection process.

2. Help the Federal Government approach acquisition as a single, connected enterprise.

a. Improve data access and analytics to gain insights about spend patterns, build policies to 

reinforce category management principles, increase transparency, foster public policy 

objectives, and reduce duplication of solutions.

3. Ensure GSA is at the forefront of acquisition innovation while maintaining exceptional 

contract quality.

a. Deliver best-value solutions to customers, particularly on reducing customer risk, 

enhancing end-user capabilities, and leveraging GSA’s Government-wide acquisition 

expertise.

4. Fully transition the Federal Government to the next generation of telecommunications 

contracts.

a. Adopt Enterprise Infrastructure Solutions (EIS) to efficiently leverage the scale of 

Government buying power while standardizing and optimizing major portions of the 

Federal technological infrastructure.

5. Provide purchasing solutions to support evolving workspaces and telework trends.

a. Use market insights from the Workplace 2030 project to inform the development of a 

new service to Federal customers to support acquisition of home office equipment for 

an increasingly hybrid workforce.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Goal Leaders Sonny Hashmi, Federal Acquisition Service

Nina M. Albert, Public Buildings Service

Contributing Programs ● Office of Government-wide Policy

● Office of Small and Disadvantaged Business Utilization 

● GSA IT

Performance Goal 2.1.1 - Expand the use of GSA acquisition solutions, and associated

savings, across the Government

Benefit to the Public:

Achieving this goal will result in greater savings, enabling customer agencies to meet missioncritical needs at a lower cost to taxpayers.

Performance Indicator Definition:

Acquisition program savings delivered to customers (billions):

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: 

1. Savings realized by utilizing FAS procurement vehicles compared to commercial 

alternatives 

2. Savings realized through FAS offerings compared to other Government offerings 

3. Savings returned to customers via bank refunds for using a FAS purchase, travel, or fleet 

card 

PI 2.1.1 Acquisition program savings delivered to customers (in billions)

Lead Office: FAS

Fiscal Year Target Results

2018 $5.22 $5.86

2019 $5.90 $6.54

2020 $6.60 $5.92

2021 $5.00 $6.09

2022 $6.10 N/A

2023 $6.20 N/A

Performance Goal 2.1.2 - Increase Multiple Award Schedule (MAS) sales

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.

Performance Indicator Definition:

Multiple Award Schedule (MAS) sales (billions): 

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

Reporting Portal and when the Industrial Funding Fee (IFF) is remitted. The information is 

validated by a comparison and variance from the Office of the Chief Financial Officer related to 

the revenue submitted for the MAS program.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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PI 2.1.2 Multiple Award Schedule (MAS) sales (in billions)

Lead Office: FAS

Fiscal Year Target Results

2018 N/A $31.2

2019 N/A $32.0

2020 $32.3 $36.6

2021 $32.5 $39.8

2022 $38.0 N/A

2023 $39.0 N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Strategic Objective 2.2

Improve stakeholder satisfaction by delivering simplified customer and supplier experiences.

Strong partnerships with other agencies and suppliers are critical to the success of GSA and to support 

decisions that create value and savings for customers and the American people. Doing business with 

GSA should be an easy and transparent experience; GSA must continuously simplify and streamline its 

processes and systems. To accomplish this, GSA will focus on:

● Improving the supplier onboarding process for the Multiple Award Schedule (MAS) program

● Streamlining the buyer experience

● Modernizing acquisition through technology

● Striving for excellence in contract administration

Strategic Initiatives

1. Improve the supplier onboarding process for GSA’s MAS program.

a. Streamline the supplier experience by building and deploying journey maps to identify 

inconsistencies throughout the MAS program. This will help suppliers better understand 

system requirements and improve the information they provide.

b. Create training for new suppliers to strengthen their business marketing.

2. Streamline the buyer experience.

a. Streamline access to acquisition tools, simplify market research, and provide commonly 

used documents, templates, and pricing resources for services that help with acquisition 

planning.

b. Identify opportunities to improve the buyer experience and usability of the Products 

Marketplace and GSA Advantage!®, focusing on search functionality, shipping 

notifications, product photos, and inventory status.

3. Modernize acquisition through technology.

a. Deliver a modern, enterprise-wide Contract Acquisition Life-cycle Management (CALM) 

system to streamline acquisition systems.

b. Merge legacy applications under the Assisted Services Shared Information System 

(ASSIST) to provide users with a single experience for all GSA Assisted Acquisitions. 

c. Automate bots to produce time savings and/or increase quality through error detection.

d. Streamline and improve data management for the more than 50 million products and 

services offered to the Federal Marketplace (FMP) through Catalog Management.

4. Improve GSA contract administration to ensure effective mission execution.

a. Conduct both cyclical and targeted reviews of contracting activities’ acquisition 

performance.

b. Assign agency-wide corrective action plans and share results with GSA senior leadership 

and key acquisition professionals to monitor continual performance improvements.
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Goal Leaders Sonny Hashmi, Federal Acquisition Service

Nina M. Albert, Public Buildings Service

Krystal Brumfield, Office of Government-wide Policy

Contributing Programs • Office of Customer Experience

• GSA IT 

Performance Goal 2.2.1 - Increase customer satisfaction

Benefit to the Public:

Assessing customer loyalty allows GSA to take action to improve program operations. The network 

of suppliers and vendors GSA leverages to provide customer agencies with goods and services is 

essential to service delivery. Through positive working relationships that are mutually beneficial for 

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

the public.

Performance Indicator Definition:

Customer Loyalty Survey (CLS) score (Rating scale is 1 to 10): 

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

identifies customers and develops a questionnaire to ensure program offices have actionable 

recommendations for areas of improvement. The result is the average score across three loyalty 

intention items for each respondent. Responses are rated on a 10-point scale where “1” equals 

“not at all likely” and “10” equals “very likely.” The three key questions are: 

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

2. How likely are you to continue to use [program office] in the future? 

3. How likely are you to consider [program office] as your first choice for [product/service]?

PI 2.2.1 Customer Loyalty Survey (CLS) score (Rating scale is 1 to 10)

Lead Office: FAS

Fiscal Year Target Results

2018 7.4 7.5

2019 7.5 7.6

2020 7.6 7.9

2021 7.9 7.8

2022 7.9 N/A

2023 8.0 N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Performance Goal 2.2.2 - Increase satisfaction of supplier base

Benefit to the Public:

Strong supplier relationships make interactions between the Government and industry more 

efficient, transparent, and cost effective, creating lower cost services that maximize taxpayer 

dollars. When Government and industry collaborate effectively, the highest-quality solutions can 

be delivered to meet customer agencies’ missions to the public.

Performance Indicator Definition:

Industrial Satisfaction Survey (ISS) score (Rating scale is 1 to 5) (formerly Supplier Relationship 

Management Survey):

Distributed annually to over 13,000 unique industry partners with contracts covering a diverse 

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

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

Respondents are asked “Please consider all of your experiences interacting with [GSA program]. 

How satisfied are you?” Responses are rated on a 5-point scale where “1” equals “Very 

Dissatisfied” and “5” equals “Highly Satisfied.” The overall score represents the average of each 

portfolio’s average score.

PI 2.2.2 Industrial Satisfaction Survey (ISS) score (Rating scale is 1 to 5)

Lead Office: FAS

Fiscal Year Target Results

2018 3.80 3.69

2019 3.73 3.65

2020 3.70 3.81

2021 3.85 3.90

2022 3.95 N/A

2023 4.00 N/A

Performance Goal 2.2.3 - 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 agencies' abilities to 

adequately serve the public at the best value to the taxpayer.

Performance Indicator Definition:

Tenant Satisfaction Survey (TSS) - Facilities Management Index:

Tenant satisfaction with Government owned and leased space – Facilities Management (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. 
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PI 2.2.3 Tenant Satisfaction Survey (TSS) - Facilities Management Index 

Lead Office: PBS

Fiscal Year Target Results

2018 69% 70%

2019 70% 70%

2020 N/A* N/A*

2021 N/A* N/A*

2022 N/A* N/A*

2023 70% N/A

*Due to decreased occupancy levels associated with the COVID-19 pandemic, GSA did not conduct the TSS in FY 

2020 or FY 2021. Given the uncertainty around plans for tenants to return to the office, GSA will not conduct 

the TSS in FY 2022. GSA expects to restart the TSS in FY 2023.

Performance Goal 2.2.4 - Improve the quality of contract administration 

in GSA contracting activities

Benefit to the Public:

GSA Procurement Management Reviews (PMRs) assess GSA contracting activities and program 

offices to identify successes and challenges in the performance of contract administration and 

execution. Specific test questions are developed and applied at the entity and transactional levels 

to identify: (1) whether proper policies, controls, and training are in place to support successful 

contract administration and execution; and (2) whether contract files are compliant with 

applicable laws, regulations, and policies at the transactional level. Contract administration is 

essential to ensuring the Government and taxpayer are getting what they are paying for.
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Performance Indicator Definition:

(a) Average Entity scores as measured by Procurement Management Review Division (PMRD):

This indicator measures if proper policies, controls, and training are in place to confirm 

successful contract administration and execution. Contracting activities are evaluated against a 

framework based on the OMB Office of Federal Procurement Policy’s “Guidelines for Assessing 

the Acquisition Function.” The framework is built around four Cornerstones, each with an 

associated weighting: Organizational Alignment & Leadership, Policies & Processes, Human 

Capital, and Information Technology & Stewardship. Within each Cornerstone, there are two 

elements with a critical success factor used to gauge the efficiency and effectiveness in 

acquisitions. Each test is assigned a value and all test scores are added together for an overall 

score out of 100 points. 

For entity-level reviews, contracting activities are evaluated against a framework based on the 

OMB Office of Federal Procurement Policy’s “Guidelines for Assessing the Acquisition Function”. 

The framework is built around four Cornerstones, each with an associated weighting:

● Organizational Alignment & Leadership, 30%

● Policies & Processes, 30%

● Human Capital, 20%

● Information Technology & Stewardship, 20%

Within each Cornerstone, there are two elements with a critical success factor used to gauge 

the efficiency and effectiveness in acquisitions. Each test is assigned a value and all test scores 

are added together for an overall score out of 100 points.

(b) Average Transactional scores as measured by PMRD (Rating scale is 0 to 3):

Scores indicate whether Contracting Officers and Contracting Officer’s Representatives are 

successfully performing contract administration duties. (Rating scale is 0 to 3).

Transactional-level reviews consist of reviewing contract files for evidence of compliance 

utilizing a maturity scoring process. The use of the maturity model allows GSA to measure 

incremental progress toward compliance. Test scores are averaged to provide an overall 

perspective and each test question receives a score from 0 to 3 based on the following 

parameters:

0 = No evidence of compliance in the contract file.

1 = There is documentation in the file, but it is severely lacking and does not meet the 

minimum requirements.

2 = Compliance occurred, but documentation was unclear and difficult to follow. 

3 = Clear evidence of compliance. 

Note: Test questions evolve with each fiscal year as new contract administration guidance and policy is issued and 

existing policies and guidance are strengthened. Contracting activities are consistently asked to meet higher standards to 

achieve the same scores each year.
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PI 2.2.4 (a) Average Entity scores as measured by PMRD - scores indicate if proper policies, 

controls, and training are in place to confirm successful contract administration and 

execution. (Rating scale is 0% to 100%)

Lead Office: OGP

Fiscal Year Target Results

2018 N/A 85%

2019 N/A 89%

2020 N/A 85%

2021 N/A 87%

2022 85% N/A

2023 85% N/A

PI 2.2.4 (b) Average Transactional scores as measured by PMRD - scores indicate whether 

COs and CORs are successfully performing contract administration duties. (Rating scale is 

0-3)

Lead Office: OGP

Fiscal Year Target Results

2018 N/A 2.43 

2019 N/A 2.22 

2020 N/A 2.12 

2021 N/A 2.11

2022 2.00 N/A

2023 2.00 N/A

 
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Strategic Objective 2.3

As a trusted partner, foster the supply chain to support GSA and Federal acquisition needs for 

2025 and beyond.

GSA has supported economic recovery of the domestic supply base, worked to strengthen the industrial 

base, created policy to increase consideration of climate impact in key acquisitions, recognized and 

begun the development of processes and procedures to address the impact of cyber risk in Smart 

Buildings, and established three GSA-wide Cyber-Supply Chain Risk Management (C-SCRM) priorities. To 

ensure a strong and resilient supply chain, GSA will continue to advance cyber-supply chain risk 

management and cultivate a healthy supply base. 

Strategic Initiatives

1. Leverage acquisition to identify, deter, and respond to cyber threats.

a. Promote interagency collaboration, develop policy and regulation guidance, and move 

toward a Zero Trust Architecture.

b. Develop and implement vendor, customer, and acquisition workforce communications 

of new cyber requirements and monitor vendor offerings on GSA acquisition vehicles. 

c. Standardize and expand GSA’s operational management of supply chain risks and build 

depth on pre- and post-award vendor risk assessment.

2. Support the American economy and businesses with strategic purchasing practices.

a. Increase reporting capabilities and develop reporting protocols of Made in America 

waivers. 

b. Utilize the Federal Acquisition Regulation rulemaking process and expand the domestic 

requirements under the Buy American Act. 

3. Strengthen the Industrial Base.

a. Foster a supply chain that can achieve new public policy objectives and meet customer 

requirements. 

b. Analyze supplier data, conduct vendor outreach, and develop policies and acquisition 

strategies to strengthen the diversity of the supplier base doing business through the 

GSA acquisitions program or directly through the award of GSA contracts. 

c. Build small business capacity in underrepresented markets, such as facilities 

maintenance and personal protective equipment.

4. Promote sustainable acquisition.

a. Establish internal guidance to incorporate sustainable best practices throughout the 

acquisition life cycle. 

b. Partner with other agencies to require new construction designs to be, at minimum, net 

zero energy-ready and to stop the use of fossil fuel-generated energy in new and 

modernized buildings. 
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c. Explore ways to reduce the embodied carbon of materials used in construction and 

facilities modernization projects. 

5. Develop and implement GSA Smart Buildings technology.

a. Enhance processes in the Supply Chain Risk Management and Smart Building programs 

to quickly deploy smart devices, such as occupancy sensors, while preparing against 

cyber-attacks. 

b. Issue a directive to uphold consistency in applying, evaluating, and implementing Smart 

Buildings system technology. 

c. Update the 2011 technology policy, revise the Smart Buildings program guide, and issue 

a new Smart Buildings Implementation Guide to serve as a roadmap for Smart Buildings 

Systems for GSA real estate projects.

Goal Leaders Sonny Hashmi, Federal Acquisition Service

Nina M. Albert, Public Buildings Service

Exodie C. Roe, III, Office of Small and Disadvantaged

Business Utilization

Krystal Brumfield, Office of Government-wide Policy

David A. Shive, GSA IT

Contributing Programs • Office of General Counsel

• Office of Strategic Communication

Performance Goal 2.3.1 - Increase awareness and capabilities within GSA’s acquisition 

workforce to better manage supply chain risks

Benefit to the Public:

GSA’s acquisition workforce is charged with appropriately using taxpayer dollars to acquire bestvalue solutions for GSA and other agencies and assisting other agencies’ acquisition workforces 

in doing the same for their own agencies. GSA operates in a world of ever-increasing supply 

chain risks as it relies more on Information and Communications Technology (ICT), and as 

adversaries become more sophisticated. To protect taxpayer dollars, GSA’s acquisition workforce 

must understand and manage supply chain risks. The Federal Acquisition Institute is developing 

training on supply chain risk management that will be required of the GSA acquisition workforce. 

Performance Indicator Definition: 

Percent of GSA acquisition workforce trained in cyber-supply chain risk management:

This measure assesses GSA’s progress toward all of its acquisition workforce completing this 

training and any other mandatory training in supply chain risk management.

PI 2.3.1 Percent of GSA acquisition workforce trained in cyber-supply chain risk 

management

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 0% (baseline) N/A

2022 50% N/A

2023 80% N/A
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Strategic Objective 2.4

Aid U.S. economic growth by maximizing opportunities and minimizing barriers for small 

and/or underserved businesses seeking to do business with GSA.

GSA will collaborate and build more robust outreach to industry regarding Federal acquisition 

requirements and best practices promoting opportunities for small, disadvantaged, and socioeconomic 

entities. GSA will continue to educate the acquisition workforce on the importance of exceeding small 

business goals, ensuring our offerings promote a vibrant industrial and technological base. These actions 

will directly support increases in jobs and economic growth.

Strategic Initiatives

1. Design post-award support strategy for new Government-wide contractors.

a. Streamline onboarding of new contractors through the Federal Supply Schedule.

2. Expand GSA’s industry partner base through development of the Polaris Government-wide 

Acquisition Contract (GWAC).

a. Expand the industry partner base, provide greater access to emerging technologies, 

simplify proposal submission requirements, and improve the overall customer 

experience.

3. Develop supplier diversity plan.

a. Develop a supplier diversity plan focused on key issues and actions GSA will take to 

increase opportunity for suppliers in Small Disadvantaged Business (SDB) categories, 

including plans for regular on-ramping of key acquisition vehicles. 

4. Advance AbilityOne program.

a. Work with the AbilityOne Commission and authorized Central Nonprofit Agencies to 

develop strategies that increase employment opportunities for persons with disabilities.

Goal Leaders Sonny Hashmi, Federal Acquisition Service

Nina M. Albert, Public Buildings Service

Krystal Brumfield, Office of Government-wide Policy

Exodie C. Roe, III, Office of Small and Disadvantaged 

Business Utilization

Contributing Programs N/A
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Performance Goal 2.4.1 - Increase opportunities for persons 

with disabilities through GSA procurement

Benefit to the Public:

The AbilityOne Program is a mandatory source of supply for Federal purchasers and private sector 

contractors authorized to use Government sources of supply. Quality products and services are 

offered at fair market prices. The program relies heavily on purchases from Federal agencies for 

goods and services provided by persons with disabilities. 

This new measure will contribute to employment opportunities for persons with disabilities; create 

meaningful pathways for economic growth and prosperity; expand the Federal workforce; and lessen 

State and Federal disability subsidies to individuals with disabilities. GSA’s commitment will help with 

supporting competitive integrated employment, diversity, and inclusion in the workforce.

Performance Indicator Definition:

Percent of GSA obligations to AbilityOne Program:

The measure calculates the percentage of total GSA contracting obligations associated with the 

AbilityOne program.

 

PI 2.4.1 Percent of GSA obligations to AbilityOne Program

Lead Office: OGP

Fiscal Year Target Results

2018 N/A 4.95%

2019 N/A 7.39%

2020 N/A 7.91%

2021 2% 5.78%

2022 2.5% N/A

2023 +0.5% of FY22 Result N/A

Performance Goal 2.4.2 - Maintain and improve the percent of spend that goes to small 

business from the Multiple Award Schedule (MAS)

Benefit to the Public:

The consolidated MAS with consistent terms makes it easier for suppliers to do business with the 

Government and makes it easier for agencies (buyers) to navigate the MAS program to find and 

acquire goods and services for sales. Greater percent of sales to small business spreads government 

spending and opportunity across a broader group of companies.

Performance Indicator Definition:

Percent of spend going to small business from the Multiple Award Schedule (MAS):

Reports the percent of MAS business volume attributed to small businesses each year by calculating 

the MAS total business volume in dollars attributed to small businesses and dividing by the total 

business volume.
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PI 2.4.2 Percent of spend going to small business from the Multiple Award Schedule (MAS)

Lead Office: FAS

Fiscal Year Target Results

2018 33.0% 38.4%

2019 33.0% 38.8%

2020 33.0% 37.2%

2021 35.0% 36.7%

2022 36.0% N/A

2023 37.0% N/A

Performance Goal 2.4.3 - Create more opportunities for 

small and socio-economic businesses

Benefit to the Public:

Small businesses power the economy and contracting with them is a “win-win”. The Government 

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

and create jobs. By supporting these businesses, we strengthen the country's economy and 

industrial base, while enabling job creation for the U.S. workforce. Further, awarding contracts to 

small disadvantaged businesses mean opportunities for underserved business owners and 

entrepreneurs, added jobs in their communities, and the advancement of diversity, equity, and 

inclusion across the nation. 

Performance Indicator Definition:

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

Tracks the overall percent of eligible procurement dollars awarded to small business through 

prime contracting.

(b) Small Business Administration’s (SBA) Small Business Procurement Scorecard - GSA’s Grade: 

An annual assessment tool measuring how successfully Federal agencies reach their small 

business and socio-economic prime contracting and subcontracting goals. Agencies earning an 

“A” or “A+” on the scorecard demonstrate their strong commitment to delivering for small and 

small disadvantaged businesses. 
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PI 2.4.3 (a) Percent of GSA contract dollars awarded to small business through prime 

contracting

Lead Office: OSDBU

Fiscal Year Target* Results

2018 35.0% 38.82%

2019 30.0% 42.69%

2020 29.0% 49.43%

2021 30.0% 46.89%

2022 TBD N/A

2023 TBD N/A

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

PI 2.4.3 (b) SBA Small Business Procurement Scorecard - GSA’s Grade

Lead Office: OSDBU

Fiscal Year Target Results

2018 A+ A

2019 A+ A+

2020 A+ A+

2021 A+ N/A*

2022 A+ N/A*

2023 A+ N/A*

*Results will not be available until approximately the fourth quarter of the following fiscal year.
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Strategic Goal 3

Digital Government: A digital Government that delivers for the public through 

trusted, accessible, and user-centered technologies.

GSA is positioned to create transformative change across Government as agencies modernize and 

secure Federal IT and Federal networks. Driven to make an impact, GSA’s technology offices — the 

Technology Transformation Services (TTS) and the Office of Information Technology Category (ITC), 

supported by the Office of Government-wide Policy (OGP) — are leading the digital ecosystem in the 

Federal Government. They are committed to deepening Government-wide capabilities and services to 

yield a trusted, accessible, and user-centered digital experience. 

Technology is at the foundation of all of the Administration priorities: addressing the COVID-19 

pandemic; promoting economic recovery; advancing diversity, equity, inclusion, and accessibility; and 

tackling the climate crisis. More specifically, the pandemic has revealed and underscored the need for 

Government to improve service delivery through technology. The nation’s response to the pandemic 

was hindered by legacy systems and compounded by clear digital inequalities. Agencies have an 

obligation to rebuild public trust and to improve mission delivery through digital services. 

The pace of change in technology is rapid and affects all aspects of our lives. Transforming how the 

Government uses technology and developing more effective digital services can improve the lives of the 

American people. GSA is well positioned to deliver meaningful advancements by supporting agencies in 

their journeys and prioritizing the development of common digital services and standards, platforms,

and products. 

Programs such as the United States Web Design System, Login.gov and USAGov are examples of GSA’s 

ability to deliver increased efficiency, integration, and improved service delivery for human life 

experiences – “the moments that matter most in people’s lives.” By adapting and aligning its work to 

anticipate change, GSA can support technology development and deployment at other agencies. Finally, 

GSA can model effective digital Government by improving its own websites, products, and services, 

showcasing its shared offerings available to partner agencies.
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Strategic Objective 3.1

Implement inclusive, accessible, and equitable design practices that improve customer 

experience with technology and digital platforms.

To best serve the wide-ranging needs of the public and our Government, GSA must insist on diversity, 

equity, inclusion, and accessibility in our teams and in our services. This is essential for developing, 

implementing, and responsibly scaling adoption of technology that works for everyone. GSA recognizes 

that the most effective teams are cross-functional and have diverse backgrounds, experiences, and skills 

— with high levels of cultural competency and inclusivity. By prioritizing an equity-focused, peoplecentered approach to our design practices, we can proactively reduce negative impacts and improve 

usability and accessibility of our products and for the American people.

There is a significant opportunity to improve how the Federal Government designs and delivers services 

and experiences for the public. Federal agencies have expressed robust demand for support in this area. 

With its strong organizational culture, technology, and customer experience (CX) capabilities, GSA can 

further develop CX and equity-centered design capacity at partner agencies through the Technology 

Transformation Services. These services support the Federal Government as it works to implement 

solutions that are simple, effective, equitable, and accessible to the public. For example, GSA will focus 

on broadening the public’s access to voting by improving vote.gov, with an emphasis on providing 

Federal voting requirements and documents in many needed languages and media formats. GSA will 

explore opportunities to provide similar information about State and local voting. 

For our partners and customers, GSA’s solutions must represent the public it serves. Recognizing that 

equitable approaches lead to better outcomes for everyone, GSA must deliver with equity at the 

forefront of its services and solutions. This includes advising and leading inclusive design strategy; 

providing training, support, and best practices to delivery teams; and ensuring GSA’s workforce has the 

skills to design, develop, and deliver equitable projects and products. In implementation, GSA will:

● Advocate for an inclusive design mindset with GSA supervisors and leaders to strengthen team 

and portfolio capabilities through ongoing training, toolkit development, research, and more. 

● Prioritize, identify, measure, and support improved usability and accessibility for historically and 

socially marginalized communities, applying best practices during the design process to reduce 

negative impacts to these communities.

● Ensure inclusive representation of the public in user research practices, such as ongoing cocreation and participatory design.

● Define and drive equity and accessibility best practices and requirements across GSA.

Strategic Initiatives

1. Increase user satisfaction with GSA websites and digital products, as well as agency partner 

websites, by focusing on accessibility, navigation, data integrity, and standardization.

a. Increase the adoption of GSA digital products and services that promote the 21st 

Century Integrated Digital Experience Act (IDEA) principles by increasing 

standardization among Government websites. 

b. Champion customer experience efforts while requesting amendments to the 

Federal Citizen Services Fund (FCSF) appropriation language, including reimbursable 
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services and raising the spending cap to provide more services to Government 

partners.

c. Reimagine the USAGov program to increase government information sharing and 

accessibility to the public by incorporating multiple language translation services 

and modern call center technology.

d. Enhance the digital literacy of GSA website managers.

2. Expand data visibility and insight through increased outreach and resources for the Digital 

Analytics Program (DAP).

a. Upgrade tools and technologies to expand DAP capabilities for helping agencies 

understand how people find, access, and use Government services online.

Goal Leaders Sonny Hashmi, Federal Acquisition Service

Nina M. Albert, Public Buildings Service

Krystal Brumfield, Office of Government-wide Policy

Exodie C. Roe, III, Office of Small and Disadvantaged 

Business Utilization

Contributing Programs • Office of Strategic Communication

Performance Goal 3.1.1 - Evaluate, rationalize, and modernize GSA technology and 

solutions to advance standardization among websites across Government

Benefit to the Public:

Government websites and digital services are the primary means by which the public receives 

information from and interacts with the Federal Government. These websites and services help 

the public apply for benefits, search for jobs, comply with Federal rules, obtain authoritative 

information, and much more. Federal websites and digital services should always meet and 

maintain high standards of effectiveness and usability while providing quality information.

GSA will model an effective digital agency by improving the accessibility of its own websites, 

products, and services.

The Government is required to purchase accessible IT products and services, but many current 

solicitations fail to adhere to this requirement. When Federal agencies’ solicitations and 

statements of work do not contain necessary requirements for companies to build ICT digital 

assets in compliance with Section 508 standards, people with disabilities are excluded from 

essential services and opportunities. Increasing the percent of solicitations that require 

conformance to Section 508 reduces accessibility barriers and promotes equity and inclusion for 

people with disabilities.

Striving for each website and solution adds unique value, GSA will consider current and future 

assets for improvement. GSA will assess websites and solutions to ensure that they meet or 

surpass the public’s expectations. GSA will prioritize elements outlined in the 21st Century IDEA, 

such as governance, data, search and navigation, engagement, and privacy.

Performance Indicator Definition:

(a) Percent of public-facing production websites GSA owns or administers for others that 

conform to 21st Century IDEA standards:

The assessment criteria for website alignment to the 21st Century IDEA are currently being 

developed by GSA. The Act requires GSA to assess all its digital services and prioritize those 

with the highest impact for usability improvements.
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PI 3.1.1 (a) Percent of public-facing production websites GSA owns or administers for 

others that conform to 21st Century IDEA standards

Lead Office: OCE

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A 4%

2022 8% N/A

2023 20% N/A

PI 3.1.1 (b) Percent of TTS digital assets that are Section 508 compliant

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A 53%

2022 75% N/A

2023 100% N/A

(b) Percent of TTS digital assets that are Section 508 compliant:

This measure calculates the percent of TTS digital solutions that meet Section 508 standards. 

Section 508 of the Rehabilitation Act of 1973 is a Federal law requiring that all electronic and 

information technology (that is developed, maintained, or used by the Federal Government) 

be accessible to people with disabilities. 

TTS digital solutions and internal assets encompass a broad array of IT related resources for 

agencies, industry, and the public to leverage. The scope of solutions includes:

● Data and analytics resources that include Data.gov, the DAP, Api.data.gov, and the 

Feedback Analytics Program. 

● Innovation resources that include Challenge.gov, CitizenScience.gov, and 10X.

● Public experience resources that include Login.gov, USAGov, Labs, and the U.S. Web 

Design System.

● Cloud utilization resources such as Federal Risk and Authorization Management 

(FedRAMP), cloud.gov, and Federalist.18f.gov.

● Resources that promote common technology components that are modular, 

interoperable, and secure including Search.gov and Code.gov.

● Other resources such as DigitalGov University, DigitalGov Communities of Practice, US 

Digital Registry, Federal CrowdSource Mobile Testing Program, and Terms of Service.

(c) Percent of Information & Communication Technology (ICT) solicitations posted to SAM.gov 

that adequately address Section 508 provisions: 

This measure is calculated using the Solicitation Review Tool (SRT), an artificial intelligence 

tool with an API connection to SAM.gov. The SRT scans SAM daily and uses machine learning 

to determine if the solicitations are supposed to have Section 508 language included. If so, 

the SRT determines if it does or does not adequately address Section 508 provisions.
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PI 3.1.1 (c) Percent of ICT solicitations posted to SAM.gov that adequately address Section 

508 provisions

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 Baseline 3%

2022 5% N/A

2023 5% N/A

Performance Goal 3.1.2 - Improve the public’s ability to access resources by increasing 

usability, utility, and data integrity of public-facing Government websites.

Benefit to the Public:

The 21st Century IDEA serves to improve the digital experience for all. It transforms how the 

Government uses technology to create an optimal end-user experience. TTS solutions, like the 

U.S. Web Design System, Touchpoints, Search.gov, Forms Service, and others are built for 

agencies to use quickly in order to meet these needs, serving their constituents in a way that is 

consistent, innovative, and cost-effective.

Government websites serve as a critical touchpoint between the public and Government. It is 

imperative that Government information and services located on public-facing websites are 

secure, easy to navigate, and can be accessed by the entire public.

Performance Indicator Definition:

Number of websites utilizing GSA’s Digital Analytics Program (DAP):

This indicator measures the number of websites across the Government that utilize the set of 

digital analytics tools created by GSA, DAP. GSA’s DAP currently provides three services: 

● Free web analytics tools for public-facing Federal websites that are comprehensive and 

easy-to-use

● Scalable infrastructure for measuring a broad range of .gov sites (large and small)

● Training on analytics tools and reporting

PI 3.1.2 Number of websites utilizing GSA’s Digital Analytics Program (DAP)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A 6,000*

2022 6,300 N/A

2023 6,615 N/A

*This estimate is based on criteria used to filter out testing sites to better reflect public-facing production 

websites.
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Strategic Objective 3.2

Lead Government-wide adoption of shared technology solutions that improve digital 

governance, sharing, security, and interoperability.

GSA is committed to providing technology support that builds digital capacity within Government 

agencies and ultimately makes it easier for the public to access the resources they need in the moments 

they most need them. GSA offers a diverse portfolio of shared technology solutions that helps agencies 

improve system security, interoperability, and digital delivery of information and services to the public.

GSA is focused on implementing a market development and partnerships capability, featuring a marketsensing initiative, that will ensure GSA is ready to deliver technology solutions to Government’s most 

pressing challenges. In doing so, GSA will continue to leverage its biggest strength — the ability to work 

with stakeholders to identify problems, develop solutions, and execute on those solutions. 

Strategic Initiatives

1. Continue to grow and streamline targeted shared services that enable the public to easily and 

safely engage with Government.

a. Improve the equity and security of identity verification for users of Government 

websites.

b. Expand the Login.gov platform, enhancing Login.gov’s current operational environment 

to further scale across Government and increase equitable access to websites and 

digital services. 

c. More effectively facilitate public access to Federal rulemaking and guidance 

information, streamline workflows for Federal rulemakers, and support data tools to 

improve analysis of rulemaking data by Government and the public.

2. Reduce public sector digital threats by expanding the Federal Risk and Authorization 

Management Program (FedRAMP).

a. Increase reuse of authorized cloud products. 

3. Be a partner and leader in facilitating the procurement of and access to services and products 

to State, local, territorial, and Tribal governments.

a. Scale GSA’s technology programs, products, and expertise to State, local, territorial, and 

Tribal governments.

b. Deploy digital service teams to help State and local governments reduce duplication of 

services and more efficiently allocate IT funds from the Federal Government.

Goal Leader Sonny Hashmi, Federal Acquisition Service

Contributing Programs ● Office of the Administrator

● Office of Congressional and Intergovernmental Affairs
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Performance Goal 3.2.1 - Target the growth of shared security

products to reduce digital threats.

Benefit to the Public:

FedRAMP is a Government-wide program in GSA’s FAS TTS that promotes the adoption of secure 

cloud services across the Federal Government by providing a standardized approach to security 

and risk assessment for cloud technologies and Federal agencies.

FedRAMP empowers agencies to use modern cloud technologies, with an emphasis on security 

and protection of Federal information. The Government uses FedRAMP authorized cloud systems 

to power Agency IT operations in providing Government services and information to the public. 

Faster authorization timelines allow agencies to more quickly modernize their IT and provide 

optimal citizen experiences.

Cyber threats are constantly evolving. It is more urgent than ever for the public to gain fast, easy, 

and secure access to Government services. GSA plays a key role in providing shared security 

products to reduce digital threats Government-wide through FedRAMP capabilities.

There are two approaches to obtaining a FedRAMP Authorization: a provisional authorization 

through the Joint Authorization Board (JAB) or an authorization through an individual agency. 

Once cloud products achieve FedRAMP authorization they can more easily be reused across 

Government.

Performance Indicator Definition:

(a) Number of times FedRAMP authorized products have been reused by agencies (cumulative): 

This measure relates to the number of FedRAMP authorized cloud products that are reused 

across Government.

(b) Average time to obtain FedRAMP authorization through the Joint Advisory Board (months):

The JAB is the primary governing body for FedRAMP, consisting of the Department of Defense, 

Department of Homeland Security, and GSA. The JAB works with Cloud Service Providers, 

selecting approximately 12 cloud products a year as candidates for a JAB Provisional Authority 

to Operate. This measure tracks the time from cloud product submission to approval by the 

JAB.

(c) Average time for agencies to obtain a FedRAMP authorization for a cloud product (months):

Agencies may work directly with a Cloud Service Provider for FedRAMP authorization. Once 

authorized, other agencies can reuse the product. This measure tracks the time from cloud 

product submission to approval for agency-requested FedRAMP authorizations.
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PI 3.2.1 (a) Number of times FedRAMP authorized products have been reused by agencies 

(cumulative)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A 1,273

2020 N/A 1,847

2021 2,760 2,864

2022 3,174 N/A

2023 3,650 N/A

PI 3.2.1 (b) Average time to obtain FedRAMP authorization through the Joint Advisory 

Board (months)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 4.19 4.19

2020 4.84 4.82

2021 4.55 4.6

2022 4.1 N/A

2023 3.6 N/A

PI 3.2.1 (c) Average time for agencies to obtain a FedRAMP authorization for a cloud 

product (months)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 8.23 N/A

2020 8.34 N/A

2021 8.04 8.1

2022 7.2 N/A

2023 6.4 N/A
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Performance Goal 3.2.2 - Increase adoption of GSA-sponsored identity solutions (APG)

Benefit to the Public:

GSA provides agencies with identity management solutions, such as Login.gov, that meet the 

latest security standards to counteract evolving cybersecurity threats. Login.gov is a secure signin service used by the American public to sign in to participating Government agencies, allowing 

them to access most of their information and service needs via a single username and password. 

As more agencies adopt GSA’s identity management solutions, duplication of effort across the 

Government declines. 

The effectiveness of Login.gov can be assessed by the number of people who use Login.gov and 

the number of vendors, data source providers, and service applications that are using the 

platform. 

Performance Indicator Definition:

(a) Number of customer agencies using at least one GSA identity management solution:

This indicator measures the number of agencies using a GSA identity verification solution like 

Login.gov.

(b) Number of active users on Login.gov (in millions):

This indicator measures the number of active users with a Login.gov account.

(c) Number of identity vendor and Government data source providers on the platform:

This indicator measures the total number of vendor and Government data source providers 

utilized to verify Login.gov user identities. More sources lead to higher identity-proofing 

accuracy, better user experience, and cost reduction.

(d) Number of Login.gov serviced applications:

This indicator measures the number of Government services using Login.gov for identity 

verification. 

PI 3.2.2 (a) Number of customer agencies using at least one GSA identity management 

solution

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A 7

2019 N/A 17

2020 N/A 19

2021 N/A 27

2022 31 N/A

2023 33 N/A
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PI 3.2.2 (b) Number of active users on Login.gov (in millions)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A 14

2021 N/A 16

2022 32 N/A

2023 41 N/A

PI 3.2.2 (c) Number of identity vendor and Government data source providers on the 

platform

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A 2

2021 N/A 2

2022 4 N/A

2023 4 N/A

PI 3.2.2 (d) Number of Login.gov serviced applications

Lead Office: FAS TTS

Fiscal Year Target Results

2018 5 17

2019 34 46

2020 60 83

2021 100 199

2022 250 N/A

2023 350 N/A
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Strategic Objective 3.3

Equip agencies with the knowledge and tools to strategically procure and deploy technology 

products and services.

GSA provides technical services and an array of digital products and programs that are available on a 

Government-wide scale. The current Administration has invested significantly in technology and 

positioned GSA as the “tip of the spear” to expand technology modernization and digital transformation 

across the Federal Government. This is an opportune moment to be ambitious and aggressive in driving 

transformational change on behalf of the American people. 

Yet few Federal agencies are adequately positioned to invest in technology solutions to address crossagency or broad public challenges. New technology offerings in the Government tend to struggle to 

consistently scale and become sustainable. 

However, GSA has a track record of seeding new products and capabilities for the Government. GSA is 

well positioned to provide modern products and services and enable capabilities on a cross-agency 

basis. GSA is exploring the opportunity to utilize a venture studio-like model within TTS to scale 

reimagined Government-wide products, services, and capabilities. This approach would help to launch 

innovative offerings and sustain them by providing resources and creating a clear, repeatable model for 

growing new ventures. It would focus on high-impact digital transformation projects spanning multiple 

agencies and/or the public.

Strategic Initiatives

1. Be the premier provider of shared digital services and solutions for Government.

a. Position GSA’s TTS more prominently in the Federal market. 

b. Emphasize innovative technology expertise in people, services, and solutions to 

accelerate IT modernization in Government. 

c. Pursue amendments to the Federal Citizen Services Fund (FCSF) authorities to better 

serve the public and accomplish more impactful projects.

2. Drive technology modernization and increase technology acumen across Government by 

expanding innovative accelerators.

a. Expand the use of innovative accelerators and communities of practice to drive 

technology modernization with agency partners and deepen the pool of technology 

acumen across Government.

3. Leverage the American Rescue Plan (ARP) funds and GSA expertise to support agencies 

recovering, rebuilding, and reimagining the delivery of digital products and services to meet 

the needs of the public and other stakeholders.

a. Reimagine the delivery of digital services to improve transparency, interoperability, 

security, and efficiency to bolster public confidence in Government.

b. Allocate ARP funding to digital projects and initiatives aligned with these guiding 

objectives. 
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c. Collaborate with the Federal community on ARP-related initiatives to develop a 

consistent, repeatable, and equitable process for evaluating and monitoring funded 

projects. 

4. Leverage the Technology Modernization Fund to drive high-impact, urgent IT modernization, 

providing funding that is aligned with the needs of Federal agencies and the fast pace of 

changing technology.

a. Actively work with agencies pre- and post-award to ensure that projects are welldesigned and set up for success. 

b. Support modernization of cybersecurity, public-facing digital services, high-value assets, 

and Government-wide collaboration and shared services.

c. Overhaul and upgrade the Federal IT Dashboard to support greater transparency into IT 

investments and enable better decision making around funding allocation.

5. Increase the technological capabilities of the Federal Government and support GSA’s diversity, 

equity, inclusion, and accessibility priorities by expanding the digital workforce and combating 

current disparities within the Federal IT workforce.

a. Attract talent by creating new pathways for early career and diverse technologists to 

enter Government through programs such as the U.S. Digital Corps. 

b. Continue to champion diversity, equity, inclusion, and accessibility best practices within 

GSA and share learnings across Government.

Goal Leaders Sonny Hashmi, Federal Acquisition Service 

Krystal Brumfield, Office of Government-wide Policy

Contributing Programs ● Office of the Chief Financial Officer

● Office of Human Resources Management

● GSA IT

Performance Goal 3.3.1 - Increase Government technology acumen and adoption

Benefit to the Public:

Agency adoption of TTS products and services enable IT modernization, which leads to an optimal 

experience for the public when interacting with the Government online.

TTS prioritizes community, growth, and iteration. To accelerate IT modernization Governmentwide, TTS programs such as the Centers of Excellence value collaboration, rely on best practices, 

look to centralized resources, and innovate from within. The 18F program applies Agile methods 

to modernize software while developing open, crowd-sourced, accessible resources. The 

Digital.gov program hosts Communities of Practice with the primary purpose of collaborating and 

sharing resources with others across Government.

Performance Indicator Definition:

Number of agencies using TTS consulting services and products: 

This indicator measures the number of agencies modernizing their services through the use of TTS 

technology experts and shared products.
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PI 3.3.1 Number of agencies using TTS consulting services and products

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A 53

2019 N/A 60

2020 N/A 57

2021 N/A 74

2022 82 N/A

2023 90 N/A

Performance Goal 3.3.2 - Increase usage and satisfaction with GSA’s shared digital 

services and solutions

Benefit to the Public:

TTS plays a critical role within the Federal technology ecosystem by providing valuable digital 

services and capabilities. TTS’s subject matter experts help Federal agencies modernize their 

technology to deliver services more efficiently and equitably. 

Tracking business volume for TTS demonstrates demand for products and services across 

Government and continued growth of the organization. It also shows progress towards a

sustainable business model and the ability of the organization to meet the IT modernization 

needs of federal agencies. 

As agencies seek to capitalize on a growing array of technology-driven opportunities, it is 

important that TTS effectively communicate its value to the Government and scale its business to 

maximize the benefits they deliver. The Net Promoter Score (NPS) will assist TTS and GSA in 

identifying where we are servicing our agency partners well and opportunities for improvement 

where we can take active measures to strengthen offerings. 

Performance Indicator Definition:

(a) TTS business volume (in millions): 

This indicator measures the amount of consulting work and services TTS provides to agency 

partners. 

(b) Agency partner satisfaction - Net Promoter Score (NPS):

Measures the loyalty of customers to TTS services. A “great” score is between 30-70. 

PI 3.3.2 (a) TTS business volume (in millions)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 $74.8 $51.6

2019 $65.1 $58.9

2020 $88.2 $76.0

2021 $110.5 $96.3

2022 $123.8 N/A

2023 $161.0 N/A
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PI 3.3.2 (b) Agency partner satisfaction - Net Promoter Score (NPS)

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A 41 

2022 45 N/A

2023 50 N/A

Performance Goal 3.3.3 - Increase Federal IT modernization

Benefit to the Public:

The American Rescue Plan (ARP) is delivering direct relief to the American people, addressing the 

consequences of the COVID-19 pandemic, and revitalizing the American economy. TTS is actively 

supporting the ARP through the Federal Citizens Services Fund (FCSF), which received ARP funds 

to build more secure and effective public digital experiences. TTS is reimagining the delivery of 

digital services to improve transparency, security, and efficiency to bolster public confidence in 

Government. The adoption of ARP-funded initiatives is important to help the Government 

modernize IT and provide trustworthy, seamless, and optimal experiences for the public. 

The Office of Government-wide Policy’s modernized Federal IT Dashboard will make its public 

debut with the President's FY 2023 budget submission to Congress in 2022. While it will initially 

only contain IT budget and management information, GSA and OMB’s Office of the Federal Chief 

Information Officer (CIO) will grow the platform by adding a new data source each year, 

increasing the public transparency of Federal IT initiatives, cost, and management practices. 

Performance Indicator Definition:

(a) Percent of Federal Citizen Services Fund (FCSF)’s American Rescue Plan (ARP) funds that 

have been obligated (cumulative):

This measure assesses GSA’s progress in awarding ARP funds to FCSF projects. The FCSF 

received $150 million from ARP to enhance the Government’s ability to operate digitally. 

Projects can be near-term or longer-term initiatives. 

(b) Number of data sources displayed on the modernized Federal IT Dashboard (cumulative):

This indicator measures the cumulative count of the number of Federal IT-related data 

sources shown on the modernized Federal IT Dashboard.
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PI 3.3.3 (a) Percent of FCSF’s ARP funds that have been obligated (cumulative)

Lead Office: FAS TTS

Fiscal Year Target Results*

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A 2.2%

2022 50% N/A

2023 80% N/A

*Results represent the cumulative percent obligated of the FCSF’s total $150 million ARP appropriation.

PI 3.3.3 (b) Number of data sources displayed on the modernized Federal IT Dashboard

(cumulative)

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 Baseline 1

2022 2 N/A

2023 3 N/A

Performance Goal 3.3.4 - Expand the diversity of the digital workforce

Benefit to the Public:

In order to design and develop technology that meets the needs of the public, Government 

needs to have a digital workforce that is representative of the public. Currently, the Federal 

technology workforce lacks the level of diversity found in the American public. GSA will look to 

build a highly skilled workforce that represents the diversity of the United States along the lines 

of gender, race, age, and ethnicity. Expanding the diversity of the digital workforce will help 

ensure that Government services and experience are equitable and accessible.

TTS programs such as 18F and the Presidential Innovation Fellows have been long-standing

members of the civic tech community. While these programs provide compelling civic career 

pathways for mid-to-senior career technologists, there has long been a need for entryways into 

public service for technologists early in their career. The new U.S. Digital Corps program is 

designed to increase diversity in the technology workforce and attract junior technologists to 

Government service. 

Specific to the Executive Order on Diversity, Equity, Inclusion, and Accessibility in the Federal 

Workforce, TTS is focused on ensuring that its workforce reflects the diversity of the public TTS 

serves and maintaining an environment where all employees can thrive. 

Performance Indicator Definition:

Number of new hires for the U.S. Digital Corps program: 

This indicator measures the number of fellows hired into the Digital Corps program during the 

year. 
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PI 3.3.4 Number of new hires for the U.S. Digital Corps program 

Lead Office: FAS TTS

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 Baseline 0

2022 20 N/A

2023 50 N/A
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Strategic Goal 4

Government Operations: A Government that capitalizes on interagency 

collaboration and shared services to make informed management decisions and 

improve operations, delivering value for the American people.

Government agencies are best able to execute their mission when they have well-informed decisionmaking capabilities, affordable and readily accessible solutions to operate key functions, and strong 

policy development and implementation practices. Yet agencies face a daunting task to develop and 

periodically upgrade these “building blocks'' on their own. Common sense dictates that agencies benefit 

when they are able to use the practices, processes, and expertise of other agencies and the broader 

ecosystem of stakeholders that work with the Government. 

GSA plays a unique role in bringing together Federal agencies, industry, academia, and subject-matter 

experts to make Government more effective, efficient, and responsive to the American people. The 

“Government Operations” Strategic Goal emphasizes the communication channels, processes, tools, and 

services that collectively serve as an accelerator for sharing and applying knowledge across the 

Executive branch enterprise.
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Strategic Objective 4.1

Build evidence-based capacity and foster interagency collaboration to strengthen operational 

effectiveness at GSA and across Government.

Analysis and evaluation are critical to assess operational effectiveness and inform decision making for 

Government agencies. However, many agencies lack adequate mechanisms for rigorous evaluations. 

GSA is leading Government-wide efforts to develop evidence-building and evaluation to enhance 

strategic analysis and build organizational capacity. GSA can use its experience in growing these 

capabilities internally to assist other agencies with their efforts to establish robust evidence and 

evaluation activities.

Government agencies also face common management challenges that can lead to inefficiencies and 

drain resources. Agencies benefit from interagency collaboration to effectively and holistically address 

these challenges. GSA convenes interagency forums to tackle significant issues to benefit the whole of 

Government. Among these, the Federal Executive Councils and communities of practice bring together a 

wide variety of capabilities and expertise to address common challenges and create effective policy 

across Government. 

Strategic Initiatives

1. Expand Government-wide evidence and evaluation capacity.

a. Conduct robust evaluations to examine and improve program effectiveness in support 

of agencies’ priorities and to build Government-wide knowledge. 

b. Build portfolios of evidence, tackling pressing topics with multiple agencies to 

accumulate a robust body of evidence. 

c. Expand capacity-building efforts through the established Evaluation Fellowship program, 

pairing external academic talent with pressing agency challenges. 

d. Support agencies using existing administrative data to drive, inform, and improve 

decision making in priority areas.

2. Foster and manage Government-wide communities of practices to enable innovation.

a. Build on the progress of the active and robust communities of practice GSA administers 

to strengthen the Federal workforce, spur innovation, enable adoption of emerging 

technologies, and create opportunities to improve the effectiveness and efficiency of 

Government. 

3. Leverage interagency forums to tackle key management challenges.

a. Provide support to drive collaboration within and among the Federal Executive Councils. 

Goal Leader Krystal Brumfield, Office of Government-wide Policy

Contributing Programs ● Federal Acquisition Service 

● Public Buildings Service
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Performance Goal 4.1.1 - Develop and implement evaluation designs and methods on

high-priority, high-impact Government-wide programs.

Benefit to the Public:

Rigorous evidence will improve the effectiveness of Government-wide programs and increase 

cost-avoidance

Performance Indicator Definition:

Number of completed evaluations Government-wide:

To bolster the public’s confidence that Government programs, policies, and operations are 

supported by rigorous evidence and evaluated objectively, GSA will monitor the number of 

Government-wide evaluations GSA completes each year on behalf of other agencies. 

PI 4.1.1 Number of completed evaluations Government-wide 

Lead Office: OGP

Fiscal Year Target Results

2018 N/A 17

2019 N/A 11

2020 N/A 0

2021 N/A 18

2022 14 N/A

2023 16 N/A
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Strategic Objective 4.2

Provide centralized services and shared solutions that promote cost savings and 

environmental sustainability, enabling agencies to focus on mission delivery.

Despite annual Federal spending of roughly $25 billion on mission-support services1, 38% of agency 

leaders still report low satisfaction with services such as hiring, financial management, grants 

management, procurement, and travel2

. With many agencies managing these services in-house, the 

Federal Government has missed opportunities to leverage economies of scale and expertise. In addition, 

redundant IT solutions across agencies are costly and difficult to secure against cybersecurity threats.

Shared Services is an industry best practice to improve the quality and performance of mission-support 

services in a manner that enables agencies to focus on their missions and better serve the American 

public. GSA plays a central role in developing policy, best practices, and strategic planning for missionsupport shared services across Government. GSA has led in educating and helping Government agencies 

understand the cost and operational benefits of shared solutions and centralized services. GSA regularly 

assesses agency progress at standardizing and consolidating work processes. That, in turn, facilitates 

opportunities to consolidate specific services and drive increased adoption across the Federal 

enterprise.

GSA’s Fleet services is an excellent example of a centralized service provided for the benefit of all 

agencies. The Fleet program works to efficiently acquire and deploy vehicles in support of agency 

missions - increasingly through the procurement of zero-emission vehicles (ZEVs) and electric charging 

infrastructure. These efforts work to promote adoption of ZEVs across Government. This will reduce 

greenhouse gas emissions and lower the cost of operating motor vehicle fleets in the future. Using this 

best-in-class shared service model, agencies can focus on their core mission delivery while decreasing 

emissions.

Through the increased adoption of high-performing centralized services and shared solutions, the focus 

of the Government’s workforce, technology, and funding resources will be better aligned to delivering 

on mission to the American people.

Strategic Initiatives

1. Increase adoption of GSA’s existing shared services by other agencies.

a. Increase the use of GSA’s existing portfolio of solutions and services by large and small 

agencies as well as Presidential and Congressional commissions and boards.

2. Increase standardization of business requirements to inform and facilitate agency decisions on 

shared services adoption.

a. Continue to convene the interagency Business Standards Council (BSC) to coordinate 

agreement among the BSC, relevant Executive Councils, and OMB on advancing 

common mission-support business standards.

1 Refer to OPM Fedscope (2016), FPDS (2016), and IT Dashboard (2016)

2 See the Annual Customer Satisfaction Survey for mission-support at:

https://trumpadministration.archives.performance.gov/data/#cap 
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b. Enroll new mission-support functions into the business standards community and 

provide the tools necessary to complete standards. 

c. Promote using the business standards in readiness assessments, performance 

management frameworks, procurements, and investment planning.

3. Facilitate the movement of agency-owned vehicles into the GSA leased fleet to reduce cost 

and improve service for Federal agencies.

a. Continue to work with customers to consolidate their agency-owned vehicles into the 

GSA Leased Fleet.

4. Reduce the carbon emissions of the Federal fleet by increasing offerings and acquisition of 

ZEVs.

a. Deploy ZEVs within the GSA-leased and agency-owned fleets as they become available 

in the market and can meet customer mission requirements. 

b. Continue to educate customers on available ZEVs that can replace fossil-fueled vehicles 

and reduce carbon emissions, expanding ZEV deployment efforts Government-wide.

c. Help to defray the higher cost for ZEVs relative to the cost of equivalent fossil-fueled 

vehicles, contingent upon the appropriation of additional funds to GSA for the 

electrification of the Federal fleet. 

5. Enable Federal agencies to acquire Electric Vehicle Supply Equipment (EVSE).

a. Partner with agencies to deploy and install EVSE at Federal facilities to accommodate an 

expected increase in ZEVs within the Federal fleet.

b. Expand contract offerings and customer tools to provide a wide variety of EVSE 

hardware, software, and options Government-wide. 

c. Establish construction contracts to allow for installation of charging stations in Federal 

facilities when new construction or repair and alteration work is being done.

6. Leverage the installation of telematics to measure and drive the reduction of carbon 

emissions.

a. Continue to install telematics on all appropriate new GSA Fleet vehicle acquisitions.

b. Support customer agencies requesting to retrofit their existing fleet with telematics. 

7. Acquire and deliver a travel services shared solution to all civilian agencies.

a. Deliver an end-to-end travel and expense service — E-Gov Travel Service Next — that 

results in a more efficient Government-wide travel and expense marketplace. 

Goal Leaders Krystal Brumfield, Office of Government-wide Policy

Sonny Hashmi, Federal Acquisition Service

Contributing Programs ● Office of the Chief Financial Officer

● Office of Congressional and Intergovernmental Affairs

● Public Buildings Service

● GSA IT
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Performance Goal 4.2.1 - Improve agency adoption and optimization of GSA services

Benefit to the Public:

GSA, in its charge to provide innovative solutions to agencies in support of their missions, sees an 

opportunity to foster the increased availability and adoption of shared services to the Federal 

community.

Shared services can lead to improved performance, customer experience, and reduced 

operational costs related to agencies’ mission-support services. New GSA offerings for shared 

services will promote standardization and lower administrative costs for participating agencies.

Performance Indicator Definition:

Number of GSA services within the Government-wide portfolio of shared services:

GSA will use its convening authorities and processes to work with OMB, agencies, shared services 

governance bodies, and service delivery organizations within GSA to add more GSA services to the 

Government-wide portfolio of shared services. OMB Memorandum 19-16 describes a 

Government-wide portfolio that includes Quality Service Management Offices and existing quality 

shared services. Currently, GSA has four services in the Government-wide portfolio of existing 

services that are included for increased agency adoptions and optimization by OMB and GSA OGP: 

SmartPay, Electronic Records Management, Enterprise Infrastructure Services, and Fleet Services.

PI 4.2.1 Number of GSA services within the Government-wide portfolio of shared services

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A 4

2020 N/A 4

2021 Baseline 4

2022 5 N/A

2023 6 N/A

Performance Goal 4.2.2 - Advance Government-wide agreement on the standardization 

of mission-support functions

Benefit to the Public:

Achieving agency consensus on business standards allows shared services planners, implementers, 

and policy makers to understand exactly what agencies require to deliver on their mission-support 

responsibilities, decreasing product development risk and enhancing the quality of solutions.

Performance Indicator Definition:

Number of components advancing to the next stage of the standards governance process as 

part of the Federal Integrated Business Framework (FIBF):

The business standards governance process incorporates agency perspectives into establishing 

agreement on mission support business standards, which enable the government to make 

decisions on which services can be commonly shared. The governance process has three stages 

that include: (1) designated standards leads working directly with agencies to draft initial 

standards; (2) cross-functional review by the Business Standards Council (BSC); and (3) review and 

final concurrence on the part of OMB. GSA plays a key role in advancing business standards 

components through this process.
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PI 4.2.2 Number of components advancing to the next stage of the standards governance 

process as part of the Federal Integrated Business Framework (FIBF)

Lead Office: OGP

Fiscal Year Target Results

2018 5 5

2019 12 15

2020 12 21

2021 12 36

2022 18 N/A

2023 18 N/A

Performance Goal 4.2.3 - Address the climate crisis through zero-emission fleet vehicles 

(APG)

Benefit to the Public:

GSA Fleet is best able to support the reduction of carbon emissions through the adoption and 

deployment of zero-emission vehicles (ZEVs) that meet agency mission needs, when possible. 

Given GSA’s expertise in fleet management and its role as the mandatory purchasing agent for 

non-tactical vehicles, GSA is positioned to assist agencies with procuring and leasing ZEVs and 

deploying critical electric vehicle supply equipment that will together reduce harmful GHG 

emissions. 

Working with industry to bring the latest automotive technology to the Federal Government and 

tracking its implementation and usage will demonstrate how ZEV deployment is making 

meaningful contributions to address the climate crisis. Additionally, increasing ZEV purchases will 

generate demand within industry and further the development of electric vehicle technology, 

benefiting the American consumer as well. 

Performance Indicator Definition:

(a) Percent of new vehicle orders that are ZEVs compared to the total number of vehicles 

ordered in FY where an affordable EV was available:

This indicator calculates the percent of new purchases or leases that are ZEVs compared to the 

total number of vehicles procured in the FY where an affordable ZEV was available. To calculate 

the percentage, the denominator is the total number of vehicle purchases that have an 

affordable ZEV option (i.e., price does not fall outside of general reasonableness) at the time of 

purchase. The numerator is the total number of ZEVs procured by GSA.

(b) Number of ZEV models available for Government customers to purchase or to lease:

Total number of ZEV models available for Government customers to purchase or lease from 

GSA.

(c) Percent increase in miles per gallon for the GSA leased fleet: 

Miles per gallon (MPG) rating (based on the combined MPG published on fueleconomy.gov) for 

the new leased vehicle compared to the MPG rating for the outgoing vehicle. Calculation is 

performed for all newly leased vehicles in the fiscal year that replace an outgoing vehicle. MPG 

calculation is restricted to light-duty vehicles (those with a gross vehicle weight rating less than 

8,500 lbs). Additional vehicles or those replacing a vehicle larger than light-duty are excluded 

from the calculation as the automaker is not required to publish fuel economy data on those 

vehicles.
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PI 4.2.3 (a) Percent of new vehicle orders that are ZEVs compared to the total number of 

vehicles ordered in FY where an affordable EV was available

Lead Office: FAS

Fiscal Year Target Results

2018 N/A 2.7%

2019 N/A 3.0%

2020 N/A 1.7%

2021 N/A 6.74%

2022 10.0% N/A

2023 37.0% N/A

PI 4.2.3 (b) Number of ZEV models available for Government customers to purchase or to 

lease

Lead Office: FAS

Fiscal Year Target Results

2018 N/A 9

2019 N/A 11

2020 N/A 13

2021 N/A 34

2022 50 N/A

2023 55 N/A

PI 4.2.3 (c) Percent increase in miles per gallon for the GSA leased fleet

Lead Office: FAS

Fiscal Year Target Results

2018 N/A 11.50%

2019 N/A 15.80%

2020 N/A 19.60%

2021 N/A 18.49%

2022 21% N/A

2023 25% N/A
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Strategic Objective 4.3

Deliver smart policies, regulations, and workforce training that inform management decisions 

and help agencies streamline operations.

A streamlined Government enables mission success, improves citizen experience, and promotes savings. 

Key to improving Government operations is having accurate and reliable data that helps decision makers 

manage assets effectively, develop balanced operating policies and procedures, and provide the right 

skills-based training to the Federal workforce.

This strategic objective focuses on three specific areas where improving data quality and access can 

have a meaningful impact on Government operations: asset management, policy formulation, and 

workforce skills.

Strategic Initiatives

1. Improve the accuracy of Government-wide real property data through consistent data 

standards and management.

a. Improve the consistency and accuracy of Government-wide real property data.

b. Establish real property data standards that should improve data consistency. 

c. Leverage geospatial data tools to assist agencies to validate and verify data to improve 

data accuracy and completeness.

2. Assess Government-wide effectiveness of GSA’s policy initiatives.

a. Establish a method to regularly gather feedback on GSA policy initiatives from key policy 

stakeholders and agency users across Government.

b. Implement policy initiatives that result in 75 percent of respondents rating those 

initiatives as effective. 

c. Analyze survey responses to identify areas for improvement in creating, communicating, 

and implementing policy initiatives.

3. Evaluate and adapt policy compliance training for agencies.

a. Track the volume and effectiveness of compliance training, ensuring that it provides the 

necessary breadth and depth of education while remaining accountable to constantly 

improve training.

Goal Leader Krystal Brumfield, Office of Government-wide Policy

Contributing Programs ● Office of Customer Experience

● Public Buildings Service

● Federal Acquisition Service

● GSA IT
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Performance Goal 4.3.1 - Improve Government-wide real property data

Benefit to the Public:

Accurate location data for Federal assets is essential for stakeholders, such as real estate 

developers and telecommunications providers, for, among other things, the expansion of 

broadband services. Accurate data is also critical for improving management of the Federal 

Government's real estate portfolio and maximizing value to the taxpayer.

Performance Indicator Definition:

(a) Percent of domestic Federal real property assets with geocodable or mappable location data:

Percent of U.S.-based Federal real property assets with location data (such as address or 

latitude/longitude) that allows the asset to be accurately displayed on a map. This is 

determined through geospatial analysis of data submitted to the Government-wide Federal 

Real Property Profile (FRPP) system.

(b) Percent of true real property data errors:

This is determined through an analysis conducted on data submitted to the FRPP and 

confirmed/resolved by agencies during the data validation and verification process. A true 

error represents GSA-identified anomalies in the data set that have been verified by the 

landholding agency.

PI 4.3.1 (a) Percent of domestic Federal real property assets with geocodable or 

mappable location data*

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A 70%

2021 N/A TBD

2022 75% N/A

2023 85% N/A

*One-year lag in reporting data results, e.g., FY 2020 results were determined in late FY 2021.

PI 4.3.1 (b) Percent of true real property data errors* 

Lead Offices: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A 19.43%

2020 N/A 15.34%

2021 12% TBD

2022 10% N/A

2023 9% N/A

*One-year lag in reporting data results.
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Performance Goal 4.3.2 - Implement effective policy initiatives

Benefit to the Public:

Rulemaking is a lengthy activity. Given that OGP can focus on a finite number of rules each year, 

it is important to measure the impact of the rule to the Federal workforce. This metric will 

enable OGP to more effectively prioritize and plan its rulemaking agenda. The survey will 

measure how well OGP is seen as a trusted partner for policy guidance, products, and/or services 

to determine effectiveness in usefulness, innovative solutions, and expertise.

Performance Indicator Definition:

Percent of key users that rate OGP policy initiatives effective:

This performance indicator calculates the percentage of survey respondents who rate specific 

OGP policy initiatives as effective. OGP will survey key stakeholders and agency users on policy 

initiatives in the annual portfolio (portfolio policy initiatives change from year to year).

PI 4.3.2 Percent of key users that rate OGP policy initiatives effective

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A N/A

2022 Baseline N/A

2023 75% N/A

Performance Goal 4.3.3 - Deliver quality policy compliance training to agencies 

regarding policies, regulations, and best practices

Benefit to the Public:

Developing and delivering training takes many resources. By capturing effectiveness, OGP can 

measure effectiveness of trainings and gain insights into the knowledge or skill gaps of the 

Federal workforce and develop training to address them to ensure OGP is providing the best 

value to agencies and serving as the trusted partner for policy and guidance on Governmentwide initiatives.

Performance Indicator Definition:

Percent of training attendees that rate Government-wide training effective:

This performance indicator calculates the percentage of survey respondents who rate specific 

Government-wide training as effective. OGP will survey training attendees after each 

course/event to measure effectiveness of training as it relates to OGP’s mission and vision to 

deliver effective policies, guidance, and other program implementation across the Government.
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PI 4.3.3 Percent of training attendees that rate Government-wide training effective

Lead Office: OGP

Fiscal Year Target Results

2018 N/A N/A

2019 N/A N/A

2020 N/A N/A

2021 N/A N/A

2022 Baseline N/A

2023 TBD N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Key Capabilities

Efficient, effective support services that equip GSA to readily deliver on its 

mission.

GSA’s key capabilities encompass the people, processes, and technology that support the agency in 

achieving the strategic goals and objectives laid out in the GSA Strategic Plan and Annual Performance 

Plan. These capabilities are primarily internally-focused, cross-cutting, and enduring. They underpin the 

unique value GSA provides to its customer agencies, industry partners, and ultimately, the American 

people. GSA’s commitment to maintaining and strengthening these four key capabilities creates the 

conditions for achieving strong outcomes for the agency. GSA’s key capabilities focus areas are:

● People-First Culture Prioritizing Diversity, Equity, Inclusion, and Accessibility

● Evidence-Based Management Grounded in Strong Data Governance and Analytics

● Efficient Operating Processes Driven by Leading Technology

● Exceptional Customer Experience Delivery

KC 1 - Effectiveness of GSA CXO functions, as measured by Government-wide Customer 

Satisfaction Survey

Benefit to the Public:

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. 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:

Computed from the PMA Benchmarking Initiative’s Customer Satisfaction Survey, the measure 

consists of an equally weighted composite customer satisfaction score for GSA’s CXO’s functions 

— acquisition, financial management, human capital, IT, and shared services on a 1 to 7 point 

scale.

KC 1 Effectiveness of GSA CXO functions, as measured by Government-wide Customer 

Satisfaction Survey

Lead Office: CXO

Fiscal Year Target Results

2018 5.15 5.16

2019 5.23 5.42

2020 5.27 5.49

2021 5.40 5.75

2022 5.45 N/A

2023 5.70 N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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KC 2 - Total GSA operating cost as a percentage of goods and services provided

Benefit to the Public:

Effective and efficient GSA internal operations decrease the cost burden to agency customers, 

freeing up funds to meet mission objectives.

Performance Indicator Definition:

Total GSA operating cost as a percent of goods and services provided.

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

and indirect) divided by total revenues.

KC 2 Total GSA operating cost as a percentage of goods and services provided

Lead Office: OCFO

Fiscal Year Target Results

2018 9.20% 8.45%

2019 9.00% 8.01%

2020 8.60% 7.64%*

2021 8.25% 7.50%*

2022 8.09%* TBD

2023 8.37%* TBD

*In recent years, GSA’s operating costs as a percentage of goods and services provided has been driven by 

above-plan increases in business volume and under-execution of expenses, particularly in FTE. GSA’s FY 2022 and 

FY 2023 targets reflect a moderate level of growth in business volume that is offset by increased expense 

execution as GSA programs hire more FTE, increase spending to support the Administration’s priorities, and fully 

execute their operating budget plans.

KC 3 - GSA Overall Employee Engagement Index (EEI)

Benefit to the Public:

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.

Performance Indicator Definition:

The U.S. Office of Personnel Management (OPM) measures an Employee Engagement Index, 

which assesses critical conditions conducive for employee engagement. Questions from the OPM 

Federal Employee Viewpoint Survey (FEVS) are used to calculate the Employee Engagement 

Index. The index comprises FEVS questions in three subcategories: “Leaders Lead,” 

“Supervisors,” and “Intrinsic Work Experience.” The index is calculated by taking the average 

percent positive response to each of the FEVS questions in the three subcategories.
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KC 3 GSA Overall Employee Engagement Index (EEI)

Lead Office: Service & Staff Offices

Fiscal Year Target Results

2018 76% 76%

2019 77% 78%

2020 78% 83%

2021 83% 83%

2022 83% N/A

2023

1% increase from 2021 

result OR target is prior 

year’s result*

N/A

*If EEI score decreases from previous year, then the target would be a 1 percent increase from prior year’s 

result. If EEI score remains constant or increases from previous year, target would equal prior year’s result.

KC 4 - GSA Federal Information Technology Acquisition Reform Act (FITARA) Scorecard 

Score

Benefit to the Public:

The FITARA Scorecard is important in providing transparent measurement of how agencies are 

achieving incremental implementation of the legislation aimed at improving their IT acquisitions 

and operations. The scorecard also drives accountability around IT investments and promotes 

cost savings for agencies.

Performance Indicator Definition:

FITARA was passed in 2014 to modernize the Federal Government’s IT. Since the law’s 

implementation, the House Committee on Oversight and Reform and the GAO have worked 

together to release a scorecard that assesses agencies’ FITARA implementation efforts. Agency 

FITARA grades typically reflect GAO’s analysis of how agencies are performing in numerous IT 

categories.

KC 4 GSA FITARA Scorecard Score

Lead Office: GSA IT

Fiscal Year Target Results

2018 N/A B+

2019 B+ B+

2020 B+ A+

2021 B+ A+

2022 B+ N/A

2023 TBD N/A
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KC 5 - Percent of GSA Staff to Receive Account Access and Standard Laptop on Day 1

Benefit to the Public:

This indicator demonstrates both HR and IT readiness, enabling a seamless onboarding and 

productive new hire experience on their first working day at GSA. This contributes to overall 

employee productivity and satisfaction with GSA internal operations.

Performance Indicator Definition:

This indicator focuses on improving the new hire experience by measuring how quickly GSA IT is 

able to respond and deliver a standard laptop and account access to new staff on their first day 

(in-person or virtual), when laptop requests are submitted more than 10 days from their entry on 

duty date.

KC 5 Percent of GSA Staff to Receive Account Access and Standard Laptop on Day 1

Lead Office: GSA IT

Fiscal Year Target Results

2018 N/A 99.6%

2019 95% 100%

2020 95% 98%

2021 95% 98.3%

2022 95% N/A

2023 90% N/A

KC 6 - Competition rate for GSA acquisitions

Benefit to the Public:

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. 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:

Provided from Federal Procurement Data System (FPDS) source data, this measure is calculated 

by using the percentage of obligated dollars that are completed annually against total 

obligations. Non-competitive obligations to mandatory sources (i.e., coded as “authorized by 

Statute”) are excluded from the calculation.

KC 6 Competition rate for GSA acquisitions

Lead Office: OGP

Fiscal Year Target Results

2018 90% 90.9%

2019 90% 91.4%

2020 90% 92.0%

2021 90% 90.7%

2022 90% N/A

2023 90% N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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KC 7 - Number of completed evaluations at GSA

Benefit to the Public:

Rigorous evidence improves the effectiveness of GSA programs and increases cost avoidance.

Performance Indicator Definition:

As GSA grows capacity to build and use rigorous evidence, GSA will develop a portfolio of 

rigorous evaluations. This strategic portfolio of evaluations will inform key investments, 

programmatic and policy decisions. GSA evaluation designs and methods will be rigorous and 

answer key strategic questions, and the results of all completed evaluations will be shared 

publicly. GSA will track the increase in the number of completed evaluations between FY 2022 

and FY 2026. 

KC 7 Number of completed evaluations at GSA

Lead Office: OGP

Fiscal Year Target Results

2018 N/A 0

2019 N/A 0

2020 N/A 0

2021 Baseline 0 

2022 4 N/A

2023 6 N/A
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Appendix

GSA Organizational Structure and Office Descriptions

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 

● 2 Independent Offices
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Staff Offices

Office of Administrative Services (OAS)

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

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

resources, and effective risk management.

Office of the Chief Financial Officer (OCFO)

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

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

robotic process automation initiatives and workload elimination, optimization, and automation efforts.

Office of GSA IT (GSA IT)

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

and cost savings. GSA IT solutions include laptops, mobile devices, collaborative cloud-based software, 

training, and technical support. GSA IT ensures GSA and Federal information security and privacy 

requirements are implemented agency-wide

Office of Civil Rights (OCR)

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

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

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

OCR also administers the appeals process for administrative grievances filed by GSA employees. 

Office of Congressional and Intergovernmental Affairs (OCIA)

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

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

and works closely with OMB in the coordination and clearance of all proposed legislation affecting GSA.

Office of Customer Experience (OCE)

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

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

aligning operations to customer needs. OCE utilizes human-centered design approaches to promote 

three key behaviors: conducting representative customer research; synthesizing findings into actionable 

insights; and making incremental, measurable, and customer-focused improvements. 

Office of General Counsel (OGC)

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

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

American people. OGC carries out all legal activities of GSA; advises on the 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. The General Counsel serves as GSA’s Designated Agency Ethics Official and 

manages GSA’s ethics program. The General Counsel also serves as the Chief Freedom of Information 

Act (FOIA) Officer and manages the FOIA program.

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. 
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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 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 mission delivery and support offices 

to meet and exceed statutory prime and subcontracting small business and socio-economic small 

business goals. OSDBU promotes small business access to GSA’s nationwide procurement opportunities, 

ensures small business participation, and provides training.

Office of Strategic Communication (OSC)

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

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

and counseling; graphic design and production; media relations and stakeholder engagement; web and 

social media; audiovisual production and management; writing and editing; speechwriting and executive 

communication; and risk communication and crisis management.

Independent Offices

Office of Inspector General (OIG)

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

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

operations.

Civilian Board of Contract Appeals (CBCA)

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

contract disputes between civilian Federal agencies and contractors under the Contract Disputes Act.
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GSA Leadership

OFFICE OF THE ADMINISTRATOR

Robin Carnahan

Administrator

Katy Kale

Deputy Administrator

Brett Prather

Chief of Staff

Laila ElGohary

White House Liaison

NATIONAL SERVICES & INDEPENDENT OFFICES

Sonny Hashmi

Federal Acquisition 

Service

Nina M. Albert

Public Buildings Service

Carol F. Ochoa

Office of 

Inspector General

Erica S. Beardsley

Civilian Board of 

Contract Appeals

STAFF OFFICES

Bob Stafford

Office of 

Administrative

Services

Mehul Parekh

(Acting) Office of 

the Chief Financial 

Officer

David A. Shive

Office of the Chief 

Information Office

Aluanda Drain

Office of Civil 

Rights

Gianelle Rivera

Office of 

Congressional and 

Intergovernmental 

Affairs 

Ed Walters

Office of Customer 

Experience

Nitin Shah

Office of General 

Counsel

Krystal Brumfield

Office of 

Governmentwide Policy

Traci DiMartini

Office of Human 

Resources 

Management

Robert J. Carter

Office of Mission 

Assurance

Exodie C. Roe, III

Office of Small and 

Disadvantaged 

Business 

Utilization

Teressa WykpiszLee

Office of Strategic 

Communication

REGIONAL OFFICES

Glenn C. Rotondo

(Acting) Region 1 

New England 

Boston, MA

Michael Gelber

(Acting) Region 2 

Northeast & 

Caribbean 

New York, NY

Joanna Rosato

(Acting) Region 3

Mid-Atlantic 

Philadelphia, PA

Kevin Kerns

(Acting) Region 4

Southeast Sunbelt 

Atlanta, GA

Kim Brown

(Acting) Region 5 

Great Lakes 

Chicago, IL

Mary A. Ruwwe

(Acting) Region 6

The Heartland

Kansas City, MO

Giancarlo Brizzi 

(Acting) Region 7 

Greater Southwest 

Ft. Worth, TX

Penny Grout

(Acting) Region 8 

Rocky Mountain 

Denver, CO

Daniel R. Brown

(Acting) Region 9 

Pacific Rim 

San Francisco, CA

Lisa Pearson

(Acting) Region 10 

Northwest/Arctic

Auburn, WA

Aimee Whiteman

(Acting) Region 11

National Capital 

Washington, DC
U.S. General Services Administration | FY 2023 APP and FY 2021 APR

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Acronym List

AAS Assisted Acquisition Service

APG Agency Priority Goal

APP Annual Performance Plan

APR Annual Performance Report

ARP American Rescue Plan

ASSIST Assisted Services Shared 

Information System

BSC Business Standards Council

BTU British Thermal Units

CALM Contract Acquisition Life-cycle 

Management

CBCA Civilian Board of Contract 

Appeals

CFO Chief Financial Officer

CIO Chief Information Officer

CLS Customer Loyalty Score

CoE Centers of Excellence

CX Customer Experience

CXO C-Suite Executive Officers

C-SCRM Cyber-Supply Chain Risk 

Management

DAP Digital Analytics Program

DCOI Data Center Optimization 

Initiative

EEI Employee Engagement Index

EIS Enterprise Infrastructure 

Solutions

EVSE Electric Vehicle Supply 

Equipment

FAS Federal Acquisition Service

FedRAMP Federal Risk and Authorization 

Management Program

FIBF Federal Integrated Business 

Framework

FICAM Federal Identity, Credential, 

and Access Management 

FM Facilities Management

FPDS Federal Procurement Data 

System

FRPP Federal Real Property Profile

FY Fiscal Year

GHG Greenhouse Gas

GNP Good Neighbor Program

GSA General Services 

Administration

GSA IT Office of GSA IT

GSF Gross Square Feet

GWAC Government-wide Acquisition 

Contract

HISP High Impact Service Providers

HUBZone Historically Underutilized 

Business Zone

ICT Information and 

Communication Technology

IDEA 21st Century Integrated Digital 

Experience Act

IFF Industrial Funding Fee

ISS Industrial Satisfaction Survey

IT Information Technology

ITC Information Technology 

Category

JAB Joint Authorization Board

MAS Multiple Award Schedule

MPG Miles Per Gallon

NPS Net Promoter Score

NPV Net Present Value

OAS Office of Administrative Services

OCE Office of Customer Experience

OCFO Office of the Chief Financial 

Officer

OCIA Office of Congressional and 

Intergovernmental Affairs

OCR Office of Civil Rights

OGC Office of General Counsel

OGP Office of Government-wide 

Policy

OHRM Office of Human Resources 

Management

OIG Office of Inspector General

OMA Office of Mission Assurance

OMB Office of Management and 

Budget

OSC Office of Strategic 

Communication

OSDBU Office of Small and 

Disadvantaged Business 

Utilization

PBS Public Buildings Service

PI Performance Indicator

PMRD Procurement Management 

Review Division

POP Planning Outreach and 

Partnership
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QSMO Quality Service Management 

Office

REXUS Real Estate Across the United 

States

SB Smart Buildings

SBA Small Business Administration

SDB Small Disadvantaged Business

SDVOSB Service-Disabled VeteranOwned Small Business

SO Strategic Objective

SRT Solicitation Review Tool

TMF Technology Modernization Fund

TTS Technology Transformation 

Services

TSS Tenant Satisfaction Survey

WOSB Woman-Owned Small Business

YTD Year To Date

ZEV Zero Emission Vehicle