U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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Executive Summary ............................................................................................................... 3

Core Business Lines................................................................................................................ 4

Components of the Strategic and Performance Framework ..................................................... 5

FY 2023 Annual Performance Report ...................................................................................... 6

FY 2025 Annual Performance Plan ........................................................................................ 21

Strategic Framework ....................................................................................................................21

Strategic Framework with Performance Goals...............................................................................22

FY 2024 – FY 2025 Agency Priority Goals .......................................................................................23

StrategicObjectives(SO) and Performance Indicators(PI) Summary ...............................................24

FY 2025 Annual Performance Plan Details............................................................................. 31

Strategic Goal 1: Real Estate Solutions...........................................................................................31

StrategicObjective 1.1.........................................................................................................................................32

StrategicObjective 1.2.........................................................................................................................................37

StrategicObjective 1.3.........................................................................................................................................39

StrategicObjective 1.4.........................................................................................................................................42

Strategic Goal 2: Acquisition.........................................................................................................44

StrategicObjective 2.1.........................................................................................................................................45

StrategicObjective 2.2.........................................................................................................................................47

StrategicObjective 2.3.........................................................................................................................................50

StrategicObjective 2.4.........................................................................................................................................52

Strategic Goal 3: Digital Government............................................................................................55

StrategicObjective 3.1.........................................................................................................................................56

StrategicObjective 3.2.........................................................................................................................................60

StrategicObjective 3.3.........................................................................................................................................64

Strategic Goal 4: Government Operations.....................................................................................69

StrategicObjective 4.1.........................................................................................................................................70

StrategicObjective 4.2.........................................................................................................................................72

StrategicObjective 4.3.........................................................................................................................................77

Key Capabilities............................................................................................................................80

Other Information ............................................................................................................... 86

Appendix............................................................................................................................. 88

Organizational Structure andOffice Descriptions ...........................................................................88

GSA Leadership ............................................................................................................................90

Acronym Guide.............................................................................................................................91

Table of Contents
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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Purpose

The U.S. General Services Administration’s (GSA) fiscal year (FY) 2025 Annual Performance Plan (APP) and

FY 2023 Annual Performance Report (APR) outlines the agency’s goals and objectives for the next fiscal 

year and articulates the level of performance achieved in the prior fiscal year.

In general, the APP’s purpose is to:

● explain how the work of the agency benefits the public;

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

● describe the performance improvementstrategiesthat are key to achieving the goals.

More specifically, the FY 2023 APR summarizes GSA’s actual performance relative to the goals and 

objectives laid out in the agency’s FY 2023 APP. The FY 2025 APP defines the level of performance to be 

pursued by GSA in FY 2025, describing the strategic goals, strategic objectives, supporting performance 

goals, and performance indicators.

Both the APP and APR (collectively referred to asthe APP/R) comply 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 August 2022): Preparation, Submission, and 

Execution of the Budget.

About GSA

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

technology services to the Government and the American people.

It accomplishesits 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, promoting shared services, and 

developing 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.

There are four fundamentalstrategiesfor delivering GSA’s 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 professionalservices, 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 solutionsto improve

management practices and operations across Government.

Executive Summary
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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 operates and leases approximately 8,400 assets and maintains an 

inventory of almost 364 million square feet of rentable workspace. GSA’s inventory of

assets is comprised of 425 buildings listed in the National Register of Historic Places and 104 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 60 

Federal departments and agencies.

Federal Acquisition Service

The Federal Acquisition Service (FAS) helps Federal agencies buy goods, services, and 

technology solutions, using the Federal Government’s buying power to offer the best 

value for taxpayers and Federal customers. FAS offers Federal agencies over 32 million

different products and services needed to meet their missions for the American people.

FAS also supplies over $102 billion in information technology (IT) products, services, and 

solutions; telecommunications services; assisted acquisition services; travel and transportation 

management solutions; motor vehicles and fleet services; and charge card services. FAS is approaching 

231,000 leased vehicles in its fleet, has issued over six million charge cards, and provides personal 

property disposal services for the reuse of over $2.3 billion in surplus property annually.

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 acrossthe 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 areasthrough 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. 

Core Business Lines
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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.

Components of the Strategic and Performance Framework
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 1.1.1 Percent of CFO Act Agencies with 

new National Workspace Portfolio Plans

↑ ⦿ FY 2022-2023 Agency Priority Goal

(Discontinue)

PBS N/A N/A 50% 80% 100%

Progress Update: As a leader in providing flexible, sustainable, and mission-enhancing Federal 

Workplaces, GSA remained focused on optimizing the real estate portfolio in FY 2023 through continued 

advancement of its workforce-centric workspace offerings. To promote more effective space 

management, GSA partnered with customer agencies to develop National Workspace Portfolio Plans 

with real estate strategies designed to meet customer needs and optimize their office space. GSA’s 

Executive Sponsors played an important role in the development of the Portfolio Plans, helping to define 

agency requirements and advance the capital planning process.

GSA exceeded its FY 2023 target, completing 100 percent of the 24 CFO Act Agency Plans. These plans 

describe each agency’s current portfolio, real estate goals, and strategies and opportunities for 

improving space utilization and reducing costs. GSA leveraged the information from these plans to 

develop portfolio optimization strategies with agencies and to inform offerings in the suite of GSA’s 

“Workplace 2030” Services. GSA also capitalized on workspace trends driven by remote and hybrid 

environments, opening the Workplace Innovation Lab at GSA Headquarters. The Lab is a cross-agency 

“testing ground” for workspace design, integrated technology, and sustainability that catersto the needs 

of a flexible workforce in the Federal Government.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 1.2.1 (a) Lease costrelative to average 

market rate ↓ PBS -12.60% -10.25% -7.26% -7.00% -12.21%

PI 1.2.1 (b) Gross sales revenue from 

Federal-wide disposals (in millions)* ↑ PBS $38.20 $4.95 $67.90 $365.50 $91.69

PI 1.2.1 (c) Capital projectsschedule 

variance (Annual Appropriations) ↔ PBS N/A -1.5% -4.0% -10% to 0% -12.0%

PI 1.2.1 (d) Capital projects schedule 

variance (Bipartisan Infrastructure Law 

and Inflation Reduction Act) ↔

PBS N/A N/A N/A -10% to 0% 1.5%

PI 1.2.1 (e) Percent of projects on 

schedule (Bipartisan Infrastructure Law 

and Inflation Reduction Act) ↑

PBS N/A N/A N/A 72.7% N/A

FY 2023 Annual Performance Report
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Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 1.2.1 (f) Percent of capital projects on 

budget ↑ PBS 83.5% 80.2% 80.0% 80.0% 86.6%

*In FY 2022, GSA began using a new methodology that counts proceedsfrom all Federal-wide disposals, not just GSA-controlled properties, with 

the exception of Federal Assets Sale and Transfer Act properties. Due to the methodology change, FY 2022 to FY 2025 figures are not

comparable to FY 2020 and FY 2021 figures.

Progress Update: GSA’s ongoing efforts to right-size and modernize the agency’s real estate portfolio of 

nearly 8,400 owned and leased assets yielded positive results in FY 2023 as GSA achieved three of six

targets within this strategic objective. GSA remained diligent in its efforts to maintain a financially solvent

portfolio of leased and owned properties. GSA exceeded its leasing target, with lease costs averaging 

12.21 percent below market rate versus a target of 7 percent. By leveraging the Government’s buying 

power and the leasing team’s expertise, GSA was able to negotiate substantially better lease rates than 

the overall market during FY 2023.

To assess project delivery, GSA tracks capital projects on budget and capital projects schedule variance. 

In FY 2023, 86.6 percent of all capital projects were on budget, surpassing the target of 80 percent. This 

demonstrates strong project planning, scope control, and budget management. In FY 2023, GSA’s 

schedule variance for capital projects funded by the Bipartisan Infrastructure Law (BIL) and the Inflation 

Reduction Act (IRA) was 1.5 percent ahead ofschedule, exceeding the target. Unfortunately, GSA did not 

meet the schedule variance target for capital projects funded by annual appropriations, finishing the 

year 12 percent behind schedule, on average. Ongoing supply chain issues and delays in the aftermath of 

the pandemic posed a challenge for several projects in FY 2023, leading to the unfavorable result.

GSA also missed the target for Gross Sales Revenue from Federal-wide disposals, ending the year at

$91.69 million versus the target of $365.5 million. This was due to delays with the disposition of the 

Federal Helium System at Cliffside in Amarillo, Texas. The project accounted for a disproportionately

large share of GSA’s planned disposals in FY 2023.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 1.3.1 Greenhouse gasreduction from 

FY 2008 baseline (Scope 1 and 2 

emissions) ↑

PBS 45.3% 51.0% 58.7% 55.1% 60.1%*

PI 1.3.2 Energy Efficiency (energy 

consumption compared to baseline year 

of FY 2021) ↑

PBS N/A N/A N/A 1.0% 1.7%*

PI 1.3.3 Percent of grosssquare footage 

(GSF) that qualifies as a sustainable 

Federal building ↑

PBS 40.0% 43.5% 49.5% 49.6% 50.8%**

*Interim results pending Department of Energy or Council on Environmental Quality (CEQ) review. Final results will be published on

sustainability.gov. 

**Starting in FY 2024,revised methodology evaluates eligible buildings ≥ 25,000 GSF. Previously, the threshold was ≥10,000 GSF.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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Progress Update: In FY 2023, GSA continued its efforts to mitigate the climate impacts of Federal 

buildings. By reducing fuel and electricity use and increasing the procurement of carbon pollution-free 

electricity (CFE), GSA achieved a preliminary result of 60.1 percent greenhouse gas (GHG) reduction from 

Federally owned or controlled sources relative to the FY 2008 baseline, surpassing the target of 55.1 

percent. However, this figure represents a slight rise in total GHG emissions from FY 2022, primarily due 

to the unprecedented increase in regional electric-grid emissions across most of the U.S. To improve on 

these results in the future, GSA plans to invest a significant portion of the $975 million of IRA Emerging 

and Sustainable Technology funds to electrify 100 Federal buildings, achieve net zero operations in 26

buildings, and qualify 86 buildings as sustainable.

In FY 2023, energy use, in Federal buildings, was tracking toward achieving the target of a 1.7 percent 

decrease relative to the FY 2021 baseline, though results will not be finalized until the middle of FY 2024. 

By applying the Guiding Principles for sustainable Federal buildings—which assist agencies in designing, 

locating, constructing, maintaining, and operating Federal buildings—GSA continued to save taxpayer 

dollars, improve energy efficiency, and reduce environmental impacts. In FY 2024, GSA will leverage $20 

million of IRA funds to evaluate building repair needs for assets that will remain in its real estate 

portfolio over the long term. The goal is to develop investment strategies that will mitigate program and 

projects’ sustainability risks and increase the resilience of these properties.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 1.4.1 “Good Neighbor Program” 

PlanningOutreach and Partnership (POP) 

engagements ↑

PBS 8 5 22 33 39

Progress Update: In FY 2023, GSA expanded the use of its “Good Neighbor Program” to support local 

communities. Through Planning Outreach and Partnership (POP) engagements with local officials, GSA is 

able to better foster public use of its real estate holdings and support community-based urban 

development. POP engagements targeted communities where GSA planned future construction, 

modernization projects, and majorleasing activity, as well as communities where GSA’s existing portfolio 

had potential to support local sustainability, environmental justice, or other impactful planning goals.

GSA exceeded its FY 2023 target by completing 39 POP engagements. Some actions that contributed to 

this level of success included:

● Trained GSA employeesto assist in more effective and successful engagements.

● For 26 BIL-funded land ports of entry (LPOE) projects, conducted outreach and implemented 

Community Engagement plans, increasing transparency of project activities, and encouraging the 

development of positive relationships with the communities surrounding the land ports. For 

example, GSA used the Department of Transportation’s Thriving Communities Network (TCN) 

grant program to identify grant needs and resources for the communities of San Luis (AZ), 

Douglas (AZ), and Brownsville (TX). The collaboration resulted in these communities receiving 2 

years’ worth of grant assistance from TCN.

● Established GSA Tribal Advisors, leading to 13 engagements with local Tribal Nations and national 

Tribal organizations.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.1.1 Acquisition program savings 

delivered to customers (in billions) ↑ FAS $5.92 $6.09 $6.82 $6.00* $6.72**

PI 2.1.2 Multiple Award Schedule (MAS) 

sales (in billions) ↑ FAS $36.82*** $39.75*** $40.96 $41.00 $45.52

*FY 2023 target was decreased from $6.20 billion at the end of FY 2022 to reflect updated projectionsfrom the Office of Information Technology

Category (ITC), which implemented an updated cost-avoidance methodology for Government-wide Acquisition Contracts(GWACS) to be

consistent with Best-in-Class vehicles.

**Resultis not final. FAS isstill awaiting resultsfor three smaller best-in-class(BIC) contracts.

***FY 2020 and FY 2021 results were revised from previously reported figures. Extensive data cleaning and re-coding led to a one-time revision

of MAS sales.

Progress Update: As the Federal Government’s primary provider of acquisition services, GSA is 

committed to delivering value, innovation, and an exceptional customer experience. In FY 2023, GSA’s 

acquisition programs delivered more than $6.7 billion in savings for the Government. A few key 

programs generated exceptional savings, including the GSA City Pair Program (savings increased by over

$1 billion year-over-year) due to increases in travel volumes, Assisted Acquisition Services (savings rose 

$180 million year-over-year), and GSA SmartPay® (savings jumped 9 percent from FY 2022). Multiple 

Award Schedule (MAS) sales posted double-digit growth to more than $45 billion in FY 2023, reflecting

the ease, quality, and overall value of these offerings.

GSA continued to tailor offerings to the Federal market, addressing several critical market factors and 

Administration priorities, including cybersecurity, supply chain risk mitigation, climate sustainability, 

equitable procurement, and emerging technology. By building these requirements directly into offerings 

and contract vehicles, GSA offered customers less risk and more convenience as they procured high 

value, mission-critical goods and services. To ensure GSA selects the best acquisition solutions to better 

meet its customers’ needs, key initiatives in FY 2023 included:

● Created a technology identification program to continuously track and categorize emerging

technologies. This program captures and monitors 65+ emerging technologies spanning eight

categories: Artificial Intelligence; IoT, Robotics & Sensors; Climate & Energy; Decentralization &

Blockchain; Augmented/Virtual/Mixed Reality; Security & Cybersecurity; Connectivity & Telecom.

This program also categorizes technologies at the four main stages of development: Research &

Development, Early Applications, Private Sector Experiments, and Government Experiments.

● Supported customer agencies with the ongoing Government-wide transition to Enterprise

Infrastructure Solutions. Agencies have either fully disconnected servicesfrom the expiring

contracts or requested extensions and provided justification. To give agencies extra time to

complete their transitions, GSA executed contracting actions to extend expiring contracts.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.2.1 Customer Loyalty Survey (CLS) 

score (Rating Scale is 1 to 10) ↑ FAS 7.9 7.8 7.9 8.0 7.7
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.2.2 Industry Satisfaction Survey (ISS) 

score (Rating scale is 1 to 5) ↑ FAS 3.81 3.90 3.99 4.00 3.87

PI 2.2.3 Tenant Satisfaction Survey (TSS) - 

Facilities Management Index ↑ PBS N/A N/A N/A 70% TBD*

PI 2.2.4 (a) Average Entity scores as 

measured by Procurement Management 

Review Division (PMRD) (Rating scale is 

0% to 100%) ↑ (Discontinue)

OGP 85% 87% 86% 85% 83%

PI 2.2.4 (b) Average Transactionalscores 

as measured by PMRD (Rating scale is 0 

to 3) ↑ (Discontinue)

OGP 2.12 2.11 2.11 2.00 2.25

*PBS administered the TSS in October 2023. The FY 2023 results are pending a Paperwork Reduction Act compliance review by the Office of

Management and Budget / Office of Information and Regulatory Affairs (OIRA).

Progress Update: GSA missed three of five targets in this Strategic Objective for FY 2023. However, the 

agency remained committed to delivering exceptional customer and supplier experiences by seeking to

better understand the customer and the supplier journey when using GSA’s acquisition systems and 

processes. This involves identifying pain points and investing in solutions that streamline and simplify 

each interaction along the journey. GSA achieved a score of 3.87 (out of 5) for the Industry Satisfaction 

Survey (ISS), a measure of supplier satisfaction with the agency’s services, and 7.7 (out of 10) for the 

Customer Loyalty Survey (CLS). Both scores decreased modestly from FY 2022. Supply chain disruptions 

and the impacts of inflation both contributed to customer and supplier challenges in FY 2023. In 

particular, substantial work was required to pass an economic price adjustment that allowed for 

companies to adjust their pricing to account for high inflation. The subsequent rulemaking process also 

took time to implement. This resulted in suppliers having to frequently justify their price increases, while 

customers faced order cancellations and a lengthier buying process. GSA has been taking action to make 

improvements, including:

● Developed and executed 18 action plans based on FY 2022 CLS and ISS results with emphasis on

enhancements to systems and ease of acquiring.

● Consolidated multiple market research tools, including Interact, CALC+, and Market Research as a

Service or MRAS, and expanded Single Sign-On capabilities.

● Completed a full-scale review of the MAS new offer process resulting in updated requirements to

improve the user experience.

● Updated eBuy with an “Intent to Bid” statusthat enhances transparency by allowing customers

to quickly determine how many contractors are working on responses to RFQs.

GSA hopes to see improvements in the survey results as the benefits of these initiatives begin to be 

realized.

Modernizing the Common Catalog Platform (CCP) remained a priority in FY 2023 to strengthen the user 

experience for customers, suppliers, and the acquisition workforce. One key enhancement was the 

Automated Validations and Market Research, where Catalogssubmitted through the CCP were checked 

against automated data validations and business rules. This helped enforce the quality of catalog data, 

reduced review time needed by the GSA workforce, and provided vendors near-real-time feedback on 

their submissions, including analysis on price competitiveness, compliance with “Made in America” 

designation, trade agreement compliance, and likelihood to sell.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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GSA continued to prioritize strong contract administration and execution of its own contractsthroughout 

FY 2023. GSA leveraged its Procurement Management Review Division (PMRD) to assess GSA contracting 

activities and program offices to identify successes and challenges in the performance of contract 

administration and execution. In FY 2023, the PMRD at GSA reviewed nine program offices, yielding an 

average entity score of 83 percent, missing the target for the year by 2 percent. GSA attributes missing 

this target to a more stringent evaluation methodology which now measures additional controls in 

contract administration based on gaps identified in the previous year’s program management reviews.

In FY 2023, the average transactional score for GSA’s internally managed contracts was 2.25, exceeding 

the target. GSA attributes this improvement to underlying policy changes that helped to close 

performance gaps in policy, training, and technology, while increasing accountability. Additionally, GSA 

implemented process automationsto streamline contract administration tasks and improve compliance. 

Lastly, GSA’s Office of Government-wide Policy piloted an acquisition quality metric that includes 

Procurement Management Review scores to focus managerial attention.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.3.1 Percent of GSA acquisition 

workforce trained in cyber-supply chain 

risk management ↑ (Discontinue)

OGP N/A 0%

(Baseline) 78.7% 80.0% 84.2%

Progress Update:

In FY 2023, GSA matured its enterprise-level cyber-supply chain risk management (C-SCRM) program, 

while making advancements in key risk areas. GSA’s C-SCRM Executive Board worked to align the 

agency’s C-SCRM maturity assessments and improvement plans. Key actions included:

● Development of an action plan to increase asset data completeness for Building Automation

Systems used in GSA-owned/operated buildings.

● Issuance of an Acquisition policy forsoftware security.

● Issuance of C-SCRM information sharing acquisition policies/procedures.

● Improvement of common terminology by drafting C-SCRM lexicon.

● Development of new mandatory and optional learning assets for the workforce that will be

published in FY 2024.

The share of GSA’s acquisition workforce trained in C-SCRM reached 84.2 percent in FY 2023, exceeding 

the goal of 80 percent. GSA identified gaps in training completion and sent targeted reminders, a 

significant factor in the strong performance on this objective.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.4.1 Percent of GSA obligationsto 

AbilityOne Program ↑ OGP 7.91% 5.78% 7.60% 3.00% 7.17%

Area Demonstrating 

Noteworthy Progress
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 2.4.2 Percent ofspend going to small 

business from the Multiple Award 

Schedule (MAS) ↑

FAS 33.76%* 34.36%* 35.42% 35.00% 37.05%

PI 2.4.3 (a) Percent of GSA contract 

dollars awarded to small business 

through prime contracting ↑

OSDBU 49.43% 46.89% 47.61% 33.00% 50.29%**

PI 2.4.3 (b) SBA Small Business 

Procurement Scorecard - GSA’s Grade ↑ OSDBU A+ A+ A+ A TBD***

*Extensive data cleaning and re-coding led to a one-time revision of MAS sales, the denominator in the calculation of this measure. The revised

results more accurately capture the level of MAS sales and the proportion of those sales going to small business.

**Resultis an initial estimate. Finalresult is pending the Small Business Administration’s adjudication in Q2 FY 2024.

***Result is expected by July 2024.

Progress Update: GSA, in consultation with the Office of Management and Budget, has determined that 

performance toward this objective is making noteworthy progress. In FY 2023, GSA maximized 

opportunities and minimized barriers for small, disadvantaged, and socioeconomic entities. GSA’s 

AbilityOne spend surpassed the FY 2023 target. The AbilityOne Program employs people who are blind 

or have significant disabilities to provide quality products and services at fair market prices. This past 

year, GSA established an enterprise-wide plan to focus on AbilityOne. The program identified potential 

opportunities and removed barriers, conducted training for the GSA acquisition workforce, and

maintained close collaboration with the AbilityOne central nonprofit agencies and the AbilityOne 

Commission to address issues with performance and processes.

GSA remained committed to creating more opportunities for small and socio-economic businesses. In FY 

2023, over a third of GSA’s spend from MAS and over half of GSA’s prime contract dollars went toward 

small businesses, exceeding both FY 2023 targets and spreading Government spending and 

opportunities across a broader group of suppliers. Moreover, GSA received an A+ on its FY 2022 SBA 

Small Business Procurement Scorecard, which measures how successfully Federal agencies reach their 

small business and socio-economic prime contracting and subcontracting goals. GSA’s Office of Small and 

Disadvantaged Business Utilization also hosted its third annual national Small Business Works Event. The 

event featured representatives from the GSA business lines who spoke on contract opportunities and 

provided informational training on GWACs, IDIQs, and other small business topics. In addition, GSA 

implemented activities outlined in its new Post-Award Engagement Strategy to assist new and recent 

entrants to Federal contracting. 

In FY 2023, GSA partnered with OMB to develop and launch two resources for Federal agencies to 

advance equity in procurement: the Government-wide Procurement Equity Tool and the Supplier Base 

Dashboard. These tools help agencies find businesses that are new to the Federal marketplace, identify 

qualified vendors, and track their progress toward equity in procurement goals.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 3.1.1 (a) Percent of public-facing 

production websites GSA owns or 

administers for others that conform to 

21st Century IDEA standards, including 

GSA’s customer-centricity requirements ↑

OCE N/A 4% 15% 20% 47%

PI 3.1.1 (b) Percent of TTS digital assets 

that are Section 508 compliant ↑ FAS TTS N/A 53% 80% 100% 87%

PI 3.1.1 (c) Percent of Information & 

Communication Technology (ICT) 

solicitations posted to SAM.gov that are 

required to comply with Section 508 

provisions and adequately do so ↑

OGP N/A 3.00% 6.04% 10.00% 12.65%

PI 3.1.2 Number of websites utilizing 

GSA’s Digital Analytics Program 

(cumulative)* ↑

FAS TTS N/A 6,000 6,640 6,800 6,833

*Results are estimated based on criteria used to filter out testing sitesto better count public-facing production websites.

Progress Update: GSA prioritized its equity-focused, people-centered approach to digital design practices 

throughout FY 2023 by integrating inclusive, accessible, and equitable design practices into its websites, 

assets, and solicitations. In FY 2023, the percent of public-facing production websites GSA owned or 

administered for others that conformed to 21st Century IDEA standards more than tripled FY 2022 

results, far exceeding the FY 2023 target.

Meanwhile, the percent of TTS digital assets that were Section 508 compliant increased from 80 percent 

to 87 percent. This did not meet the target of 100 percent largely because several new programs, 

products, and websites that are now counted as TTS digital assets were not included when the original 

target was set. In FY 2024, the TTS Digital Council and GSA Digital Council will collaborate to set a new 

target. The percent of Information & Communication Technology (ICT) solicitations posted to SAM.gov 

that adequately addressed Section 508 provisions doubled in FY 2023, exceeding its target. GSA

promoted an Accessibility Requirements Tool (ART) and Section 508 provisions that led to more 

accessible solicitationsforstakeholders, particularly when two major Government agencies mandated 

ART's use.

GSA also improved the Simplified Reporting Tools (SRT) analytics by addressing false negatives and 

expanding the data set, leading to more precise assessments. Additionally, GSA’s engagement with the 

Senate Aging Committee heightened SRT's visibility among Federal agencies, fostering collaborative 

efforts for more effective services. Finally, the number of websites utilizing GSA’s Digital Analytics 

Program (DAP) rose by nearly 200 in FY 2023, exceeding its target. The DAP modernizes the technical 

infrastructure underpinning data collection, analysis, and reporting, providing opportunitiesto raise the 

base level of web analytics knowledge across the Federal Government.
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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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 3.2.1 (a) Number of times FedRAMP 

authorized products have been reused by 

agencies (cumulative) ↑

FAS TTS 1,847 2,864 4,573 5,353 6,318

PI 3.2.1 (b) Average time to obtain a 

provisional FedRAMP authorization 

(months) ↓ (Discontinue)

FAS TTS 4.82 4.60 4.60 4.10 4.60

PI 3.2.1 (c) Average time to obtain a 

FedRAMP authorization through an 

agency (months) ↓

FAS TTS N/A 8.10 7.50 6.20 7.32

PI 3.2.2 (a) Number of customer agencies 

using at least one GSA identity 

management solution ↑

⦿ FY 2022-2023 Agency Priority Goal

FAS TTS 19 27 38 40 47

PI 3.2.2 (b) Number of active users on 

Login.gov (in millions) ↑

⦿ FY 2022-2023 Agency Priority Goal

FAS TTS 14.00 16.00 41.04 55.00 49.05

PI 3.2.2 (c) Number of identity vendor 

andGovernment data source providers 

on the platform ↑ (Discontinue)

⦿ FY 2022-2023 Agency Priority Goal

FAS TTS 2 2 3 4 4 

PI 3.2.2 (d) Number of Login.gov serviced 

applications ↑

⦿ FY 2022-2023 Agency Priority Goal

FAS TTS 83 199 322 375 453

Progress Update: GSA, in consultation with the Office of Management and Budget, has highlighted this 

objective as a focus area for improvement. In FY 2023, GSA significantly expanded the use of its core 

cloud services and identity management solutions. FedRAMP promotes the adoption of secure cloud 

services across the Federal Government by providing a standardized approach to security and risk 

assessment for cloud technologies. Reuse of FedRAMP-authorized products continued to rise, with over 

6,300 instances of reuse by the end of FY 2023, exceeding the target by nearly 1,000 instances.

However, FedRAMP fell short of both cycle-time targets. The average time to obtain a provisional 

FedRAMP authorization remained at 4.6 months in FY 2023. Meanwhile, the average time to obtain a 

FedRAMP authorization through an agency decreased from 7.50 to 7.32 months. While this did not meet

the target, the reduction was a positive sign given that FedRAMP had a 32 percent increase in the total 

number of authorization packages submitted in FY 2023. A larger proportion of these packages included

requests for FedRAMP High authorization in FY 2023, which requires significantly more review time to 

ensure that cloud providers are protecting sensitive Federal information. Also in FY 2023, the FedRAMP 

Program Management Office responded to new legislation requiring the establishment of the Federal 

Secure Cloud Advisory Committee and updated the program to the latest National Institute of Standards 

and Technology security standards. With these investments complete, in FY 2024, the FedRAMP program 

will focus on automating and streamlining authorization processes in response to an expected revision to 

policy guidance.

GSA achieved three of four targets associated with identity management solutions for FY 2023. Login.gov 

is GSA’s largest identity management solution, a secure single sign-on service used by the American 

Focus Area for Improvement
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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public to log in to participating Government agency websites. In FY 2023, the number of customer 

agencies using at least one GSA identity management solution, such as Login.gov, increased by 24 

percent, from 38 to 47. Login.gov also continued to grow its user base with more than 8 million new 

active users, bringing the FY 2023 total to 49.05 million users. Despite missing the FY 2023 target, the 

user total was 20 percent higher than FY 2022. The number of applications serviced by Login.gov grew 

45 percent, from 322 to 453, meaningfully improving the digital identity experience for stakeholder 

agencies and their users. Meanwhile, the number of identity vendor and Government data source 

providers on the platform grew by one, meeting the FY 2023 target.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 3.3.1 Number of agencies using TTS 

consulting services ↑ FAS TTS 57 74 63* 79 74

PI 3.3.2 (a) TTS business volume 

(in millions) ↑ FAS TTS $76.00 $96.30 $112.48 $157.00 $131.10

PI 3.3.2 (b) Agency partnersatisfaction - 

Net Promoter Score ↑ FAS TTS N/A 41.0 34.9* 41.2 21.2

PI 3.3.3 (a) Percent of Federal Citizen 

Services Fund’s(FCSF) American Rescue 

Plan (ARP) funds that have been 

obligated (cumulative) ↑

FAS TTS N/A 2.20% 35.23% 78.00% 69.00%

PI 3.3.3 (b) Number of data sources 

displayed on the modernized Federal IT 

Dashboard (cumulative) ↑

OGP N/A 1 2 3 3 

PI 3.3.4 Number of new hiresfor the U.S. 

Digital Corps program ↑ FAS TTS N/A 0 38 40 48

*FY 2022 result wasrevised from previously reported figures. Data validation confirmed an errorin calculation that was corrected.

Progress Update: Despite missing four of six targets, GSA made progress in deepening Government-wide 

technology capabilities during FY 2023. GSA’s Technology Transformation Services (TTS) did not meet its 

target for the number of agencies using TTS consulting services. New programs such as the United States 

Digital Corps (USDC) expanded the scope of TTS consulting services. However, due to the wide adoption 

of TTS consulting services within most of the major agencies, the expansion did not increase the total 

number of agencies served. TTS business volume fell short of its FY 2023 target, coming in at $131.1 

million. Despite missing the target, TTS business volume posted sizable growth of 16.5 percent from FY 

2022. The Login.gov team is working toward compliance for its identity proofing product and updating its 

pricing structure to be more competitive. These efforts are expected to spur product adoption and 

increase business volume in future years.

GSA did not achieve the agency partner satisfaction goal for technology services, with a Net Promoter 

Score (NPS) of 21.2. The FY 2023 score is much lower than prior years, in part due to changes in the 

composition of TTS programs that participated in the survey:

● The Digital Analytics Program accounted for nearly 20 percent of the TTS survey response total in

FY 2022, with a high individual program NPS of 56.9, but did not participate in the survey in FY

2023.
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● Two TTS programs(eRulemaking and FedRAMP) that did not participate in the survey in FY 2022

did so in FY 2023. Together, they accounted for 60 percent of TTS responses. eRulemaking had a

low NPS (-10.7) represented by 87 detractors. It should be noted that NPS is primarily a

quantitative measure, but the Customer Loyalty Survey (CLS), on which the NPS is based, does

collect optional verbatim responses from customers. Themes from the CLS are in alignment with

the customer data that informed successful FY 2023 Technology Management Fund grant

applications, including restoring functionality of older systems, addressing system downtime,

and customer service. FedRAMP had a strong NPS of 46.8, with 120 promoters, but also had 31

detractors that contributed to the overall TTS NPS.

In the aftermath of the pandemic, GSA received funding for the Federal Citizen Services Fund through 

the American Rescue Plan (ARP) to build more secure and effective public digital experiences. By the end 

of FY 2023, GSA had obligated 69 percent of these funds. As part of TTS ARP oversight, funded projects 

were reviewed with OMB for strategic alignment and feasibility within the ARP time frame. As a result, 

approximately 9 percent of projected obligations were realigned to other funding lines to maximize 

obligations in FY 2024 toward Administration priorities. TTS expects to obligate the entire $150 million of 

ARP funding by the end of FY 2024, when the fund expires. Despite falling short of the FY 2023 target, 

this result demonstrates the accelerated pace of funding obligations, nearly doubling the total amount 

obligated from one year earlier. By fostering ARP-funded technology initiatives across agencies, GSA 

continued to modernize Government IT and provide trustworthy, seamless, and optimal experiences for 

the American public. Meanwhile, GSA’s Office of Technology Policy achieved its FY 2023 goal by adding 

one data source—the Federal Website Metrics—to the modernized Federal IT Dashboard.

GSA launched the U.S. Digital Corps (USDC) in August 2021 to attract early-career technologists to public 

service and to build a Federal technology workforce that reflects the diversity of the nation that it serves. 

In FY 2023, USDC welcomed 48 new hires as part of its 2023 cohort, expanding the total program size to 

86 technologists.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 4.1.1 Number of completed 

evaluations Government-wide ↑ 

(Discontinue)

OGP 0 18 14 16 8 

Progress Update: In FY 2023, GSA involved more than 22 million individuals in their evaluations, a 

threefold increase from FY 2022. As such, GSA’s evaluations involved more complex questions and 

partnerships. With the greater scope of the evaluations, the average time to complete an evaluation 

increased significantly. As a result, GSA was only able to complete eight evaluations in FY 2023, half of the 

target amount.

GSA emphasized a number of cross-cutting evaluation initiatives in FY 2023 such as the ARP Equity 

Learning Agenda, the President’s Management Agenda Learning Agenda, and the Life Experience 

programs. In its effortsto advance equity, GSA led a first-of-its-kind Government-wide evaluation of the

ARP, tackling questions such as how to expand access to emergency rental assistance, childcare 

stabilization grants, and suicide-prevention services. GSA also continues to be a leader in piloting 

community engagement in its research process, ensuring that community input strengthens its work.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 4.2.1 Number of GSA services within 

the Government-wide portfolio ofshared 

services ↑ (Discontinue)

OGP 4 4 5 6 5 

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) ↑ (Discontinue)

OGP 21 36 32 18 83

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 ↑

⦿ FY 2022-2023 Agency Priority Goal

FAS 1.70% 6.74% 20.27% 25.00% 26.48%

PI 4.2.3 (b) Number of ZEV models 

available for Government customersto 

purchase or to lease ↑ (Discontinue)

⦿ FY 2022-2023 Agency Priority Goal

FAS 13 34 65 65 70

PI 4.2.3 (c) Percent miles per gallon 

improvement on vehicle replacementsin 

GSA leased fleet ↑

⦿ FY 2022-2023 Agency Priority Goal

FAS 19.60% 18.49% 25.29% 23.00% 37.10%

Progress Update: Despite missing the target for the number of GSA services within the Governmentwide portfolio ofshared services, GSA continued to develop policy, best practices, and strategic planning

for existing services and solutions. The current Government-wide portfolio ofshared services includes 

GSA services E-Gov Travel Service (ETS), GSA SmartPay, Electronic Records Management, GSA Fleet, and 

the Enterprise Infrastructure Solutions program.

In FY 2023, GSA made progress in moving agencies to adopt common business standards. GSA partnered 

with business standards leads in mission-support functions across Government to advance 83 

components to the next stage of the Federal Integrated Business Framework standards governance 

process, far exceeding the target of 18. To achieve this result, GSA leveraged OPM’s work on human 

capital standards provided to the Business Standards Council, which was responsible for the 

advancement of 63 components through the governance process. The remaining 20 components were 

spread across four other functional areas.

GSA’s Fleet Services program is a centralized service that provides benefits to all agencies working to 

efficiently acquire and deploy vehicles in support of agency missions. Despite encountering a variety of 

fleet-related challenges in FY 2023, including lingering supply chain constraints, GSA was able to meet all 

performance goals associated with fleet services. GSA increased its number of models of zero-emission 

vehicles (ZEVs) available for purchase or lease for customers, ending the year with 70 available models. 

Moreover, 5,823 ZEVs were ordered across the Government in FY 2023, excluding U.S. Postal Service, a 

substantial increase from previous years. Of all new vehicle orders where an affordable ZEV option was 

available, 26.48 percent were ZEVs. These ZEV acquisitions were a major contributor to the improved 

fuel efficiency of total light-duty leasing acquisitions, which increased 37.10 percent in FY 2023, well 

ahead of the 23 percent target.
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GSA also recognizes that charging infrastructure is critical to the success of fleet electrification. In 

FY 2022, GSA implemented itsfirst Government-wide Indefinite Delivery, Indefinite Quantity (IDIQ)

contract for construction related to electric vehicle supply equipment (EVSE). The IDIQ received more 

than $8 million in FY 2023 for EVSE study and installation projectsfor GSA-managed properties. GSA’s

ability to achieve net-zero, CFE, and GHG reductions is heavily dependent on funding of capital

investments and projects in this space.

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 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

PI 4.3.1 (a) Percent of domestic Federal 

real property assets with geocodable or 

mappable location data* ↑

OGP N/A 70.0% 75.1% 85.0% 82.3%

PI 4.3.1 (b) Percent of true real property 

data errors* ↓ OGP 19.43% 15.43% 9.27% 7.50% 9.91%

PI 4.3.2 Percent of key usersthatrate 

OGP policy initiatives effective ↑ OGP N/A N/A 73% 75% N/A**

PI 4.3.3 Percent of training attendees 

that rate OGP-led Government-wide 

training effective ↑

OGP N/A N/A 90% 90% 91%

*Prior to FY 2022, results were always delayed until after publication of the Annual Performance Report (APR). Beginning in FY 2022, the fiscal

year results for both measures are based on the prior fiscal year’s data to account for the delay. In light of this change, results prior to FY 2022 

were adjusted forward by one year to reflect the change in reporting period.

**Resultsfrom the FY 2023 survey were notstatistically significant, rendering the indicator unratable.

Progress Update: In FY 2023, GSA focused on enhancing real property data quality and access to improve 

Government asset management, policy formulation, and process efficiency. Despite significant growth in 

the percent of domestic Federal real property assets with geocodable or mappable location data, GSA 

missed its target by 2.7 percent in FY 2023. This shortfall was due to continued challenges with the 

complexity, volume, and security sensitivity of data from the Department of Defense, which has the 

largest proportion of unmappable records in the Federal Real Property Profile (FRPP) system.

GSA also missed the target for reducing the percent of real property data errors within the FRPP system, 

ending FY 2023 at 9.91 percent. GSA worked closely with OMB to provide guidance to agencies, 

requesting that they document their Data Quality Improvement Plans. In doing so, agencies conducted 

more rigorous analysis of their data resulting in more errors identified. Despite missing this target in 

FY 2023, GSA anticipates improvements in future years. At the same time, GSA is using Robotic Process 

Automation (RPA) to pinpoint steps in the data submission process that can be automated. This will 

create a proactive feedback loop that informs users of potential errors earlier in the submission process, 

enabling real-time corrections and reducing the error rate.

GSA’s Office of Government-wide Policy (OGP) provides compliance training to Federal Government 

employees and agency partners on a variety of policies and regulations. In FY 2023, 91 percent of these 

training attendees rated OGP-led Government-wide training effective, exceeding the target of 90 

percent. GSA intends to explore improved collection methods for attendee data in FY 2024 to enhance 

the overall response rate and the value of the feedback.
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Key Capabilities (KC)

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2020

Results

FY 2021

Results

FY 2022

Results

FY 2023

Target

FY 2023

Results

KC 1: Effectiveness of GSA CXO functions, 

as measured by Government-wide 

Customer Satisfaction Survey ↑

StaffOffices

(CXOs) 5.49 5.75 5.68 5.70 5.63

KC 2: Total GSA operating cost as a 

percentage of goods and services 

provided ↓

OCFO 7.64% 7.24% 7.45% 8.09% 7.68%

KC 3: GSA Overall Employee Engagement 

Index (EEI) ↑

Services

& Staff 

Offices

83% 83% 83% 83% 85%

KC 4: GSA Federal IT Acquisition Reform 

Act (FITARA) Scorecard Score ↑

GSA IT A+ A+ B+ B+ B*

KC 5: Percent of GSA Staff to Receive 

Account Access and Standard Laptop on 

Day 1 ↑

GSA IT 98.0% 98.3% 98.2% 95.0% 97.2%

KC 6: Competition rate for GSA 

acquisitions ↑

OGP 92.0% 90.7% 90.1% 90.0% 91.0%

KC 7: Number of completed evaluations 

at GSA ↑ OGP 0 0 5 6 7 

KC 8: Percent of GSA Business 

Applications Hosted in the Cloud ↑

GSA IT 39.1% 49.2% 52.7% 53.0% 53.4%

KC 9: Equity and Organizational 

Effectiveness Optimization Measure 

(EOEOM) - Overall level of maturity ↑

OA N/A N/A N/A Baseline 2.1**

*Due to a methodology change in FY 2023, GAO is no longer using + and - modifiers for letterscores. GSA’sscore of B+ was converted to a B to

reflect this change.

**FY 2023 efforts were focused on establishing a baseline overall level of maturity; the baseline was established as a maturity level of 2.1 out of 

3 levels and is reflected as such in the FY 2023 results.

Progress Update: GSA aims to deliver efficient, effective support services that bolster mission 

operations. In FY 2023, GSA achieved a score of 5.63 for the Government-wide Customer Satisfaction 

Survey. Although below the 5.70 target, GSA’s score was the highest among all 24 agencies surveyed, 

indicating a healthy set of mission-support functions. GSA achieved the target for total GSA operating 

cost as a percentage of goods and services provided. This indicates GSA’s commitment to balance costs

and investmentsrelative to revenue to ensure the agency remains efficient in service delivery.

Reliable technology services are a bedrock of effective mission delivery, particularly in the current hybrid 

work environment. With 97.2 percent of GSA staff receiving IT account access and laptops (in person or 

at-home delivery) by the first day of employment, GSA exceeded its target for FY 2023, which 

contributed to overall mission readiness. GSA also focused on improving information technology 

management practices, which is measured in part by the Federal Information Technology Acquisition 

Reform Act (FITARA) scorecard. In September 2023, GSA earned a “B” from the FITARA Scorecard, which 

ties GSA for fourth among the 24 CFO Act agencies in Federal Government. GSA also slightly exceeded 

its target for percent of GSA Business Applications Hosted in the Cloud.

In FY 2023, GSA fostered a work environment that promotes a highly engaged and productive workforce 
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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while prioritizing diversity, equity, inclusion, and accessibility (DEIA). GSA’sOverall Employee Engagement 

Index was 85 percent in FY 2023, GSA’s highest score since its initial participation in the Federal 

Employee Viewpoint Survey in 2012. GSA’s National Engagement Team analyzed annual employee 

satisfaction survey reports, identified trends, developed meaningful organizational action plans, and

outlined concrete initiatives to address challenge areas and amplify successes. GSA also bolstered its 

ability to measure the efficacy of the agency’s DEIA initiatives. In FY 2023, GSA released the first DEIA 

Senior Executive Assessment and established the baseline overall level of maturity as 2.1 for the Equity 

and Organizational Effectiveness Optimization Measure (EOEOM) indicator. These milestones are a step 

forward in building a workforce capable of infusing equity in service delivery, ensuring the agency’s 

programs are fully effective for all GSA customers. 

Finally, GSA remained focused on deepening the organizational focus and capacity for program 

evaluation, completing seven internal evaluations in FY 2023. In addition, GSA made notable progress 

toward priorities outlined in its FY 2023 Annual Evaluation Plan and Learning Agenda, strengthening 

agency leaders’ ability to make decisions using the best available evidence.
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21

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.

G1 REAL ESTATE SOLUTIONS

Financially and environmentally sustainable, accessible, and responsive workspace solutions that enable a 

productive Federal workforce

SO 1.1 Optimize and modernize the real estate portfolio with critical investmentsin core assets, disposal of low-value 

properties, and consolidation of leases to deliver safe, efficient, and cost-effective workspaces for customers

SO 1.2 Expand workspace offerings that maximize flexibility and mission delivery for a hybrid workforce

SO 1.3 Implement cross-cutting solutions that reduce overall greenhouse gas(GHG) emissions and mitigate climate risks by 

increasing building resilience, improving energy, water, and waste efficiency, and supporting the transition to carbon 

pollution-free electricity

SO 1.4 Develop, implement, and track outcomes of programsthat positively impact local communities through enhanced 

economic activity and opportunities for underserved populations

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

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

acquisition approaches

SO 2.2 Improve stakeholder experiences by delivering simplified customer-and supplier-centric solutions

SO 2.3 As a trusted partner, foster the supply chain to support GSA and Federal acquisition needs for 2025 and beyond 

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

G3 DIGITAL GOVERNMENT

A digital Government that delivers for the public through trusted, accessible, and user-centered technologies

SO 3.1 Implement inclusive, accessible, and equitable design practicesthat improve customer experience with technology 

and digital platforms

SO 3.2 Lead Government-wide adoption ofshared technology solutionsthat improve digital governance,sharing, security, 

and interoperability

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

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 4.1 Build evidence-based capacity and foster interagency collaboration to strengthen operational effectiveness at GSA 

and across Government

SO 4.2 Improve centralized services and shared solutionsthat promote costsavings and environmentalsustainability, 

enabling agencies to focus on mission delivery

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

streamline operations

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

FY 2025 Annual Performance Plan
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Strategic Framework with Performance Goals

G1 REAL ESTATE SOLUTIONS G2 ACQUISITION G3 DIGITAL GOVERNMENT G4GOVERNMENT OPERATIONS

Financially and environmentally 

sustainable, accessible, and 

responsive workplace solutions 

that enable a productive Federal 

workforce

A modern, accessible, and 

streamlined acquisition 

ecosystem and a robust 

marketplace connecting buyers

to the suppliers and businesses 

that meet their mission needs

A digital Government that 

delivers for the public 

through trusted, accessible, 

and user-centered 

technologies

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 Optimize and modernize 

the real estate portfolio with 

critical investments in core assets, 

disposal of low-value properties,

and consolidation of leases to 

deliver safe, efficient, and costeffective workspaces for 

customers

● PG 1.1.1 Optimize GSA’sreal 

estate portfolio (APG)

SO 1.2 Expand workspace 

offeringsthat maximize flexibility 

and mission delivery for a hybrid 

workforce

● PG 1.2.1 Shape the future of 

work

SO 1.3 Implement cross-cutting 

solutions that reduce overall 

greenhouse gas(GHG) emissions 

and mitigate climate risks by 

increasing building resilience, 

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

GSA-controlled facilities

● PG 1.3.3 Apply the Guiding 

Principles for Sustainable 

Federal Buildings

SO 1.4 Develop, implement, and 

track outcomes of programsthat 

positively impact local communities 

through enhanced economic 

activity and opportunities for 

underserved populations

● PG 1.4.1 Deploy the “Good 

Neighbor Program” (GNP) 

nationwide

SO 2.1 Ensure GSA’s portfolio of 

offeringsmeets 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, acrossthe 

Government

● PG 2.1.2 Increase Multiple 

Award Schedule (MAS)sales

SO 2.2 Improve stakeholder 

experiences by delivering 

simplified customer- and 

supplier-centric solutions.

● PG 2.2.1 Increase customer 

satisfaction

● PG 2.2.2 Increase satisfaction of 

supplier base

● PG 2.2.3 Improve tenant 

satisfaction in 

Government-owned and

-leased space

SO 2.3 As a trusted partner, 

foster the supply chain to support 

GSA and Federal acquisition

needsfor 2025 and beyond

● PG 2.3.1 Lead CFO Act 

Agenciesin Cyber-Supply 

Chain Risk Management (CSCRM)

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 ofspend that goes 

to small business from the MAS

● PG 2.4.3 Create more 

opportunitiesforsmall and 

socio-economically

disadvantaged businesses

SO 3.1 Implement inclusive, 

accessible, and equitable design 

practicesthat 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 3.2 Lead Government-wide 

adoption ofshared 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 

Login.gov (APG)

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’sshared

digital services and solutions

● PG 3.3.3 Increase Federal IT 

modernization

● PG 3.3.4 Expand the diversity of 

the digital workforce

SO 4.1 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 4.2 Improve centralized 

services and shared solutions that

promote costsavings and 

environmental sustainability, 

enabling agencies to focus on 

mission delivery

● PG 4.2.1 Addressthe climate 

crisis through zero-emission 

fleet vehicles (APG)

● PG 4.2.2 Increase the 

collection and application of 

climate information to 

operations and investments

SO 4.3 Deliver smart policies, 

regulations, and workforce training 

that inform management decisions

and help agencies streamline 

operations

● PG 4.3.1 Improve 

Government-wide real

property data

● PG 4.3.2 Implement effective 

policy support services

● PG 4.3.3 Deliver quality policy 

compliance training to agencies 

regarding policies, regulations,

and best practices
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

23

FY 2024 – FY 2025 Agency Priority Goals

Optimize GSA’s Real Estate Portfolio

By September 30, 2025, GSA will prioritize long-term sustainability and optimize utilization in the real 

estate portfolio by increasing the disposal of underperforming assets and reducing leased real estate 

costs by procuring the best lease deals possible while terminating unneeded leased space. This 

approach will allow GSA to strategically reallocate resources and shift focus to core assets that better 

align with GSA’s strategic objectives and serve the long-term needs of the Federal Government.

Goal Leader: Elliot Doomes, Commissioner, Public Buildings Service

Address the Climate Crisis through Zero-Emission Fleet Vehicles

By September 30, 2025, as part of GSA’s efforts to tackle the climate crisis and help the Federal 

Government lead by example, GSA will support near-term reductions in scope 1 greenhouse gas 

emissions and a long-term goal of net-zero global emissions by helping agencies convert to

zero-emission vehicles (ZEVs). In line with E.O. 14057, GSA will help agencies achieve 100%

non-tactical vehicle acquisitions as ZEVs by 2035, including 100% of all light-duty vehicle acquisitions 

as ZEVs by 2027. GSA will support customer agencies in maximizing the replacement of conventionally 

fueled vehicles that are eligible to be replaced with ZEVs, increasing the presence of ZEVs in the 

Federal Fleet each fiscal year. GSA will also evaluate viability and capacity of a Federal facility’s ZEV 

charging infrastructure to support conversion to an electric vehicle (EV) fleet.

(Note: The speed of ZEV deployment and the number of ZEVs purchased will be influenced by funding and market 

availability.)

Goal Leaders: Tom Howder, Acting Commissioner, Federal Acquisition Service 

Elliot Doomes, Commissioner, Public Buildings Service

Increase Adoption of Login.gov

By September 30, 2025, 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 effectively help agencies 

to support a better user experience, streamline user accounts, and enhance security. GSA will increase 

usage of its identity verification platform, as measured by the number of users.

Goal Leaders: Tom Howder, Acting Commissioner, Federal Acquisition Service 

Ann Lewis, Director, Technology Transformation Services
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

24

Strategic Objectives (SO) and Performance Indicators(PI)

Summary

SO 1.1 Optimize and modernize the real estate portfolio with critical investments in core assets, 

disposal of low-value properties, and consolidation of leases to deliver safe, efficient, and costeffective workspaces for customers.

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

1.1.1 (a) Cost avoidance through real

estate optimization (in billions)* ↑ 

(New) 

⦿ FY 2024-2025 Agency Priority Goal

PBS N/A N/A N/A N/A $1.324 $1.275

1.1.1 (b) Lease costrelative to average 

market rate ↓

PBS -10.25% -7.26% -12.21% -7.00% -7.00% -7.00% 

1.1.1 (c) Gross sales revenue from 

Federal-wide disposals(in millions)** ↑

PBS $4.95 $67.90 $91.69 $365.50 $262.62 $16.10

1.1.1 (d) Capital projects schedule

variance (Annual Appropriations) 

↔ (Revised)

PBS N/A N/A -6.3%*** -10% to

0%

-10% to

0%

-10% to

0%

1.1.1 (e) Capital projects schedule variance 

(Bipartisan Infrastructure Law and Inflation 

Reduction Act)  ↔ (Revised)

PBS N/A N/A 5.3%** * -10% to

0%

-10% to

0%

-10% to

0%

1.1.1 (f) Percent of Projects on Schedule 

(Bipartisan Infrastructure Law and Inflation 

Reduction Act)***** ↑

PBS N/A N/A N/A 72.7% 72.7% 72.7%

1.1.1 (g) Percent of capital projects on 

budget****** ↑

PBS 80.2% 80.0% 86.6% 80.0% 80.0% 80.0%

*Costs avoided through disposals, including operations and maintenance costs, and capital repair needs, plus costs avoided through lease

optimization. The FY 2024 and FY 2025 targets are 90% of the total cost avoidance projected.

**Beginning in FY 2022, a new methodology counts proceeds from all Federal-wide disposals (not just GSA-controlled properties), with the

exception of Federal Assets Sale and Transfer Act properties. Due to the methodology change, FY 2022 - FY 2025 figures are not comparable to

FY 2020 and FY 2021 figures.

***Results based on updated methodology to include weighting projects by size and removing Special Emphasis projects.

 Includes all BIL projects except infrastructure paving, acquisition of leased Land Ports of Entry (LPOE), and Federal Motor Carrier Safety

Administration Southern Border projects, and projects where IRA funding is paired with annually appropriated New Construction and/or Major

Repairs and Alterations funding.

** ***No projects entered the data set for this measure in FY 2023. Includes BIL projects associated with infrastructure paving and Federal

Motor Carrier Safety Administration Southern Border projects, and projects where IRA funding is paired with annually appropriated Basic Repairs

and Alterations funding.

******Includes all annually appropriated New Construction and Major Repairs & Alterations projects and BIL projects (except infrastructure

paving, acquisition of leased LPOEs, and Federal Motor Carrier Safety Administration Southern Border projects). These projects may also be

supplemented with IRA funds.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

25

SO 1.2 Expand workspace offerings that maximize flexibility and mission delivery for a hybrid 

workforce. 

SO 1.3 Implement cross-cutting solutions that reduce overall greenhouse gas (GHG) emissions 

and mitigate climate risks by increasing building resilience, 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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

1.3.1 Greenhouse gas reduction from FY 

2008 baseline (Scope 1 and 2 emissions) ↑

PBS 51.0% 59.3% 60.1%* 55.1% 58.4% 63.5%

1.3.2 Energy Efficiency (energy 

consumption compared to baseline year of 

FY 2021) ↑

PBS N/A N/A 1.7%* 1.0% 2.0% 3.0%

1.3.3 Percent of grosssquare footage 

(GSF) that qualifies as a sustainable 

Federal building** ↑ (Revised)

PBS 43.5% 49.5% 50.8%* 49.6% 50.9% 53.0%

*Interim results pending Department of Energy or Council on Environmental Quality (CEQ) review. Final results will be published on

sustainability.gov. 

**Starting in FY 2024,revised methodology evaluates eligible buildings ≥ 25,000 GSF. Previously, the threshold was ≥10,000 GSF.

SO 1.4 Develop, implement, and track outcomes of 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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

1.4.1 “Good Neighbor Program” Planning 

Outreach and Partnership (POP) 

engagements ↑

PBS 5 22 39 33 33 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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.1.1 Acquisition program savings

delivered to customers (in billions) ↑

FAS $6.09 $6.82 $6.72 $6.00 $6.80 $6.90

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results) 

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

1.2.1 Percent of CFO Act Agencies with a 

completed GSA Customer Strategy ↑ (New) PBS N/A N/A N/A N/A 80% 100%
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

26

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.1.2 Multiple Award Schedule (MAS)sales 

(in billions) ↑

FAS $39.75* $40.96 $45.52 $41.00 $46.00 $46.50

*FY 2021 results were revised from previously reported figures. Extensive data cleaning and re-coding led to a one-time revision of MAS sales.

SO 2.2 Improve stakeholder experiences by delivering simplified customer-and supplier-centric 

solutions.

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.2.1 Customer Loyalty Survey (CLS)score 

(Rating Scale is 1 to 10)* ↑

FAS 7.8 7.9 7.7 8.0 8.0 8.1

2.2.2 Industry Satisfaction Survey (ISS) 

score (Rating scale is 1 to 5)* ↑

FAS 3.90 3.99 3.87 4.00 4.00 4.05

2.2.3 Tenant Satisfaction Survey (TSS) - 

Facilities Management Index ↑

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

*Beginning in FY 2022, a modest change to the CLS and ISS methodologies was implemented to provide a more balanced and accurate

representation of survey responses. As a result, FY 2022 figures are not comparable to FY 2021 figures as shown in the table. Applying the new

methodology to prior years would result in a slight decline in CLS score from FY 2020 to FY 2022, while applying the new methodology to prior

years would result in similar results.

**Due to decreased occupancy levels associated with the COVID-19 pandemic, GSA did not conduct the TSS in FY 2020, FY 2021, or FY 2022.

***PBS administered the TSS in October 2023. Future targets will be informed by FY 2023 results. The FY 2023 results are pending a Paperwork 

Reduction Act compliance review by the Office of Management and Budget / Office of Information and Regulatory Affairs (OIRA).

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.3.1 Number of points by which GSA’s

total OMB C-SCRM maturity score is higher 

than the total of the CFO Act Agencies’ 

median scores ↑ (New)

OGP N/A N/A 5 Baseline 6 7 

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.4.1 Percent of GSA obligationsto 

AbilityOne Program ↑

OGP 5.78% 7.60% 7.17% 3.00% 3.50% 4.00%
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

27

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

2.4.2 Percent of spend going to small 

businessfrom the Multiple Award Schedule 

(MAS) ↑

FAS 34.36%* 35.42% 37.05% 35.00% 35.00% 35.00%

2.4.3 (a) Percent of GSA contract dollars 

awarded to small businessthrough prime 

contracting ↑

OSDBU 46.89% 47.61% 50.29%** 33.00% 33.00%*** TBD

2.4.3 (b) SBA Small Business Procurement 

Scorecard - GSA’s Grade ↑

OSDBU A+ A+ TBD**** A A A 

*FY 2021 results were revised from previously reported figures. Extensive data cleaning and re-coding led to a one-time revision of MAS sales,

the denominator in the calculation of this measure. The revised results more accurately capture the level of MAS sales and the proportion of

those sales going to small business.

**Resultis an initial estimate. Finalresult is pending the Small Business Administration’s adjudication in Q2 FY 2024.

***Targetis expected to be finalized in Q2 FY 2024.

****Result is expected in Q4 FY 2024.

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

3.1.1 (a) Percent of public-facing 

production websites GSA owns or 

administersfor othersthat conform to

21st Century IDEA standards, including 

GSA’s customer-centricity requirements ↑

OCE 4% 15% 47% 20% 50% 55%

3.1.1 (b) Percent of TTS digital assetsthat 

are Section 508 compliant ↑

FAS TTS 53% 80% 87% 100% 100% 100%

3.1.1 (c) Percent of Information & 

Communication Technology (ICT) 

solicitations posted to SAM.gov that are 

required to comply with Section 508 

provisions and adequately do so ↑

OGP 3.00% 6.04% 12.65% 10.00% 15.00% 20.00%

3.1.2 Number of websites utilizing GSA’s 

Digital Analytics Program (cumulative) ↑

FAS TTS 6,000 6,640 6,833 6,800 7,350 7,700

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

3.2.1 (a) Number of times FedRAMP 

authorized products have been reused by 

agencies (cumulative) ↑

FAS TTS 2,864 4,573 6,318 5,353 7,500 9,000
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

28

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

3.2.1 (b) Average time to obtain a 

FedRAMP authorization through an agency 

(months) ↓

FAS TTS 8.10 7.50 7.32 6.20 6.20 4.00

3.2.2 (a) Number of Federal agencies and 

state partners using Login.gov ↑ (Revised)

⦿ FY 2024 - 2025 Agency Priority Goal

FAS TTS 27 38 47 40 50 52

3.2.2 (b) Number of active users on 

Login.gov (in millions) ↑

⦿ FY 2024 - 2025 Agency Priority Goal

FAS TTS 16.00 41.04 49.05 55.00 57.00 60.00

3.2.2 (c) Number of Login.gov identity 

verified users (in millions) ↑ (New)

⦿ FY 2024 - 2025 Agency Priority Goal

FAS TTS N/A N/A 2.2 Baseline 3.5 7.5

3.2.2 (d) Number of Login.gov serviced 

applications ↑

⦿ FY 2024 - 2025 Agency Priority Goal

FAS TTS 199 322 453 375 480 515

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

3.3.1 Number of agencies using TTS 

consulting services ↑

FAS TTS 74 79 74 79 79 79

3.3.2 (a) TTS business volume (in millions) 

↑

FAS TTS $96.30 $112.48 $131.10 $157.00 $157.00 $330.78

3.3.2 (b) Agency partnersatisfaction – 

Net Promoter Score (NPS) ↑

FAS TTS 41.0 34.9* 21.2 41.2 30.0 35.0

3.3.3 (a) Percent of Federal Citizen

Services Fund’s (FCSF) American Rescue 

Plan (ARP) funds that have been 

obligated (cumulative) ↑

FAS TTS 2.20% 35.23% 69.00% 78.00% 100.00% N/A**

3.3.3 (b) Number of data sources displayed 

on the modernized Federal IT Dashboard 

(cumulative) ↑

OGP 1 2 3 3 4 5 

3.3.4 Number of new hiresfor the U.S. 

Digital Corps program ↑

FAS TTS 0 38 48 40 60 80

*FY 2022 result wasrevised from previously reported figures. Data validation confirmed an errorin calculation that was corrected.

**FCSF ARP funding expires at the end of FY 2024.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

29

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

4.1.1 Percent of Government-wide

evaluations where findings are applied 

↑ (New)

OGP N/A N/A 60% Baseline 50% 60%

SO 4.2 Improve 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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

4.2.1 (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 ↑

⦿ FY 2024 - 2025 Agency Priority Goal

FAS 6.74% 20.27% 26.48% 25.00% 30.00% 32.00%

4.2.1 (b) Percent miles per gallon 

improvement on vehicle replacements

in GSA leased fleet ↑

⦿ FY 2024 - 2025 Agency Priority Goal

FAS 18.49% 25.29% 37.10% 23.00% 25.00% 28.00%

4.2.1 (c) Number of electric vehicle supply 

equipment (EVSE) building assessments 

completed ↑ (New)

⦿ FY 2024 - 2025 Agency Priority Goal

PBS N/A N/A N/A Baseline 335 60

4.2.2 (a) Number of Federal suppliers that 

have disclosed their climate information to 

GSA (cumulative) ↑ (New)

OGP 153 186 224 Baseline 270 300

4.2.2 (b) Percent of priority climate

adaptation actions addressed 

and completed ↑ (New) 

OGP N/A 51% 89% 75% 80% 83%

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 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

4.3.1 (a) Percent of domestic Federalreal 

property assets with geocodable or 

mappable location data* ↑

OGP 70.0%* 75.1% 82.3% 85.0% 88.0% 89.0%

4.3.1 (b) Percent of true real property data 

errors* ↓

OGP 15.34%* 9.27% 9.91% 7.50% 6.50% 6.25%
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

30

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

4.3.2 Percent of usersthatrate OGP policy 

support services as effective ↑ (Revised) OGP N/A 73% N/A** 75% 80% 82%

4.3.3 Percent of training attendeesthat

rate OGP-led Government-wide training 

effective ↑

OGP N/A 90% 91% 90% 91% 92%

*Prior to FY 2022, results were always delayed until after publication of the Annual Performance Report (APR). Beginning in FY 2022, the fiscal

year results for both measures are based on the prior fiscal year’s data to account for the delay. In light of this change, results prior to FY 2022

were adjusted forward by one year to reflect the change in reporting period.

**Resultsfrom the FY 2023 survey were notstatistically significant, rendering the indicator unratable.

Key Capabilities (KCs)

Performance Indicators

(Desired trend direction: ↑= increasing

↓= decreasing ↔ = within range)

Lead 

Office

FY 2021

Results

FY 2022

Results

FY 2023

Results

FY 2023

Targets

FY 2024

Targets

FY 2025

Targets

KC 1: Effectiveness of GSA CXOfunctions, 

as measured by Government-wide 

Customer Satisfaction Survey ↑

OCE 5.75 5.68 5.63 5.70 5.67 5.68

KC 2: Total GSA operating cost as a 

percentage of goods and services 

provided* ↓ (Revised)

OCFO 17.91% 18.22% 19.14% 19.60% 18.50% 17.92%

KC 3: GSA Overall Employee Engagement 

Index (EEI) ↑

OHRM 83% 83% 85% 83% 85%**

+1% OR

Prior

Result**

KC 4: GSA Federal IT Acquisition Reform Act 

(FITARA) Scorecard Score ↑

GSA IT A+ B+ B B+*** B*** B***

KC 5: Percent of GSA Staff to Receive 

Account Access and Standard Laptop on 

Day 1 ↑

GSA IT 98.3% 98.2% 97.2% 95.0% 95.0% 95.0%

KC 6: Percent of GSA Business Applications 

Hosted on the Cloud ↑

GSA IT 49.2% 52.7% 53.4% 53.0% 53.5% 54.0%

KC 7: Competition rate for GSA acquisitions

↑

OGP 90.7% 90.1% 91.0% 90.0% 90.0% 90.0%

KC 8: Number of completed evaluations at 

GSA ↑

OGP 0 5 7 6 6 8 

KC 9: Equity and Organizational 

Effectiveness Optimization Measure 

(EOEOM) - Overall level of maturity

↑

OA N/A N/A 2.1 Baseline 2.2 2.5

*Revised methodology changes the denominator from grossrevenue to gross margin (which nets out the cost of goodssold) to control for 

fluctuations in business volumes. Historical results have been re-baselined using this methodology.

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

or increases from previous year, target would equal prior year’s result.

***Plus and minus modifiers to letter grades were removed from the FITARA scoring methodology in FY 2023. The FY 2024 and FY 2025 targets

have been modified to reflect this change.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

31

Financially and environmentally sustainable, accessible, and responsive 

workplace solutions that enable a productive Federal workforce

This strategic goal positions GSA to continue leading the Federal Government’s real estate optimization 

efforts as part of the “future of work.” Two critical trends have created the opportunity to optimize the 

GSA-controlled real estate portfolio to betterserve the future needs of the Government and save money 

for the American taxpayers:

● The demand for office space is decreasing, a long-term trend accelerated by the COVID-19

pandemic. The pandemic demonstrated that increased telework – above pre-pandemic

levels – is a viable option for many Federal agencies. In the future, the Federal Government

will likely adopt more hybrid work approaches, involving 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.

● 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. With sufficient funding,

GSA can capitalize on potential consolidation and disposition opportunities, which will

reduce long-term real estate costs and enable GSA to maintain core facilities in a state of

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

address the growing backlog of deferred maintenance. GSA must continue to 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.

GSA strives to be a leader in the evolving workplace landscape by offering innovative, sustainable, and 

flexible solutions that meet the varying workplace needs of our customers. GSA’s critical investments in 

GSA-controlled facilities will not only support these workplace solutions, but also provide for a 

modernized and optimized footprint. By consolidating customers in Federally owned facilities, GSA can 

continue to reduce leased space and dispose of surplus buildings that are unneeded or underutilized, 

and/or no longer meet standards of performance. This will reduce the backlog of repairs and alterations 

and improve the quality and financial viability of the portfolio.

GSA also plansto expand investments in climate adaptation and risk mitigation strategiesto minimize 

adverse impacts on GSA-controlled facilities, which promote increased continuity of operations for 

customers and cost savings for taxpayers. To be successful, GSA must secure the funding required to 

invest in and maintain these facilities.

FY 2025 Annual Performance Plan Details

Strategic Goal 1: 

Real Estate Solutions
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Optimize and modernize the real estate portfolio with critical investments in core assets, 

disposal of unneeded or underutilized properties, and consolidation of leases to deliver safe, 

efficient, and cost effective workspaces 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 60 occupant agencies to rethink how they use space and reposition the 

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

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

referred to as Federally owned GSA-controlled facilities) not only modernizes existing space and achieves 

higher performing facilities, but it also addresses the growing backlog of repairs and alterations needed 

to properly maintain facilities in the future. For the past decade, funding shortfalls have hindered GSA’s 

ability to make these critically needed investments.

GSA works with customer agencies and Congress to secure the funding and approvals necessary to 

deliver a right-sized portfolio that is financially sustainable. By strategically prioritizing investments in 

Federally owned GSA-controlled facilities, GSA continues to maintain them in good condition and reduce 

the reliance on leased assets, which will also reduce the Government’s long-term real estate costs.

Sufficiently investing in Federal facilities supports the President's Management Agenda and takes 

advantage of the unique opportunity to re-imagine the future of Federal workspaces and to optimize 

GSA’s real estate portfolio.

Strategic Initiatives

1. Modernize and optimize GSA’s Federally owned facilities.

a. Prioritize investmentsto modernize and optimize Federally owned GSA-controlled facilities

that meet the long-term needs of our customers and save taxpayer dollars. Doing so will

enable GSA to consolidate space, reduce our repair and alteration liabilities, and result in a

more financially and environmentally sustainable portfolio. These initial investments will

reduce the size and carrying cost of GSA’s real estate in the long term.

b. Prioritize the evaluation and disposition of properties that are unneeded or underutilized,

and/or no longer meet standards of performance. By doing so, GSA will further reduce

owned operational expenses and growing liability repair needs.

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

a. Prioritize funding with a focus on long-term hold assets to address asset repair backlog,

reduce liabilities, and meet customers’ needs. Invest in long-term hold assets to improve

utilization, reduce vacancy, and dispose of underperforming assets.

b. Reduce reliance on costly leases and improve utilization in Federally owned GSA-controlled

facilities.

3. Secure the funds needed to maintain GSA’s Federally owned facilitiesin a state of good

repair.

a. Secure the access to the annual amount of revenues and collections deposited in the Federal

Strategic Objective 1.1
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Buildings Fund to address necessary fire and life safety liabilities and the backlog of 

unfunded repair and alterations projects and to maintain Federally owned GSA-controlled 

facilities that meet agency mission and security standards 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 waterand energy-saving measures.

c. Capitalize on funding from the Infrastructure Investment and Jobs Act, P.L. 117-58, 135 Stat.

429 (also referred to as the Bipartisan Infrastructure Law (BIL)) and the Inflation Reduction

Act, P.L. 117-169, 136 Stat. 1818 (IRA) to invest in the Nation’s infrastructure and support the

economy. Through the BIL, GSA will spend $3.4 billion to modernize land ports of entry

(LPOEs) along the Canadian and Mexican borders, supporting thousands of jobs. GSA will

likewise spend $3.4 billion through IRA appropriations on low embodied carbon materials,

emerging sustainable technologies, and high performance green buildings. The projects are

designed to incorporate sustainability features, catalyze clean energy industries, and provide

opportunities for small businesses.

Goal Leader Elliot Doomes, 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 1.1.1 - Optimize GSA’sreal estate portfolio

⦿ FY 2024 -2025 Agency Priority Goal

Benefit to the Public:

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

occupant agencies, while simultaneously delivering the best value to the taxpayer. GSA utilizesseveral 

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

GSA-controlled 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 

consolidationsrequired to maintain safe and efficient assets. Project delivery assessment ensuresthat 

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) Cost avoidance through real estate optimization (New):

GSA reduces real estate costs by evaluating and prioritizing disposals of Federally owned

properties to reduce operational expenses and growing repair needs, as well as optimize the

existing leased inventory. Thisindicatorrepresents cost avoidance through two primary activities:

1) avoided operations and maintenance (O&M) and repair and alterations (R&A) needs from

properties in the current disposal pipeline and calculated based on the repair needs from previous

year building surveys; and 2) lease cost avoidance realized on lease projects through negotiating

leases below market costs, space reductions, and moves to Federal facilities.
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(b) Lease costrelative to the average market rate:

This indicator 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. The 

indicator only pertains to office leases in major metro markets in the United States.

(c) Grosssalesrevenue from Federal-wide disposals(in millions):

This indicator tracks the total gross sales value of all disposals brought to successful contract

award by GSA for Federal-wide real property, from all agencies, with the exception of properties

awarded through Federal Assets Sale & Transfer Act (FASTA). The sales total will be recorded on

the award 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’s practice in

recording disposal statistics, and not the actual closing date, transfer of deed, and receipt of

proceeds from sale.

(d) Capital projectsschedule variance (Annual Appropriations) (Revised):

This indicator evaluatesschedule performance by how accurately GSA delivers projectsto their

original plans and provides visibility into the projects’ life cycle. This indicator is applicable to all

annually appropriated New Construction and Major Repairs and Alterations projects whose

estimated cost of construction exceeds the prospectus threshold. Disaster relief projects and

projects that include BIL or IRA funding are excluded. 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. Projects are weighted by size and Special Emphasis

projects are excluded.

(e) Capital projects schedule variance (BIL and IRA) (Revised):

This indicator evaluates schedule performance by how accurately GSA delivers projects to their

original plans and provides visibility into the projects’ lifecycle. This indicator is applicable to all BIL

projects except infrastructure paving, acquisition of leased LPOEs, and Federal Motor Carrier

Safety Administration Southern Border projects, and projects where IRA funding is paired with

annually appropriated New Construction and/or Major Repairs and Alterations funding. 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. Projects are

weighted by size and Special Emphasis projects are excluded.

(f) Percent of projects on schedule (BIL and IRA):

This indicator evaluates PBS’s ability to manage projects to their established construction

schedules. This indicator is applicable to BIL projects associated with infrastructure paving and

Federal Motor Carrier Safety Administration Southern Border projects and projects where IRA

funding is paired with annually appropriated Basic Repairs and Alterations funding. Measuring

construction schedules supports important management controls in project delivery that help

mitigate delays and requires project teams to keep scope aligned with schedule and budget

parameters. It determines the percent of applicable projects in the construction phase that are

being delivered within +10% of the baselined duration of construction.

(g) Percent of capital projects on budget:

This indicator evaluates PBS’s ability to manage within the prospectus budget that supported the

President’s Budget. Projects will baseline their budgets within 90 days after receiving their full

approval. 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.
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PI 1.1.1 (a) Cost avoidance through real estate optimization (in billions) (New)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A N/A $1.324 $1.275

Results N/A N/A N/A N/A N/A N/A

*Costs avoided through disposals, including operations and maintenance costs, and capital repair needs, plus costs avoided through lease

optimization. The FY 2024 and FY 2025 targets are 90% of the total cost avoidance projected.

PI 1.1.1 (b) Lease cost relative to the average market rate

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target ≦-7.00% -7.00% -9.00% -7.00% -7.00% -7.00%

Results -12.60% -10.25% -7.26% -12.21% N/A N/A

PI 1.1.1 (c) Grosssalesrevenue from Federal-wide disposals(in millions)*

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target $15.00 $13.50 $63.08 $365.50 $262.62 $16.10

Results $38.20 $4.95 $67.90 $91.69 N/A N/A

*Beginning in FY 2022, a new methodology counts proceeds from all Federal-wide disposals (not just GSA-controlled properties), with the

exception of Federal Assets Sale and Transfer Act properties. Due to the methodology change, FY 2022 - FY 2025 figures are not comparable to

FY 2020 and FY 2021 figures.

PI 1.1.1 (d) Capital projectsschedule variance (Annual Appropriations) (Revised)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target Baseline N/A N/A -10% to 0% -10% to 0% -10% to 0% 

Results N/A N/A N/A -6.3%* N/A N/A

*Results based on updated methodology to include weighting projects by size and removing Special Emphasis projects.
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PI 1.1.1 (e) Capital projectsschedule variance (Bipartisan Infrastructure Law and Inflation 

Reduction Act)* (Revised) 

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A -10% to 0% -10% to 0% -10% to 0%

Results N/A N/A N/A 5.3%** N/A N/A

*Includes all BIL projects except infrastructure paving, acquisition of leased LPOEs, and Federal Motor Carrier Safety Administration Southern

Border projects, and projects where IRA funding is paired with annually appropriated New Construction and/or Major Repairs and Alterations

funding.

**Results based on updated methodology to include weighting projects by size and removing Special Emphasis projects.

PI 1.1.1 (f) Percent of projects on schedule (Bipartisan Infrastructure Law and Inflation

Reduction Act)*

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 72.7% 72.7% 72.7%

Results N/A N/A N/A N/A** N/A N/A

*Includes BIL projects associated with infrastructure paving and Federal Motor Carrier Safety Administration Southern Border projects and

projects where IRA funding is paired with annually appropriated Basic Repairs and Alterations funding.

**No projects entered this data set in FY 2023.

PI 1.1.1 (g) Percent of capital projects on budget*

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target Baseline 80.0% 80.0% 80.0% 80.0% 80.0%

Results 83.5% 80.2% 80.0% 86.6% N/A N/A

*Includes all annually appropriated New Construction and Major Repairs & Alterations projects and BIL projects(except infrastructure paving,

acquisition of leased LPOEs, and Federal Motor Carrier Safety Administration Southern Border projects). These projects may also be

supplemented with IRA funds.
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Expand workspace offeringsthat maximize flexibility and mission delivery for a hybrid 

workforce.

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

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

and guide their workspace strategies based on those evolving requirements.

GSA is continuing to develop and deploy customer-driven solutions through the Workplace 2030 

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

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

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

also continually monitors and quantifies 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 pandemic real estate efforts.

a. Proactively engage with customersto develop and deploy workplace solutionsthat promote

mission delivery and enable GSA to right size its real estate portfolio.

b. Use a data-driven approach to gain insight into agencies’ future operating postures.

c. Partner with agenciesto develop workspace strategiesthat result in enhanced mission

delivery, cost savings, and improved space utilization.

2. Evolve and expand workplace solutionsfor agencies.

a. Partner with customers on workplace solutionsthat integrate real estate, technology, and

work support solutions.

b. Deploy integrated workplace solutionsto meet customer agencies’ changing real estate

needs.

Goal Leader Elliot Doomes, 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

Performance Goal 1.2.1 - Shape the Future of Work

Benefit to the Public:

GSA is transforming its real estate portfolio to better reflect the changing needs of the post-pandemic 

Federal workforce. As agencies modify their physical footprint, GSA is right-sizing its inventory to fully 

use its Federally owned assets, backfill or terminate vacant leased space, and dispose of surplus 

properties necessary to achieve an optimized portfolio. This optimizes taxpayer spending for real 

Strategic Objective 1.2 
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estate and achieves customer satisfaction for partner agencies.

Performance Indicator Definition:

Percent of CFO Act Agencies with a completed GSA Customer Strategy (New): 

GSA is developing updated real estate strategiesthat meet customer needs and right-size their office 

space. GSA engages customers on utilization improvements (including a focus on headquarters), 

innovative workplace solutions and strategies through Workplace 2030, high performance building 

standards, work environment plans, actions from capital plans and assets that no longer serve the 

needs of the Federal Government. Success is measured by partnering with the CFO Act customers to 

enhance mission delivery and improve utilization and occupancy, right-size office space and reduce 

long-term real estate costs.

PI 1.2.1 Percent of CFO Act Agencies with a completed GSA Customer Strategy (New)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A N/A 80% 100%

Results N/A N/A N/A N/A N/A N/A
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Implement cross-cutting solutionsthat reduce overall greenhouse gas emissions and mitigate 

climate risks by increasing building resilience, 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 authorities, buying 

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

developing and deploying a climate and sustainability strategy for the facilities in its real estate portfolio. 

GSA continues to prioritize investments in climate risk management capacities, acquiring and deploying 

smart building and sustainable technologies, and strengthening critical climate and sustainability 

policies. Likewise, GSA is investing in greenhouse gas (GHG) emission reduction, deep energy retrofits, 

and sustainable performance. Progress will take the form of clean energy, energy and water efficiency, 

performance contracting, waste diversion, and sustainable building strategies.

Strategic Initiatives

1. Achieve 100% carbon pollution-free electricity on a net annual basis by 2030, including 50

percent 24/7 carbon pollution-free electricity.

a. Implement a 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, as measured by square footage, 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 deploy the Federal Buildings Performance Standard.

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

a. Partner with Federal agenciesto enhance projectsustainability requirements by:

i. Identifying new construction or major modernization designs to be (a) fossil fuel free

(net zero operational carbon emissions) by 2030, where life cycle is cost-effective;

and (b) net zero ready (on a source energy basis) by 2030.

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

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

modernization projects.

4. Develop robust data and capacitiesto manage climate change risks, increase resilience, 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, and wildfire damage prevention and energy resilience).

Goal Leaders Elliot Doomes, Public Buildings Service

Krystal Brumfield,Office of Government-wide Policy

Strategic Objective 1.3 
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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 emissionsfrom the 

GSA-controlled real estate portfolio

Benefit to the Public:

Reducing GHG emissions mitigates climate impactsto the Nation. GHG emissions reduction strategies 

benefit local air quality and reflect 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 carbon

pollution-free electricity procurements. Progress on these fronts has led to some of the largest Scope 

1 and 2 emission reductions in recent years, with GSA achieving 60.1% reduction in FY 2023 from a FY 

2008 baseline.

Performance Indicator Definition:

Greenhouse gasreduction 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 2020 2021 2022 2023 2024 2025

Target N/A N/A 50.0% 55.1% 58.4% 63.5%

Results 45.3% 51.0% 59.3% 60.1%* N/A N/A

*Interim results pending Department of Energy review. Finalresults will be published on sustainability.gov.

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 utility 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 occupant agencies that 

depend on them.
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Performance Indicator Definition:

Energy Efficiency (Percent change in energy consumption compared to baseline year of FY 2021): 

This indicator measures energy consumption compared to a FY 2021 base level. It tracks the percent 

change in energy usage from baseline of FY 2021 to current (most recent 12 months). Usage is 

measured in British Thermal Units of energy per gross square foot (BTU/GSF), also known as Energy 

Usage Index (EUI). This indicator replaced Energy Intensity Reduction.

PI 1.3.2 Energy Efficiency (energy consumption compared to baseline year of FY 2021)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 1.00% 2.00% 3.00%

Results N/A N/A N/A 1.7%* N/A N/A

*Interim results pending Department of Energy review. Finalresults will be published on sustainability.gov.

Performance Goal 1.3.3 - Apply the Guiding Principlesfor Sustainable Federal Buildings

Benefit to the Public:

Tracking and reporting the number of GSA-controlled sustainable buildings will better demonstrate the 

progress GSA is making towards a more sustainable, healthy, and cost-efficient portfolio. Sustainable 

Federal facilities are better poised to provide healthy workspaces, meet modern climate imperatives, 

and contribute to mission assurance for the tenant agencies that depend on them. Energy and water 

efficient operations in Federal workplaces will lower costs and reduce emissions.

Performance Indicator Definition:

Percent of grosssquare footage (GSF) that qualifies as a sustainable Federal building (Revised): The 

Energy Independence and Security Act of 2007 requires Federal buildings to be designed, 

constructed, and operated in an efficient, effective, and sustainable manner. Applying the 2020

Guiding Principles for Sustainable Federal Buildings provides the framework and set of criteria used to

determine if a building qualifies as sustainable. GSA applies the Guiding Principles for new

construction and modernization projects (using Leadership in Energy and Environmental Design

certification), existing buildings’ operations, and a reassessment every four years of existing buildings

determined to be sustainable.

PI 1.3.3 Percent of GSF that qualifies as a sustainable Federal building (Revised)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 39.2% 42.4% 45.8% 49.6% 50.9%* 53.0%

Results 40.0% 43.5% 49.5% 50.8** N/A N/A

*Revisedmethodology evaluates eligible buildings ≥ 25,000 GSF starting in FY 2024. The threshold was previously ≥10,000 GSF.

**Interim results pending Council on Environmental Quality (CEQ) review. Finalresults will be published on sustainability.gov. 
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Develop, implement, and track outcomes of programs that positively impact local communities

through enhanced economic activity and opportunitiesfor underserved populations.

GSA is the Nation’s largest landlord, managing approximately 8,400 Federally owned and leased assets 

located in about 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 Program (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, continues to use the GNP to identify and align projects that may support local 

community priorities. GSA designs and locates Federal facilities with local economic development and 

planning goals in mind; designs facilities to maximize sustainability and to reflect the local community; 

coordinates 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 coordinates 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 Tribalstakeholdersto

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

GSA-controlled facilities.

a. Support local economic development and community planning goals through early and indepth engagement for major GSA projects with local officials and otherstakeholders.

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 agenciesto 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.

3. Study and apply economic impact methodologies to GSA’s core real estate activities and

expand use of environmental justice and sustainability mapping with otherspatial data

toolsto help GSA decision making.

a. Develop a strategy to better understand the impacts of GSA’sreal estate activities, to provide

more complete program information to stakeholders and to better inform project decisions.

b. Use mapping toolsto better understand how GSA’sreal estate investmentsimpact local

communities.

Strategic Objective 1.4 
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Goal Leader Elliot Doomes, 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 - Deploy the “Good Neighbor Program” (GNP) 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 community priorities, accelerate economic recovery, and advance 

environmental justice. Relevant Federal activities include site selection, new construction, leasing, 

shared use, and facility management, as well as sustainability and site work.

Performance Indicator Definition:

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

Under its GNP, GSA uses POP engagements to meet and coordinate with local officials in communities 

where coordination between GSA and local governments would be most valuable. This includes 

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. As part of 

these workshops, GSA and local officials 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. An outcome of each meeting is 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 2020 2021 2022 2023 2024 2025

Target Baseline Baseline 22 33 33 33

Results 8 5 22 39 N/A N/A
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A modern, accessible, and streamlined acquisition ecosystem and a robust 

marketplace connecting buyersto the suppliers and businessesthat 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 customers make smart 

purchasing decisions to get the goods and services they need.

GSA aims to leverage 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.

GSA will continue:

● Delivering best-value products and servicesto enable customers’ missions.

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

suppliers.

● Using GSA’s strategic position in the market, expertise, and relationships with customers and

suppliersto drive equitable markets,sustainable practices, and continued economic recovery.

Strategic Goal 2: 

Acquisition
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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.

GSA continuesto 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 ensures that its solutions align with customers’ 

changing needs while adding value throughout the acquisition process.

Strategic Initiatives

1. Evolve GSA’s capabilities by tailoring offeringsto the marketsthey serve.

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

acquisition workforce.

b. Refine and clarify the online Products Marketplace offeringsto 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.

Goal Leaders Tom Howder, Federal Acquisition Service 

Elliot Doomes, Public Buildings Service

Krystal Brumfield,Office of Government-wide Policy

Contributing Programs ● Office of Customer Experience

● GSA IT

Strategic Objective 2.1
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Performance Goal 2.1.1 - Expand the use of GSA acquisition solutions, and associated savings,

across the Government

Benefit to the Public:

Expanding the use of GSA acquisition solutions, and associated savings, across the Government will 

result in greater savings, enabling customer agencies to meet mission-critical 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. Savingsrealized by utilizing FAS procurement vehicles compared to commercial alternatives

2. Savingsrealized through FAS offerings compared to other Government offerings

3. Savingsreturned 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 2020 2021 2022 2023 2024 2025

Target $6.60 $5.00 $6.10 $6.00 $6.80 $6.90

Results $5.92 $6.09 $6.82 $6.72 N/A 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 forsuppliers 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:

MAS sales (in billions):

This indicator measures the increase in business volume per MAS sale. Sales for the MAS program are 

reported via the Sales Reporting Portal and when the Industrial Funding Fee (IFF) is remitted. The 

information is validated by a comparison and variance from the Office of the Chief Financial Officer 

related to the revenue submitted for the MAS program. 

PI 2.1.2 MAS sales (in billions)

Lead Office: FAS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target $32.30 $32.50 $38.00 $41.00 $46.00 $46.50

Results $36.82* $39.75* $40.96 $45.52 N/A N/A

*FY 2020 to FY 2021 results have been revised from previously reported figures. Extensive data cleaning and re-coding led to a one-time revision

of MAS sales.
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Improve stakeholder experiences by delivering simplified customer- and supplier-centric 

solutions.

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 focuses on:

● Improving the supplier onboarding processfor the MAS program.

● Streamlining the buyer experience.

● Modernizing acquisition through technology.

● Striving for excellence in contract administration.

Strategic Initiatives

1. Improve the supplier onboarding processfor GSA’s MAS program.

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

inconsistenciesthroughout the MAS program. This will help suppliers better understand

system requirements and improve the information they provide.

b. Create training for new suppliersto 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 forservices 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 writing 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 botsto 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 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.

Strategic Objective 2.2
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Goal Leaders Tom Howder, Federal Acquisition Service 

Elliot Doomes, Public Buildings Service

Krystal Brumfield,Office of Government-wide Policy

Contributing Programs ● Office of Customer Experience

● GSA IT

Performance Goal 2.2.1 - Increase customersatisfaction

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):

Tracking customer loyalty allows GSA to measure FAS’s effectiveness at meeting customer 

requirements. GSA identifies customers and develops a questionnaire that informs program offices of 

potential areas for improvement. The result measuresthe 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 2020 2021 2022 2023 2024 2025

Target 7.6 7.9 7.9 8.0 8.0 8.1

Results 7.9 7.8 7.9 7.7 N/A N/A

*Beginning in FY 2022, a modest change to the CLS methodology wasimplemented to provide a more balanced and accurate representation of

survey responses. As a result, FY 2022 figures are not comparable to FY 2020 - FY 2021 figures as shown in the table. Applying the new

methodology to prior years would result in a slight decline in CLS score from FY 2020 to FY 2022.

Performance Goal 2.2.2 - Increase satisfaction ofsupplier 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.
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Performance Indicator Definition:

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

Management Survey):

The ISS is distributed annually to over 13,000 unique industry partners with contracts covering a 

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

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

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

you?” Responses are 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 Industry Satisfaction Survey (ISS)score (Rating scale is 1 to 5)*

Lead Office: FAS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 3.70 3.85 3.95 4.00 4.00 4.05

Results 3.81 3.90 3.99 3.87 N/A N/A

*Beginning in FY 2022, a modest change to the ISS methodology wasimplemented to provide a more balanced and accurate representation of

survey responses. As a result, FY 2022 figures are not comparable to FY 2020 - FY 2021 figures as shown in the table. Applying the new

methodology to prior years would result in similar results from FY 2020 to FY 2022.

Performance Goal 2.2.3 - Improve tenantsatisfaction 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 environmentsthat 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 TSS 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 counted then divided by the total number of responses.

PI 2.2.3 Tenant Satisfaction Survey (TSS) - Facilities Management Index*

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 70% 71% 71%

Results N/A N/A N/A TBD** N/A N/A

*Due to decreased occupancy levels associated with the COVID-19 pandemic, GSA did not conduct the TSS in FY 2020, FY 2021, or FY 2022. GSA

restarted the TSS in October 2023 to measure FY 2023 performance.

**PBS administered the TSS in October 2023. Future targets will be informed by FY 2023 results. The FY 2023 results are pending a Paperwork 

Reduction Act compliance review by the Office of Management and Budget / Office of Information and Regulatory Affairs (OIRA).
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As a trusted partner, foster the supply chain to support GSA and Federal acquisition needsfor 

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 cyberthreats.

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 ofsupply chain risks and build depth

on pre- and post-award vendor risk assessment.

2. Supportthe American economy and businesses with strategic purchasing practices.

a. In partnership with OMB, increase reporting capabilities and develop reporting protocols for

Made in America waivers.

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

requirements under the Buy American Act to address the identification of critical products

and use of enhanced price preference.

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 asfacilities maintenance.

4. Promote sustainable acquisition.

a. Establish internal guidance to incorporate sustainable best practicesthroughout the

acquisition life cycle.

b. Partner with other agencies to require new construction or major modernization designs to

be, at minimum, net zero energy-ready and to stop the use of fossil fuel-generated energy in

new and modernized buildings.

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

modernization projects.

Strategic Objective 2.3
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5. Develop and implement GSA Smart Buildingstechnology.

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.

Goal Leaders Tom Howder, Federal Acquisition Service 

Elliot Doomes, 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 the General Counsel

● Office of Strategic Communication

Performance Goal 2.3.1 - Lead CFO Act Agencies in Cyber-Supply Chain Risk Management (C-SCRM) 

Benefit to the Public:

GSA is charged with appropriately using taxpayer dollars to acquire best-value solutions for GSA and 

for other agencies. The Federal Government operates in a world of ever-increasing cybersupply chain 

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

become more sophisticated. To protect taxpayer dollars and to help other agencies do the same, GSA 

aims to lead CFO Act Agencies in understanding and managing cyber supply chain risks.

Performance Indicator Definition:

Points by which GSA’s total OMB C-SCRM maturity score exceedsthe total of the CFO Act Agencies’ 

median scores (New): 

This indicator assesses GSA’s progression toward a mature Enterprise-Level C-SCRM program, 

leveraging the Office of Management and Budget’s(OMB) “C-SCRM Program Capability and Maturity: 

Self-Assessment” tool to compare GSA’s maturity to CFO Act Agencies’ median scores. The tool 

captures maturity in two areas: implementation of a C-SCRM Program and performance of C-SCRM 

functions. The performance indicator value is the comparison of GSA’s cumulative score across the 

tool’s metrics compared to the cumulative score of the CFO Act Agencies’ median scores.

PI 2.3.1 Number of points by which GSA’s total OMB C-SCRM maturity score is higher than the

total of the CFO Act Agencies’ median scores (New)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A N/A 6 7 

Results N/A N/A N/A 5 N/A N/A
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Aid U.S. economic growth by maximizing opportunities and minimizing barriers forsmall and/or 

underserved businesses seeking to do business with GSA.

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

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

entities. GSA also continues 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 supportstrategy for new Government-wide contractors.

a. Streamline onboarding of new contractorsthrough the Federal Supply Schedule.

2. Expand GSA’sindustry 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. Implement a supplier diversity plan.

a. Implement 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 Agenciesto increase

employment opportunities for persons with disabilities.

Goal Leaders Tom Howder, Federal Acquisition Service 

Elliot Doomes, 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

Performance Goal 2.4.1 - Increase opportunitiesfor persons with disabilitiesthrough 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 Governmentsources ofsupply. 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. Increasing the percent of GSA obligations to the 

AbilityOne program contributes to employment opportunities for persons with disabilities; creates 

meaningful pathways for economic growth and prosperity; expands the Federal workforce; and 

Strategic Objective 2.4
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lessens 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 obligationsto AbilityOne Program:

The indicator calculatesthe percentage of total GSA contracting obligations associated with the 

AbilityOne program.

PI 2.4.1 Percent of GSA obligationsto AbilityOne Program

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A 2.00% 2.50% 3.00% 3.50% 4.00%

Results 7.91% 5.78% 7.60% 7.17% N/A N/A

Performance Goal 2.4.2 - Maintain and improve the percent of spend that goesto small business 

from the MAS

Benefit to the Public:

The consolidated MAS with consistent terms makes it easier forsuppliers 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. Greater percent of sales to small businesses spreads Government 

spending and opportunity across a broader group of companies.

Performance Indicator Definition:

Percent ofspend going to small businessfrom the MAS:

This indicator 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.

PI 2.4.2 Percent ofspend going to small business from the MAS

Lead Office: FAS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 33.00% 35.00% 36.00% 35.00% 35.00% 35.00%

Results 33.76%* 34.36%* 35.42% 37.05% N/A N/A

*FY 2020 to FY 2021 results have been revised from previously reported figures. Extensive data cleaning and re-coding led to a one-time revision

of MAS sales, the denominator in the calculation of this measure. The revised results more accurately capture the level of MAS sales and the

proportion of those sales going to small businesses.
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Performance Goal 2.4.3 - Create more opportunitiesfor small and socio-economic businesses

Benefit to the Public:

Small businesses power the economy – 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, GSA strengthens 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 acrossthe 

nation.

Performance Indicator Definition:

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

This indicator tracks the overall percent of eligible procurement dollars awarded to small

businesses through prime contracting.

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

The SBA Small Business Procurement Scorecard is an annual assessment tool measuring how

successfully Federal agencies reach theirsmall 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.

PI 2.4.3 (a) Percent of GSA contract dollars awarded to small businessthrough prime contracting

Lead Office: OSDBU

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 29.00% 30.00% 34.00% 33.00% 33.00%* TBD

Results 49.43% 46.89% 47.61% 50.29%** N/A N/A

*Target is expected to be finalized in Q2 FY 2024.

**Resultis an initial estimate. Finalresult is pending the Small Business Administration’s adjudication in Q2 FY 2024.

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

Lead Office: OSDBU

Fiscal Year 2020 2021 2022 2023 2024 2025

Target A+ A+ A+ A A A

Results A+ A+ A+ TBD* N/A N/A

*Result is expected in Q4 FY 2024.
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A digital Government that deliversfor the public through trusted, accessible, and 

user-centered technologies

GSA is working 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 

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 the Administration’s priorities: promoting economic growth; 

advancing diversity, equity, inclusion, and accessibility; tackling the climate crisis; and addressing the 

aftermath of the COVID-19 pandemic. The Nation’s response to the pandemic was hindered by legacy 

systems and compounded by digital inequalities. Agencies have an obligation to rebuild public trust and 

to improve mission delivery through digital services. GSA is well positioned to continue delivering 

meaningful advancements by supporting agencies in their journeys and prioritizing the development of 

common digital services and standards, platforms, and products.

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

ability to deliver increased efficiency, integration, and improved digital services. By adapting and aligning 

its work to anticipate customer needs, GSA supports technology development and deployment at other 

agencies. Finally, GSA takes pride in modeling effective digital Government by improving its own 

websites, products, and services, showcasing its shared offerings available to partner agencies.

Strategic Goal 3: 

Digital Government
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Implement inclusive, accessible, and equitable design practicesthat 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 workplace and in our service delivery. 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 equityfocused, people-centered approach to our design practices, we can proactively reduce negative impacts 

and improve usability and accessibility of our products 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 forsupport in this area. 

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

continue to develop CX and equity-centered design capacity at partner agencies through TTS. 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 focuses on broadening the public’s access, 

particularly for historically marginalized communities that experience language access, accessibility and 

other types of barriersto civic participation, to voting registration information by improving vote.gov. As 

a response to user research and to comply with the Executive Order 14019 on Promoting Access to 

Voting (2021), the team behind this product has prioritized providing voting registration information, 

including voting guides, in several languages.

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 strives to deliver with equity at the 

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

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

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

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

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

● Prioritizes, identifies, measures, and supportsimproved usability and accessibility for historically

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

reduce negative impacts to these communities.

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

● Defines and drives equity and accessibility best practices and requirements across GSA.

Strategic Initiatives

1. Increase usersatisfaction 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.

Strategic Objective 3.1
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b. Explore ways in which the USAGov program can increase government

information sharing and accessibility to the public by continuing to offer

information in Spanish and modern call center technology.

c. Enhance the digital literacy of GSA website managers.

2. Expand data visibility and insight through increased outreach and resourcesfor 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 Tom Howder, Federal Acquisition Service 

Elliot Doomes, 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

● Office of Customer Experience

Performance Goal 3.1.1 - Evaluate, rationalize, and modernize GSA technology and solutionsto 

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 servicesshould always meet and maintain high standards 

of effectiveness and usability while providing quality information.

While the Government is required to purchase accessible IT products and services, many current 

solicitationsfail to adhere to this requirement. When Federal agencies’solicitations and statements of 

work do not contain necessary requirements for companies to build Information & Communication 

Technology (ICT) digital assets in compliance with Section 508 standards, people with disabilities are 

excluded from essentialservices and opportunities. Increasing the percent ofsolicitationsthat require 

conformance to Section 508 reduces accessibility barriers and promotes equity and inclusion for 

people with disabilities.

GSA will model an effective digital agency by improving the accessibility of its own websites, products, 

and services. GSA assesses its websites and solutions to ensure that they meet or surpass the public’s 

expectations, prioritizing 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 administersfor othersthat conform

to 21st Century IDEA standards, including GSA’s customer-centricity requirements:

This indicator measuresthe percent of public-facing production websites GSA owns or administers

for others that conform to 21st Century IDEA standards. The 21st Century IDEA is a Federal law

aimed at improving the digital experience for government customers and reinforcing existing

requirements for Federal public websites. 21st Century IDEA standards include requirements for
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accessibility, governance, data, search and navigation, engagement, and privacy. GSA is assessing 

all of its digital services to prioritize those with the highest potential for usability improvements.

(b) Percent of TTS digital assetsthat are Section 508 compliant:

This indicator 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 digitalsolutions and internal assets encompass a broad array of IT-related resourcesfor

agencies, industry, and the public to leverage. The scope of solutions includes:

● Data and analyticsresourcesthat 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 resourcesthat include Login.gov, USAGov, and the U.S. Web

Design System.

● Cloud utilization resourcessuch as Federal Risk and Authorization Management

(FedRAMP), cloud.gov, and Cloud.gov Pages.

● Resourcesthat promote common technology componentsthat are modular,

interoperable, and secure including Search.gov and Code.gov.

● Other resourcessuch 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

are required to comply with Section 508 provisions and adequately do so:

This indicator 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.

PI 3.1.1 (a) Percent of public-facing production websites GSA owns or administersfor othersthat 

conform to 21st Century IDEA standards, including GSA’s customer-centricity requirements

Lead Office: OCE

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 8% 20% 50% 55%

Results N/A 4% 15% 47% N/A N/A

PI 3.1.1 (b) Percent of TTS digital assetsthat are Section 508 compliant

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 75% 100% 100% 100%

Results N/A 53% 80% 87% N/A N/A
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PI 3.1.1 (c) Percent of ICT solicitations posted to SAM.gov that are required to comply with

Section 508 provisions and adequately do so

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A Baseline 5.00% 10.00% 15.00% 20.00%

Results N/A 3.00% 6.04% 12.65% N/A N/A

Performance Goal 3.1.2 - Improve the public’s ability to accessresources by increasing usability, 

utility, and data integrity of public-facing Government websites.

Benefit to the Public:

Government websites serve as a critical touchpoint between the public and Government. It is 

imperative that Government information and serviceslocated on public-facing websites are secure, 

easy to navigate, and can be accessed by the entire public. 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, improving accessibility in servicing their constituents in a way that is 

consistent, innovative, and cost-effective.

Performance Indicator Definition:

Number of websites utilizing GSA’s Digital Analytics Program (DAP) (cumulative):

This indicator measures the number of websites acrossthe Government that utilize the set of digital 

analytics tools created by GSA, DAP. GSA’s DAP currently provides three services:

● Free web analyticstoolsfor public-facing Federal websitesthat are comprehensive and

easy-to-use

● Scalable infrastructure for measuring a broad range of .gov sites (large and small)

● Training on analyticstools and reporting

PI 3.1.2 Number of websites utilizing GSA’s DAP

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 6,300 6,800 7,350 7,700

Results N/A 6,000* 6,640* 6,833 N/A N/A

*Results are estimated based on criteria used to filter out testing sitesto better count public-facing production websites.
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Lead Government-wide adoption ofshared technology solutionsthat 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 isfocused on implementing a market development and partnerships capability 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 servicesthat enable the public to easily

and safely engage with the 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 workflowsfor Federal rule makers, and support data toolsto 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 authorized services

and products to State, local, territorial, and Tribal governments.

a. Scale GSA’stechnology programs, products, and expertise to State, local, territorial, and

Tribal governments where authorized.

b. Deploy digital service teams to help State and local governmentsreduce duplication of

services and more efficiently allocate IT funds from the Federal Government, where

authorized.

Goal Leader Tom Howder, Federal Acquisition Service

Contributing Programs ● Office of the Administrator

● Office of Congressional and Intergovernmental Affairs

Strategic Objective 3.2 
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Performance Goal 3.2.1 - Target the growth ofshared security productsto reduce digital threats

Benefit to the Public:

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.

FedRAMP is a Government-wide program in GSA’s FAS TTS that promotesthe adoption ofsecure 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. 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 

indicator measures the number of FedRAMP authorized cloud products that are reused across the 

Government.

(b) Average time to obtain a FedRAMP authorization through an agency (months):

Agencies may work directly with a Cloud Service Provider for FedRAMP authorization. This measure

tracks the time from cloud product submission to approval for agency-requested FedRAMP

authorizations.

PI 3.2.1 (a) Number of times FedRAMP authorized products have been reused by agencies

(cumulative)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A 2,760 3,174 5,353 7,500 9,000

Results 1,847 2,864 4,573 6,318 N/A N/A

PI 3.2.1 (b) Average time to obtain a FedRAMP authorization through an agency (months)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 8.34 8.04 7.20 6.20 6.20 4.00

Results N/A 8.10 7.50 7.32 N/A N/A
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Performance Goal 3.2.2 - Increase adoption of Login.gov

⦿ FY 2024 -2025 Agency Priority Goal

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 sign-in service 

used by the American public to sign in to participating Government agencies, allowing them to access 

much 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, the 

number of identity verified users, and service applications that are using the platform.

Performance Indicator Definition:

(a) Number of Federal agencies and state partners using Login.gov (Revised):

Thisindicator measures the number of agencies and state partners using 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. The value of this

measure resets to 0 each year to measure only those users who have accessed Login.gov during the 

current FY.

(c) Number of identity verified users on Login.gov (in millions) (New):

Login.gov has two products. One is identity authentication and the other one is identity

verification. This indicator measures the number of Login.gov users who have had their identity

verified by Login.gov. Once verified, users are able to leverage multiple platforms securely.

(d) Number of Login.gov serviced applications:

This indicator measures the number of Government services using Login.gov.

PI 3.2.2 (a) Number of Federal agencies and state partners using Login.gov (Revised)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 31 40 50 52

Results 19 27 38 47 N/A N/A

PI 3.2.2 (b) Number of active users on Login.gov (in millions)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 32.00 55.00 57.00 60.00

Results 14.00 16.00 41.04 49.05 N/A N/A
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PI 3.2.2 (c) Number of Login.gov identity verified users(in millions) (New)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A Baseline 3.5 7.5

Results N/A N/A N/A 2.2 N/A N/A

PI 3.2.2 (d) Number of Login.gov serviced applications

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 60 100 250 375 480 515

Results 83 199 322 453 N/A N/A
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Equip agencies with the knowledge and toolsto strategically procure and deploy technology 

products and services.

GSA has a track record of providing modern products and services and enabling capabilities on a crossagency basis. This includes the provision of 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 acrossthe Federal Government. Thisis an opportune moment 

to be ambitious and aggressive in driving transformational change on behalf of the American people.

Strategic Initiatives

1. Be the premier provider ofshared digitalservices and solutionsfor 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.

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.

b. Continue to improve and iterate on the Federal IT Dashboard to support greater

transparency into agency IT business and management data to enable better decision

making.

3. 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 well-designed

and set up for success.

b. Support modernization of cybersecurity, public-facing digital services, high-value assets, and

Government-wide collaboration and shared services.

4. 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 pathwaysfor early career and diverse technologiststo 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 Tom Howder, Federal Acquisition Service

Krystal Brumfield,Office of Government-wide Policy

Strategic Objective 3.3
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Contributing Programs ● Office of the Chief Financial Officer

● Office of Human Resources Management

● GSA IT

● Technology Transformation Services

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. To accelerate IT 

modernization Government-wide, TTS programs,such asthe 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:

This indicator measures the number of agencies and sub-agencies modernizing their services through 

the use of TTS consulting experts from 18F, COE, PIF and USDC.

PI 3.3.1 Number of agencies using TTS consulting services

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 82 79 79 79

Results 57 74 79 74 N/A N/A

Performance Goal 3.3.2 - Increase usage and satisfaction with GSA’sshared 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 areas of 

strength and opportunities for improving TTS offerings.
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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 partnersatisfaction - NPS:

Thisindicator 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 2020 2021 2022 2023 2024 2025

Target $88.20 $110.50 $123.80 $157.00 $157.00 $330.78

Results $76.00 $96.30 $112.48 $131.10 N/A N/A

PI 3.3.2 (b) Agency partnersatisfaction - NPS

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 45.0 41.2 30.0 35.0

Results N/A 41.0 34.9* 21.2 N/A N/A

*FY 2022 result wasrevised from previously reported figures. Data validation confirmed an errorin calculation that was corrected.

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 pandemic, and revitalizing the American economy. TTS continues to actively 

support 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 made its public debut with 

the President's FY 2023 budget submission to Congress in 2022. The Dashboard initially contained IT 

budget and management information, however, GSA and OMB’s Office of the Federal Chief 

Information Officer (CIO) plan to expand the platform by adding a new data source each year, 

increasing the public transparency of Federal IT initiatives, cost, and management practices. Decisions 

on information made publicly available will be approved by OMB.
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Performance Indicator Definition:

(a) Percent of Federal Citizen Services Fund (FCSF)’s American Rescue Plan (ARP) fundsthat have

been obligated (cumulative):

Thisindicator assesses GSA’s progressin awarding ARP fundsto 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 measuresthe cumulative count of the number of Federal IT-related data sources

shown on the modernized Federal IT Dashboard.

PI 3.3.3 (a) Percent of FCSF’s ARP fundsthat have been obligated (cumulative)

Lead Office: FAS TTS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 50.00% 78.00% 100.00% N/A*

Results N/A 2.20% 35.23% 69.00% N/A N/A

*FCSF ARP funding expires at the end of FY 2024.

PI 3.3.3 (b) Number of data sources displayed on the modernized Federal IT Dashboard

(cumulative)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A Baseline 2 3 4 5 

Results N/A 1 2 3 N/A N/A

Performance Goal 3.3.4 - Expand the diversity of the digital workforce

Benefit to the Public:

To design and develop technology that meets the needs of the public, the Government needs to have 

a digital 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 users’ experience are equitable and accessible. While TTS programs such as 18F and the 

Presidential Innovation Fellows 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.

Performance Indicator Definition:

Number of new hires for the U.S. Digital Corps program:

Thisindicator 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 2020 2021 2022 2023 2024 2025

Target N/A Baseline 20 40 60 80

Results N/A 0 38 48 N/A N/A
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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 agenciesface 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 forsharing and applying knowledge across the Executive 

branch enterprise.

Strategic Goal 4: 

Government Operations
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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 effortsto 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 address these challenges effectively 

and holistically. 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 evaluationsto examine and improve program effectivenessin 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 effortsthrough 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 practicesto 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 forumsto 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

Strategic Objective 4.1
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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:

By monitoring the percentage of Government-wide evaluations that GSA completes each year on 

behalf of other agencies where the findings are applied, GSA acts to bolster the public’s confidence

that Government programs, policies, and operations are supported by rigorous evidence and 

evaluated objectively. Rigorous evidence improvesthe effectiveness of Government-wide programs 

and increases cost-avoidance.

Performance Indicator Definition:

Percent of Government-wide evaluations where findings are applied (New): 

This indicator measures the percentage of Government-wide evaluations that GSA completes each

year on behalf of other agencies where evidence or learnings are applied by the agency after the 

evaluations have been completed. The resultsfor this measure use evaluation applications from the 

previous fiscal year.

PI 4.1.1 Percent of Government-wide evaluations where findings are applied (New)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A Baseline 50% 60%

Results N/A N/A N/A 60% N/A N/A
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Improve centralized services and shared solutionsthat promote costsavings 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 travel. With many agencies managing these services in-house, the 

Federal Government has missed opportunities to leverage economies ofscale 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 ofshared 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 ofsolutions and services by large and small

agencies as well as Presidential and Congressional commissions and boards.

2. Increase standardization of businessrequirementsto 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.

b. Enroll new mission-support functions into the businessstandards community and provide

the tools necessary to complete standards.

c. Promote using the businessstandardsin readiness assessments, performance management

frameworks, procurements, and investment planning.

1 Refer to OPM Fedscope (2016), FPDS (2016), and IT Dashboard (2016)

Strategic Objective 4.2 
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3. Facilitate the movement of agency-owned vehiclesinto 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 ZEVsthat can replace fossil-fueled vehicles and

reduce carbon emissions, expanding ZEV deployment efforts Government-wide.

5. Enable Federal agenciesto acquire Electric Vehicle Supply Equipment (EVSE).

a. Partner with agenciesto deploy and install EVSE at Federal facilities to accommodate an

expected increase in ZEVs within the Federal fleet.

b. Expand contract offerings and customer toolsto provide a wide variety of EVSE hardware,

software, and options Government-wide.

c. Establish construction contractsto allow for installation of EV charging stationsin Federal

facilities when new construction or repair and alteration work is being done.

6. Leverage the installation of telematicsto measure and drive the reduction of carbon

emissions.

a. Continue to install telematics on all appropriate new GSA Fleet vehicle acquisitions.

b. Support customer agenciesrequesting to retrofit their existing fleet with telematics.

7. Acquire and deliver a travelservicesshared 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 

Tom Howder, Federal Acquisition Service

Elliot Doomes, Public Buildings Service

Contributing Programs ● Office of the Chief Financial Officer

● Office of Congressional and Intergovernmental Affairs

● GSA IT

Performance Goal 4.2.1 - Addressthe climate crisisthrough zero-emission fleet vehicles

⦿ FY 2024 -2025 Agency Priority Goal

Benefit to the Public:

As part of its efforts to tackle the climate crisis and support the reduction of carbon emissions, GSA is 

focused on the adoption and deployment of zero-emission vehicles (ZEVs). Given GSA’s expertise in 

fleet management and its role as the mandatory purchasing source for non-tactical vehicles purchased 

in the United States, 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 
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tracking its implementation and usage will demonstrate how ZEV deployment is making meaningful 

contributions to address the climate crisis. Additionally, increasing ZEV purchases can 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:

Thisindicator calculatesthe percent of new purchases or leasesthat 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) Percent miles per gallon improvement on vehicle replacementsin the GSA leased fleet:

This indicator calculates the 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 lightduty are excluded from the calculation asthe automaker is not required to publish fuel economy 

data on those vehicles.

(c) Number of electric vehicle supply equipment (EVSE) building assessments completed (New): This 

indicator measures the building assessments completed to evaluate viability and capacity of a

facility’s infrastructure to support conversion to an electric vehicle fleet.

PI 4.2.1 (a) Percent of new vehicle ordersthat are ZEVs compared to the total number of

vehicles ordered in FY where an affordable EV was available

Lead Office: FAS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 10.00% 25.00% 30.00% 32.00%

Results 1.70% 6.74% 20.27% 26.48% N/A N/A

PI 4.2.1 (b) Percent miles per gallon improvement on vehicle replacements in the GSA leased

fleet

Lead Office: FAS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A 21.00% 23.00% 25.00% 28.00%

Results 19.60% 18.49% 25.29% 37.10% N/A N/A
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PI 4.2.1 (c) Number of EVSE building assessments completed (New)

Lead Office: PBS

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A N/A 335 60

Results N/A N/A N/A N/A N/A N/A

Performance Goal 4.2.2 - Increase the collection and application of climate information to 

operations and investments

Benefit to the Public: 

GSA leverages the collection and analysis of forward-looking climate information to ensure sound 

planning and risk management practices in agency operations. The assessment of this climate 

information helps GSA safeguard asset management and capital investments in acquisition services 

and the real estate portfolio. A well coordinated and implemented climate risk management plan is 

essential for readiness of GSA and its stakeholders.

Performance Indicator Definition:

(a) Number of Federalsuppliersthat have disclosed their climate information to GSA (cumulative)

(New):

This indicator measures the total number of Federal suppliers that have disclosed their climate

information to GSA via the CDP (formerly the Carbon Disclosure Project) reporting platform. The

more data that GSA is able to gather on the Federal supply chain, the more informed decisions will

become, helping to identify climate risk hotspots and intervention strategies.

(b) Percent of priority climate adaptation actions addressed and completed (New):

This measure tracks GSA's evaluation and management of climate risks identified in the GSA

Climate Change Risk Management Plan. Addressing these actions positions GSA to enhance

revenue streams, decrease costs of contracting for climate risk related services (e.g., quality

assurance, best cost, and geographic bundling) and cost avoidance through effective climate

risk management.

4.2.2 (a) Number of Federalsuppliersthat have disclosed their climate information to GSA 

(cumulative) (New)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A Baseline 270 300

Results 135 153 186 224 N/A N/A
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4.2.2 (b) Percent of priority climate adaptation actions addressed and completed (New)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 75% 80% 83%

Results N/A N/A 51% 89% N/A N/A
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Deliversmart policies, regulations, and workforce training that inform management decisions 

and help agencies streamline operations.

A streamlined Government enables mission success, improves citizen experience, and promotessavings. 

Key to improving Government operationsis 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 standardsthatshould improve data consistency.

c. Leverage geospatial data toolsto assist agenciesto 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 responsesto identify areasfor 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

Strategic Objective 4.3
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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 forstakeholders,such asreal 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:

This indicator measures the percent of the U.S.- based Federal real property assets with location

data (such as address or latitude/longitude) that allowsthe 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:

The percent of true real property data errors 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 2020 2021 2022 2023 2024 2025

Target N/A N/A 75.0% 85.0% 88.0% 89.0%

Results N/A 70.0%* 75.1% 82.3% N/A N/A

*Prior to FY 2022, results were always delayed until after publication of the Annual Performance Report (APR). Beginning in FY 2022, the fiscal

year results for both measures are based on the prior fiscal year’s data to account for the delay. In light of this change, results prior to FY 2022

were adjusted forward by one year to reflect the change in reporting period.

PI 4.3.1 (b) Percent of true real property data errors

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A 12.00% 10.00% 7.50% 6.50% 6.25%

Results 19.43%* 15.34%* 9.27% 9.91% N/A N/A

*Prior to FY 2022, results were always delayed until after publication of the Annual Performance Report (APR). Beginning in FY 2022, the fiscal

year results for both measures are based on the prior fiscal year’s data to account for the delay. In light of this change, results prior to FY 2022

were adjusted forward by one year to reflect the change in reporting period.
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Performance Goal 4.3.2 - Implement effective policy supportservices

Benefit to the Public:

Rulemaking is a lengthy activity. Given that GSA can focus on a finite number of rules each year, it is 

important to measure the impact of the rules to the Federal workforce. This indicator will enable GSA to

more effectively prioritize and plan its rulemaking agenda. The survey will measure how well GSA is 

seen as a trusted partner for policy collaboration, guidance, and support to determine effectiveness.

Performance Indicator Definition:

Percent of usersthat rate OGP policy supportservices as effective (Revised): 

This performance indicator calculates the percentage of survey respondents who rate specific 

aspects of OGP policy implementation services as effective. OGP will survey key stakeholders and 

agency users on policy services and communications in the annual portfolio (portfolio policy initiatives 

change from year to year).

PI 4.3.2 Percent of users who rate OGP policy supportservices as effective (Revised)

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A Baseline 75% 80% 82%

Results N/A N/A 73% N/A* N/A N/A

*Resultsfrom the FY 2023 survey were notstatistically significant, rendering the indicator unratable.

Performance Goal 4.3.3 - Deliver quality policy compliance training to agenciesregarding policies, 

regulations, and best practices

Benefit to the Public:

Developing and delivering training takes many resources. By capturing effectiveness, OGP can measure 

effectiveness of training(s) 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 Government-wide initiatives.

Performance Indicator Definition:

Percent oftraining attendeesthatrate OGP-led Government-wide training effective: 

This performance indicator calculates the percentage of survey respondents who rate specific 

Government-wide training as effective. OGP willsurvey training attendees after each course/event 

to measure effectiveness of training. 

PI 4.3.3 Percent of training attendeesthat rateOGP-led Government-wide training effective

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A Baseline 90% 91% 92%

Results N/A N/A 90% 91% N/A N/A
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Efficient, effective supportservicesthat 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 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:

Efficient and effective support functions contribute to GSA’s ability to provide low-cost, high-quality 

products and services. This focus on internal excellence is carried forward in how GSA provides 

mission-supportservices to the Government-wide community, decreasing the cost burden to agency 

customers and allowing them to devote more funding to mission delivery for the American public.

Performance Indicator Definition:

Computed from the PMA Benchmarking Initiative’s Customer Satisfaction Survey, the indicator 

consists of an equally weighted composite customersatisfaction score for GSA’s CXO’sfunctions — 

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: OCE

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 5.27 5.40 5.45 5.70 5.67 5.68

Results 5.49 5.75 5.68 5.63 N/A N/A

Key Capabilities
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KC 2 - Total GSA operating cost as a percentage of goods and services provided

Benefit to the Public:

Efficient GSA internal operations decrease the cost burden to agency customers, freeing up funds to 

meet mission objectives.

Performance Indicator Definition:

For all of GSA’s major products or services, the total operating costs, both direct and indirect, are 

divided by GSA’s gross margin.

KC 2 Total GSA operating cost as a percentage of goods and services provided* (Revised)

Lead Office: OCFO

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 19.60% 18.50% 17.92%

Results 17.06% 17.91% 18.22% 19.14% N/A N/A

*Revised methodology changed the denominator from grossrevenue to gross margin (which nets out the cost of goodssold) in an effort to

control for fluctuations in business volumes. Historical results were re-baselined using this methodology.

KC 3 - GSA Overall Employee Engagement Index (EEI)

Benefit to the Public:

It is no secret that highly engaged employees tend to perform their jobs more effectively, which in turn 

has benefits for team productivity and overall organizational results. An engaged workforce at GSA 

therefore delivers better products and services for their customer agencies and for the American 

public.

Performance Indicator Definition:

The U.S. Office of Personnel Management (OPM) measures an Employee Engagement Index, which 

assesses 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 questionsin 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.

KC 3 GSA Overall Employee Engagement Index (EEI)

Lead Office: Service & Staff Offices

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 78% 83% 83% 83% 85%* +1% OR

Prior Result*

Results 83% 83% 83% 85% N/A N/A

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

or increases from previous year, target would equal prior year’s result.
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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 for IT investments and promotes costsavings for 

agencies.

Performance Indicator Definition:

FITARA was passed in 2014 to modernize the Federal Government’sIT. Since the law’simplementation, 

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 2020 2021 2022 2023 2024 2025

Target B+ B+ B+ B+ B* B*

Results A+ A+ B+ B N/A N/A

*Plus and minus modifiers to letter grades were removed from the FITARA scoring methodology in FY 2023. The FY 2024 and FY 2025 targets

have been modified to reflect this change.

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 2020 2021 2022 2023 2024 2025

Target 95.0% 95.0% 95.0% 95.0% 95.0% 95.0%

Results 98.0% 98.3% 98.2% 97.2% N/A N/A
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KC 6 - Percent of GSA Business Applications Hosted in the Cloud

Benefit to the Public:

Cloud-based business applications provide bettersecurity of the public's information, often at lower 

costs. They also create an increased ability for integration and analysis of data which enables GSA to 

make smarter policy and program decisions on behalf of customer agencies and the public. By 

increasing the percentage of GSA business applications hosted in the cloud, GSA is better poised to 

take advantage of these benefits.

Performance Indicator Definition:

This indicator measures the percent of GSA business applications hosted in the cloud. Business 

applications are a subset of the FISMA system/subsystem inventory maintained by the GSA IT security 

team. The scope of business applications includes systems that provide a business capability, are 

directly used by a user or customer via a graphical user interface, have a business and technical 

sponsor/owner, use and process data, and are deployed in a production environment. If a business 

application utilizes a hybrid cloud environment, it is considered a cloud system for this metric.

KC 6 Percent of GSA Business Applications Hosted in the Cloud

Lead Office: GSA IT

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A N/A 53.0% 53.5% 54.0%

Results 39.1% 49.2% 52.7% 53.4% N/A N/A

KC 7 - Competition Rate for GSA Acquisitions

Benefit to the Public:

GSA must ensure that internal operations are efficient and effective to support low-cost, high-quality 

products and services. This focus on internal excellence is carried forward in how GSA provides 

mission-support services to the Government-wide community. By providing a strong competition rate 

for GSA acquisitions, GSA is able to provide agency customers with more competitive pricing, a greater 

variety of offerings, and higher product and service quality. This in turn creates economic 

opportunities for a wide spectrum of vendors.

Performance Indicator Definition:

Provided from Federal Procurement Data System (FPDS) source data, this indicator 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.
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KC 7 Competition Rate for GSA Acquisitions

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target 90.0% 90.0% 90.0% 90.0% 90.0% 90.0%

Results 92.0% 90.7% 90.1% 91.0% N/A N/A

KC 8 - Number of Completed Evaluations at GSA

Benefit to the Public:

Rigorous evidence and evaluations improve the effectiveness of GSA programs and reduce costs. A 

strategic portfolio of evaluations informs key investments as well as programmatic and policy 

decisions. The results of all completed evaluations are shared publicly.

Performance Indicator Definition:

As GSA grows capacity to build and use rigorous evidence, the agency is developing a portfolio of 

rigorous evaluations. This indicator tracksthe number of completed evaluations at GSA between 

FY 2022 and FY 2026.

KC 8 Number of completed evaluations at GSA

Lead Office: OGP

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A Baseline 4 6 6 8 

Results 0 0 5 7 N/A N/A

KC 9 - Equity and Organizational Effectiveness Optimization Measure (EOEOM)

Benefit to the Public:

GSA is better able to deliver on its promise of an equitable exceptional customer experience by 

tracking and reporting on the agency's enterprise-wide DEIA and Equity maturity level. The 

performance indicator will inform and drive actions that build capacity for effective implementation of 

Executive Order 14035, Diversity, Equity, Inclusion, and Accessibility in the Federal Workforce, 

Executive Order 13985, Advancing Racial Equity and Support for Underserved Communities Through 

the Federal Government, Executive Order 14091, Further Advancing Racial Equity and Support for 

Underserved Communities Through the Federal Government, GSA's FY 2022 - 2026 Strategic Plan’s Key 

Capability "A People-First Culture Prioritizing Diversity, Equity and Inclusion, and Accessibility”, and 

GSA’s Equity and DEIA Strategic Plans.
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Performance Indicator Definition:

This indicator assesses GSA's progression toward a mature DEIA enterprise and the integration of 

equity into the agency’s service delivery and operations, leveraging the Office of Personnel 

Management (OPM) Maturity Self-Assessment tool to inform/develop the GSA-specific DEIA and 

Equity maturity model. The model captures data across four categories: Governance, Workforce 

Planning, Workforce Transformation, and Leadership Effectiveness. The performance measure values 

will be the cumulative score of the primary Signals of Maturity (SoM). When calculating the 

cumulative total, each SoM will be equally weighted.

KC 9 Equity and Organizational Effectiveness Optimization Measure (EOEOM) - Overall level of 

maturity

Lead Office: OA

Fiscal Year 2020 2021 2022 2023 2024 2025

Target N/A N/A Baseline Baseline 2.2 2.5

Results N/A N/A N/A 2.1** N/A N/A

*FY 2023 efforts were focused on establishing a baseline overall level of maturity; the baseline was established as a maturity level of 2.1 out of 3

levels, and is reflected as such in the FY 2023 results.
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Management and Performance Challenges

The Government Performance and Results Modernization Act of 2010 requires that Federal agencies 

identify and address management and performance challenges, which include programmatic or 

management functionsthat have greater vulnerability to waste, fraud, abuse, and mismanagement, and 

areas where failure to perform well could seriously affect the ability of an agency or the Federal 

Government to achieve its mission or goals. Performance Improvement Officers are responsible for 

advocating greater impact through innovation, increased effectiveness and efficiency, and an excellent 

customer experience.

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

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

GAO’s High-Risk Series, including agencies and program areas acrossthe Government, is updated every 2 

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

activities. GSA has a leading role in supporting Federal agencies in the management of Federal real 

property, a long-standing challenge on the High Risk List, and has equities in several other 

Governmentwide areas.

GSA addresses reports on major management and performance challenges, and high-risk areas from the 

GSA Office of Inspector General (OIG). The OIG identified nine management challenges in its Assessment 

of GSA's Management and Performance Challenges for FY 2024. GSA’s response to this assessment is 

included in the management challenges section of the FY 2023 Agency Financial Report. GSA’s Enterprise 

Risk Management Program and Management Control and Oversight Committee also help to identify 

challenges. These efforts, in addition to consideration of OIG findings and GAO recommendations, 

provide insights that inform cross-organizational initiatives. On a quarterly and annual basis, GSA tracks 

progress toward successful completion of performance goals and strategic objectives enterprise-wide.

Evidence-Building

In FY 2023, GSA continued to grow and mature its evidence and evaluation function. GSA’s Office of 

Evaluation Sciences (OES) supports both internal GSA evidence building efforts and Government-wide

efforts with external agencies. GSA’s Government-wide evidence building work has expanded with 

particular focus on evidence building and evaluations associated with the American Rescue Plan 

including 10 individual evaluations with agencies and a large cross-agency national evaluation. Within

GSA, the GSA Evaluation Division has completed its first set of evaluations and made significant progress

establishing itself at GSA as a new and core function. Highlights include:

● The GSA Evaluation Division completed seven evaluations of GSA pilots and programs in its

second year. These included evaluations of newly proposed Workplace 2030 offeringsincluding

Federal Coworking, a descriptive evaluation of GSA childcare centers, and analysis of telework

patterns among GSA employees.

● GSA’s OES also completed eight evaluations in FY 2023 for other agencies and Government-wide

priorities. The projects fostered evidence-building in support of agency Learning Agendas, the

American Rescue Plan Equity Learning Agenda and the President's Management Agenda

Learning Agenda. The portfolio of evaluations in FY 2022 included a sample size of over 22

million individuals, and OES evidence positively impacted over 100,000 people.

Other Information
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Data Validation and Verification

GSA has verification and validation techniques in place, which provide reasonable assurance over the 

completeness and reliability of all performance data contained in thisreport as required by the GPRA

Modernization Act of 2010 and GSA Order 2170.1B CFO Performance Measurement and Date 

Verification and Validation Procedures. These techniques included:

● Maintaining performance measure definition forms that contain performance measures and

metrics, including data sources, computation methodology, and a reliability assessment for each

performance indicator;

● Verifying, at least annually, the accuracy and completeness of the information contained in the

performance measure definition forms; and

● Developing and implementing a new data validation and collection tool to routinize and add

rigor to regular collection and validation of GSA’ssuite of performance metrics. The tool helps to

promote data integrity and accountability throughout the GSA enterprise.
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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, and

● 2 Independent Offices.

Staff Offices

Office of Administrative Services(OAS)

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

workplace, and information needsin waysthat 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 customerresearch;synthesizing findingsinto actionable 

Appendix
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insights; and making incremental, measurable, and customer-focused improvements.

Office of the 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 asthe 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 isto work with GSA Services and Staff Offices to attract, motivate, develop, retain, 

and reward employees to maintain and enhance a mission-ready workforce.

Office of Mission Assurance (OMA)

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

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

Security Presidential Directive 12 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 promotessmall business accessto GSA’s nationwide procurement opportunities, 

ensures small business participation, and provides training.

Office of Strategic Communication (OSC)

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

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

and counseling; graphic design and production; media relations and stakeholder engagement; web and 

social media; audiovisual production and management; writing and editing; speechwriting and executive 

communication; and risk communication and crisis management.

Independent Offices

Office of Inspector General (OIG)

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

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

operations.

Civilian Board of Contract Appeals (CBCA)

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

contract disputes between civilian Federal agencies and contractors under the Contract Disputes Act.
U.S. General Services Administration | FY 2025 Annual Performance Plan and FY 2023 Annual Performance Report

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GSA Leadership

Robin Carnahan

Administrator

Katy Kale

Deputy Administrator

Brett Prather

Chief of Staff

Alex DeMots

General Counsel

Office of the General Counsel

Tom Howder

Acting Commissioner

Federal Acquisition

Service

Elliot Doomes

Commissioner

Public Buildings Service

Robert C. Erickson

Acting Inspector General

Office of the

Inspector General

Erica S. Beardsley

Chair

Civilian Board of

Contract Appeals

Channing Grate

Associate

Administrator

Office of Strategic

Communication

Krystal Brumfield

Associate

Administrator & Chief

Acquisition Officer

Office of Governmentwide Policy

Aluanda Drain

Associate

Administrator

Office of Civil Rights

Robert J. Carter

Associate

Administrator

Office of Mission

Assurance

Jeffrey Lau

Acting Chief Human

Capital Officer

Office of Human

Resources

Management

David A. Shive

Chief Information

Officer

GSA IT

Nimisha Agarwal Bob Stafford Gianelle Rivera Exodie C. Roe, III Camille Tucker

Chief Financial Officer Chief Administrative Associate Associate Acting Chief

Office of the Chief Services Officer Administrator Administrator Customer Officer

FinancialOfficer Office of Office of Congressional Office of Small and Office of Customer

Administrative and Intergovernmental Disadvantaged Experience

Services Affairs Business Utilization

REGIONAL MAP

NATIONAL SERVICES & INDEPENDENT OFFICES

STAFF OFFICES

OFFICE OF THE ADMINISTRATOR
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DRAFT / PRE-DECISIONAL

Acronym Guide

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

BIL Bipartisan Infrastructure Law

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

FCSF Federal Citizen Services Fund

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
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DRAFT / PRE-DECISIONAL

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

IRA Inflation Reduction Act of 2022

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

OA Office of the Administrator

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 the 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

PM Performance Measure

PMRD Procurement Management Review Division

POP Planning Outreach and Partnership

QSMO Quality Service Management Office

REXUS Real Estate Across the United States

SB Smart Buildings

SBA Small Business Administration

SDB Small Disadvantaged Business
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DRAFT / PRE-DECISIONAL

SDVOSB Service-Disabled Veteran-Owned 

Small Business

SO Strategic Objective

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