U.S. GENERAL SERVICES ADMINISTRATION

FY 2021 Annual Performance Plan and

FY 2019 Annual Performance Report

REAL ESTATE ACQUISITION TECHNOLOGY SHARED SERVICES 
U.S. General Services Administration Annual Performance Plan and Report

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TABLE OF CONTENTS

EXECUTIVE SUMMARY 2

PURPOSE 2

ABOUT GSA 2

MISSION, VISION, and VALUES 3

ORGANIZATIONAL STRUCTURE 3

FY 2019 ANNUAL PERFORMANCE REPORT 8

FY 2021 ANNUAL PERFORMANCE PLAN 12

STRATEGIC FRAMEWORK 12

STRATEGIC OBJECTIVES (SO) and PERFORMANCE INDICATORS SUMMARY 13

FY 2021 ANNUAL PERFORMANCE PLAN DETAILS 18

STRATEGIC GOAL 1 18

Save taxpayer money through better management of Federal real estate. 18

STRATEGIC GOAL 2 30

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

Federal Government. 30

STRATEGIC GOAL 3 43

Improve the way Federal agencies buy, build, and use technology. 43

STRATEGIC GOAL 4 55

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

improve performance and save taxpayer money. 55

MANAGEMENT AND PERFORMANCE CHALLENGES 67

EVIDENCE-BUILDING 67

DATA VALIDATION AND VERIFICATION 68

LOWER-PRIORITY PROGRAM ACTIVITIES 68

APPENDIX: ACRONYM AND ABBREVIATION LIST 69
U.S. General Services Administration Annual Performance Plan and Report

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EXECUTIVE SUMMARY

PURPOSE

The U.S. General Services Administration’s FY 2021 Agency Performance Plan (APP) and FY 2019 Agency 

Performance Report (APR) present both the goals and objectives for the next fiscal year and provide an 

overview of the agency’s prior fiscal year performance.

The APP summarizes the level of performance GSA aims to achieve in FY 2021. The plan communicates 

the strategic goals, strategic objectives, supporting performance goals, and performance indicators to be 

accomplished. The FY 2019 APR summarizes GSA’s performance toward meeting the goals and 

objectives described in the agency’s FY 2019 APP.

Both the APP and the APR have been prepared in compliance with the Government Performance and 

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

and Budget Circular No. A-11 (2019), Preparation, Submission, and Execution of the Budget.

ABOUT GSA

GSA has the honor of serving the American people by supporting other Federal agencies as they carry 

out their own critical missions. GSA’s mission-support role ties back to its founding by President Harry S. 

Truman in 1949. In establishing GSA, President Truman sought to create one agency to help the 

Government avoid “senseless duplication, excess cost, and confusion in handling supplies, and providing 

space.”

Over the last seven decades, the nation’s population has more than doubled, the price of real estate in 

major cities has skyrocketed, technology has advanced exponentially, and the world has become vastly 

more interconnected. GSA supports Federal agencies as they evolve to meet new domestic and global 

challenges to better serve the American public. GSA’s mission — to deliver value and savings in real 

estate, acquisition, technology, and other mission-support services across Government — reflects its 

position as a mission enabler for other Federal agencies. 

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

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

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

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

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

technology in ways that support their missions to better serve the public. And its implementation of 

Government-wide policies promotes management best practices and efficient Government operations. 

GSA’s success relies on bringing together a talented and diverse workforce — including real estate 

experts, architects, acquisition specialists, programmers, data scientists, and policy analysts — and 

building a cohesive, customer-focused team.
U.S. General Services Administration Annual Performance Plan and Report

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MISSION, VISION, and VALUES

MISSION

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

and other mission-support services across Government.

VISION Effective and efficient Government for the American people.

VALUES Service  Accountability  Innovation

ORGANIZATIONAL STRUCTURE

Headquartered in Washington, D.C., 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.
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GSA LEADERSHIP

OFFICE OF THE ADMINISTRATOR 

Emily W. Murphy

Administrator

Allison F. Brigati

Deputy Administrator

 

Robert Borden

Chief of Staff

Brian F. Barnes

White House Liaison 

NATIONAL SERVICES 

OFFICE OF 

GOVERNMENT-WIDE 

POLICY

INDEPENDENT OFFICES

Julie Dunne

Federal Acquisition 

Service

Daniel W. Mathews

Public Buildings 

Service

Jessica Salmoiraghi

Office of Governmentwide Policy

Carol F. Ochoa

Office of the 

Inspector General

Jeri Somers

Civilian Board of 

Contract Appeals

REGIONAL SERVICES 

Chris Averill

Region 1 

New England 

Boston, MA

John A. Sarcone III

Region 2 Northeast & 

Caribbean 

New York, NY

Joyce C. Haas

Region 3

Mid-Atlantic 

Philadelphia, PA

Brian Stern

Region 4

Southeast Sunbelt 

Atlanta, GA

Bradley Hansher

Region 5 

Great Lakes 

Chicago, IL

Michael Copeland

Region 6

The Heartland

Kansas City, MO

Giancarlo Brizzi 

(Acting) Region 7

Greater Southwest 

Ft. Worth, TX

Penny Grout 

(Acting) Region 8 

Rocky Mountain 

Denver, CO

Thomas Scott

Region 9 

Pacific Rim 

San Francisco, CA

Chaun Benjamin

(Acting) Region 10 

Northwest/Arctic

Auburn, WA

Scott Anderson

Region 11

National Capital 

Washington, DC

STAFF OFFICES

Bob Stafford

Office of

Administrative

Services

Gerard Badorrek

Office of the Chief 

Financial Officer

David A. Shive

Office of GSA IT

Mary Gibert

Office of Civil Rights

Jeffrey A. Post

Office of 

Congressional and 

Intergovernmental 

Affairs 

Matthew Ford

(Acting) Office of 

Customer Experience

Jack St. John 

Office of General 

Counsel

Antonia T. Harris

Office of Human 

Resources

Management

Robert J. Carter

Office of Mission 

Assurance

Brian F. Barnes

(Acting) Office of

Small Business 

Utilization

Mark M. McHale

Office of Strategic 

Communication
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NATIONAL SERVICES and the OFFICE OF GOVERNMENT-WIDE POLICY

Federal Acquisition Service

The Federal Acquisition Service (FAS) offers Federal agencies more than 28 million different products 

and services, and annually delivers over $60 billion in information technology (IT) products, services, and 

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

management solutions, motor vehicles and fleet services, and charge card services. FAS manages over 

219,000 leased vehicles, more than 3.5 million charge cards, and provides personal property disposal 

services facilitating the reuse of $1 billion in excess and surplus personal property every year. FAS

leverages the buying power of the Federal Government to negotiate prices on many of the products and 

services required by agencies for daily operations. By arranging a network of service providers for IT and 

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

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

and State, Tribal, and local governments. Leveraging its technology transformation 

services and IT portfolios, FAS is developing and deploying Centers of Excellence to 

improve the public’s experience with Government by obtaining and sharing 

technology applications, platforms, and processes to make agencies’ services more 

accessible, efficient, and effective. 

Public Buildings Service 

The Public Buildings Service (PBS) provides high-quality facility and workspace solutions to more than 50 

Federal agencies, disposes of excess or unneeded Federal properties, and promotes the adoption of 

innovative workplace solutions and technologies. PBS acquires space on behalf of 

the Federal Government through new construction and leasing. PBS owns or leases 

more than 8,800 assets and maintains an inventory of nearly 370 million square feet 

of rentable workspace. Within this inventory, PBS has more than 413 owned and 

leased historic properties. Through lease and purchase transactions, PBS delivers the 

workspace necessary to meet the varied missions of its Federal customers. 

Office of Government-wide Policy

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

management excellence across the Federal Government for key administrative areas 

to include: shared services, travel and transportation, acquisition, fleet 

management, information technology modernization, and real estate management. 

OGP influences agency behavior in these areas through the development of 

Government-wide policy making, performance standards, data analysis and 

benchmarking, and transparent reporting of Government-wide data.
U.S. General Services Administration Annual Performance Plan and Report

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STAFF OFFICES

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

both on a day-to-day basis and in crisis situations:

➢ Office of Administrative Services (OAS)

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

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

Government resources, and effective risk management

➢ Office of the Chief Financial Officer (OCFO)

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

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

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

automation efforts.

➢ Office of GSA IT (GSA IT)

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

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

security and privacy requirements are implemented agency-wide.

➢ Office of Civil Rights (OCR)

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

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

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

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

filed by GSA employees.

➢ Office of Congressional and Intergovernmental Affairs (OCIA)

OCIA maintains agency liaison with Congress; prepares and coordinates the GSA annual 

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

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

proposed legislation impacting GSA.

➢ Office of Customer Experience (OCE)

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

stakeholders. OCE improves the end-to-end experience of GSA customers by aligning operations 

to customer needs. OCE leads qualitative and quantitative research, develops customer-centric 

strategies, builds the capacity of teams to practice human-centered design and gather customer 

feedback, and conducts pilots with internal and external partners.

➢ Office of General Counsel (OGC) 

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

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

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

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

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

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

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

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

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➢ Office of Human Resources Management (OHRM) 

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

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

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

workforce.

➢ Office of Mission Assurance (OMA)

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

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

HSPD-12 credentialing, emergency management, and contingency and continuity planning. OMA 

provides an enterprise-wide approach to mission assurance planning while ensuring the safety, 

privacy, and security of GSA facilities, personnel, and assets nationwide.

➢ Office of Small Business Utilization (OSBU) 

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

for small and disadvantaged businesses. OSBU collaborates with GSA mission-delivery and 

support offices to meet and exceed statutory prime and subcontracting small business and 

socio-economic small business goals. OSBU promotes small business access to GSA’s nationwide 

procurement opportunities, ensures small business participation, and provides training.

➢ Office of Strategic Communication (OSC) 

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

using communication to help GSA meet its mission and business goals. OSC services include 

internal communication, graphic design and production, media relations, web and social media, 

audiovisual production, writing and editing, speechwriting and executive communication, and 

risk communication and crisis management.

INDEPENDENT OFFICES

➢ Office of Inspector General (OIG) 

The OIG is responsible for promoting economy, efficiency, and effectiveness, and for detecting 

and preventing fraud, waste, and mismanagement in GSA programs and operations.

➢ Civilian Board of Contract Appeals (CBCA) 

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

adjudicate contract disputes between civilian Federal agencies and contractors under the 

Contract Disputes Act.
U.S. General Services Administration Annual Performance Plan and Report

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FY 2019 ANNUAL PERFORMANCE REPORT

GOALS (G)

Strategic Objectives (SO) and

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2016 

Results

FY 2017

Results

FY 2018 

Results

FY 2019 

Targets

FY 2019 

Results

(G1)

REAL ESTATE

Save taxpayer 

money through 

better 

management of 

Federal real 

estate.

SO 1.1 Reduce the cost of the Federal inventory

Vacant space in inventory ↓ PBS 3.0% 2.9% 3.3% 3.0% 3.3%

Percent of lease agreements negotiated at or 

below market rates ↔

⦿ Agency Priority Goal

PBS 49% 48% 44% 55% 48%

Percent of leased revenue available after 

administering leasing program ↔ PBS -1.16% -0.59% -0.40% 0 - 2% -0.56%

Percent of non-competitive sales and 

donations awarded within 220 days ↑

PBS 98% 90% 97.5% 93% 98%

Percent of public sale properties awarded 

within 135 days ↑

PBS 98% 98% 98% 98% 99%

Gross sales revenue from GSA and Federal 

Assets Sale and Transfers Act (FASTA) disposals 

(in millions) ↑

PBS $17.6 $50.2 $76.4 $15 $61.7

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

Energy intensity reduction (cumulative percent 

reduction from baseline year) ↑

PBS 3.78% 6.41% 5.41% 5.66%* 5.06% 

Percent of capital construction projects on 

schedule and on budget ↑

PBS 98% 99% 90% 85% 99%

Tenant satisfaction with Government-owned 

and -leased space (Facilities Management 

Index) ↑

PBS 69% 70% 69% 70% 70%

Percent of cleaning and maintenance costs 

within market range ↑

PBS 80.3% 73.2% 73.6% 80% 72%

*FY 2019 target was reset based on Executive Order 13834, Efficient Federal Operations. 
U.S. General Services Administration Annual Performance Plan and Report

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GOALS (G)

(continued)

Strategic Objectives (SO) and

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2016 

Results

FY 2017

Results

FY 2018 

Results

FY 2019 

Targets

FY 2019 

Results

(G2)

ACQUISITION

Establish GSA as 

the premier 

provider of 

efficient and 

effective 

acquisition 

solutions across 

the Federal 

Government.

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

customer mission objectives and changing market demand

Customer loyalty score (10-point scale) ↑ FAS 7.5 7.4 7.5 7.5 7.6

Acquisition program savings (in billions) ↑ FAS $6.02 $5.17 $5.86 $5.90 $6.51

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

access for our customers and suppliers

Supplier satisfaction score (5-point scale) ↑ FAS 3.70* 3.61* 3.69* 3.73* 3.65

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

Percent of GSA contract dollars awarded to 

small business through prime contracting ↑ OSBU 39.23% 42.68% 38.82% 30.0% 43.03%**

Percent of GSA contract dollars awarded 

through prime contracting to each socioeconomic small business category*** ↑

 SDB/WOSB (WO)/SDVOSB (SDV)/HUBZone (HUB)***

OSBU

SDB 21.64% 

WO 9.31% 

SDV 5.32% 

HUB 3.89%

22.60%

 8.85%

 6.45% 

 4.95%

19.94%

 8.55%

 5.63%

 3.98%

5%

5% 

3%

3%

SDB 19.93%**

WO 10.39%** 

SDV 4.98%** 

HUB 4.05%**

Percent of GSA contract dollars awarded to 

small business through subcontracting ↑ OSBU 26.3% 42.4% 24.1% 25.5% TBD**

Percent of GSA contract dollars awarded 

through subcontracting to each socioeconomic small business category ↑

SDB/WOSB/SDVOSB/HUBZone***

OSBU

SDB 7.60%

WO 5.90%

SDV 0.70% 

HUB 0.40%

5.30%

6.20%

1.90%

1.30%

5.50%

4.40%

1.62%

 0.94%

5%

5%

3%

3%

TBD**

Agency peer review score of Small Business Act 

compliance (SBA scorecard composite score) OSBU N/A 19.87% 20.5% 20% TBD**

Small business diversification across industries 

(SBA scorecard composite score) OSBU N/A 10.60% 11.8% 10% TBD**

Percent of Multiple Award Schedule (MAS) 

business volume from small businesses ↑ FAS 37.4% 39.7% 38.4% 33.0% 38.8%

 * Metric methodology was revised in FY 2018. FY 2016, FY 2017, and FY 2018 results reflect the new methodology. FY 2019 and FY 2020 

 targets are based on the new methodology. 

** The Small Business Administration (SBA) will report final FY 2019 results in 2020. Preliminary FY 2019 results are displayed as available.

*** SDB = Small Disadvantaged Business 

 WOSB = Women-Owned Small Business 

 SDVOSB = Service-Disabled Veteran-Owned Small Business 

 HUBZone = Historically Underutilized Business Zone
U.S. General Services Administration Annual Performance Plan and Report

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GOALS (G)

(continued)

Strategic Objectives (SO) and

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2016 

Results

FY 2017

Results

FY 2018 

Results

FY 2019 

Targets

FY 2019 

Results

(G3)

TECHNOLOGY

Improve the 

way Federal 

agencies buy, 

build, and use 

technology.

SO 3.1 Lead Government-wide technology modernization initiatives

Number of customer agency systems with 

Federal Risk and Authorization Management 

Program (FedRAMP) authorizations 

(cumulative) ↑

FAS 72 88 121 145 159

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

Volume of assisted technology acquisitions (in 

billions)↑ FAS $1.54 $3.68 $7.47 $7.61 $5.79

Volume of assisted technology acquisitions 

(number of acquisitions) ↑ FAS 333 422 354 364 269

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

Percent increase of Government-wide tiered 

data center closures (cumulative) ↑ OGP N/A 3.55% 8.95% 10.0% 13.09%

Percent of Government employees and 

contractors that log onto Government 

networks with a standardized, secure 

credential↑

OGP 72% 81% 96% 95% TBD*

(G4)

SHARED 

SERVICES

Design and 

deliver 

expanded 

shared services 

within GSA and 

across the 

Federal 

Government to 

improve 

performance 

and save 

taxpayer 

money.

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

offerings to support common business processes Government-wide

Number of agency-owned (non-GSA) vehicles 

studied and consolidated by GSA (vehicles 

studied/vehicles consolidated) ↑

⦿ Agency Priority Goal

FAS

n/a

studied

 1,136

consolidated

n/a

studied

911 

consolidated

76,238 

studied

1,790 

consolidated

100,000

studied

5,000 

consolidated

114,207

studied

1,805 

consolidated

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

Number of agencies using GSA’s M3 tools and 

best practices to assess readiness for shared 

services ↑

(discontinued in FY 2020)

OGP N/A 4 31 35 43

Number of business lines with completed 

business standards and data elements per the 

Federal Integrated Business Framework (FIBF)

(discontinued in FY 2020)

OGP N/A N/A N/A 3 1

*Results will be available after the annual OMB Federal Information Security Management Act report is released in August 2020.
U.S. General Services Administration Annual Performance Plan and Report

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GOALS (G)

(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2016 

Results

FY 2017 

Results

FY 2018 

Results

FY 2019 

Target

FY 2019 

Results

(continued)

(G4)

SHARED 

SERVICES

Design and 

deliver 

expanded 

shared services 

within GSA and 

across the 

Federal 

Government to 

improve 

performance 

and save 

taxpayer 

money.

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

internal support services, while providing policy guidance across Government

Total GSA operating cost as a percentage of 

goods and services provided ↓ OCFO 9.44% 9.25% 8.45% 9.00% 8.01%

Effectiveness of GSA CXO functions, as 

measured by customer satisfaction (7-point 

scale) ↑

CXO 4.96 5.07 5.16 5.23 5.42

Percent of GSA IT portfolio utilizing cloud 

technologies ↑ OCIO 42% 42% 47% 50% 50%

Competition rate for GSA acquisitions ↑ OGP 80.3% 81.4% 82.6% 80.0% 85.4%

Competitive One-Bid rate for GSA acquisitions↓ OGP 14.3% 14.9% 18.0% 15.0% 15.4%

Federal Employee Viewpoint Survey —

Connection to GSA's mission (percent positive) 

↑

GSA 

Service & 

Staff 

Offices 

72.2% 76.2% 77% 78% 79.6%
U.S. General Services Administration Annual Performance Plan and Report

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FY 2021 ANNUAL PERFORMANCE PLAN

STRATEGIC FRAMEWORK

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

STRATEGIC GOALS (G)

(G1) REAL ESTATE

Save taxpayer money through 

better management of Federal 

real estate.

 (G2) ACQUISITION

Establish GSA as the premier 

provider of efficient and 

effective acquisition solutions 

across the Federal Government. 

(G3) TECHNOLOGY

Improve the way Federal 

agencies buy, build, and use 

technology.

(G4) SHARED SERVICES

Design and deliver expanded 

shared services within GSA and 

across the Federal Government 

to improve performance and 

save taxpayer money.

STRATEGIC OBJECTIVES (SO) and PERFORMANCE GOALS (PG)

SO 1.1 Reduce the cost of the 

Federal inventory. 

● PG 1.1.1 Reduce vacant space in 

inventory

● PG 1.1.2 Lease cost relative to the 

average market rate 

● PG 1.1.3 Generate sufficient funds 

from operations to effectively 

operate GSA leased buildings 

● PG 1.1.4 Timely award of noncompetitive sales and donations

● PG 1.1.5 Timely award of public 

sale properties

● PG 1.1.6 Generate revenue from 

real property sales 

SO 2.1 Design and deliver GSA 

products and services that yield 

measurable savings while 

aligning with customer mission 

objectives and changing market 

demand. 

● PG 2.1.1 Increase customer 

satisfaction

● PG 2.1.2 Expand the use of GSA 

acquisition solutions across the 

Government

SO 3.1 Lead Governmentwide technology 

modernization initiatives.

● PG 3.1.1 Provide agencies with 

cloud authorizations to 

modernize IT portfolios 

● PG 3.1.2 Expand agencies’ use 

of GSA technology solutions 

SO 4.1 Develop new 

organizational capabilities to 

understand customer demand 

and deliver integrated offerings 

to support common business 

processes Government-wide.

● PG 4.1.1 Expand centralized 

services

SO 2.2 Make it easier to do 

business with the Government 

by simplifying processes and 

streamlining access for our 

customers and suppliers.

● PG 2.2.1 Increase supplier 

satisfaction

● PG 2.2.2 Consolidate Multiple 

Award Schedule

SO 3.2 Drive more efficient 

and innovative Government 

procurement of technology 

services. 

● PG 3.2.1 Improve agency 

technology procurement 

capabilities through acquisition 

consulting

SO 4.2 Promote adoption of 

shared services by agencies 

through policy, guidance, and 

benchmarking. 

● PG 4.2.1 Reduce barriers to entry 

to facilitate easier adoption of 

shared services

SO 1.2 Establish GSA as a more 

effective provider of real estate 

services for all agencies.

● PG 1.2.1 Reduce total energy 

intensity 

● PG 1.2.2 Complete capital projects 

on schedule and budget

● PG 1.2.3 Improve tenant 

satisfaction in Government-owned 

and -leased space — Facilities 

Management Index

● PG 1.2.4 Provide building cleaning 

and maintenance at competitive 

costs

SO 2.3 Enhance customer 

agency access to qualified small 

and socio-economic businesses.

● PG 2.3.1 Create more 

opportunities for small and 

socio-economic businesses

SO 3.3 Lead implementation 

of technical standards, 

policies, and strategies.

● PG 3.3.1 Provide agencies with 

the tools and resources to 

implement IT standards and 

policies

SO 4.3 Support the overall 

mission of GSA by investing in 

our employees and modeling 

how we deliver internal support 

services, while providing policy 

guidance across Government.

● PG 4.3.1 Efficient and effective 

mission-support services at GSA 

(CXO and non-CXO functions)

● PG 4.3.2 Highly engaged GSA 

workforce that is prepared to 

support and deliver new and 

expanded offerings
U.S. General Services Administration Annual Performance Plan and Report

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STRATEGIC OBJECTIVES (SO) and PERFORMANCE INDICATORS SUMMARY

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2017

Results

FY 2018 

Results

FY 2019

Results

FY 2020 

Targets

FY 2021 

Targets

SO 1.1 Reduce the cost of the Federal inventory

Vacant space in inventory ↓ PBS 2.9% 3.3% 3.3% 3.0% 3.0%

Lease cost relative to average market rate ↓

⦿ FY 2020 - 2021 Agency Priority Goal PBS -3.7% -5.2% -17% ≦ -7.0% ≦ -7.0% 

Percent of leased revenue available after administering 

leasing program ↔ PBS -0.59% -0.40% -0.56% -1.1% to 1% -1.1% to 1% 

Percent of non-competitive sales and donations awarded 

within 220 days ↑

PBS 90% 97.5% 98% 93% 93%

Percent of public sale properties awarded within 135 days↑ PBS 98% 98% 99% 98% 98%

Gross sales revenue from GSA disposals (in millions) ↑ PBS $50.2 $76.4 $61.7 $15.0 $13.5

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

Energy intensity reduction (cumulative % reduction from 

baseline year) ↑ *

PBS 6.41% 5.41% 5.06% 5.31%

-0.25% of

FY 2020 

Results

Percent of capital construction projects on schedule and on 

budget ↑

PBS 99% 90% 99% 90% 90%

Tenant satisfaction with Government-owned and -leased 

space (Facilities Management Index) ↑

PBS 70% 69% 70% 71% 71%

Percent of cleaning and maintenance costs within market 

range ↑

PBS 73.2% 73.6% 72% 80% 80%

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

objectives and changing market demand

Customer loyalty score (10-point scale) ↑ FAS 7.4 7.5 7.6 7.6 7.7

Acquisition program savings (in billions) ↑ FAS $5.17 $5.86 $6.51 $6.6 $6.7

* FY 2020 target was reset based on Executive Order 13834, Efficient Federal Operations.
U.S. General Services Administration Annual Performance Plan and Report

14

(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2017 

Results

FY 2018 

Results 

FY 2019 

Results

FY 2020 

Targets

FY 2021 

Targets

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

customers and suppliers

Supplier satisfaction score (5-point scale) ↑ FAS 3.61 3.69 3.65 3.70 3.75

Percent of vendors transitioned to new consolidated Multiple 

Award Schedule (MAS) 

⦿ FY 2020 - 2021 Agency Priority Goal

FAS N/A N/A N/A 50% 100%

Multiple Award Schedule (MAS) Sales (in billions)

⦿ FY 2020 - 2021 Agency Priority Goal FAS $31.1B $31.2B $32.0 $32.3 $32.5

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

Percent of GSA contract dollars awarded to small business 

through prime contracting ↑ OSBU 42.68% 38.82% 43.03%* 29.0% TBD**

Percent of GSA contract dollars awarded through prime 

contracting to each socio-economic small business category↑

SDB / WOSB / SDVOSB (SDV) / HUBZone (HUB) ***

OSBU

22.60%

8.85%

6.45%

4.95%

19.94%

 8.55%

 5.63%

 3.98%

SDB 19.93%* 

WOSB 10.39%* 

SDV 4.98%* 

HUB 4.05%*

5% 

5%

3%

3%

5% 

5%

3%

3%

Percent of GSA contract dollars awarded to small business 

through subcontracting ↑ OSBU 42.4% 24.1% TBD* 24.0% TBD**

Percent of GSA contract dollars awarded through 

subcontracting to each socio-economic small business 

category ↑

SDB / WOSB / SDVOSB / HUBZone***

OSBU

5.30%

6.20%

1.90%

1.30%

5.50%

4.40%

1.62% 

0.94%

TBD*

5%

5%

3%

3%

5%

5%

3%

3%

Agency peer review score of Small Business Act compliance 

(SBA scorecard composite score) OSBU 19.87% 20.5% TBD* 20% TBD**

Small business diversification across industries 

(SBA scorecard composite score) OSBU 10.6% 11.8% TBD* 10% TBD**

Percent of Multiple Award Schedule (MAS) business volume 

from small businesses ↑ FAS 39.7% 38.4% 38.8% 33.0% 33.0%

SO 3.1 Lead Government-wide technology modernization initiatives

Number of customer agency systems with FedRAMP 

authorizations (cumulative) ↑

FAS 88 121 159 183 210

Percent of Major IT Project spend with GSA involvement ↑ FAS N/A 22% 23% 24% 25%

 * The Small Business Administration (SBA) will report final FY 2019 results in 2020. Preliminary FY 2019 results are displayed as available.

 ** Target will be set by SBA. 

 *** SDB = Small Disadvantaged Business 

 WOSB = Women-Owned Small Business 

 SDVOSB = Service-Disabled Veteran-Owned Small Business 

 HUBZone = Historically Underutilized Business Zone
U.S. General Services Administration Annual Performance Plan and Report

15

(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2017 

Results

FY 2018 

Results

FY 2019 

Results

FY 2020 

Targets

FY 2021 

Targets

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

Centers of Excellence (# of Interagency Agreements (IAAs) 

signed) (cumulative) ↑

FAS N/A 2 5 7 10

Centers of Excellence (#) (cumulative) ↑ FAS N/A 5 14 19 26

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

Percent increase of Government-wide tiered data center 

closures (cumulative) ↑ OGP 3.55% 8.95% 13.09% 14.0% N/A**

Percent of Government employees and contractors that log 

onto Government networks with a standardized, secure 

credential ↑

OGP 81% 96% TBD* 98% N/A**

Number of cloud strategies and action plans developed in 

accordance with update to Data Center Optimization 

Initiative (DCOI) ↑

OGP N/A N/A N/A 5 5

Number of CFO Act agencies with updated risk assessments 

completed utilizing Federal Identity, Credential, and Access 

Management (FICAM) playbooks and tool (cumulative) ↑

OGP N/A N/A N/A 6 12

*Results will be available after the annual OMB Federal Information Security Management Act report is released in August 2020.

**Metric to be discontinued in FY 2021.
U.S. General Services Administration Annual Performance Plan and Report

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(continued)

Performance Indicators

(Desired trend direction: ↑= increasing 

↓= decreasing ↔ = within range)

Lead 

Office

FY 2017 

Results

FY 2018 

Results

FY 2019

Results

FY 2020 

Targets

FY 2021 

Targets

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

support common business processes Government-wide

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

GSA FAS 911 1,790 1,805 1,500 2,000

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

Number of business lines that go through a readiness 

assessment ↑ OGP N/A 5 1 1 1

Number of components that have advanced to the next stage 

of the standards development process as part of the FIBF ↑

OGP 0 5 15 12 12

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

services, while providing policy guidance across Government

Total GSA operating cost as a percentage of goods and 

services provided ↓ OCFO 9.25% 8.45% 8.01% 8.60% 8.50%

Effectiveness of GSA CXO functions, as measured by customer 

satisfaction (7-point scale) ↑

CXO 5.07 5.16 5.42 5.27 5.40

Percent of GSA IT portfolio utilizing cloud technologies ↑ GSA IT 42% 47% 50% 52% 53%

Competition rate for GSA acquisitions ↑ OGP 81.4% 82.6% 85.4% 80.0% 80.0%

Competitive One-Bid rate for GSA acquisitions↓ OGP 14.9% 18.0% 15.4% 15.0% 15.0%

Federal Employee Viewpoint Survey - Connection to GSA's 

Mission (% positive) ↑

GSA 

Service & 

Staff 

Offices 

76.2% 77% 79.6% 79% 79%

 
U.S. General Services Administration Annual Performance Plan and Report

17

FY 2020 to 2021 AGENCY PRIORITY GOALS (APGs) 

APG 1

Lease Cost Relative to Market (LCRM)

GSA will achieve savings for the taxpayer by negotiating leases below average market rates 

by engaging in longer lease terms when they allow GSA to obtain more favorable rates and 

conditions; increasing the use of the force multiplier tools, both the Automated Advanced 

Acquisition Program (AAAP) and the GSA Leasing Support (GLS) services contract; and 

timely replacement of expiring leases.

APG 2

Multiple Award Schedule Reform - Schedules Consolidation 

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

experience easy, efficient, and modern, GSA will consolidate the agency’s 24 Multiple 

Award Schedules (MAS) into one single Schedule for products, services, and solutions by 

the end of FY 2021 for more than 12,000 vendors. The single Schedule will have consistent 

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

way the agencies buy.
U.S. General Services Administration Annual Performance Plan and Report

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FY 2021 ANNUAL PERFORMANCE PLAN DETAILS

STRATEGIC GOAL 1 

Save taxpayer money through better management of Federal 

real estate.

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

of the GSA real estate portfolio. Effective asset management, integrated delivery of workspace 

solutions, and consistent application of project management principles will provide customers the 

opportunity to enhance their work environments, reduce real estate costs, and effectively deliver on 

their missions. Reduced real estate costs should provide opportunities for customers to shift spending to 

mission-related activities.

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

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

doing so, GSA will continue to promote investments to optimize federally owned assets and lower the 

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

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

_____________________________________________________________________________

Strategic Objective 1.1: Reduce the cost of Federal inventory.

PBS’ execution of the Real Estate Investment and Savings Strategy in FY 2020 will be central to the 

delivery of real estate solutions and will achieve savings for the American taxpayer. This initiative 

presents an opportunity to reduce future spending on leased space by billions of dollars. PBS can 

achieve lower rental rates and reduce future rental of space payments significantly by replacing the 

large inventory of expiring leases with leases at a reduced square footage, with longer terms, and with 

rates negotiated at or below market rental rates. 

During the period from FY 2019 through FY 2023, approximately 60 percent of PBS leases will expire. 

This creates a unique opportunity to restructure this lease portfolio and meet agency facility needs at a 

significantly reduced cost over the life of the replacement leases. In FY 2018, PBS initiated the Lease 

Cost Avoidance Plan (LCAP) to replace these leases and restructure the PBS portfolio. PBS established a 

Lease Cost Avoidance goal of reducing Federal Buildings Fund obligations by approximately $4.7 billion

over the duration of these lease contracts. This new approach to PBS leasing was incorporated into the 

Real Estate Investment and Savings Strategy in FY 2019.

In order to achieve the benefits in managing lease expirations, PBS realigned internal resources to 

critical positions and will allot additional resources to increasing productivity and accelerating the lease 

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

missions. The Real Estate Investment and Savings Strategic initiative creates a tremendous opportunity 

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

Key Strategies

A. Footprint Optimization 

a. Invest in major building improvements, new construction, and consolidation projects to 

accelerate the reduction of space. Backfill Federal space with agencies occupying costly 

leased space upon lease expiration. Balance investments between new construction and 

existing assets to effectively manage GSA’s portfolio of Federal assets.
U.S. General Services Administration Annual Performance Plan and Report

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b. Increase assets with positive funds from operations by continuing to identify and invest 

in core assets on the basis of Federal need, asset use, asset condition, and market value.

c. Dispose of underperforming Federal assets by working with agencies to develop and 

prioritize effective and efficient real property repositioning strategies. Aggressively 

identify and dispose of underperforming Federal assets through expanded sales and out 

leases, auctions, and transfers to local entities. Partner with stakeholders to ensure 

disposal projects leave a positive impact on communities.

B. Lease Cost Avoidance 

a. Increase use of longer lease terms, where appropriate, as a mechanism for cost 

avoidance.

b. Increase use of the Automated Advanced Acquisition Program (AAAP) and broker 

services contracts to accelerate the lease replacement rate and avoid costly lease 

extensions. AAAP is a multiple award lease procurement tool. It allows potential 

suppliers to compete for Federal leases by submitting a single offer through an online 

portal. The broker contractor assists GSA in delivering the best value by leveraging 

private sector resources and expertise to assist in accomplishing the leasing workload.

C. PBS Productivity 

a. PBS is evaluating resource needs across the organization to ensure staff are in place and 

equipped to successfully carry out the plan. Strategic investment in human capital, 

specifically with regard to expertise in lease contracting, construction management, and 

cost estimating will ensure staff expertise is aligned with the opportunity to capitalize 

on upcoming lease expirations.

b. Invest additional resources to achieve the benefits in managing lease expirations.

Goal Leader Daniel W. Mathews, Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management and Customer Engagement

● Leasing

● Real Property Utilization and Disposal

● Construction and Acquisition

Strategic Objective 1.1 – FY 2019 Progress Update

FY 2018, GSA is on a trajectory to realize major cost avoidance for the taxpayer. By partnering with 

customer agencies to shape the demand for leased space and improving lease execution practices, GSA 

avoided approximately $2 billion in full term lease costs through FY 2019 and is projecting to avoid 

approximately $4.7 billion in total full term lease costs by FY 2023. For FY 2019, GSA negotiated 48 

percent (261 out of 544 transactions) of leases at or below the average of comparable market rates, 

which is an improvement over FY 2018 (44 percent). The total aggregated GSA lease costs were 17 

percent below market lease costs, compared to 5.2 percent at the end of FY 2018, which is a dramatic 

improvement over a 2-year time period. 

By focusing on improving the utilization rates in larger lease transactions and negotiating longer term 

leases, when appropriate, GSA is generating major overall lease cost avoidance. In FY 2019, 46 percent 

of leases had a firm term of 10 years or greater, compared to only 26 percent at the end of FY 2017.

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

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

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

improving utilization will reduce the size and cost of the overall Federal inventory. Vacant space remains 
U.S. General Services Administration Annual Performance Plan and Report

20

slightly higher than the 3-percent target due to Reduce the Footprint and consolidation initiatives that 

require holding on to vacant space for more strategic asset business planning. While GSA is slightly 

higher than its target, GSA’s vacant space remains lower than the private sector. Since FY 2015, when 

the Reduce the Footprint Initiative began, GSA has helped its customers reduce almost 5 million 

rentable square feet (RSF). In FY 2019, GSA increased its portfolio by approximately 900,000 RSF; 

however, 1.7 million RSF in GSA’s inventory in FY 2019 was attributed to temporary lease space for 

Census 2020. GSA’s Real Property Disposal Division awarded 167 disposal projects on behalf of all 

Federal agencies totaling 879,000 RSF. In an effort to save taxpayer money through better management 

of Federal real estate, GSA will continue to look at ways to restructure the Federal portfolio while 

partnering with customer agencies.

Performance Goal 1.1.1 - Reduce vacant space in inventory

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

operational costs.

Performance 

Indicator Definition

Vacant space in inventory:

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

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

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

leased workspace inventory. GSA excludes space currently undergoing major 

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

inventory data set.

Progress Update In FY 2019, GSA had 3.3 percent vacant space in owned and leased buildings, 

missing the target by 0.3 percent. GSA’s vacant space is well below the 12 

percent rate in the private sector (based on the CBRE US Vacant Office Rate). 

GSA’s goal remains 3.0 percent vacancy and efforts continue towards 

lowering this rate. In FY 2020 and beyond, GSA will continue to develop costeffective housing strategies to reduce space, including vacant space, to save 

agencies and taxpayer money.

Vacant space in inventory

Fiscal Year Target Results

2016 3.2% 3.0%

2017 3.2% 2.9%

2018 3.0% 3.3%

2019 3.0% 3.3%

2020 3.0% N/A

2021 3.0% N/A

Lead Office: Public Buildings Service

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

 ⦿ Agency Priority Goal 

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

acquires Federal office space at the best value for the taxpayer.
U.S. General Services Administration Annual Performance Plan and Report

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Performance Indicator 

Definition

Percent of lease agreements negotiated at or below market rates 

⦿ FY 2018–2019 Agency Priority Goal (discontinued in FY 2020):

Compares GSA leasing costs to private sector benchmarks for equivalent 

office space in major markets. The market lease rate is based on GSA’s 

Bullseye report, which combines rates from respected nationwide 

commercial real estate sources. The net present value of life-cycle 

leasing transaction costs are used to compare negotiated leases with 

market value leases.

Lease cost relative to the average market rate 

⦿ FY 2020–2021 Agency Priority Goal:

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

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

space.

Progress Update Through the fourth quarter of FY 2019, GSA negotiated 48 percent (261 

out of 544 transactions) of leases at or below the average market rates. 

Although a little more than half of the individual transactions were 

above market costs, the total aggregated GSA lease costs were 17 

percent below market lease costs ($495.4 million in present day dollars).

Percent of lease agreements negotiated at or below market rates

⦿ FY 2018–2019 Agency Priority Goal

(discontinued in FY 2020)

Fiscal Year Target Results

2016 55% 49%

2017 55% 48%

2018 55% 44%

2019 55% 48%

Lead Office: Public Buildings Service

Lease cost relative to the average market rate

⦿ FY 2020–2021 Agency Priority Goal

Fiscal Year Target Results

2017 Baseline -3.7%

2018 Baseline -5.2%

2019 Baseline -17.0%

2020 ≦ -7.0% N/A

2021 ≦ -7.0% N/A

Lead Office: Public Buildings Service

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

 leased buildings

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

administration costs demonstrates that the leasing program can efficiently 

operate within the fees collected from customer agencies. Efficient 

delivery of leased workspace provides agencies greater flexibility in 

housing their workforce and operations and managing their resources.
U.S. General Services Administration Annual Performance Plan and Report

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Performance Indicator 

Definition

Percent of leased revenue available after administering the leasing 

program: 

This performance indicator measures the leasing program’s revenue 

available after program administration costs and is calculated by taking 

the leased inventory revenue minus all expenses (excluding depreciation) 

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

greater than revenues.

Progress Update In FY 2019, GSA had -0.56 percent of lease revenue available after 

administering the lease program, which is below GSA’s target of 0 to 2 

percent. GSA is investing in additional resources dedicated to executing 

the Leasing program in support of its long term savings goals. Specifically, 

PBS in dedicating additional resources to the replacement of expiring high 

value leases with longer term leases to achieve greater lease savings. 

GSA’s adjusted targets in FY 2020 and FY 2021 reflect this strategy since 

the increase in funded expenses for resources will impact this measure 

negatively. GSA will work to improve this performance goal by working 

collaboratively across the organization. Specifically, GSA will focus on 

timely and accurate customer billing and lessor payments, vacant space 

and related security expenses, lease formulation and buyout costs, and 

general and administrative expenses in excess of PBS fee revenue for 

small dollar value leases. GSA is also working to capture efficiencies by 

automating certain processes. GSA’s goal is to balance expenses with 

revenue in FY 2020.

Percent of leased revenue available after administering leasing program 

Fiscal Year Target Results

2016 0% to 2% -1.16%

2017 0% to 2% -0.59%

2018 0% to 2% -0.40%

2019 0% to 2% -0.56%

2020 -1.1% to 1% N/A

2021 -1.1% to 1% N/A

Lead Office: Public Buildings Service

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

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

the speed of disposing surplus Federal property and supports the 

management of a financially self-sustaining portfolio. Maintaining a 

viable, self-sustaining inventory of real properties ensures Federal 

agencies have the appropriate facilities at the best cost.

Performance Indicator 

Definition

Percent of non-competitive sales and donations awarded within 220 

days:

Reports the number of non-competitive sales and donations awarded 

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

Hold time occurs when a disposal action experiences a delay because of 
U.S. General Services Administration Annual Performance Plan and Report

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pending legislation, environmental concerns, title problems, historical 

building reviews, or litigation. 

Non-competitive sales and donations include negotiated sales, public 

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

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

sponsoring agency, or deeded to a public body.

Progress Update Real Property Utilization and Disposal has been operating at stretch-goal 

performance with regard to this measure; 98 percent of non-competitive 

sales and donations were awarded within 220 days. Although many 

factors beyond PBS’ control can affect the cycle-time of these types of 

disposals, PBS is optimistic that the organization can continue to maintain 

this level of stretch-goal performance in the long-term.

Percent of non-competitive sales and donations awarded within 220 days 

Fiscal Year Target Results

2016 90% 98%

2017 90% 90%

2018 93% 97.5%

2019 93% 98%

2020 93% N/A

2021 93% N/A

Lead Office: Public Buildings Service

Performance Goal 1.1.5 - Timely award of public sale properties

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

surplus Federal properties and supports the management of a financially 

self-sustaining portfolio of Federal real property assets. Maintaining a 

viable, self-sustaining inventory of real property ensures Federal 

agencies have the appropriate facilities at the best cost.

Performance Indicator 

Definition

Percent of public sale properties awarded within 135 days:

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

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

disposal experiences an unavoidable delay because of pending 

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

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

purchaser.

Progress Update Real Property Utilization and Disposal has been operating at stretch-goal 

performance and achieved 99 percent of total public sales on time in FY 

2019. Although issues beyond PBS’ control can negatively affect the 

cycle-time for public sales (e.g., weak real estate markets, poor property 

condition, public resistance to the Government property sale, etc.). PBS 

is optimistic that this level of performance can be sustained. 
U.S. General Services Administration Annual Performance Plan and Report

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Percent of public sale properties awarded within 135 days

Fiscal Year Target Results

2016 90% 98% 

2017 90% 98%

2018 98% 98%

2019 98% 99%

2020 98% N/A

2021 98% N/A

Lead Office: Public Buildings Service

Performance Goal 1.1.6 - Generate revenue from GSA disposals 

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

Government’s inventory of civilian real property, returns underutilized 

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

monetary value returned on the taxpayer’s investments.

Performance Indicator 

Definition

Gross sales revenue from GSA disposals ($):

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

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

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

also include any revenue from federal transfers.

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

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

GSA continues to evaluate their portfolio and conduct due diligence to 

identify additional under and unutilized properties that will be reported 

excess with anticipated sales dates in FY 2021.

Gross sales revenue from GSA disposals (in millions)

Fiscal Year Target Results

2016 N/A $17.6

2017 N/A $50.2

2018 N/A $76.4

2019 $15.0 $61.7

2020 $15.0 N/A

2021 $13.5 N/A

Lead Office: Public Buildings Service

 
U.S. General Services Administration Annual Performance Plan and Report

25

______________________________________________________________________________

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

all agencies.

GSA will support Federal agencies in fulfilling their mission by offering integrated turn-key services, 

providing high-quality facility and workspace solutions, and improving responsiveness and value to 

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

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

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

methodology to gauge the Federal customer's experience and satisfaction with services. Finally, GSA will 

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

Key Strategies

A. Use targeted capital investments to optimize owned Federal assets and enable lease cost 

avoidance.

a. Build high-value roadmap for highest return on investment (ROI) projects to reshape the 

portfolio.

b. Set up rapid impact teams for key clients. Streamline the process to address urgent and 

compelling customer needs.

c. Work with FASTA board to rapidly assess and act on proposed portfolio for real property 

disposals of underutilized Government real property.

d. Work with Federal Real Property Council (FRPC) to establish Government performance 

standards for real property.

B. Save taxpayer dollars by shaping demand for and improving the execution of leases. 

a. Focus efforts on the highest-value leases. Twenty percent of GSA’s leases account for 80 

percent of the agency’s rental payments. 

b. Reduce the footprint through advanced and collaborative planning on expiring leases. 

Advanced planning allows GSA to work with its customers by identifying essential needs, 

acting on best alternatives to improve workspace utilization, and negotiating below 

market rates.

c. Work with external stakeholders to improve timely appropriations associated with 

funding future tenant agency moves and construction projects.

C. Improve the efficiency with which GSA delivers workspace to the Government by leveraging 

talent and improving processes and tools.

a. Strategic Talent Management: Plan for the workforce of the future by shifting human 

capital to focus on higher value work. 

i. Establish a strategic talent management board within PBS and in partnership 

with the Office of Human Resource Management (OHRM), achieving a concise 

and successful staffing plan. 

ii. Leverage OHRM resources to deliver results within budget constraints.

b. Facilities Optimization: Standardize core processes by leveraging shared tools and 

resources.

i. Collect information on core and non-core services, best practices, and areas of 

improvement.

ii. Develop a national staffing strategy for key facilities by using subject matter 

experts.

iii. Develop a measure for regional efficiency.

c. Global Project Management: Consistently adhere to agreed-upon practices and 

standards across leasing, small projects, and capital projects.
U.S. General Services Administration Annual Performance Plan and Report

26

i. Replace and improve ePM, a web-based tool that creates a collaborative work 

environment for PBS-sponsored projects. This tool allows project teams to 

consolidate coordination of planning, design, procurement, and construction 

processes into a single, collaborative system.

d. Improve PBS collaboration with FAS. Coordinate on procurement and customer needs.

Goal Leader Daniel W. Mathews, Commissioner

Public Buildings Service

Contributing Programs ● Portfolio Management

● Real Property Disposal

● Construction and Acquisition

● Building Operations

● Repairs and Alterations

● GSA Customer Experience

Strategic Objective 1.2 – FY 2019 Progress Update

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

it delivers programs. Standardizing core processes, leveraging shared tools, and better aligning human 

capital resources to core mission needs ensures that the agency can deliver the highest quality services 

in the most efficient and effective ways, significantly lowering costs to the American taxpayer.

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

energy consumption in Federal buildings. Over the past 3 years, GSA achieved approximately a 5-

percent decrease in BTUs per gross square foot, and an almost 30 percent decrease when compared to 

the FY 2003 baseline year. GSA will continue to undertake cost-effective retrofit and Energy Savings 

Performance Contract projects in support of this goal. PBS is undertaking a nationwide effort to examine

the methods and tools used to procure building maintenance and custodial services, lowering operating 

costs without impacting service levels to GSA’s Federal tenants. GSA continues to meet the performance 

target for keeping capital projects on schedule and within budget.

Performance Goal 1.2.1 - Reduce total energy intensity

Benefit to the Public Responsible management of energy use in Federal workspaces lowers 

costs to the American people, provides greater availability of domestic 

energy resources for other purposes, and contributes to better air 

quality, energy independence, and mission assurance.

Performance Indicator 

Definition

Energy intensity reduction (cumulative percent reduction in BTU per 

gross square foot, from baseline year of FY 2015):

This measure assesses PBS' progress towards improving energy intensity 

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

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

buildings, and it is measured in British thermal units of energy per gross 

square foot (BTU/GSF). Energy intensity reduction mandates and specific 

percentage targets are part of several laws and Executive orders from 

the past; however, the most recent Executive order (Executive Order 

13693) to contain a specific energy intensity reduction target was 

rescinded and replaced by Order 13834. This Executive order does not 

contain a specific reduction target or energy usage goal.
U.S. General Services Administration Annual Performance Plan and Report

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Progress Update Energy usage was volatile for the first few months of FY 2019 and 

increased by nearly 1 percent through February 2020. Weather 

conditions across most of the country were significantly colder in the 

first 5 months of FY 2019 as compared to the same period in FY 2018. As 

the inventory has become more efficient, the correlation between 

energy usage and weather conditions has grown stronger. 

However, by the end of the summer, PBS managed to reduce energy 

usage by over 1 percent from its high point earlier in the year. PBS 

considers this a major accomplishment even though the FY 2019 overall 

goal was not met. 

The strategy for FY 2020 is to: 

 Build on the successes of FY 2019;

 Devote significant time to researching better methods for 

deriving energy targets; and 

 Analyze the inventory and its potential for further reduction. 

Energy intensity reduction 

(cumulative percent reduction from FY 2015 baseline) 

Fiscal Year Target Results

2016 1.70% 3.78% 

2017 5.00% 6.41%

2018 7.50% 5.41%

2019 5.66% 5.06%

2020 5.31% N/A

2021 -0.25% of FY 2020 Results N/A

Lead Office: Public Buildings Service

 

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

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

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

renovated facilities reduces resource demands on customer agencies 

and translates into higher operational effectiveness and lower 

operational costs.

Performance Indicator 

Definition

Percent of capital construction projects on schedule and on budget:

Reports the percentage of prospectus-level construction projects 

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

Using an earned value technique, this measure assesses project 

performance on all prospectus-level projects.

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

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

to the GSA real estate portfolio.
U.S. General Services Administration Annual Performance Plan and Report

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Progress Update PBS finished FY 2019 with 77 projects valued at $3.4 billion in 

construction. Of these, 35 projects valued at $953 million reached 

substantial completion in FY 2019. The high level of performance can be 

attributed to project teams carefully keeping scope, schedule, and 

budget in alignment and closely managing risks on projects.

The largest projects completed on schedule and budget in FY 2019 

include:

 Land Port of Entry, Laredo, TX ($99 million);

 Harry S. Truman Building modernization, Phase 1C, Washington, 

DC ($86 million);

 Herbert C. Hoover Building renovation, Phase 4, Washington, DC 

($83 million);

 Robert A. Young seismic retrofit, St. Louis, MO ($75 million);

 Land Port of Entry, Columbus, TX ($71 million);

 St. Elizabeth’s West Campus Phase 2A Building 54, Washington, 

DC ($49 million);

 Belle Meade Northern Parcel remediation, Belle Meade, NJ ($46 

million);

 Frank Hagel Federal Building Phase 1 seismic retrofit, Richmond, 

CA ($28 million); and 

 Land Port of Entry, Phase 2, San Ysidro, CA ($157 million).

Percent of capital construction projects on schedule and on budget

Fiscal Year Target Results

2016 90% 98% 

2017 90% 99%

2018 90% 90%

2019 85% 99%

2020 90% N/A

2021 90% N/A

Lead Office: Public Buildings Service

Performance Goal 1.2.3 - Improve tenant satisfaction in Government owned and leased space.

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

is providing safe, reliable, productive, and sustainable workplace 

environments that support the business of the Federal Government at 

the best value to the taxpayer.
U.S. General Services Administration Annual Performance Plan and Report

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Performance Indicator 

Definition

Tenant satisfaction with Government-owned and leased space –

Facilities Management (FM) Index:

The FM Index comprises nine existing questions from the Tenant 

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

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

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

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

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

responses. 

Progress Update The overall result of 70 percent represents a 1 percent increase over the 

FY 2018 Facilities Management Index. The score was maintained or 

improved over FY 2018 in 10 of 11 GSA Regions. In FY 2020, PBS’s action 

planning strategy will continue to focus on targeting facilities for 

improvement based on scores from the individual questions.

Tenant satisfaction with Government-owned and -leased space 

Facilities Management (FM) Index 

Fiscal Year Target Results

2016 Baseline 69%

2017 Baseline 70%

2018 69% 69%

2019 70% 70%

2020 71% N/A

2021 71% N/A

Lead Office: Public Buildings Service

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

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

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

more of their resources towards meeting mission requirements. 

Performance Indicator 

Definition

Percent of cleaning and maintenance costs within market range:

GSA tracks the percentage of cleaning and maintenance costs against 

the market. 80 percent of Federal buildings are tracked in the measure. 

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

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

benchmark PBS against private sector operations for office and officelike buildings.

Progress Update GSA tracks and compares PBS cleaning and maintenance costs against 

the market. The national target is 80 percent of Federal buildings 

tracked in the measure are within the market range. 

Although GSA did not meet the FY 2019 goal to keep 80 percent of 

measured buildings’ cleaning and maintenance costs within market 

range, 72 percent was achieved. The actual cost difference between 

GSA and Industry was $0.11/RSF, down from $0.19/RSF in FY 2018. 
U.S. General Services Administration Annual Performance Plan and Report

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Percent of cleaning and maintenance costs within market range

Fiscal Year Target Results

2016 80% 80.3%

2017 80% 73.2%

2018 78% 73.6%

2019 80% 72%

2020 80% N/A

2021 80% N/A

Lead Office: Public Buildings Service

___________________________________________________

STRATEGIC GOAL 2 

Establish GSA as the premier provider of efficient and effective 

acquisition solutions across the Federal Government.

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

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

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

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

and services they need.

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

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

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

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

_____________________________________________________________________________

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Key Strategies

A. Better understand and anticipate customer needs by developing a robust and effective 

customer management approach:

a. Grow and refine the approach to strategic account management by:

i. Strengthening client relationships by serving as a trusted advisor;

ii. Generating analytics and customer intelligence to inform decisions and provide 

customers with meaningful recommendations; and 

iii. Leveraging relationships and market intelligence to manage and customize GSA 

offerings.

b. Mature the Voice of the Customer process, which ensures that GSA gathers customer 

feedback to improve the effectiveness of its solutions, service delivery, and customer 

interactions.

c. Enhance the customer experience through innovative customer experience mapping 

and usability testing of GSA systems and solutions.

B. Improve market intelligence and optimize Federal buying power by leveraging commercial 

principles:

a. Mature and operationalize the internal use of business best practices, such as category 

management, to improve Government acquisition by pooling and sharing demand 

management, acquisition data, and supplier relationship-management knowledge. 

Expanding the use of data and business intelligence allows GSA to better understand, 

anticipate, and deliver customer requirements relative to specific markets and 

industries. This includes:

i. Leading a number of Government-wide categories and working with top 

purchasing agencies to understand their use of these products and services, 

enabling GSA to enhance the customer’s buying experience; and

ii. Developing purchasing strategies so that customers find the best value for items 

and services.

b. Increase agency adoption of assisted acquisition solutions for large or complex projects. 

The Assisted Acquisition Services program offers these value-added, customized 

acquisition project management and financial management services for large or 

complex IT and professional services solutions.

C. Develop strategies for procurements to streamline methods of awarding and administering less 

complex, smaller-dollar assisted acquisitions.

Goal Leader Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● Customer and Stakeholder Engagement

● Assisted Acquisition Services

● Information Technology Category

● General Supplies and Services

● Travel, Transportation, and Logistics

● Office of Enterprise Strategy Management

Strategic Objective 2.1 – FY 2019 Progress Update

Overall, FY 2019 customer loyalty scores increased by 0.1 point to 7.6 (out of 10), measured by the 

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

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

feedback.
U.S. General Services Administration Annual Performance Plan and Report

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In FY 2019, GSA achieved over $6.5 billion in customer savings through its acquisition solutions: 

(1) Travel, Transportation and Logistics Category, 

(2) Information Technology Category, 

(3) Assisted Acquisitions Services, 

(4) GSA SmartPay Refunds, and

(5) Federal Strategic Sourcing Initiatives. 

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

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

Performance Goal 2.1.1 - Increase customer satisfaction 

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

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

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

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

Benefit to the 

Public

Assessing customer loyalty allows GSA to take action to improve program 

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

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

Through positive working relationships that are mutually beneficial for the 

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

and ultimately to the public.

Performance 

Indicator Definition

Customer loyalty score:

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

effective at meeting customer requirements. GSA identifies customers and 

develops a questionnaire to ensure program offices have actionable 

recommendations for areas of improvement. The result represents the 

average score across three loyalty intention items for each respondent. 

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

and “10” equals “very likely.” 

The three key questions are: 

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

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

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

for [product/service]?

Progress Update Overall, FY 2019 Customer Loyalty scores increased by 0.1 point to 7.7 (out 

of 10), measured by the annual CLS. All 8 measures in the CLS showed

improvement from FY 2017 to FY 2019, including key measures 

“Satisfaction” (up from 7.4 to 7.9) and “Loyalty Intentions” (up from 7.4 to 

7.6). The Voice of the Customer application, initiated in FY 2018, has 

increased visibility and accountability of progress on action plans addressing 

customer and supplier feedback.
U.S. General Services Administration Annual Performance Plan and Report

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Customer loyalty score (10-point scale)

Fiscal Year Target Results

2016 7.2 7.5

2017 7.3 7.4

2018 7.4 7.5

2019 7.5 7.6

2020 7.6 N/A

2021 7.7 N/A

Lead Office: Federal Acquisition Service

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

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

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

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

buying practices using market intelligence and Government-wide collaboration.

Benefit to the 

Public

Achieving this goal will result in greater savings, enabling customer agencies 

to meet mission-critical needs at a lower cost.

Performance 

Indicator 

Definition:

Acquisition program savings:

Annual targets are developed by aggregating various program-specific 

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

The types of savings fall into one of three groups:

 Savings realized by utilizing FAS procurement vehicles compared to 

commercial alternatives;

 Savings realized through FAS offerings compared to other 

Government offerings; and

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

purchase, travel, or fleet card.

Progress Update In FY 2019, GSA achieved more than $6.5 billion in customer savings through 

its acquisition solutions, surpassing the target of $5.90 billion, due to 

significant growth realized most notably in the Travel, Transportation and 

Logistics Category, and in Assisted Acquisition Services. Increased volume 

across the board for GSA acquisition programs was the driving force for 15 of 

the 17 programs to exceed their individual savings targets. The City Pair 

Program contributed over 40 percent of the total savings with $2.65 billion in 

FY 2019 savings.
U.S. General Services Administration Annual Performance Plan and Report

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Acquisition program savings (in billions)

Fiscal Year Target Results

2016 $5.19 $6.02

2017 $5.24 $5.17

2018 $5.22 $5.86

2019 $5.90 $6.51

2020 $6.60 N/A

2021 $6.70 N/A

Lead Office: Federal Acquisition Service

___________________________________________________________________________

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

processes and streamlining access for our customers and suppliers.

Every day, the work that GSA does allows its customer agencies to better focus on their missions. 

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

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

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

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

FY 2021 improvements under the Federal Marketplace Strategy focus on consolidating the Schedules 

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

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

Management System. 

Key Strategies

A. Provide a modern acquisition experience through innovative and user-friendly technology

a. Simplify the acquisition experience for the supplier and customer communities:

i. Improve data access and quality for GSA and its customer agencies, so that 

acquisition and program leaders can make better procurement decisions;

ii. Empower GSA governance systems to streamline investments for better results;

iii. Increase the use of cost-effective strategic delivery of commercially readily 

available items by improving electronic integration with supply chain partners; 

and

iv. Assess the feasibility and opportunities for adoption of e-commerce commercial 

platforms.

B. Make it easier for customers to find and acquire products, services, and solutions that meet 

their mission needs:

a. Provide buyers with the right solutions and supply base to meet their mission needs.

b. Enhance the experience for buyers to acquire goods and services.

C. Reduce barriers to doing business with the Government and improve access to opportunities for 

qualified suppliers:

a. Lower the financial burden required for suppliers to work with the Federal Government.

b. Increase opportunities for qualified suppliers to compete for Federal business.

D. Consolidate the Multiple Award Schedules (MAS) from 24 schedules into one single schedule for 

products, services, and solutions. The single schedule will:
U.S. General Services Administration Annual Performance Plan and Report

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a. Use consistent terms and conditions that make it easier for industry to offer the goods 

and services that agencies buy. This in turn will foster better pricing and innovation for 

agencies to leverage.

b. Make it easier for agencies to find the goods and services they need to support their 

mission.

E. Promote Government-wide contracts.

Goal Leader Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● FAS Systems Management

● GSA IT

● MAS Program Management Office (PMO)

● FAS Commissioner's Office

● Policy and Compliance

● Customer and Stakeholder Engagement

● Office of Enterprise Strategy Management

Strategic Objective 2.2 – FY 2019 Progress Update

The agency’s progress in making it easier to do business with the Government has been satisfactory, due 

to implementation of the Federal Marketplace Strategy (FMS). This FMS is designed to create a 

seamless, people-centric buying and selling experience. In support of FMS, GSA plans to consolidate the 

24 schedules that comprise the MAS into a single schedule for products, services, and solutions by the 

end of FY 2020. A single schedule will provide consistent terms and conditions to simplify the 

procurement process for buyers (agencies) and sellers (industry). FMS initiatives also include the 

implementation of commercial e-commerce portals that will allow the Government to better track 

expenditures for open-market items outside of existing targets (estimated to be an addressable market 

of $6 billion); and simplifying catalog management to make it easy for suppliers to integrate their 

catalogs with GSA systems and processes. 

The supplier satisfaction score decreased marginally to 3.65 out of a possible 5 in FY 2019, compared to 

3.69 in FY 2018. GSA continues to identify ways to streamline processes, modernize technologies, 

improve supplier relationships, and incorporate viable best practices based on Supplier Relationship 

Management Survey results. GSA will continue to work with industry to ensure a strong pool of qualified 

vendors.

Performance Goal 2.2.1 - Increase supplier satisfaction

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

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

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

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

to customer agencies at best value.

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

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

industry collaborate effectively, the highest-quality solutions can be 

delivered to meet customer agencies’ missions to the public.
U.S. General Services Administration Annual Performance Plan and Report

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Performance 

Indicator Definition

Supplier satisfaction score:

The Supplier Relationship Management Survey is distributed annually to 

roughly 20,000 vendors with contracts covering a diverse portfolio of GSA 

contract vehicles. The sources for the vendors are e-Library, FPDS-NG, and 

GSA’s Salesforce database.

Respondents are asked “Please consider all of your experiences interacting 

with [GSA program]. How satisfied are you?” Responses are rated on a 5-

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

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

average score.

Progress Update The supplier satisfaction score remained relatively constant at 3.65 out of 5 

in FY 2019, compared to 3.69 in FY 2018. This decrease was not statistically 

significant. GSA continues to identify ways to streamline processes, 

modernize technologies, improve supplier relationships, and incorporate 

viable best practices based on Supplier Relationship Management Survey 

results. GSA will continue to work with industry to ensure a strong pool of 

qualified vendors.

The Voice of the Customer application, initiated in FY 2018, has proven to be 

a best practice, contributing to increased satisfaction scores with customers 

through increased visibility and accountability of progress on action plans 

addressing customer feedback. A similar process is being implemented in FY 

2020 for supplier feedback gathered from the Supplier Relationship 

Management Survey.

Supplier satisfaction score (5-point scale)* 

Fiscal Year Target Results

2016 N/A 3.70

2017 N/A 3.61

2018 3.80 3.69

2019 3.73 3.65

2020 3.70 N/A

2021 3.75 N/A

Lead Office: Federal Acquisition Service

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

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

based on the discontinued methodology.

Performance Goal 2.2.2 - Consolidate Multiple Award Schedules

 ⦿ FY 2020 - 2021 Agency Priority Goal 

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

experience easy, efficient and modern, GSA will consolidate the 24 schedules into 1 single 

schedule for products, services, and solutions by the end of FY 2020 for more than 12,000 

vendors. The single schedule will have consistent terms and conditions that provide the 

opportunity for industry to come to market the way the agencies buy.
U.S. General Services Administration Annual Performance Plan and Report

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Benefit to the 

Public

Using a single schedule with consistent terms makes it easier for suppliers to 

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

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

Performance 

Indicator 

Definitions

Percent of vendors transitioned to new consolidated Multiple Award 

Schedule ⦿ FY 2020 - 2021 Agency Priority Goal:

Measured by the percentage of existing vendors that accept the mass 

modification on the new schedule. 

Multiple Award Schedule Sales ⦿ FY 2020 - 2021 Agency Priority Goal:

Measured by increase in business volume.

Progress Update GSA’s 24 Multiple Award Schedules were consolidated into a single award 

vehicle, completing Phase I of efforts to modernize and simplify the way GSA 

provides solutions to customers. The single MAS vehicle is organized in a 

more logical format with consistent and streamlined terms and conditions 

and a more logical category structure similar to the Government-wide 

category management structure.

Percent of vendors transitioned to new consolidated

Multiple Award Schedule

⦿ FY 2020 - 2021 Agency Priority Goal

Fiscal Year Target Results

2019 N/A N/A

2020 50% TBD

2021 100% TBD

Lead Office: Federal Acquisition Service

Multiple Award Schedule Sales (in billions)

⦿ FY 2020 - 2021 Agency Priority Goal

Fiscal Year Target Results

2019 N/A N/A

2020 $32.3 TBD

2021 $32.5 TBD

Lead Office: Federal Acquisition Service

______________________________________________________________________________

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

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

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

businesses. This encompasses all small businesses, including small disadvantaged businesses, womenowned small businesses, service-disabled veteran-owned small businesses, and businesses located in 

Historically Underutilized Business Zones. 

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

procurement, which encourages the achievement of GSA’s prime and subcontracting goals. GSA’s Office 
U.S. General Services Administration Annual Performance Plan and Report

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of Small Business Utilization (OSBU) actively participates as a member of the acquisition team during the

acquisition planning phase.

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

internal customers, as well as customer agencies, in meeting small business goals.

Key Strategies

A. Project, monitor, and actively influence prime small and socio-economic small business goals.

B. Monitor and actively influence subcontracting small and socio-economic small business goals.

C. Expand access to small and socio-economic buying options across GSA contracts:

a. Participate as a member of the acquisition team during the Forecast of Opportunities 

development and acquisition planning.

b. Collaborate with the acquisition workforce to negotiate higher subcontracting goals 

utilizing the Certified Subcontracting Matrix.

c. Introduce partnerships between other than small business prime contractors and small 

and socio-economic small business subcontractors.

d. Utilize data analytics and strategic processes to improve the small business experience 

with GSA:

i. Provide free data advisory and training services;

ii. Maintain and enhance tools to access opportunities;

iii. Review rules and regulations that impact small business;

iv. Review acquisition strategies to maximize small business participation;

v. Review subcontracting plans to maximize small business participation; and

vi. Survey internal and external customers to improve customer satisfaction.

D. Educate small and socio-economic small businesses on the opportunities available through the 

MAS program:

a. Find innovative ways to educate small and socio-economic small business on the 

opportunities in the Federal Marketplace available through GSA;

b. Sponsor and deliver small business events; and

c. Streamline outreach programs to promote efficiency and effectiveness. 

Goal Leaders Brian F. Barnes, (Acting) Associate Administrator 

Office of Small Business Utilization

Julie Dunne, Commissioner

Federal Acquisition Service

Daniel W. Mathews, Commissioner

Public Buildings Service

Contributing Programs ● Office of Small Business Utilization

● Federal Acquisition Service

○ Multiple Award Schedule PMO

○ Customer and Stakeholder Engagement

● Public Buildings Service

Strategic Objective 2.3 – FY 2019 Progress Update

GSA is on track to meet its overall performance goals for this objective. GSA’s MAS customers continue 

to utilize small businesses at a rate substantially higher than the 33 percent target. GSA will meet its 

overall goal for GSA contract dollars awarded to small businesses and socio-economic small businesses 

through prime contracting. GSA increased its level of commitment to meeting the Historically 
U.S. General Services Administration Annual Performance Plan and Report

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Underutilized Business Zones (HUBZone) and Women-Owned Small Business (WOSB) goals. Through 

senior leadership to front line communications, data analysis and tracking, in-depth review of 

acquisition strategies, and training, GSA has been successful in meeting the HUBZone and WOSB goals.

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

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

forward.

Benefit to the 

Public

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

Government and the small business community. The Government receives great 

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

and create jobs. GSA offers opportunities to small businesses and socio-economic 

small businesses across the country through contract vehicles, contracts GSA awards 

for other agencies, and subcontracting opportunities.

Performance 

Indicator 

Definition

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

contracting:

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

through prime contracting. GSA measures the overall percentage of eligible 

procurement dollars awarded to small business for prime contracting. 

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

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

Tracks the percent of dollars awarded from GSA prime contracting by measuring 

the overall percentage of eligible procurement dollars awarded to each socioeconomic category: 

● Small Disadvantaged Business (SDB), 

● Women-Owned Small Business (WOSB), 

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

● Historically Underutilized Business Zone (HUBZone) contracting, respectively. 

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

subcontracting:

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

through subcontracting. Subcontracting results also exclude mandatory sources, 

contracts not governed by the Federal Acquisition Regulation, and product 

service codes for leasing. 

(d) Percent of GSA contract dollars awarded through subcontracting to each socioeconomic small business category (SDB / WOSB / SDVOSB / HUBZone): 

Tracks the percent of GSA prime contract dollars awarded through 

subcontracting by measuring the overall percentage of eligible procurement 

dollars awarded to each socio-economic category:

● SDB, 

● WOSB, 

● SDVOSB, and

● HUBZone subcontracting, respectively. 

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

Administration (SBA) scorecard composite score):

Represents the achieved score for compliance with section 15(k) of the Small 
U.S. General Services Administration Annual Performance Plan and Report

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

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

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

represents a perfect score on SBA’s Small Business Scorecard. The result 

represents GSA’s achievement in relation to the 20 percent target. Agencies can 

achieve scores above the target level if they show extraordinary performance. 

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

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

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

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

encompassing 10 percent of the overall agency score. The result represents 

GSA’s achievement in relation to the 10 percent goal. Agencies can achieve 

scores above the target level if they show extraordinary performance. 

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

businesses:

Reports the percentage of MAS business volume attributed to small businesses 

each year by calculating the GSA Multiple Award Schedule total business volume 

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

volume.

Progress 

Update

Final FY 2019 results for the small business performance indicators will be reported by 

SBA in Spring 2020. Based on preliminary results, GSA will meet the performance 

target for prime contracting dollars awarded to small business and socio-economic 

small business. 

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

businesses access to the Federal Marketplace. In FY 2019, 38.8 percent of the 

business conducted through MAS was awarded to small and disadvantaged 

businesses, exceeding the target of 33 percent.

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

Fiscal Year Target* Results

2016 36.5% 39.23%

2017 36.5% 42.68%

2018 35.0% 38.82%

2019 30.0% 43.03%**

2020 29.0% N/A

2021 TBD N/A

Lead Office: Office of Small Business Utilization 

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

 **Preliminary results, final results will be provided by SBA in spring 2020 
U.S. General Services Administration Annual Performance Plan and Report

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(b) Percent of GSA contract dollars awarded through prime contracting to each socioeconomic small business category (SDB / WOSB / SDVOSB / HUBZone)

Fiscal Year Targets* Results

2016

SDB 5%

WOSB 5%

SDVOSB 3%

HUBZone 3%

SDB 21.64%

WOSB 9.31%

SDVOSB 5.32%

HUBZone 3.89%

2017

SDB 22.60%

WOSB 8.85%

SDVOSB 6.45%

HUBZone 4.95%

2018

SDB 19.94% 

WOSB 8.55% 

SDVOSB 5.63% 

HUBZone 3.98% 

2019

SDB 19.93%**

WOSB 10.39%** 

SDVOSB 4.98%** 

HUBZone 4.05%**

2020 TBD

2021 TBD

Lead Office: Office of Small Business Utilization 

 * Targets reflect statutory requirements for fiscal year performance. 

 **Preliminary results, final results will be provided by SBA in spring 2020 

(c) Percent of GSA contract dollars awarded

to small business through subcontracting

Fiscal Year Targets* Results

2016 29.0% 26.3%

2017 29.0% 42.4%

2018 29.0% 24.1%

2019 25.5% TBD**

2020 24.0% N/A

2021 TBD N/A

Lead Office: Office of Small Business Utilization 

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

 ** Results to be provided by SBA in 2020.
U.S. General Services Administration Annual Performance Plan and Report

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

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

Fiscal Year Targets* Results

2016

SDB 5%

WOSB 5%

SDVOSB 3%

HUBZone 3%

SDB 7.60%

WOSB 5.90%

SDVOSB 0.70%

HUBZone 0.40%

2017 SDB 5.30%

WOSB 6.20%

SDVOSB 1.90%

HUBZone 1.30%

2018 SDB 5.50%

WOSB 4.40%

SDVOSB 1.62%

HUBZone 0.94%

2019 TBD**

2020 TBD

2021 TBD

Lead Office: Office of Small Business Utilization 

 * Targets reflect statutory requirements for fiscal year performance.

 ** Results to be provided by SBA in Spring 2020.

 

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

(SBA scorecard composite score)

Fiscal Year Target Results

2017 20% 19.87%

2018 20% 20.5%

2019 20% TBD**

2020 20% TBD

2021 TBD* TBD

Lead Office: Office of Small Business Utilization

 * Targets are set by SBA.

 ** Results to be provided by SBA in Spring 2020.

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

Fiscal Year Target Results

2017 10% 10.6%

2018 10% 11.8%

2019 10% TBD**

2020 10% TBD

2021 TBD* TBD

Lead Office: Office of Small Business Utilization

 * Targets are set by SBA.

 ** Results to be provided by SBA in Spring 2020.
U.S. General Services Administration Annual Performance Plan and Report

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(g) Percent of Multiple Award Schedule (MAS)

business volume from small businesses

Fiscal Year Target Results

2016 33.0% 37.4%

2017 33.0% 39.7%

2018 33.0% 38.4% 

2019 33.0% 38.8%

2020 33.0% TBD

2021 33.0% TBD

Lead Office: Federal Acquisition Service

 

_____________________________________________________________________________________

STRATEGIC GOAL 3 

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

Technology is critical to how every agency accomplishes its mission and serves the public. It is at the 

core of running mission-support operations, safeguarding critical information, and analyzing program 

data for agency decision making. However, the Federal Government continues to struggle with legacy IT 

systems, IT modernization hurdles, and procurement challenges, as well as keeping pace with the 

public’s expectations for digital services. The Administration has seen these weaknesses as growth 

opportunities by establishing multiple Cross Agency Priority (CAP) goals focused on IT modernization, as 

outlined in the President’s Management Agenda: Modernizing Government for the 21st Century (PMA). 

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

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

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

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

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

maintenance of legacy systems to investment in modern platforms. 

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

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

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

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

goal is to assist agencies through the entire life cycle of procurement and system development.

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

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

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

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

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

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

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

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

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

Excellence (CoEs), administration of the Technology Modernization Fund (TMF), IT Category products 
U.S. General Services Administration Annual Performance Plan and Report

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and services, and Technology Business Management (TBM) program management services. GSA’s mix of 

talent and expertise in acquisition, technology, and service delivery — combined with the agency’s 

Government-wide scope and scale — makes us an agent of transformation in how Federal agencies buy, 

build, and use technology.

_____________________________________________________________________________

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

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

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

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

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

system design, apply user-centered research and design techniques common in the private sector, and 

ensure fit with agency needs. 

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

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

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

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

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

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

essential Government services.

Key Strategies

A. Enable the provision of mature solutions to migrate agency systems to the cloud:

a. Work across multiple programs to help agencies move to the cloud in the least 

disruptive way. This includes:

i. Issuing authorizations for cloud systems that are secure and continuously 

monitored;

ii. Making cloud systems available and easy to purchase; and

iii. Offering GSA technology talent to plan and implement cloud migrations that are 

efficient and cost-effective.

B. Improve public access to Federal Government services through secure accounts and userfriendly tools:

a. Offer the public secure and private online access to participating Government programs, 

with the goal of making Federal benefits, services, and applications easier to access and 

more secure;

b. Increase the cybersecurity of Federal IT systems hosting the public’s personally 

identifiable information; and

c. Improve the security position of the Government by decreasing insider threats.

C. Help agency partners modernize IT infrastructure and improve digital interactions:

a. Ensure highly skilled technologists are available to help agencies think through complex 

business problems and develop appropriate technical designs;

b. Assist with deploying technology solutions through CoEs by leveraging private sector 

innovation and existing Government services to increase cloud adoption, consolidate 

data centers, optimize call centers, drive performance improvement, and improve 

customer experience; and

c. Monitor customer satisfaction with innovation, technology consulting engagements, 

and acquisitions through 18F, the Presidential Innovation Fellows, Schedule 70 

contracts, Government-wide Acquisition Contracts (GWAC), and the Enterprise 

Infrastructure Solutions (EIS) program.
U.S. General Services Administration Annual Performance Plan and Report

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D. Increase the rate of IT modernization through administration of the TMF:

a. Provide technical assistance to the Technology Modernization Board to optimize project 

funding decisions; and

b. Ensure the operational health of the TMF by assessing project performance and 

administering financing operations.

Goal Leader Julie Dunne, Commissioner

Federal Acquisition Service

Allison Brigati, Deputy Administrator

General Services Administration

Contributing Programs ● Technology Transformation Services (TTS)

● Information Technology Category

● TMF Program Management Office (PMO)

Strategic Objective 3.1 – FY 2019 Progress Update

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

FedRAMP certification program is one of GSA’s critical technology offerings. FedRAMP-authorized 

vendors offer cloud services that allow Federal agencies to securely and quickly meet their mission 

needs. GSA exceeded its cumulative performance goal by authorizing 159 vendors for FedRAMP in FY 

2019.

GSA is spearheading other key initiatives including EIS, CoEs, and cloud.gov. EIS is the $50 billion, 15-

year, Best-in-Class acquisition vehicle that serves as a one-stop shop for infrastructure modernization for 

telecommunications and IT. CoEs were established with five partner agencies to accelerate IT 

modernization across Government, improve the public experience, and increase operational efficiencies. 

To accomplish these objectives, the IT CoE centralizes top Government technology talent, leverages 

private-sector best practices, and operates with a teaming mindset to collaborate across Government 

departments and agencies. Based on a phased approach, the goal is to build capability and then allow 

agencies to manage the sustainment of the effort. Cloud.gov provides agencies with rapid deployment 

and Authority to Operate (ATO) assessment for modern web applications.

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

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

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

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

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

Performance Goal 3.1.1 - Provide agencies with cloud authorizations to modernize IT portfolios 

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

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

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

modernized, taxpayer dollars are maximized as modernization becomes the 

priority over maintenance of costly legacy alternatives with limited 

capabilities.
U.S. General Services Administration Annual Performance Plan and Report

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Performance 

Indicator Definition

Number of customer agency systems with FedRAMP authorizations 

(cumulative)

Measures the efficiency and effectiveness of the FedRAMP program to 

balance security and speed of operationalizing cloud solutions for agency 

use. The indicator captures the cumulative volume of authorizations that are 

processed through the FedRAMP program.

Progress Update FedRAMP ended FY 2019 with 159 cloud service offerings (CSOs) with vendor 

authorizations surpassing the target of 145. FedRAMP has active interest 

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

leverage FedRAMP standards and authorizations to increase the value 

proposition for vendors participating in the program. Based on the FY 2019 

results, outyear targets were revised upwards.

Number of customer agency systems with FedRAMP authorizations 

(cumulative)

Fiscal Year Target Results

2016 N/A 72

2017 N/A 88

2018 110 121

2019 145 159

2020 183 N/A

2021 210 N/A

Lead Office: Federal Acquisition Service

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

Benefit to the Public The proposed modernization metric identifies the degree to which ITC 

vehicles are meeting agency mission needs for best value contracts to 

support major IT modernization initiatives, and is reflective of GSA’s role in 

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

Performance 

Indicator Definition

Percent of Major IT Project spend with GSA involvement:

Use of GSA IT Category contract vehicles to support modernization efforts 

when compared to total dollars used to support modernization. Major IT 

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

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

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

contract.

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

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

increased. GSA aims to continue this trend through continued enhancement 

and utilization of GSA IT Category acquisition solutions.
U.S. General Services Administration Annual Performance Plan and Report

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Percent of Major IT Project spend with GSA involvement 

Fiscal Year Target Results

2017 N/A TBD

2018 N/A 22%

2019 N/A 23%

2020 24% N/A

2021 25% N/A

Lead Office: Federal Acquisition Service

___________________________________________________________________________

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

technology services. 

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

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

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

technology practices.

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

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

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

Acquisition Reform Act and remove barriers to agile acquisition of new technologies. GSA is committed

to developing and sharing the talent, best practices, and policy improvements needed to bring about 

these changes. 

Multiple components of GSA play a role in driving this strategic objective. GSA’s staff is identifying and 

incorporating best practices in technology acquisition and offering hands-on assistance to agencies at 

every stage of the process, including research and scoping, user research and prototype development, 

solicitation drafting and technical evaluation, post-award support, and technical assistance during 

implementation. The skills and knowledge developed in the organization will be intentionally shared and 

disseminated across the Federal workforce to improve overall management of IT acquisition and 

operations.

Key Strategies

A. Provide agencies with the ability to seamlessly acquire and manage compliant software, 

systems, and infrastructure at best value:

a. Make buying and managing commercial off-the-shelf software-as-a-service easier for 

agencies by improving existing sales channels such as Schedule 70 multiple award 

contracts;

b. Further develop and improve Schedule 70 multiple award contracts to provide Federal, 

State, and local customer agencies the tools and expertise needed to shorten 

procurement cycles, ensure compliance, and obtain the best value for innovative 

technology products, services, and solutions, including buying and managing 

commercial off-the-shelf software-as-a service; and

c. Efficiently and effectively transition agency telecommunications and IT infrastructure to 

the EIS contract. Using the EIS contract creates a simplified process for agencies to 
U.S. General Services Administration Annual Performance Plan and Report

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acquire integrated and streamlined solutions while taking advantage of cost reductions 

through aggregated Government-wide demand.

B. Assist agency customers in successfully executing a modular contracting approach to enable 

agile and efficient development of new complex requirements:

a. Use GSA’s leadership in technology and acquisition to work with agencies to introduce 

agile development methods into technology procurements, build the necessary skills to 

solicit and manage technology projects with agile suppliers, and, if needed, guide 

agency leads through the duration of the project; and

b. Continue to procure high-quality, lower-risk products at best value.

Goal Leader Julie Dunne, Commissioner

Federal Acquisition Service

Contributing Programs ● ITC

● TTS

● Assisted Acquisition Services (AAS)

Strategic Objective 3.2 – FY 2019 Progress Update

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

services in FY 2019, realizing $5.79 billion in assisted technology acquisitions. This was short of the 

target as even though overall demand for assisted acquisitions increased 30% over FY 2018, a significant 

proportion of spending shifted from the IT category to professional services. 

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

infrastructure to the new Enterprise Infrastructure Solutions (EIS) contract. EIS allows participating 

agencies to meet IT Modernization objectives through services and solutions such as carrier Ethernet, 

Voice over Internet Protocol (VoIP), unified communications, cloud services and software-defined 

networking, and Internet Protocol version 6 (IPv6). Additionally, GSA launched the Cloud Information 

Center to support expanding agency use of cloud solutions and to provide agencies with acquisition 

guidance, templates, and policy documents to simplify procurement of cloud products and services. 

Through FY 2019:

● Five EIS contractors received ATO and agencies now have the ability to provide fair 

opportunities to be considered for award and award task orders. 

● 11 of the top 20 agencies signed a memorandum of understanding (MOU), committing to award 

their task orders by September 30, 2019. 

● 79 agency solicitations passed scope review, one is currently under scope review, 32 have been 

released to industry, and 9 task orders have been awarded.

Significant transition efforts are targeting the following milestones:

● March 31, 2020: GSA limits use of extended contracts for task orders not awarded. 

● March 31, 2022: 90 percent of agencies’ telecom inventory must be off expiring contracts.

● May 31, 2023: Current contracts expire.
U.S. General Services Administration Annual Performance Plan and Report

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Performance Goal 3.2.1 - Improve agency technology procurement capabilities through 

 acquisition consulting

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

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

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

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

Government.

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

design and user-centered development techniques. GSA collaborates with 

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

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

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

customers and the taxpayers.

The GSA Centers of Excellence (CoE) were established to accelerate IT 

modernization across Government to improve the public experience and 

increase operational efficiency. To accomplish these objectives, the CoEs 

centralize top Government tech talent, leverage private-sector best 

practices, and operate with a teaming mindset to collaborate across 

Government departments and agencies.

Performance 

Indicator Definition

(a) Volume of assisted technology acquisitions (dollar value) (discontinued 

in FY 2020):

Annual dollar volume of assisted acquisitions for the Assisted Acquisition 

Services program and TTS/Assisted Technology Acquisitions program. Dollar 

volume is the ceiling amount for new awards.

(b) Volume of assisted technology acquisitions (number of acquisitions)

(discontinued in FY 2020):

Annual number of assisted acquisitions for the Assisted Acquisition Service 

program and TTS/Assisted Technology Acquisitions program.

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

(cumulative):

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

one CoE.

(d) Centers of Excellence (cumulative):

Cumulative number of individual CoEs stood up across the Government.

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

infrastructure across the Federal Government. In FY 2019, TTS expanded the 

CoE program from two agencies to five. The newest CoE partner is the U.S. 

Department of Defense’s (DoD) Joint Artificial Intelligence Center, which will 

leverage GSA’s CoE expertise to strategically implement artificial intelligence 

within DoD.
U.S. General Services Administration Annual Performance Plan and Report

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(a) Volume of assisted technology acquisitions (in billions)

(discontinued in FY 2020)

Fiscal Year Target Results

2016 N/A $1.54

2017 N/A $3.68

2018 $4.29 $7.47

2019 $7.61 $5.79

Lead Office: Federal Acquisition Service

(b) Volume of assisted technology acquisitions (number of acquisitions) 

(discontinued in FY 2020)

Fiscal Year Target Results

2016 N/A 333

2017 N/A 422

2018 503 354

2019 364 269

Lead Office: Federal Acquisition Service

(c) Centers of Excellence (number of IAAs signed, cumulative) 

Fiscal Year Target Results

2018 N/A 2

2019 N/A 5

2020 7 N/A

2021 10 N/A

Lead Office: Federal Acquisition Service

(d) Centers of Excellence (cumulative) 

Fiscal Year Target Results

2018 N/A 5

2019 N/A 14

2020 19 N/A

2021 26 N/A

Lead Office: Federal Acquisition Service

___________________________________________________________________________ 

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

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

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

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

the best outcomes.
U.S. General Services Administration Annual Performance Plan and Report

51

GSA’s core principles:

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

clients, to continuously improve the effectiveness of Federal IT;

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

and challenging cross-agency issues;

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

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

● Champion the CIO — Work with agency CIOs to understand, support, and address their most 

challenging issues. 

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

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

Government-wide communities of practice, supporting cross-agency collaboration to solve the 

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

efficiencies, and reduce burden across Government. 

Key Strategies

A. Assist agencies in understanding and optimizing the value of IT investments, and enable valuedriven conversations among agency IT, financial, and business leaders.

B. Support agencies’ implementation of strong network authentication for employees and 

contractors to ensure the right individual can access the right resource at the right time for the 

right reason.

C. Support agencies’ implementations of cost-effective and efficient IT infrastructure solutions by 

providing guidance on technology advancements, innovation, cybersecurity, acquisition, and 

best practices, including data center optimization and cloud computing.

D. Serve as the Federal Government’s principal coordinator for IT accessibility to help Federal 

agencies adopt universal design principles, and make IT products and services accessible to all.

E. Serve as the data center Shared Services Managing Partner, the Managing Partner of the Federal 

Government’s Data Center Line of Business (LoB), as well as the Data Center and Cloud 

Optimization Initiative Program Management Office (DCCOI PMO).

F. Support the Government’s web presence with trusted internet transactions, and monitor and 

report on policy compliance and best practices for Federal websites and digital services.

Goal Leader Jessica Salmoiraghi, Associate Administrator

Office of Government-wide Policy

Contributing Program Office of Information Integrity and Access

Strategic Objective 3.3 – FY 2019 Progress Update

GSA met and exceeded both performance goals under this objective by providing agencies with 

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

optimization. Agencies continue to identify data centers to close and means to modernize IT 

infrastructure with technical assistance from GSA’s DCCOI PMO. Success in this area was further 

enhanced with modification of Department of Homeland Security (DHS) Continuous Diagnostics, 

Mitigation, and Dynamic and Evolving Federal Enterprise Network Defense (DEFEND) services to include 

advanced Identity, Credential, and Access Management (ICAM) capabilities for agencies. 

GSA adjusted the performance metrics of Strategic Objective 3.3 by closing out FY 2019 objectives, and 

moving into FY 2020 and beyond to align with evolved guidance in OMB Directive M-19-19 (Update to 

the Data Center Optimization Initiative (DCOI)) and M-19-17 (Enabling Mission Delivery through 
U.S. General Services Administration Annual Performance Plan and Report

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Improved Identity, Credential, and Access Management), and specific agency mission, identity, and 

assurance requirements, as they relate to secure credential standards. GSA is prioritizing continued 

focus on Cybersecurity CAP goals to bolster continued progress on this objective.

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

and policies. 

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

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

cybersecurity threats related to identity management are mitigated.

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

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

Government-wide cost savings and better access to Government 

information and services for the public.

Performance 

Indicator Definition

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

(cumulative):

Captures the optimization of Federal data centers by including existing 

data centers that are consolidated or closed in the following priority 

order:

1. Transitioning to cloud services;

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

centers; and

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

data center inventory.

The cumulative percentage represents the overall improvement in 

effectively managing data centers Government-wide.

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

Government networks with a standardized, secure credential:

Mitigates risk of network breach by eliminating weak passwords and 

enforcing multi-factor authentication. The measure is based on the FY 

2018 Federal Information Security Management Act (FISMA) PROTECT 

metric 2.4.1 and aligns with the National Institute of Standards and 

Technology (NIST) Cybersecurity Framework. 

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

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

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

capabilities, agencies will have:

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

 An inventory of agency applications and matching of security 

boundaries;

 A business value and technical fit assessment;

 A total cost of ownership (TCO) assessment;

 A scoring of application business value; and

 Application placement determinations (Review, Reward, Remove, 

Refresh).

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

Federal Government Identity, Credential, and Access Management 

(FICAM) playbooks and tools:
U.S. General Services Administration Annual Performance Plan and Report

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These assessments will serve in reaching the following outcomes (as 

outlined in OMB M-19-17):

1. Contextualizing identity in the Federal Government;

2. Managing identities, credentials, and access in modern 

Government;

3. Adapting the Government’s approach to Homeland Security 

Presidential Directive 12 (HSPD-12);

4. Shifting the operating model beyond the perimeter;

5. Improving digital interactions with the American public; and

6. Enumerating Government-wide responsibilities. 

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

and new metrics are under consideration.

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

(cumulative):

The DCCOI PMO surpassed the target number of closures for tiered data 

centers by helping agencies identify key mission facilities (exempt from 

closure) and refining the definition of a tiered vs. non-tiered data center. 

The new DCOI memo refined the metrics to measure the efficiency of 

data centers, making it easier to identify and close the least efficient and 

non-mission critical data centers. 

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

Government networks with a standardized, secure credential:

Results for this original FICAM metric are not available for nearly 10 

months after the fiscal year closes, hindering timely decision making. 

Agencies report data at varying intervals throughout the fiscal year. Final 

numbers will be reported through OMB’s annual FISMA report to 

Congress which is expected in August, 2020.

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

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

Since July 2019, the PMO has provided on-demand technical cloud 

subject matter expertise to agencies in support of their cloud strategy 

and action plan development. The PMO plans to continue offering this 

support throughout FY 2020 and encourages the creation of plans and 

strategies that are aligned with M-19-19 and the Cloud Smart strategy. 

The extent of agency participation will inform the final strategies and 

plans. 

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

Federal Government Identity, Credential, and Access Management 

(FICAM) playbooks and tools:

This new metric identifies six outcomes outlined in M-19-17 (listed in the 

above performance indicator definition) that agencies will achieve 

through in-depth risk assessments facilitated by the FICAM team. The 

FICAM team will use tools and best practices outlined in FICAM 

playbooks to achieve these outcomes.
U.S. General Services Administration Annual Performance Plan and Report

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

(cumulative)

Fiscal Year Target Results

2016 N/A N/A

2017 N/A 3.55%

2018 6.0% 8.95%

2019 10.0% 13.09%

2020 14.0% N/A*

Lead Office: Office of Government-wide Policy

*To be discontinued in FY 2021

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

Government networks with a standardized, secure credential

Fiscal Year Target Results

2016 N/A 72%

2017 N/A 81%

2018 83% 96%

2019 95% TBD* 

2020 98% N/A**

Lead Offices: Office of Government-wide Policy and Federal Acquisition Service

 * Results will be available after the annual OMB FISMA report is released in August 2020.

** To be discontinued in FY 2021

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

with update to DCOI 

Fiscal Year Target Results

2019 N/A N/A

2020 5 N/A

2021 5 N/A

Lead Office: Office of Government-wide Policy

(d) Number of CFO Act agencies with updated risk assessments completed 

utilizing FICAM playbooks and tool (cumulative)

Fiscal Year Target Results

2019 N/A N/A

2020 6 N/A

2021 12 N/A

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

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___________________________________________________

STRATEGIC GOAL 4 

Design and deliver expanded shared services within GSA and 

across the Federal Government to improve performance and 

save taxpayer money.

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

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

technology and business practices. For example, Government-wide benchmarking data shows some 

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

processed invoice than the standard for electronic invoicing. Similar examples can be cited in each of the 

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

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

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

Government conducts mission-support services by designing and delivering expanded shared services.

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

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

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

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

cost savings for taxpayers, and a Government that is leaner and better equipped. GAO has stated that 

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

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

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

best. 

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

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

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

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

potential, GSA must develop stronger organizational capabilities to understand customer demand, work 

with industry to provide efficient and effective supply, and incorporate services from across GSA to 

satisfy the needs of Federal agencies.

___________________________________________________________________________

Strategic Objective 4.1: Develop new organizational capabilities to understand customer 

demand and deliver integrated offerings to support common business processes 

Government- wide.

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

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

GSA’s ability to integrate those capabilities into comprehensive life-cycle solutions will create the 

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

customers and improve how its components coordinate to seamlessly meet customer needs. 

GSA will expand its core capabilities and adapt to market demands. Scaling and adaptability are critical 

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

responsive delivery model. GSA will also establish a specific business analysis function to conduct a 
U.S. General Services Administration Annual Performance Plan and Report

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

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

service quality.

GSA will improve its offerings by using performance evaluation and market competition to incentivize its 

industry partners to deliver high-quality service. GSA’s service processes and pricing will be transparent 

so customers can hold the agency accountable for delivering services that achieve both quality and cost 

expectations.

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

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

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

Sharing Quality Services CAP goal. Among other responsibilities, GSA is expected to help expand the 

number and use of common solutions across Government to reduce duplication and costs. This 

approach will also rely on standardized administrative operations and core performance metrics to 

improve the quality and delivery of shared services. 

Key Strategies

A. Strengthen customer interface capabilities by establishing a data-driven approach to customer 

engagement and standardizing intake processes to identify and address customer needs:

a. Develop a systematic, repeatable, and understandable approach to working with 

customers;

b. Leverage customer relationships to cultivate deep expertise and apply data-validated 

solutions to address customer problems across the Federal Government; and

c. Monitor customer satisfaction at every point in the life cycle and hold employees 

accountable for customer relationship management.

B. Develop a comprehensive, integrated menu of options for GSA’s product and service offerings:

a. Conduct a high-level inventory of existing products and services and create a user 

friendly catalogue of GSA offerings; and

b. Recommend service packages (bundles) leveraging the catalogue to meet customer 

needs, with a focus on small agency lifecycle services as an early bundle.

C. Develop organizational capabilities to provide products and services, tools, methodologies, and 

metrics to deliver shared services:

a. Grow the talent and skill sets to establish capabilities, including business process 

engineers, process improvement specialists, data specialists, technologists, and experts 

in large and complex project management;

b. Embed a culture that encourages performance, continual improvement, and 

entrepreneurship to deliver value to customers;

c. Use GSA’s technology expertise to deploy interoperable, secure, effective, and efficient 

technology solutions; and

d. Work with stakeholders in the executive branch and Congress to identify financial 

mechanisms that help agencies make the investments needed for technical upgrades, 

capability development and, where needed, transition to a shared services provider.

D. Expand the number and use of common solutions to reduce duplication and cost:

a. Establish and operate a Quality Service Management Office (QSMO) for Civilian Human 

Resources Transaction Services to plan and deliver human capital shared missionsupport services to customer agencies; and

b. Assess opportunities for common solutions within core support operations across the 

Government, including: human resources, financial management, procurement, grants 

management, operations support, and IT.
U.S. General Services Administration Annual Performance Plan and Report

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Goal Leaders

Julie Dunne, Commissioner

Federal Acquisition Service

Daniel W. Mathews, Commissioner

Public Buildings Service

Matthew Ford, Acting Chief Customer Officer

Office of Customer Experience 

Strategic Objective 4.1 – FY 2019 Progress Update

As part of the Agency Reform Plan and with a strong commitment to fleet efficiency, GSA completed the 

first fleet studies. The studies support GSA’s goal to expand shared services within GSA and across the 

Federal Government to improve performance and save taxpayer money. GSA conducted fleet efficiency 

studies on more than 190,000 vehicles owned by other agencies from FY 2018–FY 2019, and expanded 

its leased fleet by consolidating over 3,500 vehicles over the same time period. 

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

and operational inefficiencies. In some of the own vs. lease studies conducted for GSA by third-party 

researchers, poor or insufficient data hindered a clear analysis on whether agencies should consolidate 

owned vehicles into GSA’s leased fleet. Leasing vehicles with GSA ensures that agencies can leverage 

reliable and comprehensive data on vehicle usage and maintenance in order to make sound decisions to 

support their mission. 

Designing and delivering shared services remains a challenge for GSA. Efforts to design and deliver 

shared services for Government fleet is dependent upon other agencies cooperating with study findings

and consolidating their vehicles if it is indicated as the most cost-effective course of action. GSA will 

continue to work with OMB and interested agencies in removing administrative barriers that may 

impede progress toward fleet vehicle consolidation. 

Performance Goal 4.1.1 – Expansion of centralized services 

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

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

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

with agencies to study their vehicle inventories to identify savings and efficiency opportunities, and 

partner with stakeholders to implement study recommendations. GSA will consolidate 1,500 

vehicles in FY 2020 and an additional 2,000 vehicles in FY 2021, pending agencies’ commitments to 

implement study recommendations and the agencies having the required funds. 

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

benefits of a shared fleet management service. 

Performance Indicator 

Definition

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

Vehicle consolidations allow agencies to convert their agency-owned 

vehicles into GSA’s full life-cycle fleet leasing service. In many cases, 

consolidating agency-managed vehicles into the GSA Fleet eliminates 

redundancies and reduces costs to manage motor vehicle operations. The 

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

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

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Progress Update In 2019, the Fleet Management team completed studies of 114,207 

vehicles across 6 agencies (DOI, DOJ, USDA, USMC, Navy, and DOE) for 

possible consolidation into the GSA fleet. This outcome exceeded the 

target for the number of vehicles studied by 14 percent (Target: 100,000; 

Result: 114,207). 

Actual consolidations have not yet occurred from the FY 2019 studies. GSA 

continues to work closely with OMB to address agency funding and 

responsiveness challenges. While 1,805 vehicles were consolidated in FY 

2019, none resulted from the FY 2019 completed studies and follow-up 

efforts (Target: 5,000; Result: 1,805).

Vehicle consolidations will continue as the focus for FY 2020 and FY 2021.

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

(vehicles studied / vehicles consolidated) 

⦿ FY 2018 - 2019 Agency Priority Goal

Fiscal Year Target Results

2016 N/A studied 

N/A consolidated

N/A studied 

1,136 consolidated

2017 N/A studied 

N/A consolidated

N/A studied 

911 consolidated

2018 25,000 studied 

500 consolidated

76,238 studied

1,790 consolidated

2019 100,000 studied

5,000 consolidated

114,207 studied

1,805 consolidated 

Lead Office: Federal Acquisition Service

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

Fiscal Year Target Results

2016 N/A 1,136

2017 N/A 911

2018 N/A 1,790

2019 N/A 1,805 

2020 1,500 N/A

2021 2,000 N/A

Lead Office: Federal Acquisition Service

______________________________________________________________________________

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

guidance, and benchmarking.

GSA plays a central role in the development of policy, best practices, and strategic planning for missionsupport services across Government. GSA’s Office of Shared Solutions and Performance Improvement 
U.S. General Services Administration Annual Performance Plan and Report

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(OSSPI) has been a leader in educating and helping Government agencies understand the cost and 

operational benefits of shared services. Through management of the governance of the Shared Services 

Governance Board (SSGB), Business Standards Council (BSC), QSMO Roundtable, and Senior Accountable 

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

future shared service community. These interactions ensure the voice of the customer is incorporated 

throughout the standards development process and informs QSMO implementation strategies. OSSPI 

also analyzed the challenges in the current shared service ecosystem and recommended strategies to 

mitigate risks. OSSPI will continue to work with agencies to promote standardization and implement 

best practices to facilitate agency transitions to shared services operating models.

Key Strategies

A. Establish and lead cross-agency councils to facilitate the sharing of lessons learned, advise GSA 

leadership on possible shared services, and participate in the development of best practices 

guidance.

B. Help agencies and the Government to identify sharing opportunities and propose adoption 

strategies:

a. Manage and coordinate the cross-functional development of standard capabilities for 

mission-support functions where appropriate; and

b. Conduct periodic assessments of agencies’ performance of mission-support functions 

against Government-wide standards and peers to inform policy decisions, opportunities 

for mission-support improvement, or mitigation of risks.

C. Assist agencies with their preparation for successful migration to shared services or 

modernization efforts:

a. Coordinate the readiness assessment process to ensure Government-wide buy-in of 

administrative standards.

b. Manage the governance process of the Federal Integrated Business Framework (FIBF) 

templates and facilitate the resolution of cross-functional issues.

Goal Leader Jessica Salmoiraghi, Associate Administrator 

Office of Government-wide Policy

Contributing Programs Office of Shared Solutions and Performance 

Improvement (OSSPI)

Strategic Objective 4.2 – FY 2019 Progress Update

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

functions, following the FIBF. Having standards is the most critical step to establishing a successful 

shared service because agencies must agree on the system or service requirements in order to benefit 

from scale and common delivery methods. In FY 2019, the Business Standards Council focused on crossfunctional synergies and defining how the various business processes will integrate. Although 

components of standards have been completed, no standard has been fully completed because the 

touch points between functional communities are a work in progress.

Use of GSA’s M3 tools and best practices exceeded the FY 2019 performance goal. GSA worked closely 

with OMB and the QSMO to update M3 to align with the revised shared services strategy and to develop 

a common process to review investments while the QSMOs are becoming operational. 

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

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

mitigate risk, and consolidate buying power to reduce costs. 
U.S. General Services Administration Annual Performance Plan and Report

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Performance 

Indicator Definition

(a) Number of CFO Act agency services using GSA’s M3 tools and best 

practices to assess readiness for shared services:

GSA’s Office of Shared Solutions and Performance Improvement (OSSPI) 

used the M3 Framework to help CFO Act agency services achieve 

successful outcomes and reduce risk during administrative system 

modernizations and migrations. M3 provided guidance, tools, and 

templates — based on leading practices — to help CFO Act agency 

customers improve the likelihood of successful outcomes. 

(b) Number of business lines with completed business standards and data 

elements per the Federal Integrated Business Framework (FIBF):

Strategy 1 of the Sharing Quality Services CAP Goal describes 

Government-wide standardization activities using the FIBF. Standards 

leads complete the FIBF with their communities and participate in a 

cross-functional governance process as defined in the CAP goal. GSA 

manages the governance process and adherence to the standard 

templates within the FIBF, measuring how many actionable 

recommendations toward quality control are delivered.

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

As new and emerging functional areas are identified for service delivery 

optimization and standardization, an agency readiness assessment must 

be completed prior to consideration for designation. The readiness 

assessment supports the development of a baseline analysis on the 

current state of service delivery across the agency community in the 

functional area. This analysis informs decision making and the 

development of a strategic plan that will target improved Governmentwide and agency efficiencies in policy, operating models, technology, 

and standards alignment within the functional area. These decisions and 

planning will further clarify a vision and appropriate next steps for 

further improving the availability of mission-support resources and 

performance levels available to the agency and Government-wide 

communities.

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

standards development process part of the FIBF:

Designated or pre-designated standards leads must complete five 

components of the FIBF as they mature towards completion of a 

baseline for common Government-wide standards within each 

functional area. These components are identified as: Federal Business 

Lifecycles, Business Capabilities, Business Use Cases, Standard Data 

Elements, and Performance Metrics. Ongoing reviews and an 

established governance procedure ensures components of the draft 

standards are ready to advance through each stage of the standards 

development process. 

Progress Update Much progress was achieved in FY 2019 with the release of OMB 

Memorandum 19-16, Centralized Mission Support Capabilities for the 

Federal Government, and the start of its execution. GSA supported the 

memo’s development and execution in its role to coordinate governance, 

execute CAP Goal program management, and to develop processes to 

support the development and implementation of OMB policy as it relates to 

mission-support services. In particular, as it relates to the aforementioned 
U.S. General Services Administration Annual Performance Plan and Report

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performance indicators, GSA OSSPI continued to support CFO Act agencies 

via its M3 framework to help agencies achieve successful outcomes and 

reduce risk during administrative system modernizations and migrations. 

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

leads on the Business Standards Council to address cross-functional 

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

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

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

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

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

set.

(a) Number of agencies using GSA’s M3 tools and best practices to assess

readiness for shared services

Fiscal Year Target Results

2017 N/A 4

2018 6 31

2019 35 43

Lead Office: Office of Government-wide Policy

(b) Number of business lines with completed business standards and data

elements per the Federal Integrated Business Framework (FIBF) 

Fiscal Year Target Results

2018 N/A N/A

2019 3 1

Lead Office: Office of Government-wide Policy

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

Fiscal Year Target Results

2018 N/A 5

2019 N/A 1

2020 1 N/A

2021 1 N/A

Lead Office: Office of Government-wide Policy

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

standards development process as part of the FIBF

Fiscal Year Target Results

2018 N/A 5

2019 N/A 15

2020 12 N/A

2021 12 N/A

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

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______________________________________________________________________________

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

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

Government.

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

support services be among the most efficient and effective in Government. GSA’s CXO functions 

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

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

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

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

performance.

This includes practicing what we preach. When GSA is advising other agencies on methods to improve 

their support operations — whether through organizational fixes or migrating to shared services — GSA 

should adopt a like-minded approach to pursuing efficiency gains and service quality. GSA’s credibility 

across Government is enhanced when GSA demonstrates that the solutions it recommends externally 

are used inside of GSA as well. This is true for the traditional CXO functions and for non-CXO functions 

that also enable GSA to achieve its mission.

Finally, GSA recognizes the importance of engaging the entire workforce in this mission. For many, the 

agency’s growing emphasis on providing customers with integrated solutions, life-cycle management, 

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

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

emerging services to GSA’s customers and suppliers.

Key Strategies 

A. Improve the performance of GSA’s CXO functions by building on GSA’s previous CXO 

consolidation initiatives and applying proven shared services principles:

a. Conduct a thorough review of previous CXO consolidations to implement lessons 

learned and drive further performance across GSA’s support functions; and

b. Partner with SSPI to assess opportunities for GSA CXO functions to incorporate 

principles and proven practices from the broader shared services community.

B. Ensure that GSA’s non-CXO functions deliver effective, efficient, and accountable services to 

GSA or, as appropriate, across the Federal Government:

a. Establish organizational performance plans and service metrics for GSA’s non-CXO 

functions, oriented around the customers to whom they are accountable; and

b. Build connections to and knowledge of non-CXO functions at other Federal agencies to 

share and adopt proven practices.

C. Complete a cost and operational review to clearly identify direct and indirect costs; develop 

management actions to address areas for improvement:

a. Develop a methodology for defining and measuring all forms of indirect costs for GSA 

operations, including Service and Staff Offices; and

b. Construct methods for allocating costs to GSA products and services to better 

understand their economics and inform pricing strategies.

D. Mature the agency’s workforce planning capabilities to deliver a mission-ready workforce.

a. Assess SSO workforce planning maturity levels;

b. Implement an enterprise-wide recruitment strategy to support, maintain and increase 

quality candidate pools for mission-critical occupations; and
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c. Assess and consolidate GSA entry-level programs.

E. Expand the Eliminate, Optimize, Automate (EOA) and Robotic Process Automation (RPA) 

initiatives to enhance GSA’s efforts to shift from low-value to high-value work. 

a. Establish a Government-wide Community of Practice to accelerate RPA adoption;

b. Assess the scale of opportunity; and

c. Establish a pilot IT platform.

Goal Leaders GSA Service and Staff Offices

Strategic Objective 4.3 – FY 2019 Progress Update

GSA is making noteworthy progress toward achieving this strategic objective and met all of its 

performance goals for FY 2019. Customer satisfaction with mission-support functions — including 

contracting, financial management, human capital management, and information technology —

improved for the third consecutive year in FY 2019. GSA is on track to provide better competition for 

agency acquisition contracts. GSA continues to modernize its IT portfolio through greater use of cloud 

technologies, modernize legacy IT systems within its portfolio, and invest in cybersecurity enhancements 

(tools and processes) that protect key business systems and infrastructure. Employee connection to 

GSA’s mission also continued its positive trend, as reported in the 2019 Federal Employee Viewpoint 

Survey (FEVS). 

During the last year, GSA made remarkable progress in streamlining operations through robotic process 

automation (RPA), freeing up workers to spend more time on higher-impact activities. By the end of FY 

2019, GSA had deployed 29 RPA projects agency-wide, shifting about 62,000 FTE hours from low-value 

work to high-value work through automation and improved administrative processes. The agency 

identified more than 200,000 hours of low-value work that can be automated, reduced, or eliminated. In 

addition, GSA is leading a Government-wide community of practice to accelerate RPA adoption. All the 

while, the agency continues to reduce its operating costs as a percentage of goods and services provided 

to its customers.

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

 (CXO and non-CXO functions)

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

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

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

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

American public.

Performance 

Indicator Definition

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

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

and indirect) divided by total revenues. 

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

 satisfaction:

From the PMA Benchmarking Initiative’s Customer Satisfaction Survey: 

Equally weighted composite customer satisfaction score for GSA’s CXO 

functions (acquisition, financial management, human capital, IT, and 

services).
U.S. General Services Administration Annual Performance Plan and Report

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

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

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

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

(d) Competition rate for GSA acquisitions:

Provided from the Federal Procurement Data System (FPDS) source 

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

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

provisions through reimbursable agreements with other agencies. 

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

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

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

reimbursable agreements with other agencies.

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

GSA far exceeded the target of 9.00% with an actual of 8.01% for total 

GSA operating cost as a percentage of goods and services provided. 

This positive result shows that GSA is efficiently managing costs relative 

to the demand for our goods and services. 

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

 satisfaction:

GSA’s FY 2019 score of 5.42 exceeded the FY 2019 target of 5.23. Since 

FY 2016, GSA’s score has shown an annual positive increase.

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

● GSA has 50 percent (43 of 86) of IT investment line items using 

cloud technologies, as reported on the OMB IT Portfolio Summary. 

● The 3 percent increase over FY 2019 is a result of an increase in the 

number of standard investments and changes in the number of total 

investments in the portfolio.

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

for GSA acquisitions:

GSA developed a dashboard that allows managers across the agency to 

regularly track competition metrics and identify areas for improvement, 

and communicates performance monthly. GSA exceeded the 

competition target, but did not meet the Competitive One-Bid target. A 

key driver for higher Competitive One-Bid was an increased demand for 

GSA’s Assisted Acquisition Service (AAS) where the business volume was 

up $1.5 billion and with an increase in Competitive One-Bid rate from 

18.61 percent to 20.2 percent.
U.S. General Services Administration Annual Performance Plan and Report

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

Fiscal Year Target Results

2016 9.65% 9.44%

2017 9.61% 9.25%

2018 9.20% 8.45%

2019 9.00% 8.01%

2020 8.60% N/A

2021 8.50% N/A

Lead Office: Office of the Chief Financial Officer

(b) Effectiveness of GSA CXO functions, 

as measured by customer satisfaction (7-point scale)

Fiscal Year Target Results

2016 N/A 4.96

2017 N/A 5.07

2018 5.15 5.16

2019 5.23 5.42

2020 5.27 N/A

2021 5.40 N/A

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

(c) Percent of GSA IT portfolio utilizing cloud technologies 

Fiscal Year Target Results

2016 N/A 42%

2017 N/A 42%

2018 44% 47%

2019 50% 50%

2020 52% N/A

2021 53% N/A

Lead Office: GSA IT

(d) Competition rate for GSA acquisitions

Fiscal Year Target Results

2016 N/A 80.3%

2017 N/A 81.4%

2018 80.0% 82.6%

2019 80.0% 85.4%

2020 80.0% N/A

2021 80.0% N/A

Lead Office: Office of Government-wide Policy
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(e) Competitive One-Bid rate for GSA acquisitions

Fiscal Year Target Results

2016 N/A 14.3%

2017 N/A 14.9%

2018 15.0% 18.0%

2019 15.0% 15.4%

2020 15.0% N/A

2021 15.0% N/A

Lead Office: Office of Government-wide Policy

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

 new and expanded offerings

A workforce that places the customer at the center of daily operations is able to deliver on current 

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

this caliber enables successful delivery of new and expanded offerings.

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

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

delivery of their missions to the public.

Performance 

Indicator Definition

Federal Employee Viewpoint Survey - Connection to GSA's Mission 

(percent positive):

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

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

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

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

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

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

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

subcategories.

Progress Update The GSA workforce connection to GSA’s mission continues to show 

improvement as assessed by the Federal Employee Viewpoint Survey. Over 

the past 4 years, results for this index score have improved from 72 percent 

to nearly 80 percent.

Federal Employee Viewpoint Survey —

Connection to GSA's Mission (percent positive)

Fiscal Year Target Results

2016 N/A 72.2%

2017 N/A 76.2%

2018 76.0% 77.0%

2019 78.0% 79.6%

2020 79.0% N/A

2021 79.0% N/A

Lead Offices: GSA Service and Staff Offices
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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 functions that 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

encouraging and advocating greater impact through innovation, increased effectiveness and efficiency,

and better customer service.

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

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

GAO’s High Risk List, including agencies and program areas across the Government, is updated every 2

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

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

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

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 2020. GSA’s response to this assessment is 

included in the management challenges section of the FY 2019 Agency Financial Report.

GSA’s Enterprise Risk Program, Management Control and Oversight Committee, and Investment Review

Board 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

GSA is committed to improving its effectiveness (mission delivery) and efficiency (cost savings) of its 

operations and programs. In FY 2019, GSA continued a number of ongoing evaluation and evidence 

activities. These included:

● Conducting a rigorous evaluation to learn more about increasing survey responses on the 

USA.gov platform. USA.gov provides the central online guide to Government information and 

services, with 130,000 unique visitors each day and an email audience of over 1 million 

subscribers. USA.gov used the findings to reevaluate the frequency, content, and style of their 

email communications.

● GSA Fleet completed Agency Reform Plan studies of agency fleets, which included 114,207 

agency-owned motor vehicles in 2019. These studies identified the potential for $170.6–189 

million in annual savings for the 11 agencies studied which included 190,445 vehicles studied in 

2018 and 2019.

● The Public Buildings Service (PBS) analyzed the data associated with its leased portfolio and 

found that short-term lease extensions came at a significant premium compared to long-term 

lease replacements. As a result, PBS launched the Lease Costs Avoidance Plan as part of its Real 

Estate Savings and Investment Strategy. PBS will focus on the high-value leases that represent 

nearly 80 percent of GSA’s rental obligations and replace those leases with longer firm terms at 
U.S. General Services Administration Annual Performance Plan and Report

68

better rates and improved utilization. From FY 2018 through FY 2019, GSA saved over $2 billion 

in leasing, and is projecting savings of billions more by FY 2023. 

GSA’s Office of Evaluation Sciences (OES) is expanding its role and capacity to provide Government-wide 

expertise and support on leading practices for evidence-building and evaluations. OES is expanding its 

scope to work directly with agencies to provide expertise, training, and resources on evidence-building. 

To meet the requirements of the Evidence-Based Policymaking Act, GSA is establishing its own internal 

evaluation capacity. Initially drawing from staff and expertise from OES, GSA will use existing funding to 

initiate internal efforts to draft a learning agenda and evaluation plan. GSA will also aim to identify 

prime learning and evaluation opportunities, to initiate new evaluations in FY 2020 using existing 

resources. 

DATA VALIDATION AND VERIFICATION

The GSA Chief Financial Officer certified the FY 2019 performance data contained in this report as 

complete and reliable, as required by the GPRA Modernization Act of 2010. GSA has verification and 

validation techniques in place, which provide reasonable assurance over the completeness and 

reliability of all performance data contained in this report. These techniques included:

(1) Maintaining a data dictionary of performance data measures, including data sources, 

computation methodology, and reliability assessment for each performance indicator;

(2) Verifying, at least annually, the accuracy and completeness of the information contained 

in the data dictionary; and 

(3) Validating, at least annually, the measures reported by collecting measure source data 

and calculation files and applying the calculation methodology defined in the data dictionary.

LOWER-PRIORITY PROGRAM ACTIVITIES

The President’s Budget identifies the lower-priority program activities, where applicable, as required 

under the GPRA Modernization Act of 2010, 31 U.S.C. 1115(b)(10). The public can access the volume at:

http://www.whitehouse.gov/omb/budget.
U.S. General Services Administration Annual Performance Plan and Report

69

APPENDIX: ACRONYM AND ABBREVIATION LIST

__________________________________________________

AAS Assisted Acquisition Service

AAAP Automated Advanced Acquisition 

Program

ATO Authority to Operate

BOMA Building Owners and Managers 

Association

BTU British Thermal Units

CAP Cross Agency Priority

CBCA Civilian Board of Contract Appeals

CDM Continuous Diagnostics and 

Mitigation

CFO Chief Financial Officer

CIC Cloud Information Center

CoE Center of Excellence

CXO Chief _ Officer

DEFEND Dynamic and Evolving Federal 

Enterprise Network Defense

DCOI Data Center Optimization Initiative

DCCOI Data Center and Cloud Optimization 

Initiative

DHS Department of Homeland Security

DoD US Department of Defense

EIS Enterprise Infrastructure Solutions

FAS Federal Acquisition Service

FASTA Federal Assets Sale Transfer Act

FedRAMP Federal Risk and Authorization 

Management Program

FEVS Federal Employee Viewpoint Survey

FIBF Federal Integrated Business 

Framework

FICAM Federal Identity, Credential, and 

Access Management 

FISMA Federal Information Security 

Management Act

FM Facilities Management

FPDS Federal Procurement Data System

FPISC Federal Permitting Improvement 

Steering Council

FRPC Federal Real Property Council 

GLS GSA Leasing Support Services

GSA General Services Administration

GSF Gross Square Foot

GSA IT Office of the Chief Information 

Officer

HSPD-12 Homeland Security Presidential 

Directive 12

HUBZone Historically Underutilized Business 

Zone

ICAM Identity, Credential, and Access 

Management

IPv6 Internet Protocol version 6

IT Information Technology

ITC Information Technology Category

JAIC Joint Artificial Intelligence Center

LCAP Lease Cost Avoidance Plan

LCRM Lease Cost Relative to Market

LoB Line of Business

M3 Modernization and Migration 

Management

MAS Multiple Award Schedule

MOU Memorandum of Understanding

NAICS North American Industry 

Classification System

NIST National Institute of Standards and 

Technology

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
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70

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

OSBU Office of Small Business Utilization

OSSPI Office of Shared Solutions and 

Performance Improvement

OSC Office of Strategic Communication

PBS Public Buildings Service

PG Priority Goal

PMA President's Management Agenda

PMO Program Management Office

PBRB Public Buildings Reform Board 

QSMO Quality Service Management Office

R&A Repair and Alterations

REXUS Real Estate Across the United States

ROI Return on Investment

RPA Robotics Process Automation

RSF Rentable Square Feet

SBA Small Business Administration

SDB Small Disadvantaged Business

SDVOSB Service-Disabled Veteran-Owned 

Small Business

SO Strategic Objective

SSPI Shared Solutions and Performance 

Improvement

TCO Total Cost of Ownership

TBM Technology Business Management

TMF Technology Modernization Fund

TTS Technology Transformation Services

VoIP Voice over Internet Protocol

WOSB Woman-Owned Small Business