Skip to main content
.afr-table {text-align:center;}.afr-table .even {background: #c5e1ad;} .afr-table .odd {background: #fff;}.afr-table th {background: #3d86c6!important;}.afr-table td,.afr-table th {border: 1px solid #000!important; border-bottom: 0!important; border-top: 0!important;}.afr-table tr {border: 0!important}.afr-table{ border-top: 1px solid #000; border-bottom: 1px solid #000;}.col-span-wide{width: auto; position: relative;} .one-col-580{ width: 580px;}.two-col-580{ width: 580px; float: left; margin-right: 20px;}.two-col-160{width: 160px; float: left}.overlapping-image{float:right; margin-left: 20px; margin-bottom: 20px;}
2013 Agency Financial Report Management's Discussion and Analysis

Performance Summary and Highlights

Mission and Goals

The scope of the work we do at GSA is vast and varied, but the mission is simple and to the point. We serve the government and the American people. Through implementing our mission, we aspire to achieve three strategic goals:

  • Savings – Provide savings to federal departments and agencies. We will use our purchasing power and expertise to deliver cost-effective real estate, acquisition and technology solutions to federal departments and agencies.

  • Efficiency – Improve the efficiency of operations and service delivery. We will streamline our operations to offer high quality real estate, acquisition, and technology services at a good value to federal departments and agencies

  • Service – Deliver excellent customer service. We will deliver excellent customer service to federal agencies and departments by making it easier to reliably meet their real estate, acquisition, and technology needs.

GSA Priorities

  1. Delivering Better Value and Savings. The purchasing power of the federal government will reduce costs to our customer agencies, enabling them to focus on their core missions. We will further improve this area by finding more ways to solve our customers' problems in the coming year. We will look for new ways to help these agencies make their purchases smarter and more efficient. At the same time, we will look for new and innovative ways to maximize the value of our real estate assets.

  2. Serving Our Partners. Every day the work that we do helps our customer agencies focus on their missions. Partnership on all levels is critical to the success of GSA. Strong partnerships with partner agencies and vendors alike lead to good business decisions that create value and savings for our customers and the American taxpayer. It is our commitment to ensure that doing business with GSA is an easy and reliable experience. We are continuously improving our processes and systems to make them as simple and streamlined as possible.

  3. Expanding Opportunities for Small Businesses. Small businesses are the engines that power the American economy. Contracting with these entrepreneurs is a win-win for both the federal government and the small business community. The government receives great service at great value, while small businesses have a great chance to grow their businesses and create jobs. GSA offers opportunities to small businesses across the country through our contract vehicles and through the contracts we award for other agencies.

  4. Making a More Sustainable Government. Going green saves green. Environmentally friendly practices are good for the environment and for business. GSA is committed to both. As we work toward implementing sustainable practices and making our buildings and our fleet more environmentally-friendly, we will continue to work with vendors to make sustainable products and services readily available and affordable.

  5. Leading with Innovation. GSA is a leader of innovation in public service. Among many firsts, we were the first government agency to move to cloud computing, setting an example for others to follow. In the coming years, we will continue to develop innovative, cost saving solutions that will be shared across the government.

  6. Building a Stronger GSA. We must make sure our own employees at GSA are getting the same high quality support that we give our partner agencies. Offering thevery best training and resources to our employees will be the cornerstone of this effort. By doing so, the agency will better serve its employees, while continuing to ensure that our customers are receiving great services. We will guarantee that when we do something, we will do it once and do it well.

GSA Star Mark

The GSA Mission is to deliver the best value real estate, acquisition and technology services to government and the American people.

Cross-Agency Priority Goals

GSA currently contributes to the following Cross-Agency Priority Goals: Cybersecurity, Sustainability, Real Property, Improper Payments, Closing Skill Gaps, Strategic Sourcing, Open Data and Data Center Consolidation. Visit performance.gov for more information on the GSA contributions and progress towards Cross-Agency Priority Goals.

Agency Priority Goals

These goals identify short-term outcomes that are meaningful to the public and demonstrate progress toward achieving the GSA strategic goals. Visit performance.gov for more information on GSA's performance against these priority goals.

Greater transparency and openness in government. GSA developed and delivered ten new, innovative, and cost-effective technology-enabled solutions that improve government effectiveness and lead to government-wide cost savings.

Solution 1. The American Job Center provides a single, streamlined website where job seekers and employers can access key federal programs and critical local resources to help people find a job, identify training programs, and gain skills in growing industries.

Solution 2. The Federal Risk and Authorization Management (FedRAMP) Program provides federal agencies a standardized approach to cloud security assessment, authorization and monitoring. By using the FedRAMP program, federal agencies save money, time and staff resources.

Solution 3. Data.gov Open Government Platform (OGPL) provides an open source platform that other government entities can use to quickly launch their own open government platform. Using the OGPL lowers the cost of providing public access to government data and documents.

Solution 4. BusinessUSA provides a centralized, one-stop web-based platform to support the development and expansion of small and medium sized businesses, to facilitate exports and to grow jobs.

Solution 5. Federal Infrastructure Projects Permitting Dashboard provides the public and agencies with a central website for visibility of high priority infrastructure projects, including descriptions of the expedited processes and status information on permits, reviews and approvals.

Solution 6. The Social Media registry provides a central, authoritative registry of authentic government social media accounts, enabling the public to easily differentiate legitimate government social media accounts from those that are fraudulent.

Solution 7. The Digital Analytics Program and Toolkit provides federal agencies with leading practices, guidance, training and a no-cost automated tool to measure effectiveness of and customer satisfaction of government websites. This solution enables effective, consistent government-wide measurement and analysis of federal website effectiveness and drives improvement in public-facing websites.

Solution 8. MyUSA (formerly MyGov) develops a prototype virtual environment that enables citizens to much more easily and effectively access information and services across government, transforming the way they interact with government.

Solution 9. The Data Center Consolidation Cost Estimation Application is an open source application that enables federal agencies to more accurately plan and estimate potential cost savings from data center consolidations and closures.

Solution 10. The MYUSA Discover program consists of tools and application programming interfaces (APIs) for connecting the government's numerous websites. Agencies can embed this tool into existing web pages to help citizens discover services and information relevant to their interests and needs.

"...GSA focuses its efforts to increase green product and service purchases by using external communications to increase awareness of environmentally friendly products and services ..."

Increased sustainability of the federal supply chain. GSA has increased the sustainability of the federal supply chain by increasing the sales of green products and service offerings to 4.7 percent of total business volume in FY 2013 from the baseline of 2.4 percent in FY 2010.

GSA is an intermediary to the market and provides an avenue through which commercially available products and services can be purchased by federal agencies. Since GSA does not have the authority to mandate other federal agencies to purchase green offerings, GSA must rely on education and outreach to influence federal green purchasing. For example, GSA focuses its efforts to increase green product and service purchases by using external communications to increase awareness of environmentally friendly products and services and inform federal agencies on where they can be purchased, while working with the federal vendor community to increase the number of green products and services offered to federal agencies.

GSA will continue to identify additional sustainable product and service offerings and use focused communications to educate federal agencies about available green products and services and where they can be purchased.

Managing customer agency real estate portfolios to be more cost-effective and environmentally sustainable. GSA accomplished its FY 2013 target by completing a cumulative total of nine Customer Portfolio Plans (CPP) for: the Department of State, the Social Security Administration, the Department of Health and Human Services, the Department of Commerce, the Security and Exchange Commission, the Federal Emergency Management Agency (FEMA), the Environmental Protection Agency (EPA), Immigration and Customs Enforcement (ICE), and the Federal Aviation Administration (FAA). In FY 2013, GSA completed a total of three plans for EPA, ICE, and FAA.

Working with agencies, GSA develops action plans to reduce space, improve utilization and leverage market opportunities. Through the CPPs, we identified opportunities to reduce the federal footprint by 3.5 million rentable square feet and could avoid $115 million in rental expenses annually. Executing these opportunities would require $315 million in investment and result in a payback period of only 2.7 years.

GSA's work to implement CPP opportunities on behalf of individual agencies has been successful. For example, GSA and FAA identified six high impact opportunities aimed at reducing FAA's overall portfolio occupancy expenses to potentially save FAA $27 million annually and reduce their portfolio footprint by 627,536 rentable square feet.

GSA also worked closely with FEMA to significantly reduce their real estate footprint. FEMA requested that GSA's CPP team help FEMA meet their $10 million rent budget reduction. By developing a nationwide portfolio strategy, GSA identified nearly $12 million in annual rent cost avoidance. FEMA agreed with the recommended strategies, including a consolidation of five leases into FEMA headquarters in Washington, DC. Before this consolidation, FEMA leased over 625,000 in rentable square feet, costing approximately $30 million annually. By embracing innovative workplace strategies, FEMA is working with GSA to reduce the portfolio by over 200,000 rentable square feet, saving $9.7 million in annual rent. This savings represents a 33 percent reduction of FEMA's DC portfolio and 11 percent reduction of FEMA's nationwide portfolio.

Additionally, GSA updated the six previously completed CPPs for any new opportunities. These opportunities focus on: (1) consolidating higher cost lease space into federally owned space, (2) more effectively managing space through workplace strategies and improved office standards, and (3) optimizing rents in depressed markets for favorable lease rates.

GSA is leading efforts to improve asset utilization, reduce agency space requirements, effectively manage real property, and pursue innovative proposals to leverage resources.

Agency Performance Goals

This section provides an overview of GSA's performance against strategic goals. A complete analysis of GSA's successes and challenges related to FY 2013 performance targets will be included in the Annual Performance Report.

Savings – Provide savings to federal departments and agencies. GSA uses our purchasing power and expertise to deliver cost-effective real estate, acquisition and technology solutions to federal departments and agencies. By completing Customer Portfolio Plans, GSA and our federal customers have identified opportunities to reduce space utilization by 3.5 million square feet. As a result of GSA's efforts to help agencies consolidate and reduce space, the GSA percentage of vacant space increased. However, reducing space will help federal agencies reduce costs, saving taxpayers money.

Performance Indicator 2011 Actual 2012 Actual 2013 Target 2013 Actual Status
Global Supply blended markup 27.8% 28.1% 26.0% 24.7% Exceeded Target
Cost of lease space relative to market rates -12.9% -11.5% -9.5% -10.1% Exceeded Target
Integrated Technology Service cost savings in billions $1.05 $1.36 $0.96 $1.37 Exceeded Target
Agencies with completed Customer Portfolio Plans 3 6 9 9 Met Target
Percent of vacant space in inventory 3.4% 3.0% 3.2% 3.8% Target Not Met
Percent green business volume 2.2% 5.4% 5.0% 4.7% Target Not Met
Percent alternative fuel vehicles purchased 80% 75% 80% 82% Exceeded Target

 

Efficiency – Improve the efficiency of operations and service delivery. GSA has streamlined our operations to provide high quality real estate, acquisition, and technology services at the best value to federal departments and agencies. GSA anticipates savings to the American Taxpayer of $200 million over the next ten years through improved efficiency in information technology, human resources, administrative and financial functions.

As the real estate expert for the federal government, GSA excels in project management, delivering 100 percent of our construction projects on schedule to meet our customers' needs. GSA leverages its buying power to obtain cleaning and maintenance services 3.1 percent below the private sector average. Although we did not meet the Return on Equity (ROE) target for our portfolio in FY 2013, GSA continues to improve the timeliness and accuracy of its rent billing, more effectively manage expenses, backfill vacant space, and dispose of underperforming assets to increase ROE next year.

Performance Indicator 2011 Actual 2012 Actual 2013 Target 2013 Actual Status
New construction projects on schedule 83% 93% 90% 100% Exceeded Target
Percent of government-owned and leased assets achieving a return on equity of at least six percent 76.1% 71.8% 78.9% 72.4% Target Not Met
Cost of cleaning and maintaining space against private sector benchmarks 0.1% 3.7% +/-5% 3.1% Met Target

 

Service – Deliver excellent customer service. GSA strives to deliver excellent customer service to federal agencies and departments by making it easier for them to meet their real estate, acquisition, and technology needs. Through workplace strategies, GSA works to improve tenant satisfaction. GSA is also improving communication efforts and developing an aggressive action plan to address tenant concerns.

Performance Indicator 2011 Actual 2012 Actual 2013 Target 2013 Actual Status
Tenant satisfaction with government-owned and leased space 76% 73% 74% 63% Target Not Met
FAS customer loyalty 8.0 7.6 8.3 7.6 Target Not Met
Percent of MAS business volume coming from small businesses 33.5% 34.0% 33.0% 34.7% Exceeded Target
Cumulative number innovative solutions 0 5 10 10 Met Target
Cumulative number of citizen engagement events and activities conducted 344 458 567 571 Exceeded Target
Citizen touch points in millions 272 539 674 1,018 Exceeded Target
Attendance levels for Federal Acquisition Institute training courses 75% 86% 80% 89% Exceeded Target

 

 


AFR, Performance Summary, 2013