Performance Summary

2019 AFR Header Image

In FY 2019, GSA continued to deliver reliable, customer-driven, and innovative solutions in real estate, acquisition, technology, and other mission-support services across Government, helping to maximize value and minimize cost by:

  • Effectively managing Federal real estate, which saves taxpayer money. GSA partners with customer agencies to shape demand for leased space and improve lease execution practices, which also supports efforts to reduce lease costs while maximizing the use of the owned inventory. From FY 2018 through FY 2019, GSA has already saved over $2 billion in leasing, and is projecting savings of billions more by FY 2023.
  • Providing efficient and effective acquisition solutions across the Federal Government, which will allow Federal agencies and departments to realize nearly $6 billion in cost savings through the use of GSA acquisition solutions. Areas of greatest savings include products and services associated with travel and transportation, integrated technology, and assisted acquisition services. GSA is also consolidating its Schedules Program to make it easier for suppliers and Federal agencies to conduct business.
  • Designing and delivering expanded shared services within GSA and across the Federal Government that improve performance and save taxpayer money. GSA is shifting its workforce from low-value to highvalue work through initiatives like robotic process automation (RPA). Expanding this effort to the wider Government community, GSA recently launched the first Government-wide RPA Community of Practice, with 40 agencies participating. In addition, GSA continues to support competitive acquisition as well as the overall effort to find efficiencies through the consolidation of the Federal motor fleet.

Through fulfillment of its core missions, GSA provides support to departments and agencies so they can focus on their core missions.

Mission and Vision

Agency Performance Goals

GSA’s strategic goals directly tie into its four major program areas: real estate, acquisition, technology, and shared services. A complete analysis of GSA’s performance in FY 2019 will be included in the FY 2019 Annual Performance Report. What follows is an overview of key performance trends and insights.

Strategic Goal #1: Real Estate
Save taxpayer money through better management of Federal real estate

Strategic Objectives:

  • Reduce the cost of the Federal inventory
  • Establish GSA as a more cost-effective provider of real estate services for all agencies

GSA is making progress in saving taxpayer dollars by shaping demand for and improving the execution of the leasing portfolio. GSA’s Lease Cost Avoidance plan allocates more resources to focus on high-value leases since approximately 20 percent of GSA’s leases account for 80 percent of all rental expenses to client agencies. GSA’s focus on the highest-value leases in the Federal portfolio puts GSA on track to achieve billions in cost avoidance through FY 2023, even though the agency missed its FY 2019 target for the share of leases negotiated at or below market rate (see Table 1).

Table 1: Highlighted Key Performance Indicators for Real Estate
Key Performance Indicators FY 2017 Results FY 2018 Results FY 2019 Results FY 2019 Target Status
Leases negotiated at or below market rate 48% 44% 48% 55% Unmet
Capital projects on schedule and on budget 99% 90% 99% 85% Achieved
Vacant Space in Inventory ↓ 2.9% 3.3% 3.3% 3.0% Unmet

denotes that lower value is the desired direction

To date, under this initiative, GSA estimates over $1 billion in potential cost avoidance from lease transactions (e.g., negotiating leases below market rate, reducing leased space, and lease vacant space mitigation) over the term of the lease. To provide better management for all leases, GSA will continue to expand the adoption of the Automated Advanced Acquisition Program (AAAP). AAAP allows landlords to offer commercial space to GSA through an electronic platform. This approach accelerates lease procurement cycle time and increases lease replacement rates.

In support of its goal to provide national leadership in the design and delivery of public buildings, GSA will meet its target for percent of capital construction projects on schedule and on budget. GSA’s innovative use of the Project Definition Rating Index (PDRI) helps to enhance schedule completion of capital project milestones. The effectiveness of PDRI utilization is supported by GSA and industry research studies. In addition to its work on capital projects, GSA is on track in keeping small real estate construction projects on schedule and budget.

GSA fell short of meeting its target for reducing vacant space. GSA has worked to backfill the vacant space as part of its efforts to optimize its portfolio. GSA regions continue to efficiently manage facilities without compromising service levels. Tenant Satisfaction Survey results have held steady over the past three years with FY 2019 results forthcoming. In support of the Public Buildings Reform Board (Board), established through the Federal Assets Sale and Transfer Act of 2016, GSA has worked diligently to support the Board activities consistent with the legislative requirements.

Strategic Goal #2: Acquisition
Establish GSA as the premier provider of efficient and effective acquisition solutions across the Federal Government

Strategic Objectives:

  • Design and deliver GSA products and services that yield measurable savings while aligning with customer mission objectives and changing market demand.
  • Make it easier to do business with the Government by simplifying processes and streamlining access to our customers and suppliers.
  • Enhance customer agency access to qualified small and socio-economic businesses.

GSA continues to meet its acquisition performance objectives (see Table 2). GSA exceeded its FY 2019 goal for $5.9 billion in savings to the Government through its acquisition solutions. Savings for FY 2019 totals $6.36 billion with three major sources of savings yet to report results for the fourth quarter. Figure 1 shows the total savings over the past five years for five types of acquisition solutions for GSA: Travel, Transportation and Logistics (TTL), Integrated Technology Category ITC), Assisted Acquisition Services (AAS), Professional Services and Human Capital (PSHC), and Federal Strategic Sourcing Initiatives (FSSI).

Figure 1: Acquisition Program Savings, FY 2014–FY 2018

Over the past three years, the loyalty scores for GSA’s acquisition customers have edged upward, the result of ongoing efforts to deliver value to the Federal agencies that partner with GSA to acquire billions of dollars of goods and services. The Federal Marketplace Strategy is GSA’s ambitious undertaking to create a seamless, people-centric buying and selling experience that enables better mission-driven acquisitions across the Federal Government. A pillar of this effort is the consolidation of the 24 purchasing schedules that comprise the Multiple Award Schedule (MAS) into a single schedule for products, services, and solutions by the end of FY 2020. A unified schedule will provide consistent terms and conditions to simplify the procurement process for agency buyers and industry sellers.

GSA continues to excel at incorporating small businesses into Federal purchasing and will meet its prime FY 2019 small business and socio-economic small business goals. GSA has received an “A” rating from the Small Business Administration on the Small Business Procurement Scorecard for nine consecutive years. This reflects the agency’s commitment to expanding opportunities for small businesses. Additionally, GSA has increased the visibility of and the accountability regarding small business subcontracting. Overall, GSA continues to identify innovative strategies to streamline processes, modernize technologies, reduce burden, and improve supplier relationships.

Table 2: Highlighted Key Performance Indicators for Acquisitions
Key Performance Indicators FY 2017 Results FY 2018 Results FY 2019 Results FY 2019 Target Status
Acquisition program savings $5.17B $5.86B $6.36B1 $5.90B Achieved
Customer loyalty scores
(10-point scale)
7.4 7.5 7.6 7.5 Achieved
Percent of GSA contract dollars
awarded to small business
through prime contracting
42.6% 38.8% 38.6%2 30.0% Achieved

1 Denotes that $6.36 billion reported savings does not yet include Q4 results from three of GSA’s major acquisition programs; Fedrooms, ETS2, and Smartpay.
2 Results are final pending reconciliation with the Small Business Administration (SBA)

Strategic Goal #3: Technology
Improve the way Federal agencies buy, build, and use technology

Strategic Objectives:

  • Lead Government-wide technology modernization initiatives.
  • Drive more efficient and innovative Government procurement of technology services.
  • Lead implementation of technical standards, policies, and strategies.

An important element of GSA’s mission is helping Federal agencies procure and leverage technology in support of their own varied and complex missions (see Table 3). 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 has exceeded its cumulative performance goal by authorizing 159 vendors for FedRAMP at the end of FY 2019.

GSA is enhancing cloud usage in other ways as well. In May 2019, GSA stood up the Cloud Information Center (CIC), an interactive hub on the Acquisition Gateway that helps expand agency adoption of cloud solutions, providing agencies with acquisition guidance, templates, and policy documents to simplify procurement of cloud products and services. CIC helps to fully align GSA’s cloud offerings with OMB’s Cloud Smart Strategy, the President’s Management Agenda, and the Report to the President on IT Modernization. With technical assistance from GSA’s Data Center and Cloud Optimization Initiative Program Management Office, agencies continue to identify data centers for closure and the means to modernize their infrastructure to strengthen cybersecurity. This saves taxpayer dollars and enhances the management of Government IT infrastructure.

GSA’s Federal Identity, Credential, and Access Management (FICAM) program is continuing its impact in supporting agencies’ cybersecurity requirements for the implementation of standardized authentication credentials for employees and privileged user access to Government networks and systems, achieved by updating standards, policies and options for the use of multi-factor authentication credentials. As agencies continue to migrate to cloud environments and consolidated data centers, agencies identified the need for additional standards, policies and strategies for cross-government multi-factor authentication options and technical implementation guidelines for cloud environments. In 2019, GSA FICAM contributed to Government-wide policy standards and strategies as representatives on the executive steering committee for drafting updates to the Government standards, and coordinated with thirty agencies on the development of requirements for the procurement of products under the Continuous Diagnostics and Mitigation (CDM) initiatives.

Table 3: Highlighted Key Performance Indicators for Technology
Key Performance Indicators FY 2017 Results FY 2018 Results FY 2019 Results FY 2019 Target Status
Number of customer agency systems with
FedRAMP authorizations (cumulative)
88 121 145 159 Achieved
Percent increase of Government-wide
tiered data center closures (cumulative)
3.6% 9.0% 12%1 10% Achieved
Percent of Government employees and
contractors that log onto Government networks with a standardized, secure credential.
81% 96% 96% 95% Achieved

1 Denotes that year-end results are not yet available for the performance indicator. Results reflect cumulative results through the third quarter of FY 2019.

Strategic Goal #4: Shared Services
Design and deliver expanded shared services within GSA and across the Federal Government to improve performance and save taxpayer money

Strategic Objectives:

  • Develop new organizational capabilities to understand customer demand and deliver integrated offerings to support common business processes Government-wide.
  • Promote adoption of shared services by agencies through policy, guidance, and benchmarking.
  • 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

GSA is making progress in supporting the delivery of shared services across the Federal Government and improving internal shared services. During FY 2019, GSA’s Fleet program has built a deeper understanding of the composition of Federal fleets and the potential cost savings from shared services. GSA has engaged in cost comparison studies at 11 agencies in FY 2019, exceeding the 100,000 cumulative vehicles studied target. In most cases, the studies indicate that consolidating passenger vehicles and light trucks across the Government into GSA’s fleet saves money and improves fleet management. GSA continues to work with these 11 agencies to transition to GSA leasing where it is more cost effective than agency ownership.

In support of GSA’s leadership on the Sharing Quality Services Cross-Agency Priority Goal, GSA’s Office of Shared Solutions and Performance Improvement exceeded its target of helping agencies achieve successful outcomes and reduce risk during mission-support modernizations and migrations by leveraging the best practices in the Modernization and Migration Management (M3) framework. In total, 43 Federal organizations have used M3 to date, exceeding the target of 35. Successful modernizations and migrations are critical to achieving the longer term shared services vision for the Government.

While GSA always prioritizes the customer experience with industry and Federal partners, the internal customer experience is also important. GSA measures internal customer satisfaction with mission-support functions for contracting, financial management, human capital management, and information technology. This measure of internal satisfaction rose for the third consecutive year. GSA is also on track to increase competition for its own acquisition contracts and modernize the agency’s IT portfolio through greater use of cloud technologies and modernizing legacy systems within the GSA IT portfolio. In addition, in FY 2019, the Employee Engagement Index increased to 78 percent, showing that employees continue to remain connected to GSA’s mission.

During the last year, GSA has 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 has 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.

Table 4: Highlighted Key Performance Indicators for Shared Services
Key Performance Indicators FY 2017 Results FY 2018 Results FY 2019 Results FY 2019 Target Status
Number of agencyowned (non-GSA)
vehicles studied / consolidated by GSA
0 / 911 76,238 / 1,790 100,000 / 5,000 114,207 / 1,805 Partially Achieved
Effectiveness of administrative (CXO) functions
as measured by employee satisfaction
on a scale of 1 to 7
5.07 5.16 5.42 5.23 Achieved
Competition Rate for GSA Acquisitions 81.4% 82.6% 85.4% 80.0% Achieved
Last Reviewed: 2021-02-01