Performance Summary and Highlights

2016 Agency Financial Report Banner - Mobile Version

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

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 that is valuable 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

Delivering Better Value and Savings

Using the purchasing power of the federal government we will reduce costs to our customer agencies, enabling them to focus on their core missions. We’re going to improve upon this 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.

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.

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.

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.

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.

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 the very 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 service. We will guarantee that when we do something, we will do it once and do it well.

Key Initiatives for FY 2016 Agency Planning and Execution

GSA will be recognized as an Economic Catalyst and Proactive Federal Partner while continuing our efforts around Operational Excellence. GSA positioned nine Key Initiatives, with supporting vision, to guide agency management planning and execution for the 2016 fiscal year.

Operational Excellence – GSA ensures our internal processes are efficient and representative of the environment in which we operate. This includes appropriate checks and balances to attain the highest level of performance while maintaining strong morale. Integrity, Transparency and Teamwork are the top line of every performance plan, universal for all of us.

Key Initiatives with supporting vision:

  1. Ensuring a Strong, Diverse and Optimized Workforce
    • An organization that hires the best people, faster
    • Better talent development that assures GSA has energized people with the right skills
    • A ready workforce that reflects the people it serves
    • A highly engaged and empowered workforce that is excited to come to work
  2. Strengthening Performance Management to Drive Outcomes
    • A strategic, data-driven workforce that uses data to track progress toward planned goals and to envision what is possible for GSA in the near- and long-term
    • A well communicated performance cycle that adds value to organizational and individual performance planning as well as to GSA’s budget process
    • A focus on GSA employees and their performance plans as the key to creating a culture of performance
    • A database that streamlines all reporting requirements and promotes data use through dashboards and other analytic tools
  3. Enhancing GSA's Focus on Data-driven Decision-making
    • Put data in the hands of all employees, who can leverage it to make constructive decisions
    • Provide tools and help develop capabilities to conduct actionable data analyses
    • Centralize GSA data warehouses to facilitate development of novel connections across multiple data sets
    • Ensure that accessible, user-friendly dashboards provide regular updates on key metrics of GSA performance

Proactive Federal Partner – GSA anticipates the future needs of our customer agencies to make smarter more strategic decisions that provide better value to our stakeholders. GSA often collaborates with customer agencies to devise strategies and offer support to provide superior service to the American people and we have to continue to expand our outreach and increase our partnerships.

Key Initiatives with supporting vision:

  1. Driving Acquisition Excellence through Category Management and the Acquisition Gateway
    • Customers will enjoy savings through decreased contract duplication and improved access to analytics, pricing, and other relevant information
    • Category Management will become a recognized catalyst to encourage federal cooperation in designing common requirements to allow strategic focus on achieving and improving federal procurement mandates e.g. small business utilization and sustainability
    • FAS will leverage a data-driven business management culture to develop better solutions for the marketplace and drive increases in government-wide spend under management .
    • The Acquisition Gateway becomes the preferred workspace and market research tool for acquisition professionals
    • FAS drives improvements in key business measures including enterprise contracts utilization, Gateway adoption, small business utilization, and FAS utilization
  2. Ensuring Strong Service for Agency Customers
    • GSA designs and evolves products and processes relying on a data-driven understanding of customer perspectives
    • Customer-centric thinking becomes a part of “business as usual” and is firmly engrained in GSA operations across business lines
    • GSA leads by example and works with other Federal government entities to instill a “customer first” mindset across the entire Federal government
  3. Reducing and Modernizing the Government’s Real Estate
    • Agencies have modern work space that meets their missions and workforce needs
    • Agencies efficiently use their spaces, allowing them to maximize funds for their missions
    • Agencies have the data to identify potential opportunities for reducing space
    • GSA-occupied space is the role model for successful implementation of modern work
    • space
  4. Improving the Federal Government's Technology
    • GSA is as widely associated with technology as it is with acquisitions and property
    • GSA is the most educated buyer and builder of tech products and services in the government
    • Agencies find the right technology solution at GSA no matter what part of the organization they first contact
    • GSA helps ensure that the government can access the most innovative technology companies and the newest technologies

Economic Catalyst – GSA strategically uses the resources that we have to carry out the agency mission to spur economic development among our small- and medium-sized enterprises and within communities across the nation. These practices have contributed to reducing our environmental footprint, creating valuable savings, and serving the communities where we reside in a positive way.

Key Initiatives with supporting vision:

  1. Making It Easier for Suppliers to Work with the Government
    • Companies can do business with the government with as little burden and delay as possible
    • Well-designed tech interfaces allow vendors to register, update information, and interact with the government easily
    • Small business have the tools and support that they need to be successful when working with the government
    • Vendors understand the procurement process and know how to seek business
  2. Enhancing the Community Benefit of Real Estate Decisions
    • Decisions about Federal agency leases, buildings and tenants should be made with a view to support local economic development goals, where appropriate.
    • GSA should work with local government officials and other Federal agencies to align with existing economic development goals
    • GSA will clarify how we consider transit access, sustainability, neighborhood connectivity, use of existing resources and broadband

Cross-Agency Priority Goals

GSA currently contributes to the following Cross-Agency Priority Goals: Cybersecurity, Climate Change, Customer Service, Smarter IT Delivery, Shared Services, Strategic Sourcing, Benchmark and Improve Mission-Support Operations, and Open Data. Visit 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 for more information on GSA's performance against these priority goals.

  1. Generate savings through acquisition programs. By September 30, 2017, GSA's Federal Acquisition Services (FAS) will save $10.4 billion ($5.2 billion during FY 2016 and $5.2 billion during FY 2017) through its programs that provide goods and services to the federal government. FAS will achieve savings through steady growth of currently established programs and new initiatives that align with the future goals of the federal government.
  2. Increase the use of the Acquisition Gateway to improve federal purchasing decisions. By September 30, 2017, GSA will increase the number of federal users of the Acquisition Gateway to 15,000 from a baseline of 1,000 in FY 2015 and the number of federal agencies accessing the Acquisition Gateway to 50, from a baseline of 15 in FY 2015.
  3. Generate savings by negotiating 55 percent of leases at or below market rates. GSA will generate savings for taxpayers by negotiating 55 percent of the lease office space agreements at or below market rates in FY 2016 and FY 2017.

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 2016 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.

GSA continues to make notable progress in providing savings to our federal customers. GSA is on track to achieve over five billion dollars in customer savings through its acquisition programs managed by the Federal Acquisition Services (FAS). The ongoing transformation of FAS to support category management and the development of an online portal for the acquisition community ensures that acquisition professionals can efficiently make well-informed purchases of services and goods. GSA has the lead for five government-wide acquisition categories: Facilities and Construction, Industrial Products, Office Management, Professional Services/ Human Capital, and Travel. Furthermore, in collaboration with the Office of Management and Budget (OMB), FAS has established a Category Management Intelligence Program Management Office to support the ten government-wide category teams in developing and implementing acquisition strategies. Thirty departments and agencies are represented in one or more category teams.

GSA’s Public Buildings Service (PBS) is achieving consistent progress in improving the federal utilization of workspace. PBS is on track to implement 32 workspace consolidations by the end of FY 2017. GSA developed a real property asset management tool and consolidation tool to help agencies manage their own real estate portfolios. The PBS portfolio of owned and leased buildings remains much lower than what is experienced in the private sector of major commercial real estate markets, but continues to hover above the 3.2 percent performance target. All warranted lease contracting officers are now required to complete a negotiations course. Where appropriate, PBS promotes the use of longer leases and increased competition for leases to spur lower rates for its customer agencies in non-government owned facilities. However, PBS did not meet the FY 2016 performance targets for negotiating leases below market rate and for percent of vacant space in inventory.

2016 Actual Status
Global Supply blended markup 27.1% 15.0% 14.0% 13.1%* Expect to meet target
Leases negotiated below market rate 43% 59% 55% 49%* Missed target
Acquisition Program Savings ($b) 4.75 5.17 5.19 3.51** Expect to meet target
Percent of vacant space in inventory 3.6% 3.4% 3.2% 3.5% Missed Target
Percent green business volume 10.5% 8.8% 9.0% 9.5% Target met
Alternative fuel vehicles purchased 80.9% 82.8% 80.0% 82.6% Target met

* Data represents through August 2016 rather than full fiscal year
**Results through third quarter of fiscal year 2016

Efficiency – Improve the efficiency of operations and service delivery. GSA has streamlined its operations to provide high quality real estate, acquisition, and technology services at the best value to federal departments and agencies. Mission support functions, such as general administration, human resources, budget and financial operations, and information technology, continue to be streamlined and have resulted in annual indirect costs that are $400 million less than what was spent in FY 2010. Real Property performance goals associated with capital construction projects and market competitive cleaning and maintenance cost are expected to be near annual performance targets. GSA is making strides in improving the efficiency of human resources staffing as evidenced by a significant reduction in time to hire. To ensure future improvement in mission-support services, GSA has implemented service level agreements and easily accessed dashboards to assess quarterly performance against specific and quantifiable performance targets.

GSA is engaged in a Data to Decisions Program (D2D) to consolidate multiple data warehouses and enable cross-functional data analysis. GSA launched a data migration of 15 databases and developed 32 dashboards with drill-down capabilities into D2D as of the end of the second quarter of FY 2016, GSA continues to leverage its Investment Review Board to prioritize IT projects and streamline costs.

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.

GSA expects to meet all of its service performance goals for FY 2016. Tenant satisfaction with workspace showed slightly improved from FY 2015. Customer loyalty for acquisition service results are significantly up from FY 2015. Small and disadvantaged performance targets continue to be consistently met. In its most recent ratings (for FY 2015), GSA received an A+ from the Small Business Administration for its work in supporting small and disadvantaged businesses. GSA’s new organization, Technology Transformation Services, launched or enhanced five digital government-wide shared services to help agencies more effectively use technology. New or updated shared services include:

  • Contracting Cookbook: Practical resource on how to acquire digital services that are agile, application program interface (API)-first, user centered, open, cloud based -- all the things that government contracts should be but often are not.
PERFORMANCE INDICATOR 2014 Actual 2015 Actual 2016 Target 2016 Actual Status
Capital projects on schedule 97% 98% 90% 85%* Missed target
Cleaning and maintenance costs within market range 70% 81% 80% 80%* Expect to meet target
Reduction in total GSA indirect costs from the FY 2010 baseline $190M $407M $304M $400M Target met
GSA information technology cost reduction from FY 2014 baseline n/a 8.6% 13.6% 4.3% Missed target
Time to hire in days 88 87 80 81.8* At risk

* Results through third quarter of fiscal year 2016

  • Federal Crowdsourcing and Citizen Science Toolkit: Contains information on best practices for setting up a citizen science project. The White House hosted a forum on the topic, where the toolkit was launched.
  • This open-sourced platform allows government buyers to easily access more information about software products and enables private sector companies to submit their own software products to be listed. The end goal of is to create a fully transactional marketplace between the private and public sectors.
  • Provides information to potential voters, empowering citizens to take that important step toward registering to vote.
  • A platform-as-a-service that agencies can use to develop secure and compliant applications in the cloud with limited procedural work and without having to stand up a private cloud infrastructure.

New and innovative methods (e.g., usability testing, customer experience maps, pulse surveys) are being implemented by GSA to improve assessment of customer perceptions and needs. A supplier satisfaction survey is under development. To make it easier for suppliers to work with the government, GSA’s Federal Acquisition Service is developing information resources for current and potential suppliers to find and bid on contracts with the federal government. GSA's Public Buildings Services is developing its capabilities to assess and enhance the community benefit of real estate decisions. Opportunities are being identified to reutilize real property in downtown areas that are underserved by the economy.

Tenant satisfaction with government owned and leased space 61% 63% 65% 65%* Target met
Customer loyalty for acquisition
services (10-point scale)
7.4 7.1* 7.2 7.5 Target met
Percent of Multiple Award Schedule
(MAS) business volume coming from
small businesses
37.2% 38.3% 33.0% 37.1%** Expect to meet
New digital government-wide shared
5 8 5 5 Target met

* Survey methodology revised in FY 2015
**Results through third quarter of fiscal year 2016

Last Reviewed: 2019-07-02