GSA Performance

GSA is committed to excellence in the business of government by providing modern, efficient, and comprehensive solutions that meet the needs of all federal agencies. In FY 2011, GSA accomplished a set of agency priority goals, which align with its three strategic goals. The strategic goal of Innovation is supported by the “Environmental Sustainability” agency priority goal. Customer Intimacy objectives are reported in the “Open Government and Transparency” agency priority goal. Success in Operational Excellence will be measured, in part, by performance against the agency priority goal of “Excellence in Solutions Delivery”.

Innovation

Environmental Sustainability

GSA reduced its consumption of resources and provided its federal agency customers with solutions that help them manage and reduce their consumption.

In FY 2011, there were three key areas where the agency sought to make the greatest impact in improving federal environmental performance: government-wide policy, recycling in federal buildings, and greening the federal supply chain. GSA modified government-wide policies and set the example by applying new sustainability policies internally to ensure policy making embodies sustainability goals and drives the GSA zero environmental footprint objective. Additionally, GSA outperformed its FY 2011 target for solid waste recycling by 862 tons through increasing communication and collaboration across the GSA real estate portfolio.

GSA also worked toward environmental sustainability by greening the federal supply chain. GSA incorporated greenhouse gas (GHG) emissions in procurement decisions to reduce the environmental impact of the federal government’s acquisition activities. In FY 2011, GSA used GHG emissions as a technical evaluation factor in four procurements: the carbon footprint tool, the Federal Emergency Management Agency Joint Field Office blanket purchase agreement (BPA); the Information Technology commodities BPA; and the short term rental BPA. These four procurements will inform future efforts to increase the sustainability of the federal supply chain.

In FY 2011, GSA purchased 44,121 alternative fuel vehicles valued at $950 million allowing the GSA fleet to achieve a 21 percent mile per gallon improvement, leading to fuel savings of over $2.5 million and reducing GHG emissions by 22,506 metric tons.

Customer Intimacy

Open Government and Transparency

GSA has developed expertise in delivering government information and services directly to citizens and helping other federal agencies improve their interactions with the public. GSA is using its strength in this area to improve the effectiveness of government by helping other agencies improve their interactions with citizens, engage citizens in government, and increase transparency in government.

GSA public-facing tools and programs produced over 272 million citizen interactions in FY 2011. GSA citizen interactions include federal government information and consumer action print publications ordered, phone calls answered and e-mail inquiries received by GSA-operated contact centers; and web clicks on USA.gov and GobiernoUSA.gov, the English and Spanish-language web portals of the federal government.

In FY 2011, agencies across the federal government conducted 344 engagement activities sponsored by GSA. These activities included social media tools such as challenges, blogs, wikis, and web-forums that allow agencies to collaborate with citizens by offering a forum for citizens to introduce new ideas and concepts. By promoting the use of these tools across the federal government, GSA is increasing the number of channels through which citizens can discover information about the federal government.

Operational Excellence

Excellence in Solutions Delivery

As the government’s expert in real estate, GSA worked with customer agencies to develop strategic portfolio plans that best meet mission workplace needs, manage customer real estate costs, and maximize the performance of the GSA inventory.

In FY 2011, GSA developed Customer Portfolio Plans (CPPs) with three customer agencies: the Department of State, the Department of Health and Human Services, and the Social Security Administration. CPPs allow GSA and the customer agency to address its real estate portfolio from a holistic view and address current and future customer agency mission requirements more cost effectively. Additionally, these plans will increase the efficiency of the customer agency’s workspace and optimize GSA utilization of federal real property assets. Historically, federal agency real estate projects were approached as individual customer engagements.

_{Citizens Report Overview |} _{GSA Performance |} _{GSA Financials | Management Challenges Facing GSA}

Last Reviewed: 2018-04-02