Performance Goals, Objectives, and Results

Agency Performance Goals

This section provides an overview of the U.S. General Service’s (GSA) performance against its four strategic goals. Final results and a complete analysis of GSA’s successes and challenges related to fiscal year (FY) 2021 performance targets will be covered in the FY 2021 Annual Performance Report, which will be published with the 2023 President’s Budget.

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

Strategic Objectives:

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

GSA achieves significant cost savings for the Federal Government by optimizing the use of the Federal real estate portfolio. Effective asset management, integrated delivery of workspace solutions, and consistent application of project management principles provides customers the opportunity to enhance their work environments, reduce real estate costs, and effectively deliver on their missions.

GSA achieved all of its performance targets for FY 2021, as shown in Table 1.

Table 1: Highlighted Key Performance Indicators for Real Estate

Key Performance Indicators	2019 Results	2020 Results	2021 Results	2021 Target	Status
Lease cost relative to average market rate	-17%	12.60%	-10.25%	≤ -7.0%	Achieved
Percent of leased revenue after administering leasing program	-.60%	-.80%	-.88%	≥ -1.1%	Achieved
Percent of capital construction projects on schedule and on budget	99%	93%	77%	75%	Achieved
Percent of non-competitive sales and donations awarded within 220 days	98%	96%	100%	≥ 93%	Achieved
Percent of public sale properties awarded within 135 days	99%	100%	98%	≥ 98%	Achieved

GSA achieved its aggregate target of negotiating leases below average market rate; in FY 2021, new or renegotiated leases fell 10.25 percent below average market rates for comparable office space in market areas where reliable comparisons can be made. GSA’s Workplace 2030 project is working with the Federal community to reassess the traditional workplace. Innovations coming from Workspace 2030 may lead to new ways to right-size real estate portfolios and lower overall costs for customer agencies. In March 2021, the Government Accountability Office removed costly leasing from its High-Risk List—a significant milestone that aligns to the improvements that GSA has made in its leasing program.

Regarding other key performance indicators:

• GSA strives to break even on revenue and costs for its leased properties (i.e., properties not owned by the Government). For FY 2021, GSA achieved its target.
• To improve the quality of project planning and transparency of results, GSA discontinued the practice of adjudicating on-schedule and on budget results for external factors. This change in methodology resulted in a revision to the target for FY 2021. In prior years the target was set higher to reflect the past practices of adjudicating on-schedule and on budget results for factors outside of GSA’s direct control. GSA met its performance goal for keeping capital construction (i.e., large) projects on schedule and on budget.
• GSA has a strong track record of efficiently selling and donating under-used property. This trend continued in FY 2021, as shown by both cycle time metrics reported in Table 1.

Strategic Goal #2: 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 for customers and suppliers.
• Enhance customer access to qualified small and socio-economic businesses.

GSA delivers 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. GSA helps customers make smart purchasing decisions to acquire the goods and services they need.

GSA achieved four of its five performance goals, as shown in Table 2.

Table 2: Highlighted Key Performance Indicators for Acquisition

Key Performance Indicators	2019 Results	2020 Results	2021 Results	2021 Target	Status
Customer loyalty Score (10-point scale)	7.6	7.9	7.8	≥ 7.6	Missed target
Supplier satisfaction score (5-point scale)	3.65	3.81	3.90	3.85	Achieved
Percent of vendors transitioned to new consolidated Multiple Award Schedule	n/a	99%	100%	100%	Achieved
Multiple Award Schedule (MAS) Sales (in billions of dollars)	32	36.6	39.8	≥ 32.5	Achieved
Percent of Multiple Award Schedule (MAS) business volume from small businesses	38.4%	38.8%	37.2%	≥ 33.0%	Achieved

Supplier satisfaction improved for the fourth consecutive year, achieving a mean rating of 3.90 in FY 2021. Customer loyalty also showed a three-year positive trend in FY 2018-2020; and while progress plateaued in FY 2021, the decrease was not statistically significant. GSA will continue to pursue in-flight projects intended to simplify the procurement process to improve the experience for suppliers and customer agencies.

All of the performance goals associated with the Multiple Award Schedule (MAS) were met. MAS was consolidated into a single schedule in the prior year (FY 2020) and serves the Government by providing consistent terms and conditions that provide the opportunity for industry to come to market the way the agencies buy. MAS sales are growing and small businesses continue to play a key role in delivering services and products to Government customers via MAS. Demand for GSA’s Assisted Acquisition Services also continues to grow as agencies seek assistance on complex acquisitions, such as professional services and IT acquisitions.

GSA achieved an A+ on the Small Business Procurement Scorecard. The annual Scorecard is an assessment tool that:

• Measures how well Federal agencies reach their small business and socio-economic prime contracting and subcontracting goals,
• Provides accurate and transparent contracting data, and
• Reports agency-specific progress.

The prime and subcontracting component goals include goals for small businesses, small businesses owned by women, small disadvantaged businesses, service-disabled veteran-owned small businesses, and small businesses located in Historically Underutilized Business Zones.

GSA acquisitions services offer tremendous value to the Government. Total cost savings achieved through GSA acquisition solutions have shown an uninterrupted positive trend reaching a high mark in FY 2019. One of the largest sources of savings is from GSA’s travel-related services. In FY 2020, cost savings to the Government declined from $6.5 billion to $5.3 billion due to a marked decrease in Government travel due to the pandemic. Annual total savings should remain the same (currently at $4.77 billion with some results still to be tabulated) in FY 2021. Cost savings will be reported in the FY 2021 Annual Performance Report.

Strategic Goal #3: 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.

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 to make informed decisions. GSA provides modern IT solutions and advisory services that can transform business operations, reduce cost, improve agility, and increase security. An overarching goal is to shift more Federal IT spending from legacy systems to modern platforms. GSA helps agencies adopt new approaches for buying commercial off-the-shelf and as-a-service solutions. GSA is also leading the development of modular contracting approaches to enable agile and efficient development of complex new requirements. As shown in Table 3, GSA achieved the five performance goals for Technology.

Table 3: Highlighted Key Performance Indicators for Technology

Key Performance Indicators	2019 Results	2020 Results	2021 Results	2021 Target	Status
Centers of Excellence - number of Interagency Agreements signed (cumulative)	5	16	30	≥ 18	Achieved
Number of Centers of Excellence (cumulative)	14	35	54	≥ 38	Achieved
Number of cloud strategies and action plans developed in accordance with update to Data Center and Cloud Optimization Initiative	n/a	5	5	≥ 5	Achieved
Number of CFO Act agencies with updated risk assessments completed utilizing Federal Identity, Credential, and Access Management playbooks and tools (cumulative)	n/a	6	14	≥ 12	Achieved
Number of times Federal Risk and Authorization Management Program authorized products have been reused by agencies (cumulative)	1,273	1,847	2,871	≥ 2,397	Achieved

GSA has achieved its performance targets for Centers of Excellence (COE). COEs help partner agencies accelerate IT modernization, improve the public experience, and increase operational efficiencies. Solutions offered by the COEs include:

• Developing artificial intelligence solutions that incorporate machine learning, neural networks, intelligent process design, and robotic process automation to address unique business challenges.
• Facilitating successful integration of cloud services by helping agencies select and design the right migration path. A set of services based on best practices are developed to support the implementation process.
• Helping customer agencies’ contact centers improve the customer experience and their operational efficiency by providing implementation support and recommendations based on best practices, emerging technologies, and shared services, and by providing agencies’ contact centers with timely access to accurate information.
• Supporting partner agencies in assessing existing infrastructure and business needs, identifying modernization opportunities, and orchestrating efforts as they evolve. Services include consolidating federated data centers into a single enterprise facility, modernizing the application landscape, driving out IT infrastructure cost inefficiencies, improving security, and positioning agencies for future improvements.

Regarding other key performance indicators:

• GSA released 14 Federal identity, credential, and access management (ICAM) playbooks in FY 2021 using simplified modern use cases and approaches in response to agency feedback. ICAM comprises the tools, policies, and systems that allow an organization to manage, monitor, and secure access to protected resources.
• Government use of the Federal Risk and Authorization Management Program (FedRAMP) continues to grow. FedRAMP is a standardized approach that empowers agencies to use modern cloud technologies, with an emphasis on security and protection of Federal information, and helps accelerate the adoption of secure cloud solutions.

A key challenge for GSA moving forward will be the ability to recruit, hire, and retain quality staff with complex acquisition, financial, technical, and project management skills to accommodate the agency’s leading role in providing technology to the Government. An evergreen challenge, GSA continues to build and grow its cadre of highly skilled professionals, leveraging a strong workforce planning, recruitment, and succession planning model that enables the development of its employees.

Strategic Goal #4: 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 employees and modeling how the agency delivers internal support services, while providing guidance across Government.

GSA enables the Government to operate more efficiently and effectively, allowing agencies to focus on delivering their mission. The agency’s robust supplier relationships and access to leading industry practices for all support services allow GSA to bring innovative, proven solutions to the Government. 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.

As shown in Table 4, GSA achieved the six performance goals for Shared Services.

Table 4: Highlighted Key Performance Indicators for Shared Services

Key Performance Indicators	2019 Results	2020 Results	2021 Results	2021 Target	Status
Number of agency-owned (non-GSA) vehicles consolidated by GSA	1,805	1,597	2,951	≥ 2,000	Achieved
Number of components that have advanced to the next stage of the standards development process as part of the FIBF	15	21	36	≥ 12	Achieved
Effectiveness of GSA CXO functions, as measured by customer satisfaction (7- point scale)	5.42	5.49	5.75	≥ 5.40	Achieved
Competition rate for GSA Acquisitions	85.4%	84.2%	83.1%	≥ 80%	Achieved
Percent of GSA IT portfolio utilizing cloud technologies	50.0%	52.9%	69.4%	≥ 53%	Achieved
FEVS (Employee Engagement Score)	78%	83%	83%	≥ 83%	Achieved

Fleet management represents an opportunity for growth as a GSA-provided shared service. Government-wide motor vehicle management tends to be disaggregated, often leading to redundancies and operational efficiencies. Vehicle consolidations allow agencies to convert their agency-owned vehicles into GSA’s full life-cycle fleet leasing service. Leasing vehicles with GSA ensures that agencies can access reliable and comprehensive data on vehicle usage and maintenance to make sound decisions to support their missions. Over 7,800 Government vehicles have been consolidated into GSA’s fleet within the current 4-year span (FY 2018–2021). Greater vehicle consolidation seems likely as agencies strive to meet the Administration’s long-term goal for
100 percent utilization of zero emission vehicles to mitigate climate change by 2030.

The agency is making good progress in moving agencies to adopt common business standards. Business standards are critical to establishing shared solutions and services. Once there is a consensus on standards, then the Government can converge on a common solution. The business standards also are used in defining procurement requirements. Using the Federal Integrated Business Framework (FIBF), GSA’s Office of Government-wide Policy is leading the effort to document common business needs across agencies by focusing on outcomes, data, and cross- functional end-to-end business processes. The FIBF consists of five components:

1. The Federal Business Lifecycle includes functional areas, functions, and activities that serve as the basis for a common understanding on what services agencies need and solutions that should be offered.
2. Business Capabilities are the outcome-based business needs mapped to Federal Government authoritative references, forms, inputs, outputs, and data standards.
3. Business Use Cases are a set of agency “stories” that document the key activities, inputs, outputs, and other lines of business intersections to describe how the Federal Government operates.
4. Standard Data Elements identify the minimum data fields required to support the inputs and outputs noted in the use cases and capabilities.
5. Performance Metrics define how the Government measures successful delivery of outcomes based on timeliness, efficiency, and accuracy targets.

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. Over the past three years, internal customers’ satisfaction with mission support services — human resources, financial, information technology, and acquisition management — has continued to improve year-to- year.

Other key performance indicator results:

• GSA remains on track to achieve its goals for competing acquisition contracts and IT cloud utilization.
• Overall employee engagement scores remain stable for GSA.