Performance goals, objectives, and results

Our strategic goals are aligned with our four major program areas: real estate, acquisition, technology, and government operations. What follows is an overview of key performance trends and insights for each of the four strategic goals. A complete analysis of our performance for this fiscal year will be included in the Fiscal Year 2022 Annual Performance Report, which will be published in February 2023.

Strategic goal #1: Real estate solutions — Financially and environmentally sustainable, accessible, and responsive workspace solutions that enable a productive federal workforce

Strategic objectives

• Develop and offer integrated and virtual workspace options and services that maximize flexibility, particularly in anticipation of increased telework.
• Secure investments needed to achieve a right-sized and modernized real estate portfolio that is safe, efficient, and affordable for customers.
• Establish and implement cross-cutting solutions that mitigate climate risks by increasing building resilience; reducing overall greenhouse gas emissions; improving energy, water, and waste efficiency; and supporting the transition to carbon pollution-free electricity.
• Identify and implement programs that positively impact local communities through enhanced economic activity and opportunities for underserved populations.

We lead the federal government’s real estate optimization efforts by offering new, innovative, sustainable, and flexible solutions that meet the varying workplace needs of customers. Critical investments in our facilities, consolidation of customers in federally owned facilities, and investments in climate adaptation and risk mitigation are the focal points of our real estate strategy. These will help us create a modernized and optimized footprint, reduce lease space, dispose of buildings that no longer meet standards of performance, and increase continuity of operations for customers and cost savings for the American public.

We achieved all of our reported performance targets for FY 2022, as shown in Table 1.

Table 1: Highlighted key performance indicators for real estate solutions

Measure	FY 2019 results	FY 2020 results	FY 2021 results	FY 2022 results	FY 2022 target	Status
Percent of CFO Act agencies with new National Workspace Portfolio Plans (APG)	N/A	N/A	N/A	50%	50%	Achieved
Gross sales revenue from GSA disposals (in millions) (old methodology)	$61.70	$38.20	$4.95	$48.30	$28.00	Achieved
Percent of capital projects on budget	82%	83.50%	80.20%	80%	80%	Achieved
“Good Neighbor Program” planning outreach and partnership engagements	8	8	5	22	22	Achieved

We partner with agencies to develop National Workspace Portfolio Plans with real estate strategies designed to meet customer needs and right-size their office space. The plans describe each agency’s current portfolio, real estate goals, and strategies and opportunities for improving space utilization and reducing costs. We completed National Workspace Portfolio Plans for 50% of the targeted 24 CFO Act agencies in FY 2022.

We continue to build a real estate strategy of a financially solvent mixed portfolio. Efforts to dispose of underutilized space resulted in $48.3 million gross sales revenue from disposal, exceeding the target by $20.3 million. In addition, our percent of capital projects on budget hit the target set for FY 2022, coming in at 80%.

We also identify and implement real estate programs that benefit local communities. We completed 22 outreach and partnership engagements as part of the Good Neighbor Program with local officials across the country in FY 2022. We partner with communities and share long-range planning goals in areas with a federal presence. Moving forward, we will conduct an evaluation of these engagements to identify best practices for addressing shared challenges in the future.

Our performance for real estate solutions remains strong, and the progress achieved in FY 2022 enables us to continue to lead the federal government’s real estate optimization efforts.

Strategic goal #2: Acquisition — A modern, accessible, and streamlined acquisition ecosystem and a robust marketplace connecting buyers to the suppliers and businesses that meet their mission needs

Strategic objectives

• Ensure our portfolio of offerings meets market demand for products, services, and solutions and the desired acquisition approaches.
• Improve stakeholder satisfaction by delivering simplified customer and supplier experiences.
• As a trusted partner, foster the supply chain to support the agency and federal acquisition needs for 2025 and beyond.
• Aid U.S. economic growth by maximizing opportunities and minimizing barriers for small and underserved businesses seeking to do business with us.

We deliver value, innovation, and exceptional customer experience through efficient operations, market expertise, and proactive partnerships with customer agencies and private sector vendors. Technology is the cornerstone of our acquisition solutions, enabling the agency to improve the overall experience for buyers and suppliers. Our strategic position in the market, expertise, and relationships with customers and suppliers are driving equitable markets, sustainable practices, and continued economic recovery.

We achieved all of the reported performance targets for FY 2022, as shown in Table 2.

Table 2: Highlighted key performance indicators for acquisition

Measure	FY 2019 results	FY 2020 results	FY 2021 results	FY 2022 results	FY 2022 target	Status
Industrial Satisfaction Survey score (rating scale is 1 to 5)	3.65	3.81	3.90	3.99	3.95	Achieved
Customer Loyalty Survey score (rating scale is 1 to 10)	7.60	7.90	7.80	7.90	7.90	Achieved
Multiple Award Schedule sales (in billions)	$32.00	$36.60	$39.80	$40.92	$38.00	Achieved
Percent of GSA acquisition workforce trained in cyber supply chain risk management	N/A	N/A	N/A	78.70%	50%	Achieved
Percent of GSA obligations to AbilityOne program	7.39%	7.91%	5.78%	7.60%	2.50%	Achieved

GSA achieved a score of 3.99 in FY 2022 for the Industrial Satisfaction Survey, a measure of supplier satisfaction with the agency’s services. The agency also achieved a score of 7.9 for the Customer Loyalty Survey. We continue to be hyperfocused on delivering exceptional customer and supplier experiences and have undertaken significant work to understand user journeys, identify pain points, and invest in solutions to streamline and simplify each interaction.

We met our performance goal associated with the multiple award schedule in FY 2022. MAS serves the government by providing consistent terms and conditions that allow industry to come to market the way the agencies buy. MAS sales are strong and small businesses continue to play a key role in delivering services and products to government customers via MAS.

To ensure a strong and resilient supply chain, we are strengthening our cyber supply chain risk management practices and cultivating a healthy supply base. We have developed training to inform and help the acquisition workforce manage cyber supply chain risks. Over the next few years, the vast majority of our acquisition workforce will complete this training. As the challenges in the supply chain continue to evolve, we anticipate developing additional training courses to meet this need.

Our AbilityOne spend surpassed the target set for FY 2022. The AbilityOne program provides quality products and services at fair market prices to federal purchasers and private sector contractors authorized to use government suppliers. The ongoing expansion of the program will increase employment opportunities for people with disabilities, reduce the need for state and federal disability subsidies, and create meaningful pathways for economic growth and prosperity.

The progress we achieved in FY 2022 for acquisition enables us to continue to deliver value, innovation, and exceptional customer experience with customer agencies and private sector vendors.

Strategic goal #3: Digital government — A digital government that delivers for the public through trusted, accessible, and user-centered technologies

Strategic objectives

• Implement inclusive, accessible, and equitable design practices that improve customer experience with technology and digital platforms.

• Lead governmentwide adoption of shared technology solutions that improve digital governance, sharing, security, and interoperability.

• Equip agencies with the knowledge and tools to strategically procure and deploy technology products and services.

Technology is critical to how every agency accomplishes its mission and serves the public. We actively transform how the government uses technology by deepening governmentwide capabilities and developing more effective digital services to yield a trusted, accessible, and user-centered digital experience. We support customer agencies in their digital services journeys by developing common digital services and standards, shared platforms and products, while also improving our own websites, products, and services to showcase our shared offerings.

We achieved all of the reported performance targets for FY 2022, as shown in Table 3.

Table 3: Highlighted key performance Indicators for digital technology

Measure	FY 2019 results	FY 2020 results	FY 2021 results	FY 2022 results	FY 2022 target	Status
Percent of public-facing production websites GSA owns or administers for others that conform to 21st Century IDEA standards	N/A	N/A	4%	15%	8%	Achieved
Number of times FedRAMP authorized products have been reused by agencies (cumulative)	1,273	1,847	2,864	4,573	3,174	Achieved
Number of active users on Login.gov (in millions) (APG)	N/A	14.00	16.00	41.04	32.00	Achieved
Number of Login.gov-serviced applications (APG)	46	83	199	322	250	Achieved
Number of new hires for the U.S. Digital Corps program	N/A	N/A	0	38	20	Achieved

Government websites and digital services are the primary way that the public receives information from and interacts with the federal government. The 21st Century Integrated Digital Experience Act is a 2018 law that aims to improve the digital experience for government customers and reinforces existing requirements for federal public websites. We work to improve websites it owns or administers, prioritizing elements outlined in the 21st Century IDEA, such as governance, data, search and navigation, engagement, privacy, and accessibility. We met the FY 2022 target for websites conforming to these standards.

Government use of the Federal Risk and Authorization Management Program continues to grow. FedRAMP is a standardized approach that enables agencies to adopt secure cloud technologies while complying with federal cybersecurity and information protection requirements. Reuse of FedRAMP-authorized products has continued to increase at an unyielding pace with over 4,500 instances of reuse, far exceeding the FY 2022 target.

Login.gov is our secure identity management service the American public uses to sign in to participating government agency websites, allowing them to access most of their information and service needs using a single username and password. In FY 2022, the number of active users on Login.gov grew to 41 million, while the number of Login.gov-serviced applications increased for the fourth consecutive year. As more agencies are adopting our identity management solutions, government agencies are able to focus specifically on mission-delivery.

In FY 2022, we launched the U.S. Digital Corps program to attract early-career technologists to government service and ensure the federal technology workforce represents the diversity of the United States. We exceeded the target number of new hires for the program’s first year. By leveraging this program and expanding the diversity of the workforce that is designing and developing federal websites, products, and services, we help to make government digital services more equitable and accessible.

Our performance in FY 2022 reflects steady growth across all aspects of the Digital Government goal. Moving into FY 2023, we are well positioned to continue deepening governmentwide capabilities and developing more shared and effective digital services.

Strategic Goal #4: Government operations — A government that capitalizes on interagency collaboration and shared services to make informed management decisions and improve operations, delivering value for the American people

Strategic objectives

• Build evidence-based capacity and foster interagency collaboration to strengthen operational effectiveness at our agency and across government.
• Provide centralized services and shared solutions that promote cost savings and environmental sustainability, enabling agencies to focus on mission delivery.
• Deliver smart policies, regulations, and workforce training that inform management decisions and help agencies streamline operations.

We play a unique role in bringing together federal agencies, industry, academia, and subject- matter experts to make government more effective, efficient, and responsive to the American people. The agency’s robust communication channels, processes, tools, and services collectively serve as an accelerator for sharing and applying knowledge across the Executive branch. By increasing decision-making capabilities, providing affordable and readily accessible solutions to operate key functions, and emphasizing strong policy development and implementation practices, we enable the agencies to execute their mission effectively.

We achieved all of the reported performance targets for FY 2022, as shown in Table 4.

Table 4: Highlighted key performance indicators for government operations

Measure	FY 2019 results	FY 2020 results	FY 2021 results	FY 2022 results	FY 2022 target	Status
Number of completed evaluations governmentwide	11	0	18	14	14	Achieved
Percent of new vehicle orders that are ZEVs compared to the total number of vehicles ordered in FY where an affordable EV was available	3%	1.70%	6.74%	20.27%	10%	Achieved
Number of ZEV models available for government customers to purchase or to lease (APG)	11	13	34	65	50	Achieved
Percent increase in miles per gallon for the GSA leased fleet (APG)	15.80%	19.60%	18.49%	25.29%	21%	Achieved

We lead governmentwide efforts to develop evidence-building and evaluation to enhance strategic analysis and build organizational capacity. To bolster the public’s confidence that government programs, policies, and operations are supported by rigorous evidence and evaluated objectively, we track the number of governmentwide evaluations we complete each year on behalf of other agencies. We met our FY 2022 target.

Our Fleet services represent an opportunity to increase the use of centralized services across government while promoting climate-friendly solutions. The GSA Fleet program works to efficiently acquire and deploy vehicles in support of agency missions, increasingly through the procurement of zero-emission vehicles and electric vehicle charging infrastructure. These efforts accelerate the adoption of ZEVs across government, reducing greenhouse gas emissions and lowering the cost of operating motor vehicle fleets. Despite funding challenges and significant supply chain constraints for ZEVs, all performance goals associated with fleet services were met in FY 2022.

Our performance for government operations remains strong and the progress achieved in FY 2022 enables us to continue to make government more effective, efficient, and responsive to the American people.

As we advance into FY 2023 and beyond, the agency will continue to strive to deliver the best customer experience and value in real estate, acquisition, and technology services to the government and the American people. We will continue to lead the federal government’s transition by developing more innovative, sustainable, cost-effective, and collaborative solutions that foster interagency collaboration, shared services, and smart policies.