Performance Summary

Picture of Performance Summary: vision, mission, values

Mission and Goals

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

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:

  1. 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.
  2. 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 are valuable to federal departments and agencies.
  3. 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

Image of scales to represent delivering better value & savings


Using the purchasing power of the federal government, we will reduce costs to our customer agencies, enabling them to focus a greater portion of their financial resources on their core missions. We are going to improve upon this by finding more ways to solve our customer’s 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.


Image of shaking hands to represent 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 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.



Image of Expanding Opportunities for Small Business


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 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.



Image of a light bulb with the text 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.

Image of sustainable government logo


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.



Image of a figure lifting weights with the text 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.




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 2017 performance targets will be included in the Annual Performance Report.

  1. 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. In FY 2017, GSA is on track to met its key performance indicator targets except for the proportion of vehicles purchased that are classified as Alternative Fuel Vehicles.
    In FY 2017, GSA successfully lowered its vacant space in the Public Buildings Service (PBS) real property inventory to 2.9 percent. GSA achieved this result by working closely with customer agencies to optimize space utilization and reduce real estate costs. Through the end of the third quarter, the Federal Acquisition Service (FAS) remains on track to achieve over five billion dollars in savings for customers through its acquisition programs. FAS also expects to meet its sustainable supply chain goal as measured by percent green business volume.

    GSA did not meet its performance goal for proportion of passenger and light duty vehicles purchased that are classified as Alternative Fuel Vehicles (AFV). Contributing factors included an increase in vehicles purchased for law enforcement operations (these vehicles are exempted from AFV mandates) and a lower supply of available vehicles that run on compressed natural gas (CNG) or high-level ethanol-gasoline blends (E85). Even with these mitigating trends, GSA achieved 77 percent for AFVs purchased.
    Performance Indicator 2015 2016 2017
    (Plan)
    2017 Status
    Acquisition program savings ($B) $5.17 $6.02 $5.24 $3.39* Expect to meet target
    Percent green business volume 8.8% 9.5% 10.0% 11.2%* Expect to meet target
    Percent of vacant space in inventory 3.4% 3.0% 3.2% 2.9% Met target
    Alternative fuel vehicles purchased 82.8% 82.6% 80.0% 77% Missed target
    * Through the third quarter of FY 2017

  2. Efficiency – Improve the efficiency of
    operations and service delivery.
    In FY 2017, GSA experienced mixed success in meeting its efficiency performance goals for real estate operations and mission support functions.

    The Public Buildings Service (PBS) continued delivering capital projects (construction/ repairs & alterations) on schedule. Nineteen projects worth a total of $231 million reached substantial completion in FY 2017. Of those, 18 did so on schedule and on budget. More than fifty-nine projects ($2.3 billion) remain ongoing nationally, with the National Capital Region (12 projects, $588 million) and Pacific Rim (10 projects, $474 million) regions representing the largest share of that group. Ninety-nine percent of all capital projects in FY 2017 are on schedule.

    PBS does not expect to meet its goal for keeping 80 percent of cleaning and maintenance costs within market range. The results to date for FY 2017 (through third quarter) have been influenced primarily by a 10 percent reduction in the industry benchmark costs as reported by the Building Owners and Managers Association International (BOMA).

    Internal measures of efficiency show mixed success. GSA is on track to meet its longstanding goal for reducing time-to-hire to less than 80 days. Through the third quarter of FY 2017, GSA was taking an average of 75 days to onboard new employees, an important factor in recruiting and hiring the best candidates for the GSA workforce. Better performance tracking, based on service level agreements (SLAs), has led to greater efficiency on the part of our HR operations and hiring managers.

    GSA continues to meet its indirect cost metrics at a level that is over $400 million less than the baseline year of FY 2010. Lower indirect costs were primarily achieved through realignment of key mission-support functions (financial, information technology, and human resource management) in prior years.

    GSA Information Technology costs remain 4% lower than the FY 2014 baseline; however, GSA did not meet its FY 2017 performance target for a 16.2% reduction in IT costs. Over the past three years, cost reductions were realized as duplicative technologies and contracts were brought together. However, new investments into information technology were needed to support the long-term IT needs of the agency, partially offsetting the benefits of IT consolidation.

    Performance Indicator 2015 2016 2017
    (Plan)
    2017 Status
    Capital projects on schedule 98% 98% 90% 99% Met target
    Cleaning and maintenance costs within
    market range
    81% 80% 80% 73%* Expect to miss target
    Reduction in total GSA indirect costs
    from the FY 2010 baseline ($M)
    407 404 342 $404 Met target
    GSA information technology cost reduction
    from FY 2014 baseline
    8.6% 4.3% 16.2% 4.0% Missed target
    Time to hire (days) 87 83 80 75* Expect to meet target
    * Through the third quarter of FY 2017

  3. 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 is employing innovative analyses and practices such as customer experience mapping and usability testing for GSA systems to identify opportunities for improvement.

    In FY 2017, GSA achieved mixed results for key performance indicators. Successful performance was achieved for customer loyalty with acquisition services, small business volume through the Multiple Award Schedule (MAS), and the number of new digital governmentwide shared services delivered by GSA. However, GSA experienced a decline in tenant satisfaction with government-owned and leased space.

    GSA customer loyalty remains stable in FY 2017, showing results that are consistent with results from the past two years with only minor fluctuations. The Federal Acquisition Service (FAS) will continue to work with federal clients to analyze their procurement needs and target areas for better acquisition solutions that are easier to use. FAS continues to achieve high business volume for small business through its Multiple Award Schedule.

    GSA continues to improve information and service delivery across government through the delivery of new digital governmentwide shared services. In FY 2017, new services built by GSA included:

    • Code.gov: which makes source codes (collections of computer instructions, written using a human-readable programming language) available for sharing and reuse to help avoid duplicative purchases and promote innovation inside and outside government.

    • Login.gov: A secure single login to government websites that will soon be deployed on a limited basis and then be available to agencies throughout government.

    • Bug Bounty: A security initiative to pay people for identifying bugs and security holes in civilian agencies’ software that follows the footsteps of Hack the Pentagon and Hack the Army bug bounty programs run by the U.S. Department of Defense.

    • Search.gov: This improves the public’s search experience on government websites.

      Performance Indicator 2015 2016 2017
      (Plan)
      2017 Status
      Tenant satisfaction with government-owned
      and leased space
      63% 65% 67% 61% Missed target
      Customer loyalty for acquisition services
      (ten point scale)
      7.1 7.5 7.3 7.4 Met target
      Percent of Multiple Award Schedule
      (MAS) business volume coming from
      small businesses
      38.3% 37.4% 33.0% 39.7% Expect to meet target
      New digital governmentwide shared
      services (number delivered)
      8 7 5 8 Met target
Last Reviewed: 2019-06-18