GSA Strategic Plan

GSA

Strategic

Plan

Fiscal Years 2022 - 2026

Table of Contents

Letter from the Administrator

GSA’s Mission

Core Business Lines

Components of the Strategic and Performance Framework

Strategic Framework

Strategic Goal 1: Real Estate Solutions

Strategic Objective 1.1

Strategic Objective 1.2

Strategic Objective 1.3

Strategic Objective 1.4

Strategic Goal 2: Acquisition

Strategic Objective 2.1

Strategic Objective 2.2

Strategic Objective 2.3

Strategic Objective 2.4

Strategic Goal 3: Digital Government

Strategic Objective 3.1

Strategic Objective 3.2

Strategic Objective 3.3

Strategic Goal 4: Government Operations

Strategic Objective 4.1

Strategic Objective 4.2

Strategic Objective 4.3

Agency Priority Goals

Key Capabilities

Appendix

Organizational Structure and Office Descriptions

Acronym List

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Letter from the Administrator

In 1949, President Harry Truman, my fellow Missourian,

established the U.S. General Services Administration to do two

things: streamline Government operations and save money. That

no-nonsense vision — to make Government work better for the

people it serves and save money doing it — remains our defining

purpose today.

For more than 70 years, GSA has taken pride in delivering the

best customer experience and value in real estate, acquisition,

and technology services to the Government and the American

people. Now more than ever, GSA needs to continue to improve

and evolve to meet the needs of our customers and the demands

of a 21st-century economy.

The impacts of the global pandemic, the urgent threat of climate

change, and a rapidly changing digital landscape underscore the need for innovative solutions.

Technological advances offer unprecedented opportunities to deliver services more efficiently

and effectively, while saving taxpayer money. In this moment of change, GSA is uniquely

positioned to help our customer agencies deliver for the American people by providing critical

tools, systems, solutions, and expertise at the best value.

GSA will focus on enhancing our customer delivery and support by:

● Developing solutions with the end user in mind to make it easier and faster to work with

GSA.

● Offering equitable and sustainable solutions.

● Using technology and innovation in real estate and acquisition to transform the business

of Government.

● Enabling the Government to operate more efficiently and effectively, allowing agencies

to focus on delivering their mission.

● Serving as a champion for interagency collaboration, with a focus on continually growing

and improving people, policies, and processes.

As we implement our plan, GSA will seek to ensure that key initiatives are thoughtful, bold,

sustainable, and equitable, and foster diversity and inclusion with customers, suppliers, and in

support of the American people.

By delivering the best customer experience and value in real estate, acquisition, and technology

services to the Government and the American people, GSA will help lead the way towards a

more equitable, prosperous, and sustainable future.

Robin Carnahan

Administrator

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

GSA’s Mission

To deliver the best customer experience and value in real estate, acquisition, and

technology services to the Government and the American people.

The U.S. General Services Administration (GSA) was established to promote management best

practices and efficient operations across the Government. For over seven decades, GSA has

been honored to serve the American people by supporting other Federal agencies as they carry

out their own critical missions.

GSA accomplishes its mission by developing innovative, sustainable, cost-effective, and

collaborative solutions in real estate, acquisition, and technology. GSA also improves

Government operations by fostering interagency collaboration, shared services, and smart

policies that allow agencies to focus on mission delivery.

GSA brings together a talented and diverse workforce — including leasing specialists,

architects, contracting officers, project managers, policy analysts — as a data-driven, customer-

focused team developing solutions to meet the needs of the Government today and into the

future.

GSA has four fundamental strategies for delivering its mission in the coming years:

1. Develop real estate solutions by acquiring, designing, constructing, managing, and

preserving Government buildings and optimizing GSA’s real estate portfolio.

2. Offer best value and an exceptional customer experience to Government organizations

in acquiring professional services, equipment, supplies, telecommunications, and

information technology.

3. Modernize technology across Government to protect against cyber threats and deliver a

better digital experience for the American people.

4. Promote interagency collaboration, centralized services, and shared solutions to improve

management practices and operations across Government.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Core Business Lines

Public Buildings Service

Throughout the 50 States, five territories, and the District of Columbia, GSA’s

Public Buildings Service (PBS) manages one of the Nation’s largest and most

diverse real estate portfolios, housing nearly 1 million Federal employees. As the

largest landlord in the United States, PBS owns and leases more than 8,800

assets and maintains an inventory of more than 370 million square feet of rentable

workspace. GSA’s inventory of assets comprises 413 buildings listed in the National Register of

Historic Places and 99 buildings eligible for listing. PBS provides high-quality real estate and

workspace solutions, including acquiring, designing, constructing, leasing, and when necessary,

disposing of surplus Federal real property for 50 Federal departments and agencies.

Federal Acquisition Service

GSA’s Federal Acquisition Service (FAS) uses the collective buying power of the

Federal Government to acquire goods and services to support agency customers.

FAS offers Federal agencies more than 31 million different products and services.

In fiscal year (FY) 2021, FAS delivered over $84 billion in information technology

(IT) products, services, and solutions; telecommunications services; assisted

acquisition services; travel and transportation management solutions; motor vehicles and fleet

services; and charge card services.

FAS’s Technology Transformation Services and IT portfolios improve the public’s digital

interactions with Government by providing technology consulting services, good-for-

Government shared applications, platforms, and processes to make agencies’ services more

accessible, efficient, and effective for the American people.

Office of Government-wide Policy

The Office of Government-wide Policy (OGP) uses policies, data, and strategy to

drive efficiency, excellence, and dynamic mission delivery across the Federal

Government. OGP focuses on key administrative areas such as shared services,

travel and transportation, acquisition, acquisition workforce development, fleet

management, information technology modernization, and real estate

management. OGP influences agency behavior in these areas through the development of

Government-wide policies, performance standards, benchmarking resources, and transparent

reporting of Government-wide data.

For a full description of GSA’s organization structure and offices, please see the Appendix

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Components of the Strategic and Performance Framework

The infographic illustrates the standardized structure of GSA’s strategic and performance

framework as well as the purpose of each component in fleshing out the strategic goals, from

high-level objectives to specific performance indicators.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Framework

GSA Mission: To deliver the best customer experience and value in real estate, acquisition, and

technology services to the Government and the American people.

KEY CAPABILITIES

● People-First Culture Prioritizing Diversity, Equity, Inclusion, and Accessibility

● Evidence-Based Management Grounded in Strong Data Governance and Analytics

● Efficient Operating Processes Driven by Leading Technology

● Exceptional Customer Experience Delivery

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Goal 1

Real Estate Solutions

Financially and environmentally sustainable, accessible, and responsive

workspace solutions that enable a productive Federal workforce.

GSA leverages real estate trends and customer mission needs to inform decision making. Two

critical trends have created the opportunity to optimize the leased and federally owned real

estate portfolio under GSA’s jurisdiction, custody, and control (collectively, GSA-controlled

facilities) to better serve the future needs of the Government and save money for the American

taxpayers:

1. Workspace allocated per person is likely decreasing, a long-term trend accelerated by

the COVID-19 pandemic. The pandemic demonstrated that telework is a viable option

for most Federal agencies and that the future will include a mix of office-based work and

telework. This presents a unique opportunity to restructure GSA’s real estate portfolio

and meet customers’ workplace needs through a combination of space and technology

services.

2. While office trends might change the composition and size of the GSA real estate

portfolio in the future, GSA will continue to manage a significant asset base and must

maintain its facilities in a state of good repair. For the past decade, funding shortfalls

have hindered GSA’s ability to address the growing backlog of deferred maintenance.

GSA must address these deferred maintenance needs to provide safe, functional, and

healthy workspaces for Federal employees at a good value for the American taxpayer,

and to manage capital costs responsibly.

This strategic goal positions GSA to lead the Federal Government’s real estate optimization

efforts as part of the “future of work”. GSA seeks to offer agencies integrated and virtual

workspace solutions, shift occupant agencies from leased to federally owned GSA-controlled

facilities, reverse the growing backlog of repairs and alterations, and dispose of underutilized

facilities that are surplus.

GSA also seeks to invest in climate adaptation tools and strategies to minimize negative climate

impacts on GSA-controlled facilities. To accomplish this strategic goal, GSA will need to secure

the funding required to maintain Federal facilities to house nearly 1 million Federal employees

safely.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 1.1

Develop and offer integrated and virtual workspace options and services that

maximize flexibility, particularly in anticipation of increased telework.

Lead Office: Public Buildings Service

GSA is committed to partnering with all customer agencies to assess and deliver their future

real estate needs. GSA will proactively and regularly engage with its customers to understand

changing mission needs and guide their workspace strategies based on those evolving

requirements.

GSA is developing and deploying customer-driven solutions through the Workplace 2030

initiative that will enable agencies to align people, processes, and tools around their workspace

strategies. Workplace 2030 solutions will focus on the future of Federal work, exploring how

expanded telework, hybrid work environments, and distributed organizational models can

enhance the mission effectiveness. GSA will also continually monitor and quantify variables

such as space utilization, changing demand, and market trends to improve data-driven

decisions. This objective focuses on these activities as a key component to right-sizing GSA’s

real estate footprint.

Key Performance Goal

1. Right-size GSA’s real estate portfolio.

Strategic Initiatives

Lead the Federal Government’s post-COVID real estate efforts.

GSA aims to right-size the GSA portfolio and sustain a financially viable real estate model that

supports the President’s Management Agenda by partnering with customer agencies to optimize

future space requirements. GSA is proactively collaborating with agencies to determine what the

future of the workplace will look like, and the potential for cost savings derived from thoughtful

practices and space design. GSA will continue to use a data-driven approach to gain insight into

agencies’ future operating postures and real estate needs, recognizing that each customer will

have different requirements. These efforts will help GSA provide systematic, evidence-based

leadership in this arena, resulting in an optimized and more efficiently used real estate portfolio.

Evolve and expand workspace solutions for agencies.

Workplace 2030 is a GSA-led initiative involving multiple customer agencies that are collectively

identifying the set of real estate, technology, and people solutions required and desired in the

Federal workplace of the future. Based on efforts to date, GSA is simplifying the purchase of

home office furnishings and technology for customers, creating a Workplace Innovation Lab that

will allow customers to experiment with emerging workspace technologies, and actively offering

flexible co-working space through a contract with multiple vendors. GSA will continue to work

with agencies to validate and expand solutions that meet customer needs.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 1.2

Secure investments needed to achieve a right-sized and modernized portfolio

that is safe, efficient, and affordable for customers.

Lead Office: Public Buildings Service

GSA manages one of the Nation’s largest and most diverse real estate portfolios, housing

nearly 1 million Federal employees who perform, among other things, vital national security, law

enforcement, commerce, and research and development missions. The COVID-19 pandemic

created a unique opportunity for GSA and its 50 occupant agencies to rethink how they use

space and reposition the portfolio to potentially reduce the overall Federal footprint and to save

money.

Investment in federally owned GSA-controlled facilities will not only modernize existing space

and achieve higher performing buildings, but would also address the growing backlog of repairs

and alterations to help properly maintain buildings in the future. For the past decade, funding

shortfalls have hindered GSA’s ability to make these critically needed investments.

GSA will work with its customer agencies and Congress to secure the funding and approvals

nec

essary to deliver a right-sized portfolio that is financially sustainable. GSA will strategically

prioritize investments in owned assets to reduce the reliance on leased assets and maintain

federally owned GSA-controlled facilities in good condition. Sufficiently investing in Federal

buildings supports the President’s Management Agenda and takes advantage of the unique

opportunity created by the COVID-19 pandemic to reimagine the future of Federal workspaces

and to optimize GSA’s real estate portfolio.

Key Performance Goal

1. Optimize GSA’s real estate portfolio.

Strategic Initiatives

Continued prioritization of Lease Cost Avoidance.

With approximately 60 percent of GSA leases expiring in the next five years, together with

anticipated decreases in general office space demand due to increased telework across the

Federal Government, GSA’s Lease Cost Avoidance program continues to be an important tool

for optimizing GSA’s real estate portfolio and encouraging maximum use of federally owned

GSA-controlled facilities in lieu of leasing.

Develop and implement a real estate strategy with a financially-solvent asset mix.

While, in most cases, taxpayer benefits are best realized when the Federal Government owns

an asset, GSA has not consistently had access to the entirety of the annual revenues it collects

to reinvest in federally owned GSA-controlled facilities. The resulting backlog of reinvestment

liabilities and the anticipated post-pandemic shift in real estate demand requires GSA to re-

evaluate its portfolio and, potentially, to redefine the asset mix between federally owned and

leased facilities. The goal of this re-evaluation is to yield sufficient returns to support responsible

operations and management of the portfolio and appropriate reinvestment levels to address

repair and maintenance needs.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Seek to secure the funds needed to maintain GSA-controlled facilities in a state of good

repair.

GSA strives to maintain GSA-controlled facilities in a state of good repair to (i) provide Federal

Government employees and contractors with safe, healthy, and productive workspace, and (ii)

manage taxpayer dollars responsibly. Achieving a state of good repair requires a three-pronged

approach:

1. Developing a highly accurate database of facility liabilities;

2. Securing consistent and full annual access to the Federal Buildings Fund to address a

backlog of unfunded repair and alterations projects and to maintain buildings properly

going forward; and

3. Achieving the Administration's climate and sustainability goals, which directly result in

cost savings, smart buildings, and climate resilient buildings.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 1.3

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.

Lead Offices: Public Buildings Service, Office of Government-wide Policy

The Federal Government faces broad exposure to the mounting risks and costs already posed

by the climate crisis. GSA has a unique standing to address the climate crisis by using its

mission, authorities, buying power, and expertise to advance the Administration’s climate

resilience efforts. To do so, GSA will develop and deploy a climate and sustainability strategy for

the facilities in its real estate portfolio. GSA will prioritize investments in climate resilience

capacities, acquiring and deploying climate monitoring technologies, and strengthening critical

climate sustainability policies. GSA will also prioritize investments in greenhouse gas (GHG)

emission reduction and sustainable performance. Progress will be based on clean energy,

energy and water efficiency, performance contracting, waste diversion, and sustainable

strategies.

Key Performance Goals

1. Reduce GHG emissions from the GSA-controlled real estate portfolio.

2. Continue reducing energy intensity of GSA-controlled facilities.

Strategic Initiatives

Achieve 100% renewable electricity sources by 2025 and 100% carbon pollution-free

electricity by 2030, including 50 percent 24/7 carbon pollution-free electricity.

GSA will develop and implement a Renewable Energy Strategic Plan that will outline steps to

achieve its 2025 goal for 100% renewable electricity in federally owned GSA-controlled facilities

on the way to the Administration's 2030 100% carbon pollution-free electricity goal, including 50

percent 24/7 carbon pollution-free electricity. The plan will be based on findings from a

comprehensive analysis of the GSA portfolio, life-cycle analysis, industry best practices, market

conditions, available options, and contract mechanisms.

arget 50% of eligible buildings to comply with the Guiding Principles for Sustainable

Federal Buildings by 2025.

GSA will undertake efforts to identify opportunities to improve or streamline performance

aluation required by the Guiding Principle (GP) for Sustainable Federal Buildings. This

evaluation capability would help target sustainability performance challenges and building

improvements over time, and better support the business case for operational improvements

and renovations. GSA will develop a portfolio-wide plan to expand its review and qualification of

sustainable buildings to at least 50% (of gross square feet (GSF)) of all 968 eligible federally

owned GSA-controlled facilities (>10,000 GSF) by 2025. GSA will continue to support the

interagency effort to develop a Federal Buildings Performance Standard and evaluate

opportunities to integrate with other agencies’ GP programs, maximizing value for the taxpayer.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Target net-zero designs for new construction and major modernization by 2030.

GSA will build on existing standards and requirements to advance the Administration’s climate

sustainability priority. GSA, in partnership with relevant Federal agencies, will enhance its

project sustainability requirements by:

● Updating the Facilities Standards for the Public Buildings Service (PBS-P100) to require

new construction designs to be, at least, net zero energy-ready

● Eliminating usage of fossil fuel-generated energy in new and modernized buildings.

● Exploring ways to reduce the embodied carbon of materials used in construction and

modernization projects.

By FY 2025, GSA plans for 40% of its new construction building designs to include on-site

renewable energy-generation systems sufficient to achieve net zero energy performance.

Develop a robust and resilient capacity to manage climate change risks and secure

Federal real property investments by 2025.

GSA will establish a climate risk management process and resilience program that will formulate

criteria and metrics to inform real property decisions and to monitor risk reduction investments

(e.g., building flood protection, resilient power, wildfire damage prevention). GSA will analyze

portfolio data and use climate science to identify and manage the portfolio’s climate risks,

engage with customers on requirements, and integrate climate risk considerations into formal

agency decision-making processes. GSA will develop and institutionalize these processes and

programs in a way that reduces GSA real estate portfolio risks.

Designs must be Energy Net-Zero ready on a source energy basis with onsite renewables that are designated on

the plan for future installation including pathways, conduits, or other means of getting the power in the building.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 1.4

Identify and implement programs that positively impact local communities

through enhanced economic activity and opportunities for underserved

populations.

Lead Office: Public Buildings Service

GSA is the Nation’s largest landlord, managing more than 8,800 federally owned and leased

sets located in approximately 2,000 communities throughout the 50 States, five territories,

and the District of Columbia. GSA’s vast reach presents a unique opportunity to support State,

local, and Tribal governments’ economic goals, along with the well-being of communities that

host GSA-controlled facilities. GSA has the responsibility to leverage its real estate actions in

ways that support community development and local planning goals, while meeting customer

agency needs. This derives from legal mandate as well as sound business practice. GSA’s

Good Neighbor Program (GNP) provides the technical expertise and planning tools to help

leverage its projects in support of community planning goals – to create multiple returns for

communities and customer agencies.

GSA, while balancing customer agency mission requirements, security criteria, and the interests

the American taxpayer, will use the GNP to identify and align projects that may support local

community priorities. GSA will design and locate Federal facilities with local economic

development and planning goals in mind; design facilities to maximize sustainability and to

reflect the local community; coordinate with Federal agencies and State, local and Tribal

governments to advance environmental justice where GSA-controlled facilities are having

disproportionate negative impact on local communities; and coordinate with State, local, and

Tribal governments on uses for and disposition of Federal surplus real property.

Key Performance Goal

1. Expand and deploy the “Good Neighbor Program” nationwide.

Strategic Initiatives

Coordinate major GSA development projects with State, local, and Tribal stakeholders to

generate positive and long-lasting community impacts for those communities that host

GSA-controlled facilities.

GSA will execute its major capital projects in ways that support local economic development

and community planning goals through early and in-depth engagement with local officials and

other stakeholders. GSA will expand and enhance the use of pre-design collaborative

techniques on new construction and other projects that impact the public realm to maximize

community benefits. GSA will build upon previously successful outreach techniques, such as its

Planning Outreach and Partnership meetings, public meetings, and other engagement

strategies, including with partner Federal agencies. Where best practices are developed — such

as in economic impact analysis, urban design, and public use concepts — we will incorporate

them into GSA’s facility design standards and business processes.

Collaborate with Federal agencies to accelerate economic recovery, sustainability, and

environmental justice.

GSA will work with other Federal agencies to explore and implement policies and procedures for

funding community-focused projects that target economic recovery and environmental

improvement, especially in neighborhoods that have historically suffered from disinvestment and

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

environmental harm. GSA will coordinate with agencies to review and revise existing policies to

reflect current legislation and executive orders. GSA also will partner with grantmaking agencies

to identify opportunities to enable local governments to build on the impact of GSA projects in

their communities.

Expand use of environmental justice and sustainability mapping with other spatial data

tools to help GSA decision making.

GSA will expand its use of available environmental justice and sustainability mapping tools to

better understand how its real estate investments impact local communities, including

communities with environmental justice concerns and other vulnerable populations. Relevant

data will enable GSA to evaluate projects holistically and prioritize projects that would also

benefit local communities.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

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.

As the Federal Government’s primary provider of acquisition services, GSA is committed to

delivering value, innovation, and an exceptional customer experience. Every day, we help our

customers make smart purchasing decisions to get the goods and services they need.

GSA uses the collective buying power of the Government to negotiate better prices, while using

efficient operations, market expertise, and proactive partnerships with customer agencies and

private sector vendors.

GSA plays an important role in advancing the Administration’s priorities through leadership in

Government-wide acquisition, including economic growth, climate resiliency, and strengthening

diversity, equity, inclusion, and accessibility. The acquisition policies GSA establishes and

implements have a significant and lasting impact on communities and stakeholders.

Over the five-year horizon of this strategic plan, GSA intends to:

● Deliver best-value products and services to enable our customers’ missions.

● Modernize acquisition through technology to improve the overall experience for our

buyers and suppliers.

● Use our strategic position in the market, our expertise, and our relationships with

customers and suppliers to drive equitable markets, sustainable practices, and

continued economic recovery.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 2.1

Ensure GSA’s portfolio of offerings meets market demand for products, services,

and solutions and the desired acquisition approaches.

Lead Offices: Federal Acquisition Service, Public Buildings Service

The Federal Government relies on GSA to meet its evolving acquisition needs. GSA products,

services, and solutions offerings help agencies accomplish their core missions and serve the

public. GSA needs the right acquisition approaches to drive targeted outcomes, cost savings,

faster responses, and broader socioeconomic access. In addition, GSA offerings need the right

market intelligence, including the data and resulting insights, to navigate complex and changing

market dynamics.

Over the next five years, GSA will help reshape the Federal marketplace by refining and

adapting its offerings, acquisition approaches, and market intelligence. GSA envisions a highly

efficient market that brings customers and suppliers together with solutions that are purposefully

designed to support each acquisition’s unique needs. Using the strategies listed in this section,

GSA will align its solutions with customers’ changing needs while adding value throughout the

acquisition process.

Key Performance Goals

1. Expand the use of GSA acquisition solutions, and associated savings, across the

Government.

2. Increase Multiple Award Schedule (MAS) sales.

Strategic Initiatives

Evolve GSA’s capabilities by tailoring offerings to the markets they serve.

GSA is rethinking and reshaping both the Services Marketplace and the Products Marketplace.

Each market connects buyers with suppliers through tailored solutions to improve the value to

those stakeholders. Within the Services Marketplace, GSA aims to improve the services

contracting experience for customers, suppliers, and the acquisition workforce. A new Services

Multiple Award Contract, built for the unique needs of services contracts, will:

● Make all contract types available, including hybrid and cost-type contracts.

● Provide flexible pricing models aligned to commercial practices.

● Deliver access to exceptionally qualified and highly capable industry partners.

On the products side, GSA will refine and clarify its online Products Marketplace offerings to

improve customer experience and the selection process. It will:

● Consolidate and simplify multiple self-service buying platforms.

● Improve catalog management capabilities.

● Upgrade the post-award experience for suppliers via enhancements to catalog data and

self-service interfaces.

Help the Federal Government approach acquisition as a single, connected enterprise.

Category Management is a Government-wide effort to better understand and manage Federal

spending as a single enterprise. Leading six of the ten categories and managing the majority of

the Best-in-Class contract solutions, GSA is uniquely positioned to deliver benefits to customers

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

and suppliers through Category Management. GSA will improve data access and analytics to

gain insights about spend patterns, build policies to reinforce category management principles,

increase transparency, foster public policy objectives, and reduce duplication of solutions.

Ensure GSA is at the forefront of acquisition innovation while maintaining exceptional

contract quality.

GSA will continue to deliver best-value solutions to customers, particularly on reducing

customer risk, enhancing end-user capabilities, and leveraging GSA’s Government-wide

acquisition expertise. These best-value determinations include considerations of price and

speed for individual transactions, while encompassing a broader analysis of how GSA’s

solutions support agencies’ strategic positions.

Fully transition the Federal Government to the next generation of telecommunications

contracts.

Enterprise Infrastructure Solutions (EIS) is the Government-wide joint voice, video, data, and

security service acquisition vehicle targeted for full adoption by FY 2024. These contracts

efficiently leverage the scale of Government buying power while standardizing and optimizing

major portions of the Federal technological infrastructure.

Provide purchasing solutions to support evolving workspaces and telework trends.

GSA will use market insights from the Workplace 2030 project to provide new service offerings

to Federal customers. One area of focus will include offerings that could enable agencies to

acquire home office equipment (i.e., furniture and IT equipment). The “Home Office in a Box”

would support agencies by providing a suite of options to provision an increasingly hybrid

workforce.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 2.2

Improve stakeholder satisfaction by delivering simplified customer and supplier

experiences.

Lead Offices: Federal Acquisition Service, Public Buildings Service, Office of

Government-wide Policy

Strong partnerships with other agencies and suppliers are critical to the success of GSA and to

support decisions that create value and savings for customers and the American people. Doing

business with GSA should be an easy and transparent experience; GSA must continuously

simplify and streamline its processes and systems. To accomplish this, GSA will focus on:

● Improving the supplier onboarding process for the MAS program.

● Streamlining the buyer experience.

● Modernizing acquisition through technology.

● Striving for excellence in contract administration.

Key Performance Goals

1. Increase customer satisfaction.

2. Increase satisfaction of supplier base.

3. Improve tenant satisfaction in Government-owned and -leased space.

4. Improve the quality of contract administration in GSA contracting activities.

Strategic Initiatives

Improve the supplier onboarding process for GSA’s MAS program.

Under GSA’s MAS program, GSA plans to build and deploy journey maps to identify

inconsistencies throughout the program. GSA will review all entry points to the program and

determine what can be consolidated or removed to streamline the supplier experience. GSA will

use the journey maps to help suppliers understand how they can improve the information they

provide and to identify systems requirements. GSA will also create training for new suppliers to

strengthen their business marketing, leading to more connections with customer agencies and

increased supplier retention under the MAS program.

Streamline the buyer experience.

Improving the buyer experience is a new area of focus under GSA’s Federal Marketplace

Strategy, centered on establishing a user-centered digital presence for buyers. This initiative

aims to streamline access to acquisition tools; simplify market research; and provide commonly

used documents, templates, and pricing resources for services that help with acquisition

planning. Over the next five years, the new experience will evolve to incorporate both product

and service offerings. GSA envisions it as the premier self-service buying site for customer

agencies. GSA will also identify opportunities to improve the buyer experience and usability of

the Products Marketplace and GSA Advantage!®, focusing on search functionality, shipping

notifications, product photos, and inventory status.

Modernize acquisition through technology.

GSA must ensure that the systems used to facilitate acquisitions are up-to-date, effective, and

efficient. GSA is working to modernize and automate a variety of these systems, including:

● Delivering a modern, enterprise-wide Contract Acquisition Life-cycle Management

(CALM) system to streamline acquisition systems.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

● Merging legacy applications under the Assisted Services Shared Information System

(ASSIST) to provide users with a single experience for all GSA Assisted Acquisitions.

● Automating bots to produce time savings and/or increase quality through error detection.

● Streamlining and improving data management for the more than 50 million products and

services offered to the Federal marketplace through Catalog Management.

Improve GSA contract administration to ensure effective mission execution.

Sound contract administration is essential so that customers receive the goods and services for

which GSA contracts on schedule and on budget. Contract administration is a shared

responsibility among all stakeholders on the acquisition team. By increasing the focus on

strategic improvements in this area, GSA can monitor the effectiveness of its internal

contracting functions, verify that appropriate internal controls are in place, and deliver first-class

acquisition services to its customers.

GSA’s Senior Procurement Executive will continue to assess contracting activity and program

offices’ performance of contract administration to achieve acquisition excellence. GSA will

conduct both cyclical and targeted reviews of contracting activities’ acquisition performance.

Based on results, GSA will assign agency-wide corrective action plans as necessary. The

results will be shared with GSA senior leadership and key acquisition professionals to monitor

continual performance improvements.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 2.3

As a trusted partner, foster the supply chain to support GSA and Federal

acquisition needs for 2025 and beyond.

Lead Offices: Federal Acquisition Service, Public Buildings Service, Office of Small and

Disadvantaged Business Utilization, Office of Government-wide Policy, Office of GSA IT

GSA has supported economic recovery of the domestic supply base, worked to strengthen the

industrial base, created policy to increase consideration of climate impact in key acquisitions,

recognized and begun the development of processes and procedures to address the impact of

cyber risk in Smart Buildings, and established three GSA-wide Cyber-Supply Chain Risk

Management (C-SCRM) priorities. To ensure a strong and resilient supply chain, GSA will

continue to advance cyber-supply chain risk management and cultivate a healthy supply base.

Key Performance Goal

1. Increase awareness and capabilities within GSA’s acquisition workforce to better manage

supply chain risks.

Strategic Initiatives

Leverage acquisition to identify, deter, and respond to cyber threats.

GSA will support the Administration’s goal of preventing, detecting, assessing, and remediating

cyber incidents to protect national and economic security. GSA will achieve this goal through

interagency collaboration; policy and regulation guidance; moving towards a Zero Trust

Architecture; developing and implementing vendor, customer, and acquisition workforce

communications of new cyber requirements; and monitoring vendor offerings on GSA

acquisition vehicles.

Also, GSA will continue addressing C-SCRM priorities to address enterprise-level supply chain

risks, increase awareness and capabilities within GSA’s acquisition workforce to better manage

supply chain risks, standardize and expand GSA’s operational management of supply chain

risks, and build depth on pre- and post-award vendor risk assessment.

Support the American economy and businesses with strategic purchasing practices.

GSA will support the Administration's goal of maximizing the purchase and use of goods,

products, and materials produced in, and services offered in, the United States. GSA will play a

crucial role in increasing reporting capabilities and developing reporting protocols of Made in

America waivers. GSA will use policy-based approaches to advance this objective, including the

Federal Acquisition Regulation rulemaking process and the expanding domestic requirements

under the Buy American Act.

Strengthen the Industrial Base.

GSA will promote the Administration’s priorities to strengthen the acquisition industrial base by

fostering a supply chain that can achieve new public policy objectives and meet customer

requirements. The Federal Marketplace requires a broad, vibrant industrial base to meet

customer agency mission requirements and fulfill a wide range of policy objectives. GSA will

conduct supplier data analysis, conduct vendor outreach, and develop policies and acquisition

strategies that aim to strengthen the diversity of the supplier base doing business through the

GSA acquisitions program or directly through the award of GSA contracts. One area of focus

will be building small business capacity in underrepresented markets, such as facilities

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

maintenance and personal protective equipment, to support key agency objectives while

reducing risk of supply shortages.

Promote sustainable acquisition.

GSA acquisition is committed to using the power of Federal procurement to support the

Administration’s sustainability, climate, and environmental justice objectives. GSA will establish

internal guidance to incorporate sustainable best practices throughout the acquisition life cycle.

This policy will encourage GSA’s program managers and contracting officers to consider

sustainability early during acquisition planning. In the construction sector, GSA will partner with

other agencies to require new construction designs to be, at minimum, net zero energy-ready

and to stop using fossil fuel-generated energy in new and modernized buildings. GSA will also

explore ways to reduce the embodied carbon of materials used in construction and facilities

modernization projects.

Develop and implement GSA Smart Buildings technology.

GSA will enhance processes in the Supply Chain Risk Management and Smart Building

programs to quickly deploy smart devices, such as occupancy sensors, while preparing against

cyberattacks. GSA has developed standard processes and procedures to evaluate the IT

security of Building Monitoring and Control Systems components. In FY22, GSA issued ADM

7002.1, GSA Smart Buildings, a new Smart Building directive to uphold consistency in applying,

evaluating, and implementing Smart Buildings system technology. Moreover, GSA will update

the 2011 technology policy, revise the Smart Buildings program guide, and issue a new Smart

Building Implementation Guide to serve as a roadmap for Smart Buildings Systems for GSA real

estate projects.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 2.4

Aid U.S. economic growth by maximizing opportunities and minimizing barriers

for small and/or underserved businesses seeking to do business with GSA.

Lead Offices: Federal Acquisition Service, Public Buildings Service, Office of

Government-wide Policy, Office of Small and Disadvantaged Business Utilization

GSA will collaborate and build more robust outreach to industry regarding Federal acquisition

requirements and best practices promoting opportunities for small, disadvantaged, and

socioeconomic entities. GSA will continue to educate the acquisition workforce on the

importance of exceeding small business goals, ensuring our offerings promote a vibrant

industrial and technological base. These actions will directly support increases in jobs and

economic growth.

Key Performance Goals

1. Increase opportunities for persons with disabilities through GSA procurement.

2. Maintain and improve the percent of spend that goes to small business from the MAS.

3. Create more opportunities for small and socio-economic businesses.

Strategic Initiatives

Design post-award support strategy for new Government-wide contractors.

GSA believes that the Federal Supply Schedules are the best entry point for new contractors to

Federal procurement. As GSA works to streamline onboarding of new contractors — many of

which are expected to be in various Small Disadvantaged Business (SDB) categories — it will

lead a companion effort to help these new entrants succeed.

Expand GSA’s industry partner base through development of the Polaris Government-

wide Acquisition Contract (GWAC).

GSA Small Business GWACs provide customer agencies an efficient way to access highly

qualified small business IT service providers. With Polaris, GSA is looking to expand the

industry partner base, provide greater access to emerging technologies, simplify proposal

submission requirements, and improve the overall customer experience.

Develop supplier diversity plan.

As part of GSA’s commitment to equity in procurement, it will develop a supplier diversity plan

focused on key issues and actions GSA will take to increase opportunity for suppliers in SDB

categories. One approach will include plans for regular on-ramping of key acquisition vehicles.

Advance AbilityOne program.

GSA’s position as a premier acquisition agency influences the buying patterns of the Federal

Government. GSA will work with the AbilityOne Commission and authorized Central Nonprofit

Agencies to develop strategies that increase employment opportunities for persons with

disabilities.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Goal 3

Digital Government

A digital Government that delivers for the public through trusted,

accessible, and user-centered technologies.

GSA is positioned to create transformative change across Government as agencies modernize

and secure Federal IT and Federal networks. Driven to make an impact, GSA’s technology

offices — Technology Transformation Services (TTS) and the Office of Information Technology

Category (ITC), supported by the Office of Government-wide Policy — are leading the digital

ecosystem in the Federal Government. They are committed to deepening Government-wide

capabilities and services to yield a trusted, accessible, and user-centered digital experience.

Technology is at the foundation of all of the Administration’s priorities: addressing the COVID-19

pandemic; promoting economic recovery; advancing diversity, equity, inclusion, and

accessibility; and tackling the climate crisis. More specifically, the pandemic has revealed and

underscored the need for improvements in how the Government must use technology to

improve service delivery. The nation’s response to the pandemic was hindered by legacy

systems and compounded by clear digital inequalities. Agencies have an obligation to rebuild

public trust and to improve mission delivery through digital services.

The pace of change in technology is rapid and affects all aspects of our lives. Transforming how

he Government uses technology and developing more effective digital services can improve the

lives of the American people. GSA is well positioned to deliver meaningful advancements by

supporting agencies in their journeys and prioritizing the development of common digital

services and standards, platforms, and products.

Programs such as the United States Web Design System, Login.gov and USAGov are

examples of GSA’s ability to deliver increased efficiency, integration, and improved service

delivery for human life experiences – “the moments that matter most in people’s lives.” By

adapting and aligning its work to anticipate change, GSA can support technology development

and deployment at other agencies. Finally, GSA can model effective digital Government by

improving its own websites, products, and services, showcasing its shared offerings available to

partner agencies.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 3.1

Implement inclusive, accessible, and equitable design practices that improve

customer experience with technology and digital platforms.

Lead Offices: Technology Transformation Services, Office of Customer Experience,

Office of Government-wide Policy, Office of GSA IT

To best serve the wide-ranging needs of our Government and the American people, GSA must

insist on diversity, equity, inclusion, and accessibility in our teams and in our services. This is

particularly critical for developing, implementing, and responsibly scaling adoption of technology

that works for everyone. GSA recognizes that the most effective teams are cross-functional and

have diverse backgrounds, experiences, and skills — with high levels of cultural competency

and inclusivity. By prioritizing an equity-focused, people-centered approach to our design

practices, we can proactively reduce negative impacts and improve usability and accessibility of

our products and for the American people.

There is a significant opportunity to improve how the Federal Government designs and delivers

services and experiences for the public. Federal agencies have expressed robust demand for

support in this area. With its strong organizational culture, technology, and customer experience

(CX) capabilities, GSA can further develop CX and equity-centered design capacity at partner

agencies through the Technology Transformation Services. These services support the Federal

Government as it works to implement solutions that are simple, effective, equitable, and

accessible to the public. For example, GSA will focus on broadening the public’s access to

voting by improving vote.gov, with an emphasis on providing Federal voting requirements and

documents in many needed languages and media formats. GSA will explore opportunities to

provide similar information about State and local voting.

For our partners and customers, GSA’s solutions must represent the public it serves.

Recognizing that equitable approaches lead to better outcomes for everyone, GSA must deliver

with equity at the forefront of its services and solutions. This includes advising and leading

inclusive design strategy; providing training, support, and best practices to delivery teams; and

ensuring GSA’s workforce has the skills to design, develop, and deliver equitable projects and

products. In implementation, GSA will:

● Advocate for an inclusive design mindset with GSA supervisors and leaders to

strengthen team and portfolio capabilities through ongoing training, toolkit development,

and research.

● Prioritize, identify, measure, and support improved usability and accessibility for

historically and socially marginalized communities, applying best practices during the

design process to reduce negative impacts to these communities.

● Ensure inclusive representation of the public in user research practices, such as ongoing

co-creation and participatory design.

● Define and drive equity and accessibility best practices and requirements across GSA.

Key Performance Goals

1. Evaluate, rationalize, and modernize GSA technology and solutions to advance

standardization among websites across Government.

2. Improve the public’s ability to access resources by increasing usability, utility, and data

integrity of public-facing Government websites.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Initiatives

Increase user satisfaction with GSA websites and digital products, as well as agency

partner websites, by focusing on accessibility, navigation, data integrity, and

standardization.

The Government must effectively design and deliver websites and digital services to the public

that promote accessibility, optimal experience, trust, and security. GSA will act to increase the

adoption of GSA digital products and services that promote the 21st Century Integrated Digital

Experience Act (IDEA) principles by increasing standardization among Government websites.

GSA will champion efforts that focus on customer experience while requesting amendments to

the Federal Citizen Services Fund (FCSF) appropriation language. These requests include

reimbursable services and raising the spending cap to provide more services to Government

partners so that GSA can serve the public and deliver high-impact projects.

Additionally, GSA will reimagine the USAGov program to increase Government information

haring and accessibility to the public. This will include incorporating multiple language

translation services and modern call center technology. The first step will be to develop a

roadmap for the redesigned USA.gov website that will improve customers' ability to navigate to

all Government benefits, services, and programs. The website will feature streamlined content,

processes, and technologies that use human-centered design to meet customer needs,

including consolidating content currently appearing on Benefits.gov, Grants.gov, and other

appropriate websites.

ithin GSA, the Office of Customer Experience and internal Digital Executive Board will

enhance the digital literacy of GSA website managers. “Digital literacy” refers to the managers’

and their associated teams’ abilities to navigate both the business and technical requirements of

website management, collaborating across those specialty areas to accomplish strategic tasks

to serve GSA’s customers and achieve and maintain compliance with 21st Century IDEA.

Expand data visibility and insight through increased outreach and resources for the

Digital Analytics Program (DAP).

Across the Federal Government, latent data is underutilized. This data could provide more

insight to agencies as they deliver on their missions. Government websites and services are the

primary means by which the public interacts with and receives information from the

Government. As a data analytics solution that reveals the American public’s usage patterns on

Government websites, the DAP provides a clear picture of the information the public is seeking

on a daily basis. With upgraded technologies and tools, DAP can expand on its capabilities for

helping agencies understand how people find, access, and use Government services online.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 3.2

Lead Government-wide adoption of shared technology solutions that improve

digital governance, sharing, security, and interoperability.

Lead Office: Technology Transformation Services

GSA is committed to providing technology support that builds digital capacity within Government

agencies and ultimately makes it easier for the public to access the resources they need in the

moments they most need them. GSA offers a diverse portfolio of shared technology solutions

that helps agencies improve system security, interoperability, and digital delivery of information

and services to the public. GSA is focused on implementing a market development and

partnerships capability, featuring a market-sensing initiative, that will ensure GSA is ready to

deliver technology solutions to Government’s most pressing challenges. In doing so, GSA will

continue to leverage its biggest strength — the ability to work with stakeholders to identify

problems, develop solutions, and execute on those solutions.

Key Performance Goals

1. Target the growth of shared security products to reduce digital threats.

2. Increase adoption of GSA-sponsored identity solutions.

Strategic Initiatives

Continue to grow and streamline targeted shared services that enable the public to easily

and safely engage with Government.

The public expects seamless and secure tools and information to effectively interact with

Government agencies. GSA is leading by developing a robust set of shared services to improve

the way that people access and share information with the Government. GSA will focus on two

shared services in particular:

● Improving the equity and security of identity verification for users of Government

websites. GSA will expand the Login.gov platform, enhancing Login.gov’s current

operational environment to further scale across Government and increase equitable

access to websites and digital services.

● Modernizing Federal rulemaking management systems to encourage constructive public

engagement while reducing operating costs. GSA will more effectively facilitate public

access to Federal rulemaking and guidance information, streamline workflows for

Federal rulemakers, and support data tools to improve analysis of rulemaking data by

Government and the public.

Reduce public sector digital threats by expanding the Federal Risk and Authorization

Management Program (FedRAMP).

FedRAMP empowers agencies to use modern cloud technologies, with an emphasis on

securing and protecting Federal information. The Government uses FedRAMP-authorized cloud

systems to provide Government services and information to the public. FedRAMP will continue

to expand, focusing on increasing reuse of authorized cloud products. This reuse will lead to

economies of scale, Government-wide standardization, faster delivery time, and increased

security.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Be a partner and leader in facilitating the procurement of and access to services and

products to State, local, territorial, and Tribal governments.

Many of the Federal Government’s digital challenges and strategic goals are similar to those of

State, local, territorial, and Tribal governments, and many of these challenges could be

addressed by better coordination and greater economies of scale at the State and local level.

This is currently accomplished by leveraging authorities such as the Intergovernmental

Cooperation Act and GSA’s Cooperative Purchasing program. By exploring ways to scale

GSA’s technology programs, products, and expertise to non-Federal governments, many of

these challenges could be addressed to provide better public experiences and greater

economies of scale at the State and local level. In addition, GSA has extensive knowledge

around improving digital services that could help State and local governments reduce

duplication of services and more efficiently allocate IT funds from the Federal Government.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 3.3

Equip agencies with the knowledge and tools to strategically procure and deploy

technology products and services.

Lead Offices: Technology Transformation Services, Office of Government-wide Policy

GSA provides technical services and an array of digital products and programs that are

available on a Government-wide scale. The current Administration has invested significantly in

technology and positioned GSA as the “tip of the spear” to expand technology modernization

and digital transformation across the Federal Government. This is an opportune moment to be

ambitious and aggressive in driving transformational change on behalf of the American people.

Yet few Federal agencies are adequately positioned to invest in technology solutions to address

cross-agency or broad public challenges. New technology offerings in the Government tend to

struggle to consistently scale and become sustainable.

However, GSA has a track record of seeding new products and capabilities for the Government.

GSA is well positioned to provide modern products and services and enable capabilities on a

cross-agency basis. GSA is exploring the opportunity to utilize a venture studio-like model within

TTS to scale reimagined Government-wide products, services, and capabilities. This approach

would help to launch innovative offerings and sustain them by providing resources and creating

a clear, repeatable model for growing new ventures. It would focus on high-impact digital

transformation projects spanning multiple agencies and/or the public.

Key Performance Goals

1. Increase Government technology acumen and adoption.

2. Increase usage and satisfaction with GSA’s shared digital services and solutions.

3. Increase Federal IT modernization.

4. Expand the diversity of the digital workforce.

Strategic Initiatives

Be the premier provider of shared digital services and solutions for Government.

To transform the methods used by Government agencies to build, buy, and share technology,

GSA will position TTS more prominently in the Federal market. Prioritizing shared digital

services that provide a better experience for the public, the TTS brand will emphasize innovative

technology expertise in people, services, and solutions to accelerate IT modernization in

Government. Additionally, GSA will continue to seek more flexible Federal Citizen Services

Fund (FCSF) authorities to better serve the public and accomplish more impactful projects.

These actions will enable GSA to continue to scale TTS programs, products, and technical

acumen across Government.

Drive technology modernization and increase technology acumen across Government by

expanding innovative accelerators.

Innovative accelerators within GSA are changing the way digital services are developed and

delivered. By using accelerators such as 18F, Centers of Excellence, Presidential Innovation

Fellows, and 10X, agency partners are reinventing processes, approaches, and platforms, while

actively learning from one another. This environment of growth, development, and mentorship

allows people to share learnings, best practices, and open-source software. GSA will expand

the use of innovative accelerators and communities of practice to drive technology

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

modernization with our agency partners and deepen the pool of technology acumen across

Government.

Leverage the American Rescue Plan (ARP) funds and GSA expertise to support agencies

recovering, rebuilding, and reimagining the delivery of digital products and services to

meet the needs of the public and other stakeholders.

GSA will actively support the American Rescue Plan (ARP) in providing Government-wide

public-facing services to help recover from the COVID-19 pandemic and rebuild for more secure

and effective public digital experiences. GSA will also reimagine the delivery of digital services

to improve transparency, interoperability, security, and efficiency to bolster public confidence in

Government. GSA will allocate ARP funding to digital projects and initiatives aligned with these

guiding objectives. In addition, GSA will collaborate with the Federal community on ARP-related

initiatives to develop a consistent, repeatable, and equitable process for evaluating and

monitoring funded projects.

Leverage the Technology Modernization Fund to drive high-impact, urgent IT

modernization, providing funding that is aligned with the needs of Federal agencies and

the fast pace of changing technology.

The ARP provided $1 billion to the Technology Modernization Fund (TMF) to focus on the most

urgent modernization and cybersecurity projects. The TMF enables agencies to reimagine and

transform the way they use technology to deliver their services to the American public. The

TMF’s innovative financing model means that many IT modernization projects are funded and

sustained that otherwise would not have gotten off the ground. The incremental funding, tied to

delivery of milestones, allows for more agile and dynamic project implementation while

promoting efficient, effective use of taxpayer dollars. GSA is working with agencies pre- and

post-award to ensure that projects are well-designed and set up for success. In general, TMF-

financed projects support modernization of cybersecurity, public-facing digital services, high-

value assets, and Government-wide collaboration and shared services. Additionally, GSA has

been working to overhaul and upgrade the Federal IT Dashboard to support greater

transparency into IT investments and better inform funding allocation decisions.

ncrease the technological capabilities of the Federal Government and support GSA’s

diversity, equity, inclusion, and accessibility priorities by expanding the digital workforce

and combating current disparities within the Federal IT workforce.

New talent and best practices are key to increasing the technological capabilities of the Federal

Government. GSA will attract talent by creating new pathways for early career and diverse

technologists to enter Government through programs such as the U.S. Digital Corps. This will

allow recruitment and hiring of more early career technologists from underrepresented groups

and non-traditional pathways, diversifying the Federal IT workforce. GSA will be using skills-

based assessments and subject matter experts in the hiring process. This approach can

minimize reliance on purely credential-based approaches (education, experience) and give

technologists from non-traditional backgrounds a clearer pathway into Government. GSA will

continue to champion diversity, equity, inclusion, and accessibility best practices within GSA

and will share learnings across Government. Overall, GSA will actively hire diverse technology

talent and create a culture for diverse talent to thrive.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

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.

Government agencies are best able to execute their mission when they have well-informed

decision-making capabilities, affordable and readily accessible solutions to operate key

functions, and strong policy development and implementation practices. Yet agencies face a

daunting task to develop and periodically upgrade these “building blocks'' on their own.

Common sense dictates that agencies benefit when they are able to use the practices,

processes, and expertise of other agencies and the broader ecosystem of stakeholders that

work with the Government.

GSA plays 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 “Government Operations” Strategic Goal emphasizes the communication channels,

processes, tools, and services that collectively serve as an accelerator for sharing and applying

knowledge across the Executive branch enterprise.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 4.1

Build evidence-based capacity and foster interagency collaboration to

strengthen operational effectiveness at GSA and across Government.

Lead Office: Office of Government-wide Policy

Analysis and evaluation are critical to assess operational effectiveness and inform decision

making for Government agencies. However, many agencies lack adequate mechanisms for

rigorous evaluations. GSA is leading Government-wide efforts to develop evidence-building and

evaluation to enhance strategic analysis and build organizational capacity. GSA can use its

experience in growing these capabilities internally to assist other agencies with their efforts to

establish robust evidence and evaluation activities.

Government agencies also face common management challenges that can lead to inefficiencies

and drain resources. Agencies benefit from interagency collaboration to effectively and

holistically address these challenges. GSA convenes interagency forums to tackle significant

issues to benefit the whole of Government. Among these, the Federal Executive Councils and

communities of practice bring together a wide variety of capabilities and expertise to address

common challenges and create effective policy across Government.

Key Performance Goal

1. Develop and implement evaluation designs and methods on high-priority, high-impact

Government-wide programs

Strategic Initiatives

Expand Government-wide evidence and evaluation capacity.

GSA will conduct robust evaluations to examine and improve program effectiveness to support

agencies’ priorities and to build Government-wide knowledge. Building evidence on key

Government-wide priority topics will help to drive, inform, and improve decision making in

priority areas such as the President's Management Agenda, Administration priorities, agency

priorities, and other cross-cutting challenges. GSA will build portfolios of evidence, tackling

priority topics with multiple agencies to accumulate a robust body of evidence. To do so, GSA

will expand capacity-building efforts through the established Evaluation Fellowship program,

pairing external academic talent with pressing agency challenges. Through this work, GSA will

also support agencies using existing administrative data to drive, inform, and improve decision

making in priority areas.

Foster and manage Government-wide communities of practices to enable innovation.

GSA will build on the progress of the active and robust communities of practice (CoPs) it

administers to strengthen the Federal workforce, spur innovation, enable adoption of emerging

technologies, and create opportunities to improve the effectiveness and efficiency of

Government. GSA currently manages over 30 CoPs that have unique goals and objectives

tailored to the needs of the community members they serve. For FY 2022, GSA has identified

six CoPs to achieve key milestones or quantitative performance outcomes.

Leverage interagency forums to tackle key management challenges.

GSA will provide support to drive collaboration among the Federal Executive Councils

(Councils). The Councils coordinate engagement and policy development across the Federal

Government’s CXO ecosystem to identify shared challenges, foster innovation, and spread best

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

practices. GSA is moving beyond its traditional support activities by working to convene cross-

Council events to improve collaboration among the Councils on key policy and management

challenges. This focus supports a cross-functional approach and increases the diversity of

perspectives, helping to more holistically address long-term or emerging challenges.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 4.2

Provide centralized services and shared solutions that promote cost savings and

environmental sustainability, enabling agencies to focus on mission delivery.

Lead Offices: Office of Government-wide Policy, Federal Acquisition Service

Despite annual Federal spending of roughly $25 billion on mission-support services

, 38% of

agency leaders still report low satisfaction with services such as hiring, financial management,

grants management, procurement, and travel.

. With many agencies managing these services

in-house, the Federal Government has missed opportunities to leverage economies of scale

and expertise. In addition, redundant IT solutions across agencies are costly and difficult to

secure against cybersecurity threats.

Shared Services is an industry best practice to improve the quality and performance of mission-

support services in a manner that enables agencies to focus on their missions and better serve

the American public. GSA plays a central role in developing policy, best practices, and strategic

planning for mission-support shared services across Government. GSA has led in educating

and helping Government agencies understand the cost and operational benefits of shared

solutions and centralized services. GSA regularly assesses agency progress at standardizing

and consolidating work processes. That, in turn, facilitates opportunities to consolidate specific

services and drive increased adoption across the Federal enterprise.

GSA’s Fleet services is an excellent example of a centralized service provided for the benefit of

all agencies. The Fleet program works to efficiently acquire and deploy vehicles in support of

agency missions, increasingly through the procurement of zero-emission vehicles (ZEVs) and

electric charging infrastructure. These efforts promote adoption of ZEVs across Government.

This will reduce greenhouse gas emissions and lower the cost of operating motor vehicle fleets

in the future. Using this best-in-class shared services model, agencies can focus on their core

mission delivery while decreasing fleet emissions.

Through the increased adoption of high-performing centralized services and shared solutions,

the focus of the Government’s workforce, technology, and funding resources will be better

aligned to delivering on mission to the American people.

Key Performance Goals

1. Improve agency adoption and optimization of GSA services.

2. Advance Government-wide agreement on the standardization of mission-support functions.

3. Address the climate crisis through zero-emission fleet vehicles.

Strategic Initiatives

Increase adoption of GSA’s existing shared services by other agencies.

GSA will increase the use of its existing portfolio of solutions and services by large and small

agencies as well as Presidential and Congressional commissions and boards. The shared

services encompass GSA’s technology modernization offerings, acquisition services,

management of real property and other assets, and various other administrative and operational

Refer to OPM Fedscope (2016), FPDS (2016), and IT Dashboard (2016)

See the Annual Customer Satisfaction Survey for mission-support at:

https://trumpadministration.archives.performance.gov/data/#cap

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

services. Improved use of these services will accelerate the Government’s overall progress in

leveraging economies of scale in buying and implementing commonly used products and

services.

Increase standardization of business requirements to inform and facilitate agency

decisions on shared services adoption.

Business standards, established and agreed to by agencies using the Federal Integrated

Business Framework (FIBF), enable the Government to better coordinate on the decision

making needed to determine what can be adopted and commonly shared. Standards are an

essential first step toward agreement on outcomes, data, and cross-functional end-to-end

processes that will drive economies of scale and leverage the Government’s buying power.

GSA will continue to convene the interagency Business Standards Council (BSC), coordinating

agreement among the BSC, relevant Executive Councils, and OMB on advancing common

mission-support business standards. GSA will enroll new mission-support functions into the

business standards community and provide the tools necessary to complete standards. GSA

will promote using the business standards in readiness assessments, performance

management frameworks, procurements, and investment planning.

Facilitate the movement of agency-owned vehicles into the GSA leased fleet to reduce

cost and improve service for Federal agencies.

GSA will continue to work with customers to consolidate their agency-owned vehicles into the

GSA Leased Fleet, to save approximately $0.10 per mile with GSA’s services.

Reduce the carbon emissions of the Federal fleet by increasing offerings and acquisition

of zero-emission vehicles (ZEVs).

GSA’s fleet prioritizes having modern, safe, efficient, and cost-effective vehicles. These

principles drive our strategy of acquiring zero-emission, low-GHG-emitting, hybrid, and other

alternative fuel vehicles mirroring what the commercial market offers. GSA will continue to

purchase cleaner vehicles to meet customer mission needs within the GSA Fleet. It will thus

increase the efficiency of vehicles operated and ultimately reduce carbon emissions. To

accomplish this, GSA will:

● Deploy ZEVs within the GSA-leased and agency-owned fleets as they become available

in the market and can meet customer mission requirements.

● Continue to educate customers on available ZEVs that can replace fossil-fueled vehicles

and reduce carbon emissions, expanding ZEV deployment efforts Government-wide.

Contingent upon the appropriation of additional funds to GSA for the electrification of the

Federal fleet, GSA will help to defray the higher cost for ZEVs relative to the cost of equivalent

fossil-fueled vehicles.

Enable Federal agencies to acquire Electric Vehicle Supply Equipment (EVSE).

GSA will partner with agencies to deploy and install EVSE at Federal facilities to accommodate

an expected increase in ZEVs within the Federal fleet. GSA currently provides access to EVSE

through a blanket purchase agreement (BPA) allowing customers to purchase charging stations

from vendors. GSA will expand its contract offerings and customer tools to provide a wide

variety of EVSE hardware, software, and options Government-wide. This will make it easier for

GSA and tenant agencies to install charging stations and related equipment. GSA is also

establishing construction contracts to allow for installation of charging stations in Federal

facilities when new construction or repair and alteration work is being done.

Leverage the installation of telematics to measure and drive the reduction of carbon

emissions.

GSA will continue to install telematics on all appropriate new vehicle acquisitions as well as

support customer agencies requesting to retrofit their existing fleet with telematics. This long-

term effort allows agencies to use data as a strategic asset to address climate change by

accurately measuring their fleet’s carbon emissions and tracking reductions over time.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Acquire and deliver a travel services shared solution to all civilian agencies.

GSA will deliver an end-to-end travel and expense service — E-Gov Travel Service Next — that

results in a more efficient Government-wide travel and expense marketplace. The service will

have a user-centric design that integrates all travel products for an improved customer

experience. The solution will be centrally acquired and delivered as a shared service, allowing

GSA to focus on prioritizing customer needs, cost efficiencies, and environmental benefits.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Strategic Objective 4.3

Deliver smart policies, regulations, and workforce training that inform

management decisions and help agencies streamline operations.

Lead Office: Office of Government-wide Policy

A streamlined Government enables mission success, improves citizen experience, and

promotes savings. Key to improving Government operations is having accurate and reliable

data that helps decision makers manage assets effectively, develop balanced operating policies

and procedures, and provide the right skills-based training to the Federal workforce.

This strategic objective focuses on three specific areas where improving data quality and

access can have a meaningful impact on Government operations: asset management, policy

formulation, and workforce skills.

Key Performance Goals

1. Improve Government-wide real property data.

2. Implement effective policy initiatives.

3. Deliver quality policy compliance training to agencies regarding policies, regulations, and

best practices.

Strategic Initiatives

Improve the accuracy of Government-wide real property data through consistent data

standards and management.

GSA plans to use mission-support business standards and automated tools to improve the

consistency and accuracy of Government-wide real property data. For the past 20 years, the

U.S. Government Accountability Office has cited problems with real property data as a reason

that Federal real property management is on the high-risk list of Federal programs. GSA will use

business rules developed for the FIBF to establish real property data standards that should

improve data consistency. GSA has developed a set of automated tools to identify potential

errors in data that landholding agencies submit to the Federal Real Property Profile database.

GSA will also leverage geospatial data tools to assist agencies validate and verify data to

improve data accuracy and completeness.

Assess Government-wide effectiveness of GSA’s policy initiatives.

GSA will establish a method to regularly gather feedback on their policy initiatives from key

policy stakeholders and agency users across Government. GSA’s goal will be to implement

policy initiatives that result in 75 percent of respondents rating those initiatives as effective. GSA

will analyze survey responses to identify areas for improvement in creating, communicating, and

implementing policy initiatives.

Evaluate and adapt policy compliance training for agencies.

GSA has a strong track record of training agency partners on how best to comply with

Government-wide policies and regulations. GSA uses a variety of formats and delivery

channels, including live training, documentation (e.g., playbooks, checklists), and consultation

with subject matter experts. GSA will use a suite of metrics to track the volume and

effectiveness of compliance training, ensuring that it provides the necessary breadth and depth

of education while remaining accountable for making training improvements.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Agency Priority Goals

Agency Priority Goals are leadership priority areas used to drive significant progress and

change. Goals are outcome-oriented, ambitious, and measurable with specific targets that

reflect a near-term result that agency leadership wants to accomplish within approximately 24

months.

Right-Size GSA’s Real Estate Portfolio

Impact

Statement

(Broad)

GSA will transform its real estate portfolio to better reflect the changing

needs of the post-pandemic Federal workforce. As agencies modify their

physical footprint, GSA will right-size its inventory to fully use its

federally owned assets, backfill or terminate vacant leased space, and

dispose of the properties necessary to achieve an optimized portfolio.

Achievement

Statement

(Focused)

GSA will engage customers to develop National Workspace Portfolio

Plans for the 24 Chief Financial Officers (CFO) Act agencies by

September 30, 2023. Plans will define the customer’s desired future real

estate footprint, the steps necessary to reach that footprint and

strategies for supporting the customer’s evolving workstyle needs

through technology and services solutions.

Measure

● Develop National Workspace Portfolio Plans for 50% of CFO Act

agencies in FY 2022 and 80% in FY 2023, with the goal of right-sizing

office space

Address the Climate Crisis through Zero-Emission Fleet Vehicles

Impact

Statement

(Broad)

As part of GSA’s efforts to tackle the climate crisis, the agency will

support near-term global reductions in greenhouse gas emissions and a

long-term goal of net-zero global emissions by helping agencies increase

their conversions to clean- and zero-emission fleet vehicles (ZEVs).

Achievement

Statement

(Focused)

GSA will work with customer agencies to enable an increasing

percentage of vehicles eligible for replacement with ZEVs to be replaced

with ZEVs each fiscal year.

Note: Actual targets will depend on the level and specified purpose of

funding received and the EV make/models available from industry that

meet agency mission requirements.

Measures

● % of new purchases/leases that are ZEVs (based on vehicle type

availability) compared to the total number of vehicles procured in the

● Volume of ZEV offerings available

● Miles per gallon for the GSA leased fleet

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Increase Adoption of GSA-Sponsored Identity Solutions

Impact

Statement

(Broad)

GSA will increase adoption of Login.gov, a simple, secure, and

equitable shared service at the forefront of the public’s digital identity.

The goal is for Login.gov to be the public’s one account for accessing

government services online. Login.gov can cost-effectively help

agencies to support a better user experience, streamline user accounts,

and enhance security. GSA is expanding its suite of identity solutions to

increase diversity of vendor and Government data source providers.

GSA wants to improve identity verification rates across a broader set of

demographics, such as age, ethnicity, and socioeconomic status.

Achievement

Statement

(Focused)

● Increase the number of customer agencies using at least one GSA

identity management solution from 27 to 33 agencies.

● Increase the number of annual active users on the Login.gov

platform to from 16M to 41M.

● Expand the number of identity vendors and Government data source

providers utilized on the platform from 2 to 4.

Measures

● Number of customer agencies using at least one GSA identity

management solution

● N

umber of active users on Login.gov

● Number of identity vendors and Government data source providers

on the platform

● Number of Login.gov serviced applications

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Key Capabilities

GSA’s key capabilities encompass the people, processes, and technology that support the

agency in achieving the strategic goals and objectives laid out in this strategic plan. These

capabilities are primarily internally focused, cross-cutting, and enduring. They underpin the

unique value GSA provides to its customer agencies, industry partners, and ultimately, the

American people. GSA’s commitment to maintaining and strengthening these four key

capabilities creates the conditions for achieving strong outcomes for the agency.

GSA’s people are at the heart of everything the agency does; their skills, talents, and drive are

the foundation of the organization’s strategic and operational success. GSA employees strive to

provide exceptional customer service by cultivating trusted partnerships, leveraging cutting-

edge technology, and relying on evidence-based management to make decisions. The

workforce capitalizes on these organizational attributes to deliver favorable outcomes for each

of the agency’s strategic goals.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Key Performance Goal

1. Efficient, effective support services that equip GSA to readily deliver on its mission.

Focus Areas

People-First Culture Prioritizing Diversity, Equity, Inclusion, and Accessibility

By implementing policies and strategies across GSA that prioritize diversity, equity, inclusion,

and accessibility in the hiring process, employee performance management, and workforce

engagement, GSA will remain one of the best places to work in the Federal Government. This

will center our work within a safe, collaborative environment that amplifies the skills, capabilities,

and talents of the very best employees in the Federal Government. Driving our strategic and

operational goals requires building a cadre of talent that reflects the diversity of the American

public.

Evidence-Based Management Grounded in Strong Data Governance and Analytics

GSA believes that organizational strategy and management decisions should be based on data

and evidence. This approach drives impact, creates value for GSA customers, and maximizes

limited resources. GSA will continue to strengthen its data governance, analytics, and evidence-

based culture by developing an enterprise data strategy, establishing standards for data quality

and access, investing in analytics tools and technologies, cultivating data literacy, and providing

analytics training to its workforce. In building a robust data analytics capability, conducting

rigorous program evaluations, and delivering insights to decision makers, GSA will be well

positioned to meet evolving business challenges and optimize the use of its resources.

Efficient Operating Processes Driven by Leading Technology

GSA recognizes that a streamlined and efficient IT organization generates opportunities to

reduce costs and modernize delivery of goods and services to customers. GSA has a long

tradition of leading the Federal Government in the provision of innovative technology solutions.

GSA was the first Federal agency to move its email system to the cloud, an effort that has

advanced the agency’s transition to a mobile workforce. GSA will continue to provide its

employees with the tools they need to gain new capabilities while increasing productivity,

mobility, agility, and cost savings. Through government-leading initiatives, GSA will solidify its

role as the go-to agency for driving technology transformation and modernization, with the

Office of GSA IT and Technology Transformation Services leading the way.

Exceptional Customer Experience Delivery

GSA’s mission is to deliver the best customer experience and value in real estate, acquisition,

and technology services to the Government and the American people. The public expects the

same level of service from the Government as they would receive from any private sector

organization. In seeking to deliver the best customer service, GSA focuses on optimizing the

end-to-end experience of its customers by aligning operations and processes to customer

needs. GSA will continue to lead by example – with the Office of Customer Experience leading

the way – by embedding customer-oriented thinking into daily operations to ensure GSA

delivers sound products and services with a more simplified, seamless, and secure customer

experience.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Appendix

Organizational Structure and Office Descriptions

Headquartered in Washington, DC, GSA serves and supports more than 60 Federal

departments and agencies through its:

● Central Office

● Federal Acquisition Service

● Public Buildings Service

● Office of Government-wide Policy

● 11 National Staff Offices

● 11 Regional Offices

● 2 Independent Offices

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Staff Offices

Office of Administrative Services (OAS)

OAS delivers innovative, responsive, and timely value-added solutions for GSA's administrative,

workplace, and information needs in ways that promote integrity, the efficient use of

Government resources, and effective risk management.

Office of the Chief Financial Officer (OCFO)

OCFO provides enterprise-wide budget, financial management, financial analysis, performance

management, and strategic planning services to GSA business lines and Staff Offices. OCFO

also leads robotic process automation initiatives and workload elimination, optimization, and

automation efforts.

Office of GSA IT (GSA IT)

GSA IT provides staff with innovative technology to improve capabilities, productivity, mobility,

agility, and cost savings. GSA IT solutions include laptops, mobile devices, collaborative cloud-

based software, training, and technical support. GSA IT ensures GSA and Federal information

security and privacy requirements are implemented agency-wide

Office of Civil Rights (OCR)

OCR administers five programs related to Federal civil rights laws and regulations: Equal

Employment Opportunity, Affirmative Employment, Non-discrimination in Federally Conducted

Programs and Activities, Environmental Justice, and Non-discrimination in Federally Assisted

Programs and Activities. OCR also administers the appeals process for administrative

grievances filed by GSA employees.

Office of Congressional and Intergovernmental Affairs (OCIA)

OCIA maintains relationships with Congress; prepares and coordinates the GSA annual

legislative program; communicates the GSA legislative program to OMB, Congress, and other

interested parties; and works closely with OMB in the coordination and clearance of all

proposed legislation affecting GSA.

Office of Customer Experience (OCE)

OCE works with internal clients to enhance relationships with customers, industry partners, and

both internal and external stakeholders. OCE improves the end-to-end experience of GSA

customers by aligning operations to customer needs. OCE utilizes human-centered design

approaches to promote three key behaviors: conducting representative customer research;

synthesizing findings into actionable insights; and making incremental, measurable, and

customer-focused improvements.

Office of General Counsel (OGC)

OGC provides sound and timely legal advice and representation to GSA clients to enhance their

ability to deliver the best value in real estate, acquisition, and technology services to the

Government and the American people. OGC carries out all legal activities of GSA; advises on

the proper implementation of GSA's statutory responsibilities; and provides legal counsel to the

Administrator, the Deputy Administrator, and other officials of GSA (with the exception of certain

legal activities of the Office of Inspector General and the Civilian Board of Contract Appeals).

The General Counsel is the chief legal officer of the agency and is responsible for legally sound

implementation of GSA's mission responsibilities nationwide. The General Counsel also serves

as the GSA’s Designated Agency Ethics Official and the Chief Freedom of Information Act

(FOIA) Officer.

Office of Human Resources Management (OHRM)

OHRM delivers comprehensive human resources services and solutions to GSA and its

employees. OHRM’s primary focus is to work with GSA Services and Staff Offices to attract,

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

motivate, develop, retain, and reward employees to maintain and enhance a mission-ready

workforce.

Office of Mission Assurance (OMA)

OMA ensures resilience and continuity of the agency’s critical business processes by integrating

and coordinating activities across all domains of security (physical, personnel, and industrial),

Homeland Security Presidential Directive 12 (HSPD-12) credentialing, emergency management,

and contingency and continuity planning. OMA provides an enterprise-wide approach to mission

assurance planning while ensuring the safety, privacy, and security of GSA facilities, personnel,

and assets nationwide.

Office of Small and Disadvantaged Business Utilization (OSDBU)

OSDBU has nationwide responsibility for GSA’s small business programs and is the chief

advocate for small and disadvantaged businesses. OSDBU collaborates with GSA mission

delivery and support offices to meet and exceed statutory prime and subcontracting small

business and socio-economic small business goals. OSDBU promotes small business access to

GSA’s nationwide procurement opportunities, ensures small business participation, and

provides training.

Office of Strategic Communication (OSC)

OSC is the agency’s resource for all internal and external communication needs, using

communication to help GSA meet its mission and business goals. OSC’s services include:

communication strategy planning and counseling; graphic design and production; media

relations and stakeholder engagement; web and social media; audiovisual production and

management; writing and editing; speechwriting and executive communication; and risk

communication and crisis management.

Independent Offices

Office of Inspector General (OIG)

The OIG is an independent organization, responsible for promoting economy, efficiency, and

effectiveness, and for detecting and preventing fraud, waste, and mismanagement in GSA

programs and operations.

Civilian Board of Contract Appeals (CBCA)

The CBCA is an independent tribunal housed within GSA. Its primary responsibility is to

adjudicate contract disputes between civilian Federal agencies and contractors under the

Contract Disputes Act.

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

Acronym List

APG

Agency Priority Goal

FIBF

Federal Integrated Business

Framework

APP

Annual Performance Plan

FMP

Federal Marketplace Strategy

APR

Annual Performance Report

FRPP

Federal Real Property Profile

ARP

American Rescue Plan

Fiscal Year

ASSIST

Assisted Services Shared

Information System

GAO

Government Accountability Office

BSC

Business Standards Council

GHG

Greenhouse Gas

BMC

Building Monitoring and Control

Systems

GNP

Good Neighbor Program

BPA

Blanket Purchase Agreement

Guiding Principles

CALM

Contract Acquisition Life-cycle

Management

GSA

General Services Administration

CBCA

Civilian Board of Contract

Appeals

GSA IT

Office of GSA IT

CFO

Chief Financial Officer

GSF

Gross Square Feet

CNA

Central Nonprofit Agencies

GWAC

Government-wide Acquisition

Contract

CoE

Center of Excellence

IDEA

21st Century Integrated Digital

Experience Act

CoP

Communities of Practice

Information Technology

Customer Experience

ITC

Information Technology Category

CXO

C-Suite Executive Officers

KPI

Key Performance Indicator

C-SCRM

Cyber-Supply Chain Risk

Management

MAC

Multiple Award Contract

DAP

Digital Analytics Program

MAS

Multiple Award Schedule

EIS

Enterprise Infrastructure

Solutions

OAS

Office of Administrative Services

Executive Order

OCE

Office of Customer Experience

EVSE

Electric Vehicle Supply

Equipment

OCFO

Office of the Chief Financial Officer

FAR

Federal Acquisition Regulation

OCIA

Office of Congressional and

Intergovernmental Affairs

FAS

Federal Acquisition Service

OCR

Office of Civil Rights

FBF

Federal Buildings Fund

OGC

Office of General Counsel

FCSF

Federal Citizen Services Fund

OGP

Office of Government-wide Policy

FedRAMP

Federal Risk and Authorization

Management Program

OHRM

Office of Human Resources

Management

OIG

Office of Inspector General

OMA

Office of Mission Assurance

U.S. General Services Administration | FY 2022 - 2026 Strategic Plan

OMB

Office of Management and Budget

OSC

Office of Strategic Communication

OSDBU

Office of Small and Disadvantaged

Business Utilization

PBS

Public Buildings Service

PIF

Presidential Innovation Fellows

Performance Goal

PMA

President's Management Agenda

POP

Planning Outreach and

Partnership

Smart Buildings

SDB

Small Disadvantaged Business

TMF

Technology Modernization Fund

TTS

Technology Transformation

Services

ZEV

Zero Emission Vehicle