Fiscal Year 2015 - General Services Administration

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U.S. General Services AdministrationSummary ofPerformance andFinancial InformationFiscal Year2015I

GSA Mission and GoalsThe U.S. General Services Administration (GSA) missionis to deliver the best value in real estate, acquisition,and technology services. Our work in support of thatmission is guided by a vision that focuses on threeimportant principles -- Economic Catalyst, ProactiveFederal Partner and Operational Excellence. With ouracquisition expertise, information technology solutionsand modern and efficient workspaces, GSA is positionedto help agencies to more successfully accomplish theirmissions.issues throughout the agency. We are also pilotingthe Feedback USA initiative, an interactive real-timetool to gather feedback from users of governmentservices.GSA continues to strive for the highest levels ofOperational Excellence. In recent years, this agencyhas done a great deal to improve ourselves as anorganization. By collecting and relying on moredata, enhancing reporting structures, and cultivatingleaders, we have empowered people throughoutGSA to make better decisions. GSA’s most importantasset is a strong, diverse and optimized workforce.We have leveraged Enterprise-wide programs suchas the Competitive Development Program and GSARotational Program which afford employees theopportunity to cross-train within the Agency, increasecollaboration, and provide future and current leadersthe skills and development opportunities they requireto meet GSA’s evolving needs.As an Economic Catalyst, GSA is committed toworking more closely with federal agencies and cityofficials to strategically build, lease and consolidatein places that make the most economic sensefor the surrounding community by taking intoconsideration transit, housing, telecommunicationsinfrastructure and other factors. GSA is workingto provide opportunities for suppliers across theboard, including small and medium-size businesses,new entrepreneurs, and those not familiar withworking with the government, to support strongbusiness participation in supporting the FederalGovernment.Today, the mission of GSA is more important thanever before. This vision is driving our agency forwardand giving us the ability to deliver savings in realestate, acquisitions and technology services thatallow our partner agencies to focus on serving theAmerican people to the very best of their ability. Thisreport demonstrates how GSA is working to createthe most efficient agency possible. Connect withGSA on Facebook.com/gsa, Youtube.com/usgsa andTwitter.com/usgsa.In our role as a Proactive Federal Partner, GSA hassignificant knowledge about the agencies we supportand it is our responsibility to use this knowledge tohelp them better serve the American People. In thisrole, GSA helps agencies improve service delivery andincrease cost savings. By putting our customers atthe core of our business, GSA ensures strong servicefor agency customers. In order to help GSA businesslines work together toward common, customercentric outcomes, we have created an Office ofCustomer Experience that works on customerFind more information about GSA in the FY 2015Agency Financial Report (AFR), available at gsa.gov/afr2015.1

GSA Performancewith partner agencies and vendors alike lead to goodbusiness decisions that create value and savings forour customers and the American taxpayer. It is ourcommitment to ensure that doing business with GSAis an easy and reliable experience. We are continuouslyimproving our processes and systems to make them assimple and streamlined as possible.In FY 2015, through implementing our mission, GSAaspired to achieve three strategic goals: Savings – Provide savings to federal departmentsand agencies. We will use our purchasing powerand expertise to deliver cost-effective real estate,acquisition and technology solutions to federaldepartments and agencies. Efficiency – Improve the efficiency of operationsand service delivery. We will streamline ouroperations to offer high quality real estate,acquisition, and technology services at a good valueto federal departments and agencies. Service – Deliver excellent customer service. Wewill deliver excellent customer service to federalagencies and departments by making it easierto reliably meet their real estate, acquisition, andtechnology needs.Expanding Opportunities for Small BusinessesSmall businesses are the engines that powerthe American economy. Contracting with theseentrepreneurs is a win-win for both the federalgovernment and the small business community.The government receives great service at greatvalue, while small businesses have a great chance togrow their businesses and create jobs. GSA offersopportunities to small businesses across the countrythrough our contract vehicles and through thecontracts we award for other agencies.Delivering Better Value and SavingsMaking a More Sustainable GovernmentUsing the purchasing power of the federal governmentwe will reduce costs to our customer agencies, enablingthem to focus on their core missions. We’re going toimprove upon this by finding more ways to solve ourcustomers’ problems in the coming year. We will look fornew ways to help these agencies make their purchasessmarter and more efficient. At the same time, we willlook for new and innovative ways to maximize the valueof our real estate assets.Going green saves green. Environmentally friendlypractices are good for the environment and forbusiness. GSA is committed to both. As we worktoward implementing sustainable practices and makingour buildings and our fleet more environmentallyfriendly, we will continue to work with vendors to makesustainable products and services readily available andaffordable.Leading with InnovationServing Our PartnersGSA is a leader of innovation in public service. Amongmany firsts, we were the first government agencyto move to cloud computing, setting an example forothers to follow. In the coming years, we will continueEvery day the work that we do helps our customeragencies focus on their missions. Partnership on all levelsis critical to the success of GSA. Strong partnerships2

to develop innovative, cost saving solutions that will beshared across the government.and Culture, and Cybersecurity. Visit performance.govfor more information on the GSA contributions andprogress towards Cross-Agency Priority Goals.Building a Stronger GSAAgency Performance GoalsWe must make sure our own employees at GSA aregetting the same high quality support that we give ourpartner agencies. Offering the very best training andresources to our employees will be the cornerstoneof this effort. By doing so, the agency will better serveits employees, while continuing to ensure that ourcustomers are receiving great service. We will guaranteethat when we do something, we will do it once and do itwell.A complete analysis of GSA’s successes and challengesrelated to FY 2015 performance targets will be includedin the Annual Performance Report.GSA experienced mixed success in meeting FY 2015performance improvement targets. GSA’s greatestperformance improvements were realized in operationalefficiency by reducing indirect costs, reducing GSAinformation technology costs and capital projects wereexecuted on schedule.Cross-Agency Priority GoalsGSA currently contributes to the following CrossAgency Priority Goals: Climate Change, Smarter ITDelivery, Customer Service, Shared Services, OpenData, Benchmark and Improve, Lab-to-Market, PeopleFor more information about GSA’s FY 2015 performance;see the Performance Section of the FY 2015 AFR, atGSA.gov/afr2015.3

GSA Financial ResultsKPMG LLP issued an unmodified opinion on GSA’s FY2015 financial statements. GSA’s financial statementsand the audit opinion results demonstrate the agency’scommitment to accountability and integrity in financialmanagement.amount of building space requiring cleanup, and updatesto cost factors used in the methodology for estimatingfuture cleanup costs.In the FBF, obligations are primarily the value of contractsawarded to commercial vendors for the construction ofnew federal buildings; for repairs and alteration, cleaning,utilities and other maintenance of GSA-owned federalbuildings; and lease and related payments to commerciallandlords for space leased by GSA for federal agencies.FBF Obligations Incurred has increased by 238 millionbetween FY 2015 and FY 2014. Gross Outlays decreasedby 200 million during FY 2015. FY 2015 outlayswere lower mostly due to the continued depletion offunding received through the American Recovery andReinvestment Act for new construction and buildingalterations. Offsetting Collections have decreased by 240 million, which represent revenues collected fromother federal agencies that offset expenditures madeby GSA, as the square footage of building space underlease have been reduced and agencies reduce theiroverall space requirements.Federal Buildings FundThe Federal Buildings Fund (FBF) is the primary fundof the Public Buildings Service (PBS). PBS providesworkplaces for federal agencies and their employees.The FBF is primarily supported by rent paid to GSA fromother federal entities. It also operates a ReimbursableWork Authorization programthat provides alterations andFBF Netlease improvements aboveRevenues fromthose in the agencies’ baseOperationsrental agreements.in millionsIn FY 2015, FBF gross revenuewas 11.4 billion. Revenuesand expenses in the FBFcome primarily from buildingoperations and rent.Netrevenues from operations areused to invest in major repairsand alterations to federalbuildings and to partiallyoffset costs of constructingnew federal buildings. FBFreported net revenues inexcess of expenses of 620million in FY 2015 comparedto net costs exceeding revenueby 104 million in FY 2014,representing an increase of 724 million. While the netoperating results were up significantly, the primary causewas decreases in the long-term environmental liabilitiesestimates, totaling 226 million, due to changes in theAcquisition Services FundThe Acquisition Services Fund (ASF), the primary fundof the Federal Acquisition Service (FAS), is a revolvingfund that operates from the reimbursable revenuegenerated by its business portfolios rather thanfrom an appropriation received from Congress. FASbusiness operations are organized into four businessportfolios based on the product or service providedto customer agencies: General Supplies and Services(GS&S); Travel, Motor Vehicles, and Card Services(TMVCS); Integrated Technology Services (ITS); andAssisted Acquisition Services (AAS). By leveragingthe buying power of the federal government, FASconsolidates requirements across multiple agenciesand uses its acquisition expertise in order to acquiregoods and services at lower prices.4

In FY 2015, ASF realized 8.2 billion in revenues.Revenues and expenses in ASF come primarily fromthe sale of goods and services and the respective costsassociated with them. NetRevenues from OperationsASF Netare used to invest in theRevenues fromGSA Fleet, IT systems, otherOperationsinvestments to improve FASin millionsservice levels, and to complywith regulatory and statutoryrequirements.TheASFreported net cost in excessof revenues of 156 millionduring FY 2015, 182 millionless than FY 2014 net revenuein excess of cost of 26million. The most significantreduction in net operatingresults is attributable tothediscontinuedGS&Soperations. The closure ofa large inventory depot onDecember 31, 2014 resultedin the recognition of 49million in expenses associatedwith the rent liability forthe remaining lease term.Additional costs associatedwith discontinued operationsinclude employee separationexpenses, inventory andfixed asset write-offs, andaccelerated amortization on leasehold improvements.Beyond the GS&S portfolio, reduced revenues wereexperienced across the major ASF activities. AAS,the largest ASF portfolio, saw revenues drop over 9percent, as orders for its services were significantlyreduced. This reduction in orders was seen fromDefense agencies, the portfolio’s largest customerbase. TMVCS revenues were also significantlyreduced, attributable to a significant rate reductionimplemented to reflect decreased petroleum cost, aswell as a later than usual vehicle acquisition cycle whichreduced vehicle sales proceeds. Under the categoryof smaller Other Programs, costs increased 90million, with significant expenses incurred in supportof the Integrated Award Environment activities andthe Common Acquisition Platform, for programinvestments such as software license acquisitions, andapplication design and implementation. The bulk of theincreased costs were funded through the use of prioryear retained earnings rather than new reimbursableagreements with other federal agencies, resulting inthe net cost exceeding revenues by 77 million for theOther Programs category.ITSASF obligations and outlays are primarily driven bycontracts awarded to commercial vendors, who providegoods and services in support of the ASF portfolios.Obligations Incurred decreased by 244 millionbetween FY 2015 and FY 2014, mostly due to lowerbusiness volume with military customers in the AASprograms and fewer purchases of motor vehicles for theGSA Fleet program in TMVCS. Lower business volumealso contributed to the decline in Gross Outlays andOffsetting Collections.For more information about GSA’s FY 2015 financialresults; please visit the Financial Section of the FY 2015AFR, at GSA.gov/afr2015.5

Management ChallengesFacing GSAEach year, GSA’s Office of Inspector General producesa report on “GSA’s Major Management Challenges.”Here are highlights of those management challengesand GSA’s response:support of FAS’s work to establish its ProfessionalServices Category. This allows for resources matrixedacross multiple professional services contracts to beleveraged, ensuring adequate and effective resourceutilization. The OASIS Program is fully staffed asplanned.Acquisition ProgramsIssue: GSA continues to face challenges to meet thegovernment’s evolving needs for telecommunicationsand integrated technology infrastructure solutions.Issue: GSA continues to face challenges within the GSASchedules Programs.Response: GSA addressed the Schedules programchallenges by: implementing horizontal price pressure throughpart number standardization and data-drivenanalysis of both catalog and transaction pricing toensure competitive pricing is obtained across allMultiple Award Schedules (MAS) contractors launching a horizontal price comparison tool todetermine fair and reasonable MAS pricing proposing new rule in Federal Register requiringtransactional data reporting for the MAS and otherGSA government-wide acquisition vehicles implementing a new contractor assessment modelto address contractor compliance streamlining acquisition process and automatingbusiness process to address contract workload initiating Acquisition Development Program to focuson hiring, development and retention of acquisitionworkforceResponse: GSA is implementing a transition strategythat capitalizes on lessons learned from the previoustransition, as outlined in the December 2013 GAO auditreport. As part of that strategy, FAS leadership initiatedexecutive-level customer outreach by meeting withAgency Chief Information Officers. FAS will continue tocoordinate planning and implementation activities anddiscuss transition initiatives in FY 2016 with a newlydeveloped interagency Infrastructure Advisory Group,the OMB, and the U.S. Congress.GSA’s Real Property OperationsIssue: GSA needs to develop a portfolio strategy tomeet OMB’s “Reduce the Footprint” Initiative.Response: GSA committed to reviewing its portfoliostrategies in response to the U.S GovernmentAccountability Office (GAO) report entitled, GSANeeds to Determine Its Progress toward Long-TermSustainability of its Portfolio (GAO-15-609). GSA’sportfolio strategy is predicated upon the financialperformance of assets as started under portfoliorestructuring. GSA will re-examine current portfoliometrics for the end of FY 2016 reporting by consultingwith industry leaders to glean applicable best practicesIssue: FAS is challenged to develop its acquisitionpersonnel to award, administer, and manage the OneAcquisition Solution for Integrated Services (OASIS).Response: As part of FAS’s commitment to categorymanagement, responsibility for the OASIS contractsand program have been transferred to Region 10 in6

to further strengthen its asset management approach.This approach will address portfolio sustainability aswell as agency mission need, which is a key componentof the Reduce the Footprint initiative.this migration to result in long-term savings and costavoidance. GSA and USDA are cooperatively managingthe relationship with regular governance meetingsand a service level agreement that includes monthlyperformance metrics.Issue: GSA faces significant challenges from the risksrelated to large-scale exchanges of real property.Issue: GSA continues to face challenges with theeffectiveness of its internal control over financialreporting.Response: GSA created a Program ManagementOffice (PMO) comprising nationwide experts in theirrespective fields of acquisition, real estate assetmanagement, design and construction, and propertydisposal. The PMO will guide project teams throughcost-benefit analyses and project development. GSAhas taken steps to reduce the impact of these risksand will only pursue exchange projects that meet theneeds of stakeholders and are the best value to thetaxpayer.Response: In FY 2015, GSA implemented an improvedinternal control framework to address challenges withthe effectiveness of financial reporting controls. Thisframework included: Issue:Challenges persist to safeguard federalinfrastructure and provide a secure work environmentfor the federal employees and contractors. Response:GSA is developing a video contentanalysis initiative, in partnership with DHS Scienceand Technology, to enhance external buildingsecurity through object detection and recognitionand monitoring of street activity. Additionally, GSA istaking action to identify possible security weaknesseswith concession vendors and outleases. GSA hasrepeatedly recommended corrective action to ensureall contractor employees accessing GSA facilities havethe proper security clearances prior to site access andthat background check information is shared with andretained by contract and project management staff.GSA has conducted initiatives to ensure that the ChiefSecurity Office and PBS are coordinated around thesecurity clearance process.increasing senior leadership focus on internalcontrolsanalyzing audit findings, identifying the root causefor audit findings and developing corrective actionplans that address the root cause of those findingsrestructuring OCFO to gain operational efficiencyand standardizationIssue:GSA face challenges retaining consistentleadership in the Office of the Chief Financial Officer.Response: GSA has recruited highly qualified seniorleaders, created a new Deputy CFO position toassist in continuity of operations and developed andstrengthened functional leadership opportunities.Information TechnologyIssue: Improved planning and development is neededto properly offer GSA’s IT shared services to otheragencies.Response: GSA is working to improve the planning,management and offering of shared services toother agencies. A consolidated IT inventory has beendeveloped to manage all current IT shared serviceengagements, as well as to track potential engagementswith other agencies. A cross-agency team made up ofmembers from GSA IT, FAS, 18F, OGP, OCSIT, and otherstakeholders in GSA, has begun establishing policies andprocedures that will promote a single intake processand help define a clear decision-making approach toentering new shared services engagements that bestleverages the full range of GSA capabilities.Financial OperationsIssue: GSA’s transition of its Financial ManagementLine of Business (FMLOB) is

Feb 17, 2016 · Fiscal Year. 2015. 1. GSA Mission and Goals. The U.S. General Services Administration (GSA) mission is to deliver the best value in real estate, acquisition, . leaders, we have empowered people throughout GSA to make better decisions. GSA’s most importan

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