GSA's Organization and Performance
Administrator
David J. Barram
Deputy Administrator
Thurman M. Davis, Sr.
Chief of Staff
Martha N. Johnson
Employees: 14,398
Funding: $11.5 billion
Federal Buildings Fund:
· $4.8 billion (direct)
· $0.6 billion (reimbursable)
General Supply Fund:
$2.8 billion
Information Technology Fund:
$2.5 billion
Appropriations: $0.6 billion
Other Funds' Revenue: $0.2 billionThe U.S. General Services Administration (GSA) encompasses:
· three services-
Public Buildings Service (PBS) Federal Supply Service (FSS)
Federal Technology Service (FTS)-
formerly the Federal Telecommunications Service, which was renamed on October 1, 1997
· the Office of Governmentwide Policy (OGP)
· nine major staff offices
· 11 regional offices.GSA's budget was $12.9 billion in FY 1997. Of that, $557 million was appropriated by Congress. More than 98% of GSA's budget comes from reimbursable funding, with the Federal agencies that use GSA's services paying GSA directly for the services they receive.
Changes in the past four years have left GSA, in FY 1997, leaner, more flexible, more innovative and less encumbered by the regulatory burdens of the past. Major organizational changes that have had a significant impact on GSA include:
· the separation of policy and service delivery and creation of the Office of Governmentwide Policy
· the changes in GSA oversight responsibilities for information systems across Government
· the consolidation of local and long-distance telecommunications with information technology within FTS
· legal and regulatory changes to the Federal procurement system.
One change that has had a major impact on GSA is the continuous downsizing of the agency. Since 1993, GSA's workforce has dropped nearly 29%, from 20,248 to 14,398, as of September 30, 1997. Although this reduction has been achieved entirely through attrition and voluntary separations by employees who accepted the Government's buyout offers, the loss of much institutional knowledge and expertise has had a major impact. To fulfill our mission, we have had to streamline our operations and reinvent the way we do business. In FY 1997, we increasingly relied on services provided by contractors rather than in-house expertise. We recognize the need to provide a standard of quality equivalent to the best the private sector has to offer and we have become customer-centered.In FY 1997, in compliance with the Government Performance and Results Act (GPRA), GSA adopted an agencywide strategic plan that directs our energies toward achieving GSA's long-standing goals:
· to manage Government assets wisely and to disseminate best practices in asset management to all Federal agencies
· to expand the use of GSA's programs throughout Government-because they offer the best value to the customer and cost savings to the taxpayer
· to thrill our customers by providing excellence in customer service
· to be ahead of the curve in anticipating future workforce needs.
Each GSA service and OGP developed its own performance plan, aligning its organizational performance objectives with the agency's strategic plan. The plans set forth performance goals that will contribute to achieving the agencywide performance goals.
This section describes the agency, its major achievements and its performance in FY 1997.
FY 1997 Achievements
