| Major Management Challenge |
Specific Performance Goals |
|
Management is not emphasizing the importance of following management controls that are intended to deter fraud, waste, and mismanagement. |
None. |
|
Developing new management information systems to replace GSA’s many systems that are outdated provides significant challenges to (1) control costs and time frames, and (2) develop agency-wide architecture. |
None. |
|
GSA’s automated information systems need to (1) have security features and restrict individuals’ access to data and processes needed to perform job duties, and destruction from outside GSA. |
None. |
|
Eliminating some multiple award schedule pre-award and post-award processes, which uncovered problems and led to large settlements and payments to the government, may leave the government without adequate protection. In addition, industrial funding arrangements for these contracts may provide a structural disincentive for contracting personnel to negotiate lower prices or eliminate contracts because GSA recovers its costs to operate this program through a 1 percent of total sales fee levied on all contractors. |
None. |
|
GSA’s organization and management structure have not changed to keep pace with the downsizing, streamlining and reform that have taken place within the agency. In addition, the structure does not seem to match the responsibility with the authority to manage programs. The structure has created situations where regions, which operate independently, compete with one another and take divergent positions on similar issues. |
None. |
|
Much of GSA’s corporate knowledge and expertise have been lost or displaced and replacement staff in procurement and contract management positions have limited job knowledge and have not been adequately trained. |
None. |
|
GSA is challenged to provide quality space to federal agencies with an aging and deteriorating building inventory and critical budgetary limitations. |
PBS has the following goals that directly relate to the repair and alteration of building:
- Complete repair and alteration projects on time;
- Minimize cost escalations on repair and alteration projects;
- Meet client agency needs at the best value to the client and taxpayer.
In addition, PBS has several goals which relate to efficient use of funds for capital projects:
- Optimize revenue from government owned buildings to fund capital programs;
- Reduce the amount of non-revenue producing space in government owned buildings to maximize rental income;
- Maintain building operating costs at or below market rates;
- Reduce indirect costs;
- Reduce the number of buildings that have high security costs; and
- Minimize cost escalation on construction costs.
|
|
GSA’s supply depots may no longer be cost effective to operate. |
None. |
|
GSA may not be positioned to meet the Y2K problem. |
None. |
|
GSA has deficiencies in implementing security measures and in the reliability of systems tracking the progress towards implementation. After the security upgrades are implemented, GSA needs to take steps to assure it has adequate staff to carry out its security responsibilities. GSA also needs to assure its security program is integrated to gather intelligence, maintain technology, and keep a physical presence throughout the federal and local law enforcement community. In addition, GAO recommended that GSA develop outcome-oriented goals and measures for the security program. |
In the Government-Owned Operations area, there is a goal of reducing the number of building with high protection costs while maintaining effective security in government buildings. Although the plan identifies several actions related to security, including the exploration of security measures, it does not have measures that decisionmakers could use to assess GSA’s performance related to enhancing building security or in addressing the IG’s or GAO’s concerns in the area. |
