August 4, 2005

GSA Federal Acquisition Service

and Agency-wide Support Functions
Overview of Phase II Detailed Organizational Design
Table Of Contents

 Overview

 FAS Organization Units

 GSA Financial Management

 GSA Information Technology Management

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Table Of Contents

 Overview

 FAS Organization Units

 GSA Financial Management

 GSA Information Technology Management

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In January 2005, GSA announced the proposed reorganization of FTS,
FSS and other GSA consolidations, including merging of the Information
Technology and General Supply funds, to achieve the following goals:

 Strengthen GSA’s organizational capability to meet increasing customer requirements for excellent
acquisition services

 Nurture the career development of GSA’s acquisition workforce

 Ensure full compliance with Federal laws, regulations and policies

 Ensure consistency in executing of GSA’s standard operating procedures and best practices

 Enhance GSA’s customer relationship management process and our Performance Management Process to
enable customer-focused goals, action plans and performance measures

 Improve access for small and large industry contractors and simplify GSA’s acquisition process

 Enhance the efficiency of GSA’s administrative support functions by realigning and combining information
technology, financial operations, and other support functions

 Ensure accountability for performance results

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From February through May 2005 the GSA Management team, the
FTS/FSS Reorganization Steering Team and three Task Forces developed
a high-level organizational design for the Federal Acquisition Service
(FAS) presented June 2, 2005 for comment to all GSA associates,
customer agencies, industry contractors and other stakeholders

June 2, 2005 FAS High-Level Organizational Design

GSA
GSA
Administrator
Administrator

FAS
FAS GSA
GSA Regional
Regional
Commissioner
Commissioner Administrators
Administrators (11)
(11)

Customer
Customer Integrated
Integrated
Acquisition
Acquisition General
General Supplies
Supplies Travel
Travel &&
Relationship
Relationship Technology
Technology
Management
Management && Services
Services Property
Property Disposal
Disposal
Management
Management Services
Services

FAS
FAS Field
Field Activities
Activities (5)
(5)

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Throughout this initiative, GSA sought and received extensive comments
from GSA associates, customer agencies, industry contractors and other
stakeholders on the high-level organizational design and the detailed design

 GSA established 6 design teams and tasked them with determining the detailed organization
design for each unit of the new FAS organization, including:
– Customer Accounts and Research
– Acquisition Management
– General Supplies and Services
– Integrated Technology Services
– Travel, Motor Vehicle and Card Services
– Commissioner’s Office

 The design teams used the following key trends, key objectives and value propositions to
guide their design effort to ensure that the detailed organizational design met GSA’s
requirements for excellent acquisition services.

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GSA Design Teams used the following key trends to drive detailed
organizational design…

KEY TRENDS POTENTIAL GSA RESPONSE

 Create new opportunities to help agencies save money

Tighter budgets for  Meet demands for customized, disaggregated solutions

customer agencies
 Meet demands for fee simplification, greater transparency and better alignment
between GSA costs and the fees assessed
 Align to a more centralized procurement decision-making approach by
customers
 Provide greater coordination across GSA services and business lines
Strategic sourcing
 Develop better data and have systematic analysis of customer spending
patterns
 Must be a provider of strategic information and advice
 Increase automation of transactions to reduce need for “order taking” activities
Customers seek different  Meet demands for more choices in type and level of acquisition assistance
value propositions
 Ensure compliance with acquisition policies, rules, and regulations

 Consider Data/Voice convergence changes in procurement strategies

Changing industry and  Redesign existing outdated business line boundaries

technology trends  Provide greater flexibility to procure emerging products/desired services
 Provide Associates greater awareness of trends

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… applied key objectives that will enable GSA to institute values of
the “Get It Right” philosophy and excellent acquisition…
KEY OBJECTIVES

 EXCELLENT ACQUISITION SERVICES  SIMPLIFIED PROCESSES FOR SUPPLIERS

– Focus on obtaining best value for our Federal agency
customers and taxpayers
– Simplify GSA processes so all suppliers have an opportunity
– Focus on recruiting, retaining, and developing an excellent to compete for Federal business
acquisition workforce
– Continue to adopt appropriate commercial best practices – Increase small business participation
– Provide data, analysis and insight to customer
agencies to obtain maximum leverage for their spending – Increase choices and accelerate availability of
– Provide “shared service” for federal government emerging products and services
acquisition
– Continue the “Get It Right” effort
 MORE INTERNAL EFFICIENCY & EFFECTIVENESS
 FULL COMPLIANCE WITH LAWS, REGULATIONS BY COMBINING FUNCTIONAL SUPPORT ACTIVITIES
AND POLICIES
– Reduce duplication; increase leverage
– Provide greater transparency into the acquisition process
– Ensure compliance with acquisition regulations and policies
– Enable associates to focus on customer requirements and
the delivery of those business requirements
– Help customers achieve other policy goals such as socio-
economic, energy, environment, IT Security, etc. – Provide continual training to meet ever changing workforce
needs

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…and applied over-arching value propositions to address key
organizational requirements of the desired new organization

Key Organizational Requirements Value Proposition

 Provide efficient access for customers to
reach our services
 Provide clear lines of accountability for
business results
 Minimize redundancy of functions
 Facilitate matching workforce to changing
workloads and skills requirements
 Improve retention of key competencies in
our workforce
 Streamline/consolidate transaction
processing to lower overhead costs
 Support services will partner with business
units
 Best value for the government and for taxpayers
 Full compliance with relevant laws, regulations
and policies
 Strategic partnering to assist customers in
making strategic choices
 Consistent and positive customer experience,
no matter which region, business or associate
 Efficient and effective processes for customer
agencies to obtain products and services from
the marketplace
 Efficient and effective processes for suppliers to
provide products and services to the
government

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The FAS detailed organizational design provides greater specificity on
the workforce management, customer outreach, acquisition operations,
services and solutions, as well as the Controller and CIO functions

 Excellent acquisition – a FAS guiding principle - is embodied throughout the three Business Portfolios,
Customer Relations and Acquisition Management.

 A single Customer Accounts and Research office was designed to focus on Federal clients – both military
and civilian – to ensure GSA’s customers receive the services and solutions to meet Federal government
missions

 A single Acquisition Management office was designed to implement the policies, regulations and standards
issued by the GSA’s Chief Acquisition Officer as well as develop career training and conduct acquisition
review and improvement.

 Acquisition Management includes a Supplier Management Office to enhance vendor performance and
customer satisfaction, and to provide a centralized organization for ensuring that schedules are created and
enhanced with consistency

 Three business portfolios realign services and solutions focusing on service delivery to customers as well
as planning, program and contract development functions

 Each of the three business portfolios have “Acquisition Operations” offices designed to provide business
lines with higher quality contract management support as well as ensuring acquisition professional career
paths

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The FAS detailed organizational design includes the following
organizational units…

Customer Accounts & Research: Collecting and analyzing information on customer buying needs and
patterns, this organization will coordinate with the Service’s business portfolios and engage in customer
strategic planning, opportunity management, marketing, and other value-added activities
Acquisition Management: Aligning with the Office of the Chief Acquisition Officer, this organization will
ensure the consistent application of excellent acquisition policy across FAS, and champion acquisition
career management. It will conduct acquisition vehicle reviews, develop training requirements, and work
with the business portfolios on acquisition vehicle rationalization.
General Supplies & Services: Managing Acquisition Centers offering a wide range of general products,
supply chain and distribution services, facilities maintenance and other items, this portfolio will assist
customers with all of their general supply buying needs, including the donation and sale of excess
personal property. An office of Acquisition Operations responsible for managing and overseeing
contracting officials is located within this business line.
Integrated Technology Services: Providing a range of information technology, professional, and
telecommunications services, the ITS team will offer direct and assisted procurement assistance through
government-wide acquisition vehicles, such as Multiple Award Schedules, the Alliant contract, and the
Networx contract. An office of Acquisition Operations responsible for managing and overseeing
contracting officials is located within this business line.
Travel, Motor Vehicle & Card Services: Offering travel, relocation, freight management, and card
services, this business portfolio operates highly leveraged buys for government-wide use. An office of
Acquisition Operations responsible for managing and overseeing contracting officials is located within
this business line.

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To meet the national or enterprise-wide needs as well as the regional
needs of each Federal customer agency, GSA’s organizational structure
includes National, Zonal and Regional offices…
 GSA maintains workspace and provides a broad variety of acquisition services as necessary to provide workspace and
workplace solutions to over 1.1 million Federal workers in 2,300 communities nationwide. To maximize overall efficiency,
effectiveness and consistency, management of GSA’s Public Building Service (PBS) and FAS programs must have a
component with a national perspective. At the same time, to maximize local customer service delivery required by all
agencies, including the 90% of Federal workers located outside of the National Capital Area, management of PBS and
FAS programs must have a local perspective. Accordingly, GSA will continue to have an organizational structure that
consists of National, Zonal and Regional office components
 To accommodate building asset management, PBS organizational design includes its National office with a PBS
Commissioner and staff as well as eleven Regional offices, each with a Regional PBS executive and staff reporting to the
Regional Administrator for the Region
 To accommodate acquisition services, and to maximize overall efficiency, effectiveness and consistency the new FAS
organization will also include a National office with a FAS Commissioner and staff, however will have only six Zonal
offices, each with a Zonal FAS executive and staff reporting to the Regional Administrator for the Zone
 The National office provides overall, enterprise-wide program direction, including driving strategic sourcing initiatives that
focus on aggregating buying power for Federal agencies and the development of national acquisition vehicles ranging
from self-service Schedules, GWAC’s, assisted acquisition services, SmartBuy (software), SmartPay (travel, fleet and
purchase cards) and systems such as GSA Advantage
 The Zonal offices provide direct customer service delivery -- face-to-face customer service -- for our Federal military and
civilian customer agencies in a particular geographic area

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To meet the national or enterprise-wide needs as well as the regional
needs of each Federal customer agency, GSA’s organizational structure
includes National, Zonal and Regional offices…cont’d.

 The FAS organization structure will utilize a matrix management approach based on
collaboration of the FAS Commissioner and the Regional Administrators.
 The FAS Commissioner will have responsibility for overall direction setting, policy execution,
establishing standard operating procedures and resource allocation. The Regional
Administrators will have responsibility to manage and coordinate the local customer service
delivery provided by both the Regional PBS executives and Zonal FAS executives.
 We anticipate that the GSA associates in the former FTS and FSS Regional and Zonal
offices will remain in their current geographic locations while their reporting will change to
the new management structure consolidated into six Zonal offices.
 No matter where they are geographically located, the FAS staff conducting National
programs will report to National Program Managers/Commissioner and the FAS staff
conducting local customer service delivery programs will report to the Zonal FAS
executive/Regional Administrator.

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… and is now proposing a final design for the Federal Acquisition
Service (FAS)
FEDERAL ACQUISITION SERVICE
FINAL PROPOSED DESIGN

Administrator

Regional
Other GSA Chief Acquisition FAS Other GSA
Administrators
Organizations Officer Commissioner Organizations
(11)

Integrated Travel, Motor

Customer Accounts Acquisition General Supplies
Technology Vehicles, and Card Controller CIO
and Research Management and Services
Solutions Services

National Programs: Directly reports to FAS Commissioner FAS Zones (6) Customer Service Delivery Program: Directly reports to RAs

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FAS proposed national program offices emphasizes acquisition activities
at the national level with a direct report to the FAS Commissioner

FAS
Regional Administrator
Commissioner

National
Programs FAS ARA's (6)
Managers

National National
National National National
Integrated Travel, Motor
Customer Accounts Acquisition General Supplies
Technology Vehicles, and Card
and Research Management and Services
Solutions Services

 Customer Knowledge
Analysis
Please note that Functional Profile  Strategic Account
represents only a partial list of National Management, Business
Program Functions Development
 Promotional Materials
Development
 Events
 Acquisition Career  Networx and Alliant  Logistics Program  Auto Acquisition,
Management Program Development Development Leasing
 Acquisition Vehicle  Local Telecom  Hardware Acquisition  Travel
Management Program Development Center  Freight (external)
 Supplier  MOBIS  Furniture Acquisition  Relocation - Household
Management  GWACs Center Goods
(Nat.'l)  Professional Services  Tools Acquisition Center  SmartPay
 Acquisition Review Schedules  Other Acquisition Centers  Acquisition Operations
and Improvement  Enterprise Service  Acquisition Operations  Program Planning and
Delivery  Program Planning and Development
 IT Schedules Development
(including Schedule  LogWorld
70)  PES
 Acquisition Operations
 Program Planning and
Development

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FAS’ zone structure emphasizes Portfolio activities in all eleven
regions, with streamlined reporting to the six FAS ARAs

FAS
Regional Administrator
Commissioner

National Program
ARA's (6)
Managers

Local Customer Service Delivery to Local Local

Local Local Local
Customers within the Zone Integrated Travel, Motor
Customer Accounts Acquisition General Supplies
Technology Vehicles, and Card
and Research Management and Services
Solutions Services

 IT Assisted  Eastern Distribution  Fleet Service

 Local Account  Supplier Reviews
Please note that Functional Profile Center Representatives,
Management, Business (on-site) Acquisition
represents only a partial list of National  Western Distribution Regional Directors
Development  Telecom
Program Functions Center
 International Service
Delivery  "Stores" Program
 General Supply Assisted
Acquisition
 Personal Property (4
Zones Only)

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GSA considered many factors in determining the location of the
new FAS zones

 Customer Location – where the government buyers are currently and may potentially be
located in the future

 Operations Location – where current operations are located, not anticipating a major
geographic shift

 Reasonable geographies – seeking contiguous states for travel logistics

 Reference to PBS regions – for “One GSA” and avoiding unnecessary complexity for
customer coordination across services

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The FAS proposed 6 zone structure consolidates current Regions

Washington
Zone A Maine

North Dakota
Montana Minnesota Vermont

New Hampshire
Oregon
New York Massachusetts
South Dakota Wisconsin
Rhode Island
Idaho Connecticut

Wyoming Michigan
Pennsylvania

Zone F Zone E Nebraska

Iowa
Zone B New Jersey – Northern NJ is part of Zone 1;
Southern NJ is part of Zone 2

Ohio
Maryland
Indiana
Nat.’l
Delaware
Illinois Cap.

West Virginia
Utah

Zone C
California Nevada Colorado
Kansas Missouri Virginia

Kentucky
North Carolina

Oklahoma
Tennessee FAS GSA
Arizona
New Mexico
Arkansas South Carolina
Zone Regions
Georgia

Zone D Mississippi Alabama

A 1&2
Louisiana

Texas B 3 & 11
Alaska

C 4&5
Florida

Hawaii

Zone F
D 7
E 6&8
F 9 & 10

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The framework in which this document is organized provides detail
for other levels of the FAS structure
 FAS units, and the GSA Offices of Financial Management, Information Technology, and
Acquisition are detailed at all appropriate organizational levels (e.g., Office, Division,
Branch, Section)

 Functional profiles are provided for each FAS Organization Unit

 A discussion of key attributes, benefits, and improvements from legacy organizations (as
appropriate) is provided for each FAS Organization Unit and core GSA functions

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