What Is The Role Of The General Services Administration? Quizlet

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General Services Administration

Recommendations and Actions

GSA01: Separate Policymaking From Service Commitment and Make the General Services Administration A Fully Competitive, Acquirement-Based System

Background

The General Services Administration (GSA) was established in 1949 equally a result of recommendations from the commencement Hoover Commission; its authority is derived from the Federal Property and Authoritative Service Act. When created, GSA was intended to regulate the diverse administrative services under its purview and only to provide those services directly when information technology was more economical to exercise and so.(1) GSA now not but develops and oversees governmentwide policies and standards, it is also the master provider of many of the government's supplies and services.

GSA is responsible for acquiring, storing, distributing, and disposing of personal property and supplies, and for acquiring, managing, and disposing of real property. The Section of Defence (DOD) has similar responsibilities for defense-related activities. Over the years, GSA, DOD, and other agencies take further divided responsibilities for various supply management functions, and other civilian agencies have besides received authority to acquire, manage, and dispose of real property.

GSA is organized into four major service organizations and a headquarters that includes the office of general direction and administration (GM&A), the Inspector Full general, and the Role of FTS2000 (which until recently was role of the Data Resources Management Service). GM&A comprises the Office of the Administrator; the Acquaintance Administrator for Acquisition Policy; the Board of Contract Appeals; and the normal complement of staff offices. The four services (each of which conducts operations and develops and enforces governmentwide policy) and their areas of responsibleness are:

---the Federal Supply Service (FSS), which is responsible for federal supply management;

---the Public Buildings Service (PBS), which is responsible for general purpose space to business firm the federal government;

---the Federal Property Resources Service (FPRS), which is responsible for real property disposal; and

---the Information Resources Management Service (IRMS), which is responsible for information processing and telecommunications.

Geographically, GSA is organized into a primal function headquartered in Washington, D.C., and 10 regions, including the National Uppercase Region (NCR).(2) The regions are responsible for providing services to federal agencies and (in virtually cases) enforcing policies developed by the primal office. The regional headquarters' offices are in Washington, DC; New York; Philadelphia; Atlanta; Chicago; Kansas City; Fort Worth; Denver; San Francisco; and Auburn, WA. GSA full- time employment (FTE) for the central office and regions totalled 19,502 in financial year 1993.

In fiscal year 1994, GSA plans to obligate about $11 billion, of which simply $210 million (two percent) is from direct appropriations. GSA's fiscal year 1994 upkeep asking allocates resources as follows:

While GSA'south straight budget of $210 1000000 is relatively small, GSA direct controls or indirectly influences agency spending--through multiple awards schedules, building rental costs, telecommunication, and information resources--of well-nigh $45 billion.(five) Quite a difference.

        FY 1993 GSA Full Time Employment(3)                ***********************************                  FSS   PBS   FPRS   IRMS   FTS2000   GM&A   IG   Other   Total          ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^  Central  Role  838   459   72     ane,076  265       873    412   29     4,024    NCR     3     2,241 0      227    0         124    0     39     2,634    New   York    363   878   23     0      0         82     0     21     ane,367    Phili.  706   859   0      154    0         72     0     eighteen     1,809    Atlanta 572   805   24     199    0         67     0     43     1,710    Chicago 188   1,097  0     0      0         63     0     0      1,348    Kansas  City    310   619   0      0      0         456    0     40     one,425    Fort  Worth   729   836   sixteen     220    0         387    0     71     2,259    Denver  0     434   0      0      0         14     0     0        448    San   Fran.   863   865   26     178    0         88     0     35     2,055    Auburn  0     412   0      0      0         xi     0     0        423  ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^  Total       4,572  ix,505   161   2,054   265      2,237   412   296   nineteen,502                              GSA'southward FY 1994 Budget Submission(4)                    **********************************                                         Total               Straight                                         Obligations      Appropriations                              FTE      ($in Millions)   ($ in Millions)   ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^  Federal Supply Service     4,520         2,860               68    Public Buildings Service   ix,435         half dozen,462                7    Federal Property   Resources Service            162            21               18    Data Resource  Direction Service         2,063           911               46    FTS2000                      245           503                0    Direction &   Administration             2,243           182               31    Inspector General            418            36               35    Other                        295            51                5  ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^  Total                     nineteen,381        11,026              210

The overwhelming majority of GSA's expenses are paid by its customers through reimbursable and revolving funds. GSA has arranged its fiscal structure and then that most of its staff functions (the Role of the Administrator, the finance and upkeep offices, and the General Counsel, for instance) are largely reimbursed by the various services; that overhead is in plow charged to GSA's customers. The concept of cross-charging or inter-bounded charging has its basis in attempting to provide business units or divisions with as close to their ain Profit and Loss (P&L) statements and residual sheets as possible.(vi) The idea is that this will drive them to optimize their profitability.

GSA Profit and Loss Summary (Dollars in Thousands) *************************** (By FY) 1994 1995 1996 1997 1998 Revenue (revolving funds) ix,404,443 9,591,690 10,010,794 10,474,270 x,896,184 General Supply Fund (GSF) two,791,978 2,793,313 2,861,992 2,932,122 3,004,824 Telecomm/ADP (Information technology Fund) 1,255,585 ane,294,480 1,320,111 1,344,897 ane,360,758 Federal Buildings Fund four,831,155 5,318,981 5,653,775 5,962,335 six,345,686 Carryover plus rescission (PBS) 525,725 184,916 184,916 184,916 184,916 Cost of Goods & Services Sold five,555,974 5,995,213 6,298,076 6,574,366 half-dozen,834,584 General Supply Fund 2,141,434 2,142,458 two,196,019 2,250,919 2,307,192 Telecomm/ADP Costs 1,110,000 1,138,860 one,167,332 one,196,515 i,226,428 Federal Buildings Fund 2,304,540 2,713,895 2,934,725 iii,126,932 3,300,964 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Gross Margin three,848,469 three,596,477 3,712,718 3,849,904 four,061,600 Operating Expenses ****************** 1994 1995 1996 1997 1998 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Personnel Salaries/ Benefits 930,449 935,175 954,742 976,529 1,003,724 Less Internal Reimb. Salaries (106,654) (105,719) (109,277) (114,631) (122,138) Depreciation 208,908 211,418 215,028 219,754 224,598 Other PBS 1,689,927 one,935,630 2,065,957 two,061,498 2,201,756 Other, GSF/IT Fund 227,218 233,660 237,118 240,307 251,521 Other Policy/ Regulatory (Approp ) 88,581 88,850 83,148 81,636 74,572 Subtotal, Operating Expenses 3,038,429 iii,299,014 3,446,716 iii,465,093 three,634,033 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Net Profit/ (Loss) 810,040 297,463 266,002 384,811 427,567 Less Reserve to RCP (Supply/ Vehicles) 113,219 108,000 110,700 113,467 116,305 From Reserve for Apply (IT Fund) (11,672) (7,677) (19,817) (xiii,999) (36,280) Buildings Reserve for Future Use 184,916 184,916 184,916 184,916 184,916 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Profit/ (Loss) 523,577 12,224 (9,797) 100,427 162,626 Available for New Construction (733,773) (224,832) (200,021) (312,352) (372,583) ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Deficit/ (Shortfall) (210,196) (212,608) (209,818) (211,925) (209,957) Budget Potency (approp) 210,196 212,608 209,818 211,925 209,957

Although cross-charging is widely proficient in private business concern, even the virtually sophisticated companies tin can and accept been burned by the process. This usually occurs when the cross-charging (usually known as allocations) becomes and so complex that the origins of the costs (or expenses) become lost. This, combined with the fact that in most cases those charged the costs take little or no say-so over them, leaves large elements of cost uncontrolled. In one recent example at a major corporation, allocations became then complex that not only operating management simply besides top direction lost control.

If this tin happen in individual business where real profits and losses are at pale and cash must come from profits or private capital markets, then information technology is clear that cross-charging can crusade serious loss of control in regime--no matter how well intentioned the managers are.

In GSA's example, cross-charging is especially troublesome because the prices GSA charges its client agencies are not subject to the market disciplines resulting from competition. The "excess margins'' are used for two purposes: (ane) to cover GSA'south operating expenses, and (2) to build up reserves--in the case of the Public Buildings Service, to build up a Federal Buildings Fund with a current balance of $4.5 billion.

Since most of GSA'southward customer "revenues'' are not now subject field to contest, there is a classic example of inelastic prices, with little incentive to reduce costs.

Recently, GSA has taken steps to provide its customers some freedom of choice and dominance to make management decisions. GSA has:

---instituted a edifice delegation program transferring management responsibleness for single-tenant buildings to the agency occupying the building;

---fabricated information technology easier for agencies to buy supplies from sources other than the Federal Supply Schedules;

---encouraged the establishment of cooperative authoritative support units to simplify the apply of mutual administrative back up services;

---implemented the utilise of a purchase carte du jour that allows simplified procurement of supplies; and

---delegated authority to agencies to procure it products and services.

In managing FTS2000, GSA recognized the value of customer input past establishing an Interagency Direction Quango, composed of agencies using FTS2000, to provide advice on direction and technical problems. A number of other organizations have been created to elicit customer input on GSA services, such as the Public Buildings Service'due south Real Belongings Executives Informational Committee and iv Federal Supply Service Interagency Committees-- on Travel Direction, Transportation and Traffic Management, Supply Management, and Aircraft Policy.

Reinvention Laboratories

Every bit a cardinal management bureau, GSA plays a unique part in other agencies' reinvention efforts. GSA took an early leadership role to assistance other agencies unfetter their reinvention laboratories by providing a list of personnel designated to assist in clarifying and waiving GSA regulations. GSA also gave other agencies the authority to waive Federal Acquisition Regulations for the reinvention labs. These actions underscore GSA's active back up for the reinvention procedure throughout government.

GSA has established ix reinvention laboratories of its ain. They are:

---regionwide laboratories in Philadelphia and Denver,

---interagency armada consolidation,

---telecommuting,

---ADP support services,

---commercial products acquisition,

---local telecommunications,

---governmentwide electronic post,

---office products regional commodity center, and

---time and attendance.

Need for Change

i. Conflict Between Policymaking and Service Delivery. The General Accounting Office (GAO), the Senate Government Affairs Committee, and others maintain that the current GSA organization, which places responsibleness for development and enforcement of governmentwide policies with its service organization, has led to defoliation--both inside GSA and with its customers--over GSA's main part, has caused insecurity within GSA over its policymaking and oversight responsibilities, and has contributed to GSA'southward "lackluster functioning in both areas."(7)

As long every bit policymaking and operational responsibilities are combined within the aforementioned organization, there volition be a tendency for operational demands to supersede strategic policy considerations. Requiring service delivery organizations to oversee and enforce agency compliance with policies and regulations also interferes with service delivery and the development of good customer relations.

State and foreign governments take found that the most effective manner to resolve the conflict between policymaking and day-today operations is to separate the two functions.(eight) GAO has emphasized that, especially in a decentralized environment, information technology is critical that policies be sensible and flexible and that they exist accompanied past consequent and knowledgeable guidance.(ix) This suggests that GSA should dissever its policymaking functions from its service delivery organizations and reorient oversight and enforcement to concentrate on providing advice and results-oriented evaluations. GSA should also serve as a clearinghouse for information on the diverse services it provides, providing a central database to encourage the substitution of information and reduce duplication of effort.

Unfortunately, policy organizations oftentimes lose sight of the full impact their policies have on the field organizations that actually perform the work of the authorities. 1 fashion to mitigate this problem would be to establish personnel policies ensuring that people serving in policy organizations have had prior field experience and that they return to field activities from policy assignments. Some other solution would be to develop policies and oversight processes in collaboration with affected federal agencies and field activities.

ii. Monopolistic Service Commitment. A basic tenet of the National Operation Review is that bureau heads and line managers are intelligent, honest people capable of making skilful decisions on how to allocate resources to best attain their missions. The existing arrangement of overly complex and detailed laws, rules, and regulations, combined with centralized controls and decisionmaking, interferes with a director's power to exercise initiative and balance resource to fulfill bureau needs. To correct this trouble, and to better concur managers answerable for mission achievement, full authorization and responsibility for all the resources needed and used must conspicuously and unambiguously rest with the director.

Present management policies often require managers to utilize a single source (whether in their own agency or in a cardinal management agency such as GSA) to obtain needed resources. Such policies usually let a third party to command the resources a manager uses, to usurp management resources decisions, or to control an bureau management process. These policies improperly dilute the authorization and responsibility of the line manager (and in many cases, the bureau head), thereby spreading accountability for mission achievement among people not responsible for results. This significantly weakens the ability of oversight agents (including the President and Congress) to evaluate responsibility for program successes and failures, and contributes to a misplaced emphasis on monitoring the utilise of inputs rather than on results.

Examples of controls GSA exercises over other agencies include:

---the Public Buildings Service monopoly over the toll, corporeality, location, and quality of agency space;

---mandatory apply requirements in the Federal Supply Schedules;

---controls over disposition of personal and existent holding exercised by both the Federal Supply Service and the Federal Property Resource Service;

---the requirement for the Information Resource Direction Service to review and corroborate agency automatic data processing (ADP) acquisitions; and

---the mandatory requirements for agencies to use FTS2000 for long distance telecommunications service or IRMS contracts for local phone service.

GSA has made some recent improvements in its service operations. However, information technology must now recognize that the arrangement of centralized controls and monopolistic services does not allow agencies to meet today's challenges and opportunities. It is not enough that GSA try to become a improve monopoly; true modify will not occur until agencies are free to choose where and how they spend their money. GSA must become a fully competitive source for bureau business and further reinvent itself according to the principles that serve as the basis for the National Functioning Review, especially:

---empowering employees (and, in GSA'southward instance, customers);

---delegating authorisation and responsibility;

---replacing regulations with incentives; and

---exposing federal operations to competition.

Many of the recommendations in the NPR Accompanying Study Reinventing Back up Services directly touch GSA's organisation and operations. Those recommendations, when implemented, will help improve GSA'south service delivery, complimentary GSA's customers, and transform GSA into a competitive service organization. For GSA to take the management freedom it needs to become competitive, the Office of Management and Budget (OMB) must revise its policies and permit GSA-- along with other federal agencies that provide competitive, fully reimbursable services--to be free from full-fourth dimension equivalent (FTE) personnel controls.(10) OMB must also revise other budgetary restrictions (such as scoring rules) that interfere with adept decisionmaking.(11) This will help GSA optimize its ability to compete. Direction success and accountability would then be determined by GSA's customers, non by arbitrary controls.

In that location may be occasions where the interests of the government--in terms of meeting bureau mission requirements at reduced overall costs--may exist ameliorate served by agencies working together or using a common service, rather than acting independently. In those instances where agencies concur that the preferred course of activity is for GSA to act as a mandatory service, the service should be managed like a regulated utility, with a board of overseers comprising customer agencies who would oversee GSA's policies, rates, operations, and service delivery for that service.(12)

3. Functional Transfers. Over time GSA has get responsible for providing authoritative support for activities that might more properly be assigned to other agencies. Two of these are:

---Indian Trust Bookkeeping Part--This part provides accounting services related to the adjudication of Indian Tribal claims against the government. Its activities are directed by the Department of Justice (DOJ), which is the exclusive user of the services.

---Transportation audits--GSA is required to comport mail service-payment audits of all transportation bills submitted to the government.(thirteen) Recoveries from overcharges are used to pay audit costs. Whatever excess receipts are returned to the Treasury, which results in agencies losing utilise of funds that would otherwise be available for bureau programs. GSA has demonstrated that the technology at present exists to audit transportation bills prior to payment. By reviewing bills earlier payment, erroneous payments will be avoided and funds will remain bachelor to the bureau conducting the inspect. Agencies using the transportation services, rather than GSA, should behave the prepayment audits and proceeds the associated benefits.

In fiscal yr 1995, 65 people and near $5 million would be shifted from GSA if the activities discussed above were transferred to other agencies.

4. Conquering of New Real Belongings, Supplies, and Services. GSA plans to spend about $800 million a year in the next v years acquiring new federal office space and courthouses. At the same time, federal employment will be reduced past at least 252,000; the Resolution Trust Corporation (RTC) continues to sell property at 10 cents to 50 cents on the dollar; private office vacancy rates are running in the ten-25 percentage range; one NPR upshot paper would make pregnant changes in the means agencies demand, and GSA supplies, real property assets; another set of recommendations would examine the mission, size, structure, and locations of Department of Housing and Urban Development, Health and Human Services, and Agronomics field offices; and federal courthouses go on to be congenital to overly expensive, inefficient design standards.(fourteen) All of these factors suggest that it may be wise to reconsider the scope of GSA's current edifice acquisition program.

Similarly, the changes that are occurring in the federal workforce, agency organizations, and regime procurement systems suggest that there may be opportunities to achieve efficiencies in acquiring goods and services--that is, the government should exist able to reduce procurement costs while withal buying the goods and services that it needs.(15)

Actions

ane. Dissever policymaking and oversight from service delivery and fund policymaking from direct appropriations.(1)

By April 1994, the GSA administrator should conspicuously separate governmentwide policy and oversight functions from the GSA service delivery organizations (FSS, PBS, FPRS, IRMS, and FTS2000). This would:

1. improve GSA'southward ability to manage both policymaking and service delivery;

2. help eliminate the utilize of regulatory authorities to promote centralized services; and

iii. get in easier for GSA to develop proper service relationships with its customers.

GSA should always develop policy guidance in consultation with other federal agencies. That guidance should be in the course of flexible broad guidelines, rather than rigid rules. GSA should refocus its oversight and enforcement activities to emphasize leadership and results-oriented evaluations. To ensure that the flexibility and authorisation being granted by GSA to the agencies is passed on to line managers, GSA's evaluations of other agencies should include a review of the restrictions imposed by those agencies on their line managers.

Past April 1994, the GSA ambassador should establish personnel policies to ensure that employees assigned to policy organizations have prior field experience (whether in GSA or in other agencies) and that they return to field assignments afterwards service in the policy organizations.

The GSA ambassador and the OMB director should ensure that all of GSA's governmentwide policy and oversight functions are fully funded by straight appropriations and are not underwritten by charges to GSA customers. GSA and OMB should work together to establish staffing and funding levels that would allow GSA to fulfill its policymaking and oversight responsibilities.

2. Allow agencies to choose whether to purchase GSA services, and fund GSA service delivery from customer revenues.(ane)

The GSA administrator should transfer authority, revise regulations, and develop legislation and then that GSA's customers--whether they use real property, communications services, supplies, computers, or disposal services--have the freedom to cull where they exercise business.

GSA should create competitive enterprises to compete as service providers to other federal agencies.sixteen Federal agencies will exist required to procure services from a single source only if in that location is a demonstrable reward to the government every bit a whole. If agencies and GSA agree that monopoly service would both meet agency mission requirements and be more benign to the government, the GSA operation providing the service must be guided by a board of overseers comprising GSA customers using the service. The lath of overseers would corroborate policies, oversee operations, evaluate service commitment, and gear up rates (including overhead charges).

All GSA service operations should be fully paid for through customer revenues. The GSA administrator should ensure that in that location are no cross-subsidies between different accounts inside or between the services.

3. Transfer activities not related to GSA'southward central mission to other agencies.(2,3)

---Indian Trust Bookkeeping Office. By October 1995, the OMB director should transfer this office to the Department of Justice (DOJ).

---Transportation audits. Past Oct 1993, the OMB managing director should submit legislation eliminating the requirement for post-payment audits. Until Congress passes that legislation, the GSA administrator should further encourage agencies to behave prepayment audits by increasing its delegations.

4. Suspend acquisition of cyberspace new function space and courthouses.(1)

The GSA administrator should place an immediate concord on GSA's acquisition (whether by structure, buy, or lease) of cyberspace new part space, reduce and rescope new courthouse construction, and begin aggressive charter negotiations for both existing and new leases. These deportment will enable GSA to salve at least $450 million per year over the next five years.

five. Reduce procurement spending.(1)

The GSA administrator should convene an ad hoc commission of the President'southward Management Council to develop specific recommendations to reduce procurement spending 5 to 10 per centum per twelvemonth from current levels without reducing products or services. The commission should provide its recommendations to the Vice President by Dec 1994.

6. Ameliorate GSA service delivery.(4)

As GSA is made a fully reimbursable, competitive organization and as the recommendations contained in the NPR Accompanying Reports Reinventing Support Services and Reinventing Federal Procurement are implemented, the GSA administrator should consider the following opportunities to improve effectiveness and client service:

---Implement one-stop shopping. Ensure client requirements are met simply and chop-chop by establishing account executives to provide a unmarried face up to the client and act as facilitators with other GSA offices.

---Reduce overhead. Examine the distribution of personnel between staff offices and line operations (in both the central office and the regions) and between headquarters and field activities. Additional opportunities may be to put more people to work directly serving agency customers.

---Streamline the organization. Determine whether some functions performed at the fundamental office might exist eliminated or transferred to 1 of the regions, whether the number of regions should be reduced, and whether the nowadays organisation best serves its agency customers.

---Amend telecommunications management. Return FTS2000 to IRMS equally soon as practical. FTS2000 was separated from IRMS to focus greater direction attention on telecommunications. However, the direction issues appear to have been resolved and long distance telecommunications services in the Office of FTS2000 and the data engineering services in IRMS are increasingly interconnected. The two offices should be reunited organizationally.

Cross References to Other NPR Accompanying Reports

Reinventing Support Services, SUP01: Authorize the Executive Branch to Found a Printing Policy that Will Eliminate the Electric current Press Monopoly; SUP03: Amend Distribution Systems to Reduce Costly Inventories; SUP04: Streamline and Better Contracting Strategies for the Multiple Accolade Schedule Program; SUP05: Expand Authority and Eliminate Congressional Control over Federal Vehicle Fleet Direction; SUP06: Give Agencies Potency and Incentives for Personal Property Management and Disposal; and SUP08: Requite Customers Choices and Create Real Belongings Enterprises that Promote Sound Real Property Asset Management.

Reinventing Federal Procurement,PROC08: Reform Information Technology Procurements.

Transforming Organizational Structures, ORG06: Identify and Modify Legislative Barriers to Cross-Organizational Cooperation.

Mission-Driven, Results-Oriented Budgeting, BGT04: Eliminate Employment Ceilings and Floors By Managing Inside Budgets.

Improving Financial Management,FM06: "Franchise" Internal Services; and FM12: Manage Fixed Asset Investments for the Long Term.

Endnotes

one. Memorandum from David Haun, Office of Direction and Budget, August 6, 1993.

two. The NCR provides administrative support to the federal agencies in and around Washington, D.C.

3. Figures provided by GSA's Office of the Chief Financial Officer, and are projections of FTE at the end of fiscal year 1993.

4. Figures provided by GSA Fiscal Office.

v. Ibid.

6. GSA's Financial Part prepared the turn a profit and loss statement for GSA.

seven. U.S. General Bookkeeping Office (GAO), General Services Issues, OCG-93-28TR (Washington, D.C.: U.S. General Accounting Office, Dec 1992).

8. Interviews with Babak Armajani, Public Strategies, Inc., and Jim Stevenson, Australian Department of Finance.

9. GAO.

10. Meet likewise NPR Accompanying Written report Mission-Driven, Results-Oriented Budgeting, BGT05:"Replace Beyond the Board FTE Ceilings.''

11. Meet NPR Acompanying Report Improving Fiscal Management, FM12: Manage Stock-still Asset Investments for the Long Term.

12. Interview with Babak Armajani, who advises that this approach has been used very successfully by the State of Minnesota.

13. See 31 U.Due south. Code 3322, 3528, and 3726.

14. See NPR Accompanying Report Reinventing Support Services, SUP08: Give Customers Greater Option and Create Real Property Enterprises that Promote Sound Nugget Direction.

15. See NPR Accompanying Report Reinventing Federal Procurement.

16. These changes, and the dates by which they are to be accomplished, are described in detail in the NPR Accompanying Reports Reinventing Support Services and Reinventing Federal Procurement.