Management for the GSA

By Weiger, James Ross | Journal of Property Management, May-June 1996 | Go to article overview

Management for the GSA


Weiger, James Ross, Journal of Property Management


The opportunities for public-sector, third party building management are growing on a daily basis. Since the Carter Administration, the U.S. General Services Administration (GSA) has been reducing in-house staffs in response to lower appropriations and has outsourced for property management.

This trend in outsourcing has continued throughout the '90s. Today, of the $2 billion that the GSA spends annually on its building operations, about $1.3 billion is spent purchasing services from the private sector. Services that the government purchases range from managing such large installations as military bases with hundreds of buildings down to a stand alone federal building under 50,000 square feet. Altogether, the building operations (owned or leased) of the GSA represent over 270 million square feet in 11 regional offices.

Despite the opportunities, recent history illustrates that the public-sector market is a challenging environment in which to perform. There are still many hazards on the road to obtaining public-sector work.

Through its various procurement offices, the public sector is restricted in its ability to contract out. The restrictions are many times self-imposed through internal agency regulations, mandated through federal acquisition regulations, and further enhanced by a stream of laws and regulations that make the public sector a very difficult place to pursue business.

Several veteran service providers are even now trying to exit the market because it requires higher marketing expenses and offers lower margins than similar work for private institutions. However, as the GSA continues to contract out services there are golden needles in the haystack of red tape for bidders who are up to the challenge and willing to devote their resources to obtaining contracts.

Where to Find Opportunities

Suppose you are looking for an opportunity to bring your company's historical knowledge and experience to the public sector. The first step would be to review the Commerce Business Daily, also known as the CBD. The CBD is published by the U.S. Government Printing Office and is the prime resource on the opportunities and services the public sector is procuring each day. The CBD is also made available over the Internet by Patriot Systems (e-mail: menus@xmission.com).

Using the CBD, you would begin to define the arena and select the contract that makes sense for your company. In the area of third-party property management, the government routinely contracts out for commercial facilities-management services, mechanical services, engineering services, fee-developer services, leasing, and custodial services.

Among the CBD offerings, there are trends both in favor of your company and against. For example, there is the Small Business Administration's 8(A) program, which has offerings for "small and disadvantaged business," such as minority-owned firms.

There are also small-business set asides, where the solicitation is restricted to those who qualify. This program has many opportunities for companies whose revenues are below a designated three-year average, depending upon the service that is being procured. The definition is tricky and can eliminate historical third-party managers who may earn $20 million annually - averaged over the last three years - from rent rolls.

Finally, there is open competition in which procurements are not just restricted to small business or other set asides. This unrestricted arena attracts publicly held companies who can approach procurements with a deeper arsenal of financial resources, employees, bona fide commercial agents, copyright attorneys, government contract attorneys, and consultants than an entrepreneurial property manager may wish to devote to the pursuit of a single contract.

In analyzing each procurement, a great deal of time needs to be put into understanding the nature of the procurement and if it is a match for your company. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Management for the GSA
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.