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090247 1 (1977-11-07)

handle is hein.gao/gaobacvyd0001 and id is 1 raw text is: 



                      UNITED STATES GENERAL  ACCOUNTING  OFFICE
                               WASHINGTON,  D.C. 20548


LOGISTICS AND COMMUNICATIONS
        DIVISION                                    NOV  7  1977




        Mr. Joseph Malaga
        Executive Director
        Administrative Services                                  0247
        Reorganization  Project
        General Services Administration

        Dear Mr. Malaga:

            Enclosed are the first of the five papers we are  preparing which
       outline the major GSA issues identified in the audit  reports we have
       issued in the past 5 years.  We believe these  issues, to various degrees,
       are still not completely resolved and should be  considered in your study
       on how to improve the delivery of administrative  services to Federal
       agencies.

            Over the years, we have audited many of  the various functional areas
       of GSA.  Our past work has frequently led us  to differ with GSA officials
       on the question of the extent GSA should attempt  to influence the way other
       Federal agencies operate.  In general, GSA has regarded  itself as a service
       organization whose mission is to provide office  space and furniture, auto-
       mobiles, computer equipment and services, telephone  service, general sup-
       plies, etc., requested by customer agencies.  GAO has  felt that GSA could
       do more, in interests of economy and efficiency,  to shape the amount, type,
       quality, and nature of the properties and services agencies  request and the
       way they are used.  In a sense, this difference in  views is part of a
       larger philosophical argument over the degree of  central discretion and
       control--aimed at economy and efficiency--which  a headquarters organization
       such as GSA should try to exercise in those matters  in which it is involved.

            Our main concerns are whether GSA needs to be more  assertive; whether
       new policy direction, often resulting from the  frequent changes in top
       management, is implemented effectively and positively  at the working level;
       and whether GSA has adequately planned its future  so as to assume a greater
       role in the functions it is now performing.

            The Federal Property and  Administrative Services Act of 1949, while
       not mentioning by name all the hundreds of tasks GSA  is involved with,
       did grant GSA broad powers.  The congressional  intent is clear, GSA is
       to provide for the Government an economical and efficient  administrative




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