This Web page lays out the Department of General Services (DGS) 2016 Strategic Plan. These objectives encompass every division at DGS and reflect our desire to enhance collaboration with our customers and improve our services; lead the way toward sustainability efforts within state government; and embrace innovation to meet the challenges of a rapidly evolving state. DGS employees are committed to excellence in the business of government.

See how we did.

Strategic Plan Overview

The department’s strategic plan is composed of the following elements:

The mission statement succinctly describes the reason for our agency’s existence. It addresses what our organization does, why we do it, and for whom.

  • The mission of the Department of General Services is to deliver results by providing timely, cost-effective services and products that support our customers, while protecting the interests of the state of California.

The vision statement describes what we are working together to make our department become. While we are customer centered, deliver efficient and effective results, work as one enterprise — one DGS — and are a strong organization, those elements describe who we are, not where we want to be. Our vision statement succinctly, timelessly and powerfully describes what we want DGS to be and to provide in the future.

  • Excellence in the business of government.

Our core values are who we are as an organization. Our values drive what we do and how we do it, and where we focus our attention and resources. Everything in this Strategic Plan derives from these values.

  • Integrity: We do the right things for the right reasons.
  • Accountability: We hold ourselves and each other responsible for all that we do.
  • Communication: We listen and share information openly, honestly and respectfully with the goal of mutual understanding and transparency.
  • Excellence: We strive for the best for each other and our customers.
  • Innovation: We cultivate ideas and implement improvements throughout our organization.

  • Teamwork: We value and respect our organizational diversity and work together to achieve great results.


Our strategic direction reflects the major areas of emphasis and focus as we seek to live out our values and realize our vision. This direction reminds the department, in all that we do, what we should be focusing on as we seek to provide “excellence in the business of government.”

  • Collaboration: Work across DGS divisions and with other departments and partners to collectively improve outcomes.
  • Efficiency: Do what we do better, faster, cheaper.
  • Data-Informed Approach: Use data to help inform our decision-making and our priorities.
  • Transparency: Share our performance with our customers and stakeholders in ways they find meaningful.
  • Sustainability: Serve as good stewards of state resources and help “green” government. 

Our strategic goals are those initiatives — in keeping with our strategic direction — that DGS will be undertaking in 2016. The goals compose the core of the 2016 Strategic Plan. All 63 goals are outlined in this booklet.

Programs and Services Overview


The Department of General Services (DGS) serves as business manager for the state of California, with more than 3,500 employees and a budget in excess of $1 billion. DGS helps California state government to better serve the public by providing a variety of services to state agencies through innovative procurement and acquisition solutions; creative real estate management and design; environmentally friendly transportation; and funding for the construction of safe schools.


Enterprise Technology Solutions
Enterprise Technology Solutions (ETS) provides technical support services critical to DGS operations, including deployment and support of desktop computers; network connectivity; applications development and management; data security and compliance with the state of California’s information technology policies.

Office of Business and Acquisition Services 
The Office of Business and Acquisition Services (OBAS) provides DGS divisions and offices support in goods and services procurement; contract processing from solicitation to contract execution; and various business services, including CAL-Card administration, room reservations, cubicle moves, security and document reproduction.

Office of Fiscal Services 
The Office of Fiscal Services (OFS) oversees DGS’ rate development process, and coordinates and directs all accounting, budgeting and fiscal reporting activities for the department and client state agencies.

Office of Human Resources
The Office of Human Resources (OHR) provides services in the areas of recruitment; hiring; benefits and pay transactions; employee training and development; and constructive intervention.

Office of Risk and Insurance Management 
The Office of Risk and Insurance Management (ORIM) provides a variety of risk management and insurance services to state and public entities with a primary objective of minimizing exposure to losses. Services include insurance procurement and consulting; natural gas fuel price risk management; claims adjusting; statewide safety training; and emergency management.


The Division of the State Architect (DSA) provides design and construction oversight for state-owned facilities and public schools.


Equal Employment Opportunity
The Equal Employment Opportunity (EEO) Office is responsible for overseeing compliance of various federal and state civil rights laws and implementing regulations and executive orders pertaining to employment and services by DGS.

Office of Audit Services
The Office of Audit Services (OAS) provides an independent, objective assurance and consulting function designed to add value and improve departmental operations.

Office of Legal Services
The Office of Legal Services (OLS) provides leadership and guidance to state departments and agencies and internal divisions and offices on the state’s contracting and procurement laws and policies.

Office of Legislative Affairs
The Office of Legislative Affairs (OLA) coordinates all legislative activities for DGS, from the development of bill analyses to representing the department at legislative hearings. OLA also coordinates specific legislative reports due to the California Legislature from DGS.

Office of Public Affairs
The Office of Public Affairs (OPA) is responsible for news media relations; managing DGS social media channels; providing photography resources and video production; and website management oversight.

Office of Strategic Planning, Policy and Research
The Office of Strategic Planning, Policy and Research (OSPPR) assists divisions and offices with long-term planning; facilitates the creation of the department’s strategic plan; oversees customer survey development and analysis; is responsible for DGS forms management; and provides consultative data analysis and process re-engineering.

Office of Sustainability
The Office of Sustainability is committed to reducing California’s environmental footprint by greening the state’s buildings; reducing greenhouse gas emissions; and reducing water use.


The Facilities Management Division (FMD) is composed of the former Building and Property Management Branch and the Direct Construction Unit. FMD is tasked with ensuring the ongoing maintenance and management of state-owned buildings.


Building Standards Commission
The California Building Standards Commission (BSC) administers the many processes related to the development, adoption, approval, publication and implementation of California’s building codes.

Office of Fleet and Asset Management
The Office of Fleet and Asset Management (OFAM) provides general oversight of the state’s vehicle and mobile equipment fleet, and ensures compliance with state and federal environmental, energy and fiscal policies. It provides a fleet of rental cars to support state agencies’ transportation needs; manages DGS’ parking facilities; oversees the reutilization of state and federal surplus property; disposes of state surplus property; manages the state’s travel planning programs; and provides short-term warehouse services.

Office of Public School Construction
The Office of Public School Construction (OPSC) facilitates the processing of School Facility Program construction applications to make voter-approved state bond matching funds available to qualifying school districts. The office implements and administers the $35 billion voter-approved program.

Office of State Publishing
The Office of State Publishing (OSP) provides innovative printing and communication solutions and services to state, federal, county and city agencies.


The Office of Administrative Hearings (OAH) hears adminis­trative disputes for state and local agencies, including special education due process hearings and mediation for school districts and parents of children with special education needs.


The Procurement Division (PD) oversees policies and procedures used by all state agencies in their purchasing and contracting activities. It develops innovative procurement solutions including statewide contracts, purchasing portals, and end-user training, enabling state agencies to acquire the goods and services needed to serve the people of California.


The Real Estate Services Division (RESD) is a full-service real estate organization. Its highest priority is to provide the highest level of customer service in fulfilling state agencies’ facility and real property needs.

2016 Strategic Plan Goals




  1. Implement statewide procurement in FI$Cal.

  2. Collaborate with departments to identify barriers to Small Business/Disabled Veteran Business Enterprise (SB/DVBE) participation and provide targeted training.

  3. Implement an accreditation process for departments granted purchasing authority.

  4. Increase use of California Procurement and Contracting Academy (CalPCA) training for state employees with a role in procurement by developing hybrid and other online/Web-based delivery models. 


Office of Fleet and Asset Management

  1. Implement an interactive fleet dashboard that provides vehicle analytics to state departments.

  2. Reduce 2016 statewide petroleum consumption by more than 5 percent (over 1.5 million gallons) from 2014 baseline.

  3. Reduce petroleum consumption by over 20 percent (more than 500,000 gallons) in DGS leased fleet from 2014 baseline.

  4. Implement a purchase program for used Zero Emissions Vehicles/Plug-in Hybrid Electric Vehicles (ZEV/PHEV).

  5. Develop a life cycle replacement methodology for fleet vehicles. 

Office of State Publishing

  1. Implement Phase 1 of establishing OSP as the state’s document imager by providing scanning services to a pilot state department.

  2. Establish a collaborative working group with OSP customers to improve business functions.

  3. Increase overall revenue 8 percent ($5,000,000) by modernizing/updating equipment and capturing exempt and local government projects.

  4. Implement Phase 1 of the OSP space consolidation project and reduce physical printing plant space of the main plant by 50 percent. 

Office of Public School Construction

  1. Establish best practices for various types of closeout reviews to increase efficiencies.

  2. Increase the number of in-depth closeout reviews by 38 percent (from 88 to 121).

  3. Develop a system to collect review times based upon the type of project, which will be used to establish a comprehensive baseline of budgeted hours by type. 

Building Standards Commission

  1. Update the California Green Building Standards in support of green initiatives (e.g., ZEV infrastructure, water reduction mandates for plumbing and irrigation, and reduction of construction site materials sent to landfills). 

  2. Research, develop and propose for adoption mandatory recycled water infrastructure standards for residential and nonresidential properties.


  1. Fully implement electronic back check as the first step toward total electronic review of all project plans submitted to DSA.

  2. Reduce the inventory of uncertified projects by assisting K–12 districts and community colleges in the process of certifying the 1,366 projects occupied without certification between January 1, 2011 and May 31, 2013.

  3. Increase collaboration and outreach with the disabled community.


  1. Jointly with RESD, establish a statewide tenant workgroup to improve ongoing maintenance and facility improvement services provided in state buildings.

  2. Working collaboratively with RESD, expend at least $30 million on building improvements, including $10 million for priority Americans with Disabilities Act improvement projects, to help decrease costs for tenant improvement projects.

  3. Strategically improve the overall quality and consistency of facility maintenance and improvement projects:
    a. Develop a comprehensive project tracking system for facility improvement projects.
    b. Develop and publish a process to prioritize facility improvement requests and priorities to increase transparency.
    c. Develop a process, in collaboration with RESD, to determine the appropriate entity to deliver facility improvements.
    d. Update daily/ongoing maintenance procedures and standards and determine appropriate priorities for ongoing maintenance.
    e. Conduct robust recruitments to reduce vacancies and to attract and retain well-qualified candidates. 


  1. Increase charging infrastructure in state-owned parking facilities by installing approximately 100 Level 2 electric vehicle charging stations and approximately 1,000 120v outlets.

  2. Implement a pilot project to establish best practices to limit total RESD project soft costs to 20 percent.

  3. Issue the Request for Proposals/Qualifications for the new Resources building and the O Street building projects.

  4. Develop and define the program needs for the Capitol Annex in coordination with the Legislature.

  5. Jointly with FMD, establish a statewide tenant workgroup to improve ongoing maintenance and facility improvement services provided in state buildings.

  6. Working collaboratively with FMD, expend at least $30 million on building improvements, including $10 million for priority Americans with Disabilities Act improvement projects, to help decrease costs for tenant improvement projects.

  7. Develop a comprehensive project tracking system.

  8. Develop a process, in collaboration with FMD, to determine the appropriate entity to deliver facility improvements.


  1. Implement a comprehensive tracking system for hearing processes and establish/refine process time goals by step.

  2. Establish a process/system to regularly publish process times by step.

  3. Issue decisions on time in 90 percent of cases for the General Jurisdiction Division.

  4. Issue late decisions within 15 calendar days of the due date in 90 percent of cases for the General Jurisdiction Division.

  5. Issue decisions on time in 98 percent of cases for the Special Education Division.


Office of Audit Services

  1. Collaboratively develop a robust accreditation/ compliance audit process with the Procurement Division for the delegated purchasing authority program.

  2. Develop a comprehensive listing of audits and associated budgeted hours and conduct no less than 80 percent of audits within budgeted hours in 2016.

  3. Perform a self-assessment review of OAS to determine compliance with standards, appraise the quality of OAS’ operations, and provide recommendations for improving OAS’ compliance with the standards.

Office of Legal Services

  1. Develop targeted training modules (e.g., statutory requirements for consulting services, documenting contract justifications, etc.) to address common contracting issues and reasons for contract rejection.

  2. Establish a robust training program and tracking database to document and protect state-created intellectual property. 

Office of Public Affairs

  1. Modernize the DGS external website to increase access to information.

  2. Promote DGS-led sustainability efforts in the news media by hosting at least four media events.

  3. Relaunch the DGS news blog to better highlight services and changes for customers. 

Office of Strategic Planning, Policy and Research

  1. Establish an advisory council to provide feedback to the director on DGS policy and program changes.

  2. Implement a monitoring and reporting program for all DGS strategic plan goals.

  3. Redesign the DGS Survey Program to target specific, objective performance data for each major DGS program. 

  4. Complete Phase 1 of 2 of the comprehensive update of the State Administrative Manual.

  5. Establish a comprehensive, online repository of state forms and eliminate all stock standard forms that can be downloaded and printed.


Overall Divisional Goals

  1. Successfully implement the 2016 release of the Financial Information System of California (FI$Cal) project at DGS.

Enterprise Technology Solutions

  1. Successfully upgrade Statewide Property Inventory, CRUISE and MAXIMO systems.

Office of Business and Acquisition Services

  1. Ensure that 80 percent of all OBAS contracts are executed within two months.

  2. Consolidate contracts tracking into SharePoint.

  3. Establish and publish dashboard for OBAS contracting data.

Office of Fiscal Services

  1. Establish regular customer forums for OFS client departments to discuss best practices and policy/ procedure changes.

Office of Human Resources

  1. Establish regular customer forums for OHR client departments to discuss best practices and policy/ procedure changes.

  2. Develop and publish OHR performance metrics for incoming requests, including First Time Through and processing times.

  3. Increase quality of DGS services by providing at least 10 additional training classes (online and regional) to offsite staff.

  4. Improve the pool and quality of candidates and decrease vacancies by moving from DGS-specific classifications to statewide classifications and by prioritizing OHR exams.

  5. Establish recruitment and retention best practices for positions that are difficult to fill or have high turnover (e.g., Custodian, Stationary Engineer, Plumber, Painter, Office Building Manager Series, Electronic Data Processing Specialist Series, Personnel Specialist and Associate Personnel Analyst).

Office of Risk and Insurance Management

  1. Pilot online portal for reporting auto claims.

  2. Increase state savings through the Equipment Maintenance Management Insurance Program (EMMP) by 20 percent ($700,000) by enrolling new equipment and adding state departments.

DGS By the Numbers

State-owned properties totaling approximately 18.9 million square feet.

Million Annual rent collected from DGS-owned and managed buildings.

Number of leases managed for state agencies.

Number of small businesses DGS has certified as of 2015.

Number of Disabled Veteran Business Enterprises DGS has certified as of 2015.

$1.6 Billion
Usage of DGS contracts by California counties, cities, and school districts.


Annual participants in CalPCA procurement training.

Number of mobile assets DGS oversees.

Number of legislative bills DGS is responsible for printing per session.

Number of cases the Office of Administrative Hearings handles for state, local and county agencies.

Number of school districts and parents of children with special needs that the Office of Administrative Hearings serves.

Number of state government agencies, departments and commissions the Office of State Publishing serves.

A Message from the Director

View DGS Director Daniel C. Kim's message here.

Download the DGS 2016 Strategic Plan booklet here.