2016 Strategic Plan Outcomes

The Department of General Services outlined an ambitious 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. This webpage is designed to show how we did in accomplishing those goals.

View the tabs below or download the 2016 Strategic Plan Goals Dashboard document here.

Administration Division

  • Successfully Implement the 2016 Release of the Financial Information System of California (FI$Cal) Project at DGS. (Completed)

Building Standards Commission

  • Update the California Green Building Standards in Support of Green Initiatives. (Completed)
  • Research, develop, and propose for adoption mandatory recycled water infrastructure standards. (Completed)

Division of the State Architect

  • Increase collaboration and outreach with the disabled community. (Completed)
  • Reduce the inventory of 1,366 uncertified projects by assisting K-12 districts and community colleges. (574 certified)
  • Fully implement electronic back check as the first step toward total electronic review of all project plans submitted. (Not complete)

Enterprise Technology Solutions

  • Successfully upgrade Statewide Property Inventory (SPI), CRUISE, and MAXIMO systems. (Completed)

Facilities Management Division

  • Improve quality and consistency by conducting robust recruitments to reduce vacancies and attract and retain well-qualified candidates. (Carry-over)
  • Improve quality and consistency by developing a comprehensive project tracking system for facility improvement projects. (Carry-over)
  • Improve quality and consistency by developing, publishing process to prioritize facility improvement requests and priorities. (Carry-over)
  • Improve quality and consistency by updating daily/ongoing maintenance procedure and standards, and by determining priorities for maintenance. (Carry-over)

Office of Administrative Hearings

  • Implement a comprehensive tracking system for hearing processes and establish/refine process time goals by step. (Carry-over)
  • Establish a process/system to regularly publish process times by step. (Carry-over)
  • Issue decisions on time in 90 percent of cases for the General Jurisdiction division. (Completed)
  • Issue decisions within 45 days of filing of the complaint in 98 percent of cases for the Special Education division. (Completed)
  • Issue late decisions within 15 calendar days of the due date in 90 percent of cases for the General Jurisdiction division. (Completed)

Office of Audit Services

  • Collaboratively develop a robust accreditation/compliance audit process with the Procurement Division. (Carry-over)
  • Develop a comprehensive listing of audits and associated budgeted hours and conduct 2016 audits within hours. (Completed)
  • Perform a self-assessment review to determine OAS’ compliance with standards and provide recommendations. (Completed)

Office of Business and Acquisition Services

  • Consolidate contracts tracking into SharePoint. (Completed)
  • Establish and publish dashboard for OBAS contracting data. (Completed)
  • Ensure that 80 percent of all OBAS contracts are executed within two months. (Achieved 71 percent)

Office of Fiscal Services

  • Establish regular customer forums for fiscal services client departments to discuss best practices. (Completed)

Office of Fleet and Asset Management

  • Implement an interactive fleet dashboard that provides vehicle analytics to state departments. (Completed)
  • Develop a lifecycle eeplacement methodology for fleet vehicles. (Completed)
  • Reduce 2016 statewide petroleum consumption by more than 5 percent (over 1.5 million gallons) from 2014 baseline. (Completed)
  • Reduce petroleum consumption by over 20 percent (more than 500,000 gallons) in DGS-leased fleet from 2014 baseline. (Completed)
  • Implement a purchase program for used zero emissions vehicles/plug-in hybrid electric vehicles. (Not pursuing)


Office of Human Resources

  • Establish recruitment and retention best practices for positions that are difficult to fill or have high turnover. (Carry-over)
  • Establish regular customer forums for human resources client departments to discuss best practices. (Completed)
  • Increase quality of DGS services by providing at least 10 additional training classes to offsite staff. (Completed)
  • Improve the pool and quality of candidates by decreasing vacancies (move to statewide classifications and prioritize OHR exams).(Completed)
  • Develop and publish HR performance metrics for incoming requests, including First Time Through and processing times. (Completed)

Office of Legal Services

  • Establish a robust training program and tracking database to document and protect state-created intellectual property. (Completed)
  • Develop targeted training modules to address common contracting issues and reasons for contract rejection. (One module completed)

Office of Public Affairs

  • Modernize the DGS external website to increase access to information. (Carry-over)
  • Relaunch the DGS news blog to better highlight services and changes for customers. (Completed)
  • Promote DGS-led sustainability efforts in the news media by hosting at least four media events. (Completed)

Office of Public School Construction

  • Establish best practices for various types of closeout reviews to increase efficiencies. (Completed)
  • Develop a system to collect review times to establish a comprehensive baseline of budgeted hours by type. (Completed)
  • Increase the number of in-depth closeout reviews by 38 percent (from 88 to 121). (Completed)

Office of Risk and Insurance Management

  • Increase savings through the Equipment  Maintenance Management Insurance Program by 20 percent ($700,000). (Not complete)
  • Pilot online portal for reporting auto claims. (Not complete)

Office of State Publishing

  • Establish a collaborative working group with OSP customers to improve business functions. (Completed)
  • Implement Phase 1 of the OSP space consolidation project and reduce physical printing plant space of the main plant by 50 percent. (Completed)
  • Implement Phase 1 of establishing OSP as the state's document imager. (Completed)
  • Increase overall revenue 8 percent ($5,000,000) by modernizing equipment and capturing exempt/local government projects. (Reached $3 million)

Office of Strategic Planning, Policy and Research

  • Establish an advisory council to provide feedback to the DGS director on DGS policy and program changes. (Completed)
  • Implement a monitoring and reporting program for all DGS Strategic Plan goals. (Completed)
  • Redesign the DGS survey program to target specific, objective performance data for each major DGS program. (Not complete)
  • Establish an online repository of state forms and eliminate stock forms that can be downloaded and printed. (Completed)
  • Complete Phase 1 of 2 of the comprehensive update of the State Administrative Manual. (Completed)

Office of Sustainability

  • Increase charging infrastructure in state-owned parking facilities. (Carry-over)

Procurement Division

  • Increase use of the California Procurement and Contracting Academy. (Completed)
  • Implement statewide procurement in FI$Cal. (Completed)
  • Implement an accreditation process for departments granted purchasing authority. (Completed)
  • Collaborate with departments to identify barriers to small business and disabled veteran business enterprise participation and provide targeted training. (Completed)

Real Estate Services Division

  • Develop a comprehensive project tracking system. (Carry-over)
  • Issue the request for proposals/qualifications for the new Resources Building and the O Street building projects. (Completed)
  • Implement a pilot project to establish best practices to limit total RESD project soft costs to 20 percent. (Completed)
  • Develop and define the program needs for the Capitol Annex in coordination with the Legislature. (Not complete)
  • Partner with FMD to expend at least $30 million on building improvements, including $10 million for priority ADA projects. (Not pursuing)
  • Partner with FMD to develop a process to determine the appropriate entity to deliver facility improvements. (Not complete)
  • Partner with FMD to establish a statewide tenant workgroup. (Completed)