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This webpage lays out the Department of General Services (DGS) 2017 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
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Strategic Plan Overview



Mission

DGS serves the state as its business manager. Our mission 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.

Our Vision
At DGS, our vision is: “Excellence in the business of government.”

We strive to achieve excellence by providing our customers with the products and services they need in a professional, value-added way. 

Values
At DGS, we have a set of core values that provide an important foundation for how we conduct ourselves and our business. These values are:   

  • 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.

Strategic Direction


For 2017, we have identified five strategic direction themes. These themes reflect what we at DGS will emphasize as we pursue our commitment to “excellence in the business of government”:      

  • Data-Informed: We use and share data to make better decisions for ourselves and our customers.
  • Collaborative: We solicit input from our partners to collectively improve our outcomes.
  • Effective: We continuously develop ourselves so we can better serve our customers.
  • Consultative: We offer counsel and advice so our customers can maximize benefit and mitigate risk.
  • Sustainable: We serve as good stewards of state resources and help “green” government.

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 better serve the public by providing a variety of services to state agencies, including: facilities management, printing, procurement, real estate services, administrative hearings, building standards, risk management, fleet and asset management, school construction and more. 

2017 Strategic Plan Goals



For 2017, DGS’ goals are categorized as either strategic or operational, and all are sorted this year by subject direction type rather than by our organizational chart. Our strategic goals are those initiatives that impact our customers. Operational goals are objectives aimed at improving the department’s internal operations. 

DGS By the Numbers



$1.6 Billion
Dollar value of goods purchased from DGS contracts by California counties, cities and  school districts. 

13.5 Million
General election “Voter Information Guides” produced during 2016.

100
Percent of electricity DGS obtains from renewable sources for Sacramento-area state facilities.

8,603 
School facilities projects certified by the Division of the State Architect in 2016.

12,500
Cases handled by the Office of  Administrative Hearings for state and local agencies.

3.8 Million
Reduction of gallons of statewide petroleum consumption from the 2014 baseline.

51,000
Mobile assets DGS oversees.

78
State-owned facilities managed by DGS totaling approximately 19.3 million gross square feet.

1,700
Leases managed for state agencies.

26,000
Number of small businesses certified by DGS.

2,166 
Megawatt hours of electricity DGS saved the state by purchasing EnergyStar IT equipment,  the equivalent of powering 314 homes annually.

A Message from the Director



As we launch our 2017 Strategic Plan, we build on last year’s efforts to pursue our commitment to “excellence in the business of government.”

The plan before you provides DGS with a road map to shift from a more transactional mindset to a more forward-thinking, strategic way of operating as a department. 

The initiatives on the following pages explain how we plan to operate; how we will collaborate and innovate; and how we will support our partners and customers to better serve our state. To this end, our 2017 Strategic Plan identifies 39 “strategic goals” that we will strive to complete within calendar year 2017. These strategic goals should provide a direct benefit to the customers we at DGS serve. 

In addition, this Strategic Plan identifies 34 “operational goals” for 2017, consisting of initiatives we’ve identified to improve performance within our internal operations. 

We at DGS have an ambitious agenda ahead of us. To succeed, we will need to work hard, work smart, and work together as “one DGS.” I’m confident we will, and I look forward to shaping the future of our department together. 

Sincerely,  

Daniel C. Kim | Director



Download the DGS 2017 Strategic Plan booklet 
here.

Download the Strategic Plan posters here.

Strategic Goals by Strategic Direction

Strategic goals are those initiatives that impact our customers. These goals are SMART: specific, measurable, attainable, realistic and time-bound.

Operational Goals by Division/Office

Operational goals are objectives aimed at improving the department’s internal operations.

Note: Divisions/offices not listed below do not have operational goals.

Enterprise Technology Solutions

1. Create a security operations dashboard to improve DGS’ information security posture.
2. Increase disaster readiness through improved Disaster Recovery and Technology Recovery Plan.
3. Implement new ETS ticketing system and service management processes.

Facilities Management Division

4. Increase yearly DGS building inspection rate from approximately 60 percent to 100 percent in 2017.

5. Improve percentage completion of safety training to 90 percent or better. Complete 100 percent Illness and Injury Prevention Plans.
6. Establish new and improved processes for office building managers for budgets, intake process and independent purchasing.
7. Clearly define the roles and responsibilities within FMD in light of its new organizational structure.
8. Implement improvements and standardize the FMD internal procurement and contracting processes.


Office of Administrative Hearings

9. Establish and implement a process for measures of success with the assistance of the Government Operations Agency.
10. Develop a protocol for destruction of digital recordings and electronic case files pursuant to OAH’s records retention policy.
11. Implement new case management system: Phase 1— Discovery.
12. Develop and implement a secure electronic document filing system and a secure electronic document service system compatible with OAH’s existing case management system.

Office of Audit Services

13. Develop and implement a management reporting system that provides DGS with results of OAS’ delegated purchasing authority compliance audits.
14. Update the Audit Manual to reflect current operating practices.

Office of Business and Acquisition Services

15. Develop an organic waste recycling program at the Ziggurat building in accordance with Assembly Bill 1826.
16. Develop a standardized training program for OBAS employees.
17. Implement a curtailed public works process.

Office of Fiscal Services

18. Phase 1 of 3: Update/develop training manuals, procedures and OFS directives for FI$Cal transactions.
19. Process 95 percent of Contracted Fiscal Services’ invoices within 15 days from the date of receipt from client agencies.

Office of Human Resources

20. Develop a training program for DGS managers and supervisors that identifies desired core competencies and a plan to cultivate them in the workplace.
21. Implement the new Individual Development Plan process developed by the California Department of Human Resources (CalHR).
22. Develop and execute training for DGS personnel liaisons.
23. Modernize and update the promotional paths for classifications within DGS by office.

Office of Legislative Affairs

24. Establish a departmentwide Legislative Affairs workgroup to help facilitate communication on legislative matters and provide development opportunities for staff engaged in legislative affairs across the department.

Office of Public School Construction

25. Develop or update desk procedures for OPSC processes.

Office of Strategic Planning, Policy and Research

26. Implement a new uploading mechanism for State Administrative Manual updates.
27. Develop a comprehensive set of departmentwide standard templates.

Office of State Publishing

28. Develop real-time reports of OSP’s key performance indicators, allowing for improved day-to-day decision-making.
29. Utilize the more cost-effective, eco-friendly digital printing plant for legislative printing needs and decommission four offset presses at the main plant.
30. Increase output hours from 11,840 to 13,260 (12 percent) of OSP Security Printing and Mass Mail chargeable hours. Secure by July 2017 one local government contract for security printing and mass mail. Increase use of Web StoreFront by state and local governments from 1,050 orders per month to 2,000.

Real Estate Services Division

31. Evaluate the viability of acquiring a real estate asset management tool that will streamline and automate our entire portfolio.
32. Complete an assessment to determine current inspection needs and the level of complexity or risk.
33. Execute 75 percent of all architecture and engineering (A&E) contracts from the date of advertisement within 4.5 months.
34. Successfully implement Primavera project management software.