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:
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”:
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.
Dollar value of goods purchased from DGS contracts by California counties, cities and school districts.
General election “Voter Information Guides” produced during 2016.
Percent of electricity DGS obtains from renewable sources for Sacramento-area state facilities.
School facilities projects certified by the Division of the State Architect in 2016.
Cases handled by the Office of Administrative Hearings for state and local agencies.
Reduction of gallons of statewide petroleum consumption from the 2014 baseline.
Mobile assets DGS oversees.
State-owned facilities managed by DGS totaling approximately 19.3 million gross square feet.
Leases managed for state agencies.
Number of small businesses certified by DGS.
Megawatt hours of electricity DGS saved the state by purchasing EnergyStar IT equipment, the equivalent of powering 314 homes annually.
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.
Daniel C. Kim | Director
Download the DGS 2017 Strategic Plan booklet here.
Download the Strategic Plan posters here.
Strategic goals are those initiatives that impact our customers. These goals are SMART: specific, measurable, attainable, realistic and time-bound.
Note: Divisions/offices not listed below do not have operational goals.
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.
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.