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General Services Mission Statement
The mission of the Department of General Services (DGS) is to provide high-quality services at a fair price to support the operation of state government. As the state’s central purchaser of commodities and services, the manager of the state's public works program that builds and repairs the Commonwealth's buildings and infrastructure, and the manager of most state-owned facilities, it is imperative that DGS make cost-effective service its primary mission. DGS also works to make state government friendlier to the citizens and suppliers, expand opportunities for minorities and women-owned businesses, and reduce operating costs for all state agencies.
Goal 1: Reduce the cost of purchased commodities and services for Commonwealth agencies through the use of strategic sourcing, reverse auctions, and other tools.
Objectives:
- Aggregate and capture total spend to increase volume leverage in upcoming contracts.
- Employ strategic sourcing, reverse auctions, market research and analysis, and other commonly used private sector procurement tools to reduce prices.
- Join cooperative purchasing units like the federal government’s General Services Administration (GSA) and the Western States Contracting Alliance (WSCA) to achieve greater savings than Pennsylvania can alone, while cutting administrative costs.
Measures
¨ Lower prices of commodities and services compared to industry standards
¨ Increased number of vendors that compete for state contracts
¨ Decreased number of sole source and requisition requests
¨ Quantifiable savings from reverse auctions
¨ Agency compliance with state contracts
¨ More complete spend data
Goal 2: Assist local governments and school districts by helping them reduce purchasing costs and supporting economic development efforts.
Objectives:
More aggressively market the cooperative purchasing program that allows local governmental bodies (including school districts, fire companies, and authorities) and eligible non-profits to “piggyback” on state contracts.
- Deliver better prices on commodities and services to local procurement units than they could get on their own with lower administrative costs.
- Inventory excess state property and act aggressively to sell it to the private sector for the creation of tax ratables and new jobs.
Measures
¨ Increased volume on state contracts by local procurement units
¨ Increased number of local procurement units, especially smaller subdivisions, that utilize state contracts in their purchasing
¨ Decreased number of state surplus properties through responsible sales
¨ The addition of new tax ratables and jobs on former state government surplus property
Goal 3: Increase opportunities for minority and women-owned businesses to realize a greater share of state government contracts.
Objectives:
Establish aggressive minimum participation goals for minority and women-owned businesses.
- Provide training and networking programs to enable small businesses to participate in contracting opportunities and to promote communications with state purchasing agents.
- Improve enforcement efforts related to compliance with state minority and women-owned business participation.
- Create an advisory board on minority and women-owned business concerns that consists of members of the General Assembly, private sector companies, the Governor’s cabinet and interest groups to assist the development of new approaches.
Measures
¨ An increased percentage of minority and women-owned businesses participating in state contracts
¨ Number of sanctions levied against firms not meeting government requirements and standards related to minority and women-owned business programs
Goal 4: Reduce the amount of money spent on leased space for Commonwealth operations.
Objectives:
- Renegotiate current leases to reduce the monthly cost by extending payments over a longer period of time.
- Analyze new leases and use aggressive negotiations to reduce the cost per month.
- Utilize Commonwealth owned buildings to the fullest extent.
- Use best practices and market strength of private sector realtors to assist the Bureau of Real Estate in understanding real estate markets and negotiating better prices.
Measures
¨ Total amounts spent on leased space
¨ Cost per square foot
¨ Utilization rate per building
Goal 5: Review and evaluate the management process and cost-containment related to the oversight of capital projects.
Objectives:
- Ensure that capital projects are completed on time and on budget.
- Determine if a proper process of checks and balances exists related to approval of change orders and settlement of claims.
- Evaluate the ratio of work done by Commonwealth employees versus outside consultants and the related costs on construction design, management and inspection work.
Measures
¨ Total number and aggregate cost of change orders and claim settlements on capital projects
¨ Total capital dollars spent as compared to capital dollars budgeted
¨ On-time completion record for capital projects
Goal 6: Improve efficiency in all business functions while improving customer service delivered to the Department’s customers – Commonwealth agencies.
Objectives:
- Reduce administrative costs by reducing the size of the Department’s workforce to keep pace with advances in technology and communications.
- Decrease processing time for all business functions.
- Instill customer service mentality in all Department employees.
Measures:
¨ Reduced personnel costs
¨ Reduced amount of time to complete identified tasks
¨ Results of first annual customer service satisfaction survey
Goal 7: Reduce fleet management costs to the agencies and the Commonwealth.
Objectives:
- Reduce the number of vehicles in the fleet, especially Sports Utility Vehicles (SUV's).
- Reduce costs of vehicle procurement and repair.
- Increase revenue from the sale of used vehicles.
Measures:
¨ Reduced number of vehicles allotted to each agency
¨ Reduced costs in purchasing and repair of all vehicles
¨ Increased sale price for vehicles beyond fleet age or mileage thresholds
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