• Summary of current service performance
  The Department of General Services’ (DGS) service performance is directly connected to the agency’s five goals. With the diversity of services and products offered and/or produced by the DGS, the agency objectives derived from the 13 service areas often correlate with more than one of the DGS goals.
  
  Increasing the utilization of eVA – In September 2007, $568 million in spend was achieved. For FY07 eVA spending through the system was approximately $4.08 billion. Currently, there are more than 660 public entities using eVA’s electronic procurement functionality, more than 32,000 vendors are registered, and approximately $4.08 billion was spent through eVA during FY07.
  
  Providing Savings to Virginia Distribution Center Customers – In FY07, state and local government entities that purchased goods from the Virginia Distribution Center (VDC) collectively realized a cost avoidance of over $15.7 million. Department of General Services expects VDC to continue to provide state and local government entities significant discounts for goods into the next biennium. VDC is playing a support role as part of the Commonwealth’s emergency management plan. This role, at times, puts a strain on VDC staff as VDC does not receive funding to serve in this capacity. Still, VDC does its best to support the Commonwealth’s emergency management plan to the extent it is possible.
  
  Managing Capital Improvement Projects - The Department of General Services (DGS) completed renovations to the Virginia State Capitol in 2007. The Capitol is operational and has re-opened to the public. In addition, DGS has started the demolition of the 8th Street Office Building and the planning for a new office building along Broad Street in Richmond, Virginia. Renovation design for the Washington Building is underway. Moving into the 2008 – 2010 biennium, DGS will focus on completing renovations to the Washington Building; completing design and beginning construction (provided funding authorized is approved) of a new office building along Broad Street and renovations to the 9th Street Office Building; beginning design for necessary repairs to the Supreme Court and General Assembly Buildings.
  
  Moving Green Building Principles Forward - Department of General Services is working with design professionals to design a building to be constructed along Broad Street in Richmond, Virginia, using good “green” building design and practices. It is believed the “green” design decision being made will enable the building construction project to achieve LEED certification.
  
  Leveraging Buying Power
  Fully leveraging the purchasing power of the Commonwealth shows the agency is leading the way in business process innovation, while producing cost effective services. eVA, the Commonwealth’s electronic procurement system, continues to enable commodity costs to be reduced resulting in cost avoidance for eVA users. On average since 2006, eVA has reduced commodity costs by $20 - $30 million annually. Savings from procurement activities, including the Virginia Partners in Procurement strategic sourcing initiative reduce contract costs by 10% to 15% annually.
  
  Increasing Opportunities for Small, Women, and Minority Owned Businesses
  The Department of General Services has and is continuing to work closely with the Department of Minority Business Enterprise to increase visibility of and access to Commonwealth business opportunities for Small, Women, and Minority-owned (SWaM) businesses.
  
  Improving State Procurement Processes
  The Department of General Services provides training to procurement professionals around the Commonwealth through its Virginia Contracting Officer Certification program. Classes are taught to new contracting officers and seasoned contracting officers looking to re-certify. This program results in improving and maintaining the integrity of the Commonwealth’s procurement processes.
  
  Addressing Parking Needs
  The Department of General Services (DGS) parking services continues to provide parking spaces to state employees working at the Seat of Government at below market rates. DGS also promotes commuting alternatives (i.e. bus passes) to its department employees in an effort to make as much parking available as possible.
  
  Providing Quality Graphic Communication Services
  The Office of Graphic Communications’ (OGC) fee for services is 40% to 75% lower than private industry services of equal quality. OGC specializes in making recommendations for cost effective printing and production options that saves the Commonwealth tens of thousands of dollars annually.
  
  Providing Accurate Laboratory Test Results
  More than five million scientific tests are performed annually at the Department of General Services (DGS), Division of Consolidated Laboratory Services (DCLS) utilizing more than 600 different protocols and techniques. Compiling accurate results quickly, provides safety and security to customers and improves business processes. For example, by receiving accurate test results in a timely manner the Virginia Department of Health, a DCLS customer, can take appropriate action if there is a disease outbreak. Attaining and maintaining an annual cumulative accuracy rate of 99% or better when testing proficiency samples allows the DGS to ensure lab results are being prepared appropriately.
  
  Providing Laboratory Results in Defined Turn-Around-Times
  The Division of Consolidated Laboratory Services provides services to local, state and federal health, law enforcement, agriculture and environmental protection agencies, maintaining a diverse test menu with over 600 methods to meet the broad needs of these customers. Millions of tests are performed each year on food products, animal feeds, air, water, waste, soil, air, motor fuels, and human and animal tissue specimens. Test results are used to make decisions to protect consumers, identify, control and eliminate infectious disease, screen for inborn errors of metabolism and other genetic disorders in newborn children, ensure the quality of the food we eat, soil used to grow our crops, air we breathe and water we drink. Over the past five years, the Department of General Services has met or exceeded customer’s expectations for receiving test results in a defined turn-around-time an average of 96% of the time.
  
  Providing Timely Building Code Reviews - From July 1, 2006 to June 30, 2007 90.8% of submittals were completed within 21 days; 97.2% of submittals were completed within 28 days.
  
  Providing Maintenance/Repairs and Conservation/Restoration of Facilities
  General maintenance of a building, the time and attention necessary to ensure the building’s mechanical systems are operational and that the facility meets the needs of the agency are often seen as low priority. The Department of General Services strives to provide cost effective and efficient services by addressing the infrastructure of the state buildings in the Capitol Square complex, and is expanding these services to other state agency facilities to leverage the Commonwealth’s buying power.
  
  Streamlining the State’s Real Estate Services
  The Division of Real Estate Services (DRES) provides a full range of real estate services to state agencies to ensure leased space needs of state agencies meet agencies’ needs, while building a business model that follows industry best practices for space utilization. In addition, DRES manages the Commonwealth’s real property acquisition process and surplus property sales. The Commonwealth’s real estate portfolio consists of approximately 13,000 owned buildings totaling about 117 million square feet of space and 16 million of leased space. The Division of Real Estate Services is establishing policies and procedures to streamline the state’s real estate portfolio and reduce costs to the Commonwealth.
  
  Improving Public Awareness of the Virginia War Memorial
  The Virginia War Memorial is a monument about the country’s past and assists with educating the public about the role Virginians have played in past wars. The number of visitors, educational programs, and patriotic events are measured. In FY05 almost 13,000 visitors visited the Virginia War Memorial and by FY07 30,000 are expected. And, in FY05 there were 16 educational facilities programs delivered, but in FY07 1,300 are expected to have occurred.
• Summary of current productivity
  The productivity of the Department of General Services continues to be streamlined and improved. Besides maintaining the current level of productivity the department continues to seek innovative solutions to enhance and increase the department’s productivity.
  
  Construction Project Review Time - Turn-around time for the Department of General Services construction project reviews have improved significantly in FY07. Overall average review completion time has dropped from 15 days in FY06 to 10.3 days in FY07.
  
  Facility Maintenance & Operating Services – The Department of General Services (DGS) consistently provides quality facility maintenance and operating services to Capitol Complex offices approximately 15% below the cost found in similar facilities. The DGS continues to provide cost effective and efficient services by addressing the infrastructure of the state’s buildings in the Capitol Square Complex and is expanding leased managed property services to other state agencies.
  
  Administrative Support to Boards – The Department of General Services provides administrative support to six different Boards (Art and Architectural Review Board, the Design Build/Construction Management Review Board, Virginia Public Buildings Board, Capitol Square Preservation Council, the Capitol Square Foundation, and Citizens Advisory Council for Furnishing and Interpreting the Executive Mansion).
  eVA Savings – eVA continues to produce savings, allowing the Commonwealth to leverage its buying power to get the best quality product at the best possible price. In June 2007, $722 million in spend was achieved; for FY07 eVA spending through the system was approximately $4.08 billion.
  
  Fleet Management – The Department of General Services (DGS) is moving into its second year of operating a Vehicle Maintenance Control Center (VMCC) that services approximately 4,000 vehicles. The VMCC has enabled DGS to perform vehicle maintenance and repair work more efficiently and at lower costs.
  
  Centralized Mail Operations – Department of General Services has led a group of agencies in the consolidation of mail services performed at the Seat of Government. The mail consolidated operation has allowed participating agencies to reduce their mail processing costs by eliminating mail equipment and contractor services
  
  In FY05 approximately 13,000 visitors visited the Virginia War Memorial and 16 educational programs were provided.

• Summary of Major Initiatives and Related Progress
  Completed Washington Building Renovation - In April 2009, the renovation of the Washington Building was completed and is occupied by state agencies.
  
  Purchased Two Buildings for State Use - In an effort to provide adequate office space for state agencies and decrease the amount the Commonwealth spends on leased space the Department of General Services has purchased two new properties. These new properties are part of the Commonwealth’s real estate development efforts. The fully furnished $6.5 million building located at 400 East Cary Street was purchased by the Department of General Services in 2008. Construction modifications are underway. Moving in phases, the new location of the City of Richmond's Health Department will open for patient care in the fall of 2009. The second property, purchased in the fall of 2008, is Main Street Centre located at 600 East Main Street. It has over 424,000 square feet and includes 329 parking spaces. Design and cosntruction for tenants to occupy this building has started. It will consolidate many state agencies currently in leased space. Locating state agencies in state owned facilities is a cost effective real estate strategy that will reduce agencies’ operating costs.
  
  Major Construction Projects - Demolition of the 8th Street Office Building is completed. Construction design has started for a parking deck adjacent to the newly purchased 600 Main Street Centre building near Franklin and 7th Streets.
  
  Virginia Energy Conservation and Environmental Standards (VEES) have been established as an alternate to LEED and Green Globes certifications. VEES provides a Virginia specific - as opposed to a national standard - for energy conservation, water conservation, recycling and other local energy conservation and environmental issues. VEES allows for more effective compliance with EO82 for additions, renovations, and HVAC equipment replacements.
  
  The new BITS upgrade, in addition to updating project tracking and billing, will improve customer service by providing web-accessible Capital Outlay and Building Official forms; improved reporting of applicable project information to DPB, Legislative Staff, APA, and SFMO.
  
  The Bureau of Capital Outlay Managment (BCOM) has established a procedure to identify approved Construction Bid sets to assure the building official, owners, and contractors are all working off the same approved documents.
  
  Facility Inventory Condition and Assessment System (FICAS) is a centralized system with building condition assessment information for all Commonwealth owned facilities. The implementation of the FICAS program was directed by the General Assembly and is mandated for use by all state agencies and institutions of the Commonwealth. Assessing facilities and reducing deferred maintenance are areas indentified by the PEW Center for the Commonwealth to improve in the 2008 Government Performance Project. The FICAS program has continuing development plans to offer tools to assist agencies with assessments, ensure consistency in data, and provide increased information to support decision making.
  
  eVA Utilization – As of August 2009, there are 575 localities and 171 state agencies using eVA’s electronic procurement functionality with more than 41,000 vendors registered. In 2008 alone, eVA processed more than 580,000 purchase transactions. Also, in July 2009 it was announced that the Commonwealth's Electronic Procurement System, eVA, had surpassed $20 billion in purchases of goods and services and saved the Commonwealth and taxpayers more than $280 million through streamlined purchasing and improved transparency and accountability of the procurement process. eVA offers over five million products/services.
  eVA was designed specifically for Virginia to modernize and simplify the procurement process. Modifications to the electronic procurement system are continually made in order to meet the Commonwealth’s diverse and changing needs. This June, the Commonwealth and CGI Technologies and Solutions Inc,signed a $70 million contract renewal extending the eVA contract thru June 2016.
  
  
  Growth of the Seat of Government State Mail Services – DGS State Mail Services (SMS) has continued to devleop the Capitol Square mail services consolidation program. Since the program began the number of agencies being served has increased to 43. As a result of the reduction in equipment through mail consolidation about $122,738.52 has been saved each year and through the reduction of duplicate services of P.O. boxes and couriers about $46,224.28 has been saved each year from the beginning of program.
  
  Opened Virginia's First Surplus Property Retail Store - In the fall of 2008, DGS opened the state's first surplus property store in Wytheville, Virginia. In the past, the state sold surplus property at monthly auctions. The Wytheville location offers a new business approach that makes surplus state items available to citizens on a “fixed-price” sale basis, similar to a retail store operation. A wide range of items are available to purchase. From furniture including desks and chairs to filing cabinets and tables; from computers, printers and copiers to tools and kitchen equipment; the new Surplus Property retail store offers a large variety of quality useable goods at a fair price, while also generating sales revenue for the state. As a result of opening the Wytheville retail store the average monthly revenue has increased 200 percent.
  
  Selling Surplus Property on the Internet - DGS has increased the use of the internet for selling surplus property belonging to agencies. The process from beginning to end takes three weeks or less. This saves an agency labor time, transportation costs, and provides for a quick turn around of moving the property. Also, agencies are able to retain a portion of the sales revenue.
  
  Laboratory Information Management System (LIMS) – The Division of Consolidated Laboratory Services is implementing a new Laboratory Information Management System (LIMS). This system will improve almost every lab activity and service provided to customers and will offer secure data handling and real-time reporting to off-site customers. Funding will be necessary to sustain this LIMS.
  
  Accreditation for Environmental Laboratories – The Division of Consolidated Laboratory Services (DCLS) is establishing a legislatively mandated program to certify environmental laboratories that perform tests, analyses, measurements or monitoring required pursuant to the Commonwealth’s air, waste, and water laws and regulations. All environmental laboratories that report data to the Virginia Department of Environmental Quality for purposes of the Virginia Air Pollution Law, the Virginia Waste Management Act or the State Water Control Law must become accredited or certified by January 2012.
  
  Real Estate Portfolio Management - Managing the Comonwealth's real estate assets, as a real estate portfolio, has generated a savings and cost avoidance of $8.1 million in Fiscal 08. The real estate initiative is continuing to expand and since the initiative began, DGS has generated $63.9 million in rent savings and cost avoidnace and has sold or contracted to sell surplus real estate generating over $33.2 million in income.
  
  Lease Administration – The Division of Real Estate Services (DRES) has transitioned into the administration of leases for agencies. In 2008, DGS processed 121 lease transactions for a total of nearly 600,000 rentable square feet.
  
  Launched the Integrated Real Estate Management System (IREMS) - In May 2008, DGS initiated IREMS through which agencies can monitor progress of their transactions. The system also provides a database of owned and leased facilities, and it interfaces with other DGS systems to promote timely and accurate lease payments.
  
  Facility Forecasting – The Division of Real Estate Services (DRES) has worked with agencies to complete a facility strategic plan assessing current and future facility needs. These plans provide DRES with more information about agencies’ needs and assist in identifying potential co-location opportunities.
• Summary of Virginia's Ranking
  Virginia has nationally recognized and award winning programs in electronic procurement and spend management (Governing Magazine).
  
  In 2009, DGS was awarded the Achievement of Excellence In Procurement Award at the
  National Association of State Procurement Officials Conference. It is presented to state procurement operations that achieve excellence in innovation, professionalism, productivity, e-procurement and leadership attributes. They have awarded the Achievement of Excellence in Procurement Award to DGS annually since 2005, placing first among the states in 2005 and second in 2006 and 2007.
  
  In 2008, DGS received recognition with the Award for Outstanding Contribution to Real Estate from the Richmond Real Estate Group for the revitalization of Capitol Square.
  
  DGS was recognized in 2008 with the award of Project of the Year from the Greater Richmond Association for Commercial Real Estate (GRACRE) for the Virginia State Capitol Restoration and Extension Project. The same project won the Best Overall Project from the Associated General Contractors of America in 2007.
  
  The Division of Consolidated Laboratory Services (DCLS) was one of the first three laboratories approved by the Department of Homeland Security and the U.S. Environmental Protection Agency as a prototype for the Environmental Response Laboratory Network (ERLN) lab. The mission of these labs is to provide highly skilled analytical response to chemical threats including acts of terrorism.
  
  The Division of Consolidated Laboratory Services (DCLS) is one of 10 labs nationwide to be designated a Level I laboratory by the CDC. Level I labs have highly trained personnel and sophisticated equipment that can detect and identify chemical agents used as weapons of mass destruction.
  
  The 2008 Trust for America’s Health survey ranked Virginia as one of five states with the highest ranking in emergency preparedness and response. The response capabilities of the Division of Consolidated Laboratory Services (DCLS) were specifically recognized in this report.
  
  Division of Consolidated Laboratory Services (DCLS) was selected by the United States Department of Agriculture and the Food and Drug Administration to serve as one of four national training centers for the Food Emergency Response Network.
  
  During the 2009 H1N1 pandemic, the Division of Consolidated Laboratory Services (DCLS) was notified by the Center of Disease Control and Prevention that DCLS was one of the first state laboratories to validate and implement real time molecular assays for H1N1.
• Summary of Customer Trends and Coverage
  Agencies receiving support from the Department of General Services’ mail services operation has increased from three at the program's beginning to 43 as of August 2009. Presentations have been held to Capital Area state agencies in order to disseminate information and provide training opportunities.
  
  A Mail Services Rountable, comprised of senior managers from agencies involved in the consolidated mail effort met July 17, 2008 to discuss various issues that affects mail and customer operations.
  
  A State Mail Servicesn (SMS) Forum was held June 10, 2009 to discuss SMS services, security, contract equipment (meters) and services (pre-sort), United States Postal Services updates, and cost savings opportunities
  
  The Commonwealth’s Small, Women, and Minority business initiative, public-private partnerships, and strategic sourcing are increasing the complexity of procurement, which will increase demand for the agency’s training and certification services. There will also be an increased demand for technical and operational staff as eVA is aligned with the statewide enterprise resource planning project.
  
  State agencies have continued to expand the use of alternative project delivery methods and procurement procedures including Design/Build, Construction Manager-at-Risk, and projects planned under the Public-Private Education Facilities Infrastructure Act - 2002. These alternative methods add complexity to the project review, inspection, and capital outlay administrative processes. The addition of special permitting procedures for Energy Service Companies’ (ESCO) projects has added yet another layer of complexity.
  
  State agencies responsible for the long-term maintenance and care of state owned facilities now use a Department of General Services (DGS) managed software system called the Facility Inventory and Condition Assessment System (FICAS) to record, maintain, and update building condition assessment information. The Commonwealth has already begun using this tool to facilitate preparation of the budgets for funding of capital needs. This database provides the Department of Planning and Budget and the legislature with a tool to extract and dissect data across the entire portfolio, for particular buildings, and even for specific systems or types of problems. FICAS adds to an already complex workload for DGS.
  
  With increasing emphasis on ‘green’ building design and techniques, the Department of General Services is taking steps to ensure project review staff are thoroughly trained and are knowledgeable on these new and emerging trends in construction projects. BCOM became a member of the U.S. Green Building Council and BCOM architects and mechanical engineers continue to stay up to date on green building practices.
  
  The increased expansion and utilization of the Commonwealth’s electronic procurement system, eVA, is continuing. The number of localities has increased to 575 localities using eVA.
  
  Surplus Property has continued to focus attention on communicating the advantages of purchasing from Surplus through training sessions at the annual Forum, VCO classes and direct meetings with agencies.
  
  Surplus has modified its business model in Wytheville that has resulted in increased accessibility of surplus property to other public entities and the general public. The plan moved away from a warehouse model to a store front retail model. This is Virginia's first surplus property retail store and it has been very successful. Prior to opening the retail store, the average monthly revenue for the warehouse was $5,150. Durting the first three months the store was opened it averaged a monthly revenue of $25,200. In the future, another retail store may be considered.
  
  There is an increase in tenant population due to the completed building renovations and there has been an influx of visitors to Capitol Square since it reopened. The number of newly fully occupied buildings that were once vacant or at least partially and the continued public popularity and filming possibilities will effect the Department of General Services by tapping into already stretched resources.
  
  With the expanded occupancy of buildings in and around Capitol Square there is a growing deficit of parking spaces. The lack of parking nearby will continue to be an issue.
  
  As public concern increased over intentional releases of highly infectious and hazardous agents so did the demand for emergency preparedness and response. Emergency responders rely heavily on laboratory support. The Division of Consolidated Laboratory Services (DCLS) responded to over 2,000 environmental crime, hazmat, infectious disease, and foodborne outbreak investigations last year.
  
  Exchanging laboratory information in real-time with local, state and federal public health and law enforcement agencies is critical for effective response to natural and manmade disasters. The Division of Consolidated Laboratory Services (DCLS) is collaborating with other states and with the Centers for Disease Control and Prevention on the implementation of an information management system to ensure rapid and secure data exchange among these partner agencies.
  
  Over the last 6 years, the number of tests performed by the Division of Consolidated Laboratory Services (DCLS) has increased 142% from 2.4 million to 5.8 million.
  
  The Commonwealth has moved to a real estate portfolio management model to manage its lease holdings. This model has enabled collocations of agencies to leased space and build-to-suit transactions in the larger markets of the Commonwealth resulting in future rental fee cost avoidance. Also, relocating state agencies into state-owned facilities, such as renovated office space in the Capitol Square area, will result in cost avoidance to agencies that otherwise would have needed to lease commercial space.
  
  As part of the portfolio management model, DGS has instituted a square foot allocation for leased space. That allocation is currently an average of 205 square feet of rentable space per agency employee occupying the space. The 205 square foot target does not include special needs space (i.e. conference rooms, interview rooms).
  
  As a response to the current trend of fleet consolidation and outsourcing, The Office of Fleet Management Services (OFMS) is expanding the Fleet Management Program currently offered to state agencies. Through a strategic marketing effort targeting local governments, OFMS will be consolidating management of government vehicles. This consolidation will create an economy of scale savings that can be realized by all parties.

• Summary of Future Direction and Expectations
  The Surplus Property Program has implemented its new business model moving from a warehouse public sales environment to a store front, retail type of environment for Wytheville. Evaluation of that new model and if it is worthwhile to expand, will continue.
  
  Increasing the utilization of the internet for selling surplus property belonging to agencies will continue. The process saves time, labor and transportation costs and provides for a quick turn around of moving the property. Also, the agencies are able to retain a portion of the sales revenue. Surplus Property will continue to promote this process to state agencies.
  
  To meet the agency’s obligation to conduct timely and thorough capital project reviews, the Department of General Services has partnered with private consultants to provide review and recommendations of construction budgets for the Department of Planning and Budget.
  
  The Consolidated Mail Services Program has added several automation processes for processing agency mail at the Seat of Government. This has allowed State Mail Services to increase the number of agencies served to 43 different agencies with 150 mail stops. The Department of General Services envisions the continued expansion of services as agencies look to reduce their budgets.
  
  With the reengineering of the Fleet Management Program, the Office of Fleet Management Services moves forward with phase two and three of its program. This includes an increase in operations and personnel to the Vehicle Management Control Center (VMCC) and increasing the number of agencies and localities that they provide automotive maintenance services.
  
  EXPECTATIONS
  The Department of General Services will be providing additional training to procurement professionals and individuals with purchasing responsibility in response to regulatory/statutory changes and the increased utilization of the Commonwealth’s eProcurement system, eVA.
  
  While the workload for the review of project plans and specifications to ensure compliance with the Virginia Uniform Statewide Building Code will remain completely dependent upon the submission schedules of agencies, the Department of General Services will continue to complete reviews in a timely manner. The Bureau of Capital Outlay Management (BCOM) will continue to adapt its services to the expanded use of alternative project delivery methods.
  
  The Bureau of Capital Outlay Management (BCOM) will increase building inspection activity by conducting intermediate inspections for selected projects.
  
  
  AGENCY PRIORITIES
  
  1) Prepare for the transition offices to be occupied in November for the Governor-elect, Lieutenant Governor-elect, and Attorney General-elect.
  
  2) Prepare the Executive Mansion for Governor Kaine’s move out and the move-in for the new Governor and his family. Also prepare event logistics for the 2010 inauguration, which is the first inauguration since the Capitol’s renovation.
  
  3) The Office of Fleet Management Services is focusing efforts on a collaborative, comprehensive fuel purchasing contract as well as expanding the coverage of their Vehicle Management Control Center (VMCC) to local governments.
  
  4) Continue the transforming the Division of Real Estate Services (DRES) from a regulatory and transaction processing activity to a real estate portfolio management model that takes a comprehensive approach to real estate management from lease acquisition, space planning, tenant fit-up, and tenant relocation. In addition, DRES will continue investigation into collocation opportunities and will begin studying facility needs looking at lease vs. build analysis and continue the implementation of the new real estate information management system.
  
  5) Maintain a quality workforce
  
  6) Maintain and increase utilization of eVA electronic procurement
  
  7) Continue to assist and provide access to Commonwealth business opportunities for SWaM businesses
  
  8) Provide necessary hardware and software support for agency initiatives
  
  9) Continue improvements to centralized mail operations
  
  10) Completion of DHCD certification core, review, and inspection modules by professional Bureau of Capital Outlay Management (BCOM) staff.
  
  11) Provide convenient, safe and structurally sound parking to Capitol Square tenant agencies’ employees and contractors.
  
  12) Maintain cost avoidance through leveraged procurement and distribution of goods through the Virginia Distribution Center.
• Summary of Potential Impediments to Achievement
  The Department of General Services provides numerous diverse services and products to government agencies, businesses, and citizens. With the variety of services and products offered by the Department of General Services the agency faces a myriad of impediments that may compromise the success of achieving all of its initiatives. The availability of funds; staffing levels; knowledge and experience of staff; changes to regulations, policies, and procedures; access to reliable source data; changes in business processes; and changes in administration are factors that play a significant role in successfully achieving the agency objectives.
  
  Recruitment and Retention of Agency Workforce
  Today, 12.7% of the agency workforce is eligible for retirement. Within the next 5 years, 26.4% will be eligible to retire. The average age of DGS employees is 48. The aging workforce combined with the large numbers of employees retiring represents a critical loss of resources. This critical loss of resources demands active succession planning and training programs to meet the increasing need for qualified successors. In addition, state law requires some vocations to maintain mandatory professional licensure and/or certification. The increase in demand for qualified experienced and/or licensed professionals has the potential to reduce the effectiveness of the agency in achieving its objectives because of the time required to recruit and train a new qualified workforce.
  
  Implementation of New Statewide Initiatives
  Consolidating services and implementing a statewide vehicle maintenance program, a statewide real estate services program (leases, purchases, etc.), and a seat of government mail services program requires adequate agency resources in order to be effective. As the real estate initiative develops and expands, more complex collocations of multiple agencies in leased and owned space will be pursued statewide and managed by the Division of Real Estate Services (DRES). As the state mail services program continues to grow and the number of agencies served expands, additional resources will be necessary in order to meet the needs of customers. And, as the Department of General Services’ Office of Fleet Management Services (OFMS) expands the number of vehicles managed by its vehicle management control center working with localities, additional resources will be needed to keep up with the increased workload.
  
  Relocation of State Agencies & Parking Deficit
  As agencies relocate to renovated buildings the parking needs in the Capitol Square area is and continues to be affected. It will decrease the agency’s ability to provide and offer adequate parking facilities for employees and citizens. Also, each year an additional 200 parking spaces have to be provided for the legislative session. As more agencies with more employees move into buildings in the Capitol Square complex it becomes increasingly difficult to provide alternative parking for employees that are relocated during the legislative session.
  
  Relocation of the Department of General Services
  Moving and relocating to other buildings not only affects other state agencies, but also the Department of General Services (DGS). Many DGS offices moved to the Washington Building in the spring of 2009. Relocating and getting established in a new location takes time and may impact the effectiveness of the DGS achieving its objectives.
  
  Increase in Capital Outlay Projects
  The increase in capital outlay construction projects has impacted the agency’s resources due to the Department of General Services’ role as an integral component in handling construction procurement and contract issues, construction design and review issues, and the move-in and facility management issues. With the increase in project management and contract administration services there will continue to be a significant impact and a potential strain on agency resources. Litigation on terminated contracts will further consume agency resources that were devoted to project development.
  
  
  Special Events:
  The Department of General Services’ (DGS) staff is continually asked to support special events taking place at Capitol Square. While supporting special events are a welcomed challenge for DGS, they do take already limited resources away from their daily activities and responsibilities. In 2008 there were a myriad of events in which DGS played an important role - from providing facility set-up and general logistical support to coordinating media logistics and handling communications on behalf of the State Board of Elections. The events include: Civil Rights Memorial Dedication, Presidential Primaries (February '08), Presidential Election (November '08), Holiday Tree Lighitng, ten film productions at state buildings, and legislative parking and other special event parking. As more of these special events occur in the future, DGS will need to manage the special events request along with their daily activities as best it can with available resources.

• Description of the Agency's Products and/or Services:
  Administrative and Support Services
  • Statewide Vehicle Management Services
  • Statewide Graphic Design Services
  • Statewide Real Estate Leasing & Disposal Services
  • Parking Facilities Management
  • Statewide Building Management
  • Statewide Engineering and Architectural Services
  • Seat of Government Mail Services
  • Statewide Procurement Services
  • Statewide Procurement and Distribution Services
  • Surplus Property Programs
  • Statewide Laboratory Services
  • Virginia War Memorial
• Factors Impacting Agency Products and/or Services:
  Recruitment and Retention of Agency Workforce- The anticipated retirement of up to 13% of the workforce, increasing salary gap between the public and private sector for skilled trades and technical professionals and increasing requirements for certification will create a challenge for the agency in order to continue to meet its various customers’ demands.
  
  Implementation of New Statewide Initiatives- Expansion of the number and complexity of capital projects, centralizing mail services, expansion of electronic procurement initiatives, expanding services available from the office of fleet management, and responsibility for all elements of the Commonwealth’s real estate portfolio have an impact on all facets of the agency.
  
  Funding - The availability of financial resources to meet the Department of General Services’ personnel, equipment and technological needs will affect the agency’s ability to meet its anticipated service levels.
  
  Increased Reliance on Technology- A number of Department of General Services’ service divisions are relying on automation to better respond to their customers’ needs. From the Consolidated Laboratory, to Real Estate, to Fleet to the Bureau of Facility Management, technology is looked at to improve business processes and increase efficiency. Many of the technological solutions could realize increased efficiencies with wireless technology and 24/7 capacity.
  
  Increase in Oversight of Other State Agencies Capital Outlay Projects – The Department of General Services (DGS) has been active in assisting other state agencies with their Capital Outlay Projects. This includes assisting the Department of Education, Department of Veteran Services, Department of Forensic Science, and the Department of Taxation.
• Anticipated Changes in Products or Services:
  Wireless Data Collection for Work Orders – The Department of General Services (DGS) will be exploring wireless data collection and work orders to improve facility maintenance response and repair.
  
  Statewide Facility Deferred Maintenance Management – The Department of General Services (DGS) is working closely with statewide agencies and institutions to further implement and update the Facility Inventory Condition and Assessment (FICAs) database system.
  
  Clinical Analysis - Terrorism Response & Preparedness – The Division of Consolidated Laboratory Services (DCLS) is expanding its testing capabilities with the addition of a Bio-Safety Level -4 laboratory.
  
  Expansion of eVA Procurement – Increased spend through eVA will improve purchasing efficiency and achieve greater savings. The agency plans on improving the functionality of the electronic procurement system and continuing to train agencies, institutions of higher education and local governments in the use of eVA.

• Financial Overview:
  [Nothing entered]
• Financial Breakdown:

  	FY 2009			FY 2010
  	General Fund	Nongeneral Fund		General Fund	Nongeneral Fund
  Base Budget	$22,641,524	$35,906,637		$22,641,524	$35,906,637
  Change To Base	$1,361,396	$2,800,252		$1,459,367	$2,800,252
  Agency Total	$24,002,920	$38,706,889		$24,100,891	$38,706,889

  This financial summary is computed from information entered in the service area plans.

• Overview
  [Nothing entered]
• Human Resource Levels

  Effective Date	7/1/2008
  Total Authorized Position level	672.5
  Vacant Positions	-73.5
  Current Employment Level	599.0
  Non-Classified (Filled)	3
  Full-Time Classified (Filled)	589		breakout of Current Employment Level
  Part-Time Classified (Filled)	7
  Faculty (Filled)	0
  Wage	38
  Contract Employees	0
  Total Human Resource Level	637.0		= Current Employment Level + Wage and Contract Employees

• Factors Impacting HR
  The Department of General Services’ (DGS) workforce is aging, with 29% eligible for retirement benefits within the next 5 years.
  
  The increasing need to maintain aging structures while learning new skills in order to monitor and maintain newly constructed buildings will have a significant impact on hiring and retaining qualified trades workers. The Trades and Labor vocational group, the second largest overall population in the agency, are primarily assigned to maintaining increasingly technical and complicated building systems: air handling equipment, electronic safety and access systems and predictive maintenance software. External competition for these employees creates a shortage of qualified technicians. In order to maintain a qualified technician/craft worker population, the agency will be required to sponsor apprentice programs and career progression programs. Training resources will be required in order to provide accurate and timely repairs and maintenance.
  
  The agency’s responsibility for Statewide Engineering and Architectural Services will continue to experience difficulty in attracting qualified and experienced engineers and architects, primarily because of the current positive growth in the building industry and the current market salary rate for licensed engineers and architects. The state’s compensation rate has fallen significantly behind the market rate. Twenty five percent (25%) of the current professional staff in these job classifications have over 30 years of state service, and the impending loss of this experience and the institutional knowledge it represents further compromises the ability of that service area to provide continuing prompt services. Additional certification requirements to assure our staff meet the highest industry and professional standards will require existing staff to participate in extensive additional training, requiring a loss of productivity in order to obtain the certification.
• Anticipated HR Changes
  Aging workforce and the increasing requirements for professional and technical certification will require comprehensive training programs to meet the continuing need for qualified management, professional, scientific and trades positions.
  Increased dependence and requirements for knowledge of information technology electronic based programs will require a higher level of worker skills.
  The Department of General Services will report by November 15th of each year to the Department for the Aging its progress in addressing the impact of the aging of the population, according to guidance established by the Secretary of Health and Human Resources.

• Narrative overview of the current state of IT in the agency:
  The Department of General Services (DGS) relies heavily on commercial-off-the-shelf applications. Each application has different security architecture, requiring DGS users to remember multiple user ids and passwords. Some of the applications do not meet state security requirements for user timeouts, minimum password length and complexity.
  
  • The Department of General Services (DGS) captures and utilizes important administrative information about the use of Commonwealth resources. To assist in performance monitoring and decision support, this information should be pulled from multiple application databases and placed in a well structured decision support database with easy to use analytical tools.
  
  • The increasing role in emergency preparedness and response requires mission critical applications to be available 24/7. Although Department of General Services servers are located at the state’s data center, there is no provision for a fully redundant/failover secondary site.
  
  • eVA is an outsourced electronic procurement application used by all executive branch agencies, institutions of higher education and many local governments. eVA needs to integrate with the Commonwealth’s financial data, and most importantly the proposed enterprise application financial system. eVA needs to decouple information such as vendor registration data that needs to be shared with Commonwealth financial applications and agencies promoting small, minority, and women owned businesses in Virginia.
  
  • The Department of General Services (DGS) needs to define common identifiers for real estate information for use by all in entities within the Commonwealth.
  
  • The Department of General Services (DGS) needs to move from operational reporting to performance management reporting for all DGS business units.
• Narrative description of the factors impacting agency IT:
  The agency’s shift in business focus from regulatory to service transaction requires the deployment of applications that are accessible by our customers. This places additional requirements on the Department of General Services (DGS) including user administration management, training, and help desk tracking.
  
  • Electronic exchange of data between Department of General Services service areas and customers requires strengthening of the agency’s data administration and security architectures and requires IT staff to extend coverage hours to monitor and respond to after-hours data exchange issues.
  
  • The lack of support for wireless access technologies in state office buildings limits access to key Department of General Services (DGS) applications for mobile DGS employees.
  
  • The transfer of information technology infrastructure services to Virginia Information Technology Agency has reduced Department of General Services’ ability to quickly respond to new business requirements and opportunities.
  
  • Federal grants received by Department of General Services divisions for technology improvements do not include funds for ongoing maintenance and support.
• Describe any anticipated or desired changes to agency IT:
  The Department of General Services (DGS) will continue its application migration to ASP.Net 2.0 for custom-built applications and web applications.
  
  • The Department of General Services (DGS) will establish a centralized data architecture function that will be responsible for defining data exchange standards and formats between the agency’s systems and our customers. This position will also oversee the design of a consolidated decision support database.
  
  • In preparation for participating in the Enterprise Applications ERP, Department of General Services (DGS) will decouple all “out of scope” functionality built using People Tools to the ASP.Net platform
  
  • In preparation for participating in the Enterprise Applications ERP, Department of General Services (DGS) will redeploy a Vendor Portal, in coordination with Department of Accounts, Department of Minority Business Enterprise, and the Virginia Enterprise Applicaton Program for use by all Commonwealth applications.
  
  • In coordination with the Virginia Enterprise Application Program office, Department of General Services (DGS) will populate the Enterprise Data Warehouse with purchasing data, develop and deploy performance monitoring and analytical reports for statewide purchasing, small women and minority performance monitoring, and a common data repository for real estate information.
  
  • In coordination with Virginia Information Technology Agency, Department of General Services will re-architect is infrastructure to support 24/7 availability of mission critical applications.
• IT Current Services:

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Projected FY2010 VITA Service Fees	$0	$0	$0	$0
  Changes (+/-) to VITA Infrastructure	$0	$0	$0	$0
  Estimated VITA Infrastruture	$0	$0	$0	$0
  Specialized Infrastructure	$0	$0	$0	$0
  Agency IT Staff	$0	$0	$0	$0
  Non-agency IT Staff	$0	$0	$0	$0
  Other Application Costs	$1,824,274	$13,936,647	$1,824,274	$13,936,647
  Agency IT Current Services	$1,824,274	$13,936,647	$1,824,274	$13,936,647

  Comments:
  [Nothing entered]
• Proposed IT Investments

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Major IT Projects	$0	$200,000	$0	$300,000
  Non-major IT Projects From $100,000 - $1 Milliona Total Cost	$170,000	$1,590,000	$370,000	$490,000
  Non-major IT Projects Below $100,000 Total Cost	$0	$0	$0	$0
  Major IT Procurements - Stand-alone	$0	$0	$0	$0
  Non-major IT Procurements - Stand-alone	$0	$0	$0	$0
  Total Proposed IT Investments	$170,000	$1,790,000	$370,000	$790,000

• Projected Total IT Budget

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Agency IT Current Services	$1,824,274	$13,936,647	$1,824,274	$13,936,647
  Total Proposed IT Investments	$170,000	$1,790,000	$370,000	$790,000
  Agency Projected Total IT Budget	$1,994,274	$15,726,647	$2,194,274	$14,726,647

• Current State of Capital Investments:
  There is little remaining life-span of major building systems in several Seat of Government facilities. Replacement of these systems requires capital investments. Due to their age, some facilities are deteriorated to a point that makes demolition and rebuilding a more cost effective option than renovating.
  
  • In some instances, the development of new facilities on existing state owned property would be more cost effective than continuing long-term leases.
  
  • There is a need for certain agencies or subunits of agencies to be located at the Capitol Complex due to relationship and proximity criteria.
• Factors Impacting Capital Investments:
  Expansion of the customer base and the growth in customer needs of some agencies housed in Department of General Services (DGS) facilities have both grown, resulting in increased space needs.
  
  • There is a heightened awareness and need to continue facility security enhancements.
• Capital Investments Alignment:
  The capital projects follow the agency’s strategic plan and support the Virginia State Capitol Master Plan. Not only do the projects present a secure, efficient, and cost effective use of state owned assets, they show regard for the historic nature of the facilities. The capital investments are enabling agencies to improve and maintain existing facilities, to best utilize those facilities, and to develop new facilities that will enable state employees to better serve the public of Virginia.

Taking a statewide leadership role to identify and introduce best business practices and innovative approaches in delivering services

• Be recognized as the best-managed state in the nation.
• Inspire and support Virginians toward healthy lives and strong and resilient families.
• Protect, conserve and wisely develop our natural, historical and cultural resources.
• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Understand our customers' business and identify and implement value-added business process improvements.

• Be recognized as the best-managed state in the nation.
• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Identify threats/risks and determine appropriate responses to provide a safe, secure, and healthy environment for our customers.

• Be recognized as the best-managed state in the nation.
• Inspire and support Virginians toward healthy lives and strong and resilient families.
• Protect, conserve and wisely develop our natural, historical and cultural resources.
• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Manage processes to maximize productivity and to provide timely and fiscally responsible services.

• Be recognized as the best-managed state in the nation.
• Inspire and support Virginians toward healthy lives and strong and resilient families.

Demonstrate good stewardship of state resources by: • Safeguarding assets of the Commonwealth • Making fiscally sound decisions • Developing and providing programs for certification and enhancement of expertise.

• Be recognized as the best-managed state in the nation.
• Protect, conserve and wisely develop our natural, historical and cultural resources.

This goal ensures compliance with federal and state regulations, policies and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor’s Cabinet, the Commonwealth Preparedness Working Group, the Department of Planning and Budget and the Council on Virginia’s Future. The goal supports achievement of the Commonwealth’s statewide goal of protecting the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as an individual.
  Objective Strategies

  • The agency Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management.

  Objective Measures

  • Agency Continuity of Operations Plan (COOP) Assessment Score
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Measure Baseline Value:

    Date:

    Measure Baseline Description: Will be documented in 2007 COOP Assessment Resluts

    Measure Target Value:

    Date:

    Measure Target Description: 75%

    Data Source and Calculation: The Coop Assessment Review is a 24 component assessment tool that helps measure the viability of a COOP plan.

• Factors Impacting the Products and/or Services:
  DCLS has earned a national reputation as a strong state laboratory that provides quality service. This reputation has been earned in part through the willingness of the people working in the laboratory to accept and embrace the changes that have occurred in the sciences and was possible only because state government and its leaders supported those changes.
  
  DCLS is staffed with highly trained experienced professionals. Current salaries for laboratory personnel are well below current market rates for similar private sector positions and for similar positions in federal laboratories and some nearby state laboratories, making it difficult to hire and retain personnel. Upward mobility programs and enhanced training programs are needed to improve technical skills and critical service delivery.
  The salaries for over 40 highly trained DCLS scientists employed in critical positions are dependent on federal grant support.
  Demands for laboratory services have greatly expanded in some areas as federal funding to state and local public health and emergency management programs increased. Although reductions in federal funding are anticipated the demand for laboratory services are expected to increase. Lab sample volume has increased about 5% per year over the past decade without a corresponding increase in state funding.
  
  With federal funding support, DCLS is building a Laboratory Information Management System (LIMS). LIMS implementation will enable rapid and secure order entry, data transmission, result reporting and data archival processes. It will improve the quality of almost every aspect of laboratory service. This system will need to be maintained to ensure continued operations of critical services.
  DCLS has aggressively sought out federal support to enhance emergency laboratory support capacity. With this support new technologies have been developed and equipment purchased to enhance capability and capacity, and improve response time. These additions have significantly improved the throughput – in some cases doubling or tripling the volume of samples that can be processed in a day. Loss of federal funding provided to maintain these technologies would impact routine and emergency operations.
  The DCLS laboratory facility is considered to be the model for state laboratories currently being planned and constructed throughout the US. During construction, the building design was modified as a result of the terrorist attacks of September 11, 2001 and the later anthrax exposure incidents to include a Biosafety Level IV (BSLIV) laboratory. A BSLIV lab is needed to enable DCLS staff to safely handle and identify highly infectious and extremely dangerous bacterial and viral agents. In the event of an outbreak of these agents, lab response time would be critical to prevent life threatening disease in Virginia. DCLS has obtained federal funding to complete buildout of the BSLIV lab, but does not have sufficient general funds to hire the additional personnel and technical support that will be required to implement BSLIV operations.
• Anticipated Changes to the Products and/or Services
  As the role of the state laboratory has changed, so has the need to develop a facility in which scientists can safely handle highly infectious and or toxic agents. DCLS is nearing completion of a Biosafety Level IV addition and is developing dedicated space to identify chemical warfare agents in environmental samples.
  As concern increases over exposure to highly infectious and hazardous agents, so have demands for emergency laboratory support. DCLS responded to over 2,000 requests for emergency service last year involving environmental crime, hazmat, infectious disease, and food borne outbreak investigations.
  
  Over the last 5 years, the number of tests performed by DCLS has increased 142% from 2.4 million to 5.8 million.
  
  Exchanging laboratory information real time with local, state and federal law enforcement, public health and environmental protection agencies is critical for effective response to natural and manmade disasters. DCLS is collaborating with other states and the CDC on the implementation of an information management system to ensure rapid and secure data exchange with responding agencies.
  
  Public health, agricultural and environmental protection agencies have recognized the need for state laboratories to consolidate laboratory information statewide to improve disease and pollutant surveillance, lab response and surge capacity. Over the past several years DCLS has worked to establish a network of over 100 labs statewide providing training, exercising operational procedures, proficiency testing and directing the distribution of over 500,000 dollars in federal funding support to enhance critical sentinel lab functions.
  
  The implementation of a Laboratory Information Management System (LIMS) will reduce the cost and improve the efficiency of obtaining lab services while improving the quality and response times for product delivery.
  The construction of a BioSafety Level IV lab will improve the safety of work operations and enhance the scope of services and response time provided to law enforcement and public health communities.
• Listing of Products and/or Services
  • Laboratory Sample Kits
  • Courier Service
  • Laboratory Certification
  • Training Professionals
  • Newborn screening services for genetic disorders
  • Testing of animal and human tissue for infectious or toxic agents
  • Testing for food and water safety
  • Testing for threats to the environment
  • Testing for illegal acts and threats of terrorism
  • Testing for consumer protection (eg. motor fuels, animal feeds, fertilizers, lottery)

• Provide timely and accurate test results to customers and lead the nation's state laboratories in testing capabilities.
  Objective Description
  DCLS currrently performs over 5 million scientific tests each year. Getting work done quickly and accurately is critical for our customers' success. The information gathered from this objective will help to ensure that the quality of laboratory services provided to the Commonwealth meets or exceeds the highest standards possible.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Strengthen our customers’ safety and security condition
  Objective Strategies
  • Encourage and stimulate the pursuit of quality by all employees
  • Enforce policies that improve quality in the laboratory
  • Monitor findings and, when arrors are detected, assure corrective actions are initiated and followed and potential problems that can lead to error are eliminated.
  • Assign representatives from each group within DCLS to participate on the Quality Assurance Committee.
  • Develop a fully integrated Laboratory Management Information System (LIMS) that will enable quality assurance/quality control procedures to be built into the system for increased efficiency of error detection/prevention.
  • Improve communications with customers to enhance capacity and reduce product delivery costs.
  • Improve flexibility, increase throughput, improve quality and decrease errors.
  • Assess current major equipment capabilities and expand and replace technology to increase analytical precision and throughput.
  Objective Measures
  • Percentage of accurate laboratory tests
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    99.02

    Date:

    Measure Baseline Description: DCLS achieved an accuracy rate of 99.02% in FY07

    Measure Target Value:

    99

    Date:

    6/30/2010

    Measure Target Description: Maintain an annual cumulative accuracy rate of 99% or better on proficiency sample results for DCLS testing procedures.

    Data Source and Calculation: Proficiency sample receipt and test performance data are captured by DCLS's Quality Assurance Group. Proficiency test results are evaluated by an entity outside of DCLS. The measure is calculated by correct answers divided by total samples tested.

  • Percent of test results reported within defined service turnaround time.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    96

    Date:

    Measure Baseline Description: Over the past five year period, DCLS has met or exceeded customers' expectation for receiving test results an average of 96% of the time.

    Measure Target Value:

    98

    Date:

    6/30/2010

    Measure Target Description: 98% at the end of FY2010.

    Data Source and Calculation: Data obtained from Laboratory Information Management System (LIMS). Calculation is based on the number of days between date sample received by DCLS and date test results are reported to customer.

• Factors Impacting the Products and/or Services:
  Agencies are changing business processes as they shift from delegated real estate authority to a more centralized system. This will likely be an continuous effort as agency management and staff recognize the efficiencies and economies achieved by consolidation.
  
  DRES has initiated strategic planning as a major tool in managing the real estate portfolio. The agencies with the greatest number of facilities and the highest transaction volume have developed strategic plans. These describe their model for service delivery, forecast trends in space requirements, identify mission unique needs and identify specific strategies for locations that will need to be adjusted within the next couple of years. This process is creating additional workload within DRES although with off-setting benefits in helping DRES to better understand client needs and respond with appropriate facility solutions.
• Anticipated Changes to the Products and/or Services
  Forecasting: Completion of agency real estate strategic plans will enable DRES to forecast needs and develop more rational and comprehensive co-location opportunities and facilities plans.
  
  Lease administration: DRES has recently transitioned the administration of office leases for agencies (approximately 450 total). Other types of leases will follow, boosting the total number of leases to be administered by DRES at approximately 1,200.
  
  Policies and Procedures: DRES is updating real estate related polices, procedures and guidelines. To support transition to the centralized real estate model, separate documents must be prepared to address user needs as well as internal processes and procedures. This supports a clearer role definition for agency and DRES personnel, improved communication of processes to agencies, and improved training within DRES.
  
  Integrated Real Estate Management System (IREMS): DRES has purchased and installed a software package to track the portfolio of real estate the Commonwealth owns and leases. The data from the predecessor system, PLATS, has been transferred and additional information is being loaded into system. The software allows web access by the various agencies to their records including the transaction management module. This supports the coordination of project schedules, sharing of documents, and decision tracking that will reduce project time while improving communications.
• Listing of Products and/or Services
  • Facility search, evaluation and selection (leased property)
  • Space programming and planning (leased and owned property)
  • Lease vs. buy analysis
  • Transaction negotiation and documentation (all facets of property acquisition and disposal)
  • Coordination of tenant improvements construction on multi-agency or complex projects.
  • Lease Administration
  • Portfolio Management
  • Surplus real estate property sales
  • Procurement of Appraisal Services
  • Strategic Planning
  • Real Estate Records Management (deeds/agreements)
  • Real Estate Information Database

• Provide timely real estate services and facilities to state agencies and institutions using strategic aspects of real estate portfolio management to realize significant cost savings and an increasingly "right-sized" portfolio over time.
  Objective Description
  The Division of Real Estate Services is responsible to assist state agencies and institutions with determining their facility space needs, conducting facility negotiations, lease/sale/acquisition document preparation, coordinating components of occupying a facility, and lease administration. This objective will measure DRES's performance, from the customer's perspective, by having DRES's customers complete a customer survey.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  Objective Strategies
  • Provide direction and assistance to agencies on real estate matters.
  • Host meetings with agencies to keep them informed of real estate matters that may affect agencies as plan for their real estate needs.
  • Appoint Agency Relationship Managers to work closely with agency real estate representatives.
  • Work with agencies to assist them in developing agency specific real estate strategic plans.
  Objective Measures
  • Customer satisfaction with services provided by the Division of Real Estate Services (DRES).
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    60.8

    Date:

    Measure Baseline Description: FY07 results 60.8%

    Measure Target Value:

    90

    Date:

    6/30/2012

    Measure Target Description: DRES target for FY12 is 90%.

    Data Source and Calculation: A customer survey provides the feedback to DRES management necessary to evaluate its customer service performance. Each customer will receive a survey at the completion of a real estate transaction. The customer will be instructed to return the completed survey to DRES. DRES will compile the survey data to determine the percent of customers very satisfied or satisfied with DRES services.

• Control cost for leased office space by adhering to a reasonable space standards when developing space programs. And, consider environmental factors when determining office space lease locations.
  Objective Description
  Cost for leased space is impacted by the amount (measured in square feet) of space leased. By controlling the amount of leased space allocated to each occupant of the space, the Commonwealth can better control leased space cost. Executive Order 48 requires that certain environmental factors to be considered when acquiring leased space.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Review requests for leased office space from agencies and institutions and assist them in developing space programs that meet their business needs and are efficiently designed.
  Objective Measures
  • Control the amount of square feet of office space leased per occupant of leased space.
    Measure Class:

    Governor's Key

    Measure Type:

    Outcome

    Measure Frequency:

    Semi-Annual

    Preferred Trend:

    Down

    Key Summary: We will control the amount of square feet of office space leased per occupant of leased space to 205 square feet or below by 07/01/2010

    Measure Baseline Value:

    205

    Date:

    Measure Baseline Description: 205 square feet

    Measure Target Value:

    198

    Date:

    6/30/2012

    Measure Target Description: Maintain 198 thru FY12.

    Data Source and Calculation: For new leased space negotiated in FY08, the Division of Real Estate Services will base the total square footage need at a 205 square feet per person, excluding special need space.

• Factors Impacting the Products and/or Services:
  Customer service requests are expected to increase as usage of eVA and leveraged buying contracts increase. Further, the Commonwealth’s SWaM initiative is changing procurement rules. These areas will increase requests for training and technical assistance.
• Anticipated Changes to the Products and/or Services
  There is an anticipated increase in demand for technical and operational staff as eVA is aligned with the Commonwealth enterprise applications project.
• Listing of Products and/or Services
  • Policies and procedures: • Agency Procurement and Surplus Property Manual (APSPM). This manual interprets the Virginia Public Procurement Act (VPPA) and provides non-technology procurement guidance to public bodies of the Commonwealth. • Vendors Manual (VM). This manual interprets the Virginia Public Procurement Act (VPPA) and provides non-technology procurement guidance to vendors and suppliers doing business with the Commonwealth.
  • Electronic Procurement (eVA) Agenices and institutions of the Commonwealth are required to use the eProcurement tool, eVA, to execute their purchases. The Division of Purchases and Supply (DPS) provides technical support and training to assist suppliers with publishing standard catalogs of goods and services and using agencies with improvement to their business processes to take maximum advantage of available tools and resources. eVA was selected as the procurement module of the Commonwealth enterprise applications project, which is likely to result in projects to integrate various components of the systems.
  • Virginia Partners in Procurement/Spend management: • DPS negotiates and publishes over 300 statewide contracts for use by agencies and other public bodies of the Commonwealth. These contracts leverage the buying power of the Commonwealth and produce measurable savings in the area of spend management.
  • Customer assistance, consulting, technical support and operational assessments: • Training – DPS provides technical training on its eProcurement solution and operational training on the APSPM leading to professional buyer certification. Training is provided to vendors and suppliers on the use of eVA electronic procurement and the process of doing business with the Commonwealth. • Consulting and technical assistance – DPS responds to thousands of requests annually for advice and assistance related to both eVA and procurement policies set out in the APSPM and VM. The Administration and Legislature refer problem procurement issues to DPS for review and recommendations. • Operational assessments – DPS conducts procurement management reviews and recommends cost savings initiatives and/or operational improvements in formal reports to management.

• To increase the utilization of eVA, electronic procurement, through education to both buyers and suppliers.
  Objective Description
  Agencies, institutions of higher education, local governments and schools, and other public bodies can achieve efficiencies and savings through the increased use of the eVA electronic procurement solution.
  Alignment to Agency Goals
  • Agency Goal: Lead the way in change and innovation
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Add local governments to eVA and work with existing local governments using eVA to increase spend.
  • Make GSA Schedule IT 70, Drug Enforcement, and Homeland Security available to Virginia and then other states through eVA.
  • Continue to train agencies, institutions of higher education, and local governments in the use of eVA.
  • Continue to improve the functionality of eVA to make it easier to use and beter support buyer and supplier requirements.
  Objective Measures
  • Increase the number of local government eVA users.
    Measure Class:

    Governor's Key

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Up

    Key Summary: We will increase the number of local government eVA users to 2400 by 07/01/2012

    Measure Baseline Value:

    2214

    Date:

    7/1/2009

    Measure Baseline Description: FY09 = 2,214

    Measure Target Value:

    2400

    Date:

    7/1/2012

    Measure Target Description:

    Data Source and Calculation: Data Source: eVA user administration database hosted by CGI-AMS. The specific tables used are the BuysenseClientName and UserBuysenseCSV tables. In eVA each organization is assigned a “Client Name”. The values for this name are preceded with a character that indicates whether the organization is a Local or State government entity. The values of “L” and “S” are used to identify Local government entities. eVA users are assigned to a specific “Client Name” and the data that their User ID was created is captured. User Ids have a status stored with each record to indicates that it is “Active” or “Inactive”. Query Used: For this metric, we do a query that identifies all User Ids belong to a “Client Name” that begins with either “L” or “S” and are currently in an “Active” status. The query gathers all of these records based on the “Create Date” falling within the reporting period.

  • Increase spend through eVA to improve efficiency and achieve greater savings.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    4.83

    Date:

    7/1/2009

    Measure Baseline Description: FY09 data

    Measure Target Value:

    4.9

    Date:

    6/30/2012

    Measure Target Description: Targeting an increase over FY09, but current economic environment will likely impact spend.

    Data Source and Calculation: Data Source is eVA Data Warehouse - total spend numbers will be calculated annually.

• To increase the participation of SWaM businesses conducting business with the Commonwealth.
  Objective Description
  Improving access to business opportunities for small, woman and minority-owned businesses is a priority of the Commonwealth.
  Alignment to Agency Goals
  • Agency Goal: Lead the way in change and innovation
  • Agency Goal: Improve our customers’ business processes
  Objective Strategies
  • Change Commonwealth procurement policies and regulations as justified.
  • Increase number of SWaM businesses on statewide contracts as business case permits.
  • Develop and implement tools to facilitate buyer access to SWaM businesses.
  • Participate in conferences, workshops, etc., for buyers and suppliers to educate on procurement rule changes and the SWaM initiative.
  Objective Measures
  • Increased participation by SWaM businesses.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    14088

    Date:

    7/1/2007

    Measure Baseline Description: FY07 = 14,088

    Measure Target Value:

    17572

    Date:

    6/30/2010

    Measure Target Description: FY2010 Target = 17,572

    Data Source and Calculation: Data source is the Division of Purchases and Supply SWaM businesses tracking report.

• Factors Impacting the Products and/or Services:
  Outsourcing
  Knowledge, skills and ability of staff
  Aging workforce
  Changes to the law, regulation, policies and procedures
  Availability of quality federal surplus property from GSA available for donees
• Anticipated Changes to the Products and/or Services
  None
• Listing of Products and/or Services
  • Recycling Promotion
  • Policy and Procedure Development and Guidance
  • Auctioneer Services
  • Internet Surplus Property Sales
  • Delegation of Disposal Authority
  • Warehouses
  • Eligibility Review and Approval to receive surplus property
  • Property Screening and Acquisition
  • Audit and Compliance Surveys

• To expand benefits of program to state, local and not-for-profit entities.
  Objective Description
  More customers served and an increase in revenue indicates expansion of program benefits.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Develop training programs informing customers of surplus programs.
  • Use the DGS/Surplus web-site to keep customers informed about surplus initiatives/sales/programs.
  • Develop quarterly update report and disseminate to staff to keep them informed of Surplus' performance.
  Objective Measures
  • Number of customers served.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Semi-Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    2652

    Date:

    7/1/2009

    Measure Baseline Description: FY09 = 2,652

    Measure Target Value:

    2700

    Date:

    6/30/2012

    Measure Target Description:

    Data Source and Calculation: More customers served indicates expansion of program benefits. Data will be collected from customer logs.

  • Revenue from sales.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Semi-Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    1761280

    Date:

    7/1/2007

    Measure Baseline Description: FY07 = 1,761,280

    Measure Target Value:

    1849344

    Date:

    6/30/2010

    Measure Target Description: Target will be a 5% increase over FY07 Baseline. FY2010 Target = 1,849,344

    Data Source and Calculation: Increase in revenue indicates higher throughput of surplus material indicating expansion of program benefits. Data will be collected from surplus property sales logs.

• Factors Impacting the Products and/or Services:
  Increased fuel cost may increase freight costs to receive and ship products.
• Anticipated Changes to the Products and/or Services
  Potential products are continuously evaluated to determine if they fit the business model. The business model requires each item meets the high quality standards established with customer participation, has adequate customer demand and can be offered for a lower price than through a regular statewide contract.
• Listing of Products and/or Services
  • Designated Emergency Operations site
  • Staple foods
  • Frozen foods
  • Paper and plastic products
  • Housekeeping and janitorial supplies
  • Other select items
  • Delivery of products
  • Quality assurance & testing
  • Green products

• Assist customers in achieving cost avoidance when purchasing products through the Virginia Distribution Center (VDC) by offering lower prices when compared to the retail product price.
  Objective Description
  The primary purpose of Statewide Procurement and Distribution Services is to provide cost avoidance to the Commonwealth. Annually, the VDC conducts a market basket survey to calculate the cost avoidance offered to customers.
  Alignment to Agency Goals
  • Agency Goal: Lead the way in change and innovation
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Continue to monitor current contracts and search for new vendors to increase competition.
  • Research potential new products to increase the product base.
  • Aggressively market products to existing and potential customers.
  Objective Measures
  • The dollar value cost avoidance offered to customers by Statewide Procurement and Distribution Services over local or other available sources.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    11000000

    Date:

    7/1/2007

    Measure Baseline Description: $11 million

    Measure Target Value:

    11550000

    Date:

    6/30/2010

    Measure Target Description: Five percent increase over the baseline. FY2010 Target = $11,550,000

    Data Source and Calculation: The total cost avoidance for food and housekeeping items are calculated separately using the method the Joint Legislative Audit and Review Commission (JLARC) provided in its 2001 review of VDC operations. First, the average local price is calculated for each item on the survey. Second, the extended sales of each item is calculated using the quantity sold multiplied by the VDC price and the quantity sold multiplied by the average local price. Next, the sum of the extended sales using VDC prices is subtracted from the sum of the extended sales using the average local prices. Finally, the difference is divided by the sum of the extended sales using VDC prices to yield the cost avoidance percentage. To calculate the total dollar value cost avoidance, the food and housekeeping cost avoidance percentages are averaged and the resulting average is multiplied by the total sales for the fiscal year.

• Factors Impacting the Products and/or Services:
  The majority of parking spaces are not assigned to individuals allowing spaces to be overbooked providing maximum utilization resulting in increased revenue to support the maintenance, operations, and repair of the facilities.
  
  The Capitol Square Complex master plan anticipates increased population. This will occur through the development of state owned properties along Broad Street and 14th Street. The construction of new office buildings and the renovation of outdated facilities in the Capitol complex provide the opportunity for the Commonwealth to centralize agencies and relocate state offices from leased space to state owned office space. A future purchase of parking facilities in the vicinity of new office buildings may be necessary to provide convenient permanent parking spaces in order to meet the needs of new tenant agency employees.
  
  Additionally, there continues to be a need to acquire temporary parking for employees displaced during Legislative Sessions.
• Anticipated Changes to the Products and/or Services
  It is anticipated temporary parking provided to state employees during Legislative Sessions may be significantly reduced due to the increased demand for public parking in and around the Capitol Square Complex in part due to state, federal, and city construction activities in the area. In addition, the continued elimination of parking on the Capitol Square grounds will further challenge the available parking resources making parking spaces a priority issue for the legislature during General Assembly sessions.
  
  The elimination of parking on Capitol Square increases the need to construct new parking facilities near-by in order to provide the legislature and their staff safe and convenient parking near the General Assembly and Capitol buildings. This can be accomplished with construction of a new building on Broad Street which will replace the Eighth Street Office Building. If the project is funded an additional 200 parking spaces will be available by 2011.
• Listing of Products and/or Services
  • Provide parking spaces to agencies’ employees, contractors and visitors within Capitol Square Complex.
  • Maintain, operate, and secure state owned parking facilities.
  • Manage parking facilities improvement projects.
  • Establish and manage operating budget for the Parking Program.
  • Provide and manage identification and building access cards for employees and contractors in the metropolitan Richmond area.
  • Manage and maintain the Capitol Area Complex building access system.

• To provide parking facilities to qualifying agency employees that work at the Seat of Government at a fee less than private parking facilities in the City of Richmond.
  Objective Description
  To keep parking fees for state workers parking in state owned parking facilities below fees charged at private parking facilities in the City of Richmond.
  Alignment to Agency Goals
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Maintain and operate facilities economically by competing those contracted services needed to maintain and operate facilities.
  Objective Measures
  • Parking fee charged to individuals that qualify for parking in a state parking facility located at the Seat of Government
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    Measure Baseline Description: FY08 market data = $100

    Measure Target Value:

    72

    Date:

    6/30/2010

    Measure Target Description: FY2010 = $72

    Data Source and Calculation: Lower fees to park in a Department of General Services parking facilities, when compared to fees charged by private parking facilities, benefits qualifying individuals that work at the Seat of Government. Data will be collected from DGS accounting records and from market survey of private parking facilities in the City of Richmond.

• Factors Impacting the Products and/or Services:
  DEB/BFM services are impacted by the availability of skilled and well trained labor resources, qualified project managers, contract services, and timely acquisition of quality materials and equipment. Aging facilities, extreme weather, and heightened security conditions also impact the cost of facility operations.
  
  Ongoing construction projects will be completed around Capitol Square including renovation of the Washington Building and exterior restoration of the historic Bell Tower. A future project design is being completed for the anticipated new Broad Street Office Building and Parking Facility, and the renovated Ninth Street Office Building. Also, DGS has purchased two new buildings, 400 East Cary Street and 600 Main Street, which will need services. DGS anticipates an overall increase in tenant populations in renovated and newly constructed buildings. DEB/BFM services will need to be expanded to service, operate, and manage the additional occupied facilities as well as additional leased properties.
  
  With the recent completion of the Capitol renovation and new extension, DGS anticipates increased visitors to the State Capitol. A higher level of grounds and housekeeping services are needed to support the renovated/restored Capitol and new Capitol extension. There are expectations of increased use of the buildings and grounds for special events, film productions, citizen activities, and political functions.
• Anticipated Changes to the Products and/or Services
  Increased work orders and project management services are expected with the addition of properties. The Bureau will be increasing services as a result of expansion of properties under DGS operation and management.
  
  Increased project management and contract administration services are expected with the addition of a $591 million construction program over the next four to six years depending on legislative approval and funding.
  
  With the reopening of the Capitol in May 2007, there is a notable increase in the number of permits issued annually and film companies may once again explore using the State Capitol and the Capitol Square grounds for filming. There is also an increase in the meeting and conference room usage by outside agencies and institutions at the historic Patrick Henry Building (former Old State Library).
  
  DGS and the Virginia Capitol Police (VCP) are working together to develop a more streamline and cost effective system for background checks of contract personnel and clearances for the issuance of identification badges. DEB/BFM envisions being the single point of contact for customers to request and receive identification badges. The VCP will provide a supporting role in providing criminal background checks and issuing direction to DGS when personnel are approved to receive identification badges.
• Listing of Products and/or Services
  • DEB/BFM delivers services using a diverse combination of contract and in-house resources. These services consist of the following: custodial, security, plumbing, electrical, carpentry, painting, masonry, plastering, roofing, HVAC, fire and mechanical systems monitoring and maintenance, elevator, utility, grounds, stock room, procurement, planning, project management, inspection, estimating, and contract administration.
  • DEB controls Capitol Square and all other buildings and grounds not placed in the specific charge of others, as well as requisitions for the Executive Mansion furniture needed by the Governor.
  • Maintain, operate, repair, conserve/restore, and secure the facilities under DGS control at Capitol Square and select facilities in the metro-Richmond area. Inspect construction for building code compliance.
  • Provide project management of capital improvement programs for DGS and select state agencies statewide.
  • Provide building evacuation training for DGS operated and managed facilities.
  • Issue permits for use of Capitol Square and adjoining state-owned properties operated by DGS.
  • Regularly conduct and maintain a physical inventory of the Commonwealth’s property in the Executive Mansion and/or storage. Provide for any furniture needed by the Governor for the Executive Mansion.
  • Provide administrative and fiscal support for DEB staff at the Executive Mansion.
  • Provide temporary office space for newly elected statewide officials, used in establishing transition offices, and assist with the Inauguration. In the case of a newly elected Governor, DEB provides for the move-in and set up of the First Family in the Executive Mansion. DEB also provides event logistics for the Inauguration Ceremony.

• State owned facilities made available to agencies located at the Seat of Government will be provided at a cost less than that available from privately owned lease space on a cost per square foot basis.
  Objective Description
  Compare DGS rental rate charged to state agencies located at the Seat of Government occupying state owned office space to rates charged for similar privately owned leased office space.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Maintain and operate facilities economically by competing those contracted services needed to maintain and operate facilities.
  • Identify opportunities where cost efficiencies (i.e. energy performance) can be achieved and implement.
  Objective Measures
  • Rental rate charged to agencies for office space.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    16.54

    Date:

    Measure Baseline Description: FY08 market data = $16.54

    Measure Target Value:

    16.00

    Date:

    6/30/2010

    Measure Target Description: FY2010 = $16.00

    Data Source and Calculation: Compare DGS rental rate charged to state agencies located at the Seat of Government occupying state owned office space to rates charged for similar privately owned leased office space in metro-Richmond downtown area. Data will be collected from DGS accounting records and from market surveys of rates charged by private sector landlords.

• Factors Impacting the Products and/or Services:
  No Control Over Review Workload: BCOM’s primary service is the review of project plans and specifications to ensure compliance with the Virginia Uniform Statewide Building Code and other applicable regulations. This review service is performed on a “first-in / first-out” basis. The workload or level of activity of this service area is completely dependent upon the combined submission schedules of the submitting agencies.
  
  Difficulty in Recruiting Qualified Staff: Due to the high level of activity in the local construction market, BCOM has had difficulty in attracting experienced professional staff. Due to the experience needed to perform technically complex review services, entry-level architects and engineers are not acceptable candidates. Qualified, experienced professionals are difficult to find when the building sector is undergoing positive growth. Pay differentials between the public and private sector also contribute to the difficulty in attracting qualified design personnel.
  
  Adapting Services to Alternative Project Delivery Methods: The service area’s original organization and framework were developed to provide review and administrative services under the traditional design/bid/build methodology. Recent expansion in the use of alternative project delivery methods and procurement procedures, including Design/Build, CM-at-Risk, HECO, and PPEA add complexity to the project review, inspection, and capital outlay administrative processes.
  
  Higher Education Restructuring Act: Review activity for certain higher education agencies has been reduced.
  
  Loss of Key Staff: Four members (approx. 25%) of BCOM’s current professional staff each have in excess of 30 years of service. With their retirements imminent, this service area will lose significant institutional knowledge.
  
  Limited Backup at Key Positions: For the level and quantity of services provided, BCOM is a small organization. While there is some level of back-up/coverage in the Review Section, there is limited back-up capability to the Program Manager, Program/Fiscal Review Manager, and Director.
  
  Agencies Unable or Unwilling to Perform Required Owner Inspections: The Code requires certain inspections by the owner. Due to the unwillingness or inability of certain agencies to perform such inspections, this service area must dedicate additional attention to these agencies.
  
  DHCD Certification: In addition to professional licensure, the BCOM professional staff are pursuing additional certification for plans review and project inspection. Although, current BCOM staff is “grandfathered” from this required training for Building Official groups within the Commonwealth, this additional certification is desirable. Depending upon the specific discipline, this extensive training will require up to 15 days of class time plus time for related examinations for the complete requirements. BCOM plans are for as many of the professional staff to complete the Core Module during FY08 as workload permits.
  
  Miscellaneous Productivity Impacts: Under the authority provided by Chapter 879, DEB and BCOM are currently evaluating proposals for the new Virginia Project Information Management System (VPIMS). It is anticipated that this new system will enhance productivity not only for BCOM, but also for other state agencies who will have shared access to this system.
• Anticipated Changes to the Products and/or Services
  Increased Inspection Services: BCOM proposes an initiative to increase Building Official inspection activity during FY09. Specifically, BCOM proposes to perform intermediate inspections of mechanical, electrical, and plumbing systems before ‘close-in’, i.e., before systems are hidden by drywall and other finishes. Although BCOM typically has inspected jobs at project completion only, certain agencies (e.g., UVA, VCU, JMU, and GMU) have asked BCOM to perform these intermediate inspections for selected projects. These mid-project inspections are an inexpensive means for ensuring code compliance and for avoiding costly rework needed to correct code deficiencies discovered later in the project construction schedule. Because of the current Internal Service Fund model, in order to equitably distribute the cost of these inspection services, in particular the variable cost of travel throughout the state, General Funds are a necessity.
  
  Uncertain Impact of Higher Education Management Agreements: As a result of the “Restructured Higher Education Financial and Administrative Operations Act” several existing State educational institution customers have pursued independent authority for certain capital outlay and building official functions. This decrease in review workload has been offset by increased workload due to increased spending by other agencies and increased project inspection activity.
  
  Records Identification and Administration: In order to accommodate both design/bid/build projects and alternative delivery methods, BCOM has established a consistent method for identifying construction document bid sets for Design/Build, Construction Management, and PPEA projects. The Building Official or designee affixes a signature to all construction documents to clearly denote that these sets have been approved for construction. This method will be expanded to all types of submittals in FY 09.
• Listing of Products and/or Services
  • Enforcing the Virginia Uniform Statewide Building Code to assure compliance with life safety and code requirements in design and construction.
  • Providing building code, cost and procurement reviews of proposed state agency construction and capital outlay projects.
  • Developing policies, procedures, standards, forms, and other documents for the procurement of professional and construction services by state agencies.
  • Authoring and maintaining the Commonwealth of Virginia’s Construction and Professional Services Manual (CPSM).
  • Providing training and guidance on the proper application of Construction and Professional Services Manual requirements.

• To provide timely Building Official reviews, Capital Outlay reviews and Building Official inspections, and provide training opportunities on law, regulations, policies and procedures as they relate to the Commonwealth's capital outlay procurement process.
  Objective Description
  Evaluates the Department of General Services Building Code Official's performance against needs of its customers.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Respond to customers' request for inspection in a timely manner.
  • Communicate frequently with customers to ensure needed information to complete inspections is understood and available to inspectors.
  Objective Measures
  • Percent of Building Official inspections completed within 7 days of when an agency specifies when they need the inspections completed.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    Measure Baseline Description: FY07 = 100%

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: FY2010 = 100%

    Data Source and Calculation: Data will be collected from the Bureau of Capital Outlay Management work logs. Information from each inspection will be totaled then divided by total number of inspections.

  • Number of Virginia Construction Contracting Officer (VCCO) training seminars conducted.
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    2

    Date:

    Measure Baseline Description: FY07 = 2

    Measure Target Value:

    2

    Date:

    6/30/2010

    Measure Target Description: FY2010 = 2

    Data Source and Calculation: Agency employees completing VCCO training are an asset to any agency responsible for the administration of Capital Outlay projects. In addition, employees completing VCCO training provide the Commonwealth a pool of employees with a basic knowledge of the Commonwealth's Capital Outlay process that can bet tapped, if necessary, to provide assistance to agencies where such knowledge and skills do not exist but are needed. Data will be collected from Bureau of Capital Outlay Management training logs.

• Factors Impacting the Products and/or Services:
  Potential resistance from agencies to the new mail service initiative.
  
  Agencies in contracts for metering machines or carrier services may be delayed in participating in the mail consolidation initiative.
  
  State budget reductions will be affecting all agencies. As a result, state agencies that do not have the same core mission as the Department of General Services may look to State Mail Services to assume their mail operations. This would reduce the agencies’ costs for mail operations, but having additional agencies joining at one time may greatly impact the mail operation services that can be provided.
• Anticipated Changes to the Products and/or Services
  Additional agencies relocating to the Capitol Square area will put an increased demand on the State Mail Services.
• Listing of Products and/or Services
  • Mail security screening
  • Interagency mail pick-up and delivery
  • Postage metering
  • Mail consulting on operations
  • Mail security training
  • Express mail
  • Package pick-up
  • Mail permits
  • Electronic certified mail
  • Presort mail services
  • Courier service

• Provide timely mail services to state agencies in and around the Seat of Government.
  Objective Description
  This objective relates customer satisfaction. Customers look for their mail to be delivered as soon as it possibly can as much of the mail contains time sensitive documents.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Ensure mail carriers understand their mail routes and responsibilities when on their routes.
  • Have mail carriers communicate frequently with their customers.
  • Cross train carriers on all mail routes to ensure adequate back-up should a carrier be absent from work.
  Objective Measures
  • Complaints from customers regarding unacceptable mail delivery times.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    4

    Date:

    Measure Baseline Description: FY07 = 4

    Measure Target Value:

    5

    Date:

    6/30/2010

    Measure Target Description: FY2010 = No more than 5.

    Data Source and Calculation: Evaluates performance of the Seat of Government consolidated mail services operation to meet its customers' expectations. Fewer complaints indicate satisfactory delivery time performance. Data will be obtained from a tracking process set-up to track customer concerns/inquiries. Compliants must be in writing to the DGS mail manager.

• Factors Impacting the Products and/or Services:
  "
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Executive Leadership
  • Business Planning and Performance Monitoring
  • Financial Management
  • Procurement Management
  • Human Resources
  • Technology Consulting
  • Communications/Public Relations
  • Information Consulting
  • Applications Development and Maintenance
  • Legislative Coordination

• Provide necessary support to customers that will contribute to their ability to meet performance requirements of their mission.
  Objective Description
  To ensure that resources are used efficiently and programs are managed effectively, and in a manner consistent with applicable state and federal requirements.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Effectively develop, manage, and preserve state resources
  Objective Strategies
  • Close communication between service area providers of services and recipient of services.
  • Ensure support staff has the requisite knowledge and training in their area of support to meet their customers' support needs.
  Objective Measures
  • Percent of scorecard categories marked as "meets expectations" for the agency
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    Measure Baseline Description: 100

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: FY2010 = 100

    Data Source and Calculation: The Management Scorecard grades agencies on six criteria. Take the number of cases where the agency scored "Meets Expectations" divided by those where the agency scored other than a "Meets Expectations".

• Factors Impacting the Products and/or Services:
  All customer groups can be affected by the following:
  Reduction or increase in funding for communication projects
  Implementation of new programs or the elimination of services
  Changes in Federal grant funding
  Agency employment levels of in-house graphics staff
  Use by agencies of contract advertising, marketing and design firms
  Up-to-date computer technology and software is critical to providing efficient and cost effective services.
  Staff training on current and upgraded software and operating systems
• Anticipated Changes to the Products and/or Services
  Anticipated increase in the use of OGC services is expected due to the promotion of services targeted at agencies or departments that do not know about OGC. This will also include the marketing of web graphic services.
  
  Customer Trends
  Some customers have start-up budgets to do a number of publications in one or two years. Others have grant requirements to fulfill. Customer trends are dependent on state budgets and grant year funding. Printed materials are still a primary means to reach a large general population. Direct to plate digital printing helps to keep costs down. Many agencies are dedicating resources to web development and are directing people to information on their websites. Customers who host conferences and/or conduct outreach programs need displays and other informational materials to distribute. There is an increased trend to budget for the use of royalty-free photography to better target audiences. Also, some agencies are investing in professional copywriting and editing.
• Listing of Products and/or Services
  • Promotional, informational and public educational campaigns
  • College recruitment packages
  • Logos and complete identity systems
  • Annual reports
  • Brochures and booklets
  • Magazines and newsletters
  • Calendars and Posters
  • Bookstore catalogs
  • Formal announcements and Advertisements
  • Museum catalogues and brochures
  • Web graphics and Video art direction and project management
  • Marketing and concept development
  • Graphic Design
  • Copywriting, photography and video creative direction and management
  • Production and print procurement and quality management

• Provide state agencies and institutions quality graphic communication services and products.
  Objective Description
  This objective measures the level of customer satisfaction achieved by the Office of Graphics Communications.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  • Agency Goal: Effectively develop, manage, and preserve state resources
  Objective Strategies
  • Identify agencies with creative services and communication needs and work with these agencies and offices to determine how OGC can partner to meet their goals and objectives.
  • Survey will ask specific questions about customer service, creative product development, project management and overall satisfaction. Agencies will also be asked in the survey about the need for other services.
  Objective Measures
  • Percent of customer satisfaction with OGC services and effectiveness of its products.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    100

    Date:

    Measure Baseline Description: FY07 = 100%

    Measure Target Value:

    95

    Date:

    6/30/2010

    Measure Target Description: FY2010 = 95%

    Data Source and Calculation: OGC’s graphic design, marketing consultation and copywriting services help to support our customers in their goals to make financially responsible decisions about their publications as well as provide better communications. A customer survey provides the feedback to OGC to evaluate its customer service performance. Each customer receives a survey at the completion of a job. The customer is instructed to return the survey to OGC. OGC compiles the survey data to determine the percentage of customers very satisfied or satisfied with OGC services and products.

• Factors Impacting the Products and/or Services:
  OFMS is currently reacting to the current budget constraints and adjusting vehicle purchase and replacement schedules to compensate. As a result, the average age of the state fleet will increase while a subsequent increase in vehicle maintenance costs and decrease in vehicle residual value is expected.
• Anticipated Changes to the Products and/or Services
  OFMS has completed facility expansions and is currently enlisting new state agencies into the Vehicle Management Control Center. OFMS is working on a marketing campaign to expand the current service offerings to local government entities.
• Listing of Products and/or Services
  • DMV registration, licensing, and titling services
  • 24/7 emergency roadside service
  • Short-term vehicle rentals through Enterprise Rental car contract.
  • Long-term vehicle assignments
  • Vehicle management services through the OFMS Vehicle Management Control Center.
  • Automotive preventive maintenance and unscheduled repair services.
  • Vehicle gas and E85 refueling at the OFMS facility.

• To operate a cost efficient and operationally effective enterprise vehicle management program.
  Objective Description
  Track the maintenance cost per vehicle for each vehicle owned by the Department of General Services Office of Fleet Management Services. The objective is to achieve the lowest maintenance costs possible.
  Alignment to Agency Goals
  • Agency Goal: Improve our customers’ business processes
  • Agency Goal: Provide cost effective and efficient services
  Objective Strategies
  • Ensure preventive maintenance checks are performed in accordance with maintenance schedules.
  • Compete maintenance and repair work among service providers to achieve the most favorable price for needed services.
  • Identify vehicles that are uneconomical to repair and remove them from the vehicle inventory through the surplus property program.
  Objective Measures
  • Control maintenance cost per vehicle.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Semi-Annual

    Preferred Trend:

    Down

    Measure Baseline Value:

    506.74

    Date:

    Measure Baseline Description: FY07 = $506.74

    Measure Target Value:

    475

    Date:

    6/30/2010

    Measure Target Description: FY2010 = $475

    Data Source and Calculation: Data provided by FASTER, OFMS’ automated vehicle management system will calculate the maintenance cost per vehicle.

• Reduce greenhouse gas emissions, specifically carbon dioxide, the main contribution to global warming
  Objective Description
  Reduce the amount of greenhouse gases emitted by state vehicles under the management control of the Department of General Services Office of Fleet Management Services.
  Alignment to Agency Goals
  • Agency Goal: Lead the way in change and innovation