GENERAL

SERVICES
DEPARTMENT

FY20
STRATEGIC PLAN

“THE HEART AND SOUL

OF STATE GOVERNMENT”
 To deliver innovative, responsive, cost-effective,
trusted services and solutions to exceed the diverse
needs of state agencies.
 TABLE OF CONTENTS
EXECUTIVE OVERVIEW
General Services Department Mission
Message from Secretary Ken Ortiz

FISCAL YEAR 2020 STRATEGIC PLAN

Program Support 1-2
Technology and Systems Support Bureau 3-4
State Purchasing Division 5-6
State Printing and Graphic Services 7-8
Risk Management Division 9-10
Employee Group Health Benefits 9-10
Facilities Management Division 13-16
Transportation Services Division 17

FY20 STRATEGIC PLAN

 GENERAL SERVICES DEPARTMENT
Where the needs of our stakeholders are addressed promptly, effectively and efficiently and safety is
our highest value.

GSD is a safety and value driven organization that applies the department’s mission to the provision of
effective government operations. With expertise in numerous technical and enterprise operations, GSD’s
staff provides professional services to state agencies, public employees and their dependents, local
public bodies, public schools, and institutions of higher education.

Services include:
• Best Value Government Procurement Services
• State-of-the-Art Printing and Graphic Services
• Comprehensive Employee Group Benefit Plans
• Loss Prevention and Control Services
• Alternative Dispute Resolution Services
• Property and Casualty, Public Liability, and Insurance Coverage
• Claims Processing for Unemployment and Workers’ Compensation
• Defending the State and Public Employees in Public Liability Act Claims
• State Owned and Leased Property Management
• Master Planning, Design and Construction Services
• Facilities Maintenance, Landscape, and Custodial Services
• Safety and Security Services
• Vehicle Leasing and Air Travel Services
• Resale of Surplus Public Property

VISION
To be a national leader in strategic public sector support services.

MISSION
To deliver innovative, responsive, cost-effective, trusted services and solutions to exceed the diverse needs
of state agencies.

STRATEGY STATEMENT
To continuously improve public sector services by providing: right people, right place, right time, doing the
right things.

MOTTO
“The heart and soul of state government”

FY20 STRATEGIC PLAN

 MESSAGE FROM
ACTING SECRETARY KEN ORTIZ
This is an exciting time at the General Services Department, with new leadership in
place and new initiatives underway.

I am honored to join GSD and its committed employees. My leadership team includes
some of the most experienced, knowledgeable and effective managers in state
government.

GSD is the support agency for state government, and our mission is a simple one:
Do our jobs well so other state agencies can focus on their missions. That means
meeting the needs of our agency customers, whether it’s maintaining a building, providing transportation, assisting with
procurement or helping on a printing project.

With funding from the Legislature and the New Mexico Finance Authority, GSD’s Facilities Management Division in
fiscal year 2020 began the $32 million State Buildings Green Energy Project. More than 30 executive office buildings
in Santa Fe will be made more energy efficient, and many will have solar power installed.

In all, GSD received nearly $140 million for capital projects in FY20, including funding for a new state crime lab and
a new state vital records center. The Facilities Management Division is committed to delivering all those projects on
budget and on time.

The Facilities Management Division this fiscal year also will begin planning for better security in executive office
buildings in Santa Fe.

In FY20, GSD’s Transportation Division will purchase the first electric vehicles for the department’s motor pool, thanks to
a $1 million legislative appropriation earmarked for that purpose. That is on top of another $2.5 million appropriated
for new fleet vehicles.

The Legislature appropriated $1.5 million to GSD to build electric vehicle charging stations in Santa Fe County, and we
hope to help set up charging stations elsewhere in the state.

Gov. Michelle Lujan Grisham has made reducing the state’s impact on climate change a priority of her administration,
and GSD is committed to doing its part to mitigate climate change and to adapt to our changing environment.

I am also committed to a GSD that is open and transparent in the work it does so that our agency customers and the
public can assess the job we are doing.

In FY20, GSD’s Risk Management Division will begin posting settlements of claims against agencies on the New Mexico
Sunshine Portal. Claims are paid with taxpayer dollars, and taxpayers need to know how their money is spent.

The Risk Management Division, which provides health care benefits to state employees and workers of participating
local public bodies, also is working to keep employee premiums as low as possible while providing a quality medical
plan.

In FY20, GSD’s Purchasing Division will be adding a customer service representative to help state agencies, local
governments and potential contractors navigate the procurement process. We are also reaching out to business groups
and others to encourage and assist more New Mexico companies in seeking state contracts.

We are a team at GSD, and everyone has a job to do when it comes to fulfilling the department’s mission, reaching our
goals and showing the Legislature and the Governor that their confidence in us is well placed.

FY20 STRATEGIC PLAN

 PROGRAM SUPPORT
Program Support is comprised of the Office of the Secretary, the Administrative Services Division, and the
Technology Systems and Support Bureau.

MISSION
The Office of the Secretary provides leadership, policy direction, establishes procedures for the department,
and manages program performance. The mission of the Office of the Secretary (OOS) is to instill a culture in
the General Services Department (GSD) where safety is the highest value and the needs of our stakeholders
are addressed timely and efficiently.

The Administrative Services Division’s (ASD) mission is to provide and maintain the highest quality administrative
support services for the department and agency customers. Through its bureaus, Accounts Payable/Purchasing
and Contracts, Budget Services, and General Ledger/Accounts Receivable, ASD strives to provide accurate
and timely financial management for GSD operations. In addition, ASD manages the inter-agency mail service.

The Technology Systems and Support Bureau (TSSB) – please refer to the TSSB section of this document.

CUSTOMERS
The Office of the Secretary serves the department’s staff and management team, GSD customers, Executive
and Legislative Branch agencies, public officials and policy makers in state and local governments, and diverse
vendor communities.

STATUTORY AUTHORITY
NMSA 1978, § 9-17-3

SERVICES
• Leadership, guidance, motivation, and policy support for GSD program managers and staff
• Department representation to oversight agencies, customers, and local public bodies
• Legal services and document review
• Legislation development and analysis
• Strategic planning
• Performance evaluation, monitoring, and reporting
• Accounts payable and receivable management
• Budget development and monitoring
• Contracts review and approval
• Centralized electronic billing and collection services
• Financial report development and analysis
• Annual Financial audit preparation and support to Independent Public Accounting firm
• Fiscal management and accountability
• General ledger and fixed asset management
• Press and public relations management
• Inter and intra agency mail services
• Internal audit
• Internal policy development, maintenance, and oversight

1 FY20 STRATEGIC PLAN

PROGRAM SUPPORT
GOALS AND OBJECTIVES STRATEGIES TO ACHIEVE GOALS
•
•
Emphasize safety as the top value in GSD.
Maximize the use of taxpayer dollars.
AND OBJECTIVES
• Conduct fiscal, operational, and performance reviews
• Utilize outcome based metrics to track
of all GSD programs.
performance.
• Develop and implement safety initiatives through the
• Support a highly trained, motivated and
GSD Safety and Loss Control Committee.
effective workforce.
• Identify and provide internal training opportunities for
• Maintain integrity in leadership, and financial
staff members.
support.
• Ensure compliance with laws and regulations relating to
• Provide financial oversight for transparency
all GSD financial activities.
and accountability.
• Coordinate the annual review and update of all GSD
• Deliver quality financial and customer services.
policies and procedures.
• Provide value added services to GSD customers.
• Monitor revenue projections and actual expenditures to
budget.
• Conduct timely review and approval of purchase and
PERFORMANCE MEASURES payment documents.
• Employ business process improvements to increase
• Percent of audit findings resolved from the
prior fiscal year, excluding findings related to fund efficiency and reduce redundancy.
solvency.* • Develop, implement, and monitor improved internal
• Percent increase in accuracy rate for fixed assets financial controls and reporting.
entered into the SHARE Asset Management system. • Identify opportunities to utilize IT tools to make service
• Percent of fixed asset reports generated monthly. delivery more efficient and effective.
• Percent of monthly depreciation journal entries • Develop a team approach to internal operations and
created timely. task completion.
• Percent of customers satisfied with the level of
services provided by ASD G/L.
• Percent of total capital asset transactions reconciled
monthly.

FY20 STRATEGIC PLAN 2

 TECHNOLOGY AND SYSTEMS
SUPPORT BUREAU
MISSION
To provide innovative, secure, customer-oriented, and cost-effective information technology business solutions
and support. This is accomplished through new systems design, enhancements to existing systems, automation
of current business processes, implementation and enforcement of security policies, and business continuity.

CUSTOMERS
Customers include the General Services Departments’ seven divisions (approximately 314 employees) and
those they serve (local public bodies, state agencies, and higher education institutions).

SERVICES
• IT Systems Management
• Data Storage, Backup and Replication
• Application Development, Support and Maintenance
• Web Page Development and Support
• SharePoint Development, Support and Maintenance
• Electronic Document Workflow and Management
• Enterprise Report Writing Software Development and Support
• Wireless and Local Area Network Infrastructure Support
• Desktop and Technical Support Help Desk
• Mobile Device Management
• IT Project Management
• Disaster Recovery and Business Continuity Planning and Administration
• Security Policy Administration, Oversight and Awareness
• IT Systems and Network Security Management

GOALS AND OBJECTIVES

• Increase and improve IT security.
• Build a mature IT security framework.
• Unite business and IT to meet the needs of their programs through the innovative use of technology and
transform the way GSD conducts business.
• Move programs toward digital and enterprise, cloud and online WEB systems to transform business processing,
transactions in an effort to change the way business is currently conducted.
• Improve the electronic records management and retention processes.
• Transform the way the state conducts business through the delivery of reliable and accessible digital technology
solutions, data sharing, and analytical reporting services.
• Implement compliant database software development and operations (DevOps).
• Enable increased use of digital devices and transactions transform business processing.

3 FY20 STRATEGIC PLAN

TECHNOLOGY AND SYSTEMS
SUPPORT BUREAU
STRATEGIES TO ACHIEVE
GOALS AND OBJECTIVES
• Develop a business Continuity of Operations
Plan (COOP) utilizing the results of the
current Business Impact and Risk Assessment
vulnerability rankings and data classification
reports.
• Maintain a disaster recovery site in support of
the COOP plan.
• Migrate GSD’s databases to a virtual
clustered environment to ensure high
availability of the data, servers, and the
network.
• Encrypt all databases and electronic records
housed in existing systems and high-risk end
user electronic devices and media.
• Improve analysis of network scanning
reporting and develop strategies to mitigate
security threats and vulnerabilities.
• Provide quarterly cybersecurity training
to GSD staff and contractors utilizing GSD’s
network.
• Provide an “Introduction to Information
Technology” class for new GSD employees
during the onboarding process.
• Conduct regular phishing campaigns to
reduce threats and increase user awareness.
• Implement a new network for physical
security needs – intrusion, building access,
panic alert, fire alarms, etc.
• Develop a 5-year physical security plan to
address security requirements for GSD owned
buildings in Santa Fe.
• Implement hosted e-Signature system with
workflows.
• Employ a modernized Risk Management
Information System (RMIS).
• Maintain a web-based kiosk system (key
valet) to reserve and pick up/drop off leased
fleet vehicles at central locations.
FY20 STRATEGIC PLAN
• Move the department to Microsoft AZURE
cloud services and allow outside user access to
authorized SharePoint sites.
• Deploy a system to manage GSD’s records in
FileNet Document Management software.
• Implement a document imaging plan for
Transportation Services, State Purchasing, and
Risk Management Divisions.
• Establish an infrastructure framework to test and
evaluate new technologies that provide digital
solutions to address customer demand, resolve
gaps in current systems, and to develop or
enhance new and existing services.
• Migrate existing department applications
requiring off site access to cloud based services.
• Procure and implement a mobile device
management (MDM) system for the
administration of smartphones, tablet computers,
laptops and desktop computers.
PERFORMANCE MEASURE
• Percent of time systems are available to division
personnel and external customers.
• Percent reduction in staff members succumbing to
phishing attempt campaigns after the completion of
security awareness training.
• Percent of successful systems recovery tests.
• Percent decrease in the mean time to respond to help
desk service tickets.
4
 STATE PURCHASING DIVISION
MISSION
To be a national leader in delivering innovative, responsive, value-driven procurement services through the application
of timely, data-driven business and marketplace research, application of “best procurement practices” via efficient
operational practice, administration and training of all procurement agents in the New Mexico State Procurement
Code to ensure a fair, transparent, and consistent procurement process which maximizes the benefit and use of
taxpayer resources.

CUSTOMERS
State and local government agencies, public schools and higher education (Section 13-1-30 NMSA 1978) and the
diverse vendor community that provides goods and services to those entities.

STATUTORY AUTHORITY
(Section 13-1-95, NMSA 1978) creates the State Purchasing Division of the General Services Department, responsible
for procurement of services, construction, and items of tangible property for state agencies under the Procurement
Code: Chapter 13, Article 1 NMSA 1978.

SERVICES GOALS AND OBJECTIVES

• Provide a “one-stop” shop for solicitations through the
implementation of standardized commodity codes.
• Facilitate value-driven purchases for executive branch
agencies.
• Administer and enforce the New Mexico Procurement
Code including rule and policy promulgation and
remedial training.
• Establish value driven statewide price agreements,
executive branch agency price agreements, GSA,
cooperative price agreements and sole source
agreements for customer agency use.
• Provide outreach programs to vendors targeting small
businesses throughout the state.
• Conduct procurement training for state employees,
vendors and programmatic enhancements to the Chief
Procurement Officer (CPO) certification and
recertification programs.
• Provide full service procurement support from initial
request to award and through life of procurement.
• Offer value-driven procurement support.
• Provide guidance, oversight, approval and publication
of:
o Sole source and emergency requests
o CPO program guidance
o CPO registration
o State Use Act information
o Preference status of vendors
o Active statewide agreements and recent awards
o Current procurement opportunities
o Policies
• Publish procurement data/information to the Sunshine
Portal and eProNM.
• Collect data in Procurement Tracker.
• Develop a configuration and implementation plan (to
include contracts, vendor registration, and procurement
postings) for the SHARE system procurement modules.
• Develop, refine and promote the standardization of
procurement processes and procedures.
• Advance efforts to promote negotiated cost savings and
cost avoidance methodologies.
• Review and refine existing procurement practices to
increase efficiency and eliminate unnecessary
processes.
• Develop a program for post award contract
administration and management.
• Drive strategic increases in use of best value
procurements.
• Assist New Mexico’s small businesses through outreach
and training programs.
• Make advancements to the CPO program to increase
the knowledge and awareness of industry best
practices for New Mexico’s procurement officers.
• Respond quickly to procurement code violations
and ensure procurement code violators receive timely
corrective action training.
• Provide timely responses to protests.
• Utilize technology to streamline procurement process.

5 FY20 STRATEGIC PLAN

STATE PURCHASING DIVISION
STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Maintain a portal on the SPD website to use current commodity codes for solicitations by executive branch agencies
and local public bodies.
• Plan and consult with e-procurement stakeholders to implement the Oracle automated procurement system with
electronic document management.
• Review and refine the rule related to the CPO program, which includes CPO roles, responsibilities and program
administration.
• Expand the current training for executive agencies and public entities, to include “best value”, procurement violation
and cost/price analysis, and industry best practice course content.
• Implement post award/contract administration procedures to include protocols for: vendor performance monitoring,
issue management (claims, disputes and change orders), vendor performance rating and contract closeout.
• Ensure that procurement code violators attend corrective action training classes offered by SPD after a violation has
been determined.
• Develop an audit protocol and schedule audits with executive agencies to ensure a comprehensive understanding
and compliance with the procurement code.
• Plan and develop a contracts module, vendor registration, and procurement postings in SHARE.

PERFORMANCE MEASURES
• Percent increase in best value procurements, as compared to the previous fiscal year.*
• Percent increase in executive branch agencies with certified procurement officers (CPO’s), as compared to the
previous fiscal year.*
• Percent increase in procurement code violators receiving procurement code training, as compared to the
previous fiscal year.*
• Cost avoidance due to negotiated savings for construction procurements, as compared to the previous fiscal
year.*
• Number of contracts utilizing the contracts module in SHARE.
• Number of vendors utilizing the vendor registration module in SHARE.
• Number of procurement advertisements posted in (or through) SHARE.

* Approved FY20 Performance measure under the Accountability in Government Act

FY20 STRATEGIC PLAN 6

 STATE PRINTING AND GRAPHIC SERVICES
MISSION
To provide all-inclusive printing and digitization services to government agencies and tax-exempt entities, on a
cost recovery basis, that exceeds customer’s expectations.

CUSTOMERS
Executive, legislative and judicial branch agencies, local governments, public schools and higher education
institutions as well as non-profit organizations in New Mexico.

STATUTORY AUTHORITY
Section 9-17-3 NMSA 1978

SERVICES
• Government Publications (annual reports, strategic plans, and instruction manuals)
• Volume Printing (proposed legislation, amendments, committee substitutes and reports)
• Custom Business Printing and Design (designed letterhead, business cards, envelopes, and other business
stationery)
• Creative Custom Printing and Graphic Design (promotional items, educational materials, banners and
large format color printing)
• E-commerce Standard Graphics/Forms and Multiple Color, Multiple Copy Forms
• Security printing using custom stocks

GOALS AND OBJECTIVES

• Increase revenue for State Printing and Graphic Design services.
• Expand digital print solutions.
• Utilize technology to increase productivity and efficiency in business operations.
• Provide consistent, timely, and fiscally prudent printing and design solutions for the customer base.
• Deliver quality printing and graphic design products.
• Exceed our customer’s expectations.
• Continue to develop digitization services.

7 FY20 STRATEGIC PLAN

STATE PRINTING AND GRAPHIC SERVICES
STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Update the State Printing marketing plan to keep current with customer needs, expectations, and the
demands of a changing print market.
• Employ a strategy for printing related services for the customer base:
o Act as the primary resource for all state agency printing needs.
o Consult with State Purchasing on the new Request for Proposals (RFP’s) for printing services.
o Propose the consolidation of agency operated print shops in an effort to increase efficiency.
• Conduct printing and design training seminars to the customer base on the use of the digital storefront.
• Research and implement advances in printing technology to deliver consistent, value driven print products.
• Cultivate relationships with local print vendors and provide cost effective solutions for value added services.
• Increase the customer base by marketing printing and graphic design services to local public bodies and
non-profit organizations.
• Maintain a just-in-time inventory management methodology for the procurement of paper products.
• Offer quarterly open house sessions to market State Printing services.
• Utilize a management information system to produce more accurate estimates, inventory control, fulfillment,
and maximize Store Front (on line ordering of print) capabilities.
• Utilize Print Vision software for electronic quoting and billing of print jobs for customers.
• Identify an offsite solution to host quoting, billing, and online ordering of print jobs.

PERFORMANCE MEASURES
• Sales growth in State Printing revenue compared with the previous 30 or 60 day legislative session.*
• Percent of State Printing revenue exceeding expenditures.*
• Percent of printing jobs delivered on time.*
• Accuracy of quotes and billings utilizing a print procurement and workflow application.
• Processing times for quotes generated through a print procurement and workflow application.
• Number of orders processed through the digital storefront.
• Number of agencies/entities utilizing the digital storefront.
• Percent of customers satisfied with the digital storefront.

* Approved FY20 Performance measure under the Accountability in Government Act

FY20 STRATEGIC PLAN 8

 RISK MANAGEMENT DIVISION
MISSION
The Risk Management Division (RMD) is comprised of the Risk Management and Employee Benefits Programs
and was created to protect and conserve the State of New Mexico’s human, physical, and financial resources
by providing multi-line shared risk pool offering general and specialty coverage programs, employee health and
other benefits and legal defense in certain matters.
RISK MANAGEMENT PROGRAM
CUSTOMERS
State agencies and employees, local public bodies
and employees, public schools and institutions of
higher education statewide.
STATUTORY AUTHORITY
NMSA 1978: Chapter 10, Article 7B; Chapter 13,
Article 7; Chapter 15, Article 7; Chapter 41, Article 4;
Sections 10-2-14, 10-7-4, 10-7-5.1; 10-7-14 to 10-7-
19; 33-3-27; 51-1-45; 52-1-3; 56-7-1 D; Chapter 12,
Article 8A (Chapter 12, Article 8A NMSA 1978, §§ 1
– 10, as amended, "Governmental Dispute Prevention
and Resolution Act").
ADMINISTRATION
RMD is responsible for the Employee Benefits Program
that provides benefits for participating public entities’
employees and their dependents, and the Risk
Management Program, a shared risk pool among
covered public entities, which provides financial
protection through a combination of self-insurance and
third party coverage administered through various
funds including the unemployment insurance fund,
public property fund, workers’ compensation fund and
public liability fund, along with loss prevention and
control support and claims administration.
9 FY20 STRATEGIC PLAN
SERVICES
• Public Liability Coverage (general liability, law
enforcement, medical malpractice, and civil rights,
including employment practices liability)
• Public Property Coverage (auto, blanket property, art,
specialty equipment/boiler and machinery)
• Workers’ Compensation Coverage
• Claims Administration for Workers’ Compensation,
Public Liability and Public Property
• Defense of the state and its public employees in
covered lawsuits.
• Loss control training and claims prevention services.
• Alternative dispute prevention and resolution training
and services.
GOALS AND OBJECTIVES
• Enhance information outreach and agency input
options through website.
• Devise strategies to reduce losses to the state
and participating local public bodies and lower
premiums for their employees.
• Continue to refine the claims process.
• Study means to contain costs to the benefits
fund by increasing understanding of utilization
and reimbursement rate trends between the
State’s metropolitan and urban areas.
• Continue to focus on financial integrity of all
transactions by revising process controls.
RISK MANAGEMENT DIVISION
STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Increase the percentage of successful unemployment compensation protests and reduce the payment of
invalid unemployment claims.
• Conduct rate outreach seminars with agencies to develop a more thorough understanding of premium
development factors when changes occur.
• Increase program offerings available through Alternative Dispute Resolution (ADR) and track activities
for performance and conduct comparative analysis on cost efficiency and effectiveness of conflict resolution
practices.
• Increase efficacy of the uniform agreement between EEOC and the State via information exchange between
Alternative Dispute Resolution Bureau and agencies.
• Enhance availability of civil rights and general safety education and outreach programs for agency
managers and supervisors.
• Continue to devise wellness communications strategies to improve utilization patterns at the Stay Well Health
Center in order to maximize savings to the Health Benefits fund.

PERFORMANCE MEASURES
• Percent increase in the number of Alternative Dispute Resolution Bureau training and outreach events held
with the top twenty loss producing agencies.*
• Average time required to resolve disputes using ADR.
• Percent of disputes going beyond ADR steps.
• Percent of disputes resolved through ADR process.
• Percent of agencies with a passing score on their loss control audits.*
• Projected financial position of the public property fund.*
• Projected financial position of the workers’ compensation fund.*
• Projected financial position of the public liability fund.*
* Approved FY20 performance measures under the Accountability in Government Act

FY20 STRATEGIC PLAN 10

 EMPLOYEE GROUP HEALTH
BENEFITS PROGRAM
The State’s Group Benefits Plan (Plan) is self-insured and provides a variety of benefits to eligible employees (and
their dependents) of the State and participating Local Public Bodies (LPBs).

SERVICES
• Employee Benefits: Medical, Pharmacy, Dental, Vision, Life, Flexible Spending Accounts, Disability, and
Employee Assistance Program (EAP).
• Stay Well Health Center in Santa Fe.
• Offer continuation of health benefits coverage through COBRA.

GOALS AND OBJECTIVES

• Develop financially viable health/medical benefit alternatives for all state and LPB employees.
• Maintain cost-effective wellness programs for eligible plan participants.
• Develop a strategy to compare health/medical plans and delivery of services to industry standard metrics.
• Work with LFC/DFA to balance premiums and fund balances to improve fund health.
• Provide affordable healthcare coverage to state employees and LPB members.
• Improve cost containment effectiveness of the Stay Well Health Center by studying utilization patterns
in order to balance needs of immediate access with time investment required to pursue long-term health
improvement goals and holding down consumable expenses.

STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES

• Improve communications to increase engagement in wellness initiatives such as coaching available through
the Stay Well Health Center.
• Provide reports to health plan participants and State agencies/LPBs demonstrating the benefits of Preventive
Health Checkup participation.
• Partner with Interagency Benefits Advisory Committee (IBAC) to evaluate benefit plans and identify
opportunities for improvement including evaluation of potential value-based reimbursement arrangements
with Administrative Services Only contractors and providers.
• Promote benefits website (mybenefitsnm.com) as the one-stop-shop for health and medical resources and
information.
• Articulate and drive down average cost per visit at the Stay Well Health Center (requires maximizing
utilization while containing costs). Present analysis of average cost per visit as compared to costs
experienced in the commercial markets.

11 FY20 STRATEGIC PLAN

EMPLOYEE GROUP HEALTH
BENEFITS PROGRAM
PERFORMANCE MEASURES
• Percent change in state employee medical premium.*
• Percent change in the average per member per month total healthcare cost.*
• Percent increase in number of members who designate the Stay Well Health Center as their primary care
provider.*
• Number of members (or dependents) who visit the emergency room.*
• Number of visits to the Stay Well Health Center.*
• Percentage of state group prescriptions filled with generic drugs within 3% of public-entity-peer rate as
reported by the pharmacy benefit manager (PBM).*
• Percent of eligible state employees purchasing state medical insurance.*

* Approved FY20 performance measures under the Accountability in Government Act

FY20 STRATEGIC PLAN 12

 FACILITIES MANAGEMENT DIVISION
MISSION
To ensure that the citizens of New Mexico and state agencies served under FMD’s jurisdiction receive
comprehensive facility management services and support by providing value added lifecycle asset management
administration, exceptional design and construction services, energy efficient conservation management and operations
and maintenance services of state-owned assets. These comprehensive facility management services support asset
sustainability, energy efficiency, and capital improvement of the state-owned facilities throughout New Mexico.

The Facilities Management Division (FMD) is responsible for asset management of more than 6.8 million square feet
of space in over 800 buildings statewide with an estimated replacement value of nearly $1.5 billion. The Division
also leases 2.47 million square feet of privately owned space on behalf of state agencies, throughout New Mexico.

Additionally, within in the City of Santa Fe’s State Capitol Complex, FMD provides full-service maintenance
management services for three state governmental campuses. In doing so, FMD provides clean, safe, and well
maintained, energy-efficient work environments for our employees and customers, which enhances the delivery of
services provided by state agencies in Santa Fe and their respective statewide mission.

CUSTOMERS
State agencies and employees housed in state owned buildings in Santa Fe.

STATUTORY AUTHORITY
NMSA 1978, § 9-17-3(2), 15-3B-2, and 15-3B-4

FACILITIES OPERATIONS AND MAINTENANCE - SERVICES

CUSTODIAL SERVICES
Providing daily custodial services to 1.71 million square feet of state owned buildings.

FACILITIES OPERATIONS
Providing Campus Operations, Work Control Center and Safety and Security Operations to ensure that
building and life safety systems are operating as designed and providing maximum usefulness in the most
cost effective manner.
MAINTENANCE SERVICES
Providing building repair/replacement, preventive maintenance, rapid response, small project, and grounds and
landscape services.

UTILITIES MANAGEMENT
Providing management of electricity, natural gas, water, sewer, refuse and recycling for buildings under the
FMD’s care.

GOALS AND OBJECTIVES

• Improve work order completion rates.
• Perform at a level 3 building cleanliness standard.
• Sustain the health of FMD owned facilities and safeguard the public and customer agency occupants.
• Maintain the facility operations management program (AiM).
• Implement a facility operations management program.
• Ensure the timely completion of maintenance work orders.
• Increase utility savings through energy efficiency and operational practices.
• Implement a consolidated and centralized security program.

13 FY20 STRATEGIC PLAN

FACILITIES MANAGEMENT DIVISION
STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Capture and update asset data in AiM to populate accurate parts, instructions and schedules for each PM
to be performed.
• Complete implementation of the AiM Work Management Module with the essential location data.
• Under the aegis of the Security Master Plan, design and implement a centralized monitoring and
management system at T-187 for access and intrusion systems, fire alarm systems, and camera systems.
Implement the plan’s recommendations uniformly across our jurisdiction.
• Maintain campus custodial supply centers to provide a “push” logistical methodology.
• Sustain the health of FMD owned facilities and safeguard the public and customer agency occupants with
timely, directed environmental tests of hazardous materials and annual radon tests.
• Provide management of electricity, natural gas, water, sewer, refuse and recycling for buildings under the
FMD’s care in partnership with energy service companies (ESCO).
• Establish a detailed facility inspection process and periodic assessment of FMD maintained buildings in
Santa Fe.

CAPITAL PROJECTS - STATEWIDE SERVICES

• MASTER PLANNING
Meet with state agencies under FMD jurisdiction and provide guidance on the preparation and approval of
the annual Infrastructure Capital Improvement Plan (ICIP) requests and master planning.

• PROJECT MANAGEMENT
Provide project management services for new construction, renovations, major repairs and upgrades
including furnishings and equipment. Management functions include all aspects of a capital project from
initial planning, through all design phases, construction, and warranty.

• ARCHITECTURAL & ENGINEERING

FMD architects and engineers provide professional guidance in the development of project capital outlay
requests, participate in design reviews, deliver detailed evaluations of project drawings and specifications
prior to release for bidding or proposing, conduct facility condition assessments, and develop priorities for
repairs and renovations.

GOALS AND OBJECTIVES

• Refine the statewide prioritization criteria matrix for capital projects.
• Ensure consistent training of project management and project administrators.
• Confirm the accuracy of existing construction quotes and estimates for future projects.
• Assess A&E firms and contractors providing serviced to FMD.
• Maximize project management travel efficiencies.
• Work with agencies to identify future ESCO projects.

FY20 STRATEGIC PLAN 14

 FACILITIES MANAGEMENT DIVISION
STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Complete facility condition assessment review of 20% of building inventory and associated assets.
• Provide training resource materials for project management and project administrator staff.
• Continue the use of RS Means or JOCWorks and MS Project or AiM tools for estimating and scheduling projects,
respectively.
• Enhance AiM system to better manage capital projects.
• Conduct written assessments of the work performance of contractors and A&E firms.
• Assign project management staff to areas based in location of project and ease of travel.
• Meet with customer agencies to review their ICIP project submissions.

ASSET MANAGEMENT - SERVICES

FMD maintains accurate information on facility locations, capital equipment and materials, operational status,
deficiencies, and costs associated with space utilization within state owned buildings and leased facilities. Additionally,
Asset Management maintains all available deeds, surveys, and plat maps for land holdings statewide. The information
is used by FMD customer agencies in order to achieve optimal utilization of state owned and leased assets and to
consistently control and value the assets under FMD jurisdiction.

• LEASING MANAGEMENT
Ensures state agencies requiring leased real estate facilities are accommodated in a timely manner that provides
optimum functional capability, meets all requirements for employee safety, health and general comfort, and
achieves the best possible value for taxpayers.

• REAL PROPERTY MANAGEMENT

Facilitates leasing documents and tenant agreements between FMD and government agencies or private tenants
in state owned property and regulates the occupancy of real property under its jurisdiction and the requirements
for the continuation of that use or occupancy. Real Property Management is also responsible for managing vendor
applications, filming location agreements, and maintaining records for real property and building inventory.

GOALS AND OBJECTIVES

• Reduce the cost of state leases.
• Decrease the state’s leased footprint.
• Maintain management data for statewide assets.
• Effectively manage customer agency leases.
• Maintain an accurate land and building inventory.
• Assess space utilization for state facilities and provide guidance in the utilization of space assigned to customer
agencies.

15 FY20 STRATEGIC PLAN

STRATEGIES TO ACHIEVE GOALS AND OBJECTIVES
• Continue use of the AiM asset management database for statewide assets.
• Repeal and replace the Leasing Rule.
• Continue to integrate space standards into new agency leases.
• Ensure payable rent is at, or below, competitive market levels.
• Enhance the AiM Property Module for real property management.
• Conduct a building inventory, facility condition assessments, and identify resources to support space
assessment studies.

PERFORMANCE MEASURES
• Percent of scheduled preventive maintenance requirements completed on time.*
• Percent of new office space leases achieving adopted space standards.*
• Percent of facility management division owned and occupied buildings with an FCI of 60 or greater.*
• Difference between state funding awarded and expended on completed capital projects.*
• Percent of capital projects completed on schedule.
• Percent of capital projects completed within budget.
• Percent of work orders completed in time, by priority status.
• Percent of scheduled preventive maintenance requirements completed on time.
• Total maintenance cost per square foot.
• Total custodial cost per square foot.
• Percent of FMD owned buildings with centralized/consolidated security systems.

* Approved FY20 performance measures under the Accountability in Government Act

FY20 STRATEGIC PLAN 16

 TRANSPORTATION SERVICES DIVISION
MISSION
To help our customers get to their destination on-time and cost-effectively with safe, dependable transportation;
and to recycle useable surplus property in the most efficient manner possible.
CUSTOMERS
Any public employee who drives a passenger vehicle owned by the state; individuals flying in state-owned
planes; state and local governments, public schools, non-profit organizations that acquire goods or services
through state agency for surplus property services.
STATUTORY AUTHORITY
Chapter 15, Articles 4, 8, and 9 NMSA 1978; Chapter 13, Article 1B, and 6 NMSA 1978
SERVICES
• Short-Term and Long-Term Passenger Vehicle Leases
• Vehicle Acquisition and Disposal
• Driver Training Courses
• State Driver License Checks
• Aviation Services
• Ground Transport of Property
• Government Vehicles Titling and Registration
• State Vehicle and Driver Waivers Program
• State Agency Commuter Reporting
• Vehicle Abuse Prevention
• Vehicle Accident Reporting
• Acquisition and Redistribution of Federal and State
Surplus Personal Property
• State Surplus Property Storefront and Online Auction
Operations
• Agency Moving Services
GOALS AND OBJECTIVES
• Implement strategy to replace the state’s aging
vehicle fleet.
• Restart the vehicle monitoring program.
• Increase user-friendliness of the short-term vehicle rental
process.
• Expand the use of Aviation Services.
• Identify creative strategies to increase sales for the
State Agency for Surplus Property (SASP).
• Expand State Central Fleet Authority (SCFA)
program to include exempt state agencies and
institutions of higher learning.
• Expand the defensive driving training courses.
• Create a vehicle accident review board to assess
incidents and identify training for the most common
types of accidents experienced by state vehicle operators.
• Develop cost effective alternatives for state transportation.
• Reduce State Central Fleet Authority (SCFA) operational
costs.
• Develop and implement a ride share program.
17 FY20 STRATEGIC PLAN
STRATEGIES TO ACHIEVE
GOALS AND OBJECTIVES
• Implement a strategy to restore the vehicle
replacement and vehicle monitoring (GPS) programs.
• Encourage agencies to allocate an appropriate
budget for vehicle replacement.
• Convert Fleet Focus from an in-house database to
a web based vehicle management application.
• Implement a kiosk key valet at Quick-Ride vehicle
leasing locations.
• Market the online auction service to NMDOT,
NMG&F, and NMDPS.
• Reduce fleet costs per mile by purchasing hybrid
vehicles.
• Reduce the number of underutilized long-term
leased vehicles.
• Manage a customer e-portal for vehicle mileage
and fuel reporting.
• Increase the number of Quick-Ride locations for
short-term use vehicles.
• Continue to provide Aviation Services to the
Children’s Medical Services and the New Mexico
School for the Blind and Visually Impaired.
PERFORMANCE MEASURES
• Transportation Services Division average vehicle
operation costs per mile, as compared to the industry
average.*
• Percent of leased vehicles that utilize 750 miles per
month or are used daily.*
• Percent increase in short term vehicle use.*
• Number of vehicle keys issued and returned to kiosks
placed at Quick-Ride locations.
• Percent of customers satisfied with TSD’s key valet/
kiosk service.
• Percent reduction in the number of TSD owned vehicles
equipped with GPS that exceeding posted speed limits.
• Percent decrease in stationary idle time for TSD owned
vehicles equipped with GPS.
* Approved FY20 performance measures under the
Accountability in Government Act
FY20 STRATEGIC PLAN 18
 GENERAL SERVICES DEPARTMENT

DEDICATED TO PROVIDING SUPERIOR SERVICE!

Internal Administrative Support and Financial Management

Internal Information Technology Support

Best Value Government Procurement Services

State-of-the-Art Printing and Graphic Services

Comprehensive Employee Group Benefit Plans

Loss Prevention and Control Services

Alternative Dispute Resolution Services

Property and Casualty, Public Liability, and Insurance Coverage

Claims Processing for Unemployment and Workers’ Compensation

Defending the State and Public Employees in Public Liability Act Claims

State Owned and Leased Property Management

Master Planning, Design and Construction Services

Facilities Maintenance, Landscape, and Custodial Services

Vehicle Leasing and Air Travel Services

Resale of Surplus Public Property

19 FY20 STRATEGIC PLAN

 NEW MEXICO
GENERAL SERVICES DEPARTMENT

GSD DIRECTORY
General Services Department
Joseph Montoya Building
1100 S. St. Francis Drive
P.O. Box 6850
Santa Fe, NM 87502-0110
Website: www.generalservices.state.nm.us

Office of the Secretary 827-2000

Administrative Services Division 827-2000
ERISA - Employee Benefits (855) 618-1800
Facilities Management Division 827-2141
Public Information Officer 827-2000
Risk Management Division 827-2036
State Printing & Graphic Services 476-1950
State Purchasing Division 827-0472
Transportation Services Division 827-1958
 GENERAL SERVICES DEPARTMENT
JOSEPH MONTOYA BUILDING
1100 ST. FRANCIS DRIVE • P.O. BOX 6850
SANTA FE, NM 87502
WWW.GENERALSERVICES.STATE.NM.US