GENERAL SERVICES DEPARTMENT

THE HEART AND SOUL OF STATE GOVERNMENT

2019

YEAR END
REPORT
 FY19 YEAR-END REPORT
TABLE OF CONTENTS
EXECUTIVE OVERVIEW
General Services Department Services
General Services Department Statutory Mission

1-2 Program Support

3 Technology and Systems Support
5-6 State Purchasing Division
7-8 State Printing and Graphic Services
9-10 Risk Management Division
11-12 Employee Group Health Benefits Program
13-16 Facilities Management Division
17-18 Transportation Services Division

NEW MEXICO
GENERAL SERVICES DEPARTMENT
GENERAL SERVICES DEPARTMENT
Dedicated to Providing Superior Service!
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

Best Value Government Procurement through Strategic Sourcing

State Owned and Leased Property Management

Master Planning, Design and Construction Services

Vehicle Leasing and Air Travel Services

Resale of Surplus Public Property

Facilities Maintenance, Landscape, and Custodial Services

Safety and Security Services

State-of-the-Art Printing and Graphic Services

Internal Administrative Support and Financial Management

Internal Information Technology Support

FY19 / YEAR-END REPORT

GENERAL SERVICES DEPARTMENT
STATUTORY MISSION
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.

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.

FY19 / YEAR-END REPORT

 GENERAL SERVICES DEPARTMENT
PROGRAM SUPPORT
MISSION
Program Support is comprised of the Office of the Secretary, the Administrative Services Division, the Technology
Systems and Support Bureau, and the Human Resources Bureau.

The Office of the Secretary provides positive leadership, motivation and 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 priority and the needs of
our stakeholders are addressed timely and efficiently. The Administrative Services Division (ASD) provides and
maintains the highest quality administrative support services for the department. Through its numerous bureaus -
Accounts Payable, Budget Services, Purchasing and Contracts, General Ledger, and Account Receivable - ASD’s
diverse efforts provide accurate and timely financial management for GSD operations. In addition, ASD manages an
inter-agency mail service.

The Human Resources (HR) Bureau anticipates and meets the human resource needs of GSD, working as strategic
partners to provide professional services that secure and support a distinguished workforce who are motivated,
well trained, and prepared to ensure the success of the mission and vision of the Department while maintaining
confidentiality of privileged information.

The Technology Systems and Support Bureau (TSSB) – please see 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, 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 with Oversight Agencies,
Customers, and Local Public Bodies
• Legal Services and Document Review
• Development and Analysis of Legislation
• Strategic Planning
• Performance Evaluation, Monitoring and Reporting
• Accounts Payable and Receivable Management
• Budget Development and Monitoring
• Centralized Billing Services
• Financial Report Development and Analysis
• Fiscal Management and Accountability
• General Ledger and Fixed Asset Management
• Press and Public Relations Management
• Human Resource Management
• Records Management
• Inter/Intra Agency Mail Services
• Internal Audit

1 FY19 / YEAR-END REPORT

GENERAL SERVICES DEPARTMENT
PROGRAM SUPPORT
PERFORMANCE MEASURES
GOALS AND OBJECTIVES
• Make safety the top value in GSD.
• Reduce costs to taxpayers.
• Utilize outcome based metrics to track GSD performance.
• Ensure the transparency of GSD programs.
• Support a highly trained, motivated and effective workforce.
• Maintain integrity in leadership, financial and human resource support.
• Provide financial oversight for transparency and accountability.
• Deliver quality financial and customer services.
• Provide value added services to all GSD customers.

P598 - #1 Percent of audit findings resolved from the prior fiscal

Percentyear,
of audit findings
excluding resolved
findings from
related to fundthe prior fiscal
solvency.
year, excluding findings related to fund solvency

100%

75%
90%

50%
0%

25%

0%
FY19 Target FY19 Result

Analysis of performance result: GSD is responsible for managing diverse assets throughout
the State with a significant portfolio of land and buildings under its care and control through its
Facilities Management Division (FMD). Over the past several years GSD has had one recurring audit
finding regarding vacant land values. This finding was addressed and resolved, but the process of
resolving this finding lead to the realization that there was a need to segregate land values from the
values of the buildings that exist on that land. This resulted in a new finding during the FY2017
financial audit. In order to segregate land and building values, GSD must locate original acquisition
documents to determine land values. Unfortunately, numerous property records do not contain
this information. Although valid, this finding will take a considerable about of time and effort to resolve.

FY19 / YEAR-END REPORT 2

 GENERAL SERVICES DEPARTMENT
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
TSSB 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
• Systems Management
• Desktop and Technical Support Help Desk
• Application Development, Support and Maintenance
• Mobile Device Management
• Web Page Development and Support
• Project Management and Quality Assurance
• SharePoint Development, Support and Maintenance
• Disaster Recovery/Business Continuity Planning and
• Enterprise Report Writing Tool Software Development
Administration
and Support
• Security Policy Administration and Oversight
• Wireless and Local Area Network Infrastructure Support
• Systems/Network Security Management
GOALS AND OBJECTIVES
• Provide services to GSD divisions through the use of innovative IT resources and management.
• Implement IT systems that will support the effort to maximize program operational efficiencies.
• Provide solutions that provide seamless cross-boundary access for GSD business customers and other governmental entities.
• Strengthen operations and security through standardized policies, procedures and universal guidelines.
• Enhance and increase the use of the GSD Business Objects WEBi Report Software writing tool and implement business
intelligence platform strategies that will give the Division programs and management user friendly access to data and
allow them to perform Business Analytics (Descriptive, Predictive and Prescriptive Analytics).
• Enhance existing and develop new SharePoint applications.
• Ensure that enhancements to GSD’s business processes are in alignment with IT requirements.
• Optimize the utilization of current GSD IT systems through enhancements, reconfigurations, implementing IT best
practice and end user training.
• Implement and administer a mobile device server that will be capable of managing system updates, security policies
and tracking of mobile devices.
• Implement a Fixed Asset inventory software that is capable of bar code scanning and reading into a SQL database and
can be interfaced to GSD Financial system and the Division’s enterprise systems (Fleet, AiM, Print MIS, Surplus)
• Develop or implement a COTs online training and certification application for division program staff training needs.
• Develop mobile and online applications to increase customer access.
• Implement additional modules in the AiM Space and Facilities Management system to provide enterprise functionality
and access for other state agencies.
• Replace legacy Risk Management Information System with newer technologies.
• Implement electronic document management workflows and imaging for GSD divisions.
• Implement vendor scorecard and performance system.
• Establish a fleet management e-Portal to provide expanded management capabilities for leased vehicles.
• Implement a web-based kiosk system to reserve and maintain leased vehicles.
• Develop electronic solutions to tie preventative maintenance to asset management.

3 FY19 / YEAR-END REPORT

FY19 / YEAR-END REPORT 4
 GENERAL SERVICES DEPARTMENT
STATE PURCHASING DIVISION
MISSION
To strive for “best value” in state acquisitions through the application of timely, data-driven business and marketplace
research and the application of “best procurement practices.”

To administer the State Procurement Code and provide training to all procurement agents 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, Procurement Code: Chapter 13, Article 1

SERVICES
• Develop Policy and Facilitate Purchases for Executive
Branch Agencies
• Administer the New Mexico Procurement Code
• Establish Price Agreements for Customer Agency Use
• Conduct Outreach to Small and Minority Businesses
• Procurement Training for State and Local Employees and
Vendors
• Work with State Agencies to Develop Optimum
Procurement Strategies
• Create Procurements based on Federal GSA Contracts and
Cooperative Procurements
• Provide Construction and A&E Procurements
• Partner with State Agencies to Develop Sole Sources
Procurements
• Administer the Certified Procurement Officer (CPO)
Certification Program

GOALS AND OBJECTIVES

• Continue the implementation of the e-procurement system.
• Develop and promote the standardization of procurement
processes and procedures.
• Increase public entity awareness of best value
procurements.
• Assist public entities with increasing the use of best
value methodologies in procurement.
• Assist New Mexico’s small businesses in doing business
with the state.
• Refine methodology for monitoring vendor performance.
• Increase business outreach efforts.
• Continue administration of the CPO program.
• Increase buyer efficiency.
• Track negotiated cost savings/cost avoidance.
• Increase the use of flexible and responsive contract
methods to support capital projects.
• Continue to refine construction and A&E processes and
procedures.
• Refine post award contract administration processes and
procedures.
• Improve methodology for monitoring vendor
performance.
• Increase contract management oversight of completed
procurements.

5 FY19 / YEAR-END REPORT

 GENERAL SERVICES DEPARTMENT
STATE PURCHASING DIVISION
PERFORMANCE MEASURES
Percent increase in best value procurements, Percent of executive branch agencies
P604 #1 as compared to the previous fiscal year P604with
#2 certified procurement officers, as compared
Percent increase in best value procurements, Percent of executive branch agencies with certified
as compared to the previous fiscal year
to officers,
procurement the previous
as compared fiscal yearfiscal year
to the previous

20% 100%

20%
15% 98%
75%

10% 82%

50%
5%

2.3%
0% 25%
-3.23%

-5%
FY19 Target FY19 Result
Analysis of performance result: Of the 282 total procurements SPD processed in FY18, 62 of those
were best value (22%). By comparison, of the 252 FY19 procurements, 60 (24%) were best value. This
represents a 3.23% decrease over the previous fiscal year.
RFPs are considered best value procurements since factors other than price (quality, expertise, and past
performance) are used when selecting vendors or contractors. Utilizing a best value methodology
represents an industry best practice.
Overall for FY19, the results illustrates the challenge in achieving this target. SPD missed the target for
this metric for each quarter in FY19 and believes it has now reached the saturation point for maximum
use of RFPs rather than other procurement methods such as ITBs.
0%
FY19 Target FY19 Result
Analysis of performance result: In FY18, 97% of executive branch agencies employed procurement
officers who were certified. A Chief Procurement Officer (CPO) is a person within a state agency or
local public body’s central purchasing office who is responsible for the control of the procurement of
items of tangible personal property, services or construction. Every state agency and local public body
under NMSA §13-1-95.2 is required to have a certified CPO on staff.
In FY19, agencies with CPO’s dropped to 90.7%. This can be explained by heavy staffing turnover with
the change of administration. SPD was informed that numerous agencies plan to have staff attend the
next available CPO classes but there are 3 month gaps between classes and the agencies first need to
hire qualified staff before they can register for CPO certification training. With agency staffing
improvements this metric should be self-correcting in FY20; however, SPD will also send out
admonishment letters to agencies, encouraging CPO compliance.

Percent of procurement code violators Cost avoidance due to negotiated savings

P604 #3 receiving
Percent procurement
of procurement code violatorscode training,
receiving procurement for construction procuements,
as code
compared to the previous
training, as compared fiscal
to the previous year
fiscal year P604 #4
as compared to to
Cost avoidance due the previous
negotiated savingsfiscal year
for construction
procurements, as compared to the previous fiscal year
100%
300%
99%
75% 90% $300K

200%

50%
$167.5K
100%
25%

0%
FY19 Target FY19 Result
Analysis of performance result: In FY18, 91.7% of procurement code violators received
procurement code training. In FY19, the number increased to 99%. Currently, attendance
reporting is on the honor system and manually tallied by the trainer. In the future, SPD
hopes to provide customized training by associating the attendee to the specific code violation.
0%
FY19 Target FY19 Result
Analysis of performance result: FMD’s total savings in FY19 was $167,491. In FY18, savings
were $344,544. This represents a 51.3% decrease over the previous fiscal year and is short of
the FY19 target of $300,000. Project cost avoidance is dependent on the number of projects
in a year, the potential dollar amount, the diligence in project manager’s oversight of contractors,
and the awareness of project managers to track savings for the quarter.

The occurrence of a procurement violation is an indication that the violator, and/or their supervisor, This result is also impacted by FMD’s ability to better assess project costs in the planning phases.
may be in need of additional training. The violator may not completely understand the Code, or how FMD Project Manager are doing a significantly better job of working with contract architects
their actions may have caused, or contributed to, the violation. The purpose of additional training for and construction companies to analyze and negotiate bids before breaking ground. As a result,
the employee and their supervisor is to reduce the likelihood of a repeat of the violation. projected costs are more accurate.

FY19 / YEAR-END REPORT 6

 GENERAL SERVICES DEPARTMENT
STATE PRINTING & GRAPHIC
DESIGN SERVICES

MISSION
To serve as the State’s primary centralized resource for producing printed and graphic design services. To provide
state-of-the-art printing and publishing services on a cost-recovery basis with dynamic, high quality graphic design
services to government agencies and tax-exempt entities.

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-Warehouse 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 • Deliver quality printing and graphic design products.
services. • Exceed customer’s expectations.
• Establish practices for efficient printing and graphic
design.
• Provide consistent, timely, and fiscally prudent printing
and design solutions for state agencies.

7 FY19 / YEAR-END REPORT

 GENERAL SERVICES DEPARTMENT
STATE PRINTING & GRAPHIC DESIGN SERVICES
PERFORMANCE MEASURES

P605 #1Revenue generated per employee compared with P605 Sales

#2 growth in State Printing revenue compared with
previous
Revenue30 or 60per
generated day legislative
employee comparedsession
with Sales growth
previous 30 orin60
state
dayprinting revenue compared
legislative session
the previous 30 or 60 day legislative session. with the previous 30 or 60 day legislative session.

$300 40%

$309.6K

30%
34.3%
$200

20%
$180K

$100
10%
10%

$0
FY19 Target FY19 Result
Analysis of performance result: In FY19, State Printing experienced recognized revenue of
$2,163,205.60. With an average of 7 staff members during the year, this calculates to $309,029.37
in revenue generated per employee. By comparison, in FY17, State Printing generated $1,661,120.09
in revenue or $237,302.87 per employee (using the same number of employees).
Revenue per employee is a measure of how efficiently and effectively an organization is utilizing its
staff. In general, an increase in revenue per employee (when FTE's remain constant) is a positive sign
that suggests the company is identifying ways to effectively utilize each of its employees throughout
the year.
0%
FY19 Target FY19 Result
Analysis of performance result: Sales growth is a metric that measures the ability of an
organization to increase revenue over a fixed period of time. Sales growth is a commonly
used strategic indicator that aids in decision making and influences the formulation and
execution of business strategy.
State Printing’s sales in FY19 were $2,163,205.09. In comparison, their FY17 revenue was
$1,611,120.09. This represents a 34.3% increase over the previous comparable legislative
year. Creative marketing and product offerings contributed to this growth.

P605 #3 Average number of business days to

Percent of printing jobs delivered on time P605 #4
provide a quote to the customer
Percent of printing jobs delivered on time Average number of business days to provide a quote to the customer

100% 2

98% 98% 2
75%
Number of days

1.7

50% 1

25%

0
0% FY19 Target FY19 Result
FY19 Target FY19 Result
Analysis of performance result: In FY19, State Printing generated an average of 446.5 requests
Analysis of performance result: In FY19, State Printing shipped 2,205 of 2,256 jobs on for jobs and provided the customer a quote in approximately 1.68 days.
time, or prior to the promised delivery time.
As an enterprise agency, it is important to the success of State Printing to ensure customers are
As an enterprise agency, customer satisfaction with the quality and timeliness of jobs is satisfied with the quality and timeliness of the work produced. To accomplish this it is important
important to the success of State Printing. To accomplish this it is important that promised that quotes are responded to in a timely manner.
delivery dates are met on a consistent basis.

FY19 / YEAR-END REPORT 8

 GENERAL SERVICES DEPARTMENT
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 insurance coverage programs, employee health and other benefits and legal defense in certain matters.

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”) Regional Universal Agreement to
Mediate (with US EEOC), October 29, 2009 Executive Order 08-052 (Entering Into A Regional Universal Agreement to
Mediate With the United States Equal Employment Opportunity Commission); Executive Order 2005-047

ADMINISTRATION
RMD is responsible for the Risk Management Program, that provides various lines of insurance coverage programs for
state and local entities, along with loss prevention and control and claims administration, and for the Employee Benefits
Program, that covers employees (and their spouses/partners/dependents) of state government and participating local
public bodies.
By agreement with DFA and LFC when performance budgeting was implemented, the RMD administration budget
includes funding for the staff and operating costs required to support these programs. Each fund is assessed for these
costs through the Other Financing Uses budget category. Therefore, the budget for each fund clearly reflects costs
associated with each activity.

RISK MANAGEMENT PROGRAM

SERVICES
• Public Liability Coverage: General Liability, Law Enforcement, GOALS AND
Medical Malpractice,
• Civil Rights, and Law Enforcement
OBJECTIVES
• Develop capacity of in-house legal defense.
• Public Property Coverage: Auto, Blanket Property, Art, Boiler • Enhance information outreach through website,
and Machinery and Crime list-serve and other communication strategies
• Workers’ Compensation Coverage • Devise strategies to reduce losses to the state
• Claims Administration for Workers’ Compensation, Public and participating local public bodies and lower
Liability and Public Property premiums for their employees.
• Defense of the State in Covered Lawsuits • Continue to refine the claims process.
• Loss Control Training and Claims Prevention Services • Continue to develop sound financial reports.
• Alternative Dispute Prevention and Resolution Training and
Services

9 FY19 / YEAR-END REPORT

 GENERAL SERVICES DEPARTMENT
RISK MANAGEMENT DIVISION
PERFORMANCE MEASURES
P606 #1 P700 #1
PercentPercent
increase in the number of alternative dispute
increase in the number of alternative dispute
Projected
Projected financial
financial position position
of the public offund
property
resolution bureau
resolution training
bureau trainingand outreach
and outreach events
events held held the public property fund
with thewithtop
the twenty
top twentyloss-producing agencies
loss-producing agencies. 600%
40%

564%
500
400%
30% 35%
642%

20% 200%

10% 0%
10% FY19 Result

Analysis of performance result: According to the sources and uses spreadsheet showing
0% “worst case scenario.” Percentage result due to low outstanding liabilities.
FY19 Target FY19 Result
The Risk Management Division uses actuarial reports, cash balance reports from SHARE, and
Analysis of performance result: In FY19, the ADR Bureau conducted 25 training and projected loss figures attributable to the fund to identify the financial position of each fund.
outreach events. Total attendees = 672; Participating Agencies = 94; Top 20 loss producing
entities participating = 35. To determine the financial position, RMD divides the cash balance of the fund by the actuarial
projected loss attributable to the fund. This method is used to determine if cash on hand will
be sufficient to meet incurred and anticipated claim payment obligations of the fund.

Projected financial position of the P700 #3 Projected financial position of

Projected financial position of the public liability fund
P700 #2 workers’ compensation fund the public liability fund
Projected financial position of the workers’ compensation fund
80%
50%
55%
60%
40% 50%
71%
57%
48%

30% 40%

20%
20%

10%
0%
0% FY19 Result
FY19 Result
Analysis of performance result: According to the sources and uses spreadsheet showing
Analysis of performance result: According to the sources and uses spreadsheet showing
“worst case scenario.”
“worst case scenario.”
The Risk Management Division uses actuarial reports, cash balance reports from SHARE, and
The Risk Management Division uses actuarial reports, cash balance reports from SHARE, and
projected loss figures attributable to the fund to identify the financial position of each fund.
projected loss figures attributable to the fund to identify the financial position of each fund.
To determine the financial position, RMD divides the cash balance of the fund by the actuarial
To determine the financial position, RMD divides the cash balance of the fund by the actuarial
projected loss attributable to the fund. This method is used to determine if cash on hand will be
projected loss attributable to the fund. This method is used to determine if cash on hand will
sufficient to meet incurred and anticipated claim payment obligations of the fund.
be sufficient to meet incurred and anticipated claim payment obligations of the fund.

FY19 / YEAR-END REPORT 10

 GENERAL SERVICES DEPARTMENT
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)
• Onsite health/medical clinic in select locations

GOALS AND OBJECTIVES

• Develop financially viable health/medical benefit alternatives for all state and LPB employees.
• Institute 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.
• Provide affordable healthcare coverage to State employees and LPB members.
• Increase utilization of onsite medical clinic(s).
• Increase participation in the Preventive Health Checkups.

PERFORMANCE MEASURES

P607 #1 Percent of state group prescriptions Percent change in state

P607 #2
Percent offilled withprescriptions
state group genericfilled
drugs
with generic drugs employee
Percent medical
change in state premium
employee medical premium

90%
4%

90% 88% 4% 4%
3%
60%

2%

30%
1%

0%
FY19 Target FY19 Result 0%
FY19 Target FY19 Result
Analysis of performance result: The data is provided by the State’s prescription benefits
manager Express Scripts and compiled by the Employee Benefits Bureau (EBB) each month Analysis of performance result: Medical premiums typically remain static throughout a
based on claims data from retail and mail orders. given fiscal year. Rates may increase in FY20 in response to an increase in medical costs and
a decrease in the member pool.
Generic drugs are less expensive than brand name drugs, while reportedly offering the same
health benefit. As a result, health insurance plans are increasingly encouraging the use of generic
drugs, when they are available, in an effort to reduce healthcare costs.

11 FY19 / YEAR-END REPORT

GENERAL SERVICES DEPARTMENT
EMPLOYEE GROUP HEALTH
BENEFITS PROGRAM
PERFORMANCE MEASURES
P607 #3
Percent change in inthe
Percent change average
the average per member
per member
per monthper month
totaltotalhealthcare
heathcare cost cost

8%

6% < 7%

4%

2%

.38%
0%
FY19 Target FY19 Result
Analysis of performance result: For FY19, the government per member, per month total
health care costs were $863. The FY19 average per member, per month total healthcare costs
for RMD Employee Benefits (EBB) plans were $368.21 for Presbyterian Health Services and
$431.45 for Blue Cross/Blue Shield.

The comparison between RMD’s providers and government costs help EBB determine where
their costs fall, for comparable benefits and services, relative to national figures. The measuring
instrument is a basic service to cost comparison based on per member, per month averages. Per
member activity is compared as well.

Percent
P607 #4increase in the number of members who designate the
Percent increase in the number of members who designate
Stay WelltheHealth
Stay WellCenter as as
Health Center their primary
their primary care care
providerprovider

90%

80.6%
60%

30%

≥ 3%
0%
FY19 Target FY19 Result
Analysis of performance result: In FY18, 67 of 1,771 designated the Stay Well Health
Center as their PCP. In FY19, 121 of 1,716 employees took the same action.

This measure identifies members who do not have a primary care provider. Since a primary
care provider tracks members’ health, and health related events, selecting a primary care
provider is a proactive step in effective heath care management.

FY19 / YEAR-END REPORT 12

 GENERAL SERVICES DEPARTMENT
FACILITIES MANAGEMENT
DIVISION
MISSION
To ensure that the citizens of New Mexico and state agencies receive the best value in life cycle facilities management by
providing exceptional design, construction, operation and maintenance of state-owned assets and leased facilities. To
provide clean, safe, energy-efficient work environments for our employees and customers and to support
the sustainability, energy efficiency, and capital improvement of state facilities.
The Facilities Management Division (FMD) maximizes existing resources to maintain, clean, operate and improve
buildings, and preserve the grounds and premises of executive branch facilities under FMD jurisdiction located within
the boundaries of the City of Santa Fe. Statewide, FMD is also responsible for asset management of more than 6.8 million
square feet of space in over 750 buildings with an estimated replacement value of nearly $1.5 billion. The Division also
leases 2.7 million square feet of privately owned space for state agencies with payable rent of $48 million dollars annually.

JURISDICTION Chapter 15-3B-2

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

STATUTORY AUTHORITY Chapter 9-17-3(2), 15-3B-3, NMSA 1978

SERVICES
FACILITIES OPERATIONS AND MAINTENANCE (SANTA FE ONLY)
• Custodial Services – Provides daily custodial services to 1.5 million square feet of State owned buildings to
include, but not limited to: restroom cleaning, trash pick-up, dusting, mopping, carpet care, glass cleaning,
and other related functions, as well as periodic cleaning services, planned customer requests and emergency or
special event cleaning.
• Facilities Operations – Provides Campus Operations, Work Control Center and Safety & Security Operations.
• Maintenance Services – Provides building repair/replacement, preventive maintenance, Rapid Response, small
project, and Grounds & Landscape Services.
• Utilities Management – Provides utilities management of electricity, natural gas, water, sewer, refuse and
recycling for buildings under the Division’s care.

GOALS AND OBJECTIVES

• Improve work order completion rates.
• Formalize a customer feedback process to improve facility operations.
• Maintain an ongoing periodic assessment of the condition of state facilities.
• Perform at a level three building cleanliness industry standard per the Association of
• Physical Plant Administrators (APPA).
• Increase utility savings through energy efficiency and operational practices.

13 FY19 / YEAR-END REPORT

SERVICES
CAPITAL PROJECTS (STATEWIDE)
• Master Planning – In accordance with the Executive Order 2012-023 requiring state agencies to submit five-year
Facilities Master Plans and providing for plan guidance, FMD conducts workshops for all state agencies and
provides guidance on the preparation and approval of Agency Master Plans - which form the basis of the yearly
Infrastructure Capital Improvement Plan (ICIP) process.
• Project Management – Provides 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 capital project outlay requests including generation of project scope and estimates of project costs.
Architectural and engineering services include participation in design reviews and detailed evaluation of
project drawings and specifications prior to release for bidding or proposing. FMD professional services will
include facility condition assessments, system engineering support and setting priorities for repairs and
renovations.

GOALS AND OBJECTIVES

• Refine the statewide prioritization criteria matrix for capital projects.
• Implement a capital projects program in AiM.
• Ensure all Project Managers are actively using RS Means or JOCWorks and MS Project tools for estimating and
scheduling, respectively.
• Implement an engineering program that supports capital project planning, requirements definition and reviews.
• Conduct workshops with agencies to facilitate a periodic update to Agency’s 5-year Master Plans.

SERVICES
ASSET MANAGEMENT
• Leasing Management - Works to ensure state agencies requiring leased real estate facilities are accommodated
timely and in a 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 Space Assignment Understandings (SAU’s)
between FMD and governmental agencies or private tenants in State owned property.

GOALS AND OBJECTIVES

• Conduct periodic facility inspections to update and verify condition assessment information.
• Assess space utilization for state facilities.
• Validate the AiM asset management data for statewide assets (buildings, leased facilities, land, etc.)
• Work to achieve a proper balance between full time employee counts and leased space.
• Assure payable rent is at competitive market levels.
• Maintain an accurate land and building inventory.

FY19 / YEAR-END REPORT 14

 GENERAL SERVICES DEPARTMENT
FACILITIES MANAGEMENT
DIVISION
PERFORMANCE MEASURES
P608 #1 Percent of capital projects completed on schedule
Percent of capital projects completed on schedule
100%

97.9%
75% 95%

50%

25%

0%
FY19 Target FY19 Result

Analysis of performance result: During the course of the FY19 fiscal year, 98% (218.25 of
222.75) of active capital projects managed by the Capital Projects Bureau were on schedule.
Delayed projects are typically the result of funding issues or a change in the scope of the project.

Percent
P608 #2 of scheduled preventive maintenance
Percent of scheduled preventive maintenance
requirements completed
requirements completed on time
on time

100%

80% 95%

60%

40%
52.2%

20%

0%
FY19 Target FY19 Result

Analysis of performance result: This metric includes both contractor performed scheduled
preventive maintenance (PM) as well as FMD in-house performed PM. In FY19, 2,643 of 5,060
scheduled PMs were completed. The downward trend in the completion of PMs is primarily
due to a lack of in-house resources. The PM Maintenance Manager position had been vacant
since January 1, 2019. Additionally, there were only three maintenance workers responsible
for all in-house PM work orders, maintenance repair/replacement work orders, snow removal
and other maintenance emergencies.

15 FY19 / YEAR-END REPORT

P608 #3 Percent of new office space leases
Percentachieving
of new office adopted
space leasesspace
achieving adopted space standards
standards

90%

85.7%
60%

30%

25%

0%
FY19 Target FY19 Result

Analysis of performance result: Of the 21 new office space leases executed by FMD, 18
achieved the adopted space standard of ≤ 215 square feet. Measuring the number new
leases in compliance with state space standards supports the GSD goal of a reduced state
footprint and a reduction of lease costs.

FY19 / YEAR-END REPORT 16

 GENERAL SERVICES DEPARTMENT
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
All state employees who drive a vehicle owned by the state, except those exempted (emergency and unmarked police
vehicles, special use vehicles, Department of Transportation trucks and road equipment); persons flying in state-
owned planes; state and local governments, public schools, non-profit organizations that acquire goods 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
• Defensive Driving Courses
• 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 Operations

GOALS AND OBJECTIVES

• Continue to replace the state’s aging vehicle fleet.
• Increase the viability of Aviation Services Bureau focusing on critical missions.
• Increase sales of the State Agency for Surplus Property (SASP) program.
• Expand State Central Fleet Authority (SCFA) program to include exempt state agencies and institutions of higher learning.
• Increase short-term vehicle utilization.
• Expand defensive driving courses.
• Establish Accident Review Board.
• Develop cost effective alternatives for state transportation.
• Reduce State Central Fleet Authority (SCFA) operational costs.

17 FY19 / YEAR-END REPORT

 GENERAL SERVICES DEPARTMENT
TRANSPORTATION SERVICES DIVISION
PERFORMANCE MEASURES
Average vehicle operation costs per mile,
P609 #1
Percent of leased vehicles that are utilized
as compared to industry
Average vehicle operation costsaverage
per
P609 #2 Percent of leased vehicles that are utilized
seven hundred and fifty miles per month
seven hundred and fifty miles per month
mile, as compared to industry average
80%

$0.60

60%
≤ $0.59
63%
$0.40 60%
$0.49
40%

$0.20 20%

$0.00 0%
FY19 Target FY19 Result FY19 Target FY19 Result

Analysis of performance results: The Transportation Services Division uses the Asset
Works Fleet Focus third party vehicle software applications and American Automobile
Association (AAA) national industry standards for vehicle operating costs to track and
calculate the average cost per mile for their fleet. Tracking vehicle costs per mile is an
industry standard practice. TSD calculates this figure based on a medium sized passenger
sedan accumulating 15,000 miles per year (larger vehicles such as trucks and passenger
vans are excluded from this measure).
Variables such miles traveled, average miles per year, maintenance and repair costs, fuel
costs, and overhead costs are used to calculate TSD’s total vehicle operation costs. These
costs are then compared to national industry calculated costs.
The average AAA cost per mile during FY19 was $0.58. TSD’s cost per mile was $0.49.
Analysis of performance results: This measure is used to determine if, and how
often, vehicles are used by state agencies. This directly supports the division's mission
of ensuring maximum vehicle utilization and removing underutilized vehicles from the
leased vehicle pool.
If a vehicle does not meet the 750 mile/daily use threshold the agency is encouraged to
turn in the vehicle (this applies to long term leases) to TSD and use the Quick Ride (short-
term lease) program.
During the course of the 2019 fiscal year, 63% (an average of 1,209 of 1,919) of total leased
vehicles were used daily or used over 750 miles per month. An average was used since the
total number of vehicles fluctuates during the year. In the first half of the year vehicle usage
was 59%. In Q4, usage was 70%.

P609 #3 PercentPercent
of short-term vehicles
of short-term vehicle use use

80%

80%
60%
66%

40%

20%

0%
FY19 Target FY19 Result

Analysis of performance results: The Transportation Services Division uses Asset Works' Fleet
Focus and an Access database to track short term vehicle use. Data is collected monthly from
short-term trip tickets and entered into the system by the State Central Fleet Authority.

This measure is used to determine the frequency with which short-term vehicles are used by
state agencies. This metric directly supports the division's mission to increase short-term use and
reduce the number of long- term leased vehicles.

In FY19, TSD’s vehicles were used 66% of their available time.

FY19 / YEAR-END REPORT 18

19 FY19 / YEAR-END REPORT
 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 WWW.GENERALSERVICES.STATE.NM.US
P.O. BOX 6850
SANTA FE, NM 87502