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DMS Overview for
2010 Transition
DMS Transition Manual – Table of Contents
1. Overview and Culture ........................................................................................................................ 1
2. Introduction ............................................................................................................................................ 5
3. Organization and Functions ............................................................................................................ 9
- Division of Retirement (Retirement)……………………………………………………………………. 9
- Division of State Group Insurance (DSGI) ………………………………………………………….. 11
- Division of Human Resource Management (HRM) ……………………………………………... 14
- People First System (PF) …………………………………………………………………………………... 19
- Division of Telecommunications (DivTel) ………………………………………………………….. 23
- Division of State Purchasing (State Purchasing) ………………………………………………… 27
Office of Supplier Diversity (OSD) ………………………………………………... 29
- Division of Specialized Services (Specialized Services) ………………………………………. 32
Bureau of Aircraft Operations (Aircraft) ………………………………………. 32
Motor Vehicles and Watercraft Management (Fleet) …………………….. 33
Private Prison Monitoring (PPM) ………………………………………………… 35
Federal Surplus Property (Federal Property) ……………………………… 37
- Division of Real Estate Development and Management (REDM) ………………………... 38
- Administration/Office of the Secretary (Executive Office) ………………………………….. 41
- Commissions and Councils ……………………………………………………………………………….. 43
- Independent Entities ………………………………………………………………………………………... 46
4. Budget and Resource Management ........................................................................................... 47
5. Legislative Priorities and Committees...................................................................................... 61
6. Key Personnel ...................................................................................................................................... 72
7. Open Government and Ethics ....................................................................................................... 83
8. Performance Management and Learning ................................................................................ 87
9. Facts of Life in DMS ........................................................................................................................... 91
Parking ...........................................................................................................................................................91
Travel ..............................................................................................................................................................91
Safety in the Workplace ...................................................................................................... 91
DMS Employee Directory by role .........................................................................................................94
Meetings and Conferences ................................................................................................................... 101
10. Appendices
A. DMS Organization Chart B. Delegation of Authority C. Legislative Watch List (as of Oct. 19, 2010) D. Key Personnel Resumes E. Key DMS Applications and Systems F. DMS Code of Ethics
DMS Overview for 2010 Transition 1
Overview and Culture
The Department of Management Services (DMS) service motto is, we serve those who serve
Florida, to clearly describe what this agency does. We provide enterprise (shared) services
to other state agencies. Those services include telecommunications, state purchasing and
MyFloridaMarketPlace, management of the Florida Facilities Pool that includes 113 state-
owned buildings, and human resources (HR) benefits including the Web-based HR
management system, People First. We work daily to continuously deliver those enterprise
services as cost-effectively as possible.
Through our constant focus on the customer and consistent leadership since 2007, our
teams from the front line up to the leadership team, have become better producing. We
remain customer-centric, despite challenges that can be distracting and discouraging. This
team demonstrates repeatedly that we deliver world-class customer service.
An important part of our culture is our service promise: To Serve with CLASS, which stands
for:
Communicate Concerns Immediately
Listen, Learn and Grow together
Act with Integrity and Honor
Strive for Greatness
Serve with a Servant’s Heart
DMS has built momentum in this culture across its business lines and organizational layers.
Continuing to capitalize on that momentum assures that customers will remain in the “top
box” (see section 8, Performance Management and Learning) so DMS can continue
delivering cost-effective enterprise services.
We have the skill sets and knowledge to design and deliver enterprise services through
every division of this agency. We have seen growth and success in our expertise during the
last four years.
Our divisions refined their skills and became better and better at probing customers’ needs.
They used that information to shop the market and identify resources available that meet
the state’s needs. These teams launch and implement services that are as cost-effective as
possible to maximize the state’s resources and provide quality services.
Serving our customers requires us to seek first to understand—understand our customers’
needs, what the market offers and how we can marry them within the scope of the state’s
DMS Overview for 2010 Transition 2
resources. These teams have been successful in doing that and our entire agency continues
to work toward that end.
We are passionate about customer service. Our agency priorities over the last four years
focused on customer service, and included applying best practices to our work, increasing
customer satisfaction and demonstrating customer value. Regular dialogue with our
customers to understand their needs demonstrates that we value their input about the
services we deliver to them. Increasing our competencies through training (e.g., contract
management or project management certifications) improves our products and outcomes,
resulting in consistent, positive customer satisfaction (see page 87, Customer Quality
Assurance Overall Satisfaction).
As we deliver cost-effective shared services, we free our sister agencies to stay focused on
their important work: education, transportation, children and families, environment,
emergency management and so on. We operate in an atmosphere of full transparency and
work to stimulate competition. To date, those efforts resulted in $547.6 million in direct
savings and/or cost avoidance in the current and last two fiscal years through contract
renegotiations for our shared services. Our customers can see and feel the value of $547.6
million in cost avoidance and translate it into increased service delivery to their customers.
Successes
The People First system “rehabilitation” is a monumental success for the State of Florida. It
clearly epitomizes the evolution of our competencies at DMS. We talked with our
customers to seek to understand their needs based on their experiences with the system
since its launch in 2004.
The DMS People First team adhered to best practices in contract management to execute a
contract amendment that delivered a major system enhancement, followed by contract
renewal renegotiations that resulted in $45 million in cost avoidance to the state, effective
immediately in January 2010 through the life of the contract (August 2016).
We held the vendor and ourselves accountable through project management best practices.
The result is a system enhanced in both functionality and appearance, for less money. We
have used similar approaches with success in the MyFloridaMarketPlace and MyFloridaNet
systems.
In the state group insurance program, we hired people with strong skill sets and developed
their expertise specific to application in state government. Their work achieved
extraordinary savings for the state while we continue to offer a full cafeteria benefits plan
to state employees. As the State Legislature makes changes to those benefits and in light of
DMS Overview for 2010 Transition 3
national health care reform, we have a greater appreciation and understanding of the value
this group’s skills provide our agency and the state.
Administrative functions like HR, employee risk management, accounting and property
management are the backbone of any organization—and a state agency is no exception.
DMS has an operationally sound administration.
Administrative costs are 1.37 percent of budget
45 percent reduction in loss claims
53 percent reduction in loss claims dollars
99.7 percent accounting of real property
In a for-profit environment, those successes equate to cash in the bottom line. In
government, they represent responsible stewardship of the public trust as we use taxpayer
dollars to operate and deliver services to Floridians.
Looking Forward
As DMS works with many and varied customers and stakeholders, it is important for DMS
leaders to help employees stay focused on the customers. That customer-centric priority
gives the agency a gauge with which to assess and make the choices that best serve the
state’s needs.
Adhering to the DMS common denominator of cost-effective, enterprise services
strengthens the DMS brand. The agency can continue to build its brand and market DMS
services to other state agencies. As we share our story, we help them understand the value
of shared services for them. Key to that message is the understanding that shared services
free agencies to be more customer-centric in their own operations, staying focused on their
customers while we focus on administrative functions.
DMS has many rising stars and it is important to continue to recruit and develop that kind
of talent. This agency has exciting projects, and we can mentor and coach rising stars as
they work on those projects. Growing their knowledge and expertise empowers them to
find additional opportunities to improve services to DMS customers.
As the state budget allows, it will be essential that the state take steps to restore pay equity.
DMS often loses its rising stars because they can make more money at other state agencies
or in the private sector. Additionally, budget deficiencies have stripped learning and
professional development opportunities that the state needs to restore as soon as possible.
Not only do those cuts impact employee retention, it creates risk for the agency as our
DMS Overview for 2010 Transition 4
subject matter experts do not advance their expertise and do not keep up with emerging
best practices in their work for DMS and the state.
Department of Management Services employees are dedicated public servants. They will
continue to serve the State of Florida and those who serve Florida with CLASS and
outstanding customer service. This team works diligently to identify ways to improve
efficiencies in service delivery and in the services we provide, as well as identifying ways to
reduce costs.
DMS Overview for 2010 Transition 5
Introduction
In July 1992, the Departments of Administration and General Services merged to create the
Department of Management Services (DMS) to centralize the responsibilities for services
and support. The 1.1 million DMS customers include state agencies, state employees, state
retirees, universities, community colleges, local governments and their retirees. DMS is a
shared service provider that supports state agencies and state employees through its
divisions of human resource management, retirement benefits, health benefits, real estate
management, specialized services, state purchasing and telecommunications.
DMS is centrally located in building 4050 of the Capital Circle Office Center (CCOC) in
Tallahassee, at 4050 Esplanade Way. The Division of Telecommunications is located in
CCOC building 4030, at 4030 Esplanade Way. DMS also maintains a Legislative Affairs office
suite in the Capitol. The suite number is 2002, and the phone number is (850) 488-6285.
The Division of Retirement is located in the leased Winewood facility on Blair Stone Road
in Tallahassee. The DMS MyFloridaMarketPlace (MFMP) team members work from
Accenture’s office on Old St. Augustine Road in Tallahassee.
DMS has regional offices with employees across the state, primarily representing our
Division of Real Estate Development and Management. The Division of Specialized Services
Federal Surplus Property Bureau is located in Starke, Florida.
Who We Are
A governor-appointed secretary with three business lines plus independent entities leads
DMS:
- Human Resources Support and Telecommunications Services
- Division of Retirement (Retirement)
- Division of State Group Insurance (DSGI)
- Division of Human Resource Management (HRM)
- People First System (PF)
- Division of Telecommunications (DivTel)
- Business Operations
- Division of State Purchasing (State Purchasing)
Office of Supplier Diversity (OSD)
- Division of Specialized Services (Specialized Services)
Bureau of Aircraft Operations (Aircraft)
Motor Vehicles and Watercraft Management (Fleet)
Private Prison Monitoring (PPM)
Federal Surplus Property (Federal Property)
DMS Overview for 2010 Transition 6
- Division of Real Estate Development and Management (REDM)
- Administration/Office of the Secretary (Executive Office)
- Independent Entities (DMS provides no executive direction to these entities.
Memoranda of Understanding direct types of administrative support services.)
- Governor’s Commission on Disabilities (GCOD)
- Public Employees Relations Commission (PERC)
- Florida Commission on Human Relations (FCHR)
- Enterprise Florida
- Black Business Investment Board (BBIB)
- Southwood Shared Resource Center (SSRC)
- Dotted Line Entities to DMS (DMS provides no executive direction or administrative
services.)
- Division of Administrative Hearings (DOAH)
- Agency for Workforce Innovation (AWI)
Refer to the DMS organization chart in Appendix A.
What We Do
DMS Mission, Values and Priorities
Mission and Values
• The DMS service mission is “Providing smarter, better and faster services.”
• The service motto is “We serve those who serve Florida.”
• The service vision is “Engaged employees; satisfied customers.”
• The service promise is to serve with CLASS (refer to page one).
• DMS employees treat each other, and DMS customers, with courtesy, respect and
responsiveness.
DMS Priorities
The top priority for the department is to serve our customers at the highest level possible
by increasing customer satisfaction, engaging employees and demonstrating customer
value.
• We determine customer satisfaction by how our products perform to the customers’
expectations, and by our employees’ ability and capacity to build relationships with
our customers and with each other.
• We engage employees through customer service training, e-learning courses and
feedback from customer surveys.
DMS Overview for 2010 Transition 7
• We demonstrate DMS customer value by saving the State of Florida $547.6 million
in the current and last two fiscal years by renegotiating contracts and improving
efficiencies.
Ultimately, our priorities drive alignment toward our vision and provide focus on what
needs to be done today to achieve our service mission.
Our Culture
Over the last four years, DMS worked to bring consistency to the agency and improve
employee morale. To do this:
• DMS retooled its mission and priorities, and focused on satisfying customers, which
also improved morale.
• For key positions, DMS leaders sought people with the “best fit” with the agency
mission and culture.
• DMS finds “best fit” candidates through the interview process. Typically, for top
candidates with the required knowledge, skills and abilities, DMS conducts group
interviews to ensure that they are a good fit.
• The department strengthened its core values to ensure every employee upheld
those values.
Like any organization, DMS seeks continuous improvement as we move forward. To give
employees a sense of ownership and pride, DMS gives people responsibilities that relate to
the agency’s vision and goals.
With the common goal of customer focus, our team works together in one direction. Our
momentum gains speed and success breeds more success. The process is not always easy
and staying focused sometimes requires that leaders make tough decisions. Because of the
last four years’ progress, DMS has strong momentum and our brand continues to gain
recognition. The current culture empowers DMS employees to serve with CLASS and
deliver world-class customer service to Floridians and those who serve Florida.
DMS Overview for 2010 Transition 8
DMS Overview for 2010 Transition 9
Organization and Functions
Division of Retirement (Retirement)
Retirement administers the Florida Retirement System (FRS), the fourth largest public pension
plan in the country with $117 billion in assets (as of Sept. 23, 2010) and more than 990,000
participants. Retirement administers the defined benefit plan (Pension Plan) for the FRS. The
State Board of Administration manages FRS plan investments and administers the Public
Employee Optional Retirement Program (Investment Plan). Retirement also oversees and
monitors the actuarial soundness of non-FRS local government retirement systems, in addition to
pension plans for municipal police and firefighters.
• Bureau of Benefit Payments—Issues $5.1 billion annually in benefit payments to retirees,
coordinates Deferred Retirement Option Program (DROP) payouts, answers questions and
processes disability retirement applications and claims for survivors and beneficiaries.
• Bureau of Enrollment and Contributions—Enrolls agencies and members in the FRS,
State University System Optional Retirement Program, Senior Management Service
Optional Annuity Program and processes beneficiary changes before retirement. It also
receives and balances monthly payroll reports from FRS employers and answers employer
questions about monthly reporting requirements.
• Bureau of Local Retirement Systems—Monitors 491 local public retirement systems, the
State University System Optional Retirement Program, the Senior Management Service
Optional Annuity Program, and the local police and fire pension funds under chapters 175
and 185 of the Florida Statutes.
• Bureau of Retirement Calculations—Determines eligibility for service retirement and
DROP, calculates retirement benefits and estimates of benefits, calculates the cost to
purchase various types of creditable service, and answers questions about reemployment
after retirement.
Program Statistics:
FRS Membership (as of June 30, 2010)
DMS Overview for 2010 Transition 10
Partners:
Service Company
IT Support and Maintenance Deloitte
IT Third Party Monitoring KPMG
Actuarial Services Milliman USA
Tax Attorney Services Carol Calhoun
Actuarial Services Foster & Foster
Director: Sarabeth Snuggs
Staff: 194 FTE (full-time equivalents)
DMS Overview for 2010 Transition 11
Funding: $36.4 million total
$16.8 million General Revenue – Pensions and Benefits
$19.6 million Trust Funds:
• FRS Operating Trust Funds
• Optional Retirement Program Trust Fund
• Police and Firefighters’ Premium Tax Trust Fund
• Retiree Health Insurance Subsidy Trust Fund
Statutory Authority: F.S. 112.05
F.S. 112.363
F.S. 121
F.S. 122
F.S. 175
F.S. 185
F.S. 238
F.S. 250.22
* * *
Division of State Group Insurance (DSGI)
DSGI offers and manages a comprehensive package of health and welfare insurance benefits,
including a variety of health insurance options, flexible spending and health savings accounts, life
insurance, dental insurance and other insurance products for 581,000 state employee and retiree
contracts. DSGI procures and manages services that will meet the needs of our customers and
remain cost-efficient. DSGI provides subject-matter expertise, information and tools to help the
Legislature make the best decisions to produce cost savings and improve benefits.
• Bureau of Financial and Fiscal Management—Establishes and manages fiscal policy and
control of the insurance benefit programs, provides financial and budget oversight,
manages vendor payments, administers premiums, monitors contractors’ financial
compliance and conducts audits.
• Bureau of Policy and Development—Establishes insurance product procurement
priorities, administers procurements with law, manages contracts, ensures compliance
with pretax cafeteria plan requirements, communicates insurance benefits information to
employees, retirees and other stakeholders, including open enrollment activities and
communications, and investigates and completes appeals for some benefits plans.
DMS Overview for 2010 Transition 12
Program Statistics and Funding:
DSGI offers and manages services through four trust funds:
State Employees’ Group Health Self-Insurance Trust Fund
2009-10 Financial Summary – Cash Basis
Total Revenues: $1,792.0 million
Total Expenses: $1,773.6 million
2009-10 Average Employee Enrollment (not including dependents)
PPO Standard Plan 94,952
PPO Health Investor Health Plan 893
HMO Standard Plan 80,911
HMO Health Investor Health Plan 441
State Employees’ Group Life Insurance Trust Fund
2009-10 Financial Summary – Cash Basis
Total Revenues: $36.1 million
Total Expenses: $37.5 million
2009-10 Average Employee Enrollment (not including dependents)
Active employees – Basic life insurance 129,681
Active employees – Optional life insurance 31,652
Retirees 28,436
State Employees’ Group Disability Trust Fund
2009-10 Financial Summary – Cash Basis
Total Revenues: $0.6 million
Total Expenses: $0.3 million
2009-10 Average Employee Enrollment (not including dependents)
Participants 24,400
State Employees’ Pretax Benefits Trust Fund
2009-10 Financial Summary – Cash Basis
Total Revenues: $108.3 million
Total Expenses: $88.3 million
2009-10 Average Employee Enrollment (not including dependents)
Flexible Spending Plans 14,854
Supplemental Insurance Plans 175,007
DMS Overview for 2010 Transition 13
Accomplishments:
• Contract renegotiations and renewals—New process for negotiating annual HMO rate
renewals resulted in a cost avoidance of $233.8 million through FY 2011-12 with the 2009
HMO renegotiation and $86.1 million with the 2010 renegotiation.
- PPO renegotiation (Blue Cross Blue Shield of Florida) resulted in a cost avoidance of
$11.5 million through December 2014.
- Pharmacy Benefit Manager renegotiation (Caremark) avoided $32.4 million through
December 2011.
• Procured life insurance vendor—Effective January 2008 for $3.4 million annual cost
avoidance (and 99 percent customer satisfaction).
• Enacted competitive process for consulting services—New process within the state
term contract vendor pool resulted in better rates and final products.
• Open Enrollment Revamp—Improved activities and communications, including
MyBenefits website, which resulted in 30 percent increase in “satisfied” and “extremely
satisfied” survey results from customers.
Projects and Initiatives:
• Procurements—Current open procurements for HMO services and for Pharmacy Benefit
Management services for contracts effective January 1, 2012.
- Per SB 2374, DSGI will also release contingency-based procurements for post-
payment claims audits services and for dependent eligibility audit services.
• Federal Health Care Reform—Implement changes to the State Group Insurance Program
as required by the Patient Protection and Affordable Care Act. DSGI also continues to
develop the fiscal impact of the Act’s provisions.
• Legislative Mandate Implementation—Continue to implement the changes to the State
Group Insurance Program established by the 2011 General Appropriations Act.
DMS Overview for 2010 Transition 14
Partners:
Service Company
Standard and High Deductible Health Plans Self-Insured PPO Blue Cross Blue Shield of Florida CVS/Caremark (PBM services) Fully-Insured HMOs AvMed Health Plans Capital Health Plan Coventry Health Care of Florida Florida Health Care Plans UnitedHealthcare Basic and Optional Life Insurance Minnesota Life Dental Insurance Ameritas Group Assurant Employee Benefits CIGNA Dental Plan CompBenefits UnitedHealthcare Dental Vision Insurance HumanaVision Supplemental Insurance Colonial Life Accident, Disability and Cancer Aflac Cancer/Hospital Intensive Care Alta Hospital Supplemental Plans New Era Life Insurance Hospital Income Plan Other Benefits Medical Reimbursement Account Limited Purpose Medical Reimbursement Account Health Savings Account Dependent Care Reimbursement Account
Director: Michelle Robleto
Staff: 23 FTE
Funding: $24,635,047
Statutory Authority: F.S. 110.123
* * *
Division of Human Resource Management (HRM)
HRM establishes the policies, practices and strategies for the State Personnel System (SPS), the
largest of the six primary employment systems in Florida’s state government. (Others include the
state universities, the Justice Administration System, the State Courts System, the Florida
Legislature and the Florida Lottery.) The SPS includes approximately 115,000 employees in
DMS Overview for 2010 Transition 15
authorized Career Service, Selected Exempt Service, Senior Management Service and Other
Personal Services (OPS) positions within the 31 Executive branch agencies. HRM also administers
the Career Service System as required by Florida’s Constitution and represents the Governor as
the Chief Labor Negotiator for the SPS, negotiating wages, hours and terms and conditions of
employment with six labor unions representing 13 collective bargaining units.
HRM maintains a unified, lawful and effective employment system that streamlines HR processes
to avoid costly duplication and inefficiencies within each agency, and minimizes litigation risk.
HRM establishes effective and efficient HR programs and services for state agencies to help attract,
develop, retain and reward a high-performance state workforce. Among the services it provides,
HRM creates numerous policies and programs on various HR topics and educates and assists
agencies in these areas, gives agencies access to HR training and development opportunities,
develops personnel rules and accompanying materials, and reviews and approves agency HR
program changes and business rules for the People First system.
HRM also monitors legislation, proposals and workforce trends to better evaluate and recommend
changes to Florida’s HR infrastructure to address current and future workforce demands,
compensation offerings and policies, and researches, compiles and provides workforce statistics
to fulfill federal and state reporting requirements.
• Workforce Design and Compensation Team—Manages the state’s classification and
compensation systems, and reviews agency re-organizations, appointments and status of
employees, layoffs and Fair Labor Standards Act issues.
• Workforce Development and Benefits Team—Oversees the human resource policies
and programs related to recruitment and retention, benefits, attendance and leave,
performance evaluation and recognition and training and development.
• Workforce Strategic Planning, Research and Operations Team—Serves as a strategic
business partner to improve SPS performance through research and analysis, policy
recommendations, best practice solutions, forecasting needs, planning, supporting and
executing workforce strategies, and manages the division’s internal operations.
• Labor Relations Team—Oversees the collective bargaining agreements, processes Step 3
grievances and handles other related activities.
DMS Overview for 2010 Transition 16
Program Statistics:
State Personnel System Customers as of June 30, 2010:
31 SPS Agencies
114,996 Total Employees
85,588 Career Service
18,872 Selected Exempt Service
571 Senior Management Service
9,965 Other Personal Services
700 Agency Human Resource Professionals
6 Labor Unions
13 Collective Bargaining Units
Other State Employers and Human Resource Associations
Accomplishments:
HRM accomplishments since FY 2006-07 include:
• HR Guidance and Customer Assistance—Administered 11 administrative rules; issued
48 rule interpretations, policy clarifications and program guidelines, 20 manuals and
guidelines and responded to more than 32,500 telephone and e-mail requests, and
sponsored a variety of HR workshops and presentations.
• Florida State Employees’ Charitable Campaign—Processed average 1,400 applications
annually for campaign participation and 2,400 applications for undesignated funds. Raised
$4.8 million to $5 million annually.
• Florida Human Resources Institute—Created the institute, a long-term initiative to
provide professional learning and certification to SPS HR professionals. Developed and
delivered a three-day, 10-topic “Fundamentals of HR Course,” that was well-received and
valued (corroborated by attendee surveys).
• Exemplary Customer Service—For the last four years, HRM achieved a 100 percent
customer satisfaction rating (extremely satisfied and satisfied). For Fiscal Year (FY) 2009-
10, 76 percent of customers reported “extreme satisfaction” with HRM services.
Special Projects/Initiatives:
• OPS Social Security Alternative Retirement Plan—Developed an alternative retirement
plan to reduce the state’s Social Security tax liability by approximately $11 million per year
and provide OPS employees with a self-directed and portable means for retirement. Plan
implementation is scheduled for January 2011.
DMS Overview for 2010 Transition 17
• Chapter 110, Florida Statues (F.S.), Re-write Project—Restructured Chapter 110, F.S., to
distinctly apply only to SPS agencies and modified Chapter 112, F.S., to properly distinguish
between the other multiple employers within state government. These changes clarify the
role of the SPS and provide for a more efficient administration of human resource practices
by providing a more timely response to evolving operational needs. Note: Although a
legislative bill was proposed during the 2010 Legislative Session to effect these changes, the
Legislature did not enact the proposal. HRM seeks to re-introduce the bill in future sessions.
• Rule Re-write Project (Florida Administrative Code (F.A.C.)—Created draft revisions to
the SPS personnel rules to accompany the revised statutory language for the Chapter 110,
F.S., re-write. These rules will give agencies the necessary operational guidance to help
them lawfully administer their human resource programs. Note: The draft rules were not
promulgated since the corresponding statutory language has not been enacted.
• SPS Human Resource Strategic Plan—Developed a five-year plan for the SPS to provide a
roadmap for human resource policy guidance to meet the critical mission of developing and
providing innovative world-class human resource services in the areas of human resource
leadership, structure, competitive balance, and development. The plan will ultimately
impact the people of Florida through the delivery of services provided by the 115,000 SPS
employees.
• Comprehensive SPS Compensation Study—Designed to analyze the competitiveness of
the SPS compensation (salary and benefits) program, identify best practices and provide
critical, fact-based and data-driven alternate strategies for the SPS to key decision makers.
The division needs to partner with proven compensation consultants to determine ways of
re-positioning and re-aligning the compensation program for the SPS (i.e., base pay
structure, incentive pay, compensation delivery system, health benefits, retirement plans,
and other associated issues). Submitted as a legislative budget request of $150,000 for FY
2011-12.
• Classification and Compensation System Redesign—Replace current broadbanding
system with a more clearly structured and conventional job classification hierarchy that
will keep the SPS competitive as an employer. The new system will also have the flexibility
to address the needs of diverse agencies with varying types of work; be compatible with
the current legislative appropriations process; and create a balance between market rates
and available resources.
• Tax Sheltered Leave Payment Plan—If approved by the IRS, HRM will implement a
payment plan instead of issuing taxable cash payments to employees for their accrued
leave upon separation from service. The agencies will contribute the equivalent gross
(pretax) amount of these payments to a mandatory tax sheltered savings plan in which
each employee is 100 percent vested. Employees will avoid Social Security and Medicare
taxes altogether and defer federal income taxes until they take a distribution. The state will
save payroll taxes because contributions to this plan will not require matching Social
Security or Medicare contributions.
DMS Overview for 2010 Transition 18
Partners:
Service Company
OPS Social Security Alternative Retirement Program BENCOR
Florida State Employees’ Charitable Campaign United Way of Florida
Chief Labor Negotiator contract Allen, Norton & Blue, P.A.
Director: Sharon D. Larson
Staff: 40 FTE Total:
22 FTE HRM Policy
18 FTE People First
Funding: Human Resources Assessment to the SPS Trust Fund
$43.9 million Total
$2.3 million HRM Policy
$1.7 million People First
$39.9 million People First contract
Statutory Authority:
• F.S. 20.04(7)(b) and (c)—Structure of the Executive Branch
- Requires DMS to assess agencies’ organizational structures and reorganization
requests for legal compliance.
• F.S. and 20.22(3)—DMS
- Requires DMS to represent the Governor as the Chief Labor Negotiator
• F.S. 110 (excluding Sections 110.1227, 110.1228, and 110.123 – 110.1239)—State
Employment
- Establishes a system of personnel administration and authorizes DMS to promulgate
rules and oversee compliance.
• F.S. 112.011-112.046—Public Officers and Employees: General Provisions
- Establishes general conditions of public employment that the SPS must uphold as a
public employer.
• F.S. 216.251(2)(a)—Salary Appropriations; Limitations
- Requires DMS to monitor position classifications, annual salaries, general salary
increases, and pay additives for compliance.
• F.S. 216.262—Authorized Positions
- Requires DMS to administer dual employments, dual compensation and perquisites.
• F.S. Chapter 447 (certain sections)—Labor Organizations
DMS Overview for 2010 Transition 19
- Authorizes DMS to collectively bargain with labor unions regarding the terms and
conditions of employment. Authorizes DMS to approve position classifications as
managerial, confidential or supervisory.
Staff Appointments:
Sharon D. Larson, HRM Director
Appointed by DMS Secretary
Florida State Employees’ Charitable Campaign Statewide Steering Committee, Chair
Matthew Gregory, HR Consultant
On behalf of DMS Secretary
Florida Council on the Social Status of Black Men and Boys, Member
* * *
People First (PF)
PF is the State of Florida’s self-service, secure, Web-based HR information system and enterprise-
wide suite of human resource services. Employees, job applicants, retirees and benefits
participants can access their own personnel information online at any time or call an HR advisor
at the service center to receive additional assistance. The State of Florida contracts with
NorthgateArinso (formerly Convergys) to manage the PF system, as well as serve customers
through two service centers. Services include:
• Attendance and Leave
• Benefits Administration
• Data Warehouse
• Human Resource Management
• Organizational Management
• Payroll Administration
• Staffing (Hiring and Recruiting)
The PF team oversees the PF contract and the PF Director is the Contract Manager. The team’s
mission is to design and support a user-friendly, reliable, online HR system and related services.
The DMS PF Team:
• Monitors contract compliance and oversees service center performance, system releases,
and personnel data security.
• Oversees the procurement and transition process.
• Develops business requirements to improve system and data warehouse functionality.
• Provides communication, training and issue resolution services to our users.
DMS Overview for 2010 Transition 20
Program Statistics:
PF also serves job applicants who search and apply for state positions and maintains their
applications online. Since May 2003:
• The State of Florida posted more than 106,000 positions in PF.
• Job seekers submitted approximately 7.5 million job applications for those positions.
Through the contract vendor, PF processed $26.7 billion in payroll, 503,329 benefit premium
checks and fielded 4.5 million calls to the service center.
Accomplishments
Today’s PF system includes a comprehensive offering of 24/7, Web-based, HR services, using
state-of-the art technology, in a system fully integrated with state payroll systems and insurance
carriers.
In December 2009, DMS executed its renewal option with NorthgateArinso, extending the contract
by five years. The terms of the renewal resulted in $45 million in cost savings and system
improvements, including improved performance metrics, greater accountability and new system
enhancements.
Users (as of September 30, 2010)
Organizations System Users
State Agencies (33) 131,586
Universities (11) 44,393
Retirees 55,419
COBRA 1,699
Florida Board of Bar Examiners 38
Inland Navigation 9
Layoff 926
Legislative Staff/Legislature 1,799
Life Waiver for Non-Retiree 184
Miami-Dade Expressway 49
State Board of Administration 215
Surviving Spouse 3,950
Tri-Rail 107
Total 240,374
DMS Overview for 2010 Transition 21
In July 2010, DMS partnered with NorthgateArinso to deploy more than 135 new system
enhancements that include:
• SAP, Oracle and talent management system upgrades
• Rebranded login and home pages
• User-friendly time sheet
• More stringent password requirements
• 22 new reports
PF continues to focus on customer service and demonstrate improvements in this area, as the
following charts demonstrate.
People First Annual Survey Results (2007 and 2010 comparison)
DMS Overview for 2010 Transition 22
Partner:
Service Company
People First Service provider NorthgateArinso, Inc.
Director: David R. DiSalvo
Staff: 40 FTE Total:
18 FTE People First
22 FTE HRM Policy
Funding: Human Resources Assessment to the SPS Trust Fund
$43.9 million Total
$1.7 million People First
$2.3 million HRM Policy
$39.9 million People First contract
People First Open Enrollment Survey Results (2007 through 2009)
DMS Overview for 2010 Transition 23
Statutory Authority:
Section 110.116, Florida Statute
Requires DMS to establish and maintain a personnel information system. DMS may also contract
with a vendor to provide the personnel information system.
Sections 215.93-94, Florida Statute
Directs DMS to be the functional owner of the system.
Section 287.05721(2), Florida Statute
Defines “outsourcing.”
Section 287.057(15), Florida Statute
Contract manager must be designated for each contractual services contract.
* * *
Division of Telecommunications (DivTel)
DivTel provides enterprise telecommunications (voice, data, video, image and radio) for state
agencies, local governments and non-profit organizations through procurements that create
public private partnerships. DivTel staffing and partners design, engineer, implement, manage and
operate infrastructure facilities and equipment that provide the SUNCOM Network services.
In addition to SUNCOM services, DivTel provides telecommunication support to Florida’s various
public safety groups. DivTel oversees Land Mobile Radio Services, including the Statewide Law
Enforcement Radio System (SLERS) and the Florida Interoperability Network (FIN). SLERS and
FIN provide state and local law enforcement agencies with a secure integrated communications
system. DivTel also supports the communication needs of the different Emergency Management
Services groups throughout the state, and coordinates E911 statewide.
In addition, in 2009, DivTel began serving as Florida’s designee to promote broadband
deployment and use by undertaking collaborative initiatives and applying for federal grants to
fund them.
• Bureau of Financial Operations—Manages DivTel’s financial activities, bills for all
SUNCOM services, forecasts and sets prices and budgets. Also manages the administrative
rule development and maintenance.
• Bureau of Customer Service—Manages SUNCOM customer activities, promotes services
and designs solutions, manages orders and delivery and customer support. Includes
SUNCOM NOC (Network Operating Center), which coordinates problem resolution and
monitors network security.
• Bureau of Public Safety—Manages SLERS and FIN, writes and manages the State Law
Enforcement Communication and the EMS (Emergency Medical Services) Plans, manages
DMS Overview for 2010 Transition 24
radio frequencies along with mutual aid design and implementation. Also writes and
manages E911 plans and administrative rules, and supports the E911 Board.
• Bureau of Engineering—Designs, develops, maintains and supports all SUNCOM products
and services, provides quality assurance, engineering support and vendor management,
research, prototypes and writes technical specifications for procurements and
amendments. Handles the NOC Tier 3 (expert problem resolution) functions.
Contract and Project Management Office—Manages all DivTel contracts and all major
projects.
Special Projects/Initiatives:
• MyFloridaNet in 2010—Renew statewide data network services contract to generate a $2
million annual saving.
• ESF2 support—In times of emergency, all bureau personnel work at the Emergency
Operations Center to support ESF2 (telecommunications) functions.
• Mobile Communication Services procurement—New cellular service contract designed
to maximize cost savings by using a “family plan” style of arrangement for all state users
and other eligible customers, including city and county governments.
• Broadband initiatives—In 2009, DMS established the broadband workgroup to plan for
the use of broadband stimulus grants. In 2009-10 DMS received approximately $8.8
million in grant money to create a broadband programs office to manage statewide
broadband projects.
• E911—Develop next generation of 911 features and function, using federal grant funding.
• Primary Data Center migration—Redesign the data network in Tallahassee and assist the
different agencies to consolidate their efforts into a primary center.
• SLERS improvement—Ongoing effort to enhance the system and plan for next generation
of services.
• FIN—Plan for FIN long-term sustainability.
• Florida IP Multimedia Subsystem—Upcoming voice modernization effort to move
current services to Voice Over Internet Protocol/Session Initiation Protocol (VoIP)/SIP)
platform and provide users with a more cost-effective and capable telephone service.
Partners:
These business partners provide the technical support and services for telecommunications and wireless hardware, software, networking, billing, interoperability and security functions.
Company (Service provided)
AT&T (SUNCOM) AT&T Mobility
Avaya BT Conf Video
CenturyLink (SUNCOM) Cisco Systems
ComDesign Infrastructure Solutions ComNet Communications
DMS Overview for 2010 Transition 25
Connect Florida Data Set Ready
Deltacom Dial Communications
Harris Corp. (SLERS) Hayes e-Government Resource
Jade Communications Motorola
Paul Consulting Presidio Corporation
Qwest RESPECT of Florida (E911 Operators)
SAIC Siemens Communications
Sprint-Nextel Truevance Management
Tybrin University of Florida
Verizon Business (SUNCOM) Verizon Wireless (SUNCOM)
Director: Charles Ghini
Staff: 111 total: 88 FTE 23 contracted staff Funding: $281,558,359
All services are funded through cost-recovery. Charts below display annual fund balance by trust fund Communications Working Capital Trust Fund
DMS Overview for 2010 Transition 26
Statutory Authority: F.S. 252
F.S. 282.1095 F.S. 282.102(1) F.S. 282.103 F.S. 282.111 F.S. 365.171 F.S. 365.172 F.S. 401.015 F.S. 365.171 F.S. 365.172(8)
Statewide Law Enforcement Radio Systems Trust Fund
E911 Trust Fund
DMS Overview for 2010 Transition 27
* * *
Division of State Purchasing (State Purchasing)
State Purchasing uses the collective purchasing power of the State of Florida to deliver the
best value in goods and services for state agencies and other eligible users including local
governments. State Purchasing also provides executive direction to state and local
government entities regarding commodities procurement best practices and provides
agency training. State Purchasing strives to develop and implement sound procurement
practices throughout the state, and promotes fair and open competition in the state's
procurement process.
Specific State Purchasing responsibilities include: overseeing agency implementation of the
competitive bid process outlined in chapter 287, F.S., creating uniform agency procurement
rules, establishing state term contracts, and the operation of MyFloridaMarketPlace
(MFMP), the state’s online procurement system.
• Purchasing Commodities Team—This team works to solicit and award state term
contracts for goods and services related to technology, office supplies and services,
transportation and facilities using strategic sourcing methodologies.
• Purchasing Operations—Purchasing Operations is responsible for the
administration of processes and procedures, rule development, budgeting, training
of state and subdivision purchasers, and customer service to state agencies.
• MyFloridaMarketPlace (MFMP) and Vendor Bid System (VBS)—MFMP is a
centralized, Web-based procurement system for use by state agencies. Accenture
Corporation administers the system. The five-member DMS MFMP team assists
state employees and state agencies in using the system, monitors contract
compliance and identifies functional and business process improvements for MFMP.
The system manages spending from purchase-to-payment and provides the needed
visibility to conduct a complete spend analysis. Users include:
- 32 agencies with roughly 14,500 users
- Approximately 137,000 registered vendors. Of those, 4,800 are certified
business enterprises and more than 49,000 are non-certified minority
vendors
System tools include vendor registration and management, purchase requisitions,
solicitations, contracts, vendor catalogs, purchase orders, payments and reporting
capabilities.
DMS Overview for 2010 Transition 28
Program Statistics:
• $1 billion awarded annually in purchases through 62 state term contracts and17
state purchasing agreements negotiated by State Purchasing
• Average 32.8 percent savings on all state term contract purchases as compared to
retail
• MyFloridaMarketPlace
- $8.96 billion in spend generated since inception
- 955,573 purchase orders created
- 137,000 registered vendors
Special Projects/Initiatives:
• MyFloridaMarketPlace—Work began on the MFMP 3.0 (Ariba 9r1) Buyer upgrade
in September 2010, and is scheduled to launch in September 2011. During the
upgrade effort, DMS will confirm current customizations, perform rigorous system
testing and deploy a new MFMP 3.0 training program. The upgrade will focus on
improving catalogs and catalog search functions. MFMP is upgrading the Sourcing
tool, currently used by State Purchasing for state term contract development.
Sourcing 3.0 (Ariba 9r1) will launch in the spring of 2011 and expands the tool from
simply a solicitation tool to an overall project management solution. The tool will
provide a consistent template for solicitation development, a content clause library
as well as providing a history of approvals and document submissions. Sourcing
will also provide a dashboard view of current project status displaying pending
approvals required and overdue items.
• Florida Public Purchasing Training and Certification Program—Developed to
assist public entities as they use public funds for public purposes. The program
helps them effectively, efficiently and economically meet the needs of the
governmental agencies and citizens they serve, using as little time and as few
resources as possible, to achieve the best value for public dollars. The goal of this
program is to develop and certify the purchasing professionals who adhere to an
unwavering code of ethical behavior, and who possess the knowledge, skills and
ability to effectively design, solicit, negotiate, award and manage government
contracts in Florida, in a manner worthy of the public's trust.
Partners:
On State Purchasing’s 62 state term contracts and 17 alternate contract source agreements,
we partner with hundreds of vendors. Additionally we partner with:
DMS Overview for 2010 Transition 29
Service Company
MyFloridaMarketPlace administrator Accenture
Director: Vacant (Ellen Potts, staff lead) Staff: 43 FTE
Funding: $19,749,347
Statutory Authority: F.S. 112, Part III F.S. 119.07 F.S. 120.57 F.S. 283 F.S. 287 F.S. 413.031 F.S. 413.036 F.S. 413.037 F.S. 812.081 F.S. 946.515
* * *
Office of Supplier Diversity (OSD)
The “Florida Small and Minority Business Assistance Act of 1985” established the Minority
Business Enterprise Assistance Office, which was renamed the Office of Supplier Diversity
in 1999. OSD helps state agencies diversify their spending and help minority-, women- and
service-disabled veteran-owned businesses compete for government business. OSD tracks
and reports state agency supplier diversity spending, which was nearly $1.5 billion in FY
2008-09. The following chart shows spending over the last four fiscal years:
Fiscal Year (FY) Spending
2006-07 $3,232,084,581.00
2007-08 $2,958,543,344.00
2008-09 $1,394,421,521.00
2009-10 $1,450,839,402.00 Community Colleges not
received (total incomplete)
DMS Overview for 2010 Transition 30
OSD certifies, registers and audits minority vendors. Completed certifications total:
Fiscal Year (FY) Certified Minority Business Enterprises
2006-07 3,733
2007-08 4,118
2008-09 4,997
2009-10 5,706
While the number of OSD customers increased, OSD staff decreased.
• FY 2006-07: 16 staff members
• FY 2007-08: 12 staff members
• Current: 6 staff members
To do more with less, OSD maximized technology to streamline its services, and increased
numbers of certifications with enhanced support and services to customers, even though
staff decreased. OSD automated the paper intensive certification process to increase
efficiency and productivity, and automated the recertification process 100 percent. OSD
implemented a content management system to track new and existing certification files
that enables OSD to quickly find information, quantify and track successes of relationships
and purchases, all of which result in improved customer service.
OSD also facilitates "matchmaking" activities, designed to build relationships between
minority-, women- and service-disabled veteran-owned businesses and private and public
sector purchasing specialists, non-minority vendors and other decision makers.
Matchmaking activities help certified business owners identify the state agencies most
likely to purchase the type of goods and/or services their businesses provide.
The annual MatchMaker Conference and Trade Show, traditionally held in Orlando the
third week of November, has an average attendance of between 700 and 900 each year. In
addition to educational sessions and workshops, it includes hundreds of one-on-one
sessions where vendors meet with public and private purchasing professionals to discuss
business opportunities.
Due to budget constraints, the incoming administration will need to address the decision to
continue the conference or not soon after taking office. To secure a hotel and conference
facility for an event of this size requires a final contract many months in advance of the
event.
DMS Overview for 2010 Transition 31
Partners:
State agencies and more than 5,000 certified minority businesses statewide, as well as:
Service Company
Reciprocal Certification Partners City of Tallahassee (pending)
Leon County
City of Jacksonville
Broward Hospital District
Palm Beach County School Board
Strategic Alliance Partners Florida Small Business Development
Centers Federal Small Business Administration
Florida Conference of Black State
Legislators
Hispanic Caucus
OSD supports the council by
arranging meetings, and recording
and posting meeting notes to the
OSD website
Governors Small and Minority
Advisory Council
Staff: Vacant (Thad Fortune, staff lead)
6 FTE
Funding: $.4 M Operating Trust Fund
Statutory Authority: Executive Order 99-280
F.S. 255.102
F.S. 287.0931
F.S. 287.094
F.S. 287.0943
F.S. 287.09451
F.S. 288.703
F.S. 288.7031
F.S. 288.706
F.S. 288, Part IV
DMS Overview for 2010 Transition 32
* * *
Division of Specialized Services (Specialized Services)
Specialized Services, the most programmatically diverse of all DMS divisions, has oversight
responsibility for the state’s fleet, delivers executive aircraft operations, manages the
federal property surplus program and is the private prisons contract manager. Specialized
Services also assists with the State of Florida Petroleum Credit Card System and the State of
Florida Vehicle Rental Contract.
Bureau of Aircraft Operations (Aircraft)
Aircraft provides on-demand air transportation services to senior state executives and
state employees traveling on official state business. Aircraft operates an eight-seat Cessna
Citation Bravo jet and a nine-seat Beechcraft King Air 350 turboprop, both from a central
facility located at the Tallahassee Regional Airport.
The executive aircraft pool provides transportation to destinations throughout Florida,
including cities with limited or nonexistent commercial airline service, and to numerous
cities outside the state. From July 2007 to June 2010, Aircraft provided passenger service
to 113 different airports including 30 out-of-state, and one foreign airport. Aircraft
scheduling is based on a priority, first-call, first-served basis. Aircraft also supports State
Emergency Operations Center and state executives in times of disaster such as hurricanes,
tornadoes, floods, oil spills, etc. Further, the program provides state agencies with technical
assistance, guidance and support in the acquisition, use, operations, maintenance, overhaul
and disposal of aircraft.
Funding:
Aircraft operates on a full cost-recovery basis. DMS invoices agencies semi-monthly for
their use of the aircraft.
Aircraft chargeback rates for FY 2010-11 are:
• $1,275 per flight hour for the Citation Bravo
• $950 per flight hour for the King Air 350.
The FY 2010-11 budget of $2,409,561 includes:
• $1,779,797 in General Revenue Fund appropriation for fixed costs
• $629,764 in Aircraft Trust Fund appropriation for direct/variable costs.
DMS Overview for 2010 Transition 33
Budgeted Expenditures versus Actual Expenditures
FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Budgeted $3,100,217 $3,544,124 $2,687,154 $2,409,561
Actual $2,912,812 $2,612,890 $2,098,039 N/A
Program Statistics:
Flight Hours (All Aircraft)
FY 2007-08 FY 2008-09 FY 2009-10 3-Year Total
Flight Hours 1,048 394 277 1,719
Statutory Authority:
Florida Statutes, Chapter 287, Part II – Means of Transport
(Sections 287.15, 287.16, 287.161, 287.17, 287.18, and 287.19)
Administrative Rule, Chapter 60B-4: Aircraft Acquisition, Assignment, Operation, Use
and Reporting.
Motor Vehicles and Watercraft Management (Fleet)
Fleet develops policies, procedures and best practices to assist state agencies effectively
and efficiently acquire, assign, use, maintain and dispose of 26,000 pieces of state-owned
mobile equipment valued at more than $.5 billion dollars. They include:
• Automobiles and light, medium and heavy trucks
• Construction and industrial equipment
• Tractors and mowers
• Small utility motorcycles
• ATV
• Watercraft
Each state agency is directly responsible for the purchase, maintenance and use of their
own vehicles, but Fleet provides support in these main areas:
• Acquisition—Reviews and approves state agency purchases of selected mobile
equipment to make sure the purchase is cost-effective, fuel efficient and
appropriate.
DMS Overview for 2010 Transition 34
• Tracking—Uses the Equipment Management Information System (EMIS) to track
assignment, use and maintenance of Florida’s mobile equipment and provide
agencies with the information needed to best manage their equipment. The EMIS
system also provides fleet information for the Legislature and Governor’s office.
• Disposal—Approves disposal of state-owned equipment, schedules equipment for
auction, calculates and reviews sale reports, and ensures funds are remitted.
• Fuel Card Program—Serves as main liaison between the state agencies and the fuel
card vendor. The fuel card program allows agencies to purchase fuel at reduced
rates.
Special Projects/Initiatives
• Executive Order 07-126—Tracks and reports agency fleet preventive maintenance
schedule compliance and provides a fuel mileage analysis for cars and light trucks
by class each quarter.
• Replacement Criteria—Developed new replacement criteria that expand on the
industry standard of age and mileage as criteria.
• Fleet Maintenance and Repair Management Contract—Exploring an Alternate
Contract for vehicle maintenance and repair services. Primary benefits include
lower total costs, more granular repair and maintenance data, and reduced
administrative efforts.
• Fleet Optimization and Accountability Plan—2010 Legislation required DMS to
develop a plan to centralize all state-owned vehicles. Governor Crist later vetoed the
bill so it did not become law. To work toward some of the mandates contained in the
bill, Fleet has identified several projects achievable with current staff to reduce the
costs while increasing use of the current fleet. DMS is using a pilot approach, in two
to three select agencies, to implement each undertaking.
Program Statistics:
Statewide Fleet
Fiscal Year
# of Disposed
Equipment
Funds Returned
to Agencies
# of New Acquisitions
Funds Expended on New
Equipment
# of Pieces of Mobile
Equipment EMIS Tracks
# of Cars/Light Trucks in the Fleet
2007-08 2,911 $5 million 1,622 $43.5
million 26,503 18,761
2008-09 1,990 $4.8 million 1,221 $35.7
million 26,553 18,945
2009-10 1,321 $2.6 million 745 $21.8 26,937 18,162
DMS Overview for 2010 Transition 35
million 3-Year Total
6,222 $12.4
million 3,588
$101 million
Avg: 26,664
Avg: 18,623
Accomplishments:
Partners:
Avis Rent-A-Car Tampa Machinery Auction
Private Prison Monitoring (PPM)
PPM manages and oversees operations contracts of the state’s privately operated
correctional facilities. PPM manages seven correctional facilities operated by three private
contractors: Corrections Corporation of America, The GEO Group, Inc. and Management
and Training Corporation:
• Bay Correctional Facility, Panama City
• Blackwater River Correctional Facility (opened Oct. 5, 2010), Milton
• Gadsden Correctional Facility, Quincy
• Graceville Correctional Facility, Graceville
• Lake City Correctional Facility, Lake City
• Moore Haven Correctional Facility, Moore Haven
• South Bay Correctional Facility, South Bay
PPM ensures contractors comply with contractual requirements to improve the efficiency
and effectiveness of corrections in Florida while requiring inmate programs that promote
recidivism reduction. PPM also works with the Department of Corrections to ensure the
inmates housed in privately operated facilities are supervised in a manner that meets
constitution/statutory minimum standards of confinement.
State Term Contracts 2010 Car/Light Truck Cost Savings
Type of Vehicle Retail State Term Contract Price
$ Savings % Savings
Compact $18,710 $12,679 $6,031 32% Midsize $21,295 $12,591 $7,704 36% Half-Ton Regular Cab Pickup $22,795 $13,925 $8,870 39%
DMS Overview for 2010 Transition 36
Funding:
Facility Mission/Custody Levels Contract
Beds 2010-11
Appropriations
Bay Adult Male, Minimum/Medium 985 $17,332,276 Blackwater River Adult Male, Medium/Close 2,000 $22,604,736
Gadsden Adult Female, Community/
Minimum/Medium 1,520 $25,595,097
Graceville Adult Male Community/
Minimum/Medium/Close 1,884 $23,759,444
Lake City Youthful Male, Community/
Minimum/Medium/Close 893 $19,830,494
Moore Haven Adult Male, Community/
Minimum/Medium 985 $17,346,933
South Bay Adult Male, Community/ Minimum/Medium/Close
1,861 $32,706,610
Totals 10,128 $159,175,590
• The Privately Operated Institutions Inmate Welfare Trust Fund—Collects
revenues from facilities’ canteen and commissary sales and telephone commissions.
In FY 2009-10, the facilities generated a total of $1.9 million in revenue. The
Legislature appropriates $2 million annually for programming that benefits the
inmate population, including canine, art therapy, commercial driving, etc. The value
at the end of FY 2009-10 was $2.5 million.
• Major Maintenance and Repair Reserve Fund—PPM deducts monies from
contractors’ per-diem payments for deposit into this fund to reimburse the
contractors for major maintenance and repairs to the physical plant of the facility.
The Legislature appropriates spending authority of $959,000 annually to be
distributed as needed for reimbursement to the contractors. The value at the end of
FY 2009-10 was $ 4.9 million.
Partners:
Service Company
Bay Correctional Facility Graceville Correctional Facility Lake City Correctional Facility Moore Haven Correctional Facility
Corrections Corporation of America
South Bay Correctional Facility Blackwater River Correctional Facility
The GEO Group, Inc.
Gadsden Correctional Facility Management and Training Corporation
DMS Overview for 2010 Transition 37
Federal Surplus Property (Federal Property)
Federal Property acquires and disburses federally-owned surplus or excess military
equipment allocated to the state to benefit the citizens of Florida through public agencies,
eligible political subdivisions, law enforcement agencies and private/nonprofit educational
and health organizations. Surplus can include vehicles, radios, guns, weapons, clothing and
commercial kitchen appliances. Federal Property physically reviews available assets on-
site at military and federal civilian agency holding depots. Once approved, Federal Property
transports to its distribution center in Starke, Florida, where the agencies can pick up the
property.
Reallocating this excess property results in major cost avoidance in asset procurement,
translating into tax dollar savings. Federal Property distributes approximately $6 million in
donated federal property each year.
Funding:
The Surplus Property Revolving Trust Fund, funded by revenues from service charges
assessed to eligible donees, fully funds the Federal Property Assistance program.
Fiscal Year Acquisition Cost
Donated Number of
Items Donated Administration
Fee Savings to Donees
2007-08 $4,989,942 2,537 $338,111 $617,851
2008-09 $7,331,892 3,854 $334,486 $1,609,033 2009-10 $9,685,933 3,499 $338,045 $1,855,416
TOTAL $23,053,246 10,612 $1,047,507 $4,289,032
Partners:
General Services Administration Department of Defense
Law Enforcement Support Office State and local law enforcement agencies
Non-profit organizations
Director: Jeff “JD” Solie
Staff: 37 FTE Specialized Services:
12 FTE Aircraft
6 FTE Fleet
DMS Overview for 2010 Transition 38
14 FTE PPM
5 FTE Federal Property
Funding: $ 6.8 m Total
$ 2.4 m Bureau of Aircraft Trust Fund
$ 1.8 m Operating Trust Fund – Fleet Management
$ 1.4 m General Revenue – Private Prison Monitoring
$ .9 m Operating Trust Fund – Private Prison Monitoring
$ .3 m Federal Surplus Property Revolving Trust Fund
Statutory Authority: F.S. 287, Part II
F.S. 957
F.S. 217
* * *
Division of Real Estate Development and Management (REDM)
REDM manages the Florida Facilities Pool (Pool) and other buildings statewide, state parking
and oversees the state’s leases of private space. REDM manages construction projects for
other agencies and serves as the state’s lead real estate development consultant on state-
administered construction projects.
The DMS-managed Pool includes only 113 buildings out of the 67,000 parcels of land the
state owns and manages. REDM is responsible for a diverse set of resources, ranging from
the Historic Capitol and the state-of-the-art Phase II and III buildings at the CCOC to the
Department of Law Enforcement crime lab in Orlando and the Regional Service Center in
Marathon. The smallest building is a utility building at the Governor’s Mansion and the
largest is the capitol.
Of these 113 Pool buildings, 72 are revenue-producing (available to lease). The remaining
41 are properties like the Historic Capitol and are not available for lease. DMS has 576
leases with state agencies in the 72 revenue-producing buildings. In addition to these 576
leases, agencies have directly entered into 979 leases not in the Pool.
DMS Overview for 2010 Transition 39
DMS Facilities Pool Operations & Maintenance Cost Per Square Foot
Facilities Management
REDM operates and maintains more than
8.3 million gross square feet of office space
in Pool facilities and more than 3.8 million
gross square feet of other buildings, along
with adjacent grounds and parking facilities.
Building oversight tasks include, but are not
limited to: building supervision, engineering
and technical support, electrical and HVAC,
renovation services, central maintenance,
parking, grounds keeping, fire and life
safety, Americans with Disabilities Act
compliance, and environmental and
custodial services.
• Key factors in maintaining the
rental rate are the capital
maintenance deferral and an 8 percent reduction in utility usage since FY 2003-04.
Construction Management Oversight
Licensed REDM professionals provide project management oversight of public construction
projects to help maintain the integrity of outsourced contracts with private providers. In a
process that often involves substantial tax dollars, this oversight (required under Florida
Statutes) protects the public trust by ensuring that project managers spend taxpayer funds
in accordance with Legislative intent. REDM works with each customer to ensure the
building meets the customer’s business needs within the legislatively appropriated budget.
• Phases II and III of the CCOC will be complete in FY 2010-11—three Department of
Revenue buildings and one First District Court of Appeal. These are all LEED-
certified buildings that add more than 575,000 square feet to the Pool.
• At the beginning of FY 2010-11, REDM had 109 active projects underway across the
state with a projected cost of $314 million.
• The list of identified needs for capital improvements and building deficiencies totals
more than $101 million.
DMS Overview for 2010 Transition 40
DMS Rental Rate vs. Private Sector Rate
Leasing Management and Parking
REDM is the landlord for tenant agencies that
occupy 71 revenue-producing Pool buildings.
Leasing staff members also help agencies acquire
private leased space to ensure effective use of
taxpayer dollars.
• Leasing staff members oversee 1,555
leases (979 private leases, 576 Pool
leases), accounting for more than 14
million square feet of space that houses
the majority of the more than 120,000
State of Florida employees.
• Held at $17.18 per square foot for the last
three years, the Pool rental rate is
consistently below the market rate
statewide.
• DMS maintains a 3 percent vacancy rate
in the leasable buildings in the Pool.
• REDM provides parking for more than
29,000 users in 97 parking facilities statewide.
Special Projects/Initiatives:
REDM continues to work on several outstanding projects, including:
• Complete Phases II and III of CCOC (covers 575,000 gross square feet).
• Renovate the Carton Building for move of Department of Corrections from private
space to the Pool.
• Implement strategy spelled out in the 2010 Strategic Leasing Plan and Master
Leasing Report to reduce the state’s lease costs.
• Consolidate the DMS lease at the CCOC to reduce rent costs by at least $150,000
annually and serve as an example to others.
• Reconfigure downtown Tallahassee parking to meet current demand and address
loss of lots in the upcoming years.
• Manage numerous energy projects (American Recovery and Reinvestment Act and
others).
Partners:
Service Company
Tenant Brokers CB Richard Ellis, Inc.
DMS Overview for 2010 Transition 41
Cushman & Wakefield of Florida, Inc. Vertical Integration, Inc. Master Leases Fort Knox Center Koger Center Northwood Centre Winewood Office Complex Energy Projects Ameresco, Inc. Siemens Trane
Director: Linda Fuchs
Staff: 302.5 FTE
Funding: $63,039,086 Operations
$46,069,406 Fixed Capital Outlay Projects
Statutory Authority: F.S. 215
F.S. 216
F.S. 255
F.S. 272
F.S. 281
F.S. 287
F.S. 288
F.S. 489
* * *
Office of the Secretary/Division of Administration (Executive Office)
The Office of the Secretary and Division of Administration comprise the Executive Office,
and provide strategic planning, process improvement, professional support services and
executive leadership for all DMS programs and the 898-member DMS Team. The Executive
Office functions largely to support all agency programs, and for FY 2010-11 operates at a
1.37 percent administration cost.
Support Services
The Executive Office directs and supports the DMS program areas and entities within the
department and other entities as required by statute. This service provides internal audit,
DMS Overview for 2010 Transition 42
legal, legislative, communications, planning and budget, financial management, personnel,
purchasing, print shop (closing Dec. 31, 2010), property management, and technology
services for the agency (including the MyFlorida.com portal system that allows access to
State of Florida resources from a single state website). Executive Direction provides partial
services to the Governor’s Commission on Disabilities, the Florida Commission on Human
Relations, the Public Employees Relations Commission and the Southwood Shared
Resource Center.
• Division of Administration—Provides centralized administrative support to the
agency and its employees, including human resources, purchasing and finance and
accounting services, and policies and procedures development.
• Office of General Counsel—Provides legal oversight and guidance and represents
the agency in all state, federal and administrative legal matters.
• Office of Inspector General—Coordinates DMS auditing, accountability, ethics,
integrity and investigative initiatives.
• Office of Communications—Coordinates all agency media relations and
community outreach initiatives; provides customer service communication and
marketing support; designs and edits DMS publications; facilitates internal and
external communications, and oversees content of the DMS website.
• Office of Legislative Affairs—Serves as the liaison between the agency and the
Legislature and Cabinet, tracks and analyzes all legislation that may impact DMS and
its programs/services, and monitors implementation of all statutory changes,
budget and proviso language directives.
• Office of Planning and Budget—Prepares the agency’s budget request, Long Range
Program Plan, spending plans, budget amendments and other required financial
reports and monitors DMS compliance with budget authority.
• Office of Information Technology—Provides central application development and
automation services for most of the divisions. Also provides Local Area Network,
Desktop, and HelpDesk support for the agency.
State Employee Leasing
DMS leases four state employees with economic development expertise to Enterprise
Florida, Inc., and the Black Business Investment Board (BBIB). DMS only processes payroll
and benefits for the employees leased to Enterprise Florida and the BBIB.
Special Projects/Initiatives:
Agency cost avoidance/savings—To date in the current and last two fiscal years,
DMS achieved $547.6 million in cost avoidance/savings through renegotiating, re-
procuring or re-bidding contracts.
DMS Overview for 2010 Transition 43
Agency space consolidation initiative—Currently examining the agency’s use of
space to identify cost-saving opportunities; project at least $150,000 annual savings.
Agency safety program—Gold Award for Excellence in Safety and Loss Prevention
in 2008 and 2009 from the State Division of Risk Management
Prudential-Davis Productivity Awards—Received 19 awards in 2010, and
submitted 25 for 2011.
Partners:
Service Company
Mail Services Pitney Bowes
Secretary: Linda South
Deputy Secretary: David Faulkenberry
Administration & Budget
Director: Debra Forbess
Staff: 74 FTE
Funding: $7.4 million Administrative Trust Fund
Statutory Authority: F.S. 20.22
F.S. 110
F.S. 215
F.S. 216
F.S. 287
* * *
Commissions and Councils
DMS administers the following committees, councils, task forces and advisory boards:
State Retirement Commission—Retirement
Created in 1975, this commission hears appeals for cases in which Retirement made final
written decisions denying applications for disability retirement and special risk
DMS Overview for 2010 Transition 44
membership. Five members appointed by the governor comprise the commission. Two
must be retired FRS members, two must be active FRS members and the final commission
member may not be a FRS member, retiree or beneficiary.
Statutory reference: 121.22-121.24, F.S.
Florida State Employee Wellness Council*—HRM
Created in 2006, this council advises DMS on ways to provide health education information
to employees and assists with developing minimum benefits for all health care providers
when offering age-based and gender-based wellness benefits. This council consists of nine
members appointed by the governor, all of which must be Florida residents and at least one
must be a state employee. Members are generally knowledgeable leaders in the health and
medical field.
Statutory reference: 110.123(13), F.S.
Governor’s Mansion Commission*—REDM
Created in 1957, the Governor’s Mansion Commission works to keep the structure, style
and character of the mansion and grounds consistent with its original design. The
Commission is responsible for preserving and protecting antiques, furniture, fixtures,
decorative objects and acceptance of gifts, contributions, bequests or loans. The
commission has authority to employ a full-time curator. The Commission consists of eight
members, five of which are appointed by the governor and confirmed by the Florida Senate
on staggered four-year terms. The DMS Secretary (or designee), one additional DMS
employee, and the Director of the Department of Environmental Protection Division of
Recreation and Parks are also members of the Commission.
Statutory reference: 272.185, F.S.
Wireless 911 Board—DivTel
Created in 1999, the Board receives and distributes the $.50 fee imposed monthly for
wireless phone users. The Board distributes funds to Florida’s counties for a statewide
enhanced 911 (E911) system for wireless telephone users. The Board consists of nine
members. The DMS Secretary designates the board chair. The governor appoints four
members who are county 911 coordinators (recommended by the Florida Association of
Counties) and four members from the telecommunications industry.
Statutory reference: 365.172-365.173, F.S.
DMS Overview for 2010 Transition 45
Joint Task Force on State Agency Law Enforcement Communications—DivTel
Created in 1988, this Task Force supports planning, design and implementation of joint
radio systems serving law enforcement units of state and local law enforcement agencies,
including SLERS and FIN. This Task Force consists of eight members appointed by agency
heads from:
• Department of Business and Professional Regulation, Division of Alcoholic
Beverages and Tobacco
• Department of Highway Safety and Motor Vehicles, Division of Florida Highway
Patrol
• Department of Law Enforcement, Criminal Investigations and Florida Capitol Police
• Fish & Wildlife Conservation Commission
• Department of Environmental Protection, Division of Law Enforcement
• Department of Corrections
• Department of Financial Services, Insurance Fraud and State Fire Marshal
• Department of Transportation, Motor Carrier Compliance, Road Rangers
Statutory Reference: 282.1095, F.S.
Florida Small and Minority Business Advisory Council—OSD
Created in 1996, this council advises DMS on minority business development issues and
initiatives. The Council includes 19 members appointed by the DMS Secretary.
Statutory Reference: 287.0947, F.S.
Minority Business Certification Task Force*—OSD
Created in 1996, this task force proposes uniform criteria and procedures for the
certification of minority business enterprises in accordance with the certification criteria
established by law. It includes 19 members appointed by the DMS secretary to be
regionally balanced and comprised of officials representing DMS, local governments, school
boards and special districts and other Florida political subdivisions that administer
programs to assist minority businesses in procurement or development in government-
sponsored programs.
Statutory Reference: 287.0943, F.S.
*Note
During the 2010 sunset review process, the Office of Program Policy Analysis and
Government Accountability assessed all DMS advisory boards and councils and
recommended the Legislature abolish the following committees:
DMS Overview for 2010 Transition 46
• Governor’s Mansion Commission, Florida State Employee Wellness Council, and
Minority Business Certification Task Force.1
DMS concurred with the abolition of all of these councils, except the Governor’s Mansion
Commission.
HB 5611, passed out of both the House and Senate, contained language repealing the
Florida State Employee Wellness Council; however, Governor Crist vetoed HB 5611.
Additionally, HB 7159 and an early version of HB 5611 contained language that would have
deleted the Minority Business Certification Task Force; however, HB 7159 died in
committee and the language related to the Minority Business Certification Task Force was
removed from the final version of HB 5611.
The 2006 Florida Government Accountability Act established an agency sunset review
process to be used by the Legislature to determine if a public need exists for the
continuation of a state agency, its advisory committees, or its programs. DMS is currently
under sunset review.
* * *
Independent Entities The following independent entities are administratively housed within DMS:
• Governor’s Commission on Disabilities (GCOD)
Executive Order 07-148
• Public Employees Relations Commission (PERC)
Statutory Reference: 447.205, F.S.
• Florida Commission on Human Relations (FCHR)
Statutory Reference: 760, F.S.
• Enterprise Florida
Statutory Reference: 288.901(1), F.S.
• Florida Black Business Investment Board, Inc.
Statutory Reference: 288.707, F.S.
1 OPPAGA Report No. 08-811, Department of Management Services Advisory Committees Assessment
DMS Overview for 2010 Transition 47
• Southwood Shared Resource Center
Statutory Reference: 282.205, F.S.
• Division of Administrative Hearings (DOAH)
Statutory Reference: 120.65, F.S.
• Agency for Workforce Innovation (AWI)
Statutory Reference: 20.50, F.S.
DMS Overview for 2010 Transition 48
DMS Overview for 2010 Transition 49
DMS Budget and Resource Management
How DMS is Funded
Overview
The DMS FY 2010-11 budget is $538.8 million and 898 FTE, with 94 percent funded
through trust funds and federal grants and the remaining 6 percent funded through general
revenue. In total, DMS delivers more than $8.7 billion in government programs and
services each year, including but not limited to:
• $5.2 billion in retiree benefits for state, universities and local governments
• $1.7 billion in health/disability/life insurance benefits for state agencies and
universities
• $1.5 billion in state term contracts/agreements for state agencies and local
governments
• $300 million in telecommunications services
DMS Overview for 2010 Transition 50
Revenues earned from the delivery of shared services support the majority of the DMS
budget. The money earned from each different fee or service is deposited into a separate
trust fund, which means DMS trust funds are like multiple individual bank accounts.
Trust fund revenues come from fees, assessments, grants and other sources:
Fees:
• Rent Collections
• Parking Fees
• Aircraft Fees (Trust Fund covers variable costs)
• Federal Surplus Property Distribution Fees
• Construction Management Services Fees
• Equipment Management Information System and Auction Disposal Fees
• Vendor 1 percent Fees—Supports State Purchasing
• Fees for Telecommunications services—Voice and Data Services
• Vehicle and Boat Registration Fees/Traffic Fines—Supports SLERS
• E911 Fee Assessed to Wireless Customers for payments to providers and counties
for enhanced E911 Services
Assessments:
• Administrative Assessment Fees—Supports DMS Executive Office
• Human Resource Assessments—Supports HRM
Grants:
• Domestic Security Grants—FIN
• National Telecommunications and Information Administration (stimulus funding)
—Broadband
• National Highway Traffic Safety Administration—911 Enhancement, Grant Funding
• Home Land Security—FIN, Grant Funding
Other:
• Tenant Improvements
• Private Prison Vendors Maintenance and Repairs
• Employee/Employer Contributions/Premiums—Retirement and State Group
Insurance
• Sales Excise Tax to Cities and Special Districts—Oversight of Police/Firefighters
Pension Plans
DMS Overview for 2010 Transition 51
The remainder of the budget is supported by General Revenue, which is cash, matched with
authority from tax revenues as shown below:
Funding Process
DMS, like other state agencies, must go through a three-step process for funding:
appropriations, cash and release.
1. The legislative process grants appropriations and provides the authority to spend.
Appropriations are generally granted in each year’s General Appropriations Act
(GAA) and Implementing Bill.
2. DMS earns cash through provided services to back up the appropriations.
3. The Governor releases funds to allow us to spend the cash, usually granted in four
quarterly installments of 25 percent of the cash for the fiscal year.
Even if DMS has cash to spend, the department must be granted the appropriations
(authority) and release to legally spend that cash.
DMS Overview for 2010 Transition 52
Appropriations Categories
The major appropriations categories included in the FY 2010-11 budget include:
• Salaries and Benefits
• OPS/temporary or seasonal employees
• Expenses
• Operating Capital Outlay (OCO)
• Special Categories: Contracted Services, Risk Management Insurance, Legal
Contracted Services, Administrative Overhead, Deferred-Payment Commodity
Contracts, Transfer to DMS - HR Services Purchased per Statewide Contract
• Data Processing Services: Southwood Shared Resource Center (SSRC)
Budget Amendments
The GAA includes one year of funding at a time. If a program needs to make a change, the
department may make adjustments during the fiscal year through 5 percent transfers,
budget amendments or internal FTE and cash loans.
• The department is allowed to transfer/move up to 5 percent of the original
appropriation or $250,000, whichever is greater, from one category to another as
long as it is within the same trust fund.
• If the amount does not qualify for a transfer or involves new appropriations, we
must request budget amendments.
- Budget amendments require up to a 30-day review by the Governor’s office and
then are put on consultation for 14 days for legislative staff review.
- The Legislative Budget Commission (LBC) must review and approve any
amendment greater than $1 million, or involving General Revenue. The LBC is a
group of legislative members that oversees substantial changes to agencies’
budgets after the GAA is in place for the fiscal year.
• By the end of the fiscal year, the agency must repay any internal loans of cash or FTE
used as short-term solutions to shore up staffing and cash needs.
Internal Spending Plans
Properly investing resources and demonstrating fiscal accountability to Florida taxpayers
is critical to the department’s success. As such, the department uses spending plans to keep
department spending on track and within the appropriations provided in the GAA.
DMS Overview for 2010 Transition 53
Spending plans:
• Provide accountability for resources by ensuring fiscal year expenditures are within
the budget appropriated by the Legislature in the GAA.
• Ensure fiscal year expenditures are within the budget approved by executive
management.
• Provide a management performance assessment tool.
• Earmark planned spending and establish reserves.
• Provide a justification for the use of resources.
The DMS Planning and Budget Office implemented an internal training and review process
for submitting spending plans for approval and reporting the status each quarter. Each
summer, this office conducts a Planning and Budget Workshop. DMS program areas
receive direction and timelines for completing plans that include prior year expenditures
and current year planned spending.
Management reviews and approves initial fiscal year spending plans. Program areas submit
quarterly status reports that management also reviews to ensure spending is appropriate
and on track.
Process for submitting spending plans and status reporting:
• Conduct an annual Planning and Budget Workshop.
• Program areas submit initial spending plan reports to include prior year spending
and current year planned spending, and the Secretary and Deputy Secretary review
and approve them.
• Program areas submit quarterly spending plan reports of actual expenditures. The
DMS Budget Office reviews spending plan reports quarterly with the Secretary and
Deputy Secretary to monitor the status of spending throughout the fiscal year.
Budget Information Resources
• Transparency Florida—The Florida Legislature developed Transparency Florida to
allow the public to view its allocation of taxpayer dollars to state agencies. The goal
is to increase fiscal accountability in state spending, providing citizens with a useful
tool to oversee how their tax dollars are being managed and spent.
http://www.transparencyflorida.gov
DMS Overview for 2010 Transition 54
• Florida Financials—The Chief Financial Officer developed Florida Financials – Cash
Flow and Balances. Florida Financials offers the taxpayer, an opportunity to look at
Florida's budget numbers, receipts, transfers and disbursements of cash—the type
of information that keeps taxpayers informed and government accountable.
http://flair.myfloridacfo.com/approot/dispub2/wpghmain.htm
* * *
Fiscal Year (FY) 2010-11 Budget The DMS FY 2010-11 budget includes both spending increases and program reductions to
help balance the state’s budget.
Budget increases allow for the following at DMS:
• Funding to open the Blackwater River Correctional Facility, a private prison
• Operations and maintenance funding for the new Department of Revenue and First
District Court of Appeal facilities
• Retirement IRIS (Integrated Retirement Information System) study
• Actuarial studies
• Special pensions and benefits increases due to federal requirements
• Stimulus grant funded projects
For the fifth consecutive year, state employees have not received cost-of-living raises due
to budget reductions. Budget reductions also mean strict restrictions on both in-state and
out of state travel and training. Travel and training can enhance the performance of
employees and/or provide exposure to the work that is being done in Florida.
Recessionary times affect state government as much as they do the private sector. Because
of the decline in Florida’s economy, the Legislature took unprecedented steps to shore up
the budget, including sweeping balances in agency trust funds, increasing fees and using
federal stimulus money. Florida and the nation are still recovering economically. Because
government recovery traditionally lags behind private sector recovery, state agencies will
generally continue to cope with less.
Efficiencies and Reductions
DMS administrative cost as a percentage of total agency budget is 1.37 percent; well below
the conservative 5 percent norm.
DMS Overview for 2010 Transition 55
DMS operating budget has decreased by 3 percent and FTE have been reduced 29 percent
over the last 10 fiscal years. These changes reflect the department’s efforts to continue to
manage more responsibilities with less staff resources. We realized this 3 percent decrease
even though we experienced:
• Increased utilities and operating costs with new buildings added to the Pool.
• Special retirement pensions increasing each year.
• Increased budget to operate and enhance the Joint Law Enforcement Radio system.
The following charts display DMS’ success at creating efficiencies as the agency added
responsibilities and stretched capacity.
DMS Overview for 2010 Transition 56
* * *
House Bill (HB) 5611
The 2010 Legislature passed HB 5611, a conforming bill attached to the budget, and
Governor Crist later vetoed this bill. The bill would have moved DMS under the Governor
and Cabinet, instead of leaving it as a Governor’s agency. Appropriations for 18 FTE, all
high-level managers and leaders, were linked to this bill. Accordingly, the FY 2010-11 GAA
(the state budget passed by the Legislature) reduced DMS by 18 FTE for these high-level
managers and leaders.
Governor Crist’s veto meant DMS remained a Governor’s agency; however, the 18 positions
(equal to $2.1 million) were not restored to the budget. Left with little choice and in order
to continue operations, DMS reclassified existing vacancies to create the management and
leadership positions required by law and needed to run the agency. We also reorganized
some units and eliminated the state facilities inspection and condition assessment
program. Other changes include:
• Consolidated the divisions of Departmental Purchasing and State Purchasing.
Effective mid-August 2010, one director assumed the duties of both purchasing
divisions, eliminating one position.
DMS Overview for 2010 Transition 57
• Cut six positions in the Real Estate division: the division director, effective mid-
August 2010; one Construction Projects Consultant II position, effective mid-August;
and four architects, effective December 31, 2010.
• The chief of staff position is vacant.
• Executive leaders are filling the gaps left with vacancies.
We identified that the state facilities inspections program, tasked with assessing building
conditions for more than 4,000 facilities, was not required by statute. DMS is required to
update inspections information at least every five years but is not required to perform on-
site inspections. Currently, this program has four architects whose full-time jobs are to
perform on-site facilities inspections every three years.
To scale back current activities, we will allow agencies to self-report their information (per
statute) that their own staff may collect, or they may procure vendors. Rent-paying tenants
from less than 100 facilities funded this inspection/condition assessment program, yet
more than 4,000 facilities benefitted from this service. By restructuring these activities, the
funding for the four architects and related expenses help offset $334,000 of the $850,000 in
budget reductions for the Real Estate program related to the loss of eight of the 18 FTE.
It is important to also mention that we included the work of the four architects in the
information we provided to the legislature about state facilities; however, the architects’
triennial assessments are for 4,000 of the 67,000 total state-owned buildings and
structures. Additionally, their work assesses only building condition; it does not provide
financial information used to determine property values for disposition.
The reduction of more than $2 million required us to hold some positions vacant to manage
rate and salary. Vacant positions mean even leaner programs with more single points of
failure, far less bench strength and greater risks to our program operations.
* * *
Additional Budget Priorities for the 2011-12 Fiscal Year
The following budget items would help DMS provide better services to our customers and
better manage our programs. Although these issues are important to DMS’ functionality,
they were not included in our Legislative Budget Request due to funding limitations and
our understanding the need to balance the budget.
DMS Overview for 2010 Transition 58
Actuarial Services—Retirement
Request: Retirement requests $350,000 in recurring budget for increased costs in actuarial
services for its contract actuary to conduct special studies requested by the Legislature.
Funds available in Retirement’s base budget are insufficient to cover this need. Article X,
Section 14 of the Florida Constitution requires public retirement plans to fund benefit
improvements concurrently in an actuarially sound manner. Actuarial special studies allow
the Legislature to understand the funding requirements of proposed FRS Pension Plan
benefit changes when considering legislation and educating constituents. The amount
actually needed to perform special studies cannot be accurately determined as the needs of
the Legislature change from year-to-year. The recurring budget amount requested reflects
what is typically required on an annual basis. Unforeseen circumstances may require
additional funds in any given year.
Funding: $350,000, recurring
Two FTE in Bureau of Benefit Payments—Retirement
Request: Retirement determined that its Bureau of Benefit Payments needs $109,900 to
fund two FTE to manage the increase in retired payees of the FRS. The increased workload
over the past few years (28.9 percent since 2005) requires the addition of one new benefit
specialist position in the DROP Termination Unit and one new benefits position in the
Retired Payroll Section. The Bureau of Benefit Payments is responsible for the
administration of pension benefit payments totaling more than $5.5 billion annually to
307,000 current payees (as of June 2010). The number of retired payees is expected to
grow to 334,000 by June 2012, an increase of 59 percent over the 10-year period ending
June 2012. Thereafter, the number of retired payees is expected to continue its historical
growth at more than 5 percent a year. The increased workload demands jeopardize the
administration of core responsibilities mandated by Florida Statutes.
Funding: $109,900
Access Health Care Data through a Service Provider—DSGI
Request: DSGI is currently limited in its ability to monitor and evaluate health disparity
data of all State Employees’ Group Health Insurance Program (Program) vendors. This
data includes differences in incidence, prevalence, mortality, and burden of diseases and
other adverse health conditions that exist among the specific population groups. This
limitation adversely impacts the ability of DSGI to:
• Evaluate Program performance
• Identify and assess areas of opportunities
• Target special needs
• Manage special populations
• Support legislative and policy initiatives and activities
DMS Overview for 2010 Transition 59
• Generally ensure the most cost-effective operation of the Program
A contractual arrangement providing consulting services for a health care data integration
system (HDIS) would provide DSGI access to health care market intelligence, encounter
information and analytic expertise through databases and software applications. The lack
of a HDIS limits DSGI’s ability to monitor and evaluate Program specific health care data,
and to perform financial and benefit design modeling that would ultimately assist DSGI in
delivering a value-driven health insurance product.
Funding: This issue would require an increase in budget authority in Special Categories:
Contracted Services of the State Employees’ Health Insurance Trust Fund for $1.1 million:
non-recurring funding of $600,000 to cover implementation costs, and recurring funding of
$500,000 to cover maintenance and administrative services to procure and retain a
qualified HDIS vendor. In addition, it requires one FTE, salary, rate and associated costs to
administer and perform the data mining and analyses using the HDIS.
Compensation Study—HRM
Request: HRM requests $150,000 to develop and conduct a comprehensive compensation
study for the SPS. The SPS, the largest of seven personnel systems in state government, has
more than 104,000 active employees and administers the Career Service, Selected Exempt
Service and Senior Management Service classes, in addition to OPS employees.
Section 110.2035(6)(b), Florida Statutes, requires DMS, in consultation with the Executive
Office of the Governor and the legislative appropriations committees, to conduct wage and
salary surveys with the goal of an equitable, competitive, market-based pay policy;
however, the state has not conducted the Career Service, Selected Exempt Service and
Senior Management Service compensation surveys since 2000.
The state seeks to maximize its compensation strategy to meets business objectives by
offering a competitive and cost efficient total compensation package (salary and benefits),
consistent with current business strategies and changing workforce needs. To provide the
best return on the investment of public funds, HRM would partner with proven
compensation consultants to determine ways of re-positioning and re-aligning the
compensation program for the SPS (i.e., base pay structure, incentive pay, compensation
delivery system, health benefits, retirement plans and other associated issues).
Comprehensive compensation study results will provide to key decision makers in the
Executive and Legislative branches the critical information needed to accurately determine
the competitiveness of the current compensation program, identify best practices and
trends, and provide fact-based and data-driven alternate strategies for the SPS.
DMS Overview for 2010 Transition 60
Funding: We are requesting a non-recurring appropriation in the Contracted Services
category in the amount of $150,000. The last Compensation Study was conducted in 2000
for $115,000; we are estimating a 3 percent increase in costs since the last study was
conducted (based upon recent experience with new cost estimates received for similar
consulting services that were also last provided in 2000).
SUNCOM Telecommunications Equipment on Premise Services (STEPS)—DivTel
Request: As VoIP replaces traditional voice communications, the entire
telecommunications industry will go through a change almost as significant as the
emergence of the Internet. Without proper management of this change, the state will lose
the internal compatibility of its shared State Communications Network with potential
consequences of millions in additional costs.
DivTel is seeking to manage this change and improve its approval processes for agency
purchases of telephony equipment by offering premise telephony equipment as a part of
the SUNCOM Portfolio of Services. Under a contract known as the SUNCOM
Telecommunications Equipment on Premise Services (STEPS), DMS combines SUNCOM
services with the State Term Contract for telecommunications equipment under a single
contract. STEPS is a state term contract DivTel manages that allows agencies (and other
eligible users) to rent or purchase (outright or through installments) communications
equipment chosen by SUNCOM engineers. STEPS will transform telecommunications
capital purchases into consistently cost-effective and reliable services.
DMS current role as a regulator of the procurement (often after-the-fact) is evolving to
make DMS a resource to help agencies get the best solution. As a resource to customers,
DMS will be involved earlier in the process, making us better able to prevent adversity and
haste in an approval process. We expect agency cooperation with enterprise priorities to
improve as our role changes. Finally, through the enhanced value STEPS will bring, we will
expect to see more local governments participate, thus helping to offset state enterprise
operational costs.
We will achieve these goals through a partnership with DFS using its Consolidated
Equipment Finance Program (CEFP). DFS leverages the volume and credit worthiness of
the state to get the best rates on capital purchases. Through this partnership, DMS will
allow customers to get telecommunications services and the associated financing at the
best rate possible through single monthly payments. In order to achieve this partnership,
DMS seeks an increase in spending authority in the Communications Working Capital Trust
Fund (CWCTF) of $5 million in the Deferred-Pay Commodity Contracts category to make
payments under the CEFP category.
Funding: $5 million
DMS Overview for 2010 Transition 61
Proviso Language—DivTel
Request: “The department is authorized to submit budget amendments in accordance with
chapter 216, Florida Statutes, to increase Specific Appropriation 2936 in the event that
payments for enterprise bundled telecommunications services exceed the amount
appropriated.”
Aircraft—Specialized Services
Request: To continue aircraft operations, we request recurring General Revenue of
$896,913 and a reduction of $129,764 in Trust Fund appropriations. The additional
$896,913 general revenue added to $890,477 base general revenue appropriations totals
$1,787,390 and covers fixed aircraft costs such as salaries and benefits, jet lease, general
operating expenses (e.g., utilities, training travel, insurance, phone service, etc.), contracted
services, major/unplanned aircraft maintenance and repairs, administrative overhead, data
processing services, human resources services, and risk management insurance. The
reduction of $129,764 from the base trust fund budget of $629,764 provides $500,000 to
cover variable aircraft operating costs, such as aircraft fuel, routine/regular maintenance
and servicing, parking and handling fees, and general aircraft trip expenses. This provides a
total budget of $2,287,390 to operate two aircraft (Cessna Citation Bravo business jet and
King Air 350 business turboprop) for a maximum of 500 flight hours during FY 2011-12.
Funding: $896,913, General Revenue
$129,764 in reductions of Trust Fund appropriations
Interior Refurbishment of Leased Space—REDM
Request: REDM requests $1.4 million in continued non-recurring funding for the statewide
refurbishment of tenant space. REDM estimates total revenue to be generated from the
$0.25 per square foot for office space for FY 2011-12 to be approximately $1.4 million. We
have yet to identify the project’s specific forecast for FY 2010-11. This amount is based on
the estimated occupancy of office space multiplied by $0.25 per square foot.
Master Lease Tenant Space Improvement Funds, Koger—REDM
Request: REDM estimates $577,845 in planned expenditures for the FY 2011-12 Tenant
Improvement needs. This request is in agreement with the 15-year master plan developed
relative to these funds.
Funding: $577,845
FCO – Supplemental Contracts—REDM
Request: This issue requests spending authority to complete renovations for other
agencies at their request and using their appropriated funds. When an agency needs DMS
participation in its construction projects, the funds are deposited in the Architect’s
DMS Overview for 2010 Transition 62
Incidental Trust Fund for DMS use on the other agency’s behalf. The project size limit is
$100,000 for this ongoing program.
Funding: $700,000, estimated
DMS Overview for 2010 Transition 63
Legislative Priorities and Committees
DMS Office of Legislative Affairs (Legislative Affairs)
Legislative Affairs is the liaison between the department and the Legislature and Cabinet.
Legislative Affairs coordinates and supervises the department’s legislative policy agenda.
The office, working under the direction of DMS Executive Leadership, prepares and reviews
legislative proposals from each division to determine which proposals become part of the
annual Agency Legislative Package. Additionally, Legislative Affairs secures sponsors for
department initiatives, provides timely analysis of bills and coordinates testimony before
committees.
Legislative Affairs maintains the DMS “watch list” that tracks key issues, current initiatives,
procurements and audits or reviews throughout the agency. Find the complete watch list as
of Oct. 19, 2010, in Appendix C of this document.
DMS Legislative Proposals for 2011
DMS leadership presented the following legislative proposals to Governor Crist’s office as
our 2011 Agency Legislative Package:
Administrative/Clean-up Changes to FRS Statutes—Retirement
Present Situation: Amendments enacted over the years affecting the FRS can cause
unintentional conflicts within certain statutory sections and/or chapters. Because the
content of Chapter 121, F.S., has not been rewritten or reordered for nearly 40 years, these
amendments will make it easier to understand. The conflicts and lack of continuity hinder
the department’s ability to render efficient service to nearly 1,000 state and local
government employers and more than 990,000 employees and retirees of those agencies.
Proposal: This bill will address small policy changes resulting from changes enacted over
the past 40 years and legal challenges during the last several years. Specifically, the
following changes are proposed:
• Amend section 121.031, F.S., to specifically require the use of Social Security numbers
for reporting and restrict the use of Social Security numbers only to official business.
• Amend sections 121.053 and 121.122, F.S., to specifically require the payment of
Unfunded Actuarial Liability (UAL) on the salaries of renewed members.
• Amend Chapter 121, F.S., to define “Regular Class member,” “retiree,” and
“distribution.”
• Amend Chapter 121, F.S., to clarify the separation requirements for distribution
eligibility by participants of the State Senior Management Service Optional Annuity
Program and the State University System Optional Retirement Program (SUSORP).
• Amend Chapter 121, F.S., to streamline provisions of the SUSORP.
DMS Overview for 2010 Transition 64
• Amend Chapters 121 and 1012, F.S., to clarify provisions of the State Community
College Optional Retirement Program as related to FRS membership transfers and new
provisions for reemployed retirees.
• Amend Chapter 121, F.S., to clarify when interest is owed for correcting previous
payrolls, when the 1 percent delinquent fee is charged, and when a waiver of delinquent
fees can be granted.
• Amend Chapter 121, F.S., to allow In-Line-Of-Duty disability applicants to apply for
service retirement benefits while an appeal of disability denial is pending.
• Amend Chapter 121, F.S., to require a disabled joint annuitant to meet the same
disability requirements of a disabled member.
• Amend Chapter 121, F.S., to clarify regular disability retirement.
• Clarify pre-employment physical requirements for presumption of tuberculosis, heart
disease, and hypertension.
• Clarify the member annual statements provided to FRS Pension Plan members.
• Clarify the membership status of individuals who chose to remain in their Chapter
175/185 retirement plans after a merger, transfer or consolidation with the FRS.
Local Government Retirement Policy Issues—Retirement
Present Situation: The Bureau of Local Retirement Systems monitors local public
retirement systems for compliance with required actuarially sound funding in part VII of
Chapter 112, F.S., and oversees local police and fire pension plans that participate under
Chapters 175 & 185, F.S., distributing premium tax collections to compliant plans.
Proposal: The Bureau of Local Retirement Systems, in performing its normal duties, has
identified issues of concern, and provided proposals pertaining to:
• Move substantive law from legislative intent into the chapter.
• Define terms used in this section for which there is no commonly understood meaning
or the meaning must be specific to this chapter.
• Establish a standard funding requirement to determine contributions owed in years
after the valuation date to become effective on and after a future valuation date.
Bureau of Local Government Retirement Funding—Retirement
Present Situation: Interest and investment income earned on the moneys deposited in
the Police and Firefighters’ Premium Tax Trust Fund, fund Retirement’s expenses for the
daily oversight and monitoring of local police and fire pension plans that participate under
Chapters 175 & 185, F.S., and for the oversight and actuarial reviews of all local
government pension plans conducted under part VII of Chapter 112, F.S. These earnings
have decreased in the last two years and are no longer sufficient to adequately fund
Retirement’s annual appropriation for these functions.
Proposal: To address inadequate funding of the Bureau of Local Government Retirement
Systems by insurance premium tax dollars, this proposal seeks to:
DMS Overview for 2010 Transition 65
• Clarify the use of moneys retained/returned to the trust fund,
• Establish a reserve balance in the trust fund to cover annual earnings fluctuations, and
• Provide the division with authority to withhold the amounts necessary to fund any
deficiency if the earnings are inadequate to cover Retirement’s appropriations.
Technical Revisions–State Employees’ Group Health Insurance Program—DSGI
Present Situation: The state desires to offer state employees and retirees the most
appropriate and sustainable mix of insurance benefits possible. Periodic evaluation and
modification of plan offerings and benefit design is essential to keep pace with the shifting
health insurance environment and to meet the changing needs of the state workforce.
Proposal: This proposal includes technical revisions for the State Employees’ Group
Health Insurance Program, including:
• Eliminate dated language regarding HMO service areas and prescription drug
dispensing fees from statute to allow DMS to pursue modern, aggressive pricing
strategies for the State Employees’ Group Health Insurance Program, and
• Clarify definitions of Medicare retiree coverage categories to eliminate participant
confusion.
Plan Design Options–State Employees’ Group Health Insurance Program—DSGI
Present Situation: The state desires to offer state employees and retirees the most
appropriate and sustainable mix of insurance benefits possible. Periodic evaluation and
modification of plan offerings and benefit design is essential to keep pace with the shifting
health insurance environment and to meet the changing needs of the state workforce.
Proposal: This proposal includes plan design options for the State Employees’ Group
Health Insurance Program (program) that encompass three primary strategies:
a. Align the Program with contemporary insurance practices:
Contemporary insurance practices are geared toward “consumer-oriented” health care.
The state’s consumer plans, the Health Investor Health Plans, have low participation
because there are few incentives to choose these plans. The state can create incentives
to move enrollment to consumer-oriented plans. Additionally, the state should consider
self-insuring all health insurance plans. Currently, the state self-insures only the PPO
plan.
b. Change health insurance benefits:
Benefits can be changed to generate any desired level of savings. For example,
eliminating retiree drug coverage would generate significant plan savings and also
reduce the state’s General Accounting Standards Boardliability. Other benefit changes
may be desirable to offset the impact of federal health care reform.
c. Align member premiums to benefits:
Premium levels do not currently provide an incentive to participants to shop and pay
for the level of coverage that they need. Aligning premiums to reflect the value of the
DMS Overview for 2010 Transition 66
coverage provided would generate savings to the state and create a level of
consumerism.
Re-organization of Chapter 110, Florida Statutes—HRM
Present Situation: Chapter 110, F.S., (State Employment), contains statutory language
that applies to the SPS and employer entities outside of the SPS, such as the Justice
Administration System, the State Courts System, the Department of the Lottery and the
state universities. These entities were formerly included in the SPS and Chapter 110 F.S.,
therefore, contained all state employment provisions. Over time, these entities were
legislatively permitted to establish their own systems of personnel administration;
however, the language in Chapter 110, F.S., was not changed to properly reflect this
restructuring. The failure to remove these references has resulted in continuing confusion
regarding the applicability of the provisions of Chapter 110, F.S., to other state government
employers.
Proposal: This bill restructures Chapter 110, F.S., to distinctly apply only to the entities of
the SPS and to properly distinguish between the multiple employers within state
government. Employment provisions that are common to all state employers (State Court
System, Justice Administration System, Lottery and the state universities) are relocated to
newly created parts of Chapter 112, F.S., (Public Officers and Employees), which already
contains other general provisions applicable to all state employers and employees. SPS
agencies are highly supportive of the proposed changes to the statutes.
Establish Funding for Emergency Medical Radio Services Planning—DivTel
Present Situation: Under Part I of Chapter 401, F.S., DMS is assigned the duty of planning
the “statewide system of regional emergency medical telecommunications … whereby
maximum use of existing radio channels is achieved in order to more effectively and
rapidly provide emergency medical service to the general population.”
The GAA provided spending authority for two FTE, down to one after recent cuts, for this
function but has never provided cash. Rather, DMS negotiated agreements with the
Department of Health (DOH) whereby DOH provided some funding from the “Emergency
Medical Services Trust Fund.” DOH funding has never been sufficient and some of the
prerequisite demands DOH placed on DMS through the agreements were outside of DMS’
statutory charge. Recent discussions with DOH indicate that they do not intend to pay at all
in FY 2010-11.
Proposal: DMS seeks proper funding of the DMS positions and expenses dedicated to
planning of the statewide system of regional emergency medical telecommunications,
rather than continue to subsidize by SUNCOM customers. The state could achieve this
through two options:
DMS Overview for 2010 Transition 67
a. Fund the function through the “Emergency Medical Services Trust Fund” through a
statutory requirement and non-operating transfers into the Communications Working
Capital Trust Fund.
b. Fund the function through the Statewide Law Enforcement Trust Fund enhancement
fees by changing the funding source in the GAA from the Communications Working
Capital Trust Fund.
Authorize SUNCOM to Serve Rural Health Clinics and Hospitals—DivTel
Present Situation: Rural hospitals and clinics are unable to participate in SUNCOM. With
growing initiatives to place them on the same network (Health Care Information Exchange)
with Florida agencies, there is an increasing need to service them through a single, low-cost
reliable provider that can integrate them into a common network.
Proposal: DMS seeks to provide the telecommunications savings opportunities to rural
health care providers and establish them as anchor tenants on rural broadband
infrastructure and the SUNCOM network.
Establish Broadband Program Office within the Division of Telecommunications—
DivTel
Present Situation: In accordance with s. 364.0135, F.S., established during the 2009
Legislative Session, DMS is charged to “encourage the use of broadband Internet service,
especially in the rural, unserved, and underserved communities of the state…” through
consensus building, partnerships, strategic planning and fostering federal grants. Since
that legislation became law, DMS and various Florida government entities received
Broadband Stimulus grants. Using grant awards, DMS has managed statewide projects to
map Florida’s broadband and develop strategic planning for Florida’s enterprise
telecommunications.
Proposal: DMS was recently awarded a $6.3 million federal grant to establish a Broadband
Program Office (BPO) for four years. This grant will help DMS meet the requirements of s.
364.0135, F.S., and the BPO will aid school libraries in optimizing their use of federal
education telecommunications subsidies, known as E-rate, since the Department of
Education recently eliminated that support. DMS expects the office to garner more
participation in enterprise telecommunications services among schools, libraries and local
governments thus creating sufficient revenues to make portions of the BPO self-sustaining
after the federal grants are depleted.
The BPO will develop and implement a unified vision around strategies that leverage
existing resources to:
• Organize and disseminate information
• Acquire sustainable funding
• Provide access to needed technology
DMS Overview for 2010 Transition 68
• Develop statewide planning
• Accelerate broadband demand through meaningful application
The outcomes of this initiative will inform and enable Florida’s leaders and institutions
responsible to address the broadband challenges described above and the future
opportunities broadband stimulus will create. DMS is partnering with the Department of
State, Division of Libraries and Florida’s Regional Planning Councils.
Negotiation Sessions—State Purchasing
Present Situation: ITN negotiation sessions held with vendors are exempt from the public
meeting requirement pursuant to s. 286.0113, F.S.; however, there is no authority for the
state’s negotiation team to meet and strategize prior to the negotiation sessions or for
evaluators to receive any training or ask questions as a group. This puts the state at a
significant disadvantage, as the state’s negotiation team enters negotiation sessions
unprepared and without cohesion. In order to preserve conversations held at these
strategy sessions, the state could record the entire sessions, as it does for negotiations with
vendors, to preserve the integrity of the process. The recordings would be exempt from
public records requests until 20 days after the competitive sealed replies are opened or
until notice of an agency decision or intended decision is posted (see s. 119.071(1)(b)2.a.,
F.S.), but would be available afterward.
Proposal: Modify statute to allow the state’s negotiation team to conduct recorded
strategy sessions in preparation for ITN negotiation sessions. Recordings from these
sessions would become available 20 days following the receipt of competitive sealed
replies or until notice of an agency decision or intended decision is posted.
Conflict of Interest—State Purchasing
Present Situation: In the 2010 session, the Legislature passed an amendment to s.
287.057(17), F.S. (formally subsection (18)), which added a requirement that agencies
avoid, neutralize, or mitigate potential organization conflicts of interests. The intent of the
amendment is not clear and has caused confusion among the various state agencies. In
addition, the statute introduced the term “organizational conflict” without defining the
term or providing any rulemaking authority to the department to resolve the confusion
through rulemaking. In addition, a clarification is also needed to the old language as
several agencies have had difficulties in interpreting the previous language, now subsection
(c).
Proposal: Modify section 287.057(17), F.S., to clarify the definition of “organizational
conflict” or to provide the department with rulemaking authority to explain certain terms
used in this section.
DMS Overview for 2010 Transition 69
Cooperative Purchasing—State Purchasing
Present Situation: Currently, s. 287.042(15), F.S., authorizes DMS “to enter into joint
agreements with governmental agencies, as defined in s. 163.3164(10), F.S., for the
purpose of pooling funds for the purchase of commodities or information technology that
can be used by multiple agencies.” The definition of governmental agencies as defined in s.
163.3164(10), F.S., does not mention other states in the definition, nor does the statute give
this authority specifically to other state agencies. Therefore, to best leverage the state’s
purchasing power, this definition should be expanded to include other states and allow
cooperative purchasing by other state agencies. In addition, s. 287.042(15), F.S., should be
expanded to allow DMS to delegate this cooperative purchasing authority to other state
agencies. Lastly, the statute specifically mentions “commodities and information
technology,” but no other services are specifically permitted.
Proposal: Modify section 287.042(15), F.S., to provide specific authority for state agencies
to enter into cooperative purchasing arrangements with other states, specific authority to
lead such a cooperative consortium with other states, and expand authority to allow for
cooperative purchasing for services in addition to “commodities and information
technology.”
Leasing Appropriations Based on Space Utilization Standards—REDM
Present Situation: At the current time, lease costs are included in agency base budgets in
the expense category along with all other expenses. DMS proposes having lease expenses
separately requested and appropriated. In making the budget requests, agencies will be
required to justify their lease costs based on how their leases conform with DMS space
standards. Space standards are based on a “cost per occupant” metric, whereby the Total
Annual Rent (Rental Rate x Total Square Footage) is divided by the total occupants to
determine the cost per occupant.
Proposal: Revise section 216.023, F.S., or revise the legislative budget instructions to
provide greater visibility into and accountability for agency lease costs by appropriating
funds for leases separately from other expenses.
* * *
Additional Legislative Priorities for the 2011-12 Fiscal Year
The following items are in addition to our 2011 Agency Legislative Package. DMS
leadership believes these additional legislative items are possible changes or initiatives a
new administration might consider pursuing.
Seek an exception to revert to Option 2 instead of Option 1 in the case of an invalid
option selection—Retirement
DMS Overview for 2010 Transition 70
Present Situation: Under current law, if a member dies before cashing or depositing a
check to finalize retirement, or in case of an invalid option selection, the benefit payment
option must revert to Option 1. Option 1 does not provide a continuing benefit to a
beneficiary. Upon death, the monthly benefit stops and the beneficiary is entitled to receive
only a refund of contributions the member paid, if any, which exceed the amount the
member received in benefits. The DMS Office of the General Counsel suggested this change
following case resolution for disputed survivor benefits paid under the Florida Retirement
System Pension Plan. This proposal would provide a minimum safety net in the event of a
surviving spouse or other qualified dependent beneficiary, while limiting the future
liabilities to the system compared to a lifetime benefit under Option 3.
Proposal: Amend s. 121.091(7)(c)(2), F.S., to include an option selection revert to Option
2 in the case of an invalid option selection or if a member dies before finalizing retirement.
Move Administration of the State of Florida FICA Alternative 401(a) Plan for OPS
Employees to the Chief Financial Officer—HRM
Present Situation: DMS has procured and is finalizing a pre-tax investment contribution
plan whereby OPS employees contribute a portion of their pay (7.5 percent) into the pre-
tax investment plan, thus removing the employee’s 6.2 percent Social Security contribution.
By creating the pre-tax investment plan, the employer continues to pay the 1.45 percent
Medicare tax, but no longer pays the matching 6.2 percent Social Security contribution,
providing substantial cost savings for the state.
Although DMS procured this cost-saving retirement investment vehicle, contract
management would best reside with the DFS Division of the Treasury, as it already
administers the State of Florida Deferred Compensation 457 Plan that is very similar to this
plan, and in which OPS employees are also permitted to participate.
Proposal: Move administration of the State of Florida FICA Alternative 401(a) Plan for
OPS employees from DMS to the Department of Financial (DFS) Services Division of the
Treasury.
Elimination of the Florida State Employees’ Charitable Campaign—HRM
Present Situation: The FSECC is a non-mission critical program, for which the
authorizing statute has become increasingly more complex to administer and more prone
to litigation. The program purposes include minimizing workplace disruption, creating a
single entry point for all charitable causes, and providing a convenient and affordable way
for employees to spread out their donations, all of which can now be accomplished through
viable alternative means. Ambiguous statutory provisions prevent the state from
streamlining FSECC administrative processes or leveraging new technologies to minimize
the manual, paper-driven processes. As a result, the state must expend money to defend
against lawsuits over eligibility of undesignated funds, must respond to time-consuming
DMS Overview for 2010 Transition 71
appeals of agency decisions regarding campaign participation eligibility, and total
administrative costs continue to rise above the annual $17,000 appropriation DMS receives
to administer the program.
Proposal: Eliminate the Florida State Employees’ Charitable Campaign (FSECC)
Seek Reauthorization of the State Law Enforcement Radio System (SLERS) Funding—
DivTel
Present Situation: Currently DMS receives funds from a $3 surcharge added to fines for
moving violations. These funds are provided for the purpose of managing, administering,
and overseeing SLERS and providing technical assistance to state agencies and local law
enforcement agencies with their statewide systems of regional law enforcement
communications (s. 318.18(17), F.S.). This section (and the surcharge) is slated for sunset
in 2012. Continued enhancements to SLERS will discontinue unless the funding revenue
fee is continued.
Proposal: Amend s. 318.18, F.S., to extend funding for the enhancements to SLERS.
* * *
Legislative Committees and Staff
DMS works with the Legislature throughout the year, providing information, reports and
assistance. Interfacing with legislative committees and staff that work on DMS issues is
central to this relationship.
As with most legislative bodies, committees are the heart of Florida’s legislative process.
Committees allow small groups of legislators to review policy matters or proposed bills
more closely than is possible by the entire chamber. Committees are the first to hear bills,
and their staffs research and make inquiries on proposed legislation. In addition to hearing
legislation, each committee may originate legislation within its field of expertise.
House Leadership, Committees and Staff Representative Dean Cannon is the Speaker of the House. Beginning November 16, 2010, he will serve a two-year term as Speaker of the Florida House. Speaker Pro Tem will be Representative John Legg. Representative Carlos Lopez-Cantera will serve as Majority Leader. The Florida House has 9 committees that cover broad subject areas and appropriations, and 26 subcommittees that focus on specific issues within the broader subject areas. House Leadership chooses committees, members, and chairs. DMS regularly works with the following House committees and subcommittees:
DMS Overview for 2010 Transition 72
Speaker of the House
Speaker Pro Tem
Majority Leader
Minority Leader
Minority Leader Pro Tem
Committee Staff Director Analyst(s) Committee Chair Committee Vice Chair
Appropriations Committee
JoAnne Leznoff Gus DelaneyDenise Grimsley (R-77),
Sebring, FL
Committee vice chairs to be
appointed after December 6
Government Operations Appropriations
Subcommittee Bruce Topp Jeff Dykes
Subcommittee chairs to
be appointed before
December 6
Subcommittee vice chairs to
be appointed after
December 6
Justice Appropriations Subcommittee
Greg Davis John McAuliffe
Subcommittee chairs to
be appointed before
December 6
Subcommittee vice chairs to
be appointed after
December 6
Committee Staff Director Analyst(s) Committee Chair Committee Vice Chair
State Affairs Committee
Tom HambySeth McKeel (R-63),
Lakeland, FL
Committee vice chairs to be
appointed after December 6
Governmental Operations Subcommittee
Heather Williamson Judy McDonald
Subcommittee chairs to
be appointed before
December 6
Subcommittee vice chairs to
be appointed after
December 6
Appropriations
Policy
Dean Cannon (R-35), Winter Park, FL
John Legg (R-46), Port Richey, FL
Carlos Lopez-Cantera (R-113), Miami, FL
Ron Saunders (D-120), Tavernier, FL
Joe Gibbons (D-105), Pembroke Park, FL
FLORIDA HOUSE OF REPRESENTATIVES
Leadership
Senate Leadership, Committees and Staff Senator Mike Haridopolos is the Senate President. Beginning in November 16, 2010, he will serve a two-year term as President of the Florida Senate. Steve MacNamara will serve as both chief of staff and general counsel of the Florida Senate. Other members of Senate leadership include President Pro Tem Mike Bennett, Majority Leader Andy Gardiner, Rules Chair John Thrasher, Budget Chair JD Alexander, and Reapportionment Chair Don Gaetz.
The Florida Senate has 19 standing committees that cover broad subject areas and appropriations, and 9 subcommittees that focus on specific issues within the broader subject area. DMS regularly works with the following Senate committees and staff:
Senate President
President Pro Tem
Majority Leader
Minority Leader
Minority Leader Pro Tem
Committee Staff Director(s) Analyst(s) Committee Chair Committee Vice Chair
Budget Craig Meyer/Eliza HawkinsJD Alexander (R-17),
Bartow, FL
Joe Negron (R-28),
Palm City, FL
General Government Appropriations
SubcommitteeJamie DeLoach Dawn Pigott
Alan Hays (R-20),
Umatilla, FL
Lizbeth Benacquisto (R-27),
Wellington, FL
Criminal and Civil Justice Appropriations
SubcommitteeTim Sadberry
Mike Fasano (R-11),
New Port Richey, FL
Arthenia Joyner (D-18),
Tampa, FL
Senate Budget Office
(in Senate President's Office)
Craig Meyer,
John “Tim” Leadbeater
(General Counsel)
Noah McKinnon,
Kelly Goddard N/A N/A
Committee Staff Director Analyst(s) Committee Chair Committee Vice Chair
Governmental Oversight and Accountability Dawn K. RobertsTodd McKay, Sarah
Naff
Jeremy Ring (D-32),
Margate, FL
Gary Siplin (D-19),
Orlando, FL
Community Affairs Tom Yeatman Dana GizziMike Bennett (R-21),
Bradenton, FL
Jim Norman (R-12),
Tampa, FL
FLORIDA SENATE
Leadership
Mike Haridopolos (R-26), Melbourne, FL
Mike Bennett (R-21), Bradenton, FL
Andy Gardiner (R-9), Orlando, FL
Nan Rich (D-34), Weston, FL
Arthenia Joyner (D-18), Tampa, FL
Appropriations
Policy
* For a full listing of committee members, please see the Legislative Affairs Transition Manual.
DMS Overview for 2010 Transition 73
DMS Key Personnel
This section includes brief biographies (bio) of the current DMS leaders, both executive
team and division directors. Each bio includes contact information, and the table below also
lists their contact information along with contact information for the two Office of the
Secretary executive assistants, Pam Donaldson and Ann Barfield. (All locations CCOC unless
noted otherwise.)
Name/Title Office
Number
Phone
Number (all 850)
Secretary
285 414-8941
David Faulkenberry Deputy Secretary
235A 921-3788 [email protected]
Debra Forbess, Director Administration & Budget
260B 487-9911 [email protected]
John Brenneis General Counsel
160E 488-0229 [email protected]
Steve Rumph Inspector General
Bldg. 4040 135
413-8740 [email protected]
Elizabeth Boyd, Director Legislative Affairs
280D 922-6535 [email protected]
Linda McDonald, Director Communications
280A 413-7448 [email protected]
Linda Fuchs, Director Project Management Office Real Estate Development & Mgmt
R
315J 488-8036 [email protected]
Joe Wright Chief Information Officer
280G 413-9169 [email protected]
Sarabeth Snuggs, Director Retirement Division
Winewood Building 8 Room 217
487-4133 [email protected]
Michelle Robleto, Director State Group Insurance Division
215A 921-4658 [email protected]
Sharon Larson, Director Human Resource Management Division
235F 413-8725 [email protected]
DMS Overview for 2010 Transition 74
David Faulkenberry, Office of the Secretary, Deputy Secretary
CCOC Building 4050, Suite 235A; (850) 921-3788 [email protected]
David DiSalvo, Director People First Division
235I 413-9579 [email protected]
Charles Ghini, Director Telecommunications Division
Bldg. 4030 115J
922-2963 [email protected]
Jeff “JD” Solie, Director Specialized Services Division
335I 410-1553 [email protected]
Pam Donaldson Executive Assistant
285A 414-7355 [email protected]
Ann Barfield Executive Assistant
280.1X 922-9698 [email protected]
DMS Key Personnel Bios
Faulkenberry has extensive experience in accounting and finance, project management,
systems design, and executive administration and is currently responsible for the State of
Florida’s personnel system, group insurance plan, Florida Retirement System, and the
state’s enterprise telecommunications infrastructure. Combined these division have a $400
million operating budget and more than 330 employees.
Before becoming Deputy Secretary in July 2007, he led the Division of Human Resource
Management where he was responsible for establishing all goals, objectives, and priorities
for the human resource policy unit and the People First team (the largest SAP-based state
government HR outsourcing initiative). Faulkenberry also was the Chief Financial Officer
for the Florida Lottery where he served as a key advisor to the Secretary on all policy
matters relating to administration, financial operation, budget, and procurement of goods
and services for the Florida Lottery (an entity with annual revenues of $2.7 billion, profits
of approximately $1 billion, and a budget of $145 million).
Faulkenberry serves on the board of directors of the Florida State University HR Center,
DMS Overview for 2010 Transition 75
Debra Forbess, Office of the Secretary, Administration Director and
Budget Director
CCOC Building 4050, Suite 260B; (850) 487-9911 [email protected]
John Brenneis, Office of the General Counsel, General Counsel
CCOC Building 4050, Suite 160E; (850) 488-0229 [email protected]
whose mission is to facilitate networking among HR professionals and FSU faculty, and is
the Chairman of Board of Trustees of the Southwood Shared Resource Center that provides
administration and strategic direction to the enterprise data center operations for the State
of Florida.
Deputy Secretary Faulkenberry received his bachelor of arts in finance from the University
of West Florida. He lives in Tallahassee with his wife and daughter and is an avid golfer.
Forbess has provided 22 years of dedicated public service to citizens of Florida, primarily in
the Department of Management Services (DMS), the administrative arm of government. She
served in a variety of roles at DMS including Auditor, Management Consultant, Budget
Analyst, Planning and Budget Director and Director of Administration. Forbess currently
serves as Budget Director and Director of Administration, providing services to 1,000
employees and monitoring the agency budget of $.5 billion dollars. Her focus is on ensuring
accountability for resources, reducing administrative costs and maintaining a strong
foundation through continuous incremental improvements in each area of responsibility.
Forbess earned her Bachelor of Science in Behavioral Science and is a Certified Public
Manager. She is currently serving as President of the Florida Association of State Agency
Administrative Services Directors. She is married to Bill Forbess and has a daughter,
Allison.
As the DMS General Counsel, Brenneis oversees a 26-member legal staff in the Office of
General Counsel. He also serves as liaison with the Governor’s General Counsel and other
government agencies. Brenneis serves as Chief Ethics Officer for DMS in addition to acting
as the agency’s chief legal advisor.
DMS Overview for 2010 Transition 76
Steve Rumph, Office of the Inspector General, Inspector General
CCOC Building 4040, Suite 135; (850) 413-8740 [email protected]
Elizabeth Boyd, Office of the Secretary, Legislative Affairs Director
CCOC Building 4050, Suite 280D; (850) 922-6535 [email protected]
Brenneis has 16 years experience in the legal field, and recently was named a top
government attorney in Florida Trend’s 2010 Florida Legal Elite. Prior to joining the
department in 2007, he was a shareholder with Ausley & McMullen, P.A. in Tallahassee.
He is a Florida native, and attended Florida State University where he graduated magna
cum laude with a B.S. degree in both Accounting and Finance in 1994, and a J.D. with high
honors in 1994. Brenneis was admitted to the Florida Bar in 1994 and the Georgia Bar in
1997. He is a certified public accountant (Florida 1988).
Rumph began with the Department of Management Services Office of Inspector General in
September 2001 as the Chief Investigator. He was designated the Acting Inspector General
in July 2002 and appointed Inspector General by Secretary Simon in June 2003. Prior to
working with the Department, Rumph was an investigator for the First Circuit State
Attorney, Director of the C2 Task Force (a multi-jurisdictional narcotics task force),
investigator for the Fort Walton Beach Police Department and a police officer with the
Houston Police Department, Houston Texas. He attended the University of Nevada Las
Vegas from 1976 through 1978, and received his B.S. degree in Criminal Justice from Troy
State University. Rumph is a Certified Inspector General, member of the National
Association of Inspector’s General and a certified White Collar Crimes Investigator. He and
wife, Linda, married for 30 years, have two children, Christy (25) and Steve (24).
Agency liaison to the Florida Legislature, advocating for the agencies priorities and
providing information and education to legislative staff. Direct agency legislative activities
and oversee implementation of all legislative initiatives and strategies. Conducts bill
tracking and legislative monitoring on behalf of the Department. Served at DMS for nearly 5
DMS Overview for 2010 Transition 77
Linda McDonald, Office of the Secretary, Communications Director
CCOC Building 4050, Suite 280A; (850) 413-7448 [email protected]
Linda Fuchs, Project Management Office Director and Interim REDM Director
CCOC Building 4050, Suite 315J; (850) 488-8036 [email protected]
years, first as Legislative Coordinator and promoted to Deputy Legislative Director in 2006.
Started as Legislative Director in 2009. Bachelor of Science in Communications.
Joined DMS as Deputy Communications Director, Dec. 26, 2007. Communications Director
since Nov. 2009, acting director Sept.-Nov. 2009. Direct and oversee agency external and
internal communications, agency media spokesperson, oversee five-member
communications team. Previously Communications Director for First Professionals
Insurance Company in Jacksonville, Florida, and communications consultant prior to that,
with 10 years industry experience. B.S. degree in business administration, with health care
and insurance experience. Published work includes the Florida Times-Union, Jacksonville
Business Journal, Chiropractic Economics, Bismarck Tribune and others. Native of North
Dakota; relocated to Florida in 2003 and Tallahassee in Dec. 2007.
Fuchs serves as an agency-wide resource, directing or mentoring major projects throughout
the agency. In her “utility infielder” role, she is currently managing the Division of Real
Estate Development and Management in the absence of a division director. Prior to starting
the Projects Management Office (PMO) in early 2008, Fuchs managed several enterprise
technology and public safety communications projects for the state. With a background in
libraries, information science and business administration, her forte is organization and
project management. Fuchs has an M.B.A from George Washington University, an M.L.S.
from Rutgers University and a B.A. in English and education from Muhlenberg College.
DMS Overview for 2010 Transition 78
Sarabeth Snuggs, Division of Retirement, Director
1317 Winewood Blvd, Building 8, Room 217; (850) 487-4133 [email protected]
Joe Wright, Office of the Secretary, Chief Information Officer
CCOC Building 4050, Suite 280G; (850) 413-9169 [email protected]
Wright provides oversight on all agency information technology (IT)-related matters, and
serves as Information Security Manager and COOP (Continuity of Operations Planning)
Coordinator for the agency. Prior to this role, he was the Bureau Chief over Distributed
Platform Services at the Shared Resource Center, then part of DMS, from December 2005
until July 2008. Wright began his IT career in Tampa serving in leadership for a leading
health care administration company from 1987 until 2000. He has 24 years experience in
the Information Technology field, and has been with the State of Florida for the past five
years. Wright has a Bachelor of Science Degree in Computer Science from the University of
Tampa (1987).
Administers the Florida Retirement System (FRS) Pension Plan, the fourth largest public
pension plan in the country; oversees the actuarial soundness of local government pension
plans that are not a part of the FRS; directs the administration of the Municipal Police
Officers’ and Firefighters’ Premium Tax Trust Fund program; leads a team of 194 staff.
Director since June 2004, Interim Director August 2003–June 2004, Bureau Chief December
1991–August 2003, progressively responsible positions within Retirement from October
1977–December 1991; B.A. in Business Management from Huntingdon College. Married to
Andy Snuggs, two sons, Andy Jr. and Alex.
DMS Overview for 2010 Transition 79
Sharon Larson, Division of Human Resource Management, Director
CCOC Building 4050, Suite 235F; (850) 413-8725 [email protected]
Michelle Robleto, Division of State Group Insurance, Director
CCOC Building 4050, Suite 215A; (850) 921-4658 [email protected]
Direct and oversee the procurement, provision and fiscal management of pre-tax, cafeteria
plan insurance benefits for 375,000 employees, retirees and their dependents. Director
since July 2007. Previously Executive Director of the state’s health insurance risk pool, the
Florida Comprehensive Health Association; prior to that Director of Administration for the
state’s property risk pool, the Florida Residential Property and Casualty Joint Underwriting
Association; Director of Provider Relations and Contracting, Blue Cross Blue Shield of
Delaware; Presidential Management Intern, Health Care Financing Administration and U.S.
Government Accountability Office. 25 years industry experience with a B.A. degree
Sociology/Business and Masters of Public Administration. Moved to Florida in 1999;
hobbies include reading, baking and running.
Responsible for managing Florida’s “State Personnel System.” Program duties include:
development, implementation and administration of statewide human resource policies
and procedures; training of agency human resource professionals in the application of
those policies; long-range planning; design and oversight of a uniform classification and
compensation system, including seven different pay plans; representation of the Governor
in collective bargaining matters; administration of 13 collective bargaining contracts;
oversight of numerous employee benefit programs; trend analysis; statistical analysis and
reporting to the Governor and Legislature; drafting and substantive and fiscal analysis of
legislative proposals; appearances before legislative committees; and the provision of
consultative services and technical assistance to state agencies, the Governor and the
DMS Overview for 2010 Transition 80
David DiSalvo, People First Team, Director
CCOC Building 4050, Suite 235I; (850) 413-9579 [email protected]
Legislature. Also directly responsible for the administration of the $43.9 million HRM
budget and HRM staff supervision. HRM Director since February 2007. Previously served
as the director from March 1998 to February 2001 and as legal counsel to the division from
1993 to 1998. Also served as legal counsel to various entities throughout state government.
Received law degree and undergraduate degree in Political Science, with a minor in
Business, from FSU.
DiSalvo manages the People First team that oversees the state’s human resource
outsourcing contract with NorthgateArinso, Inc., and acts as the contract manager. In
addition, he manages the team from a project manager perspective to ensure the effective
development of the state’s HR business requirements, as well as technical specification
approval, and user acceptance testing.
Prior to joining DMS in September 2006, DiSalvo was the Human Resources Director for the
Florida Department of Children and Families (DCF). He served in various state government
positions over the past 20 years. At DCF, DiSalvo held diverse roles, such as a change
management senior consultant where he received the prestigious Lamarsh Change Master
and Facilitation Master Certification; Assistant Staff Director for General Operations where
he oversaw the department’s leasing and tangible property programs; and senior
management analyst where he led quality improvement and administrative restructuring
initiatives.
DiSalvo has also worked in the Florida House of Representatives and the Office of Program
Policy Analysis and Government Accountability (OPPAGA). DiSalvo holds a Master of
Business Administration (MBA), and received the distinguished Project Management
Professional (PMP) and Florida Certified Contract Manager (FCCM) certifications.
He was raised in Tallahassee and attended Leon High School where he excelled in
academics and athletics. DiSalvo attended Eckerd College and participated in the Florence,
Italy, exchange program before attending the Florida State University MBA program. He is
married to Kelley, has two children, and lives in Tallahassee, Florida.
DMS Overview for 2010 Transition 81
Charles Ghini, Division of Telecommunications, Director
CCOC Building 4040, Suite 115J; (850) 922-2963 [email protected]
Ghini is responsible for maintaining the fiscal accountability and sustainability of DivTel
trusts funds, as well as the development, procurement and operations of statewide
telecommunications services for state agencies, public safety and eligible local government,
education and non-profits. Ghini’s accomplishment as DivTel Director include his
instrumental role in the design, development, and deployment of the SUNCOM broadband
network services known as MyFloridaNet (MFN). Following a 2009 mandate that made
DivTel responsible for Florida’s broadband activities, Ghini has organized a multi-agency
working group to focus on these issues, and is directing the development of a
comprehensive inventory of broadband services availability in Florida.
Ghini has worked for the State of Florida in the IT field for 25 years. Before coming to DMS
to run the MFN project, he was the network director at the Florida Agricultural and
Mechanical University; and the technical manager of the ERP project at the Department of
Financial Services.
He started his career as a COBOL/database programmer for the Department of General
Services. Ghini advanced to become a systems programmer/network administrator for the
AMIC Data Center, where he worked on Unisys and IBM mainframes and networks. He
became a communications engineer supervisor for the SUNCOM network, where he
developed the State of Florida’s Internet presence in the early years of the Worldwide
Web’s emergence. He later became the Chief Operating Officer of the DMS State Technology
Office, with responsibilities for the Shared Resource Center and as the State
Telecommunications Director focusing on the SUNCOM network services.
Ghini holds a degree in Mechanical Engineering from University of Grenoble in France,
where he grew up. He also earned a B.S. in Computer Science from FSU while working for
the State of Florida.
DMS Overview for 2010 Transition 82
Jeff “JD” Solie, Division of Specialized Services, Director
CCOC Building 4050, Suite 335I; (850) 410-1553 [email protected]
Specialized Services is programmatically the most diverse of the Divisions within DMS,
overseeing Aircraft Operations, Motor Vehicles and Watercraft Management, Federal
Property Assistance, and Private Prison Monitoring.
Solie has worked for the State of Florida since 1997. Prior to becoming Director of
Specialized Services he was the Bureau Chief of DMS Private Prison Monitoring, and was
responsible for the oversight of the private prison system within the State of Florida. This
responsibility includes, but is not limited to: major private prison procurement processes;
cost-effective designing and construction of new correctional facilities; oversight of
operations of correctional facilities in a way that provides effective protections of the public
safety; ensures private prison vendors are providing educational, treatment and vocational
programs capable of reducing recidivism; and achieving and maintaining cost savings for
the State of Florida.
Solie’s other work experience includes working at the Department of Agriculture and
Consumer Services/Bureau of Fair Rides (Field Administrator), Florida Department of
Juvenile Justice (Director of Training), and a 20-year career (1977-1997) with the United
States Air Force (Retired Master Sergeant). JD has a Master of Arts Degree in Human
Resource Development (1997) and a Bachelor of Science Degree in Criminal Justice (1996).
DMS Overview for 2010 Transition 83
Open Government and Ethics
Open Government
The State of Florida is unique in the sense that it is one of the most transparent and open
governments in the country, and has been for some time. Open government means
providing the public access to information that is easy to understand in an open and
transparent setting.
Governor Crist established the Office of Open Government in 2007, and it exists to ensure
that state government has the guidance and tools to serve Florida with integrity and
transparency, and be accountable to the public.
This transparency and accountability relates to four components:
• Public records
• Records management
• Open meetings
• Plain language
Public Records
• Most documents, whether paper or electronic, including e-mail, can be subject to a
public record request.
• It is best to assume that any non-proprietary document can be subject to a public
record request unless law explicitly excludes it.
• DMS handles most requests within 48 hours, at no cost to the public.
• The Office of the General Counsel and the Communication Office spearhead public
record requests, with each division having a public record liaison.
Records Management
• Maintain records that could be requested by the public maintained to ensure the
public has access to the most current information.
• What records need to be kept, and which ones can be discarded or destroyed, and
when, are governed by records retention schedules set by the Department of State.
• The Records Management Officer, in the Office of the General Counsel, coordinates
and ensures training for division Records Management Liaison Officers. Each
DMS Overview for 2010 Transition 84
division has a Records Management Liaison Officer responsible for retention and
destruction oversight.
Open Meetings
With respect to meetings, Florida’s Government-in-the-Sunshine law provides a right of
access to governmental meetings. It applies to any gathering of two or more members of
the same board to discuss some matter that they foresee will provide a recommendation,
ranking, or decision on a matter. Sunshine law requires that:
• Meetings of boards or commissions must be open to the public.
• Reasonable notice of such meetings must be given.
• Minutes of the meeting must be taken (these minutes become public records).
Plain Language
• Plain language ensures communication between the government and public is clear
and concise, as well as easy to understand.
Ultimately, plain language ensures documents and public records are easy to understand,
records management ensures the most current public records are available to the public
and saves money by disposing of outdated documents, and open meetings ensure the
public is aware of the actions of government, which will then appear in a new series of
public records.
Code of Ethics
An ethics code provides an honest, ethical and open structure within DMS while serving the
people of Florida.
Employees must comply with both the statutory Code of Ethics (Chapter 112, Part III, F.S.)
and the DMS Code of Ethics that incorporates and exceeds the current requirements of the
statutory Code of Ethics and Executive Order 07-01.
The DMS Code of Ethics has three major sections: gift solicitation, reporting/disclosure
requirements, and employment and activity restrictions. See Appendix F for a copy of the
DMS Code of Ethics. The key provisions of each section are outlined below.
The DMS General Counsel is the Chief Ethics Officer for DMS.
DMS Overview for 2010 Transition 85
Gift Solicitation
• Employees cannot solicit any gift, regardless of its value, for the personal benefit of
themselves, their family, or another employee.
• Employees cannot accept anything of value from a lobbyist or a lobbyist's principal.
• Employees cannot accept anything of value from a non-lobbyist where the employee
knows or reasonably should have known that the value exceeds $25. There are
certain exceptions that apply such as gifts from relatives and personal friends,
provided certain restrictions and reporting requirements are satisfied.
• Employees cannot accept a gift (even if valued at under $25) if the gift is being given
or accepted with the intent that the employee’s official action or judgment would be
influenced by the gift.
• With all these restrictions, a gift to an employee's spouse or minor child is
considered a gift to the employee.
• Meals and transportation may be considered gifts under many circumstances unless
part of official business, depending on the provider of the meal or transportations.
Reporting/Disclosure Requirements
• Disclosure of gifts will include a description of the gift and its approximate value, the
name and address of the donor (if possible), the date of the gift, and a copy of any
receipt for the gift provided by the donor.
Employees must report any permissible gift valued at more than $25,
although there are some exceptions set forth in the Code. In those cases,
employees must report any permissible gift valued at more than $25 unless
the gift is from a relative or:
a. is given by a personal friend for a special occasion (e.g., holidays,
birthdays, wedding, showers, anniversaries, graduation, Valentine’s Day,
etc.); or
b. is a meal (whether at a restaurant or at a home) with a friend or lodging
at a friend’s home.
Note: Any gift that falls into either (a) or (b) above must be reported and
disclosed if it is valued at more than $10000.
• Employees must report all gifts, not exempt, and worth more than $100.
DMS Overview for 2010 Transition 86
Employment and Activity Restrictions
• Employees may serve on the boards or commissions of governmental
entities, subject to approval of the DMS Chief Ethics Officer.
• Typically, employees cannot serve as officers or directors of any non-
governmental corporation, company, partnership or other entity.
• Employees cannot have any ongoing dual employment or dual compensation
without prior DMS approval.
• Employees must disclose quarterly the names of any immediate relatives
(spouse, siblings, parents, and children) who are lobbyists.
DMS Overview for 2010 Transition 87
Performance Management and Learning
Performance Management—Customer Quality Assurance Survey
As a customer-service based agency, providing excellent service department-wide is a DMS
priority. To assess how the DMS divisions were meeting the needs of their various
customer bases, and to better identify areas to improve, DMS created a customer service
survey with the assistance of Sterling Research.
DMS distributed the quarterly survey to a random sample of 40,000 customers across all
divisions. Sterling Research compiled the results, with a focus on:
• Number of responses
• Overall satisfaction
• Problem resolution
• Areas for improvement
• Customer service satisfaction
• Customer product satisfaction
• Comments
Each division received a report rating customer satisfaction from 1-5, with five being the
highest, based on the following scale:
• 1- Extremely dissatisfied
• 2- Somewhat dissatisfied
• 3- Neither
• 4- Somewhat satisfied
• 5 - Extremely satisfied
Each division strived to receive mainly 4s and 5s from its customers. DMS used these
results to identify strengths and weaknesses within the program areas from the customer
standpoint, and then worked to improve the weaknesses and strengthen the strengths.
In the first quarterly survey, conducted in June 2007, 37 percent of all respondents gave
DMS a ‘5’ for overall customer satisfaction. In the following quarters, as DMS started
customer service training and raised staff awareness of customer service, more customers
awarded DMS with the “top box” score, stabilizing in the 45-47 percent range. Throughout
DMS Overview for 2010 Transition 88
Overall satisfaction: All divisions
the surveys, the majority of DMS customers indicated they were either somewhat or
extremely satisfied with our products and services.
Due to restricted resources, combined with consistent ratings over recent quarters, DMS
discontinued the survey in July 2010.
Performance Management—Customer Quality Assurance
Performance Management—Division Surveys
In addition to the department-wide customer quality assurance survey, which occurred quarterly, multiple divisions perform surveys with their specific customer base on a monthly, quarterly or annual basis. Learning DMS E-learning
In 2008, DMS created The Learning Place, an online learning management system to
centralize, track and report DMS training activities. The Learning Place gives DMS
employees access to courses that support the agency’s mission, priorities and regulatory
requirements. These classes also give employees the opportunity for personal and
professional growth and development.
Some of the courses offered include:
DMS Overview for 2010 Transition 89
• Customer Service
• Information Security Awareness
• Contract Management
• Bill Analysis
• Intro to Budget
• Recorded materials from safety training sessions
• Purchasing Card (P-card) training
The DMS Project Management Office manages The Learning Place and provides assistance
in developing and managing e-learning courses.
Other DMS Learning Opportunities
DMS partners with the Tallahassee Chamber of Commerce to provide additional training
opportunities for our employees. Employees can participate in the Chamber's Professional
Development Series (PDS), which provides free training online and in the classroom
sponsored by Workforce Florida. This includes a variety of courses, from writing skills and
managing customer service to Microsoft Word and Excel training. DMS also has a
relationship with the Tallahassee Community College Center for Workforce Development,
which offers a wide range of highly interactive courses available entirely online for no cost.
DMS Overview for 2010 Transition 90
DMS Overview for 2010 Transition 91
Facts of Life at DMS
Parking
• DMS is assigned certain spots for employee use at and around the capitol. There are
spots in Lot D (located at the intersection of Duval and St. Augustine) as well as
spots in the capitol parking garage beneath the capitol.
• At the CCOC, there are no designated spots for executives or other persons, aside
from customers visiting the department, and those spots are on the east side of the
building.
Travel
• Due to the economic climate and legislative restrictions, travel is tightly restricted in
today’s state government.
• The DMS Chief of Staff or Deputy Secretary must approve all travel.
• Section 112.061, Florida Statutes establishes standard travel reimbursement rates,
procedures and limitations, with certain justifiable exceptions and exemptions,
applicable to all public officers, employees and authorized persons whose travel is
authorized and paid.
• The DMS Travel Policy requires all travel be approved prior to expenses being
incurred or travel beginning.
• Employees must use the most economical and efficient means of travel unless
specifically justified.
Safety in the Workplace
• In 2008, DMS enhanced the safety in the workplace initiative with the goal of
increasing employee’s “workplace safety” awareness and reducing injuries and
property loss due to accidents.
• In 2008 and 2009, DMS received the State Division of Risk Management Gold Level
Safety Award, the highest honor available to a Florida state loss prevention plan.
This demonstrates that DMS affords the highest priority to employee safety and loss
prevention, and that we are committed to the well-being of our employees.
- To accomplish the goal, the Workplace Safety and Loss Prevention Program
(WSLPP) was established to manage employee safety and loss control
activities. The WSLPP:
DMS Overview for 2010 Transition 92
- Identifies the DMS safety coordinator and safety coordinator alternate and
defines their responsibilities.
- Establishes the roles and responsibilities of the DMS Safety Advisory Board,
safety and risk managers and floor wardens.
• Establishes DMS requirement for a safety manual.
• Defines the actions required when there is an accident resulting in injury.
• Defines the actions required when there is loss of DMS property.
• DMS requires employees to report unsafe conditions, accidents and injuries to their
supervisor without fear of retaliation. Employees are not required to perform
unsafe tasks.
• DMS also provides quarterly safety trainings, which are recorded and placed on the
DMS Learning Place to ensure exposure to safety issues.
• Other safety in the workplace initiative objectives include:
- Encourage employees to use the Workplace Safety and Loss Prevention
website, www.dms.myflorida.com/safety.
- Minimize workplace-related injuries and illnesses.
- Continue to communicate clear goals for safety.
- Correct unsafe conditions and implement changes to improve workplace
safety.
- Promote and follow all safety rules, inspections and loss prevention policies.
- Provide workplace safety training to all employees to minimize or eliminate
accidents and injuries.
- Conduct quarterly workplace safety inspections of all DMS workplaces to
eliminate unsafe conditions or work practices.
- Investigate all incidents to determine root cause to enhance training and
increase employee awareness to prevent future incidents.
- Host two or more annual fire or emergency evacuation drills.
- Consider employee recommendations to improve safety and health
conditions.
DMS Overview for 2010 Transition 93
- Report all incidents, injuries and unsafe conditions to supervisors, without
retaliation, penalty or disciplinary action.
Continuity of Operations Plan (COOP)
In 2008, DMS developed its Continuity of Operations Plan (COOP) that addresses how the
agency maintains essential functions during widespread disasters, such as pandemic
illness, fire, hurricane, etc. The DMS COOP establishes the framework and a comprehensive
system for DMS to ensure that essential services it provides to agencies remain operational
in the event DMS personnel and/or facilities are adversely impacted by an emergency. This
plan establishes a program to ensure the DMS can continue to perform essential mission
critical functions and obtain resources required to continue those functions.
The comprehensive DMS COOP is online on the agency intranet, The Workplace.
Statewide Emergency Support The State of Florida must be prepared to respond quickly and effectively on a 24-hour basis
to developing events. When an event or potential event is first detected, the State
Emergency Operations Center is activated to a level appropriate to the magnitude of the
threat. The State Emergency Response Team (SERT), comprised of Governor-appointed
Emergency Coordination Officers (ECO) from state agencies and volunteer organizations,
initiates the state’s response effort. ECO are authorized to use the resources of their
respective agency or organization to carry out response and recovery missions that are
assigned by functions.
DMS ECO - Jeff Milligan, REDM
The State Emergency Response Team groups all state agencies and volunteer organizations
into 18 Emergency Support Functions (ESF) to carry out coordination and completion of
assigned missions. These ESF represent specific response activities that are common to all
disasters. One or more primary agency(ies) serve as the lead for each ESF and several other
agencies and organizations provide support. DMS is the lead agency for:
ESF 2—Telecommunications. Danette McBride, DivTel, Radio Services, is the lead
person, and DivTel as a whole plays a critical role.
ESF 7—Unified Logistics. Jeff Milligan, REDM, is the lead person.
DMS Overview for 2010 Transition 94
DMS Employee Directory
Find the Contacts by Role list on the DMS intranet, The Workplace: http://dms.myflorida.com/agency_administration/human_resources/dms_contacts_by_role
Role Name Phone
If you have changes or additions to this list please-mail the Human Resource Office at: [email protected]
411 (MyFlorida.com "Agency" and "Subject" updates)
[email protected] (850) 488-1234
411 (MyFlorida.com "Employee Phone Number" updates)
Human Resources Office (850) 488-2707
911 (Statewide Coordinator) Wink Infinger Florida E911 Web site
(850) 921-0041
ADA Coordinators Facilities Management - David Wiggins State Purchasing - Kelley Scott PERC - Stephen Meck Div. of Retirement - Sharon Thursby PeopleFirst - Mecah Graham HRM - Mailea Adams Specialized Svcs - Tery Bratcher OSD - Kelley Scott DSGI - Laura Cutchen CHR - Joyce Oliver DivTel - Jonathan Rakestraw SSRC - Purnima Arora
(850) 922-7535 (850) 488-3049 (850) 488-8641 (850) 488-2872 (850) 413-0475 (850) 413-9503 (850) 488-4290 (850) 487-0915 (850) 921-4593 (850) 488-7082 (850) 921-0857 (850) 414-0152
Administrative Policies & Procedures Coordination and Questions
Debra Forbess P&P Web site
(850) 487-9911
Agency Clerk Debbie Shoup (850) 921-4787
Agency Deputy Clerk Celynna Southall (850) 487-9959
Aircraft/Airport Information Mike McClure Aircraft Operations Web site
(850) 488-4607 (office) (850) 528-9064 (cell)
Betty Easley Conference Center
Christine Brandon Jennifer Prime
(850) 488-6680 (850) 488-8366
Building Access Cards (DMS) Human Resources Office ID Badge Information Page
(850) 488-2707
DMS Overview for 2010 Transition 95
Communications (media inquiries, official letters, plain language help, etc.)
Linda McDonald Communications Web site
(850) 921-5266 (office) (850) 413-7448 (direct)
COOP Division Contacts TBA
COOP Program Coordinator/Incident Commander
Joe Wright (850) 413-9169
CPR/AED/First Aid Trained Staff
List of Trained Staff Interested in being trained? Contact: David Wiggins or: Cindy Aaron
- - (850) 922-7535 (850) 922-6337
DIVTEL Telecommunications Web site (SUNCOM) The Workplace Home Page
DIVTEL Billing Management ----- Manager ----- SUNCOM Local Services ----- SUNCOM Network Services ----- Paperless Invoicing
--- Betsy Wonsch Jessie Austin Laura Towne Mike Phinazee
- (850) 922-7526 (850) 922-7517 (850) 922-7532 (850) 922-7529
EAP Employee Assistance Program
www.MyFlorida.com/MyEAP (no login needed) EAP Hotline provides: ---- Confidential service ---- 24 hours a day, seven days a week ---- Free for State of Florida covered participants (CS, SES, SMS & OPS employees) and members of their household ---- Laid off employees may use EAP services for 60 days following separation
Hotline: (800) 860-2058 24 Hours/Day 7 Days/Week
EAP Coordinator Queenell Fox (Primary) Steve Rumph (Backup)
(850) 488-2707 (850) 488-5285
Employee Attendance & Leave Human Resources Office (850) 488-2707
Employee Benefits Jackie Williams Human Resources Office
(850) 488-1517 (850) 488-2707
Employment and Salary Verification (when applying for a loan, job, etc.)
People First Service Center (Information on the Process) Human Resources Office
(866) 663-4735 (850) 488-2707
Employee Records/Archives (current and previous DMS
Lila Dyer Human Resources Office
(850) 487-9877 (850) 488-2707
DMS Overview for 2010 Transition 96
employees)
Employee Relations Queenell Fox (850) 488-2707
Energy Policy Coordinator Daniel Hedrick (850) 413-9515
Environmental Health and Safety Coordinator
David Wiggins - Cindy Aaron (Admin. Assistant)
(850) 922-7535 (office) (850) 519-6625 (cell) (850) 922-6337
FACT System User Access (Facilities Accountability Communications Tool)
Ming Ko (850) 413-9512
Financial Management Services (Departmental)
Web site (850) 488-3053
Financial Disclosures (as required by the FL Commission on Ethics)
Lila Dyer Human Resources Office
(850) 487-9877 (850) 488-2707
FLAIR System User Access (DFS - Florida Accounting Information Resource)
Ronda Pearson (Primary) Mitchell Clark (Backup) Derrick Thomas (Backup)
(850) 922-5653 (850) 487-9888 (850) 488-9258
Fleet Management Scott Simmons Fleet Management Web site
(850) 488-5134
Fuel & Maintenance Card Linda Love (Primary) - Danita Gallmon-Johnson (Backup)
(850) 487-9904 (office) (850) 274-1890 (cell) (850) 487-1687
Get Lean Suggestion Coordinators
Debra Forbess Mitchell Clark
(850) 487-9911 (850) 487-9888
Governor's Commission on Disabilities (GCOD)
Bryan Vaughan Barbara Cain
(850) 487-3423
Graphics, Letterhead, Business Cards, etc.
Linda Ogle Team 180 Graphic Design and Printing
(850) 487-9886 (850) 410-4919
HELP Desk at DMS ---- Desktop Help ---- Phone Help ---- Application Help
---- [email protected] [email protected] [email protected]
Human Resources (HR) (Departmental)
Human Resources Office HR Web site
(850) 488-2707
DMS Overview for 2010 Transition 97
HR Liaisons (in each Division) List of Division's HR Liaisons
HR Training/Learning (Sexual Harassment, Supervisory, Performance Evaluation, Administrative Policies & Procedures)
Human Resources Office (850) 488-2707
ID Badges (DMS) Human Resources Office ID Badge Information Page
(850) 488-2707
Inspector General's Office Inspector General's Website Inspector General - Steve Rumph Audit Director - John Davis Chief Investigator - Tim Carlisle Background checks / Fingerprints - Inspector General Office Sunset Review / Performance Measures - Sandra Lipner Fraud / Waste / Abuse / Other Complaints - Inspector General Office
(850) 488-5285
Legislative Budget Request and LAS/PBS
Debbie Goodson (Primary) Brenda Jackson (Backup)
(850) 414-0830 (850) 410-0803
Legislative Issues Elizabeth Irvin Meredith Brock Legislative Affairs Web site
(850) 488-6285 (office) (850) 559-0352 (cell)
Mentoring/Volunteering TBD Mentoring/Volunteering Web site
(850) 488-5177
MyFloridaMarketPlace (internal DMS staff access) -Angela Pereira (all other areas) - Rachel Lieblick
(850) 414-7746 (850) 414-6735
New Employee Orientation (NEO)
Jackie Williams NEO Web site
(850) 488-1517
P-Card Administrator (Purchasing Card)
Angela Pereira (850) 414-7746
PARS - HR Review Human Resources Office (850) 488-2707
PARS - Rate Review Una McConnell (Primary) Debbie Goodson (Backup)
(850) 413-7451 (850) 414-0830
PARS - Salary Review Edgar Gonesh (Primary) Debbie Goodson (Backup)
(850) 410-0205 (850) 414-0830
People First People First Service Center PF Web site
(866) 663-4735
DMS Overview for 2010 Transition 98
Phones - Desk, Cell and Handheld Wireless Device
Judy Hasner (Primary) Pete Sinclair (Backup) For information on the care, control and use of wireless devices please click on this link: Admin 103 (msword 80.50 kB) For Wireless Services SUNCOM Products and Pricing click here
(850) 922-3051 (850) 487-1273
Planning & Budget (Departmental)
P&B Web site (850) 413-7451
Planning & Budget ----- Long Range Program Plan ----- Budget Amendments ----- 5% Transfers ----- Salary Projections ----- Sunset Review
Edgar Gonesh (Primary) Debbie Goodson (Backup)
(850) 410-0205 (850) 414-0830
Planning & Budget ----- Spending Plans
Brenda Jackson (850) 410-0803
Project Management and Process Improvement
Linda Fuchs For Project Management and Process Improvement click here
(850) 488-8036
Property Administrator (PAM) Calvin Anderson (Primary) Mitchell Clark (Backup) PAM Web site
(850) 410-3450 (850) 487-9888
Property Asset Management Custodian Delegates
List of Custodian Delegates
Public Records Request Administration - Edgar Gonesh Communications - Linda McDonald DivTel - Jonathan Rakestraw DSGI - Laura Cutchen General Counsel - Johnny Hagen HR (DMS) - Lila Dyer HRM - Mailea Adams MFMP - Kelley Scott People First - Toni Estes Purchasing (DMS) - Karen Armstrong Purchasing (State) - Karen Armstrong Real Estate - Melissa Owens Retirement - Ryan Inman Specialized Serv. - Jeff Solie -- Aircraft Op. - Mike McClure -- Federal Property - Tery Bratcher -- Fleet Mgt. - Scott Simmons -- Priv. Prison Mont. - Michael Weber
(850) 410-0205 (850) 413-7448 (850) 921-0857 (850) 921-4593 (850) 414-7601 (850) 488-2707 (850) 413-9503 (850) 414-5790 (850) 414-5783 (850) 414-5790 (850) 414-5790 (850) 487-2120 (850) 921-8516 (850) 410-1553 (850) 488-4607 (850) 488-4290 (850) 488-5134 (850) 488-4904
DMS Overview for 2010 Transition 99
Sunshine Spending - Edgar Gonesh Supplier Diversity - Denise Wright
(850) 410-0205 (850) 922-6850
Public Safety (DIVTEL) (E911, Radio Communications)
Bill Smith Public Safety Web site
(850) 922-7410
Purchasing (Departmental)
Contract and Procurement Administrators by Division: Christina Espinosa - DIVTEL, SSRC Lori Anderson - RET, DSGI, Specialized Services and HRM Lysle Robinson - REDM Purchasing Web site
(850) 410-2404 (850) 488-0510 (850) 410-1423
Real Estate Development and Management (REDM)
Projects Management Administrator - DMS - Linda Fuchs Deputy Director - Tom Berger Building Construction Lease Management DMS Building Managers Parking Services
(850) 488-2074
Records Management Liaison Officer
Debbie Shoup (850) 921-4787
Retirement - Employees
Jackie Williams Human Resources Office Information for employees getting ready to retire or go into Drop
(850) 488-1517 (850) 488-2707
Retirement - General Information
Retirement Web site Contact Info.
Retirement - Investment Plan Account
Hewitt Associates, Third Party Administrator
(866) 446-9377
Retirement - Pension Plan Account
Bureau of Retirement Calculations (850) 488-6491
Retirement - Plan Choice (Financial Planning Questions)
Ernst & Young (MyFRS Guidance Program)
(866) 446-9377
Risk Managers List of Risk Managers (msword 54.50 kB)
Safety Coordinator Debra Forbess (Coordinator) David Wiggins (Alternate) - - - Cindy Aaron (Admin. Assistant) DMS Workplace Safety Web site
(850) 487-9911 (850) 922-7535 (office) (850) 519-6625 (cell) (850) 922-6337
DMS Overview for 2010 Transition 100
Safety Managers & Alternates List of Safety Managers (msword 54.50 kB)
State Purchasing Team Leader – Ellen Potts MyFloridaMarketPlace e-Procurement System - Rachel Lieblick State Term Contracts, State Purchasing Agreements & Alternate Contract Sources Commodities - Ellen Potts State Term Contracts, State Purchasing Agreements & Alternate Contract Sources - Technology - Lyle Hackett State Term Contracts, State Purchasing Agreements & Alternate Contract Sources - Insurance and Consulting Services - Kelley Scott Governance (F.S. 287 and F.A.C 60A-1 guidance) - Karen Armstrong Division Finance - Christie Wade Strategic Sourcing Team - Danielle Kosberg Training & Certification - Christie Wade
(850) 487-3964 (850) 488-7809 (850) 488-2773 (850) 487-8778 (850) 488-3049 (850) 487-3977 (850) 413-0474 (850) 487-3977
Strategic Planning and Plans Linda Fuchs For information on Strategic Planning and Plans click here
(850) 488-8036
SUNCOM Services Curtis Clifford Web site
(850) 410-0014
Sunshine Spending - DMS Public Records Request
Mitchell Clark (Primary) Edgar Gonesh (Backup)
(850) 488-3053
Team 180 Graphics Linda Ogle Team 180 Graphic Design and Printing Web site
(850) 487-9886 (850) 410-4919
Telecommunications (DIVTEL)
Web site (SUNCOM) The Workplace Home Page
Time & Attendance Questions Human Resources Office People First Service Center
(850) 488-2707 (866) 663-4735
Training/Learning Linda Fuchs For Training/Learning click here
(850) 488-8036
Travel Reimbursement June Berley (850) 414-6327
Workers' Compensation Claims
Lila Dyer Human Resources Office
(850) 487-9877 (850) 488-2707
DMS Overview for 2010 Transition 101
Meeting and Conferences
The following outlines the regular meetings held by the DMS Secretary and division
management on a scheduled, recurring basis. Some meetings are internal to the agency
and others are set to communicate directly with our customers on an ongoing basis.
Meeting Attendees Purpose Schedule Florida Association of State Agency Administrative Services Directors (FASAASD)
Administrative division directors from state agencies; DMS representatives from State Purchasing, MyFloridaMarketPlace, People First, Human Resources Management (HRM), State Group Insurance and Real Estate; other presenters may be from Office of Policy and Budget and the Dept. of Financial Services
Brief agency administrative services directors on administrative matters. This is an opportunity for DMS to communicate with each agency and brief them on new developments.
Monthly, last Friday of the month at 8:30 a.m. Usually held at the Deartment. of Highway Safety and Motor Vehicles, Kirkman Building.
People First Quarterly Business Review
DMS Secretary, Deputy Secretary, People First Director and NorthgateArinso Leadership
Review status of ongoing tasks, schedules, changes, problems, etc. NorthgateArinso presents business review on strengths, areas for improvement, cost reduction proposals and industry best practices.
Quarterly, dates and times vary, in a DMS conference room.
People First Monthly Business Review
People First team, DSGI and NorthgateArinso
Communicate updates on ongoing contract deliverables, issues and other concerns
Monthly, mid month from 10:30 a.m. to 4 p.m. Location varies.
People First University Conference Calls
People First team, State University System and NorthgateArinso
Brief university HR and payroll staff on new developments.
Bi-monthly, second Thursday of the month from 10:30 a.m. to noon, in a DMS conference room.
DMS Overview for 2010 Transition 102
Personnel Officers Agency personnel officers; staff from HRM and People First
Brief agency human resources staff on new developments.
Monthly, third Wednesday at 2 p.m. Usually held at the Betty Easley Center.
Purchasing Directors Agency purchasing directors; staff from State Purchasing and MyFloridaMarketPlace
Brief agency purchasing staff on new developments.
Monthly, third Thursday at 2 p.m. Usually held at the Betty Easley Center.
Open Enrollment Vendor Kick-Off
DSGI staff, cafeteria plan vendors and FRS vendors
Brief vendors on Open Enrollment dates and functions and provide information on changes for the coming plan year.
Annually, three to four months prior to Open Enrollment
Open Enrollment Personnel Officers Kick-Off
DSGI staff and personnel and human resource officers
Brief personnel and human resource officers on Open Enrollment dates and functions and provide information on changes for the coming plan year.
Annually, three to four months prior to Open Enrollment
Quarterly Performance Review Meetings with Vendors
DSGI staff and cafeteria plan vendors
Review performance against contractual measures
Quarterly
DMS Leadership Team Meetings
DMS Bureau Chiefs and up
Staff changes, review policies, legislative updates, safety, current issues
Bi-monthly. Usually held at the Betty Easley Center.
Employee Recognition All Tallahassee DMS employees; need to identify ways to recognize DMS team members in regional offices
Paid for personally by leadership team; in the past have done employee picnics and ice cream socials
Annually
Take our Daughters and Sons to Work Day®
DMS employees can bring children grades 2-8 to work for the day.
Include tours of the Governor’s Mansion and Aircraft; brief meeting with DMS Secretary; time to work with adult
Annually; fourth Thursday of April
DMS Overview for 2010 Transition 103
Conferences
DMS divisions coordinate a small number of conferences to educate and communicate with
their customers.
Division of Retirement
• Police Officers & Firefighters Pension Trustees' School in the Spring, Tallahassee
• Police Officers & Firefighters Pension Trustees' Conference in the Fall, mid-state
Human Resources Management hosted an annual Human Resource Conference for agency
HR professionals but it has been cancelled in recent years due to budget constraints.
The Office of Supplier Diversity has hosted the annual MatchMaker Conference and Trade
Show, traditionally held in Orlando the third week of November, along with Regional
MatchMaker Workshops.
Due to budget constraints, the incoming administration will need to address the decision to
continue the conference or not soon after taking office. To secure a hotel and conference
facility for an event of this size requires a final contract many months in advance of the
event.
Appendix A DMS Org Chart
November 2010
DMS Overview
for 2010 Transition
Office of the
Secretary /
Administration
74 FTE
Florida Commission on
Human Relations
02714
State Employee
Leasing
(Enterprise Florida, Inc)
Public Employee's
Relations Commission
03300
Division of
Administrative Hearings
Division of Specialized
Services
00381
37 FTE
Division of State
Purchasing
02110
43 FTE
Bureau of Purchasing
Commodities-
Transportation
00064
Chief Purchasing
Operations Officer-
DMS
03161
Director Facilities Mgmt
& Bldg Construction
00369
302.5 FTE
Deputy Director of Real
Estate Develop &
Mgmt - DMS
00188
-Aircraft Management
-Motor Veh.& Wtrcrft.
-Fed. Prop. Assist.
Division of
Administration
02301
Division of State Group
Insurance
02678
23 FTE
Inspector General
- DMS
01720General Counsel - DMS
01498
Legislative Affairs
Director-DMS
01530
Bureau of Financial
Management Services
00017
Bureau of Benefit
Payments
02469
Bureau of Enrollment &
Contributions
02505
Bureau of Local
Retirement Systems
02753
Bureau of Retirement
Calculations
02438
Bureau of Financial &
Fiscal Mgmt.
02606
Bureau of Policy
Analysis & Program
Development
03080
Secretary - DMS
00579
Bureau of Purchasing
Commodities-Insurance
00065
Independent Entities
Office of Supplier
Diversity
03260
6 FTE
Communications
(Public Info) Officer
03108
Deputy Secretary - DMS
02420
Black Business
Investment Board
Division of Retirement
02539
194 FTE
Bureau of Private
Prison Monitoring
02943
Division of Human
Resource Management
02644
22 FTE
Chief of Staff - DMS
02394
Division of
Telecommunications
0576
88 FTE
Chief Real Property
Administrator - DMS
01782
People First Administrator-
DMS
02358
18 FTE
Workforce Strategic
Planning & Research
02409
Workforce Design &
Compensation
02774
Assistant Director of
Retirement
02520
Deputy Chief of
Tallahassee Facilities
00794
Deputy Chief of
Regional Facilities
01654
Bureau of Financial
Operations
00949
Bureau of Customer
Service
01705
Workforce
Development &
Benefits
02422
Agency for Workforce
Innovation
Governor’s
Commission on
Disabilities
03257
Planning & Budget
Office
Bureau of Public Safety
02201
Bureau of Engineering
01521
Bureau of Purchasing
Commodities-Techn.
00033
Property Appraiser
Administration - DMS
003715
Business OperationsHuman Resources & Telecommunications Services
Departmental Chief
Information Officer
02613
Dept. Human
Resource Office
02683
Chief Of Operations
and Maintenance
01291
FY 2010-11
Department of Management Services
Agency Organizational Chart807.5 FTE DMS Proper
Shaded Boxes Indicate Vacancies
Departmental
Purchasing
02235
Southwood Shared
Resource Center
1-0
Appendix B DMS Active Delegations
November 2010
DMS Overview for
2010 Transition
DELEGATION LOG
DEPARTMENT OF MANAGEMENT SERVICES
LINDA H. SOUTH, SECRETARY
Delegation No. Delegee Effective Date Status
2007
2007-001 Edgar W. Gonesh 08 January 2007 Active
Office of Planning and Budget
2007-005 David Faulkenberry, Deputy Secretary 26 February 2007 Active
Human Resource Management
Office of the Secretary
2007-008 Matthew F. Minno, Dep. Gen’l Counsel 08 January 2007 Active
Office of General Counsel
2007-013 John E. Brenneis, General Counsel 23 February 2007 Active
Office of General Counsel
2007-014 Clifford A. Taylor, Asst. Gen’l Counsel 22 March 2007 Active
Hearing Officer
Office of General Counsel
2007-016 Tim Traylor, Operations and Management 30 March 2007 Active
Consultant Manager
Real Estate Development & Management
2007-017 Sharon Larson, Director 19 April 2007 Active
Human Resource Management
2007-022 Tommy Wright, Assistant General Counsel 28 November 2007 Active
Office of General Counsel
Hearing Officer
2008
2008-026 Debra Forbess, Director 21 March 2008 Active
Division of Administration
2008-031 Debra Forbess, Director 29 April 2008 Active
Division of Administration
(Internal Coordination of Federally
Derived Dollars received by DMS)
2008-033 Jeff (J. D.) Solie, Director, Division of 10 June 2008 Active
Specialized Services, Federal Property
Assistance and Correctional Privatization
2009
2009-036 Patrick A. Connolly, Assistant Director 20 January 2009 Active
Division of Retirement
2009-044 Sarabeth Snuggs, Director 10 September 2009 Active
Division of Retirement
2010
2010-051 Anthony “Tony” Garcia, Director 25 June 2010 Active
Division of State Purchasing
2010-055 James Finch 12 August 2010 Active
Real Estate Development and Management
2010-054 Thomas Berger, Deputy Director 12 August 2010 Active
Real Estate Development and Management
2010-056 Barbara Crosier, Asst. Gen’l Counsel 11 October 2010 Active
Office of the General Counsel
Hearing Officer
STATUTORY APPOINTMENTS AND ACTIVE
DELEGATIONS OF AUTHORITY
DELEGATION # WORKING TITLE DESCRIPTION NAME DIVISION
Secretary
2007-013 General Counsel Handle all legal aspects for the Department;
ADR Coordinator; bring and defend
lawsuits; issue delcaratory statements;
respond to petitions on behalf of DMS
John Brenneis Office of General Counsel
2007-005 Deputy Secretary Perform many duties of Secretary after
consultation
David Faulkenberry Human Resource Management
Sec. 282.3055, Fla.
Stat.
Chief Information Officer Planning and management of department's
information technology services
Joe Wright Division of Telecommunications
Chief of Staff
2007-001 Office of Planning & Budget Submit any an all budget amendments on
behalf of DMS
Edgar Gonesh Planning and Budget
Sec. 284.50(1), Fla.
Stat.
Division Director Safety Coordinator Debra Forbess Division of Administration
2008-026 Division Director All aspects of personnel; add, delete,
transfer, authorize positions within each
budget entity; approve/sign all budget
amendment forms NTE $250,000; policies
and procedure; execute Disaster Relief
Funding Agreements
Debra Forbess Division of Administration
2008-031 Division Director Internal coordination of federally derived
funds received by DMS
Debra Forbess Division of Administration
Sec. 110.112 Division Director Affirmative Action-Equal Employment
Opportunity Officer
Queenell Fox Personnel
12/7/2010
1
STATUTORY APPOINTMENTS AND ACTIVE
DELEGATIONS OF AUTHORITY
DELEGATION # WORKING TITLE DESCRIPTION NAME DIVISION
General Counsel
2007-008 Deputy General Counsel Ethics Officer; Public Records and Open
Government Coordinator; Hearing Officer
Matthew F. Minno Office of General Counsel
2007-014 Assistant General Counsel Hearing Officer Clifford A. Taylor Office of General Counsel
2007-022 Assistant General Counsel Hearing Officer Tommy Wright Office of General Counsel
2010-056 Assistant General Counsel Hearing Officer Barbara Crosier Office of General Counsel
Deputy Secretary
Divisions
2007-017 Division Director Respond to written requests for review
under Art. 11, s. 1(B), AFSCME Master
Contract (alleged employee regularly
required to perform duties not included in
position description and employee requests
review--decision to be rendered within 60
days (final and binding on all parties)
Sharon Larson Human Resource Management
2009-044 Division Director Sign final agency action letters re: retired
employees and rights of employees;
execute Interagency Agreements, renewals,
or amendments
Sarabeth Snuggs Division of Retirement
2009-036 Assistant Director After consulting with Division Director, sign
final agency action letters affecting retired
employees
Patrick A. Connolly Division of Retirement
12/7/2010
2
STATUTORY APPOINTMENTS AND ACTIVE
DELEGATIONS OF AUTHORITY
DELEGATION # WORKING TITLE DESCRIPTION NAME DIVISION
Divisions
2010-054 Deputy Director Notify law enforcement of activity in
violation re: Ch. 281, F.S.; enter into
construction contracts; approve change
orders (not greater than $100,000 on
projects of $4 mil. Or less, or 2.5% on
projects exceeding original contract
amount; approve permit fees for State Fire
Marshall's Office, Office of Licensure &
Certification; approve assignments,
interagency agreements,
negotiations/contracts for professional
services; agreements for reuse of designs,
artwork agreements; delegate authority for
repair, alteration, construction, furniture,
equipment; delegate building code
enforcement responsibilities; delegate for
supervising construction projects; settle
professional services and construction
contract claims NTE $50,000 (approval by
OGC); approve leases; establish operating
hours of state builldings; approve
agreements under s. 255.502(8), FS
Thomas G. Berger Real Estate Development and
Management
2010-055 Bureau Chief Perform above duties in absence of Director James Finch Real Estate Development and
Management
Real Estate Development and Management
12/7/2010
3
STATUTORY APPOINTMENTS AND ACTIVE
DELEGATIONS OF AUTHORITY
DELEGATION # WORKING TITLE DESCRIPTION NAME DIVISION
2007-016 Operations and
Management Consultant
Manager
After consultation with Secretary, submit
any and all budget amendments on behalf
of DMS
Tim Traylor Real Estate Development and
Management
12/7/2010
4
STATUTORY APPOINTMENTS AND ACTIVE
DELEGATIONS OF AUTHORITY
DELEGATION # WORKING TITLE DESCRIPTION NAME DIVISION
State Purchasing
2010-051 Director Determine reservation of commodities and
contractual-services contracts for bidding
only by minority business enterprises is in
best interests of state; delegate authority to
commit ependiture of public funds to
purchasing agents of other agencies NTE
$25,000 per contract, except Departmental
purchasing; after consultation w/Secretary--
negotiate, award, execute contracts,
purchase orders, agreements, requisitions
obo DMS; expend operating funds and
make purchases including capital outlay for
day-to-day operations; continue bid
solicitation process after written protest;
negotiate and award negotiated contracts
where funds will revert; negotiate and
award contracts.
Anthony "Tony" Garcia State Purchasing
Specialized Services
2008-033 Director Administer Federal Surplus Property
Donation Program
Jeff (J.D.) Solie Division of Specialized Services
12/7/2010
5
Appendix C Watch List
December 2010
DMS Overview
for 2010 Transition
Office of the Secretary/Administration
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
1REPORT -
BudgetLong-Range Program Plan Complete. 9/30/10 9/30/10
2REPORT - IG
Annual Report
The OIG Annual report is a compilation of activities
completed in the past year and planned projects for the
next two fiscal years.
The report is required by ch.20.055(7), F.S.
and was submitted to the Auditor General,
Director of OPPAGA, the Chief Inspector
General, and the Director of the Legislative
Auditing Committee.
9/30/10 9/30/10
3REPORT -
BudgetLegislative Budget Request Complete. 10/15/10
4REPORT -
BudgetAmended Legislative Budget Request
The amended LBR will be developed after the
Governor's recommendations are issuedTBD
5
REPORT -
Legislative
Affairs
Legislative Proposals to Governor's Office
Proposals submitted to the EOG. Most
proposals were more than technical changes,
so they will have to await approval from the
next administration.
9/10/10 9/10/10
6
SB 2020 -
Information
Technology
DMS to migrate to statewide e-mail system by 7-30-
2012. Budget issues relating to migration should be in
LBR before “first full year” of migration.
Migration effort will be headed by SSRC. No
planning will begin until new e-mail system has
been procured.
N/A N/A
AEIT will monitor
schedule and
updated it as
necessary.
Legislative Direction
OFFICE OF THE SECRETARY/ADMINISTRATION
1
Office of the Secretary/Administration
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
7
HB 5001 -
General
Appropriations
Act
Service Level Agreement with SSRCDeveloped agreement specifying the services
and level of services required from the SSRC9/1/10 9/1/10
8
Inspector
General - Risk
Assessment
IG looking at risks associated with internal controls
related to supervision levels, or lack of…and risks for
not backfilling FTE.
Monitoring N/A
9Supervisor to
Employee Ratio
Admin is monitoring the ratio of supervisors to
employees. Want to be sure the ratio's are in line with
best practices standards
Monitoring N/A
Procurements/Contracts
Major Initiatives
2
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
1 REPORT
Biannual Strategic
Implementation Report (BSIR)
due to DEM
In progress – DMS is
submitting quarterly progress
reports to DEM. DEM
prepares the BSIR reports for
DHS.
N/A 12/1/11 NA
DMS provides information on
Grant Quarterly Reports to DEM.
The BSIR report is subsequently
prepared and submitted biannually
by DEM for all Department of
Homeland Security grants. DEM
will contact DMS as additional
information is needed.
2 REPORT E-911 Board Annual ReportAnnual report due to
legislature by 2/28/111/31/2010 2/28/2011
9-30-2010 It is proceeding on
schedule
3
HB 163 -
Prepaid
Wireless
Telecommunic
ations Service
Prohibits the collection of E911
fee from prepaid wireless
telecommunications service until
July 1, 2013. Revises the amount
of E911 fees that may be carried
forward to the following year from
20 percent to 30 percent.
Effective July 1, 2010.
Working with the E911 Board
as neededTBD 7/1/13
4
SB 742 -
Public Safety
Telecommunic
ators/E911
The bill includes dispatching as a
function of E911 service;
includes certification and
recertification as authorized
expenditures of E911 fees; and
requires certain
telecommunicators to pass an
examination. Effective July 1,
2010.
Working with the E911 Board
DivTel has completed its part
of this project
NA 8/1/2010
7-7-2010: E911 board and DMS
have completed their part of this
bill implemenation. We are ready
to help DOE and DOH if
necessary.
5
SB 2020 -
Information
Technology
1. Required DMS to establish
policies for SUNCOM cost
recovery methodology, billing,
accounts receivables. Requires
an annual report describing
service, cost, billing methodology
for cost recovery and the identity
of those services that are
subsidized. 2. Requires DMS to
own, manage, and establish
standards for
telecommunications addressing
and numbering plans for the
SUNCOM network. 3. Requires
DMS to maintain a directory and
mandates agencies provide
timely and accurate directory
information. 5. Requires all
customers of state primary data
centers to use SUNCOM
services. DMS is also directed to
monitor the Federal
Communications Commission.
Effective upon becoming law.
Developing strategy,
developing plan and testing
solutions (see below for
related project).
1/18/2011 3/1/2011
7-7-2010: 1 - We are in the
process of developping the report.
2 - We have published rules and
standards. Our greatest challenge
is to maintain control of our State
assigned phone numbers.
3- We are in the process of
updating our records and we sent
letter to all our customers to
validate their information.
4- These activities are proceeding
normally.
8-24-2010: Same as above
9-30-2010 Same as above
5 - Working with DOE on a
exemption request. They want to
use TFL/FLR
DIVISION OF TELECOMMUNICATIONS
Legislative Directives
3
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
6
HB 5001 -
General
Appropriations
Act and SB
2020 -
Information
Technology
DivTel will work with the SSRC to
ensure that no later than October
1, 2010, all SSRC customers are
utilizing the shared SUNCOM
telecommunications services
connecting the SSRC to the
SUNCOM network for all
telecommunications needs. The
Division shall work with the
SSRC and customers to
implement a transition plan for
the migration. DivTel will provide
to each customer its associated
costs and projected reductions
for migrating to SUNCOM.
Initial technical
implementation is done
Developping cost recovery
and operational processes
10/1/2010
7-7-2010 we have just started the
implementation phase of this
project at the SSRC.
8-24-2010: migration has started
team upgraded equipment at
SSRC on 8-22/23-2010
9-30-2010 Migration has been
complete on time per Statutes.
We are working on the Operational
aspict on the migration (problem
reqporting, billing...) SBA has
opted out and they are
participating in the consolidation
7
MyFloridaNet
(MFN)
Renewal
Provides the state an IP core
backbone. Working with AT&T
on a possible renewal.
Renegotiating pricing and
engineering.
Negotiation in progress has
concluded on 6-30-2010
A five agreement will add new
functionality/capability to the
network and a $2.2 million
annual savings
N/A TBD
Addressing questions from the
Senate regarding the renewal.
8
Mobile
Communicatio
n Services
(MCS)
Service development. Combine
and manage at the state level
Florida's wireless and cellular
needs. This will be a new
SUNCOM service, incorporating
our existing data services and
adding voice and additional
options. This will allow the state
to manage and report wireless
and cellular activity.
Solicitation has been released
on 9-2-2010N/A 6/30/2011
9-30-2010 we are preparing the
answers to second rounds of
vendor's questions. We complete
our pre-bid conference, awsers to
the first round of questions and
held the OASIS (SUNCOM
busisness system) overview
meeting with vendor's IT staff.
9 IPTV Services
Service development. SUNCOM
will provide regular and digital TV
services, utilizing our current
MFN infrastructure.
Starting to develop the
technical specifications for a
bid.
N/A 12/31/2010
9-30-2010 we are collecting
functionality requirements from
our customers and researching/
testing different delivery
metodologies.
10Satellite
Services
Service development for
SUNCOM. To offer satellite
equipment and services to our
customers.
Finalizing the solicitations N/A 6/30/20119-30-2010 - We are working on
this project as time permit
11 FIMS Services
Service development. widely
used for controlling multimedia
communication sessions such as
voice and video calls over
Internet Protocol (IP). Offer
communication services
statewide through our current
backbone (MFN) and meet the
demands of our customers and
technology refresh. This will be
competitively procured.
Project/Contract Manager and
executives reviewing 1st draft
of the technical
specifications.
N/A 6/30/2011
9-30-2010 - We are researching/
testing different implementation
model and performing a cost
impact analysis accordingly.
12
STEPS
contract -
Restate and
Amend
Contract
To refine and establish better
options to our customers and
partners to allow for installment
payments. Working with the
Legislature and DFS on meeting
their requirements. The contract
will need an amendment to
account for these changes.
Improving operational
process and business
interactions with contractors
N/A 8/31/2010
9-30-2010 - We are planning for a
rebid that will include current
contract lessons learned.
Procurements/Contracts
4
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
13Commodity
Radio STC
Working with the Division of
State Purchasing on developing
a commodity state term contract
offering first responders an
avenue to purchase radio
systems to work with other radio
systems. DivTel has developed
and submitted technical
specifications for radio
equipment (171 pages) to State
Purchasing.
Developing the specs for
State purchasingN/A 12/31/2010
9-30-2010 - We are on target to
have a commodity comtract in
place through State pruchasing by
the beginning of 2011- we are on
schedule
14
FIN Motorola
equipment
maintenance
contract
This is an attempt to reduce FIN
network operating cost by
procuring the maintenance of the
radio gateways
Completed N/A 7/1/2010Completed
on 6-25-2010
9-30-2010 - We reduced our cost
by 31% about $368,203.44 per
year.
15Web
Conferencing
Service development. This will
be a service offered to our
customers to provide online
conferencing through their
computers.
Developing technical
specifications N/A 6/30/2011
9-30-2010 - This project is
proceeding as time and resources
permit.
16OaSIS
Inventory
OaSIS' Inventory will provide
customers direct access to their
SUNCOM inventory data using
robust customization and viewing
tools. Inventory data will include
the history of the service, its
location, identifier codes,
contacts, etc. for every SUNCOM
service for which the customer
will invoiced.
Beta production N/A 10/1/2010
7-7-2010 - We are on schedule.
We will release a beta version in
August
8-24-2010 - We will demo beta
version to CIO at next council
meeting in September
10-18-2010 - We presented the
betat version at the October CIO
meeting. The product was well
recieved.
17Develop Order
Processing
Software development. To
integrate the wireless carrier's
system into our OaSIS system for
an online ordering process and
capturing inventory. This will be
utilized with our Mobile
Communication Services.
Working with our current
carriers who provide
SUNCOM Data services to
integrate their systems with
OaSIS.
3/1/2012
10-19-2010: Before OaSIS order
processing can replace the legacy
On-Line Customer Authorization
System, core elements related to
inventory and billing account
management must be in place.
This means that OaSIS ordering
must come later, within the next
18 months, and will be the last
major component replacing legacy
systems. At that point, OaSIS has
to potential to provide a number of
new unprecedented features (like
accounts receivables and billing
for nonSUNCOM services).
18
Develop Order
Processing
and Billing
Tools
Software development. To
integrate the wireless carrier's
system into our OaSIS system for
an online ordering process and
capturing inventory. This will be
utilized with our Mobile
Communication Services.
Working with our current
carriers who provide
SUNCOM Data services to
integrate their systems with
OaSIS.
N/A 3/1/2012
9-30-2010: development is
proceeding as time permit. Other
OASIS modules releated to MCS
have higher priority at this time
19
Broadband
Stimulus
Project
Based on the American Recovery
and Reinvestment Act of 2009,
the federal government set aside
monies to help State developed a
statewide broadband plan.
We have selected the
consulting team and we are
about to start the project in
June 2010.
N/A 1/31/2011
7-7: Contracted with UF/PURC to
develop a analysis of current &
future Florida public sector broad
band need. 7-1: filed $11 million
grant proposal in support of broad
band deployment and adoption in
Florida. 8-24: awaiting grant
announcement.
Major Initiatives
5
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
20
AEIT STC
Service
transfer - PDC
Network
Security
Creating and deploy network
services to support PDC
migration. This will comply with
SB 2020 and FY10-11 budget
proviso language.
technical implementation
done at the SSRC.N/A 10/1/2010
9-30-2010: final design and
services completed as part of
MFN renewal negociation. We are
working on opterational issure for
the SSRC - (services
management and billing )
21SLERS Final
Acceptance
Finalize and accept the radio
network (SLERS) with Harris as
meeting the all the contractual
obligations.
Completed N/A NA 9/16/2010
9-30-2010: We did sign final
acceptance for SLERS on 9-16-
2010
22
SLERS -
Legislative
Strategy, the
Future (P25)
Develop a report and business
case/solution for a SLERS
upgrade to meet the needs of the
customers (first responders) and
Federal requirement.
Working with the legislature
and JTF board to establish
long-term strategy.
N/A 1/31/2011
7-7-2010 working on system final
acceptance. Waiting for feedback
from the legislature.
9-30-2010 Same as above.
23 Rebanding
An effort to reband our SLERS
and FIN radio networks. Fed's
mandated Sprint, at their own
expense, to reband first
responder's radio networks
across the country so their
cellular/radio network does not
interfere with public safety.
Implementing. Making up for
lost time at the national level.N/A 2/28/2013
9-30-2010: Project is proceeding
but it has experience many delays
24OaSIS Invoice
Explorer
OaSIS' Invoice Explorer
revolutionizes the way SUNCOM
invoicing data is presented to
and controlled by customers. It is
being used today by a growing
number of customers who can
view production data. The Beta
designation will end after the first
set of training classes (see
below) and minor enhancements
are in place.
Completed. N/A 8/7/2010 8/24/2010
7-7-2010 we are on schedule -
completed user training - we will
go live in August.
8-24-2010: we are live on bill
explorer
The OaSIS invoicing interface,
known as Invoice Explorer, has
been available to customers with
comprehensive production charge
data since March of 2010. The
Beta status was removed in June
2010. Because of the superior
user friendly interface in OaSIS,
DivTel was able to eliminate
mailing all paper invoicing detail
for the September 2010 invoices.
DivTel intends to eliminate its
legacy invoicing Web site by the
end of the fiscal year.
For most SUNCOM charges
however, OaSIS only provides a
robust view of invoicing data
provided by other systems that
create invoicing data (i.e. systems
that calculate charges and
associate them with billing
accounts). OaSIS is expected to
be able to natively generate
invoices within the next 9 months
thus improving processes and
eliminating these legacy system
6
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
25
FIRN -
Transfer of
DOE FIRN
Service
Ownership to
Schools
Districts
Due to the FEFP (Florida
Education Finance Program)
policy changes starting fiscal
year 2010-2011, the
ownership/fiscal responsibility of
the State of Florida School
District Internet Services is being
transferred from DOE to each of
the individual School Districts.
This will require each individual
School District to have a
SUNCOM account or agreement
if not already in existence.
Assessing the change in
legislation and the impact it
will have on our services.
N/A 11/30/2010
7-7-2010 we are helping the
different school district to
complete the necessary paper
work.
8-24-2010: paper is complete,
proceeding with QA analysis
10-19-2010: Using federal grant
we are planning to re-build the
State Erate team to help school
apply for federal funds.
26Broadband
(BB) Mapping
As part of the effort to build out
broadband services to rural and
underdeveloped areas, we have
to embark on the tedious task of
gather information from cities,
counties, agencies,
telecommunication industry and
others to develop an interactive
online mapping system indicating
where broadband exists and
where it may be built out.
Phase 1 completed, now
working on phase 2.N/A 1/1/2012
7-7-2010 proceeding on schedule -
the initial map is online
www.connnect-forida.org
8-24-2010: same as above
27ENUM Service
Development
It uses special DNS record types
to translate a telephone number
into a Uniform Resource Identifier
or IP address that can be used in
Internet communications.
Develop a plan to allow legacy
phone numbers to work with
digital communication.
Researching and establishing
a long-term strategy for
maintaining the portal
http://www.connect-florida.org/
N/A 6/30/2011
9-30-2010: This is a very long
term project that will ultimatly allow
the state to converge (save cost)
its telecommunication services
and improve overall security of the
entire environment.
28
Prepare for
IPv6
Standards
The next-generation Internet
Protocol version designated as
the successor to IPv4. Develop
plan, strategize and test for IP
addressing migration for state
agencies.
Completed plan in 2008. N/A 6/30/2011
9-30-2010 - We are working with
our first customer (DCF/NRDC)
implementing this new addressing
scheme
29Broadband
program office
organize an office that will:
manage broadband projects,
participate in federal planning
activities, provide technical
consulting, support Erate
applications, develop grant
proposal and participate in
regional broadband planning.
Working on State budget
approval
developping operational plan
12/30/2014
10-19-2010 - Developing budget
amendment for 2010 -2011 and
budget request for 2011-2012.
Writing positions description and
role and responsibilities.
30
Next
Generation
E911
leverage federal grant to develop
and implement next generation of
E911 services.
We are releasing a consulting
bid to help the State
formunlate a technical plan
associated with the
deployment of new e911
capabiliies (call routing, route
mapping …)
9/30/2012
10-19-2010 - We are on schedule
7
Division of Telecommunications
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Due Date
Communications/
Legislative Affairs
Final Due
Date
Completed
DateComments
31
MS-ISAC
Managed
Security
Services
Deployment
Aggregate our security services
and coordinate with multiple
states and with the federal
government. This will be a
multistate effort against cyber
attacks.
Working with AEIT on the
details of this service.N/A 12/31/2010
9-30-2010 - AEIT has put this
project on hold
8
Division of State Group Insurance
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
1 REPORT Blue Cross/Blue Shield Performance Assessment ReportClaims audit for FY 09-10 to be done
internally.
11/2010
(DFS)11/1/10
2 REPORTReport on Financial Outlook, State Employees Group Health
Self Insurance Trust Fund
This estimating conference is
scheduled by the Office of Economic
& Demographic Research (EDR) and
12/6/10 12/6/10
3 SB 2374 - State Group Insurance Program
Clarifies DSGI procurements for next year: requires DSGI to
contract for post payment claims review services for the state
plans, to contract for dependent eligibility audit, and requires
HMO solicitations to contain both fully insured and self-
insured plan design options or a combination thereof and
DMS shall report by February 1, 2011 which provides the
best value to the state.
Prohibits the department from renewing any contract if a
renewal restricts the legislature from modifying plans in the
middle of a plan year.
Requires DSGI to release an RFI and report on the
responses to the legislature by September 30, 2010.
Select Exempt Service (SES), Senior Management Service
(SMS) and married Career Service (CS) employees
participating in the “Spouse Program” will begin contributing to
health insurance premiums in July for August coverage.
Provide BOSP and CVG premium rate
table effective July 2010 for August
2010 coverage
6/15/2010 6/15/2010
Premiums
began deducting
in July for
August
coverage.
HMO rates for 2011 limited to 3% increase; Clinical trial
compact benefits (Senator Gaetz) covered as of 7/1/10
Will negotiate with vendors and keep
below a 3% increaseN/A N/A
Clinical compact
benefits in place
as of 7/1/10
Implement and communicate benefit changes effective
January 2011, including reduced life insurance, copayment
adjustments and new coverage for mammograms and
smoking cessation products.
Will work with Communications staff
on materials and communication plan.1/1/2011
Special edition
newsletter to all
employees 6/10;
changes
discussed in
Benefit Guides
for 2011
DIVISION OF STATE GROUP INSURANCE
Legislative Directives
4
Report on HMO options due to the Legislature
February 1, 2011. See Procurements section
below
See Procurements section below
HB 5001 - General Appropriations Act
9
Division of State Group Insurance
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
5 HMO Procurement 2/1/2011
6 PBM Procurement 2/1/2011
7 Dependent Eligibility Audit ProcurementDirects DSGI to competitively procure a contingency based
contract for a dependent eligibility audit.
DSGI will conduct a dependent
eligibility audit using a competitively
procured vendor on a contingency fee
based contract per authority in SB
2374. Anticipated net savings may
range from $4.2 to $9.1 M.
N/A
8 PPO Plan Claims Audit ProcurementDirects DSGI to competitively procure a post payment claims
review.
DSGI will conduct a post-payment
claims review of the self-insured PPO
plan using a competitively procured
vendor on a contingency fee based
contract per authority in SB 2374.
Potential savings are unknown. PPO
claims are audited regularly by the
third party administrator and annually
by DSGI.
N/A
9Insurance Exchange Request for
Information
DMS is directed to solicit information from the private sector
regarding a defined contribution plan through an outsourced,
single-source exchange vendor.
Information received from 5 vendors.
This has been shared with legislative
staff.
9/30/2010 9/30/2010
Procurements/Contracts
Contracts expire December 31, 2011. The procurement will consider both continuing the fully-insured
program and moving to a self-insured HMO program. Estimated FY 10-11 HMO premium payments
are $1,034 M.
The pharmacy benefit manager (PBM) contract is being rebid together with the HMO program,
enabling DSGI to weigh the potential value of self-insuring the HMO program or carving out the
pharmacy plan from a fully-insured HMO program. Estimated FY 10-11 prescription drug claims
expense is $274 M.
10
Division of State Group Insurance
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
10Implement Federal Health Care Reform
Required Changes
DSGI must comply with applicable provisions of recently
enacted federal health care, some of which must be
implemented for the 2011 plan year.
Will work with internally to implement
any needed changes and
communication plan.
1/1/2011
Required
changes for
2011 are being
implemented.
11 Open Enrollment for 2011 Plan Year
Assure successful Open Enrollment in Fall 2010 for the 2011
plan year. Significant plan changes and benefit decisions
need to be clearly communicated.
Open Enrollment is currently
underway.1/1/2011
12 Retiree Drug Subsidy
DSGI must reconcile and audit data presented to the Centers
for Medicare and Medicaid Services (CMS) to receive the
maximum subsidy available from the Medicare Part D
(prescription drug) program. Value of Part D subsidies is $72
million from 2006 through 2010. DSGI must obtain approval
from CMS for 2011 participation.
Reconciliation for Plan Year 2009 is
scheduled to start on September 2010
and application fro Plan Year 2011 is
scheduled to start in June 2010
N/A
13 60P Rule Rewrite N/A
Major Initiatives
Significant rule rewrite is underway. Changes are necessary for implementing dependent audits,
federal eligibility requirements and to synchronize the rule chapter with statute.
11
Division of Human Resource Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
DateComments
1 Annual Workforce Report
Annual Workforce Report provides
data on the State Personnel System's
Workforce and includes the following:
1. Affirmative Action/Equal
Employment Opportunity Report
2. Savings Sharing Program Report
3. Classification Plans for the Senior
Management and Selected Exempt
Services
4. Pay Additives Report
1. June 2010: HRM Internal Planning
Meetings.
2. July - Sept 2010: Develop draft report.
3. August 2010: People First Team
provides data reports.
4. Oct 2010: 1st DRAFT to HRM
Management Team.
5. Nov 2010: Draft report to DMS
Communications, Legislative Affairs and
Deputy Secretary.
6. Nov 2010: Draft report to Secretary
followed by submission to OPB for
review and approval.
7. Dec 2010: Target date for
distribution.
12/1/10Awaiting final approval from
OPB.
2 Military Leave:
Authorized leave of absence for
officers and employees of the state or
counties, municipalities, or political
subdivisions who are commissioned
reserve officers or reserve enlisted
personnel in the United States military
or naval service or who are members
of the National Guard. Provides for the
appointment of a second Assistant
Adjutant General for the Florida
National Guard Army, etc.
1. May 2010: Copy of the legislation
was sent to the People First Team for
forwarding to contractor for programming
changes to timesheet military leave
code 0057. Also, coordinated with the
People First Team on needed
programming changes.
2. June 2010: Prepared Policy
Clarification document to address
implementation issues for agencies.
3. July 2010: Finalized Policy
Clarification document was distributed to
agencies and posted to the HRM web
site on July 19, 2010. People First
programming changes were
implemented on the timesheet for
launch with the "July 2010 System
Release".
NA 7/1/10
People First must wait for
response from contractor.
Implementation of
programming changes are
TBA.
3Collective Bargaining
Agreements
Provides the resolution of certain
collective bargaining issues at
impasse between the State of Florida
and certified bargaining units of state
employees, etc.
1. May - June 2010: Worked in
conjunction with the Chief Labor
negotiator to finalize the Collective
Bargaining agreements based upon the
signed General Appropriations Act for
Fiscal Year 2010/2011.
2. June 2010: The State Personnel
System's proposals were submitted to
the labor unions for signature and/or
ratification.
3. July 2010 - Sept. 2010: Waiting on the
labor unions to ratify the agreements.
4. Sept 2010 - Oct 2010: Ratified
agreements were sent to the Executive
Office of the Governor for signature.
5. Oct 2010 - TBD: Once signed, the
agreements will be distributed to the
agencies and posted to the HRM
website.
NA
Legislative Directives
HUMAN RESOURCE MANAGEMENT
12
Division of Human Resource Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
DateComments
N/A
OPS Social Security Alternative:
Conclude procurement and begin
implementation
1. May 2010: Responses to ITN were
due by May 17, 2010.
2. May 2010: Evaluations took place
May 1- 24, 2010.
3. June 2010: Negotiations with the top
two respondents took place June 1 - 11,
2010.
4. June 25, 2010: Negotiation Team
made a recommendation of the
proposed vendor (BENCOR) to
Secretary.
5. July 2010: BENCOR was approved by
the Secretary as the vendor.
6. July - Oct 2010 - TBD: Working
through policy decisions/legal questions
regarding the enrollment process.
These issues impact plan design and
final contract document will need to
reflect outcome.
7. August 2010: Facilitated discussions
(conference calls) between BENCOR,
Bureau of State Payrolls, and People
First to address payroll implementation
issues, including the reporting and
reconciliation processes. Coordinated
with DMS Departmental Purchasing on
drafting contract language.
8. September 2010: BENCOR gave a
presentation on the plan to the
Personnel Officers.
9. October 2010: BENCOR to give a
presentation on the plan to the
Administrative Services Directors.
Procurements/Contracts
4 Procurement
13
Division of Human Resource Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
DateComments
5 Procurement
Tax Sheltered Leave Payment Plan:
Contingent upon the IRS issuing a
favorable ruling with respect to the
plan document currently under their
review
(Also, see related policy item under
the Major Initiatives section)
If approved by IRS:
Determine next action steps which could
include:
1. Procurement of a vendor.
2. Amendment of Rule 60L-34,
Attendance and Leave, Florida
Administrative Code.
3. Engaging in collective bargaining.
4. Implementation of Plan.
TBD
Note: Actual
implementation is also
contingent on securing the
necessary programming
changes in the People First
System and the State
Payroll System. The cost
and complexity of making
these programming
changes will have to be
assessed.
6 Contract
General Employment Law contract
with Allen, Norton & Blue, P.A.:
Renew contract. Provides specialized
legal services in relation to
employment law issues for the State
Personnel System
1. May - June 2010: Submitted new
contract proposal to the Office of the
Attorney General for approval.
2. May - June 2010: Signed contracts.
N/A 6/1/10
7 Contract
Chief Labor Negotiator contract
with Allen, Norton & Blue, P.A.:
Renew contract. Represents the
Governor on behalf of the State
Personnel System (SPS) as the Chief
Labor Negotiator for collective
bargaining on the terms and
conditions of employment with six
labor organizations covering 13
collective bargaining units and
approximately 93,000 SPS positions.
1. May - June 2010: Submitted new
contract proposal to the Office of the
Attorney General for approval.
2. May - June 2010: Signed contracts.
N/A 6/1/10
8 Contract
Arbitrators/Mediators various
contracts: Renew contracts. Covers
arbitrator and mediator fees related to
grievances appealed to arbitration.
The DMS General Counsel's office
contracts with various
arbitrators/mediators for a three-year
term.
1. May 2010: Identified contracts for
approval.
2. May - June 2010: Signed contracts.
N/A 6/1/10
9Action - Compensation
Information
Compensation Information: Issue
compensation information to the
agencies regarding the FY 2010/2011
General Appropriations Act
1. May 2010: Reviewed proposed
General Appropriations Act to identify
compensation issues/information.
2. June 2010: Distributed a Summary of
Salary and Benefits for Fiscal Year 2010-
2011 to the agencies and posted to the
HRM web site.
N/A 7/1/10
Pay increases were not
included in the FY 2010-
2011 General
Appropriations Act;
however, general
information from Section 8
of the General
Appropriations Act (titled
Salaries and Benefits), are
included in the pay
instructions.
Major Initiatives
14
Division of Human Resource Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
DateComments
10Action - Reorganizations /
Layoffs
Reorganizations/Layoffs: Assist
agencies with any required
reorganizations and/or layoffs
resulting from budget reductions or
legislative acts from the 2010 session
1. May 2010 - July 2010: Provided
technical assistance to agencies on
reorganizations and layoffs.
2. July - August 2010: Received list of
legislatively approved agency
reorganizations from the Office of Policy
and Budget (OPB).
3. June 2010 - June 2011: Review and
recommend agency reorganization
packages prior to submission to OPB.
4. June 2010 - June 2011: Forward OPB
approved reorganizations to the
agencies.
6/1/11 8/1/10
Agency reorganizations
and/or layoffs occur
throughout the fiscal year
Approval of Charitable
Organizations: Analyze and provide
staff support to the Statewide Steering
Committee related to approval/denial
of approximately 1,200 applications
for inclusion in the Fall 2010 Florida
State Employees Charitable
Campaign
1. May 2010: Statewide Steering
Committee met during the period of May
10 - 28, 2010 to act on staff
recommendations.
2. June 2010: Final notices went out to
the charities on June 3, 2010.
3. August 2010: The list of approved
entities for the Fall 2010 campaign were
forwarded to the fiscal agent on August
5, 2010.
N/A 8-1-2010
On-line Application: Testing and
deployment of the on-line application
for participation in the FSECC
(to be deployed for the Fall 2011
campaign application cycle)
1. May 2010: Completed initial
development and testing of modules;
and completed development of all user
interfaces required for application
completion and submission.
2.June 2010: Final product delivered by
June 30, 2010. New application is now in
production mode.
N/A 7-1-2010
Undesignated Funds: Processing
applications for receipt of FSECC
undesignated funds from the Fall 2009
campaign (under the new rule
requirements)
Oct. 2010: Applications received for
2010 Tier One funds. Review underway.1-1-2010
12 Action - Fundamentals of HR
Course Delivery: Continuing delivery
of the Fundamentals of HR course to
the agencies' HR staff (either through
live delivery and/or creation of the on-
line training)
1. May - June 2010: Finalized course
documents and leader guides.
2. June - July 2010: Prepared for face-to-
face course to be delivered in Fall 2010;
including printing materials, securing
presenters, registering participants, etc.
3. May - June 2010: Determined regular
class delivery schedule.
4. September - December 2010:
Research options for creating an on-line
course.
5. October 2010: Begin developing test
for exemption from attending the course.
6. November 2010: Hold the
Fundamentals of HR course November
2 - 4, 2010.
N/A
Action - FSECC11
15
Division of Human Resource Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
DateComments
13Action - People First July 1
system release
Policy Assistance: Provide policy
assistance/issue resolution that arises
related to the People First July 1
system release
1. May - June 2010: Assisted in the
identification of system problems.
2. May - September 2010: Assisted in
the development of solutions to
problems.
N/A 9-1-2020
16
Office of Supplier Diversity
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
ProgressFinal Due Date
Completed
Date
1 REPORT Office of Supplier Diversity
Annual Report
OSD monitors and reports the
degree to which agencies procure
services, commodities, and other
services from minority business
enterprises in conjunction with DFS.
2/1/11
2Matchmaker
Conference
Final year of the Annual
Matchmaker Conference
Matchmaker conference was held
November 17-19 and was a
success.
11/17/10 11/17/10
3 SB 1612
Deletes the requirement for
affidavits in certifications of
minority business enterprises.
Provides that certifications may
be signed electronically.
Changes have been made to the
website and vendorstrator automatic
notices to reflect the removal of the
notarized affadavit requirement.
The Online Recertification Affadavit
has now been re-named the Online
Recertification Application and the
webform has been changed to
reflect affadavit requirement
removal. Work is ongoing to allow
for electronic signature. In final
testing stages.
N/A N/A
Office of Supplier Diversity
17
People First
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Final Due
Date
Completed
DateComments
1HB 5001 - General
Appropriations Act
New Life Insurance Changes.
People First system has been
programmed to handle the legislative
change to a flat $25,000 life insurance
benefit for all employees.
System changes went into
production on 9/11/10.1/11/2011
On target.
Coordination with
NGA and the
Department of
Financial Services.
2HB 5001 - General
Appropriations Act
SSRC Organizational Changes.
Additional funding information was
added to the People First system to
capture the new SSRC organizational
information.
Completed. 6/30/2010 7/1/2010
Completed. In
coordination with
the DMS HR and
fiscal offices.
3 Contract
People First System Upgrade. The
system came offline on 7/9/10 and
came online on Monday, 7/19/10.
Completed. Successful
implementation.7/19/2010 7/19/2010 Completed.
4 Contract
Open Enrollment. The OE period
runs from 09/27/10 through 10/22/10.
Correction period is 10/25/10 through
11/05/10. The annual OE initiative
includes new system changes, benefit
guide, benefit fairs, People First
Service Center training, and
communication.
System changes went into
production on 9/11/10.1/11/2011
On target. Working
in coordination with
NGA and DSGI.
PEOPLE FIRST
Legislative Directives
Major Initiatives
18
People First
Watch List
Bill/TitleSummary
(provisions that affect DMS)
Implementation Plan and
Progress
Final Due
Date
Completed
DateComments
5Action -- related to July
2010 system upgrade
HR Professional User Guide --
replaced People First System
Functional Workshops. The User
Guide will provide very specific
instructional guides on how to use the
People First system -- a user manual.
Workshops have been
replaced with a new HR
Professional User Guide. The
User Guide will provide greater
value than the workshops.
6/30/2011 On target.
6 Contract
Medical Reimbursement Account
(MRA) Debit Card. As part of the
December 2009 amended and
restated contract, Convergys’
subcontractor (FBMC) is required to
implement a new debit card for the
State’s flexible spending account.
myMRA debit card design is
complete and all banking
issues have been resolved.
Currently working through a
FBMC website redesign.
Communication materials to be
released during Open
Enrollment.
1/1/2011 On target.
7 Contract
Performance Management Module.
As part of the December 2009
amended and restated contract,
NGAs’ subcontractor (PeopleClick
Authoria) is required to implement a
new performance management
module.
Work to begin in September.
Hold focus groups; develop
Business Requirement
Document (BRD) and provide
to NGA; system development;
user acceptance testing;
approval; and deployment.
6/30/2012
Coordination with
NGA and
PeopleClick
Authoria.
8 Contract
Additional 20 Major System
Enhancements. As part of the
December 2009 amended and
restated contract, NGA is required to
implement 20 new system
enhancements.
Work to begin in September.
Hold focus groups; develop
Business Requirement
Document (BRD) and provide
to NGA; system development;
user acceptance testing;
approval; and deployment.
6/30/2012Coordination with
NGA.
19
Division of Retirement
Watch List
Bill/Title
Summary
(provisions that affect
DMS)
Implementation Plan and ProgressFinal Due
Date
Completed
DateComments
1 REPORT Annual FRS Actuarial
Valuation
• Provide data to Actuary
• Respond to Actuary's inquiries
• Data is provided in August 2010
• Participate in actuarial assumptions
conference
• Review draft
• Deliver valuation
12/1/10 12/1/10
2 REPORT
FRS Health Insurance
Subsidy Actuarial
Valuation
• Provide data to Actuary
• Respond to Actuary's inquires
• Data is provided in August 2010
• Deliver valuation
12/30/10
3 REPORT
2010 Local
Government
Retirement Systems
Annual Report
The Florida Local Government
Retirement Systems Annual Report is
developed over several months
starting in July.
Timeline highlights below:
- Draft copy without data to
Communications/ Legislative Affairs
for review.
- Comments due from
Communications/ Legislative Affairs
- Final printed version to Secretary,
Communications/ Legislative Affairs
- Distribution begins
1/1/11Reference: Ch.
112.165, F.S.
Legislative Directives
DIVISION OF RETIREMENT
20
Division of Retirement
Watch List
Bill/Title
Summary
(provisions that affect
DMS)
Implementation Plan and ProgressFinal Due
Date
Completed
DateComments
4 REPORT
2010 Florida
Retirement System
Annual Report
The FRS Annual Report is developed
over several months beginning in July
10.
Timeline highlights are:
11-24-10 Draft copy without actuarial
data to Communications and
Legislative Affairs for review.
12-7-10 Comments due from
Communications/Legislative Affairs
2-11-11 Final printed version to
Secretary,
Communications/Legislative Affairs
2-25-11 Distribution begins
3/1/11
5HB 1193 -
Adam Pierce
Act
Revises the definition of
"special risk member"
to include certain
members suffering a
qualifying injury;
Provides eligibility
requirements for
membership in the
Special Risk Class for
certain members
suffering a qualifying
injury.
IRIS systems changes
Publication changes
Website revisions
Employer notifications
9/1/2010 8/31/2010
6 Procurement
Actuarial Service
Procurement - by
January 2011.
Prepare ITN
Evaluate responses
Award contract
7/1/2011
Original contract
extended through
June 30, 2011.
Due date is
revised to July 1,
2011.
7HB 5001 -
GAA
IRIS Study (Integrated
Retirement Information
System), including
procuring a vendor.
Received 250,000 for
study in GAA.
Prepare ITN
Review responses
Award contract
Conduct Study
6/30/2011
8 REPORT Member Annual
Statement Project
Create data file
Design form
Send data file to vendor
9/30/2010 9/30/2010
Major Initiatives
Procurements/Contracts
21
Division of Retirement
Watch List
Bill/Title
Summary
(provisions that affect
DMS)
Implementation Plan and ProgressFinal Due
Date
Completed
DateComments
9 Issue
Local Government
Retirement Bureau
Funding
Monitor status of funding. In
discussions with the EOG, House and
Senate on solutions.
N/A N/A
22
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
1 REPORT
Real Estate Strategic Plan: Develop supply/demand
analysis and strategic recommendations for RE portfolio,
based on information provided by agencies.
Due to Governor, Senate President, Speaker of the
House.
Report delivered 9/15/2010. 9/15/10 9/15/10
2 REPORT
Master Lease Report: Provide portfolio overview for
state-owned & leased space by agency; market analysis
with trends & conditions related to agency
supply/demand, & strategic recommendations for the
next 2-5 years.
Due to Governor, Senate President, Speaker of the
House.
Report delivered 9/15/2010. 9/15/10 9/15/10
3Legislative
Request
Update to Tenant Broker Leasing Plan: Each agency
must submit an update to their March 1 Tenant Broker
Leasing Plan to reflect actions taken and any additional
opportunities that may have been identified since your
last report.
Due to Senate Ways & Means Office
The update should specifically address any co-location
opportunities with other agencies that the Legislature could
consider for the upcoming Legislative Session.
10/29/10 10/29/10
4 REPORTStatewide Capital Improvement Plans
State agencies requesting FCO funding shall concurrently, with
the submission of the LBR request to the EOG, submit a copy to
DMS. DMS shall advise the EOG and the legislature regarding
alternatives to the proposed FCO project and make
recommendations relating to the construction requirements and
cost of the project. Agencies are advised in writing by the EOG to
submit the copy to the DMS FCO Budget Manager to coordinate.
Due to Governor, Senate President, Speaker of the House.
Date
specified by
governor,
but not less
than 90 days
before
regular
session
12/1/10
CIP are currently
being reviewed.
Due to be
completed and
submitted to OPB
on December 1,
2010
REAL ESTATE DEVELOPMENT AND MANAGEMENT
Legislative Directives
23
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
Prepare 1st Qtr. Report
12-1-1012/1/10 12/1/10
Prepare 2nd Qtr. Report-
3-1-113/1/11
Prepare 3rd Qtr. Report
6-1-116/1/11
Prepare 4th Qtr. Report
9-1-119/1/11
6 REPORT State Facilities Inventory Report
Automated inventory, developed & maintained by DMS, of all
facilities owned, leased, rented, or otherwise occupied or
maintained by any agency of the state or by the judicial branch,
except those with less than 3,000 square feet.
* DOT, DOE and State University System (including community
colleges) facilities are not included in the scope of the SFI.
Due to Governor, Senate President, Speaker of the House.
9/15/10 9/15/10 Complete
7
HB 523 -
Florida Civil
Rights Hall of
Fame
Provides for a Florida Civil Rights Hall of Fame to be
placed in the Capitol building. DMS shall be responsible
for setting aside a public area of the capitol and normal
costs of operations, repairs, and maintenance of public
area. DMS shall consult with the commission on design
and theme. Effective July 1, 2010.
Coordinating with Derick Daniel, FCHR Exec Dir, and his
designees on location, design & theme of hall of fame.
Initial meeting held May 24.
N/A
Working with
Legislative staff on
location.
8
SB 1752 -
Economic
Development
Section 50. includes preference language for Florida
residents: "(1) Each contract for construction that is
funded by state funds must contain a provision requiring
the contractor to give preference to the employment of
state residents in the performance of the work on the
project if state residents have substantially equal
qualifications to those of nonresidents. A contract for
construction funded by local funds may contain such a
provision."
REDM staff worked with DMS General Counsel (GC) regarding
amendment of our contracts. The language was put into Laws of
Florida and not in statute. GC opines that because it is not in
statute and applies only to contracts over $5 million, we do not
need to amend our contracts unless we have one for $5 million.
Signed by Gov on
05/28/10.
5REPORT
Executive Order 07-126, Establishing Climate Change
Leadership by Florida's State Government. Requires
DMS to report quarterly emissions from operations for
carbon scorecard. Data updates are posted to the
"Serve to Preserve" website quarterly.
Due to "Serve to Preserve" website.
*Updates are due 60 days following the end of the
quarter
24
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
9
HB 5001 -
General
Appropriations
Act: Master
Lease Space
Tenant
Improvement
Plan
From the funds provided in specific appropriation 2829,
$479,367 shall be placed in reserve until DMS submits to
the chair of the S. Comm on General Govt Appr & the
chair of the H. Govt Operations Appr Comm an updated
project plan that includes, but is not limited to, all
expenditures related to the proposed projects & the
associated funding sources. The plan shall also include:
a prioritization of all outstanding requests by agencies for
improvement projects in spaces leased under the
Tallahassee area private sector master leases; identify all
out-year projects required to improve & maintain the
leased space for the duration of the 15-year leases; &
provide an explanation of why improvements are required
or not required for each FY. No earlier than 14 days after
submission of the plan to the legislative committees,
DMS may request the release of the funds pursuant to
the provisions of Ch. 216, F.S.
Due to Chairs of S. General Govt Approps and H. Govt
Operations Approps
Plan submitted. 8/15/10
Proposed plan
submitted on
10/14/10.
10
HB 5001 -
General
Appropriations
Act: Stimulus
Energy Project
Plan
Develop project plan for use of federal stimulus dollars
provided in specific appropriation 2644A, $7,624,672.
REDM staff is working with the governor's Energy Office on the
plan. Monthly updated are provided to the EOG.N/A N/A
11
HB 5001 -
General
Appropriations
Act: FCO
Statewide
Capital
Depreciation
Funds provided in specific appropriation 2837,
$5,766,670 are for projects identified in DMS' CIP
submitted October 2009 to the governor and legislature.
DMS may only depart from this plan when there is an
unforeseen circumstance involving a building, facility
grounds, or parking garage that effects facility code
compliance; life safety or environment deficiencies; ADA
compliance; mechanical, component or structural failures;
or impacts a building's operations, integrity or habitability.
In the event the DMS receives reimbursement for any of
the projects in the plan, or if actual project costs are
lower than the estimated costs shown in the plan, the
DMS may use the funds to address deferred projects or
projects that allow for additional occupancy of any non-
occupied space that may exist in the Florida Facilities
Pool.
REDM staff will begin applying the funding to projects in the
Capital Improvement Plan when the funding is released in July.N/A 8/12/2010
Submitted to House
and Senate, with
copy to OPB, on
08/12/10
25
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
Annual Recycling Report - DMS will report all recycled
materials to DEP in a format prescribed by DEP. DMS to
report recycling rates and recycling sale proceeds to
Leon County, using DEP prescribed format. DMS
required to post on website recycling rates of CCOC,
DMS facilities pool, and Capitol Complex in DEP
prescribed format.
REDM staff is currently working on the report format. N/ASigned by Gov on
05/27/10
DEP will develop an "innovative recycling pilot project" at
the Capitol Complex. DMS will be heavily involved.
REDM staff will be working closely with DEP staff on the
development of this pilot project.N/A
This is a DEP
project, but DMS
will sign an MOU
with DEP to
determine roles and
responsibilities.
13
Energy
Savings
Contracting
Contract pendingReceived Ameresco's draft contract for review; will begin review
within the next week.N/A
Execution pending
outcome of review.
14
Uniform
Rental and
Weekly
Cleaning
Services
New 5-year contract executed; begin date is July 1, 2010. -- N/A --
15 Safety BootsContract renewed; expires 06/21/11
(Brevard County renewed until 06/21/11) -- N/A
Currently piggy-
backing off Brevard
County's contract
with Red Wing
Brands of America;
county renewed
contract - expires
6/21/11.
16Lawn Care
Services Six vendors on contract; expires 2015
Four fully executed; one renewed ; contract with sixth vendor
pending.N/A --
17Window
CleaningContract expires 06/30/15 -- N/A --
18Fire
ExtinguishersContract expires 09/30/11 Third and last renewal in process (10/01/10 - 09/30/11) N/A Will bid in 2011.
19Custodial
Services Contract expires 01/31/11 (three vendors) Three, one-year renewals remaining; anticipate renewal N/A
06/01/10 - request
recommendation
re: 1st renewal or
bid.
Procurements/Contracts
12
HB 7243 -
Environmental
Control
26
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
20 Tenant Broker Contract expires 02/17/11 (three vendors) One 3-year renewal remaining. N/A
06/01/10 - request
recommendation
re: 1st renewal or
bid; Regions:
South Florida,
Central Florida, and
North Florida
(Tallahassee).
27
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
21Generator
MaintenanceContract expires 03/31/11 Renewed for final period N/A
08/01/10 - complete
DP 50 and send to
Purchasing for
preparation of draft
bid documents.
22Chiller
InspectionContract expires 06/30/11 (two vendors) Three, one-year renewals remaining; anticipate renewal N/A
11/01/10 - request
recommendation
re: 1st renewal or
bid.
23Elevator
MonitoringContract expires 06/30/11 Three, one-year renewals remaining; anticipate renewal N/A
11/01/10 - request
recommendation
re: 1st renewal or
bid.
24
Trash and
Recycling
Containers
Contract expires 07/31/11 Three, one-year renewals remaining; anticipate renewal N/A
12/01/10 - request
recommendation
re: 1st renewal or
bid.
25Interior
PaintingContract expires 07/31/11 (two vendors) Three, one-year renewals remaining; anticipate renewal N/A
12/01/10 - request
recommendation
re: first renewal or
bid.
26
Security
Guard
Services
Contract expires 08/31/11 Three, one-year renewals remaining; anticipate renewal N/A
01/01/11 - request
recommendation
re: first renewal or
bid.
27
Facility
Automated
Control
Systems
Contracts expires 10/19/11 and 11/09/11 (two vendors) Three, one-year renewals remaining; anticipate renewal N/A
03/01/11 - request
recommendation
re: 1st renewal or
bid.
28Water
TreatmentContracts expires 06/03/12 and 06/04/12 (two vendors) Three, one-year renewals remaining; anticipate renewal N/A
10/01/11 - request
recommendation
re: 1st renewal or
bid.
29Elevator
Maintenance Contract expires 06/30/14 Five, one-year renewals remaining; anticipate renewal N/A
11/01/13 - request
recommendation
re: 1st renewal or
bid.
30Food Service
UpgradeContract expires 07/08/14 Five, one-year renewals remaining; anticipate renewal N/A
11/01/13 - request
recommendation
re: 1st renewal or
bid.
31Fire Sprinkler
InspectionsContract expires 10/31/14 Five, one-year renewals remaining; anticipate renewal N/A
03/01/14 - request
recommendation
re: 1st renewal or
bid.
28
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
32
Fire Alarm,
Access and
Security
Systems
(Tallahassee)
Contract expires 12/31/14 Five, one-year renewals remaining; anticipate renewal N/A
05/01/14 - request
recommendation
re: 1st renewal or
bid.
29
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
33
Security and
Access
Systems
(Regional)
Contract expires 02/28/15 Five, one-year renewals remaining; anticipate renewal N/A
07/01/14 - request
recommendation
re: 1st renewal or
bid.
34Pest Control
(ST)Contract expires 05/02/15
State Purchasing contract; recently renewed for five years; will
bid in 2015N/A
Last renewal - must
bid in 2015.
35Solar Energy
Pilot ProjectContract expires 12/31/15
Six, one-year renewals remaining (equipment term is 20 years
from installation date)N/A
05/01/15 - request
recommendation
re: 1st renewal or
bid.
36
Capital
Improvement
Plan (CIP)
5-year plan for the priority deficiency correction projects
(DCP’s) at DMS-managed buildings. Priority DCPs are
those deemed most critical to extending the life cycle of
the facility.
Due to Governor, Senate President and House Speaker.
REDM budget staff will receive and analyze requests for projects
for the Florida Facilities Pool and from state agencies, legislative
and judicial branches regarding the need and prioritization of
Fixed Capital Outlay projects in the second quarter of FY 2010-
2011.
10/15/10 10/15/10
37DOR Phase II
MoveRemaining DOR employees move to new CCOC campus. REDM staff monitoring DOR's move schedule. Oct 2010
38First DCA
MoveCourt employees move to new courthouse at CCOC. REDM staff monitoring DCA's move schedule. Dec 2010
39DOC Back-fill
Moves
DOC employees in Blair Stone privately leased building
will back-fill state space vacated by DOR at the Carlton
Building and 4070 CCOC.
REDM staff is actively engaged in weekly meetings with DOC
staff on move management.TBD TBD
40
Parking at
Hurston
Building
The Secretary has reached out to President Ammons of
FAMU to find a solution for the parking situation at the
Hurston Building in Orlando.
Working with FAMU on solution - plan has been submitted to
FAMU. Awaiting final approval.TBD TBD
41Building for
DOH/FIU
FIU and DOH want to work in partnership to build a new
building on FIU's campus for both FIU and DOH use.
The issue is that they want to fund the building through
the Florida Facilities Pool in order to receive our bonding
benefits
Working with Division of Bond Finance to see if this is feasible. TBD TBD
Major Initiatives
30
Real Estate Development and Management
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
DateComments
42ADA Capitol
Plan
ADA accessibility study of the Capitol Center, which
includes Capitol, Historic Capitol, House & Senate office
buildings, that will be updated and modified for
compliance and accountability.
Assessment to date (Apr 2010) has identified eight (8)
deficiencies in the Capitol & two (2) in the Historic Capitol
that will require legislative funding. Projects will be
prioritized, along with any others found, in our FY
2011–12 & 2012–13 CIPs.
REDM staff are currently engaged in completing the ADA Plan,
which will detail necessary improvements.N/A N/A
31
Division of Specialized Services
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
Date
Reporting Period:7/1 /10 - 9/30/10 12/1/10 12/1/10
Reporting Period: 10/1/10 - 12/31/10 3/1/10
Reporting Period:1/1/11 - 3/31/11 6/1/10
Reporting Period: 4/1/11 - 6/30/11 9/1/10
Reporting Period: 7/1/10 - 12/31/10 3/1/11
Reporting Period: 1/1/11 - 6/30/11 9/1/11
Develop report via the EMIS.
Schedule report to run monthly and
update to EMIS website. Bi-annually
email report to Communications &
REDM. Data collection process
requires a one month lag in
processing.
2
Fleet
Optimization
Plan
Analyzing proactive changes in Fleet Management as well as possible
legislative changes necessary to provide highest efficiency and
improvements in Fleet Management.
Working with pilot project agencies on
new initiatives. N/A
Each state agency shall ensure that all vehicles are meeting minimum
maintenance schedules showed to reduce fuel consumption which
includes assuring appropriate tire pressure and tread, fuel filters and
emission filters replaces at recommended intervals; proper motor oil;
and time motor tune-ups. The DMS shall measure and report
compliance with this directive through the Equipment Management
Information System database and reported to the EOG on a semi-
annual basis.
N/A
N/A
1
Legislative Directives
FLEET
SPECIALIZED SERVICES
Executive
Order 07-126
Each state agency shall conduct an assessment of transportation -
related energy use and greenhouse gas emissions associated with
agency operations. This assessment must include an analysis of the
average fuel economy of each agency's automobiles and light trucks,
by vehicle class. This shall be posted on Florida's Governmental
Carbon Scorecard, by agency, no later than Oct. 1,2007 and updated
quarterly.
Major Initiatives
32
Division of Specialized Services
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
Date
3HB 5001
(GAA)
Changes requirements in Private Prison contracts; contains
Blackwater River CF opening language
05/07/10: O&M Contract for BRCF
will be signed as well as contracts for
the four new re-bids will be complete
by the week of 05/10-14/10.
05/25/10: The OandM contracts for
the four re-bids and the Blackwater
River CF have been signed by
Secretary South. 07/06/10: Transition
activities continue to occur with the
Moore Haven, Gadsden and
Graceville. Blackwater River CF has
a tentative opening date of 10/05/10-
DC has been notified. 10/12/10:
BRCF began accepting inmates
10/05/10, and will receive 150
inmates until it reaches its maximum
capacity of 2,000. This item is closed
out. (MWeb)
10/5/10 10/5/10
4 REPORT Private Prison Monitoring Annual Report Complete 9/1/10 9/1/10
5 REPORTPrivately Operated Institutions Inmate Welfare Trust Fund Receipts
and expendituresComplete 9/1/10 9/1/10
6 Procurements South Bay and Lake City facilities will have to be rebid by July 1,
2012. Bids will need to be out by November 2011.
07/06/10: This item will be addressed
closer to the procurement.7/1/2012
Procurements/Contracts
PRIVATE PRISONS
Legislative Directives
33
Division of Specialized Services
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
Date
7Private Prison
Open Date
Blackwater River CF will open November 1. The population will be
2,000 inmates and will have a yearly operating budget of @ $32M.
The inmate profile will be healthy inmates and a mixture of medium
and close custody. The facility will begin taking inmates the first week
of November and will be fully populated by the end of January 2011.
05/07/10: O&M Contract for BRCF will
be signed along with CTA and MOA
for security services by 05/14/10.
Terms of the contract will be 2.000
inmates med/close custody with a per-
diem of $42.00. 05/25/10: The OandM
contract for BRCF has been signed
(which incorporates the MOA and
CTA). Substantial completion
walkthrough at BRCF is scheduled for
05/27/10. 07/06/10: Tentative opening
date for BRCF is 10/05/10, earlier
than 111/01/10 to accommodate DC's
need. 08/30/10: BRCF is on track to
open 10/05/10. 10/12/10: BRCF
began accepting inmates 10/05/10,
and will receive 150 inmates until it
reaches its maximum capacity of
2,000. This item is closed out.
(MWeb)
10/5/10 10/5/10
8
Private Prison
Operation
Transition
Gadsden CR will be operated by Management and Training
Corporation beginning August 1.
05/07/10: Transition planning has
begun. MTC will look to take over
operations August 1, 2010. 05:25/10:
No change, MTC and DMS continue
to have transition meetings. Their OM
contract has been signed. 07/06/10:
Transition meetings continue to occur-
no problems noted. 08/30/10: MTC
began operating the facility at 12:01
a.m. on 08/01/10. This item is closed
out.
8/1/10 8/1/10
Major Initiatives
34
Division of Specialized Services
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress
Final Due
Date
Completed
Date
9
Private Prison
Operation
Transition
Graceville CF will now be operated by CCA beginning September 26.
05/07/10: Transition planning has
begun. CCA will look to take over
operations September 26, 2010.
05/25/10: No change, the OM
contract has been signed. 07/06/10:
Transition meetings continue to occur-
no problems noted. 08/30/10: There
are active transition meeting occurring
between CCA/GEO/DMS at this time-
no concerns noted at this time.
10/12/10: Graceville successfully
transitioned on 09/26/10 operations
from GEO to CCA. This item is
closed out. (MWeb)
9/26/10 3/26/10
10
Private Prison
Operation
Transition
Moore Haven CF will now be operated by CCA beginning August 1.
05/07/10: Transition planning has
begun. CCA will look to take over
operations August 1, 2010. 05/25/10:
No change, the OandM contract has
been signed. 07/06/10: Transition
meetings continue to occur-no
problems noted. 08/30/10: CCA
began operating the facility at 12:01
a.m. on 08/01/10. This item is closed
out.
8/1/10 8/1/10
11 REPORT
Annual Aircraft Utilization Report. The report is a statewide
summary of aircraft use for the calendar year for executive transport
and special mission aircraft operated by the following Departments:
Management Services, Agriculture & Consumer Services (Div. of
Forestry), Highway Safety & Motor Vehicles (Div. of FHP), Fish &
Wildlife Conservation Commission (Div. of Law Enforcement), Florida
Dept. of Law Enforcement (Div. of Criminal Investigation), Department
of Transportation (Aerial Mapping)
3/18/11
AIRCRAFT
Legislative Directives
35
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
1SB 2386 - State
Financial Matters
1. All contracts must be renegotiated or renewed for
at least a 3% savings if possible; 2. Review
contracts for preferred pricing clause and requires a
yearly affidavit confirming compliance with clause;
3. Preference given to any Florida vendor in
contracts work over $5 Million. Compliance report
must be sent to AWI annually, beginning March 1,
2011.
Rulemaking has started - a workshop is
scheduled for August 26, 2010 from 2-
4. A draft of the rules that were opened
(1.002, 1.016, and 1.041) has been
started. In addition, forms to track the
3% cost savings and a communication
to the vendors has been prepared. An
affidavit and a vendor communication
have been completed. In addition a
method to track vendor compliance with
the affidavit requirement has been
added to the contract approval routing
sheet. SP is working with legal to
explore options for implementing the
Florida vendor preference.
N/A
2HB 5001 -
General
Appropriations Act
Requires DMS to submit a business case as defined
in 287.0574 F.S. for re-procuring MFMP by July 1,
2010. Requires the plan to contain a cost benefit
analysis, transition plan.
The Department of Management
Services (DMS) MyFloridaMarketPlace
Business Case was reviewed by an
independent consultant, BCPI, on June
9, 2010. The MFMP Business Case
was formally submitted to the Governor,
the Speaker of the House and the
President of the Senate July 1, 2010.
It is currently awaiting approval of the
LBC. The MFMP Business Case is
available online at:
http://dms.myflorida.com/business_oper
ations/state_purchasing/myflorida_mark
etplace/mfmp_business_case
7/1/2010 See issue below
STATE PURCHASING/MFMP
Legislative Directives
36
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
3MFMP Business
Case - Legislative
Response
MFMP Business Case was submitted July 1, 2010,
with the Governor's approval. Senator Alexander, in
his role as Ways & Means Chair, responded with an
8-20-10 letter requesting information and revision to
our submission, due November 2, 2010.
Revised business case was submitted
11/2/2010. Awaiting to be heard by the
Legislative Budget Commission.
11/2/2010
4HB 5003 -
Implementing Bill
Requires DMS to issue a solicitation for office
supplies and award a multiple supplier contract with
at least 3 vendors.
Contract has been executed. 1/1/2011 10/18/2010
5HB 7243 -
Recycling
DMS is required to modify MFMP to report green
and recycled products for purchase by September
30, 2011. DMS is required to report the recycled
product purchases annually on the DMS website (in
conjunction with REDM recycling reporting).
The Department of Management
Services (DMS) Division of State
Purchasing developed a scope for the
change to the MyFloridaMarketPlace
(MFMP) on-line purchasing system.
The scope was approved by the MFMP
Change Review Board, which includes
a Department of Environmental
Protection representative, on May 18,
2010. The Change Request will be
designed, tested and implemented as
part of the MFMP Buyer Upgrade prior
to September 30, 2011. The DMS
MFMP team is the owner of the change
request, with technical support from
Accenture. DMS will conduct User
Acceptance Testing (in accordance with
IT Best Practices and consistent with
9/30/2011
6 SB 2020
Requires State Purchasing and AEIT to develop
purchasing and contracting processes for IT
products.
This will be factored in our overall
workload planning matrix.N/A N/A
37
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
7
Legislative
Information
Request:
Office Supplies
Senate Ways & Means Chairman JD Alexander has
requested specific information regarding the State's
Office Supplies contract.
Information given to Senator
Alexander's staff. Follow up letter
received by the EOG.
N/A N/A
8 Contract Re-bid the MFMP contract
The Department developed an ITN on
7/2/2010 and it is going through internal
reviews and a review by AEIT. DMS
plans to issue the ITN for bidding in
September 2010 with an estimated 2/1/
2012 execution date. This assumes
Governor and Legislative approval of
the DMS Business Case. DMS is
following the OPPAGA 1/12/2009 report
recommendations in its re-compete.
2/1/2012
9 Ocean Marine Insurance
10 Miscellaneous Property Insurance
11 Camp - Basic FSDB
12 Camp - Catastrophic Loss FSDB
13 Aviation Insurance
14 Boiler and Machinery Insurance
15 Automobile Insurance
Procurements/Contracts
Note: These are state term contracts, state purchasing agreements and
alternate contract sources that will have a decision point/or action in FY
2011.
State Purchasing working on workload planning documents - see for
more details.
38
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
16 Accidental Death and Dismemberment
17 Crime Insurance
18 Nuclear Liability Insurance
19 Excess Property - Broker of Record
20 Camp - Accident and Sickness
21 Fine Art - Indoor Insurance
22 Accident Insurance for UCF
23Bridge, Property, and Bridge Interruption - Broker of
Record
24Temporary Employment Staffing - Medical and
Dental
25 RESPECT - New Central Non-profit Agency
26 Live Capture Electronic Fingerprint Equipment
27 Equipment Maintenance Management Services
28 Online Legal Database Services
29ACS - Moving Household Goods for Department
Employees
30 Laboratory and Safety Supplies and Equipment
31 Paper: Tissues and Towels
32Recycling Services; End of Life Electronics Equip.
33 Security Officer Services
34 Defibrillators, Related Equipment & Supplies
35 Hazardous Incident Response Equipment (HIRE)
36 Food-Grade Ice for Emergency Operations
37 Potable Water for Emergency Operations
38 Reclaiming Mercury from spent lamps, along with
proper disposal of end of life ballasts and batteries
39 Floor Maintenance Machines
40 Ice Making Machines
41 Tools, Hand Held
42 Medium & Heavy Trucks
43 Motor Vehicles
44 Purchasing Card Services
39
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
45 Body Armor
46 Library Furniture
47 Office Furniture
48 Ammunition & Officers' Equipment
49 Copiers, MFDs
50 SAIR - Cyber Security
51 On-Site Document Shredding Services
52 Courier Services
53 FedEx
54 Radio Equipment
55 IT Disaster Recovery Services
56 Mail Processing Equipment
57 PC's, Laptops and Monitors
58 WSCA - Nextel
59 COTS Software
60 IT Research & Advisory Services
61 IT Hardware, Network Infrastructure
62 Library Materials
63Professional
Development
Complete the update and implementation of policies
and procedures
The policies and procedures have been
updated and published. The division
has form a group to edit and monitor as
needed
7/1/2010 7/1/2010
64Professional
DevelopmentDevelop and implement a workload planning matrix
We are evaluating excel and
sharepoint solutions.6/15/2010 6/15/2010
65Professional
DevelopmentRecruit and train 10 employees for open positions
8 of 10 employees have been hired.
Training is ongoing. There has been a
hiring freeze so the other 2 positions
will not be filled at this time.
12/31/2010
66Professional
Development
Develop a proposal for salary administration and
career development for the Division of State
Purchasing
In the process of collecting data. 7/15/2010 7/15/2010
Major Initiatives
40
Division of State Purchasing
Watch List
Bill/TitleSummary
(provisions that affect DMS)Implementation Plan and Progress Final Due Date
Completed
Date
67 MFMP System Upgrade MFMP Modules
The upgrade of the Analysis tool is
designed and implemented. The
upgrade of the Buyer tool will occur
between September 2010 and
September 2011. Planning will start in
early September this year and proceed
to design testing and implementation.
Both upgrades include enhancements
and hardware refreshes.
9/30/2011
68 MFMP SystemPlan for and implement enhancements to the
Vendor Bid System and SPURSView.
The scope of the enhancements is
currently being developed. Design and
implementation will occur in phases
over the coming fiscal year. There is
no cost to this project.
6/30/2011
41
Inspector General
Watch List
TitleSummary
Status
1 OPPAGA Review of State Benefits
OPPAGA team has been
collecting data/information. No
recommendations have been
provided.
Report 10-31 - The Legislature Could
Consider Several Options for
Modifying State Employee
Compensation issued in March 2010.
2Auditor General Review of State payroll
and personnel processes. Exit held 8/13/2010. Awaiting P&T.
3 FRS/Retirement
OPPAGA team has been
collecting data/information. No
recommendations have been
provided.
Report 10-15 - Several Options Are
Available For Modifying the Florida
Retirement System's Class Structure
to Reduce System Costs issued in
Janaury 2010. Report 10-19 -
Florida Retirement System Funds
and Investment Returns Decline with
the Economy; the SBA Reports That
Its Investment Strategy is Designed
to Withstand Losses issued in
February 2010. Report 10-28 -
DROP Could Be Improved by
Defining Its Purpose, Standardizing
Requirements, and Ensuring that
Benefits Are Equitably Funded
issued in March 2010. Report 10-29 -
FRS Contribution Plan Costs Are
Typically More Predictable, Fiscal
Impact of Requiring New Employees
to Join the Plan Is Influenced by
Many Factors issued in March 2010.
4DMS Functions and Reorganization
Options
OPPAGA team has been
collecting data/information. No
recommendations have been
provided.
Sunset Memorandum - The
Legislature Could Consider Several
Options to Reorganize the
Department of Management
Servcies issued in March 2010.
5 DMS Lease Management Activities
OPPAGA team has been
collecting data/information. No
recommendations have been
provided.
Research Memorandum - While
State's Leasing Process Uses
Reasonable Processes, Centralizing
Responsibility for Real Estate
Management and Implementing
Other Improvements Would
Generate Savings issued in February
2010.
6OPPAGA review of prison construction
costs.
Review of the costs for
constructing prisons – DMS vs
DOC.
Research Memorandum - Prison
Construction issued in February
2010.
7 OPPAGA review of Aircraft Operations.
Review of aircraft operations to
determine potential for reducing
aircraft fleet to one plane and
outsourcing of aircraft
maintenance.
Project terminated.
OPPAGA and Auditor General Reports
42
Inspector General
Watch List
8OPPAGA review of statewide acquisition
management.
Entrance conference held with
OPPAGA on 1-28-2010. At that
time DMS informed OPPAGA that
State Purchasing does not
purchase anything and that
agencies are responsible for their
own purchasing.
Ongoing
9 OPPAGA E-911 Trust Fund review.
OPPAGA is reviewing the TF
balance at the request of the
Legislature.
Report 10-12 - 911 Call Center
Training in Florida Varies; Options
Exist for Creating Minimum
Standards issued 1/29/2010.
10Auditor General Audit of statewide vendor
files.
Auditing the integration of
statewide vendor files between
MFMP and FLAIR.
Audit cancelled.
11Auditor General Audit of financial
statements.Ongoing
12Auditor General Audit of MFMP IT
controls.
Report 2010-188 - Department of
Management Services -
MyFloridaMarketPlace - Information
Technology Operational Audit issued
4/15/2010.
13 Auditor General Audit of E911 Board
Report 2010-196 - Department of
Management Services - Emergency
Communications Number E911
System Fund issued 5/25/2010.
14 Auditor General Operational Audit Ongoing
15 Auditor General Audit of the SSRC
Report 2010-173 - Southwood
Shared Resource Center - Data
Center Operations - Information
Technology Operation Audits issued
3/29/2010.
16 OPPAGA Review of Minority Contracting Ongoing
17Auditor General Audit of Local Retirement
System
Entrance conference held on
03/24/10. As AG is reviewing
local retirements systems along
with State Retirement System, the
audit process may take place over
the course of the entire year.
Anything the AG reports to DMS
will be held up until they complete
statewide review.
Ongoing
18OPPAGA review of Fleet functions of
DMS
OPPAGA directed to review
options in centralizing operations
of vehicles and aircraft. It is not
expected that a report will be
issued to DMS.
Ongoing
19 OPPAGA review of "Scope of Practice"
OPPAGA has requested
assistance of DSGI concerning
ramifications on health insurance
costs due to increased scope of
practice for ARNPs, Physician
Assistants, Optometrists and
Dental Hygientists. It is not
expected that a report will be
issued to DMS.
Ongoing
43
Inspector General
Watch List
20OPPAGA review of other state efforts to
reduce state health insurance costs
OPPAGA has requested from
DSGI to review other state's costs
for employee health insurance
costs. It is not expected that a
report will be issued to DMS.
Ongoing
21 OPPAGA review of state travel costs
OPPAGA is conducting
multiagency review with focus on
alternative to travel such as use of
telecommunications services. It is
not expected that a report will be
issued to DMS.
Ongoing
22OPPAGA review of state term contract for
legal services
OPPAGA is conducting a review
of legal services at request of
Legislature. Per OPPAGA, they
are only making an information
request to provide information to
Legislature
Ongoing
23 Sunset Review
Per Florida Statutes 11.9055, the
department is subject to
continuing sunset review by the
Legislature until the Legislature
enacts legilation relating to the
agency's continuation,
modification, or termination.
Ongoing
44
Inspector General
Watch List
24Senate Interim Issue Brief (2011-213)
Privatization of Prison Health Care
Services
This interim project will cover the
history and current status of
inmate health care services in
Florida and will consider
jurisdictions with publicly or
privately provided inmate health
care.
25Senate Interim Monitor Project (2011-
347) MyFloridaMarketPlace
Project objective is to monitor the
development and submission of
DMS' business case plan for the
future procurement of MFMP
26Senate Interim Project (2011-122) Local
Government Pension Plans
Project objective is to provide
changes to Florida law that would
provide organizational and
financial alternatives for local
governments. The Division of
Retirement will be called to
provide use of the financial
database they maintain.
27Senate Interim Monitor Project (2011-
350) Changes to Procurement Law in Ch.
287, F.S.
Project objective is to track
agency compliance with the
changes in Ch. 287, F.S., by
monitoring agency activities,
including rulemaking.
Senate Interim Work Plan Projects
45
Appendix D Resumes
DMS Overview
for 2010 Transition
Page 1 of 2
David Faulkenberry 9097 Shoal Creek Drive •Tallahassee, FL 32312 • (850) 921-3788
SUMMARY of EXPERIENCE
Extensive expertise in executive leadership, legislative strategy, policy development, technology evaluation and implementation, financial accounting and management, budgeting, auditing, and program management.
Proven leader and highly skilled in creating customer value and satisfaction.
Highly experienced in designing and delivering executive written and verbal communications.
Record of success in managing and implementing large scale projects and in creating program efficiencies.
PROFESSIONAL EXPERIENCE
Florida Department of Management Services - Deputy Secretary January 2007 to Current
Executive advisor to the Secretary on all agency matters including procurement, technology, human resource strategy, and real estate management.
Specifically responsible for the day to day leadership of the Division of Retirement, Division of Human Resource Management, Division of State Group Insurance, Human Capital Management EFP (People First), and Division of Telecommunications (Suncom and State Law Enforcement Radio System).
Oversight includes approximately 360 employees with a $400 million operating budget and $3 billion in program oversight.
Achieved over $350 million in contract savings/cost avoidance by implementing effective contracting and negotiation practices, including State Group Insurance, People First and Telecommunications.
Achieved the following 2009 overall customer satisfaction ratings:
o Retirement: 98% o People First: 72% (23% increase since 2007) o Telecommunications: 85% o Human Resource Management: 98%
o State Group Insurance: 79% (30% increase since 2007)
Florida Department of Management Services - Director Jul 2006 to Dec 2006
Responsible for establishing and implementing recommendations on all policy and rule matters related to Florida’s State Personnel System and the People First project.
Key liaison for the Department of Management Services to the Executive Office of the Governor, and Florida Legislature. This included, but was not limited to, communicating human resource practices to facilitate a high quality and efficient workforce.
Faulkenberry Consulting Group, LLC - Owner July 2004 to June 2006
Owned and operated a consulting firm specializing in project and program management, financial management, change management, systems design, development and implementation.
Analyzed and provided recommendations on how organizations use technology; comparing their experience with industry best practices and benchmarks; and in creating cost effective solutions, project plans and strategy maps to implement solutions.
BAE Systems - Executive Consultant October 2002 - June 2004
Responsible for assisting clients improve value and service in the use of Enterprise Resource Planning (ERP) solutions. Focus was in the area of Human Resource outsourcing and process reengineering. Specifically, designed and participated in HR strategy/business case development and client implementations.
David Faulkenberry
Page 2 of 2
Florida Department of Lottery December 1995 - October 2002 Chief Financial Officer (Director of Financial Management)
Key advisor to the Lottery Secretary on all policy matters relating to administration, financial operation, budget, and procurement of goods and services for the Florida Lottery (an entity with annual revenues of $2.7 billion, profits of approximately $1 billion, and a budget of $145 million).
Chief liaison for all financial matters with the Executive Office of the Governor, Florida Legislature, State Comptroller, Auditor General, and State Board of Administration. This included, but was not limited to, presenting accounting and budgeting reports, coordinating the issuance of Lottery Revenue Bonds, overseeing the preparation of Lottery Financial Statements, as well as, presenting and interpreting financial data to executive management.
Florida Department of Lottery - Lead Internal Auditor (Deputy Inspector General)
Responsible for performing and reporting on all classes of audits (financial, compliance, operational, performance, etc.), program evaluations, management studies, investigations, internal control reviews, electronic data processing (EDP) reviews, and other special studies. Additional duties included providing consulting services to executive management.
Independent Contractor – Professional Instructor January 1996 - August 1998
Conducted professional training classes nationally and internationally for the Institute of Internal Auditors (IIA). The classes focused on using technology to identify control weaknesses in the design and implementation of information technology systems.
Sallie Mae – Financial Supervisor August 1992 - December 1995
Responsible for overseeing the daily operations of the Financial Reconciliation, Financial Reporting, and Monetary Processing departments (30 FTES).
Supervising staff responsible for posting and reconciling borrower loan payments with reconciliations exceeding $100 million per month, and preparing annual budgets for the Loan Servicing Center/Florida and the Loan Servicing Center/Tampa.
Developed and implemented integrated computerized financial models, preparing monthly management reports and month end financial reports, evaluating operational procedures, and preparing recommendations to senior management for productivity and expense controls.
Developed and implemented computerized financial forecasting and budgeting models, prepared executive summary reports, monthly volume reports, and expense forecasts.
Florida Department of Revenue – Tax Auditor January 1989 - August 1992
Audited businesses in various industries for compliance with GAAP and the taxes administered by the Department of Revenue.
Developed extensive audit plans and audit reports by planning fieldwork, examining accounting and internal controls, testing account transactions, and examining all tax and financial reports.
Coordinated all computer enhancements and program releases for the Panama City Service Center. BOARDS Chairman, Board of Trustees, Southwood Shared Resource Center (State of Florida primary data center) Board of Directors, Florida State University Human Resource Center HROA Board of Trustees, Human Resources Outsourcing Association EDUCATION University of West Florida - Pensacola, Florida. B.A., Finance, 1988.
DEBRA FORBESS, CPM Leads by seeking first to understand, develops solutions; and advances the mission of the organization.
1761 Riverbirch Hollow Tallahassee, FL 32308 Bus (850) 487-9911 Hm (850) 942-6148
EDUCATION:
1985 B.S. in Behavioral Science, Cum Laude 1986-91 Social Agency Counseling and Government Accounting Courses 1996 Certified Public Manager (CPM) MOST RECENT ACCOMPLISHMENTS:
Led the Human Resources Team to implement best practices by building a new employee orientation program, tracking meaningful performance measures and leveraging e-learning for HR related training.
Monitored the implementation of best practices in departmental purchasing to strengthen contract management.
Measured agency value through contract savings and cost avoidance of over $420 million in two fiscal years.
Coordinated the development of over 55 policies with easy Web site access for DMS employees and other agencies.
Led a team to revamp property inventory program. Property accounted for increased to 99.7 percent in 2010 from 83.7 percent in 2007.
Served as the Department's Safety Coordinator and directed a team to create a strong safety program. Received the Interagency Council on Loss Preventions’ Gold Award for 2008 and 2009.
Found solutions to ensure successful agency operations even with extreme fiscal constraints using effective planning and budget spending plan tools.
PROFESSIONAL EXPERIENCE:
2/29/08 to Present Director of Administration, Florida Department of Management Services, Division of Administration Provided strategy and solutions on a wide array of projects and initiatives to support the Executive Team. Planned, organized and directed activities related to legislative affairs, communications, budget, financial management services, human resources, departmental purchasing, policy development and special projects. Effectively supervised nine direct reports and led a team of 50 employees in the Division of Administration. Continued to serve as Planning and Budget Director as well as Director of Administration, providing services to a thousand employees and monitoring the agency budget of a half billion dollars. Strengthened the foundation of the agency
through continuous incremental improvements in each area of responsibility with a strong focus on customer satisfaction. 06/26/2001 to Present Planning and Budget Director, Florida Department
of Management Services, Planning and Budget Office Furthered the mission of the agency and the Governor’s priorities through planning, budget and financial management. Managed the office with a staff of four direct reports and directed the work of agency program staff with planning, budget and financial responsibilities. Monitored a budget of a half billion dollars. Developed the legislative budget request and long-range program plan. Improved resource accountability by developing a spending plan approval and reporting process. Proposed, analyzed and assisted with the implementation of legislation. Provided agency-wide training through planning and budget workshops. Provided management advisory services. 04/09/1999 to 06/25/2001 Senior Management Analyst II, Florida Department of Business and Professional Regulation,
Office of the Secretary Served as the department’s Agency Planning Officer and Performance-Based Program Budgeting Coordinator in the Office of Planning and Budget. Developed a quality plan and fully integrated the planning, budgeting and measurement functions. Developed and monitored program budgets. Prepared budget amendments. Analyzed legislative appropriations and allotted funds based on approved spending plans. Analyzed legislative bills for fiscal impact on the department. Developed and coordinated the implementation of operational planning through priority projects, expenditure and staffing plans. Developed training for senior management workshops on leadership, planning, and business results. Conducted staff training on budget preparation, long-range planning, and performance measurement development. Responsible for contracting for customer survey initiatives. Provided management advisory services. 02/25/1994 to 04/08/1999 Management Review Specialist, FL Department of
Management Services, Office of the Deputy Secretary Operations and Management Consultant II and Sr. Management Analyst I, Florida Department of Management Services, Planning and Budget Office
Responsible for improving quality in the areas of leadership, planning, customer satisfaction, and performance measurement. Developed and implemented a plan to integrate the agency’s planning, budgeting, and measurement functions through a performance accountability system. Prepared legislative budget requests aligned with strategic plans and department policy. Analyzed legislative appropriations and allotted funds based on program objectives. Prepared fund, rate, and appropriation analyses, salary projections, and financial plans. Prepared budget amendment requests. Analyzed legislative bills for fiscal impact. Responded to requests for information from the Legislature and officers of the Executive Branch. Developed course materials and conducted training workshops. Worked with teams on reorganization and re-engineering projects. Provided management advisory services.
08/17/1990 to 02/24/1994 Management Analyst I, Florida Department of Management Services, Office of Inspector General
Provided management advisory services for the implementation of a performance measurement system for the Department. Conducted performance audits and reviews of various departmental operations and major management systems. Investigated allegations of wrongdoing. Performed follow-up audits to ensure the Department adequately addressed recommendations made in our reports and reports issued by other oversight units. Communicated findings and recommendations orally and in audit reports. STRENGTHS/SKILLS:
Integrity; leadership; strong customer service principles; effective management of personnel; analytical thinking; accountability; initiative; concern for others; deliver key organizational messages to staff with consistency; set and maintain standards; courage; stress tolerance and strong communication skills. Technical skills include Word; EXCEL; PowerPoint and Legislative Appropriations System/Planning and Budget System (LAS/PBS). ASSOCIATIONS:
President of the Florida Association of State Agency Administrative Services Directors Member of the Florida Association of Certified Public Managers
Linda S. McDonald Communications Director – Florida Department of Management Services
INDUSTRY FAMILIARITY: With10 years industry experience, I am a polished communications professional. Because of my background in the insurance and health care industries as well as my government experience at the Florida Department of Management Services (DMS), I understand the agency’s diverse business lines and their communications needs. My solid relationships with key DMS personnel help me efficiently and effectively address communications opportunities. Previously, as an independent communications consultant, I guided clients with communications campaigns that included media relations, brochure and other collateral piece development, script writing, event planning, copywriting and more. My published work includes the Florida Times-Union, Jacksonville Business Journal, Chiropractic Economics, Bismarck Tribune and others. KEY ACCOMPLISHMENTS AT DMS: - Direct the five-person DMS communications team that includes graphic design, sign and print shop staff, to define and strengthen a comprehensive agency brand through messaging, graphic design and social media (Facebook and Twitter). - Support annual benefits Open Enrollment period for State of Florida employees and retirees with a communications plan and creative, easy-to-read information packet. - Communications counselor in re-design of the People First System July 2010 upgrade. - Led initiative to transition DMS employees to digital information sources, which included intranet use, redesign of employee newsletter and reduced e-mail volume. EDUCATION AND TRAINING: - University of Mary, Bismarck, N.D, B.S. degree in Business Administration, 1991 - Associate in Risk Management (ARM), Insurance Institute of America, 1997 - Project Management: Fundamentals and Applications, Tallahassee Community College, 2009 EMPLOYMENT HISTORY: Florida Department of Management Services – Tallahassee, Fla. Communications Director, Nov. 2009 to present (acting director Sept.-Nov. 2009) Deputy Communications Director, Dec. 2007 to Nov. 2009 First Professionals Insurance Company – Jacksonville, Fla. Director of Communications, April 2006 to Dec. 2007 McD’s Creations – Bismarck, N.D., and Jacksonville, Fla. Communications Consultant, November 2000 to April 2006 MDU Resources Group Inc. – Bismarck, N.D. Risk Management and Corporate Communications, March 2000 to November 2000 North Dakota Insurance Reserve Fund – Bismarck, N.D. Risk Services Representative, May 1990 to March 2000
ELIZABETH IRVIN BOYD 2057 W. Forest Drive • Tallahassee, Fl 32303
(850) 339-4802 • [email protected] PROFFESIONAL PROFILE
Persuasive educator and effective communicator – Strong oral and written communication skills. Sound ability to present pertinent information in a brief and organized manner to educate legislative members, staff and other interested audiences.
Organized and detail oriented – Ability to multi-task and meet deadlines in a fast paced environment with thorough preparation and organization.
Relationship and consensus builder – Savvy ability to work with all levels of employees and build relationships in order to inform and communicate the best information for the agency. Develop relationships with key members and staff in order to effectively advocate the agency’s agenda.
EXPERIENCE
Florida Department of Management Services October 2009 - Present
Director of Legislative Affairs – Tallahassee, FL
Advocate legislative priorities of behalf of the Department by meeting and communicating with members of the Florida Senate, Florida House of Representatives and substantive agency and committee staff.
Provide accurate and comprehensive legislative reports to the Secretary and Department staff by monitoring all legislation, rules and programs which may directly impact the Department.
Create, with coordination of senior staff, and implement the Department’s legislative priorities and strategies. Initiate and track implementation of all legislative directives. Oversee the Department’s bill analysis processes and ensure timely and thorough responses. Oversee the response to constituent inquiries from congressional and legislative staff throughout the state. Oversee the creation of all legislative education materials of the Department. Manage the legislative affairs staff and office budget ensuring efficiency and professional career development.
Florida Department of Management Services December 2006 – October 2009
Deputy Director of Legislative Affairs – Tallahassee, FL
Support Legislative Affairs Director by assisting in the advocacy of legislative priorities of behalf of the Department.
Coordinate the Department’s bill analyses through effective legislative tracking and organizational skills. Resolve, coordinate and respond appropriately to constituent inquiries from congressional and legislative staff
throughout the state. Promoted from Legislative Coordinator to Deputy Director of Legislative Affairs within a year by displaying
excellent interpersonal skills, cultivating and maintaining strong relationships and demonstrating the ability to work well individually or within the framework of a team.
Additional duties: Facilitating state and national press inquiries, generating effective and informative communication tools including press releases and op-eds, and developing and coordinating the marketing of 2009 Open Enrollment.
Florida Department of Management Services January 2006 – December 2006 Legislative Coordinator – Tallahassee, FL
Work directly with Legislative Affairs Director on policy development and implementation for the Department; research, track and analyze all legislation impacting the Department and its programs and monitor the implementation of all statutory changes, budget and proviso language directives.
Examine and support the Department with the production of Department publications including annual reports, transition documents and other legislative initiatives and coordinate effective and timely responses to constituent inquiries from elected officials throughout the state.
ELIZABETH IRV IN BO YD Resu me
Executive Office of Governor Jeb Bush August 2005 – January 2006 Legislative Analyst, Office of Legislative Affairs – Tallahassee, FL
Instrumental in the development and execution of the Governor’s legislative agenda; advocating and promoting agenda with state legislators, staff and constituents; monitor committee meetings and activity; manage part time employees and interns.
Florida Lottery January 2005 – April 2005 Legislative Affairs Coordinator – Tallahassee, FL
Monitor committee and legislative activity relating to the Department of Lottery and assist with policy briefings provided for House and Senate members, staff and other interested parties regarding legislative issues and priorities for the Lottery
EDUCATION
Florida State University; Tallahassee, Florida Spring 2005 B.S. Communications; Minors: Business, English and Special Event Management
JOHN E. BRENNEIS
GENERAL COUNSEL [email protected] DEPARTMENT OF MANAGEMENT SERVICES OFFICE PHONE: 850-488-0229 CELL PHONE: 850-728-3864
BAR ADMISSIONS: Florida Bar (1994); Georgia Bar (1997) LAW SCHOOL: Florida State University, J.D., with High Honors (1994) COLLEGE: Florida State University, B.S., Accounting/Finance, Magna Cum Laude GPA 3.8 (1987) CERTIFICATIONS: Certified Public Accountant, Florida (1988) PROFESSIONAL Named a Top Government Attorney in Florida Trend’s 2010 Florida HONORS: Legal Elite PRESENT EMPLOYMENT: Florida Department of Management Services, General Counsel, January 2007 to Present
Serve as the agency’s chief legal advisor, in an executive management position reporting directly to the agency head.
Advise agency executives on legal matters to facilitate accomplishment of agency goals and to maximize outcomes of negotiated and contested legal matters
Supervise and manage the professional and administrative staff and resources of the Office of General Counsel.
Provide legal representation of the agency in all administrative hearings, civil trials and appellate proceedings.
Serve as Chief Ethics Officer.
Serve as legal liaison with the Governor’s General Counsel and other government agencies.
Key Accomplishments:
Assembled and maintained an outstanding team of dedicated and talented legal professionals who:
provide timely, effective, and quality client service. consistently achieve favorable outcomes in large, complex contracting
projects. successfully defend numerous bid protests.
PREVIOUS LEGAL EXPERIENCE: Ausley & McMullen, P.A., Tallahassee, FL, December 1999 to January 2007 (Shareholder: January 2002 to January 2007; Associate: December 1999 to January 2002) Corporate; Business Transactions; Contracts:
Assisted in firm’s general counsel of Capital City Bank Group, a multi-billion dollar publicly traded holding company, including preparation, review and negotiation of commercial contracts including a $36 million credit facility; purchase of multi-million dollar fiduciary accounts portfolio; sale of $22.7 million credit card portfolio; multi-state internal corporate reorganization; and long-term software licensing contract, including advising concerning corporate and board governance matters.
Special counsel engaged to render legal opinion regarding multi-million dollar sale of manufacturing company.
Special Florida regulatory counsel for General Electric Capital Corporation.
Special counsel to non-profit senior housing association concerning multi-million dollar bond issue.
Advised covered entities regarding HIPPA and state law medical privacy issues. Chorey Taylor & Feil, P.A., Atlanta, GA, Associate: January 1999 to December 1999
Corporate and General Transactional Law: Prepared, analyzed and negotiated various corporate and transactional documents including letters of intent, merger agreements, stock purchase and sale agreements and asset purchase agreements; analyzed and structured business entities; performed due diligence review and prepared and negotiated schedule disclosure documentation in connection with mergers and acquisitions; analyzed and researched various legal issues including employee restrictive covenants, worker classification and securities reporting and registration.
Cohen Pollock Merlin Axelrod & Tanenbaum, P.C., Atlanta, GA, Associate: August 1996 to December 1998
Estate Planning and Probate; Corporate and General Transactional Law: Analyzed and formulated estate plans; prepared wills and trusts; tax planning and research; probate administration. Prepared corporate and transactional documents; analyzed and structured business entities; analyzed and researched intellectual property issues concerning copyright, trademark and publicity rights matters.
Igler & Dougherty, P.A., Tallahassee, FL, Associate: June 1994 to August 1996
Corporate, Banking and General Transactional Law: Prepared various transactional documents including: merger agreements, employment contracts, corporate organizational documents, proxy statements, prospectus, SEC securities registration statements, stock option plans, employee stock ownership plans, and compliance reports; analyzed and rendered tax opinions regarding tax effects of corporate mergers and acquisitions. Practice included charter conversions, holding company reorganizations, change of control applications, and other state and federal regulatory matters concerning financial institutions.
JOHN S. RUMPH, JR Inspector General Office: 850-488-5285 Department of Management Services Cell: 850-559-0355 [email protected]
SUMMARY OF KEY SKILLS AND EXPERIENCE Extensive experience coordinating directing and managing audits, investigations and special
projects. Comprehensive knowledge of Florida state government and legislative processes Skilled in communications for various audiences including senior executive and legislative
briefings Record of success with complex projects and issues affecting the agency. QUALIFICATIONS
I have held numerous positions in law enforcement including Patrol Officer, Narcotics Officer, Vice Officer, Detective and State Attorney Investigator. I have investigated crimes ranging from public intoxication to murder. As a police officer with the Houston Police Department I was trained in all aspects of law enforcement, including criminal investigation, accident investigation and first responder emergency first aid. As an Investigator with the State Attorney, I conducted investigations of major cases as well as Officer involved homicide cases for law enforcement agencies. I also conducted pre-trial preparation of criminal cases for prosecution. While serving as State Attorney Investigator I assisted in disaster response during hurricanes Andrew and Opal. I also coordinated a circuit wide task force designed to deter, arrest, and prosecute unlicensed contractors. I was a member of the City-County Narcotics Task Force, comprised of agents/investigators from local, state and federal agencies. While employed by Nations Rent I served as a sales consultant, store manager and as the safety officer for the Alabama/North Florida area. My duties included conducting safety assessments, training and reporting on all company related accidents/injuries. In my position as Chief Investigator for the Office of Inspector General, Department of Management Services, I conducted, in cooperation with the Florida Department of Law Enforcement, internal affairs investigations on complaints filed against Capitol Police Officers. I have served as Inspector General for the Department of Management Services since August 2002. In my role as Inspector General I supervise a staff of sixteen auditors and investigators. I feel that my years and range of experience is an asset to the Florida Department of Management Services.
EMPLOYMENT
2002-Present Inspector General, Office of Inspector General, Department of Management Services.
Develop, implement, and monitor activities to maximize agency accountability, fiscal integrity, and efficiency, while preventing fraud, waste, and abuse within the Department of Management Services. Provide proactive leadership to deliver independent, objective agency oversight in compliance with professional standards in conducting investigations and management reviews. Receive complaints from whistle-blowers and concerned parties, and initiate appropriate actions. Coordinate related activities with the Chief Inspector General, Auditor General, Federal Auditors, and OPPAGA. Prepare work papers, reports and a detailed annual report for management and the public. Responsible for the budget for the Office of Inspector General as well as all other administrative functions of the office.
2001-2002 Chief of Internal Investigation, Office of Inspector General,
Department of Management Services. Initiate, conduct, supervise, and coordinate investigations designed to
detect, deter, prevent, and eradicate fraud, waste, mismanagement, misconduct and other abuses in the Department of Management Services. Conduct internal investigations and assist law enforcement agencies in criminal cases.
1999-2001 Sales Representative, Nations Rent Inc, Niceville, FL Outside sales and rental of construction equipment ranging from hand
held drills to 25 ton off road dump trucks. Managed a two Nations Rent stores and was the safety officer for the Alabama/North Florida region.
1998-1999 Vice-President/General Manager, Floridian Management Group,
Destin, FL Managed the construction of a motel and several large beach homes in
Destin. Property manager for the motel, R V resort and numerous upscale rental homes and condominiums. Supervised staff and managed contractors and subcontractors. Also completed budget and financial reports for company.
1996-1998 President and Chief Investigator, Investigative Process Service,
Shalimar, FL State Licensed Private Investigator and Certified Process Server.
Conducted civil and criminal investigations as well as served civil process. Conducted accident reconstruction and investigation for criminal defense and civil litigation.
1989-1996 Investigator, 1st Circuit State Attorney, Shalimar, FL Pre-Trial preparation of cases investigated by law enforcement agencies.
Investigated cases involving possible criminal activity by members of local and county law enforcement agencies. Assisted in the investigation of major crimes when requested by law enforcement agencies. Prepared Traffic/DUI Homicide cases for prosecution. Continued to serve on the City-County Mutual Investigations Task Force
1986-1989 Detective, Fort Walton Bch Police Department Worked in an undercover capacity in the City-County Mutual Investigations
Task Force, a multi jurisdictional task force aimed at the arrest and conviction of drug traffickers. Conducted internal investigations while assigned to the investigations division.
1983-1986 Narcotics Officer, Houston Police Department Conducted undercover and covert operations focused on the arrest and
conviction of narcotic traffickers. This involved the use of many types of covert equipment including body wires, wireless video and wire taps. Responsibilities included drafting and executing search and arrest warrants.
1981-1983 Juvenile Narcotics, Houston Police Department Investigated crimes against and involving juveniles.This included
conducting undercover operations in order to arrest and convict those persons involved in narcotics and prostitution crimes involving or conducted by juveniles.
1979-1981 Patrol Officer, Houston Police Department
Enforce all local state and federal laws. To provide first response to
emergency calls and to conduct initial investigations of criminal cases. Investigate and report traffic accident cases.
EDUCATION and CERTIFICATIONS 1975-1976 High School Diploma, Rancho High School, Las Vegas Nevada 1976-1978 University of Nevada Las Vegas, Las Vegas. Nevada 1979 Graduated Houston Police Academy 1979-Present Various law enforcement training courses 1986 Graduated Florida Law Enforcement Standards 1986-1994 Bachelor of Science, Troy State University
Certified Inspector General, Project Management Professional (PMP), Certified White Collar Crimes Investigator
PERSONAL INFORMATION I have been married to my wife Linda for 30 years, have two children, Christy (25) and Steve (23). I was raised in a military family and have lived all over the United States as well as Europe. My father is a retired Air Force Fighter Pilot and my mother is a retired Real Estate Broker. My parents live in Fort Walton Beach, Florida. I enjoy hunting, golf, and working on my property in Gadsden County. REFERENCES Judge Kelvin Wells, Circuit Judge, First Judicial Circuit, Defuniak Springs, Florida Phone: 850 892-8134 Pete Williams, Inspector General, Florida Agency for Health Care Administration, Phone: 850 921-4897 Colonel Jerry Bryan, Chief, Law Enforcement Division, Department of Agriculture, Phone: 850 245-1306
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Joe Wright
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3726 Galway Drive Tallahassee, FL 32309 Phone: (850) 893-7190 Cell: (850) 294-5801 Email: [email protected]
SUMMARY OF PROFESSIONAL EXPERIENCE
Extensive experience in IT and executive leadership, skilled in establishing high value solutions and customer satisfaction. Highly experienced in:
o Verbal and written communication, and establishing relationships with executive level leadership.
o Shared services management, IT infrastructure management, business automation, information security, disaster recovery and business continuity planning.
o IT strategic planning, financial planning and budget management, organizational development, procurement and contract development and management, and bid response development.
Track record in successfully implementing and managing large systems, establishing/rebuilding IT departments, designing and implementing IT solutions.
PROFESSIONAL EXPERIENCE
Department of Management Services - CIO, Info Security Manager, COOP Coordinator Feb 2008 - Present
Executive advisor to the Secretary on all matters relating to agency IT.
Responsible for business automation, IT infrastructure, IT contract management, IT audits and reporting, IT governance structure, executive and legislative branch requests, and agency business process efficiency.
Responsible for oversight of over 9 million in IT spending.
Perform the role of Information Security Manager and Continuity of Operations Planning (COOP) Coordinator for the agency.
Transformed the application development team, assisting all divisions in better automating their business, resulting in enhanced department efficiencies.
Transformed Network, Desktop, and Help Desk functions, establishing standardization and better defined processes, resulting in lower costs and better customer satisfaction.
As Information Security Manager, established the Information Security Strategy for the department in coordination with the state’s Office of Information Security and implemented the department’sComputer Security Incident Response Team (CSIRT).
As Continuity of Operations Planning (COOP) Coordinator, coordinated the development of a comprehensive COOP plan for the department, and filing with the Division of Emergency Management.
Co-recipient of a Davis Productivity Award for my part in negotiating Microsoft Enterprise pricing for the state of Florida, resulting in anticipated savings of $6,000,000.
Oversight of the Myflorida.com statewide Portal.
Department of Management Services - Bureau Chief – Information Services Dec 2005 – Jul 2008 (This unit is now part of the Southwood Shared Resource Center)
Responsible for strategy, management, and oversight of three key managed computing services serving state agencies.
Windows Managed Services – providing Windows based computing and infrastructure. Included web and application hosting, e-mail, and SQL Server database management services.
Open Systems Services – providing Unix based computing and infrastructure. Included web and application hosting, Oracle infrastructure management, and other open source and file sharing services.
Storage and Backup Services – providing multi-tiered storage provisioning, and robust data backup and restore services.
Responsible of service definition, cost allocation, service billing, customer service and satisfaction.
Established a complete asset and cost picture for many of the enterprise services of what is now the SSRC. Working with other senior management, better organized the recovery methodology for fairly and equitably recovering costs for services provided. Turned around the two most problematic service areas – and exceeded expectations for quality of service, cost reduction, cost recovery, and product improvement.
Established relationships and worked with Governor’s office, the Legislature, and other agency CIOs and senior management.
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Joe Wright
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3726 Galway Drive Tallahassee, FL 32309 Phone: (850) 893-7190 Cell: (850) 294-5801 Email: [email protected]
State Technology Office - Senior Manager Apr 2005 – Nov 2005
Responsible for the MyFlorida.com Portal and all Application Management Services – approximately 45 employees. Streamlined work management, enhanced project management practices, and took over all financial responsibilities associated with the Applications Management service provided to state agencies.
Managed staff augmentation contracts which made up a large part of the FTE.
Rebuilt the MyFlorida.com Portal team and led a redevelopment of the Portal to consolidate hardware and software, and eliminate multiple, disparate tools and technologies for Portal administration.
North Highland Corporation - Senior Consultant Feb 2004 – Mar 2005 North Highland is an IT and Management Consulting company, with Corporate offices in Atlanta and regional offices in Charlotte, Houston, Dallas/Fort Worth, Richmond, Denver, Tallahassee, Tampa, Nashville, New York, Washington DC, Orlando, Philadelphia and Tallahassee. Projects included:
Center for Efficient Government, Department of Management Services - Assisted ind developing processes for large procurements and projects taking place in State Government. This included an evaluation and scoring of 5 major projects within the State.
Third Party Monitor for MyFloridaMarketPlace Outsourcing, Department of Management Services - Provided IV&V (Independent Verification and Validation) services for the MFMP contract between the State and Accenture.
Vector Solutions Inc - Sr. Project Manager & Program Manager Jan 2002 – Feb 2004 Vector Solutions was a Tallahassee-based IT Consulting company, providing IT Services primarily to State government agencies. Project Manager for:
Simplified Point of Entry / Unified Wait List (SPE/UWL), Partnership for School Readiness - Internet/Extranet application that allows parents in Florida to apply for school readiness programs for their pre-school children, and allowing staff throughout Florida to manage and work the Waiting List for these programs.
Internet-based Employer Response, Agency for Workforce Innovation - Internet-based system allowing Florida Employers to respond to notices of Unemployment Compensation claims filed by ex-employees for which the Employer may get charged.
Internet Appeals Application, Agency for Workforce Innovation -
Internet-based access to unemployment compensation (UC) Claimants, Employers, and representatives for filing appeals to UC decisions.
Electronic Funds Transfer, Agency for Workforce Innovation - EFT system to enable direct deposit of Unemployment Compensation funds for UC claimants in the state of Florida for the state’s Agency for Workforce Innovation.
Business Intelligence Solution, The Florida Lottery - Business Intelligence Implementation using Business Objects and Oracle data warehouse.
IBS Interactive / Digital Fusion, Inc. – Director Corporate IT Jul 2000 – Jun 2001 Digital Fusion was an information technology consulting and e-business solutions company that focused on enabling business process, managing IT investment, and leveraging enabling technologies to develop Web applications, CRM, sales force automation, and ERP.
Responsible for company-wide IT infrastructure including email and voice/data communications, as well as centralized equipment and inventory management. Responsible for control and management of an ISP and Hosting division in Cedar Knolls, NJ, while attempting to sell the business segment.
Responsible for increasing the quality and professionalism of the project management and system life-cycle execution for web/internet consulting services. Created and implemented a full life cycle methodology for the consulting services group.
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Joe Wright
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3726 Galway Drive Tallahassee, FL 32309 Phone: (850) 893-7190 Cell: (850) 294-5801 Email: [email protected]
Dun&Bradstreet Plan Services / HealthPlan Services – Director Information Services Aug 1998 – Jul 2000 HealthPlan Services is the nation’s largest benefit outsourcer and third party administrator (NASDAQ: HPS). The company provides sales, distribution, enrollment, billing, claims, customer service and other services to insurance companies and managed care organizations. The company also provides PPO networks to employer groups.
Responsible for roughly 40 people performing mainframe and distributed systems application development, business analysis, information reporting, and production support, with a budget of roughly 3.5 million dollars.
Responsible for development of short and long term IS Strategy.
Dun&Bradstreet Plan Services / HealthPlan Services – Manager, R&D May 1997 – Jul 1998
Responsible for roughly 30+ resources in new technology development with budget of 1.5 million dollars.
Enhanced the technology infrastructure to enable creation of new technology applications to replace or interface with mainframe legacy systems.
Dun&Bradstreet Plan Services / HealthPlan Services - Manager, Applications Mgmt Mar 1990 – Apr 1997
Responsible for new systems development on emerging technical platforms, for new customer business arrangements.
Dun&Bradstreet Plan Services / HealthPlan Services – Programmer Nov 1987 – Feb 1990
Responsible for COBOL/CICS development with VSAM and DB2 data sources. Responsibilities also included working with customers and adding new business. Created more efficient processes through the use of PC-based productivity tools.
BOARDS AND AFFILIATIONS
Secretary of the Florida CIO Council Alternate Board Member of the Southwood Shared Resource Center (SSRC) Board of Trustees Member of the AEIT Enterprise Services Strategy Development workgroup
EDUCATION
University of Tampa, Bachelor of Science – Computer Science (MIS) – 1987 (Awarded Outstanding Graduate – Computer Science)
SHARON D. LARSON
O: 850/413-8725 C: 850/294-2967 Personal Cell: 850/545-4473
[email protected] EXPERIENCE Provides innovative, proven, respected, results driven executive leadership. 2/07 – Present Director of Division of Human Resource Management
Florida Department of Management Services Tallahassee, Florida
Responsible for managing Florida’s “State Personnel System”, the largest of six state employment systems, encompassing 115,000 employees of the agencies of the Governor and Cabinet. Program duties include: development, implementation and administration of statewide human resource policies and procedures; training of agency human resource professionals in the application of those policies; long-range planning; design and oversight of a uniform classification and compensation system, including seven different pay plans; representation of the Governor in collective bargaining matters; administration of 13 collective bargaining contracts; oversight of numerous employee benefit programs; trend analysis; statistical analysis and reporting to the Governor and Legislature; drafting and substantive and fiscal analysis of legislative proposals; appearances before legislative committees; and the provision of consultative services and technical assistance to state agencies, the Governor and the Legislature. Also directly responsible for the administration of the Division’s $43.9 million budget and supervision of Division staff.
Honors: Executive Committee Member, National Association of State Personnel Executives Notable accomplishments: Provided exemplary customer service resulting in a 100% overall division customer satisfaction rating (extremely satisfied or satisfied) during each year as Director. For FY 09-10, 76% of customers reported “extreme satisfaction” with the division’s services. Developed an alternative retirement plan for OPS employees projected to save the state $11 million in annual social security payroll costs. Created the Florida HR Institute to provide training and development of state HR professionals.
5/05 – 2/07 Deputy General Counsel Florida Department of State/ Office of the General Counsel Tallahassee, Florida
Additional duties included supervision of the staff of the Office of the General Counsel and performing the duties of the General Counsel in his or her absence. Continued to serve as senior legal counsel to the Division of Elections. Served as Acting General Counsel from May 2005 through February 2006.
1/02 – 5/05 Assistant General Counsel Florida Department of State / Division of Elections Tallahassee, Florida
Served as senior legal counsel to the Division of Elections. Advised the Director and division managers in all areas of Florida election law matters and procedures. Prepared official division opinions interpreting Florida election laws and oversaw voter fraud complaint process and investigations.
3/01 – 1/02 Assistant Attorney General Florida Department of Legal Affairs / Employment Litigation Section Tallahassee, Florida
Advised and defended agencies and officials of all three branches of state government in all aspects of federal actions filed under Title VII of the Civil Rights Act, the Americans with Disabilities Act, the Rehabilitation Act of 1973, the Family Medical Leave Act and the Fair Labor Standards Act and state actions filed under Florida’s Civil Rights Act and Whistle-Blowers Act.
3/98 – 2/01 Director of Division of Human Resource Management Florida Department of Management Services Tallahassee, Florida
See current position for description of duties.
Honors: Who’s Who of American Women (2000-2001 Edition); Executive Committee Member, National Association of State Personnel Executives
3/93-3/98 Assistant General Counsel
Florida Department of Management Services Tallahassee, Florida
Served as the Department’s primary legal advisor to agency management and policy makers in the areas of employee discipline, human resource and law enforcement issues. Represented the Department in all areas of civil and administrative litigation including: labor and employment cases; legislative issues; building construction issues; contract negotiations and disputes; bid protests; Public Entity/Convicted Vendor cases; and rule promulgation. Also supervised direct report support staff.
5/91 -3/93 Assistant General Counsel Florida Board of Bar Examiners Tallahassee, Florida
Served as legal advisor to the Board and its administrative staff. Duties involved the prosecution of applicant cases at formal hearings before the Board; questioning of applicants during investigative hearings; drafting of specifications; review of applicant matters during the investigative phase; and preparation of the Board’s Findings and Reports to the Supreme Court of Florida.
4/90-5/91 Assistant General Counsel Florida Department of Law Enforcement Tallahassee, Florida
Served as legal advisor to the Department’s Division of Criminal Justice Standards and Training. Duties included representation of the Division, primarily in the areas of officer certification and training, before administrative hearing officers, appellate courts and
the Criminal Justice Standards and Training Commission; development, review and interpretation of administrative rules and statutes as they applied to the Division; and development and review of Division legislative issues.
12/89-4/90 Senior Attorney Office of the General Counsel, General Litigation Division, Florida Department of Transportation Tallahassee, Florida
Duties included all phases of general litigation cases filed by and against the Department.
8/86-12/89 Assistant State Attorney Nineteenth Judicial Circuit Ft. Pierce & Vero Beach, Florida
Duties included all phases of felony prosecution including murder, sexual battery and drug trafficking cases. Handled in excess of 1500 cases, including over 40 jury trials.
EDUCATION Legal Florida State University College of Law Tallahassee, Florida Received J.D. with Honors, April 1986 Honors: American Jurisprudence Award - Contracts Who’s Who in American Law Schools Undergraduate Florida State University Tallahassee, Florida B.S. in Political Science received April 1983 Honors: Magna Cum Laude Dean’s List Indian River Community College Fort Pierce, Florida Associate in Arts Degree received 1981 Honors: Phi Theta Kappa Dean’s List Who’s Who in America’s Junior Colleges Teaching Florida Department of Law Enforcement Academy Florida Criminal Justice Executive Institute State of Florida Annual Human Resource Conference Bar Memberships The Florida Bar United States Eleventh Circuit Court of Appeals Professional Memberships National Association of State Personnel Executives Society for Human Resource Management International Public Management Association for Human Resources Florida Professional Association for Human Resources
M. MICHELLE ROBLETO HOME PHONE (850) 668-5260 CELL PHONE (850) 728-5348 EMAIL [email protected]
3437 JONATHAN’S LANDING TALLAHASSEE, FL 32309
An accomplished, results-oriented executive with extensive public / private health insurance experience and a gift for analyzing and solving complex problems. A personable individual with excellent organizational and creative skills, and a talent for building consensus among people of diverse backgrounds.
EXPERIENCE
DIVISION OF STATE GROUP INSURANCE, FLORIDA DEPARTMENT OF MANAGEMENT SERVICES; TALLAHASSEE, FL DIRECTOR, 7/2007 – CURRENT
Refocused the division’s resources and priorities to preserve scarce state resources and better serve 375,000 covered lives. Successfully administer $2 Billion in Trust Fund benefits, managing a staff of 24. Specifically:
Saved/avoided over $300 million by revising the annual rate analysis and negotiating process with health plans; additional $50 million saved/avoided through other contract negotiations.
Completely restructured annual Open Enrollment and other communication processes, resulting in 91% “satisfied” and “extremely satisfied” customers.
Achieved clean audit results by developing and annually updating fiscal Standard Operating Procedures.
Successfully implemented and communicated state-mandated Overage Dependent Coverage and federal COBRA subsidy coverage within challenging timeframes and limited resources.
Testified and provided analytical support as a program and general health insurance expert as requested by the legislature.
Obtain federal funds through the Retiree Drug Subsidy and Early Retiree Reinsurance Program programs.
FLORIDA COMPREHENSIVE HEALTH ASSOCIATION (FCHA); TALLAHASSEE, FL EXECUTIVE DIRECTOR, 7/2001 – 7/2007
Salvaged an organization in crisis and brought the FCHA into compliance with Florida statutes. Moved the FCHA from “failed” to “no findings” forensic audit results. Specifically:
Internalized the assessment (funding) function, reaching 100% compliance and saving $80,000 annually.
Maximized value and service to policyholders while reducing operating expenses by 50%.
Qualified the FCHA as a Medicare Part D State Pharmacy Assistance Plan, providing savings to policyholders and to the health insurance plans funding the FCHA through assessments.
Testified as a risk-pool expert before the Florida legislature and trade associations.
Served as Board Chair, National Association of State Comprehensive Health Insurance Plans.
Successfully obtained federal funding for the risk pool under Trade Association Grants.
FLORIDA RESIDENTIAL PROPERTY AND CASUALTY JOINT UNDERWRITING ASSOCIATION; TALLAHASSEE, FL DIRECTOR OF ADMINISTRATION; SPECIAL ASSISTANT TO THE EXECUTIVE DIRECTOR, 4/2000 – 7/2001
Managed all public relations, human resource and facility functions. Specifically:
Converted complex insurance and risk concepts to layman’s language for presentations to legislature and other stakeholders.
Coordinated the catastrophic readiness plan for the 2000 hurricane season.
Prepared successful defense in response to an inherited employee legal action.
Improved reporting and audit trails for purchasing and facilities management.
HOME PHONE (850) 668-5260 CELL PHONE (850) 728-5348 EMAIL [email protected] 3437 JONATHAN’S LANDING TALLAHASSEE, FL 32309
M. Michelle Robleto
EXPERIENCE, CONTINUED
BLUE CROSS BLUE SHIELD OF DELAWARE; WILMINGTON, DE DIRECTOR OF RESEARCH, PLANNING AND PRODUCT DEVELOPMENT, 5/1999 – 10/1999 DIRECTOR OF PROVIDER RELATIONS AND CONTRACTING, 6/94 - 4/99 SENIOR RESEARCH ASSOCIATE, 9/1988 – 6/1994
Career progression into various leadership roles, including provider relations and contracting, strategic planning and product development. Specifically:
Managed implementation of an RBRVS-based reimbursement system for physicians, including complete network re-contracting and provider education. Produced savings of $12 million over 5 years.
Implemented a “customer service” attitude and repaired badly damaged relationships with the local provider community. Numerous letters of appreciation regarding outreach activities.
Assisted in landing major accounts through client visits and polished, timely responses to RFP’s.
Produced the five-year Corporate Plan for the International subsidiary.
PRESIDENTIAL MANAGEMENT INTERN; BALTIMORE, SAN FRANCISCO, WASHINGTON D.C., PHILADELPHIA US GENERAL ACCOUNTING OFFICE, 1987 – 1988 HEALTH CARE FINANCING ADMINISTRATION, 1985 - 1987
Produced various studies related to health care financing. Specifically:
Analytic work on HMO incentive payments to physicians resulted in new federal guidelines for Medicare-qualified HMOs.
Participated in legislative analysis leading to Medicare coverage of immunosuppressive drugs following organ transplants.
EDUCATION
Master of Public Administration BA, Sociology/Business
Texas A&M University Louisiana Tech University
Awarded with Distinction Magna Cum Laude
Awarded Presidential Management Internship
Audie L. Murphy Memorial Veterans' Hospital Administrative Intern, 1984
Texas A&M University Research Assistant, 1983 - 1984
ACTIVITIES
Board member, Gulf Place Homeowner’s Association
Volunteer, Alzheimer’s Association
Volunteer, food preparation though KUMC Church Pantry
Past Board President, Big Bend Division of the March of Dimes
Past Board President, Pebble Creek Homeowners Association
WineFest Chair, 2005 & 2006. $750,000 raised for March of Dimes
JEFFREY D. (JD) SOLIE
Retired Master Sergeant, United States Air Force
Work: (850) 410-1553/Cell: (850) 591-8944 [email protected]/[email protected]
Education
Master of Arts, Human Resource Development, Webster University, 1997 Bachelor of Science, Criminal Justice, Wayland Baptist University, 1996 Associate of Arts (2) in Criminal Justice and Instructor Technology, Community College of the
Air Force, 1993
Employment History/Work Experience
Director – Division of Specialized Services Department of Management Services (DMS) (February 2008 – Present)
This position requires a broad range of management experience in organization, program development, operations and cost analysis techniques. As Director, I’m responsible for the operation and oversight of four bureaus within the Division: Aircraft Operations, Motor Vehicles & Watercraft Management, Federal Property Assistance and Private Prison Monitoring.
Aircraft Operations:
Responsible for providing safe, satisfying, reliable, and efficient on-demand air transportation to state officials and employees traveling on official state business. The executive aircraft pool includes two aircraft: one King Air 350 twin turboprop and one Cessna Citation Bravo twin turbofan jet.
The bureau employs 11 staff with operating budget of $2.4 million. Accomplishments:
$84K in cost savings by increasing use of less expensive bulk aviation fuel from 46% to 75%.
Security review of airport facility and operations resulted in: o Discovery and correction of a faulty alarm system o Receipt of $13,200 refund from alarm company for failure to provide agreed
services o Renegotiated security system contract. Monthly fee reduced from $656 to $30
(annual savings = $7,512) o Blocking public access to real-time flight tracking information o Initiating background checks on employees of facility janitorial services vendor
Discovered that claims for Federal Excise Tax (FET) reimbursement were not being submitted, resulting in the collection of $30,558 in refunds.
Perfect safety record, zero incidents or accidents: o Single aircraft availability rate: 96% (percent of time that at least 1 of the 2
aircraft were in a flyable status)
o Dual aircraft availability rate: 83% (percent of time that both aircraft were in a flyable status)
o Total flight hours: 968 o Miles flown: 254,766 o Number of trips: 509 o Passenger miles: 766,594
Managed the sale of the King Air 300 aircraft, sold at public sealed bid sale for $1.35M. The proceeds of the sale were urgently required to sustain the Aircraft Management program area for the remainder of FY2008-09.
Motor Vehicles & Watercraft Management:
Responsible for managing the acquisition, operation, maintenance, and disposal of the state’s fleet of motor vehicles and watercraft. The state’s fleet includes approximately 25,000 pieces of mobile equipment valued at over ½ billion dollars.
Provide oversight of the Equipment Management Information System (EMIS), which tracks accountability to effectively and efficiently manage the state’s fleet and ensure proper equipment use and expenditures.
The bureau employs 8 staff with an operating budget of $1.7M. Accomplishments:
Disposed (auctioned) of 4,161 pieces of mobile equipment, generating revenue of $8,677,511 that was returned to state agencies.
Reviewed and approved state agency purchase requisition requests for 1,974 pieces of mobile equipment valued at $48M.
Developed and implemented a new, more accurate method for determining cars and light trucks replacement criteria. The new methodology goes beyond the traditional age and miles and uses eight different elements to determine a vehicle’s eligibility. By using this new methodology, state agencies will be better able to identify and prioritize vehicles for replacement, reducing both the number of vehicles eligible for replacement and fleet operating costs each year. The new criterion reduces the number of vehicles eligible for replacement by 38% and reduces the projected replacement cost by an estimate of $75M.
Created and implemented a new real-time management centric web site that allows the user to create reports on the current state of the fleet. Website report features include:
o Over 35 state of the fleet reports o 5 high level management reports o 14 detail reports o Extensive filters o 6 levels of sorting with grouping
Federal Property Assistance:
Responsible for providing the maximum amount of federal surplus property to eligible recipients without burdening state resources. This property is used to meet the needs of the federal government and allocated to the state to benefit the citizens of Florida. Reallocating this excessive property results in major cost avoidance in asset procurement, translating into tax dollar savings.
The program employs 5 staff with an operating budget of $600,000. Accomplishments:
Donated 6428 items to over 1500 political subdivisions, non-profit health and education, homeless/needy assistance, Small Business Association 8A, and Law Enforcement agencies within the State of Florida.
The acquisition cost of items donated was $15,460,550 which translated into $3,300,208 in tax dollar savings to the citizens of Florida.
Private Prison Monitoring (PPM):
Responsible for the oversight of the private prison system within the State of Florida. This responsibility includes, but is not limited to: major private prison procurement processes; cost-effective designing and construction of new correctional facilities; oversight of operations of correctional facilities in a way that provides effective protections of the public safety; ensures private prison vendors are providing educational, treatment and vocational programs capable of reducing recidivism; and achieving and maintaining cost savings for the State of Florida.
The bureau employs 13 staff with an operating budget of $1.2M. Accomplishments:
Development of the PPPAMS database: The Private Prison Program Accountability and Management System (PPPAMS) is the monitoring tool used by PPM. This automated tool measures a vendor’s performance against 312 performance indicators that include contract terms, American Correctional Association standards, and Department of Corrections policy and procedures. This new tool systematizes the monitoring of vendor contracts and databases the results for thorough data analysis and record keeping.
Achieved cost savings in four private prison re-bids: Awarded new operations contracts in four of the seven private prisons. The negotiation of these new operations contracts resulted in reduced costs to the state by 1.8M a year, for the next three years, and was also able to achieve substantial service enhancements to inmate programs offered at the four facilities.
Procurement for the design and build of a 2,000 bed close custody correctional facility. The Blackwater River Correctional Facility (BRCF) was procured pursuant to legislative direction for 2,000 medium and close custody inmates in the 2008. The facility will be complete after 14 months of construction and will be a LEED Silver building (energy efficient). The total construction cost for the facility and land is approximately $115 million dollars. When contrasted to the comparable Department of Corrections cost to build at 2,000 bed close custody facility of $131 million dollars, BRCF represents a savings of 12 percent.
No more medical caps for private prison vendors. In 2009, PPM increased medical caps for the vendors from $15,000 to $50,000 (medical caps reflect the ceiling of financial responsibility a vendor has for any one inmate, costs above these caps were born by the Department of Corrections). Recent procurements eliminate the medical caps all together and by the start of the 2010-2011 fiscal year, five out of seven private facility contracts will have no medical caps. As the burdens of additional medical costs are removed from the Department of Corrections, they will now have the flexibility and discretion to pay for costs and services in other areas where there were previously no
funds. This new contract language draws even closer comparisons of costs between private and public facilities.
Resolving Unannounced Security Audit Findings. Resolving Department of Corrections Unannounced Security Audit (USA) findings has been a focus of concern and effort with PPM in the past two years. With feedback and collaboration with the Department of Corrections, a procedure was created to address audit findings in the private DMS facilities. Since implementation, PPM has seen a decrease in findings in the past two years. The average number of USA findings at private facilities has dropped from 37 (average) findings in FY 09-08 to 16 (average) findings for FY 09-10. This represents a reduction of 58 percent.
Bureau Chief – Bureau of Private Prison Monitoring Department of Management Services (July 2007– February 2008)
Administratively and operationally responsible for the bureau which includes: managing and providing efficient and effective contractual oversight for six (6) private prison operations and management service contracts that exceed $130 million and provide programs and services for 7,744 inmates.
Achieve and maintain cost savings to the state of at least seven (7) percent on executed contracts.
Responsible for the overall development and implementation of the bureau’s Program Accountability Management System which provides 539 compliance and performance (measurable) standards, policy and procedures for evaluating private prison programs and services, and a method of promoting program accountability and continuous improvement in private prisons.
Manage revenue and expenditures for the Privately Operated Institution Inmate Welfare Trust Fund ($5.4 million).
Manage monthly transfer of funds to the Major Maintenance and Repair Fund ($2.3 million) and approve/deny all vendor reimbursement requests.
Direct, plan, coordinate and monitor the duties and responsibilities for six (6) on-site contract managers (one located at each private prison) and seven (7) headquarters staff.
Field Administrator – Bureau of Fair Rides Department of Agriculture and Consumer Services (July 2005 – July 2007)
Coordinate the state inspection program for over 300 permanent amusement parks and traveling carnival shows. Over 20,000 amusement rides inspected annually.
Administratively supervise 15 field inspectors and three (3) office staff.
Plan, write, coordinate and monitor the work schedule for 15 inspectors detailing duty assignments and travel requirements.
Director of Staff Development & Training Department of Juvenile Justice (August 1999 – May 2005)
Managed the Juvenile Justice Training Trust Fund (2.8M), including six contracts worth $1.8M. Managed the Department’s statewide training program (certification – six courses/750 hours;
web-based in-service – 140 courses/131 hours; and supervisory/management – three courses/296 hours) for over 12,000 state-operated and contracted juvenile justice staff.
Developed and managed the Department’s Web-based Learning Management System (LMS). Saved the department over $800,000 in travel and tuition expenses.
Supervised (21) staff. Assistant Superintendent Department of Juvenile Justice (September 1997 - August 1999)
Responsible for the overall development and implementation of the Detention Center’s training and Quality Assurance programs.
Responsible for providing Detention staff (60+) with certification and in-service training. Responsible for coordination and implementation of active programming for over 80+ detained
youth. United States Air Force, Retired Master Sergeant (1 August 1997) (15 July 1977 – 1 August 1997)
United States Air Force Security Police Academy, Lackland AFB, Texas (Last assignment: Aug 91 – Aug 97)
Responsible for operations, management and accountability of ten (10) entry and advanced-level security and law enforcement courses.
Responsible for overall supervision and management of all equipment and facility assets in excess of $8M.
Effectively managed and supervised 51 multi-service and civilian instructors and was responsible for training over 4,500 multi-service students annually.
1
David R. DiSalvo 2106 Spence Avenue Tallahassee, Florida 32308 850-212-7314 [email protected]
EDUCATION
05/89-04/90 MBA, Master of Business Administration; Florida State University, Tallahassee, Florida
08/85-12/88 BA, Bachelor of Arts; Eckerd College, St. Petersburg, Florida
CERTIFICATION
10/08-09/11 PMP, Project Management Professional
09/08-09/13 FCCM, Florida Certified Contract Manager
PROFESSIONAL EXPERIENCE
People First Project Director Florida Department of Management Services (DMS), Tallahassee, FL – (09/15/06 – Present)
Contract Manager – oversees the state’s $520 million personnel information system and outsourcing contract (People First).
Project Manager – leads a team of 17 human resource (HR) professionals that serves over 240,000 customers. “The current People First team at the DMS is well organized, employee focused, and committed to continual improvement, which will be important in moving forward” – Report no. R08-002, Council on Efficient Government (01/17/08).
Leader – “in general, there is overall recognition of ongoing improvement for People First. Many cited changes in leadership within the People First team and reorganizations as critical efforts to improve user confidence in the system.” – State of Florida OPPAGA People First Assessment Final Report (01/20/09).
Accomplishments – Amendment 10, which provides the state with license to the system intellectual property valued at $50 - $100 million; Contract Renewal that results in $45 million in cost savings and additional system enhancements; Major System Upgrade valued at $19 million and at no cost to the state.
Human Resources Director Florida Department of Children & Families (DCF), Tallahassee, FL – (01/04-09/06)
Manager – led a team of over 20 HR professionals and managed a $1.5 million budget.
Leader – provided HR policy and procedural guidance to over 16,000 DCF employees.
Accomplishments – People First Implementation and appointment to the DMS Change Review Board.
Senior Consultant Change Management Office, Office of the Secretary, Florida DCF, Tallahassee, FL – (03/03-01/04)
Consultant – provided consultation, education, change tracking, and tools to DCF employees.
Analyst – tracked and reported status of reform initiatives to the Secretary and senior leadership.
Accomplishment – facilitated the DCF Administrative Restructuring Task Force.
Certification – Lamarsh Change Master and Facilitation Master Certification (08/03).
Integrity Team Player Committed Organized Detail Oriented Visionary Professional Leader
2
David R. DiSalvo
Assistant Staff Director for General Operations Office of General Services, Florida DCF, Tallahassee, FL – (04/00-03/03)
Manager – led an office of 21 employees and related budget.
Leader – provided statewide leasing and property inventory guidance.
Senior Management Analyst II Office of the Assistant Secretary for Administration, Florida DCF, Tallahassee, FL – (04/95-04/00)
Leader – process mapping and quality improvement initiatives, including the Sterling Challenge.
Coordinator – surveys and monthly Administration Performance Indicator charts.
Accomplishments – district administrative consolidation and Department of Health divestiture.
Legislative Analyst II Committee on Agriculture & Consumer Services, Florida House of Representatives, Tallahassee, FL –
(09/93-04/95)
Analyst – Drafted legislation and amendments, and prepared presentations, reports, and speeches at the direction of the Committee Members.
Researcher – 1994 Review of the Solicitation of Contributions Act and 1994 Study of the Vacation
Certificate Industry.
Program Auditor III Program Audit (now referred to as the Florida OPPAGA), Florida Office of the Auditor General,
Tallahassee, FL – (06/90-09/93)
Analyst – Evaluated state agency programs and designed needs assessment surveys.
Leader – Managed an audit team during the performance audit of the Department of Environmental Protection Submerged Lands Program.
AWARDS
DCF Executive Leadership Program Selected to the 12-month 2006 Executive Leadership Program
2006 Outstanding Performance Award Winner New Employee Orientation
Florida Leadership Succession Training Program Top Graduate, May 2004 Pilot Class
2001 Davis Productivity Award Winner Outsourcing Forms, Ordering, Printing and Distribution
Published Article “Some Things About Surveys They Forgot to Teach Us in Social Science 301: The Performance Audit Perspective,” The Government Accountants Journal. Winter 1992, Volume XLI, No. 4.
Integrity Team Player Committed Organized Detail Oriented Visionary Professional Leader
Charles J. Ghini 1151 Green Hill Trace Tallahassee, FL 32317
Ph: (850)878-6574 (850)339-9180
Executive Management Skills
Administration of complex enterprise organizations
Development and management of spending plans and annual budgets of over $300 Million
Strong project management experience for large statewide projects delivered on time and on budget
Legislative bill drafting and analysis and Long-range Program Planning (LRPP).
Strong communication skills with expertise in addressing legislative committees, presenting budgets, and other operational and strategic reporting
Human resource planning and organizational structure development
Education
Bachelor of Science, Cum Laude- Computer Science with Mathematics minor-FSU
Programming Certificate- Lively Vo-Tech
Bachelor of Science equivalent – Mechanical Engineering – Grenoble Institute of Technology, Grenoble, France
Certification
Project Management Professional (PMP) certification
National Incident Management System (NIMS)- multiple certifications
Work Experience
Director of Telecommunications for the Dept of Management Services – July, 2007 to present Executive responsibility for managing the operation and planning of statewide enterprise programs with a total annual budget of $300 Million, serving state agencies, colleges and universities, local government, and not-for-profit organizations
Oversee the management and operations of the statewide telecommunication services organization (SUNCOM)
Oversee the management and operations of the State Law Enforcement Radio Systems (SLERS) and Florida Interoperability Network (FIN)
Direct the technical management of the Emergency Medical Services program
Oversee the management of E911 Statewide planning and disbursements
Direct the management of the telecommunication desk (ESF2) to support the emergency operating center DEM/EOC for the State of Florida
Deputy Director for the Dept of Management Services, EITS/Suncom Services Division – December, 2006 to July, 2007
Executive position responsible for project management, design and delivery of telecommunication services to State of Florida Agencies, city and county governments
Project manager for the deployment of the new Statewide IP/MPLS network with 4,000 locations and 80 statewide customers (MYFloridaNet)
Manage long-distance voice modernization project (Suncom long distance) involving migration of 18 million minutes per month to new network
Manage the Network Operating Center migration to a new facility
Network Director for Florida A&M University – August, 2006 to December, 2006
Executive position responsible for the University’s networking infrastructure and related services
Manage campus network and security.
Manage wide area connections and internet and internet2 connections for all satellite campus locations.
FAMU representative on the board of directors for the NWRDC.
Manage the ASP outsourcing project for the University PeopleSoft ERP system.
Technical Manager for State Florida ERP Implementation – March, 2003 to August, 2006
Technical manager for the State of Florida replacement project of its statewide Financial (FLAIR) and Treasury (CMS) systems with PeopleSoft financial and EPM software (Aspire)
Oversee the overall technical design of the system and its technical integration points with other statewide systems such as Myflorida Market Place, LASPBS and PeopleFirst.
Responsible for the purchase, installation and maintenance of the hardware/software infrastructure for the project
Director- Operations, State Technology Office, Deputy State CIO – November, 1999 to February, 2003
Executive responsibility for managing a statewide cost-recovery operation in the advanced telecommunications and information technology fields.
Responsible for the direction of the State Technology Office in the implementation of advanced telecommunications services for state and other political subdivisions, with an annual operating budget of $120 million and a staff of 125.
Manage the State utility data center (SRC), a multi-platform multi-user computing center, with an annual operating budget of $14 million and a staff of 80
Chief, Strategic Technologies Bureau – Florida Department of Management Services – May, 1998 to November, 1999
Manage Research and Development of IT-related services from telecommunication infrastructure to internet application development.
Acquire and Developed statewide ATM addressing Plan
Manage development of Public Key Infrastructure (PKI) and Virtual Private Networking (VPN) services
Develop the network strategic plan for the State of Florida Communication Engineer Supervisor – Florida Department of Management Services – January, 1997 to May, 1998
Work with telecommunication industry to develop new data communication services for the State of Florida.
Manage statewide intranet network, including router transport services for a 600-router network.
Manage the Tallahassee Metropolitan Area Network (MAN)
Manage a $5 million annual internet access contract for the State of Florida providing services to local government, schools and Universities.
Communication Engineer – Department of Management Services – March, 1996 to January, 1997
Installe and manage Routed Transport Services network
Manage a statewide SNA network interconnecting multiple data centers
Manage statewide internet infrastructure, providing firewall internet access to local governments, and to 90% of state agencies in Florida
System Programmer Administrator – Department of General Services – July, 1989 to March, 1996
Establish statewide internet access and security for the State of Florida in 1994. Featured in front page Article in Data communication Magazine, February, 1996
Deploy a Statewide multi-agency SNA network connecting 11 front-end processors supporting 30,000 devices
Install, maintain and tune Unisys and IBM (SNA) networks connecting to large Mainframe systems
System Programmer– Department of General Services – February, 1985 to July, 1989
Responsible for online transaction system installation and tuning
Develop system code using assembly language for special customized functions
Install and maintain operating system, data base and security software on Unisys Main frame
SARAH E. SNUGGS (SARABETH)
Director, Division of Retirement Office: 850-487-4133 Department of Management Services Business Cell: 850-559-0335 Personal Cell: 850-508-8675 [email protected]
PROFESSIONAL EXPERIENCE June 2004 – Present Director, Division of Retirement August 2003 – June 2004 Interim Director I direct and oversee the activities of the Division of Retirement, which is assigned a variety of complex and significant statewide programs. As Director I make final policy decisions, approve rules, sign final agency action letters, give approval for law suits and their settlement and prepare legislative budget requests and operating budget for the Division. Specific responsibilities include:
Directs the administration of the Florida Retirement System Pension Plan (FRS), a state-wide system for approximately 600,000 public employees who are employed at all levels of state and local government agencies. Monthly retirement benefits totaling more than $5 billion annually are paid to over 322,000 retirees and beneficiaries (including 32,000 DROP participants). Activities included in administering the FRS are the enrollment of members and employing agencies, collection and accounting of more than $3 billion annually in employer contributions, maintenance of membership records, calculation of retirement benefits, counseling of members and maintenance and development of data processing support for the Division.
Directs the administration of “The Florida Protection of Public Employee Benefits Act” (Part VII, Chapter 112, F.S.), which requires the Division to monitor, evaluate and report on the actuarial soundness of local government pension plans and report its findings in a formal annual report to the governor and Legislature. This program responsibility involves the continuing review of the actuarial condition of 494 pension plans sponsored by 254 local governments.
Directs the administration of the “Municipal Police Officers’ and Firefighters’ Premium Tax Trust Fund” program established by Chapters 175 and 185, F.S. Activities in this program include the monitoring of these pension funds for compliance with state laws and rules, providing technical assistance, determining the amount and approving the distribution of the premium tax
funds to these plans, holding an annual conference and training seminar for trustees of these plans and providing legislative recommendations.
Directs the administration of these additional programs: the Optional Retirement Program for faculty of the State University System, the Optional Annuity Program for the State Senior Management Service, the Supplemental Retirement Benefits Program for Cooperative Agricultural Extension Personnel, the National Guard Supplemental Retirement Benefits, and the Health Insurance Subsidy Program.
December 1991 – August 2003 Chief of Enrollment and Contributions I was responsible for directing and supervising a staff organized into three Sections:
Enrollment Section: responsible for enrolling employing agencies and members into the retirement system.
Contributions Section: responsible for collecting and balancing of retirement payroll reports for all state administered retirement systems
Records Section: responsible for mail services for the Division and the imaging and workflow processes.
March 1985 – December 1991 Retirement Administrator I supervised a section of 12 employees who were responsible for the Retired Payroll activities of the FRS. Specific responsibilities included:
Balancing the monthly retired payroll and submitting requisitions for the monthly retired retirement warrants
Coordinated, requested, tested and approved the computer system designs and changes
Performed liaison functions with the State Comptroller’s Office relating to Electronic Funds Transfer and other benefit payroll issues
Coordinated and issued the federal tax Form W-2P to all benefit payees Directed communication with retired members Interpreted and recommended changes to the policies, rules and statutes
October 1977 – March 1985 Progressively responsible positions within Division of Retirement
KEY SKILLS AND ACCOMPLISHMENTS
Division received Public Pension Standards award for meeting professional standards of plan design and administration every year since 2004
2009 Customer Service satisfaction rate of 97.8% Led development of web services for Retirement Extensive experience with policy, statute and rule-making process
EDUCATION B.A. Huntingdon College, Montgomery, AL Major: Business Management
Appendix E Key DMS Applications and Systems
November 2010
DMS Overview
for 2010 Transition
List of IT Services and Related Applications
October 15, 2010 Page 1 of 11
The legislature requires the Department to report all IT costs. In doing so, it also requires the Department to identify IT Services according to the ITIL (Information Technology Infrastructure Library) framework, and list all systems by IT Service. Below is from the submission to the legislature October 15, 2010 (called the Schedule IV-C).
1. Real Estate Property Asset Tracking and Management Service
This service provides for the management and tracking of real estate property assets for the state of Florida, including leasing, operations and maintenance, work order tracking, paid parking, project management, fixed capital outlay tracking, and state facility inventory. This service also provides for environmental, power, security, and fire monitoring and control. Applications/systems that make up this IT Service are:
1.a. Paid Parking System – maintenance of contracts and space assignments.
1.b. Lease Management System – Tracking of leases and related information for leases both within DMS pool of facilities and private sector leases.
1.c. State Facilities Inventory System – Tracking of various state-owned facilities and needed maintenance on these facilities. This covers both DMS facilities and facilities managed by other state agencies.
1.d. Budget Request System - Mechanism to track building maintenance needs for use in the development of Fixed Capital Outlay Budget Requests for Real Estate development and maintenance efforts.
1.e. Fixed Capital Outlay (FCO) Management and System –Tracking of FCO funding and expenditures for Real Estate development and maintenance projects.
1.f. Preventative Maintenance System – Mechanism to track the preventative maintenance needs of equipment in DMS pool facilities.
1.g. Work Order Tracking System – Mechanism to receive and track Real Estate work orders for both external and internal customers.
1.h. Various environmental, security, power, fire, and video monitoring systems, including:
Siemen’s Insight Apogee environmental monitoring and control system
ABC Total Control environmental monitoring and control system
Trane Tracer environmental monitoring and control system
Johnson Control’s Metasys environmental monitoring and control system
SquareD’s Power Logic power monitoring and control system
Card Key’s Pegasus 1000 security/access control system
Georgia/Florida’s Read Key Pro security/access control system
Honeywell’s XBSI security/access control system
List of IT Services and Related Applications
October 15, 2010 Page 2 of 11
Honeywell’s EBI security/access control system
Siemen’s Pyrotronics CXL Fire Alarm system
Siemen’s NCC Pyrotronics Fire Alarm system
SIS Alarm Center Fire Alarm system
Honeywell’s DVM video monitoring system
2. On-line e-Procurement Service
This service makes available electronic purchasing for the state of Florida. This includes the processes associated with registering and managing vendors, creating requisitions and purchase orders, making purchase orders viewable by the public on the Web, receiving orders, and approving invoices. This service integrates with FLAIR. The system is a source for centralized procurement activities, streamlining interactions between vendors and state government entities, and providing the tools to support world class procurement for the State of Florida. This service also allows for the posting of competitive solicitations on-line for electronic access by vendors, the public viewing of purchase orders and payments on-line, minority vendor certification management, and the management of an emergency supplier network. The purchasing system and operations component of this is outsourced to Accenture, and is called MyFloridaMarketPlace (MFMP). The primary purchasing applications are part of this outsourcing.
The following IT Systems are constituent elements of this Strategic IT Service.
2.a. MFMP Buyer – This system is base on Ariba. It is the Web-based procurement system that supports agency users in online requisitioning, purchase order creation and transmission, electronic response for informal solicitations and sealed bids, contract maintenance, online receiving, automated workflow management for approvals of both requisitions and invoices, automated invoice matching, system search and export functionality, and electronic receipt of vendor invoices.
2.b. MFMP Analysis – Web based system which provides analytical reports that allow the State to review and understand purchasing patterns (based on commodity, contract, vendor, etc.) over a period of time. This application receives updates from the Buyer application and Vendor Information Portal on a nightly basis and monthly updates from FLAIR so the data reflected and produced in the resulting reports is relatively current. Users have the opportunity to build reports on demand, save those reports for future use, share reports through a public folder, and schedule reports to run on a defined basis or run the reports on demand as needed.
2.c. MFMP Ariba Supplier Network (ASN) - System allows vendors to create an electronic invoice online and send these invoices back to the State.
List of IT Services and Related Applications
October 15, 2010 Page 3 of 11
2.d. MFMP Sourcing – Web based system that allows users to create, launch and manage the entire solicitation process online. It allows users to score and rank bids by buyer’s criteria, manage and collaborate online across locations, analyze bids, and award business. Formal bidding system for goods and services more than $25,000.00.
2.e. MFMP E-Quotes – Informal bidding system for goods and services less than $25,000.00.
2.f. MFMP Aravo – On-line catalogue enablement tool.
2.g. MFMP Vendor Information Portal- this system has three components:
2.g.a. Billings and Collections – Web based system that allows vendors to manage the business they do with the State of Florida. It includes fee notifications, reporting capabilities, and payment history
2.g.b. Vendor Registration - This system is designed to streamline interactions between vendors and state government entities that purchase goods and services, and provides a user-friendly Internet portal where vendors can register, receive information on upcoming bids, post information on products and services, and receive purchase orders electronically.
2.g.c. Vendor Performance Tracking – The systems generates notifications to Agency users to provide survey responses for those vendors with which they have worked. These responses are aggregated by vendor and assigned an overall rating, which is available to all MyFloridaMarketPlace users.
2.h. SPURS-view – In-house developed system that allows for public viewing of vendor and purchase order information on the Web.
2.i. Vendor Bid System – In-house developed web-based application that allow the state agencies to post solicitations and other items for the vendor community to visit and monitor.
2.j. Vendorstrator – In-house developed system that streamlines the Minority Business Enterprise (MBE) certification process and provides real-time data on the number of certified minority vendors and the breakdown of minority designations. It allows MBE vendors to complete certification/re-certification on-line. This system interfaces with the MyFloridaMarketPlace system.
3. On-line Statewide Phone Directory Service
This service provides development, maintenance, hosting and processing for making available the web-based statewide phone directory to the public.
The following IT Systems support this service.
List of IT Services and Related Applications
October 15, 2010 Page 4 of 11
3.a. 411 On-line Directory – Web-based system that updates employee and phone information on a regular basis, and makes this information available to the public. Telephone numbers are available by: agency, city, county, employee, school, community college, university, and subject.
4. Telecommunications and Radio Services – Back Office and Engineering Support
This core IT Service provides efficient and cost effective data processing for the collection of orders, storage of inventory, creation of invoices, and tracking of vendor and customer payments. Engineering support tools/applications complete Telecommunications and Radio Services operational functions.
The following IT Systems support these functions for SUNCOM Portfolio of Services.
4.a. Network Management System (NMS) – An order entry and tracking system and provides Telecommunications and Radio Services (TRS) with the capability to track data and voice call records for all state agencies using SUNCOM long distance. The system also processes service orders for each SUNCOM customer and maintains real-time status of all the State’s telephone circuits.
4.b. SUNCOM Integrated Data Accounting & Order Entry System (SIDAOES) – A circuit and device inventory tracking system and is the basis for auditing vendor invoices for data services.
4.c. Communications Services Authorization System (CSA System) – A system that facilitates the web submission of communication service orders that add, move, change, or disconnect the services delivered to customers.
4.d. Telephone Agency Billing System (TABS) – A system that handles local service invoicing through Electronic Data Interchange (EDI) vendor invoice files. This system converts the data and reconciles the vendor invoice with orders submitted via the CSA System (mentioned above) before invoices are sent to SUNCOM customers.
4.e. SUNCOM Network Invoicing – A system that handles long distance and network invoicing by associating long distance call detail to customer records as well as circuit detail to corresponding customer accounts.
4.f. Collections Tracking – A system that enables reporting on accounts receivable to identify customers’ payment history. Information is entered when making contact with a customer regarding a delinquent account to track the collections process.
4.g. Vendor Payment Processing System – This system documents revenue by service and the posting of payments to vendors, and facilitates service level financial reports. It produces the detail necessary for the Department Finance & Accounting to process payments to vendors through automated form creation.
List of IT Services and Related Applications
October 15, 2010 Page 5 of 11
4.h. Gentran EDI Processing – Software for mapping Electronic Data Interchange data files to file formats for processing, and the system for processing the EDI data files.
4.i. Open and Shared Information System (OaSIS) – This system is designed to become the single sign-on portal of all SUNCOM business applications. Order processing, inventory, invoice auditing and processing will be migrated into the portal for customer ease of use adding additional avenues of auditing by the customer and more granular customer access.
4.j. DNS – Provides primary network name server resolution (eg. fllottery.com = 204.90.20.36) for state agencies and supported groups. This system supports over 190 domains including myflorida.com, state.fl.us, fl.gov, and flalottery.com. The state DNS system is comprised of numerous systems with a high degree of redundancy.
4.k. NMS - Networking Equipment Monitoring (NAGIOS/Cacti) – Provides near real time monitoring of all networking equipment and support systems for up-time and load levels. NAGIOS sends alerts if an outage occurs or system parameters fall out of tolerance. Cacti supplies system overviews of CPU, interface utilization, interface errors, etc.
NMS - Networking Equipment Configuration Archive (RANCID) – Pulls daily backups of all networking equipment configurations and interface to track changes.
NMS - Traffic Protocol Analyzer (NED1/NED2) – Any of the NED systems are used as IP protocol analyzers (WireShark) when needed to troubleshoot issues passing through the SSRC LAN.
4.l. RADIUS - Network Access Authentication System – Authentication and authorization support system for user access to all networking equipment.
4.m. Distribution - List Server (NED1) – listserv.myflorida.com can provide email announcement or discussion lists. Currently used for announcements to various CIO and IT director groups, Florida 911 coordinator discussions, monthly guest wireless automated password change notification, and Suncom service notifications.
Distribution - Linux Local Repository (NED1) – Provides selection of files available via HTTP and local guest Samba share (Windows style share) including Fedora, PCLinuxOS, Ubuntu operating system ISO files, Parted Magic drive partitioning ISO, UBCD system testing and utility disc. All ISO files can be burned to CD or DVD as appropriate. System also has latest version of Fedora Linux mounted for use as network install point.
Distribution - Instant Messenger (NED1) – im.dms.state.fl.us is a EJabber based instant messenger server used by Suncom NOC and DivTel. We use the Coccinella client (Windows/Linux) for quick chat and online collaborative whiteboard.
List of IT Services and Related Applications
October 15, 2010 Page 6 of 11
4.n. Network Devices Tools (NDT) (NED2/NED3) – The NDT is a consolidation point for various networking based tools. This system provides an interface for troubleshooting, tracking Cisco inventory for annual maintenance, automatically tracking equipment (including VoIP phones for e911), automatically tracking IP address ranges and tying to owner agency, and recording/processing IP traffic for network utilization based billing.
NDT - IP and Port Monitoring (NED1/NED2) – Process using NetFlow to capture IP flow details from routers to add in processes like site migrations.
4.o. SLERS-FIN Frequency Mapper – This software maps the SLERS (Statewide Law Enforcement Radio System). It displays everywhere our 800 MHz frequencies are licensed as well as showing Queuing data. Internal staff use it to monitor system performance, troubleshoot system issues, and perform frequency planning tasks.
4.p. FRIP (Florida Regional Interference Program) – This software must be used by State statute as part of the application process for 800 MHz frequencies in the NPSPC band (851-854 MHz) in the State of Florida. It uses a database of approved users and compares it to the applicant’s proposed radio system to look for interference issues.
5. 911 Financial Management Service
This service provides fund management capabilities for the E911 Board.
The following IT Systems support this service.
5.a. E911 Fund Management system – A system for loading county information and appropriately calculating disbursements from the E911 fund.
6. On-line Human Resource Management Service
This service makes available state-wide, on-line human resource management functions. This includes employee and manager self-service tools that streamline and standardize human resource transactional processes.
The following IT Systems are constituent elements of this Strategic IT Service.
6.a. People First System – People First is the State of Florida's self-service, secure, web-based SAP application that automates the State’s human resource functions, such as attendance & leave, benefits administration, human resource management, organizational management, payroll administration, and staffing.
6.b. People First Data Warehouse and Impromptu – Oracle database that warehouses People First data for agency access and reporting.
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October 15, 2010 Page 7 of 11
7. State Fleet Tracking and Management Services
This service provides for the tracking and management of state vehicles and other equipment.
The following IT components are constituent elements of this Strategic IT Service.
7.a. Equipment Management Information System – The Equipment Management Information System (EMIS) is a fleet management and reporting system. The system provides the management and cost information required for state agencies to effectively and efficiently manage the state's vehicle and watercraft fleet.
7.b. Disposal Management System - The Disposal Management System records and tracks state surplus mobile equipment to be sent to monthly auctions. Information tracked includes vehicle description, owner agency, contact information, location of vehicle, and sale information.
7.c. ESPData’s VinPower – A vendor hosted service that allows the business unit to lookup a vehicle by Vehicle Identification Number (VIN) and correct vehicle information. Information made available includes year, make, model, engine type, weight, manufacturer, etc.
8. Private Prison Contract Performance Monitoring Service
This service provides for contract performance monitoring of private prison services within the Specialized Service division within DMS.
The following IT Systems are components of this Strategic IT Service.
8.a. Private Prison Management (PPM) Contract Monitoring System – This Web-based system allows PPM Contract Managers to monitor/track the performance of the Private Prison Contractor. Elements that are monitored and tracked are incident tracking and resolution, contractor employee position vacancies, inmate program participation, and adherence to American Correctional Association requirements.
9. Aircraft Flight Scheduling and Billing Service
This service provides automation of flight scheduling of state aircraft, and billing for aircraft usage. This service is made available by installed packaged software and by a hosted web-based solution.
The following IT Systems are constituent elements of this Strategic IT Service.
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9.a. Business Aircraft Records and Tracking (BART) – This system allows flights to be scheduled and aircraft to be reserved. It tracks and records all flights performed by the Bureau of Aircraft. Information recorded includes passenger information, destination, flight times, pilot information and flight cost.
9.b. BART Executive Aircraft System (BART EAS) – This system produces invoices to the agencies for which flight services were performed.
10. Federal Property Acquisition, Warehousing, and Distribution Service
This service makes available automation specifically designed for Federal Surplus Property programs operated by the US General Services Administration (GSA). This automation is made available by a vendor’s web-based hosted solution.
The following IT Systems are components of this Strategic IT Service.
10.a. InCircuit’s Asset Management Suite – A web-based solution designed to meet the unique needs of federal surplus property management and financial administration.
11. Customer Relationship Management and Performance Monitoring Service
This service provides for the Customer Relationship Management (CRM) and Performance Monitoring function of the Human Resource Management division. This service provides for the logging, documenting, and tracking of correspondence or requests, including those related to collective bargaining grievance, and other types of HRM related matters.
The following IT Systems are constituent elements of this Strategic IT Service.
11.a. Contact Management System – The system records customer contact information along with subject matter, information related to collective bargaining grievances, and tracking information of all communication and resolution.
12. On-Line Position Classification Service
This service allows hosting and content management of pay and position classifications used by state agencies and other governmental entities, including listings of Career Service and Select Exempt Service class specifications. Information maintained by this service includes allocation factors, knowledge skills and abilities, examples of work and minimum classifications, class designations such as EEO job category, probationary period, collective bargaining unit, and schedule of salary ranges and pay range tables.
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The following IT Systems are constituent elements of this Strategic IT Service.
12.a. Position and Pay Classification Website – The Website and content management functions, and associated database.
13. Employee Benefits Management Service
The service provides Web-based information. It provides self-service functionality to the State of Florida Legislative and Executive Branches, active and retired employees, state agencies and universities, COBRA participants, surviving spouses and dependents, and other entities. This service also provides for a repository for Blue Cross Blue Shield claims information and Capital City Bank payment information that gets loaded and reviewed on a monthly basis.
The following are IT components of this service.
13.a. Oracle Database and Extract-Transform-Load programs - Loads the data from BCBSFL and Capital City Bank.
13.b. MyBenefits Website – The MyBenefits Website itself.
14. Retirement Benefits IT Services
This service provides development, maintenance, and hosting of the Florida Retirement System (FRS) for the Division of Retirement within DMS. This service provides the business functions required for administering the statewide Florida Retirement System (FRS) pension plan and the Public Employee Optional Retirement Program (PEORP) for active members, FRS retirees, FRS agencies, FRS retiree deduction providers and the Optional Retirement Program (ORP).
The following IT Systems are elements of this Strategic IT Service:
14.a. Integrated Retirement Information System (IRIS) – This line of business functions and workflow system provides the Division with the ability to enroll members, manage and audit employer contributions, maintain historical membership information, calculate retirement estimates and generate retirement benefit payments for FRS retired members or their beneficiaries.
14.b. Retirement Online (ROL) Web-based System – The self service website that allows FRS members and retirees the ability to view and update their own pension information. The website also allows FRS agency and retiree deduction providers to view and update information for their members in addition to providing the means to electronically submit required data files to the Division of Retirement.
14.c. Police and Firefighters’ Pension System (LRS) – The system used by the employees of the Division of Retirement to maintain the LRS Police and Firefighters’ pension
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system member and municipality business functions are implemented into this system.
15. MyFlorida.com Portal Web Site Maintenance and Hosting Service
This service makes available to the general public an official portal of the state of Florida. This Portal is an organized gateway to get to other state of Florida government websites. These other Websites (agencies, commissions, other governmental entities) are separate Websites and are not hosted with the MyFlorida.com Portal, nor do they use the same content management programs.
The following IT Systems are constituent elements of this Strategic IT Service.
15.a. MyFlorida.com Portal Web Site – Centralized access to Florida State Government Web-based information.
15.b. Portal Administration – The content management and administration system for managing the MyFlorida.com Portal.
15.c. Link Checker – Application that scans the MyFlorida.com Portal site and checks for broken or problematic links.
15.d. Get Answers Knowledgebase - The knowledgebase of answers to Frequently Asked Questions, and the CRM functions for allowing citizens to ask questions of the State and get answers back. This is a hosted software service with RightNow Technologies. The Dept. of State performs the Customer Rep functions with this system and the management of the knowledgebase.
16. Accessibility Compliance Assistance Service
This service makes software tools available to agencies to check Section508 compliance of Web sites, and provides opportunities for repairs.
The following IT Systems are constituent elements of this Strategic IT Service.
16.a. ACC – Accessibility Compliance Checking package – Purchased software package from HiSoftware. 50 licenses of ACC Verify and ACC Repair. One license of server-based ACC Monitor.
17. Web Site and Intranet Site
This service makes public information available to citizens and other agencies concerning DMS business. This services also makes available an internal Web site for the Department for the purposes sharing information and enabling better collaboration.
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The following IT Systems are constituent elements of this Strategic IT Service.
17.a. DMS Web Site – The DMS Web site is a content management system implemented using EZ Publish. Content can be added or changed by division personnel, reviewed and approved, then posted for live access over the internet.
17.b. The Workplace – This intranet site and collaboration tool is based on Microsoft’s SharePoint. Each division has its sub-site and information. Collaboration is enabled through shared access to project information, the use of Wikis and Blogs, and the use of workflow processes.
Appendix F Code of Ethics
DMS Overview
for 2010 Transition
HR-102-F14 Employee Pledge Signature Form 8/19/08
New Employee Processes
Employee Pledge Signature Form
OATH OF LOYALTY
I ______________________________________________ (print name), a citizen of the State of Florida and of the United States of America, and being employed by the Department of Management Services and a recipient of public funds as such employee, do hereby solemnly swear or affirm that I will support the Constitution of the United States and of the State of Florida. (Chapter 876, Florida Statutes). Reference Adm. Policy HR-07-104.
CODE OF ETHICS
1. I am aware of the requirements of the Department of Management Services’ (DMS) Code of Ethics (Administrative Policy HR-07-105).
2. I understand that, by holding a position within state government, I serve the people of Florida. 3. I am committed to an honest, ethical and open system of government for the people of Florida. 4. I therefore pledge to honestly and faithfully follow both the letter and spirit of this Code of Ethics, as well as
the requirements set forth in Chapter 112, Part III, Florida Statutes, in the discharge of my duties and responsibilities as a public servant. As part of this commitment, I pledge to be on guard against and to avoid the appearance of improperly conducting the people’s business.
DMS’ ADMINISTRATIVE POLICIES AND PROCEDURES (CODE OF PERSONAL RESPONSIBILITY)
1. I am aware of the requirements of the DMS’ Administrative Policies and Procedures (Code of Personal Responsibility), which may be revised from time to time.
2. I am committed to a workplace free from illegal discrimination. 3. I therefore pledge to honestly and faithfully comply with the letter and spirit of DMS’ Administrative Policies
and Procedures (Code of Personal Responsibility), as well as the requirements as a public servant.
ACKNOWLEDGEMENT OF POLICY ON MISUSE OF CONFIDENTIAL INFORMATION
I am aware of the requirements of the DMS’ “Misuse of Information and Data” policy (Administrative Policy HR-06-110) and agree to those requirements.
FINAL PLEDGE
I promise if I have questions regarding appropriate behavior I will ask the appropriate person within my office, bureau, division or DMS how to resolve the question.
_________________________________________________________________________________________
Signature Sworn to and subscribed before me this ________ day of ________________________, 20 _____. Personally known _____ or produced identification _____ Type of identification produced: _____________________________ ____________________________ STATE OF FLORIDA Notary COUNTY OF ___________________________ (Seal)
Note: A copy of this form will be placed in the employee’s HR file.
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DEPARTMENT OF MANAGEMENT SERVICES ADMINISTRATIVE POLICY
TITLE: Code of Ethics
POLICY NUMBER
HR
07-105 EFFECTIVE: February 16, 2007 REVISED: June 17, 2009
PURPOSE
Provide an honest, ethical and open structure within the Department of Management Services (DMS/department/agency) while serving the people of Florida.
Establish as a condition of employment for each DMS employee the requirement to sign the following pledge:
1. I am aware of the requirements of the Department of Management
Services’ Code of Ethics. 2. I understand that, by holding a position within state government, I have
taken on the mantle of public service. 3. I am committed to maintaining an honest, ethical and open system of
government for the people of Florida. I therefore pledge to honestly and faithfully comply with both the letter and spirit of this Code of Ethics, as well as the requirements set forth in Chapter 112, Part III, Florida Statutes, in the discharge of my duties and responsibilities as a public servant. As part of this commitment, I pledge to be on guard against and to avoid the appearance of impropriety in conducting the people’s business.
SCOPE This policy applies to all DMS employees. AUTHORITY Executive Order 07-01 Article I, Section 24 of the Florida Constitution Chapter 112, Part III, Florida Statutes (F.S.) - Code of Ethics Chapter 119, Florida Statutes (F.S.) - Public Records Chapter 286, Florida Statutes (F.S.) - Open Meetings Rule 34-13.210 and 34.13.500, Florida Administrative Code (F.A.C.)
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DISTRIBUTION LIST
The Following Individuals Should be Notified of this Policy
and its Procedures
Method of Notification
All DMS Employees New Employee Orientation
DMS communications via employee e-mail distribution list
DMS Web site
DMS Executive Leadership Executive Leadership meetings
EMPLOYEE PLEDGE FORM As a condition of employment, each DMS employee is required to review this policy and upon acceptance of its contents, sign a pledge form. The pledge form is part of the “Employee Pledge Signature Form” (HR-102-F14), associated with Administrative Policy “HR-08-102 – Hiring Processes and New Employee Orientation”. The HR Office has each employee review and complete the pledge form during New Employee Orientation (NEO) where it is witnessed and notarized by HR Office staff. The completed pledge form becomes a part of the employee‟s personnel file.
POLICY SUMMARY
Employees must comply with both the statutory Code of Ethics (Chapter 112, Part III, F.S.) and the DMS Code of Ethics. The DMS Code of Ethics incorporates and exceeds the current requirements of the statutory Code of Ethics. This Policy Summary is only a brief summary of certain provisions of the DMS Code of Ethics. It does not summarize all provisions of the Code. Employees should refer to the DMS Code of Ethics in its entirety for definitive guidance.
Gift Solicitation Prohibition
Employees cannot solicit any gift, regardless of its value, for the personal benefit of themselves, their family, or another employee.
Gift Acceptance Prohibitions
Employees cannot accept anything of value from a lobbyist or a lobbyist's principal. At all times, employees have a duty to inquire whether the thing of value is from a lobbyist or principal. Ignorance of the facts is no excuse.
Employees cannot accept anything of value from a non-lobbyist where the employee knows or reasonably should have known that the value exceeds $ 25.00. There are a few exceptions to the prohibition on the acceptance of gifts from non-lobbyists valued at over $25.00 (e.g., gifts from relatives and personal friends) provided certain restrictions and reporting requirements are satisfied.
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A gift (even if valued at under $25.00) cannot be accepted if the gift is being given or accepted with the intent that the employee’s official action or judgment would be influenced by the gift. Employees may not accept benefits of any sort under circumstances in which it could be inferred by a reasonable observer that the benefit was intended to influence a pending or future decision of theirs, or to reward a past decision. With all these restrictions, a gift to an employee's spouse or minor child is considered a gift to the employee.
Employment and Activity Restrictions
Employees may serve on the boards or commissions of governmental entities, subject to approval of the department’s chief ethics officer. Except as set forth in this Code, employees cannot serve as an officer or director of any non-governmental corporation, company, partnership, or other entity (see “Serving as Officers/Directors of Governmental and Non-Governmental Entities”). Employees cannot have any on-going dual employment or dual compensation without prior approval from the department. Employees whose immediate relatives (spouse, siblings, parents, and children) are lobbyists must, at least quarterly, disclose to the department's chief ethics officer the names of all clients of such lobbyists. Other restrictions apply to these employees.
Post Employment and Activity Restrictions
Former Senior Management Service and Selected Exempt Service employees (or persons who perform similar roles) are prohibited from personally representing another person or entity for compensation before the department for a period of two years after leaving their positions, unless employed by another agency of state government. Former employees are permanently prohibited from employment with (or from having any contractual relationship with) any private business entity in connection with a contract in which the employee participated personally and substantially through decision, approval, disapproval, recommendation, advice, or investigation while a public employee. Former employees are prohibited for two years from having any employment with (or from having any contractual relationship with) any private business entity in connection with a contract for services, which was within the employee’s responsibility while serving as a state employee.
Reporting/Disclosure Requirements
Quarterly Gift Disclosure. The DMS Code of Ethics permits accepting gifts in excess of $25.00 only in certain specified circumstances set forth in the Code. In those cases employees must report and disclose any permissible gift valued at over $25.00 unless the gift is from a relative or
(a) is given by a personal friend for a special occasion (e.g., holidays, birthdays, wedding, showers, anniversaries, graduation, Valentine’s Day, etc.); or
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(b) is a meal (whether at a restaurant or at a home) with a friend or lodging at a friend’s home.
Note: Any gift that falls into either (a) or (b) above must be reported and disclosed if it is valued at over $100.00.
Reportable disclosure of gifts will include a description of the gift and its approximate value, the name and address of the donor (if possible), the date of the gift, and a copy of any receipt for the gift provided by the donor. Employees must file a Form 9 (Quarterly Gift Disclosure) with the Commission on Ethics on the last day of the calendar quarter (March 31, June 30, September 30, December 31) for the previous calendar quarter during which a gift over $ 100.00 was received. All gifts, not exempt, and worth over $100.00 must be reported. The form need not be filed if no gifts were received.
Additional Disclosures of Specified Employees. In addition, certain employees are required to make public disclosure of their financial interests. Pursuant to section 112.3145(b), all specified employees are required to file with the Commission on Ethics, Form 1 (Statement of Financial Interests), and Form 10 (Annual Disclosure of Gifts from Governmental Entities and Direct Support Organizations and Honorarium Event Related Expenses) forms within thirty (30) days of appointment and by July 1 of each year thereafter.
POLICY
A. BACKGROUND It is in the best interest to the people of Florida that we, as public servants, maintain service to the public as our highest priority. An honest, ethical and open structure within which government decisions are made is crucial to building a government for the people of Florida. Executive Order 07-01 issued on January 3, 2007 directs the immediate adoption and implementation of a “Code of Ethics” which imposes clear, enforceable standards that incorporate and exceed the current requirements of the statutory code of ethics set forth in Chapter 112, Part III, F.S. The Code of Ethics also applies to the secretaries, deputy secretaries, and chiefs of staff of all executive agencies under the governor‟s purview. The Executive Order also directed each agency secretary to review and evaluate the Code of Ethics in light of their department‟s current policies adopted, with a view towards using the Code as the base standard for his or her department to the extent practicable, and adjusted for those unique program requirements and variables for his/her department. This “DMS Code of Ethics” is promulgated pursuant to that direction. Employees of the Office of the Governor and of the entire executive branch are agents of the people and hold their positions for the benefit of the public. We are therefore bound to uphold the Constitution of the United States and the State Constitution, and to perform efficiently and faithfully our duties under the laws of the federal, state and local governments. We are bound to observe, in all of our official acts, the highest standards
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of ethics consistent with this Code, and with the statutory Code of Ethics set forth in Chapter 112, Part III, F.S. We must at all times recognize that promoting the public interest and maintaining the respect of the people in their government must be our foremost concerns. While Florida is recognized as a leader among the states in establishing ethics standards and public records laws, and in recognizing the right of Florida‟s citizens to protect the public trust against abuse, we can still do better.
B. DESIGNATION OF AN ETHICS OFFICER Pursuant to Executive Order 07-01, the secretary has designated DMS‟ General Counsel as the department‟s chief ethics officer. Among other things, the chief ethics officer will make reasonable efforts to ensure that the employees responsible for adhering to this Code become familiar with relevant ethics, public records and open meeting requirements. The Executive Order also directs each agency secretary attend training on the subjects of ethics, public records, open meetings, records retention, equal opportunity and proper HR procedures, and that thereafter each agency secretary arrange for similar training of his/her employees on an annual basis.
C. OFFICE OF OPEN GOVERNMENT Florida‟s Constitution guarantees all Floridians a right of access to many government meetings and records, a guarantee that serves as a model for the rest of the nation. All Floridians can and should expect their government to continue the heritage of openness that is the hallmark of the Sunshine State. When the public is denied the right to know, governmental accountability may be sacrificed. To that end, Executive Order 07-01 created the Office of Open Government. The Office of Open Government is charged with providing the Office of the Governor and each of the executive agencies under the governor‟s purview with the guidance and tools to serve Florida with integrity and transparency. The Office‟s primary functions will be: (1) to assure full and expeditious compliance with Florida‟s open government and public records laws, and (2) to provide training to all executive agencies under the governor‟s purview on transparency and accountability. Pursuant to Executive Order 07-01, the secretary has designated DMS‟ Deputy General Counsel as the department‟s contact for public records. The Deputy General Counsel is responsible for complying with public records/open government requests and compliance and serves as the primary liaison between DMS and the Office of Open Government for purposes of training and compliance.
D. AVOIDING THE APPEARANCE OF IMPROPRIETY Employees will use the department‟s powers and resources to further the public interest and not for any financial or personal benefit other than salaried compensation and employer-provided benefits. Employees are expected to safeguard their ability to make objective, fair and impartial decisions. Employees may not accept benefits of any sort under circumstances in which it could be inferred by a reasonable observer that the benefit was intended to
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influence a pending or future decision of theirs, or to reward a past decision. Employees should avoid any conduct (whether in the context of business, financial or social relationships) that might undermine the public trust, whether that conduct is unethical or lends itself to the appearance of ethical impropriety.
E. IMPROVING THE PEOPLE’S ACCESS TO THEIR GOVERNMENT Employees are required to afford all persons fair and equal opportunity to express their concerns and ideas regarding state programs and policies without regard to their political affiliation, sophistication or affluence. Recommendations and decisions made by employees in the performance of their duties shall be made without bias and shall not be improperly influenced by the race, color, national origin, age, sex, handicap, or religious creed of the individual(s) affected by or subject to the action.
F. CURRENT STATUTORY CODE OF ETHICS Florida‟s statutory Code of Ethics can be found in Chapter 112, Part III, F.S. All employees must familiarize themselves with the statutory Code of Ethics. The statutory Code of Ethics covers a wide variety of subjects, including restrictions on doing business with one‟s agency, unauthorized compensation, the receipt and reporting of gifts, restrictions on postemployment activities, nepotism, financial disclosure requirements, and whistle-blower protections. All of these areas are important. The following discussion of the statutory Code is meant to be an overview and does not exempt or excuse any employee from reading and understanding the standards of conduct set forth in the statutory Code of Ethics. Among other things, the statutory Code of Ethics contains two general prohibitions on the receipt of things of value. It is important to understand the statutory framework in order to understand how the department‟s Code of Ethics differs from and is more restrictive than the statutory Code of Ethics. The first statutory restriction, found in section 112.3148, F.S., relates to the receipt and reporting of gifts from non-relatives. Under this section, an individual who is either a: 1. “Reporting Individual” (i.e., required to file a full or limited financial disclosure pursuant to Section 8, Article II of the Florida Constitution or section 112.3145, F.S.) or 2. “Procurement Employee” (i.e., participates in procuring gifts or services in excess of $1,000 per year) is prohibited from directly or indirectly receiving a gift the individual knows or reasonably believes has a value exceeding $100 if the gift comes from certain entities and individuals, including lobbyists, identified in section 112.3148(4), F.S..
Note: „Reporting Individuals‟ and „Procurement Employees‟ are sometimes collectively
referred to by the acronym „RIPEs.‟ While RIPEs are not prohibited from accepting gifts in excess of $100 if they do not come from the entities and individuals identified in that statutory subsection, any such
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gifts must be reported on a quarterly basis to the Commission on Ethics pursuant to section 112.3148(8), F.S. While there are a few exceptions to this statutory regime, the most significant of them is that gifts from relatives are excluded from the $100 cap and the reporting requirement. The second broad prohibition is found in section 112.3215, F.S. This section provides that, notwithstanding any other provision of the law, including the gift law discussed immediately above, no reporting individual shall accept, directly or indirectly, any expenditure from a lobbyist or a lobbyist‟s principal. The statute defines “expenditure” as anything of value made “for the purpose of lobbying.” There is no dollar-value threshold nor is there exception for expenditures from family members who also are lobbyists or their principals. Thus, for reporting individuals this prohibition on expenditures from lobbyists is in many cases broader than and supersedes the gift restrictions found in section 112.3145, F.S. As discussed in Section VII below, for purposes of the gift/lobbyist expenditure restrictions, this Code of Ethics does away with the statutory distinction between employees who qualify as reporting individuals/procurement employees and those who do not. Therefore, the gift restrictions in this Code apply to all employees. Additionally, this Code does away with the arguably subjective standard in the statutory definition of “expenditure” (i.e., a payment made „for the purpose of lobbying‟) and prohibits the acceptance of anything of value from a lobbyist. Nonetheless, it is important for employees to understand the general definition of “Reporting Individual” and “Procurement Employee,” as other sections of this Code and/or the statutory Code of Ethics may apply only to them. Returning to the statutory Code of Ethics, including the gift/lobbyist restrictions discussed above, relevant provisions of Chapter 112, Part III, F.S., include:
1. Reporting Individuals are prohibited from accepting any payment, distribution, loan advance, reimbursement, deposit or anything of value made by a lobbyist or a principal of a lobbyist made for the purpose of influencing or attempting to influence official action or in an attempt to obtain the goodwill of the employee. This prohibition applies regardless of any exceptions to the prohibition on the receipt of gifts that may be contained in any other provision of this Code or in law.
2. Employees are prohibited from soliciting or accepting anything of value, such
as a gift, loan, reward, promise of future employment, favor, or service that is based on an understanding that their official action or judgment would be influenced by such gift. “Gift” means anything accepted by a person or on that person‟s behalf, whether directly or indirectly, for that person‟s benefit, and for which no payment is made. A “gift" can include real property or the use thereof; tangible or intangible personal property or the use thereof; a preferential rate or terms on a transaction not available to others similarly situated; forgiveness of a debt; transportation (unless provided by an agency in relation to officially approved governmental business), lodging, or parking; food or beverage; dues, fees and tickets; plants and flowers; personal services for which a fee is normally charged by the provider; and any other thing or service
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having an attributable value. 3. A „gift‟ or „expenditure‟ does not include:
a. salary, benefits, services, fees, commissions, gifts, or expenses associated primarily with the donee‟s employment,
b. contributions or expenditures reported pursuant to Chapter 106, campaign-related personal services provided without compensation by individuals volunteering their time or any other contribution or expenditure by a political party,
c. an honorarium or an expense related to an honorarium event paid to a person or the person‟s spouse by someone other than a lobbyist or principal of a lobbyist to a Reporting Individual,
d. an award, plaque, certificate or similar personalized item given in recognition of the donee‟s public, civic, charitable or professional service, provided that such item has no separate commercial value,
e. an honorary membership in a service or fraternal organization presented merely as a courtesy by such organization,
f. the use of a public facility or public property, made available by a governmental agency, for a public purpose,
g. transportation provided to a public officer or employee by an agency in relation to officially approved governmental business, or
h. anything of value provided directly or indirectly by a state, regional or national organization which promotes the exchange of ideas between, or the professional development of, governmental officials or employees, and whose membership is primarily composed of elected or appointed public officials or staff, to members of that organization, or officials or staff of a governmental agency that is a member of that organization.
4. RIPEs are prohibited from soliciting any gift, regardless of its value, if the gift is
for personal benefit of themselves, other RIPEs, or their respective families. 5. Employees and their spouses and minor children are prohibited from accepting
any compensation, payment, or thing of value when they know, or with the exercise of reasonable care should know, that it is given to influence their official action.
6. Employees are prohibited from corruptly using or attempting to use their official
positions to obtain a special privilege for themselves or others. 7. Employees are prohibited from disclosing or using information not available to
the public and obtained by reason of their public positions for the personal benefit of themselves or others.
8. RIPEs are prohibited from soliciting an honorarium that is related to their public
office or duties. 9. Employees acting as purchasing agents or employees acting in their official
capacity are prohibited from purchasing, renting, or leasing any realty, goods, or services for the department from a business entity in which they, their spouse, or child own more than a 5% interest or serve as an officer or director.
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Also, employees acting in a private capacity are prohibited from renting, leasing, or selling any realty, goods, or services to the state.
10. Employees are prohibited from holding any employment or contract with any
business entity or agency regulated by or doing business with the department. Employees are also prohibited from holding any employment or having a contractual relationship which will pose a conflict between their private interests and public duties or which will impede the full and faithful discharge of their public duties.
11. An employee who participates in the decision-making process involving a
purchase request, who influences the content of any specification or procurement standard, or who renders advice, investigation, or auditing, regarding the department‟s contract for services, is prohibited from being employed by a person holding such a contract.
12. Employees are prohibited from seeking for a relative any appointment,
employment, promotion or advancement in the unit in which he or she is serving or over which he or she exercises control.
13. Employees are prohibited from directly or indirectly procuring contractual
services for the department from a business entity of which a relative is an officer, partner, director, or proprietor, or in which they, their spouse, or children own more than a 5% interest.
14. Senior Management Service and Selected Exempt Service employees are
prohibited from personally representing another person or entity for compensation before the department for a period of two years after leaving their positions, unless employed by another agency of state government.
15. A former employee, following retirement or termination of employment, is
prohibited from having employment or a contractual relationship with any business entity (other than a public agency) in connection with a contract in which the employee participated personally and substantially by recommendation or decision while a public employee.
16. A former employee who retired or terminated employment is prohibited from
having any employment or contractual relationship for two years with any business entity (other than a public agency) in connection with a contract for services which was within his responsibility while serving as a state employee.
For further discussion of these provisions refer to Chapter 112, Part III, F.S.
G. SPECIFIC GIFT REQUIREMENTS OF THIS CODE OF ETHICS ABOVE AND
BEYOND THE REQUIREMENTS OF CHAPTER 112, PART III, F.S.
The current law may give rise to questions regarding what employees may accept from entities and individuals outside of government. As noted above, current law: (1) prohibits Reporting Individuals from accepting any expenditures from lobbyists; (2) restricts Reporting Individuals and Procurement Employees from accepting from
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lobbyists things of value that do not otherwise qualify as an expenditure; and (3) requires quarterly reporting of gifts from non-relatives that exceed $100 in value. The restrictions of the Executive Order are broader than the current statutory law, yet are also clear, consistent, and simple to follow. The general rule on gifts, applicable to all employees, will be as follows:
NO EMPLOYEE, REGARDLESS OF WHETHER THEY ARE A „REPORTING INDIVIDUAL‟ OR A „PROCUREMENT EMPLOYEE,‟ MAY SOLICIT ANY GIFT, REGARDLESS OF ITS VALUE, IF THE GIFT IS FOR THE PERSONAL BENEFIT OF THEMSELVES, THEIR FAMILY, OR ANOTHER EMPLOYEE.
NO EMPLOYEE, REGARDLESS OF WHETHER THEY ARE A „REPORTING INDIVIDUAL‟ OR A „PROCUREMENT EMPLOYEE,‟ MAY ACCEPT ANY THING OF ANY VALUE FROM A LOBBYIST OR A LOBBYIST‟S PRINCIPAL, REGARDLESS OF WHETHER THE THING IS BEING OFFERED OR GIVEN FOR THE PURPOSE OF LOBBYING.
NO EMPLOYEE, REGARDLESS OF WHETHER THEY ARE A „REPORTING INDIVIDUAL‟ OR A „PROCUREMENT EMPLOYEE‟ MAY ACCEPT ANY GIFT FROM A NON-LOBBYIST WHERE THE EMPLOYEE KNOWS OR REASONABLY SHOULD KNOW THAT THE VALUE EXCEEDS $25.
There are a few exceptions to the prohibition on the acceptance of gifts from non- lobbyists valued at over $25.00:
1. Gifts (regardless of value) from relatives (items received from relatives are excluded from the statutory definition of „gift‟) - unless the relative is a lobbyist or the principal of a lobbyist, in which case the general prohibition on gifts from lobbyists applies. Employees who are married to or involved in a personal relationship with a lobbyist or the principal of a lobbyist should consult with department‟s chief ethics officer on how to address this situation.
2. Gifts (regardless of value) received from personal friends in the ordinary course
of friendship (including but not limited to birthday and/or anniversary gifts and gifts of hospitality), can be accepted, provided that any such personal friend is not:
a. a lobbyist, b. the partner, firm, member, employer, employee or principal of a lobbyis, c. a person having a special pecuniary interest (either individually or through
a corporation or organization) in a matter pending before the department;, d. a person who (either individually or through a corporation or
organization) provides goods or services to the state under contract or agreement, or
e. a person who (either individually or through a corporation or organization) is seeking such business from the state.
3. On-site consumption of food and refreshment at receptions and/or other events
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(even if valued at over $25.00), provided the employee‟s attendance at such event is an appropriate exercise of the employee's official duties, unless the food and refreshments at such event are paid for by a lobbyist or principal, in which case the Guidelines for Compliance with section 112.32155 and this Code (below) apply.
4. Gifts (regardless of value) accepted on behalf of a governmental entity or charitable organization, or for which a public purpose can be shown, provided the department‟s chief ethics officer has approved such acceptance. However, if a lobbyist or the principal of a lobbyist is making the gift, the absolute prohibition on receiving such a gift applies.
5. Gifts (regardless of value) made to the state or agency thereof may be accepted by an employee on behalf of the state or agency, provided the governor‟s chief ethics officer has approved such acceptance.
Additionally, and consistent with the Interim Lobbying Guidelines for the House and Senate, an employee may accept from a lobbyist or a lobbyist‟s principal an award, plaque, certificate, or similar personalized item given in recognition of the donee‟s public, civic, charitable or professional service, provided that such item has no separate commercial value and the department‟s chief ethics officer has approved such acceptance.
NOTE: There is no gift or expenditure if the employee reimburses the other person for the cost of the item. Generally, this is measured as the cost of the item to the person providing it. In the case of lobbyists or principals, the cost is the actual value of the item (such as face value of the admissions ticket, etc.), even if the lobbyist or principal obtained it at no cost. While a membership fee required to use a golf course, tennis club, dining club or other private facility is not part of the reimbursable cost, the per ticket additional cost above the face value for seating at a skybox or other exclusive seating area at a sporting or theatrical venue is part of the reimbursable cost and must be included. section 112.3148(7), F.S. and 34-13.210 and 34.13.500, F.A.C. provide rules on how to value gifts and should be consulted when making payment for an event or item that otherwise would be prohibited absent payment of consideration. For purposes of this Code, the payment must be contemporaneous with or precede the receipt of the item or attendance at the event.
G.1. Prerequisites to Accepting Any Gift No gift (regardless of its value) can be accepted until the employee answers each of these questions:
1. Is this gift being given by a lobbyist or the principal of a lobbyist? If the answer to this question is „yes,‟ the gift (regardless of value) CANNOT be accepted.
2. If the gift is not being given by a lobbyist or the principal of a lobbyist, is it being given or accepted with the intent that the employee‟s official action or judgment would be influenced by the gift? If the answer to this question is „yes,‟ the gift (even if valued at under $25.00) CANNOT be accepted. If the answer to this
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question is „no,‟ proceed to Question No. 3.
3. Does the employee know, or with the exercise of reasonable care should know, that the gift is being given to influence his/her official action? If the answer to this question is „yes,‟ the gift (even if valued at under $25.00) CANNOT be accepted. If the answer to this question is „no,‟ proceed to Question No. 4.
4. Is the value of this gift less than $25.00? If the answer to this question is „yes,‟ the employee must proceed to Question No. 5. If the answer to this question is „no,‟ the employee must proceed to Question No. 6.
5. Has the employee accepted multiple, repeated gifts (even if nominal in value) from the same source, such that the gifts taken in the aggregate lend themselves to the appearance that they are a circumvention of the prohibition against gifts? If the answer is „yes,‟ the gift CANNOT be accepted. If the answer is „no,‟ the gift CAN BE accepted.
6. Does the gift, valued at over $25.00, meet one of the exceptions listed in the prior section? If the answer is „no,‟ the gift CANNOT be accepted, unless Question No. 3 is answered „yes.‟
G.2. Honoraria and Honorarium Event-Related Expenses; Award, Plaques and
Related Forms of Recognition
Although honoraria and expenses related to an honorarium event, as those terms are used in Chapter 112, F.S., are not considered „gifts‟ under the statutory Code of Ethics, employees are prohibited from accepting honoraria or any other thing of monetary value (unless of nominal value) for speaking appearances or for articles written. Employees may, however, accept payment of expenses related to an honorarium event reasonably incurred. This is subject to the prohibitions on the receipt of such honorarium expenses from lobbyists or principals contained in this Code and any other restrictions contained in section 112.3149, F.S. Employees receiving payment for honorarium event related expenses must receive prior approval from the department‟s chief ethics officer.
Awards, plaques, certificates or similar personalized items given in recognition of the recipient‟s public, civic, charitable or professional service are not considered „gifts‟ under this or the statutory Code of Ethics. However, in order to avoid the appearance of impropriety, prior to accepting any such item from a lobbyist or principal of a lobbyist, the employee will first receive prior approval from the department‟s chief ethics officer.
G.3. Indirect Gifts and Expenditures Prohibited
Any gift or expenditure that could not be received directly may not be received indirectly. Thus, a gift to or expenditure on behalf of an employee‟s spouse or minor child is considered a gift or expenditure to the employee and may not be accepted if either this Code of Ethics or Chapter 112, F.S. would prohibit the employee from receiving the gift or expenditure. Thus, if a non-employee spouse received a trip, restaurant certificate or anything else of commercial value that is from a lobbyist or principal of a lobbyist, the gift or expenditure may not be accepted unless it meets the
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restrictions of the Code of Ethics or Florida statutory law.
G.4 Guidelines for Compliance with Section 112.3215 (F.S.) and this Code Because this Code imposes an absolute prohibition on the receipt of expenditures from lobbyists and/or their principals, compliance in most situations should be straightforward. However, there are occasions (e.g., group events with multiple sponsorships; invitations from friends who are also lobbyists or their principals) that may not be as clear-cut, and the following guidelines are intended to assist employees comply with both the letter and the spirit of this Code and section 112.3215, F.S. Because not every possible situation can be anticipated in these guidelines, employees are to consult with the chief ethics officer in the event of any doubt. Please remember that the requirements in this Code apply to all employees, regardless of whether they meet the statutory definitions of Reporting Individuals or Procurement Employees. In general, employees may attend events sponsored by statutory direct-support organizations („DSO‟). However, the employee is responsible for confirming that the individual DSO has observed the requirements of section 112.3215 with respect to event sponsorship. Employees are not prohibited from attending a community event open to all persons or accepting any item or benefit generally available for free or below the customary rate if the terms or rate is a government rate available to all other similarly-situated government employees or officials or a rate which is available to similarly-situated members of the public by virtue of occupation, affiliation, age, religion, sex, or national origin. Discounted pricing based on government employment may or may not be a prohibited expenditure. If the discounted price has been made possible as a result of sponsorship by a lobbyist or principal, the employee must first determine whether the discounted price is available equally to all government employees, or whether it is intended to benefit a particular class of employees. In the case of the former, no prohibited expenditure is involved (examples: reduced registration fees for government lawyers attending a legal seminar; reduced registration fees for government employees attending a chamber of commerce program). Otherwise, the employee may not accept discounted pricing. The key question to be asked in each of these situations is whether the expenditure or the available discount is being made for the personal benefit of the employee, the employee‟s parent, spouse, child or sibling. If it is, accepting the expenditure or discount is prohibited. To determining if an expenditure is prohibited, ask the following questions:
1) Is there commercial value involved1?
1 The following items have commercial value and are examples (rather than a comprehensive list) of
prohibited expenditures: food and beverages, tickets to entertainment events (golf tournament,
sporting event, or theatre performance, transportation, lodging, and honorarium expenses).
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2) Is the thing of commercial value primarily for the benefit of the agency‟s employees and not generally available to members of the public (or a large class of persons) on the same terms and conditions?
3) Does a lobbyist or principal control who receives the benefit of the thing of value?
4) If a third person (such as a non-profit) is distributing the thing of value, is it acting under the direction of the lobbyist or principal?
5) Did an agency official or employee solicit the lobbyist or principal for the sponsorship of the event? If the answer to any of the foregoing questions 1-5 is „yes‟, then the employee may not attend the event or accept the thing of value without giving appropriate and contemporaneous consideration. If the answer to all of the foregoing questions 1-5 is „no‟, then the employee may attend the event or accept the thing of value unless he/she knows or has reason to believe that the arrangement is a subterfuge for an otherwise prohibited expenditure. At all times, employees have a duty to inquire whether the thing of value is from a lobbyist or principal. Ignorance of the facts is no excuse. The Florida Legislature maintains a Web site of all principals and executive branch lobbyists and should be consulted by the employee (http://www.leg.state.fl.us). If the circumstances do not permit access to the database, the employee should ask the offeror of the thing or event whether a principal or lobbyist is involved. These guidelines do not mean that employees may not attend events or accept invitations that are otherwise prohibited. An employee may attend an event or accept a thing of value that is otherwise prohibited IF the employee pays or provides equivalent consideration. As noted above, section 112.3148(7), F.S. and Rules 34-13.210 and 34.-13.500, F.A.C. provide rules on how to value gifts and should be consulted when making payment for an event or item that otherwise would be prohibited, without payment. For purposes of this Code, the payment must be at the time of or precede the receipt of the item or attendance at the event. In situations in which it is difficult to place a value (such as a dinner at someone‟s home), equivalent consideration in the form of a house gift, appropriately priced bottle of wine or spirits, floral arrangement or plant, or other appropriately valued item may substitute for monetary consideration. Attendance at weddings, showers, birthdays and other special occasions where guests usually bring gifts and the feted person or others on his behalf provide food and entertainment also fall into this category. However, until the Ethics Commission rules otherwise, the prohibition on gifts and expenditures shall apply to employees as recipients of such special occasion gifts. Even when it is permissible to attend such occasions, employees at all times should strive to avoid the appearance of impropriety and give due consideration to the impression caused by frequent private dinners in the homes of lobbyists or principals or attendance at special occasions hosted by them. In keeping with the governor‟s policy that all constituents have fair and equal opportunity to express their concerns and ideas regarding state programs and policies without regard to their political affiliation, or
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sophistication, or affluence, employees at all times should refrain from discussing any state business during these social occasions.
G.5. Reporting / Disclosure Requirements This Code permits accepting gifts in excess of $25.00 only in certain specified circumstances set forth above. In those cases employees must report and disclose any permissible gift valued at over $25.00 unless the gift is from a relative or:
is given by a personal friend for a special occasion (e.g., holidays, birthdays, weddings, showers, anniversaries, graduation, Valentine‟s Day, etc.), or
is a meal (whether at a restaurant or at a home) with a friend or lodging at a friend‟s home.
Note: Any gift that falls into either (a) or (b) above must be reported and disclosed if it is valued at over $100.00. Reportable disclosure of gifts will include a description of the gift and its approximate value, the name and address of the donor (if possible), the date of the gift, and a copy of any receipt for the gift provided by the donor. In addition, certain employees are required to make public disclosure of their financial interests. Conflicts of interest may occur when public officials are in a position to make decisions that affect their personal financial interest. This is why public officers and employees are required to publicly disclose their financial interests. The disclosure process serves to remind officials of their obligation to put the public interest above personal considerations. It also helps citizens to monitor the considerations of those who spend their tax dollars and participate in public policy decisions or administration. Pursuant to section 112.3145(b), F.S. all specified employees are required to file with the Commission on Ethics, Form 1, Statement of Financial Interests, and Form 10, Annual Disclosure of Gifts from Governmental Entities and Direct Support Organizations and Honorarium Event Related Expenses forms within thirty days of appointment and by July 1 of each year thereafter. Each person required to file Form 1 or Form 6 must file Form 9, Quarterly Gift Disclosure, with the Commission on Ethics on the last day of any calendar quarter following the calendar quarter in which he or she received a reportable gift. Form 9 need not be filed if no such gift was received during the calendar quarter.
H. ADDITIONAL REQUIREMENTS OF THIS CODE
H.1. Frequent-Flyer Miles Earned Through State-Reimbursed Travel Employees may sometimes be required to travel on state business, requiring them to spend evenings and weekends away from their homes and families. Per diem reimbursements often do not fully reimburse the employee for out-of-pocket travel expenses. As a matter of general policy, any frequent-flyer miles and/or bonus miles awarded to an employee as a result of state-reimbursed travel may be used for personal use by the employee.
H.2. Serving As Officers/Directors Of Governmental and Non-Governmental
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Entities
Employees may serve on the boards or commissions of governmental entities, subject to the approval of the department‟s chief ethics officer. Except as set forth below, no employee shall serve as an officer or director of any non-governmental corporation, company, partnership or other entity, regardless of its private or public ownership or its for-profit or not-for-profit status. The following are exceptions to this restriction:
1. subject to approval from the department‟s chief ethics officer, an employee may serve as an officer or director of a non-governmental, non-profit corporation, company, partnership or other entity that does not seek funding from the State;
2. subject to approval from the department‟s chief ethics officer, an employee may
serve as an officer or director of a non-governmental, non-profit corporation, company, partnership or other entity that seeks funding from the State if (a) serving in that capacity is directly related to the employee‟s employment and (b) the employee has been requested to do so by the department or is required to serve in that capacity by statute, rule, executive order, or other applicable law; and
3. subject to approval from the department‟s chief ethics officer, an employee may
serve as an officer or director of a non-governmental, for-profit corporation, company, partnership or other entity that does not seek/receive funding from or do business with the State and that is closely-held or family-owned/operated. For example, an employee who, along with other family members, is an officer or director of an entity that owns rental property could seek approval under this exception.
Voluntary, pro bono services on behalf of non-profit organizations may be permitted, so long as services to such organizations would not have the potential to create a conflict and do not impair the employee‟s ability to discharge his/her public duties fully and faithfully. The prohibitions relating to soliciting gifts do not restrict employees from soliciting charitable contributions from lobbyists or principals, so long as the employee or any relative does not control or work for the non-profit organization.
H.3. Dual Employment No employee may have any on-going dual employment or dual compensation without prior approval from the department; refer to the following two DMS Administrative Policies:
HR-01-111 - Conflict of Interest/Employment Outside State Government
HR-01-112 - Dual Employment within the State Personnel System
H.4. Lobbyists
The use of lobbyists will not be required or preferred as a way to obtain access to public employees.
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H.5. Conflicts of Interest and Avoiding The Appearance of Impropriety
Employees whose immediate relatives (spouse, siblings, parents, children) are lobbyists will, at least quarterly, disclose to the department‟s chief ethics officer the names of all clients of such lobbyists; these employees will not participate in any matter that would inure to their relative‟s special gain or loss, and will excuse themselves from discussions/meetings/etc. involving clients of their immediate relatives. Any such matters will be reassigned to another employee of the agency. Where confidentiality requirements prohibit the public disclosure of any such names of clients, the department will take the measures necessary and appropriate to assure effective recusal by affected employees.
No employee shall participate in an official capacity in any matter that would inure to his or her special private gain or loss, or which the employee knows will inure to the special private gain or loss of any relative or business associate. To further avoid any appearance of impropriety, employees will be subject to an appropriate screening procedure. This procedure applies to meetings between and/or decisions directly involving an employee and his or her former employer or clients/ business entities for which they have had substantial, direct responsibility during the two years prior to entering public service. To the extent an employee seeks to participate in any such meeting or decision, he or she will first notify the department‟s chief ethics officer who will prescribe an appropriate screen depending on the particular circumstances. In no event, however, will a procedure limit the employee‟s ability to fulfill the core functions of his or her job. Moreover, nothing in this Code is meant to prohibit an employee from addressing or making decisions relating to issues that may generally affect an industry or business sector with which the employee may have had a prior relationship.
H.6. Application for Exemptions
There may be unique and/or compelling circumstances warranting exceptions to and/or waivers from these requirements in certain individual cases. In those instances, prior approval of the department‟s chief ethics officer is required.
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RESPONSIBILITIES
Individual or Group
Responsibilities
Employee Agree to the Code of Ethics.
Sign the Employee Pledge Signature Form (HR-102-F14).
Advise supervisor of any employment outside state government.
Complete and submit a „Request for Approval of Employment Outside State Government‟ form to supervisor if considering employment outside state government. The request should be approved before the employment begins.
HR Office Review Code of Ethics at New Employee Orientation (NEO) and obtain employee‟s sworn signature.
Notifying employees appointed to designated positions of the requirement to file financial and gift disclosures.
General Counsel‟s Office
Provide clarification to employees on public records and/or Florida Sunshine Law.
Commission on Ethics
Resource for questions about ethic laws. Contact information:
Commission on Ethics Post Office Drawer 15709 Tallahassee, Florida 32317-5709 Phone: (850) 488-7864
Supervisor Advise applicants the Code of Ethics is a condition of employment.
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DEFINITIONS
Word/Term Definition
Department The Department of Management Services.
Employee Any person who has been hired, works for the state, and receives a warrant from the state for services rendered.
Lobbyist Any person who meets the definitions of that term in Chapter 112, Part III, F.S.
Principal Anyone (other than an agency, legislative branch entity or judicial branch entity) who employs or retains a lobbyist, either as an employee or independent contractor.
Procurement Employee
As used in this policy, „procurement employee‟ follows the same definition found in Chapter 112, Part III, F.S. Generally, this includes employees who participate in procuring of services or commodities in excess of $1,000 per year.
Reporting Individual
As used in this policy, „reporting individual‟ follows the same definition found in Chapter 112, Part III, F.S. Generally, it is an individual required to file a full or limited financial disclosure pursuant to Section 8, Article II of the Florida Constitution or section 112.3145, F.S.
Relative As used in this policy, „relative‟ follows the same definition found in section 112.312, F.S.: Generally, an individual who is related to an employee as father, mother, son, daughter, brother, sister, uncle, aunt, first cousin, nephew, niece, husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law, stepfather, stepmother, stepson, stepdaughter, stepbrother, stepsister, half brother, half sister, grandparent, great grandparent, grandchild, great grandchild, step grandparent, step great grandparent, step grandchild, step great grandchild, person who is engaged to be married to the employee or who otherwise holds himself or herself out as or is generally known as the person whom the employee intends to marry or with whom the employee intends to form a household, or any other natural person having the same legal residence as the employee.