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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


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


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


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.


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)


- 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.


• 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.


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)


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)


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.


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


Total Revenues: $36.1 million

Total Expenses: $37.5 million


Active employees – Basic life insurance 129,681

Active employees – Optional life insurance 31,652

Retirees 28,436

State Employees’ Group Disability Trust Fund





Participants 24,400

State Employees’ Pretax Benefits Trust Fund





Flexible Spending Plans 14,854

Supplemental Insurance Plans 175,007


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.


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


* * *

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


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.


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.


• 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.


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


- 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.


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


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)


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)



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


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.


• 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


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


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


* * *

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.


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


• 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:


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)


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.


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


* * *

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.


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


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.


• 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


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%


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


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


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 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 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.


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.


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,


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.


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.


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


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


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.


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.


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.


*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:


• 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)


• 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.


1 OPPAGA Report No. 08-811, Department of Management Services Advisory Committees Assessment


• Southwood Shared Resource Center


• Division of Administrative Hearings (DOAH)


• Agency for Workforce Innovation (AWI)



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


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


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.


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.


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

http://www.transparencyflorida.gov/


• 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.

http://flair.myfloridacfo.com/approot/dispub2/wpghmain.htm


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.


* * *

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.


• 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.


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


• 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.


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


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


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


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.


• 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:


• 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


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:


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


• 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.


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


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


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:


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


be appointed before

December 6


be appointed after

December 6


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


be appointed before

December 6


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


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 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)

E-mail

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


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


Michelle Robleto, Director State Group Insurance Division


Sharon Larson, Director Human Resource Management Division

235F 413-8725 [email protected]


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


Jeff “JD” Solie, Director Specialized Services Division

335I 410-1553 [email protected]

Pam Donaldson Executive Assistant


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,


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.


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


Linda McDonald, Office of the Secretary, Communications Director


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.


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.


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


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


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.


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.


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).


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


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.


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.


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.


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


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:


• 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.


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:


- 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.


- 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 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

http://dms.myflorida.com/agency_administration/human_resources/dms_contacts_by_role

mailto:[email protected]



http://dms.myflorida.com/suncom/public_safety/florida_e911














http://dms.myflorida.com/policies




http://dms.myflorida.com/business_operations/specialized_services/aircraft_operations




http://dms.myflorida.com/index.php/agency_administration/human_resources/dms_identification_badges


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


http://dms.myflorida.com/agency_administration/communications


http://dms.myflorida.com/index.php/agency_administration/administrative_policies_and_procedures_code_of_personal_responsibility/administration/dms_workplace_safety_and_loss_prevention_program_adm_08_105/cpr_aed_trained_staff



http://dms.myflorida.com/suncom

http://dmsdsp1d/moss2007/CITS/Pages/Welcome.aspx





http://www.myflorida.com/MyEAP






http://dms.myflorida.com/media/departmental_hr/pf_employment_verification_process





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)


(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






http://dms.myflorida.com/agency_administration/financial_management_services







http://dms.myflorida.com/business_operations/specialized_services/fleet_management








http://dms.myflorida.com/agency_administration/communications/team_180_graphic_design_and_printing






http://dms.myflorida.com/agency_administration/human_resources


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

http://dms.myflorida.com/index.php/agency_administration/human_resources/division_s_hr_liaisons



http://dms.myflorida.com/index.php/agency_administration/human_resources/dms_identification_badges

http://dms.myflorida.com/agency_administration/inspector_general











http://dms.myflorida.com/agency_administration/legislative_affairs

http://dms.myflorida.com/agency_administration/human_resources/dms_mentoring_volunteer_services

http://dms.myflorida.com/agency_administration/human_resources/dms_mentoring_volunteer_services





http://dms.myflorida.com/agency_administration/human_resources/welcome_new_employees







http://dms.myflorida.com/human_resource_support/people_first/people_first_logon


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



http://dms.myflorida.com/index.php/content/download/47299/201584/version/17/file/ADMINISTRATION-00-103+Care+Control+and+Use+of+Wireless+Devices-6-19-09.doc

http://dms.myflorida.com/suncom/suncom_products_and_pricing/wireless_services

http://dms.myflorida.com/agency_administration/planning_and_budget





http://dmsdsp1d/moss2007/officeofsecretary/pmo/default.aspx



http://dms.myflorida.com/pam

http://dms.myflorida.com/agency_administration/financial_management_services/property_asset_management_pam/custodian_information/custodian_delegate_listings




















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




http://dms.myflorida.com/suncom/public_safety




http://dms.myflorida.com/agency_administration/departmental_purchasing



http://dms.myflorida.com/business_operations/real_estate_development_management/building_construction

http://dms.myflorida.com/business_operations/real_estate_development_management/facilities_management/lease_management

http://fp.state.fl.us/docs/gd/gd_bldg_manager.asp

http://dms.myflorida.com/business_operations/real_estate_development_management/facilities_management/parking_services




http://www.dms.myflorida.com/agency_administration/human_resources/retirement_information

http://www.dms.myflorida.com/agency_administration/human_resources/retirement_information

http://dms.myflorida.com/human_resource_support/retirement

http://dms.myflorida.com/human_resource_support/retirement/contact_us

http://dms.myflorida.com/index.php/content/download/48680/206937/version/19/file/Administration-105-F1+-+List+of+SC%2C+SM+and+RM-04-05-10.doc




http://dms.myflorida.com/safety


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


(850) 487-9877 (850) 488-2707

http://dms.myflorida.com/index.php/content/download/48680/206937/version/19/file/Administration-105-F1+-+List+of+SC%2C+SM+and+RM-04-05-10.doc












http://dmsdsp1d/moss2007/officeofsecretary/facilitation/default.aspx









http://dmsdsp1d/moss2007/CITS/Pages/Welcome.aspx



http://dmsdsp1d/moss2007/officeofsecretary/pmo/learningdevelopment/default.aspx





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.


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


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


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


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


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


2007-014 Clifford A. Taylor, Asst. Gen’l Counsel 22 March 2007 Active

Hearing Officer


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


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


2009-044 Sarabeth Snuggs, Director 10 September 2009 Active


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


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




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




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


12/7/2010

3




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




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


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


Watch List

Bill/TitleSummary



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.


4


Watch List

Bill/TitleSummary



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


Watch List

Bill/TitleSummary



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


Watch List

Bill/TitleSummary



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


Watch List

Bill/TitleSummary



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


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


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


Watch List

Bill/TitleSummary


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


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


Watch List

Bill/TitleSummary


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


HUMAN RESOURCE MANAGEMENT

12


Watch List

Bill/TitleSummary


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.


4 Procurement

13


Watch List

Bill/TitleSummary


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.


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.


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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



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



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


Major Initiatives

18

People First

Watch List

Bill/TitleSummary



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


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


- Final printed version to Secretary,


- Distribution begins

1/1/11Reference: Ch.

112.165, F.S.


DIVISION OF RETIREMENT

20


Watch List

Bill/Title

Summary


DMS)


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


21


Watch List

Bill/Title

Summary


DMS)


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


Watch List

Bill/TitleSummary


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


23


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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.


12

HB 7243 -

Environmental

Control

26


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


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




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


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


Watch List

Bill/TitleSummary


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


PRIVATE PRISONS


33


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


Final Due

Date

Completed

Date

9

Private Prison

Operation

Transition

Graceville CF will now be operated by CCA beginning September 26.


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.


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


35


Watch List

Bill/TitleSummary


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


36


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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


Watch List

Bill/TitleSummary


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




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




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




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

of 2

David Faulkenberry 9097 Shoal Creek Drive •Tallahassee, FL 32312 • (850) 921-3788

[email protected]

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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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.


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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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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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


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



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.



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.



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.



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.



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.


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.



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.




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.


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.




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



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.


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.


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.




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.

of 19 DMS Policy No. HR-07-105

Code of Ethics

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.)


Code of Ethics

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.


Code of Ethics

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


Code of Ethics

(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


Code of Ethics

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


Code of Ethics

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


Code of Ethics

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


Code of Ethics

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.


Code of Ethics

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


Code of Ethics

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


Code of Ethics

(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


Code of Ethics

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

http://www.leg.state.fl.us/


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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.

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