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STRATEGY FOR SUCCESS GOOD GOVERNMENT IN FLORIDA

Create a highperformance culture through the implementation of

balanced scorecards and data driven management dashboards. Ensure

consistent performance measures are connected to the budgeting process

and agency mission. Implement performance councils and differentialperformance incentives in an open, transparent environment. Enable proper

succession planning, mentoring, and employee value contribution.

R einvent procurement as a Purchasing Center of Excellence, inspiring

confidence with all stakeholders. With leadership vision and a strong

mandate from the Governor and legislature, accomplish a rewrite of Statute

287, eliminating the ability for agencies to sidestep the cross-agency

procurement process and making way for the use of strategic sourcing

practices. Broaden statutory power and use of Public, Private partnerships.

Engage private sector experts as appropriate and leverage the power of

Floridas spend to include all agencies, local governments, school boards and

both regional and national government buying coalitions.

Establish and empower an enterprise shared services center

responsible for consolidating enterprise business operations at lower costs

and higher quality. This would include all common cross agency functions

currently held in DMS as well as back office functions such as purchasing,

human resources, finance, call centers, licensing, mail processing, etc.

currently sitting in the agencies

Create a n enterprise IT infrastructure center to support enterprise IT

initiatives and to develop and maintain an enterprise IT architecture,

consolidate all IT operations, standards, development and support into one

organization and follow the technology modernization initiatives; GreenTechnology, Virtualization, Cloud Computing, Data Center Consolidation,

Telecommunications Strategy, Cross Agency productivity tools, enterprise

project management, technology innovation fund, extend the life of the

current infrastructure, and increase transparency, and implement the

effective use of social

Increase transparencyby modernizing open government laws, making an

open government commitment to Floridians, and optimizing access to

information via the web. The system must be intuitive, clear, and predictive.

Establish a directive for inter-agency data sharing to improve efficiency and

protect Floridas Citizens and establish enterprise risk management as a

controlling discipline

Motivate, manage, and maintain transformational change via these

initiatives by establishingbest practices, business cases and implementation

models. Empower these organizations with budgetary and personnel

authority to staff transformational change. Recognize that these initiatives

could establish over a dozen new enterprise shared service capabilities

resulting in 5 30% operational savings per program.

Intense, Communicated, Persistent Change

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Prioritize Talent Management- locate the best skills and take the work

toward the required skill set. Explore private sector executive rotations and

recruit the best talent

Key Leadership Personnel examine corporate rotation and multi-layer

mentoring programs

EOG based Chief Reform Officer COO Government Shared Service Center,

COO/CIO Technology Infrastructure Services

Intense, Communicated, Persistent Change