STRATEGY FOR SUCCESS – GOOD GOVERNMENT IN FLORIDA • Create a high performance 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 differential performance incentives in an open, transparent environment. Enable proper succession planning, mentoring, and employee value contribution. Reinvent 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 Florida’s 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 an 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; Green Technology, 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 transparency by 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 Florida’s Citizens and establish enterprise risk management as a controlling discipline Motivate, manage, and maintain transformational change via these initiatives by establishing best 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

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

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