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