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CABINET AGENDA FINANCIAL MANAGEMENT INFORMATION BOARD MARCH 14, 2000 Contact Person: Martin Young
(Recommend Approval) (The FFMIS Coordinating Council approved the 2001/2002 through 2005/2006 Fiscal Year Strategic Plan for the FFMIS (Attachment B) at its February 18, 2000 meeting and now recommends it for approval by the Financial Management Information Board. (Recommend Approval) The FFMIS Coordinating Council approved the exemption request at its February 18, 2000 meeting and now recommends it for approval by the Financial Management Information Board. The approval and continuance of the exemption is contingent upon the Capital Collateral Counsels offices adhering to the same record keeping procedures implemented by the Justice Administrative Commission for the State Attorneys and Public Defenders. The Financial Management Information Board granted an exemption from utilizing the FLAIR Property System to the State Attorneys and the Public Defenders on October 25, 1994. (Recommend Approval) Florida Cabinet Financial Management Information Board Meeting Minutes Attachment A The Financial Management Information Board met this date in Room LL03,
New Capitol. The following members were present:
Attachment B FLORIDA FINANCIAL MANAGEMENT INFORMATON SYSTEM (FFMIS) STRATEGIC PLAN 2001/2002 – 2005/2006
March 14, 2000 Executive Summary Since 1997 a number of significant events occurred which will shape the Florida Financial Management Information System (FFMIS) for the next decade. The Legislature substantively amended the FFMIS statutes for the first time since they were originally adopted in 1980. The FFMIS Coordinating Council adopted a program charter to implement an Integrated Financial Management System (IFMS) Program. In March 1999 it became apparent to the FFMIS Coordinating Council and the Legislature that the projections on the total cost of implementing an enterprise resource planning (ERP) system for state government were in excess of the original estimates. These projections highlighted the need to first re-engineer practices and examine the business case for an enterprise resource planning solution compared to other alternatives. The Fiscal Year 1999/2000 General Appropriations Bill adopted by the Legislature contained funding for two new integrated financial management initiatives: (1) a prototype implementation at a small state agency to demonstrate the potential of the new business practices and software and to pilot their usage, and (2) business practices study to analyze the costs and benefits of the statewide implementation of an integrated financial management system. The first initiative was to implement a prototype integrated financial management system using an accelerated methodology and to provide a standard or basic set of business functions and the corresponding software and technical infrastructure on which to run them. The Governor appointed Secretary Tom McGurk as his designee for the project. Secretary McGurk selected the Public Service Commission as the prototype agency. The second initiative was to develop a business case study for replacing the State's current financial management systems and changing the State's associated financial management business practices. The IFMS Project prototype was a demonstration system only and it was not intended to replace the prototype site’s reliance on the current legacy systems. The prototype was demonstrated to the FFMIS Coordinating Council on January 21, 1999. Additional demonstrations of the IFMS Prototype (overview and more detailed sessions) were scheduled for the week of February 14, 2000. The functions implemented in the prototype system included a core set of business functions supported by the existing legacy FFMIS subsystems but also it included some processes not currently automated and other processes currently supported by local systems or systems outside FFMIS such as fleet management and travel reimbursement. One of the significant lessons learned from the IFMS Prototype project was to not underestimate the training challenge for the State associated with the implementation of integrated financial management software. The final business case study reports contains a recommendation that the State should pursue a best of breed approach using a combination of a single enterprise resources planning (ERP) commercial software package and using legacy systems for which the functionality exceeds the commercial software to replace the existing FFMIS subsystems. The business process reengineering recommendations provide costs savings that will pay for the implementation of the new integrated financial management software. The estimated cost to implement commercial software to replace the FFMIS subsystems is between $250 and $300 million dollars. These are exciting times for the agencies that are the functional owners of the FFMIS subsystems and for everyone who uses the FFMIS subsystems. The strategic plan includes three strategic issues: Strategic Issue 1 The existing financial management systems and processes with which the State of Florida conducts payroll, human resources, purchasing, cash management, and accounting and budgeting functions are not meeting the State’s needs. Strategic Issue 2 The State does not have an enterprise-wide financial management system that integrates financial information and standardizes policies and information. Strategic Issue 3 The State’s current financial management information systems are not positioned to rapidly respond to changes in business processes or technology. These three issues set the direction for FFMIS for the next five years. The strategic direction calls for the migration from the mainframe legacy systems that were developed 10 -15 years ago to the use of purchased financial management software. The strategic direction also anticipates the adoption of FFMIS financial management policies and FFMIS architecture and data administration standards. Finally, the strategic direction calls for the deployment of new technology and the use of browser-based applications to provide a more responsive and more efficient method of providing financial management information data to State employees and citizens. The FFMIS Strategic Plan for Fiscal Years 2001/2002 - 2005/2006 has been revised to reflect the findings and recommendations of the two new IFMS initiatives authorized by the Fiscal Year 1999/2000 General Appropriations Bill. In addition, the strategic plan reflects changes to the indicators, strategic objectives resulting from the reassessment of these items for the preparation of the Annual Performance Report. Table of Contents Executive Summary 1-3
Introduction This document presents the strategic priority directions for the Florida Financial Management Information System (FFMIS). This strategic plan discusses the responsibilities of the Financial Management Information Board (Governor, Comptroller, and Treasurer), the Florida Financial Management Information System (FFMIS) Coordinating Council, and the FFMIS agencies which are the owners of the FFMIS functional information subsystems (Executive Office of the Governor, Department of Banking and Finance, Department of Management Services, and the Department of Insurance) to carry out the FFMIS mission within the context of the State Comprehensive Plan and Florida Statutes. The FFMIS Strategic Plan for Fiscal Years 2001/2002 - 2005/2006 begins with an executive summary, followed by a table of contents, an introduction, and the FFMIS mission statement. There is one trends and conditions analysis for the three strategic issues. Each of the strategic issues is then presented individually, in order, each with its own strategic goals and indicators, and ordered objectives and associated strategies. The plan concludes with appendices of the authorizing statutes, FFMIS information resource management projects, FFMIS organization charts, and a glossary. Mission Statement The Florida Financial Management Information System (FFMIS) Coordinating Council recommends and the Financial Management Information Board (FMIB) adopts financial management policies to ensure the efficient operation of an integrated financial management information system and to provide necessary information for the effective operation of State government. The FFMIS shall be the primary means by which State government managers acquire and disseminate the administrative and financial information needed to plan, manage, and account for the delivery of services to the citizens in a timely, efficient, and effective manner. The FMIB is the governing board for FFMIS. Trends and Conditions Analysis The existing financial management systems and processes with which the State of Florida conducts human resources, purchasing, payroll, accounting, cash management and budgeting functions are not meeting the State’s needs and have not been critically examined since the original FFMIS Act was passed in 1980. The existing five FFMIS functional owner information subsystems (COPES, SPURS, FLAIR, CMS, and LAS/PBS) are separate stand-alone systems operating on different data centers. The FFMIS functional owner information subsystems have a significant number of problems including lack of standards, lack of integration, duplication of data and effort, insufficient management level information, insufficient reporting capabilities, lack of a single chart of accounts, complex external interfaces, and high maintenance costs. System modifications to the FFMIS functional owner information subsystems are a very difficult and time-consuming endeavor. Agency managers, central management and control organizations such as the Office of Policy and Budget (OPB), the appropriations committees, end users, the FFMIS Coordinating Council and the FFMIS subsystem functional owners are in agreement that the current systems are not meeting their needs. In 1994 the Legislature adopted the Government Performance and Accountability Act. This legislation directs State agencies to provide the Legislature and the Executive Office of the Governor with performance-based program budget requests that include output and outcome measures. In 1997 the Legislature amended the FFMIS statutes to require that the FFMIS shall be a "unified information system providing fiscal, management, and accounting support for State decision-makers. It shall provide a means of coordinating fiscal management information and information which supports State planning, policy development, management, evaluation, and performance monitoring". 1 The FFMIS functional owner information subsystems which support the State’s financial management business processes have not been modified to accommodate the outcomes and outputs accountability information requirements associated with performance-based program budgeting and strategic planning. Nor have the FFMIS functional owner information subsystems been modified to be a unified information system that provides easily accessible integrated financial management information for State decision-makers, State program managers, and the public. The FFMIS Coordinating Council has held a series of strategic planning workshops. During these workshops the following weaknesses were identified as characteristic of the FFMIS functional owner information subsystems:
As mentioned earlier, the FFMIS Coordinating Council has held a series of strategic planning workshops. During these workshops the threats and opportunities were identified for the FFMIS functional owner information subsystems. A discussion of the most significant threats and opportunities, which function as the business drivers for FFMIS, follows.
As mentioned earlier, the FFMIS Coordinating Council has held a series of strategic planning workshops. During these workshops the following opportunities were identified for the FFMIS functional owner information subsystems:
Some other threats and opportunities for the FFMIS functional owner information subsystems are:
Currently, the FFMIS functional owner information subsystems are capable of supporting telecommuting by their staff and by their users. However, neither the FMIB nor the FFMIS Coordinating Council has specifically adopted any policies or guidelines to encourage telecommuting.
Integrated Financial Management System (IFMS) Initiatives To address the strengths, weaknesses, opportunities and threats mentioned above, the FFMIS Coordinating Council undertook a project to evaluate the feasibility of purchasing integrated financial management software to replace the existing FFMIS functional owner information subsystems. In 1996, the FFMIS Coordinating Council initiated a program to implement an enterprise-wide IFMS Program. At that time, the IFMS Program’s goal was to eventually replace all of the existing FFMIS functional owner information subsystems with purchased integrated financial management COTS software. It was believed that integrated systems would result in greater efficiency in operations and effectiveness in the information available to staff and decision-makers. A progressive and comprehensive statewide financial management information system would minimize the need for redundant financial management and administrative support shadow systems in individual agencies and it would help reduce the expenditure of State funds for the development and maintenance of these redundant systems. Coupled with the implementation of the commercially purchased software was the business process reengineering of the existing practices and adoption of best practices. The time frame for the completion of the IFMS Program was estimated to be at least five years. In the first phase of the program, the existing human resources and payroll subsystems was to be replaced with a single, integrated system. The original estimate in 1997 for the complete statewide implementation of the HR/P system was $38 million (excluding hardware costs). In early 1999 this estimate was revised to be in excess of $100 million. The FFMIS Coordinating Council at its September 25, 1998 meeting approved the appointment of an acting project coordinator for the FFMIS Financial Project to begin an exploratory effort to identify the State’s needs for a new integrated financial system (accounting, purchasing, and cash management). A $3 million appropriation was requested for fiscal year 2000-2001 to begin the FFMIS Financial Project. In March 1999, it became apparent to the FFMIS Coordinating Council and the Legislature that additional funding of approximately $25 million would be necessary for Fiscal Year 1999/2000 in order to continue the HR/P Project and to begin the FFMIS Financial Project. It was also apparent that work on the HR/P Project design identified difficulties and challenges in doing HR/Payroll before designing the new financials structure. Projections on the total cost of implementing an ERP system for state government also pointed out the need to first re-engineer practices and examine the business case for an ERP solution compared to other alternatives. On March 31, 1999 FFMIS Coordinating Council adopted a motion to not proceed with the FFMIS HR/P Project and the FFMIS Financial Project, to terminate the software implementation contract with SAP and to have the State negotiation team begin a settlement process with software implementation vendor (SAP). The FFMIS Coordinating Council also directed its staff to develop a new funding plan for Fiscal Year 1999/2000. The new FFMIS funding plan was presented to the Legislative appropriations committees on April 14, 1999 for consideration in the Fiscal Year 1999/2000 General Appropriations Bill. The Fiscal Year 1999/2000 General Appropriations Bill adopted by the Legislature contained funding for two new integrated financial management initiatives: (1) a prototype implementation at the Public Service Commission to demonstrate the potential of the new business practices and software and to pilot their usage and (2) a business practices study to analyze the costs and benefits of the statewide implementation of an integrated financial management system. The Department of Management Services, as designee of Governor, is responsible for coordinating these two initiatives with the various stakeholders throughout state government. Beginning in July 1999 monthly status reports were provided to the Governor, the Speaker of the House of Representatives and the Senate President. The first initiative was to implement a prototype integrated financial management system using an accelerated methodology and to provide a standard or basic set of business functions and the corresponding software and technical infrastructure on which to run them. All implementation responsibilities were outsourced to procure an accelerated implementation methodology. $3,927,500 and 6 positions were provided for the pilot. The objective of the prototype project was to demonstrate the potential of new business practices and pilot their usage at one site, and to demonstrate the potential of an integrated enterprise resource planning (ERP) software package. The prototype was a demonstration system only and it was not intended to replace the prototype site’s reliance on the current legacy systems. The prototype was used for "simulated production" and demonstration only. The prototype was not intended to be a template for statewide implementation. The prototype was demonstrated to the FFMIS Coordinating Council on January 21, 1999. Additional demonstrations of the IFMS Prototype (overview and more detailed sessions) were scheduled for the week of February 14, 2000. The functions implemented in the prototype system were many and varied. The focus was the core set of business functions supported by the existing legacy FFMIS subsystems but also it included some processes not currently automated and other processes currently supported by local systems or systems outside FFMIS such as fleet management and travel reimbursement. One of the significant lessons learned from the IFMS Prototype project was to not underestimate the training challenge for the State associated with the implementation of integrated financial management software. A significant lesson not yet learned from IFMS Prototype project relates to the State's ability to adopt enterprise-wide policies and standards for financial management and for system architecture. Linda Fuchs was the Project Coordinator for the IFMS Prototype initiative. Additional information about the prototype may be found at: http://fcn.state.fl.us/dms/hr/ifms_main.htm The second initiative was to develop a business practices study for replacing the State's current financial management systems and changing the State's associated financial management business practices. $1,750,000 and 6 positions were provided to the Department of Management Services for support and the contractual services necessary to develop the business case for changing the state's financial management practices. Additional funding was also available from the unspent appropriations for the FFMIS HR/P Project that was terminated on March 31, 1999. The business case study is to provide a recommendation for reengineering selected State business practices and enhancing or replacing the State’s current administrative systems. The State selected the KPMG consulting firm to conduct the study. The major activities of the business process reengineering portion of the study are as follows:
The major activities of the examination of the systems options include:
There were two major study deliverables: a preliminary report was published in October 1999 and the final report was scheduled for February 2000. Kevin Thompson was the Project Coordinator for the Business Practices Study (also known as the Business Case Study) initiative. Additional information about the Business Case Study may be obtained at:
The Governor's Recommended Budget for Fiscal Year 2000-2001 contains $12 million to implement Phase One of the IFMS option recommended in the business case study. Phase One includes preparation of detailed system requirements and process flows. The overall goal of the IFMS initiative is to use new technology to reduce government inefficiencies and costs and to provide better information to state government decision makers. The final business case study reports contains a recommendation that the State should pursue a best of breed approach using a combination of a single enterprise resources planning (ERP) commercial software package and using legacy systems for which the functionality exceeds the commercial software to replace the existing FFMIS subsystems. The business case study report also recommends that the State should pursue a dual track software selection and implementation strategy to accommodate, but not require, separate software packages for the State University System and the remainder of State government. The business process reengineering recommendations provide costs savings that will pay for the implementation of the new integrated financial management software. The business case study compiled a list of over 1,500 system requirements for a new integrated financial management system and it evaluated the current chart of accounts and developed a recommended model for a new chart of accounts. Some of the key findings and recommendations of the study8 are: Key Business Case Study Findings Themes
Business Case Study Key Recommendations In total, the business case study report makes 46 separate recommendations, which address major weaknesses with current processes. Among the goals are improving customer service, reducing costs, and reducing cycle times. The recommendations cluster around several themes. These themes and some of the reengineering recommendations associated with them are as follows:
The business case study report estimates the implementation process will require approximately 4 years to complete. However with proper planning, control, and approval, the State could begin the implementation in selected agencies 6 to 9 months earlier. Thus, implementation in the first agencies could be less than 3 years once the process begins. The estimated cost to implement commercial software to replace the FFMIS subsystems is between $250 and $300 million dollars. FFMIS Challenges If the FFMIS is not successful in addressing the three strategic issues within this plan the following events are likely to occur:
Information technology is changing the way that business is conducted all over the world. This is also true for State government and for FFMIS. The manner in which financial management information is delivered will change FFMIS applications and increasingly will capitalize on the ability to electronically transfer information among people and organizations. Technological advances now allow for more direct access to the State’s financial management information by citizens and for increased user self-service. As FFMIS moves ahead with the IFMS Program, the FMIB will need to adopt and consistently enforce financial management policy from a statewide perspective. In addition, the FMIB will need to adopt and consistently enforce data administration and information resource security standards from an enterprise-wide approach rather than from an individual functional owner subsystem approach. Robust data administration and security administration programs will be central to the FFMIS architecture and to the goal of enhancing public access to the State’s financial management data. It is vital that FFMIS be prepared with an integrated disaster recovery plan before disaster strikes to ensure that Florida’s government can continue to deliver essential services, even when faced with a disaster that damages or disrupts critical systems. FFMIS Vision The vision for FFMIS 5 – 7 years from Fiscal Year 2001/2006 includes the following concepts:
Endnotes
FFMIS Strategic Issue 1 The existing financial management systems and processes with which the State of Florida conducts payroll, human resources, purchasing, accounting, cash management and budgeting functions are not meeting the State’s needs. Strategic Goal 1.A To provide policy makers and state decision makers with timely and accurate financial information to plan and manage the State's resources efficiently and effectively. Indicators Number of special requests for information (baseline to be established) User satisfaction levels (baseline to be established) Number of financial statement qualifications Strategic Objective 1.A.1 By 06/30/04, the number of special requests by state agencies, the Executive Office of the Governor and the Legislative Branch for financial information reports will decrease by a percentage for each of the five FFMIS functional owner information subsystems. The reduction percentage for each of the five FFMIS functional owner information subsystems will be compared to the baseline level to be established during Fiscal Year 2000/2001. Projection Table
Strategic Objective 1.A.2 By 06/30/04, user satisfaction for timely and accurate financial information will not be less than 80 percent.
Projection Table
Strategic Objective 1.A.3 Through 06/30/05, maintain an overall favorable opinion by the Office of the Auditor General regarding the auditablilty and internal controls for the State’s financial management and administrative information systems. Projection Table
Strategic Goal 1.B To establish an integrated financial management information system that is cost effective and efficient to operate, maintain and use. Indicators: Number of staff (or staff hours) to support the existing system (baseline to be established). Number of staff (or staff hours) to support the existing system users (baseline to be established). User satisfaction levels (baseline to be established). Strategic Objective 1.B.1 By 06/30/04, the number of staff (or staff hours) necessary to provide support to the information resources component of the FFMIS functional owner information subsystems will decrease by 5 percent of the baseline level to be established during Fiscal Year 2000/2001.
Projection Table
Strategic Objective 1.B.2 By 06/30/05, the numbers of staff (or staff hours) necessary to provide support to the users of FFMIS functional owner information subsystems will not increase compared to the baseline level established during Fiscal Year 2000/2001. Projection Table
Strategies
Strategic Issue 2 The State does not have an enterprise-wide financial management system that integrates financial information and standardizes policies and information. Strategic Goal 2.A The State will transform its financial management systems and processes to realize integrated, enterprise-wide financial management policy and information. Indicators Number of FFMIS functional owner information subsystems with 100 percent compliance with State and FFMIS standards regarding data administration, information system development methodology, information resource security and system architecture. Number of executive branch agencies with 100 percent compliance with FFMIS financial statewide policies (baseline to be established). Number of state agency peripheral financial and administrative systems that are in use to supplement FFMIS functional owner information subsystems (baseline to be established) Strategic Objective 2.A.1 Maintain 100 percent compliance with State and FFMIS data administration, information system development methodology, and information resources security standards. Projection Table
Strategic Objective 2.A.2 By 06/30/04, the five FFMIS functional owner subsystems will achieve and maintain 100 percent compliance with the information systems standards, including but not limited to a chart of accounts, adopted by the Financial Management Information Board. Projection Table
Strategic Goal 2.B The State will transform its financial management systems and processes to realize enterprise-wide accurate, timely, cost-effective, auditable financial management information. Indicators Legislative Branch and Judicial Branch utilization of the Five FFMIS functional owner information subsystems (entities not required by law to use the system) Number of translation matrices (baseline to be established) Strategic Objective 2.B.1 Through 06/30/05, the Legislative Branch and Judicial Branch will continue to utilize FFMIS functional owner information subsystems for financial management activities. Projection Table
Strategic Objective 2.B.2 By 06/30/05, the number of data translation matrices for the transfer of data between FFMIS functional owner information subsystems will not increase compared to the baseline level to be established during Fiscal Year 2000/2001. Definition of Translation Matrices: Any file or data element that requires some modification to map between systems. Example: The Fund Code in LAS/PBS is 4 digits and in FLAIR it is 6 digits. Projection Table
Strategic Goal 2.C Ensure that mission critical information is secure and available to maintain continuous government services. Indicators Number of FFMIS functional owner information subsystems with tested disaster recovery plans Network security standards (firewalls, etc.) Number of unfavorable security compliance audits Unscheduled system "downtime" (baseline to be established) Strategic Objective 2.C.1 By 06/30/02, each of the five FFMIS functional owner information subsystems will have tested its' disaster recovery plan. Projection Table
Strategic Objective 2.C.2 By 06/30/02, each of the five FFMIS functional owner information subsystems will have the necessary network security standards in place (firewalls, etc.) to allow for use of the internet to conduct FFMIS transactions. Projection Table
Strategic Objective 2.C.3 Through 06/30/05, each FFMIS functional owner subsystem will maintain an overall favorable security compliance opinion by its agency’s Office of the Inspector General. Projection Table
Strategic Objective 2.C.4 By 06/30/05, each of the five FFMIS functional owner information subsystems unscheduled downtime will not increase compared to the baseline level established during Fiscal Year 2000/2001. Projection Table
Strategies
The State’s current financial management information systems are not positioned to rapidly respond to changes in business processes or technology. Strategic Goal 3.A Take advantage of current and future business process and technology opportunities. Indicators Benchmark comparisons to public sector (if available) and private sector business process standards (baseline to be established). Percent staff trained in use of new technologies and techniques to support financial management information business processes and systems. Percent staff trained regarding best business practices to support financial management information business processes and systems. Strategic Objective 3.A.1 By 06/30/04 each of the five FFMIS functional owner information subsystems will increase the percent of its staff trained in the use of new technologies and techniques by 30 percent compared to the baseline established during Fiscal Year 2000-2001. Projection Table
Strategic Objective 3.A.2 By 06/30/04 each of the five FFMIS functional owner information subsystems will increase the percent of its staff trained regarding best practices by 30 percent compared to the baseline established during Fiscal Year 2000-2001. Projection Table
Strategies
Appendices Explanation of Significant Modifications to 2000/2001 – 2004/2005 ASP There have been some adjustments in the FFMIS Strategic Plan from the 2000/2001 –2004/2005 version. However, most of the plan still has the same focus as the previous plan. The FFMIS Coordinating Council is continuing to improve and refine the plan based on the changing internal and external environment and the annual analysis of our strengths, weaknesses, opportunities and threats. Recent developments with the Florida Financial Management Information System and the findings of the two IFMS projects (prototype at the Public Service Commission and the Business Case Study) required adjustments to the plan for this issue. The Trends and Conditions statement has been updated to include new developments identified in our recent analysis of the internal and external environment. The wording of some of the Goals and Objectives have also been changed to reflect the current direction of the FFMIS agencies. The FFMIS Coordinating Council is still working with the five functional owner information subsystems on establishing baselines and measurements for each of the objectives and refining some of the strategies for the accomplishment of the objective. Agency Authorizing Statutes Sections 215.90 - 96, F.S. - Florida Financial Management Information System (FFMIS) Act. Sections 215.962 and 215.964, F.S. - FFMIS Coordinating Council Responsibilities for Card-based Technology 215.90 Short title.--Sections 215.90-215.96 may be cited as the "Florida Financial Management Information System Act." History.--s. 1, ch. 80-45; s. 19, ch. 97-286. 215.91 Legislative intent.-- (1) It is the intent of the Legislature that the executive branch of government, in consultation with the legislative fiscal committees, specifically design and implement the Florida Financial Management Information System to be the primary means by which state government managers acquire and disseminate the information needed to plan and account for the delivery of services to the citizens in a timely, efficient, and effective manner. (2) The Florida Financial Management Information System shall be a unified information system providing fiscal, management, and accounting support for state decisionmakers. It shall provide a means of coordinating fiscal management information and information that supports state planning, policy development, management, evaluation, and performance monitoring. The Florida Financial Management Information System shall be the primary information resource that provides accountability for public funds, resources, and activities. (3) The Financial Management Information Board shall provide the overall framework within which the Florida Financial Management Information System will operate. The board, through the Florida Financial Management Information System Coordinating Council, shall adopt policies and procedures to: (a) Strengthen and standardize the fiscal management and accounting practices of the state; (b) Improve internal financial controls; (c) Simplify the preparation of objective, accurate, and timely management and fiscal reports; and (d) Provide the information needed in the development, management, and evaluation of public policy and programs. (4) The council shall provide ongoing counsel to the board and act to resolve problems among or between the functional owner subsystems. The board, through the coordinating council, shall direct and manage the development, implementation, and operation of the information subsystems that together are the Florida Financial Management Information System. The coordinating council shall approve the information subsystems' designs prior to the development, implementation, and operation of the subsystems and shall approve subsequent proposed design modifications to the information subsystems subject to the guidelines issued by the council. The coordinating council shall ensure that the information subsystems' operations support the exchange of unified and coordinated data between information subsystems. The coordinating council shall establish the common data codes for financial management, and it shall require and ensure the use of common data codes by the information subsystems that together constitute the Florida Financial Management Information System. The Comptroller shall adopt a chart of accounts consistent with the common financial management data codes established by the coordinating council. The board, through the coordinating council, shall establish the financial management policies and procedures for the executive branch of state government. The coordinating council shall notify in writing the chairs of the legislative fiscal committees and the Chief Justice of the Supreme Court regarding the adoption of, or modification to, a proposed financial management policy or procedure. The notice shall solicit comments from the chairs of the legislative fiscal committees and the Chief Justice of the Supreme Court at least 14 consecutive days before the final action by the coordinating council. (5) The Florida Financial Management Information System and its functional owner information subsystems shall be compatible with the legislative appropriations system, and they shall be designed to support the legislative oversight function. The Florida Financial Management Information System and its functional owner information subsystems shall be unified with the legislative information systems that support the legislative appropriations and legislative oversight functions. The Florida Financial Management Information System and its functional owner information subsystems shall exchange information with the legislative information systems that support the legislative appropriations and legislative oversight functions without conversion or modification. Any information maintained by the Florida Financial Management Information System and its functional owner information subsystems shall be available, upon request, to the information systems of the legislative branch. (6) The Florida Financial Management Information System and its functional owner information subsystems shall be designed to incorporate the flexibility needed to respond to the dynamic demands of state government in a cost-conscious manner. The Florida Financial Management Information System shall include applications that will support an information retrieval system that will allow the user to ask general questions and receive accurate answers that include assessments concerning the qualifications of the data. (7) The Florida Financial Management Information System and each of its functional owner information subsystems shall strive to employ a common set of operations that make the system accessible to agency program managers and statewide decisionmakers. Data shall be easily transferred from the functional owner information subsystems to Florida Financial Management Information System applications and also among the functional owner information subsystems. The functional owner information subsystems shall identify shared data-gathering needs in order to minimize the duplications of source-entry input. The coordinating council shall ensure that all organizations within the executive branch of state government have access to and use the Florida Financial Management Information System for the collection, processing, and reporting of financial management data required for the efficient and effective operation of state government. (8) The Florida Financial Management Information System, through its functional owner subsystems, shall include a data-gathering and data-distribution facility that will support a management and decisionmaking information system that collects and stores agency and statewide financial, administrative, planning, and program information to assist agency program managers and statewide decisionmakers in carrying out their responsibilities. History.--s. 1, ch. 80-45; s. 20, ch. 97-286. 215.92 Definitions.— For the purposes of ss. 215.90-215.96: (1) "Auditable" means the presence of features and characteristics that are needed to verify the proper functioning of controls in any given information subsystem. (2) "Board" means the Financial Management Information Board. (3) "Coordinating council" or "council" means the Florida Financial Management Information System Coordinating Council. (4) "Data or data code" means representation of facts, concepts, or instructions in a formalized manner suitable for communication, interpretation, or processing by humans or by automatic means. The term includes any representations such as characters or analog quantities to which meaning is, or might be, assigned. (5) "Design and coordination staff" means the personnel responsible for providing administrative and clerical support to the board, coordinating council, and secretary to the board. The design and coordination staff shall function as the agency clerk for the board and the coordinating council. For administrative purposes, the design and coordination staff are assigned to the Department of Banking and Finance but they are functionally assigned to the board. (6) "Functional owner" means the agency, or that part of the judicial branch, which has the legal responsibility to design, implement, and operate an information subsystem as provided by ss. 215.90-215.96. (7) "Functional system specifications" means the detailed written description of an information subsystem. These specifications are prepared by the functional owner of the system; describe, in the functional owner's language, what an information subsystem is required to do; and describe the features, characteristics, controls, and internal control measures to be incorporated into the information subsystem. Such specifications are the basis for the preparation of the technical system specifications by the functional owner. (8) "Information system" means a group of interrelated information subsystems. (9) "Information subsystem" means the entire collection of procedures, equipment, and people devoted to the generation, collection, evaluation, storage, retrieval, and dissemination of data and information within an organization or functional area in order to promote the flow of information from source to user. History.--s. 1, ch. 80-45; s. 28, ch. 92-142; s. 21, ch. 97-286. 215.93 Florida Financial Management Information System.-- (1) To provide the information necessary to carry out the intent of the Legislature, there shall be a Florida Financial Management Information System. The Florida Financial Management Information System shall be fully implemented and shall be upgraded as necessary to ensure the efficient operation of an integrated financial management information system and to provide necessary information for the effective operation of state government. Upon the recommendation of the coordinating council and approval of the board, the Florida Financial Management Information System may require data from any state agency information system or information subsystem or may request data from any judicial branch information system or information subsystem that the coordinating council and board have determined to have statewide financial management significance. Each functional owner information subsystem within the Florida Financial Management Information System shall be developed in such a fashion as to allow for timely, positive, preplanned, and prescribed data transfers between the Florida Financial Management Information System functional owner information subsystems and from other information systems. The principal unit of the system shall be the functional owner information subsystem, and the system shall include, but shall not be limited to, the following: (a) Planning and Budgeting Subsystem. (b) Florida Accounting Information Resource Subsystem. (c) Cash Management Subsystem. (d) Purchasing Subsystem. (e) Cooperative Personnel Employment Subsystem. (2) Each information subsystem shall have a functional owner, who may establish additional functions for the subsystem unless specifically prohibited by ss. 215.90-215.96. However, without the express approval of the board upon recommendation of the coordinating council, no functional owner nor any other agency shall have the authority to establish or maintain additional subsystems which duplicate any of the information subsystems of the Florida Financial Management Information System. Each functional owner shall solicit input and responses from agencies utilizing the information subsystem. Each functional owner may contract with the other functional owners for assistance in the design, development, and implementation of their information systems and subsystems. Each functional owner shall include in its information subsystem functional specifications the data requirements and standards of the Florida Financial Management Information System as approved by the board. Each functional owner shall establish design teams that shall plan and coordinate the design and implementation of its subsystem within the framework established by the board. The design teams shall assist the design and coordination staff in carrying out the duties assigned by the board or the coordinating council. The coordinating council shall review and approve the work plans for these projects. (3) The Florida Financial Management Information System shall include financial management data and utilize the chart of accounts approved by the Comptroller. Common financial management data shall include, but not be limited to, data codes, titles, and definitions used by one or more of the functional owner subsystems. The Florida Financial Management Information System shall utilize common financial management data codes. The council shall recommend and the board shall adopt policies regarding the approval and publication of the financial management data. The Comptroller shall adopt policies regarding the approval and publication of the chart of accounts. The Comptroller's chart of accounts shall be consistent with the common financial management data codes established by the coordinating council. Further, all systems not a part of the Florida Financial Management Information System which provide information to the system shall use the common data codes from the Florida Financial Management Information System and the Comptroller's chart of accounts. Data codes that cannot be supplied by the Florida Financial Management Information System and the Comptroller's chart of accounts and that are required for use by the information subsystems shall be approved by the board upon recommendation of the coordinating council. However, board approval shall not be required for those data codes specified by the Auditor General under the provisions of s. 215.94(6)(c). (4) The Florida Financial Management Information System shall be designed, installed, and operated in a fashion compatible with the legislative appropriations system. (5) Functional owners are legally responsible for the security and integrity of all data records existing within or transferred from their information subsystems. Each agency and the judicial branch shall be responsible for the accuracy of the information entered into the Florida Financial Management Information System. History.--s. 1, ch. 80-45; s. 17, ch. 83-215; s. 29, ch. 92-142; s. 153, ch. 92-279; s. 55, ch. 92-326; s. 22, ch. 97-286. 215.94 Designation, duties, and responsibilities of functional owners.-- (1) The Executive Office of the Governor shall be the functional owner of the Planning and Budgeting Subsystem, which shall be designed, implemented, and operated in accordance with the provisions of ss. 215.90-215.96 and chapter 216. The Planning and Budgeting Subsystem shall include, but shall not be limited to, functions for: (a) Development and preparation of agency and judicial branch budget requests. (b) Analysis and evaluation of agency and judicial branch budget requests and alternatives. (c) Controlling and tracking the allocation of appropriations, approved budget, and releases. (d) Performance-based program budgeting compliance evaluations, as provided in the legislative budget instructions pursuant to s. 216.023(3). (2) The Department of Banking and Finance shall be the functional owner of the Florida Accounting Information Resource Subsystem established pursuant to ss. 11.46, 17.03, 216.141, and 216.151 and further developed in accordance with the provisions of ss. 215.90-215.96. The subsystem shall include, but shall not be limited to, the following functions: (a) Accounting and reporting so as to provide timely data for producing financial statements for the state in accordance with generally accepted accounting principles. (b) Auditing and settling claims against the state. (3) The Treasurer shall be the functional owner of the Cash Management Subsystem. The Treasurer shall design, implement, and operate the subsystem in accordance with the provisions of ss. 215.90-215.96. The subsystem shall include, but shall not be limited to, functions for: (a) Recording and reconciling credits and debits to treasury fund accounts. (b) Monitoring cash levels and activities in state bank accounts. (c) Monitoring short-term investments of idle cash. (d) Administering the provisions of the Federal Cash Management Improvement Act of 1990. (4) The Department of Management Services shall be the functional owner of the Purchasing Subsystem. The department shall design, implement, and operate the subsystem in accordance with the provisions of ss. 215.90-215.96. The subsystem shall include, but shall not be limited to, functions for commodity and service procurement. (5) The Department of Management Services shall be the functional owner of the Cooperative Personnel Employment Subsystem. The department shall design, implement, and operate the subsystem in accordance with the provisions of ss. 110.116 and 215.90-215.96. The subsystem shall include, but shall not be limited to, functions for: (a) Maintenance of employee and position data, including funding sources and percentages and salary lapse. The employee data shall include, but not be limited to, information to meet the payroll system requirements of the Department of Banking and Finance and to meet the employee benefit system requirements of the Department of Management Services. (b) Recruitment and examination. (c) Time reporting. (d) Collective bargaining. (6)(a) The Auditor General shall be advised by the functional owner of each information subsystem as to the date that the development or significant modification of its functional system specifications is to begin. (b) Upon such notification, the Auditor General shall participate with each functional owner to the extent necessary to provide assurance that: 1. The accounting information produced by the information subsystem adheres to generally accepted accounting principles. 2. The information subsystem contains the necessary controls to maintain its integrity, within acceptable limits and at an acceptable cost. 3. The information subsystem is auditable. (c) The Auditor General shall specify those additional features, characteristics, controls, and internal control measures deemed necessary to carry out the provisions of this subsection. Further, it shall be the responsibility of each functional owner to install and incorporate such specified features, characteristics, controls, and internal control measures within each information subsystem. (7) The Auditor General shall provide to the board and the coordinating council the findings and recommendations of any audit regarding the provisions of ss. 215.90-215.96. History.--s. 1, ch. 80-45; s. 30, ch. 92-142; ss. 85, 154, ch. 92-279; s. 55, ch. 92-326; s. 23, ch. 97-286; s. 100, ch. 99-255. 215.95 Financial Management Information Board.-- (1) There is created, as part of the Administration Commission, the Financial Management Information Board. The board shall be composed of the Governor, the Comptroller, and the Treasurer. The Governor shall be chair of the board. The Governor or the Comptroller may call a meeting of the board at any time the need arises. (2) To carry out its duties and responsibilities, the board shall by majority vote: (a) Adopt rules pursuant to ss. 120.536(1) and 120.54 to implement the Florida Financial Management Information System. (b) Oversee the actions of the coordinating council and issue orders to executive branch agencies to enforce implementation of and compliance with provisions relating to the Florida Financial Management Information System. (c) Manage and oversee the development of the Florida Financial Management Information System in such a fashion including, but not limited to, ensuring compatibility and integration with the Legislative Appropriations System. (d) By March 1 of each year, approve a strategic plan pursuant to the requirements set forth in s. 186.022(9). History.--s. 1, ch. 80-45; s. 1156, ch. 95-147; s. 24, ch. 97-286; s. 24, ch. 98-200. 215.96 Coordinating council and design and coordination staff.-- (1) The Comptroller, as chief fiscal officer of the state, shall establish a coordinating council to function on a continuing basis. The coordinating council shall review and recommend to the board solutions and policy alternatives to ensure coordination between functional owners of the various information subsystems described in ss. 215.90-215.96 to the extent necessary to unify all the subsystems into a financial management information system. (2) The coordinating council shall consist of the Comptroller; the Treasurer; the secretary of the Department of Management Services; and the Director of Planning and Budgeting, Executive Office of the Governor, or their designees. The Comptroller, or his or her designee, shall be chair of the coordinating council, and the design and coordination staff shall provide administrative and clerical support to the council and the board. The design and coordination staff shall maintain the minutes of each meeting and shall make such minutes available to any interested person. The Auditor General, the State Courts Administrator, an executive officer of the Florida Association of State Agency Administrative Services Directors, and an executive officer of the Florida Association of State Budget Officers, or their designees, shall serve without voting rights as ex officio members on the coordinating council. The chair may call meetings of the coordinating council as often as necessary to transact business; however, the coordinating council shall meet at least once a year. Action of the coordinating council shall be by motion, duly made, seconded and passed by a majority of the coordinating council voting in the affirmative for approval of items that are to be recommended for approval to the Financial Management Information Board. (3) The coordinating council, assisted by the design and coordination staff, shall have the following duties, powers, and responsibilities pertaining to the Florida Financial Management Information System: (a) To conduct such studies and to establish committees, workgroups, and teams to develop recommendations for rules, policies, procedures, principles, and standards to the board as necessary to assist the board in its efforts to design, implement, and perpetuate a financial management information system, including, but not limited to, the establishment of common data codes, the development of integrated financial management policies that address the information and management needs of the functional owner subsystems, and the development of a strategic plan pursuant to the requirements set forth in s. 186.022(9). The coordinating council shall make available a copy of the approved plan in writing or through electronic means to each of the coordinating council members, the fiscal committees of the Legislature, and any interested person. (b) To recommend to the board solutions, policy alternatives, and legislative budget request issues that will ensure a framework for the timely, positive, preplanned, and prescribed data transfer between information subsystems and to recommend to the board solutions, policy alternatives, and legislative budget request issues that ensure the availability of data and information that support state planning, policy development, management, evaluation, and performance monitoring. (c) To report to the board all actions taken by the coordinating council for final action. (d) To review the annual work plans of the functional owner information subsystems by October 1 of each year. The review shall be conducted to assess the status of the Florida Financial Management Information System and the functional owner subsystems in regard to the provisions of s. 215.91. The coordinating council, as part of the review process, may make recommendations for modifications to the functional owner information subsystems annual work plans. History.--s. 1, ch. 80-45; s. 1, ch. 82-46; s. 9, ch. 83-92; s. 2, ch. 87-137; ss. 1, 2, 3, ch. 89-2; s. 5, ch. 91-429; s. 86, ch. 92-279; s. 55, ch. 92-326; s. 11, ch. 94-226; s. 1508, ch. 95-147; s. 25, ch. 97-286; s. 25, ch. 98-73; s. 85, ch. 99-2. 215.962 Standards for state agency use of card-based technology.— Each state agency that uses a card that relies on the electronic reading and use of information encoded in the card must comply with the following standards unless an exception is granted by the Florida Fiscal Accounting Management Information System Coordinating Council. The council shall follow the notice, review, and exception procedures in s. 216.177 prior to granting an exception. These standards apply whether the card is used for electronic transfer of benefits, identification, or other purposes. (1) Card-based technology must conform to standards of the American National Standards Institute. (2) Each card must contain the digital photographic image of the person to whom it is issued. (3) If the card is issued for purposes of financial transactions, it must be readable and usable by a portion of point-of-sale devices that are sufficient to guarantee reasonable access to benefits and services for card users. (4) Cards must contain the words "State of Florida" to identify the card as being issued by the state. (5) A single-purpose card may not be procured or issued. (6) Provision must be made in all card-based technology, whether developed by the issuing agency or procured by contract, for migration to advanced systems, in order to keep pace with card-based technology. History.--s. 16, ch. 97-241. 215.964 Process for acquisition of commodities or services that include the use of card-based technology.-- (1) Whenever any state agency intends to issue a bid, request for proposals, or contract in any manner to acquire commodities or services that include the use of card-based technology and will require the agency to expend more than the threshold amount provided in s. 287.017 for CATEGORY FIVE, such acquisition documentation must be submitted to the Florida Fiscal Accounting Management Information System Coordinating Council for approval prior to issuance. The Florida Fiscal Accounting Management Information System Coordinating Council shall consider whether the proposed transaction is structured to encourage vendor competition, cooperation among agencies in the use of card-based technology, and other financial terms and conditions that are appropriate with regard to the nature of the card-based technology application being acquired. (2) Nothing contained in this act shall be construed to prohibit an agency from continuing to use a card-based technology system that was lawfully acquired before the effective date of this act unless specifically directed otherwise in the General Appropriations Act. (3) An extension or renewal of an existing contract in any manner for commodities or services that include the use of card-based technology and will require the agency to expend more than the threshold amount provided in s. 287.017 for CATEGORY FIVE, is subject to the provisions of subsection (1). History.--s. 17, ch. 97-241. FFMIS Information Resource Management Projects Section 186.021, Florida Statutes requires that each state agency strategic plan must identify infrastructure needs, capital improvement needs, and information resources management projects or initiatives that involve more than one agency, that have an outcome that impacts another agency, or that exceed $500,000 in total cost over a 1-year period. Below is a list of the information resource management projects that meet the above criteria. Department of Banking and Finance (extract from the Department of Banking and Finance Agency Strategic Plan) FLAIR Replacement Project The Department is working with the FFMIS Coordinating Council to replace the Department’s FLAIR subsystem. The Department and FFMIS plan to replace the existing system. This project will affect all state government agencies. Florida Single Audit Act The Department is working to modify FLAIR to accommodate the provisions of the Florida Single Audit Act. Electronic Funds Transfer (EFT) and Electronic Data Interchange (EDI) The Department is working on an electronic invoicing and payment system to exchange information electronically and to reduce paperwork and processing costs. Department of Insurance There are no information resource management projects that meet the above criteria. Executive Office of the Governor There are no information resource management projects that meet the above criteria. Department of Management Services (extracts for selected projects from the Department of Management Services Agency Strategic Plan) COPES & SPURS COPESView Datbase Enhancements COPESview provides personnel information directly to agency systems to allow the manipulation of data, queries for special reports, and the display of summary personnel information. This database continues to be tuned, and expanded to support reporting needs and fact based management goals for all state agencies. Interfaces with other applications to eliminate the need to maintain the same information in multiple databases and provides for consistent, up-to-date delivery of human resource information. COPESView Direct A web-based application that will use the COPESview database to deliver reporting options via the web. COPES Web Development for Improved Customer Service and Paper Reduction COPES DIRECT, a web site, is being developed to make information available via the Intranet, to aid in paper reduction, training and better communication to the COPES users. COPES Web Development for Distribution of Functionality and Reports and Paper Reduction Browser based transactions and reports are being developed to provide COPES data to the users via the Intranet. Most of these transactions provide functionality that does not exist in the mainframe environment. Standard reports will be available via the web. These reports are parameter driven based on the users selection criteria and have drill down features. The electronic delivery of these reports will allow them to be viewed, saved, cut & pasted into other documents, printed at the user’s LAN printer or deleted and re-run if needed. EmployeeDIRECT EmployeeDIRECT will provide employees with various information via the Intranet. This web site pulls links that are of interest to employees, together in one location. The employee’s personal and leave information will be available for them to review. Where appropriate, the employee will be provided the ability to update their personnel information, such as phone numbers and emergency contact information. DMS and DBF are working together to develop a solution for providing the employee their earnings statement electronically. Various statewide forms will be made available electronically. Electronic processes will be developed to improve services to employees, aid the Personnel Offices and other organizations and to facilitate paper reduction. Re-write COPES Security System The COPES security system was developed with physical security features, i.e. the actual workstation that the user enters data must be known to the security system and is validated when the user signs on. Today’s technology and mobile workforce would be better served with changing the security system to utilize User ID’s and Passwords to authenticate a user. The Auditor General has also recommended that changes be made to the security system to eliminate the physical security. Competency Based System (CBS) CBS provides the management tools necessary for implementing a uniform human resource system, using competencies as the foundation to effectively and equitably manage the State of Florida's human resources. Electronic Procurement Initiative – an umbrella strategy, covering various information technology implementations. Listed below are the current projects: Strategy Description: The deployment of Electronic Commerce is a high-level governmental policy issue, which requires the sharing of data and resources among state agencies. Electronic Commerce involves many different technologies, including software, hardware, databases, and networking protocols, which automate business processes and foster paperless business transactions. DMS has been working in partnership with the Department of Banking and Finance and other State agencies, vendors, and trading partners to further develop the required Electronic Commerce infrastructure. The Electronic Commerce initiative is an umbrella strategy, covering various information technology implementations. Another type of implementation strategy is Web-based credit card merchant transactions. DMS is now working on this strategy to insure secure payment services for credit card transactions. There are also a number of web-based applications that streamline purchasing processes and provide more efficient service delivery. State Purchasing Card Conducted jointly with the Comptroller's Office, the purchasing card is a credit card for state agencies and local governments to use to streamline the process of small dollar purchases and payments. State Fleet Card Standardized gas card readily acceptable by all major oil companies. Streamlines paperwork and will enable fuel purchase information to be captured in Equipment Management Information System (EMIS). SNAPS Agreements An Oracle relational database that provides customers with a quick desktop query tool to identify the products and the vendors who sell them. Electronic State Term Contracts Currently a text based query application that is being converted to an Oracle relational database application. Electronic Requisition Initiative A web-based electronic requisition component featuring requisition creation with electronic approvals, tracking and routing. Electronic Data Interchange (EDI) of Purchase Orders The existing SPURS mainframe operational system is being modified to pass standard EDI purchase order transaction sets to approved EDI trading partners. Statewide Vendor Registration and Commodity File Initiative A reverse engineering of the Statewide Vendor Registration and Commodity File to allow agencies to sort by commodity or service and obtain a list of vendor who provide that commodity or service. Will also allow vendors to register on-line. Vendor Bid System On-line bid advertisement and notification to vendors who wish to sell their products and services to the State of Florida. FFMIS Organization TABLE 1
Glossary ACH - Automated Clearing House. ACH origination is a quicker, less expensive method of processing regular recurring payments such as credit card or loan payments. Instead of using share drafts or checks, payment information is transmitted electronically through computers from one institution to another. The Automated Clearing House (ACH) acts as the "middle man" between institutions. Architecture - A series of guidelines, principles, or rules used by an organization to govern and direct the process of acquiring, building, interfacing with and modifying technology resources throughout the organization. These resources can include, but are not limited to, processing and network hardware, software, application development methodologies, communication protocols, database systems, user interfaces, modeling tools, organizational structures, decision-making processes, and more. The architecture will guide the actions of the FFMIS Coordinating Council and the FFMIS functional owner information subsystems in developing and maintaining the IFMS Program. Auditor General - An ex officio non-voting member of the FFMIS Coordinating Council. Card-based Technology - The technology associated with the use of a card that relies on the electronic reading and use of encoded information. These cards are often referred to as "smart-cards". CMS – Cash Management Subsystem of the FFMIS. The Department of Insurance is the functional owner of CMS. COPES - Cooperative Personnel Employment Subsystem of the FFMIS. The Department of Management Services is the functional owner of COPES. COTS – Commercial-off-the-shelf software. Data Warehouse - A database, often remote, which contains recent snapshots of corporate data. Planners and researchers can use this database freely without worrying about slowing down day-to-day operations of the production database. Sometimes also referred to as an information warehouse. Decision support system - Software used to aid management decision making, typically relying on a decision support database. A database from which data is extracted and analyzed statistically (but not modified) in order to inform business or other decisions. This is in contrast to an operational database that is being continuously updated. For example, a decision support database might provide data to determine the average salary of different types of workers, whereas an operational database containing the same data would be used to calculate pay check amounts. Often, decision support data is extracted from operation databases. Department of Banking and Finance - The functional owner of the Florida Accounting Information Resource (FLAIR) Subsystem of the FFMIS. The Comptroller or his or her designee is one of the four voting members of the FFMIS Coordinating Council. Department of Insurance and Treasurer - The functional owner of the Cash Management Subsystem of the FFMIS. The Treasurer or his or her designee is one of the four voting members of the FFMIS Coordinating Council. Department of Management Services - The functional owner of the Purchasing Subsystem (SPURS) and the Cooperative Personnel Employment Subsystem (COPES) of the FFMIS. The Secretary of the Department of Management Services or his or her designee is one of the four voting members of the FFMIS Coordinating Council. Executive Branch - One of the three branches of Florida state government. The other two branches are the legislative and the judicial. The provisions of the FFMIS legislation apply to only state agencies within the executive branch. The principal officials of the executive branch are the Governor and the elected six member Cabinet. The executive branch, with the Governor as its chief, administers the laws made the legislature. The Cabinet shares some of the executive power and responsibilities with the Governor. EDI – Electronic Data Interchange. EDI is the universal file format that allows businesses to process electronic transactions. The establishment of EDI standards and protocols has allowed the State to begin exchanging information and data with financial institutions. ERP - Enterprise resource planning, a business management system that integrates all facets of the business, including planning, manufacturing, sales, and marketing. Executive Office of the Governor - The functional owner of the Planning and Budgeting subsystem (LAS/PBS) of the FFMIS. The Director of the Office of Policy and Budget or his or her designee is one of the four voting members of the FFMIS Coordinating Council. Executive Information System (EIS) - A data processing system that is designed for the top executive of an organization, featuring drill-down analysis and trend analysis. Expert System - A computer program that contains a knowledge base and a set of algorithms or rules that infer new facts from knowledge and from incoming data. An expert system is an artificial intelligence application that uses a knowledge base of human expertise to aid in solving problems. The degree of problem solving is based on the quality of the data and rules obtained from the human expert. Expert systems are designed to perform at a human expert level. In practice, they will perform both well below and well above that of an individual expert. The expert system derives its answers by running the knowledge base through an inference engine, a software program that interacts with the user and processes the results from the rules and data in the knowledge base. Expert systems are used in applications, such as medical diagnosis, equipment repair, investment analysis, financial, estate and insurance planning, route scheduling for delivery vehicles, contract bidding, counseling for self-service customers, production control and training. Extension – A feature or piece of code which extends a program's functionality, e.g. a plug-in. FASAASD - The Florida Association of State Agency Administrative Services Directors. A representative from FASAASD is an ex officio non-voting member of the FFMIS Coordinating Council. FASBO - The Florida Association of State Budget Officers. A representative from FASBO is an ex officio non-voting member of the FFMIS Coordinating Council. FFMIS - The Florida Financial Management Information System which is established pursuant to Sections 215.90-96, Florida Statutes. FFMIS Design and Coordination Unit - The staff for the FFMIS Coordinating Council and the Financial Management Information Board. For administrative purposes, the FFMIS Design and Coordination Staff are assigned to the Department of Banking and Finance but they are functionally assigned to the Financial Management Information Board. Financial Management Information Board (FMIB) - The FFMIS governing organization established in Section 215.95, Florida Statutes. The board is composed of the Governor, the Comptroller, and the Treasurer. The Governor is the chair and either the Governor or the Comptroller may call a meeting of the board. Financial Project – A "proof-of-concept" pilot project to replace the State’s current accounting, purchasing, and cash management systems with commercially-developed and supported software. FLAIR - The Florida Accounting Information Resource Subsystem of the FFMIS. Formerly known as the State Automated Management Accounting System (SAMAS). The Department of Banking and Finance is the functional owner of FLAIR. Florida Financial Management Information System - The FFMIS was established pursuant to Sections 215.90-96, Florida Statutes. The FFMIS is an executive branch unified information system providing fiscal, management, and accounting support for State decision-makers. FFMIS is designed to provide a means of coordinating fiscal management information and information that supports State planning, policy development, management, evaluation, and performance monitoring. The FFMIS is the primary information resource that provides accountability for public funds, resources, and activities. The FFMIS includes the following five functional owner information subsystems: COPES, SPURS, FLAIR, CMS, and LAS/PBS. FFMIS Coordinating Council - An organization established by Section 215.96, Florida Statutes, which is responsible for recommending solutions and policy alternatives to the Financial Management Information Board. The recommended solutions and policy alternatives are to ensure coordination among the FFMIS functional owner information subsystems. The Comptroller or his or her designee is the chair of the FFMIS Coordinating Council. The FFMIS Coordinating Council consists of four voting members or their designees as follows: the Comptroller, the Treasurer, the Secretary of the Department of Management Services, and the Director of the Office of Policy and Budget. The FFMIS Coordinating Council also includes four non-voting ex officio members or their designees: the Auditor General, State Courts Administrator, an executive officer of the FASAASD, and an executive officer of FASBO. Functional Owner - The agency which has the legal responsibility to design, implement, and operate an information subsystem provided by ss. 215.90-215.96, Florida Statutes. Functional Owner Subsystem - The FFMIS Subsystems provided by ss. 215.93 and 215.94, Florida Statutes. The FFMIS Subsystems are: (1) Planning and Budgeting (LAS/PBS); (2) Florida Accounting Information Resource (FLAIR); (3) Cash Management (CMS); (4) Purchasing (SPURS); (5) Cooperative Personnel Employment (COPES). HR/P Project - The State of Florida is conducting a "proof-of-concept" pilot project to replace the State’s current human resources and payroll systems with commercially-developed and supported software. The pilot will involve implementing the new system in 3-6 agencies and/or universities to replace their use of COPES and other personnel systems. Key functions being sought in the payroll; EEO / AAP; applicant management; benefits; position and rate control; training and development; compensation; health and safety; employee and labor relations; time and attendance; collective bargaining; ad hoc query and decision support. In addition to new software to support these functions, business process redesign will be used to improve practices and procedures as appropriate. If successful, this concept of using commercial software will be employed for other enterprise-wide administrative systems. IFMS - The Florida Financial Management System (FFMIS) Coordinating Council has initiated a program to implement an enterprise-wide integrated financial management system (IFMS). The program’s goal is to eventually replace all of the existing statewide FFMIS accounting, purchasing, human resources, payroll and budgeting subsystems with purchased integrated financial management software. IFMS Program Charter - The purpose of the Program Charter is to establish and document the IFMS program management, support, control, and oversight functions. The Charter is the cornerstone that supports the organization where project functions and activities across existing organizational boundaries. It describes the structured approach, tasks, and associated support procedures required supporting the project. The Program Charter documents:
LAS/PBS - The Legislative Appropriations System and the Planning and Budgeting Subsystem of the FFMIS. The FFMIS Act (Section 215.94, F.S.) establishes the Executive Office of the Governor as the functional owner of the LAS/PBS. Each year the Legislature contracts with the EOG for the design, development, and operation of the LAS/PBS. The contract between the Legislature and the EOG, known as the Memorandum of Agreement, is renewed on a fiscal year basis. Contract managers are the Director of the Office of Policy and Budget (OPB), and the staff directors of the House Fiscal Responsibility Council and the Senate Ways and Means Committee. LBR - The legislative budget request prepared according to the provisions of Chapter 216, F.S. Legacy system - A computer system or application program which continues to be used because of the prohibitive cost of replacing or redesigning it and despite its poor competitiveness and compatibility with modern equivalents. The implication is that the system is large, monolithic and difficult to modify. OLAP – On-line analytical processing. A category of database software which provides an interface such that users can transform or limit raw data according to user-defined or pre-defined functions, and quickly and interactively examine the results in various dimensions of the data. OLAP primarily involves aggregating large amounts of diverse data. OLAP can involve millions of data items with complex relationships. Its objective is to analyze these relationships and look for patterns, trends, and exceptions. Office of Policy and Budget (OPB) - The organization within the Executive Office of the Governor responsible for assisting the Governor in carrying out his responsibilities as the State’s chief planning and budgeting officer. Outsource - Paying another organization to provide services which an organization might otherwise have employed its own staff to perform, e.g. software development. Performance-based Program Budgeting - The budgeting process within Chapter 216, Florida Statutes, established by the Government Performance and Accountability Act of 1994. Purchasing Card Program - An electronic purchasing and payment process to acquire goods and services more quickly and easily than using traditional purchasing methods. The State of Florida has contracted with a financial institution to administer the Visa Purchasing Card Program. SAMAS - The State Automated Management Accounting subsystem of the FFMIS. SAMAS was the name of the statewide accounting system from 1980-1997. Chapter 97-286, Florida Statutes, renamed SAMAS to FLAIR. The Department of Banking and Finance is the functional owner of FLAIR (SAMAS). SPURS - The State Purchasing Subsystem of the FFMIS. The Department of Management Services is the functional owner of SPURS. State Courts System Administrator - an ex officio non-voting member of the FFMIS Coordinating Council. Part 1. Summary of IRM Projects Within the ASP by Strategic Goal
PART 3. How Agency IRM Projects (or Board/Council Strategic Goals) Within the ASP Support the Strategic State Goals in the State Annual IRM Report
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