Florida

1. Florida

2. Scorecard Summary: <Current Quarter>

3. Scorecard Supporting Comments • Quarter Highlights • Trends from prior quarter and YTD progress • Key Quarter Accomplishments • Key actions from prior quarter that impacted metrics • Upcoming Focus Areas • Areas and initiatives for focus in the upcoming quarter to affect metrics that need attention

4. Scorecard Interpretation • The Procurement Balanced Scorecard includes a legend that helps to quickly identify current progress against targets as well as trends from previous quarters • As we move forward, and to align with the executive team’s preference, metrics can be removed at the Executive Summary Level view, but continue to be tracked at the “Tab 2: Metric Details” level of the monthly scorecard spreadsheet • This allows the DMS executive team to have a dashboard that highlights key metrics at a summary level, yet retain the detail (if needed) of additional supporting metrics

5. Scorecard Delivery The Scorecard will be delivered quarterly and will include three tabs that include a varying level of detail. Tab 1: Executive Summary Tab 2: Metric Details Tab 3: Metric Calculation Definitions

6. Scorecard Delivery

7. Georgia

8. Georgia’s State Purchasing DivisionPerformance Metrics Program • Formalized Process • Monthly Performance Metric Meeting • 1st Thursday of Every Month • 24 Measurable Objectives • Pcard Profitability & Productivity- 4 • Process Improvement Productivity- 9 • Training Productivity- 7 • Contract Profitability & Productivity- 4 • Graph based Trend Analysis • Previous FY Results • Current FY Goals • Graph Periodic Measurement (i.e. monthly, quarterly)

9. Process Improvement • PCard • Profitability- Spend, Card Use, Rebates • Productivity- Marketplace Interaction • Process Improvement • Contract Compliance Audits • Card Audits: Purchase & Fuel • Training • Coursework Activity: on-site & distance • State Procurement Certification • Supplier Training

10. Strategic Sourcing • Profitability • Statewide Contract Spend & Fees • Local Government • Small Business • Convenience • Savings & Benefits • Forecasted • Contracted • Actual • Productivity • Cycle Time- Statewide & Agency • Days • Hours- Replicon

11. Management Information System Replicon- web based time collection • Captures Direct Hours Only • Statewide & Agency Sourcing Events • Statewide Contract Management • Pinpoints Cost of Procurement Effort • Enhances Profitability & Productivity Stats • Office Supplies • took 9.6 Months / saved $10,989,974 • Spend $28,363,969 / Fees $1,843,658 • Replicon • 1,217 hours to source (152 days) / $63,833 • Spent 604 hours managing / $32,334 • Office Supplies • Deep Dive Statistics • Resources • $96K (3.7%) of Budget • 0.64 FTEs to Source • 0.32 FTEs to Manage • Profitability • Mgmt Cost vs Fees 1 : 57 • Source vs Save 1 : 172 • 3.7% Budget yields 14% Fees

12. Texas

13. South CarolinaAccountability Measures

14. I. Major achievements from past year (examples from FY2011-12 report) • Awarded over 1,000 contracts valued at $1.2 billion during the fiscal year • Documented Pre-Award and In-Contract negotiated savings of approximately $11.5 million, accomplishments which require direct action by the assigned procurement manager to leverage better pricing than that originally offered. Savings are based upon the Benchmarks established by NASPO. • Administered more than 3,900 contracts valued in excess of $7.89 billion during the fiscal year

15. II. Key strategic goals for the present and future years • Describe your strategic goals for fiscal year 2011-12, and future strategic goals. • Development of a Contract Management unit to provide direct contract administration, oversight and enterprise-wide strategic planning across both the Information Technology and State Procurement Offices.

16. III. Strategic Challenges • Describe any strategic challenges your program faced in the past fiscal year. Also, include any expected future challenges. • Our ability to retain and/or replace staff when needed remains a concern even after our new hires begin work due to historic salary deficiencies compared to other state agencies and the private sector. Each vacancy presents challenges in meeting our customers’ expectations. Training new staff members initially drains resources normally allocated to managing and processing work.

17. IV. Stakeholder Groups • List interaction between stakeholder groups, partners, etc. • Provided training to procurement officers and other agency officials who authorize, process, or review procurements through the ‘MMO Business Practices’ and ‘Contract Administration’ classes. MMO Business Practices focuses on agency customer interaction with the central procurement offices of the Procurement Services Division. Contract Administration focuses on a “cradle-to-grave” approach to developing effective contract structures that will be more efficient to manage in the post-award phase.

18. NASPO Benchmarks Worksheet • Spreadsheet includes three tabs for three distinct categories of cost avoidance. • Procurement • Pre-Award, and • In-Contract

19. Procurement • This is cost avoidance measured by calculating the average of all bids received as compared to the awarded amount. The net difference determines the amount of cost avoidance. • If under a term contract, multiply the units by the total number of renewal options for the grand total. • For FY 2011-12, this total was in excess of $44 million.

20. Pre-Award • This is cost avoidance obtained through negotiations with offerors conducted primarily through the competitive sealed proposal process. • The measure of cost avoidance is the difference between the offered price and the accepted price. • For FY 2011-12, this total was $6.83 million.

21. Pre-Award • This is cost avoidance obtained through negotiations with offerors conducted primarily through the competitive sealed proposal process. • The measure of cost avoidance is the difference between the offered price and the accepted price. • For FY 2011-12, this total was $6.83 million.