Formed in 1976, NASCA brings together state general services professionals from the 50 states, the District of Columbia and the U.S. territories to develop creative and timely solutions to issues facing the states. As a non-profit association, we provide members with the knowledge and the tools for effectiveness and efficiency in state government administration through
education, networking, and information exchange on state government trends, leading edge innovations, standards, and best practices.
2015 Top Pain Points:
1. Creating a culture change
2. Lack of shared enterprise vision
3. The ability to recruit and retain best staff
4. Agency customer relations
5. Inadequate funding and budget constraints
WHAT IS THE NATIONAL ASSOCIATION OF STATE FACILITIES ADMINISTRATORS (NASFA)?
NASFA is the only association dedicated exclusively to the state facilities professional and the unique challenges they face. Our diverse members are responsible for the planning, development, operations and maintenance of state facilities. Members represent facilities professionals in the departments of administration, transportation, real estate, parks, corrections, human services, and colleges and universities.
OUR MISSION
The National Association of State Facilities Administrators (NASFA) is a professional organization whose mission is fostering communication and providing leadership in the development and implementation of state facility administration practices.
OUR PURPOSE
NASFA's purpose is to provide value to our members by sharing information, leveraging knowledge, resources, and trends in the industry.
OUR OBJECTIVES
• Exchange of ideas and information among state facilities administrators;
• Provide a forum for the study of effective state facilities administration and to develop cooperative mechanisms for the improvement of all aspects of state facilities administration and management;
• Promote more effective regional cooperation and the development of programs of mutual interest to adjacent States through conferences and other methods;
• Engage in programs for the training, education and development of state facilities managers and administrators through seminars and other appropriate methods;
• Gather, analyze and distribute information, including data on state facilities policies and practices, legislation, new programs, and other items of interest to the States.
OUR GOALS
• Grow and Strengthen Membership • Establish Educational Opportunities
• Foster Member Sharing in an Open and Non-Competitive Environment • Increase Communication through Technology
• Document and Publish Success Stories HOT TOPICS:
• Safety & Security (active shooter, etc.)
• Recruitment & Retention of Skilled Tradesman (plumbers, electricians, etc.) • Deferred Maintenance (prioritizing, funding, etc.)
• Delivery Methods (evaluating the various types of delivery methods) • Energy Efficiency (ESCO’s)
• Commissioning (enhanced commissioning & retro-commissioning) • Disaster and Resilience Planning
• Facility Condition Assessments • Building Information Modeling (BIM)
The National Association of State Personnel Executives is the recognized authority on state government human resource issues, trends, practices, and policies and serves as a leader and catalyst for the development of state human resources and is dedicated to enhancing the image of state public service.
Anticipated priorities are:
• Compensation (state compensation falling further behind market rates) • Recruitment and retention
• Workforce and succession planning • ACA Compliance
• Reporting Proposed labor laws allowing more employees to be eligible for overtime compensation Strategic HR
201 East Main Street, Suite 1405 Lexington, KY 40507 859.514.9153 T: @NASCIO [email protected]
State CIO Priorities for 2016
November 10, 2015
A. Priority Strategies, Management Processes and Solutions
Top 10 Final Ranking
1. Security and Risk Management: governance, budget and resource requirements, security
frameworks, data protection, training and awareness, insider threats, third party security practices as outsourcing increases, determining what constitutes "due care" or "reasonable"
2. Cloud Services: cloud strategy, proper selection of service and deployment models, scalable and elastic IT-enabled capabilities provided "as a service" using internet technologies, governance, service management, service catalogs, platform, infrastructure, security, privacy, data ownership 3. Consolidation/Optimization: centralizing, consolidating services, operations, resources,
infrastructure, data centers, communications and marketing "enterprise" thinking, identifying and dealing with barriers
4. Business Intelligence and Data Analytics: applying BI/BA within the enterprise, communicating the value, building expertise, delivering shared services, exploring big data, data analytics
5. Legacy Modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement
6. Enterprise Vision and Roadmap for IT: vision and roadmap for IT, recognition by administration that IT is a strategic capability, integrating and influencing strategic planning and visioning with
consideration of future IT innovations, aligning with Governor's policy agenda
7. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, dealing with inadequate funding and budget constraints
8. Human Resources/Talent Management: human capital/IT workforce, workforce reduction, attracting, developing and retaining IT personnel, retirement wave planning, succession planning, support/training, portal for workforce data and trends
9. Agile and Incremental Software Delivery: iterative design and incremental development of software solutions, allows for design modifications, prototyping and addition of new capabilities as part of the development process
10. Disaster Recovery/Business Continuity: improving disaster recovery, business continuity planning and readiness, pandemic/epidemic and IT impact, testing
201 East Main Street, Suite 1405 Lexington, KY 40507 859.514.9153 T: @NASCIO [email protected]
B. Priority Technologies, Applications and Tools
Top 10 Final Ranking
1. Security Enhancement Tools: continuous diagnostic monitoring (CDM), digital forensics 2. Cloud Solutions: software as a service
3. Legacy Application Modernization/Renovation
4. Data Management: master client index/master data management, information exchanges (e.g., health, justice, transportation, environmental)
5. Business Intelligence (BI), Business Analytics (BA): applications, big data, data analytics 6. Identity and Access Management: technologies and solutions
7. Mobile Workforce: technologies and solutions
8. Virtualization: servers, desktop, storage, applications, data center 9. Networking: voice and data communications, unified
TOP TEN PRIORITIES
FOR STATE PROCUREMENT IN 2016
Based on a ranking from state procurement leaders nationally, the Top Ten Priorities For
State Procurement sets the agenda for thought leadership and programming for the profession.
1
PROCESS REFORM ANDREENGINEERING
Encouraging state procurement reform and reengineering of procurement processes (streamlined
procurement
processes, modernize procurement
law, reduce laws and regulations complexity).
3
PROFESSIONALIZATION Increasingprofessional-ization of the state procurement workforce
(formal training programs to ensure consistent standards and practices are followed; certifi-cation).
7
FAIR COMPETITION AND ETHICSFocusing on the impor-tance of competition, transparency, ethical practices and principles (promote a system of integrity, fair and transparent processes and competition).
2
MEASURING PERFORMANCE Using operational performance metrics and data analytics (clearly-defined goals and key performance measures; data-driven processes; use of data to drive policy and operational decisions; spend analytics solutions).9
STAFF RECRUITMENT AND RETENTIONCreating solutions and planning for staffing and retention challenges
(recruitment, retention, talent management strategies; classification/compensation).
10
SOURCING STRATEGIESLeveraging sourcing strategies at the organization level to drive efficiencies and achieve savings (category management, strategic sourcing, market research, spend management, cost avoidance, cost savings).
4
E-PROCUREMENT/ERP SOLUTIONS Applying integrated eProcurement/ERP Solutions (greater use of online electronic systemswith complete tracking and reporting functionality).
5
STATE-WIDECENTRALIZATION
Enhancing the strategic
role of state central procurement (centralized procurement authority; operationalizing statewide policies; elevated role in the hierarchy of the executive branch, integrated and
centrally-led procurement team).
8
CONTRACT MANAGEMENTImproving contract management (contracting process including planning, risk assessment and
management, procurement, contract formation and contract oversight).
6
INFORMATION TECHNOLOGYTransforming IT procurement to address rapidly-changing market trends (changing role of central IT authority in statewide procure-ment; early involvement of state central procurement offices; planning and managing large IT procurements, terms
and conditions, cyber security, Anything-as-a-Service (XaaS), cloud strategies and contracting models).
NASPO is a non-profit association dedicated to advancing public procurement through leadership, excellence, and integrity.
1
National Association of State Technology Directors (NASTD)
Vision Statement
To be recognized as the trusted resource that enables our membership to implement strategies
through operational excellence.
Mission Statement
NASTD is a member-driven organization committed to advancing the effective use of
information technology to facilitate operational efficiencies in state government.
Guiding Principles
NASTD is by and for its members and is:
Committed to excellence
Member-driven in determining strategic direction and value
Professional and ethical in our behavior and relationships
Committed to collaboration and information sharing of best practices and lessons
learned
Focused on technology implementation and operational practices
Committed to promoting innovative and effective design and operations of emerging
information technology and services
Committed to providing resources for members to make effective and transparent IT
procurement decisions
Committed to partnering with other associations having complementary missions
Formal/Informal Priorities for 2016
Continue to provide representation and expertise to key outreach groups including:
- FirstNet’s Public Safety Advisory Committee (PSAC)
- The Association of Public Safety Communications Official’s (APCO) Project 25
Steering Committee
- The National Public Safety Telecommunications Council (NPSTC)
- The SAFECOM Emergency Response Council (ERC)
Continue to provide input into federal regulatory and policy proceedings, such as FCC
Notices of Proposed Rulemakings, with potential impact on state government IT
operations
Continue to collaborate with the National Association of State Chief Information Officers
(NASCIO); utilize its Top 10 lists as guidance for discussion and program agenda planning
purposes
Seek collaboration opportunities with other association partners
Produce four regional seminars and one annual conference and technology showcase
event (trade show)
2
Conduct regional conference calls on a monthly basis and produce educational webinars
on a quarterly or more frequent basis, if needed
Encourage usage of website discussion groups to maximize information sharing among
members
Sampling of Topics Discussed in 2015
Cybersecurity incident management
Network and datacenter security
Office 365 implementations
Cloud computing/ Software as a Service
Mobility management governance/policies
FirstNet
Federal E-Rate program updates
Grants administration software
Enterprise project management
Help desk administration
Managed services models
IT services outsourcing
Data storage
Personnel needs versus budgeting reality
IT consolidation
NASTD Contacts
Mark McCord
NASTD Executive Director
859-244-8187
[email protected]
Dean Johnson
Chief Operating Officer
State of Georgia
Georgia Technology Authority
NASTD President (2015 – 2016)
404-463-4409
[email protected]
NASACT 2016 Agenda
NASACT will continue to follow and act upon a number of legislative, regulatory, and accounting/auditing issues in 2016 that will be of interest to our membership including:
1. Transparency initiatives
2. Regulation of the municipal market
3. Improvement of grant reporting (including efforts toward better performance reporting by recipients)
4. Federal regulation of public pensions plans 5. New GASB standards
6. HR-related issues (talent gap, retirements, etc.)
7. Various proposals from the IRS, OMB, SEC and MSRB TRANSPARENCY
DATA Act Implementation
Improper Payments/Federal Spending Transparency
Open DATA Legislation/Financial Transparency Act/XBRL/OpenBeta.USASpending.gov MUNICIPAL MARKET ISSUES
Tax Reform (groundwork for 2017) including proposals to limit of eliminate the tax exemption for municipal bonds
Bank Liquidity/high quality liquid assets (HQLA) Municipal Market Disclosure Regulation
Volunteer Disclosure Initiatives
Dodd Frank Implementation - including rules on municipal advisors and mutual funds GRANT REPORTING
Uniform Grant Guidance (issued in December 2014) with implementation in FY 2015 and 2016 (single audits)
PUBLIC PENSIONS
Legislation to impose reporting outside of or in conflict with GASB standards or state determined funding guidelines
Federal regulation of plan funding and design ACCOUNTING/AUDITING
GASB 67/68 – new accounting principles for state and local pensions (year 2 issues) GASB 74/75 – new accounting principles on other postemployment benefit plans
GASB 79 – impacting local government investment pools (stable net asset value versus floating net asset value)
HR-RELATED
Recruiting and retention Knowledge drain/talent gap OTHER ISSUES
IRS - Information Reporting - Affordable Care Act related or form and content changes for payroll reporting
DOL FLSA definition of overtime Federal unfunded mandates
