Department of Management Services

2015 Accomplishments

Posted: 03/24/2015

Edited: 06/21/2016


Open Enrollment (OE) Electronic Confirmation Statements Cost Savings

The January 2015 NorthgateArinso (NGA) invoice had a credit in the amount of $3,550.92 for cost savings around OE confirmation statements again this past year.  As part of the team’s OE process enhancements in 2012, a “go green” option was made available to all OE participants.  Participants can elect an electronic confirmation statement and decline a mailed paper statement. NGA passes along this recurring cost avoidance to the state.  The number of participants that declined the paper mailing for 2015 Plan Year OE was 9,320 (last year was 8,470).  NGA reimburses the State for the first class, pre-sorted mailing rate ($0.381) for each un-mailed statement.  As a result, the State of Florida realized a credit of $3,550.92 in the month of Jan. 2015 (last year’s credit was $3,108.49).


Bulk Mailing Cost Savings

The January 2015 NGA invoice had a credit in the amount of $312,057 for bulk mailing and associated postage costs avoided by NGA in calendar year 2014 (last year’s credit was $217,564). NGA is responsible for bulk mailing costs typically associated with communications around annual open enrollment activities. Since the State moved to an electronic benefits guide, NGA has avoided these mailings and agreed to reimburse the State for the avoided costs. The State and NGA will recalculate avoided mailing costs and establish this credit each year through the end of the contract.  The PF team received a Governor’s Savings Award for savings achieved for calendar 2012. 


E-box Implementation

On Jan. 20, 2015, Wells Fargo, the People First lock box administrator, implemented “e-box” functionality that allows receipt of electronic banking payments. These payments (not via payroll or retirement warrant deductions) are received from insurance participants who pay their premiums directly to the State (e.g., some retirees, COBRA participants, laid off employees). In the past, these participants could either mail a personal paper check or set up electronic bill pay through their financial institution, and the financial institution would have to cut a paper check and mail it to Wells Fargo. Wells Fargo receives between 8,000 – 10,000 paper checks per month from these participants. E-Box allows Wells Fargo to receive the banking data and payment information electronically, which has the following benefits:

  •  Payments process on average 2-5 days faster, because mailing time from the sender and processing at Wells Fargo is reduced
  • Paper checks have been lost in transit from time to time; this eliminates that risk
  • Wells Fargo employees do not have to read and 10-key the value of the checks, thus accuracy of processing is dramatically improved
  • Participants have greater control of the timing of payments, and can specify the exact date for a payment to arrive
  • Bounced checks are all but eliminated from processing by Wells Fargo and People First
  • Underpays as a result of premium increase can be remedied in 24 hours, rather than waiting for checks to arrive

This implementation is a significant process improvement that benefited current and former State of Florida employees, the State and the People First service provider. This process enhancement was achieved at no additional cost to the Department.


People First Annual Survey

The People First annual survey was emailed to 25,000 randomly selected employees and retirees with email addresses. The survey ran from March 9, 2015 through March 20, 2015. We received nearly 2,600 responses that responded with a 79% overall satisfaction rate. This is a 0.1% increase over the 2014 annual survey overall satisfaction rate. Ideas and suggestions from the annual surveys are used to feed the team’s Potential Work Item list for possible system enhancements and are shared with NGA to facilitate system and service center improvements. Click here for more information on the 2015 Annual Survey.


Retro Payroll Posting Process Implementation

The retro posting functionality went into effect on July 2, 2015. This functionality takes current insurance premium payments to cover prior insurance premium underpayments within the last two years, thus shifting the underpayment from prior month(s) to current month(s). The People First team continually monitors the counts and amounts of large premium underpayments of $180 or more and other data as requested. A rigorous management of this statewide clean-up effort and a redesign of the core human resource system processes have driven underpayments (for both employees and employers combined) down from $7,444,569 to $3,307,215 —a 56% reduction. The estimated cost savings to date is $4,100,000.



In coordination with the Division of Real Estate, enhancements were implemented in both the FL-Solaris and the People First systems to integrate the building and lease information between the two systems. The implementation included implementing new interfaces to exchange building information and to force accurate building addresses in People First. As part of the implementation, our team coordinated the processing of over 40 mass loads for assigning a FL-Solaris facility data (system of record for facilities) to every agency position in People First. Going forward, the integration between FL-Solaris and People First will run nightly to ensure the building address data in People First matches the building addresses stored in FL-Solaris and to ensure that agencies have the correct building information to assign to employee positions. Specifically, benefits include: (1) accurate, up-to-date building address data in the People First system, (2) both large enterprise-wide systems contain the same, consistent data; (3) a “drop-down” list of facility data in People First for agencies to choose from which eliminates inaccuracies; (4) accurate reporting of positions that are eligible and/or required to telework, along with the percent of time an employee spends teleworking; and, 5) accurate reporting of the number of positions assigned to each agency State-owned or leased facility.


KRONOS Timekeeping System

In 2015, members of the People First team worked with the Department of Corrections (DC) and Kronos regarding the Kronos time clock implementation at the DC institutions and work camps. The team served as subject matter experts regarding the implementation of the leave and attendance business rules being implemented in Kronos and for the timesheet and schedule interface files being developed as part of the initiative. The team was heavily engaged with DC and Kronos close to a year (finalizing requirements, conducting User Acceptance Testing (UAT) and “Go-Live”).  DC / Kronos worked to finalize the testing plans for the Phase I pilot which started in late June 15 and continued into late July. DC / Kronos team completed UAT for the final cycle on Sept. 25, 2015. On Sept. 29, 2015, DC held an internal Kronos Project Lessons Learned session. The lessons learned will be leveraged as they move forward to production implementation for the remaining sites and proceed with a statewide rollout. On Sept. 30, 2015, DC / Kronos went live with the pilot population on Oct. 23, 2015.  DMS was commended several times through-out the implementation for their outstanding support.


Davis Productivity Awards

Our team has submitted two Davis Productivity nominations. The first nomination is for the On-Demand Payroll Key Performance Indicator (KPI) team. This team created the on-demand KPI to drive process efficiencies in the State agency payroll offices. The estimated cost savings is $155,000.

The second nomination is for the Retro Posting Initiative team.  This team identified an opportunity to improve the insurance premium collection process ensuring members were not able to file claims if the member had not fully paid their insurance premium. A rigorous management of a statewide clean-up effort and a redesign of the core human resource system processes have driven underpayments (for both employees and employers combined) down from $7,444,569 to $3,307,215 - a 56% reduction. The estimated cost savings to date is $4,100,000.