Department of Accounting and General Services (DAGS) “A Service Organization” State of Hawaii Hawaii Modernization Initiatives Department of Accounting and General S ervices S tate of Hawaii Wednesday, S eptember 4, 2019
Overarching Goals S trengthen the Culture Foster Teamwork and Communication Encourage Collaboration Define Accountability and S ervice Experience
DAGS Overview Department of Accounting and General S ervices (DAGS ), established under Hawaii Revised S tatutes (HRS ) §26-6, is headed by the S tate Comptroller. The Department is responsible for managing and supervising a wide range of S tate programs and activities, which include: The S tate’s centralized accounting and auditing system Archives, records management, and centralized records storage of the S tate except the Judiciary Annual and periodic audit of departments and agencies S tatewide risk management services Informational technology and communications systems services to the Executive Branch Maintenance and operations of state buildings and agencies
DAGS Overview (cont.) Parking and automotive management Maintenance of central mail and messenger service for state government Maintenance of the S tate’s data center, intranet, and microwave radio systems S urvey of state lands Planning, designing, engineering, and construction of public works proj ects Administering centralized office leasing services DAGS is comprised of three staff offices, three district offices, eight divisions including the Office of Enterprise Technology S ervices, and twelve administratively-attached agencies
DAGS Organizational Chart Office of the Comptroller Systems and Administrative Personnel Hawaii District Kauai District Maui District Procedures Services Office Office Office Office Office Office Office of Automotive Central Accounting Archives Land Survey Public Works Enterprise Audit Division Management Services CIO reports directly to Division Division Division Division Technology Division Division the Governor Services Information King State Campaign Office of State Access Hawaii Office of Enhanced 911 Privacy and Kamehameha Procurement Stadium Foundation on Spending Information Procurement Committee Elections Board Security Celebration Policy Board Authority Culture and the Commission Practices Office Council Commission Arts
Governor’s Goals Vision: To have a state government that is honest, transparent, and responsive to its citizens. Mission: To change the traj ectory of Hawaii by restoring faith in government and establishing Hawaii as a place future generations choose to call home.
Governor’s Goals Mission (continued): Effective, Efficient, and Open Government Restore the public’s trust in government by committing to reforms that increase resources, increase efficiency, reduce waste, and improve transparency and accountability. Energy Ensure a 100 percent renewable energy future in which we work together as a state, focusing on making solar and other technologies available for all. Technology Modernization Automate and integrate communications throughout Government through the use of technology and simplify processes to create a better customer experience.
Comptroller’s Goals Mission Statement: To strive to be a service organization that takes pride in every j ob it performs. Vision Statement: To create a service organization where employees perform the best j ob possible through clear expectations and thorough inspections.
DAGS Critical Thinking “ Technophobia” Technology will create new opportunities to make our lives better. But it will also “undo” things that may alter our way of life or the survival of traditional lines . Blockbuster and Netflix Kodak and the “Digital Camera” Invention of the TV created “ Bench S eats” in cars TVs went into living rooms Drive-in theatres gained popularity Cars had bucket seats as their front seats Automobile manufacturers saw the need and created bench seats as front seats Mobile revolution Phone, wearables Wireless Anyplace, Anytime, Anywhere
Accounting Division Develop and maintain the S tate’s accounting system Verify expenditures before making payments Record and report on the S tate’s financial transactions S tate’s Core Mainframe Accounting S ystem (F AMIS ) is aged and needs to be replaced as part of the overall ERP Modernization Plan
Hawaii Modernization Proj ect In 2015, ETS received approval to offer a hosted/ managed solution for Payroll Processing. The S tate processes and issues payroll under a single federal identification number, covering 60,000 to 70,000 employees paid twice a month. S tate of Hawaii organizational structure for Payroll processing is now centralized. Phase II of the Hawaii Modernization Proj ect has commenced which will automate and integrate the time and attendance function across the same operations. S tate of Hawaii has multiple human resources systems of record across various j urisdictions and agencies. HR operations are decentralized.
Hawaii Modernization Proj ect Proj ect Guiding Principles Minimize unnecessary customization to manage cost and ensure long- term supportability. Enable consistent adoption and application of policies and procedures across S tate departments Provide for ongoing training and knowledge transfer Align and build modern industry best practices. Establish core functionality Improve and standardize processes to maximize efficiency and effectiveness and reduce risk. Improve payroll processes, timeliness, consistency and accuracy of payroll generations and reporting
Hawaii Modernization Phase I Replacement of a 50 year old mainframe payroll system that produces payroll for 67,000 employee statewide. Inclusion of the three branches of government – executive, legislative, j udicial – plus the Office of Hawaiian Affairs. Integration with 8 HR systems of records, pension system, multiple benefit systems, legacy financial system and public sector unions. Employee self-service features: ACH direct deposit, pay statements, electronic W2s, home address changes, and emergency contacts. Chosen application was Oracle PeopleS oft. Completed on time and on budget: 2 years and 2 months, $17.5M. Phase II = Time & Attendance Module –Target S tart – July 2019
Payroll Modernization Deployment S chedule Completed Completed De c / Jan 2019 Oc t 2016 July/ Aug 2018 Apr il/ May 2018 F e b 2017 Jan 2018 Design/ Deployment Deployment Planning Test De plo yme nt Gro up 3 Build Group 1 Group 2 2. -Remaining Executive 3. -Department of Education 1. -Department Branch Agencies and designated Charter of Accounting & including Hawaii State Schools General Services Public Library System -University of Hawaii -Department of -Hawaii Health Systems Human Resources Corporation Development -Judiciary -Legislature -Office of Hawaiian Affairs
Central S ervices Division The Central S ervices Division plans, coordinates, organizes, directs and controls a variety of services which include: Maintenance and repair of 164 statewide facilities including libraries, health centers and S tate buildings in the Downtown Honolulu civic center area. Mail and messenger services. Custodial services in 68 public facilities covering an area of 2.2 million square feet in maj or S tate buildings and health centers. Grounds maintenance and beautification proj ects at 115 sites encompassing an area of 98 acres statewide including public office buildings, libraries, health and civic centers. Managing the statewide Energy Management and Conservation Program and Fire S afety and Prevention Program.
Audit Division Conducts audits of S tate departments and agencies to ensure the use of the S tate’s accounting and internal control systems. Conducts investigations to ensure that S tate departments and agencies maintain an adequate system of internal control and with the responsibility to see that the internal control system continues to function effectively as designed.
Mass Transit S pecial Fund Amends S ections 23, 40, 46, 237, 238, 247, and 248 of Hawaii Revised S tatutes (HRS ). Authorizes a county that has adopted a surcharge on state tax to extend the surcharge to December 31, 2030. Allows use of surcharge revenues received from the S tate for rail capital costs. Clarifies uses of surcharge revenues and clarifies what the S tate tax will not be used for. Not for building or repairing of public roads, personnel costs, marketing, etc.
Public Works Division The Public Works Division plans, coordinates, organizes, directs, and controls a variety of engineering and architectural services for the S tate. Includes: Land acquisition, planning, designing, inspecting and managing construction proj ects Facilitating quality control, contracting, and construction management Equipping facilities and other improvements for S tate agencies The Division, through its Leasing Branch, locates, negotiates, and leases office space in non-S tate buildings for user agencies
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