(1) The Chief Financial Officer, as the constitutional officer responsible for settling and approving accounts against the state and keeping all state funds pursuant to s. 4, Art. IV of the State Constitution, is the head of and shall appoint members to a task force established to develop a strategic business plan for a successor financial and cash management system. The task force shall include the state chief information officer and the director of the Office of Policy and Budget in the Executive Office of the Governor. Any member of the task force may appoint a designee.
(2) The strategic business plan for a successor financial and cash management system must:
(a) Permit proper disbursement and auditing controls consistent with the respective constitutional duties of the Chief Financial Officer and the Legislature;
(b) Promote transparency in the accounting of public funds;
(c) Provide timely and accurate recording of financial transactions by agencies and their professional staffs;
(d) Support executive reporting and data analysis requirements;
(e) Be capable of interfacing with other systems providing human resource services, procuring goods and services, and providing other enterprise functions;
(f) Be capable of interfacing with the existing legislative appropriations, planning, and budgeting systems;
(g) Be coordinated with the information technology strategy development efforts of the Department of Management Services;
(h) Be coordinated with the revenue estimating conference process as supported by the Office of Economic and Demographic Research; and
(i) Address other such issues as the Chief Financial Officer identifies.
(3) State agency administrative services directors, finance and accounting officers, and budget directors within all branches of state government shall fully cooperate with the task force in its development of the strategic plan. The task force shall submit to the Governor, the President of the Senate, and the Speaker of the House of Representatives a strategic business plan that includes, but is not limited to:
(a) Identifying problems and opportunities imposed by current law and the current administration with respect to existing state accounting and cash management systems;
(b) Providing developmental solutions to known failures, including, but not limited to, those identified by external review and audit reports;
(c) Recommending business processes, requirements, and governance structure to support a standardized statewide accounting and cash management system;
(d) Evaluating alternative funding approaches to equitably distribute common accounting infrastructure costs across all participating users; and
(e) Providing an enterprise-wide work product that can be used as the basis for a revised competitive procurement process for the implementation of a successor system.
History.—s. 1, ch. 2008-132; s. 3, ch. 2010-5; s. 22, ch. 2014-221; s. 13, ch. 2019-118.