Note: NASCA is in the process of collecting the top pain points for 2016.

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1 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 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 Note: NASCA is in the process of collecting the top pain points for 2016.

2 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)

3 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 NOTE: NASPE will be discussing our top priorities for 2016 at our Mid-Year Meeting January

4 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 info@nascio.org

5 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 10. Document/Content/Records/ Management 201 East Main Street, Suite 1405 Lexington, KY info@nascio.org

6 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 AND REENGINEERING Encouraging state procurement reform and reengineering of procurement processes (streamlined procurement processes, modernize procurement law, reduce laws and regulations complexity). 4 E-PROCUREMENT/ERP SOLUTIONS Applying integrated eprocurement/erp Solutions (greater use of online electronic systems with complete tracking and reporting functionality). 7 FAIR COMPETITION AND ETHICS Focusing on the importance 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). 5 STATE-WIDE CENTRALIZATION 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 MANAGEMENT Improving contract management (contracting process including planning, risk assessment and management, procurement, contract formation and contract oversight). 3 PROFESSIONALIZATION Increasing professionalization of the state procurement workforce (formal training programs to ensure consistent standards and practices are followed; certification). 6 INFORMATION TECHNOLOGY Transforming IT procurement to address rapidly-changing market trends (changing role of central IT authority in statewide procurement; early involvement of state central procurement offices; planning and managing large IT procurements, terms and conditions, cyber security, Anything-asa-Service (XaaS), cloud strategies and contracting models). 9 STAFF RECRUITMENT AND RETENTION Creating solutions and planning for staffing and retention challenges (recruitment, retention, talent management strategies; classification/compensation). 10 SOURCING STRATEGIES Leveraging sourcing strategies at the organization level to drive efficiencies and achieve savings (category management, strategic sourcing, market research, spend management, cost avoidance, cost savings). NASPO is a non-profit association dedicated to advancing public procurement through leadership, excellence, and integrity.

7 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) 1

8 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 mmccord@csg.org Dean Johnson Chief Operating Officer State of Georgia Georgia Technology Authority NASTD President ( ) dean.johnson@gta.ga.gov 2

9 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

10 DOL FLSA definition of overtime Federal unfunded mandates Federal budget changes impacts on state and local governments