TRANSITION MANUAL Ted Strickland Governor

Department of Administrative Services Service · Support · Solutions

Ohio Department of AdministratiVE Services

TRANSITION MANUAL Ted Strickland governor

Hugh Quill director

Prepared: November 29, 2010

30 East broad street, columbus, oh 43215 www.das.ohio.gov 1 Table of Contents

Agency Overview ...... 4 Department of Administrative Services Overview ...... 5 Agency Accomplishments ...... 6

Important Issues ...... 9 Key Initiatives Underway ...... 10 Major issues, risks and concerns ...... 20 Immediate Calendar Events/Meetings ...... 26

Agency Authority ...... 29 Legal Authority ...... 30 Directives ...... 46 Executive Orders ...... 48 Controlling Board Authority ...... 52

Agency Organizational Structure...... 53 Agency Tables of Organization ...... 54 Administrative Support Division ...... 55 Equal Opportunity Division ...... 65 General Services Division ...... 90 Human Resources Division ...... 110 Office of Collective Bargaining ...... 136 Office of Information Technology ...... 146

Budget, Finances and Procurement ...... 181 Agency’s budget structure – Program Series and Programs ...... 182 Current Operating Biennium (FY 2010- 2011) ...... 183 DAS Budget Language for FY 12-13 Operating Budget Request ...... 184 Capital Budget (Projects) ...... 186 Agency-Level Procurement ...... 187 Statewide Cost Allocation Program (SWCAP) ...... 188 Asset Management ...... 190 Records Retention Program ...... 192

Personnel Information and Policies ...... 194 DAS Employee Count by Division ...... 195 DAS Employee Count by Service Type ...... 195 Unclassified Employees by Division ...... 195 “Appointing Authority” Overview ...... 198 DAS Financial Disclosure Filers ...... 199 DAS Union Relations ...... 199 DAS Pending Personnel Lawsuits ...... 200 DAS EEO Issues ...... 200

2 Important Action Items ...... 201 Key Meetings and Events in 2011 ...... 202 Reporting Requirements ...... 208 DAS Support of Select Boards and Commissions ...... 213 Flags at Half Staff ...... 213 Emergencies ...... 213

Pending Issues Involving DAS ...... 215 Legislative Bills Involving DAS ...... 216 Pending Litigation ...... 218

Director’s Issues ...... 232 Boards, Commissions on which DAS Serves ...... 233 Delegations and Designations of Authority ...... 234 Access Issues ...... 236 Director’s Administrative Issues ...... 239 Director’s Personnel Issues (as a state officer) ...... 241 DAS Elements to be Updated ...... 243 Other Startup Items ...... 243

Appendix ...... 244 A. DAS Flexible Performance Plan...... 245 B: DAS Accomplishments (full list by division) ...... 279 C: DAS Real Estate: State-Owned Buildings and Commercial Leases ...... 300 D. DAS Office of Collective Bargaining attachments ...... 340 E: DAS Fundable Table of Organization ...... 446 F. DAS Appropriations by ALI and Program for Current Biennium ...... 488 G. Basic Financial Principles for Agency Managers ...... 492 H. DAS Approval Workflows for Controlling Board Requests ...... 495 I. Overview: DAS Enterprise Procurement ...... 496

Agency Overview

Department of Administrative Services Overview ...... 5

Agency Accomplishments ...... 6

4 Department of Administrative Services – Overview

The Ohio Department of Administrative Services (DAS) is committed to providing quality centralized services, specialized support and innovative solutions to state agencies, boards and commissions. Because DAS is a customer service organization, DAS team members continually look for ways to improve our work processes and final products. We listen earnestly to customers and empower team members to make a positive difference. See Appendix A, DAS’ Flexible Performance Agreement to review the status of 30 metrics that DAS monitors each quarter.

DAS has more than 30 program areas serving our Ohio government customers, who in turn directly serve the interests of Ohio citizens. We help procure goods and services, deliver information technology and mail, recruit and train personnel, promote equal access to the state workforce, oversee state construction projects, lease and manage office space, process payroll, print publications and perform a variety of other services. To provide these services, DAS is organized into divisions:

General Services Division GSD provides direct service to state agencies in areas from printing to real estate with a focus on creating efficiencies and adhering to statewide standards. Major business units include Asset Management Services, Fleet Management, Procurement Services, Properties and Facilities, Real Estate and Planning, Risk Management, State Architect's Office, State Printing and Mail Services and Surplus Property Services

Office of Information Technology OIT provides information technology services and policy guidance to state agencies in order to promote secure and effective use of information technology. Major business units include IT Policy, IT Services, GIS Services, Telecommunications, IT Research and Advisory, Multi- Agency Radio Communication System (MARCS) and the Ohio Administrative Knowledge System (OAKS).

Human Resources Division HRD provides human resources services and information to state employees and helps state agencies conduct their personnel functions. Major business units include Benefits Administration, Workforce Administration, Policy Development, Learning and Professional Development and the HR Support Center.

Office of Collective Bargaining OCB negotiates and administers collective bargaining agreements with five unions representing 15 bargaining units and provides training and support services to state agencies. Business units include Labor Relations, Contract Compliance, Dispute Resolution and SERB Services.

Equal Opportunity Division EOD provides assistance to state agencies to ensure equal access to state employment and contracting opportunities and administers the MBE and EDGE programs. Business units include Affirmative Action, MBE/EDGE Certification, Construction Compliance and Minority Affairs.

Administrative Support Division ASD provides administrative, financial, legal, communications and human resources support to the DAS Director and state agency-facing business units of DAS. Business units include, the Office of the Chief Legal Counsel, the Office of Communications & External Relations, the Office of Finance and Employee Services.

5 DAS Key Agency Accomplishments

DAS is a large organization with a broad mandate and growing record of achievement. For brevity’s sake, major recent accomplishments are listed here. An extensive list of Divisional accomplishments is contained in Appendix B.

Procurement Reform: The Department of Administrative Services engaged in a full-scale effort to reform the state's procurement practices. As part of those recommendations, the state has renegotiated, purchased in consortium and bid out for items from mainframe software licenses to personal computers to food at correctional institutions. Documented over $20 million in savings through FY10 and more than $34 million in future savings projected on contracts that are already in place through strategic sourcing. Additionally, 55 reverse auctions have been conducted netting $4 million in state savings. DAS sponsored a major procurement reform initiative in 2008. The Ohio Procurement Reform Panel was comprised of public and private sector procurement specialists and recommended a slate of reforms. This led to changes in law and two new Executive Orders, 2008-12S and 2008-13S.

Reducing Information Technology Costs: DAS has achieved more than $85 million in direct IT cost reductions statewide through a combination of implementing statewide IT standards, leveraging the state’s buying power through negotiating enterprise IT agreements, implementing IT spending and budget controls, negotiating better pricing on high-quantity IT transactions, working with agencies to identify and leverage existing IT capabilities rather than build from scratch, and obtaining grant and other alternative funding. A DAS roadmap for obtaining additional statewide IT costs reductions focuses on consolidation of state IT investment around core, common and unique purchasing and services, policy establishment, project controls, improvements in energy efficiency, and additional budget and spending controls standardization.

Partnered with State Employees to Lower Costs in Difficult Times: The DAS Office of Collective Bargaining (OCB) negotiated an estimated state savings of $191.8 million in each year of the biennium from salary and step freezes, cost-savings days and adjustments to personal leave. An additional $28.5 million in annual cost savings was delivered through OCB’s participation in the Joint Health Care Committee. Health insurance changes negotiated in bargaining include higher co-pays and out-of-pocket maximums, a monthly spousal surcharge, a dependent eligibility audit, and other items-are estimated to achieve net savings of $28.5 million annually for the state employee health insurance fund.

Held the Line On Rates: DAS services are primarily paid for through rates paid by state agencies. During a time of increased business activity DAS divisions have held the line or reduced rates and fees. For instance, in our largest division, GSD, we reduced 25% of customer rates for FY11; all remaining rates stayed the same as in FY10; and no GSD rates have increased in four years – most have decreased. OIT reviewed over 64 ISD rates and re- established a baseline for services provided. This resulted in transforming some existing services and combining similar and like services. The analysis yielded the following results: 15 new rates; 14 rates that decreased (23%); 18 rates remained unchanged (30%) and 13 rates increased (22%).

Health Care Cost Containment: Through changes in medical plans, $17 million is being saved annually. Changes in behavioral health plans have lead to $2 million in annual savings. DAS conducted the state of Ohio’s first dependent eligibility audit in late 2009 which is estimated to save $10 million annually.

Restrained Mileage Costs: The Office of Fleet Management, in cooperation with state agencies, has drastically reduced the number of miles for which personal mileage reimbursement is paid. These reductions have been achieved through the use of motor pools, assignment of vehicles to high mileage drivers and education of drivers concerning mileage reduction strategies. Through FY10, the state has reimbursed 10,400,000 fewer miles as a result of these strategies. In cases where these miles have been replaced using state vehicles, the state pays an average of $0.24/mile versus $0.45/mile for mileage reimbursement.

Promoting Ohio’s MBE/EDGE Businesses: The Minority Business Enterprise and Encouraging Diversity, Growth and Equity are programs mandated by Ohio law creating state purchasing set-asides or goals for minority and socially disadvantaged businesses. The programs had been loosely followed for years by state agencies until a 2008 Executive Order substantially improved the landscape for these businesses by requiring agencies to work with DAS to improve their set-aside and participation numbers. The 2008 Executive Order also required a scorecard be published to track publicly these expenditures. In FY 2010, MBE purchasing was up nearly 43% and cabinet agencies doubled their spending with MBEs at a time when all state purchasing was being cut.

Reduced Spending on Leases: Through management of commercial leases where state operations are housed, including the termination and consolidation of leases as well as relocations, the state achieved cost avoidance for the Fiscal Year 10/11 biennium of approximately $8.3 million. DAS Real Estate also yielded $6.1 million through the sale of surplus state real estate and an estimated $1 million by reusing or repurposing state owned furniture during remodels.

Reduced the Workforce to its Reagan-era Size: The state’s workforce was trimmed by nearly 5,000 employees.

Reduced Spending on Equipment, Personal Services Contracts and Maintenance Costs: $13.8 million in costs were avoided in the last quarter of fiscal year 2009 for equipment, personal services contracts and maintenance costs. During Fiscal Year 2010 for these expense categories, after setting aside known accounting changes and non-discretionary spending, agencies cumulatively spent $241.1 million, or 11.3%, less in FY10 than they did in FY09. General Revenue Fund spending in these account categories totaled $51.9 million, or 7.5%, less compared to FY09. Putting these three expense categories into the context of the entire state budget, OBM’s Monthly Financial Report for July shows that total FY10 GRF spending was down $2.6 billion, or 9.9%, compared to FY09. Note: this accomplishment represents enterprise savings but is included in DAS’ list of accomplishments to ensure that the agencies’ spending control efforts are memorialized. DAS and OBM have implementation and reporting responsibilities pertaining to Executive Order 2009-07S, Implementing Additional Spending Control Strategies.

Established a Scorecard to Better Manage and Reduce Overtime: Created a public scorecard to heighten agencies’ awareness regarding the cost of overtime.

Recent Awards • National Association of Fleet Administrators (NAFA) Larry Goill Memorial Quality Fleet Management Idea Award • National Association of State Chief Administrators (NASCA) Outstanding Program Award (Fleet Management)

Recent Awards, continued: • National Association of State Procurement Officials (NASPO) 2010 George Cronin Bronze Award (Printing Consolidation) • National Association of State Procurement Officials (NASPO) 2008 George Cronin Gold Award (Multi-State Procurement of Unique Services) • The National and Ohio Public Employer Labor Relations Associations recognized the State of Ohio, Office of Collective Bargaining, with the Pacesetter Award for the 2009 bargaining accomplishments, which involved significant personnel cost savings through creative solutions. • National Association of State Personnel Executives Communication Award, Electronic Category (Take Charge! Live Well! Website) • National Association of State Personnel Executives Communication Award, Print Category (Nurse Advice Line Campaign)

Important Issues

Key Initiatives Underway ...... 10

Major issues, risks and concerns ...... 20

Immediate Calendar Events/Meetings ...... 26

9 Key Initiatives - Underway

DAS has a wide array of enterprise initiatives underway and several internal agency initiatives underway. This section contains overviews of key initiatives. Additional initiatives can be found within each office-level overview.

Enterprise - Rates

Rate containment (rate reductions & rate holidays) Level of Complexity: Low Difficulty Level of State Benefit: High Impact Divisions involved: ASD, GSD, OIT

DAS services are primarily paid for through rates paid by state agencies. During a time of increased business activity DAS divisions have held the line or reduced rates and fees while maintaining high standards for service delivery and customer satisfaction. For instance, in our largest division, GSD, we reduced 25% of customer rates for FY11; all remaining rates stayed the same as in FY10; and no GSD rates have increased in four years – most have decreased. DAS manages more than 150 rates.

During FY10 the OIT business office and ISD staff reviewed and analyzed 64 individual rates that generate approximately $59M. The standard approach for rate setting uses 25% of reserve in each year and maintains 60-days of operating cash. Rates were analyzed for exceptional market conditions, i.e., services discontinued, high rate balances. Strategic review and realignment of structure and services portfolio reduced the impact of overhead flow. Indirect costs were reduced by directly indentifying staff costs of program services and realigning network services cost with new services. Twelve new rates were established for services including Virtual Server Services, Tier III Disk Services, Virtual Connection, Ohio.gov Backbone Connection, Connection Management and Client VPN. OIT plans to review and issue approved rates on an annual basis to ensure consistency and alignment with market costs.

Enterprise - Information Technology

IT infrastructure consolidation Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: OIT

IT Modernization is an enterprise effort focused on infrastructure consolidation through server virtualization and tape and storage optimization solutions. Server and storage virtualization are critical to OIT’s IT Modernization initiatives. Virtualization is a key element for example, to the expanded role of the State of Ohio Computer Center. To expand virtualization efforts, DAS has included an extended program budget request to fund the expansion of the virtualized infrastructure implemented in FY 10-11 to support state boards and commissions as well as an additional eight cabinet agencies. These efforts include implementation of server virtualization within the Unix environment and the storage arena, expansion of the existing Windows server virtualization environment and review of the feasibility of introducing virtualization within the mainframe environment.

10 IBM Mainframe software consolidation (ESSO) Level of Complexity: Low Difficulty Level of State Benefit: Low Impact Division: OIT

Consolidation and reduction of mainframe software tools to a defined platform was identified as a way to reduce complexity, maximize technical skill sets and save taxpayers’ dollars. A mainframe software contract with IBM which used to be negotiated agency-by-agency was negotiated at an enterprise level by OIT. Anticipated annual savings are between $3.5 - $5 million. Additional savings opportunities are being identified

OBG expansion Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: OIT The Ohio Business Gateway has 3 initiatives underway in FY11. They include: • Central Demographic Update – providing businesses a means of centrally initiating notification to state agencies when basic demographic information changes, such as addresses. • Bulk Filing – providing additional data transfer/transaction submission options to business service providers who file multiple returns on behalf of clients. • Unified Sign-on – leveraging users’ Gateway username/password credentials to gain access to additional electronic services and ultimately helping reduce the number of credentials that users must maintain.

Multi-Agency CIO Advisory Council Enterprise Architecture Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: OIT The Multi-Agency CIO Council (MAC) and its Leadership Management Committee (LMC) identified enterprise-level, potential cost savings strategies in early 2009. The 130+ identified strategies fell into the areas of standards/sourcing, cost containment, consolidation and delay/defer. The MAC recognized that a robust enterprise technical architecture program could drive efficiencies and provide economies of scale across agencies. The Enterprise Technical Architecture Subcommittee (ETA SC) was chartered in September 2009 and published 33 recommendations as of August 2010. The recommendations dealt with technical elements in the server, storage, endpoint computing, and LAN/WAN arenas as well as general procurement and planning practices. Several of the recommendations are standards that will enable enterprise pricing agreements, and the use of common products within the enterprise. Others provide institutionalization opportunities for common best practices and methodologies.

Very large IT investment management Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: OIT

Ohio has a relatively poor record of delivering large IT solutions on time, in budget, as well as realizing benefits identified in the business case. DAS is developing an end-to-end management approach for the state’s largest IT investments. This approach encompasses all aspects of project management: From planning to delivery. It addresses improvements that are needed in

11 order to keep large implementations in line with intended scope, budget, schedule, and consistent with a demonstrated business case as part of investment lifecycle management.

SOCC remediation Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: OIT

The effective utilization of the State of Ohio Computer Center (SOCC) is central to the state’s ability to implement IT modernization strategies and generate IT cost efficiencies. The SOCC represents a capital investment of more than $60 million and houses some of the most critical IT equipment in the state, valued at more than $300 million. The existing configuration and design of this facility is not sufficient to support the current IT needs of state government. An additional investment in the SOCC – with a cost estimated at $12.6 million in FY 12 and $3.4 million in FY 13 – will be necessary to overcome problems with space configuration, power and cooling. This investment also provides the ability to begin reducing agency specific data centers, driving increased IT consolidation and cost savings.

Without this central capital investment, the SOCC will continue to be underutilized, resulting in significant additional technology and facility costs to the state resulting in increased risk to the state for IT assets maintained in facilities with lower security standards and support capabilities.

In addition to reducing ongoing IT costs for state government, additional investment in the SOCC provides the state with an opportunity to leverage the SOCC outside of state government. Such an opportunity may help reduce costs in other political subdivisions, generate a revenue stream for the state, or both.

State disaster recovery site Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: OIT

The FY12/13 budget guidance requires agencies to have plans underway for disaster recovery before the end of FY13. OIT is actively working to have a location identified in early FY12. To that end OIT recently released a Request for Information (RFI) regarding a 2nd Site data center for disaster recovery and business continuity purposes. There were three major requirements: 1) 80-100 miles from the SOCC; 2) a separate power grid from Central Ohio; and 3) located in Ohio. We received 16 responses which are under review. The 2nd site is server, not mainframe focused with the current concept to build out shared server infrastructure that agencies can use as their DR and Business Continuity site if the primary data center (SOCC) is lost. This supports consolidation of infrastructure environments (server, storage, network) and would provide remote service capabilities for data backup and archiving capabilities through data snapshots, replication and deduplication. eLicense Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: OIT

DAS ITS is responsible for supporting the online licensing system used by 24 professional licensing boards to issue and renew certifications and licensure for the professions they

12 regulate. Due to problems with system response times and service outages, ITS has worked with the boards to assess the existing system and to develop a strategy for the long-term success of the licensing application and the services it provides.

A key finding of the assessment is that the system, known as e-Licensing, is mission critical for its users. A major portion of each board’s revenue is processed using the system, and this revenue funds each board’s regulatory responsibilities for the citizens of Ohio. The technology that underlies the e-Licensing system is no longer current, and for the ongoing functionality and security of this system, is in need of replacement.

The FY 12-13 budget request proposes to fund this appropriation request through a combined total of $3 million in cash transfers from the Occupational Licensing Fund and the State Medical Board Operating Fund to the new Professions Licensing System Fund.

Statewide implementation of ORC 1347.15, the Joe-the-Plumber law: Level of Complexity: High Difficulty Level of State Benefit: Low Impact Division: OIT

ORC 1347.15 (the law), enacted in 2009, regulates state employees’ access to confidential personal information (CPI). The law requires state agencies to comply on an on-going basis with rules regulating access to CPI. Chief among those requirements are policies that list the valid reasons for employees to access CPI and a logging requirement for each access by an employee to CPI. Because of the amount of CPI maintained by agencies and the number of systems and business process that use CPI across the state, the requirements have added privacy protections, and they also affect the primary programs of most agencies. The chief privacy officer, who co-leads the Office of Information Security and Privacy, is charged by the statute with assisting agencies with complying with the statute. Key initiatives underway include assisting agencies with adopting the most cost-effective logging solutions and providing agencies with training tools to help understand their duty to protect personal information.

Reform

Procurement reform Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: GSD

Complete the execution of the twenty-five recommendations from the Procurement Reform Initiative to drive state procurement to align with private industry best practice sourcing practices. Continued expansion of electronic procurement through implementation of the Strategic Sourcing module to allow electronic bidding, reverse auctions, etc. Currently, Procurement Services is evaluating an electronic catalog solution that could be implemented for all state agencies, political subdivisions, school districts, colleges/universities, etc. In the Cooperative Purchasing Program, there is tremendous opportunity to aggregate spending across all levels of government. The untapped savings potential for state and local governments exceeds $100 million annually.

13 Construction reform Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: GSD

While about half of the construction reform recommendations require changes in law, the State Architect’s Office (SAO) is currently working on those that can be implemented without law changes. One example is that SAO has started to support agencies and colleges in the master planning of their facility needs. This expertise will provide those agencies and institutions more detailed assessment of their facility needs and more accurate scope of work and associated cost estimates for capital budgeting. If legislative changes are made in accordance with construction reform recommendations, the savings potential for public construction is in the hundreds of millions of dollars.

Civil service reform Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: HRD

A primary role of DAS is to be at the forefront when it comes to the interpretation and administration of state civil service laws. DAS is not only responsible for overseeing regulations and setting policies to maintain the state’s day-to-day HR functions, but DAS must also forecast, plan and prepare for the future operational realities and requirements by considering leading edges of industry HR best practices and initiatives that will help public employers and employees function more efficiently. Because of today’s economic and resulting operational realities, the state’s HR environment must become more agile to more readily adapt to changing requirements. Opportunities for civil service reform exists in the areas of classification, recruitment, certification, testing, pay structures, and collective bargaining.

OAKS

OAKS Technical Enhancements Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: OIT

Support for OAKS continues as a major priority for OIT in the coming biennium and is a cornerstone of our focus on enterprise-wide solutions for state government. Leveraging the improved OAKS operating capacity, OIT is working with the business owners of the OAKS modules – primarily divisions within OBM and DAS – to expand and improve the system. • Business Intelligence – Providing best practice-based framework for intelligent reporting, trend analysis and proactive decision making. • Strategic Sourcing – Increase purchasing power by providing a consistent and transparent procurement. • OAKS Service Delivery Framework – Recalibrating processes associated with the entire OAKS Support Organization processes to operate in a managed services environment. • Upgrade Planning – Planning for Finance, HCM, EPM, and Budget & Planning upgrades in an effort to leverage new software functionality and keep the OAKS technology current. • Non-Production Hardware Refresh – Refreshing technology for all OAKS non-production environments.

14 • Enterprise Learning Management Expansion – Providing agencies with the capability to transition remaining Agency Learning Management systems or functions wherever possible to OAKS Enterprise Learning Management. • MyOhio Enterprise Portal – Implement the PeopleSoft Enterprise portal solution providing single sign-on to the OAKS user community. Provide an enhanced channel for communication to State employees.

Shared Services Roadmap Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: HRD

Ohio Shared Services (OSS) is a metrics-based environment, where employees are organized into self-directed work teams that manage themselves with minimal supervision.

OAKS My Ohio Enterprise Portal Level of Complexity: Low Difficulty Level of State Benefit: High Impact Divisions: HRD, OIT

Implementing the PeopleSoft Enterprise portal solution providing single sign-on to the OAKS user community. Providing an enhanced channel for communication to State employees.

OAKS Enterprise Learning Management (ELM) Expansion Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: HRD

DAS is also focusing on is optimizing the use of the Enterprise Learning Management module for its intended purpose. In time, this will result in the elimination of (and non-creation of new) independent learning management systems in the agencies. ELM will enhance DAS’ ability (and agencies’ abilities) to offer web-based training courses to our employees. To date, the ELM has been used to track and deliver training for OAKS Travel & Expense, Business Intelligence – and a handful of others that we’re piloting. More than 20,000 virtual sessions have been conducted for state employees who successfully logged in and independently took the course.

Project Cardinal:

Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: HRD + Ohio Shared Services Center

An original plan of the Ohio Shared Services Center was to assume the transactional work accomplished by state agencies from both FIN and HCM transactional processes and to maximize the number of transactions processed on-site by OSS to achieve rate structures that were/are advantageous to state agencies over the cost of agencies’ traditional staffing structures. During the initial phases of the project, it was also determined that simplifying and standardizing each transactional process will reduce the cost of the transaction. As an iteration of that plan, Project Cardinal involves the assessment of several key processes within DAS: HCM Self-Service, Time & Labor, Enterprise Learning Management, Pay Fiscal and Payroll Processing. Project Cardinal also involves sub-projects to optimize the use of OAKS FIN. The

15 HCM Self Service project is funded from COPS supplemental lease no 4-09 for $2.17 M + $252K for managed services; the FIN portions of the project are funded from COPS supplemental lease no 4-09 for $2.11 M + $233K for managed services. Below are overviews of the DAS sub-projects of Project Cardinal:

HCM Self-Service Today, the vast majority of personnel entries into OAKS are made by agency HR professionals. When a new employee is hired or when employees have life-changing events, there are benefit decisions to be made by the employee which are entered into OAKS HCM by agency HR professionals. With HCM Self-Service, DAS is determining where employees can independently make entries in OAKS ePay, eProfile and eBenefits. DAS will focus on ease of use for both state employee and agency HR professionals. This will shift the efforts of these data changes to the employee, reducing the transactional costs to the agency.

Time & Labor In addition to OAKS Time & Labor, DAS is aware of 18 additional timekeeping systems currently in use in state agencies. This means that as a state government, Ohio has duplication of maintenance and upgrade costs and resources to manage those unique systems. Thus, DAS is working to achieve greater standardization across the state by identifying a system that provides timekeeping and absence management capabilities. Today, there is no single enterprise solution for a standard absence management program which means that tracking the related requirements is time-consuming and difficult for agencies’ HR professionals. Such a program manages workers compensation, disability and FMLA. Within this segment of Project Cardinal, DAS’ goal is to identify and deliver an improved time and labor system that also accomplishes absence management to state agencies.

Enterprise Learning Management (ELM) DAS is also focusing on is optimizing the use of the Enterprise Learning Management module for its intended purpose. ELM will enhance DAS’ ability (and agencies’ abilities) to offer web-based training courses to our employees. To date, the ELM has been used to track and deliver training for OBM staff, Department of Rehabilitation and Corrections staff, OAKS Travel & Expense users, Business Intelligence learners– and a handful of others that we’re piloting. All state employees can access ELM and over 30,000 employees are active users.

Pay Fiscal DAS HRD’s Pay Fiscal Section is undergoing an analysis to identify gaps and to provide solutions to improve the timeliness of payments and processes. This project is approximately 95% complete and will be completed in January 2011. Some of the outcomes have included additional process mapping between DAS Pay Fiscal and OBM’s State Accounting to understand how payroll reconciles with financials. Additionally, some systemic fixes are being designed to better bridge the gap between the OAKS HCM and OAKS FIN applications, providing a more accurate picture to both systems.

Paycheck Processing A “paycheck” value stream mapping project is underway within DAS HRD to identify process and legislative improvements to simplify payroll. This project has been started and is in the transition plans of DAS HRD in their HRD Roadmap.

16 Project Cardinal, continued: Alignment of organizational structure and physical location: Based on outcomes of the above sub-projects, DAS will continue developing an HR Service Center (through implementation of the HRD Roadmap) comprised of an employee-facing customer service center and an agency- facing processing center. Once HR processes are simplified and standardized, they can be centralized and, in order to leverage IT and space investments made in the Ohio Shared Services Center, reside in that physical location. A centralized service already exists in HRD but needs to be developed to take on more agency HR processing tasks before reductions are feasible at the agency level. There is foundational work that needs to be done from the current operational site (SOT 28th floor) prior to being able to effectively and efficiently physically relocate staff to the Shared Services Center.

Other Enterprise Efficiencies

IT Allocation (Reclassification of IT Positions) Level of Complexity: High Difficulty Level of State Benefit: High Impact Divisions: HRD, OIT, OCB

The IT Classification Project began in early 2008. The obsolete IT classification system had been a concern for Management and the Union for many years. The outdated classifications made it difficult to capture the actual work that meets the State’s business needs and to provide accurate descriptions of what employees need to be able to do. It also meant that in order to do their jobs, State employees were working outside the scope of their classifications. New IT classifications were developed to address these issues. The new classifications allow the State to move with the changing technology in order to meet business needs. In other words with these accurate specifications to guide position classification, managers now have the proper tools and ability to improve workforce utilization. The consequence of not updating the outdated IT classifications and transitioning the current workforce would result in more difficulties attracting and retaining valued employees. The project was the first of its kind in that Management worked jointly with the Union in developing new classification specifications and transitioning the workforce. We have currently transitioned 98% of the bargaining unit IT workforce.

Minority business tracking system Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: EOD

The Equal Opportunity Division (EOD) is implementing a new MBE/EDGE data collection and reporting system. Currently, EOD’s ability to produce interactive data that can be analyzed at enterprise levels is impaired and is not consistent with industry standards. The system will provide the ability to load data from various sources in various formats (State of Ohio MBE/EDGE participation data), provide for the transformation of the data using data quality standards and provide various methods of reporting (including standard report formats, ad hoc queries, with ability to produce hard copy reports (pdf), to html for web publishing, and to export to Microsoft Excel).

17 Print consolidation Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: GSD

The continued consolidation of agency printing and fulfillment operations into DAS. The one agency still in process for centralization is the Ohio Industrial Commission, which is now in the testing phase. Printing also continues to produce new projects for the Department of Public Safety.

Real estate space planning Level of Complexity: High Difficulty Level of State Benefit: High Impact Division: GSD

Due to agencies’ evolving missions, their employee populations in some cases may be reduced yet the agencies maintain the same floor plan with unused or under-utilized office space. Using Real Estate Guiding Principles for commercial leased space and state owned space and similar to efforts undertaken by DAS and OBM, the DAS Office of Real Estate and Planning is working with state agencies to evaluate office space requirements and consolidate space as appropriate in order to maximize space utilization.

Healthcare cost optimization Level of Complexity: Low Difficulty Level of State Benefit: High Impact Division: HRD

DAS Benefits Administration Services is focused on a variety of strategies to manage the cost of state employee healthcare. Initiatives include: • Rebidding of pharmacy benefits consultant to provide audit, oversight and general consulting services • Evaluate the continuation of carving out behavioral health benefits to ensure appropriate coordination or care • Audit of behavioral health vendor to ensure compliance with mental health parity requirements • Implement quality review process prior to sending eligibility files to vendors to reduce data and eligibility issues • Increasing the visibility of wellness programs among state leadership and state employees to promote health and wellness lifestyles changes.

Workforce Planning (aging workforce) Level of Complexity: Low Difficulty Level of State Benefit: Low Impact Division: OCB

In Spring 2009, a grant was awarded by the Pew Center on the States to assist the Department of Administrative Services’ (DAS), Human Resources Division in developing a statewide workforce planning policy and tools to better strategically align our employees. The project goal is to enhance the Human Resource role as a strategic business partner across State government so the workforce is managed most effectively. While workforce planning has been around for quite some time, it seems more organizations, both public and private, are re-

18 engaging in the process as they learn to do more with less in these challenging economic times. Human resources professionals are seeing the benefits of workforce planning as they justify the need to continuously retain, attract and develop human resources in order to deliver core services. OCB has been working on this initiative in conjunction with DAS/HRD because the workforce involves bargaining unit employees and also because the Unions will each be represented by a member on the Workforce Planning teams within the agencies, as part of the JBRC/ART MOU.

Internal Efficiencies

Virtual desktop Level of Complexity: High Difficulty Level of State Benefit: Low Impact Divisions involved: OIT project affecting all divisions

In an effort to improve the efficiency and value provided to DAS operating divisions with regard to desktop computing, DAS ITS is implementing a virtual desktop initiative. VDI will streamline support and management of DAS desktop computing as well as extend the life of desktop assets by moving the emphasis for computing power from desktop to data center where it can be better managed and more secure with substantially less downtime.

Central IT asset management Level of Complexity: Low Difficulty Level of State Benefit: Low Impact Divisions involved: OIT project affecting all divisions

As DAS (from an operations perspective) moves toward the virtual desktop environment, full usage of the agency’s remaining hardware and associated equipment will become necessary. It is imperative that one unit within the organization manage all IT equipment as a fleet until it reaches the end of its lifecycle. Additionally, consistent policies and procedures along with timely tracking of software and inventory controls are an absolute necessity in providing quality service to our divisional and enterprise customers. To this end, a DAS cross-team of business office and IT staff have been working on a project to establish a centralized agency model for the entire life cycle of in-scope DAS IT resources. Upon completion of this project, all in-scope end user IT assets will be procured at an agency level and will be managed by ITS. DAS will transition from decentralized IT End User Asset Management, to a Centralized model. Benefits include: • Accurate Inventory • Centralized IT End User Asset Management – Consolidate from three business offices doing IT procurement to one (OIT Business Office) • Reduced processing time to accurately report the Microsoft licensing count • Full utilization of IT resources, by pooling existing assets and refreshing resources according to the needs of the entire agency • Quicker time to deploy desktop and laptop computers, through the utilization of a shared pool of resources • A standard desktop environment to help streamline desktop support, and reduce complexity • Potential Cost Savings due to economies of scale created by the above benefits • Consistency with Enterprise IT Governance and Procurement initiatives

19 Major Issues, Risks and Concerns

DAS Budget Process and Status of Budget Development DAS has submitted an operating budget request to the Office of Budget and Management for the FY 2012-2013 biennium according to the budget guidance published by OBM in July 2010. That request is summarized by the DAS operating divisions in the table below.

DAS Division FY 2012 Request FY 2013 Request EOD $ 3,782,534 $ 3,652,828 GSD $ 101,264,569 $ 103,010,183 HRD $ 22,756,305 $ 22,429,893 OCB $ 3,662,534 $ 3,662,534 OIT $ 137,884,829 $ 137,197,930 ASD $ 164,223,555 $ 163,062,166 Total $ 433,574,326 $ 433,015,534

Overall, GRF funding makes up less than 40 percent of the requested budget because DAS operates primarily on rotary funds that receive revenue from state agency customers on a cost- recovery basis. For example, during the most recently completed fiscal year, FY 2010, DAS spent $96.7 million in general revenue funds, but of this amount, only $5.4 million – less than 6 percent – paid for DAS programs. The remaining $91.2 million in GRF spending went toward statewide costs such as debt service and rent subsidies for GRF-supported agencies that occupy space in state-owned buildings and for unoccupied space resulting from active renovations or vacancies in those buildings.

When all funds are considered, funding for statewide support makes up nearly one-third of the FY 2012-2013 DAS budget request. Just over $275 million is requested in each fiscal year to operate DAS programs.

In addition, DAS administers employee benefit funds and prepared the following operating budget request for these payroll-related funds, which are grouped under the convention “Agency PAY”:

PAY Program FY 2012 Request FY 2013 Request HEALTH INSURANCE BENEFITS $ 647,333,131 $ 712,066,445 LIFE INSURANCE BENEFITS $ 2,080,634 $ 2,143,053 ACCRUED LEAVE PAYMENTS $ 72,053,178 $ 71,828,986 DISABILITY LEAVE PAYMENTS $ 27,616,583 $ 26,593,747 COST SAVINGS DAYS $ 50,000,000 - PARENTAL LEAVE PAYMENTS $ 3,484,737 $ 3,355,673 DEPENDENT CARE SPENDING ACCT $ 2,881,273 $ 2,967,711 HEALTH CARE SPENDING ACCT $ 8,588,262 $ 9,447,088 PAYROLL DEDUCTIONS $ 855,456,678 $ 840,248,559 Total $ 1,669,494,476 $ 1,668,651,262

20 DAS Operational Funding Concerns: Funding for GSD State Architect’s Office: Establishing a viable, equitable funding model to support the services provided by SAO is a major priority shaping the DAS budget request. This effort goes directly to our accountability goal—improving efficiencies through smart centralization, eliminating redundancies and unnecessary overlap.

Currently SAO is funded by customer fees according to a sliding scale percentage of the construction costs of a project. SAO also assesses a local administration fee on agency projects managed by the owner agency. Currently, only 43 percent of the costs of SAO are attributable to specific projects. The remaining 57 percent is for shared services such as the development and maintenance of statewide terms and conditions for design and construction, energy design standards, Encouraging Diversity Growth and Equity (EDGE) program administration, and statewide master planning and administration of the OAKS Capital Improvements module (OAKS CI). The result is a worsening funding imbalance: agencies that pay SAO for management of specific projects provide virtually the only revenue to this program, and these amounts are inadequate to support the cost of SAO’s operations. As part of the FY 10-11 operating budget bill, a cash transfer from the Major IT Purchases Fund (Fund 4N60) to the SAO Fund (Fund 1310) enabled SAO to pay its expenses, but this was a one-time solution.

DAS has submitted a proposal to link SAO funding to the capital budget. In this proposal, project fees will continue to support project-specific services, and statewide services would be supported by a small percentage — less than one-half of 1 percent — of capital appropriations for new projects. This proposed solution, an amendment to Chapter 123 of the Revised Code, was originally submitted in early 2010 with the DAS capital budget proposal. We are resubmitting it with the budget language proposals that accompany this operating budget request.

Funding for GSD Real Estate and Planning: The office is funded through a combination of general revenue funds and a rate assessed on commercial leases. Rates have decreased by more than 50% over the past two years. The current rate is great for customers but is not sustainable, and without changes the lack of funding will negatively impact services to customers.

Funding for Investment and Governance Division: Even though this program has been responsible for booking $85 million in cost reductions so far the scope of services will need to be cut and alternatives quickly determined in order to keep the program solvent. Costs of the principal means of managing its statewide IT investment through governance and management practices are recovered through an assessment against state payroll and an assessment against state IT purchase requests. The scope of these statewide services includes policy and standards development, enterprise technical architecture, budget and spending controls, planning and project management, enterprise contract development and administration, and extensive programs for cost reductions and consolidation of buying power and services. A recent readiness assessment of the organization reveals every program but one is understaffed and underfunded relative to meeting demand for services, and the backlog grows. A Business Office analysis reveals that at current levels, the division could be operating at a reduced funding level as soon as the beginning of the next fiscal year. Measures have been taken to reduce costs and avoid incurring ongoing cost obligations.

Funding Infrastructure Services Division: ISD is the service delivery arm of OIT. All services are rated and recovered. The current model does not provide the ability for ISD to fund activities to research new technologies and services to support state agencies without encumbering these

21 costs in the current rates. Funding sources for research, pilots, and incubation of new services would allow ISD to provide enhanced services at cost effective rates.

OAKS Funding (Jan. - June 2011): The funding mechanism under which OAKS operates are Certificates of Participation (COPs). COPs were used for the initial financing of the OAKS project. A total of four COPs issuances have been used for projects to further develop and enhance OAKS’ realized capabilities. At this point, funding for existing plans will be exhausted by the end of FY 11, and further development of the system will likely be needed. Additional funding for these purposes could be considered either through a new COPs issuance or other funding mechanism. A decision regarding additional issuances would need to be made with OBM, and General Assembly authorization would also be needed before an issuance can be started. Note: DAS has proposed language in the budget bill to seek legislative authority for appropriating the federal SWCAP reimbursement for OAKS. Reimbursed amounts that can be re-invested in OAKS development are estimated to be $6 million annually.

OAKS: Financial Records for COPs Expenditures: DAS has deposited the COPs proceeds into a trustee account held by the Bank of New York. This account is maintained outside of the OAKS General Ledger and is not under the direct custody of the Treasurer of State. DAS makes lease rental payments in amounts equal to the debt service on the COPs. Continued focus should be applied to maintaining proper controls to assure accurate and relevant financial records as they are related to COPs expenditures.

DAS Staffing Concerns: GSD Office of Procurement Services: The loss of highly experienced procurement leaders through retirements and the challenge to replace with high quality, highly experienced managers are the greatest concern.

HRD Office of Policy: Currently, the Office of Policy Development is extremely short-staffed. While this Office is generally served by three full-time Policy Analysts and one full-time Policy Administrator, two Policy Analysts positions are currently vacant, as is the Administrator position (currently being filled on a part-time, shared employee basis). The level of support required for state HR professionals has not diminished, so filling these key positions is an immediate concern.

HRD Benefits Administration Services (BAS): Succession planning is needed for upcoming retirements within BAS. Three key manager positions become eligible for retirement over the next two years. Currently, the division lacks the bench strength for a seamless transition.

HRD: Office of HCM and Agency HR Support: Current HR Operations Benefits Support staff is under capacity. As implementation of a new business model includes centralization of certain operations, staffing and organizational design must include sufficient staff to support the business. One example includes National Medical Support Notices (NMSN). Failure to sufficiently staff, not only puts the State and employees in jeopardy of non-compliance with these court orders, but increases risk to benefits plans relative to dependent eligibility and verification.

OIT IT Investment and Governance Division: A recent readiness assessment of IGD reveals every program but one is understaffed and underfunded relative to meeting demand for services. Across OIT the loss of highly experienced technical staff through retirements is a growing concern.

Enterprise Initiatives - Concerns Large IT Implementations Requiring Review: OIT: Division of State IT Investment and Governance: DAS holds the contracts for most IT investments. IGD has been called upon to review several large IT investment implementation projects in flight to understand and remediate performance issues. Projects currently under review include the state’s Medicaid management system replacement (MITS), taxation management system replacement (STARS), and racetrack video lottery terminal implementation (VLTs). Each project should be reviewed on the merits of its policy, business case, progress, total cost, alternatives, management, and benefit potential. Lessons learned should be folded into a comprehensive approach to end-to-end management in how the state implements large IT investments and the staffing of IGD should be sized to demand.

Benefits Open Enrollment: Office of Benefits Administration and Office of HCM and Agency HR Support: Number of increased enrollments due to new rules resulting from Federal Healthcare Reform changes and the resulting requirements placed on the State’s plan

Anticipated New Healthcare Contract for State Employees: HRD’s Offices of Benefits Administration and HCM and Agency HR Support and OCB: The State recently utilized the RFP process to determine what might be the most cost effective approach to deliver health care coverage to all State employees beginning July 1, 2011. Through the RFP process, a strategy was decided and a new model was recommended. The proposed healthcare solution continues the current health plan design, but may impact the current vendors providing those services. The new Administration needs to be positioned to adjust to any new healthcare delivery model.

The DAS Director received a recommendation from the Joint Health Care Committee (JHCC) co-chairs on November 5, 2010 and should respond back to the co-chairs no later than December 20, 2010. Upon acceptance of the recommendation, the State’s Benefits Consultant, AON Hewitt, will notify and will begin finalizing the terms & conditions with the finalists.

IT Classification Project: After months of reviewing feedback from subject matter experts, a focus group, HR Administrators, CIO's, the OCSEA IT subcommittee, and those who replied to the on-line open comment period, the joint labor management committee agreed to a final product regarding the IT Classification Project. Both DAS and OCSEA agreed to the creation of six (6) new bargaining unit IT classification series with 18 classification titles. The goal was to broaden the scope of the classifications so they did not become outdated upon being implemented and to reduce the size of the class plan. At the start of the project in early 2009 there were an estimated 70 bargaining unit IT classification titles.

Contract changes can be found to Articles 36.05(b), 18, and agreements were signed regarding Article 17 and a new position description agreement for the IT sector of the state workforce.

A phased implementation, agency-by-agency, is 98% complete for cabinet agencies. The Treasurer of State also transitioned to the new series’. Because the timeline for transition is an aggressive 109 days, a transition toolkit was developed for agencies which includes, but is not limited to: transition guidelines, letter templates, a duty identification tool, training materials, etc.

Upon completion of this bargaining unit phased implementation, exempt IT classifications will also require updating in order to properly align compensation, duties, and organization structure.

23 SOCC Remediation: The effective utilization of the State of Ohio Computer Center (SOCC) is central to the state’s ability to implement IT modernization strategies and generate IT cost efficiencies. The SOCC represents a capital investment of more than $60 million and houses some of the most critical IT equipment in the state, valued at more than $300 million. The existing configuration and design of this facility is not sufficient to support the current IT needs of state government. An additional investment in the SOCC – with a cost estimated at $12.6 million in FY 12 and $3.4 million in FY 13 – will be necessary to overcome problems with space configuration, power and cooling. This investment also provides the ability to begin reducing agency specific data centers, driving increased IT consolidation and cost savings.

2nd Site/Alternative Hosting Site: OIT: Infrastructure Services Division: The FY12/13 budget guidance requires agencies to have plans underway for disaster recovery before the end of FY13. OIT is actively working to have a location identified in early FY12. To that end OIT recently released a Request for Information (RFI) regarding a 2nd Site data center for disaster recovery and business continuity purposes. There were three major requirements: 1) 80-100 miles from the SOCC; 2) on a separate power grid from Central Ohio; and 3) located in Ohio. We received 16 responses which are under review. The 2nd site is server, not mainframe focused with the current concept to build out shared server infrastructure that agencies can use as their DR and Business Continuity site if the primary data center (SOCC) is lost. This supports consolidation of infrastructure environments (server, storage, network) and would provide remote service capabilities for data backup and archiving capabilities through data snapshots, replication and de-duplication;

MARCS Upgrade: OIT is responsible for managing the state’s Multi-Agency Radio Communication System, MARCS, which provides statewide mobile voice and data communications to vital public safety and service providers at all levels of government. MARCS provides users with more than 97.5% digital voice coverage statewide, providing interoperability to law enforcement, fire, health, emergency management and emergency medical services in places where it may not be otherwise feasible. Ohio’s investment in this critical communications infrastructure continues to promote interoperability in day-to-day communications as well as during catastrophic events.

MARCS must upgrade to the IP-based platform within the next 2 to 4 years due to the existing infrastructure reaching end of service life. As the MARCS platform upgrade rolls out and additional users join the system, OIT is making every effort to establish partnerships with local entities where possible to reduce costs for all parties. This will be accomplished by sharing the purchasing, towers and infrastructure as well as lease, management and maintenance responsibilities. By aggressively rolling out the MARCS IP platform significant dollars can be saved by reducing the number of public safety radio systems in Ohio from 1,338 to a dozen or fewer.

24 MARCS Program Reporting Structure: There has been past discussion about moving the MARCS program to the Department of Public Safety (DPS). Although DPS is a significant customer of the system; it is not the only customer. MARCS should remain within DAS – the central service provider in order to ensure a neutral approach to customer service. The current structure is not only conducive to a neutral approach to customer service but it assures that the state assets that support MARCS can be leveraged beyond public safety use. DPS and other agency customers have a voice in the program through the Steering Committee.

Enterprise - Budget Impacts: Collective Bargaining Agreement: Restoration Costs July and August 2011: The third year of the collective bargaining agreements provides for restoration of personal leave lost in the form of a sick leave credit and a lump sum payment. Restoration will cost the State an estimated $288 million. For an employee to be eligible for both forms of restoration, the employee must be in active payroll status as of June 18, 2011 or July 30, 2011. If layoffs are necessary as a cost savings measure during fiscal years 2011 and 2012, completing the layoff by May 31, 2011, will save the agencies additional funds because it will make those employees ineligible to receive the restoration. General guidelines for layoff/job abolishment timelines have been included in Appendix D as Attachment 12. If work is being contracted out, it requires 120 days notice to the Union. In order to complete a layoff by May 31, 2011, agencies should begin developing their reduction plan and rationale in January 2011.

Third Year of the Collective Bargaining Agreements: 2011 brings about the third year of each of the State collective bargaining agreements. Along with the costs of restoration (described above), comes the end of cost savings days, step freezes and the freeze on personal leave and conversion, as well as an end to the savings achieved as a result of those provisions. Beginning July 1, 2011, the cost savings day deduction is scheduled to cease, along with the corresponding time off. If additional personnel savings are necessary in light of the State budget, changes will have to be negotiated with the unions. February through April 2011 would be the right time to go back to the unions to seek additional cost savings measures, be it the continuation of cost savings days or some other measure. This timeframe would allow sufficient time to reach agreement and also to allow for programming of the OAKS system to support any changes.

25 Immediate Calendar Events/Meetings (Jan.-June 2011)

Jan. 2011: Draft legislation for exempt employee salary and related benefits for FY12 and FY13 in conjunction with the new administration and OBM. The current agreements for state employees subject to collective bargaining do not expire until 2012, but exempt employee compensation is set by statute, as is the mandatory cost savings program found in ORC 124.392. Contact: HRD Policy

Jan. 1-June 30, 2011: Benefits Open Enrollment: Design, Build, Test and Implement the benefits open enrollment event for state employees. In conjunction with Benefits Administrative Services. Contact: HRD Applications and Reporting

Jan. 2011: Dr. Martin Luther King, Jr. Commemorative Celebration: Contact: EOD: Liaison to MLK Holiday Commission

Jan. 2011: Confirmation of medical plan design changes for OAKS configuration. Contact: HRD Benefits

Jan. 2011: Long Term Care Open Enrollment. Contact: HRD Benefits

Jan. 2011: OBM OIA Payroll Deductions Audit. Contact: HRD HCM & Agency HR Support

Jan. 2011: Preparation for the 2012 Round of Bargaining The Collective Bargaining Agreement with OCSEA expires February 29, 2012. This is followed by the expiration of the Agreement with SEIU/District 1199 on May 31, 2012, and then the expiration of the Agreements with OEA, FOP, and OSTA on June 30, 2012. Beginning Jan. 2011, OCB will begin preparations for those negotiations. OCB is statutorily required to “Conduct systematic reviews of collective bargaining agreements for the purpose of contract negotiations;” and “Coordinate the systematic compilation of data by all agencies that are required for negotiating purposes.” From Jan. through June 2011, OCB will collect data on labor issues and grievances and visit each agency, board, and commission to discuss potential contract changes that can help operationally. OCB will work with the Governor’s Office, OBM and the DAS Director during this time period on developing the strategy for negotiations. From June 2011 through November 2011, OCB will develop proposals, which go through an extensive review process. OCB also coordinates Agency Specific negotiations which occur simultaneously with main table negotiations for OCSEA and SEIU/District 1199. Negotiations with OCSEA will begin in late November/early December 2011 if we follow the historical practice. Statutorily, OCB is required to begin negotiations with OCSEA no later than December 31, 2011. Detailed timelines of the statutory process and OCB’s process have been included in Appendix D as Attachment 10. . Contact: OCB

Jan. 2011: A plan for managing through substantial numbers of mission critical IT agreements due to expire by June 30 should be well underway, including approximately 320 IT State Term Schedules, 40 master IT maintenance agreements, 40 MARCS agreements, 30 master license agreements, 24 master services agreements, and 50 custom agreements including major agreements for OAKS hosting, IBM, HP, Oracle, Microsoft, state mainframe services, and others.

Jan. 31, 2011: FY10 Annual Fleet Report. Contact: GSD: Fleet Management

26 Feb. 2011: Submission of FY2012 health care rate changes to OBM for approval. Contact: HRD Benefits

Feb. 14, 2011: Go live of the OAKS Strategic Sourcing module. Contact: GSD: Business Operations

Feb. 1, 2011: WILMAPC finalizes Approved Provider List for OIL/Salary Continuation benefits. Contact: OCB

March 2011: Second Annual Minority Business Symposium. Contact: EOD: Outreach

Mar. 2011: OAKS HCM Benefit training rolls out in March 2011. Contact: HRD Learning/Professional Development.

Mar 2011: “Go live” and training for OHMS Certification module (first quarter 2011.) Contact: HRD Workforce Administration

March, 2011: IT budgets must be settled and submitted as part of executive blue book.

March, 2011: Consolidated IT purchase planning should be well underway for first of year needs.

Apr. 2011: Dr. Martin Luther King Jr. Statewide Oratorical Contest EOD: Liaison to MLK Holiday Commission

Apr. 2011: Open Enrollment communications including booklets, webinars, and health fairs. Contact: HRD Benefits

Apr. 2011: Submit IT Controlling Board authority renewal packet.

Apr. 2011: House Bill 1 child annual re-certification. Contact: HRD Benefits

April 2011: Annual MBAP Certification Training Sessions. Contact: EOD: Outreach

May 2011: Benefits Open Enrollment. Contact: HRD HCM & Agency HR Support

May 2011: Meeting with state agency EEO Managers to issue the EEO Strategic Plan. Contact: EOD: EEO/AA Unit

May, 2011: Set new blanket IT spending limits for agencies.

May, 2011: Distribute end of year IT spending and contracting processing deadlines to agencies, and plan with agencies for critical end-of-year, beginning-of-year needs.

May 16 – 19, 2011: Shaken Horizon (major EMA live exercise). Contact: GSD: Business Continuity

June 2011: Fiscal year end close. Contact: HRD HCM & Agency HR Support

June 18, 2011: Restoration of lost personal leave pursuant to Collective Bargaining Agreements Pay period including July 1, 2011: OCSEA, SEIU/1199, OEA, FOP, and OSTA

27 employees in active payroll status on June 18, 2011, receive a one-time credit of sick leave. Full-time employees receive 32 hours of sick leave or an amount equal to half of the personal leave hours lost, whichever is less. Part-time employees receive 16 hours of sick leave. Contact: OCB

June 2011: Cost Savings Days (CSD) reconciliation (i.e., payment for unused days that result from a manager’s denial of a CSD leave request). Contact: OCB

June 2011: CSD final reporting for FY2010 and FY 2011. Contact: HRD HCM & Agency HR Support

June, 2011: Approximately 400 enterprise IT agreements will need to be executed no later than June 30, many of which are mission critical to the state’s operations.

October, 2011: Preparations for the Fiscal Years 2014-2015 statewide IT budget process need to be underway

June 2011: Meeting with state agencies to issue the EEO investigations Manual. Contact: EOD: EEO/AA Unit

June 2011: GAAP reporting period. Contact: HRD HCM & Agency HR Support

June 2011: Generate Open Enrollment eligibility file to vendors. Contact: HRD Benefits

June 30, 2011: is a significant date for the Office of Real Estate and Planning as all of the approximate 245 commercial leases are set to expire. Contact: GSD: Real Estate.

Summer 2011: Columbus and Cincinnati MBE/WBE Construction Management Training Institute. The CCU is one of the co-sponsors of this program that is geared toward minority and women owned businesses. The purpose of these programs is to provide training to minority and women business enterprises in the area of bidding, project management, risk management, safety regulations, etc. The goal of these training programs is mentor MBE/WBE businesses and provide an opportunity to work with majority construction contractors performing on state construction projects. Contact: EOD: Construction Compliance Unit

Agency Authority

Legal Authority (Ohio Revised Code) ...... 30

Directives ...... 46

Executive Orders ...... 48

Controlling Board Authority...... 52

29 Legal Authority (Ohio Revised Code)

The following is a list of DAS Director duties for Chapters 9 and 125 of the Ohio Revised Code (highlights). The list provides a brief description of the director’s duties by code section and the position currently overseeing the obligation.

RC 9.01 Requires director to create and maintain a certificate of authenticity and completeness. Administrator of State Printing.

RC 9.24 DAS may not enter into a contract with anyone against whom a finding for recovery has been issued by the auditor of state. Administrator of State Purchasing and OIT.

RC 9.25 DAS may acquire supplies from the federal government directly when director determines that they can be obtained at a lower price than competitive bidding would generate. Administrator of State Purchasing and OIT.

RC 9.31 Withdrawing bids made in error. State Architect

RC 9.312 Except for contracts let under RC 125.11, DAS must provide notice to an apparent low bidder that has been determined to be not responsive or responsible by first class mail. Notice must include the reasons for the finding. State Architect.

RC 9.32 When the state lets a contract for construction, demolition, alteration, repair, or reconstruction of a public improvement, the contracting authority must simultaneously notify the surety on the contractor's bond. State Architect.

RC 9.33 - Construction management services. DAS’ duties are the same as any other public owner. State Architect.

RC 9.41 Director must certify the estimate, payroll, or account for salary or compensation before any payroll warrants can be issued. Administrator of Payroll Administration.

RC 9.47 Equal employment opportunity coordinator must determine if bidder has complied with all affirmative action programs the bidder was required to comply with during last five years. Any bidder denied a certificate of compliance may appeal to director. Equal Employment Opportunity Coordinator.

RC 9.821 DAS to provide risk management services and insurance programs for the state. Administrator of Risk Management.

RC 9.822 DAS must establish a self insured insurance plan or purchase coverage that protects (1) state real and personal property from accidental loss, (2) state officers or employees from civil actions due to the performance of their official duties (except when the act is manifestly outside the

30 scope of the officer's or employee's official responsibilities, is with malicious purpose, in bad faith, or wanton or reckless) and (3) the state through fidelity bonding of state officers, employees, and agents who are required by law to provide a bond. Administrator of Risk Management.

RC 9.823 Director must administer the risk management reserve fund on an actuarially sound basis. Administrator of Risk Management.

RC 9.83 Director must operate the vehicle liability fund on an actuarially sound basis. Administrator of Risk Management.

RC 9.87 DAS may purchase policies of insurance to provide coverage in connection with any civil action, against an officer or employee. Administrator of Risk Management.

124.02 The director of administrative services and the state personnel board of review shall exercise all functions, powers, and duties that formerly were by law vested in the state civil service commission and the offices of commissioners and members and upon their employees, agents, and representatives.

124.04 The powers, duties, and functions of the director of administrative services shall include, but shall not be limited to, the following powers, duties, and functions: (A) To prepare, conduct, and grade all competitive examinations for positions in the classified state service; (B) To prepare, conduct, and grade all noncompetitive examinations for positions in the classified state service; (C) To prepare eligible lists containing the names of persons qualified for appointment to positions in the classified state service; (D) To prepare or amend, in accordance with section 124.14 of the Revised Code, specifications descriptive of duties, responsibilities, requirements, and desirable qualifications of the various classifications of positions in the state service; (E) To allocate and reallocate, upon the motion of the director or upon request of an appointing authority and in accordance with section 124.14 of the Revised Code, any position, office, or employment in the state service to the appropriate classification on the basis of the duties, responsibilities, requirements, and qualifications of that position, office, or employment; (F) To develop and conduct personnel recruitment services for positions in the state service; (G) To conduct research on specifications, classifications, and salaries of positions in the state service; (H) To develop and conduct personnel training programs, including supervisory training programs and best practices plans, and to develop merit hiring processes, in cooperation with appointing authorities; (I) To include periodically in communications sent to state employees both of the following:

31 (1) Information developed under section 2108.34 of the Revised Code promoting the donation of anatomical gifts under Chapter 2108. of the Revised Code; (2) Information about the liver or kidney donor and bone marrow donor leave granted under section 124.139 of the Revised Code. (J) To enter into agreements with universities and colleges for in-service training of officers and employees in the civil service and to assist appointing authorities in recruiting qualified applicants; (K) To appoint examiners, inspectors, clerks, and other assistants necessary in the exercise of the powers and performance of the duties and functions which the director is by law authorized and required to exercise and perform, and to prescribe the duties of all of those employees; (L) To maintain a journal, which shall be open to public inspection, in which the director shall keep a record of the director’s final decision pertaining to the classification or reclassification of positions in the classified civil service of the state and assignment or reassignment of employees in the classified civil service of the state to specific position classifications; (M) To delegate any of the powers, functions, or duties granted or assigned to the director under this chapter to any other state agency of this state as the director considers necessary; (N) To delegate any of the powers, functions, or duties granted or assigned to the director under this chapter to any political subdivision with the concurrence of the legislative authority of the political subdivision. (O) To administer a state equal employment opportunity program.

124.07 Director may appoint examiners, inspectors, clerks, and other assistants to carry out the requirements of Chapter 124. Director may enter into agreements with counties, cities, or other political subdivisions to provide any services or facilities of DAS for functions related to human resources and such agreement must provide that the department shall be reimbursed for the reasonable costs of those services and facilities as determined by the director. Director may designate the municipal civil service commission of the largest city in a county as the director’s agent for reporting purposes.

124.08 Director must maintain suitable offices for the purpose of carrying out the duties of Chapter 124.

124.09 Director shall have the following civil service duties: (A) Prescribe, amend, and enforce administrative rules for the purpose of carrying out the functions, powers, and duties vested in and imposed upon the director by Chapter 124. (B) Keep records of the director’s proceedings and records of all applications for examinations and all examinations conducted by the director. (C) Prepare, continue, and keep in the office of the department of administrative services a complete roster of all persons in the classified civil service of the state who are paid directly by warrant of the director of budget and management.

32 (D) Approve the establishment of all new positions in the civil service of the state and the reestablishment of abolished positions. (E) Require the abolishment of any position in the civil service of the state that is not filled after a period of twelve months unless it is determined that the position is seasonal in nature or that the vacancy is otherwise justified; (F) Make investigations concerning all matters touching the enforcement and effect of this chapter and the administrative rules of the director of administrative services prescribed under this chapter. (G) Have the power to subpoena and require the attendance and testimony of witnesses and the production of books, papers, public records, and other documentary evidence pertinent to the investigations, inquiries, or hearings on any matter which the director has authority to investigate, inquire into, or hear, and to examine them in relation to any matter which the director has authority to investigate, inquire into, or hear. (H) Make a report to the governor, on or before the first day of Jan. of each year, showing the director’s actions, the rules and all exceptions to the rules in force, and any recommendations for the more effectual accomplishment of the purposes of this chapter. The director shall also furnish any special reports to the governor whenever the governor requests them.

124.10 Notice of garnishment actions against state employees to be served upon the director for processing within payroll.

124.11 Director may determine that certain limited positions are impracticable to include in the classified civil service. The director is responsible for establishing rules as to competitive classified service, although the statute sets forth the director’s general requirements for filling vacancies. In the event an unclassified employee exercises fallback rights to the classified service, the director is responsible for certifying that the classified position is comparable in compensation to the position the person previously held in the classified service.

124.12 DAS shall develop and provide each appointing authority in the state service with a general written description of the nature of employment in the unclassified civil service.

124.133 Director may establish, by rule, an experimental program to be implemented on a limited basis only which grants to employees in the service of the state vacation leave, sick leave, disability leave, personal leave, life insurance, or medical insurance benefits that differ from these benefits as granted by sections 124.13, 124.134, 124.382, 124.385, 124.386, 124.81, and 124.82 of the Revised Code. However, this program shall not reduce the number of hours of vacation leave, sick leave, or personal leave which an employee has accrued as of the effective date of the rule.

124.137 Creates the parental leave benefit fund and outlines the director’s duties in making payments from the fund and establishing rates for payroll charges to cover the administrative costs of the fund.

124.138 Director is authorized to establish paid leaves and employee benefits for eligible full-time fire fighters employed by the adjutant general’s department that are comparable to paid leaves and employee benefits provided to other full-time permanent employees, with certain constraints, and to adopt rules in this regard.

124.139 Director is responsible for providing information as to organ donor leave to all full-time employees.

124.14 Director must establish, and may modify or rescind, by rule, a job classification plan for all positions, offices, and employments the salaries of which are paid in whole or in part by the state and is responsible for reclassifying positions that are incorrectly classified. Director may establish, modify, or rescind a classification plan for county agencies that elect not to use the services and facilities of a county personnel department. Director shall establish the rate and method of compensation for all employees who are paid directly by warrant of the director of budget and management and who are serving in positions that the director of administrative services has determined impracticable to include in the state job classification plan. Director shall set the rate of compensation for all intermittent, seasonal, temporary, emergency, and casual employees in the service of the state who are not considered public employees under R.C. 4117.01.

124.141 Director may establish, by rule, an appointment incentive program that allows an appointing authority to pay to certain officers or employees a salary and benefits package that differs from the salary and benefits otherwise provided by law for such officer or employee, but such program cannot include a provision for health care benefits to a covered officer or employee that are different from those otherwise provided by law for that officer or employee.

124.15 Director shall determine the manner and amount an employee must pay for lodging, meals, laundry, or other personal services that are furnished an employee in the service of the state. Director may review collective bargaining agreements entered into under Chapter 4117. of the Revised Code that cover employees in the service of the state and determine whether certain benefits or payments provided to the employees covered by those agreements should also be provided to employees in the service of the state who are exempt from collective bargaining coverage. Director has certain limited authority to establish pay rates for certain positions and has authority to adjust the pay rate step in certain circumstances.

124.151 Director shall provide, by rule, for the direct deposit in a financial institution of the compensation of an employee who fails to provide to the appointing authority a written authorization for payment by direct deposit.

124.17 Director may institute an employee awards system designed to encourage all state employees to submit suggestions that will reduce the

34 costs, or improve the quality, of state services. Director may establish a program for the recognition of exemplary performance of employees.

124.18 Director may approve an appointing authority’s policy to grant compensatory time or to pay compensation to certain state employees who are exempt from overtime compensation.

124.181 Director must approve the eligibility of an employee to receive pay supplements, upon application by the appointing authority substantiating the employee’s qualifications for the supplement. The effective date of such supplement is to be determined by the director. Claims for temporary hazard pay are subject to an administrative audit by the director as to the extent and duration of the employee’s exposure to the hazardous condition. Director may establish a shift differential for employees and, in conjunction with the appointing authority, shall designate which positions shall be covered. Director shall approve all temporary working levels. Director must approve an appointing authority’s supplementary compensation schedule for any licensed physicians employed by the agency, board, or commission in positions requiring a licensed physician.

124.182 Director to administer the professional development fund.

124.20 Director to adopt rules, with approval of State Personnel Board of Review, for appointments, promotions, transfers, layoffs, suspensions, reductions, reinstatements, and removals in and examinations and registrations for offices and positions in the civil service of the state and for maintaining and keeping records of the efficiency of officers and employees in the civil service of the state.

124.21 Director may divide the state into civil service districts, and establish an officer in each of such districts.

124.23 With respect to civil service examinations, the director may determine certain limitations as to citizenship, age, experience, education, health, habit, and moral character. Director shall have control of all examinations administered for positions in the service of the state.

124.25 Director is responsible for the application process for civil service examination.

124.26 Director is responsible for preparing eligible list from results of examination.

124.27 Director is responsible for certifying a group of candidates from the eligibility list to a requesting appointing authority.

124.30 Director may suspend the provisions of R.C. 124.01 to 124.64 that require competition in the specific case of a vacancy in a position in the classified service where peculiar and exceptional qualifications of a scientific, managerial, professional, or educational character are required, and upon

35 satisfactory evidence that for specified reasons competition in this special case is impracticable and that the position can best be filled by a selection of some designated person of high and recognized attainments in those qualities, but no suspension shall be general in its application. Director must report all such cases of suspension in the annual report of the director with the reasons for each suspension. Director shall suspend the provisions when the director of job and family services provides the certification under section 5101.051 of the Revised Code that a position with the department of job and family services can best be filled if the provisions are suspended.

124.301 Director shall waive any residency requirement for the civil service established by a rule adopted under division (A) of section 124.09 of the Revised Code if the director of job and family services provides the director certification under section 5101.051 of the Revised Code that a position with the department of job and family services can best be filled if the residency requirement is waived.

124.31 In all cases where vacancies are to be filled by promotion, the director shall certify to the appointing authority the names of the three persons having the highest rating on the eligible list.

124.32 No person in the classified civil service of the state may be transferred without the consent of the director of administrative services. Any person holding an office or position in the classified service who has been separated from the service without delinquency or misconduct on the person’s part may be reinstated within one year from the date of that separation to a vacancy in the same office or in a similar position in the same department, except that a person in the classified service of the state only may be reinstated with the consent of the director of administrative services.

124.321 In case of layoff for lack of work for appointing authorities whose employees are paid by warrant of the director of budget and management, the director of administrative services shall determine whether a lack of work exists. For employees to displace other employees during a layoff, the director may establish a paper lay-off process under which employees who are to be laid off or displaced may be required, before the date of their paper layoff, to preselect their options for displacing other employees.

124.322 Director shall adopt rules establishing a method for determining layoff procedures and an order of layoff of, and the displacement and recall of, laid-off state and county employees.

124.324 For purposes of layoff displacement rights, the director shall verify the & 124.325 calculation of the retention points of all employees in the service of the state in an affected classification.

124.326 Director shall establish layoff districts for state agencies, boards, and commissions.

124.33 No employee shall be temporarily transferred more than once during any six-month period without the approval of the director, if the employee is in the service of the state.

124.382 Director shall determine in which increments of an hour and at which compensation rate used sick leave shall be deducted from the employee’s credit on the basis of absence from previously scheduled work.

124.383 Director shall establish procedures to allow a full-time or part-time employee who is credited with sick leave to elect one of the statutory options with respect to sick leave credit remaining at the end of the year.

124.384 In certain circumstances and with the approval of the director of budget and management, the director may establish a plan for early payment of accrued sick leave and vacation leave.

124.385 Director shall, by rule, establish a disability leave program.

124.386 Director shall, by rule, establish a pro-rated personal leave credit for employees.

124.389 Director may establish an employee exchange program for employees whose salary or wage is paid directly by warrant of the director of budget and management.

124.391 Director may establish a program under which an employee paid directly by warrant of the director of budget and management may donate that employee’s accrued but unused paid leave to another employee paid directly by warrant of the director of budget and management who has no accrued but unused paid leave and who has a critical need for it because of circumstances such as a serious illness or the serious illness of a member of the employee’s immediate family.

124.392 Director may establish a voluntary cost savings program for exempt employees and shall establish a mandatory cost savings program applicable to exempt employees.

124.64 Prosecutions for the violation of civil service rules or statutes shall be instituted by the attorney general or by the director acting through special counsel, or by the county prosecutor for the county in which the offense is alleged to have been committed.

124.821 Director to administer the health care spending account fund.

124.822 Director to administer the dependent care spending account fund.

124.86 Director to administer the employee educational development fund in accordance with the terms of collective bargaining agreement.

37 124.87 DAS to administer the state employee health benefit fund. RC 125.02 DAS may establish supplies or services for state agencies. DAS shall prescribe uniform rules governing forms of specifications, advertisements for proposals, the opening of bids, the making of awards and contracts, and the purchase of supplies and performance of work. Administrator of State Purchasing.

RC 125.021 DAS may contract for, operate and superintend telephone, telecommunication and computer services for state agencies. OIT.

RC 125.022 DAS may establish cooperative agreements with one or more states, the federal government, other purchasing consortiums or any political subdivision of this state. Administrator of State Purchasing.

RC125.023 DAS may suspend the purchasing requirements of Chapter 125 and any requirements of Chapter 153 in response to a defined period of emergency for the emergency management agency and any other state agency participating in recovery activities. Administrator of State Purchasing.

RC 125.03 When the annual premium for insurance is over $1,000, DAS must purchase in conformity with purchasing statutes in Chapter 125. Administrator of Risk Management.

RC 125.04 DAS determines supplies and services to be purchased. DAS may allow political subdivisions and defined others to participate in DAS contracts. DAS may charge a reasonable fee for such participation. Administrator of State Purchasing and OIT.

RC 125.05(A) DAS must establish written procedures to assist state agencies when exercising direct purchasing authority. Administrator of State Purchasing.

RC 125.05(B) DAS must make purchases through competitive selection on behalf of state agencies unless the state agency is purchasing a supply or service that costs more than twenty-five thousand dollars but less than fifty thousand dollars if the purchases are made under the direction of an employee of the agency who is certified by the department to make purchases and if the purchases comply with the department’s purchasing procedures. Administrator of State Purchasing and OIT.

RC 125.05(C) If director determines it is not possible or not advantageous to the state for DAS to make the purchase, DAS must grant the agency a release and permit. If an agency's purchase exceeds the threshold limit, but is less than Controlling Board limit ($50,000) DAS approves the purchase. Administrator of State Purchasing and OIT.

RC 125.051 The director of DAS shall certify employees of state agencies to make purchases of supplies and services under division (B) of section 125.05 of the Revised Code. The director shall adopt rules in accordance with Chapter 119. of the Revised Code governing certification

RC 125.06 DAS may issue release and permits to agencies to make purchases. Administrator of State Purchasing and OIT.

RC 125.07 When conducting competitive selection, DAS must provide the notice specified by this section to competing businesses. Administrator of State Purchasing and OIT.

RC 125.071 DAS may make purchases by competitive sealed proposal when director determines that use of competitive sealed bidding is not possible or not advantageous to the state. Administrator of State Purchasing and OIT.

RC 125.072 When director determines that it is advantageous to the state, DAS may conduct competitive selection through reverse auction. Administrator of State Purchasing.

RC 125.073 DAS must actively promote and accelerate the use of electronic procurement, including reverse auctions.

RC 125.08(A) DAS must maintain a competitive selection notification list. DAS may divide the state into purchasing districts. Administrator of State Purchasing.

RC 125.081(A) Director must select state purchases to be set aside for competition by minority business enterprises. Administrator of State Purchasing and OIT.

RC 125.081(E) The director of DAS certifies to the equal employment opportunity coordinator, the clerk of the senate, and the clerk of the house of representatives of the general assembly that approximately fifteen per cent of the aggregate amount of the projected expenditure for such purchases in the fiscal year has been set aside as provided for in this section. RC 125.082 The director of administrative services shall adopt rules in accordance with Chapter 119. of the Revised Code establishing guidelines for the procurement of recycled products pursuant to division (A) of this section. In addition, DAS and DNR annually shall prepare and submit to the governor, president of the senate, and speaker of the house of representatives a report that describes, so far as practicable, the value and types of recycled products that are purchased with moneys disbursed from the state treasury by the general assembly; the offices of all elected state officers; and all departments, boards, offices, commissions, agencies, and institutions of this state

RC 125.09(A) DAS may prescribe conditions under which competitive sealed bids will be received as it considers necessary. Administrator of State Purchasing and OIT.

RC 125.09(B) DAS may require that each bidder provide sufficient information about energy efficiency or energy usage of product or service. Administrator of State Purchasing and OIT.

RC 125.092 The director shall establish a biobased product preference program, which shall ensure that the department of administrative services, other state agencies, and state institutions of higher education purchase biobased products and adopt a policy of setting minimum biobased content specifications for awarding contracts with related RC 199 rules.

RC 125.10 DAS may require that all competitive sealed bids, competitive sealed proposals, and bids received in a reverse auction be accompanied by a performance bond or other cash surety acceptable to director. DAS must ensure that a representative of auditor of state is present at the opening of all competitive sealed bids and proposals. The auditor must certify the opening of each bid and proposal. Bids and proposals that are not so certified are not valid. Administrator of State Purchasing and OIT.

RC 125.11(A) Contracts that are awarded pursuant to reverse auction or competitive sealed bidding must be let to the lowest responsive and responsible bidder on each item in accordance with RC 9.312. Administrator of State Purchasing and OIT.

When purchasing meat or poultry products, only those bids received from vendors offering products from establishments on the current list of meat and poultry vendors established and maintained by DAS are eligible for award. Administrator of State Purchasing.

When the contract is for services or products available from a qualified nonprofit agency, as defined by RC 125.60 through 125.6012, the contract must be awarded to that agency. Administrator of State Purchasing and OIT.

125.11(B) Bids must be evaluated according to the criteria and rules established pursuant to RC 125.09(C), which sets out the procedures for preference of US and Ohio products. Administrator of State Purchasing and OIT.

RC 125.11(E) DAS must publish a model act for political subdivisions to use to apply a preference for Ohio products and contractors and incorporate the Buy America Act to the maximum extent possible. Administrator of State Purchasing.

RC 125.111 DAS must ensure that every contract it enters into has the required provision that prohibits discrimination. Administrator of State Purchasing and OIT.

Annually DAS must receive a description of the affirmative action plans and a progress report from every contractor that has a contract with the

40 state or any political subdivision of the state. Equal Employment Opportunity Coordinator.

RC 125.112 The department of administrative services shall establish and maintain a single searchable web site, accessible by the public at no cost, listing all contract awards. Administrator of State Purchasing and OIT.

RC 125.13 With certain exceptions, director must take control of, inventory and dispose of state agencies excess and surplus property. Statute sets out process and limits on disposal. Administrator of State and Federal Surplus Property.

RC 125.14 Director must allocate funds from disposal of excess and surplus property to the account that originally funded the purchase, the investment recovery fund or the recycled materials fund as appropriate. DAS may charge a service fee to state agencies to eliminate any deficit. Administrator of State and Federal Surplus Property.

RC 125.16 DAS must maintain current certified inventory records of state tangible personal and real property. Administrator of Fixed Assets and State Property.

RC 125.17 DAS must establish and maintain a list of approved meat and poultry vendors. Administrator of State Purchasing.

RC 125.18 The director must appoint a state chief information office and the director must approve the office of information technology’s establishment of cooperative agreements with federal and local government agencies and state agencies that are not under the authority of the governor for the provision of technology services and the development of technology projects. • Lead, oversee, and direct state agency activities related to IT development and use; • Coordinate and superintend statewide efforts to promote common use and development of technology by state agencies; • Establish policies and standards for the acquisition and use of common information technology by state agencies; • Establish criteria and review processes to identify state agency information technology projects or purchases that require alignment or oversight; and • Provide the governor and the director of budget and management with notice and advice regarding the appropriate allocation of resources for those projects. • Establish policies and procedures for the security of personal information that is maintained and destroyed by state agencies; • Employ a chief information security officer • Employ a chief privacy officer • Establish policies on the purchasing, use and reimbursement of handheld computing devices • Establish policies for reduction of printing and the use of electronic records

41 • Establish policies for the reduction of energy consumption • Assist each agency with development of an information technology security strategic plan • Review and reject requested purchases for noncompliance with information technology direction, plans, standards, policies, or project- alignment criteria • Establish cooperative agreements with federal and local government agencies and state agencies not under the authority of the governor

RC 125.181 The director shall establish the state information technology investment board within the department of administrative services.

RC 125.19 DAS must develop and conduct orientation and training programs for energy efficiency and energy conservation purchasing measures. Administrator of Energy Services.

RC 125.21 Director must process payroll information and provide data to auditor of state for drawing of employee pay warrants. Administrator of Payroll Administration.

RC 125.211 Director of DAS in consultation with director of budget and management must establish procedures to pay converted unused vacation leave, sick leave, or personal leave credit.

RC 125.212 The life insurance investment fund must be used to pay the costs of the state's life insurance benefit program. All investment earnings of the life insurance investment fund must be credited to the fund. DAS Director of Finance RC 125.22 DAS must establish a central services agency to provide routine support for various boards and commissions. Director is appointing authority for central services agency. Agency may charge fees for services provided. Administrator of CSA. RC 125.23 DAS may provide for regular deductions from salary and wages of employees for IRAs. Administrator of Payroll Administration. RC 125.25 Pursuant to Chapter 119 hearing, director may bar firms from contracting with the state. Director must maintain a current list of firms that have been barred. Administrator of State Purchasing and OIT. RC 125.28 Director must determine the reimbursable cost of state owned or leased facilities. Administrator of Real Estate Services.

RC 125.31 -125.58, Supervision of public printing. Administrator of State Printing. 125.68, 125.71, 125.76.

RC 125.60-125.6012 The office of procurement from community rehabilitation programs must establish and keep current a procurement list of approved supplies and services available from qualified nonprofit agencies; monitor procurement of government ordering offices to ensure compliance with RC 125.60 through 125.6012. Administrator of State Purchasing.

42 RC 125.81 DAS must analyze the use of all structures and real estate owned by the state or used by its agencies; DAS must promulgate standards relating to the architecture and use of buildings, structures and other public improvements. Administrator of Real Estate Services.

RC 125.82 Upon notice that any state agency is scheduled to terminate its operations, DAS must provide for the final payment by mail of the wages or salaries and the value of accumulated vacation leave to former employees of the agency. Also DAS must certify the employment status of former employees who are eligible for unemployment compensation. Deputy Director of Human Resources.

RC 125.83-125.832 DAS must maintain and oversee a fleet of state vehicles and fleet program. Administrator of Fleet Management.

RC 125.832 (M) Director must implement to the greatest extent possible the recommendations of the 2002 report entitled “Administrative Analysis of the Ohio Fleet Management Program”. Administrator of Fleet Management.

RC 125.833 DAS must house the vehicle management commission, which must periodically review DAS’ fleet management program. Deputy Director of General Services.

RC 125.834-125.838 Alternative fuel purchases, appointment of alternative fuel officer, and reporting on use of alternative fuels.

RC 125.84-125.87 DAS must oversee the acquisition and disposal of federal surplus property in conformity with state and federal laws Administrator of State and Federal Surplus Property.

RC 125.89 Subject to the approval of the governor, DAS may enter into agreements with several states or the federal government or political subdivisions for the exchange of property, facilities personnel and services. Administrator of State and Federal Surplus Property.

RC 125.92-125.93 DAS must develop and maintain a state forms management program to simplify, consolidate, or eliminate forms, surveys, and other documents used by state agencies. The program must assist agencies in developing internal forms and management capabilities. Administrator of State Printing. RC 126.24 Establishment of the OAKS support organization fund

RC 126.503 Control of nonessential travel expenses including use of fleet vehicles and DAS mileage reimbursement restrictions

RC 126.504 Use of DAS interoffice mail service mandated, consolidation of printing, copying, and mail preparation services into DAS RC 126.505 Compliance with purchasing standardization and strategic sourcing directives of DAS

43 RC 126.506 Participation in DAS IT consolidation efforts mandated, agencies to maintain IT asset records and costs

RC 126.507 DAS director to monitor and report to governor and general assembly on effectiveness of spending plan strategies

R.C. 709.02(E) Annexation: ORC Chapter 709 establishes the procedures for annexing territory. Under R.C. 709.02(E), the DAS director is the authorized agent for the state. As a result, DAS is often contacted with a request to give consent for an annexation. When a request is received, DAS attains approval from the agency that uses the property, ensures there is no local opposition to the annexation, and reviews the paperwork drafted by the requester to ensure statutory requirements are met. This packet including a recommendation is presented to the DAS Director If an agency requests the annexation, we draft the paperwork. Chief Legal Counsel.

RC 1306.20 Agency implementation of electronic signatures and electronic records to be consistent with rules adopted by DAS in consultation with state archivist

RC 1306.21 DAS to adopt rules and publish recommendations for the implementation of electronic signatures and electronic records in consultation with the state archivist

RC 1347.06 DAS to adopt rules with regard to maintaining personal information systems

R.C. 1347.15 Assist agencies: • In ensuring that confidential personal information is properly protected and that agencies comply with ORC 1347.15 • In assessing the risks of collecting, maintaining, and disseminating confidential personal information, and • In adopting privacy protection processes designed to mitigate those risks. Office of Information Security and Privacy.

RC 5703.57 Establishment of the Ohio Business Gateway Steering Committee

44 Legal Authority (Ohio Administrative Code)

The following statutes in R.C. Chapter 124 grant the Director rule-making authority, some of which are mandatory and some of which are permissive:

124.09 Civil service powers of director of administrative services. 124.11 Unclassified service - classified service. 124.133 Experimental leave and benefits program. 124.138 Paid leave and benefits for eligible full-time fire fighters employed by adjutant general. 124.14 Job classification - pay ranges. 124.141 Appointment incentive program. 124.151 Direct deposit of compensation. 124.17 Employee awards system. 124.181 Pay supplements - shift differentials. 124.182 Professional development fund. 124.20 Classification rules - record keeping. 124.23 Examinations 124.26 Eligibility lists - veteran's preference - provisional employees. 124.321 Reduction in work force - layoffs - job abolishment. 124.322 Layoff procedures. 124.324 Layoff displacement rights. 124.325 Retention points for continuous service and efficiency. 124.33 Transfers - appeal - reimbursement of expenses. 124.381 Occupational injury leave program. 124.385 Disability leave benefits. 124.386 Personal leave. 124.389 Employee exchange program. 124.391 Donation of paid leave program. 124.392 Exempt employees cost savings program. 124.84 Long-term care insurance - state employees. 124.86 Employee educational development fund. 124.87 State employee health benefit fund. 1306.21 Electronic signatures and records. 1347.06 Personal information systems......

45 Directives

Listed below are the DAS’ Directives for fiscal year 2010. These directives are issued in order to provide uniform statewide policies regarding matters under the jurisdiction of DAS relating to human resources, procurement, construction and general services. Directives are limited to major policy matters which have statewide importance. Subjects, which include a more limited audience and do not rise to the level of directives, are addressed in DAS payroll letters, clarification letters, procedure memoranda, or operations manuals and other DAS booklets, brochures and publications.

Complete copies of the DAS Directives can be found on the Internet at http://das.ohio.gov/Divisions/AdministrativeSupport/ChiefLegalCounsel/tabid/356/Default.aspx and at the DAS Office of the Chief Legal Counsel at 644-1773. In addition, a copy is located in the Transition File, DAS’ Director’s Office.

DAS Directive Index Current Former Directive # Title Directive #

HR-D-01 Organizational Charts 08-02

HR-D-02 Public Safety Emergency Procedures 08-09

HR-D-03 Advance Step Appointments 08-05

HR-D-04 Workplace Violence Prevention Policy 08-26

HR-D-05 Unauthorized Weapon Policy 08-33

HR-D-06 Overtime Compensation 08-07

HR-D-07 Compensation for Employee Travel and Training 08-24

HR-D-08 Compensatory Time 08-06

HR-D-09 Parity for Exempt Employees 08-11

HR-D-10 Administrative Leave with Pay 08-08

HR-D-11 Public Safety Emergency Procedures 08-03

HR-D-12 Resignation 08-12

HR-D-13 Independent Contractor Guidelines 08-10

HR-D-14 Anti-Discrimination and Anti-Harassment 08-04

HR-D-15 Workforce Planning New

HR-D-16 Nursing Mothers New

46 Current Former Directive # Title Directive #

GS-D-01 State Motor Vehicle Liability Program 08-13

GS-D-02 Employee's Use of Employer Provided Vehicles 08-14

GS-D-03 Establishment of Rental Rates for State-Owned Employee 08-20 Housing Facilities

GS-D-04 State Records Management Program 08-16

GS-D-05 State Property Inventory 08-27

GS-D-06 Removal of Sensitive Information 08-31

GS-D-07 Required Use of Domestic Steel 08-30

GS-D-08 Emergency Energy Conservation 08-29

GS-D-09 Copier Management 08-17

GS-D-10 Publication and Printing Costs 08-18

GS-D-10 Public Printing 08-19

GS-D-11 Utilization of State Office Space 08-32

GS-D-12 Purchasing Policies and Procedures 09-21

GS-D-13 Policies and Procedures for the Office of the State Architect 08-22

GS-D-14 Specification Standards New

08-25 Internet , Electronic Mail and Online Services Use and Abuse ITP-E-08

47 Executive Orders

Among the many Executive Orders issued by the current Administration, sixteen pertain to DAS. The following executive orders contain provisions that required/require action by DAS due to our enterprise service provider role and/or due to DAS’ role as a cabinet agency that needed/needs to comply with an order..

2007-03S Modifications to the Office of Information Technology Summary: Repealed Gov. Taft's EO which made the State CIO a member of the Governor’s cabinet.

2007-13S Improving State Agency Data Privacy and Security Summary: Various privacy and security measures established, requiring agencies to work with DAS's Chief Privacy Officer. Notes: The elements of this EO have been met through the publication of security related policies, standards, bulletins and procedures regarding topics such as data encryption, privacy impact statements, and incident response. Other elements codified in ORC 125.18, 1347.15, 1347.99 and 5703.211.

2007-23S Establishing Collective Bargaining for Home Healthcare Workers Summary: Allows for independent home healthcare workers to join a union. Notes: Office of Collective Bargaining assisted in legal considerations.

2007-24S Establishing the Ohio Broadband Council and the Broadband Ohio Network Summary: Established Ohio Broadband Council and required exploration of a unified network with universities. Notes: Ohio’s strategic plans for the expansion of broadband services and the associated economic development that was envisioned by the Ohio Broadband Council were delayed as a result of the economic downturn and its corresponding impact on the state budget. As result of budget reductions, the state’s number one priority was to maintain essential services in these difficult times and to defer new initiatives such as broadband expansion. However, as a result recent funding from the American Recovery and Reinvestment Act which included funding for broadband expansion, Ohio has an opportunity to refocus the broadband initiative designed to promote economic development and job retention and creation. Ohio entities were awarded over $150 million in federal funds to expand broadband to underserved and unserved areas of the state as well as to increase the adoption of broadband services. “Connect Ohio,” a non-profit entity, has assumed the functions and intent of this Executive Order.

2007-30S Creating a Health Information Partnership Advisory Board (HIPAB) Summary: DAS’ role was the staffing of the HIPAB, which was a collection of Health IT stakeholders, and helping to facilitate communication with the Ohio Broadband Council. Notes: After the Ohio Broadband Council provided original input, the logical place for a health IT initiative became the Ohio Department of Insurance.

2008-01S Implementing Expenditure Reductions and Spending Control Strategies Necessary to Maintain a Balanced Budget Summary: Austerity measures. Notes: The statewide IT equipment and software spend controls of this executive order have been implemented into state spending approval workflow and have yielded approximately $80M in cost avoidance in the IT space.

2008-02S Establishing Collective Bargaining for Child Care Home Providers Summary: Allows for child care home providers to join a union. Notes: Office of Collective Bargaining assisted in legal considerations.

2008-04S Implementing Common Sense Business Regulations Summary: Created Governor's Regulatory Reform representative (housed within DAS) and required 13 agency directors to appoint an ombudsman who could oversee reform activities. Created the eNotification system, managed by OIT Digital Government. Notes: The Regulatory Ombudsman program has provided a meaningful and deliberate interaction with agencies and Governor's office, allowing for policies and philosophies of the administration to align with agencies' day-to-day work. eNotification system allows for easy public input on rules, is already built and costs very little to run.

2008-08S Creating the Barbara Warner Workplace Domestic Violence Policy Summary: Required all agencies to create a DV policy that addressed certain issues. Created a committee to assist agencies in implementing policy. Notes: DAS assisted on the committee which has completed its work. Agencies adopted workplace domestic violence policies.

2008-12S Enhancing the State's Procurement Process through the Establishment of "Think Ohio First" and other Procurement Best Practices Summary: Created agency procurement officers and the Think Ohio First scorecard. Notes: The scorecard allows for transparency and creates an incentive for state agencies to contract with Ohio companies as often as practically possible. Previous to the Strickland Administration, no data was collected to quantify the success of the Buy Ohio procurement policy. DAS Procurement posts quarterly updates. Agency Procurement Officers (APOs) have a network where the Chief Procurement Officer can easily disseminate information.

2008-13S Increasing Participation in the Minority Business Enterprise and Encouraging Diversity, Growth and Equity Programs Summary: Implementation strategies to increase MBE/EDGE agency- participation with minority and economically disadvantaged businesses who do business with the state. Notes: The scorecard approach allows transparency and encourages success and should remain. In 2010, cabinet agencies spent $248 million dollars with state certified MBE/EDGE firms. 2010 MBE/EDGE scorecard revealed, six cabinet agencies met and/or exceeded their MBE goal and thirteen met and/or exceeded their EDGE goal. Additionally, agencies, boards, commissions, colleges and universities together reached a combined percentage of 7.99% EDGE participation. This represented a 59.8% increase over the 5% goal."

2008-21S Enhancing the State's Procurement Process by Establishing "Sweatshop- Free" Purchasing Terms Summary: Ohio should only procure goods that are "sweat-free" Notes: State Procurement established sweat-free language in textile contracts. Language applies to clothing, uniform and textile contracts. DAS also joined a multi-state consortium that allows us to investigate charges of sweatshop activity on our contract.

2009-05S Creating the Ohio Minority Business Advisory Council Summary: The Council advises state government toward comprehensive business solution changes regarding MBE/EDGE utilization. Notes: The first bi-annual report made recommendations around Procurement, Certification, Access to Capital and Business Development.

2009-07S Implementing Additional Spending Control Strategies Summary: Austerity measures. Notes: Important, ongoing checks on agency spending. Measures have yielded $80 million in savings in the IT space alone. Bi-annual reporting requirement to Governor and legislature. Recommend continuing these functions. The strategies and reporting requirement were codified in FY 10/11 budget bill.

2009-08S Immediate Amendment of Rules to Implement Recently Enacted Provisions of House Bill 16 of the 128th General Assembly Regarding Exempt Employees Summary: Provided emergency rules for implementing the employee austerity measures found in HB16 (the first continuing budget bill for FY10-11). Only applied to exempt employees because the union contracts were already ratified. Notes: DAS has completed the regular JCARR process on all the rules.

50 2010-09S Banning the Expenditure of Public Funds for Offshore Services Summary: No public dollars should be spent on off-shore services. The EO applied to service contracts only. Agency Procurement Officers were directed to renegotiate or cancel service contracts where offshore services occurred. Notes: The DAS State Chief Procurement Officer negotiates instances where off-shoring is a small or integral part of current services. Requests for exceptions are handled individually. Although not called for in the order, the degree of exactness, specificity and damage provisions rolled into the implementation by execution of a separate attachment to agreements as they renew or are amended has created concern by some providers of some mission-critical IT services. This is because of failover capabilities that many US-based global service providers maintain in overseas support and back-up activities to American operations. Several key mission-critical agreements are stalled and more could follow as end of biennium renewals get underway.

51 Controlling Board Authority

General Services Division: Every biennium DAS requests approval from the Controlling Board to enter into certain types of negotiated contracts, called state term schedules (STSs). These contracts are created in one of two ways. A vendor may offer the state its pricing from its federal General Services Administration's (GSA's) master schedule, or the state may enter into a contract if the vendor offers its best available commercial pricing. Typically these contracts are used for supplies or services in which it is preferable to negotiate with multiple vendors for similar products/services. Some examples are commercial software, office panel systems, IT staff augmentation.

DAS also receives authority for master maintenance agreements (MMAs) and master license agreements (MLAs) from the same Controlling Board request.

Office of Information Technology: The Controlling Board provides OIT with authority relative to IT procurement each biennium for the following: • Authority for OIT to contract for and procure all telecommunications, telephone, and network services and equipment provided as part of those services. The Controlling Board has approved this authority since February 1996. • Authority to waive competitive selection to renew the contracts for various procurement authorities. This request has been approved for the past 41 years. The authority encompasses many items, including the authority to negotiate state contracts, enter into MAC, STS’ with providers holding GSA contracts, etc.

Agency Organizational Structure

Agency Table of Organization ...... 54

Administrative Support Division ...... 55

Equal Opportunity Division ...... 65

General Services Division ...... 90

Human Resources Division ...... 110

Office of Collective Bargaining ...... 136

Office of Information Technology...... 146

53 54

Administrative Support Division

Division Overview ...... 56

Office of the Chief Legal Counsel ...... 58

Office of Communications & External Relations ...... 59

Office of Employee Services ...... 62

Office of Finance ...... 63

Office of IT Services ...... 65

55 Administrative Support Division (ASD)

Division Overview 30 E. Broad Street., 40th Floor Columbus, OH 43215 614.466.6511 Website: http://www.das.ohio.gov/Divisions/AdministrativeSupport/tabid/78/Default.aspx

Number of employees: 102 as of the pay period ending 11/6/2010

Summary of division’s operating budget: DAS Administrative Support services are funded through Fund 1120 DAS Administration, Fund 1150 Central Service Agency, Fund 4P30 DAS Information Services and the General Revenue Fund. DAS Divisions as well as certain Boards and Commissions receive overhead charges for DAS Administrative Support Services which are deposited into the appropriate funds. A GRF appropriation to ALI 130321, State Agency Support Services funds services that are not billable.

Budget Request Division Fund Appropriation Line Item 2012 2013 ASD 1120 100616 DAS ADMINISTRATION 6,134,978 6,044,232 1150 100632 CENTRAL SERVICE AGENCY 928,403 928,403 4P30 100603 DAS INFORMATION SERVICES 5,166,287 5,095,644 5JQ0 100658 PROFESSIONS LICENSING SYSTEM 2,000,000 1,000,000 GRF 100415 OAKS RENTAL PAYMENTS 21,693,200 21,693,200 GRF 100416 STARS LEASE RENTAL PAYMENTS 4,982,500 4,982,500 GRF 100447 OBA‐BUILDING RENT PAYMENTS 97,712,600 97,712,600 GRF 100448 OBA‐BUILDING OPERATING PAYMNTS 24,203,000 24,203,000 GRF 130321 STATE AGENCY SUPPORT SERVICES 1,402,587 1,402,587 Total 164,223,555 163,062,166

Operational overview: The Administrative Support Division includes the following offices and operating units: Director’s Office, Office of the Chief Legal Counsel, Office of Communications and External Relations, Office of Accountability & Results, Office of Employee Services, Office of Finance, Central Service Agency, DAS IT Services.

Services/Activities: Office of the Chief Legal Counsel • Provides legal advice and information to the governor, the director and the divisions of the Ohio Department of Administrative Services. • Serves as liaison to the Attorney General and special counsel engaged by the AG. • Assists the Ohio Attorney General in trial preparation and discovery. • Advises on administrative rules and statutory requirements. • Provides recommendations on procurement, construction management, labor and human resources matters. • Serves as the department’s Chief Ethics Officer.

Office of Communications and External Relations provides: • DAS Media relations services, • Internal and external marketing and public relations, • External customer relations management, • Government relations and legislative affairs, • State Employee Benefits Communication services per Article 20.02 (C) of the OCSEA contract.

Accountability & Results provides consulting services to state agencies including: • Coaching on process improvement; • Meeting design, facilitation, moderation, documentation and follow-up; • Lean principle applications (including Kaizen Events and Value Stream Mapping); • Strategic planning efforts; • Governor and agency initiatives (e.g., Health Care, Education, Pill Mills, Bedbugs, Family Engagement, Youth Engagement, Mental Health, Juvenile Justice/Mental Health, etc.).

Office of Employee Services • Provides personnel, payroll, benefits, labor relations, EEO/AA, and organizational development services to agency divisions and employees

Office of Finance provides: • Budget Services - Agency budget development and management, • Financial Reporting Services – Comprehensive Annual Financial Report and Statewide Cost Allocation Plan, • Compliance Services - Asset management and inventory policy, Internal and external audit coordination, risk assessments, procedural and operational reviews of division functions • Fiscal Services - Billing, accounts receivable, and revenue services; standard and ad hoc financial queries and reports; accounts payable oversight and processing including Ohio Shared Services liaison services; agency payment card oversight and payment processing • Business office support services for Administrative Support Division, Equal Opportunity Division, Human Resources Division, and Office of Collective Bargaining. Services include budget and rate development, purchasing, invoice coding, telecommunications procurement, asset management. • Records management support • Agency Procurement Officer services

Central Service Agency • Provides payroll, administrative and financial services for state professional licensing boards specified in the Revised Code and for other boards and commissions that do not possess the resources to perform these functions.

DAS IT Services • Provides application system development, desktop support, LAN (local area network) management and maintenance of the DAS Web pages.

Administrative Support Division

Office of the Chief Legal Counsel 30 E. Broad St., 40th Floor Columbus, Ohio 43215-3414 Phone: (614) 644-1773

Overview: The Office of Chief Legal Counsel supports the mission of the Ohio Department of Administrative Services by providing services to advance and protect the legal responsibilities and rights of the department through the development of solutions designed to minimize legal liabilities.

Services/Activities: The Office of Chief Legal Counsel sees preventive counseling as one of its major roles and seeks to provide timely and effective legal advice in order to prevent legal issues from occurring. Full legal services are provided and include assisting the Ohio Attorney General in trial preparation and discovery, advising on administrative rules and statutory requirements and providing recommendations on procurement, construction management, labor, and human resources matters. The Chief Legal Counsel also serves as the department’s Chief Ethics Officer. Components of our services include: • Responsive legal advice • Proactive/preventative legal services • Client self-service tools such as standardized contract terms and standardized procedures • Compliance training • Ethics advice • Document review/preparation

The Office of the Chief Legal Counsel is comprised of the Chief Counsel, five Associate Counsels and an assistant. Work assignments are based on a variety of considerations including client assignments, subject matter expertise and workload.

Administrative Support Division

Office of Communications & External Relations 30 E. Broad Street, 40th Floor Columbus, OH 43215 Phone: (614) 728-8698 Website: http://das.ohio.gov/Divisions/AdministrativeSupport/CommunicationsandExternalRelations/tabid/352/Default.aspx

Customers: Communications & External Relations (the Office) serves both internal and external customers. Since DAS’ core mission is to support and provide central services to the enterprise our internal customer base is comprised of the DAS operating “Divisions.” The Office works as DAS’ central hub for communications, marketing and external relations support – enhancing the divisions’ abilities to solve business problems through better communication, marketing and relationship- building.

External customers include the Office of the Governor, Ohio General Assembly, state agencies, constituents and the media. These customers are served through external relations, media relations and benefits communications and marketing.

Operational overview: The Office includes Media Relations, Communications, Legislative Affairs and Benefit Communications. There are two legislative/external relations specialists, two communications managers, one public information officer and one graphic artist.

Media Relations – are handled primarily by the deputy director and secondarily by Molly O’Reilly, one of two communications managers

Corporate Communications – Our two communications managers are responsible for constant monitoring and interaction with their DAS Divisional partners. They look for opportunities to complement business units’ operations with increased or better communication. They work at solving business problems through better communication. Our Divisional partners know their operational responsibilities and competencies but use their communication managers as consultants on refining and getting across their message in the most efficient and best manner. The Office is involved in everything from mass-mailings to creating marketing campaigns and communication plans to improve outcomes for various business initiatives.

Benefit Communication & Marketing – The Office creates professional benefits marketing and communications campaigns. A separate “check-off” fund pays for the activities. State agencies are levied for the check-off. This system was created several years ago through collective bargaining. The Office works closely with the Joint Health Care Committee regarding approvals and the focus of our benefit communications.

Legislative Liaison/External Relations – The legislative liaisons are involved in directly supporting the DAS Divisions. During Biennial Budget periods there is a great deal of legislative work, as well as when there are specific DAS-involved bills active in the legislature. At other times the liaisons assist the Divisions with special projects that reach outside DAS such as those involving extended stakeholder groups like construction reform, procurement reform, MARCS Taskforce and Connect Ohio. Due to DAS’ involvement in state procurements these

59 two positions also act as ombudspersons with the business community and help to sustain MBE/EDGE efforts.

Services/Activities: Our services include but are not limited to: • Business and constituent ombudsperson activities • Legislative Liaison work supporting the Director’s Office and DAS Divisions • Staff support for various DAS special initiatives dealing with outside stakeholders (e.g. Construction Reform Panel, MARCS Task Force) • Primary point of contact for media-related public records requests • DAS spokesperson • Press Releases and Media Advisories • Speechwriting for DAS Director • Management of the DAS brand • Communications Planning/Marketing Planning • Communications & Marketing Support for various enterprise projects including OAKS, Employee Portal and HR Shared Services • Graphic Design

Key Accomplishments (select accomplishments since 2007): Media relations are professionally managed. The media are treated as customers by DAS and in turn we believe that DAS has one of the better working relationships with the Statehouse press corps in state government. What this means is that we are good at translating what we do and why we do it at DAS and when we deserve a break we get it. DAS is often a target of anonymous “tips” many times regarding HR or IT issues. Very few of these are newsworthy and very few of these items end up in papers or on TV.

The external relations model has been successful with the added responsibility for the legislative liaisons. Our office has become an important extension of each division. An added benefit is that because of our proximity and standing with the Director’s Office, both the DAS Director and Divisions are better served by this additional channel of communication and staffing.

Benefits Communications have moved from infrequent, dense, untargeted mailers to professionally designed, audience and subject-matter targeted pieces designed to move outcomes for employees – through better health – and the state’s bottom line – through emphasis on population health management and driving engagement in initiatives such as the Dependent Eligibility Audit. For instance, when faced with the business problem of increasing numbers of state employees seeking care at their local ER versus going to lower cost services such as urgent care, the Benefits Communications group produced a campaign to increase use of the health plans’ Nurse Lines. Employees were mailed refrigerator magnets with their Nurse Line number and instructions on when to use it and why. ER visits began dropping within a month of these mailers hitting homes and the rarely used Nurse Lines began receiving increasing calls.

The success of initiatives such as the Ohio Procurement Reform Panel and the MARCS Task Force were greatly enhanced by external relations assistance and the use of the Office to develop professionally designed and written reports of their activities.

The DAS brand has been re-established over the past two years and a DAS Brand Guide has been used. Where Divisions and business units were not using standard templates, logos,

60 colors, fonts and the like standards have been applied across the business leading to a more professional, unified representation of the Agency.

Key Initiatives already underway or in development: • Enterprise Employee Portal (Ron Sylvester is project sponsor) • HR Shared Services/Improvement Initiatives (of immediate concern is Employee Self Service implementation in PeopleSoft) • Jan/Feb 2011: the biggest media issue each year to manage is the building and reporting of the previous year’s payroll. Called “the Dispatch File” by many around DAS, this is essentially a report run and quality checked in HRD and then disseminated via this Office. There are many questions to prepare for such as explaining movements in the overall numbers and facilitating the understanding of overtime costs and the like. • Moving a greater number of benefits communications away from mail and to be delivered through various electronic means. One large constraint here is that the institutional agencies still lag in providing kiosk or other network access to employees who do not work with a computer. This is a cost-saving measure as well as a way to communicate using more video and web-enabled technology.

Administrative Support Division

Office of Employee Services 30 E. Broad Street, Suite 4001 Columbus, OH 43215 Phone: (614) 466-2136 Website: http://das.ohio.gov/Divisions/AdministrativeSupport/EmployeesServices/tabid/358/Default.aspx

Operational overview: The Office of Employee Services is responsible for the human resources needs of the Department of Administrative Services. Customers of this office include seven operating divisions and 875 DAS employees.

Services/Activities: Services provided by the Office of Employee Services include: • Human Resources Consulting • Classification and Compensation • Position Description Development and Processing • Assessment and Interviewing • Recruitment and Selection • Personnel Action Processing • Payroll Administration • Benefits Administration • EEO • Contract Interpretation and Labor Relations • Discipline • State Personnel Board of Review Representation • Grievance/Mediation/Arbitration Representation • Performance Management and Evaluation • Human Resources Training • OAKS HCM Processing • Charitable Campaigns/Community Services Organization • Quality and Superior Accomplishment Program

62 Administrative Support Division

Office of Finance 30 E. Broad St., Suite 4060 Columbus, Ohio 43215-3414 Phone: 614-644-1724

Overview: The Office of Finance provides DAS divisions financial services and support in the areas of budgeting, accounting, revenue, accounts receivable and accounts payable processing, financial reporting and compliance. In addition, the office provides business office services to the four of the six DAS divisions. The office is the central contact point with the Ohio Office of Budget and Management (OBM), the Legislative Service Commission budget office, state and federal auditors, and the DAS Communications Office with regard to agency financial data and policies. A major emphasis of the Office of Finance is to maintain the integrity of financial data and to ensure the credibility of financial information. The office accomplishes its mission through services provided by four separate operating units, all under the direction of the DAS Chief Financial Officer.

Services/Activities: The Budget Unit coordinates and supports the agency budget development process and serves as the agency point of contact with OBM on agency budget-related issues and projects. The unit monitors the activities of the various divisions through budget tracking, monthly reporting and reviewing various expenditure documents, such as Controlling Board requests and personal service contracts. Other responsibilities include the review of out-of-state travel requests, rate proposals, and staffing changes. In addition, the budget unit, coordinating with the CFO, serves as the agency point of contact with the OBM budget analyst, state payroll programming and other state agencies on agency rates.

The Financial Reporting and Compliance Unit provides oversight of fiscal operations by coordinating the preparation of year-end reporting requirements. The two major year-end reports are: 1) the State-Wide Cost Allocation Plan (SWCAP) which represents an annual report to the federal government of all costs allocated to agencies which receive federal funding; and 2) the Generally Accepted Accounting Principles (GAAP) Reporting Package. The unit’s compliance activities include monitoring of financial and operating activities in DAS programs to ensure that financial data is reasonably accurate and timely. In addition, the unit is responsible for coordinating all internal (OBM’s Office of Internal Audit) and external (Auditor of State, Federal auditors, independent CPAs) audits of the agency and managing the department’s fixed assets program.

The Fiscal Services Unit serves as the DAS point of contact with OBM and Ohio Shared Services with regard to revenue and accounts payable issues, including payment card and Electronic Data Interchange (EDI) administration and OAKS security. The unit coordinates the billing and collection process for DAS services and develops and oversees financial procedures for all revenue documents. In addition, this unit has responsibility for oversight of DAS Accounts Payable activities including confirming validity and coding of vouchers created by OSS. The unit also processes ISTV payments, payment card payments, and ad-hoc payments for all DAS divisions along with Payment Request Forms for the Service Assurance divisions. Fiscal Services provides MBE/EDGE (Minority Business Enterprise/Encouraging Diversity, Growth and

63 Equity) program planning and reporting services and also provides regular and ad-hoc data files to all divisions and other units in the Office of Finance.

The Service Assurance & Policy unit, newly created in March 2010, provides business office services for four DAS Divisions: Administrative Support, Equal Opportunity, Collective Bargaining, and Human Resources. Business office services include budget development, budget maintenance and budget reporting services, rate development, chart of accounts maintenance, invoice coding, purchasing, telecommunications, procurement and asset management. The unit is also responsible for agency financial policy development, coordination of the DAS records and forms management programs, and procurement policy support for the agency.

The Central Service Agency (CSA), which provides fiscal and administrative support to 32 licensing boards and commissions, also is part of the Office of Finance. The CSA manager reports directly to the finance administrator.

64 Administrative Support Division

DAS IT Services Note: DAS IT Services serves the DAS divisions but is housed within OIT’s Infrastructure Services Division. It is listed with the other Administrative Support Division offices due to its similar internal mission of serving DAS’ divisions. 30 E. Broad St., 39th Floor Columbus, Ohio 43215-3414 Phone: 614.387-1602 Website (to receive technical assistance): http://www.gotoassist.com/sb/dasohio

Operational Overview: DAS IT Services supports the effective use of information technology throughout DAS internal operations. ITS provides support to Boards and Commissions through administration of the eLicensing system as well as web and desktop support for the Governor’s Office.

Customers: DAS, Boards and Commissions, Governor’ Office for a total customer base of approximately 1000 employee users.

Service Offerings/Activities: • Develops and supports software applications in a well managed, timely and technically efficient manner • Manages the State’s professional licensing system (eLicense) used by state regulatory boards and commissions, the medical community and the public • Manages and maintains enterprise-wide telecommunications billings for AT&T • Provides a well-supported desktop environment that is rich in productivity tools, standardized and secure • Provides a LAN and server environment which supports software applications, internal file shares and meets end-user requirements. • Anticipates and plans implementation of future technology advancements that will enhance business operations for internal and limited external customers • Provides IT privacy and security awareness and training to DAS divisions • Provides assistance in long-term IT investment planning to internal DAS divisions • Develops DAS IT policies, procedures and standards • Manages DAS Microsoft Enterprise Agreement along with other internal hardware and software contracts • IT Services continues to pursue technologies to reduce infrastructure costs. Recently completed projects included: • Virtualizing local area network (LAN) and application servers, affording an 8 to 1 reduction of physical hardware while actually increasing performance and availability. • Implementing tapeless backup and bit level incremental backup hardware which reduces backup volume by 70 percent, increases disaster recovery potential by redundant hardware 10 miles apart, and enhances file recovery speed and availability. • Leveraging open source solutions where appropriate including introducing the state to DotNetNuke web site development framework, now with approximately 20 state government web sites in production.

Equal Opportunity Division

Division Overview ...... 66

Construction Compliance Unit ...... 72

Certification Unit (MBE/EDGE) ...... 75

Affirmative Action/EEO Unit ...... 79

Construction Reform ...... 82

Outreach ...... 85

Dr. Martin Luther King, Jr. Holiday Commission ...... 88

66 Equal Opportunity Division

Division Overview

Equal Opportunity Division (EOD) 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Division phone: 614.466.8380 Website: http://das.ohio.gov/eod

Number of employees: 28

Summary of division’s operating budget: The Equal Opportunity Division (EOD) Management Program is funded through an administrative assessment and a cash transfer from the GRF authorized by H.B. No. 1.

Budget Request Division Fund Appropriation Line Item 2012 2013 EOD 1880 100649 EQUAL OPPORTUNITY DIV‐‐OPER 1,666,052 1,536,346 CONSTRUCTION REFORM DEMO 5HU0 100655 COMPL 150,000 150,000 GRF 100423 EEO PROJ TRACKING SFTWRE 100,000 100,000 GRF 100439 EQUAL OPPORTUNITY CERTIF PGM 712,724 712,724 GRF 100451 MINORITY AFFAIRS 45,014 45,014 GRF 102321 CONSTRUCTION COMPLIANCE 1,108,744 1,108,744 Total 3,782,534 3,652,828

Costs for this program are driven in a large part by staff salaries and fringe benefits. In addition, the program also pays rent and provides overhead support (i.e., supplies and miscellaneous services to EOD programs). Cost-saving measures that have been implemented are the use of the state’s Cost-Per-Copy program which has decreased our costs for copier supplies, state printing services and printer maintenance. These cost-saving measures will continue in the current biennium and also in FY 2012-2013. As positions have been vacated, other staff has picked up duties and those internally vacant positions have been held open longer than normal to manage budget shortfalls.

House Bill # No. 1 of the 128th General Assembly transferred cash from the General Revenue Fund to Fund 1880. It is necessary to include that language again in order to maintain program levels for the FY 2012-2013 fiscal biennium.

Operational overview: The Equal Opportunity Division provides management and administrative oversight to all of the units within the division. This is accomplished by reviewing and approving goals for each program unit. Some of the direct administrative duties include: supervision of operational or administrative reviews, program evaluations pertaining to various fiscal, operational, and managerial issues; oversight and approval of division payroll; assistance in drafting proposed legislation, executive orders, and administrative code; issuance of final orders; preparation of Controlling Board requests; interaction with legislative commissions, caucuses and various

67 community organizations; and development of directives and guidance to state agencies, boards, commissions, colleges and universities relative to Minority Business Enterprise (MBE)/Encouraging Diversity, Growth and Equity (EDGE), Affirmative Action/Equal Employment Opportunity (AA/EEO) and Construction Compliance program processes.

The Equal Opportunity Division is the only entity with the authority to issue final orders and Certificate of Compliance with Affirmative Action for all state contractors that bid on, or are awarded, state construction contracts. Additionally, the division makes presentations at various trade fairs, serves on the Ohio MBE/DBE Task Force and is an ex-officio member of the Ohio Dr. Martin Luther King Jr. Holiday Commission.

The Equal Opportunity Division (EOD) carries out the requirements of applicable Ohio Revised Code, Ohio Administrative Code, federal and state laws and gubernatorial executive orders that serve as the basis for the existing programs. EOD’s goal is to ensure that equality, fairness and diversity in employment and procurement opportunities in state government are realized for all citizens of the state of Ohio. The beneficiaries of the programs are state agencies, boards and commissions, colleges and universities as well as the small business owners who are state certified under the MBE/EDGE program. To make this goal a reality, the Deputy Director’s Office provides administrative oversight to the following divisional units:

Construction Compliance Unit Ensures that contractors doing business with the State of Ohio adhere to state and federal laws and regulations relative to equal employment opportunity. Through the oversight of the Construction Compliance Unit, progress is measured through the audit and compliance review of contractors’ efforts to employ minorities and women in the non-traditional construction trades on state and state construction projects and through the monitoring of construction companies and construction worksites to ensure that minorities and women are not discriminated or intimidated against as defined in section 4112.01 of the Ohio Revised Code. Further, the State of Ohio’s progress is based on the measurement of data collected from audits, monthly utilization reports, project reviews and compliance reviews.

Equal Opportunity Certification Unit (MBE/EDGE) Oversees the certification (according to Ohio Revised Code) of small, economically disadvantaged, and minority owned and controlled businesses, thereby making them eligible to participate in the state's set aside and small business initiative programs. These programs are designed to facilitate access to state government contracts and business services.

Affirmative Action/Equal Employment Opportunity Compliance Unit Oversees the direct enforcement and support of equal employment opportunity programs throughout state government. Progress is measured by the data collected during EEO compliance reviews, EEO investigations, EEO strategic plan development, adverse impact studies and Workforce Composition Reports.

EOD provides oversight to the Equal Employment Opportunity and Affirmative Action (AA/EEO) unit staff who are assigned to oversee and coordinate the state employee discrimination complaint procedure. The AA/EEO ensures that State of Ohio employees and applicants are provided the right to work in an environment free from discrimination, discriminatory harassment and retaliation by enforcing EEO-related federal/state laws and regulations, gubernatorial executive orders, as well as state employment policies and procedures related to civil rights, affirmative action and non-discrimination.

Construction Reform - NEW The purpose of the Construction Reform Demonstration program is to provide alternative methods of construction delivery in the State of Ohio. Pursuant to House Bill 318 (HB 318), the Chancellor of the Board of Regents, in consultation with representatives of state institutions of higher education and with Controlling Board approval, designated one construction project at each of three different institutions as a Construction Reform Demonstration Project: • The Ohio State University’s “Project One,” • Central State University’s “Emery Hall Renovation and Restoration Phase IV,” and • The University of Toledo’s “Center for Biosphere Restoration Research: Bowman-Oddy Laboratories Building and Wolfe Hall Renovations”

This program addresses a need for and has developed and provided the capability for EOD to be able to monitor, provide oversight, and produce regular reports to the Governor, the Ohio House of Representatives and the Ohio Senate regarding the satisfaction of Encouraging, Diversity, Growth and Equity (EDGE) contracting goals and developing strategies for maximizing EDGE contracting goals on Construction Reform Demonstration Projects. The regulated community consists of the Ohio Revised Code 123.151, 123.152, 125.081, HB 1, HB 318 and Executive Order 2008-13S and they all impact the community by promoting the State of Ohio’s efforts to increase the participation of MBE and EDGE companies in state financed projects and in changing method of construction delivery in the State of Ohio. The beneficiaries of this program are the minority, women and small business communities in the State of Ohio who are made aware of and have the opportunity to have inside knowledge of upcoming opportunities on state projects that will use alternative methods of construction delivery.

Outreach Program for MBE/EDGE- NEW The purpose of the Outreach Program for MBE/EDGE is to recruit highly qualified minority, women and small business owners to become MBE/EDGE vendors. Outreach allows EOD to continue its campaign for equal access to opportunities for MBE/EDGE’s by providing business education, management and technical assistance programs. The outreach initiatives provided by EOD will address the universal barriers that impact the minority business community in successfully bidding on state contracts.

MLK Commission Liaison As liaison to the commission, ASO provides the support to the commission’s three major programming initiatives each calendar year which includes: the Dr. Martin Luther King, Jr. Commemorative Celebration and award ceremony, annual calendar and statewide oratorical contest. The Commemorative Celebration and award ceremony is held every second Thursday in January. This celebration is held in conjunction with the Governor as a time to recognize Dr. King’s legacy and educate Ohioans on the issues of equality. In partnership with the celebration, the commission releases a calendar to educate and enlighten Ohioans on topics past, present and future that impacts equality in our society. Lastly, the commission sponsors a statewide oratorical contest for Ohio youth that promotes awareness and growth pertinent to equal employment opportunity and economic development for all persons.

Services/Activities: The Equal Opportunity Division supports the overall administrative management of the EOD divisional units, Construction Compliance Unit, Equal Opportunity Certification Unit, Affirmative Action/Equal Employment Opportunity Compliance Unit and the Martin Luther King Holiday Commission, including determining staffing levels and funding for programs, providing personnel services and coordination of Quality initiatives, performance measures and workplace mediation services for EOD units. The office directs outreach efforts to customer agencies,

69 develops agency committees to address common problems and coordinates contacts with internal and external customers.

EOD in providing administrative oversight to the division has also served other customers.

Number of People Served in Construction Compliance In FY2010, the CCU processed 3060 (construction prime contractors) certificates of compliance providing those businesses an opportunity do business with the State of Ohio. This equates to approximately 437 applications processed per officer during this fiscal year period.

FY 2010, EOD has processed 2,501 (goods/services vendors) Affirmative Action Program Plans; 19 plans were denied and 2,501 plans have been approved to do business with the state of Ohio.

Also in FY 2010, CCU received and processed 18,942 Input Form 29 reports. The number businesses equates to approximately 1800 prime contractors and subcontractors.

Number of People Served in Equal Opportunity Certification (MBE/EDGE) In FY2010, the Certification Unit achieved and exceeded its goal for certifications. The unit processed the following:

2,122 requests for certification and recertification. This equates to approximately 424 applications processed per officer during this fiscal year period. Conducted 23 trainings Recertified 1364 companies Achieved a turnaround time on application processing of an average of 19 days Conducted 425 desk audits and on-site reviews. Conducted 4 agency waiver reviews Conducted 4 fraud Investigations.

The expectation of the quantity of work produced in FY12-13 is estimated to increase by approximately 20% due the reaffirmation of the MBE/EDGE Programs through issuance of Executive Order 2008-13S. The MBE/EDGE programs play a vital role in the successful business development of minority and socially/economically disadvantaged companies throughout Ohio. Therefore, the MBE/EDGE Unit personnel will focus their job tasks on increasing the utilization of MBE/EDGE vendors throughout the state.

Number of People Served in Affirmative Action/Equal Employment Opportunity Compliance Listed below are the numbers of allegations of discrimination filed by state of Ohio employees and applicants:

r r llegations ge Total Filed Sex Sexual Harass Race Colo Yea A A Disability Disability National Origin Veteran Status Retaliate Religion Sexual Orientation Gender Identity 2009 263 65 34 64 18 34 18 12 0 31 2 19

2010 197 52 16 23 35 19 21 0 7 21 9 10

Received 197 allegations of discrimination reviewed and evaluated during FY 2010 Reviewed 12 hearing requests from complaints state agency EEO Hearing Conducted 5 EEO Hearings

70 Prepared 3 Final orders (Adjudication Orders) during FY 2010 EEO Officer Orientation Training there 7 employees trained during FY 2010 EEO Academy: 250 employees trained during FY 2010 Agency Staff Training 1195 employees trained during FY 2010 Statewide EEO Officer Training 30 employees trained during FY2010 EEO Compliance Review: EOD staff conducted 2 compliance reviews interviewing over 70 state of Ohio employees

Number of People Served in EODs Outreach Program for MBE/EDGE- NEW The purpose of the Outreach Program for MBE/EDGE is to recruit highly qualified minority, women and small business owners to become MBE/EDGE vendors. Outreach allows EOD to continue its campaign for equal access to opportunities for MBE/EDGE’s by providing business education, management and technical assistance programs. The outreach initiatives provided by EOD will address the universal barriers that impact the minority business community in successfully bidding on state contracts.

Currently there are about 2,000 MBE/EDGE certified vendors in the State of Ohio. The amount of assistance will depend on the services need by the business community. In FY 2010, through our outreach efforts, we have reached an estimated 900 participants, which included vendors, but also purchasing officers and MBE/EDGE EEO Officers within our state agencies.

The Outreach Program 14 events in 2010 with 873 participants.

Number of People Served through the Administrative Support Office Through processing of incoming telephone calls, paper and electronic mail inquiries, and walk-in customers, ASO estimates their potential customer base at 350,000. Through the MLK Commission, ASO provides service to 50,000 customers via the annual calendar; approximately 200 at the commemorative celebration and awards ceremony; and another approximate 100 at the statewide oratorical contest.

71 Equal Opportunity Division

Construction Compliance Unit 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Division phone: 614.466.8380 Website: http://www.das.ohio.gov/Divisions/EqualOpportunity/ConstructionCompliance/tabid/177/Default.aspx

Customers: State agencies, colleges, universities, contractors, minority owned businesses, women owned businesses, minority and women in the construction industry.

Operational overview: The purpose of the Construction Compliance Program is to ensure that contractors doing business with the State of Ohio adhere to state and federal laws and regulations relative to affirmative action/equal employment opportunity. The Construction Compliance Unit (CCU) conducts project site reviews and compliance reviews (desk audits) to evaluate the contractor’s good faith efforts to recruit, hire and maintain minorities and women in the construction trades while performing on state projects. The CCU also monitors, provides oversight, and produces regular reports regarding the satisfaction of employment goals and Encouraging, Diversity, Growth and Equity (EDGE) contracting goals and developing strategies for maximizing EDGE contracting goals on Construction Reform Demonstration projects authorized by H.B. 318.

Contractors awarded state construction contracts are required to meet minority and female participation goals and affirmative action requirements as defined in Ohio Revised Code (ORC) 9.47, 153.08, 153.59, 125.111, Ohio Administrative Code (OAC) 123:2-1 through 123:2-11 and the BEDO Consent Decree.

The Construction Compliance Unit is funded under GRF, as well as appropriated based on ORC 126.021.

Services/Activities: The CCU is responsible for monitoring construction contractors performing on state construction projects to ensure compliance with state and federal equal employment opportunity laws. The unit monitors contractors through the following review processes: • Certificate of Compliance (ORC 9.47 & 153.08): A Certificate of Compliance permits a contractor to conduct business on state and state-assisted contracts. A certificate is issued once the CCU certifies that the contractor has not violated any affirmative action program requirements during the last five years. • Compliance Review (OAC 123:2-5-01 & 123:2-5-02): The CCU conducts compliance reviews on contractors and construction sites to ensure that affirmative action/equal employment opportunity laws are being adhered to while the contractors are performing on state funded contracts. The purpose of a compliance review is to determine if a contractor or subcontractor maintains nondiscriminatory employment practices and is exerting good faith efforts to accomplish the goals of the State of Ohio’s affirmative action program. • Approval/Disapproval of Affirmative Action Plans (OAC 123:2-3-07 & ORC 125.111): The CCU reviews and approves affirmative action plans for contractors, subcontractors and vendors. • Project Reviews (ORC 125.111 & 153.59): CCU conducts project on-site reviews of state construction projects to interview the contractor’s field staff to ensure prime

72 contractors and subcontractors are complying with the terms of the standard construction bid conditions relative to equal employment opportunity. • Conciliation Compliance Reviews (OAC 123:2-5-04): CCU monitors contractors under a Conciliation Agreement with EOD to evaluate the contractor’s documented good faith efforts to comply with the correction action steps outlined in the signed Conciliation Agreement. • Input Form 29 Reviews (OAC 123:2-9): CCU reviews all Input Form 29 work hour reports to determine if contractors meet their minority and female work hour percentage goals. • Affirmative Action Program Verification (ORC 123.111): CCU is responsible for the review and approval/disapproval of the Affirmative Action Program Verifications submitted pursuant to Ohio Revised Code 125.111 (B). All contractors are required to have a written affirmative action program for the employment and effective utilization of economically disadvantaged persons. • Pre-Bid Construction Meetings: CCU educates contractors of their EEO responsibilities while performing on a state or state-assisted contract. • Construction Reform Demonstration Project Monitoring (H.B. 318): CCU and other resources from the DAS Equal Opportunity Division provide compliance checks, project reviews, reports, and training to ensure that the use of EDGE firms on the Construction Reform Demonstration Projects is maximized.

Key Accomplishments: In FY 2010, the CCU processed 3,060 certificates of compliance to construction prime contractors providing those businesses an opportunity to do business with the State of Ohio. This equates to approximately 437 applications processed per officer during FY 2010.

The CCU processed 2,520 affirmative action program plans for good/services vendors. 19 plans were denied and 2,501 plans were approved to do business with the State of Ohio. CCU received and processed 18,942 Input Form 29 reports, which equates to approximately 1,800 prime contractors and subcontractors. CCU also attended approximately 60 pre-bid or construction meetings during FY 2010. During the meetings, the unit officers provided the contractors with the EEO responsibilities while performing on state projects. The CCU conducted approximately 150 state construction project site reviews.

Key Initiatives already underway or in development: • Implementation of conducting pre-award compliance reviews on contractors receiving state construction contracts. The purpose of a pre-award review is to work with the contractor before and during the performance of a contract to ensure compliance with employment goals and affirmative action requirements. • Provide training to EEO Officers regarding the implementation of a compliance program within the organization. Pursuant to OAC 123:2-1, each contracting agency must designate an EEO Officer to monitor compliance with EEO and affirmative action requirements for locally administered construction contracts. The training will include the tools necessary for the EEO Officer to conduct and monitor EEO requirements.

Key Dates and/or Events in 2011: • Summer 2011: Columbus and Cincinnati MBE/WBE Construction Management Training Institute. The CCU is one of the co-sponsors of this program that is geared toward minority and women owned businesses. The purpose of these programs is to provide training to minority and women business enterprises in the area of bidding, project management, risk management, safety regulations, etc. The goal of these

73 training programs is mentor MBE/WBE businesses and provide an opportunity to work with majority construction contractors performing on state construction projects. • July 2011: CCU must submit SWCAP report of compliance activities conducted by the unit during the fiscal year. • 2011 – date(s) TBA: Construction Compliance training for state agencies, colleges and universities that administer state and state assisted construction projects/contracts. The purpose of trainings is to train designated EEO Officers to implement and monitor affirmative action and diversity requirements outlined in the OAC 123:2-1 through 123:2- 11, ORC 9.47, 125.111, 153.59 and 153.08. Colleges and universities are required to establish a contract compliance program in accordance to ORC 3345.29.

74 Equal Opportunity Division

MBE/EDGE Certification Unit 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Division phone: 614.466.8380 Website: www.mbe.ohio.gov / www.edge.ohio.gov

Customers: The Minority Business Enterprise/Encouraging Diversity, Growth and Equity (MBE/EDGE) Unit serves a diverse group of customers those being: Ohio minority, women and/or socially and economically disadvantaged businesses, state agencies, boards, commissions, colleges and universities, citizens of Ohio, legislative commissions, caucuses and various community organizations.

MBE/EDGE Operational Overview: The Minority Business Enterprise/Encouraging Diversity, Growth and Equity (MBE/EDGE) Unit administers the MBE and EDGE programs that certify and recertify all qualified Ohio minority, women and/or socially and economically disadvantaged businesses for the purpose of enhancing access to business opportunities offered by the State of Ohio. This unit works with state agencies to meet the MBE set-aside and EDGE utilization goals. The unit provides essential certification/recertification services/ cross certification for Ohio businesses interested in participating in either or both the MBE and EDGE programs. The unit maintains a current Web site of certified MBE and EDGE businesses by UNSPSC codes and procurement group to assist state agencies in identifying suitable vendors to fulfill contracts. In addition, the unit maintains the current and past agencies’ MBE/EDGE expenditure projection plans for businesses to review and identify what agencies are seeking contractually. The unit provides projected and actual spending reports. Monitors and mediates vendors’ complaints. Conducts investigates as required. Writes Ohio Administrative Code. Provides training for both state agencies and small businesses in relationship to the programs. Monitors agency Waiver Compliance and Commercially Useful Functions for certified businesses.

MBE Program: The MBE program is designed to assist minority businesses in obtaining state government contracts through a set-aside procurement program for goods and services provided in Ohio Revised Code (O.R.C.) provision 123.151 and 125.081. This includes certifying minority businesses, per O.A.C. 123:2-15, thereby making them eligible to participate in the state's set-aside program. The MBE program establishes requirements for state agencies in awarding contracts to certified MBE businesses. MBE procurement contracts apply only to goods and services procurements.

EDGE Program: The EDGE program is a business development program for small, socially and economically disadvantaged businesses. The EDGE program was established by Governor Bob Taft through Executive Order 2002-17T on Dec. 20, 2002. On July 1, 2003, this program was enacted per O.R.C. 123.152. The EDGE program is small business program that is race and gender neutral and is designed to facilitate access to state government contracts and business services for EDGE certified businesses. The EDGE program establishes goals for state agencies in awarding contracts to certified EDGE businesses. EDGE procurement contracts apply to: goods and services, professional services, information technology services, construction, architecture and engineering.

Services/Activities: • Letter of Certification: These regulatory duties and responsibilities of the unit are realized through the issuance of the Letter of Certification or denial. A Letter of Certification, which can only be issued by the Equal Opportunity Division (EOD), permits a business to compete in the State of Ohio’s set-aside program and small business initiatives program. A Letter of Certification is issued once the unit staff certifies that the business owner meets all program criteria and has been in business and has demonstrated the ability to provide products or services for at least one year prior to requesting certification.

• Desk Audit Reviews: The unit conducts desk audits reviews of business owners and their companies to ensure that the owner and the company meet the minimum program requirements for admission into either the MBE or EDGE program and ownership and control of the applicant company. The purpose of a Desk Audit Review is to review, analyze, and verity all submitted documentation (business structure, taxes, business capabilities, application, supporting documents, etc.) to determine if the company meets the program requirements. In addition, the Desk Audit Review assists the Compliance Officer in preventing potential pass-through or front companies from entering the programs. All applications for certification receive a full Desk Audit Review. At the closure of the Desk Audit Review, an on-site review is scheduled with the business owner.

• Site Reviews: The unit conducts on-site visits to each business location for each company requesting certification to ensure the following: • Determine ownership and control • Business capabilities • Review and verify documents not submitted during the Desk Audit Review • Verification of vehicles, equipment, etc. • Interview business owner and employees

At its conclusion, the unit determines whether the business and owner meet the requirements of the program(s) and issues a Letter of Certification. If the business or owner does not meet the requirements, a Letter of Denial is issued. The business owner has the right to appeal EOD’s decision through the appeal process allowed under ORC 119 at which time the Compliance Officer must present their case for denial.

• Project Reviews: The unit conducts on-site project visits for each company requiring certification in the construction trades to ensure the following: • The MBE/EDGE certified company is performing all required work contracted for on the project and supplying necessary owned resources and manpower to perform the job duties. • Commercial Useful Function is determined by the program participant’s actual involvement on the worksite and delivery of the products, goods or service.

The unit observes operations, counts equipment and resources, interviews employees, etc. to ensure that the MBE/EDGE is in full control of the business operations at the work site. At its conclusion, a comprehensive report is created based on the information obtained during the on-site review.

• Quarterly/Annual Reporting Review: The unit is responsible for issuing and analyzing state agencies quarterly spending with MBE/EDGE companies. This requires the unit to

76 issue, distribute, and collect reports from all state agencies in relation to their expenditures with MBE and EDGE vendors and to maintain these records for reporting needs.

• MBE/EDGE Scorecard Review: The unit is responsible for issuing and analyzing state agencies quarterly spending with MBE/EDGE companies through the use of a scorecard. Annually, by October 1st of each year, the unit is required to issue a report to the Governor of Ohio, President of the Senate, Minority Leader of the Senate, Speaker of the House of Representatives and Minority Leader of the House of Representatives.

• Agency Waiver Review: The unit is responsible for reviewing state agencies adherence to proper administration of EDGE waivers issued to prime contractors. State agencies provide EOD quarterly with a listing of all waivers issued by contract. Periodically, the unit with review waivers issued and the procedures used in the issuance of said waiver to ensure that state agencies comply with the rules and regulations.

At its conclusion, a comprehensive report is created based on the information obtained during the waiver review. The report is issued to the agency director and the Director of Administrative Services. If the state agency is found to be in noncompliance with the rules, regulations, EOD may require that all future waiver requests be approved by EOD.

• Commercially Useful Function Review: The unit is responsible for reviewing EDGE vendors to ensure that the companies provide a commercial useful function. The unit conducts onsite inspections and investigations at location of the EDGE business, including locations at which the EDGE business has contracted to provide services, to determine whether an EDGE business is performing a commercially useful function on a project.

At its conclusion, a comprehensive report is created based on the information obtained during the review. A report is issued to the agency director and the Director of Administrative Services. If the vendor is found not to be providing a commercially useful function then EOD begins the decertification process.

There are no other state programs that duplicate or overlap with the work of this unit.

Key Accomplishments: The unit conducted 23 training sessions to promote and recruit businesses; processing MBE/EDGE original applications within 14 days of receiving all essential application documents; processing MBE/EDGE recertification applications within 2 to 5 calendar days of receiving all essential recertification documents and streamlining MBE/EDGE applications.

Number of People Served In FY2010, the unit achieved and exceeded its goal for certifications. The unit processed the following: • 2,122 requests for certification and recertification. This equates to approximately 424 applications processed per officer during this fiscal year period. • Conducted 23 trainings • Recertified 1364 companies • Achieved a turnaround time on application processing of an average of 19 days • Conducted 425 desk audits and on-site reviews. • Conducted 4 agency waiver reviews

77 • Conducted 4 fraud Investigations.

The MBE/EDGE programs play a vital role in the successful business development of minority, women and socially/economically disadvantaged companies throughout Ohio.

Progress is measured through the use of a scorecard which measures the amount of contracts acquired, number of investigations and number of companies certified and the monitoring of state agencies procurement efforts (expenditures) in relationship to stated program goals (Minority Business Enterprise (MBE) 15% and Encouraging Diversity, Growth & Equity (EDGE) 5%).

Progress is also measured through the monitoring of state agencies adherence to program rules and guidelines, conduction of investigations, recruitment presentations conducted, training sessions conducted, and successful mediation of program participations complaints. Each state agency’s progress is measured quarterly and annually.

Key Initiatives already underway or in development: MBE/EDGE Expenditure Tracking System To have state agencies in compliance with MBE/EDGE goals.

Key Dates and/or Events in 2011: August 2011 - EOD Annual Trade Fair October 1, 2011 - Annual MBE/EDGE Scorecard report due

78 Equal Opportunity Division

Affirmative Action/Equal Employment Opportunity Unit 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Division phone: 614.466.8380 Website: http://das.ohio.gov/Divisions/EqualOpportunity

Customers: State of Ohio agency EEO programs under the purview of the Governor’s office, state of Ohio employees and state of Ohio applicants whom allege employment discrimination. Agencies include the following agency Directors and EEO Managers:

Operational Overview: The purpose of the Affirmative Action/Equal Employment Opportunity Unit (AA/EEOU) is to administer and coordinate the state agency Equal Employment Opportunity (EEO) programs which that include management of the internal discrimination complaints and the appeals process; EEO Strategic Plan management; EEO training develop and delivery; conducting EEO compliance reviews and reporting compliance status and issuing federal EEO workforce report. Additionally, this unit is responsible to enforce all EEO-related federal and state laws, regulations and gubernatorial executive orders, as well as EEO policies and procedures related to civil rights, affirmative action and non-discrimination in state employment.

The AA/EEO program will provide resolution methodologies for discriminatory actions and address issues of discrimination in state employment based on race, color, religion, age, sex, national origin, disability, veteran status, military status, sexual orientation, gender identity and Genetic Information Nondiscrimination Act of 2008 (GINA).

It is the responsibility of the AA/EEO Unit to: • Evaluate and investigate discrimination complaints filed by State of Ohio employees and applicants; • Review and coordinate investigations which may include assigning third-party non-partial investigators; • Counsel and advise applicants, employees, attorneys and State of Ohio EEO administrators about the State of Ohio's internal processes and matters involving allegations of discrimination; • Serve as a resource and/or liaison to facilitate conflict resolution and mediation options in matters of employment discrimination, discriminatory harassment and retaliation; • Manage the state of Ohio’s appellant processes (assign an EEO hearing officer, coordinate witnesses and provide communication for the administrative hearing). • Manage the final appeal process to the State EEO Coordinator, which will issue the State of Ohio’s Final Order. This is the final step in the appeal process in the internal discrimination complaint.

Services/Activities: The AA/EEO Unit is responsible for ensuring state agencies are in compliance with state and federal EEO laws and providing training and developmental opportunities to enhance the agency’s ability to manage EEO programs. The unit administers and provides the following services and activities: • EEO Strategic Plan Development and Agency Implementation: Each state agency is required to submit an EEO Strategic Plan to AA/EEOU pursuant to the Ohio

79 Administrative Code (OAC) 123:1-49-41. The EEO strategic plans must be reviewed and approved by this unit which includes strategies that ensure fairness in recruitment, selection, promotion, separation, discipline and American Disability Act (ADA) plan implementation.

• Statewide Discrimination Complaint Management: The regulatory duties and responsibilities of the unit are realized through the management of compliance with Title Vll law to include allegations of discrimination on the basis of race, color, religion, age, sex, national origin, disability, veteran status, military status, sexual orientation, gender identity and GINA.

• Agency EEO Compliance Review: EOD's AA/EEO unit reviews and evaluates state agencies' EEO programs through EEO on-site compliance reviews. The compliance review is conducted through the use of structured interviews and the review of relevant agency documents. During this multiple-day review, AA/EEO staff analyzes Human Resource (HR) hiring, promotion and separation process and data to determine any adverse impact on federal and state protected classes. DAS/EOD, as well as all staff, also conducts structure interviews with executive staff, managers and employees to determine from various race, sex and job classifications. This review is based on the commitments made in the current approved EEO Strategic Plan. When an agency’s EEO program is not in compliance with the administrative code and applicable guidelines, the agency is required to take corrective action.

• EEO Discrimination Prevention Training: AA/EEO unit researches, develops and presents EEO training on anti-discrimination/ harassment matters, cultural diversity and other EEO programs. AA/EEO unit provides training through the following forums: • EEO Academy: A six-day training program designed to educate professionals in three areas: EEO laws; human resources and diversity; and EEO compliance and EEO Leadership. Subject matter experts throughout the state present information to ensure that EEO professionals receive current information regarding EEO policies and practices. Participants receive certification for hours attended. • EEO Officer Orientation Training: EEO training is targeted to educate newly hired EEO Officers, HR Administrators and/or legal counsel regarding the internal discrimination • Agency Staff Training: Training is designed for employees of the agencies to educate them on the strategic plan; the prevention of sexual harassment, racial harassment and other discriminatory behaviors; • Statewide EEO Officer Training: Training is provided to EEO Officers regarding EEO strategic plan development and the execution of newly designed executive orders and guidelines.

• EEO-4 State and Local Government Report: This unit is responsible for collecting the statewide EEO data, reviewing accuracy and submitting the biennial EEO-4 survey report to the Equal Employment Opportunity Commission (EEOC) in Washington D.C.

Key Accomplishments • FY 10, conducted EEO training classes state agency employees and trained 1195 state employees. • FY10, during the 2009 EEO Academy trained 210 employees. • FY 10, developed an on-line EEO training model.

80 • FY 10, developed the requirements for Discrimination Complaint Software and online application which would enable this unit to respond to more efficiently. • The AA/EEO unit also implemented an electronic (on-line) discrimination complaint procedure which provides easier access for our customers.

Key Initiatives already underway or in development:

Initiative 1: 2011 EEO Academy: In FY210, the AA/EEO unit launched a six-day EEO training program to educate professionals in three major areas of equal employment opportunity including: EEO law and programming, equitable human resources and practices/diversity, and EEO compliance. Attendees include EEO HR Administrators and legal counsel assigned to EEO duties. The division has presented EEO Academy’s in 2006, 2007 and 2009. Participants have received up 98 credit hours accumulated during this Academy.

Coursework credit for the EEO Academy has been approved by the Ohio Supreme Court, Office of Continuing Legal Education for Continuing Legal Education (CLE) hours; The Ohio State University, Office of Continuing Education and the Society of Human Resource Management (SHRM). Participants completing a minimum of 22 hours will receive a General EEO Practitioner Certificate and participants completing a minimum of 50 Academy hours will receive a certificate the Senior EEO Practitioner Certificate. The classes and credit hours are free to all participants. Participants completing a minimum of 80 hours will receive an Executive EEO Practitioner Certificate

The next academy has been scheduled for 2011. Online registration can be accessed from the DAS/EOD website.

Initiative 2: The Statewide Investigative Manual: The AA/EEO unit is in the process of developing a statewide investigation manual to ensure consistency with how State of Ohio EEO professionals manage allegations of discrimination. Our goal is to set standards that will increase the quality, timeliness and consistency of state agency EEO investigations. The quality of investigative would be improved by the development and publication of uniform standards for processes involved in the discrimination complaint process.

Initiative 3: The Statewide Diversity Recruitment Directory: The AA/EEO unit is in the process of developing a statewide diversity recruitment directory for our customers to utilize for targeted recruitment efforts. All state agencies will have a unified source of statewide resources to enhance how the state of Ohio’s workforce and increase diversity.

Initiative 4: EEO Strategic Plan: The purpose of an Equal Employment Opportunity (EEO) Strategic Plan is to eliminate discriminatory employment practices. An EEO Strategic Plan is a detailed, results-oriented set of procedures which, when carried out results in full compliance with equal employment opportunity requirements through full utilization of minority groups, women, and disabled persons at all levels of the workforce. The program seeks to bring women, minorities and disabled persons into all levels of the workforce. The EEOSP will be revised and issued to state agencies to complete. Agencies will send completed EEOSP’s to EOD for approval. The period for the next EEOSP will cover FY 12-15.

Key Date and/Events in 2011 • May 2011: Meeting with state agency EEO Managers to issue the EEO Strategic Plan; • June 2011: Meeting with state agencies to issue the EEO investigations Manual; • October – December 2011: Launch the 6-week 2011 EEO Academy

81 Equal Opportunity Division

Construction Reform 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Division phone: 614.466.8380 Website: http://www.das.ohio.gov/eod/constructionreform

Customers: State agencies, colleges, universities, contractors minority owned businesses, women owned businesses, minority and women in the construction industry.

Budget Overview: The purpose of the Construction Reform Demonstration program is to provide alternative methods of construction delivery in the State of Ohio. Pursuant to House Bill 318 (HB 318), the Chancellor of the Board of Regents, in consultation with representatives of state institutions of higher education and with Controlling Board approval, designated one construction project at each of three different institutions (The Ohio State University’s “Project One,” Central State University’s “Emery Hall Renovation and Restoration Phase IV,” and The University of Toledo’s “Center for Biosphere Restoration Research: Bowman-Oddy Laboratories Building and Wolfe Hall Renovations”) as a Construction Reform Demonstration Project. This program addresses a need for and has developed and provided the capability for EOD to be able to monitor, provide oversight, and produce regular reports to the Governor, the Ohio House of Representatives and the Ohio Senate regarding the satisfaction of Encouraging, Diversity, Growth and Equity (EDGE) contracting goals and developing strategies for maximizing EDGE contracting goals on Construction Reform Demonstration Projects.

The beneficiaries of this program are the minority, women and small business communities in the State of Ohio who are made aware of and have the opportunity to have inside knowledge of upcoming opportunities on state projects that will use alternative methods of construction delivery. This benefit allows the contractors to learn about each project from those who are experts working on them, as well as meet with and network with the Construction Manager at Risk on each project, which are opportunities that normally do not exist in the construction industry.

The regulated community consists of the Ohio Revised Code 123.151, 123.152, 125.081, HB 1, HB 318 and Executive Order 2008-13S and they all impact the community by promoting the State of Ohio’s efforts to increase the participation of MBE and EDGE companies in state financed projects and in changing method of construction delivery in the State of Ohio. The service benchmarks established by the state are engaged by Ohio Revised Code (ORC) 123.152, Ohio Administrative Code (OAC) 123: 2-16 and HB 318.

HB 1 of the 128th General Assembly transferred cash from the General Revenue Fund to Fund 1880. It is necessary to include this budget language again in order to maintain program levels for the FY 2012-2013 fiscal biennium. If the GRF cash transfer is not approved for FY 2012- 2013, construction reform monitoring and the outreach efforts will have to be eliminated and clerical support to the units will be severely impacted.

The cost-saving measures and operational efficiencies that will be undertaken in the 2012-2013 biennium to contain or reduce program costs are shown by EOD currently utilizing cross-unit staffing strategies to fulfill the mandates and responsibilities of HB318 for the NEW Construction

82 Reform unit. This cross-unit will consists of four currently staffed employees of MBE/EDGE and Construction Compliance and will increase staffing flexibility. To maximize the efficiencies the MBE/EDGE, CCU, and the Construction Reform compliance officers will perform some dual reviews. While they work in different units, they often share customers. EOD realizes a cost savings by utilizing a single vehicle rather than multiple vehicles going to the same location. EOD is currently unifying documents and increasing utilization of online applications and correspondence and offline tracking until a database is created to continue to grow cost savings.

This program is supported by a fund that supports more than one program and that program is 3474C and 3676C of 5HU0/ 100655/ DAS104500. The impact on other programs is that we utilize the same personnel from other EOD MBE/EDGE and CC units that diminish their accountability in meeting their reporting and certification goals.

Operational Overview: In order to maximize the use of EDGE firms on the Construction Reform Demonstration projects, EOD has established a Construction Reform Demonstration Team (CRDT) to provide oversight to the Construction Reform Demonstration Projects. The nature of the services provided by the Construction Reform Demonstration Team is as follows: • EOD conducts on-site visits on all projects designated under the Construction Reform Demonstration Program. • EOD utilizes compliance check points to certify that the project is in reasonable attainment of the EDGE contracting goal for the project. • EOD reviews the project EDGE plan, prior to contract award. • EOD’s project team submits a monthly EDGE payment report detailing the progress of attaining the EDGE goals. • CRDT certifies that each project is in reasonable attainment of the EDGE goals at compliance check points since EOD is responsible for assisting each university in maximizing the utilization of EDGE contractors on the designated projects. • EOD’s CRDT provides training and guidance to project teams to ensure timely adherence to reporting requirements. • EOD conducts training that includes monitoring and reporting requirements, training schedules and standardized reporting forms. • EOD monitors the state’s compliance in construction to ensure performance reporting and maximizing participation of EDGE contractors.

Services: The program was first established in January 1, 2010. There are no other state programs that duplicate or overlap with the work of this program. DAS/EOD has improved efficiencies and service delivery by utilizing experienced Construction Reform Demonstration Team (CRDT) members that includes EEO Construction Compliance Specialists and Officers within the division to effectively monitor and help reform the State of Ohio’s construction delivery. The CRDT provides oversight to the Construction Reform Demonstration Projects and conduct on- site reviews, provide guidance and assist in the development of targeted outreach plans.

The effectiveness and efficiency of this program is gauged by the Construction Reform Demonstration Project EDGE goal that is on the entire project. The goal is placed on each contract based on availability and good faith efforts must be used to meet the EDGE goal, and should not operate as a set aside. The Construction Reform will improve design and construction processes, impact quality of state construction, produce and create construction procurement reforms.

Key Accomplishments: • Guidance Manual for Ohio’s Construction Reform created by State EEO Coordinator • Supported, and helped establish, define, and develop a Construction Reform Stakeholder Advisory Panel to consult with and advise EOD. • CRDT created, finalized, and completed a process and procedural manual for the CRDT monitoring and compliance responsibilities. • CRDT provides problem-solving assistance to the institutions undertaking a Construction Reform Demonstration Project and the contractors on the projects.

Key Initiatives: • To have public higher education institutions on the Construction Reform Demonstration Projects have a credible plan to meet or exceed the EDGE contracting goals for the Ohio project. • To have state and non-state projects in compliance with EEO goals • To have state and non-state projects in compliance with MBE/EDGE goals. • To ensure contractors comply with equal employment opportunity and affirmative action requirements. • To ensure contractors demonstrate good faith efforts to comply with the minority and female participation goals. • To ensure a working environment free of discrimination, harassment, and intimidation. • To ensure EEO Policy and Sexual Harassment Policy statements, as well as EEO posters are visible in conspicuous locations on all job sites for each contractor. • To continue to target outreach sessions which will service groups of currently certified MBE/EDGE vendors and reach out to increase certification with vendors who are interested in doing business with state.

Key Dates or Events in 2011: Determination of funding for FY 12-13.

Immediate Risk/Concerns: Currently, the program operates effectively under the current budget with the current staffing levels. This program is supported by a fund that supports more than one program and that program is 1880/DAS104100, 3674C and 3676C of 5HUO/100655/DAS104500. The impact on other programs is that we utilize the same personnel from other EOD Units (MBE/EDGE and CC) and that diminish their capacity to meet their reporting and certification goals.

84 Equal Opportunity Division

Outreach 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Office phone: 614.752.9273 Website: http://das.ohio.gov/eod

Customers: MBE/EDGE Certified Vendors Community organizations Minority Business Assistance Program Centers Local Urban Leagues State Agencies, Boards and Commissions, Colleges and Universities State Agency procurement officers

Operational overview: Through yearly workshops, expos, seminars and symposium the outreach program for MBE/EDGE is to recruit highly qualified minority, women and small business owners to become MBE/EDGE vendors. The outreach program of the Equal Opportunity Division allows EOD to continue its campaign for equal access to opportunities for MBE/EDGE’s by providing business education, management and technical assistance programs. The outreach initiatives provided by EOD address the universal barriers that impact the minority business community in successfully bidding on state contracts. The expenditures for the outreach program are used statewide, in urban, rural and Appalachia areas.

The operation challenge of the outreach program which limits the program’s effectiveness is the lack of computer programming and or software needed to manage statewide activity and capture data for statewide employment discrimination caseload. Having these numbers will enable the outreach program to design more training programs for those seeking to develop skills and start their own businesses.

The effectiveness and efficiency of the program, primarily at this state, is gauged through surveys provided to, and returned by, the participants at the events. Also, we have an outreach email address posted online that allows businesses to send comments regarding the outreach and recruitment initiatives of the division. The surveys are utilized for our larger events and those where EOD serves as a partner for other stakeholders of small business. The outreach address is used for comments and suggestions received by business owners, as well request for training workshops to be held throughout the state.

To advertise our events we work with local media outlets to showcase outreach events for the Equal Opportunity Division. We also work with state technical centers to advertise our services and provide EOD certified documents with information regarding state certification process.

Services/Activities: There are no other state programs which work to address the needs of minority, female and small disadvantaged business communities on a statewide scale. The outreach program works with state agencies, boards, commissions, colleges and universities to increase the inclusion of highly qualified minority, female and small businesses on state contracts and projects.

The Outreach Program of the Equal Opportunity Division provides services to small business owners to enhance and improve recruitment efforts. We work to provide targeted outreach

85 events, such as workshops, seminars, symposiums and expos, aimed at presenting potential opportunities within state government to MBE/EDGE business community.

The outreach program also provides internal and external customers with access to MBE/EDGE directories that identify potential contractors. Our customers are provided with these directories by contacting the Outreach Coordinator regarding the specific service or good they are looking to buy. The customers calls and/or emails the office of outreach regarding the type of vendor they are looking for, i.e. architect, construction manager, IT consultant. The Outreach Coordinator then performs a search in the database cross checking with the MBE/EDGE Unit to ensure their certificates are still valid. A contact list is then compiled and submitted to the inquirer.

The outreach program promotes the development of ongoing relationships between State Agencies and MBE/EDGE participants to improve exposure and build confidence between both parties. To this end the outreach program works with state agency procurement and MBE/EDGE officers on developing individual agency outreach plans. The outreach program provides training on how to compile and use contact list, as well as how to plan and hold an outreach event for the agency. The outreach program also provides training to state businesses on how to market their business and certification to the state. The outreach program holds year round workshops and seminars conducting training on how to communicate, market and networks with State Agencies and other government entities.

The outreach program markets state resource centers to the MBE/EDGE community. These centers serve as a tool to assist MBE/EDGE participants prepare bids, and receive information about upcoming projects. The outreach program works with the Minority Business Assistance Program centers, operated by the Department of Development. These centers provide on sight technical assistance to small businesses to become MBE/EDGE certified. To provide proper assistance the MBE/EDGE Officers work with EOD’s outreach program to provide sufficient training to the center directors and staff.

Key Accomplishments: Currently there are about 2,000 MBE/EDGE certified vendors in the State of Ohio. The amount of the assistance provided depends upon the services needed by the business community. In FY 2010, through outreach efforts, EOD’s outreach program has reached an estimated 1,100 participants, which include vendors, but also purchasing officers and MBE/EDGE EEO Officers within our state agencies. Over the past year the outreach program has worked to provide access for minority businesses to state agencies. We have also held workshops and seminars, as well as partnered with stake holders throughout the state to educate, inform and promote the state’s MBE/EDGE program and contracting opportunities for women and minority businesses.

The outreach program also has worked to provide sufficient training to state resource centers to conduct MBE/EDGE certification training approved by the Equal Opportunity Division. The training will take place on December 16, 2010 where directories of the state Minority Business Assistance Program will meet with the procurement officers to learn the procurement process of the state of Ohio, as well as how to conduct a state certification workshop.

In August 2010 the outreach program of the Equal Opportunity Division hosted the 2010 Ohio Business Expo. With more than 500 hundred small businesses from around the state of Ohio, the Equal Opportunity Division succeeded in providing networking opportunities for small businesses and state procurement departments.

86 In July of 2010 the outreach program of the Equal Opportunity Division took an unprecedented step in working with the Office of the State Architect to provide training on how to provide work with the state architect’s office and submit successful bid packages. The target audience was certified MBE/EDGE vendors in the field of architecture, construction management and engineering.

Key Initiatives already underway or in development: We are working to have more targeted outreach sessions which will service small groups of currently certified vendors who are interested in doing business with state agencies. These outreach events will service those in a particular field and/or those who seek to work with a particular agency.

Legal Professionals – Currently we are working to hold a legal professional outreach session. This session will be held in Columbus and the exported to different cities as the need arises. The legal professional workshop will connect those who work as court reporters, hearing officers, and contract for legal investigation. These services are readily needed by several boards and commissions and the Ohio Attorney General’s Office. The outreach session will work to connect these vendors with program directors and state procurement officers. The outreach session will provide vendors with insight into the type of legal services needed and utilized by state agencies, boards and commissions.

Medical Professionals – Currently we are working to hold a medical professional outreach session. This session will be held in Columbus to begin and then exported to different cities as the need arises. The medical professional workshop will connect those who work in labs and/or sell medical supplies and lab equipment. These services are readily needed by the Department of Health, Department of Jobs and Family Services and other state entities. The outreach session will work to connect these vendors with program directors and state procurement officers to learn of the procurement process, current contracting opportunities and future department initiatives.

Key Dates and/or Events in 2011: N/A. • March 2011 – Second Annual Minority Business Symposium • April 2011 – Annual MBAP Certification Training Sessions • April 2011 – October 2011 – State Certification Workshops • August 2011 – Ohio Business Expo

Immediate Risks/Concerns Currently the operation program operates effectively under the current budget with the current staff. We have also utilized the use of trainings using phone conference. We have done one pilot training session by phone conference which received excellent reviews from the staff of the training center, as well as the participants. If the current budget is cut then the outreach program will not be effective in advertising the services of the Equal Opportunity Division and the benefits of the MBE/EDGE programs. As a one staff person program the outreach program mainly utilizes local business assistance centers to assist in the training of small businesses. The outreach program operates effectively and will continue to as long as the program funding remains unchanged. As with the growth of any program the need for expansion may come.

87 Equal Opportunity Division

Dr. Martin Luther King, Jr. Holiday Commission 30 E. Broad Street, 18th Floor, Columbus, Ohio 43215 Office Phone: 614.466.8380 Website: http://das.ohio.gov/Divisions/EqualOpportunity/MartinLutherKingJrHolidayCommission

Customers: State of Ohio citizens and the Ohio Dr. Martin Luther King, Jr. Holiday Commission

Operational Overview: The purpose of the MLK Commission is coordinate a statewide annual celebration and commemoration of the birthday of Dr. Martin Luther King, Jr. to promote interracial cooperation, youth antiviolence, community service and other principles of non-violent social change and racial equality as proposed by Dr. King. In accordance with this responsibility, the MLK Commission also promotes widespread public participation in the activities and ceremonies commemorating Dr. King’s birthday; coordinates the State’s initiatives, programs and projects with the Federal Martin Luther King, Jr. Commission; gathers information relative to other memorials, initiatives, programs and projects commemorating Dr. King; and reports major initiatives, programs, projects and other commemorative activities conducted in Ohio to the Martin Luther King, Jr. Center for Non-Violent Social Change located in Atlanta, Ga.

Budget Overview: The cost of printing the annual calendar has increased. The cost of distribution of the calendar has been made a part of the printing contract, however due to the rising cost of fuel cost, statewide distribution of the calendar to the eleven (11) cities and twenty (20) distribution centers has increased the cost of the calendar. This program is funded entirely from the General Revenue Fund, appropriation line item 100451. The Commission creates the annual MLK calendar in-house, without contracting with a designer. This has saved $4,500 annually (estimated) with the production continued in-house, the MLK Calendar will continue to be produced internally to realize cost savings.

Services: In addition to the EOD Liaison , EOD contracts with a Consultant to provide the following administrative support to the Commission: • Annual calendar – writes, designs, edits, coordinates printing and statewide distribution of calendars; • Statewide commemorative celebration and award ceremony – coordinate nominations, mass mailings, facilitate commission voting and coordinate event logistics and program timelines; • Statewide oratorical contest – coordinate mass mailings, coordinate event logistics and program timelines; coordinate quarterly meetings; • Partners with DAS Office of Communications for marketing of commission projects (statewide oratorical contest, celebration, calendar, etc.); • Prepares all correspondence and mass mailings. • Benchmarks: Progress is measured in the completion of programmatic activities within established timelines.

88 Other services that will be provided by EOD and the MLK Liaison are the continued utilization of the division to support current Commission programming initiatives. The high quality and quantity of services provided to the Commission will remain the same.

State employees, state legislatures, agency directors, award winners and their families, and the public may attend the Commemorative Celebration and award ceremony hosted by the MLK Commission and the Governor. Annually the celebration has approximately 200 persons in attendance.

The commission prints 50,000 calendars to be distributed statewide. These calendars are delivered to distribution points across the state for local area schools, churches and synagogues, urban leagues and businesses to pick up.

The annual statewide oratorical contest is the final round of five regional contests in Cleveland, Columbus, Lima, Marion-Morrow-Knox and Toledo. Each contest targets youth in kindergarten through 12th grade to teach them about the principles and values of Dr. King, as well as how to apply them in both written and spoken forms. Each regional contest sends their top-qualifying students from each of the four age groups (primary, intermediate, junior and senior). In its eleven years, the statewide competition has had an impact on its annual range of 25-50 students, participants’ family and area schools, judges and the general community who attends. Moreover, the regional competitions reach an additional estimated 900 to 1,000 students who first participate in their local school districts.

Key Accomplishments: • The Commemorative Celebration and award ceremony recognizes Dr. King’s legacy and educates Ohioans on issues of equality. • The annual calendar educates and enlightens Ohioans on topics past, present and future that impact equality in our society. • The Commission sponsors a statewide oratorical contest for youth ranging from kindergarteners to high school seniors. • The contest educates Ohio youth about Dr. King’s legacy, while promoting awareness and growth pertinent to equal employment opportunity and economic development for all.

Key Initiatives: • The programming initiatives of the Commission annually benefit Ohio citizens of all age groups. • To continue to recognize Dr. King’s legacy and educates Ohioans on issues of equality. • To continue to educate Ohio youth about Dr. King’s legacy, while promoting awareness and growth pertinent to equal employment opportunity and economic development for all.

Key Dates or Events in 2011: • Jan. 2011: Dr. Martin Luther King, Jr. Commemorative Celebration • April 2011: Dr. Martin Luther King Jr. Statewide Oratorical Contest

General Services Division

Division Overview ...... 91

Business Operations ...... 94

Business Continuity Program ...... 96

Office of Fleet Management ...... 97

Office of State Printing and Mail Services ...... 99

Office of State Procurement ...... 101

Office of Properties and Facilities ...... 103

Office of Real Estate and Planning...... 105

Office of Risk Management ...... 107

State Architect’s Office ...... 108

90 General Services Division

Division Overview: 4200 Surface Road, Columbus, OH 43228-1395 Eight additional addresses for State Printing and Mail Five additional addresses for Properties and Facilities Division phone: 614-466-4459 Website: http://das.ohio.gov/Divisions/GeneralServices/tabid/77/Default.aspx

Number of employees: 330

Summary of division’s operating budget: Budget Request Division Fund Appropriation Line Item 2012 2013 GSD 1170 100644 GENERAL SERVICES DIVISION‐OPER 15,270,121 14,985,735 1220 100637 FLEET MANAGEMENT 4,225,000 4,455,000 1300 100606 RISK MANAGEMENT RESERVE 10,368,548 12,168,548 1310 100639 STATE ARCHITECT'S OFFICE 10,344,146 10,344,146 1320 100631 DAS BUILDING MANAGEMENT 16,940,670 16,940,670 2100 100612 STATE PRINTING 28,420,000 28,420,000 4270 100602 INVESTMENT RECOVERY 5,592,697 5,592,697 5C30 100608 SKILLED TRADES 605,885 605,885 GRF 100433 STATE OF OHIO COMPUTER CENTER 4,289,127 4,289,127 GRF 100449 DAS‐BUILDING OPERATING PAYMNTS 3,271,384 3,271,384 GRF 130321 STATE AGENCY SUPPORT SERVICES 1,936,991 1,936,991 Total 101,264,569 103,010,183

Operational overview: General Services performs a variety of functions including procurement, fleet management, insurance, printing, construction management, mail services, real estate services, asset management, facilities management including security services, surplus property services, and information technology support. Its customers include state agencies, boards, commissions, elected officials, political subdivisions, and vendors doing business with the state.

Services/Activities: Procurement. The Office of Procurement Services is the central procurement office for the State and is responsible to procure all types of supplies, services and information technology needs required by state agencies. The Office also provides guidance to agencies on making purchases under their direct purchase authority. The Office is also responsible for the program in which state agencies purchase supplies and services from work centers that employ persons with work-limiting disabilities.

Fleet management. The Office of Fleet Management administers the State’s fleet management program and provides tools that enable individual agencies to effectively manage their own

91 vehicle fleets. It approves vehicle acquisitions, eliminates underutilized vehicles, attempts to reduce mileage reimbursements, maintains the state’s fleet information system, provides a statewide fleet card, and administers a master lease program for agency vehicle acquisition.

Insurance. The Office of Risk Management administers self-insurance programs, claims processing and management, and procures commercial insurance policies. Services include the statewide property insurance program, which protects $5 billion in assets, the self-insured vehicle liability program, fidelity and public official bonding for state officers and employees. In addition, the office provides state agencies with safety and loss control consulting services.

Printing. State Printing offers a range of commercial procurement services with contract printers throughout the state, mainframe printing, fulfillment services and a network of copy centers. State Printing makes an in-source/out-source decision on every print project to obtain the lowest cost while meeting the customer’s needs.

Construction management. The State Architect’s Office directly manages design and construction projects. It also guides, reviews and approves projects administered by agencies, colleges and universities through a process known as local administration. The Office of Energy Services provides design as well as auditing and contracting opportunities for the efficient use of energy resources in state government facilities and operation. The Program Services unit provides enterprise-wide standard contracting requirements for capital improvement projects. Capital Planning Services assists agencies and colleges in the development of strategic capital master plans for their biennial capital budget requests to the state.

Mail services. Central Mail Services handles state agency interoffice mail delivery, mail metering and presort services.

Real estate services. The Office of Real Estate and Planning serves as the central real estate office for state government, providing services to its customers in the areas of real estate, leasing, and space planning. It manages commercial leases; acquires, sells and transfers real estate; leases state-owned land and buildings; appraises and surveys real estate; serves as an appeal authority on eminent domain actions; analyzes and optimizes office space; and designs space for state agencies.

Asset management. Asset Management Services provides comprehensive inventory policies and procedures, oversight and guidance to agencies on annual asset certifications, completing physical inventory, and responsibilities in managing assets. The OAKS Asset Management module is provided for agency inventory records and to provide a single database of all state assets.

Facilities management and security. The Office of Properties and Facilities preserves, maintains and improves the State of Ohio’s investment in real properties managed by DAS. The Office provides comprehensive property management services to large-scale office buildings and other facilities managed by DAS, including building management, contract & inventory management, maintenance, security, and janitorial services.

Surplus property services. State and Federal Surplus manages the warehousing and disposition of declared surplus or excess supplies and equipment. Property that is beyond the needs of a state agency is received and made available to eligible recipients at a cost below market value, and if still not needed, is sold at public auction. Public auctions are administered through this program and generate revenue for the state and refunded to agencies. The Federal

92 Surplus program is required by law and allows eligible entities access to surplus federal property.

IT Support: DAS OAKS FIN Management provides production support, module management and training for three modules of OAKS: Asset Management, Capital Improvements and Procurement. DAS FIN manages the project life cycles for the modules. Staff provides end-user support for the OAKS modules by managing and resolving cases, developing web-based and classroom training, and managing the training development and delivery for the modules.

93 General Services Division

Business Operations 4200 Surface Road, Columbus, OH 43228 Phone: 614-387-1227 Websites: http://www.ohio.gov/surplus http://das.ohio.gov/Divisions/GeneralServices/AssetManagmentServices/tabid/312/Default.aspx

Customers: Two primary groups: first, end users and customers across all state agencies that own assets, dispose of assets and use the OAKS modules owned by GSD; second, various programs within GSD that are served by the Business Office.

Operational overview: The program consists of four units: State and Federal Surplus, Asset Management Services, DAS OAKS FIN Management and the GSD Business Office. State and Federal Surplus manages the disposition of declared surplus property by sale, lease, donation or transfer for reuse. Asset Management Services oversees a state asset management program for agencies to maintain and report their assets. The DAS OAKS Financials (FIN) Management program provides production support, module management, and training for the OAKS financials modules owned by GSD. The Business Office is responsible for the fiscal affairs of GSD programs including budget oversight, rate setting, receivables, procurement and reporting.

Services/Activities: State and Federal Surplus provides expertise and services to properly manage the warehousing and disposition of declared surplus or excess supplies and equipment. Property that is beyond the needs of a state agency is received and made available to eligible recipients at a cost below market value, and if still not needed, is sold at public auction. Public auctions are administered through this program and generate revenue for the state and refunded to agencies. The Federal Surplus program is required by law and allows eligible entities access to surplus federal property.

Asset Management Services provides comprehensive inventory policies and procedures, oversight and guidance to agencies on annual asset certifications, completing physical inventory, and responsibilities in managing assets. The OAKS Asset Management module is provided for agency inventory records and to provide a single database of all state assets.

DAS OAKS FIN Management provides production support, module management and training for the OAKS Financials Asset Management, Capital Improvements and Supplier Relationship modules. DAS FIN manages the project life cycles for the modules from system enhancements to incident management. Staff provides end-user support for the OAKS modules by managing and resolving cases, developing web-based and classroom training and managing the training development and delivery for the OAKS Business Intelligence courses for the modules.

Key Accomplishments: • Reduced 25% of customer rates for FY11; all remaining rates stayed the same as in FY10; no GSD rates have increased in four years; most have decreased • Reduced staff by 4.5 positions by shifting accounts payable responsibilities to Ohio Shared Services and DAS Finance • Converted the assets of two agencies (AGO & DMH) from redundant in-house legacy systems to the OAKS Asset Management module • Resolved 1,675 DAS FIN OAKS cases in an average of 1.4 days • Provided support to the design and build of OAKS Peoplesoft Strategic Sourcing module

94 • Rolled out the OAKS Capital Improvements module to 200 projects and 1,200 users including all SAO and locally administered agency construction projects • Redistributed 5% of agency excess property back to other state agencies and redistributed an additional 16% of surplus property to other local governments

Key Initiatives already underway or in development: • Complete build, test, implementation and training for the OAKS Strategic Sourcing module, which will automate many current manual processes associated with procurement bidding and competitive selection events for the state • Convert the asset records of about 20 remaining agencies still using in-house asset management systems to OAKS, which will allow for all state asset data to reside in one system, aid in reporting, and eliminate the costs of maintaining redundant systems • Continue to roll out the OAKS Capital Improvements module to all state universities, which will consolidate all state construction projects into one system, aid in reporting, and eliminate the costs of maintaining redundant systems • Explore potential for reducing receiving costs by introducing bar coding technology for statewide asset management

Key Dates and/or Events in 2011: • State Surplus vehicle and warehouse auctions – one Saturday auction per month • February 14, 2011 – Go live of the OAKS Strategic Sourcing module • October 1, 2011 – All agencies are required by the ORC to certify their assets to DAS

Significant contracts scheduled to expire: Auctioneer Services

Immediate Risks/Concerns: • Approval of funding mechanism for the State Architect’s Office and the OAKS Capital Improvements module; proposal is supported by OBM and DAS and is included in the DAS capital budget proposal • Continued support for the implementation of the OAKS Strategic Sourcing module; project is in testing and scheduled for go-live in February

95 General Services Division

Business Continuity Program 4200 Surface Road, Columbus, OH 43228 Phone: 614-728-3716 Website: http://das.ohio.gov/asap

Customers: Internal customers include all DAS employees. External customers include state departments, agencies, boards and commissions.

Operational overview: The DAS Business Continuity Program is the central point of coordination for all emergency preparedness and response matters for the department and a resource for state agencies on similar matters.

Services/Activities: • Agency-wide Safety/Security Action Plan (ASAP) • Departmental Continuity of Operations Planning (COOP), including pandemic planning • Enterprise assistance with continuity planning (COOP, pandemic, etc.) • Emergency Management Agency lead resource partner (ESF #7) • Special projects and assignment related to emergency preparedness and response at the departmental and enterprise levels

Key Accomplishments: For most of 2009, DAS led an inter-agency working group tasked with assisting state agencies develop/revise their pandemic influenza continuity plans. The group developed a comprehensive guidance document that addressed general planning issues, along with administrative considerations in the areas of human resources, purchasing, information technology and fiscal matters.

Key Initiatives already underway or in development: In partnership with the Ohio Emergency Management Agency, DAS has conducted a high-level assessment of cabinet department continuity planning efforts to better assess enterprise planning gaps and to identify best practices. DAS and EMA are planning to co-lead a working group of state agency continuity planners beginning in early 2011.

Additionally, the DAS Continuity of Operations Plan (COOP) will continue to be developed, with particular focus on making procedural plans at the divisional levels.

Key Dates and/or Events in 2011: • April 2011: Spring ASAP Awareness Week • May 16 – 19, 2011: Shaken Horizon (major EMA live exercise) • October 2011: Fall ASAP Awareness Week

Significant contracts scheduled to expire: The only contract the Business Continuity Program oversees is for CDYNE, the vendor who provides robo-calling functionality of the emergency notification system. DAS-OIT holds the statewide contract with the vendor and HRD pays for the service.

Board and Commission appointments: The Business Continuity Manager serves as the director’s representative on the Emergency Management Agency Advisory Board. This appointment has no expiration date.

96 General Services Division

Office of Fleet Management 4200 Surface Rd., Columbus, OH 43228 Phone: 614-466-6607 Website: http://das.ohio.gov/Divisions/GeneralServices/FleetManagement/tabid/223/Default.aspx

Customers: State Agencies, boards and commissions

Operational overview: The Office of Fleet Management (OFM) administers the State’s fleet management program and provides tools that enable individual agencies to effectively manage their own vehicle fleets.

Services/Activities: • Approves all agency vehicle acquisitions to ensure that agencies are adhering to their approved submitted fleet plans, are choosing appropriate vehicles and properly utilizing all vehicles to reduce costs and maximize savings. • Eliminates under-utilized agency vehicles and minimizes mileage reimbursements to employees for the use of their personal vehicles. • Maintains FleetOhio, the state’s fleet information system to track, monitor and report the overall state of the fleet annually to the Governor and the general assembly • Provides a statewide fleet card which gives agencies the flexibility and convenience to fuel and schedule maintenance with many retail vendors throughout the state. The fleet card also provides a high level of detailed data that is electronically uploaded into FleetOhio. This automation represents significant administrative savings. • Supports state agencies in their efforts to input, monitor and report their fleet’s operational cost data. • Creates and manages a master lease agreement that offers all agencies the opportunity to lease vehicles and amortize their capital dollars over a three to six year lease cycle. • Delegates some fleet authority to agencies through the Delegated Authority Program. Agencies with large fleets and a certified fleet manager are eligible to manage their own fleets within ORM guidelines.

Key Accomplishments: • Reduced mileage reimbursement: OFM, in cooperation with state agencies, has drastically reduced the number of miles for which personal mileage reimbursement is paid. These reductions have been achieved through the use of motor pools, assignment of vehicles to high mileage drivers and education of drivers concerning mileage reduction strategies. Through FY10, the state has reimbursed 10,400,000 fewer miles as a result of these strategies. In cases where these miles have been replaced using state vehicles, the state pays an average of $0.24/mile versus $0.45/mile for mileage reimbursement.

• Increased use of alternative fuels: Through extensive outreach and the use of an alternative fuel scorecard, OFM has increased alternative fuel use across the state fleet. In FY09, E85 ethanol use increased by 35% and B20 biodiesel use increased by 3%. The state of Ohio is now one of the largest public sector biodiesel users in the country.

97 • Awards: Fleet received both the Larry Goill Memorial Quality Fleet Management Idea Award and the National Association of State Chief Administrators Outstanding Program Award for its Alternative Fuel Usage Scorecard.

• Public Safety Transition to FleetOhio: State agencies that own vehicles are required to use FleetOhio, the state’s fleet information management system. Until recently, the Department of Public Safety exercised an exemption from the use of FleetOhio because they used an in-house mainframe system. DPS has since moved from the mainframe system and has successfully transitioned to the use of FleetOhio, ensuring the capture of operational cost data for 1,800 additional state vehicles.

Key Initiatives already underway or in development: Delegated Authority Program: The Ohio Revised Code authorizes DAS to delegate its fleet management authority to agencies that demonstrate the ability to effectively manage the agency’s fleet. DAS has established a delegated authority program and is in the process of certifying those agencies that are seeking delegated authority. Additionally, OFM has developed a program for the management of fleets belonging to agencies that do not meet the requirements for delegated fleet management authority.

Key Dates and/or Events in 2011: • FY10 Annual Report due January 31, 2011 • University Certification due October 15, 2011

Significant contracts scheduled to expire: • Fleet Fuel Card contract expires on June 30, 2011.

98 General Services Division

Office of State Printing and Mail Services Addresses: • Administrative, Print Procurement and Fiscal Staff: 4200 Surface Rd • Mainframe Print Center: 2080 Integrity Drive • Fulfillment Services: 2088 Integrity Drive • Main Copy Center Lazarus Government Center: 50 W. Town St • Satellite Copy Centers o Education Building: 25 S. Front St., B-1 Level o Hilltop Center: 1980 W. Broad, LL o ODNR Campus: 2045 Morse Road, Bldg. I o Rhodes State Office Tower: 30 E. Broad, 29th Floor o William Green Building: 30 W. Spring St., B-2

Phone: 614.995.1740, Charles Stang - Interim Administrator Website: www.das.ohio.gov/printing

Customers: All state agencies, boards, commissions and elected officials. The Ohio Revised Code provides exception to Capital Square Review and Advisory Board, elected officials and their agencies, General Assembly, Ohio Arts Council, state-supported institutions of higher education and Ohio Schools Facilities Commission.

Operational overview: State Printing and Mail Services offers a full range of commercial procurement services with contract printers throughout the state, records and forms management, mail services, mainframe printing, fulfillment services and a network of copy centers. State Printing makes an in-source/out-source decision on every print project to obtain the lowest cost while meeting the customer’s needs.

Services/Activities: • Print Procurement buys outsourced printing services for agencies through competitive bidding or established state term schedules. • Mainframe Printing offers mainframe and network high-speed, high volume printing • Fulfillment Services offers agencies a wide variety of mailing options utilizing intelligent mail metering and inserting equipment. • In-House Publishing, commonly referred to as the Copy Center, provides a variety of copy services which include black & white copies, color copies, envelope printing, bindery, CD/DVD duplication, document scanning and wide format printing. • Mail Services operates a statewide interoffice mail delivery, presort services, centralized metering program and flat sorting program. • Records & Forms Management offers client agencies consultation, training, and education in a range of forms/system disciplines for both paper and electronic forms. The Ohio Revised Code requires that we provide a centralized repository of all state approved forms.

Key Accomplishments: Successfully merged and consolidated 8 of 9 agency printing and fulfillment operations which included the Department of Public Safety, Bureau of Workers Compensation, Department of Taxation, Department of Transportation, and Department of Development. This initiative has allowed the state to shut down redundant copy center operations, eliminate excess equipment, and aggregate volumes. The consolidation has

99 already saved the state more than $5.3 million in real costs. For example, prior to consolidation the mainframe printing rate per impression was $0.045. The rate is now $0.03, even with increases in costs of paper and other supplies.

The combined savings for inter-office mail delivery, pre-sort mail program, centralized metering and flat-sorting services was $6.9 million in F09. More than 500,000 pieces of inter-office mail were processed, with a net savings of $704,730 in postage. By pre-sorting 73.7 million pieces of outgoing mail by ZIP code, agencies saved $5,068,823 in postage. A total of 777,205 pieces of mail were metered through the centralized metering program, saving an estimated $627,200 for 64 agencies by eliminating the cost of equipment, service contracts and supplies. Additionally, 325,992 pieces of mail went through the flat-sorting program for bound-printed materials such as booklets and calendars, saving $511,897.

Key Initiatives already underway or in development: A key initiative is the continued consolidation of agency printing and fulfillment operations into DAS. The one agency still in process for centralization is the Ohio Industrial Commission, which is now in the testing phase. Printing also continues to produce new projects for the Department of Public Safety.

Key Dates and/or Events in 2011: Remaining centralization efforts include the Industrial Commission.

Significant contracts scheduled to expire: • LOT-124, Lottery Instant Ticket Products, Scientific Games/ Pollard Banknote, 6/30/11 • LOT-125, Intralot Lottery Terminal Consumables, Hooven-Dayton Corp, 6/30/11

100 General Services Division

Office of Procurement Services 4200 Surface Road, Columbus, Ohio 43228 Phone: 614-466-5090 Website: http://procure.ohio.gov

Customers: State Agencies, boards and commissions and approximately 2,000 cooperative purchasing members including colleges and universities, cities/municipalities, school districts, counties, libraries, etc. State entities that are exempt from DAS include the following: • Elected officials • The General Assembly • The Judiciary • The Adjutant General for military needs • The Capitol Square Review and Advisory Board • Institutions administered by Boards of Trustees (Institutions of Higher Education)

Operational Overview: Office of Procurement Services (OPS) creates contracts for supplies, services and information technology through competitive selection and negotiation. Our responsibility is to ensure that our customers get the products and services that they require, when they need them, at the best costs.

Services/Activities: The Office of Procurement Services is the central procurement office for the State and is responsible to procure all types of supplies, services and information technology needs required by state agencies. The Office also provides guidance to agencies on making purchases under their direct purchase authority. The Office is also responsible for the program in which state agencies purchase supplies and services from work centers that employ persons with work- limiting disabilities. For an overview of the enterprise procurement structure, see, Appendix I.

Key Accomplishments: • Worked private sector experts to conduct a top-to-bottom review of state procurement, resulting in a procurement reform blueprint for the state • Documented over $20 million in savings through FY10 and more than $34 million in future savings projected on contracts that are already in place • Conducted 55 reverse auctions to deliver $4 million savings • Changed law to allow piggybacking on contracts from other states and consortiums • Reorganized the entire state procurement organization to a private sector model organized by spend categories rather than by bidding process • Provided third party negotiation training for 96 procurement personnel • Won the National Association of State Procurement Officials (NASPO) 2010 George Cronin Bronze Award with its Local Print Consolidation initiative, which is projected to cut small-scale copying costs by $5 million after full implementation. • Consolidated IT procurement with state procurement to create more opportunities to reduce costs of IT, which is the single largest spend category in state government • Expanded public access to purchasing information by posting all contract opportunities and contracts over $25,000 on the state website

101 Key Initiatives already underway or in development: • Complete the execution of the twenty-five recommendations from the Procurement Reform Initiative to drive state procurement to align with private industry best practice sourcing practices. • Complete professional certification program for procurement staff across the state • Continued expansion of electronic procurement through implementation of the Strategic Sourcing module to allow electronic bidding, reverse auctions, etc. Completion 2/2011. • Currently evaluating an electronic catalog solution that could be implemented for all state agencies and all political subdivisions, school districts, colleges/universities, etc. • Expand contract development for high spend categories such as school buses and expand usage of existing contracts within our cooperative membership. Current membership in this program exceeds 2,000 entities and purchases exceed $155 million each fiscal year. • Work group is reviewing pharmaceutical needs of state agencies and higher education to determine if needs can be combined and spending leveraged to obtain lower pricing. A pilot is being put into place in December 2010 that is expected to save over 10% on 115 prescriptions. In addition, it will demonstrate that the state can provide drugs without a state managed warehouse and inventory. • We are in discussion with the Heinz Foundation to provide a no-cost research evaluation in an effort to qualify the state (and potentially other entities) to buy our drugs under the federal 340B program, which could save tens of millions of dollars.

Key Dates and/or Events in 2011: The main key dates are for reporting the status of various programs to the Controlling Board, governor’s office and to the legislature.

Significant contracts scheduled to expire: We have numerous contracts that we are in the process of renewing. We review all contracts at least six months out to develop a strategic sourcing plan to deliver optimal value.

Immediate Risks/Concerns: The loss of highly experienced procurement leaders through retirements and the challenge to replace with high quality, highly experienced managers are the greatest concern.

102 General Services Division

Office of Properties and Facilities 4200 Surface Road, Columbus, Ohio 43228 Phone: 614.752.0455 Website: http://www.das.ohio.gov/Divisions/GeneralServices/PropertiesandFacilities/tabid/224/Default.aspx

Customers: Occupant agencies and their staff & employees in DAS managed facilities.

Operational overview: The Office of Properties and Facilities (OPF) preserves, maintains and improves the State of Ohio’s investment in real properties managed by the Ohio Department of Administrative Services (DAS). The Office provides comprehensive property management services to large-scale office buildings and other facilities managed by DAS, including building management, contract & inventory management, maintenance, security, and janitorial services.

Services/Activities: The Office of Properties and Facilities provides facility management and/or security services to the following buildings in Columbus: • North High Street Complex, 246 N. High St. and 35 E. Chestnut St. • Ohio Department of Education, 25 S. Front St. • State of Ohio Computer Center, 1320 Arthur E. Adams Drive • DAS General Services Division headquarters, 4200 Surface Road • Ohio Governor’s Residence & Heritage Garden, 358 N. Parkview Ave. • Ohio Department of Health, Vital Statistics, 225 Neilston St.

Key Accomplishments: • Stabilized and reduced building rates: OPF is paid through rates charged to tenants. Again during FY10, building rental rates were either stable or declined. These rate decreases were attributable to better use and control of staff assignments and operating costs. OPF maintained the cost of providing facility management at 20% below the current industry standard benchmark established by BOMA, for Class “B” government office buildings in the central Ohio market. • Outsourced janitorial functions: Five staff were reassigned from 25 S. Front Street and 4200 Surface into a single consolidated janitorial crew at the North High complex. Service contracts through the DAS Office of Procurement from Community Rehabilitation Programs (OPCRP) were either expanded or initiated to provide janitorial services at locations where employees were transferred resulting in significant cost savings. As custodial employee levels continue to decrease by attrition, further outsourcing contract expansions will occur. • Contracted with an alternative electricity supplier: The new 3 year contract will provide savings of about $1.3 million for DAS facilities based upon 2009 actual usage. • Completed major projects: The Office of Properties & Facilities recently completed a number of projects. Among them were: 1. Completed Phase 3B of the North High Street Complex renovation, on time & forecast. 2. Replaced the primary uninterruptible power supply (UPS) systems and equipment at the State of Ohio Computer Center (SOCC), over a 120 day period with no downtime for any occupant agency computer equipment. The project was completed on schedule and budget.

103 3. Replaced 69 CRAC (Computer Room Air Conditioning) units at the SOCC, on time and on budget. 4. Installed web-based Direct Digital Control (DDC) systems on all HVA/C equipment and systems at 4200 Surface Road. The system enhances energy efficiency by allowing universal night temperature setbacks, weekend & holiday setbacks, and central point temperature control. 5. Installed LED parking lot lighting at 4200 Surface Road and replaced warehouse lighting fixtures with high efficiency T-5 fluorescent fixtures. Both projects were done in collaboration with the State Architect’s Office and are specifically designed to reduce energy costs. • Relocated DAS Security Command Center to the SOCC: The DAS Security Services Command Center which is both a proprietary monitoring station for automated fire detection and warning systems in all DAS managed facilities, as well as a video monitoring station for all security cameras in our facilities, was relocated from 4200 Surface Road to the State of Ohio Computer Center (SOCC) in October 2010. DAS Security Services also became responsible for facility security operations at the SOCC during the relocation process and reduced SOCC operating expenses by an estimated $90,000 per year through consolidation and efficiency gains. The SOCC data center is the only Level 5 facility as rated by the Department of Homeland Security in the State of Ohio’s facility inventory.

Key Initiatives already underway or in development: • Initiated Phase 4 of the North High Street Complex facility renovation: Construction/demolition activity for this phase commenced on or about September 15, 2010 and is scheduled for completion in May 2012. Budgeted cost for this phase is $12.2 million. • Created long-term options for the SOCC: In cooperation with the Office of Information Technology, OPF helped create a series of options to increase revenue and reduce costs at the SOCC. • Implemented preventive & predictive maintenance program at 4200 Surface Road: Program will establish scheduled maintenance activities for all equipment and systems in that facility. The program will reduce unexpected breakdowns, reduce operating costs, and increase operational efficiency. • Continue lighting systems project at 25 S. Front Street: This project will maximize energy efficiency and reduce operating costs.

Key Dates and/or Events in 2011:

Key dates are the construction milestones on current projects.

Significant contracts scheduled to expire: ARC Industries Janitorial Services @ N. High Complex $509,462 6/30/11 CB Richard Ellis Facility Management@ SOCC $2,417,397 6/30/11 COVA Janitorial Services @ 25 S. Front St. $338,812 6/30/11 Goodwill-Columbus Janitorial Services @ SOCC $301,265 6/30/11 United Young People Janitorial Services @ 4200 Surface Rd. $125,232 1/31/11

104 General Services Division

Office of Real Estate and Planning 4200 Surface Road, Columbus Office phone: 614.387.6049 Website: http://das.ohio.gov/Divisions/GeneralServices/RealEstateandPlanning

Customers: State agencies, boards, commissions, colleges, universities, and elected officials.

Operational overview: The Office of Real Estate and Planning serves as the central real estate office for state government, providing services to its customers in the areas of real estate, leasing, and space planning. See Appendix C for lists of: 1) State-Owned Buildings and 2) Commercial Leases.

Services/Activities: Manage approximately 245 commercial leases covering 4.8 million square feet of space with annual expenditures of about $56 million Acquire, sell and transfer real estate between state entities Lease state-owned land and buildings, including oil and gas leases Process real estate easements, licenses, permits, and annexations Appraise and survey real estate Serve as the Governor’s delegated authority for appeals to eminent domain actions Analyze and optimize office space and layouts Design space for state agencies at lower costs than private sector

Key Accomplishments: Created standard guidelines and a scorecard to use space efficiently: Standardized the approach for using space efficiently across the state, then issued a scorecard that assessed each agency’s compliance Renegotiated commercial lease renewals for the current FY10/11 year: This resulted in approximately $4.5 million in cost avoidance. Sold surplus real estate: Managed the sale of a number of state-owned real estate parcels intended to support economic development, sustain services, or create local jobs. The sales generated a total of $6.1 million in revenues. Recycled and reused furniture to save money: Avoided approximately $1 million for state entities by reusing salvaged furniture in renovation and improvement projects.

Key Initiatives already underway or in development: Streamlined commercial lease renewals: The proposed process will reduce bureaucracy and eliminate the tedious administrative efforts associated with routine commercial lease renewal by about 50%. This initiative is subject to Controlling Board approval in December 2010. Legislation to Obtain Lease/Leaseback Authority: DAS is seeking legislation to permit a lease/leaseback arrangement with a private developer for purposes of renovating existing facilities. Federal Legislation for 145 South Front Street: DAS is seeking federal legislation to eliminate any equity interest of the Federal Department of Labor. Transfer of the 145 South Front Street: DAS proposes to take responsibility for the 145 South Front Street facility if lease/leaseback authority is obtained and federal legislation is granted.

105 Merge of Real Estate Activity in MARCS program into the Office: The initiative will merge the real estate functions to the Real Estate Section. The benefit to doing so will eradicate the duplication of real estate function in the Department.

Key Dates and/or Events in 2011: June 30, 2011 is a significant date for the Office of Real Estate and Planning as all of the approximate 245 commercial leases are set to expire.

Significant contracts scheduled to expire: See above.

Immediate Risks/Concerns: Funding: The office is funded through a combination of general revenue funds and a rate assessed on commercial leases. Rates have decreased by more than 50% over the past two years. The current rate is great for customers but is not sustainable, and without changes the lack of funding will negatively impact services to customers.

106 General Services Division

Office of Risk Management 4200 Surface Road, Columbus, Ohio 43228 Phone: 614-466-6761 Website: www.das.ohio.gov/Divisions/GeneralServices/RiskManagement

Customers: State agencies, boards, commissions, the general assembly, and the Supreme Court

Operational overview: The Office of Risk Management strives to minimize the adverse effects of human and property losses, while protecting the assets of the State of Ohio and the general welfare of the citizens. This is achieved though assessing and identifying risk, transferring risk, and the continuous monitoring of those decisions.

Services/Activities: Risk Management administers self-insurance programs, claims processing and management, and procures commercial insurance policies. Services include the statewide property insurance program, which protects $5 billion in assets, the self-insured vehicle liability program, fidelity and public official bonding for state officers and employees. In addition, the office provides state agencies with safety and loss control consulting services.

Key accomplishments: By implementing best practices, from FY02 to FY10, ORM saved state agencies $13,409,451. Through efficiency and process improvements, the state’s FY 11 vehicle liability self-insurance premium is $90, compared the statewide average of $382 as provided by the Ohio Insurance Institute: • ORM self-insured premium $ 90 per vehicle • Statewide private insurance premium $382 per vehicle

Key Initiatives already underway or in development: Full implementation of the risk management reserve fund, which includes centralizing the administration, settlement and payment of public liability claims. Fund implementation will also bring the state into compliance with the Auditor of State’s Bulletin 2001-005. Other major benefits include: • Most claims will be settled rather than litigated, saving 20 to 35% in legal costs • A fixed annual premium for each agency eliminates budget uncertainty • Some agencies are eligibility for federal matching funds, which would reduce state costs

Key dates and/or events in 2011: Per ORC Section 9.823, on or before the last day of March for the preceding calendar year, ORM submits its reserve fund report to the Speaker of the House of Representatives and the President of the Senate.

Significant contracts scheduled to expire: CSP902409, property and casualty insurance broker of record contract, which expires on June 30, 2011. There is one remaining, one year extension option available.

Board and commission appointments: The ORM provides bonding and risk management services to thirty (30) boards and commissions, including the procurement of public official bonds and government employee dishonesty insurance.

Immediate Risks/Concerns: Failure to implement the risk management reserve fund will force the state to continue paying damage claims out of its operating funds. These claim costs are already being incurred by state agencies and are largely unplanned and not budgeted.

107 General Services Division

State Architect’s Office (SAO) 4200 Surface Road, Columbus Phone: (614)466-4761 Website: http://ohio.gov/sao

Customers: State agencies, colleges and universities that maintain and operate facilities

Operational overview: The State Architect’s Office oversees capital improvements through the management of design and construction contracts.

Services/Activities: The office directly manages design and construction projects. It also guides, reviews and approves projects administered by agencies, colleges and universities through a process known as local administration. The Office of Energy Services provides design as well as auditing and contracting opportunities for the efficient use of energy resources in state government facilities and operation. The Program Services unit provides enterprise- wide standard contracting requirements for capital improvement projects. Capital Planning Services assists agencies and colleges in the development of strategic capital master plans for their biennial capital budget requests to the state.

Key Accomplishments: SAO took a leadership role in coordinating the efforts of the Ohio Construction Reform Panel, which resulted in 25 recommendations to provide more transparency, flexibility, efficiency and accountability in the design and construction of public capital improvement projects in Ohio. One key recommendation was to provide the state flexibility in choosing alternative delivery methods such as design-build, construction manager at risk (CM@R) and general contracting. HB318 established three pilot projects to demonstrate alternative delivery methods. These demonstration projects include: Ohio State University ProjectOne medical center, University of Toledo Bowman-Oddy Hall renovation and Central State University’s Emery Hall restoration.

Key Initiatives already underway or in development: While about half of the construction reform recommendations require changes in law, SAO is currently working on those that can be implemented without law changes. One example is that SAO has started to support agencies and colleges in the master planning of their facility needs. This expertise will provide those agencies and institutions more detailed assessment of their facility needs and more accurate scope of work and associated cost estimates for capital budgeting.

Another example is the implementation of OAKS Capital Improvements (CI), which uses technology to streamline and simplify paperwork and payments associated with construction projects. Feedback from the contractor community has shown that prompt pay is an important factor in doing business with the state. The office will start offering centralized processing of capital vouchers to agencies and institutions. These activities will streamline the payment process and reduce overall direct and indirect project costs to the state.

Key Dates and/or Events in 2011: SAO is responsible for providing certification training to university personnel at institutions that wish to locally administer all capital improvement projects within their campuses. This annual two-day training event occurs each January. Each year during August, SAO conducts a day-long series of seminars, called SAO College, to educate interested parties on the proper management of the design and construction of state projects. Throughout the year SAO hosts various Knowledge Exchanges with our client groups

108 of agencies, colleges and universities to share best practices and communicate updates to standard contracting requirements.

Significant contracts scheduled to expire: Each biennium SAO develops a list of pre- qualified consultants that provide a wide range of professional services related to the planning, design and construction of capital improvements. These consultants are utilized on small projects with tight timelines which benefit from the expedited procurement process for these professional services. The current pre-qualified list of consultants is set to expire June 30, 2011.

Board and Commission appointments: Ohio Cultural Facilities Commission

Immediate Risks/Concerns: Establishing a viable, equitable funding model to support the services provided by SAO is a major priority shaping the DAS budget request. This effort goes directly to our accountability goal—improving efficiencies through smart centralization, eliminating redundancies and unnecessary overlap.

Currently SAO is funded by customer fees according to a sliding scale percentage of the construction costs of a project. SAO also assesses a local administration fee on agency projects managed by the owner agency. Currently, only 43 percent of the costs of SAO are attributable to specific projects. The remaining 57 percent is for shared services such as the development and maintenance of statewide terms and conditions for design and construction, energy design standards, Encouraging Diversity Growth and Equity (EDGE) program administration, statewide master planning and administration of the OAKS Capital Improvements module (OAKS CI). The result is a worsening funding imbalance: agencies that pay SAO for management of specific projects provide virtually the only revenue to this program, and these amounts are inadequate to support the cost of SAO’s operations. As part of the FY 10-11 operating budget bill, a cash transfer from the Major IT Purchases Fund (Fund 4N60) to the SAO Fund (Fund 1310) enabled SAO to pay its expenses, but this was a one-time solution.

109

Human Resources Division

Division Overview ...... 111

Office of the Deputy Director ...... 114

Office of Policy Development ...... 116

Office of Applications & Reporting ...... 118

Office of Benefits Administration ...... 120

Office of HCM & HR Agency Support ...... 123

Office of Learning & Professional Development ...... 130

Office of Workforce Administration ...... 133

110 Human Resources Division (HRD)

Division Overview

30 E. Broad Street, 27th floor Columbus, OH 43215 Phone: 614-466-3463 Website: http://das.ohio.gov/Divisions/HumanResources/tabid/64/Default.aspx

Number of employees: 118

Summary of division’s operating budget The division has an annual budget of approximately $28.7 million for fiscal year 2010. It is funded primarily through a payroll check-off system. Fund 125 was established for human resources operations. Fund 5L7 was established for the Exempt Professional Development Program (EPDP), Fund 5V6 for Union Employee Education (non-OCSEA union members).

Budget Request Division Fund Appropriation Line Item 2012 2013 HRD 1250 100622 HUMAN RESOURCES DIVISION‐OPTNG 18,276,814 18,066,573 1250 100657 BENEFITS COMMUNICATION 931,362 927,191 5L70 100610 PROFESSIONAL DEVELOPMENT 2,500,000 2,500,000 EMPLOYEE EDUCATIONAL 5V60 100619 DEVELPMNT 1,048,129 936,129 Total 22,756,305 22,429,893

Operational overview The Human Resources Division (HRD) is responsible for the overall administration of the state’s civil service and human resources operations for state employees. This division provides services and information to state employees and county appointing authorities and assists state agencies in conducting their personnel functions. Services are offered in the areas of policy development, payroll administration, benefits administration, classification and compensation, civil service testing, drug testing, central recruiting, training and development, workforce planning and records maintenance. In addition, this division employs approximately 118 people in seven offices (please refer to the table of organization).

Authority for the division’s operations is found in Chapter 124 and sections of Chapters 125 and 9 of the Ohio Revised Code (ORC). There are miscellaneous provisions of the Ohio Revised Code that pertain directly to state agencies, boards and commissions as well as to county authority, which also affect division operations. Ohio Administrative Code (OAC) Chapter 123 also governs the division’s operations.

111 Services/Activities: Office of the Deputy Director: The Human Resources Division (HRD) Deputy Directors Office provides guidance, policy, compliance and quality assurance for statewide agency human resource programs and reviews and approves goals for each HRD program. HRD’s goals cascade form the Department of Administrative Services (DAS) goals that emphasize quality customer service and include reducing the overall cost of providing human resource services, providing maximum self service capabilities to employees, leveraging the state’s investment in technology and evaluating the state’s human resources systems.

Office of Policy Development: The Office of Policy Development provides legal, policy support, and policy training to HRD and customer agencies, enhances HR-related communication with internal and external customers, and monitors new and pending legislation.

Office of Applications and Reporting: Initially, many services within this office were performed through the OAKS program. As the OAKS support structure changed in July of 2009, this team combined with other functional and technical leads and analysts to form the office of Applications and Reporting. This office provides planning, design and configuration functions for multiple, enterprise-facing Human Resources programs which include: Payroll, Position Management and HR, Benefits, Enterprise Learning Management, HR Reporting and HR system security approvals.

Office of Benefits Administration: The Benefits Administration Services (BAS) section provides state employees with high quality, cost effective benefits. BAS solicits, procures, and manages state of Ohio employee benefit services from commercial vendors of insurance products including medical, dental, prescription drug, vision, basic and supplemental life, long term care and health management services. BAS staff members work with all vendors to insure quality services are provided and to assure vendor compliance with benefit program contract terms. BAS also coordinates the administration of workers’ compensation for all state agencies and maintains an operational unit that reviews, processes, and adjudicates the timely payment of state employee disability claims. A separate operational unit to handle COBRA administration was transferred to BAS effective March 2010. BAS services include collaboration with third party administrators to assure benefits are appropriately administered and that benefit plans and vendors are monitored to assure the provision of quality and cost-effective benefits. The Communications unit provides state agencies training about benefit programs and provides information to employees during the annual benefits open enrollment periods and throughout the year on various benefit topics such as wellness and health management.

Office of Human Capital Management & Agency HR Support: The Office of Human Capital Management & Agency HR Support conducts its work under detailed timelines spelled out in statute, rule, and union contracts, services the entire enterprise and works on behalf of stakeholders such as State of Ohio employees, State of Ohio Agencies, and other governmental entities. As a central HR Operations Center, the goal is to accurately complete all processes within specified timeframes, including the creation of each state employee’s paycheck, as well as processing payments to respective vendors for services pertaining to employee benefits and mandated tax withholdings. The unit is also charged with effectively providing services to agencies and employees relative to employee benefits operations and support, ensuring agencies comply with civil service laws and rules, and researching and experimenting in current trends in human resources, maintaining employee records in compliance with retention laws and policies, processing employee payroll garnishments in compliance with legal guidelines, payroll accounting, and legal compliance relative to applicable state and federal labor laws. This unit also serves as front-line support for all customers of the OAKS HCM module: DAS HRD is

112 responsible for setting the business and policy needs and expectations of the system and outcomes for users. Progress for this unit is measured by completing tasks in a timely manner and reducing the number of agency compliance issues, payroll exception errors, benefit out of sequence errors, and customer service help desk tickets open and closed. Failure to meet these goals results in dis-satisfied customers both internal and external to state government and could lead to fines, penalties, and possible litigation.

Office of Learning and Professional Development: The Office of Learning and Professional Development provides enterprise-wide educational and professional development opportunities to state employees to support our customer agencies in developing a high performance workforce. This office also administers the exempt employee educational program and employee educational development programs.

Office of Workforce Administration: The Office of Workforce Administration provides support and solutions to agency customers by supporting compliance with applicable state and federal statutes, regulations and contractual obligations such as compensation, drug testing, civil service and proficiency testing as well as supporting a variety of tasks related to workforce planning, recruitment, hiring, advertisement, screening and performance management at a statewide level.

113 Human Resources Division

Office of the Deputy Director 30 E. Broad Street, 27th floor 614-466-3463 Website: http://das.ohio.gov/Divisions/HumanResources/tabid/64/Default.aspx

Customers: All State agencies, Boards and Commissions

Operational overview: This office supports the overall management of human resource operations, including determining staffing levels and funding for programs and providing personnel services to each unit of the Human Resources Division. It liaisons with the Governor’s Office, DAS Legal, Communications, Legislation and the Director’s Office. Human Resources strategic decision resides with this office.

Services/Activities: The office evaluates the state’s human resources system and sets goals and objectives for division units that deliver human resources services. It directs outreach efforts to customer agencies, develops agency committees to address common problems and coordinates contacts with internal and external customers. In addition, this office represents the statewide human resources community as a business owner of OAKS. Finally, this office advises the governor and cabinet members on human resources policy issues.

Key Accomplishments: In addition to the accomplishments outlined throughout the divisions of HRD, the last year has represented a focus on simplification, standardization, and centralization of HR services. Recommendations made by a project team to evaluate HRD services and processes have resulted in implementation of the majority of the resulting recommendations. All processes have been analyzed and an HRD Roadmap has been developed. Positive relationships have been developed with agency HR professionals through a series of Meet and Greets. A Training Standards Advisory Council has been established for the purpose of identifying trainings common to all state agencies for the purpose of placing on the Enterprise Learning Management System (ELM) for use by all agencies, which will reduce redundancies in training development and inconsistent training provision. Focus groups with all agencies, boards and commissions were held for awareness and generation of input regarding movement to an HR Service Center business model, again to gain efficiencies and consistency. Issues resulting from an immature OAKS system have been identified and solutions implemented. Civil Service Simplification options have been evaluated and, as decisions are made a roadmap can be produced. For example, HRD spends a great deal of time to conduct civil service tests and generate civil service lists which agencies spend a great deal of time avoiding. Language has been submitted for the Budget Bill that will change that process from being an obstacle to hiring into a beneficial part of the hiring process. We have virtually eliminated large penalties to OPERS and the IRS by restructuring our Pay Fiscal department and processes within to ensure timely submission of payment.

114 Key Initiatives already underway or in development: In addition to initiatives identified throughout the divisions of HRD • Establishment of the Training Standards Advisory Council • HRD Roadmap for simplification, standardization and centralization of processes to an HR Service Center • Development of E-PAR as a bolt on to Peoplesoft to address the problem of agencies entering directly into the ERP and jeopardizing the integrity of the data. • Finalization of the recovery of underpayments/overpayments that have been generated since the implementation of OAKS • Investigation of 6000+ dependents dropped as a result of the Dependent Eligibility Audit in 2009 (being conducted by the State Highway Patrol) • Analyzed civil service for future simplification opportunities • Development of an employee portal and self service expansion

Immediate Risks/Concerns: • Completion of recovery projects resulting from OAKS implementation • Completion of the dependent eligibility investigation • Loss of momentum toward capturing efficiencies in HR across the state. • Staffing in the Policy section. • Open Enrollment May 2011 for implementation of Federal Health Care Reform

115 Human Resources Division

Office of Policy Development 30 E. Broad Street, 27th Floor, (614) 752-5393 Website: http://www.das.ohio.gov/Divisions/HumanResources/PolicyDevelopment/tabid/342/Default.aspx

Customers: All human resources professionals at all state agencies, boards, and commissions.

Operational Overview: The Office of Policy Development is comprised of a team of talented attorneys who provide statewide service and support regarding employment law issues affecting state employees. The Office has a comprehensive library of information regarding its services available on its website.

Services and Support: • Issues statewide policies pertaining to human resources (FMLA, Organ Donation, Leave Donation, Adoption/Childbirth Leave, Military Leave, etc.); • Provides information and assistance to state agencies and employees related to proposed and current legislation affecting public employment in Ohio, statewide HR policy and employment law issues [e.g. Americans with Disabilities Act (ADA), Fair Labor Standards Act (FLSA), Family Medical Leave Act (FMLA)]; • In cooperation with the DAS Office of Chief Legal Counsel, provides internal legal support to all offices within the Division, and counsels and advises the Human Resources Division (HRD) Deputy Director on legal and policy issues; • Distributes, on a frequent and timely basis, information to state human resource professionals regarding updates on employment law issues of interest; • Sponsors and participates in seminars focusing on employment law and HR issues throughout the year; • Tracks legislation and regulatory changes impacting state employment practices, and works with DAS Office of Legislative Service to provide timely feedback to legislators and stakeholders on proposed legislation; • Responds to and compiles information for transparency purposes and public record requests on state employees salary, benefits, and related matters, including the Monthly “Trends” Report (monthly count of state employees), the State Overtime Dashboard, and the State Employee Salary biweekly report; • Administers the Five Year Administrative Rule Review Process pursuant to ORC 119.032 for HRD; • Reviews, evaluates and makes recommendations to the Director of DAS regarding exempt parity requests from state agencies; • Drafts and reviews DAS Directives pertaining to human resources issues. These directives address anti-discrimination, advance step hiring, civil service status, compensatory time, overtime compensation, administrative leave, nepotism, parity for exempt employees, resignation, unemployment compensation, workplace violence, worker’s compensation procedures and authorized weapons; and • Drafts legislation and rules as necessary for the implementation of exempt parity and suggests improvement to the efficiency of civil service and other issues related to state employment.

116 Recent Key Highlights and Accomplishments: • Spearheaded the implementation of the Cost Savings Day program (CSD), and worked in conjunction with staff from Office of Budget and Management and the Office of Collective Bargaining to develop the procedural framework regarding use of CSDs, the authorizing administrative rule, agency closure requests, and internal work rules around use and reconciliation of CSD hours; • Draft and implement several new or revised statewide directives and policies, including Overtime, Nursing Mothers, and Workforce Planning; • Drafted proposed legislation for civil service testing reform; • Complete a comprehensive review of the status of state employee overtime (specifically the allowance of overtime to FLSA overtime-exempt employees who may have previously been misclassified), develop and distribute specific criteria for requests for overtime approval for those employees, and provide ongoing monitoring and oversight of the accrual of overtime; • Serve as the central organizational human resource source for the Barbara Warner Workplace Domestic Violence statewide committee (aimed at promoting the health and safety of state employees and to fight to end domestic violence in the workplace), and develop and distribute the statewide directive to state employees; and • Work closely with other offices in the Division to provide advice and counsel regarding the results of the recently-accomplished dependent eligibility audit for benefits purposes.

Key Dates and/or Events in 2011: • Draft legislation for exempt employee salary and related benefits for FY12 and FY13 in conjunction with the new administration and OBM. The current agreements for state employees subject to collective bargaining do not expire until 2012, but exempt employee compensation is set by statute, as is the mandatory cost savings program found in ORC 124.392. • Computation of elected officials’ salaries for following year every December

Immediate Risks/Concerns: Currently, the Office of Policy Development is extremely short-staffed. While this Office is generally served by three full-time Policy Analysts and one full-time Policy Administrator, two Policy Analysts positions are currently vacant, as is the Administrator position (currently being filled on a part-time, shared employee basis). The level of support required for state HR professionals has not diminished, so filling these key positions is an immediate concern.

117 Human Resources Division

Office of Applications and Reporting 30 E. Broad Street, 28th Floor Columbus, OH 43215 Phone: 614-728-7028 Website: http://das.ohio.gov/Divisions/HumanResources/tabid/64/Default.aspx

Customers: All state employees and their dependents are beneficiaries of this office. State payroll and benefits programs operate on the systems that are configured by this office.

Operational overview: As the OAKS support structure changed in July of 2009, this team combined with other functional and technical leads and analysts to form the office of Applications and Reporting. This office provides planning, design and configuration functions for multiple, enterprise-facing Human Resources which include: Payroll, Position Management and HR, Benefits, Enterprise Learning Management, HR Reporting and HR system security approvals.

Services/Activities: All configuration changes for human resources, benefits, payroll, and learning management systems are performed by this team. For any changes to local tax withholding rates, updates to medical plan costs, implementation of employee step increases or decreases, administration of the state learning management system, this office is the primary contact for state agency specialists, the Office of Collective Bargaining, and other offices within the Human Resources Division.

Key Accomplishments: Since January 2007, members of the HRD Applications and Reporting Team have led, or been significant contributors to the following accomplishments: • Launch of the Enterprise Learning Management (ELM) System for the state. Currently being used by OBM, Department of Rehabilitation and Corrections and various programs administered through DAS (business intelligence reporting, security training, workplace domestic violence training, etc.) • Business owner of launch of OAKS Time and Labor Self-Service (for 9,000 employees) • Business owner of launch of OAKS eBenefits enrollment (self-service benefits enrollment processes for state employees) • Major upgrade of the employee document management system for Ohio. Managed a critical upgrade to the antiquated document storage and workflow system for employee records. • Major designers and contributors to new Business Intelligence product. Specifically: team oversaw development of HR-centric workforce profile reports to ensure that agencies received standard reports that are valid and reliable.

Key Initiatives already underway or in development: • Design and build of new case management system for disability claims through IBM FileNet and Document Workflow tools. Project scheduled for completion in February 2011. • Implementation of Employee Self Service through PeopleSoft Portal: Scheduled for launch in February 2011. • Design and validation of HR reporting for employee compensation and benefits in new Business Intelligence Data Warehouse (Spring 2011).

118 • Implementation of PeopleSoft Portal for employees: focusing on HR related and learning management functions. • Implementation of statewide webinars for HR functions. As a cost-savings and enhanced communications effort, DAS HRD has offered web-based participation for our agency customers and employees since April of 2009. This has resulted in hundreds of thousands of travel miles avoided, while increasing HRD’s ability to communicate with key HR customers outside of our local geography. • Analysis of the “electronic personnel action request” or ePAR to facilitate agency HR requests and their execution by DAS HRD. Will result in the reduction of HR data errors that result in mis-calculated payroll deductions, benefits enrollment and other customer and budget impacting issues. • Analysis of an improved statewide time and labor/absence management system. This project is required to drive down the number of supported time and labor systems that feed into payroll (currently 18). • Analysis and design to further centralize HR functions within DAS Human Resources Division (additional movement toward an HR Service Center model)

Key Dates and/or Events in 2011: • Dec. 1 – Feb. 28: Employee W2 statement preparation and submission: In conjunction with the Pay Fiscal office, communicate with employees, generate test files, print and distribute W2 statements, submit data to federal entities • Jan. 1-June 30: Benefits Open Enrollment: Design, Build, Test and Implement the benefits open enrollment event for state employees. In conjunction with Benefits Administrative Services • Nov.-Dec.: Annual leave conversion: Allow state employees to convert portions of sick and personal leave to a cash payment. Also happens for one agency at end of the fiscal year. • July-Oct: GAP/SWCAP Reporting: Participate in overall federal reporting requirements, primarily on use of employee leave and employee pay. Done in conjunction with Pay Fiscal and at the guidance of OBM.

Significant contracts scheduled to expire: • FileNet Consulting: New Disability Claims System • FileNet / Document Workflow Support (services and software maintenance) • Renewal of IBM FileNet Licenses and maintenance agreement • Renewal of hardware support for document imaging scanners

Immediate Risks/Concerns: The analysis of the HR Shared Services Roadmap is at a critical stage. It is key, before significant projects or investments begin, to validate the roadmap with executive level consultants who have overseen HR Service Center Implementations.

119 Human Resources Division

Benefits Administration Services 30 E. Broad Street, 27th Floor Columbus, OH 43215 Phone: 614-466-8857 Website: http://das.ohio.gov/Divisions/HumanResources/BenefitsAdministration/tabid/190/Default.aspx

Customers: State employees and their dependents

Operational overview: The purpose of Benefits Administration Services (BAS) is to maximize the state’s employee benefits package; to effectively manage medical, dental, vision, disability, life, COBRA and workers’ compensation costs; to educate state employees regarding healthcare matters and benefit options; to maximize employee education regarding wellness and lifestyle matters; to provide tools to facilitate optimal health of state employees and their dependents; and to encourage effective utilization of employee benefits. State of Ohio benefit programs are provided in accordance with RC 124.81 and other applicable statutory and administrative requirements.

Services/Activities: BAS solicits, procures, and manages state of Ohio employee benefit services from commercial vendors of insurance products including medical, dental, prescription drug, vision, basic and supplemental life, long term care and health management services. BAS staff members work with all vendors to ensure quality services are provided and to assure vendor compliance with benefit program contract terms. BAS also coordinates the administration of workers’ compensation for all state agencies and maintains an operational unit that reviews, processes, and adjudicates the timely payment of state employee disability claims. A separate operational unit to handle COBRA administration was transferred to BAS effective March 2010. BAS services include collaboration with third party administrators to assure benefits are appropriately administered and that benefit plans and vendors are monitored to assure quality and cost- effective benefits are provided.

Key Accomplishments FY2008 • The exempt employee life insurance program was rebid for fy07, resulting in slightly lower premium and enhanced benefits (i.e. addition of occupational accidental death and dismemberment coverage, financial counseling for beneficiaries, enhanced accelerated death benefit, and repatriation benefits if a death occurs more than 200 miles from home.) • Changed Paramount and The Health Plan from fully insured to self insured.

FY2009 • Implemented medical plan design changes with an estimated annual savings of $17 million • Behavioral health program was changed from fully insured to self insured with an estimated annual savings of $2 million

120 FY2010 • Implemented House Bill 1 dependent eligibility • Implemented Mental Health Parity requirements, including adding interfaces between medical and behavioral health vendors to share deductible and co-insurance information • Replaced annual coupons with monthly billing statements for COBRA participants • Implemented new Long Term Care vendor • Completed dependent eligibility verification with an estimated annual savings of $10 million • Rebidding of medical TPAs for fy2012 with estimated annual savings from $11 to 23 million • Successful transition of COBRA administration from HCM to BAS • Conducted the first vendor summit for all health care vendors

Key Initiatives already underway or in development: • Rebidding of pharmacy benefits consultant to provide audit, oversight and general consulting services • Evaluate the continuation of carving out behavioral health benefits to ensure appropriate coordination or care • Audit of behavioral health vendor to ensure compliance with mental health parity requirements • Implement quality review process prior to sending eligibility files to vendors to reduce data and eligibility issues • Update vision and dental eligibility files to standard HIPAA (834) file format • Add enrollment functionality to OAKS for supplemental life to reduce manual enrollments • Add beneficiary record keeping functionality to OAKS for basic and supplemental life to reduce manual paperwork • Upgrade the current disability system to take the disability adjudication process from a 2- system function to a 1-system process, to expedite claim intake, creation and adjudication.

Key Dates and/or Events in 2011: January • Confirmation of medical plan design changes for OAKS configuration • Long Term Care Open Enrollment • Kickoff meeting with new medical vendors, if applicable

February • Submission of FY2012 health care rate changes to OBM for approval

April • Open Enrollment communications including booklets, webinars, and health fairs • House Bill 1 child annual re-certification

May • Health care open enrollment

June • Generate Open Enrollment eligibility file to vendors

121 July • Implementation of Federal Health Reform changes including dependent age expansion; removal of life time limits; and new appeal process • Implementation of medical plan design • New medical vendor contract begin date

October • Flexible Spending Account Open Enrollment

Significant contracts scheduled to expire: • Medical TPA contracts with Medical Mutual, Aetna, United Healthcare, Paramount, and The Health Plan all expire on 6/3/2011 • Behavioral Health contract with OptumHealth expires on 6/30/2011 but the state has the option for 4 annual renewals • Basic life insurance contract with Standard Life Insurance Company expires on 6/30/2011 but the state has the option for 4 annual renewals

Immediate Risks/Concerns: • Succession planning for upcoming retirements within BAS

122 Human Resources Division

The Office of HCM and Agency HR Support 30 East Broad Street, 28th floor Columbus, OH 43215 Phone: 614-728-7166 Website: http://das.ohio.gov/Divisions/HumanResources/HCMandAgencyHRSupport/tabid/371/Default.aspx

Customers: All State agencies, boards, commissions, and employees as well as external stakeholders such as health and welfare benefits plan vendors, retirement plan vendors, income tax withholding payees including the IRS, states, municipalities, counties, school districts; and entities issuing payroll garnishments such as child support and Courts.

Operational overview: The Office includes Position Management and Pay Fiscal Services, as well as State HR Operations which is comprised of State HR Customer Service, Benefits Support, Payroll Garnishments, Payroll Time and Labor, State HR Agency Support, and Employee Records.

The Office of Human Capital Management & Agency HR Support conducts its work under detailed timelines spelled out in statute, rule, and union contracts, services the entire enterprise and working on behalf of stakeholders such as State of Ohio employees, State of Ohio Agencies, and other governmental entities. As a central HR Operations Center, our goal is to accurately complete all processes within specified timeframes, including the creation of each state employee’s paycheck, as well as processing payments to respective vendors for services pertaining to employee benefits and mandated tax withholdings. The unit is also charged with effectively providing services to agencies and employees relative to employee benefits operations and support, ensuring agencies comply with civil service laws and rules, and researching and experimenting in current trends in human resources, maintaining employee records in compliance with retention laws and policies, processing employee payroll garnishments in compliance with legal guidelines, payroll accounting, and legal compliance relative to applicable state and federal labor laws. This unit also serves as front-line support for all customers of the OAKS HCM module: DAS HRD is responsible for setting the business and policy needs and expectations of the system and outcomes for users. Progress for this unit is measured by completing tasks in a timely manner and reducing the number of agency compliance issues, payroll exception errors, benefit out of sequence errors, and customer service help desk tickets open and closed. Failure to meet these goals results in unsatisfied customers both internal and external to state government and could lead to fines, penalties, and possible litigation.

The HR Operations Human Resources Support unit is comprised of two sections: State Services and Certification. The State Services section is responsible for ensuring that the Ohio civil service laws, RC chapter 124 and Chapter 123 of the OAC are maintained and followed consistently throughout all state agencies. Some of the services provided include the processing of personnel actions; verification of retention points for exempt layoffs; provision of testimony regarding personnel processes at the State Personnel Board of Review and at arbitration hearings; conducting training for state agencies; review and approve/disapprove personnel actions of centralized agencies; and conducting compliance reviews of decentralized agencies. The Certification Services section provides customer service relative to all certification processes addressed in RC 124.23 through 124.327 and OAC 123:1-9-01 through 123:1-47. These processes include creating and maintaining certification eligible lists

123 and layoff records; processing certification related personnel actions; ensuring appropriate use of open-competitive lists and promotional lists and retention of all certification-related records. Additionally, they work with DAS Finance, OAKS Managed Services, as well as HRD Policy and OCB to review changes related to collective bargaining agreements.

The Employee Records unit is responsible for maintaining positions, descriptions, and personnel records for employees of state and county agencies pursuant to RC 149.43 and OAC 123:1-1-02. This unit is the major point of contact for public requests of employee records by agency human resource departments, private citizens and media request through the Office of Communications.

The Position Management unit is responsible for ensuring security levels within OAKS match Position Descriptions and ensure integrity of the system is not compromised, create job aids, manage the Office’s web site, ensure Position Descriptions across the enterprise are compliant to Policy requirements and Agency needs, working closely with the Human Resources Support unit, and across functional boundaries to ensure Enterprise wide needs are addressed. The team is responsible for department budget tables, salary increases statewide, department security trees, action/reason code corrections, job data updates, position record updates, location tables and assisting agencies with general HR issues in OAKS. The group maintains and develops queries in OAKS to support the HRD division. This team also reviews all human resource enhancement requests and makes recommendations for improvements.

The HR Operations Benefits Support Unit provides Agency support in Benefits Administration support services including employee and dependent enrollment, dependent verification, problem analysis, solution implementation in partnership with agencies and health insurance vendors.

The HR Operations Payroll group processes employee bi-weekly paychecks and is responsible for annual employee wage reporting. In addition, the unit distributes payments and enrollment data to various vendors (benefits, retirement, etc.); provides a centralized human resources system for all state agencies, boards and commissions for employee wages and benefits; and ensures compliance with federal, state and local laws, collective bargaining agreements and established rules and policies. Per RC 125.21, it is the responsibility of the Director of Administrative Services to certify that the calculations of gross payroll are correct. The Payroll, Time & Labor section is responsible for completion of four payroll cycles, delivery of employee payroll, garnishments, and problem solving and root cause analysis in partnership with agencies, driving deadlines and on-time delivery. Additionally, they work with DAS Finance, OAKS Managed Services, as well as HRD Policy and OCB to review changes related to collective bargaining agreements.

The HR Operations Garnishment Team is responsible for processing all court ordered attachments of employee wages, including state and federal garnishments, child and spousal support orders, IRS tax levies, and bankruptcies. The team reviews the orders to ensure that they are in accordance with federal and state statutes, maintains a database of all records, ensures the proper attachment from employee wages, and remits those wages to the proper jurisdiction.

HR Customer Service provides call center activities to all State of Ohio employees, taking incoming calls and e-mails, opening Customer Relationship Management (CRM) tickets for each inquiry, resolving inquires when possible, referring inquiries to subject matter experts, and driving resolution of 95% of inquires in 24 hours or less. The HR Customer Service Team manages inquiries relative to many topics, including but not limited to Payroll and Benefits.

124

The Pay Fiscal Services group provides accounts payable services for all aspects relative to the employment of people, and is responsible for processing vendor payments obtained from payroll deductions and employer matching contributions. They make payments for retirement, insurance (health, life, vision etc.), deferred compensation, credit unions, and federal, state and local taxes. Additionally, they work closely with DAS Finance, OBM, HRD Policy, HRD BAS, and with OCB to review changes related to collective bargaining agreements.

Services/Activities: All State of Ohio employees, nearly 60,000, and all Agencies are provided services daily, including • HR Operations Payroll Time and Labor which delivers nearly 60,000 payroll checks on a regular schedule comprised of four (4) payroll cycles (approx $4 billion annually); $4 billion in payroll produced annually • HR Operations Payroll Garnishments: The Garnishments Team processed over 3,500 orders and is projected to process over 5,000 for FY 2009 orders including child/spouse support and IRS levies • HR Operations Agency HR Support group has the potential to process approximately 8,500 Personnel Actions for centralized agencies and approximately 34,000 for decentralized agencies, annually. Averages 28,000 – 29,000 Personnel Actions processed annually. This section processes all lay-offs of all size scopes, ensuring compliance to Policy and ORC. The Certification section, also within the unit, will process approximately 9,500 personnel actions and produce approximately 1,300 certification lists. • Employee Records Services unit has the potential to process 7,641 record requests that include 18,492 pages of information. • The HR Benefits Support group has the potential to process 25,000 record corrections and over 5,000 open enrollment changes. • The Pay Fiscal Services group has the potential to process over 1,000 vouchers, annually. The group processes $1.7 billion in payroll accounts payable payments including retirement & health and welfare vendor payments; $33.5 million in garnishments deducted and paid annually, and $18 million in payroll deducted child support. • On the whole, including the State HR Customer Service group more than 37,500 telephone inquiries are responded to annually, from State employees on topics including but not limited to payroll and benefits.

Key Accomplishments: The Office of HCM and Agency HR Support has implemented several lean business principles as a means for designing, analyzing, and controlling operations of significant risk. These activities include: • Morning stand-up communications meetings • Visual metrics, with daily key performance management indicators posted in each functional area as a means for understanding opportunities for improvement • Cross-training in a well designed knowledge sharing plan, significantly reducing risk relative to high impact operations • Implementation of Standard Work in areas of high risk, including Pay Fiscal Services • Utilization of Value Stream Mapping • Payroll - To understand the current state of pay check processing and design a future state in a way that reduces the cost of delivery

125 • Pay Fiscal Services - To understand an operations disconnect between Pay Fiscal Services and OBM State Accounting, resulting in discovery of an issue with system integration between the HCM and FIN modules • Application of Kaizen as a process improvement tool, applied to the Benefits dependent eligibility process • Application of Hoshin planning as a strategic tool to drive process improvement in measurable and sustainable ways • Applied to action plans resulting from the October 2010 Voice of the Customer Survey • Applied to card-sort areas of concern resulting from autumn 2009 customer focus groups, resulting in remarkable improvement in service delivery and customer satisfaction

Additional accomplishments: • Implementation of a bi-monthly customer User Group meeting comprised of a general session and multiple training break-out sessions. • Creation of HR Advisory Council in partnership with the OAKS Service Assurance group as a means for understanding the customer experience relative to the OAKS HCM module

Significant contributions by functional unit: HR Operations Customer Service • Implementation of use of CCMIS telephony technology • Implementation of full-scale use of OAKS CRM 9.0 (upgrade) system • Creation of tiered subject matter expert (SME) methodology for decreasing inquiry cycle time to close • Creation and implementation of call script and FAQ tools to increase customer satisfaction during peak inquiry periods such as Open Enrollment, December Conversion

HR Operations Payroll Time and Labor • Creation and implementation of instructor led Payroll training, rolled out across the enterprise • Increased customer responsiveness, decreasing problem resolution cycle times • Decreased payroll processing cycle time by 10% • Provided tools and reports to agencies as a means for decreasing cost of poor quality and increasing accuracy of information provided to the business unit • Completed unit staff cross-training, increasing responsiveness and customer satisfaction • Increased the number of pay calculations and time admin runs as a means to reduce production cycle time, and decrease errors • Payroll production output is more than 99% accurate, every payroll cycle

HR Operations Agency HR Support • Creation and implementation of a value chain quality program, sending out HR Analysts from the unit to their agency customers to provide training, reducing errors and the cost of poor quality relative to errors received • Executed on two (2) large Prior Service projects, processing more than 4,000 Personal Actions • Continues to manage Personnel Actions at 100% compliance rate

126 • Currently creating HR training to agency Human Resources staff • Creation of Desk manuals

HR Operations Benefits Support • Created this unit as a means to provide more immediate assistance and problem resolution to agencies and employees • Developed Benefits Daily Work Process, provided to agency Benefits staff as a step-by-step guide to benefits processing • Centralization of National Medical Support Notices • Implementation of benefits laboratory allowing agencies to participate in training using unique data, available on-site and/or at agency site • Increased cross-training Benefits Support, Payroll and Agency HR Support units resulting in decreased errors and event cycle times to close • Implemented utilization of retro benefits and arrears program, eliminating need of manual processes • Implemented two-step process for 1-year service enrollment decreasing out-of- sequence events, decreasing process cycle times significantly • Reducing Open Enrollment out-of-sequence events for re-processing from 20,000 to 3,000 through additional training and daily monitoring • Provided assistance in Secova dependent eligibility audit by processing reinstatements

Pay Fiscal Services • Corrected coding misalignment with OPERS, resulting in significant reduction in errors and cycle time required to complete error-free reporting, decreasing likelihood of penalty assignment • Creation of sustainable and credible means for calculating the ARRA COBRA credit, applicable to IRS 941 reporting and resulting in significant recovery of funds for the Fund 8080 Health Plan • Creation of viable accounting process as a means for communicating payroll reversals to OBM State Accounting until such time as system integration fix is complete

Key Initiatives already underway or in development: • Creation of electronic Personnel Action form, with work flow capability. This electronic, or e-PAR will greatly standardize the process, reducing the likelihood of errors and decreasing risk of non-compliance with policy, OCR, OAC, and federal requirements.

• Creation of a standardized benefits dependent eligibility and verification system, applied across the enterprise. This standardization will centralize the process, utilizing an electronic document capture and file retention system. Such a centralized, standardized process will: • Reduce the likelihood of ineligible dependents remaining enrolled in benefits plans • Reduce the incidents of incorrectly dropped dependents • Decrease risk relative to the likelihood of non-compliance to policy, ORC, and federal guidelines • Increase plan participant service satisfaction • Increase plan participant information security through electronic file retention

127 • Increase efficiencies and reduce cost of pay check production • Reduce payroll cycles from four (4) to one bi-weekly delayed. (Current state includes four payroll cycles: bi-weekly delayed, bi-weekly current, monthly advance, and monthly current) • Insert an off-cycle payroll, which will reduce the need for manual checks and greatly reduce the issue with reversals not going across in OAKS from the HCM to the FIN modules. • Complete the OAKS system correction, providing full integration between HCM and FIN modules • Integrate leaves of absence • Reduce available Time Reporting Codes (TRC) • Implement one time-keeping system across the enterprise, reducing current inputs from 18 systems to one (1)

• Implement Lean business tools to increase efficiency • Visual metrics – key performance indicators • Understand and improve cycle times • Apply tools to drive continuous improvement Increase communication across functions Apply kaizen projects Process maps and desk manuals Value stream map current and future state Apply standard work to drive accountability and decrease likelihood of errors

• Implementation of a Shared Services or Service Center business model • Expanding enterprise wide service provision to the agencies Simplify Standardize Centralize Reduce the cost of delivery of services • Employee facing HR Customer Service contact center, utilizing robust technology to capture efficiency and reduce risk • Benefits support • Life cycle of the employee • Agency facing Electronic PA Life cycle of the employee Provide robust HR consultation and guidance to agencies • HR Operations Payroll and garnishments processing Benefits processing Payroll accounting processing Position Management Employee Records management

• Creation of HR training for agency Human Resources staff, to be available across the enterprise

128 • Creation of Benefits training for agency Benefits support staff, to be available across the enterprise

• Provision of lean business tool training to managers and staff, with focus on tool application at individual contributor level as a means for driving sustainable, measurable process improvement, and rapid problem solving.

Key Dates and/or Events in 2011: • Jan. 2011: W-2 production • Jan. 2011: OBM OIA Payroll Deductions Audit • May 2011: Benefits Open Enrollment • June 2011: Fiscal year end close • June 2011: GAAP reporting period • June 2011: CSD final reporting for FY2010 and FY 2011 • Sept 2011: SWCAP reporting period • Nov-Dec 2011: December (leave-hour) conversion

Significant contracts scheduled to expire: This office operationally executes on all bargaining unit contracts, across the enterprise. All contracts scheduled for negotiation are critical to this Office because all state system programming and operational changes must be tested thoroughly prior to implementation.

Immediate Risks/Concerns: • 2011 Open Enrollment – number of increased enrollments due to new rules resulting from Federal Healthcare Reform changes and the resulting requirements placed on the State’s plan • Change in Part-Time employee processing, requiring robust agency communication and training for agency benefits staff and employees • Current HR Operations Benefits Support staff is over capacity. As implementation of a new business model includes centralization of certain operations, staffing and organizational design must include sufficient staff to support the business. One example includes National Medical Support Notices (NMSN). Failure to sufficiently staff, not only puts the State and employees in jeopardy of non-compliance with these court orders, but increases risk to benefits plans relative to dependent eligibility and verification.

129 Human Resources Division

Office of Learning and Professional Development 4200 Surface Road Columbus, OH 43228 Phone: (614) 387-6183 Website: http://das.ohio.gov/Divisions/HumanResources/LearningandProfessionalDevelopment/tabid/236/Default.aspx

Customers: OLPD serves all employees of the state. The PASS (Passport) program is geared towards office assistants and first level management. Supervisory Excellence program is geared to those new supervisors and managers or those being groomed to manage people. It is also not conducted in a cohort fashion; each class can be taken independent of any other class in the program. The Project Management program is geared to all employees at all levels who are in charge of or participate in projects. OAKS HCM training is targeted to agency Payroll, Benefits and HR specialists. OCPM (Ohio Certified Public Management) is open to all managers in the state, local and federal government agencies. EDF (Employee Development Funds) serves all state employees – exempt and bargaining unit. THE PASS, Project Management and OCPM programs operate in cohort style – where a class starts and ends the program together.

Operational overview: We are a state training department offering instructor led training programs in the following areas (Project Management, OCPM, Supervisory Excellence, Leadership, PASS I and II). We also offer OAKS HCM training to help OAKS users to better utilize and learn the system. We offer the OCPM program for the state of Ohio represented in the national organization/consortium. We are accredited and go through an accreditation process every 5 years by the national consortium. We design and develop e-learning for process and procedure types of training as well as for the human resource need on both managerial and employee level. We do needs analysis for agencies that request training and offer recommendations as to what they need and/or make recommendations for best method of electronic delivery (using web development tools) to DAS and all outside agencies. We are currently working to comprise the programs to be a blended learning (part on-line and part instructor led). We manage the EDF (Employee Development Fund) program for most all state employees (exempt and bargaining units: FOP Unit 2, OSTA Unit 1 and 2, OEA/NEA – Scope, SEIU Units 11 and 12). This program is a reimbursement program offered to employees for tuition and events/conferences/seminar training events. Bargaining units’ policies are negotiated individually and are described in the individual labor contracts. In addition to all the programs, we offer training consultation, training resources or help direct agencies to a training resource.

Services/Activities: OLPD provides the following programs: Project Management, OCPM, PASS I and II, Supervisory Excellence, Leadership, and EDF. PASS – a 10 week program provides core worker competencies to review and enhance skills for professional development and advancement. Project Management – a 15 week program, is an in depth program geared to project managers and team members to learn and put into practice the standards and best practices of project management as established by the Project Management Institute (PMI). Our program is certified by the Project Management Institute. Supervisory Excellence/Leadership targets supervisors/leaders aiming to improve their leadership capabilities, thereby increasing morale, tenure, quality and productivity of their work teams. OAKS HCM – development and updates to the OAKS HCM manuals, development, delivery

130 and oversight of the OAKS HCM training modules. OCPM – an 18 month nationally accredited, comprehensive management and leadership training program that is designed for high achieving, career public managers in mid and senior-level government positions. eLearning development designs, develops and plans course material for use online. It creates and integrates interactive and visual elements for instructional purposes. It also recommends to existing programs a revised or best way to incorporate new online functionality with existing materials to create a blended learning experience. EDF is an ongoing program that provides educational funds to employees. We pre-approve applications for funds, process document reimbursements for Shared Services and DAS Finance, respond to questions and related issues. We present the program at Educational Fairs and work with labor-management groups. From a general department sense, we offer training, training resources, training tools, consultation to agencies and conduct needs analyses.

Key Accomplishments: The PASS program began in 2001. In 2003, it won the NAGAD (National Associate of Government Training and Development) award for best program of the year. The program has since grown to three levels being offered. To date, over 1,000 employees have participated in PASS and have shown an average improvement of 48% in at least one skill area. There is a constant waiting list for participation in the program. In the past year, Project Management has graduated 61 state employees through the program, some of which have gone on to get their PMI certification (PMP-Project Management Professional). There is a constant waiting list for this program as well. Within the Curriculum of Project Management, COPM and PASS, participants engage in a real project from beginning to end. Many of these projects have been implemented in different agencies across the state. These three programs also operate in cohorts and as a result, there has been a significant increase in agency effectiveness related to interagency networking, communication, sharing of resources, decreasing redundancy, etc. The OCPM program was completely overhauled starting in 2008 to bring curriculum in-line with National CPM Consortium standards for the accreditation process in 2011. Another result of the change is that the program costs the participants 50% less and the duration went from 2 years to 18 months. OCPM has 2-3 cohorts running at a time, Project Management has two and PASS has two. Supervisory Excellence (SE) has been overhauled and re-launched starting mid to late 2010. It already has stirred quite a large interest, classes filled up immediately and as a result, additional classes have been added. It is expected there will be high demand for a lot of SE courses in 2011. The OAKS HCM training offered the roll-out of Payroll/Time & Labor agency training for 370 participants in 27 different classes. We standardized the HCM manuals and job aids. This training considered the needs of the agencies as well as provided better communication related to the system implementation. The feedback of this training has been excellent. We worked with the ELM (Enterprise Learning Management) project group to update online ELM training. We also adapted existing online elements for the use of specific agencies/groups including the Business Intelligence OAKS project and Ohio Support Services. In addition, we developed introductory online materials to be used in conjunction with the OAKS HCM training. EDF took on the Union EDF program as of 2-1-10 with no additional staff resources. They processed 1,916 reimbursements since 1-1-10 for exempt employees and 853 reimbursements since 2-1-10 for the bargaining unit employees.

Key Initiatives already underway or in development: For the department over all – there is an initiative to take each training program to the next level (from ordinary to extraordinary). More specifically: Get a writing class available on line for PASS and all state employees. We created a 1 and 2 day Project Management class, “Project Management Made Easy”, for agencies who want an introduction to project management that includes take-away they can immediately apply to their work. The course was effectively used

131 in the OCPM program and DAS FIN Program Management Office. There is continuous improvement to the OCPM program to include more experiential learning such as case studies, learning activities and the use of web-based learning to enhance the course content for pre or post work. There is on-going identification of potential facilitators focusing on identifying past graduates and leaders within state and local government as the primary pool of facilitators. The development and delivery of the OAKS HCM HR training is in process and expected to roll out at the end of January 2011. It will focus on the day to day processes. OAKS HCM Benefit training will follow the HR training. The OAKS training will provide manuals, job aids and hands on training in the training environment. Participants will also learn how one portion of OAKS impacts another portion. The training will allow agency HR specialists to have more knowledge, resources and expertise on how the OAKS system works which will improve the efficiency and accuracy of the system. Related to e-learning, we plan to reconstruct the programs as a blended learning environment, develop much needed training for agencies or all state employees. We are working with the Office of Collective Bargaining to help reconstruct their OCB Academy into a blended learning environment. Related to EDF, we are working to streamline the approval process and decrease the time it takes to process an application through to reimbursement. Also make it an easier process for the users, increase usage of the program, increase satisfaction of the reimbursement process while maintaining good stewardship of the state’s money.

Key Dates and/or Events in 2011: • PASS I begin Jan. 19, 2011 and runs for 10 weeks, PASS II begins March 30, 2011 and runs for 9 weeks. • Project Management has 40+ registered between 2 cohorts beginning Feb. 2011 and another two cohorts expected to start August 2011. • OCPM Cohort has 42 graduates on Feb 4, 2011. They are the first to graduate with the new program design. The summer 2011 OCPM program will undergo reaccreditation by the National CPM Consortium to assess whether national standards are being met. Cohort 45 begins Jan. 2011, Cohort 46 begins July 2011 and Cohort 43 graduation is in August 2011. • Supervisory Excellence will have 2-4 classes per month. • OAKS HCM HR training rolls out to 440 HR Specialists in Jan. 2011. The Benefit training will follow approximately in March 2011.

Significant contracts scheduled to expire: OCPM administrative contract with the Ohio State University will expire June 30th, 2011. It is written every year for the length of the fiscal year for OSU to provide administrative services for the OCPM program.

Board and Commissions: DAS Director serves as Chairman for the Ohio CPM Advisory Board

Immediate Risks/Concerns: As training budgets have been and are continuing to be cut across agencies, there is an increase in training requests of OLPD. We need to find new ways to increase efficiency and to reach more employees with the same resources. Another concern is, as budgets are cut, managers will be less likely to allow an employee the time away from their job to participate in the cohort programs (PASS, PM and OCPM) due to a decrease in resources.

132 Human Resources Division

Office of Workforce Administration 30 E. Broad St., 27th Floor Columbus, OH 43215 Phone: 614-466-7795 Website: http://das.ohio.gov/Divisions/HumanResources/WorkforceAdministration/tabid/65/Default.aspx

Customers: State employees and state agencies, boards and commissions human resource professionals and other internal customers within the DAS Human Resources Division and Office of Collective Bargaining.

Operational overview: Develops implements and provides consultative services regarding policy, procedure and programs required to classify, compensate, recruit, assess, hire, evaluate and drug test the state workforce in alignment with applicable federal, state and contractual obligations of the State of Ohio.

Services/Activities: • Administers both the Federal and State of Ohio Drug-Free Workplace Programs. • Manages the State of Ohio Classification Plan including evaluating compensation and determining minimum qualifications. • Maintains statewide workforce planning policies sets standardized indicators and collects and analyzes data for enterprise forecasting and reporting purposes. • Maintains the Ohio Hiring Management System’s on-line recruitment, hiring and applicant tracking processes and project manage system expansions (i.e. Certification, TMS and CBT). • Manages the statewide testing program including the development, modification and administration of civil service examinations and statewide and agency-specific proficiency tests. • Administers the Ohio Performance Review System - the state’s annual personnel evaluation process – including the processing of appeals, approval of alternative evaluation forms or systems. • Provides mandated and consultative services to county customers. • Provide a range of consultative and training services to support HR professionals performance of tasks associated within the range of Workforce Administration’s areas of responsibility.

Key Accomplishments: • Maintain Drug-free Workplace Program’s compliance with all federal, state and contractual obligations. • Initiated the Civil Service Test Reform Project. • Launched statewide workforce planning efforts including establishment of planning policy, workforce planning guide, tools and standardized reports. • Re-introduced PD decentralized agency compliance reviews; 60% of agencies completed (7,574 employees representing 15.5% of total employee population.) • Administered IT bargaining unit (BU) classification changes – 1540 employees have been transitioned impacting 98% of IT BU workforce. Held 4 public hearings to effect

133 229 classification plan changes; completed eight article reviews per State of Ohio’s contractual agreement with unions. • Conducted more than 175 position audits and 32 audits have been defended at the State Personnel Board of Review (SPBR). • Created two and revised one agency-specific proficiency exam; created one new and one revised statewide proficiency examination and updated three civil service examinations. • Created two new agency-specific alternative evaluations and a new statewide optional one-page alternative exempt annual evaluation form. • Designed a Behavioral Events Interview protocol for the Department of Rehabilitation and Corrections to address turn-over problems among correctional food service. • OHMS in “steady state” status and project management lead for implementation of new modules. • Administration, configuration, technical support, resource provision to HR users and job seekers • Administered provision of civil service examinations: screened applicants, scheduled, proctored and scored exams. • Improved “Quick Job Analysis” on-line calculation tools. • Represented State of Ohio at Job Fairs; conducted recruitment strategies for “hard-to-fill” positions. • Created and delivered training and other informational programs. • OHMS User Groups; OHMS training; Job Analysis and Pass Point Validation ; Effective use of the Ohio Performance Review System for Supervisors; Drug-free Workplace Program Policy and Implementation for Supervisors; Making Class Plan Change Requests Proposals; and Position Description Writing training.

Key Initiatives already underway or in development: • OHMS (NeoGov) Test Management System (TMS); On-Line Hiring Center (OHC); and Certification modules underway. • Civil Service Testing Reform is underway – we have met with agencies, performed appropriate research and drafted language changes to ORC that are attached to the current Budget Bill. Benefits: tie testing to recruitment efforts; reduction in the time to hire, civil service examinations will be linked more closely to a job opportunity for test takers. • Classification Plan redesign in progress: IT bargaining unit classification plan changes; Article 8.05 joint committee; IT Exempt classification plan changes; De-centralized PD Compliance Reviews with COM, BWC, LOT and DRC; 33 additional classification proposals pending; and OCSEA 36.05 review of the skilled trades and building maintenance classifications. • A Behavioral Events Interview protocol for RSC’s disability claims adjudicator problem; also an alternative employee evaluation for all DR&C’s exempt managers and supervisors.

Key Dates and/or Events in 2011: • Due October 1, 2011, the State of Ohio’s annual Drug Free Workplace Certification to the US Environmental Protection Agency. • OPRS compliance data for the agencies comprising the executive branch are reported quarterly. • OHMS – Test Management System implementation – date TBD. • “Go live” and training for OHMS Certification module (first quarter 2011.)

134 • Civil Service Testing Reform – July 1, 2011 pending approval of current Budget Bill. • FOP Article review reports due in January and February 2011. • IT BU transition kickoff with boards and commissions, March 2011, Dept of Taxation, May 2011.

Significant contracts scheduled to expire: • State term schedule (STS) for OHMS’ Annual License Fee Application Service Provider - NEOGOV - (DBA Government Jobs.com expires 6/30/2011). The current amount is $270,000. (NOTE: Contract must be renewed to continue use of OHMS. Current license fee is same as original fee which was a “discount.”) • Drug-free Workplace Program contract expires with current laboratory and collection site vendor June 30, 2011. In accordance with federal regulations, must be laboratory certified by the US Department of Health and Human Services. • Anticipate vendor selection to utilize $50k grant received from Pew Center on the States for management lab by November 30, 2010 and expect contract to expire no later than June, 30, 2011. • Monster.com contract under the process of renewal for 2011.

Immediate Risks/Concerns: • Finalizing a proposal to obtain a vendor to provide federally mandated (49CFR Part 40) Blind Quality Control Urine Sample testing for calendar year 2011. • Not completing the exempt changes to the IT classifications and rounding out the “sector” approach to redesigning the classification plan.

135

Office of Collective Bargaining

Division Summary ...... 137

Labor Relations and Dispute Resolution ...... 137

Legal ...... 138

Training and Central Services ...... 138

Analysis and Operations ...... 138

136 Office of Collective Bargaining (OCB)

Division Summary

100 East Broad Street, 14th Floor Columbus, Ohio 43215 Division Phone (614) 466-0570 Website: http://www.das.ohio.gov/Divisions/CollectiveBargaining/tabid/81/Default.aspx

Number of employees: 26

Summary of division’s operating budget: The Office of Collective Bargaining has a budget of $3,662,534. It is funded primarily with a payroll check-off system. Arbitrator/mediator billings are reimbursed by agencies through intrastate transfer vouchers (ISTV).

Budget Request Division Fund Appropriation Line Item 2012 2013 OCB 1280 100620 COLLECTIVE BARGAINING 3,662,534 3,662,534 Total 3,662,534 3,662,534

Operational overview: The Office of Collective Bargaining (OCB) was established in 1984, following the passage of Ohio’s 1983 Public Employee Collective Bargaining Act. OCB is authorized by ORC 4117.10(D) to serve as the principal representative of the State as an employer and to negotiate the State’s labor contracts. OCB represents state agencies in all aspects of collective bargaining, providing technical assistance and expertise to agency management staff in the areas of contract administration and interpretation. OCB coordinates all dispute resolution activities, including the grievance procedures contained in the collective bargaining agreements and representation of State agencies at the State Employment Relations Board (SERB). As a section of the Department of Administrative Services, OCB’s goal is provide labor relations services that assist the agencies in achieving their unique missions.

Customers: OCB serves the management staff of approximately 70 agencies, boards, and commissions.

Services/Activities: The Office of Collective Bargaining negotiates and administers five collective bargaining agreements with five labor unions, covering 14 bargaining units which represent approximately 39,507 state employees. OCB is permitted by statute to assist other statewide elected officials upon request. OCB is organized into four main sections, although our functions intertwine and the Office functions best as a team environment. A table of organization is included in Appendix D as Attachment 1. A description of the services and activities of each section follows:

Labor Relations and Dispute Resolution: • Works directly with agency human resources staff, representing management at all mediations and arbitrations. • Provides consulting services, training, and expertise to agency human resources staff regarding employee relations, including performance evaluations, investigations and

137 discipline, contract interpretation and administration, employee grievances and agency policies. • Coordinates all mediations and arbitrations with agencies and the unions, joins with the unions to select mediators and arbitrators for state panels, and assists agencies that are involved in arbitrations by providing and training arbitration advocates. • Works with agencies on Statewide Labor Management Committees and has a role in Regional Worker Adjustment Committees (RWAC) and the Statewide Seniority Credit Tribunal.

Legal: • Handles all matters at the State Employment Relations Board (SERB) on behalf of State agencies, including responding to unfair labor practice charges, filing unfair labor practices on behalf of State agencies, and petitioning to add or delete specific positions in a bargaining unit. • Assists State agencies with research and general Labor law issues. • Works closely with the Employment Law Section of the Attorney General's Office on litigation matters, including motions to vacate arbitration awards and hearings in front of the State Employment Relations Board. • Assists agencies that are involved in arbitrations by providing and training advocates. • Assists State advocates with labor arbitration award research in preparation for hearings or to assist with brief-writing. • Provides assistance throughout the collective bargaining process by ensuring statutory procedures are met, researching key issues, and preparing for fact-finding proceedings, when necessary.

Training and Central Services: • Offers labor relations training to approximately 1,500 to 2,000 exempt supervisors, managers, labor relations and human resource personnel annually focusing on the state’s interpretation of general contract provisions, how to conduct investigations, pre-disciplinary and grievance meetings, arbitration advocacy, legal and contractual limitations when conducting layoffs, drug tests, and performance evaluations. • Offers ad hoc training as needed to address updates pertaining to recent contract negotiations and statewide initiatives such as our Information Technology transition and implementation of the Salary Continuation program. • Offers customized training at a specific agency when requested. • Offers a certificate program (OCB Academy) for comprehensive labor relations training comprised of fourteen classes that provide contractual and practical information on most day-to-day duties of an agency labor relations officer. Completion of this program allows for substitution of 12 of the 36 months labor relations experience required on the Labor Relations Officer 3 classification minimum qualifications. This is essential in guaranteeing continuity in administration of our contracts and preserving management rights, and will be increasingly essential to ensure adequate succession planning and to preserve the relationship between labor and management.

Analysis and Operations: • Produces and develops statistical and costing data necessary for contract negotiations and dispute resolution proceedings. • Uses wage progression models to quickly and accurately identify the impact of possible labor contract changes. • Provides assistance to agencies and unions in the resolution of contract implementation and maintenance issues with regard to the Ohio Administrative Knowledge System (OAKS).

138 • Oversees and maintains the Division's web based grievance databases, electronic information storage systems and management reporting functions. • Manages the Division's budget, facility, and other ancillary services.

The staff of the Office of Collective Bargaining belongs to various local, state, and national labor relations associations. Membership in these associations provides peer interaction and enables staff to have an opportunity to share strategies, best practices, and knowledge of trends. Some of the organizations that OCB staff members belong to include: • Columbus Area Labor Management Committee (CALMC) • Central Ohio Labor & Employment Relations Association (COLERA) • Ohio Public Employer Labor Relations Association (OHPELRA) • National Public Employer Labor Relations Association (NPELRA) • State of Ohio Training Association (SOTA)

Key Accomplishments: • Cost Savings Achieved through Collective Bargaining o Cost Savings Days: Employees received a wage reduction of approximately 3.8% in exchange for 10 additional days off in each fiscal year (2010 and 2011). Statewide this resulted in a savings of $142.3 million. o Freeze on Step Movement: Employee step movement was frozen for fiscal years 2010 and 2011 resulting in a savings of $33.12 million. o Freeze on personal leave accrual and cash out: Employees did not accrue any personal leave during fiscal years 2010 and 2011, and were unable to convert any personal leave to cash. This resulted in a savings of $18.21 million. o Color charts have been included in Appendix D as Attachment 2 which show the overall savings and how those savings were distributed across the workforce. The Fiscal Notes prepared for the Controlling Board for each collective bargaining agreement have been included in the Appendix as Attachment 3.

• NPELRA/OHPELRA Pacesetter Award o The National and Ohio Public Employer Labor Relations Associations recognized the State of Ohio, Office of Collective Bargaining, with the Pacesetter Award for the 2009 bargaining accomplishments, which involved significant personnel cost savings through creative solutions.

• Customer Service Satisfaction Survey o OCB created and distributed a customer service satisfaction survey to our agency customers during September/October 2010. OCB sought feedback on the level of service provided in each section of our office. The survey used a variety of measurable and open-ended questions to gather feedback. The measurable questions were scored on a scale of 1-5 (5 being the highest). OCB was striving for a 3.5 as part of our Flexible Performance Plan goal. The actual score achieved was a 4.24, far exceeding the set goal. o A copy of the survey results is included in Appendix D as Attachment 4.

• Administrative Accomplishments o OCB has reduced personnel costs by approximately $300,000 through managing vacancies and realigning duties and responsibilities. Currently, OCB has 26 filled positions and 10 vacancies. Also, two positions at OCB were deleted due to the reorganization of the Business Office structure within DAS.

139 If a significant number of agency reorganizations or layoffs occur, OCB will be unable to operate at its current staffing levels, as it will increase the need for impact bargaining and it will likely increase challenges through the grievance procedure and administrative forums. OCB will need to increase staff or use outside contractors. Moreover, with the aging workforce and turnover in the agencies, OCB may have to take on more arbitration advocacy to ensure quality outcomes. o OCB has also reduced office expenses (e.g. cell phones, parking, phone lines, etc.) by approximately $10,000 by examining practices and reevaluating expenditures.

• Ohio Shared Services (OSS) at OBM o OSS is a metrics-based environment, where employees are organized into self- directed work teams that manage themselves with minimal supervision. The basis for establishing this system is in Article 36.05C of the OCSEA contract. The supervisor/employee ratio is about 1:9 and there is only one classification used (Shared Services Associate) with a pay rate that is a blend of the current pay ranges 27 & 28. There are four levels within the blended pay range. Associates move up in level only after proving proficiency in one of several competencies. The competencies have not yet been finalized. o The Collective Bargaining Agreement requires the State to make “a good faith effort to reduce the impact to employees…” if any redesign of services results in an overall reduction in employees. o There is also a Memorandum of Understanding (MOU) between the State and OCSEA for the creation of OSS. Topics such as Alternative Dispute Resolution (ADR) and work hours have been addressed through add-ons to the OSS MOU. Any such add-on has a specific ending date that requires the parties to agree to its extension, or the add-on expires. o Currently there is a “non-traditional” work schedule in place for certain associates that allows for slight variations on the regular work day.

• JHCC Holds the Line on Health Care Costs during 2009 Negotiations o The Committee agreed upon changes that involved increased costs when employees used the benefits, instead of changes in the premium share. Office visit co-pays were raised to $20 per visit (expected savings $2.5 million annually); a deductible was imposed on all plans (expected savings $4 million annually); out-of- pocket maximums were increased (expected savings $10 million annually); administrative fees for plans other than the least expensive were passed along to employees (expected savings $6 million annually); and a spousal surcharge was instituted (expected savings $4.5 million annually). o Approval was obtained to proceed with a dependent eligibility audit, with a projected savings of $4 million or approximately 0.8% of claims. o Other plan design changes were agreed to by JHCC that would promote better long- term results, helping employees manage chronic conditions and generally lead healthier lives. Co-pays for annual medical exams were eliminated, at a projected cost of $500,000 annually. In order to encourage diabetics to adhere to their medicine regimen, the pharmacy co-pay for insulin was eliminated, at a projected cost of $1 million annually. The requirement to use the mail order prescription service was eliminated, at a projected cost of $1 million annually. o The combined changes mentioned above were projected to result in a savings of $28.5 million annually in costs to the State’s self-insurance fund.

140 • Other Cost Savings o OCB worked with OAKS programmers to refine Union Benefits Trust (UBT) deductions on the last paycheck an employee receives when separating state service. This will result in savings of approximately $100,000 per year.

• Training o After successful development and implementation of the OCB Academy, OCB graduated its first class during fiscal year 2010. Completion of this program allows for substitution of 12 of the 36 months labor relations experience required on the Labor Relations Officer 3 classification minimum qualifications. o In an effort to further professionalize and grow participation in its trainings, OCB is now able to offer CEU credits for HR recertification and CLE credits for many trainings. o In conjunction with the unions and the arbitrators, OCB held Arbitration Advocacy training for current state advocates. It offered CLEs for attorneys and consisted of informative presentations from arbitrators on a variety of hot topics in arbitration. o OCB surpassed training performance goals by training 2,317 agency HR and labor relations personnel during fiscal year 2010.

Key Initiatives already underway or in development: • Employee Health Care o The State of Ohio offers a self-insured health plan to all permanent full and part-time employees. This plan costs approximately $570 million dollars a year to administer, and needed revenue is collected through an 85/15 percent Employer/employee contribution respectively. o Article 20 of the OCSEA 2009 Contract is the basis used to establish the health care plan in place for the State of Ohio. All other unions reference these provisions in their respective collective bargaining agreements. Personnel exempt from the collective bargaining agreements are also covered in these plans. JHCC makes a joint recommendation regarding changes to Article 20 during negotiations for successor collective bargaining agreements. o A Joint Health Care Committee (JHCC), consisting of nine management and nine labor members, has oversight of the plan. The nine labor members proportionately represent the various contracts with five members assigned from the largest union, OCSEA, and one member from each of the remaining unions. o JHCC has input on all matters covered in Article 20 to include recommendations on request for proposal (RFP) bids and selection, plan operation and compliance, communications to the members and monitoring the benefit fund. Most matters pertaining to the plan are outlined specifically in Article 20 to include cost sharing (deductibles, out-of-pocket maximums, co-insurance), included and excluded benefits, and the number of plans offered. o The co-chairs advise the Director of the Department of Administrative Services on the operation of the plan through submission of written recommendations. The Director has 45 days to reply to these recommendations. o The State recently utilized the RFP process to determine what might be the most cost effective approach to deliver health care coverage to all State employees beginning July 1, 2011. Through the RFP process, a strategy was decided and a course plotted. The proposed healthcare solution continues the current health plan design, but will impact the current vendors providing those services. o The Director of the Department of Administrative Services received a recommendation from the Joint Health Care Committee (JHCC) co-chairs on November 5, 2010 and

141 should respond back to the co-chairs no later than December 20, 2010. Upon acceptance of the recommendation, the State’s Benefits Consultant, AON Hewitt, will notify and will begin finalizing the terms & conditions with the finalists. o JHCC will continue to actively discuss health care throughout 2011 in preparation for negotiations for the 2012 collective bargaining agreements.

• IT Classification Project o The IT Classification Project began in early 2008. The obsolete IT classification system had been a concern for Management and the Union for many years. The outdated classifications made it difficult to capture the actual work that meets the State’s business needs and to provide accurate descriptions of what employees need to be able to do. It also meant that in order to do their jobs, State employees were working outside the scope of their classifications. New IT classifications were developed to address these issues. o The new classifications allow the State to move with the changing technology in order to meet business needs. Moreover, given the proper tools, in other words accurate specifications to guide position classification, managers now have the ability to improve workforce utilization. The consequence of not updating the outdated IT classifications and transitioning the current workforce would result in more difficulties attracting and retaining valued employees. The project was the first of its kind in that Management worked jointly with the Union in developing new classification specifications and transitioning the workforce. We have currently transitioned 98% of the bargaining unit IT workforce. o A detailed list of where each agency currently is in the transition process has been included in Appendix D as Attachment 5. o • Joint Budget Reduction Committees/Agency Review Teams o Through a letter of agreement signed in 2010, these two initiatives of the Strickland Administration were merged. The goal of this initiative is having a team of labor and management in each agency working to save money, time, and prevent waste, while maintaining high levels of service to the citizens of Ohio. o Some agencies have had very active Joint Budget Reduction Committees, including the Department of Job and Family Services. Some of these committees have been exploring concepts to reduce personnel costs, such as continuing Cost Savings Days during the third year of the collective bargaining agreement. o The agreement provides for two Program Managers to be hired and funded by OCB to support this initiative. To-date, these positions have not been filled. o The agreement is included in Appendix D as Attachment 6. It should be noted that it expires at the end of the Strickland Administration unless specifically extended by Governor Kasich. o • Workforce Planning o In Spring 2009, Governor Strickland signed an agreement allowing the Pew Center on the States to assist the Department of Administrative Services’ (DAS), Human Resources Division in developing a statewide workforce planning policy and tools to better strategically align our employees. The project goal is to enhance the Human Resource role as a strategic business partner across State government so the workforce is managed most effectively. While workforce planning has been around for quite some time, it seems more organizations, both public and private, are re- engaging in the process as they learn to do more with less in these challenging economic times. Human resources professionals are seeing the benefits of

142 workforce planning as they justify the need to continuously retain, attract and develop human resources in order to deliver core services. OCB has been working on this initiative in conjunction with DAS/HRD because the workforce involves bargaining unit employees and also because the Unions will each be represented by a member on the Workforce Planning teams within the agencies, as part of the JBRC/ART MOU. The Workforce Planning directive has been included in Appendix D as Attachment 7.

• Workforce Injury Labor Management Approved Provider Committee (WILMAPC) o During the 2009 round of negotiations, the State and OCSEA made significant revisions to the Occupational Injury Leave (OIL) benefit and created a new benefit (Salary Continuation) in an effort to control the State’s workers’ compensation costs, get employees back into the workplace more quickly and successfully and reduce overtime associated with the absence. Employees who wish to take advantage of either the OIL or salary continuation benefit must use a medical provider from an approved list of providers. WILMAPC is a labor management committee that jointly developed a performance measurement system to objectively evaluate medical providers. WILMAPC has been working in consultation with the Bureau of Workers’ Compensation in development of the metrics and for assistance in evaluating the data. The target date for removing some providers from the list based on performance scores is February 1, 2011.

• Independent Home Care Providers (IHCPs)/Independent Child Care Home Providers (ICCHPS) o Pursuant to Executive Orders 2007-23S and 2008-02S signed by Governor Strickland, the IHCPs and ICCHPs selected exclusive representatives for the purpose of collective bargaining. Two agreements were entered into for each bargaining unit during the course of the Strickland Administration. Additionally, legislation was passed which authorized the deduction of fair share fees from all members of the bargaining unit. The legislation sunsets at the end of the Strickland Administration. The Executive Orders remain in effect until rescinded. The Office of Collective Bargaining served as the Governor’s designee for negotiation, working with the Departments of Job and Family Services, Developmental Disabilities, and Aging who administer the Medicaid Waiver programs and the Child Care program. The most recent agreements and copies of the Executive Orders and legislation are available in the DAS Director’s Office or in the Office of Collective Bargaining. Highlight documents are included in Appendix D as Attachment 8.

• Cost Savings Days reconciliation o OCB is working with agencies, DAS/HRD, and OBM to ensure that the proper savings are achieved from the cost savings day initiative. The target date for reconciliation is June 2011.

• Reducing the Cost of the Grievance Procedure o Continued efforts to resolve disputes at the earliest step possible in the grievance process have been successful. During fiscal year 2010, 1159 grievances arising out of all collective bargaining agreements were scheduled for mediation. Of those 1159 grievances, 113 were scheduled for arbitration. Of those 113 grievances, 59 cases were settled or withdrawn and 54 grievances were arbitrated. o Several settlement conferences with OCSEA and OSTA were conducted which resulted in the closing of many grievances without the cost of arbitration.

143 o Implementation of an electronic grievance filing system with SEIU/District 1199 allowed the parties during negotiations to reduce the steps in the grievance process to only two.

Key Dates and/or Events in 2011: • February 1, 2011: WILMAPC finalizes Approved Provider List for OIL/Salary Continuation benefits • June 2011: Cost Savings Days reconciliation • Restoration of lost personal leave pursuant to Collective Bargaining Agreements o Pay period including July 1, 2011: OCSEA, SEIU/1199, OEA, FOP, and OSTA employees in active payroll status on June 18, 2011, receive a one-time credit of sick leave. Full-time employees receive 32 hours of sick leave or an amount equal to half of the personal leave hours lost, whichever is less. Part-time employees receive 16 hours of sick leave. o August 26, 2011: OCSEA, SEIU/1199, OEA, FOP, and OSTA employees in active payroll status on July 30, 2011, receive a one-time lump sum payment. Full-time employees receive a payment equal to 32 hours of personal leave days or half of the personal leave hours lost, whichever is less. Part-time employees receive a payment equal to 16 hours of personal leave. o The contractual language has been included in Appendix D as Attachment 9. • Preparation for the 2012 Round of Bargaining o The Collective Bargaining Agreement with OCSEA expires February 29, 2012. This is followed by the expiration of the Agreement with SEIU/District 1199 on May 31, 2012, and then the expiration of the Agreements with OEA, FOP, and OSTA on June 30, 2012. Beginning January 2011, OCB will begin preparations for those negotiations. OCB is statutorily required to “Conduct systematic reviews of collective bargaining agreements for the purpose of contract negotiations;” and “Coordinate the systematic compilation of data by all agencies that is required for negotiating purposes.” From January through June 2011, OCB will collect data on labor issues and grievances and visit each agency, board, and commission to discuss potential contract changes that can help operationally. OCB will work with the Governor’s Office, OBM and the DAS Director during this time period on developing the strategy for negotiations. From June 2011 through November 2011, OCB will develop proposals, which go through an extensive review process. OCB also coordinates Agency Specific negotiations which occur simultaneously with main table negotiations for OCSEA and SEIU/District 1199. Negotiations with OCSEA will begin in late November/early December 2011 if we follow the historical practice. Statutorily, OCB is required to begin negotiations with OCSEA no later than December 31, 2011. Detailed timelines of the statutory process and OCB’s process have been included in Appendix D as Attachment 10.

Significant contracts scheduled to expire: • OCB has personal service contracts with arbitrators that will expire June 30, 2011. OCB and each union have a panel of arbitrators that are used for grievance mediation and arbitration, as well as bargaining mediation and fact-finding.

Immediate Risks/Concerns: • Representation Matter at the State Employment Relations Board o OCSEA filed a petition with SERB seeking to include currently exempt classifications in their bargaining units. The affected classifications include: Executive Secretary 1 & 2, Administrative Assistant 2, Attorney Examiner 1, 2, & 3, ODJFS Program

144 Liaisons, Arson Investigations Supervisor, Fire Safety Investigator Supervisor, and the Ohio School Facilities Commission Plan Reviewer & Code Compliance. OCB has been working with Classification and Compensation and Policy to determine a strategy for potential settlement of this petition. Based on discussions with OCSEA, OCB believes that settlement would allow the State to preserve these classifications as exempt and ensure that the positions are properly classified. SERB has not yet begun its process of investigating this petition and directing the parties to hearing because OCB and OCSEA have indicated that settlement discussions are ongoing. However, at some point, SERB will take action and the State will be directed to hearing on this matter.

• Restoration Costs, July and August 2011 o The third year of the collective bargaining agreements provides for restoration of personal leave lost in the form of a sick leave credit and a lump sum payment. (See key dates, above.) Restoration will cost the State an estimated $288 million. For an employee to be eligible for both forms of restoration, the employee must be in active payroll status as of June 18, 2011 or July 30, 2011. If layoffs are necessary as a cost savings measure during fiscal years 2011 and 2012, completing the layoff by May 31, 2011, will save the agencies additional funds because it will make those employees ineligible to receive the restoration. General guidelines for layoff/job abolishment timelines have been included in Appendix D as Attachment 12. If work is being contracted out, it requires 120 days notice to the Union. In order to complete a layoff by May 31, 2011, agencies should begin developing the rationale in January 2011.

• The Third Year of the Collective Bargaining Agreements o 2011 brings about the third year of each of the State collective bargaining agreements. Along with the costs of restoration (described above), comes the end of cost savings days, step freezes and the freeze on personal leave and conversion, as well as an end to the savings achieved as a result of those provisions. Beginning July 1, 2011, the cost savings day deduction is scheduled to cease, along with the corresponding time off. If additional personnel savings are necessary in light of the State budget, changes will have to be negotiated with the unions. February through April 2011 would be the right time to go back to the unions to seek additional cost savings measures, be it the continuation of cost savings days or some other measure. This timeframe would allow sufficient time to reach agreement and also to allow for programming of the OAKS system to support any changes.

• Key Contractual Language o For reference, OCB has included in Appendix D as Attachment 13 key contractual language from each collective bargaining agreement: Management Rights, Subcontracting, Zipper Clause, and Successor Clause.

145

Office of Information Technology

Division Overview ...... 147

Investment and Governance Division ...... 163

Infrastructure Services Division ...... 167

Digital Government ...... 175

OAKS Service Assurance ...... 177

Office of Information Security and Privacy ...... 179

OIT Business Office ...... 180

IT Services (see overview in ASD section) ...... 65

146 Office of Information Technology (OIT)

Division Overview 30 E. Broad Street, 39th Floor, Columbus Ohio Office Phone: 614-644-6446 Website: http://das.ohio.gov/Divisions/InformationTechnology/tabid/79/Default.aspx

Number of employees: 258

Summary of division’s operating budget: Budget Request Division Fund Appropriation Line Item 2012 2013 OIT 1330 100607 IT SERVICES DELIVERY 58,750,678 58,750,678 2290 100630 IT GOVERNANCE 15,346,474 15,346,474 2290 100640 LEVERAGED ENTERPRISE PURCHASES 10,000,000 10,000,000 3AJ0 100654 ARRA BROADBAND MAPPING GRANT 270,756 106,347 4N60 100617 MAJOR IT PURCHASES 1,950,000 4,950,000 5C20 100605 MARCS ADMINISTRATION 14,166,591 14,166,591 5EB0 100635 OAKS SUPPORT ORGANIZATION 19,138,869 19,138,869 5EB0 100656 OAKS UPDATES & DEVELOPMENTS 12,265,952 8,743,462 5X30 100634 CENTRALIZED GATEWAY ENHANCEMNT 2,052,308 2,052,308 GRF 100418 WEB SITES AND BUSINESS GATEWAY 2,943,076 2,943,076 GRF 100419 IT SECURITY INFRASTRUCTURE 1,000,125 1,000,125 Total 137,884,829 137,197,930

OIT is funded through self-sustaining rotary funds and GRF. Funds are derived from fees either billed directly to agencies for services rendered or assessed as a charge to agencies’ payroll. Rates are reflections of actual expenses. We work closely with OBM in setting our rates to ensure that rates are reasonable, competitive and responsive to customer expectations. Because state agencies pay for services from federal funds, the US Department of Health and Human Services requires OIT to prepare and file an annual cost allocation plan (compiled through the DAS Office of Finance). The purpose of the plan is to demonstrate to federal auditors that OIT is not over-charging for services and that fees include only costs that are related to the particular service being provided. The federal government does not permit the state to earn a profit on charges to state agencies. Any gains or losses identified in the cost allocation plan are addressed through rate adjustments in subsequent years. Investment & Governance is funded within Fund 2290. Two major rate methodologies are used to recover operational costs from user agencies in Fund 2290. An Acquisition fee is charged to agencies who acquire goods and services from either the State Term Schedule (STS) or via the Request for Proposal (RFP) procurement methodologies. Additionally a payroll check-off charge funds certain enterprise wide activities via a surcharge to each payroll dollar processed biweekly. Infrastructure Services Division is primarily funded through rotary funding. Rates are set for services provided and charged to our customers. More than 2,000 invoices are sent monthly, to agencies, schools, libraries and local governments for services provided. The cash to operate these services are managed within two funds, one for the

147 MARCS program (Fund 5C2) and the other (Fund 1330) which supports the rest of the programs/services provided within ISD. OAKS is funded through payroll check-off (Fund 50EB) for continued operations and COPS for development. Digital Government’s primary programs are funded through GRF appropriation and payroll check off from Fund 2290. Information Security and Privacy funded out of 1330, 2290 and 50EB.

Operational Overview: The DAS Office of Information Technology (OIT) delivers statewide information technology and telecommunication services to state government agencies, boards and commissions as well as policy and standards development, lifecycle investment planning and privacy and security management. OIT is led by the state chief information officer and assistant director of DAS. Employees are located in the following facilities: • State of Ohio Computer Center, 1320 Arthur E. Adams Dr, Columbus, Ohio • Rhodes State Office Tower, 30 E. Broad Street, 39th/40th Floor Columbus, Ohio • Riffe Center, 77 S. High Street, 19th Floor, Columbus, Ohio • William Green Building, 30 W. Spring Street, L-12, Columbus, Ohio • DAS General Services Division, 4200 Surface Road, Columbus, Ohio

Services/Activities: Six specialized sections carry out OIT’s mission.

Investment and Governance Division assists state agencies by providing IT policy, standards, bulletins, and procedures; investment strategy and analysis, contract management, research and project support services.

Infrastructure Services Division operates the IT infrastructure, which includes hardware, software and telecommunications, for the state. The division consists of the following business units: Enterprise Mainframe Computing Services, Enterprise Open Systems, Unified Network Services, Enterprise Shared Services, Ohio Geographically Referenced Information Program, Customer Service Center, Performance Engineering Team, and the Multi-Agency Radio Communications System.

Digital Government coordinates strategies across state agencies to create effective and consistent online service offerings and development of enterprise strategies for delivery of online services to the public. Digital Government oversees Shared Hosting services as well as the Ohio Portal, which enables constituent access to state information and services via the Web, including Ohio.gov and the Ohio Business Gateway, a multi-agency reporting and payment application for businesses.

The Ohio Administrative Knowledge System (OAKS) Service Assurance Office oversees OAKS, the state’s enterprise resource planning system integrating central government business functions, including human resources, procurement, budgeting, accounting and asset management.

The Office of Information Security & Privacy focuses on the identification, mitigation, and reduction of IT security and privacy risks throughout state government. This group works to protect state information and information systems from unauthorized access, use, disclosure, modification or destruction. The Administration and the General Assembly have made IT security and privacy a priority given the increasing capability and sophistication of potential cyber attackers.

148

DAS Information Technology Services (ITS) supports the effective use of information technology throughout DAS internal operations. ITS provides application system development, desktop support, LAN (local area network) management and maintenance of the DAS Web pages.

The OIT Business Office supports the internal business and fiscal operations of OIT procurement, budget, inventory, rates & reporting and billing & revenue.

Key Accomplishments

OIT: Reducing Information Technology Costs DAS has achieved more than $85 million in direct IT cost reductions statewide through a combination of implementing statewide IT standards, leveraging the state’s buying power through negotiating enterprise IT agreements, implementing IT spending and budget controls, negotiating better pricing on high-quantity IT transactions, working with agencies to identify and leverage existing IT capabilities rather than build from scratch, and receiving grant and other alternative funding. A DAS roadmap for reducing IT costs statewide includes more cost reduction objectives for development including consolidation of state IT investment around core purchasing and services, policy establishment, project controls, improvements in energy efficiency, and additional budget and spending controls and standardization.

OIT: IT Modernization: IT Modernization is an enterprise effort focused on infrastructure consolidation through server virtualization and tape and storage optimization solutions. OIT initiated a server virtualization pilot for DAS in the spring of 2009 to reduce 100 servers and related operating software and maintenance to 6 servers. This was accomplished in June and paved the way for the State Architect's Office of Energy Services to approve the use of Energy Conservation Funds to build out the installation of a virtual server environment complete with hardware, software and professional services at the State of Ohio Computer Center. The new technology and environment will allow the state to replace a total of 283 existing servers with 23 new servers. Electrical savings from hardware and associated cooling is projected to be $250K over five years. Additional savings in hardware, provisioning and administration is estimated to be $4.475M over a three-year period. To date at the enterprise level 28% of servers in state government are virtualized at a cost avoidance of $10.4M. There are approximately 3,600 physical servers remaining with a potential cost avoidance of $16.4M if just 60% virtualized.

Broadband Ohio: Broadband Ohio: Executive Order 2007-24S established the Broadband Ohio initiative, which includes the Ohio Broadband Council, Broadband Ohio Network and Connect Ohio. Although funding allowed some capital investment in the network to occur the Broadband Ohio Network as originally envisioned has not been implemented for state agencies. The BON continues to provide enhanced network support to higher education and K-12. The business case would need to be revisited to pursue a consolidated state agency network in the future.

Connect Ohio was established in December 2007 as a public-private partnership to produce market-driven solutions for the expanded access and use of Broadband. Connect Ohio produced the first broadband availability map in June 2008 which has been updated on a quarterly basis, produces market research on residential and business use and adoption of broadband, established eCommunity Teams in all Ohio counties to develop county technology assessments and draft implementation plans, and distributed computers to at risk populations.

149 Today Broadband availability in Ohio stands at 99.7% when cellular-enabled service is included. Coverage through non-cellular means (cable, wireless, DSL, fiber) is 97.9%. These numbers compare to 92% of households in mid-2008. This information became truly important during the recent competition for federal stimulus dollars targeted toward expanding broadband networks across the country. In all, Ohio entities have won $200M in stimulus dollars for projects to expand broadband access in many parts of the state.

DAS was awarded a grant through the State Broadband Data and Development Program which will be used to continue and expand the CO program to provide more technical and project management resources to local entities. It will also be used to ensure compliance with federal data submission requirements for use in the national broadband map as well as to expand address level data collection efforts for OIT’s Location Based Response System (LBRS).

OIT: Ohio Geographically Referenced Information Program (OGRIP): The Ohio Geographically Referenced Information Program (OGRIP) serves as the authorized coordinating body for Geographic Information Systems (GIS) activity in the State. It was created in response to the critical need for coordination in the development of digital geographic or spatial data. In 2009, OGRIP’s duties were expanded to include the identification and inventory of state-owned real property assets in Ohio. Working with the County Auditors, DNR and DOT, OGRIP identified 35,253 parcel records belonging to 38 different state agencies. OGRIP is currently tracking each state owned parcel back to its respective agency and requesting additional information on its current and planned use. Additionally, several major OGRIP initiatives (i.e., Location Bases Response System and Ohio Statewide Imagery Program) provide a common framework to support disaster preparedness, emergency response and critical infrastructure management. OGRIP’s coordination role in these efforts has resulted in significant cost savings and cost avoidance between federal, state and local government efforts.

OIT: Enterprise Standards-driven strategic sourcing: OIT’s IT Enterprise Architecture team collaborated with state agencies to develop standards to drive sourcing in the areas of PCs, servers, storage, networks, and Microsoft licenses. For example, they worked with manufacturers, agencies and resellers to standardize personal computers, lower costs, and obtain even greater quantity discounts netting nearly $3M in savings statewide.

OIT: Creation of Office of State CISO & State CPO: The positions of the State Chief Information Security Officer and State Chief Privacy Officer are codified in ORC 125.18. The Office of Information Security and Privacy is directed by the CISO and CPO. IS&P works to protect state information and information systems from unauthorized access, use, disclosure, modification or destruction. IS&P is responsible for the publication of security related policies, standards, bulletins and procedures regarding topics such as data encryption, privacy impact statements, and incident response as required in ORC 125.18, 1347.15, 1347.99 and 5703.211. ISP has promulgated the first state standard for security controls based on the NIST framework.

OIT: IT Classification Plan Revision: The DAS Human Resources Division and OIT worked collaboratively with state agencies to develop and implement the first major reclassification of the state’s IT workforce in more than three decades. This activity affected 95 percent of the state’s IT workforce, approximately 1,500 employees. The reclassification project included a review and revision of the state’s current IT classification specifications to accurately describe the work being done in a broader manner in order to provide flexibility in the workforce. We now have 18 classification titles reduced from

150 approximately 70. Ultimately this effort will assist with recruitment and retention of IT staff critical to supporting the operation of state government.

OIT: Learn IT Ohio: Learn IT Ohio is a subscription service with SkillSoft® for online IT, Business and Office courseware and reference book collections. A multi-agency labor/management evaluation team selected the vendor in May 2010. The current subscription is for 2,700 user licenses and includes hosting services; technical, marketing and educational support; access to an online training and collaboration environment for 25 users; and a customizable portal that supports inter-agency communications between IT personnel statewide. Initiated in June 2010, the current service is pre-paid and will expire July 1, 2011. The initial cost of $211,000 averages to $78 per state IT employee per year for 24/7 access to approximately 3,000 courses; 15,000 books and publications; and 8,000 job aids. At the end of the first four months (and with no formal enterprise roll out), 2310 training hours have been logged among 633 users. They have accessed 809 courses, some multiple times, for a total of over 2100 course accesses. 563 courses were completed in full. This represents approximately $7 of value for every $1 invested by OIT.

OIT: MARCS Task Force Recommendations: The MARCS Task Force, created by the Ohio General Assembly in July, 2009, was charged to: “…explore and issue recommendations on the organizational structure and operational and capital funding options for the long-term sustainability and more ubiquitous utilization of the MARCS system.” The State CIO served as chair of the Task Force.

The Task Force report issued in April 2010 included the following recommendations: • MARCS should remain within DAS, and the program manager of MARCS, appointed by the director of DAS, should continue to report to the State CIO through the Chief Operating Officer of the Infrastructure Services Division of the Office of Information Technology. • The MARCS Steering Committee should be expanded to better represent users. • The MARCS Steering Committee should be codified within the Ohio Revised Code as a permanent organization of DAS rather than remaining in temporary law. This will give local users increased confidence in the continued support of the program. • MARCS should seek opportunities to maximize the benefits of the tower infrastructure. • MARCS should eliminate user fees. • MARCS should establish a back-up system. • MARCS should fully partner with large cities and counties to establish a statewide system of systems to maximize interoperability and minimize duplicative systems and their subsequent cost. • A funding source should be established that is stable and that addresses both the capital needs and the operational needs of the system. • Funding should be collected from those who benefit most from the system: the residents of Ohio. Possible funding options were identified, including user fees, phone fees on wired and wireless service, motor vehicle fuel taxes, federal grants, BMV fines and fees, and a “sin tax.” • The upgrade to FCC narrowband requirements and P25 standards should be funded through a revenue bond.

151 city to college to county to state. The Task Force does not believe that this could or should happen overnight. As local systems need to be upgraded, MARCS would offer a cheaper and more efficient alternative, rather than taxpayer dollars being spent to upgrade every jurisdiction’s system individually. By moving towards a truly interoperable system, Ohio would see not only a cost savings, but also increased coordination in emergencies that require response from multiple agencies.

OIT: OAKS Stabilization & Optimization: DAS is responsible for supporting the state’s enterprise resource planning system, OAKS, which is the platform for statewide financials, human resources, payroll, procurement, budget development, asset management, business intelligence and learning management. Just over two years ago, direct support for OAKS transitioned to a managed services provider, a relationship that has improved the stability of OAKS and facilitated expanded system use. A reworking of the original OAKS data warehouse and business intelligence tool is currently being rolled out to state agencies, and early feedback is indicating a very successful effort. In FY 11, DAS and OBM implemented a new combined OAKS enterprise rate, customized for each agency relative to the size of its operating budget, to fund support for OAKS.

OIT: OBG Enhancements & Expansion: The Ohio Business Gateway has grown considerably across a number of metrics since its inception in 2002. The number of businesses using the Gateway’s electronic filing services now exceeds 200,000. While the Gateway originally had 4 services available from 3 state agencies, the current menu includes 14 services, more than 50 transactions, and partnerships with 8 state agencies and hundreds of municipalities. Recent major new services include: Ohio Deferred Compensation – 2007 – services for 457 plan contribution payments OhioMeansJobs (JFS) – 2008/09 – registration services and user access to resume services provided by Monster.com MBE/EDGE (DAS) – 2009 – various registration and reporting transactions Ohio Sales Tax (TAX) – 2009 – new options for streamlined data input to help support the agency’s mandate for electronic filing of sales tax returns Business Enterprise Program (RSC’s Bureau of Services for the Visually Impaired) – 2010 – monthly operator reporting Regulatory Reform – 2009/10 - sign-ups for e-notification and e-comment services

Additionally, in 2009 the Gateway completed a significant upgrade of the core application and technologies which had been significantly strained as a result of the growth in services and transaction volume. This upgrade also included key enhancements requested by the business community to help make the Gateway easier to use, such as: Streamlining site navigation and the checkout process Adding facilities to permit businesses to manage their users’ access to services Introducing a service provider sign-on feature enabling companies to authorize service providers, CPAs, and representatives to use OBG on their behalf (and reducing the number of user accounts needed by service providers)

OIT: Transparency Portal: Transparency.Ohio.gov launched with State employee data and grants information and tied in ongoing efforts to make available information regarding real estate, procurement, budget, and administration of Recovery Act (ARRA) funds. Since going live, Transparency.Ohio.gov has incorporated the business rule-making process and economic development tax incentives. As an aggregator of open government initiatives and data, Transparency will continue to expand

152 and incorporate new content as it becomes available in order to fulfill its mission as a one-stop shop for open government in Ohio.

OIT: ISD Rated Service Review: During FY10 the OIT business office and ISD staff reviewed and analyzed 64 individual rates that generate approximately $59M. The standard approach for rate setting uses 25% of reserve in each year and maintains 60-days of operating cash. Rates were analyzed for exceptional market conditions, i.e., services discontinued, high rate balances. Strategic review and realignment of structure and services portfolio reduced the impact of overhead flow. Indirect costs were reduced by directly indentifying staff costs of program services and realigning network services cost with new services. Twelve new rates were established for services including Virtual Server Services, Tier III Disk Services, Virtual Connection, Ohio.gov Backbone Connection, Connection Management and Client VPN. OIT plans to review and issue approved rates on an annual basis to ensure consistency and alignment with market costs.

OIT: Customer Service Center Deployment The Tier 1 Customer Service Center (CSC) provides OIT customers with a consolidated point of contact to coordinate all questions, incidents, problems and issues regarding ISD provided services. The CSC was established this year and is intended to improve customer service and reduce the costs of providing separate help desks and customer service desks within ISD.OIT: Agency IT Communication & Collaboration: OIT employs a collaborative approach in leading enterprise IT efforts. Through these efforts there has been significant improvement in inter-agency IT communication, cooperation and enterprise IT problem solving. At the center of this collaborative approach is the Multi-Agency CIO Advisory Council (MAC) consisting of the lead IT administrator for each cabinet agency and elected office. By leading collaborative efforts with state agencies via the MAC, OIT has made significant progress to generate efficiencies through enterprise information technology standards and other cost-saving strategies for business intelligence and reporting, server and storage virtualization, and e-mail consolidation. OIT also worked with agency business units to implement a common platform for OAKS business intelligence and reporting functions by agencies. The Office of Information Technology will continue this approach and focus on implementation of these recommendations and additional enterprise IT standards to generate additional efficiencies in the next biennium.

OIT: Improved Security Posture within OAKS: Over the past year several security related initiatives have been undertaken in relation to the OAKS system. • Backup tapes are being managed better including reducing the number of tapes being created, retaining them for shorter periods of time and encrypting them through hardware encryption. This was accomplished through the use of replication technology and specific efforts by both the State and our managed service provider. • A disaster recovery plan was created and tested which allows us to recover the environment much quicker with a significantly lower recovery point for data. • Security controls are being aligned with the requirements of the NIST 800-53 framework which is planned for adoption as the state standard for security architecture. • Improved vulnerability and patch management programs were implemented within the system as well. All environments are being scanned on at least a monthly basis with remediation plans resulting for vulnerabilities that are discovered. • Consistently improved SAS-70 audit timelines and findings. The most recent audit fieldwork lasted just slightly longer than 5 months and resulted in only two unmet objectives and a reduction in overall comments. This is an improvement in both findings

153 and the time it takes to audit the system which translates to lower cost and shows continuous improvements in our controls.

OIT: Mainframe Disaster Recovery Services: In FY2010 the Office of Information Security and Privacy negotiated a contract with IBM for disaster recovery services. This negotiation resulted in a significant savings to state agencies that utilize our mainframe disaster recovery services and also allowed us to expand and improve our services to those customers. This effort alone saved the state over $400,000 reducing costs by 60%.

OIT: New Mainframe Processor: Recognizing the increased usage of our mainframe, combined with an older mainframe processor with no upgrade options remaining, Enterprise Mainframe Computing Services staff planned and coordinated the installation of the first single footprint mainframe system in over 25 years within OIT. This system is expandable to 15,000 MIPS and has redundant features that eliminate the need for multiple mainframe systems. In addition, this system processes information more efficiently as all resources can be shared within a single box, versus segmented in previous systems. This installation/upgrade was a significant achievement for our technical staff and was accomplished in less than 18 hours of systems downtime, with minimal customer impact.

OIT: Mainframe Tape Elimination: The most significant accomplishment and one that will resonate for years to come was staff recommendation to replace our Aging STK Tape Silo infrastructure with a “Tape-on-Disk” technology from EMC. This effort has replaced nearly 160,000 cartridge tape files with “virtual tape technology”, that appears to the customer as a “tape mount” when processing applications. OIT has progressed from sending 3,000 cartridge tapes to the offsite storage facility for disaster recovery to sending 5 high density encrypted tapes. We no longer have racks of tapes filled with customer data, nor do we have issues associated with cartridge tapes, (misplaced, damaged, unreadable, and long running). With no “seek time delays”, the sequential tape read/writes experience, we have improved batch run time efficiencies for our customers by more than 20% due to a mount response delay reduction of 96%.

OIT: Aggregated Agency Network Connectivity: Unified Network Services introduced aggregated network connectivity to multi-tenant state buildings. By sharing network resources among tenants residing in the same building we reduced telecommunications costs for all by 35%.

OIT: Expanded Access to Broadband Availability (Metro-Ethernet): Unified Network Services expanded availability of metro Ethernet services by establishing contracts available to Ohio state government and political subdivisions. UNS also upgraded the Ohio Public Library Information Network (OPLIN) to improve Internet services to the citizens of Ohio in all 88 counties.

OIT: Mainframe Software Migrations: Enterprise Mainframe Computing Services staff migrated multiple mainframe software tools from more costly Independent Software Vendors (ISV’s) to IBM Enterprise Software tools. This process has been ongoing for over 12 months with various software tools consuming significant technical resources, to install, test, train, migrate and convert multiple tools for use within OIT and customers.

154 OIT: Location Based Response System: 62 counties are completed and 70 are participating in this program sponsored by ODOT and facilitated by OGRIP to develop a highly accurate intelligent road centerline and database depicting Ohio’s road network and address locations. LBRS is an Ohio asset that meets multiple needs at all levels of government.

155 Key Initiatives – Underway

OIT: IT Modernization: IT Modernization is an enterprise effort focused on infrastructure consolidation through server virtualization and tape and storage optimization solutions. Server and storage virtualization are critical to OIT’s IT Modernization initiatives. This technology is key for example, to the expanded role of the State of Ohio Computer Center. To expand virtualization efforts, DAS has included an extended program budget request to fund the expansion of the virtualized infrastructure implemented in FY 10-11 to support state boards and commissions as well as an additional eight cabinet agencies. These efforts include implementation of server virtualization within the Unix environment and the storage arena, expansion of the existing Windows server virtualization environment and review of the feasibility of introducing virtualization within the mainframe environment.

OIT: SOCC Remediation: The effective utilization of the State of Ohio Computer Center (SOCC) is central to the state’s ability to implement IT modernization strategies and generate IT cost efficiencies. The SOCC represents a capital investment of more than $60 million and houses some of the most critical IT equipment in the state, valued at more than $300 million. The existing configuration and design of this facility is not sufficient to support the current IT needs of state government, and additional investment in the SOCC – with a cost estimated at $12.6 million in FY 12 and $3.4 million in FY 13 – will be necessary to overcome problems with space configuration, power and cooling.

Without this central capital investment, the SOCC will continue to be underutilized, resulting in significant additional technology and facility costs to the state as well as increased risk to the state for IT assets that are maintained in facilities with lower security standards and support capabilities.

In addition to reducing ongoing IT costs for state government, additional investment in the SOCC also may provide the state with an opportunity to leverage the SOCC outside of state government. Such an opportunity may help reduce costs in other political subdivisions, generate a revenue stream for the state, or both.

OIT: Mainframe Disaster Recovery Replication: Using recently purchased tapeless products, Enterprise Mainframe Computing Services is initiating a new process and procedure for restoration of system and customer data for disaster recovery testing. Once completed, this process will allow customers access to all of their data within 2 to 3 hours versus current 8 plus hours. The benefit to customers will be longer test times, access to all data, not just what was sent via cartridge tape and quicker batch time processing due to no physical tape inputs. Enterprise Mainframe Computing Services plans to have this process testing by March 2011.

OIT: TUAM Installation: Enterprise Mainframe Computing Services is working on installing new systems data collectors for purposes of customer detailed usage to be used for billing services. This software will provide a more detailed and customer friendly view of processing activity, so that customer agencies can plan for and manage costs associated with OIT service based processing. We anticipate this system to be available in February or March 2011.

OIT: Email modernization/consolidation: OIT will consolidate various e-mail systems used by state agencies and replace these with a single e-mail utility to reduce costs and improve communication for the entire enterprise. The overwhelming majority of e-mail systems within the state are individually managed by a single state agency. These stand-alone systems have created duplicative infrastructures for e-mail hardware, software and support staff. OIT is

156 working to consolidate these various systems into a single secure and reliable e-mail utility. The architected solution will support email operations for approximately 60,000 government users across the state, including provisions for approximately 36,000 on-premise users and for approximately 24,000 off-premise or “deskless” users who spend most of their time away from a computer or do not use a dedicated computing station. Features will include filters for spam and pornography, reliable virus protection, archiving, retention standards, and unified messaging and calendaring services, all at the enterprise level. The current industry average cost for internally hosted mailboxes is $16 per user, per month; OIT will provide service for $4.50 per user, per month.

OIT: OIT Billing/Reporting System: This project is to replace the current process with a modern billing system, providing electronic billing detail, resource utilization tracking, and integration with the OAKS ERP system. The current billing system is 20 years old. It is a COBOL mainframe based system that is missing some of the integration it had with the accounting system prior to OAKS. Failure to update or replace the existing systems, could mean a loss in revenue related to cost recovery, the inability to justify rate structures, and the inability to proactively audit usage. The requirement analysis has been completed: vendor selection and system acquisition are currently in the final stage. The proposed solution will integrate with existing applications significantly reducing the cost of software and implementation services.

OIT: Virtual Desktop Initiative (VDI): In an effort to improve the efficiency and value provided to DAS operating divisions with regard to desktop computing, DAS ITS is implementing a virtual desktop initiative. VDI will streamline support and management of DAS desktop computing as well as extend the life of desktop assets by moving the emphasis for computing power from desktop to data center where it can be better managed and more secure with substantially less downtime.

OIT: Enterprise Threat and Vulnerability Management Program: To effectively deploy controls and ultimately reduce risk you have to understand both the potential threats to systems and vulnerabilities that may be present. The Office of Information Security and Privacy is developing a network and application vulnerability management program that can be utilized by state agencies either as a service provided by us or tools that can be used by agency personnel. The program is being developed out of work that had already begun in ISD and has included the procurement of tools with a focus on scalability to meet agency needs.

OIT: Ohio Business Gateway: The Ohio Business Gateway has 3 initiatives underway in FY11. They include: • Central Demographic Update – providing businesses a means of centrally initiating notification to state agencies when basic demographic information changes, such as addresses. • Bulk Filing – providing additional data transfer/transaction submission options to business service providers who file multiple returns on behalf of clients. • Unified Sign-on – leveraging users’ Gateway username/password credentials to gain access to additional electronic services and ultimately helping reduce the number of credentials that users must maintain.

OIT: eLicensing: DAS ITS is responsible for supporting the online licensing system used by 24 professional licensing boards to issue and renew certifications and licensure for the professions they regulate. Due to problems with system response times and service outages, ITS has

157 worked with the boards to assess the existing system and to develop a strategy for the long- term success of the licensing application and the services it provides.

OIT: OAKS enhancements: Support for OAKS continues as a major priority for OIT in the coming biennium and is a cornerstone of our focus on enterprise-wide solutions for state government. Leveraging the improved OAKS operating capacity, OIT is working with the business owners of the OAKS modules – primarily divisions within OBM and DAS – to expand and improve the system. • Business Intelligence – Providing best practice-based framework for intelligent reporting, trend analysis and proactive decision making. • Strategic Sourcing – Increase purchasing power by providing a consistent and transparent procurement. • OAKS Service Delivery Framework – Recalibrating processes associated with the entire OAKS Support Organization processes to operate in a managed services environment. • Upgrade Planning – Planning for Finance, HCM, EPM, and Budget & Planning upgrades in an effort to leverage new software functionality and keep the OAKS technology current. • Non-Production Hardware Refresh – Refreshing technology for all OAKS non-production environments. • Enterprise Learning Management Expansion – Providing agencies with the capability to transition remaining Agency Learning Management systems or functions wherever possible to OAKS Enterprise Learning Management. • MyOhio Enterprise Portal – Implement the PeopleSoft Enterprise portal solution providing single sign-on to the OAKS user community. Provide an enhanced channel for communication to State employees.

158 Key Initiatives – Under Development

OIT: Storage consolidation: State agencies have a wide variety of storage devices in place today; OIT is similar in its diversity. Additionally, we manage storage by the service the storage is dedicated to so resources are sprinkled across platforms. OIT is formalizing a storage strategy that will define our direction for storage purchases and a more holistic management approach to storage. A dedicated storage team would be positioned to address issues across all of our platforms and services. This would also allow OIT to provide and manage storage on demand, and eventually, allow authorized customers the ability to provision storage on demand and provide Storage as a Service.

OIT: 2nd Site/Alternative Hosting Site: The FY12/13 budget guidance requires agencies to have plans underway for disaster recovery before the end of FY13. OIT is actively working to have a location identified in early FY12. To that end OIT recently released a Request for Information (RFI) regarding a 2nd Site data center for disaster recovery and business continuity purposes. There were three major requirements: 1) had to be 80-100 miles from the SOCC; 2) had to be on a separate power grid from Central Ohio; and 3) had to be in Ohio. We received 16 responses which are under review. The 2nd site is server focused, not mainframe with the current concept to build out shared infrastructure that agencies can use as their DR and Business Continuity site if the primary data center is lost. This supports consolidation of infrastructure environments (server, storage, network) and would provide remote service capabilities for data snapshots, replication and deduplication.

OIT: Virtual Hot Site: . OIT has been working with Dept of Commerce over the past year to develop a Virtual Hot Site. Commerce has available space in their data center at Tussing Road. This is a true data center – raised floor, UPS, battery back up, generator power, etc. The concept was to have hot site for our virtual environment where we could work on snapshot and replication of data and environment as well as increase/augment the capacity of our existing virtual environments. It also provides redundancy to the Exchange 2010 environment so that if we were to lose aspects of the SOCC, we could still maintain e-mail to support critical communication. The virtual hot

159 site allows us to prepare for accomplishing these back up and redundancy efforts at a 2nd site in the future.

OAKS adoption/optimization: Through the IT budget planning process OIT is working with agencies to reduce or eliminate the duplicative spend within agencies by leveraging OAKS. By leveraging OAKS it will reduce the complexity and diversity of the State's systems' architecture in order to cut the overall IT spend.

OIT Reorganization/Business Transformation: OIT’s ability to drive enterprise IT infrastructure consolidation and provide best-value IT service delivery requires a restructure of the organization using a plan, build, run model to gain efficiencies and optimize resources. OIT has added functions and responsibilities such as OAKS (enterprise resource planning system), Information Security and Privacy (IS&P) and internal DAS IT support functions but the organizational structure has remained static. OIT is also building out enterprise core services such as email, server virtualization, desktop virtualization, storage virtualization and disaster recovery services that also will require optimization of our current resources.

OIT: Enterprise Information Security Program: Historically the state’s response to information security has been decentralized with responsibility resting with the individual agencies to address their individual risks. As a result agencies are in some cases duplicating efforts and in the worst case not addressing risks adequately because of funding. This approach is not effective, efficient or in alignment with the overall infrastructure strategic direction. The IS&P is developing a model for information security that will provide a more centralized information security structure that will allow the state to move forward and improve our information security posture through sharing of limited resources including people, processes and technology.

OIT: Implementation of Video Lottery Terminals: Governor’s Directive 2009-17S directs the implementation of video lottery terminals with the Ohio Lottery Commission. OIT is currently working with Lottery on an RFP for this major implementation.

Major Issues, Risks and Concerns

In addition to reducing ongoing IT costs for state government, additional investment in the SOCC also may provide the state with an opportunity to leverage the SOCC outside of state

160 government. Such an opportunity may help reduce costs in other political subdivisions, generate a revenue stream for the state, or both..

OIT: 2nd Site/Alternative Hosting Site: MARCS Upgrade: OIT is responsible for managing the state’s Multi-Agency Radio Communication System, MARCS, which provides statewide mobile voice and data communications to vital public safety and service providers at all levels of government. MARCS provides users with more than 97.5 percent digital voice coverage statewide, providing interoperability to law enforcement, fire, health, emergency management and emergency medical services in places where it may not be otherwise feasible. Ohio’s investment in this critical communications infrastructure continues to promote interoperability in day-to-day communications as well as during catastrophic events.

In the next biennium, MARCS will be affected by an upgrade currently in process, by integration with local government systems, and by ongoing maintenance for tower sites. As the MARCS platform upgrade rolls out and additional users join the system, OIT is making every effort to establish partnerships with local entities where possible to reduce costs for all parties. This will be accomplished by sharing the purchasing, towers and infrastructure as well as lease, management and maintenance responsibilities.

OIT: IGD Funding in Relation to Cost of Current Scope of Services is Unsustainable: Costs of the state’s principal means of managing its statewide IT investment through governance and management practices are recovered through an assessment against state payroll and an assessment against state IT purchase requests. The scope of these statewide services includes policy and standards development, enterprise technical architecture, budget and spending controls, planning and project management, enterprise contract development and administration, and extensive programs for cost reductions and consolidation of buying power and services. A recent readiness assessment of the organization reveals every program but one is understaffed and underfunded relative to meeting demand for services, and the backlog grows. A Business Office analysis reveals that at current levels, the division could be upside down as soon as the beginning of the next fiscal year. Measures have been taken to reduce costs and avoid incurring ongoing cost obligations. Even though this program has been responsible for booking $85 million in cost reductions so far, scope of services will need to be cut, some services may need to be direct cost recovered, or other alternatives will need to be quickly determined in order to keep the program solvent.

OIT: MARCS Program Reporting Structure: There has been past discussion about moving the MARCS program to the Department of Public Safety (DPS). Although DPS is a significant customer of the system; it is not the only customer. MARCS should remain within DAS – the central service provider in order to ensure a neutral approach to customer service. The current structure is not only conducive to a neutral approach to customer service but it assures that the state assets that support MARCS can be leveraged beyond public safety use. DPS and other agency customers have a voice in the system through the Steering Committee.

OIT: Large IT Investments Requiring Dedicated Management Resources and Remediation: DAS holds the contracts for most IT investments. IGD has been called upon to intervene on behalf of three large IT investment projects to right state and vendor performance issues, and regain some control over budget and schedule management lapses. The state’s Medicaid management system replacement (MITS), taxation management system replacement (STARS), and racetrack video lottery terminal implementation (VLTs) have required intense intervention by DAS. Each of these projects should be reviewed on the merits of their policy,

161 business case, progress, total cost, alternatives, management competence, and benefit potential before committing additional state resources to funding their continuation.

OIT: Financial Records for COPs Expenditures: Funding: Ohio Administrative Knowledge System: The State of Ohio is continuing development of an Enterprise Resource Planning system (ERP) that is commonly known as the Ohio Administrative Knowledge System (OAKS). Certificates of Participation (COPS) provided the initial financing for the OAKS Project and they have continued to be used for additional projects related to Post Release 6 Project work. DAS has deposited the COPs proceeds into a trustee account held by the Bank of New York. This account is maintained outside of the OAKS General Ledger and is not under the direct custody of the Treasurer of State. DAS will make lease rental payments in amounts equal to the debt service on the COPs.

The immediate concern is in maintaining proper controls to assure accurate and relevant financial records as they are related to COPs expenditures. The State has attempted to keep in compliance with our current purchasing practices, but the majority of the work is being managed offline by a singular point of contact within the DAS/OIT Business Office.

OIT: MARCS Upgrade: OIT is responsible for managing the state’s Multi-Agency Radio Communication System, MARCS, which provides statewide mobile voice and data communications to vital public safety and service providers at all levels of government. MARCS provides users with more than 97.5 percent digital voice coverage statewide, providing interoperability to law enforcement, fire, health, emergency management and emergency medical services in places where it may not be otherwise feasible. Ohio’s investment in this critical communications infrastructure continues to promote interoperability in day-to-day communications as well as during catastrophic events. MARCS must upgrade to the IP-based platform within the next 2 to 4 years due to the existing infrastructure reaching end of service life. As the MARCS platform upgrade rolls out and additional users join the system, OIT is making every effort to establish partnerships with local entities where possible to reduce costs for all parties. This will be accomplished by sharing the purchasing, towers and infrastructure as well as lease, management and maintenance responsibilities. By aggressively rolling out the MARCS IP platform significant dollars can be saved by reducing the number of public safety radio systems in Ohio from 1,338 to a dozen or fewer.

162 Office of Information Technology (OIT)

Investment and Governance Division (IGD) 30 E. Broad Street, 39th Floor, Columbus Ohio Office Phone: 614.644.9352 Website: http://das.ohio.gov/Divisions/InformationTechnology/ITInvestmentPlanningServices/tabid/115/Default.aspx

Operational Overview: IT Governance is the structuring and management of information systems, people and technology to efficiently and effectively support the achievement of the enterprise goals. IGD provides the state IT leadership and governance structure through the establishment of statewide IT policies and standards, through IT strategic planning and project management best practices and through IT procurement and contract oversight. IGD provides IT investment activities by providing agency IT plan review and budget analysis in conjunction with the Office of Budget Management during the biennium budget cycle. In general terms, the Investment and Governance Division is charged with assisting agencies in an enterprise approach to information technology and to maximize the value of the state’s information technology spend.

Customers: State agencies, boards and commissions

Product & Service Offerings:

Contract Management: Negotiates and manages enterprise Information Technology contracts for hardware, software and services, not including telecommunications contracts which are negotiated and administered through the Infrastructure Services Division, which state agencies as well as local governments can use. Manage IT contracts at an enterprise level. • Provide information that enables more effective vendor negotiations • Develop a variety of IT contract templates/boilerplates using the technology industry’s best practices and terms and conditions favorable to the state. • Improve efficiency and effectiveness of the contract management processes, including expiration, renewal, and compliance audit • Provide ready access to available technology contracts

IT Investment Planning: Administers Ohio’s IT strategic investment planning program that requires state agencies to establish and maintain a biennial IT investment plan. The benefit to these agencies and the citizens of Ohio is undeniable. Over time, the IT investment planning program has evolved into an integrated planning environment that:

Provides oversight, instruction and guidance to state agencies in the development of their biennial IT plan; Supports the optimization of IT investments and IT assets through agency collaborations, leveraging technology solutions, and identifying opportunities for enhanced business process and consolidation and unification of technology solutions; Oversees the development and evaluation of bid documents and proposals for the procurement of information technology systems and services; and Provides evaluation and analysis support to agencies in the execution of IT procurements facilitated through the State of Ohio Release and Permit application.

163 The statewide IT strategic investment planning program area serves as a gateway for the involvement and collaboration of both business executives and IT executives in the investment planning process and promotes the alignment of planned biennial IT expenditures to IT budget requests

Enterprise IT Architecture & Policy: • State IT rules, policies and standards research, development, & administration • OIT enterprise procedures process administration & publication • Federal & state IT-related legislation analysis & recommendations • Research & preparation of state responses to national IT surveys • Ad-hoc executive policy research & recommendations • Ad-hoc technology related guidance memo, executive order, legislation, testimony • Registry of agency IT use policies

Project Success Center: The Project Success Center (PSC) is the state of Ohio IT project management office. The primary objective of the Project Success Center is to increase IT project management maturity across the state, and the PSC is responsible for the following: • Managing the state of Ohio IT project methodology (the Project Management Community of Practice or PMCOP). • Managing large enterprise IT projects for OIT. The Project Partnering program is an effort to improve the success rate of large IT projects by assisting agency and vendor project management with IT governance related activities.

Research and Advisory Services: OIT subscribes to IT Research and Advisory Services available to all state IT personnel. Subscriptions are established with Skillsoft (Learn IT Ohio), Norex, Gartner and Tech Columbus. The only program with projected funding for FY 2012-13 is that for the Gartner contract as it exists today. Negotiations for that contract would need to successfully align with the budgeted amount. There is no current allocation for SkillSoft, NOREX or TechColumbus. • NOREX annual membership at $68,430 is paid through May 31, 2011. NOREX is a growing collaborative network of diverse IT shops throughout North America. NOREX members leverage and exchange proven solutions, documentation and project insight from each other in a secure, confidential, non-vendor environment. This membership primarily supports tactical implementation of IT initiatives. Included in the membership is a one-day regional conference and a one-day specialized conference for State of Ohio IT professionals, planned for May 4 and 5, 2011 in Columbus, Ohio.

• Gartner research is considered to be the most extensive, non-vendor biased and accurate available over the broadest range of IT subject matter. They have 650 expert analysts, averaging 12 years of experience in their specific fields, who cover nearly 1100 topics across the IT landscape. Gartner is a strategic advisor to government and corporate IT leadership worldwide. The services they offer are not available from any other vendor. Ohio currently maintains 80 user seat licenses with fairly unlimited access to all Gartner research and the ability to call an analyst and request specific advice on any IT topic. Additionally, monthly analyst presentations are open to all IT personnel who wish to attend in Columbus and a large library of webinars are available to all. The current cost for this contract is $1.2 million per year, billed quarterly.

• TechColumbus is the catalyst for technology-driven economic growth in Central Ohio. Their goal is to accelerate innovation, business growth, job creation, and prosperity in

164 the 15-county region of Central Ohio. They work to create new companies, strengthen existing businesses, open doors to technology resources, and support the attraction and retention of technology-based businesses and talented people. The State’s membership at an annual cost of $25,000 gives all Ohio IT personnel access to their resources and member events. Some events require additional payment, but fees are discounted to member rates.

• Skillsoft (Learn IT Ohio) is a subscription service for online IT, Business and Office courseware and reference book collections. A multi-agency labor/management evaluation team selected the vendor in May 2010. The current subscription is for 2700 user licenses and includes hosting services; technical, marketing and educational support; access to an online training and collaboration environment for 25 users; and a customizable portal that supports inter-agency communications between IT personnel statewide. Initiated in June 2010, the current service is pre-paid and will expire July 1, 2011. The initial cost of $211,000 averages to $78 per user per year for 24/7 access to approximately 3,000 courses; 15,000 books and publications; and 8,000 job aids. This is the only IT training resource available statewide.

State of Ohio IT Policy and Standards Section 125.18 of the Ohio Revised Code provides DAS the authority to lead, oversee and direct state agency activities related to information technology development and use, including specific authority to establish policies and standards related to state agencies’ acquisition and use of information technology by state agencies, including, but not limited to, hardware, software, technology services and security, with which state agencies shall comply.

State policies, standards, procedures, and bulletins promulgated under the authority of DAS are applicable to every organized body, office, or agency established by the laws of the state for the exercise of any function of state government, other than any state-supported institution of higher education, the office of the auditor of state, treasurer of state, secretary of state, or attorney general, the public employees retirement system, the Ohio police and fire pension fund, the state teachers retirement system, the school employees retirement system, the state highway patrol retirement system, the general assembly or any legislative agency, the courts or any judicial agency, the military department, the bureau of workers’ compensation, the industrial commission, the Ohio housing finance agency, the Ohio tuition trust authority, or the eTech Ohio commission.

Policies Policies are statements of specific management direction established by DAS as necessary to ensure that investment in and use of information technology by state agencies produces the best solutions for the state as a whole and its respective agencies. Such policies are written in a standardized format and contain an effective date after which the policy is operational and requires compliance. Policies do not have an expiration date. They are updated or rescinded as needed, and are maintained in an official register.

ITP-A.1 Authority to Establish Policy Regarding Information Technology ITP-A.26 Software Licensing ITP-B.1 Information Security Framework ITP-B.2 Boundary Security ITP-B.3 Password-PIN Security ITP-B.4 Malicious Code Security ITP-B.5 Remote Access Security

165 ITP-B.6 Internet Security ITP-B.7 Security Incident Response ITP-B.8 Security Education and Awareness ITP-B.9 Portable Computing Security ITP-B.10 Security Notifications ITP-B.11 Data Classification ITP-B.12 Intrusion Detection and Prevention ITP-D.4 Information Technology Investment Planning ITP-E.1 Disposal, Servicing and Transfer of IT Equipment ITP-E.7 Business Resumption Planning ITP-E.8 Use of Internet, E-mail, and Other IT Resources ITP-E.30 Electronic Records ITP-F.1 Registration of Internet Domain Names ITP-F.3 Web Site Accessibility ITP-F.4 Executive Branch Cabinet Agency Web Site Standardization ITP-F.35 Advertisements, Endorsements, and Sponsorships on State Web Sites ITP-H.2 Use of State Telephones ITP-H.6 Telecommunications Utility Services

Standards Standards are statements of specifically prescribed use and acquisition established by DAS as necessary to produce the best IT solutions for the state as a whole and its respective agencies. IT standards are written in a standardized format and contain an effective date for compliance. IT standards do not have an expiration date. They are updated or rescinded as needed and are maintained in an official register.

ITS-NET-01 802.11 Wireless Local Area Network Standard ITA-NET-01 802.11 Wireless Local Area Network Technical Architecture ITS-PLF-01 Enterprise Client Computer Hardware Standard ITS-PLF-03 Printer Total Cost of Ownership ITS-SEC-01 Data Encryption and Cryptography ITS-SYS-01 Bar Code Standards for Automated Inventory Systems

Bulletins Bulletins are established by DAS to communicate direction that may address problems or questions of a temporary, one-time, or quickly emerging nature; draw attention to regulations affecting a project of particular interest; clarify administrative rules, policies, standards or procedures; or require compliance in anticipation of a pending IT administrative rule, policy, standard or procedure. IT bulletins may or may not require compliance and are so noted.

ITB-2008.01 Encryption and Investigatory Needs ITB-2008.02 Privacy Impact Assessments ITB-2007.01 Electronic Communication and Public Records ITB-2007.02 Data Encryption and Securing Sensitive Data ITB-2006.01 Public Records Requests Concerning IT and Telecommunications Systems

166 Office of Information Technology (OIT)

Infrastructure Services Division (ISD) 1320 Arthur Adams Drive, Columbus, Ohio 30 E. Broad Street, 39th Floor, Columbus Ohio Division Phone: 614.466.1079 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Customers: State agencies, boards, and commission; local government, emergency first responders, public libraries, K-12, higher education

Operational Overview: The Infrastructure Services Division (ISD) operates the IT infrastructure, which includes hardware, software and telecommunications, for the state. .

ISD includes: • Enterprise Mainframe Computing Services • Enterprise Shared Services • Enterprise Open Systems • Unified Network Services • Ohio Geographically Referenced Information Program • Customer Service Center • Performance Engineering Team • MARCS, and • Business Support Services

167 Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Enterprise Mainframe Computing Services 1320 Arthur Adams Drive, Columbus, Ohio Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational Overview: is a 7day, 24 hour, 365 days a year Data processing support organization. Our staff of forty three (43) IT professionals consists of Systems Programmers, Operations Analysts, Computer Operators and Database Analysts. The staff supports an IT Infrastructure consisting of an IBM Z10 mainframe processor, currently at 3,710 MIPS, (Millions of Instructions per Second), and associated peripherals. We support online transaction processing for the following: • welfare benefits • child support • Mental Health Patient Care System • Unemployment check processing • Medicaid check processing Our transaction processing is in excess of 10 million transactions per day.

Service Offerings: • Database Services • Mainframe Systems Services • Mainframe Virtual Tape Services • Enterprise Disk Services • Mainframe Disaster Recovery Services • Mainframe Tape Services, (Storage)

168 Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Enterprise Shared Services 1320 Arthur Adams Drive, Columbus, Ohio Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational Overview: Focuses on efficient use of information technologies in support of enterprise and multi-agency initiatives by providing services that include electronic forms filing, secure data interchange and exchange, electronic payment engine, business intelligence and reporting, collaborative tools, GIS, and Ohio Geographically Referenced Information Program (OGRIP) services.

Service Offerings: • Ohio Business Gateway Electronic Filing • ePayment Engine • SharePoint Services • Enterprise Business Intelligence (BI) and Reporting • Shared Web Hosting Services • Electronic Data Interchange (EDI) • Secure Managed File Transfer • Application Integration Services • Ohio Geographically Referenced Information Program (OGRIP) • Geographic Information Systems (GIS) Support Center • Enterprise Geocoding Service • Location Based Response System (LBRS) • Ohio Statewide Imagery Program (OSIP) • GIServOhio • GIS Hosting Services

169

Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Unified Network Services 1320 Arthur Adams Drive, Columbus, Ohio Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational Overview: UNS provides the central computer network (ohio.gov) and voice services to state and local government.

We deliver: • Ohio government’s Internet Service • Ohio government’s core computer network (ohio.gov) • $60 million in telecom contracts • Agency network management at 500 remote sites • State of Ohio Enterprise Data Center Network • 24,000+ Centrex telephone lines • 12,000 voicemail boxes • Long distance telephone services

Service Offerings:

Ohio Wide Area Computer Network: • State Internet Service Provider (ISP) • Domain Name Management • Domain Name Services (DNS) • Security & Firewall Services, (i.e. Intrusion Detection, Secure Authentication, Malware, Spyware, Spam, Denial of Service (DOS), etc.) • Network Planning and Engineering • Operations and Support (24x7x365) • Aggregated Port Management • Client Virtual Private Network (VPN) • Agency Dedicated Network • IP Address Administration • Local Area Network (LAN) Connectivity • Point of Presence (POP) Space Facility Management at SOCC, SOT and the Ohio Justice Center • Remote Access Services • Secure Socket Layer (SSL) Management

Telecom Contracting: • Network and Telecommunications Contract Authority • Technology Service Requests (15,000+/year) • Network Contract Administration • Service Provider Management

170 OIT Enterprise Data Center Network: • Supporting Critical Applications Including OAKS • Statewide Automated Child Welfare Information System (SACWIS) • Employer Resource Information Center (ERIC) • Ohio Business Gateway (OBG) • Ohio Job Insurance (OJI) • Ohio Means Jobs (OMJ) formerly SCOTI (Sharing Career Opportunities and Training Information) • electronic Integrated Client Management System (eICMS) • Direct Data Entry (DDE) • Ohio Community Energy Assistance Network (OCEAN) • Network Redundancy • Disaster Recovery Services

Voice Telecommunications: • Centrex Support (24,000+ lines) • Voicemail (12,000+ boxes) • Long distance services • Automated Call Distribution (ACD) • Conferencing • Auto Attendant-Shared Port • Call Center Management

171 Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Multi-Agency Radio Communications System (MARCS) 1320 Arthur Adams Drive, Columbus, Ohio 30 E. Broad Street, 39th Floor Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational overview: Provides statewide voice and data communications for federal, state and local public safety first responders. The data communication service provides the back bone for our state-level law enforcement’s Computer Aided Dispatch suites and in-car mobile computer terminals for the State Highway Patrol, the Department of Natural Resources, and the Ohio Emergency Management Agency.

The statewide voice and data services are made possible through a central equipment suite located at the State of Ohio Computer Center and 210 voice and data communications towers statewide.

172 Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Enterprise Open Systems 1320 Arthur Adams Drive, Columbus, Ohio Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational overview: Enterprise Open Systems is a provider of shared IT infrastructure and resources, offering a wide complement of traditional data center services across UNIX and Windows/Open platforms.

Service Offerings: • AIX Systems • Exchange eMail • Linux Systems • Storage Services • Backup Services • Server Virtualization • Windows Systems Services • Timekeeping Services

173 Office of Information Technology (OIT) Infrastructure Services Division (ISD)

Customer Service Center 1320 Arthur Adams Drive, Columbus, Ohio Phone: 614.644.6860 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational overview: The Tier 1 Customer Service Center (CSC) provides OIT customers with a consolidated point of contact to coordinate all questions, incidents, problems and issues regarding ISD provided services. The CSC is intended to improve customer service and reduce the costs of providing separate help desks and customer service desks within ISD. Our staff consists of Customer Service Assistants, Information Technologists and Directory Assistance Operators.

Service Offerings: • Incident Management • Incident Service Level Agreement (SLA) Resolution Targets • Service Requests • Communications • OAKS Password Resets • Directory Assistance • Live Help

ISD Key Dates and/or Events in 2011: • March 16, 2011 (48 hours) is tentative date for the first OIT and customer mainframe disaster recovery test at the new IBM Hotsite facility, pending contract approval. • Legacy Enterprise Network Shutdown 6/30/11 • Ohio Public Library Upgrade Completed 6/11/11 ORC Sec. 125.901 requires the Ohio Geographically Referenced Information Program (OGRIP) is required to provide an annual report to the legislature by December 30 describing status and activities associated with development and implementation of a real property management plan.

174 Office of Information Technology (OIT)

Digital Government 30 E. Broad Street, 39th Floor, Columbus Ohio Office Phone: 614.466.2701 Website:

Operational Overview: Digital Government is tasked with coordinating the state’s on-line services to the citizens and businesses of Ohio and providing programmatic oversight for the State’s Portal and Ohio Business Gateway.

Customers: State agencies, boards and commissions; Ohio businesses, residents and visitors; local governments; state employees

Service Offerings/Activities: State Portal: The State Portal is the official web site for Ohio’s state government and includes the series of pages available at www.ohio.gov. In its current form, it serves as a starting point directing users to the proper information or transactions they seek, regardless of its location or hierarchy within the state. This includes the portal sites targeted to residents, businesses and state employees. • Facilitated the standardization of Cabinet agency websites to the ohio.gov look and feel. • Facilitated creation of the social media guidance documents for agencies • Developed enterprise Recovery Act website and supporting applications • Merged the business.ohio.gov portal and the Ohio Business Gateway into a true one- stop shop for businesses

Shared Web Hosting: The Shared Web Hosting Service provides a secure environment for agency web sites and basic on-line applications. The service is load balanced and also provides connectivity to shared SQL database environment as well. There is no service fee charged to agencies. The Shared Web Hosting Service houses the State Portal. Rolled out DotNetNuke Web Content Management System to enhance the Shared Hosting service for state agencies.

Ohio Business Gateway Program Office: The Ohio Business Gateway (OBG) Program Office directs the continuing development of the OBG and oversees its operations, including banking, technological, administrative, and other issues impacting the Gateway.

The OBG includes two distinct elements. The Gateway serves as the state’s business portal which provides a one-stop resource to help direct businesses to more specific information on a variety of government services and functions impacting businesses. The Gateway also directly develops and maintains secured electronic filing services enabling businesses to file, pay, and access a number of transactions and services provided by 8 state agencies and more than 500 municipalities. On an annual basis, the Gateway’s electronic filing services process more than two million transactions and $5 billion in payments to the agencies from more than 200,000 businesses. Electronic filing services are provided for the following agency programs: • Ohio Taxation – Sales Tax – CAT Tax – Employer Withholding/School District Income Tax – Licenses/registrations • Municipal Income Tax

175 – Net Profits Tax – Employer Withholding Tax • Workers’ Compensation Payroll Reports (BWC) • Unemployment Compensation Tax (JFS) • Unclaimed Funds (Commerce) • Declaration of Material Assistance/Non-Assistance (OBM) • Ohio Public Employees Deferred Compensation – Employer Contributions • OhioMeansJobs (JFS) • MBE/EDGE (DAS) • Business Enterprise Program (RSC)

176 Office of Information Technology (OIT)

OAKS Service Assurance 30 W. Spring Street, 12th Floor, Columbus, Ohio 43215 Phone: 614.387.2000 Website: http://das.ohio.gov/Divisions/InformationTechnology/StateofOhioITServiceCatalog/tabid/109/Default.aspx

Operational Overview: The Ohio Administrative Knowledge System (OAKS) Service Assurance Office oversees the state’s enterprise resource planning software system integrating central government business functions, including human resources, procurement, budgeting, accounting and asset management.

The State of Ohio currently runs a broad scope of PeopleSoft applications known as the OAKS System. Currently installed PeopleSoft modules include: Finance (FIN) v8.8, Human Capital Management (HCM) v8.9, Enterprise Learning Management (ELM) v 9.0, Customer Relationship Management (CRM) v 9.0, and two versions of Enterprise Performance Management (EPM) v 8.9 and v 9.0. The majority of support for these applications has been outsourced to Accenture as part of a 5-year managed services contract. Accenture provides both application maintenance and infrastructure support at sites located in Columbus and Cincinnati, Ohio and in Atlanta, GA.

The move to a managed services agreement provided a single vendor to manage OAKS operational functions at market favorable rates, operating and service levels and a clear statement of work. The migration to the managed service did not introduce any unplanned or inadvertent interruptions to State business and was accomplished without adversely impacting financial year end close. As a result of the MS OAKS has been placed under a comprehensive set of end-to-end service level agreements that are designed to incent and align the MS vendor with State and Agency operational requirements. These SLAs are based on best practice measures in the areas of capacity, error rates, system availability and responsiveness to problems.

OAKS is the foundation and enabling technology for key State initiatives, most recently the launch of Ohio Shared Services, Procurement improvements, and Enterprise Learning.

Customers: All state agencies, boards and commissions

Service Offerings/Activities: • Oversee/coordinate system specification, design, build, test and implementation activities - Ensure overall technology and architectural coherency • Manages vendors to achieve operational, functional and technical objectives • Define business processes, policies and procedures OAKS operations and maintenance • Leads business prioritization for work completed within the set aside hours for all OAKS modules • Perform quality and testing activities to ensure overall consistency and control of solution portfolio • Liaise with user community, responsible for end-user expectation management • Oversee the OAKS Governance process focusing on stabilization, leveraging, extending, upgrading and optimizing the OAKS solution.

177 • Proactively manage business customer relationship • Lead service provider SLA/performance review and adjustment • Lead Statement of Work review, amendments and approval • Participate in requirements analysis and documentation • Provide input to communication and change management processes • Serve as escalation point for service provider to resolve level 2/3 problems • Support Audit, Regulatory and Control requirements

Key Dates and/or Events in 2011: Business Operational: • W-2 Processing - January • Benefits Open Enrollment – May • Collective Bargaining Changes – June/July/August • December Leave Conversions – Nov/Dec • Payroll Year End Close - December • Fiscal Year End Close – June • Budget Processing – January - March

Projects: In Progress (including scheduled delivery date): • Business Intelligence Phase 1B - April • Strategic Sourcing – Wave 1 DAS – April • MyOhio Portal - May • HR Self-Service – February • Non-Production Hardware Refresh – March Not Started (including scheduled start date): • Business Intelligence Phase 1C – April • Business Intelligence Phase 1D - October • Finance Upgrade – June

178 Office of Information Technology (OIT)

Office of Information Security & Privacy 30 E. Broad Street, 40th Floor, Columbus, Ohio 43215 Phone: 614.752.7204 Website: http://www.privacy.ohio.gov/government/

Operational Overview: Information Security & Privacy Risk Management Services houses the statutory functions of the state information security officer and the state chief privacy officer. The security and privacy programs work in concert with OIT Senior Staff to define and implement security and privacy related rules, policies, standards, procedures, and guidelines.

Both programs work with agencies to acquire and implement shared security and privacy solutions such as laptop encryption software and tracking services.

The information security program monitors the current information systems security conditions on an ongoing basis, and identifies needed changes in order to maintain the desired state for best practices in the area of security and risk management. Included in the desired state is monitoring to assure compliance with statewide security policies.

The privacy program helps agencies implement strong privacy practices and legal requirements as agencies collect, maintain, protect and disseminate personal information. The privacy program works with agencies to set rules on accessing and using personal information.

Customers: All state agencies, boards and commissions

179 Office of Information Technology (OIT)

OIT Business Office 30 E. Broad Street, 39th Floor, Columbus, Ohio 43215 Phone: 614.466.6930

Operational Overview: The OIT Business Office is committed in providing outstanding service through relevant and accurate distribution of information, concise analysis of data, projections that are true and responsible management of OIT resources. The current organizational model for the business office consists of two primary sections, Business Operations and Fiscal Services. Business Operations is responsible for OIT budget projections and control, procurement processing and asset management. Fiscal Services is designed to manage rate development, cost analysis, and revenue recovery. This unit also has primary responsibility for State Wide Cost Allocation Reporting (SWCAP) for OIT programs. The Business Office administrative staff is responsible for the coordination of daily operations such as mail, inquiries, coordinating training, system access rights and special events as well managing state-wide advisory contracts (i.e. Gartner).

Customers: The OIT Business Office is the centralized OIT organizational unit responsible for administrative operations that include financial management, internal procurement and telecommunication coordination services. This office works closely with division and program managers to assure adequate financial resources are available to achieve desired outcomes. This responsibility requires that we work directly with OIT vendors, external service providers (i.e. Ohio Shared Services) and internal DAS administrative areas (i.e., DAS Finance). Cost recovery activities also requires coordination and communication with state agencies, boards and commissions and universities who purchase services and support OIT statewide operations.

In March 2010, OIT as well as all DAS, transferred responsibility for accounts payable activity to Ohio Shared Services (OSS). The annual A/P volume for OIT was approximately 10,000 vouchers which required four full-time staff to process. The transfer to OSS should produce OIT cost savings while maintaining appropriate customer service standards.

180

Budget, Finances and Procurement

Agency Budget Structure – Program Series and Programs ...... 182

Current Operating Biennium (FY 2010-2011) ...... 183

DAS Budget Language for FY 12-13 Operating Budget Request ... 184

Capital Budget (Projects) ...... 186

Agency-Level Procurement ...... 187

Statewide Cost Allocation Program (SWCAP) ...... 188

Asset Management ...... 190

Records Retention Program ...... 192

181 Budget, Finances and Procurement

Agency Budget Structure – Program Series and Programs PROGRAM SERIES PROGRAM STATE ARCHITECT REAL ESTATE & PLANNING PROCUREMENT SERVICES PRINTING & DOCUMENT MANAGEMENT SERVICES GENERAL SERVICES PROGRAMS FLEET MANAGEMENT SERVICES RISK MANAGEMENT SERVICES PROPERTIES & FACILITIES MANAGEMENT BUSINESS OPERATIONS GENERAL SERVICES PROGRAM MANAGEMENT STATE PERSONNEL BENEFITS ADMINISTRATION HUMAN RESOURCES EXEMPT EMPLOYEE EDUCATION PROGRAMS NON-EXEMPT EMPLOYEE EDUCATION PROGRAMS HUMAN RESOURCES PROGRAM MANAGEMENT

COLLECTIVE BARGAINING COLLECTIVE BARGAINING

AA/EEO COMPLIANCE MLK COMMISSION EQUAL OPPORTUNITY PROGRAMS CONSTRUCTION COMPLIANCE EO CERTIFICATION PROGRAMS EQUAL OPPORTUNITY PROGRAM MANAGEMENT ENTERPRISE IT LEADERSHIP DIGITAL GOVERNMENT IT GOVERNANCE & RESEARCH SERVICES ENTERPRISE COMPUTING INFORMATION TECHNOLOGY UNIFIED NETWORK SERVICES ENTERPRISE SHARED SERVICES INFO TECH SVCS PROGRAM MANAGEMENT DAS IT SERVICES OAKS IT APPLICATION SUPPORT FEDERAL STIMULUS - DAS ARRA CONNECT OHIO/BROADBAND

CENTRAL SERVICE AGENCY OH PROFESSIONALS LICENSING SYSTEM STATE SUPPORT SERVICES STATE BUILDINGS - RENT & OPERATING ACCOUNTABILITY & RESULTS DAS PROGRAM MANAGEMENT DAS PROGRAM MANAGEMENT

182 Current Operating Biennium (FY 2010-2011)

See Appendix E for the fundable table of organization (FTO), a spreadsheet that shows all funded DAS positions, grouped by division and shown with program, position number, classification (job code), department ID, fund, line item, and pay rate. If the position is currently filled, the incumbent’s name is listed; otherwise, the position is listed as vacant. For each position, an algorithm that accounts for fringe benefits and full-time/part-time status projects each position’s fully-loaded cost for the current and next two fiscal years. This calculation is used to plan payroll budgets. The FTO provides a point-in-time snapshot, and Appendix E is current as of November 5, 2010. The Office of Finance distributes the FTO monthly but can produce it on demand. (Note that the FTO contains more rows than positions: some positions are “split-funded” over more than one combination of fund, line item, program, or department and therefore appear on multiple lines. A percentage column shows the portion of each position’s cost that is charged to the funding shown on that particular row.)

See Appendix F to view the department’s operating appropriations by ALI, fund, and department for this current biennium. The attachment contains two workbooks, each containing multiple spreadsheets: 1) Appropriations for Fiscal Year 2010 (July 1, 2009-June 30, 2010) and 2) Appropriations for Fiscal Year 2011. Within each workbook, the first spreadsheet shows an overview for all of DAS by ALI and fund, and the remaining spreadsheets show each of DAS division’s activity in more detail. The columns on each tab show the amount appropriated by HB 1, the amount budgeted (which sometimes differs from the HB 1 appropriation amount due to Controlling Board or other statutory appropriation increases), the amount disbursed, the amount of encumbrances (purchase orders), and the amount of available budget. The final two columns express the disbursed and encumbered sum as a percentage of the original HB 1 appropriation and the budget respectively. The FY 2011 spreadsheet contains activity through October 31, 2010. For reference, see Appendix G which contains Basic Financial Principles for Agency Managers.

It should be noted the department is currently operating well within budget constraints, although IT governance, MARCS and the Equal Opportunity Division line items are very tight in terms of planned expenditures compared to remaining spending authority.

DAS goes before the state Controlling Board to seek approval to release capital appropriations, to increase operating appropriations, to transfer cash or appropriation between funds, to approve waivers of competitive bidding, and to establish new funds. Using the Web-based e- Controlling Board application, authorized requesters can initiate a Controlling Board request, and then each request follows a defined path for approval, typically routing through the division’s business office, Deputy Director, the Office of Finance budget section, and then the DAS CFO. The Director of DAS is the final agency approver on all DAS requests. See Attachment H for a table showing the workflow paths of DAS Controlling Board requests.

183 Budget, Finances and Procurement

DASDAS Budget Bud Languageget forLan FY 12-13gua Operatingge for Budget FY Request 12-13 Operating Budget Request

Title Summary Statement ORC/ Budget Bill Section Comment Investment Recovery Fund Continue temporary language in HB 1 207.20.80 for Based on HB 1 207.20.80 the operation of the state and federal surplus program and transfers to non-GRF funds for sales of surplus items. General Service Charges Continue temporary language in HB 1 207.20.10 to Based on HB 1 207.20.10 authorize charges for programs funded by Fund 1170 and 2100 and to authorize OBM director to approve additional appropriation for expenditures related to strategic sourcing.

DAS Building Operating Payments Renew HB 1 207.10.60 authorizing DAS to pay for Based on HB 1 207.10.60 appraisals and studies, rent for veterans’ organizations, and cost of vacant space and space under renovation. Exempt Professional Development Continue HB 1 207.30.40 Professional Development Based on HB 1 207.30.40 Program Fund

Employee Educational Development Continue HB 1 207.30.50 Employee Educational Based on HB 1 207.30.50 Development and enable appropriation increase if necessary. Collective Bargaining Arbitration Continue HB 1 207.20.20 Collective Bargaining Based on HB 1 207.20.20 Expenses Arbitration Expenses Central Gateway Enhancement Fund Continue HB 1 207.30.60 Based on HB 1 207.30.60

MARCS Debt Service Payments Continue HB 1 207.40.10 Based on HB 1 207.40.10 PAY Temporary Language Update HB 1 Sec 271.10; increases GRF transfer to Based on HB 1 271.10 Health Care Spending Account from $145K to $300K annually to support increased use of this program.

One-Time Temporary Language for Accounting Corrections Corrective Cash Transfer to OAKS Transfer $2,098,532.84 in cash from Fund 1330 to Support Org Fund 5EB0 to correct three 5/14/10 invoices that were mistakenly deposited in Fund 1330 instead of 5EB0.

Corrective Cash Transfer to Transfer $33,466.39 in cash from Fund 1170 to Fund Information Technology Fund 1330 to correct miscoded payroll journals from FY 10. Corrective Cash Transfer to State Transfer $408.77 from Fund 1250 to Fund 1310 to Architect's Fund correct miscoded payroll from FY 10. Corrective Cash Transfer to Payroll Transfer $561,897.06 cash from Fund 8130 to Fund Withholding Fund 1240 to reimburse for amounts paid in FY 10 from Fund 1240 for the Health Care Spending Account Fund. Corrective Cash Transfers to New temporary law to transfer $1,633.75 from 5D70 Professional Development Fund to 5L70, and $8,412.47 from 5V70 to 5L70 for accounting corrections to FY 10 transactions.

Budget Language and ORC Amendments Drafted but Not Submitted to OBM Enterprise Capital Project Amend RC 123.10(A) to authorize the DAS director RC 123.10 Not submitted due to Assessment to assess a fee on state capital-related funds for change in language statewide shared construction-related services submission directions provided by the State Architect’s Office and for from OBM capital improvement project management services provided through OAKS Ohio Administrative Knowledge Add temporary language from HB 562 Section Based on HB 562 201.10 Updated language System 201.10 to authorize DAS to acquire OAKS and to currently in development use Certificates of Participation (COPs). with OBM

184 DAS Budget Language for FY 12-13 Operating Budget Request

Title Summary Statement ORC/ Budget Bill Section Comment OAKS Enterprise & Development RC Amend RC 126.12 to enable Section 1 SWCAP RC 126.12 and RC 126.24 Not submitted due to Amendments cost recovery for OAKS development and upgrade change in language costs and permit amounts collected to be submission directions transferred to the OAKS Support Organization Fund; from OBM amend RC 126.24 to permit the OAKS enterprise charge to be collected Fund 5EB0. Originally submitted to OBM for the FY 11-12 capital bill; if the next capital bill contains these amendments, then this submission will not be included in the operating budget bill.

Major IT Purchases and Contracts Amend RC 125.18 to require computation of RC 125.18 Not submitted due to and Leveraged Enterprise Purchases amortization on equipment/purchases from change in language RC Amendment designated appropriations and authorize leveraged submission directions enterprise purchase program. from OBM IT Governance Fund RC 125.15 Codify the IT Governance Fund (2290) in permanent RC 125.15 Not submitted due to Amendment law under RC 125.15. Adds Fund 2290 to the funds change in language authorized to receive revenue related to the submission directions administration of acquisition. from OBM Collections Cost Effectiveness Temporary law to permit AGO to determine cost New temporary language Temporary language not effectiveness of pursuing money owed to the state. finalized at the time of budget submission Procurement Reform Ch 125 RC Amend, create, or eliminate 17 sections of RC Ch RC 125 Not submitted due to Amendments 125 to update statute for procurement reform change in language practices and terminology. submission directions from OBM Fleet Management RC Amendments Amend RC 125.832, 125.834, and eliminate RC 125.832, 125.833, 125.834, Not submitted due to 125.833, 125.836, 125.837, and 125.838, sections 125.836, 125.837, 125.838 change in language of code that either negatively impact the associated submission directions programs or provide little value. from OBM

Real Estate Easement RC 123.01 Amend RC 123.01 (A)(9) to streamline the RC 123.01 Not submitted due to Amendment administrative process for granting easements, change in language leases, and licenses of unproductive and unused submission directions lands or other property under the control of a state from OBM agency by eliminating the requirement for the Governor to execute such documents. Elimination of DAS Forms Amend RC 125.91, 125.96, and 125.98 and RC 125.91, 125.92, 125.93, Not submitted due to Management Responsibilities RC eliminate 125.92, 125.93, 125.94, and 125.95, which 125.94, 125.95, 125.96, 125.98 change in language Amendments define DAS responsibilities for statewide forms submission directions management. from OBM Risk Management Clarification RC Amend RC 9.822, 9.823, 9.83, 2743.02, 2743.16, RC 9.822, 9.823, 9.83, 2743.02, Not submitted due to Amendments and 3937.18 to make these sections consistent with 2743.16, 3937.18 change in language the codification of the DAS Office of Risk submission directions Management responsibilities. from OBM Civil Service Exam Eligibility RC Amend RC 124.23 to clarify civil service exam RC 124.23 Not submitted due to Amendment eligibility. change in language submission directions from OBM County Services RC Amendments Amend a number of RC sections in Ch. 124 to RC 124.04, 124.06, 124.11, Not submitted due to clarify DAS responsibilities for county personnel 124.12, 124.14, 124.231, 124.241, change in language matters. 124.25, 124.26, 124.27, 124.30, submission directions 124.322, 124.33 from OBM Classification Plan RC Amendments Amend RC 124.14, 124.141, and 124.15 to eliminate RC 124.14, 124.141, 124.15 Not submitted due to requirement that DAS director must make class change in language plan changes via the rulemaking process. submission directions from OBM Disability Benefits Payment RC Amend RC 124.385 to reinstate requirement that the RC 124.385 Not submitted due to Amendment state pay employee and employer shares of change in language insurance when employee is on disability. submission directions from OBM Certified Employees RC Amendment Amend RC 124.11 to correct reference to "certified RC 124.11 Not submitted due to employees" with "permanent employees" and to change in language clarify language re employees' ability to fallback to a submission directions classified position. from OBM

185 Budget, Finances and Procurement

Capital Budget (Projects) Status

Completion within a single biennium or Amount multiple Project Title Short Description Budget Amount Amount Spent Remaining bienniums? C10010 Office Services DAS-100005 Replacement of the fire Building suppression supply line 266,718.58 32,175.00 234,543.58 Single C10012 Capital Project Management System OAKS CI Project 3,056,260.00 2,941,482.83 114,777.17 Multiple C10013 Energy DAS-097101 William Green Building Conservation Projects Lighting Renovation 893,852.00 763,752.38 130,099.62 Single C10013 Energy DAS-097108 State Wide Energy Conservation Projects Audits 825,000.00 515,887.50 309,112.50 Single C10013 Energy DAS-097114 DPS center school Conservation Projects HVAC Upgrade 57,120.00 40,674.92 16,445.08 Single C10013 Energy DAS-097116 Ohio Adjutant General Conservation Projects Statewide Lighting Project 631,754.06 419,129.87 212,624.19 Single C10013 Energy DAS-10N004 Surface Road Conservation Projects Warehouse Lighting $162,617.00 71,948.00 90,669.00 Single C10013 Energy Energy Conservation project DODD Conservation Projects Server Consolidation 73,387.00 1,200.00 72,187.00 Single C10015 SOCC DAS-100006 SOCC Paving and Storm Renovations Sewer repair 190,335.90 23,364.00 166,971.90 Single C10020 North High Complex DAS-100002 North High Phase 4 12,731,846.43 738,790.64 11,993,055.79 Multiple C10021 Office Space DAS-100001 Boards and Planning Commissions move 473,399.43 449,736.05 23,663.38 Single C10021 Office Space DAS-100004 Arts Council Move to Planning Rhodes Tower 165,587.00 55,937.53 109,649.47 Single Equipment replacement necessary to Statewide maintain the central backbone of the Communication System MARCS voice and data system 2,624,177 371,758 2,252,419 Single Second site network support, Major Computer upgrades to Ohio.gov backbone and Purchases structured wiring initiatives 1,296,980 616,665 680,315 Multiple Development of a Location Based Response System (LBRS) – a high accuracy depiction of the center of the road – to identify, monitor and respond to natural and man-made disasters eSecure Ohio within the state. 135,874 0 135,874 Single Deploy the Wireless/Mobile Transaction Gateway (W/MTG) and integration services. W/MTG is intended to provide a mechanism for eGovernment the secure delivery of state data to Infrastructure wireless or mobile devices 85,232 0 85,232 Single Expansion of broadband services through wireless and spatial technologies (optical fiber, wireless access services, wireless point-to- point, location based services, imagery) establishing the middle and Broadband Ohio last mile services across the state. 5,000,000 0 5,000,000 Multiple

186 Budget, Finances and Procurement

Agency-level Procurement DAS Office of Finance, GSD & OIT Business Offices

The DAS operating divisions follow established State Procurement policies and procedures. See Appendix I, Overview: Enterprise Procurement.

In addition, DAS Divisions follow additional purchasing procedures related to Executive Order 2009-07S, “Implementing Additional Spending Control Strategies”. • All expenditures of $1,000 or more are reviewed centrally by the DAS Agency Procurement Officer, who serves as the Director’s designee. Divisions obtain quotes and complete a request to purchase form which is reviewed by the Division’s Deputy Director. If the purchase is determined to be necessary for the continued operation of critical programs, the Division Deputy forwards the request to the Agency Procurement Officer for final review and approval before a purchase order is issued. • State of Ohio payment card transactions which are otherwise limited to $2,500 per purchase are also subject to the $1,000 limitation specified in the executive order. All payment card purchases of $1,000 or more require prior review by the Division Deputy and Agency Procurement Officer.

187 Budget, Finances and Procurement

Statewide Cost Allocation Program (SWCAP)

What: OBM Circular A-87 establishes the principles for determining allowable costs applicable to Federal Awards and is divided into three sections: • Section I – Allocated Costs • Section II – Billed Costs • Section III – Rental Rates

These principles provide guidance for the determination of allowable costs that are both necessary and reasonable so that programs bear their fair share. DAS’ Office of Finance, Financial Reporting and Compliance Unit provides Section I and II plans to the Office of Budget and Management (OBM) while OBM prepares their portion and Section III. OBM combines the packages of OBM and DAS into one filing to the Federal Government.

DAS has two main subdivisions: Office of Information Technology (OIT Funds 1330, 2290, 5EB0 in Section II; OAKS in Section I) and nonOIT. NonOIT is comprised of: • Administrative Support Division (Funds 1120 and 4P30 in Section II) • Equal Opportunity Division (Fund 1880 in Section II; GRF 102321 in Section I) • General Services Division (Funds 1170, 1220, 1300, 1320, 2100, 4270 and 5C30 in Section II; GRF 130321 in Section I) • Human Resources Division (Funds 1250, 5L70, 5V60, 8060, 8070, 8080, 8100, 8110 and 8130 in Section II) • Collective Bargaining Division (Fund 1280 in Section II)

Each plan contains several review phases – some may not be applicable to all pools depending on their administrative structure and nature of services:

Section II plans: • Structure – includes service descriptions, table of organization, chart of accounts and cost pool review • Administrative Allocation schedules • Revenue and receipts schedules • Disbursement schedules • Equipment schedules –includes depreciation and current year purchase review vs. expense category coding • Investment Earning Calculation and Excess Reserve Calculation, and Certification

Section I plans: • Structure – includes service descriptions, table of organization, chart of accounts and cost pool review • Administrative Allocation schedules • Disbursement schedules • Equipment schedules –includes depreciation and current year purchase review vs. expense category coding • Summary by agency of the allocated units • Rollover and Certification

188 Universe: - DAS manages over 150 cost pools in the agency on a nonprofit basis. Rates are reviewed annually and monitored throughout the year to maintain cost pool gains or losses as near to $0 as possible.

Timeline: Per A-87, the plans are required to be filed with the cognizant agency within 6 months of the fiscal year end or December 31. Our cognizant agency is the U.S. Department of Health and Human Services (HHS). Our GOAL for FY10 is to submit DAS’ completed plan to OBM no later than December 17. As of today, November 12, 2010 the project is on schedule for completion by the established deadlines.

Plan negotiations – DAS is currently negotiating with HHS on the FY08-09 plans. On November 10, 2010, DAS mailed payment in the amount of $1,435,625 for the negotiated portion of the nonOIT plan. This warrant represented the Federal share of A-87 excess balances in the Department of Administrative Services – State Printing $722,690 (Fund 2100, General Services-State Printing Mainframe) and Workforce Development $712,935 (Fund 5D70 Human Resources-Workforce Development), and related interest earned for Fiscal Years 2008-2011. The OIT plan is under review along with the single rate request for Fund 5EB0.

189 Budget, Finances and Procurement

Asset Management

All state agencies, board, and commissions are required by ORC, Section 125.16 to annually certify and file their updated state property inventory activity following the close of the fiscal year to the Department of Administrative Services (DAS). The certification is due by October 1, 2010 annually.

The Financial Reporting and Compliance section of the Finance Office within the Administrative Services Division of DAS is responsible for coordinating, preparing, reconciling, reviewing and consolidating the certification for DAS. Certification to State Asset Management is required at the agency level and not by division.

The starting point for certification is the prior year’s certification. Once the reports have been balanced so that activity reported explains the differences between the prior year’s certification and the current year asset on hand report, divisions are asked to review and certify that the activity reported in the OAKS reports is accurate.

Divisions are asked to prepare a reconciliation of OAKS accounts payable and OAKS asset management to insure that assets procured during the current year have been properly recorded in OAKS asset management. Reconciling items can either require an adjustment to OAKS Asset Management or to OAKS Accounts Payable.

Divisions provide a list of any activity which occurred prior to the end of the fiscal year but was not updated in the system prior to June 30 so that the activities can be properly reported on the certification.

Assets identified during the most recent biennium inventory are reported and the value of total assets is reduced so that the totals reported do not include assets which cannot be found. The list of missing assets is updated to reflect items that have been actually retired out of OAKS AM after due diligence has been performed in trying to locate the assets.

Letter of Representation Retiring Head of State Agency ORC Sec. 177.17 requires a letter of representation whenever there is a retiring head of state agency. Prior to a change in the Director of a State Agency, he/she must forward an inventory of all “properties, supplies, furniture, credits, and moneys, and any other thing belonging to the state” which it is his/her responsibility to turn over to the successor or to pay into the state treasury. A copy of the letter of the representation must also be provided to the Governor’s office and the Auditor of State.

A current asset listing is extracted from OAKS Asset Management and reviewed to insure that the activity which occurred since the last Asset Certification, as required by ORC, Section 125.16, is accurately reported. Divisions are required to prepare a current (as of the most recent month end) reconciliation of OAKS accounts payable and OAKS asset management to insure that assets procured during the current year have been properly recorded in OAKS asset

190 management. Reconciling items can either require a adjustment to OAKS Asset Management of to OAKS Accounts Payable.

Assets, which were reported missing during the previous annual certification are reviewed to determine any items that have been actually retired out of OAKS AM after due diligence has been performed in trying to locate the assets. Missing assets are documented when preparing the letter of representation.

Divisions are asked to certify the division’s activity which is then consolidated for the Director’s representation.

Biennial Inventory Each state agency, board and commission is required to perform a physical inventory and reconciliation to its perpetual inventory records in OAKS or its in-house asset management system each state biennium. A physical inventory and the reconciliation can be completed any time during a state biennium.

Each division conducts a physical inventory. The production date field of the asset record is to be updated to indicate the date the asset was last physically seen. At the end of the biennium, any asset with a production date prior to the beginning of the current biennium is considered missing.

Divisions are required to complete due diligence for any asset which cannot be found prior to retiring the asset from OAKS Asset Management.

DAS has assets throughout the State of Ohio.

The Financial Reporting and Compliance section of the Finance Office within the Administrative Services Division of DAS is responsible for coordinating, providing guidance, reviewing, consolidating and preparing the certification filed with State Asset Management.

SWCAP Depreciation The Financial Reporting and Compliance (FRC) section of the Finance Office within the Administrative Services Division of DAS is responsible calculating depreciation used for cost recovery to be in compliance with OMB Circular A-87. FRC coordinates and reviews division review submissions prior to calculating depreciation. Equipment under $5,000 is expensed in the current year and not depreciated.

Assets on Hand as reported in the current year Annual Certification to Statewide Asset Management is the basis for depreciation claimed for FY10 SWCAP, adjusted for assets included on the internal Asset log created in the AP to AM Reconciliation and items identified on Schedule C- Missing Assets and Schedule D – Activity not Included in the System.

FRC requests that divisions review and update the useful life to be consistent with the useful life approved by the federal auditor for cost recovery purposes. The approved useful life schedule is not consistent with the state useful life used for reporting depreciation. Divisions are asked to scan all transactions to ensure accuracy of the chartfield combinations so that depreciation is charged to the appropriate cost pool.

191 Budget, Finances and Procurement

Records Management Program

The DAS records management program is active and on-going. Below is a breakdown by division of the status of the agency’s retention schedules as of October 2010.

Administrative Support Division The following areas have current retention schedules: Office of the Director, Financial Reporting & Compliance Services, Budget Services, Internal Audit Services, Communications, and Legal. The Office of Information Technology Services is using the State of Ohio IT General Schedules.

Business function retention schedules for HRD, OCB, and EOD are undergoing review following the 2010 DAS reorganization. One set of schedules will be created under ASD Business Office.

General Services Division The following areas have current schedules: Office of the Deputy Director, Business Office, State and Federal Surplus Services, Printing and Mail, and Safety and Security Services, State Architect, Facilities Management, Asset Management Services, Real Estate Services and Risk Management.

Equal Opportunity Division The Equal Opportunity Division is using current schedules.

Human Resources Division Current schedules exist for the following areas: Office of the Deputy Director, Benefits, Employment Processing, Recruitment, Training, Test Services, Drug-Free Workplace, Classification, Certification Services, Employee Records, State & County Services, Policy Development, Business Office and Payroll Administration.

HRD has undergone reorganization that has combined or changed many of the areas listed above. I’m working with David Rust and a team of HRD employees to review each of these areas and create new schedules. We expect this project to be completed in the first half of 2011.

Office of Collective Bargaining Current schedules exist for this division. We started a review of these records the week of November 15, 2010.

Office of Information Technology This area has current retention schedules for the Statewide IT Policy, Business Office, Enterprise Operations, Contract Management, and Network Services.

A plan is in place to create new schedules or revise existing schedules within the Investment & Governance Division to cover Statewide IT Policy, Contract Management, Project Success Center, and Investment Strategy & Analysis.

Office of Information Technology, continued New coordinators have been picked for Administration, Infrastructure Service Division, Enterprise IT Architecture & Policy, Service Division, OAKS, Privacy & Security, and the Business Office.

192

OIT created an online records portal for DAS records coordinators and other staff involved with the creation and management of records programs.

Additional resources Below are Internet sites containing records management information:

Ohio Government Records Database: http://www.gsd.das.state.oh.us/rims/default/default.asp Local Government Records Program: http://www.ohiohistory.org/resource/lgr/ Ohio Electronic Records Committee: http://www.ohiojunction.net/erc/

Third-party storage facilities used by DAS: Cintas Document Storage and Shredding (Documents and Microfilm) http://www.cintas.com/

Fireproof (Office of Information Technology – Data Tapes) http://www.fireproof.com/

For more information please contact Jane Kuzma, DAS records officer, at (614) 644-1801.

193

DAS Personnel Information and Policies

DAS Employee Count by Division ...... 195

DAS Employee Count by Service Type ...... 195

Unclassified Employees by Division ...... 195

“Appointing Authority” Overview ...... 198

DAS Financial Disclosure Filers ...... 199

DAS Union Relations ...... 199

DAS Pending Personnel Lawsuits ...... 200

DAS EEO Issues ...... 200

194 DAS PERSONNEL INFORMATION As of November 12, 2010

DAS EMPLOYEE COUNT BY DIVISION

Administrative Support Division ...... 104 General Services Division ...... 336 Human Resources Division ...... 117 Equal Opportunity Division ...... 28 Office of Collective Bargaining ...... 30 Office of Information Technology ...... 260 TOTAL DAS EMPLOYEES ...... 875

DAS EMPLOYEE BY SERVICE TYPE

Exempt (classified and unclassified) ...... 375 Bargaining Unit ...... 431 Temporary ...... 69 TOTAL ...... 875

UNCLASSIFIED EMPLOYEES BY DAS DIVISION

Administrative Support Division: Hugh Quill Director Richard Hickman Assistant Director Julie Trackler Administrative Assistant 4 Thomas Walsh Policy Staff Steve Wall Deputy Director 5 Thomas Terez Project Manager 2 William Demidovich Policy Staff Nadine Wise Policy Staff Sarah Saccany Management Analyst Supervisor 2 Jacqueline Murray Executive Secretary Theresa Schaefer Deputy Director 6 Cheryl Nester Attorney 6 Christine Kinworthy Attorney 5 Richard Scott Attorney 5 Darren Shulman Attorney 5 Sheila Smith Administrative Assistant 3 Ronald Sylvester Deputy Director 4 Mary Brutovski Management Analyst Supervisor 2 Allison Shaeffer Human Capital Management Administrator Ray Geis Labor Relations Officer 3 Quentin Potter Fiscal Officer 4 Aron Rogers Administrative Staff

195 General Services Division: Jeffrey Westhoven Deputy Director 6 Craig Weise Deputy Director 5 Terry Tyler Deputy Director 5 Charles Stang Deputy Director 3 Mitchell Bailey Management Analyst Supervisor 2

Governor’s Residence Todd Rensi Administrative Staff John Jones Administrative Staff Mona Reed Administrative Staff Antoinette Laster Administrative Staff Mary Mairose Administrative Staff

Human Resources Division Brenda Gerhardstein Deputy Director 6 Brandon Smith Business Transformation Program Manager Scott Steenrod Administrative Assistant 3 Robert Patchen Administrative Assistant 4 Lisa Springer Training Academy/Program Director Pui Yin (Judy) Tse Deputy Director 5 Nancy Hyme-Brewer Human Capital Management Administrator 1 Beth Gifford Human Capital Management Administrator 2 Camille Sullivan Project Manager 2

Equal Opportunity Center Melinda Carter Deputy Director 5 Orvell Johns Administrative Officer 3 Patrice Davis Management Analyst Supervisor 2

Office of Collective Bargaining Mike Duco Deputy Director 6 Mike D’Arcy Administrative Staff Harry Colson Administrative Staff Gloria Calcara Administrative Staff Marissa Hartley Administrative Staff Jose Trejo Administrative Staff Antwan Booker Administrative Staff Shane Black Administrative Staff Jessie Keyes Administrative Staff David Long Administrative Staff Victor Dandridge Administrative Staff John Kinkela Administrative Staff Alicyn Carrel Administrative Staff Kristen Rankin Administrative Staff Dion Josey Administrative Staff Aimee Szczerbacki Administrative Staff Michelle Straub Administrative Staff Cassandra Richards Administrative Staff Daniel Batts Administrative Staff

196 Office of Collective Bargaining, continued Steven Baker Administrative Staff Ashley Hughes Administrative Staff Katharine Nicholson Administrative Staff Eric Slaback Administrative Staff Hemangini Patel Administrative Staff Jacqueline Milsom Administrative Staff Juanita Day Administrative Staff Marylyn Robinson Administrative Staff James Knight Administrative Staff Christine Thompson Administrative Staff Michael Bowen Administrative Staff Namrata Mujumdar Administrative Staff

OIT Administration/Ohio Business Gateway/IT Security/OAKS Sam Orth Assistant Director Katrina Flory Deputy Director 3 Raechel DeRussy Executive Secretary 1 Nancy Kelly Policy Staff Katherine Zaebst Senior Business Transformation Analyst Mark Smith Data Systems Administrator Christopher Wilkin Information Technology Consultant 3 Staci Dehaven Administrative Assistant 4 Joseph Zapotosky Information Technology Consultant 3 David Shaw Information Technology Consultant 3 Jillian Burner Executive Secretary 1 James Conway Information Technology Consultant 3 Robert Pardee Information Technology Consultant 3 Daren Arnold Policy Staff Darlene Wells Deputy Director 6 Deven Mehta Deputy Director 5 Robert DePalma Business Transformation Program Manager Robert Jonassen Data Systems Administrator Tracy Cabot Administrative Assistant 3

IT Governance Christian Selch Deputy Director 6 Andrew Keppler Administrative Assistant 3 Douglas Alt Data Systems Administrator Vance Holter Information Technology Consultant 3 Evan Hood Information Technology Consultant 3 Barbara Edwards Information Technology Consultant 3 Jason Mather Information Technology Consultant 3

IT Service Delivery Stuart Davis Deputy Director 6 Joyce Craddock Deputy Director 3 Charles Presson Information Technology Consultant 3 Christopher Chapman Information Technology Consultant 3

197 “Appointing Authority” Overview As a director, you are considered an appointing authority with respect to personnel functions within your agency. An “appointing authority,” is defined in RC 124.01 as the officer, commission, board, or body having the power of appointment to, or removal from, positions in any office, department, commission, board, or institution.

There are numerous personnel functions for which appointing authorities are primarily responsible: • For bargaining unit exempt positions that are unclassified, appointing authorities have responsibility for the hiring, firing, disciplining, and promoting of those employees. The Department of Administrative Services (DAS) simply receives the personnel action information. Further, an appointing authority has discretion to develop agency-specific policies and work rules that do not conflict with DAS directives or statewide policy. • The salaries of any employees who would be categorized as E-2 or administrative staff are set by the appointing authority as are any subsequent pay raises. • An appointing authority is responsible for determining which of its employees are overtime eligible or overtime exempt in accordance with the Fair Labor Standards Act (FLSA). • It is the responsibility of the appointing authority to ensure that persons appointed are given duties appropriate to the classification. • An appointing authority is also responsible for administering employee rights such as the Family Medical Leave Act (FMLAO, the Americans with Disabilities Act (ADA), the Fair Labor Standards Act (FLSA), and other EEO rights.

There are other personnel functions in which appointing authorities have varying degrees of responsibility: • The Revised Code and administrative rules govern the hiring of classified employees. Appointing authorities are required to hire classified employees in the following order: from the appointing authorities’ recall list, from the jurisdictional reemployment list, or from the certification list. DAS has the ability to deny a hire of an appointing authority if it does not conform to these guidelines. Also, hiring a position in the bargaining unit has other restrictions imposed by agreement (see OCSEA agreement, Article 17, for example). • The appointing authority makes decisions with respect to a layoff such as the number of positions and which classifications are to be eliminated. Layoff rationale is reviewed by DAS but the appointing authority is ultimately liable if the layoff does not conform to the law. • Employees can appeal their performance evaluations to DAS.

Certain personnel functions can only be completed with DAS approval: • These functions include granting pay supplements, advanced step hiring, parity for employees exempt from collective bargaining, position specific minimum qualifications, longer probationary periods, alternative performance evaluation instruments, and the permanent transfer of an employee to a different county.

Appointing Policy Staff The Ohio Revised Code gives directors limited authority to grant appointments to a select number of policy staff. Some agencies are granted further statutory authority to create additional numbers of unclassified appointments to carry out specific functions. See RC 124.11. Additionally, your authority to designate specific positions as being exempt from classified

198 services must be exercised within sixty days of taking office. See AC 123:1-5-01. Allison Shaeffer, DAS HCM Administrator can give you agency-specific information.

DAS Financial Disclosure Filers: R.C. 102.02 requires the Director, Assistant and Deputy Directors, Division Chief or equivalent rank, and all persons paid according to schedule C “E-2” to file annual financial disclosure statement (FDS) with the Ohio Ethics Commission. “E-2” file regardless of position in the table of organization. Other required filers are determined from the true hierarchical reporting structure above, and not by mere title. Assistants and Deputies, and others who have a direct reporting relationship to the Director are mandatory filers.

New employees which meet the above criteria must file a financial disclosure statement with the Ohio Ethics Commission within 90 days of their hire date for the previous calendar year.

Employees (required to file or those who voluntarily file) which terminate state service, are still required to file a FDS for the subsequent year after terminating service before their filing obligation ends. Example: Deputy Director (DD) terminates January 10, 2011. DD must file a 2010-11 FDS by April 15, 2011. DD must file an FDS for 2011-12 by April 15, 2012.

Voluntary filers must file because the agency demands it, and not by operation of law. However, once designated, a voluntary filer is not dropped until the year after the year their filing status is terminated. See example above.

The Financial Disclosure Form is available at http://www.ethics.ohio.gov/Forms.html. Our liaison at the Commission is Donna Skaggs 466-7090.

The DAS Office of Employee Services maintains the list of DAS employees, current and former, who must file financial disclosure by April 15 each year.

DAS Union Relations: There is only one local OCSEA union chapter within DAS. The leadership for this chapter is comprised of DAS paid employees. An election is held every three years to select a chapter president, vice president, secretary, treasurer and chief steward. The chapter president then selects local stewards. Kenny Keirns is the current president of the chapter.

Under Article 3.10 – Union Leave, OCSEA may request release of a union officer to full time administrative leave with pay. The union would reimburse the employer for all costs associated with this. An employee of the General Services Division’s Office of the State Architect, Kathy Stewart, is currently on approved Union Leave under this provision.

DAS management and union leadership have a professional working relationship. They work closely together on the Labor Management Committee to discuss and resolve issues that may arise. Demands for arbitration of grievances are received directly from the Office of Collective Bargaining who schedules the arbitrator. The Office of Collective Bargaining maintains a database of active grievances at step 4 and 5 of the contracted grievance procedure.

Mediation of grievances occur on the following 2011 dates: 1/6; 4/7; 7/7; 10/6.

Step 3 grievances heard by the agency labor relations officer are scheduled by mutual agreement.

199 DAS Pending Personnel Lawsuits:

Binford, Pamela v. DAS Federal Court Case No. C2-07-1218 (S.D. Ohio)

Summary: This is an employment discrimination case concerning the demotion/ firing of the Plaintiff. This complaint was filed by Plaintiff pro se, asserting claims under 42 USC §1983 and §1985(3). The summons was issued 3/11/08. The claim is brought against DAS and nine named DAS employees in their individual capacities only. Plaintiff, a DAS employee, claims to be a 56 year old black female and generally alleges that, due to the layoff displacement process, she was moved to a position that she was not familiar with and was not given adequate training for such position. Plaintiff claims racial discrimination, retaliation, violation of the performance review process, hostile work environment, harassment, disparate treatment, and demotion. She seeks injunctive relief, back pay, front pay, lost benefits, compensatory damages in the amount of $400,000.00, and punitive damages in the amount of $400,000.00. DAS filed a motion and memorandum in support of partial judgment on the pleadings and, on April 8, the court granted partial judgment on the pleadings to DAS and dismissed all claims except those brought under 42 U.S.C. 1983. On 7/21/09, the court granted DAS’ motion for summary judgment on the remaining claims. Judgment was entered in favor of DAS. On 9/2/09, DAS moved to have costs assessed against Binford. Update: Court decision pending.

Ford, Clarence R. v. Veterans’ Children’s Home Court of Common Pleas No. 2010 CV 0641 (Green County)

Summary: This is a workers’ compensation appeal brought by claimant against his former employer. Since the Veterans’ Children’s Home no longer exists, DAS has succeeded to all VCH claims. This claim has already been allowed for the conditions of aggravation of pre- existing low back injury and post-traumatic degenerative disc disease at L5-S1 with associated degenerative arthritis. This case involves the denial of claimant’s claim for allowance of the condition of marked narrowing L4-5 with facet sclerosis. Update: The court has scheduled the matter for mediation on 3/14/11.

Perry, Pamela v. DAS SPBR Case No. 09-REM-08-0390

Summary: Pamela Perry has filed this appeal of her removal from employment at DAS. She has also made a claim of disparate treatment. Update: Hearing was held September 15 and 16, 2010. Awaiting report and recommendation of hearing officer.

Russell, Carolyn v. BWC and DAS Franklin County CCP Case No. 10 CV 001269

Summary: Appeal of a BWC claim denial filed Jan. 27, 2010. DAS is the employer and has asked for separate counsel. Answers filed Feb., 2010. Discovery is ongoing.

Update: Trial set for Jan. 26, 2011.

DAS EEO Issues: DAS currently has no EEO complaints pending.

200

Important Action Items

Key Meetings and Events in 2011 ...... 202

Reporting Requirements ...... 208

DAS Support of Select Boards and Commissions ...... 213

Flags at Half Staff ...... 213

Emergencies ...... 213

201 Key Meetings and Events in 2011 The following list contains key meeting and events that will occur in 2011. The list was compiled by copying the “key meetings and/or events in 2011” listed in the office overviews within each division.

JANUARY Jan. 2011: Draft legislation for exempt employee salary and related benefits for FY12 and FY13 in conjunction with the new administration and OBM. The current agreements for state employees subject to collective bargaining do not expire until 2012, but exempt employee compensation is set by statute, as is the mandatory cost savings program found in ORC 124.392. Contact: HRD Policy

Jan. 2011: Dr. Martin Luther King, Jr. Commemorative Celebration: Contact: EOD: Liaison to MLK Holiday Commission

Jan. 2011: Confirmation of medical plan design changes for OAKS configuration. Contact: HRD Benefits

Jan. 2011: Long Term Care Open Enrollment. Contact: HRD Benefits

Jan. 2011: Kickoff meeting with new medical vendors, if applicable. Contact: HRD Benefits

Jan. 2011: OBM OIA Payroll Deductions Audit. Contact: HRD HCM & Agency HR Support

Jan/Feb 2011: FOP Article review reports due in January and February 2011. Contact: HRD Workforce Administration

Jan. 2011: Preparation for the 2012 Round of Bargaining The Collective Bargaining Agreement with OCSEA expires February 29, 2012. This is followed by the expiration of the Agreement with SEIU/District 1199 on May 31, 2012, and then the expiration of the Agreements with OEA, FOP, and OSTA on June 30, 2012. Beginning January 2011, OCB will begin preparations for those negotiations. OCB is statutorily required to “Conduct systematic reviews of collective bargaining agreements for the purpose of contract negotiations;” and “Coordinate the systematic compilation of data by all agencies that is required for negotiating purposes.” From Jan. - June 2011, OCB will collect data on labor issues and grievances and visit each agency, board, and commission to discuss potential contract changes that can help operationally. OCB will work with the Governor’s Office, OBM and the DAS Director during this time period on developing the strategy for negotiations. From June 2011 through November 2011, OCB will develop proposals, which go through an extensive review process. OCB also coordinates Agency Specific negotiations which occur simultaneously with main table negotiations for OCSEA and SEIU/District 1199. Negotiations with OCSEA will begin in late November/early Dec. 2011 if we follow the historical practice. Statutorily, OCB is required to begin negotiations with OCSEA no later than Dec. 31, 2011. Detailed timelines of the statutory process and OCB’s process have been included as Appendix D as Attachment 10. . Contact: OCB Jan. 2011: OAKS HCM HR training rolls out to 440 HR Specialists in Jan. 2011. Contact: HRD Learning/Professional Development.

202 Jan. 19, 2011: PASS I begin Jan. 19, 2011 and runs for 10 weeks. Contact: HRD Learning/Professional Development.

Jan. 2011: W-2 production. Contact: HRD HCM & Agency HR Support

Jan. 2011: SAO is responsible for providing certification training to university personnel at institutions that wish to locally administer all capital improvement projects within their campuses. This annual two-day training event occurs each January.

Jan.-Dec. 2011: State Surplus vehicle and warehouse auctions – one Saturday auction per month. Contact: GSD: Business Operations

Jan. 31, 2011: FY10 Annual Fleet Report. Contact: GSD: Fleet Management

FEBRUARY Feb. 2011: Submission of FY2012 health care rate changes to OBM for approval. Contact: HRD Benefits

Feb. 14, 2011: Go live of the OAKS Strategic Sourcing module. Contact: GSD: Business Operations

Feb. 2011: Project Management has 40+ registered between 2 cohorts beginning Feb. 2011 and another two cohorts expected to start August 2011. Contact: HRD Learning/Professional Development.

Feb. 4, 2011: OCPM Cohort has 42 graduates on Feb 4, 2011. They are the first to graduate with the new program design. The summer 2011 OCPM program will undergo reaccreditation by the National CPM Consortium to assess whether national standards are being met. Cohort 45 begins Jan. 2011, Cohort 46 begins July 2011 and Cohort 43 graduation is in August 2011. . Contact: HRD Learning/Professional Development.

Feb. 1, 2011: WILMAPC finalizes Approved Provider List for OIL/Salary Continuation benefits. Contact: OCB

MARCH March 2011: Second Annual Minority Business Symposium. Contact: EOD: Outreach

Mar. 2011: OAKS HCM Benefit training rolls out in March 2011. . Contact: HRD Learning/Professional Development.

Mar. 2011: “Go live” and training for OHMS Certification module (first quarter 2011.) Contact: HRD Workforce Administration

Mar. 2011: IT budgets must be settled and submitted as part of executive blue book.

Mar. 2011: Consolidated IT purchase planning should be well underway for first of year needs.

203 Mar. 30, 2011: PASS II begins March 30, 2011 and runs for 9 weeks. Contact: HRD Learning/Professional Development.

APRIL Apr. 2011: Dr. Martin Luther King Jr. Statewide Oratorical Contest EOD: Liaison to MLK Holiday Commission

Apr. 2011: Spring ASAP Awareness Week. Contact: GSD: Business Continuity

Apr. 2011: Open Enrollment communications including booklets, webinars, and health fairs. Contact: HRD Benefits

Apr. 2011: Submit IT Controlling Board authority renewal packet.

Apr. 2011: House Bill 1 child annual re-certification. Contact: HRD Benefits

Apr. 2011: Annual MBAP Certification Training Sessions. Contact: EOD: Outreach

Apr. 2011: October 2011 – State Certification Workshops. Contact: EOD: Outreach

Quarterly: OPRS compliance data for the agencies comprising the executive branch are reported quarterly. Contact: HRD Workforce Administration

MAY May 2011: Health care open enrollment. Contact: HRD Benefits

May 2011: Benefits Open Enrollment. Contact: HRD HCM & Agency HR Support

May 2011: Meeting with state agency EEO Managers to issue the EEO Strategic Plan. Contact: EOD: EEO/AA Unit

May 2011: Set new blanket IT spending limits for agencies.

May 2011: Distribute end of year IT spending and contracting processing deadlines to agencies, and plan with agencies for critical end-of-year, beginning-of-year needs.

May 16-19, 2011: Shaken Horizon (major EMA live exercise). Contact: GSD: Business Continuity

JUNE June 2011: Fiscal year end close. Contact: HRD HCM & Agency HR Support

June 18, 2011: Restoration of lost personal leave pursuant to Collective Bargaining Agreements Pay period including July 1, 2011: OCSEA, SEIU/1199, OEA, FOP, and OSTA employees in active payroll status on June 18, 2011, receive a one-time credit of sick leave. Full-time employees receive 32 hours of sick leave or an amount equal to half of the personal

204 leave hours lost, whichever is less. Part-time employees receive 16 hours of sick leave. Contact: OCB

June 2011: Cost Savings Days reconciliation. Contact: OCB

June 2011: CSD final reporting for FY2010 and FY 2011. Contact: HRD HCM & Agency HR Support

June 2011: Approximately 400 enterprise IT agreements will need to be executed no later than June 30, many of which are mission critical to the state’s operations.

June 2011: Meeting with state agencies to issue the EEO investigations Manual. Contact: EOD: EEO/AA Unit

June 2011: GAAP reporting period. Contact: HRD HCM & Agency HR Support

June 2011: Generate Open Enrollment eligibility file to vendors. Contact: HRD Benefits

June 30, 2011: is a significant date for the Office of Real Estate and Planning as all of the approximate 245 commercial leases are set to expire. Contact: GSD: Real Estate.

JULY July 2011: Implementation of Federal Health Reform changes including dependent age expansion; removal of life time limits; and new appeal process. Contact: HRD Benefits

July 2011: Implementation of medical plan design. Contact: HRD Benefits

July 2011: New medical vendor contract begin date. Contact: HRD Benefits

July 2011: CCU must submit SWCAP report of compliance activities conducted by the unit during the fiscal year. Contact: EOD Construction Compliance Unit

July-Oct: GAP/SWCAP Reporting: Participate in overall federal reporting requirements, primarily on use of employee leave and employee pay. Done in conjunction with Pay Fiscal and at the guidance of OBM. Contact: HRD Applications and Reporting

July 1, 2011: Civil Service Testing Reform – July 1, 2011 pending approval of current Budget Bill. Contact: HRD Workforce Administration

205 AUGUST Aug. 26, 2011: OCSEA, SEIU/1199, OEA, FOP, and OSTA employees in active payroll status on July 30, 2011, receive a one-time lump sum payment. Full-time employees receive a payment equal to 32 hours of personal leave days or half of the personal leave hours lost, whichever is less. Part-time employees receive a payment equal to 16 hours of personal leave. The contractual language has been included as Attachment 9. Contact: OCB

Aug. 2011 - EOD Annual Trade Fair. Contact: EOD: MBE/EDGE Certification Unit

Aug. 2011: Each year during August, SAO conducts a day-long series of seminars, called SAO College, to educate interested parties on the proper management of the design and construction of state projects.

Aug. 2011: Ohio Business Expo. Contact: EOD: Outreach

SEPTEMBER Sept 2011: SWCAP reporting period. Contact: HRD HCM & Agency HR Support

OCTOBER Oct. 2011: Flexible Spending Account Open Enrollment. Contact: HRD Benefits

Oct. 1, 2011: All agencies are required by the ORC to certify their assets to DAS. Contact: GSD: Business Operations

Oct. 1, 2011 - Annual MBE/EDGE Scorecard report due. Contact: EOD: MBE/EDGE Certification Unit

Oct. 15, 2011: University Fleet Utilization Certification due. Contact: GSD: Fleet Management.

Oct. 2011: Fall ASAP Awareness Week. Contact: GSD: Business Continuity

Oct. – Dec. 2011: Launch the 6-week 2011 EEO Academy. Contact: EOD: EEO/AA Unit o Friday, October 7, 2011 o Friday, October 21, 2011 o Friday, November 4, 2010 o Friday, November 18, 2011 o Friday, December 2, 2011 o Friday, December 16 2011

Oct. 1, 2011: the State of Ohio’s annual Drug Free Workplace Certification is due to the US Environmental Protection Agency. Contact: HRD Workforce Administration

Oct. 2011: Preparations for the Fiscal Years 2014-2015 statewide IT budget process need to be underway

206 NOVEMBER Nov.-Dec.: Annual leave conversion: Allow state employees to convert portions of sick and personal leave to a cash payment. Also happens for one agency at end of the fiscal year. Contact: HRD Applications and Reporting

Nov-Dec 2011: December (leave-hour) conversion. Contact: HRD HCM & Agency HR Support

DECEMBER Dec. 2011: Computation of elected officials’ salaries for following year. Contact: HRD Policy

Dec. 1 – Feb. 28: Employee W2 statement preparation and submission: In conjunction with the Pay Fiscal office, communicate with employees, generate test files, print and distribute W2 statements, submit data to federal entities Contact: HRD Applications and Reporting

Intermittent throughout the year: Intermittent: Throughout the year SAO hosts various Knowledge Exchanges with our client groups of agencies, colleges and universities to share best practices and communicate updates to standard contracting requirements. Contact: GSD: State Architect’s Office

Intermittent: Supervisory Excellence will have 2-4 classes per month. . Contact: HRD Learning/Professional Development.

DATES to be determined 2011 – date(s) TBA: Construction Compliance training for state agencies, colleges and universities that administer state and state assisted construction projects/contracts. The purpose of trainings is to train designated EEO Officers to implement and monitor affirmative action and diversity requirements outlined in the OAC 123:2-1 through 123:2-11, ORC 9.47, 125.111, 153.59 and 153.08. Colleges and universities are required to establish a contract compliance program in accordance to ORC 3345.29. Contact: EOD Construction Compliance Unit

2011 – date TBD: OHMS – Test Management System implementation – date TBD. Contact: HRD Workforce Administration

207 Reporting requirements

Due to its wide-array of services, DAS has a myriad of actions it must take and/or reports that it must produce. The authority for these requirements varies depending on the topic. The list and timelines are as follows:

Quarterly requirements: January 1, 2009, quarterly thereafter (January 1st, April 1st. July 1st, October 1st): In accordance with Executive Order 2008-12S, DAS must use its information technology resources to create a purchasing scorecard to measure and track the portion of overall purchases that state governmental entities make from Ohio businesses. ODAS should ensure that this scorecard is created by the above date and posted on the Ohio Business Gateway procurement web portal.

Quarterly basis throughout the year: (January 1st, April 1st. July 1st, October 1st): In accordance with RC 125.838(A), DAS must compile a report that includes the amount of alternative fuels and conventional fuels purchased, the per-gallon prices paid for each fuel, the locations at which alternative fuels were purchased and the fuel amounts purchased at each such location. This compilation of data must occur quarterly throughout the year. An annual report is submitted to specified individuals in April in accordance with RC 125.838(B).

April 15, 2009, quarterly thereafter (January 15th, April 15th. July 15th, October 15th): In accordance with Executive Order 2008-12S, the OCPO and the Office of Budget and Management (OBM) shall work collaboratively to identify any savings that are achieved through the State’s more streamlined procurement process and to summarize those savings in a report that will be submitted to the Director of ODAS.

Semi-Annual requirements: Semi-annually (February 2nd, August 3rd) In accordance with RC 126.507 and in consultation with OBM, the director of DAS shall monitor the implementation of spending plan strategies by state agencies and shall report to the governor and the general assembly the effectiveness of the implemented strategies and any unintended consequences of implemented strategies.

Annual requirements: On or before January 1: In accordance with ORC 124.09, the Director shall make a report to the Governor showing the Director's actions, the rules and all exceptions to the rules in force, and any recommendations for the more effectual accomplishment of the purposes of Chapter 124 of the Revised Code.

On or before January 1: In accordance with ORC 124.30, there shall be a report in the Director's annual report all cases of suspension under the provisions of that statute with the reasons for such suspension.

January 31: In accordance with RC 125.832, DAS is required to prepare and submit a statewide fleet report to the Governor, Speaker of the House, and President of the Senate, including the numbers and types of motor vehicles, their mileage, miles per gallon, and cost per mile, mileage reimbursements, accident and insurance data, and information regarding compliance by state agencies to which DAS has delegated fleet authority.

January 31: JLEC reporting period 3 deadline, upon which the financial disclosure information and lobbying costs must be submitted for the period between 9/1 and 12/31.

208 January 31: The JLEC initial registration statement for the executive agency lobbyist must be submitted.

March 1: In accordance with OAC 125-1-05, the Director of Administrative Services shall file annually on this date, a complete report of the state employee health benefit fund for the preceding fiscal year with the Governor, the General Assembly, and the Superintendent of Insurance. This report shall include a detailed financial statement of the fund and the expenses incurred pursuant to Section 124.87 of the Ohio Revised Code and all the requirements under this Section.

March 31: In accordance with RC 9.823, DAS is required to provide to the Speaker of the House of Representatives and the President of the Senate a report of amounts reserved and disbursements made from the reserves, together with a written report of a competent property and casualty actuary. The actuary’s report must certify the soundness of the risk management reserve fund, according to enumerated measurements. The report shall include disbursements made for the administration of the fund, including claims paid, cost of legal representation of state agencies and employees, and fees paid to consultants.

April 1: In accordance with RC 125.838(B), DAS is required to prepare a report containing all the data for the preceding calendar year described in division (A) of this section that is collected on a quarterly basis, including the number and types of motor vehicles each state department and agency owns or leases that are capable of using an alternative fuel and the locations at which these motor vehicles are routinely parked. This report is to be given to the Governor, to the Speaker and Minority Leader of the House of Representatives, and to the President and Minority Leader of the Senate.

April 15: In accordance with RC 102.02, DAS employees who are required to file financial disclosure forms to the Ohio Ethics Commission must do so by April 15 each year. New employees who qualify are required to file within 90 days of appointment.

May 31: JLEC Registration Reporting statement 1, which covers the period from 1/1 and 4/30. May 31 is the deadline by which financial disclosure information and lobbying costs must be reported for this first of three yearly periods.

June 30: In accordance with Executive Order 2008-12S, ODAS, the Ohio Rehabilitative Services Commission, and the Ohio Department of Rehabilitation and Correction must review annually their “Think Ohio First” programs to assess whether those programs are meeting socio- economic goals and agency expectations in the areas of quality assurance, responsiveness, and value.

June 30: In accordance with RC 125.082(D), DAS is required, jointly with the department of natural resources, to prepare and submit to the governor and the speaker of the house a report regarding the purchase of recycled products by the general assembly, the elected state office holders, all departments, boards, offices, commissions, agencies, and institutions of the state. The report is to be annual and the statute implies that the close of the fiscal year is the most appropriate time for the report.

June 30: In accordance with RC 125.83, DAS is required to calculate the cost per mile of each motor vehicle in the state’s fleet of motor vehicles. This can be done at any point in the year but must be submitted by the end of the fiscal year.

209 On or before July 1: Beginning of each fiscal year: In accordance with RC 125.081(E), the Director of DAS is required to certify to the equal opportunity coordinator, the clerk of the senate, and the legislative clerk of the house of representatives that approximately 15% of the aggregate value of the purchases that are required to be purchased through competitive selection have been set aside for minority business enterprise competition.

On or before July 1: In accordance with RC 125.073(B), DAS is required to report the effectiveness of electronic procurement to the committees in each house of the general assembly dealing with finance.

On or before July 30: In accordance with the Greenwood consent decree, the report for the period between January 1 and June 30 of each year must be filed within 30 days of the end of the period, meaning that July 30 will be the deadline for the filing.

August 1st no later than December 31st: In accordance with RC 125.04(B), DAS is required to include in its annual report an estimate of the cost incurred by permitting political subdivisions to participate in contracts under RC 125.04, which establishes the cooperative purchase program.

August 1st: In accordance with RC 125.89 and RC 149.01, Director of DAS is required to include in its annual report a summary of its actions regarding surplus federal property pursuant to RC 125.84 through 125.90. A copy must be filed with the general assembly in addition to the three other entities who receive the annual report under RC 149.01, which include the governor, secretary of state, state library, and one copy kept by DAS.

August 1st: In accordance with Executive Order 2008-21S, the Chief Procurement Officer provides a report to the Governor on any suppliers who fail to comply with the sweatshop-free terms and conditions and any additional categories of goods for which the new standard terms and conditions will be inserted into contracts for the next fiscal year.

September 15th: In accordance with RC 125.832(P), ALL INSTITUTIONS OF HIGHER EDUCATION must report information regarding its use of motor vehicles to be included in the report given to the Governor by DAS. If the institution does not use the fleet management tracking, fuel card program, and bulk fuel purchases tools and services that the department provides, must include the information under 125.832(P)(1) & 125.832(P)(2)

September 30th: JLEC reporting period filing deadline, on which the period between 5/1 and 8/31 must be covered.

September 30th: In accordance with RC 129.093, the Director of DAS is required to submit to the governor, the president of the senate and the speaker of the house a report describing the number and types of biobased products purchased under the biobased preference program and the amount of money spent by DAS and other state agencies for those biobased products.

October 1st: DAS, Ohio Rehabilitative Services Commission and the ODRC shall provide a report detailing its results from their annual “Think Ohio First” program review conducted on June 30 to the State Chief Procurement Officer, Controlling Board President, and its Members.

October 1st: In accordance with RC 125.16, each state agency, in accordance with procedures established by DAS, must file an inventory of tangible personal and real property with DAS for purposes of maintaining current inventory records under this section.

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October 1st: In accordance with Executive Order 2008-12S, ODAS, the Ohio Rehabilitative Services Commission, and the Ohio Department of Rehabilitation and Correction shall provide a report detailing its results from their annual “Think Ohio First” program review conducted on June 30 to the State Chief Procurement Officer. This report shall also be sent to the Controlling Board President and its members.

October 1st: In accordance with Executive Order 2008-13S, the Deputy Director of EOD shall submit a written report to the Governor, the President of the Senate, the Minority Leader of the Senate, the Speaker of the House of Representatives, and the Minority Leader of the House of Representatives describing the State Agencies’ progress in advancing the MBE and EDGE programs.

December 1: In accordance with RC 1347.15(C)(2), the Office Of Information Technology shall develop the privacy impact assessment form and post the form on its internet web site by the first day of December each year. The form shall assist each state agency in complying with the rules it adopted under this section, in assessing the risks and effects of collecting, maintaining, and disseminating confidential personal information, and in adopting privacy protection processes designed to mitigate potential risks to privacy.

December 15th: In accordance with RC 125.832(P), DAS is required to certify, within ninety days after receipt of all motor vehicle reports from state institutions of higher education (which occurs on September 15th), those institutions that DAS determines would save money if they were to use the fleet management tracking, fuel card program, and bulk fuel purchases tools and services that DAS provides. The institutions so certified must then use those tools and services that DAS provides until DAS next certifies institutions.

December 31st: In accordance with RC 125.603, the office of procurement from community rehabilitation shall submit to DAS a report of its activities. The report must be posted electronically on the office’s website by the last day of December each year.

December 31st: Pursuant to DAS Directive GS-D-04, the agency shall submit an annual Certificate of Compliance to the state records management office by December 31 of each year. The Certificate of Compliance shall be signed by the agency records management officer and the agency director.

(Unspecified), In accordance with 125.112, the Director of DAS shall submit to the General Assembly an annual report regarding the implementation of the website required under this section.

Bi-annual requirements: January 31, even years: In accordance with RC 125.05(E), Not later than January 31st of each even-numbered year, the directors of DAS and OBM shall review and recommend to the general assembly, if necessary, adjustment to the purchasing thresholds

January 31, odd numbered years: The JLEC initial registration statement for the legislative agent must be turned in.

211 February 1, odd numbered years: In accordance 126.502, the director of each state agency must submit to OBM and the general Assembly a spending plan for purchasing supplies and services for the following two fiscal years.

Requirements triggered by activity: Temporary Section 207.30.60, Am. Sub. H.B. No. 1 (7/1/09 – 6/30/11) Centralized Gateway Enhancement Fund (C): The Director of Administrative Services shall submit spending plans to the Director of Budget and Management to justify operating transfers to the fund from the General Revenue Fund.

Temporary Section 207.40.10, Am. Sub. H. B. No. 1 (7/1/09 – 6/30/11) MARCS Debt Service Payments: Within thirty days of any payment made from appropriation item 100447, OBA- Building Rent Payments, the Director of Administrative Services shall certify to the Director of Budget and Management the amount of this share.

Temporary Section 701.40, Am. Sub. H. B. No. 1 (7/1/09 – 6/30/11): To the extent possible appropriated and ARRA funds are to be used in accordance with the preferences established in section ORC 125.09 (Buy America and Buy Ohio). If any person requests or obtains a waiver of the preferences referred to above, the Director of Administrative Services shall publish information identifying the person and the product or service with regard to which the waiver was requested or obtained. The director shall publish the identifying information on an internet web site maintained by the Department of Administrative Services.

212 DAS Support of Select Boards and Commissions In addition to the boards and commissions which the DAS Director or other DAS officials are statutorily assigned to serve as a member, there are also boards and commissions which DAS supports. Members of these boards are not compensated and are usually comprised of state and local officials. As such, these boards and commissions may rely on DAS to organize meeting dates, locations and agendas, to facilitate communications among the members and to identify candidates for vacant (or expiring) member positions. • Dr. Martin Luther King (MLK), Jr. Holiday Commission • Governor’s Residence Advisory Commission (GRAC) • Ohio Geographically Referenced Information Program (OGRIP) • Multi-Agency Radio Communications System (MARCS) • Combined Charitable Campaign Steering Committee • Ohio Certified Public Manager Advisory Board

Flags at Half-Staff The US Code Title 4, Chapter 1, 7.m. indicates that the US President and states’ Governors can order national flags to be flown at half-staff upon the death of principal figures as a mark of respect to their memory. Due to DAS’ administration of several state-owned buildings, the GSD Office of Properties and Facilities receives instruction from the DAS Director (or directly from the Governor’s Office) to lower the flags on state property for set amounts of time.

Emergencies DAS maintains a Public Safety Emergency directive (HR-D-11) to establish uniform procedures for all state agencies implementing emergency procedures for bargaining unit and exempt employees. A formal public safety emergency declaration or proclamation can only be made by the Governor or Governor’s designee. An emergency cannot be declared by an individual agency, department or director. Although an emergency would ultimately be declared by the Governor or by the Public Safety Director, it is probable that the DAS Director will be contacted for consultation along with other directors (depending on the type of emergency) to identify and assess potential issues prior to a declaration being made. The complete Public Safety Emergency directive can be viewed at: http://das.ohio.gov/LinkClick.aspx?fileticket=BCfbNa9nplY=&tabid=356

Weather emergencies: Historically, the director of the Department of Public Safety has served as the Governor’s designee to declare a weather emergency, which affects the obligation of state employees to travel to and from work for a specific period of time due to severe weather conditions not limited to snowstorms. Each winter, snow emergencies are declared by local sheriffs in select counties, yet no formal public safety emergency is declared by the Governor. As such, state public offices remain open. Should this situation occur, agency directors and department heads are encouraged to exercise their judgment and discretion to permit employees to use any accrued vacation, personal or compensatory leave if such employees choose not to come to work due to extenuating circumstances caused by the county sheriffs now emergency. Employees with no or inadequate accrued leave may be granted leave without pay. Also, appointing authorities can also consider the temporary reassignment of employees to indoor or on-site job duties consistent with their job classification during days or shifts of especially inclement weather.

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Weather essential employees: Employees who are designated as essential employees are advised of the designation by letter by October 1st each year. Essential employees are expected to report to work during weather emergencies or disaster emergencies unless otherwise advised. Employees who are deemed essential should possess their Essential Employee Card to facilitate their travel to and from work on state roadways and highways during a declared weather emergency.

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Pending Issues Involving DAS

Legislative Bills Involving DAS ...... 216

Pending Litigation ...... 218

215 Legislative Bills Involving DAS

Bill Name Sponsor Summary Senate Committee Senate Floor House Committee Committee Status House Floor Liaison Committee Status HB 1 FY10/11 Budget Sykes Various summaries Finance & Passed 6/09 Passed 6/09 Finance & Passed 4/09 Passed 4/09 Sarah/Nadine Bill Financial Appropriations Institutions HB 237 Health Newcomb Requires that insurance plans cover oral Healthcare Access & Pending 6/10 ODI lead insurance‐oral and chemo drugs at equal rates. Affordability agency/Sarah cancer Administration would be tricky as most medicines employers, including the State of Ohio, cover chemo under medical plan and oral under Rx plan. HB 146 DAS Health Hagan Requires DAS to allow counties to join state‐ Insurance Pending Sarah Plan administered health plan. Would present many logisitical problems, including tracking eligible employees, contract negotiations (# DAS guarantees will be potential clients for TPAs), bill doesn't require counties to use state plan for any required time period once they opt to change to state, DAS's customer service personnel is not supported by premium funds, but we would still need to increase staff in order to HB 167 Tenant Murray Requires all Ohio employers and landlords Judiciary Civil Pending Housing & Urban Passed 12/09 Sarah Discrimination to provide leniency to domestic violence Justice Revitalization victims in certain circumstances. DAS is overall supportive of concept, but requested a few changes to the employer requirements, including ability for state's mission critical positions to require standard call‐ahead for time off (i.e. DRC guards, IT infrastructure specialists, highway patrol). Without this, critical functions may suffer. SB 20 State Carey Allows for service credit with military to be State & Local Pending 10/09 Sarah employees‐ included in longevity and vacation credit of Government & longevity & state employees (similar to prior county Veterans Affairs vacation credit service.) Overall, DAS is supportive, but for prior HRD Policy had indicated some concern military service with wording, including how time in the reserves would be counted if employee had already received additional time for working at the county at the same time as while in the reserves. HB 230 State Moran & Establishes eNotification system similar to State & Local State Government Passed 10/09 Passed 10/09 Sarah Regulation Zehringer Exec Order 2008‐4S, to be run by DAS. DAS Government & has already created this system and the Veterans Affairs notification process is well‐established in agencies. HB 260 Election Law Stewart & Sec. 125.042 would require DAS to set up State & Local Elections & Ethics Passed 11/09 Passed 11/09 Nadine Heard contracts for Boards of Election Government & Veterans Affairs HB 318 Tax Rate Sykes Three Construction Reform Demos, EDGE Finance & Passed 12/09 Passed 12/09 Finance & Passed 10/09 Passed 10/09 Sarah/Nadine Freeze/Constr Stakeholder Advisory Panel Financial Appropriations uction Reform Institutions Demo HB 383 On‐Line Small Baker & Requires ODOD to create an online small Economic Pending Sarah Business Stautberg business resource center that largely Development Resource duplicates the Ohio Business Gateway. Center HB 495 Sunset Review Book & Dodd DAS supports all DAS related language: 8 State & Local Pending State Government Passed 5/10 Passed 6/10 Nadine committees Government & Veterans Affairs HB 62 Military Pryor In regards to DAS, included amendment State & Local Pending Veterans Affairs Passed 12/09 Passed 12/09 Sarah Experience that would require all positions with the Government & job title 'social worker' employed by the Veterans Affairs state to hold a license. DAS is prepared with the appropriate changes to the job classifiaction plan field with JCARR, and affected agencies ahve already been notified. HB 525 high Hollington Bill requires DAS to create a high Healthcare Access & Pending 5/10 Sarah deductible deductible health care plan. Bill as written Affordability health care left open many questions as to intent plan regarding what kind of plan. Would most likely adversely effect traditional health plan premiums. DAS offered a pilot program in FY01‐02 that saw only 1% of eligible employees decide to use the HD plan. HB 357 Intrastate Carney H1N1 bill': Includes DAS's language Health, Human Health Passed 5/10 Passed 5/10 Sarah Mutual Aid establishing Governor's authority to declare Services, & Aging Compact a 'health exigency' in case of an epidemic which would put state employees at risk for disease spread by colleagues, potentially jepordizing mission critical tasks. Health exigency would allow managers to send employees exihibiting identified symptoms home without pay.

216 Bill Name Sponsor Summary Senate Committee Senate Floor House Committee Committee Status House Floor Committee Status SB 131 Bioproduct Cafaro/Pillich Requires DAS and Unicersities to create a Agriculture Passed 9/09 Passed 9/09 Agriculture & Passed 2/10 Passed 2/10 Preference bioproduct procurement preference of up Natural Resources to 5%. Rules are in effect 11/22/10 SB 241 OIL AND GAS Faber DAS supports keeping centralized authority Environment & Pending LEASES at DAS, rather than DNR. Neutral on the Natural funds going to DNR Resources SB 249 University Seitz DAS supports amending the bill to allow Finance & Passed 6/10 Passed 6/10 Lease/Leaseba DAS to enter into lease‐leaseback Financial ck; conduit agreements for renovations at 145 South Institutions entity‐sale and Front Street and new SOCC disaster leaseback recovery build SB 78 State Coughlin Bill would require many DAS to include . Finance & Pending Employee Despite sponsors ascertion that other Financial Salaries states have done this 'for free,' the Institutions SB 8 Election Law Seitz Sec. 125.042 would require DAS to set up State & Local Passed 12/09 Passed 12/09 Elections & Ethics contracts for Boards of Election. Unless Government & these contracts are mandatory, DAS cannot Veterans Affairs support the language. Boards of election need to consolidate their buying power and we must have a guaranteed base volume in order for the language to be efficient.

SB 88 Military Leave Fedor Similar concept as to HB 449. Allows for Insurance, Pending employees who don't work a typical 9‐5 Commerce, & shift to have extra time added to 'military Labor leave' allowances. Applies to all public entities. SB 297 Economic Seitz Allows political subdivisions to do certain Ways & Means & Pending Development/ land annexations without us. Neutral Economic annexations Development SB 3Small Faber As introduced, presents problems for State & Local Passed 3/09 Passed 3/09 State Government Passed 4/10 Passed 5/10 businesses‐ administering, including customer service Government & impact of rules provision. Bill presents impossible Veterans Affairs requirement for DAS to amend all job descriptions with customer service standards.

217 Pending Litigation

Anadell, Elaine (James) v. Ohio Public Defender Court of Claims Case No. 2010-06966 Tenth District Court of Appeals Case No. 10-AP-842

CLC Contact: Cheryl Nester AG Rep: Chris Conomy and Jennifer Adair

Summary: Breach of contract (Life Insurance of employee, now deceased, expired). Plaintiff Elaine Anadell brings these claims as Executor of the estate of decedent James Anadell. Mr. Anadell was employed by the State of Ohio between 5/26/94 and 4/ 2/07 in the Office of the Ohio Public Defender. Plaintiff alleges that Defendants had a duty to inform Mr. Anadell of his option to port his state-paid life insurance—purchase continuing coverage through the insurance carrier—when his employment terminated on 4/2/07. Plaintiff asserts breach of contract and negligence and the negligent infliction of emotional distress.

A Motion to Dismiss was filed on 06/06/10 based on statute of limitations - all claims in Court of Claims must be brought within two years. The Amended Complaint alleges that Mr. Anadell suffered from alcoholism, bipolar disorder and “episodes of mental confusion,” but Defendants have argued these allegations are insufficient to invoke the tolling of the statute of limitations pursuant to R.C. 2305.16.

Update: On 8/19/10, the court granted Defendants’ Motion to Dismiss. The court held that the cause of action accrued (and the statute of limitations began to run), not from the date of the employee’s death as the widow argued, but no later than 31 days after Termination of the employee’s employment on 4/2/07. Therefore, any potential breach of contract would have accrued no later than 5/3/07. Plaintiff’s complaint was not filed until 5/7/07.

The Plaintiff filed an appeal 8/31/10, to the Franklin County Court of Appeals. Record transmitted to the appellate court 9/13/10. Plaintiff/Appellant’s brief due 10/1/10; Defendants/Appellees’ brief due 10/19/10.

Applied Contracting Corp. v. DAS Court of Claims Case No. C2008-07195

CLC Contact: Darren Shulman AG Rep: Paula Luna Paoletti

Summary: This is a construction action regarding the installation of 2 ODOT wash bay additions in Blue Ash and Wilmington. Plaintiff alleges breach of contract and unjust enrichment related to claims that the State, ODOT and ODAS acted in bad faith and/or negligently with regard to various matters that allegedly resulted in delayed construction and increased uncompensated costs for Plaintiff. Plaintiff seeks compensatory damages in excess of $20,000.00, punitive damages, and costs and attorney fees. The Court of Claims sua sponte struck the claim for punitive damages, which are not available in this court. The summons was issued 6/18/08. Trial held. Post-trial briefs filed 1/7/10.

Update: Awaiting decision.

218 Arledge, Donald v. State Treasurer v. DAS Court of Claims of Ohio Case No. C2009-08551

CLC Contact: Richard Scott AG Rep:

Summary: According to an Incident Report received by DAS, Scott Arledge, Airnet Employee, entered onto the premises of the State of Ohio Computer Center and claimed that he sustained damage to the vehicle he was driving. The on-duty guard, Carl Roberts, was working at the entrance gate to the SOCC on the date that Arledge attempted admission onto the SOCC premises. Roberts admitted in his Voluntary Statement to pushing the entrance gate ballard operator button causing noticeable damage to the Arledge vehicle. Arledge’s father, owner of the vehicle, filed suit in the Court of Claims against the State Treasurer. Since the accident occurred on DAS property, DAS received a request to file the investigative report with the Court of Claims. Darren Shulman filed the report on 1/12/10.

Update: The court accepted the DAS filing of the investigative report as a motion to be included as a party-defendant to the case. The State Treasurer, the original defendant, filed their investigative report on 3/31/10. The plaintiff filed a response to the two agency reports on 4/22/10. The court dismissed the action on 7/28/10.

In re BearingPoint United States Bankruptcy Court Chapter 11 Case No. 09-10691 (S.D. New York)

CLC Contact: Darren Shulman AG Rep: Victoria Garry

Summary: BearingPoint declared bankruptcy. DAS is not owed any money, but does have two contracts with BearingPoint in which BearingPoint provides services to the State. Copies of these contracts were forwarded to the AG. Thus far, BearingPoint has continued to perform under the contracts. 6/03/09 - Court issued Order Authorizing BearingPoint to establish procedures in aid of the assumption, assignment and sale of certain public service and commercial service contracts. U.S. government contracts may not be assigned absent government consent.

Update: BearingPoint continues to perform under their contract.

Binford, Pamela v. DAS Federal Court Case No. C2-07-1218 (S.D. Ohio)

CLC Contact: Cheryl Nester AG Rep: Michael C. McPhillips

219 April 8, the court granted partial judgment on the pleadings to DAS and dismissed all claims except those brought under 42 U.S.C. 1983. On 7/21/09, the court granted DAS’ motion for summary judgment on the remaining claims. Judgment was entered in favor of DAS. On 9/2/09, DAS moved to have costs assessed against Binford.

Update: Court decision pending.

Brenning, F. William v. DAS Court of Common Pleas No. 10CVF08-11430 (Franklin County)

CLC Contact: Cheryl Nester AG Rep: James Evans

Summary: Brenning applied for disability benefits, which were approved for the period of 12/1/09 through 2/28/10. He had until 3/20/10 to submit further medical information to receive an extension of these benefits or until 3/30/10 to file an appeal. He did not timely submit either. On 7/14/10, DAS issued an Adjudication Order, closing the claim.

Update: Brenning has filed an administrative appeal to the Franklin County Court of Common Pleas. The administrative record was filed by DAS on 8/25/10. On 9/10/10, Brenning moved for summary judgment. On 10/13/10, Brenning filed his brief, moved for admission of additional evidence, and renewed his motion for summary judgment. On 10/27/10, DAS filed its response.

Brown, Charles v. DAS Court of Claims of Ohio Case No. C2007-01941

CLC Contact: Theresa Schaefer AG Rep: Eric Walker

Summary: Plaintiff was a passenger in a vehicle owned by Ohio Department of Mental Health and driven by an employee within the scope of his employment. The driver drove the vehicle off the road and collided with a tree on the passenger side of the vehicle. There is a connected action pending with the Ohio Bureau of Workers' Compensation; Claim #05-312407; Charles F. Brown -St. Moritz Security Service - Ohio BWC. On 07/11/08, the case was STAYED, pending final disposition of the connected action. Plaintiff’s demand is $110,000. On 4/15/10, we made a counter offer of $15,000.

Update: A status conference on the connected action was held on 8/18/10.

Brown, Philip M., v. DAS Court Case No. C2008-10307 (Court of Claims; Judge J. Craig Wright)

CLC Contact: Cheryl Nester AG Rep: Christopher Conomy

Summary: Plaintiff seeks judgment that he has not been paid at the proper rate since a 7/7/07, promotion, and an order that the matter be corrected retroactively. Plaintiff served as a temporary fire lieutenant for the Ohio Air National Guard 179th Air Lift Wing Fire Department for two years, ending at pay range 8, step 6 ($18.56/hr.). As a temporary employee, he was not covered under collective bargaining. Effective July 7, 2007, he was promoted to Fire Station Captain, an exempt position, at pay range 10, step 1 ($18.42/hr.). Although this position is reimbursed with federal funds, the position is paid by the State of Ohio. Plaintiff voluntarily dismissed on 11/18/09.

Update: Plaintiff has until 11/18/10 to re-file. Case closed.

220

Burnetto, Joseph v. ORM & ODOT Court of Claims Case No. C2009-09485

CLC Contact: Theresa Schaefer AG Rep: William Becker

Summary: Snowplow driver ran into the rear of Plaintiffs’ vehicle in Wood County, Ohio. Answer filed 01/14/10. ORM was added as defendant on 05/28/10. Discovery cut-off is 11/24/10. Depositions have been taken of plaintiff and ODOT driver. After receiving plaintiff's full medical records, we will schedule an IME. Due to the facts in this case, we stipulated to liability. Thus only damages will be tried.

Update: Damages Trial is 03/24 -03/25/11.

Cargile, William v. DAS Court of Claims of Ohio Case No. C2007-02173

CLC Contact: Chris Kinworthy AG Rep: C. Conomy, John Reichley

Summary: This is a damages claim against DAS for breach of contract. Plaintiff William Cargile Contractor III and William Cargile Contractor II, Inc. is a minority business enterprise (MBE) construction company that sued DAS in 1995 challenging the state’s certification of an Asian Indian business (DLZ Corporation) as an MBE. Cargile sued DAS seeking to prevent the state from certifying Asian Indian companies under the MBE program. The lawsuit was settled in 1996 and as a term of settlement DAS agreed that Cargile would have full opportunity to compete and bid upon state public projects and that DAS would make awards to the lowest responsive and responsible bidder as required by ORC 9.312. In September 2005, Cargile sued in federal court against DAS alleging a violation of the settlement agreement. The federal lawsuit was dismissed and now essentially the same suit is being brought again in the state Court of Claims.

On 3/28/07, the AAG filed a Motion to Dismiss or in the Alternative Motion for Summary Judgment. On May 15th, the Court conducted an oral hearing on the Motion and the Judge granted the Motion to Dismiss in part, as it pertains to any constitutional claims alleged in the complaint, but denied the Motion to Dismiss on the breach of contract claims. On June 7th the AAG filed the Defendant’s Answer. On June 14th, the AAG sent the Defendant’s First Set of Interrogatories and Request for Production to Cargile. Plaintiff asked for an extension to respond to the discovery requests and should respond by late August/early September.

“Order to Bifurcate Trial” filed 8/16/07, stating, “The initial trial shall pertain to the issue of liability. The liability phase of the trial scheduled for 8/4-7, 2008 will require two days. The court's trial order is amended to set the trial for 8/4-5, 2008.”

Update: Case dismissed without prejudice on 8/11/08. Although this case was dismissed, it remains on the report because it was filed again by Cargile, Court of Claims Case No.2009- 00140.

221 Cargile, William v. DAS Court of Claims of Ohio Case No. C2009-01140

CLC Contact: Darren Shulman AG Rep: Chris Conomy

Summary: This complaint relates to a previously filed action (2007-02173, see above entry). Complaint attaches a 1996 settlement agreement between DAS and Cargile and claims DAS is in breach of that agreement. Complaint references earlier claim that DAS is improperly granting MBE certification to Asian-Indians. Liability trial was held on 10/29/09. Proposed findings of fact and conclusions of law was filed on 12/08/09. Plaintiffs have not filed their proposed findings of fact and conclusions. The court granted them one extension –until 12/28/09. Plaintiffs then filed a motion for a second extension, which was denied on 1/28/10.

Update: Plaintiffs’ second motion for extension to file their proposed findings of fact and conclusions was denied on 1/28/10. Awaiting decision from 10/29/10 Liability trial.

Chaney, Kyralissa v. ORM & Dev. Disabilities (Youngstown) Court of Claims Case No. C2009-09388

CLC Contact: Theresa Schaefer AG Rep: Eric Walker

Summary: An employee of MRDD Youngstown Developmental while driving a company vehicle collided with Plaintiff Kyralissa Chaney’s vehicle. Plaintiff James Chaney is claiming loss of consortium. Answer filed 1/07/10.

Update: Mediation is 10/08/10. Expert reports due 12/16/10. Discovery cut-off is 1/18/11. Dispositive motions are due 2/16/11. Pretrial conference is 3/25/11. The damages trial is 5/16/11.

Clark, Jeffrey v. ORM & OSP Court of Claims Case No. C2010-01760

CLC Contact: Theresa Schaefer AG Rep: Douglas Folkert

Summary: Plaintiff, an inmate at the time of the incident, was being transported in a van from Corrections Medical Facility in Columbus to Ohio State Penitentiary in Youngstown. The van in which Plaintiff was riding was rear-ended by another van operated by a DRC employee. Plaintiff alleges physical and emotional injuries in excess of $2,500 as a result of the collision. Answer filed 2/22/10.

Update: Mediation is 11/19/10. Expert reports due 12/16/10. Discovery cut-off is 1/18/11. Dispositive motions are due 2/16/11. Pretrial conference is 3/25/11. The damages trial is 5/16/11.

Cox, James v. ORM & ODRC (Hocking) Court of Claims Case No. C2010-06869

CLC Contact: Theresa Schaefer AG Rep: Eric Walker, Amy Brown

Summary: Plaintiff allegedly injured in a DRC vehicle due to employee-driver’s erratic driving and no seatbelts. The Complaint was filed 05/05/10. Answer filed was filed 05/26/10

222 Update: The initial status conference was 07/21/10.

Dynamics Research Corp. v. ODJFS v. DAS Franklin County Case No. 10CVH-03-3534

CLC Contact: Christine Kinworthy AG Rep: R. Knutti, Amy Brown, Mindy Worly

Summary: Dynamics Research Corporation (“DRC”) filed a complaint against DAS and JFS for breach of the Statewide Automated Child Welfare Information System (“SACWIS”) contract and unjust enrichment. DAS exercised its right to terminate the SACWIS Contract early and the parties are in dispute as to the amount due DRC. DRC is demanding payment in the amount of $1.18 Million Dollars and filed the complaint alleging that the State breached the Contract and has been unjustly enriched by failing to pay DRC.

Update: On 8/11/10, DRC filed a motion to compel in which DRC requested the Court to issue an order compelling the State to respond more fully to DRC’s requests for admission, interrogatories, and requests for production. DRC also requested the Court to issue sanctions against the State for DRC’s efforts to obtain the discovery. On 9/30/10, the Court granted DRC’s motion to compel, but denied DRC’s request for sanctions. The State must respond to the discovery requests by 11/1/10. JFS and DAS are working with the AG’s office in order to respond. Mediation is scheduled for 1/7/11. Trial is scheduled for 7/25-27, 2011.

Engineering Excellence Inc. v. Northland Associates LLC, et al. Court of Common Pleas No. 06-CV-014910 (Franklin County)

CLC Contact: Richard Scott AG Rep: William Cole

Summary: This is a mechanics’ lien foreclosure case on a construction project at Northland Mall. DAS is a nominal party because it has an interest in the subject property. An answer has been filed on behalf of DAS.

The major parties to this lawsuit have recently tried to settle this matter but were unable to do so. An issue regarding the payment of prevailing wage on the work down on the space for the Ohio Department of Taxation in the old Northland Building has been raised.

According to statute, prevailing wage is required to be paid on space to be leased by the state where construction is done specifically for the state. In this case we have confirmed that prevailing wage was not paid. The statue is unclear as to who the prevailing wage coordinator is under this scenario but the state may have some liability. DAS (AG) filed an answer to the complaint on 1/12/07. This is the last activity on file with the AG Representative. In an order filed 6/10/09, the court held a status conference which also amended the case schedule.

Update: On March 9th, Summary Judgment was granted to Northland regarding one count (the priority of liens). A trial has been scheduled for 5/17/10.

Ewing, Don v. ODRC & DAS-ORM Court of Claims of Ohio Case No. C2009-07792

CLC Contact: Richard Scott AG Rep: Douglas R. Folkert

223 Summary: Plaintiff is an inmate who alleges, while working on loading cattle, an employee of DRC backed a vehicle into him, knocking him to the ground injuring his back, hip, right side. The complaint was filed on 09/24/09. ORM was added as a party on 11/02/09. At the 12/01/09 status conference, it was determined that there were no immunity issues. Defendants responded to Plaintiff’s first set of request for production of documents on 12/17/09. Judge Joseph T. Clark set a status/settlement conference for 2/3/10 at 9:30 a.m. at which time the parties were unable to settle the matter. Dispositive motions shall be filed on or before 6/28/10. A discovery status conference has been scheduled for 5/26/10 at 10:00 a.m. and a mediation was scheduled for 3/24/10 at 1:30 p.m. but that date was converted to a status/settlement conference

Update: Pretrial is set for 8/20/10 at 1:00 pm. The trial originally set for 9/27-28, 2010 was continued. The trial on the issue of liability is scheduled for 11-15-2010 @ 10:00 a.m. Plaintiff's 8-30-2010 motion to change the situs of the trial was denied.

Ford, Clarence R. v. Veterans’ Children’s Home Court of Common Pleas No. 2010 CV 0641 (Green County)

CLC Contact: Cheryl Nester AG Rep: Barbara McNeil

Glaser, Matt v. DAS (Disability Case No. 125571) Court of Common Pleas No. 08-CV12-17744 (Franklin County)

CLC Contact: Cheryl Nester AG Rep: Todd Nist

Summary: Glaser has filed a Chapter 119 administrative appeal of the denial of his application for disability benefits. Claim was denied on the basis that the evidence supported a finding that Glaser was not precluded from performing his job duties as a result of physical illness during the period at issue. Administrative record was filed 01/15/09. Daniel Klos withdrew himself as counsel via motion which was granted on 6/12/09. DAS Motion to Dismiss for failure to prosecute was filed 12/23/09.

Update: Although Glaser never filed a brief and DAS had moved to dismiss, the Court entered a decision on the merits on 8/17/10, affirming the disability decision of DAS. No appeal was filed to the Supreme Court. Case closed.

Gorman, Kimm E. v. DAS Court of Common Pleas No. 10CVH-01-1409 (Franklin County)

CLC Contact: Cheryl Nester AG Rep: John Williams

Summary: Gorman filed this action for injunctive action on 1/29/10. Gorman challenged the DAS/OCSEA union contract provision that provided for the employee’s option for salary

224 continuation in lieu of Workers’ Compensation and created an approved-physician list through the WILMAPC committee. Gorman contended that this violated both statute and constitution. A temporary restraining order was issued on 1/29/10, restraining DAS from implementing the Approved Provider Panel. The parties then briefed the matter and a preliminary injunction hearing was held on 2/19/10. At that time, Gorman’s counsel attempted to argue the case upon the briefs, but without any testimony or evidence of the facts. DAS objected. Before the judge ruled upon the matter, Gorman’s counsel entered a 60(b) motion to dismiss without prejudice. The court accepted the motion.

Update: On 2/23/10, the court entered an order dismissing the case without prejudice. Case closed by the court as of 2/23/10. Gorman has one year to re-file the complaint.

DAS v. Higley Company Court of Common Pleas No. 09-CVH-02-0119 (Tuscarawas County)

CLC Contact: Darren Shulman AG Rep: Bill Becker

Summary: This lawsuit filed by DAS pertains to a competitive bid awarded to Higley Company for the construction of DAS Project No. 70-92-050, located at 2201 Reiser Avenue, New Philadelphia, Ohio. DAS awarded this contract to construct ODOT’s District 11 Headquarters. Plaintiffs allege that Defendant breached its contract by failing to construct the Project in compliance with the plans and specifications.

After the answer was received on 3/17/09, a third-party complaint was filed on 3/20/09, adding Nimen Sheet Metal as a third-party defendant. Thus, Higley Company is now the defendant and third-party plaintiff in this action. We have served discovery requests on Higley and plan to schedule depositions upon receipt of certain documents from the defendant. Our expert is Gary Mays from Mays Consulting.

Update: New schedule established after addition of Nimen Sheet Metal as defendant. Mediation is planned now that all parties are part of the lawsuit.

Holbrook, David v. DAS SPBR Nos. 09-REM-08-0383, 09-WHB-08-0384, 09-REM-08-0391, 09-WHB-08-0392

CLC Contact: Cheryl Nester AG Rep: Timothy Lecklider

Summary: Holbrook has filed these appeals of his removal from employment at DAS. Although Holbrook was in an unclassified position at the time of removal, he had previously served in a classified position and is claiming fallback rights. DAS removed Holbrook for reasons which should preclude such rights. Status conference set for 11/6/09. Holbrook voluntarily dismissed Case Nos. 09-REM-08-0383 and 09-WHB-08-0384 (SPBR Board order dated 12/31/009).

Update: Hearing in Case Nos. 09-REM-08-0391 or 09-WHB-08-0392 began June 21, 2010, at which time the parties negotiated a settlement. Settlement papers were drawn up and signed as of August 13, 2010. SPBR issued an Order on August 20, 2010, adopting Holbrook’s withdrawal of the case and dismissing the appeal. Case closed.

225 DAS v. IQ Solutions, LLC Court of Common Pleas No. 03-CV-6054 (Franklin County)

CLC Contact: Theresa Schaefer AG Rep: Bill Cole

Summary: There have actually been three IQ cases -- the original (and remaining) one is being held in abeyance (since 6/1/2007) while the other two (one criminal, one involving insurance) proceeded. The civil case is State of Ohio, Dept. of Adm. Servs. v. IQ Solutions, LLC, Franklin County Common Pleas No. 03-CV-6054, (Judge Michael Holbrook). The case involves defendants' (in particular, Robert S. Kendall's) misappropriation of approximately $5.8 million in public funds from DAS's contract with IQ Solutions, LLC to administer the state's gas-supplier program. Beginning in 2001, by order of Robert Kendall, IQ stopped making payments and diverted the gas-supplier funds for other purposes. DAS sued defendants for negligence, professional negligence, breach of implied warranty, breach of contract, breach of express warranty, conversion, unjust enrichment, recovery of public funds under R.C. 117.28; and piercing the corporate/LLC veil.

Kendall pled guilty to fifth-degree felony theft in January 2009, and paid $700,000. The State also recovered $450,000 from Gulf Underwriters Insurance Co., which was IQ's primary insurer (one-third of that recovery -- $150,000 -- is owed to attorney Robert Rutter pursuant to an agreement between Rutter and DAS). As part of the settlement with Gulf, DAS dismissed its negligence and professional negligence claims against most of the defendants on 2/5/2009. So, DAS has recovered a net $1 million. As part of Kendall's plea bargain, he is ordered to cooperate with DAS in tracking the stolen funds.

On 1/14/10, AAG Bill Cole attended the rescheduled probation violation hearing Robert Kendall. After further discussion with the parties, the judge will order the following: Kendall's probation extended to 2/19/14, the maximum time period, Kendall will pay the state $1,500 a month, Kendall to continue to try to sell at market rate Manhattan his time-share, all proceeds of sale will go to the state, and another hearing to be conducted in 18 months (7/2011) to reevaluate Kendall's restitution payment order.

Update: The Attorney General’s Office is now considering reopening the civil case against Kendall, his other companies, and relatives who may have benefitted from his theft.

Jackson, George & Linda v. DAS Court of Claims of Ohio Case No. C2007-04711

CLC Contact: Chris Kinworthy AG Rep: Stephanie D. Pestello-Sharf

Summary: This case was brought by Plaintiffs for injuries sustained to Plaintiff in a car accident involving state employee, James Austin, Jr. Plaintiffs allege that as a result of J. Austin’s negligent acts, Plaintiff suffered injuries treatment for which he has incurred in excess of $58,000 in medical expenses and lost wages in excess of $56,000. Defendant’s First Set of Interrogatories and Request for Production were sent to Plaintiff in June 2007. A status conference was held on August 8, 2007. Plaintiffs also filed another complaint directly against James Austin in Huron County Common Pleas Court which action is currently pending.

“Settlement conference was held on April 3, 2008. No settlement reached and a discovery hearing will be held on 6/19/08. Independent medical exam and deposition of Plaintiff were done on 04/25/08. No dispositive motions were filed. Currently looking at making a settlement offer from Risk Management. In this case against DAS, the trial schedule has been set as of

226 10/10/08. The case in the Common Pleas Court has been dismissed but it still pending in the Court of Claims (case # referenced above). Another status/settlement conference is scheduled for 10/30/08; mediation is scheduled for December 9th; and trial is scheduled for 3/13/09. Entry denying the motion to attend settlement conference via telephone was denied because it was moot. The parties were unable to reach a settlement as of 12/01/08. On 04/06/09, the court granted the parties’ joint motion for the continuance of the 05/08/09 trial. The new trial date is 09/30/09. On 06/18/09, DAS filed a motion to stay the case and vacate the 09/30/09 trial date because Plaintiff’s Bureau of Workers’ Compensation claim is still pending. Waiting for court to rule on the motion with a status conference scheduled for 12/16/09. The case is STAYED. A status conference on the connected action was held on 06/17/10 where Mr. Jackson's attorney advised the Court that Mr. Jackson’s workers' compensation claim is still pending in South Carolina so until that is resolved the Court of Claims case remains stayed. The Court will issue an entry setting another status conference in approximately 90 days to check the status of Mr. Jackson's workers' compensation claim.

Update: This case is STAYED. At the Status Conference held on 9/29/10, the Court determined that the case should be STAYED because of the pending workers’ compensation claim in South Carolina. The Court will set another status conference in approximately 90 days.

Jackson, Shawn v. ODOT & ORM Court of Claims Case No. C2010-02634

CLC Contact: Theresa Schaefer AG Rep: Stephanie Pestello-Sharf

Summary: On May 10, 2005, James M. Austin, Jr., an employee of the State of Ohio, allegedly failed to bring his vehicle to a stop, striking Plaintiff’s vehicle. The accident occurred on southbound U.S. 250, in Norwalk, Huron County, Ohio. Plaintiff claims medical expenses in excess of $58,000 and lost wages of $56,000. Plaintiff expects to incur more medical expenses and lost wages. Plaintiff’s wife makes a loss of consortium claim in the amount of $5,000. On 06/18/09, DAS filed a motion to stay the case and vacate the 09/30/09 trial date because Plaintiff’s Bureau of Workers’ Compensation claim is still pending. Video deposition of Dr. David Hanallah previously set for 9/21/09 has been postponed pending a new trial date. On 09/16/09 the Court granted our motion to stay the case pending final disposition of Plaintiff’s workers’ compensation claim. The case is STAYED, with discovery to continue.

Update: A status conference on the connected action was held on 09/29/10.

Jacobs, Phillip Douglas v. ODRC & Governor Federal Court Case No. C2-08-680; 6th Circuit Case No. 09-4187

CLC Contact: Cheryl Nester AG Rep: Maryanne Reese

Summary: This is a pro se case alleging discrimination based on the practices used at the North Central Correctional Institute in Marion, Ohio. Case was filed on 7/24/08. Plaintiff, an inmate, alleges that he has not been given the same treatment as other religious groups, especially with worship rights and religious ceremonies. DAS is an incidental defendant to this case against DRC. Report and Recommendation issued 6/30/09, granting State's motion to dismiss and denying all Jacobs' claims. Decision of 8/11/09 approved the Report and Recommendation. Judgment entered 11/4/09. Jacobs appealed to 6th Circuit.

Update: Jacobs' brief filed. State's brief due .

227

Lohrman, Jeffrey v. DAS Court of Common Pleas No. 10CVF07-11028 (Franklin County)

CLC Contact: Cheryl Nester AG Rep: James Evans

Summary: Lohrman applied for disability benefits, which were initially denied on 2/8/10. He had until 3/10/10 to file an appeal. He did not timely submit an appeal. On 7/14/10, DAS issued an Adjudication Order, closing the claim.

Update: Lohrman has filed an administrative appeal to the Franklin County Court of Common Pleas. The administrative record was filed by DAS on 8/25/10. No briefs have yet been filed.

Lucas, Eric T., v. DAS Franklin County CPC Case No. 10CVF02-2899

CLC Contact: Cheryl Nester AG Rep:

Summary: Appeal of disability claim denial was dismissed by DAS as untimely filed. Lucas filed a 119.12 appeal with DAS on 2/24/10. Filed with court same day. DAS filed administrative record on 3/24/10. Appellant’s brief filed May 5, 2010. Appelee’s brief filed May 26, 2010. Reply brief filed. July 2, 2010.

Update: Awaiting court’s decision.

McComas, Chaz v. ORM & ODNR Court of Claims Case No. C2009-05153

CLC Contact: Theresa Schaefer AG Rep: James Dinsmore

Summary: Auto Property Damage with Bodily Injury involving ODNR that was filed on 6/27/07

Update: Awaiting update from AG’s Office.

NCB, F.S.B. v. DAS Court of Common Pleas No. 09-CV-085 (Highland County)

CLC Contact: Richard Scott AG Rep: William Cole

Summary: Plaintiff asserts that as a holder of a Promissory Note which has become due by reason of default of the terms of the Promissory Note and the Mortgage serving as a security interest, they are entitled to the principal sum of the Note and all accrued interest. DAS was included in the lawsuit as a defendant due to a lease recorded on 9/9/05, and said interest is junior to that of the Plaintiff. A letter requesting representation was sent to the Attorney General’s Office on 3/4/09. William Cole has been assigned to this case as the Attorney General’s Representative. This litigation summary was created on 3/16/09. Answer and counter-claim was received on 3/18/09. As of December 4th, an entry dismissing certain parties from the matter was filed and a settlement motion and entry was filed the same date. It appears that this case is or is in the process of being settled.

228

Norman, James v. ORM & ODOT Court of Claims Case No. C2009-04548

CLC Contact: Theresa Schaefer AG Rep: Chris Conomy

Summary: Auto Bodily Injury claim filed on 6/7/07.

Update: Awaiting update from AG’s Office.

Perry, Pamela v. DAS SPBR Case No. 09-REM-08-0390

CLC Contact: Cheryl Nester AG Rep: Rory Calahan

Summary: Pamela Perry has filed this appeal of her removal from employment at DAS. She has also made a claim of disparate treatment.

Update: Hearing was held September 15 and 16, 2010. Awaiting report and recommendation of hearing officer.

Perry, Pamela v. DAS Franklin County Court of Common Pleas Case No. 09CV-12-19093 U.S. Dist. Ct., Southern Dist. Of Ohio, Eastern Div., Case No. 2:10-cv-00078

CLC Contact: Cheryl Nester AG Rep: Rory Calahan

Summary: On December 24, 2009, Pamela Perry filed a complaint against DAS, Nancy Kelly, Mitchell Bailey, Brenda Oyer, and “Does 1 through 20” in the Franklin County Court of Common Pleas. She alleged that defendants: took retaliatory discipline against her in violation of R.C. 4113.52, denied her substantive and procedural due process rights in violation of 42 USC 1983, conspired to deny her substantive and procedural due process rights in violation of 42 USC 1985, defamed her, invaded her privacy, made unauthorized disclosure of private information in violation of R.C. Chapter 1347, and breached her employment contract. On January 28, 2010, Defendants moved to have this case removed to federal court, which was granted. In federal court, defendants moved for judgment on the pleadings.

Update: On September 14, 2010, the federal court granted defendants’ motion for judgment on the pleadings. The court held that palintiff’s federal action (violation of right to procedural and substantive due process under 42 U.S.C. §1983 and conspiracy to violate due process rights under 42 U.S.C. §1985) is dismissed. The “state claims” that were included in the federal case (that she is a whistleblower protected by O.R.C. §4113.52; that she was defamed; that investigation into allegations of misconduct against her violated her privacy rights under Ohio common law and the statutes of Ohio; that her firing was unlawful retaliation and breached an employment contract she had with Ohio DAS) were dismissed without prejudice, meaning that she could re-file them in State court. If no appeal is filed by October 14, 2010, this case will be closed.

229 Ramey, James v. DAS Court of Claims of Ohio Case No. C2009-06478

CLC Contact: Tricia Bell/ Theresa Schaefer AG Rep: James Dinsmore

Summary: Inmate alleges he was assaulted by other inmates at North Central Correctional Institution and other institutions. Plaintiff is alleging negligence, supervision/protection, pain and suffering, notice and duty. Motion to Dismiss on behalf of ORM was filed on 09/14/09. On 11/17/09, ORM’s Motion to Dismiss was GRANTED. Case is closed for ORM.

Update: Case voluntarily dismissed by Plaintiff on May 27, 2010.

Roberts, Juan v. DRC and DAS, Office of Risk Management Court of Claims of Ohio Case No. C2006-05551 10th District Court of Appeals; 09-AP-1056

CLC Contact: Tricia Bell/ Theresa Schaefer AG Rep: Eric Walker, Amy Brown, Daniel Forsythe

Summary: DRC inmate was struck by correction officer vehicle. On 3/3/09, the court adopted the magistrate’s recommendation finding for Plaintiff with 40% reduction in any damage award (overruling Defendant’s objections). Damages trial held on 8/27/09.

On 9/28/09, magistrate’s decision recommended that plaintiff be awarded damages in the amount of $12,025 which includes the $25 filing fee. Defendants will appeal the judgment in favor of Plaintiff. Our appeal was filed on 11/04/09. Our appellant brief was filed on 12/01/09. Plaintiff/Appellee’s brief was filed on 12/22/09. Our reply brief was filed on 12/28/09. Oral Argument held on 4/13/10.

Update: Awaiting decision.

Roth Produce v. DAS et al. Franklin County CCP Case No. 10 CVH 10-14927

CLC Contact: Theresa Schaefer AG Rep: Bill Cole/Jennifer Coskey

Summary: Roth Produce this complaint for declaratory and injunctive relieve, challenging the award of a $14 million produce contract to Tom Maceri and Son, Inc.

Update: The Preliminary Injunction Hearing was held on October 22, 2010. The court indicated that he may render his decision on the request for permanent injunction at the time he issues his opinion on the motion for preliminary injunctive relief.

Russell, Carolyn v. BWC and DAS Franklin County CCP Case No. 10 CV 001269

CLC Contact: Cheryl Nester AG Rep: Barb McNeil

Summary: Appeal of a BWC claim denial filed Jan. 27, 2010. DAS is the employer and has asked for separate counsel. Answers filed Feb., 2010. Discovery is ongoing.

Update: Trial set for Jan. 26, 2011.

230 Sauceda, Hector, et al. v. DAS Court of Claims of Ohio Case No. C2008-08639

CLC Contact: Cheryl Nester AG Rep: Eric Walker

Summary: On 09/13/2006, State driver, Ryan A. Miller, collided with the rear-end of an automobile driven by Plaintiff on West Broad Street near Chicago Ave. in Franklin County, Ohio. Plaintiff and his passenger, Manuel Sauceda, are claiming injuries. Hector’s wife has a loss of consortium claim. DAS reached a settlement with respect to Plaintiff Manuel Sauceda.

Update: With respect to the pending claim of Plaintiff Hector Sauceda, the parties filed a notice of settlement with the court on May 5, 2010. Settlement was submitted on June 3, 2010. The court accepted the settlement and ordered the case dismissed on June 10, 2010. On August 30, 2010, the court billed DAS for $132.98 in costs. Case closed.

Stotridge, Glen v. DAS Court of Common Pleas No. 10CVF07-11002 (Franklin County)

CLC Contact: Cheryl Nester AG Rep: James Evans

Summary: Stotridge applied for disability benefits, which were approved for the period of 3/1/10 through 4/30/10. He had until 5/20/10 to submit further medical information to receive an extension of these benefits or until 5/30/10 to file an appeal. He did not timely submit either. On 8/6/10, DAS issued an Adjudication Order, closing the claim.

Update: Stotridge has filed an administrative appeal to the Franklin County Court of Common Pleas. The administrative record was filed by DAS on 8/26/10. No briefs have yet been filed.

231

Director’s Issues

Boards and Commissions on which DAS Serves ...... 233

Delegations and Designations of Authority ...... 234

Access Issues ...... 236

Director’s Administrative Issues ...... 239

Director’s Personnel Issues (as a state officer) ...... 241

DAS Elements to be Updated ...... 243

Other Startup Items ...... 243

232 Boards and Commissions on Which DAS Serves

Board/Commission Authority Assignee Public Employees Deferred Compensation ORC 145.72 DAS Director Program Public Employees Retirement System ORC 145.04 DAS Director Ohio Business Gateway Steering ORC 5703.57 DAS Director or designee Committee Governor’s Residence Advisory ORC 107.40 DAS Director Commission, Chairman Ohio School Facilities Commission (annual vote: may serve as Chairman or ORC 3318.30 DAS Director Vice Chairman) EMA Advisory Board ORC 125 DAS Director or designee State of Ohio Vehicle Management ORC 125.833 DAS Director Commission State of Ohio Combined Charitable Campaign Steering Committee, Co- OAC 123:1-28-01 DAS Director Chairman Ohio Minority Business Advisory Council EO 2009-05S DAS Director or designee Economic Growth Cabinet EO 2008-19S DAS Director

(127th General Assembly HB 496 Sec. 103.80.20; HB 1: http://www.legislature.state.oh.us/BillText12 MARCS Steering Committee, Chairman 8/128_HB_1_PS_Y.pdf ; GA (128th)’s HB DAS Director or designee 2: pg. 271 of http://www.legislature.state.oh.us/BillText12 8/128_HB_2_EN_N.pdf

Ohio Certified Public Manager (CPM) CPM Consortium accreditation requirements DAS Director Advisory Board Ohio Geographically Referenced ORC 125.901 State CIO or designee Information Program Council, Chair eTech Ohio Commission ORC 3353.02(B) State CIO

Ohio Broadband Council, Chairman EO 2007-24S State CIO

OARnet Governing Board Chancellor Directive State CIO Ohio Criminal Justice Information System State CIO EO 2007-33S Governing Board (represented by the CPO) Ohio Commission on African American ORC 4112.12 EOD Deputy Males Martin Luther King, Jr. Holiday EO 85-89 EOD Deputy Commission Ohio Cultural Facilities Commission SAO Ohio Criminal Justice Information System EO 2007-33S Director, OIT Governing Board Chancellor Directive 2008-008; (http://regents.ohio.gov/actions/documents/ Governance committee - Chancellor, Directive_2008-008_OARnet.pdf) and July State CIO Board of Regents. 9, 2008 addendum (http://regents.ohio.gov/actions/documents/ Directive2008-008Addendum.pdf)

233 Delegations and Designations of Authority

Designees for Boards and Commissions Due to the number of boards and commissions on which the DAS director is assigned to serve, the DAS director historically identifies which boards on which he/she will directly serve and on which boards a DAS director’s designee will serve. These assignments are formalized through a designation of authority. The chart on the previous page lists the current boards and commission on which the DAS director is assigned.

Assistant Directors ORC 121.05 provides that DAS shall have two assistant directors and that the DAS director shall designate which assistant director shall act as director in the director’s absence. This action is formalized through a designation of authority.

Challenges to Eminent Domain: Governor’s Delegation to DAS ORC 163.021(E) assigns veto authority to the Governor when a land owner challenges ODOT or ODNR’s appropriation of property by eminent domain. The law allows the Governor to delegate the veto authority to an agency not involved in the appropriation. Governor Strickland delegated this authority to the DAS Director. Upon receipt of a land owner’s appeal, the DAS Office of Real Estate and Planning conducts a review of the circumstances regarding the state agency’s need for the land-owner’s property and makes its recommendation to the DAS Director. The DAS Director issues a letter to the land owner.

Delegations of Authority Due to the wide array of responsibilities bestowed upon the DAS Director in the Ohio Revised Code and through other authorities, the DAS Director has traditionally delegated select duties to his/her senior managers. The delegation prescribes specifically what actions a senior manager may or may not take with regard to a specific duty. The delegation also prescribes in what manner the senior manager will sign the Director’s name. The current list of delegations is maintained by the Office of the Chief Legal Counsel.

Administrative Support Division (ASD) Office Position Designee Assistant Director Richard Hickman Legal Chief Legal Counsel Theresa Schaefer Employee Services Administrator Allison Shaeffer HR Consultants Charlotte Long, Victoria Yarborough Finance Chief Financial Officer Quentin Potter Equal Opportunity Division (EOD) Office Position Designee Deputy Director/Coordinator Melinda Carter General Services Division (GSD) Office Position Designee Deputy Director Jeffrey Westhoven State Architect's Office State Architect Craig Weise Procurement Services Chief Proc. Officer Terry Tyler Properties and Facilities Chief Administrator Pete Gunnell Real Estate & Planning Administrator Marcey Earley-Jeter

234 Human Resources Division (HRD) Office Position Designee Deputy Director Brenda Gerhardstein Benefits Administration Administrator Judy Tse HCM Analyst Walter Johnson, Emily Magill, Rhonda Pickens, Brian Powrie, Kelli Robinson, Shelly Williams, Jennifer Wright Office of Collective Bargaining (OCB) Office Position Designee Deputy Director Michael Duco Office of Information Technology (OIT) Office Position Designee State CIO H. Samuel Orth Investment & Governance Deputy Director Christian Selch Contract Management Administrator vacant State IT Enterprise Architecture and Policy Administrator Douglas Alt Infrastructure Services Chief Operating Officer Stu Davis OAKS Executive Program Manager Darlene Wells

235 Access Issues

Current authorizations (access to buildings, computers, etc.) Both building access and access to the state’s networks must be established and terminated by an employee’s manager. For employees scheduled for termination, DAS maintains an “Exit Interview Checklist” which contains a myriad of security checks that a manager must complete before or on an employee’s last day of work. The checklist heightens the manager’s awareness that he/she needs to take action to terminate the employee’s security access to computer networks and computer applications. It also reminds the manager to retrieve state assets, such as laptops, smart phones, flash drives, etc, from the employee. Finally, it reminds the manager to collect remaining security access devices such as security badges, keys and security ID tokens from the employee. Upon completion, the form is signed by both the manager and the employee and is kept on file in the Office of Employee Services.

Controlling board approval structure DAS goes before the state Controlling Board to seek approval to release capital appropriations, to increase operating appropriations, to transfer cash or appropriation between funds, to approve waivers of competitive bidding, and to establish new funds. Using the Web-based e- Controlling Board application, authorized requesters can initiate a Controlling Board request, and then each request follows a defined path for approval, typically routing through the division’s business office, Deputy Director, the Office of Finance budget section, and then the DAS CFO. The Director of DAS is the final agency approver on all DAS requests. See Appendix H for a table showing the workflow paths of DAS Controlling Board requests.

IT Release and Permit approval structure DAS has deployed an online workflow application, commonly referred to as “the Release and Permit System” by which superintended executive agencies: • Receive annual fiscal year blanket IT spending authorization • Request approval for IT purchases against contracts and amendments • Request approval to appear before the Controlling Board with IT agenda items • Request waiver of Executive Order spending controls on IT equipment and software • Obtain the ability to encumber funds for IT purchases in OAKS

Agencies cannot encumber funds for IT purchases without DAS approval in the Release and Permit System. Approvers have the ability to approve, deny, or return agency requests. Levels of final approval authority are designated by the DAS director at his or her discretion, described in a delegation of authority document executed by the DAS director, and configured to the Release and Permit System in a table structure. Previous DAS directors have delegated unlimited approval authority, while others have not. The current approval levels are as follows: • IT purchase requests up to $500,000 IGD Deputy Director • …up to $2 million State Chief Information Officer • …of any amount DAS Director

Prior to submission to a final approval as noted above, DAS staff receive and review each request to confirm or correct:

• Alignment to Administration priorities • Alignment to state policy, standards and guidance • Alignment to budget plan • Valid purchasing authority and pricing

236 • Cost attractiveness • Sufficient spending control waiver justification

Agencies with larger IT spends have analysts permanently assigned to them to help coordinate and preplan their critical purchasing needs, expedite emergency needs, and quickly resolve any issues or questions that may arise.

Payroll approval structure OAKS Time and Labor (OAKS T&L) is a web-based system used by DAS and by several state agencies to record employees’ hours worked. Within OAKS T&L, employees can enter Requests for Leave and can modify hours on their timesheets. The approvals of Requests for Leave and the approval of employees’ payable hours are accomplished by each employee’s direct supervisor. The approval structure is automatically established based on the OAKS HCM “reports to” field which establishes the employee/supervisor relationship in OAKS. OAKS T&L is configured in tiers so that higher level managers (such as deputy directors over a division) can view/access all employees under his/her managers’ supervision while a front-line supervisor can only view approve his/her direct reports. This tiered structure enables payroll to still be approved by a supervisor’s manager if the supervisor is unavailable.

OAKS HCM and FIN security structure DAS employees, along with all state employees, have some level of access in OAKS. All state employees have basic access to the OAKS Self-Service Human Capital Management (HCM) module which allows employees to view and print their pay stubs each pay period. Beyond basic access, OAKS’ security is structured to provide the correct level of access to perform an employee’s job responsibilities. Employees who perform work duties in the OAKS Human Capital Management (HCM) and Financials (FIN) modules are granted “security roles” based on the types of work performed. They are also granted “row-level” security based on the level of information they are permitted to perform in the organization. OAKS’ security is also structured to terminate an employee’s security roles and row-level security when the employee transfers to another job or is terminated. This security applies to both transfers within an agency (division- to-division) as well as transfers outside an agency (agency-to-agency). On the effective date of the personnel action, the employee’s access is reduced to OAKS Self-Service to enable the employee to still view his/her pay stub. This security was automated to ensure that an employee does not inadvertently retain access to OAKS modules after his/her job duties have changed or when an employee terminates state service.

Building Security Access Building IDs are used to identify employees with assigned floors and to provide security access to secured offices and rooms. Employees are provided two levels of cards: cards with 24/7 access to their assigned floor(s) that provide after-hour access or business hour access (their assigned work hours). Your card will permit after-hour access to all DAS floors and offices. The director’s office staff can assist you by scheduling a time to get your picture taken for a Rhodes Tower ID as well as building IDs for Surface Road and the State of Ohio Computer Center.

Office Keys The executive secretary in the director’s office maintains a set of keys for all the offices in the director’s suite. You will receive a key to your office to carry.

237 Office Telephone Information The main line (reception) to the DAS Director’s Office is 614-466-6511. The fax number is 614- 644-8151. The director’s personal office is assigned three phone numbers: 614-644-9642, 614-752-1947 and 614-728-8375. Currently, the number 644-9642 is equipped with a state voicemail feature.

Electronic Devices: Currently, the DAS Director has an assigned iPad and a blackberry.

Logging of Confidential Personal Information (CPI) ORC 1347.15 (the “Joe-the-Plumber Law”) requires state agencies to log their employees’ access to confidential personal information (CPI) in computer systems. It also requires agencies to adopt rules about regulating access to CPI. If an employee accesses CPI for an invalid reason or otherwise violates the statute or the rules, that employee may be subject to criminal charges, civil liability, fired from his or her job and banned from state employment for life. In 2009, DAS, along with the other cabinet agencies, adopted a policy specifically requiring the DAS senior team to log each access to confidential personal information whenever they access CPI or direct someone to access CPI. Since then, DAS has developed rules for all of its employees. Finally, the state chief privacy who is located within the DAS Office of Information Technology has the responsibility for assisting agencies with assessing the risk to privacy, implementing privacy protections and complying ORC 1347.15. The law came in response to accusations that the director and other senior managers at the Ohio Department of Job and Family Services improperly accessed the confidential personal information of Joe Wurzelbacher, who became a notable figure in the 2008 presidential campaign.

Public Records The Office of the Chief Legal Counsel oversees agency compliance with the Ohio Public Records Act. Records must be maintained according to approved record retention schedules. The CLC assists in drafting and revising records retention schedules and provides training to DAS employees on their responsibilities under the Public Records Act. Specifically, in order to comply with the requirements of R.C. 149.43(B), (E), training includes analysis of what constitutes a public record, how public records must be maintained and organized, and how to properly respond to records requests. The Director’s Office receives a large number of records requests and CLC coordinates responses to these requests. When a request is received, it is scanned into the correspondence tracking system and assigned to the appropriate person to help collect the records. The CLC then drafts the response and invoice for copy costs. A copy of the response is then entered into the tracking system and the correspondence is closed. The CLC also maintains the public records poster describing the public records policy required for all branch offices under R.C. 149.43(E)(2).

238 Director’s Administrative Issues

Faithful Performance Bond and Oath of Office ORC 121.11 provides that each officer whose office is created by sections 121.02, 121.04, and 121.05 of the Revised Code, before entering upon the duties of office, shall take and subscribe an oath of office as provided by law and give bond, conditioned according to law in an amount not less than $10,000. The amount of the bond is fixed by the Governor and paid by the Treasurer. The bond must be in place before the official is sworn into office and covers faithful performance of duty, misappropriation, theft and other crimes. If a claim is paid, the surety then would attempt recovery from the individual. The concept of a schedule bond is to name the position not a specific individual. Currently, 66 state positions, comprised of cabinet members and the cabinet members’ appointees, are scheduled. Each person who holds a position on the list needs to complete an application. DAS currently covers three positions: Director, Assistant Director and Assistant Director/State CIO. Typically, the surety will update the schedule within a couple of weeks of receiving the application. However, please note that there can be rejections if an applicant is not bondable or delays if extra time is needed in underwriting to secure a bond.

Ethics Laws General Prohibitions The Ohio Ethics law contains provisions restricting conflicts of interest that involve nepotism, post-employment, representation, influence-peddling, confidentiality, and supplemental compensation. Among other restrictions, the law prohibits public officials and employees from: • Authorizing, or using their position to secure authorization of, a contract, for themselves, a family member, or business associate; • Authorizing, or using their position to secure the authorization of, the investment of public funds in any kind of security to benefit themselves, a family member, or a business associate; • Receiving any benefit from a contract entered into by their public entity; • Hiring or securing any contract benefits for their spouse, parents, grandparents, children, grandchildren, or siblings, or any other relatives living with them; • Soliciting or accepting substantial and improper things of value, including gifts, or travel, meals, and lodging; • Participating in matters where something of value will result for themselves, their gamily, their business associates, or others with whom the public servants have a close tie that could impair their objectivity; • Disclosing or using information deemed confidential by law; • Representing parties, before any public agency, in a matter in which they were involved as a public servant, both during and for one year after leaving public service.

Financial Disclosure Statement Filing Requirements You are required to file a financial disclosure statement (FDS) with the Ohio Ethics Commission. In a FDS, you report sources of income, investments, real estate holdings, and other financial interests to help protect against conflict of interest in your public position. Your first FDS filing deadline is as follows: • New directors appointed between January 1 and February 15: April 15 • New directors appointed or employed after February 15: 90 days after appointment

Subsequent to your first filing, your annual filling deadline is April 15 of each year. No later than the day on which you leave public service, you are required to file an Initial Post Employment

239 Disclosure Statement. You are then required to file certain information for a 24-month period after leaving public service. Please contact your agency legal counsel for further information.

Joint Legislative Ethics Commission (JLEC) filing requirements State agencies are required to disclose any legislation on which they actively lobby the legislature. The Office of Legislative Affairs is responsible for ensuring that all legislative agent registration forms for registered executive agents in the department are complete. The forms are to be filed with the Joint Legislative Ethics Commission three times per year (January, May and September).

Vehicle Allowance RC 125.832 grants DAS the exclusive authority over the acquisition and management of most motor vehicles used by the state. The statute also grants DAS the authority to direct and approve the expenditure of all funds related to costs associated with owning or operating a motor vehicle.

Each director listed in RC 121.03, the adjutant general, the chancellor of the Ohio board of regents, the chairperson of the industrial commission, the administrator of the workers’ compensation, the director of the state lottery, the superintendent of public instruction, and the chairperson of the public utilities commission of Ohio is entitled to receive a monthly vehicle allowance to secure or lease transportation for that person’s use in the scope of employment or official duties. If any of the authorized department heads referenced above determine that it would be more advantageous to elect to take a state vehicle instead of the monthly vehicle allowance, the agency may apply to the Department of Administrative Services for the purchase or lease of a motor vehicle subject to the determination of the Office of Fleet Management. If the agency administrative department head receives a motor vehicle for use by the authorized department head, that vehicle will replace a vehicle allowance.

The vehicle allowance is paid on a monthly basis usually on the first pay period in each month. The vehicle allowance qualifies as a taxable fringe benefit per IRS’ general valuation rule. Agency directors which begin receiving the allowance mid-month will receive a pro-rated allowance for the first partial month. Agency directors which elect to receive the monthly vehicle allowance, will send a memo to the DAS Director to effect the start of the allowance. This allowance is administered by DAS and is entered into OAKS HCM by DAS HRD payroll.

Parking The Department of Administrative Services pays the Ohio Building Authority $55 a month per space for 49 parking spaces on the B-3 level in the Rhodes Office Tower. Currently 17 spaces are used by the DAS motor pool and 32 spaces are reserved. Ten of those spaces are reserved for personnel from the Governor’s Office and Twenty-two spaces are reserved for DAS/OIT personnel. There are additional passes utilized by DAS and OIT personnel located outside the Rhodes Tower to gain access during normal business hours. The DAS Director has discretion regarding which employees are allocated parking passes. There are currently a total of 86 parking passes for the 49 available spaces. For more information, contact Kevin Fowler at 466- 8684.

240 Director’s Personnel Issues (as an appointed state officer)

Service Type: Appointed State Officer: As a director, you are neither an elected state official nor a state employee, however you share some of the same characteristics of both. You are considered an appointed state officer.

Health Benefit Information You are eligible to participate in with the state self-funded Ohio Med PPO health plan or a Health Maintenance Organization (HMO). Mental health and substance abuse benefits are provided to enrollees in all health plans through United Behavioral Health, a managed care program.

Enrolling and Beginning coverage: • A new employee who is eligible or coverage has 31 days from the date of hire to enroll in a health care plan. • Coverage will become effective the first of the month following the month of enrollment. • An employee who does not enroll within 31 days of employment must wait until the next annual enrollment opportunity. • Specific information on health care program enrollment procedures may be obtained from your personnel officer.

Dental and Vision Care On the first day of the month following one year of continuous employment, which is 26 consecutive pay periods with no break of more than 30 days, you are offered coverage in the state’s vision care program and may participate in a dental plan. The plans require you to complete an enrollment form. Premiums for both programs are paid by the state.

Life Insurance State Group Life Insurance On the first day of the month following one year of continuous state service you are covered by state paid life insurance equal to your annual salary, rounded up to the next highest thousand. You will be asked to complete a beneficiary card when you become eligible for insurance.

Supplemental Life Insurance The state also provides the opportunity to purchase supplemental term life insurance at group rates. You must sign up for the supplemental life insurance within 31 days of your hire or during open enrollment.

Payroll Information The state’s payroll system is based on a two-week or 80-hour pay period. There are 26 pay periods per year. Paychecks are issued every other Friday. • Because there is a two-week time lag in the state system, the statement you receive on Friday is for the 80-hour pay period ending two weeks before. • New employees are usually scheduled to begin work on the first day of a two-week pay period, which means the first paycheck is normally received four weeks after beginning work. • When you leave state services, your last paycheck will be released two weeks after the last day of the pay period. • Your pay statement is accompanied by an earnings statement, which gives an account of the pay period, as well as a cumulative record of your earnings, deductions and leave balances for the year to date.

241 • You will be able to access your earnings statement by use of ePay. Your agency payroll officer will provide additional information.

Payroll Deductions A number of payroll deductions are required by law, such as federal tax, state tax, municipal tax (where applicable), Medicare and retirement. Some of the voluntary deductions are health insurance, charity pledges, credit unions, U.S, Savings Bonds, and deferred compensation. If you are interested in any voluntary deductions, Regina Scheiderer, DAS payroll manager, can assist you in completing the necessary payroll information and authorization forms.

Electronic Funds Transfer (EFT) The state of Ohio electronically transfers your paycheck into your checking or savings account at the financial institution of your choice. Your money will be available the morning of payday. Regina Scheiderer, DAS payroll manager, will provide you with an authorization form.

Outside Employment Pursuant to ORC 121.12, except as otherwise authorized in RC 121.12 and RC 108.05, each officer shall devote the entire amount of time for which the officer receives compensation from that office to the duties of the office, and shall hold no other office or position of profit.

Paid Leave As an appointed state officer, you do not accrue vacation, sick or personal leave and you are not eligible for employee disability leave benefits. You are paid in accordance with RC 141.01 under Schedule E-2 of RC 124.152 and have an unquantified amount of leave to use as needed. The governor may, in his discretion, grant a leave of absence, paid leave or disability pay to appointed state officers who otherwise are not statutorily eligible for such “employee” leave benefits.

Travel reimbursement The State of Ohio Travel Policy is administered through the Office of Budget and Management. The rates and requirements for reimbursement of travel expenses are contained in AC 126-1- 02.

35% Ohio Public Employees Retirement System If you have been appointed by the Governor with the advice and consent of the Senate, you are eligible to purchase additional service credit in the Ohio Public Employees Retirement System (OPERS). At any time prior to retirement you may purchase additional service credit in an amount not to exceed thirty-five per cent of the service credit allowed during your period of service as an appointed official. See RC 145.201. Contact OPERS for specific information concerning the purchase of service credit.

Previous Retirement from Public Service If you have retired under any of the OPERS retirement plans, re-employment in a job that is covered by OPERS or another Ohio retirement system may affect continuing receipt of benefits. See OPERS publication ISL-D. Please contact OPERS for more information.

242 DAS Elements to be Updated

DAS Website The DAS Office of Communications and External Relations will work to identify the elements throughout the DAS website that you may want updated.

Building and Office signage DAS building managers and division deputy directors will be notified that building and office signage should be changed as follows: John Kasich, Governor Bob Blair, Director, Department of Administrative Services

Letterhead DAS divisions and office use brand-specific, unique letterhead which will be changed as follows: John Kasich, Governor Bob Blair, Director, Department of Administrative Services

Other Startup Items

Official Photo A photo will be sought by the DAS Office of Communications and External Relations in order to place your photo and the Governor’s photo in the lobby of each of our buildings. DAS web site developers will seek your photo, as well.

Business Cards Business cards and pocket cards can be ordered through the DAS Office of State Printing and Mail Services. Costs of business cards (per sets of 500) range from $15 - $26. Pocket cards range from $18-$20.

243 Appendix

A. DAS Flexible Performance Plan...... 245 B: DAS Accomplishments (full list by division) ...... 279 C: DAS Real Estate: State-Owned Buildings and Commercial Leases ...... 300 D. DAS Office of Collective Bargaining attachments ...... 340 E: DAS Fundable Table of Organization ...... 446 F. DAS Appropriations by ALI and Program for Current Biennium ...... 488 G. Basic Financial Principles for Agency Managers ...... 492 H. DAS Approval Workflows for Controlling Board Requests ...... 495 I. Overview: DAS Enterprise Procurement ...... 496

244 FLEXIBLE PERFORMANCE PLAN REPORT

Service · Support · Solutions FY2011 | ANNUAL PLAN - 1st QUARTER

245 2 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES 246 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 3 247 ective operation operation ective ciencies to make state government government make state ciencies to OUR VISION | OUR GOAL STATEMENTS GOAL | OUR MISSION OUR | ective and responsive to its constituents and by working and by with the its constituents to ective and responsive with the strategic that will integrate ective personnel management process and entities that employ Ohioans and help other agencies conduct Ohioans similiar and entities that employ activities. of a more the development attract human capital through and develop To eff government. goals of state effi improved for potential assess the To eff more and unnecessary of services redundancies eliminate overlap and Governor, products. ect positive change, will aspire to attain and retain its envisioned reputation as an ethical, as an ethical, reputation its envisioned attain and retain to will aspire ect change, positive Continual improvement in our current services agencies; needs of state in our current the future while anticipating improvement Continual and, government; Gaining in state the trust of our colleagues measurable results. Delivering • • • To be seen by our government agency customers as the chosen service provider, regardless of their options. The DAS DAS The of their options. regardless agency as the chosen service our government customers be seen by provider, To eff to empowered workforce, the optimal service the and provides to standards that sets the higest organization and experienced professional on: focused are we DAS At customers. “To provide high quality high the eff support service, agencies for ohio specialized provide solutions to strategic and “To of state government of state OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO To foster programs and policies to encouraging investment in Ohio’s economy economy in Ohio’s investment encouraging and policies to programs foster To and opportunities access companies to that provide programs promoting by To foster trust through quality services trust through and focus agencies/customer to foster To service and making excellent of servicesonsensible centralization providing by to get the necessaryworkers and supplies for state ective eff it easy and cost services use in their work. for To satisfy our customers and agency customers satisfy our partners and delivering developing by To productsservices and space, and their needs for meet solutions to creative planning satisfaction and customer in DAS’ feedback customer incorporate and decision making process. 4 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Metric No. 7a civ taei origsvnsPo.New Proc. Achieve strategic sourcing savings 1 4 2 7 6 5 3 DotNetNuke Environment DotNetNuke Sites intheShared Maintain compliance withhosting (BTU/square foot) in4years Reduce energy consumption by 15% operations into DAS operations andfulfi llment Centralize printing agency leased space Guiding Principles forcommercial Maintain 75%compliance withRE (gallons) Achieve E85consumption target target (gallons) Achieve biodieselconsumption IT projects ofagency monitoring &reporting Increase useofcentralized tool for Metrics KEY DEPARTMENTAL RESULTS, MEASURES AND TARGETS: elEtt New Real Estate ep aeieF0 culF0 culF1 culF1 agt1tQatr2dQatr3dQatr4hQatrFY11 Tota 4thQuarter 3rdQuarter 2ndQuarter 1stQuarter FY11 Target FY10Actual FY09Actual FY08Actual Baseline Resp. le 25,959 Fleet 611,584 Fleet t.0 Ptg. SAO I New OIT I 56% OIT OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES KBU/sf 126.1 making process.making andincorporate customer feedback andservices products inDAS’ andcustomer satisfaction planninganddecision by developing anddelivering partners creativeSatisfy ourcustomers andagency solutionsto meettheirneedsfor space, KEY DEPARTMENTAL RESULTS, MEASURES AND TARGET: ,7,4 ,4,2 1,995,429* 1,642,624 1,170,549 872193981,841* 169,369 78,772 KBU/sf 119.1 5.6% 6 6 96% 96% 56% e e New New New e e New New New e e New New New 0 Operations KBU/sf 16.7% 105.0 2 Oper KBU/sf 13.6% 108.9 ations 7 Operations ,5,0 245,504 1,450,000 Complet Million 25025,092 82,500 KTU/sf 50 57% 75.0% 0%58% 100% 107.2 6 96% 96% 15% $40 9 e Operations Complete Million $54.5 7.5 | SERVE THE STATE l Replaces centr are spaces .250sf/person space whichwas achieved; non-compliance plan submittal has establishedaNovember duedate for bybeing conducted the82agencies. OBM areEnterprise currently plansactivities program from 68agenciesto 82.FY12-13 achieved by Law, (63,976June10) by Law, (1,731,126June10) the closeofquarter Replaces occupancy ra Replaces occupancy *Note: GoalissetonCalendar Year; Requir *Note: GoalissetonCalendar Year; Requir OIC andDPSinprocess, notcomplete Expanded state ITinvestmen *Quarterly results ar *Quarterly aliza Remarks tion goalwhichwas e available 90days after te in state-owbed te instate-owbed 248 t planning ed ed OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 5 o DAS. o DAS. 249 FY11 Target TARGET: 9 OPERATIONS 7 FY10 Target Operations int centralized llment operations 2 FY09 Actual Operations SERVE THE STATE THE SERVE | 0 FY08 Actual Operations FY08 Actual : 0 FY09 Actual : 2 total operations centralized FY09 Actual : 2 total operations 9 operations targeted vs. centralized : 7 operations Target FY10 7.5 actual. vs centralized : 9 total operations Target FY11 MEASURE Target is centralizing the operations of 9 cabinet agencies. is centralizing Target 02 | new agencyNumber of printing and fulfi FY11 Target TARGET: $40 million is Savings OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO New FY10 Actual FY10 Actual : New FY11 Target : $40 million in savings Target FY11 01 | MEASURE Reform with the Procurement consistent annual savings sourcing strategic Achieve Report (in millions of $). Panel 6 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES spend. This enc Increase useofcentralized IT tool for statusofagency monitoring andreporting 03 |MEASURE FY11 Target spend :96%ofagency spend :96%ofagency FY10 Actual spend :96%ofagency FY09 Actual FY08 Actual : 56% of agency spend :56%ofagency FY08 Actual Actual Actual FY08 56% ompasses majoragenc Actual Actual FY09 96% y initiative core to theirindividualmissions. OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Actual Actual FY10 96% TARGET: 96% TARGET: Target FY11 Energy consumption. 04 |MEASURE FY11 Target inenergy :15%reduction consumption (107.2KBU/sf) (108.9KBU/sf) reduction :13.6%reduction FY10 Actual inenergy :8.3%reduction consumptionFY09 Actual (112.3KBU/sf) (quarterly results available (quarterly 90days closeofquarter)) after inenergy :3.3%reduction consumptionFY08 Actual (132.2KBU/sf) Reduction Actual 3.3% FY08 | SERVE THE STATE Reduction Actual 8.3% FY09 Reduction Actual 13.6% FY10 TARGET: 15% TARGET: Target FY11 250 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 7 251 CY11 Target 82,500 gal EBS 1,450,000 biodiesel CY10 1,450,000 gal biodiesel vs. 254,504 gal biodiesel 1,450,000 gal biodiesel vs. Actual 81,841 gal EBS 1,995,429 biodiesel 1,995,429 gal biodiesel vs target 1,350,000 gal biodiesel; 1,995,429 gal biodiesel vs target 1,350,000 gal CY10 Actual :

CY11 Target : CY11 Target 1st Qtr. 25,092 gal E85 for 8,500 gal E85 vs. 1st quater; for 77,500 gal E85 81,841 gal E85- vs. SERVE THE STATE THE SERVE | CY09 Actual 160.2% of Target CY09 Actual 112.3% of Target OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO CY08 Actual 121.2% of Target CY08 97.5% Actual of Target 72,500 gal E85) (169,369 gal E85 vs target CY08 Actual : 97.5% of target for calendar year at the close of CY08 at calendar year CY08 for Actual : 97.5% of target CY09 Actual : 160.2% of target for calendar year at the close of CY08 at calendar year CY09 for Actual : 160.2% of target the close of CY08 at calendar year CY09 for Actual : 112.3% of target (78,772 gal bioiesel vs target 65,000 gal biodiesel) (1,642,624 gal biodiesel vs target 1,250,000 gal biodiesel) the close of CY08 at calendar year CY08 for Actual : 121.2% of target (1,170,549 gal biodiesel vs target 1,200,000 gal biodiesel) 05/06 | MEASURE biodiesel and E85. for fuel annual targets Alternative 8 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Comply withRealEstate GuidingPrinciples for commercial leasedspace. 07 |MEASURE vs. 57%incompliance asof1stQuarter. FY11 Target: FY10 Actual : FY10 Actual 75% incompliance with guidingprinciples New No Data Actual FY10 New TARGET: 75% Compliance TARGET: OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Target FY11 environment. DAS maintainedDotNetNukesites migrated to hostingintheshared DotNetNuke 07a |MEASURE asof1stQuarter. FY11 Target :100%compliance target vs. 58%incompliance FY10 Actual :NewFY10 Actual | SERVE THE STATE No Data Actual FY10 New TARGET: 100% TARGET: Target FY11 252 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 9 e ACH fi les fi e ACH 253 out of 64) wher Remarks e for endpoint devices by 5% by devices e for endpoint ervice Center is newly created is newly created ervice Center oject - Reduce annual statewide oject annual statewide - Reduce er pr age pric ue to 16 business days ( 16 business days ue to * Under review Statewide servStatewide were delayed, with a couple of those being the with a couple delayed, were to les fi not delivering of our serviceresult provider the were bulk of the rest The us in a timely manner. resolved were that occurrences of repeating result schedules. xes in the normal deployment in w/fi and uses a reporting tool that does not diff erentiate erentiate does not diff and uses a reporting that tool which is btwn service and new incident request, CSC as of to UNS transitioned data. current skewing report- 9/15/10 and needs addt’l overcome time to for in place a process have planto We ing obstacles. reporting as of next quarter. accurate **Qtr.1: Customer S Customer **Qtr.1: server costs by 30% in 2 yrs. - Majority of this goal server 30% in 2 yrs. by costs capacity in FY10. Next statewide achieved was FY11. planner run scheduled in 2nd qtr. D Reduce aver Reduce FY10 and FY11 The rugged norebooks). (excluding in FY10. exceeded were targets FY11 Total 4th Quarter 3rd Quarater 2nd Quarter SERVICE EXCELLENCE SERVICE | ed 1st of calls 9 seconds 9 seconds answer with 90% Quarter ective for state workers to get the necessary get the to workers and services supplies state ective for for ered 12 5.0 * 99% 99.99% 99% 100% 60% 50% 99% 99% 99% 75% 99% 98.4% $9.26 $6.10 100% 100% FY11 of calls 99.99% 99.99% 1.5 days Target answ with 87% $906 each $942 each 15 seconds 15 seconds $4,729K/yr TBD 9 4.7 2.9 5% New 99% 99% 99% 100% 98.7% 98.9% 14.6% Inc 15 4.3 2.50 New New New New New $5,716K/yr New 99% 5% Inc 3.7 2.17 New 97.5% New New NewNew 99.99% 99.99% New NewNew $1,059 each $1,006 each New 99% $8.30 $8.81 vs $9.04 $8.01 45.8% 47% 9% Dec KEY DEPARTMENTAL RESULTS, MEASURES AND TARGET: AND MEASURES RESULTS, DEPARTMENTAL KEY Foster trust through quality service to agencies/customer and focus on sensible centralization of services by providing of services quality on sensible centralization providing service trust through by and focus agencies/customer to Foster service and makingexcellent eff cost it easy and use in their work. OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO OPF $9.04 SAO 45% Ptg. 98% Proc. 4.1 OIT-DG TBD Resp. BaselineActual FY08 FY09 Actual FY10 Actual OIT-ISD 97.5% OIT-ISD New New OIT-ISD 3.22 OIT-ISD 99.99% OIT-IGD $1,059 each OIT-IGD $6,755K/yr OIT-OAKS 15 t t or e Availability OIT-DG TBD e Availability OIT-OAKS TBD vic ontrol objective audit ontrol Metrics ory call duration Assistance t ewide PC ailability ative costs ative v e there is no increase to the number to is no increase e there tain building operating costs a costs tain building operating tain 98% printing material on time material tain 98% printing ery ycle stat ycle ease the number of bids per contrac Main MARCS-a OBG Application - Ser OBG Application Main Deliver 85% of all constructionDeliver projects within original budget below comparable private sector (BOMA) sector (BOMA) private comparable below foot per square costs answer average times: Keep and wait and % of calls 15 seconds to delay 87% to answered Reduce Ohio Customer Service Center Help Service Ohio Customer Center Reduce time (# days) resolution desk ticket Ensur of SAS70 unmet c opportunity 15% by Lifecycle statewide server administrative serverLifecycle administrative statewide costs deliv fi ndings fi Lifec administr Reduce Direc Reduce OBG Application - Balancing & BankOBG Application File Transmission Incr 9 8 11 10 12i 12j 12f 12c ISD-Mainframe Availability 12k Application-Service eLicense Availability OIT-ITS TBD 12e Oaks Application-Servic 12a 12d 12b 12g 12h Metric No. 10 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Construction projects ontimeandbudgetdelivery. projects Construction 08 |MEASURE FY11 Target :50%for 1stQtr. vs. 60% Target :55%vs.FY10 Actual 52% Target delivered :47%projects FY09 Actual withinoriginalbudget FY08 Actual : 45.8% projects delivered :45.8%projects FY08 Actual withinoriginalbudget On Time Actual 45.8% FY08 On Time Actual FY09 47% OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES On Time Actual FY10 55% TARGET: 60% TARGET: On Time Target FY11 50% On-time delivery incopy centers.On-time delivery 09 |MEASURE FY11 Target :98.4%for 1stQtr. vs. 99% Target :98% FY10 Actual :99% FY09 Actual FY08 Actual :99% FY08 Actual On Time Actual FY08 99% | SERVICE EXCELLENCE On Time Actual FY09 99% On Time Actual FY10 99% TARGET: 99% TARGET: On Time 98.4% Target FY11 254 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 11 255 FY11 Target TARGET: 2% 2% elow FY10 B Actual FY09 2.5% Below Actual 8% below comparable private sector $8.55) costs ($8.30 vs. comparable private 8% below 2.5% below comparable private sector $9.04) costs ($8.81 vs. comparable private 2.5% below sector $9.87) costs ($8.01 vs. comparable private 2% below 2% below comparable private sector costs ($9.26) comparable private 2% below SERVICE EXCELLENCE SERVICE | 8% FY08 Below Actual FY08 Actual : FY09 Actual : FY10 Actual : : FY11 Target 11 | MEASURE sector private costs. to compared operating costs building Average arget FY11 T

TARGET: 22%

bid bid bid bid tual 12% FY10 Ac

Increase

bid bid bid bid OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO tual 5% FY09 Ac

Increase

bid bid bid bid 22% increase in bids/proposals/contract opportunity baseline or 5 bids/proposal to ease FY08

Actual 9%

bid Decr bid FY08 Actual : 9% descrease (3.7) in bids/proposals per contract oppotunity per contract (3.7) in bids/proposals FY08 Actual : 9% descrease FY09 Actual : 5% increase in bids/proposals/contract opportunity (4.3) baseline, to FY10 Actual : 12% increase in bids/proposals/contract opportunity baseline (4.7 act to vs 4.6 goal) : FY11 Target 10 | MEASURE per contract opportunity. received bids and proposals Number of 12 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES swer deloay to nomore than15sec Assistance call durationandcallwaittimes:KeepaverageReduce Directory callan- 12a |MEASURE with90%of callsanswered for 1stQtr. FY11 Target: FY10 Actual : FY10 Actual 82% ofCalls Answered Actual FY10 15 seconds with90%ofcalls answered vs. Target 9seconds Baseline: 15seconds with82% ofcallsanswered onds andthepercent ofcallsanswered to 90% OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES TARGET: 9Seconds with90%ofCalls TARGET: Target FY11 Reduce Ohio Customer Service CenterReduce OhioCustomer helpdeskticketresolution Service time(#ofdays) 12b |MEASURE FY11 Target: FY10 Target: : FY09 Actual FY08 Actual : FY08 Actual Actual OAKS OAKS OAKS OAKS OAKS OAKS FY08 Days 2.17 | SERVICE EXCELLENCE 1.5 days (1st report willbewith2ndfi1.5 days (1streport Qtr. scal reporting) 2.9 days vs. 1.5days targetand 2.5 days prioryear 2.5 days vs. 1.5days targetand 2.17 days prioryear 2.17 days vs. 1.5days targetand 3.2prioryear Actual OAKS OAKS OAKS OAKS OAKS OAKS FY09 Days 2.5 Actual OAKS OAKS OAKS OAKS OAKS OAKS FY10 Days 2.9 TARGET: 1.5 DAYS 1.5 TARGET: OAKS OAKS OAKS OAKS OAKS OAKS Target FY11 256 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 13 257 Target FY2011 TARGET: 99% Actual 100% FY2010 Availability 97.5% Actual FY2009 Availability ARCS to 99%. ARCS to New 97.5% 100% 99% Target vs. 99.99% actual vs. 1st Qtr. for Target 99% SERVICE EXCELLENCE SERVICE | New Actual FY2008 No Data FY08 Actual : FY09 Actual : FY10 Actual : : FY11 Target 12d | MEASURE accessibility communications voice of statewide of 97.5% level current Increase the M for and availability FY11 Target TARGET: 99% FY10 99.9% Actual Availability OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO FY09 99.9% Actual Availability ork connectivity, and e-mail. ork connectivity, New 99.99% 99.99% 99.9% Target vs. 99.99% actual 1st Qtr. for vs. Target 99.9% New FY08 No Data No Data FY08 Actual : FY11 Target : FY11 Target FY09 Actual : FY10 Actual : 12c | MEASURE server mainframe, for of ISD availability 99.9% level Maintain the current (Win/INIX/Storage), netw 14 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES (outside ofscheduledmaintenance windows). to theOAKS theavailability (accessMaintain applicationat99% andfunctionality) 12e |MEASURE FY11 Target: : FY10 Actual : FY09 Actual FY08 Actual : FY08 Actual No Data FY2008 Actual New 99% Target vs. for 1st Qtr. 100% actual 100% New New No Data FY2009 Actual New OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Availability FY2010 Actual OAKS OAKS OAKS OAKS OAKS OAKS 100% TARGET: 99% TARGET: FY2011 OAKS OAKS OAKS OAKS OAKS OAKS Target fi ndings;(Baseline15) Ensure there isnoincrease to thenumberofSAS70unmetcontrol audit objective 12f |MEASURE FY11 Target: FY10 Target: : FY09 Actual FY08 Actual : FY08 Actual controlobjective. No Data FY2008 Actual New | SERVICE EXCELLENCE 2 unmet control objective for2 unmetcontrol objective 1stQtr. vs. Target of1unmet vs.9 unmetcontrolobjectives 7.5target; New New No Data FY2009 Actual New 9 UnmetControl TARGET: 7.5 TARGET: FY2010 Target 2 UnmetControl TARGET: 1 TARGET: FY2011 Target 258 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 15 259 Target FY2011 TARGET: $5,729K/year . Year $5,716 Actual FY2010 TARGET: $5,742K/year Year Actual $6,755 FY2009 New $6,755K/year baseline $6,755K/year Target $5,742K/year vs. $5,716K/year $4,729K/year (TBD) $4,729K/year Statewide Server Administration Statewide SERVICE EXCELLENCE SERVICE | New Actual FY2008 No Data FY08 Actual : FY09 Actual : FY10 Actual : : FY11 Target 12h | MEASURE server 30% statewide by costs administration the average will reduce OIT-IGD years. within two FY11 Each $956 Target TARGET: $942 Each FY10 $906 Actual TARGET: $1,006 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO Each FY09 Actual $1,059 New $1,059 each $1006 each Target $906 each vs. $956 each Target vs. $942 each for 1st Qtr. $942 each for vs. Target $956 each New New No Data No Data FY08 Actual : FY11 Target : FY11 Target FY09 Actual : FY10 Actual : 12g | MEASURE 5%. by costs administrative lifecycle personal computer statewide the average Reduce 16 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES 99% (outsideofscheduledmaintenance windows). to theOhioBusinessGateway theavailability (accessMaintain at andfunctionality) 12i |MEASURE FY11 Target: : FY10 Actual : FY09 Actual FY08 Actual : FY08 Actual No Data FY2008 Actual New 99% Target for vs.1st Qtr. 100%actual 98.7% vs. Target 99% New New No Data FY2009 Actual New OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES TARGET: 99% TARGET: FY2010 Actual 99% TARGET: 100% TARGET: FY2011 Target 99% occur timely (99% of the time) to enable the next dayoccur timely(99%ofthetime)to depositsofr enablethenext The OhioBusinessGateway Application-BalancingandBankFile Transmission will 12j |MEASURE FY11 Target: : FY10 Actual : FY09 Actual FY08 Actual : FY08 Actual No Data FY2008 Actual New | SERVICE EXCELLENCE 99% Target vs. for 1stQtr. 75% actual 98.9% vs. Target 99% New New No Data FY2009 Actual New FY2010 Actual 98.9% TARGET: 99% TARGET: FY2011 Target evenue. 75% 260 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 17 261 SERVICE EXCELLENCE SERVICE | Target FY2011 TARGET: 99% enance windows). enance 99% Actual FY2010 TARGET: 99% OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO New Actual FY2009 No Data New New 99% Target Achieved 99% Target 99% actual vs. 1sr Qtr. for Target 99% New Actual FY2008 No Data FY08 Actual : FY11 Target : FY11 Target FY09 Actual : : FY10 Target 12k | MEASURE functionality) and Maintain (access the availability appilication the eLicense of service maint at 99% (outside of scheduled across platforms 18 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Metric No. 13b 14b 14a 13a 13c 16 14 15 Increase thenumberofMBEand scorecard; number ofagenciesscored Creat andmaintain apurchasing Increase c companies by 10%eachyear Increase certifi cation ofMBE vendors by 15%over 4years Increase contract awards to OPCRP vendors by 15%over 4yrs. participants ny 10% participants Edge companies ineachidentifi companies over current baseline vendors by 15%over 4yrs Increase contract awards to EDGE Increase thenumberofev procurement by 10% category Increase contr ertifi cation ofEDGE ac Metrics t awards to MBE ents and ed O/rcNew EOD/Proc ep aeieF0 culF0 culF1 culFY11 Target FY10 Actual FY09Actual FY08 Actual Baseline Resp. Proc O 700 EOD EOD O New EOD 1,600** EOD EOD O New EOD OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Million Million Million $68.8 $88.2 $37 and opportunities to companies andentitiesthatemploy Ohioans, similaractivities. and opportunities andhelpotheragenciesconduct Foster programs andpoliciesto encouraging investment inOhio’s economy by promoting programs thatprovide access KEY DEPARTMENTAL RESULTS, MEASURES AND TARGET: Million Million Million ,4 ,4 2,093 1,547 1,341 $68.8 $88.2 $37.3 e e New New New e 0%100% 100% New New New New 7 8 1,269 881 771 Million Million Million $72.9 $75.7 $35.5 $36.5*** $77.1** Million Million Million $60* Participants Increase by 36 Events; Million Million Million $126.4 0%100% 100% 1,200 ,0 2,087 2,302 ,9 1,291 1,395 $42.5 $79.1 10% Participants 10 Ev Quarter Million Million $18.5 $31.6 **** 525 *** 1st ents; | THINK OHIO FIRST Quarter 2nd Quarater 3rd Quarter 4th FY11 Total Think Ohio First scorecar OAC changedto a2-year c universit **Estimate: FY10doesnotincludecollege & requirement. the previous 1-year certifi cation renewal ***Under review. *Estimate: FY10doesnotincludecollege & universit on Procurement website. ****EOD manuallycalculating thistarget y spending. y spending. Remarks ds posted quarterly ds posted quarterly ertifi cation vs 262 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | THINK OHIO FIRST

13a | MEASURE 13b | MEASURE Percentage of contracts awarded to MBE vendors (15% by Statute). Percentage of contracts awarded to EDGE vendors (5% by Statute).

TARGET: $126.4 TARGET: $79.1 $72.9 Million

$68.8 Million $60 Million

$88.2 Million $77.1 Million $75.7 Million

$31.6 Million

%18.5 Million

FY2008 FY2009 FY2010 FY2011 FY2008 FY2009 FY2010 FY2011 Actual Actual Actual Target Actual Actual Actual Target

FY08 Actual : $68.8 million (New) FY08 Actual : $88.2 million FY09 Actual : $72.9 million FY09 Actual : $75.7 million FY10 Actual : $60 million FY10 Actual : $77.1 million FY11 Target : $79.1 million Target vs. $31.6 million for 1st Qtr. excluding FY11 Target : $126.4 million Target vs. $18.5 million for 1st Qtr. excluding colleges and universities colleges and universities 263 20 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Percentage awarded ofcontracts to OPCRPvendors. 13c |MEASURE $37.0 million FY11 Target :$42.5million(TBD) :$36.6millionvs. FY10 Actual Target $41.4million :$35.5million FY09 Actual FY08 Actual :$37.0million(new) FY08 Actual FY2008 Actual $35.5 Million FY2009 Actual OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES $36.5 Million TARGET: $41.4 TARGET: FY2010 Actual TARGET: $42.5 TARGET: FY2011 Target EDGE certifi 14 |MEASURE FY11 Target: :2,093companiescertifiFY10 Actual edvs. target2,100 :1,547companiescertifiFY09 Actual ed FY08 Target: Certifi FY2008 Actual 1,341 cations. ed | THINK OHIO FIRST 2,302 companiesvs. 2,087companiescertifiQtr. ed for 1st 1,341 companiescertifi edvs. targetsadjusted) 1,660target(baselineincorrect, Certifi FY2009 Actual 1,547 ed TARGET: 2,100 TARGET: Certifi FY2010 2,093 Actual ed TARGET: 2,302 TARGET: Certifi 2,087 FY2011 Target 264 ed OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | THINK OHIO FIRST

14a | MEASURE 14b | MEASURE Increase the number of MBE and Edge companies in each identifi ed procurement Increase the number of events from 12 to 36 and participants to 1,200. category by 10%.

TARGET: Increase by 10% TARGET: 10 Events with 525 Participants for 1st Qtr.

FY2011 FY2011 Target Target

FY10 Actual : New FY10 Actual : New FY11 Target : Increase by 10% (TBD) FY11 Target : 10 events with 525 participants for 1st Qtr.

265 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | THINK OHIO FIRST

15 | MEASURE 16 | MEASURE MBE Certifi cations. Maintain and post a Think Ohio First Scorecard.

TARGET: 1,395

1,291 1,269 Certifi ed Certifi ed

881 TARGET: 1,199 Certifi ed

771 Certifi ed

TARGET: 700

FY08 Actual : New FY09 Actual : Scorecards posted FY10 Target : Current scorecard posted FY11 Target : Post scorecards on the web

FY08 FY09 FY10 FY11 16a | MEASURE Target Actual Actual Target Eligible budget criteria will remain constant to ensure accurate reporting of MBE utilization. FY08 Actual : 771 companies certifi ed vs. 700 target FY09 Actual : 881 companies certifi ed FY10 Target : 1,269 companies certifi ed vs. target 1,119 16b | MEASURE FY11 Target : 1,395 companies certifi ed vs. 1,291 certifi ed for 1st Qtr. Eligible budget criteria will remain constant to ensure accurate reporting of EDGE utilization.

266 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 23 WC in WC 267 . Making strides C and B Remarks wards goal by driving technological solutions driving technological goal by wards New for FY11; 1st Qtr. COM, OL COM, New for FY11; 1st Qtr. to Q1 FY11, tracking at 10% of goal at Q1 FY11, tracking that will reduce processing cycle times, increasing increasing cycle times, processing reduce will that team and exible fl in a more results cross-training quality reduces agencies which training providing process these actions All of reduce errors. incoming as goal will be greater, to Q2 progress cycle times. of Q1 actions realized. results are progress As of 8-31-2010 First fi scal quarter fi First As of 7-31-2010 *New for FY11) FY10 Total 4th Quarter 3rd Quarter 2nd Quarter

tions-20 days; tions-20 days; * 737 265 1st 83% ticipants A assessments A assessments as analyzed and as analyzed 4,721 hrs 35.6 days Quarter In Progress Par 10% of Goal $37.9 Million WIP directive Issued: WIP directive xtension- 40 days e 8.3% all Incentives submitted by Policy by submitted changes reviewed and changes reviewed submitted for FY 12-13 submitted 6.6% HR rent policyrent under review and adoption/childbirth leave drafted by Policy; All OAC All OAC Policy; by drafted Nursing mothers directive policy updated, FMLA cur- FMLA policy updated, budget w medical appeals- 23 days; medical appeals- 23 days; All relevent HRD language All relevent Initial applica 98% $574 1,500 1,800 100% 100% 2 Days Million 1-week 1-week 39 Days 30% All 3,255 hrs 20% HRA 3.5 Rating turnaround Participants Update 75% Update assessments TRACKING INDEX: ATTRACT HUMAN CAPITAL HUMAN ATTRACT INDEX: TRACKING | Incentitives**** 100% staff trained 100% staff New New New New New 81% Days $522 3-5+ 2,317 1,490 Million 2-week 23% All 17% HRA turnaround Participants assessments Incentitives**** A New New New New New New New $480 ticipants 2,007 Million 59% All ar 16%* HR Incentitives P assessments es New New New New New New New $455 1,622 1,200 1,441 73.2% 70% Million 73% All 4,169 hrs 3,160 hrs 17,795 hrs 19% HRA 32.4 Days 33.9 Days 41.59 Days KEY DEPARTMENTAL RESULTS, MEASURES AND TARGET: AND MEASURES RESULTS, DEPARTMENTAL KEY Incentitiv Participants assessments 834 Days 3-5+ Participants OCB 110 Days OCB OCB New HRD New HRD News HRD New HRDHRD 70% New HRD HRD 1,200 HRD hrs 2,471 HRD New HRD New HRD Resp. BaselineActual FY08 FY09 Actual FY10 ActualTarget FY11 ed t yees yees e griev- OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO esolv e annual review e annual review AS OLPD training AS OLPD training t produce a more a more t produce tage of emplo ehensiv age D Metrics ems tha Ensure all ORC and OAC changes aff ecting changes aff all ORC and OAC Ensure HRD by reviewed are HRD areas Complete a compr Complete ances forwarded to OCB forwarded to ances Increase participation in Population participationIncrease in Population 5% by programs Health Management and Rules Policies of HRD Directives, receiving an annual performance receiving review by a decentralized agency class and a decentralized by audits compensation Drive process improvements to decrease decrease to improvements process Drive a personnel process to the number of days action Increase the number of participants in DAS the number of participantsIncrease in DAS 25% by OLPD trained the aver Increase syst Develop hours off ered by 3% ered hours off Increase participation in training off ered ered participation off Increase in training 5% personnel by HR & Labor Relations to Implement routine customer services customer routine Implement for all HRD staff training rapid turn around of disabilty applications turn around rapid Achieve a customer staisfaction rating of staisfaction a customer rating Achieve service3.5 on the OCB annual customer satisfaction survey Reduce the time it takes to r to the time it takes Reduce Increase the % of employees impac the % of employees Increase Maintain the increase in annual healthcare in annual healthcare the increase Maintain than is necessary no more for the to costs health of the fund Increase the percen Increase 29 28 25 17 18 19 24 22 30 26 27 21 23 20 Metric No. 24 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES sonal action. Benchmark: New Benchmark: sonal action. Drive process improvement to decrease thenumberofdays to process aper- 17 |MEASURE FY11 Target : Tracking at 10%ofgoalfor 1stQtr. FY10 Actual :3-5daysFY10 Actual Centralized Agencies; 5+days for Decentralized OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES will integrate withthestrategic goalsofstate government. anddevelopAttract humancapitalthrough thedevelopment ofamore eff 18 | Number of participants DAS OLPDtrained(OLDPNumber ofparticipants Only).

MEASURE FY11 Target for target; 1stQtr. 737participants :1,800participants :1,490participants FY10 Actual :1,200participants FY09 Actual FY08 Actual :1,622participants FY08 Actual 1,622 Participants FY2008 Actual | ATTRACT HUMAN CAPITAL 1,200 Participants FY2009 Actual ective personnelmanagementprocessective that 1,490 Participants FY2010 Actual 737 Participants TARGET: 1,800 TARGET: FY2011 Target (1st Qtr) 268 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 25 269 FY11 Target (1st Qtr.) TARGET: 98% 83% of Employees 81% FY10 Actual of Employees 70% FY09 Actual of Employees 73.2% vs. target of 77% target 73.2% vs. 70% 81% vs. target 80% target 81% vs. 1st Qtr. 83% for 98% target; ATTRACT HUMAN CAPITAL HUMAN ATTRACT | FY08 73.2% Actual TARGET: 77% of Employees FY08 Actual : FY09 Actual : : FY10 Target : FY11 Target MEASURE | Percentage of employees receiving an annual performance review (Workforce performance an annual (Workforce review receiving of employees Percentage Administration). 20 (1st Qtr.) FY11 Target 4,721 Hours TARGET: 15,500 Hours Hours 14,795 FY10 Actual OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO only). (OLDP ered 3,160 Hours FY09 Actual 4,169 Hours FY08 Actual FY08 Actual : 4,169 hours FY09 Actual : 3,160 hours FY10 Actual : 14,795 hours 1st Qtr. for 4,721 hrs. : 15,500 hours target; Target FY11 19 | MEASURE off OLPD training hours DAS Average 26 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES and compensation audit(Workf Increase thepercentage ofemployees by class impacted adecentralized agency 21 |MEASURE OLC andBWC inprogress. FY11 Target :11,652employees, 35%increase; 1stQtr. COM, FY10 Actual :7,574employeesFY10 Actual (New) Employees Actual 7,574 FY10 or ce Administration). OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES Employees 11,652 Target FY10 Number ofHRandlaborrelations personneltrained. 22 |MEASURE FY11 Target: FY10 Target: : FY09 Actual FY08 Actual : FY08 Actual Participants TARGET: 876 TARGET: Target | ATTRACT HUMAN CAPITAL 1,441 FY08 1,500 participents vs 1stinQtr.1,500 participents 265participants vs.2,317 participants targeted 967participants 2,007 participants vs.2,007 participants targeted 1,513participants 1,441 participants vs.1,441 participants targeted 876participants Participants TARGET: 1,513 TARGET: Actual 2,007 FY09 Participants TARGET: 967 TARGET: Actual 2,317 FY10 Participants 265 1stQtr. TARGET: 1,500 TARGET: Target FY11 270 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 27 271 FY11 Target TARGET: 1 WWEEK TURNAROUND WWEEKTARGET: 1 rticipants FY10 Actual 2 week turnaround 2 week 2 WEEK 1 week turnaround; 1st Qtr.: applications -20 days; applications 1st Qtr.: turnaround; 1 week TURNAROUND ATTRACT HUMAN CAPITAL HUMAN ATTRACT | FY10 Actual : FY11 Target : FY11 Target extension -40 days medical -23 days; 24 | MEASURE of disability applications. rapid turnaround a more that produce systems Develop Benchmark: FY11 Target 1st Qtr. $37.9 Million TARGET: $574 Million MILLION FY10 $522* Actual Million TARGET: $528 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO MILLION FY09 $480 Actual Million TARGET: $500 MILLION FY08 $455 Target Million TARGET: $422 FY08 Actual : $455 million vs. target cost of $422 million cost target FY08 Actual : $455 million vs. FY09 Actual : $480 million vs. target cost of $500 million cost target FY09 Actual : $480 million vs. of $528 million; (*estimate) cost target : $522* million vs. Target FY10 $37.9 million as of 7-31-2010 vs. : $574 million target Target FY11 MEASURE aintain the increase in annual healthcare cost to no more than is necessary no more to for cost annual healthcare in increase aintain the the health of the fund.. 23 | M 28 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES programs (assessmentsandincentiv Percentage inPopulation ofemployees participating HealthManagement 25 |MEASURE FY11 Target: 40%allincentives :20%participation-assessment; FY10 Actual 59%allincentives :16%participation; FY09 Actual 6.6%assessment; 8.3%allincentives asof8-31-2010 73%allincentives :NewFY08 Actual -19%participation; ALL INCENTIVES: 73% PARTICIPATION: 19% Actual FY08 25% participation-assessment; 45%allincentives25% participation-assessment; vs. 1stQtr. ALL INCENTIVES: 59% PARTICIPATION: 16% Actual FY09 es). OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ALL INCENTIVES: 40% PARTICIPATION: 20% Actual FY10 ALL INCENTIVES: ALL INCENTIVES: 23% ASSESSMENT: 20% PARTICIPATION 1ST QTR: 6.6% QTR: 1ST Target TARGET FY11 8.3% 26 customer service satisfaction sur satisfaction customer service Achieve ratingof3.5(scale1-5)ontheOCBannual acustomer satisfaction |MEASURE FY11 Target: FY10 Target: | ATTRACT HUMAN CAPITAL 3.5 rating target vs. rating 4.24actual New rticipants Actual FY10 New vey. TARGET 3.5 RA 3.5 TARGET 4.24 Rating Actual Target FY11 TING 272 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 29 273 FY11 Target HRD HRD HRD HRD TARGET: 75% Update eas. New FY10 Actual ting all HRD ar ec New Update 75% vs. 2 directives issued, 1 policy issued, 2 directives 75% vs. Update ATTRACT HUMAN CAPITAL HUMAN ATTRACT | FY10 Actual : FY11 Target : FY11 Target 1st Qtr. for with 1 policy updated under review 28 | MEASURE and Policies HRD Directives, of DAS review comprehensive Complete aff rules Administrative s FY11 Target 35.6 Day TARGET: 39 Days FY10 Actual 41.59 Days TARGET: 32 DAYS OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO FY09 Actual 33.9 Days FY08 Actual 32.4Days TARGET: 110 DAYS FY08 Actual : 32.4 days vs. target of 110 days target vs. FY08 Actual : 32.4 days FY09 Actual : 33.9 days of 32 days target vs. FY10 Actual : 41.59 days actual 1st Qtr. for 35.6 days vs. target : 39 days Target FY11 27 | MEASURE OCB. to forwarded grievances resolve to Days 30 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES tory andrulechangesafec tory HRD Policy willbecome andclearinghousefor thecentral contact proposed statu- 29 |MEASURE OAC in1st Qtr. changessubmitted by section HRDPolicy FY11 Target: FY10 Actual :New FY10 Actual 100% target vs. 100% actual (languagereviewed100% targetvs. 100%actual for FY12-13budget; Actual ting HRDar FY10 New OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES eas. TARGET: Update 100% TARGET: HRD HRD HRD HRD Target FY11 Ensure thatallHRDstaff have rec 30 |MEASURE FY11 Target :100%ofstaff(TBD). trained FY10 Actual :New FY10 Actual | ATTRACT HUMAN CAPITAL Actual FY10 New eived customer training. TARGET: Update 100% TARGET: HRD HRD HRD HRD Target FY11 274 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 31 275 Target FY2011 Guidance Guidance Guidance Customer Customer Customer TARGET: 100% 55% Actual FY2010 Guidance Guidance Guidance Customer Customer Customer Reviewed 51% Actual FY2009 Guidance Guidance Guidance Customer Customer Customer Reviewed ectives, administrative rules and marketing materials. rules administrative ectives, 92% of documents reviewed and updated by June 2008 vs. target of 95% target June 2008 vs. by and updated reviewed 92% of documents 51% of documents reviewed and updated annually and updated reviewed 51% of documents 55% of documents reviewed and updated annually vs. 75% target 3rd qtr 3rd 75% target annually vs. and updated reviewed 55% of documents annually and updated reviewed 100% of documents | ACCOUNTABILITY 92% Actual FY2008 Guidance Guidance Guidance Customer Customer Customer Reviewed FY08 Actual : FY09 Actual : : FY10 Target : FY11 Target 32 | MEASURE documents including handbooks, guidance customer all Review and update dir policies and procedures, arget T FY2011 TARGET: 100% for acal year 100% Actual FY2010 Access the potential for improved effi ciencies to make state government more eff constituents to it responsive and ective more government make state to ciencies effi improved for the potential Access and unnecessary of services redundancies eliminate overlap and products. working the Governor, and by with Updated OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES ADMINISTRATIVE OF DEPARTMENT OHIO 100% Actual FY2009 Updated ectiveness. 100% Actual FY2008 Updated e and eff FY08 Actual : 100% goals and metrics updated FY09 Actual : 100% goals and metrics updated FY10 Actual : 100% goals and metrics updated 1st Qtr. for : 100% goals and metrics updated Target FY11 elevanc r 31 | MEASURE each fi area and metrics in each program 100% of goals Update 32 | OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES 1. 4. 3. 2. DEPARTMENTAL SPECIAL PROJECTS FOR THE COMING YEAR: operations effi Improve OAKS customerstoconduct performance, enablingagency • Implement Construction Reform. • • • • • • • Governor’s Executive Order Implementation: printing, andmailpreparation perExecutive activities, Order 2009–07S. Complete thecentralization ofproduction-level copying, mainframe • • • • • • 3. The OhioState University’s Project Onemedicalcenter. 2. University of Toledo Center for Biosphere Restoration Research, and Hallrestoration,1. Central State Emery University ReformConstruction Panel. The are: pilotprojects methodsrecommended delivery byutilizing oneoftheproject theOhio authorized the3 pilot demonstrationprojects Construct by HB318 2009-07S: SpendingControls Council 2009-05S: MBEAdvisory 2008-13S: MBEandEDGE 2008-12S: Procurement 2007-24S: Broadband 2007-13S: DataSecurity 2007-02S: Energy theStrategicImplement Sourcing Module Analyze OAKS Adoption Opportunities Continue ofOAKS roll-out CI Kronos Implement Time andLabor BusinessIntelligence Implement ELMmodule Implement ciently and OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES eff ectively. 7. 6. 5. | SPECIAL PROJECTS FOR THE COMING YEAR • • • • • • • Information &Privacy (ISP) Security • • projects. commitment cabinetagency forGain theimplementation ofenterprise IT • eff Assist state agenciesinmanagingHRoperations effi ectively. Expand current DRcapabilities program anenterprise informationImplement education andawareness security controlssecurity framework Align DAS information policieswiththestatewide information security Develop managementprogram andimplementanenterprise vulnerability Assist agenciesinthedevelopment ofaninformation strategic security plan standard Develop riskassessmentmethodology andimplementastatewide security framework standard Develop andimplementastatewide information controls security SOCC/OIT Server Virtualization Email Consolidation HRsharedImplement services ciently and 276 OHIO DEPARTMENT OF ADMINISTRATIVE SERVICES | 33 277 278

Appendix B

Key Accomplishments The following list contains the agency accomplishments sorted by division and office.

Administrative Support Division

Communications/External Relations: Media relations are professionally managed. The media are treated as customers by DAS and in turn we believe that DAS has one of the better working relationships with the Statehouse press corps in state government. What this means is that we are good at translating what we do and why we do it at DAS and when we deserve a break we get it. DAS is often a target of anonymous “tips” many times regarding HR or IT issues. Very few of these are newsworthy and very few of these items end up in papers or on TV.

Communications/External Relations: The external relations model has been successful with the added responsibility for the legislative liaisons. Our office has become an important extension of each division. An added benefit is that because of our proximity and standing with the Director’s Office, both the DAS Director and Divisions are better served by this additional channel of communication and staffing.

Communications/External Relations: Benefits Communications have moved from infrequent, dense, untargeted mailers to professionally designed, audience and subject-matter targeted pieces designed to move outcomes for employees – through better health – and the state’s bottom line – through emphasis on population health management and driving engagement in initiatives such as the Dependent Eligibility Audit. For instance, when faced with the business problem of increasing numbers of state employees seeking care at their local ER versus going to lower cost services such as urgent care, the Benefits Communications group produced a campaign to increase use of the health plans’ Nurse Lines. Employees were mailed refrigerator magnets with their Nurse Line number and instructions on when to use it and why. ER visits began dropping within a month of these mailers hitting homes and the rarely used Nurse Lines began receiving increasing calls.

Communications/External Relations: The success of initiatives such as the Ohio Procurement Reform Panel and the MARCS Task Force were greatly enhanced by external relations assistance and the use of the Office to develop professionally designed and written reports of their activities.

Communications/External Relations: The DAS brand has been re-established over the past two years and a DAS Brand Guide has been used. Where Divisions and business units were not using standard templates, logos, colors, fonts and the like standards have been applied across the business leading to a more professional, unified representation of the Agency.

Communications/External Relations: Key to the success of the consolidation of functions that occurred in 2007 under the Office of Communication and External Relations was the acceptance by the DAS divisions of centralized services where they formerly “did as they pleased” in many respects. The team has won the trust and respect of our partners in the Divisions and more often than not we are consulted at the outset of projects.

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Regulatory Reform: Improving transparency in the rule-making problems has been the top priority of this position. Since the e-Notification went live in January 2010: • Approximately 5,000 rules have gone out via the e-Notification system • Over 2,300 rules have been amended utilizing the CSBR guiding principles • Over 1,000 rules have been rescinded • The OBG e-Notification system has more than 3,600 registered users

Regulatory Reform: The 13 business-facing agencies have identified their Regulatory Ombudsmen to serve as problem solving liaisons with businesses or stakeholder groups that may be experiencing problems with an agency.

Regulatory Reform:A wide-range of business groups and associations provided public support for the regulatory reform initiatives, including the Ohio Manufacturers Association, the Ohio Chamber of Commerce, the Ohio Bankers League and NFIB-Ohio.

Equal Opportunity Division

EOD: Construction Compliance Unit: In FY 2010, the CCU processed 3,060 certificates of compliance to construction prime contractors providing those businesses an opportunity to do business with the State of Ohio. This equates to approximately 437 applications processed per officer during FY 2010.

EOD: Construction Compliance Unit: The CCU processed 2,520 affirmative action program plans for good/services vendors. 19 plans were denied and 2,501 plans were approved to do business with the State of Ohio. CCU received and processed 18,942 Input Form 29 reports, which equates to approximately 1,800 prime contractors and subcontractors. CCU also attended approximately 60 pre-bid or construction meetings during FY 2010. During the meetings, the unit officers provided the contractors with the EEO responsibilities while performing on state projects. The CCU conducted approximately 150 state construction project site reviews.

EOD: MBE/EDGE Certification: The unit conducted 23 training sessions to promote and recruit businesses; processing MBE/EDGE original applications within 14 days of receiving all essential application documents; processing MBE/EDGE recertification applications within 2 to 5 calendar days of receiving all essential recertification documents and streamlining MBE/EDGE applications.

EOD: MBE/EDGE Certification: Number of People Served In FY2010, the unit achieved and exceeded its goal for certifications. The unit processed the following: • 2,122 requests for certification and recertification. This equates to approximately 424 applications processed per officer during this fiscal year period. • Conducted 23 trainings • Recertified 1364 companies • Achieved a turnaround time on application processing of an average of 19 days • Conducted 425 desk audits and on-site reviews.

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• Conducted 4 agency waiver reviews • Conducted 4 fraud Investigations.

EOD: MBE/EDGE Certification: The MBE/EDGE programs play a vital role in the successful business development of minority, women and socially/economically disadvantaged companies throughout Ohio.

EOD: MBE/EDGE Certification: Progress is measured through the use of a scorecard which measures the amount of contracts acquired, number of investigations and number of companies certified and the monitoring of state agencies procurement efforts (expenditures) in relationship to stated program goals (Minority Business Enterprise (MBE) 15% and Encouraging Diversity, Growth & Equity (EDGE) 5%).

EOD: MBE/EDGE Certification: Progress is also measured through the monitoring of state agencies adherence to program rules and guidelines, conduction of investigations, recruitment presentations conducted, training sessions conducted, and successful mediation of program participations complaints. Each state agency’s progress is measured quarterly and annually.

EOD: Affirmative Action/EEO Unit: FY 10, conducted EEO training classes state agency employees and trained 1195 state employees.

EOD: Affirmative Action/EEO Unit: FY10, during the 2009 EEO Academy trained 210 employees.

EOD: Affirmative Action/EEO Unit: FY 10, developed an on-line EEO training model.

EOD: Affirmative Action/EEO Unit: FY 10, developed the requirements for Discrimination Complaint Software and online application which would enable this unit to respond to more efficiently.

EOD: Affirmative Action/EEO Unit: The AA/EEO unit also implemented an electronic (on-line) discrimination complaint procedure which provides easier access for our customers.

EOD: Construction Compliance: Guidance Manual for Ohio’s Construction Reform created by State EEO Coordinator

EOD: Construction Compliance: Supported, and helped establish, define, and develop a Construction Reform Stakeholder Advisory Panel to consult with and advise EOD.

EOD: Construction Compliance: CRDT created, finalized, and completed a process and procedural manual for the CRDT monitoring and compliance responsibilities.

EOD: Construction Compliance: CRDT provides problem-solving assistance to the institutions undertaking a Construction Reform Demonstration Project and the contractors on the projects.

EOD: Outreach: Key Accomplishments: Currently there are about 2,000 MBE/EDGE certified vendors in the State of Ohio. The amount of the assistance provided depends upon the services needed by the business community. In FY 2010, through outreach efforts, EOD’s outreach program has reached an estimated 1,100 participants, which include vendors, but also purchasing officers and MBE/EDGE EEO Officers within our state agencies. Over the past year the outreach program has worked to provide access for minority businesses to state agencies.

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We have also held workshops and seminars, as well as partnered with stake holders throughout the state to educate, inform and promote the state’s MBE/EDGE program and contracting opportunities for women and minority businesses.

In July of 2010 the outreach program of the Equal Opportunity Division took an unprecedented step in working with the Office of the State Architect to provide training on how to provide work with the state architect’s office and submit successful bid packages. The target audience was certified MBE/EDGE vendors in the field of architecture, construction management and engineering. EOD: MLK Holiday Commission: The Commemorative Celebration and award ceremony recognizes Dr. King’s legacy and educates Ohioans on issues of equality.

EOD: MLK Holiday Commission: The annual calendar educates and enlightens Ohioans on topics past, present and future that impact equality in our society.

EOD: MLK Holiday Commission: The Commission sponsors a statewide oratorical contest for youth ranging from kindergarteners to high school seniors. The contest educates Ohio youth about Dr. King’s legacy, while promoting awareness and growth pertinent to equal employment opportunity and economic development for all.

General Services Division

GSD: Business Operations: Reduced 25% of customer rates for FY11; all remaining rates stayed the same as in FY10; no GSD rates have increased in four years; most have decreased

GSD: Business Operations: Reduced staff by 4.5 positions by shifting accounts payable responsibilities to Ohio Shared Services and DAS Finance

GSD: Business Operations: Converted the assets of two agencies (AGO & DMH) from redundant in-house legacy systems to the OAKS Asset Management module

GSD: Business Operations: Resolved 1,675 DAS FIN OAKS cases in an average of 1.4 days

GSD: Business Operations: Provided support to the design and build of OAKS Peoplesoft Strategic Sourcing module

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GSD: Business Operations: Rolled out the OAKS Capital Improvements module to 200 projects and 1,200 users including all SAO and locally administered agency construction projects

GSD: Business Operations: Redistributed 5% of agency excess property back to other state agencies and redistributed an additional 16% of surplus property to other local governments

GSD Business Continuity Program: For most of 2009, DAS led an inter-agency working group tasked with assisting state agencies develop/revise their pandemic influenza continuity plans. The group developed a comprehensive guidance document that addressed general planning issues, along with administrative considerations in the areas of human resources, purchasing, information technology and fiscal matters.

GSD: Office of Fleet Management: Reduced mileage reimbursement: OFM, in cooperation with state agencies, has drastically reduced the number of miles for which personal mileage reimbursement is paid. These reductions have been achieved through the use of motor pools, assignment of vehicles to high mileage drivers and education of drivers concerning mileage reduction strategies. Through FY10, the state has reimbursed 10,400,000 fewer miles as a result of these strategies. In cases where these miles have been replaced using state vehicles, the state pays an average of $0.24/mile versus $0.45/mile for mileage reimbursement.

GSD: Office of Fleet Management: Increased use of alternative fuels: Through extensive outreach and the use of an alternative fuel scorecard, OFM has increased alternative fuel use across the state fleet. In FY09, E85 ethanol use increased by 35% and B20 biodiesel use increased by 3%. The state of Ohio is now one of the largest public sector biodiesel users in the country.

GSD: Office of Fleet Management: Awards: Fleet received both the Larry Goill Memorial Quality Fleet Management Idea Award and the National Association of State Chief Administrators Outstanding Program Award for its Alternative Fuel Usage Scorecard.

GSD: Office of Fleet Management: Public Safety Transition to FleetOhio: State agencies that own vehicles are required to use FleetOhio, the state’s fleet information management system. Until recently, the Department of Public Safety exercised an exemption from the use of FleetOhio because they used an in-house mainframe system. DPS has since moved from the mainframe system and has successfully transitioned to the use of FleetOhio, ensuring the capture of operational cost data for 1,800 additional state vehicles.

GSD: Office of State Printing and Mail Services: Successfully merged and consolidated 8 of 9 agency printing and fulfillment operations which included the Department of Public Safety, Bureau of Workers Compensation, Department of Taxation, Department of Transportation, and Department of Development. This initiative has allowed the state to shut down redundant copy center operations, eliminate excess equipment, and aggregate volumes. The consolidation has already saved the state more than $5.3 million in real costs. For example, prior to consolidation the mainframe printing rate per impression was $0.045. The rate is now $0.03, even with increases in costs of paper and other supplies.

GSD: Office of State Printing and Mail Services: The combined savings for inter-office mail delivery, pre-sort mail program, centralized metering and flat-sorting services was $6.9 million in F09. More than 500,000 pieces of inter-office mail were processed, with a net savings of $704,730 in postage. By pre-sorting 73.7 million pieces of outgoing mail by ZIP code, agencies

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saved $5,068,823 in postage. A total of 777,205 pieces of mail were metered through the centralized metering program, saving an estimated $627,200 for 64 agencies by eliminating the cost of equipment, service contracts and supplies. Additionally, 325,992 pieces of mail went through the flat-sorting program for bound-printed materials such as booklets and calendars, saving $511,897.

GSD: Office of Procurement Services: Worked private sector experts to conduct a top-to- bottom review of state procurement, resulting in a procurement reform blueprint for the state

GSD: Office of Procurement Services: Documented over $20 million in savings through FY10 and more than $34 million in future savings projected on contracts that are already in place

GSD: Office of Procurement Services: Conducted 55 reverse auctions to deliver $4 million savings

GSD: Office of Procurement Services: Changed law to allow piggybacking on contracts from other states and consortiums

GSD: Office of Procurement Services: Reorganized the entire state procurement organization to a private sector model organized by spend categories rather than by bidding process

GSD: Office of Procurement Services: Provided third party negotiation training for 96 procurement personnel

GSD: Office of Procurement Services: Won the National Association of State Procurement Officials (NASPO) 2010 George Cronin Bronze Award with its Local Print Consolidation initiative, which is projected to cut small-scale copying costs by $5 million after full implementation.

GSD: Office of Procurement Services: Consolidated IT procurement with state procurement to create more opportunities to reduce costs of IT, which is the single largest spend category in state government

GSD: Office of Procurement Services: Expanded public access to purchasing information by posting all contract opportunities and contracts over $25,000 on the state website

GSD: Office of Properties and Facilities: Stabilized and reduced building rates: OPF is paid through rates charged to tenants. Again during FY10, building rental rates were either stable or declined. These rate decreases were attributable to better use and control of staff assignments and operating costs. OPF maintained the cost of providing facility management at 20% below the current industry standard benchmark established by BOMA, for Class “B” government office buildings in the central Ohio market.

GSD: Office of Properties and Facilities:Outsourced janitorial functions: Five staff were reassigned from 25 S. Front Street and 4200 Surface into a single consolidated janitorial crew at the North High complex. Service contracts through the DAS Office of Procurement from Community Rehabilitation Programs (OPCRP) were either expanded or initiated to provide janitorial services at locations where employees were transferred resulting in significant cost savings. As custodial employee levels continue to decrease by attrition, further outsourcing contract expansions will occur.

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GSD: Office of Properties and Facilities:Contracted with an alternative electricity supplier: The new 3 year contract will provide savings of about $1.3 million for DAS facilities based upon 2009 actual usage.

GSD: Office of Properties and Facilities:Completed major projects: The Office of Properties & Facilities recently completed a number of projects. Among them were: 1. Completed Phase 3B of the North High Street Complex renovation, on time & forecast. 2. Replaced the primary uninterruptible power supply (UPS) systems and equipment at the State of Ohio Computer Center (SOCC), over a 120 day period with no downtime for any occupant agency computer equipment. The project was completed on schedule and budget. 3. Replaced 69 CRAC (Computer Room Air Conditioning) units at the SOCC, on time and on budget. 4. Installed web-based Direct Digital Control (DDC) systems on all HVA/C equipment and systems at 4200 Surface Road. The system enhances energy efficiency by allowing universal night temperature setbacks, weekend & holiday setbacks, and central point temperature control. 5. Installed LED parking lot lighting at 4200 Surface Road and replaced warehouse lighting fixtures with high efficiency T-5 fluorescent fixtures. Both projects were done in collaboration with the State Architect’s Office and are specifically designed to reduce energy costs.

GSD: Office of Properties and Facilities:Relocated DAS Security Command Center to the SOCC: The DAS Security Services Command Center which is both a proprietary monitoring station for automated fire detection and warning systems in all DAS managed facilities, as well as a video monitoring station for all security cameras in our facilities, was relocated from 4200 Surface Road to the State of Ohio Computer Center (SOCC) in October 2010. DAS Security Services also became responsible for facility security operations at the SOCC during the relocation process and reduced SOCC operating expenses by an estimated $90,000 per year through consolidation and efficiency gains. The SOCC data center is the only Level 5 facility as rated by the Department of Homeland Security in the State of Ohio’s facility inventory.

GSD: Office of Real Estate and Planning: Created standard guidelines and a scorecard to use space efficiently: Standardized the approach for using space efficiently across the state, then issued a scorecard that assessed each agency’s compliance

GSD: Office of Real Estate and Planning: Renegotiated commercial lease renewals for the current FY10/11 year: This resulted in approximately $4.5 million in cost avoidance.

GSD: Office of Real Estate and Planning: Sold surplus real estate: Managed the sale of a number of state-owned real estate parcels intended to support economic development, sustain services, or create local jobs. The sales generated a total of $6.1 million in revenues.

GSD: Office of Real Estate and Planning: Recycled and reused furniture to save money: Avoided approximately $1 million for state entities by reusing salvaged furniture in renovation and improvement projects.

GSD: Office of Risk Management: By implementing best practices, from FY02 to FY10, ORM saved state agencies $13,409,451. Through efficiency and process improvements, the state’s

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FY 11 vehicle liability self-insurance premium is $90, compared the statewide average of $382 as provided by the Ohio Insurance Institute: • ORM self-insured premium $ 90 per vehicle • Statewide private insurance premium $382 per vehicle

GSD: State Architect’s Office: Construction Reform: SAO took a leadership role in coordinating the efforts of the Ohio Construction Reform Panel, which resulted in 25 recommendations to provide more transparency, flexibility, efficiency and accountability in the design and construction of public capital improvement projects in Ohio. One key recommendation was to provide the state flexibility in choosing alternative delivery methods such as design-build, construction manager at risk (CM@R) and general contracting. HB318 established three pilot projects to demonstrate alternative delivery methods. These demonstration projects include: Ohio State University ProjectOne medical center, University of Toledo Bowman-Oddy Hall renovation and Central State University’s Emery Hall restoration.

GSD: Procurement Reform: In 2008, a Procurement Reform working Group, comprised of representatives from the private sector, public sector and higher education, was convened to review the procurement programs used by the state of Ohio to purchase supplies, services and information technology. This Group offered twenty-five recommendations to improve the state’s procurement of supplies, services and information technology. The following reflects several of these recommendations that are being applied by DAS, Office of procurement Services.

• Center-led Procurement Agency: The Ohio Department of Administrative Services, General Services Division, Office of Procurement Services (OPS) is the central procurement office for the State. The Office is responsible to procure all types of supplies, services and information technology needs required by state agencies. The Office also provides guidance to agencies on making purchases under their direct purchase authority. Relevant sections of the Ohio Revised Code include sections 125.01 to 125.11, 125.17 and 125.25 and sections 123:5-1-01 to 123:5-1-14 of the Administrative Code. The Office is also responsible for the program where state agencies purchase supplies and services from work centers that employ persons with work-limiting disabilities. State entities that are exempt from DAS include the following: o Elected officials o The General Assembly o The Judiciary o The Adjutant General for military needs o The Capitol Square Review and Advisory Board o Institutions administered by Boards of Trustees (Institutions of Higher Education)

• Professional certification. When making a purchase of supplies, services or information technology, state agencies may purchase the needs under their direct purchase authority if the value of the purchase is $25,000 or less. If over $25,000, the purchase must be forwarded to OPS to make the purchase. In 2008, law was enacted that permits the Director of DAS to increase the agency’s direct purchase limits to $50,000 provided the agency has a certified procurement professional on staff to oversee the purchase. DAS is developing a professional certification program and, until such is completed, has given all agencies provisional direct purchase authority up to $50,000.

• Procurement Processes. The processes used by OPS to make purchases of supplies, services and information technology is defined in the ORC as “Competitive Selection”

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which includes; Competitive Sealed Bids, Competitive Sealed Proposals and Reverse Auction. Competitive Sealed Bids are used when the need is clearly defined and price will be the predominant factor in awarding the contract. OPS will issue an Invitation to Bid (ITB) to interested parties that describe the need and the contract is awarded to the lowest responsive and responsible bidder. A Competitive Sealed Proposal is used when the State is seeking the best solution to meet the need. A Request for Proposal will be issued that describes the scope of work to be completed and the contract is awarded to the Offeror that provides the best solution to meet the need. Unlike the ITB, OPS may conduct negotiations with the Offerors during the evaluation phases. The Reverse Auction uses the ITB format with the exception that prices are not included in the initial response submitted by the bidder. The initial response contains a description of what supplies, services or information technology will be provided by the bidder. Those bidders that meet the base specifications will then be invited to an online auction where they will submit their pricing in real time. Prices may be adjusted downward at any time during the auction time period. The contract is awarded to the lowest responsive and responsible bidder. OPS has documented savings in excess of $30 million in FY 2010 using the reverse auction process. OPS also uses a process where contracts are negotiated directly with manufacturers or service providers. The company must agree to all terms and conditions of the State. The pricing offered may the same as they offer to the Federal General Services Administration or prices offered to State & Local Governments if they do not hold a Federal GSA contract. This process is not defined under competitive selection and has been subject to approval by the Controlling Board since the 1973.

o When using Competitive Selection, all bids are opened publicly and are available for public review. RFPs are also opened publicly, however, only the names of those submitting offers are made available to the public. The contents of their respective proposals are considered to be confidential, under law, and will not be disclosed to the public until the contract has been awarded. The time required for these processes averages between 30-45 days for an ITB and a minimum of 120 days for a RFP. To expedite agency purchases and reduce time required by procurement selection processes, OPS has established a large number of requirements term contracts for supplies, services and information technology needs of the agencies. These contracts are in effect for an extended period of time (e.g. 1-3 years) and agencies may issue purchase orders for any volume and at any time a need arises, without delay. Examples of these requirements contracts include; food, pharmaceuticals, vehicles, fuel, clothing and computers. Agencies purchase in excess of $225 million each year from these contracts.

• Employ concepts of Strategic sourcing. These concepts involve leveraging spend across all agencies of the state to increase buying power and reduce staff time in completing procurement processes. These concepts are used by OPS when establishing requirements contracts. OPS canvasses the agencies to determine which agencies use the respective items and in what volume. Standardized specifications are written to reflect current industry trends and to promote maximum competition. These sizeable volumes encourage the business community to offer deep volume discounts that would not otherwise be realized if needs were bid individually. This concept, also known as strategic sourcing, has resulted in significant savings in the tens of millions of dollars for the State during fiscal years 2009 and 2010.

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To further enhance the State’s buying power, OPS maintains an aggressive Cooperative Purchasing program wherein local governments and other political subdivisions may make purchases from DAS term contracts. Current membership in this program exceeds 2000 entities and purchases exceed $155 million each fiscal year. This translates to significant savings at the local levels of government. In addition, law was enacted in 2008 that allows DAS to participate in contracts established by other states and the federal government. This has resulted in additional volume discounts for the state of Ohio agencies (e.g., savings of $400,000 for computers).

The Office of Procurement Services is continually reviewing existing contracts in an effort to obtain greater volume discounts and reap additional savings for the State. For example: • Work group is reviewing pharmaceutical needs of state agencies and higher education to determine if needs can be combined and spending leveraged to obtain lower pricing • Work group is reviewing food purchases to determine more efficient ways to procure food • Work group is researching software program to track purchase activity on a statewide basis that could result in affordable software at all levels of government and higher education • Work group is researching potential of combining purchases of school buses on a statewide basis to obtain greater volume discounts

Human Resources Division

HRD Deputy Director’s Office: In addition to the accomplishments outlined throughout the divisions of HRD, the last year has represented a focus on simplification, standardization, and centralization of HR services. Recommendations made by a project team to evaluate HRD services and processes have resulted in implementation of the majority of the resulting recommendations. All processes have been analyzed and an HRD Roadmap has been developed. Positive relationships have been developed with agency HR professionals through a series of Meet and Greets. A Training Standards Advisory Council has been established for the purpose of identifying trainings common to all state agencies for the purpose of placing on the Enterprise Learning Management System (ELM) for use by all agencies, which will reduce redundancies in training development and inconsistent training provision. Focus groups with all agencies, boards and commissions were held for awareness and generation of input regarding movement to an HR Service Center business model, again to gain efficiencies and consistency. Issues resulting from an immature OAKS system have been identified and solutions implemented. Civil Service Simplification options have been evaluated and, as decisions are made a roadmap can be produced. For example, HRD spends a great deal of time to conduct civil service tests and generate civil service lists which agencies spend a great deal of time avoiding. Language has been submitted for the Budget Bill that will change that process from being an obstacle to hiring into a beneficial part of the hiring process. We have virtually eliminated large penalties to OPERS and the IRS by restructuring our Pay Fiscal department and processes within to ensure timely submission of payment.

HRD: Office of Policy Development: Spearheaded the implementation of the Cost Savings Day program (CSD), and worked in conjunction with staff from Office of Budget and Management and the Office of Collective Bargaining to develop the procedural framework regarding use of CSDs, the authorizing administrative rule, agency closure requests, and internal work rules around use and reconciliation of CSD hours;

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HRD: Office of Policy Development: Draft and implement several new or revised statewide directives and policies, including Overtime, Nursing Mothers, and Workforce Planning;

HRD: Office of Policy Development: Drafted proposed legislation for civil service testing reform;

HRD: Office of Policy Development: Complete a comprehensive review of the status of state employee overtime (specifically the allowance of overtime to FLSA overtime-exempt employees who may have previously been misclassified), develop and distribute specific criteria for requests for overtime approval for those employees, and provide ongoing monitoring and oversight of the accrual of overtime;

HRD: Office of Policy Development: Serve as the central organizational human resource source for the Barbara Warner Workplace Domestic Violence statewide committee (aimed at promoting the health and safety of state employees and to fight to end domestic violence in the workplace), and develop and distribute the statewide directive to state employees; and

HRD: Office of Policy Development: Work closely with other offices in the Division to provide advice and counsel regarding the results of the recently-accomplished dependent eligibility audit for benefits purposes.

HRD: Office of Applications and Reporting: Launch of the Enterprise Learning Management (ELM) System for the state. Currently being used by OBM, Department of Rehabilitation and Corrections and various programs administered through DAS (business intelligence reporting, security training, workplace domestic violence training, etc.)

HRD: Office of Applications and Reporting: Business owner of launch of OAKS Time and Labor Self-Service (for 9,000 employees)

HRD: Office of Applications and Reporting: Business owner of launch of OAKS eBenefits enrollment (self-service benefits enrollment processes for state employees)

HRD: Office of Applications and Reporting: Major upgrade of the employee document management system for Ohio. Managed a critical upgrade to the antiquated document storage and workflow system for employee records.

HRD: Office of Applications and Reporting: Major designers and contributors to new Business Intelligence product. Specifically: team oversaw development of HR-centric workforce profile reports to ensure that agencies received standard reports that are valid and reliable.

HRD: Benefits Administration Services: FY2008: The exempt employee life insurance program was rebid for fy07, resulting in slightly lower premium and enhanced benefits (i.e. addition of occupational accidental death and dismemberment coverage, financial counseling for beneficiaries, enhanced accelerated death benefit, and repatriation benefits if a death occurs more than 200 miles from home.)

HRD: Benefits Administration Services: FY2008: Changed Paramount and The Health Plan from fully insured to self insured.

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HRD: Benefits Administration Services: FY2009: Implemented medical plan design changes with an estimated annual savings of $17 million

HRD: Benefits Administration Services: FY2009: Behavioral health program was changed from fully insured to self insured with an estimated annual savings of $2 million

HRD: Benefits Administration Services: FY2010: Implemented House Bill 1 dependent eligibility

HRD: Benefits Administration Services: FY2010: Implemented Mental Health Parity requirements, including adding interfaces between medical and behavioral health vendors to share deductible and co-insurance information

HRD: Benefits Administration Services: FY2010: Replaced annual coupons with monthly billing statements for COBRA participants

HRD: Benefits Administration Services: FY2010: Implemented new Long Term Care vendor

HRD: Benefits Administration Services: FY2010: Completed dependent eligibility verification with an estimated annual savings of $10 million

HRD: Benefits Administration Services: FY2010: Rebidding of medical TPAs for fy2012 with estimated annual savings from $11 to 23 million

HRD: Benefits Administration Services: FY2010: Successful transition of COBRA administration from HCM to BAS

HRD: Benefits Administration Services: FY2010: Conducted the first vendor summit for all health care vendors

HRD: Office of Learning and Professional Development: The PASS program began in 2001. In 2003, it won the NAGAD (National Associate of Government Training and Development) award for best program of the year. The program has since grown to three levels being offered. To date, over 1,000 employees have participated in PASS and have shown an average improvement of 48% in at least one skill area. There is a constant waiting list for participation in the program. In the past year, Project Management has graduated 61 state employees through the program, some of which have gone on to get their PMI certification (PMP-Project Management Professional). There is a constant waiting list for this program as well. Within the Curriculum of Project Management, COPM and PASS, participants engage in a real project from beginning to end. Many of these projects have been implemented in different agencies across the state. These three programs also operate in cohorts and as a result, there has been a significant increase in agency effectiveness related to interagency networking, communication, sharing of resources, decreasing redundancy, etc. The OCPM program was completely overhauled starting in 2008 to bring curriculum in-line with National CPM Consortium standards for the accreditation process in 2011. Another result of the change is that the program costs the participants 50% less and the duration went from 2 years to 18 months. OCPM has 2-3 cohorts running at a time, Project Management has two and PASS has two. Supervisory Excellence (SE) has been overhauled and re-launched starting mid to late 2010. It already has stirred quite a large interest, classes filled up immediately and as a result, additional classes have been added. It is expected there will be high demand for a lot of SE courses in 2011. The OAKS HCM training offered the roll-out of Payroll/Time & Labor agency training for

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370 participants in 27 different classes. We standardized the HCM manuals and job aids. This training considered the needs of the agencies as well as provided better communication related to the system implementation. The feedback of this training has been excellent. We worked with the ELM (Enterprise Learning Management) project group to update online ELM training. We also adapted existing online elements for the use of specific agencies/groups including the Business Intelligence OAKS project and Ohio Support Services. In addition, we developed introductory online materials to be used in conjunction with the OAKS HCM training. EDF took on the Union EDF program as of 2-1-10 with no additional staff resources. They processed 1,916 reimbursements since 1-1-10 for exempt employees and 853 reimbursements since 2-1- 10 for the bargaining unit employees.

HRD: Office of HCM and Agency HR Support: The Office of HCM and Agency HR Support has implemented several lean business principles as a means for designing, analyzing, and controlling operations of significant risk. These activities include: morning meetings, visual metrics with daily key performance management indicators posted in each area, cross-training, implementation of Standard Work, utilization of Value Stream Mapping, Application of Kaizen as a process improvement tool, Application of Hoshin planning as a strategic tool

HRD: Office of HCM and Agency HR Support: Implementation of a bi-monthly customer User Group meeting comprised of a general session and multiple training break-out sessions.

HRD: Office of HCM and Agency HR Support: Creation of HR Advisory Council in partnership with the OAKS Service Assurance group as a means for understanding the customer experience relative to the OAKS HCM module

HR Operations Agency HR Support

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• Creation and implementation of a value chain quality program, sending out HR Analysts from the unit to their agency customers to provide training, reducing errors and the cost of poor quality relative to errors received • Executed on two (2) large Prior Service projects, processing more than 4,000 Personal Actions • Continues to manage Personnel Actions at 100% compliance rate • Currently creating HR training to agency Human Resources staff • Creation of Desk manuals

HRD: Office of Workforce Administration: Maintain Drug-free Workplace Program’s compliance with all federal, state and contractual obligations.

HRD: Office of Workforce Administration: Initiated the Civil Service Test Reform Project.

HRD: Office of Workforce Administration: Launched statewide workforce planning efforts including establishment of planning policy, workforce planning guide, tools and standardized reports.

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HRD: Office of Workforce Administration: Re-introduced PD decentralized agency compliance reviews; 60% of agencies completed (7,574 employees representing 15.5% of total employee population.)

HRD: Office of Workforce Administration: Administered IT bargaining unit (BU) classification changes – 1540 employees have been transitioned impacting 98% of IT BU workforce. Held 4 public hearings to effect 229 classification plan changes; completed eight article reviews per State of Ohio’s contractual agreement with unions.

HRD: Office of Workforce Administration: Conducted more than 175 position audits and 32 audits have been defended at the State Personnel Board of Review (SPBR).

HRD: Office of Workforce Administration: Created two and revised one agency-specific proficiency exam; created one new and one revised statewide proficiency examination and updated three civil service examinations.

HRD: Office of Workforce Administration: Created two new agency-specific alternative evaluations and a new statewide optional one-page alternative exempt annual evaluation form.

HRD: Office of Workforce Administration: Designed a Behavioral Events Interview protocol for the Department of Rehabilitation and Corrections to address turn-over problems among correctional food service.

HRD: Office of Workforce Administration: OHMS in “steady state” status and project management lead for implementation of new modules.

HRD: Office of Workforce Administration: Administration, configuration, technical support, resource provision to HR users and job seekers

HRD: Office of Workforce Administration: Administered provision of civil service examinations: screened applicants, scheduled, proctored and scored exams.

HRD: Office of Workforce Administration: Improved “Quick Job Analysis” on-line calculation tools.

HRD: Office of Workforce Administration: Represented State of Ohio at Job Fairs; conducted recruitment strategies for “hard-to-fill” positions.

HRD: Office of Workforce Administration: Created and delivered training and other informational programs: OHMS User Groups; OHMS training; Job Analysis and Pass Point Validation ; Effective use of the Ohio Performance Review System for Supervisors; Drug-free Workplace Program Policy and Implementation for Supervisors; Making Class Plan Change Requests Proposals; and Position Description Writing training.

Office of Collective Bargaining

OCB: Cost Savings Achieved through Collective Bargaining • Cost Savings Days: Employees received a wage reduction of approximately 3.8% in exchange for 10 additional days off in each fiscal year (2010 and 2011). Statewide this resulted in a savings of $142.3 million.

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• Freeze on Step Movement: Employee step movement was frozen for fiscal years 2010 and 2011 resulting in a savings of $33.12 million. • Freeze on personal leave accrual and cash out: Employees did not accrue any personal leave during fiscal years 2010 and 2011, and were unable to convert any personal leave to cash. This resulted in a savings of $18.21 million. • Color charts have been included as Attachment 2 which show the overall savings and how those savings were distributed across the workforce. The Fiscal Notes prepared for the Controlling Board for each collective bargaining agreement have been included as Attachment 3.

OCB: NPELRA/OHPELRA Pacesetter Award • The National and Ohio Public Employer Labor Relations Associations recognized the State of Ohio, Office of Collective Bargaining, with the Pacesetter Award for the 2009 bargaining accomplishments, which involved significant personnel cost savings through creative solutions.

OCB: Customer Service Satisfaction Survey • OCB created and distributed a customer service satisfaction survey to our agency customers during September/October 2010. OCB sought feedback on the level of service provided in each section of our office. The survey used a variety of measurable and open-ended questions to gather feedback. The measurable questions were scored on a scale of 1-5 (5 being the highest). OCB was striving for a 3.5 as part of our Flexible Performance Plan goal. The actual score achieved was a 4.24, far exceeding the set goal. • A copy of the survey results is included as Attachment 4.

OCB: Administrative Accomplishments • In March 2008, when Deputy Director Michael P. Duco took the helm of OCB, the Office had 28 filled positions and 6 vacancies. During Deputy Director Duco’s tenure, OCB has reduced personnel costs by approximately $300,000 through managing vacancies and realigning duties and responsibilities. Currently, OCB has 26 filled positions and 10 vacancies. Also, two positions at OCB were deleted due to the reorganization of the Business Office structure within DAS. • OCB has also reduced office expenses (e.g. cell phones, parking, phone lines, etc.) by approximately $10,000 by examining practices and reevaluating expenditures.

OCB: Ohio Shared Services (OSS) at OBM • OSS is a metrics-based environment, where employees are organized into self-directed work teams that manage themselves with minimal supervision. The basis for establishing this system is in Article 36.05C of the OCSEA contract. The supervisor/employee ratio is about 1:9 and there is only one classification used (Shared Services Associate) with a pay rate that is a blend of the current pay ranges 27 & 28. There are four levels within the blended pay range. Associates move up in level only after proving proficiency in one of several competencies. The competencies have not yet been finalized. • The Collective Bargaining Agreement requires the State to make “a good faith effort to reduce the impact to employees…” if any redesign of services results in an overall reduction in employees. • There is also a Memorandum of Understanding (MOU) between the State and OCSEA for the creation of OSS. Topics such as Alternative Dispute Resolution (ADR) and work hours have been addressed through add-ons to the OSS MOU. Any such add-on has a

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specific ending date that requires the parties to agree to its extension, or the add-on expires. • Currently there is a “non-traditional” work schedule in place for certain associates that allows for slight variations on the regular work day.

OCB: JHCC Holds the Line on Health Care Costs during 2009 Negotiations • The Committee agreed upon changes that involved increased costs when employees used the benefits, instead of changes in the premium share. Office visit co-pays were raised to $20 per visit (expected savings $2.5 million annually); a deductible was imposed on all plans (expected savings $4 million annually); out-of-pocket maximums were increased (expected savings $10 million annually); administrative fees for plans other than the least expensive were passed along to employees (expected savings $6 million annually); and a spousal surcharge was instituted (expected savings $4.5 million annually). • Approval was obtained to proceed with a dependent eligibility audit, with a projected savings of $4 million or approximately 0.8% of claims. • Other plan design changes were agreed to by JHCC that would promote better long- term results, helping employees manage chronic conditions and generally lead healthier lives. Co-pays for annual medical exams were eliminated, at a projected cost of $500,000 annually. In order to encourage diabetics to adhere to their medicine regimen, the pharmacy co-pay for insulin was eliminated, at a projected cost of $1 million annually. The requirement to use the mail order prescription service was eliminated, at a projected cost of $1 million annually. • The combined changes mentioned above were projected to result in a savings of $28.5 million annually in costs to the State’s self-insurance fund.

OCB: Other Cost Savings: OCB worked with OAKS programmers to refine Union Benefits Trust (UBT) deductions on the last paycheck an employee receives when separating state service. This will result in savings of approximately $100,000 per year.

OCB: Training • After successful development and implementation of the OCB Academy, OCB graduated its first class during fiscal year 2010. Completion of this program allows for substitution of 12 of the 36 months labor relations experience required on the Labor Relations Officer 3 classification minimum qualifications. • In an effort to further professionalize and grow participation in its trainings, OCB is now able to offer CEU credits for HR recertification and CLE credits for many trainings. • In conjunction with the unions and the arbitrators, OCB held Arbitration Advocacy training for current state advocates. It offered CLEs for attorneys and consisted of informative presentations from arbitrators on a variety of hot topics in arbitration. • OCB surpassed training performance goals by training 2,317 agency HR and labor relations personnel during fiscal year 2010.

Office of Information Technology

OIT: IT Spend Reduction: Since early 2009, the state has reduced spending by more than $80 million in IT expenses through a combination of implementing statewide IT standards, leveraging the state’s buying power through negotiating enterprise IT agreements, implementing IT spending and budget

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controls, negotiating better pricing on high-quantity IT transactions, working with agencies to identify and leverage existing IT capabilities rather than build from scratch, and receiving grant and other alternative funding. This is a significant result when assessed against an overall enterprise IT budget of $840M.

OIT: Enterprise Standards-driven strategic sourcing: OIT’s IT Enterprise Architecture team collaborated with state agencies to develop standards to drive sourcing in the areas of PCs, servers, storage, networks, Microsoft licenses. For example, they worked with manufacturers, agencies and resellers to standardize personal computers, lower costs, and obtain even greater quantity discounts netting nearly $3M in savings statewide.

OIT: Creation of Office of State CISO & State CPO: The positions of the State Chief Information Security Officer and State Chief Privacy Officer are codified in ORC 125.18. The Office of Information Security and Privacy is directed by the CISO and CPO. ISP works to protect state information and information systems from unauthorized access, use, disclosure, modification or destruction. ISP is responsible for the publication of security related policies, standards, bulletins and procedures regarding topics such as data encryption, privacy impact statements, and incident response as required in ORC 125.18, 1347.15, 1347.99 and 5703.211. ISP has promulgated the first state standard for security controls based on the NIST framework.

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training and collaboration environment for 25 users; and a customizable portal that supports inter-agency communications between IT personnel statewide. Initiated in June 2010, the current service is pre-paid and will expire July 1, 2011. The initial cost of $211,000 averages to $78 per state IT employee per year for 24/7 access to approximately 3,000 courses; 15,000 books and publications; and 8,000 job aids. At the end of the first four months (and with no formal enterprise roll out), 2310 training hours have been logged among 633 users. They have accessed 809 courses, some multiple times, for a total of over 2100 course accesses. 563 courses were completed in full. This represents approximately $7 of value for every $1 invested by OIT.

The Task Force members believe that Ohio has a tremendous opportunity to move towards an all-encompassing, collaborative and coordinated public safety communication system. This system could eventually service every public safety and first responder entity, from township to city to college to county to state. The Task Force does not believe that this could or should happen overnight. As local systems need to be upgraded, MARCS would offer a cheaper and more efficient alternative, rather than taxpayer dollars being spent to upgrade every jurisdiction’s system individually. By moving towards a truly interoperable system, Ohio would see not only a cost savings, but also increased coordination in emergencies that require response from multiple agencies.

OIT: OAKS Stabilization & Optimization:

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DAS is responsible for supporting the state’s enterprise resource planning system, OAKS, which is the platform for statewide financials, human resources, payroll, procurement, budget development, asset management, business intelligence and learning management. Just over two years ago, direct support for OAKS transitioned to a managed services provider, a relationship that has improved the stability of OAKS and facilitated expanded system use. A reworking of the original OAKS data warehouse and business intelligence tool is currently being rolled out to state agencies, and early feedback is indicating a very successful effort. In FY 11, DAS and OBM implemented a new combined OAKS enterprise rate, customized for each agency relative to the size of its operating budget, to fund support for OAKS.

OIT: OBG Enhancements & Expansion: The Ohio Business Gateway has grown considerably across a number of metrics since its inception in 2002. The number of businesses using the Gateway’s electronic filing services now exceeds 200,000. While the Gateway originally had 4 services available from 3 state agencies, the current menu includes 14 services, more than 50 transactions, and partnerships with 8 state agencies and hundreds of municipalities. Recent major new services include: • Ohio Deferred Compensation – 2007 – services for 457 plan contribution payments • OhioMeansJobs (JFS) – 2008/09 – registration services and user access to resume services provided by Monster.com • MBE/EDGE (DAS) – 2009 – various registration and reporting transactions • Ohio Sales Tax (TAX) – 2009 – new options for streamlined data input to help support the agency’s mandate for electronic filing of sales tax returns • Business Enterprise Program (RSC’s Bureau of Services for the Visually Impaired) – 2010 – monthly operator reporting • Regulatory Reform – 2009/10 - sign-ups for e-notification and e-comment services

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costs were reduced by directly indentifying staff costs of program services and realigning network services cost with new services. Twelve new rates were established for services including Virtual Server Services, Tier III Disc Services, Virtual Connection, Ohio.gov Backbone Connection, Connection Management and Client VPN. OIT plans to review and issue approved rates on an annual basis to ensure consistency and alignment with market costs.

OIT: Agency IT Communication & Collaboration: OIT employs a collaborative approach in leading enterprise IT efforts. Through these efforts there has been significant improvement in inter-agency IT communication, cooperation and enterprise IT problem solving. At the center of this collaborative approach is the Multi-Agency CIO Advisory Council (MAC) consisting of the lead IT administrator for each cabinet agency and elected office. By leading collaborative efforts with state agencies via the MAC, OIT has made significant progress to generate efficiencies through enterprise information technology standards and other cost-saving strategies for business intelligence and reporting, server and storage virtualization, and e-mail consolidation. OIT also worked with agency business units to implement a common platform for OAKS business intelligence and reporting functions by agencies. The Office of Information Technology will focus on implementation of these recommendations and additional enterprise IT standards to generate additional efficiencies in the next biennium.

299 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 2 OhioGovADJ Air 220th Zanesville (ANG) 27,248 Other ZANESVILLE Muskingum Ohio 43701 3 OhioGovADJ Air Blue Ash 123 Tac Con Sq (ANG) 51,679 Other Cincinnati Hamilton Ohio 45242 4 OhioGovADJ Air Mansfield (ANG) 292,911 Other Mansfield Richland Ohio 44902 5 OhioGovADJ Air Red Horse (ANG) 116,991 Other Port Clinton Ottawa Ohio 43452 6 OhioGovADJ Air Springfield Bldg 101 AC Hanger 62,769 Other SPRINGFIELD Clark Ohio 45502 7 OhioGovADJ Air Springfield Bldg 107 Veh Maint 10,706 Other SPRINGFIELD Clark Ohio 45502 8 OhioGovADJ Air Springfield Bldg 109 269th 17,427 Other SPRINGFIELD Clark Ohio 45502 9 OhioGovADJ Air Springfield Bldg 112 Receiver Si 912 Other SPRINGFIELD Clark Ohio 45502 10 OhioGovADJ Air Springfield Bldg 113 1,471 Other SPRINGFIELD Clark Ohio 45502 11 OhioGovADJ Air Springfield Bldg 114 AGE/FIT 6,000 Other SPRINGFIELD Clark Ohio 45502 12 OhioGovADJ Air Springfield Bldg 118 Ops Trng 18,904 Other SPRINGFIELD Clark Ohio 45502 13 OhioGovADJ Air Springfield Bldg 119 AGE Shop 5,730 Other SPRINGFIELD Clark Ohio 45502 14 OhioGovADJ Air Springfield Bldg 120 9,208 Other SPRINGFIELD Clark Ohio 45502 15 OhioGovADJ Air Springfield Bldg 121 251st 5,560 Other SPRINGFIELD Clark Ohio 45502 16 OhioGovADJ Air Springfield Bldg 122 Communi 18,182 Other SPRINGFIELD Clark Ohio 45502 17 OhioGovADJ Air Springfield Bldg 128 Avionics 22,591 Other SPRINGFIELD Clark Ohio 45502 18 OhioGovADJ Air Springfield Bldg 129 Fuel Cell 17,670 Other SPRINGFIELD Clark Ohio 45502 19 OhioGovADJ Air Springfield Bldg 131 SFS 10,235 Other SPRINGFIELD Clark Ohio 45502 20 OhioGovADJ Air Springfield Bldg 132 Munitions 6,280 Other SPRINGFIELD Clark Ohio 45502 21 OhioGovADJ Air Springfield Bldg 142 Simulator 4,000 Other SPRINGFIELD Clark Ohio 45502 22 OhioGovADJ Air Springfield Bldg 144 Engine Shop 15,009 Other SPRINGFIELD Clark Ohio 45502 23 OhioGovADJ Air Springfield Bldg 146 Squad OPS 30,800 Other SPRINGFIELD Clark Ohio 45502 24 OhioGovADJ Air Springfield Bldg 147 Med Dining 20,000 Other SPRINGFIELD Clark Ohio 45502 25 OhioGovADJ Air Springfield Bldg 149 Main Gate 157 Other SPRINGFIELD Clark Ohio 45502 26 OhioGovADJ Air Springfield Bldg 150 Supply 37,410 Other SPRINGFIELD Clark Ohio 45502 27 OhioGovADJ Air Springfield Bldg 151 CES 17,949 Other SPRINGFIELD Clark Ohio 45502 28 OhioGovADJ Air Springfield Bldg 153 Firehouse 19,244 Other SPRINGFIELD Clark Ohio 45502 29 OhioGovADJ Air Springfield Bldg 161 Contr Tower 5,580 Other SPRINGFIELD Clark Ohio 45502 30 OhioGovADJ Air Springfield Bldg 384 Hush House 2,989 Other SPRINGFIELD Clark Ohio 45502 31 OhioGovADJ Air Springfield Main Primary 0 SPRINGFIELD Clark Ohio 45502 32 OhioGovADJ Air Toledo (ANG) 340,275 Other Toledo Lucas Ohio 43614 33 OhioGovADJ Akron (Hawkins) Armory (50/50) 8,216 Other Akron Summit Ohio 44313 34 OhioGovADJ Akron Hawkins Armory Annex (50/50) 5,522 Other Akron Summit Ohio 44313 35 OhioGovADJ Akron‐Hawkins MVSB (100F) 4,800 Other Akron Summit Ohio 44313 36 OhioGovADJ Alliance Armory (50/50) 18,265 Other Alliance Stark Ohio 44601 37 OhioGovADJ Ashland Armory (50/50) 16,898 Other Ashland Ashland Ohio 44805 38 OhioGovADJ Ashtabula Armory (50/50) 17,031 Other Ashtabula Ashtabula Ohio 44005 39 OhioGovADJ Ashtabula MVSB (100F) 10,400 Other Ashtabula Ashtabula Ohio 44005 40 OhioGovADJ Barberton Armory (50/50) 13,233 Other Barberton Summit Ohio 44203 41 OhioGovADJ Barberton MCOFT (100F) 6,000 Other Barberton Summit Ohio 44203 42 OhioGovADJ Bellefontaine Armory (50/50) 15,910 Other Bellefontaine Logan Ohio 43311 43 OhioGovADJ Bowling Green Old Armory (50/50) 12,677 Other Bowling Green Wood Ohio 43402 44 OhioGovADJ Bowling Green Old MVSB (100F) 1,032 Other Bowling Green Wood Ohio 43402 45 OhioGovADJ Bowling Green TACC READINESS (50/50) 81,500 Other Bowling Green Wood Ohio 43402 46 OhioGovADJ Brook Park Cleveland (FMS 2) (100F) 2,933 Other Brookpark Cuyahoga Ohio 44142 47 OhioGovADJ Brook Park Cleveland Armory (50/50) 27,414 Other Brookpark Cuyahoga Ohio 44142 48 OhioGovADJ Chagrin Falls Armory (50/50) 12,901 Other Chagrin Falls Geauga Ohio 44022 49 OhioGovADJ Chillicothe Armory N Paint St (50/50) 18,882 Other Chillicothe Ross Ohio 45601 50 OhioGovADJ Chillicothe Barracks (100F) 6,000 Other Chillicothe Ross Ohio 45601 51 OhioGovADJ Chillicothe CSTS Readiness (75/25) 36,290 Other Chillicothe Ross Ohio 45601 52 OhioGovADJ Chillicothe FMS Shop (75/25) 10,800 Other Chillicothe Ross Ohio 45601 53 OhioGovADJ Chillicothe Range Support (100F) 1,924 Other Chillicothe Ross Ohio 45601 54 OhioGovADJ Chillicothe Storage Bldg (100F) 800 Other Chillicothe Ross Ohio 45601 55 OhioGovADJ Cincinnati Recruiting Store (100F) 2,978 Other Cincinnati Hamilton Ohio 45229 56 OhioGovADJ Cincinnati RR Armory (50/50) 34,852 Other Cincinnati Hamilton Ohio 45229 300 1 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 57 OhioGovADJ Cincinnati RR MCOFT (100F) 200 Other Cincinnati Hamilton Ohio 45229 58 OhioGovADJ Cincinnati RR MVSB (100F) 6,656 Other Cincinnati Hamilton Ohio 45229 59 OhioGovADJ Cleveland Armory Green Road (50/50) 35,430 Other Warrensville Cuyahoga Ohio 44128 60 OhioGovADJ Cleveland Green Rd MVSB (100F) 5,281 Other Warrensville Cuyahoga Ohio 44128 61 OhioGovADJ Cleveland Green Rd Sign (50/50) 500 Other Warrensville Cuyahoga Ohio 44128 62 OhioGovADJ Cleveland Warrensville (FMS3) (100F) 5,434 Other Warrensville Cuyahoga Ohio 44128 63 OhioGovADJ Cols (Howey) (FMS 18) (100F) 5,401 Other Columbus Franklin Ohio 43211 64 OhioGovADJ Cols (Howey) Armory (50/50) 30,744 Other Columbus Franklin Ohio 43211 65 OhioGovADJ Cols (Howey) GP Storage Bldg (50/50) 2,409 Other Columbus Franklin Ohio 43211 66 OhioGovADJ Cols (Sullivant) Armory (50/50) 28,177 Other Columbus Franklin Ohio 43228 67 OhioGovADJ Cols (Sullivant) GP Storage (50/50) 2,450 Other Columbus Franklin Ohio 43228 68 OhioGovADJ Cols (Sullivant) VMB (FMS 19) (100F) 2,821 Other Columbus Franklin Ohio 43228 69 OhioGovADJ Cols DSCC FMS Shop (75/25) 2,920 Other Columbus Franklin Ohio 43213 70 OhioGovADJ Cols DSCC Readiness Center (75/25) 40,638 Other Columbus Franklin Ohio 43213 71 OhioGovADJ Cols Rickenbacker Bldg 1872 6,725 Other Columbus Franklin Ohio 43217 72 OhioGovADJ Cols Rickenbacker Bldg 2000 43,438 Other Columbus Franklin Ohio 43217 73 OhioGovADJ Cols Rickenbacker Bldg 2004 Main Gat 1,000 Other Columbus Franklin Ohio 43217 74 OhioGovADJ Cols Rickenbacker Bldg 500 CHILLER 5,000 Other Columbus Franklin Ohio 43217 75 OhioGovADJ Cols Rickenbacker Bldg 500 TOWER 1,792 Other Columbus Franklin Ohio 43217 76 OhioGovADJ Cols Rickenbacker Bldg 502 13,226 Other Columbus Franklin Ohio 43217 77 OhioGovADJ Cols Rickenbacker Bldg 670 344 Other Columbus Franklin Ohio 43217 78 OhioGovADJ Cols Rickenbacker Bldg 783 Firing Range 2,170 Other Columbus Franklin Ohio 43217 79 OhioGovADJ Cols Rickenbacker Bldg 820 19,631 Other Columbus Franklin Ohio 43217 80 OhioGovADJ Cols Rickenbacker Bldg 846 27,000 Other Columbus Franklin Ohio 43217 81 OhioGovADJ Cols Rickenbacker Bldg 849 2,794 Other Columbus Franklin Ohio 43217 82 OhioGovADJ Cols Rickenbacker Bldg 860 (100S) 25,452 Other Columbus Franklin Ohio 43217 83 OhioGovADJ Cols Rickenbacker Bldg 861 (100S) 25,452 Other Columbus Franklin Ohio 43217 84 OhioGovADJ Cols Rickenbacker Bldg 862 (100S) 25,452 Other Columbus Franklin Ohio 43217 85 OhioGovADJ Cols Rickenbacker Bldg 863 (100S) 15,000 Other Columbus Franklin Ohio 43217 86 OhioGovADJ Cols Rickenbacker Bldg 871 (100S) 4,000 Other Columbus Franklin Ohio 43217 87 OhioGovADJ Cols Rickenbacker Bldg 872 38,251 Other Columbus Franklin Ohio 43217 88 OhioGovADJ Cols Rickenbacker Bldg 875 42,200 Other Columbus Franklin Ohio 43217 89 OhioGovADJ Cols Rickenbacker Bldg 879 1,462 Other Columbus Franklin Ohio 43217 90 OhioGovADJ Cols Rickenbacker Bldg 883 29,030 Other Columbus Franklin Ohio 43217 91 OhioGovADJ Cols Rickenbacker Bldg 885 92,400 Other Columbus Franklin Ohio 43217 92 OhioGovADJ Cols Rickenbacker Bldg 887 37,014 Other Columbus Franklin Ohio 43217 93 OhioGovADJ Cols Rickenbacker Bldg 888 92,060 Other Columbus Franklin Ohio 43217 94 OhioGovADJ Cols Rickenbacker Bldg 903 Jet Fuel 1,085 Other Columbus Franklin Ohio 43217 95 OhioGovADJ Cols Rickenbacker Bldg 911 4,600 Other Columbus Franklin Ohio 43217 96 OhioGovADJ Cols Rickenbacker Bldg 912 TRAILER 1,536 Other Columbus Franklin Ohio 43217 97 OhioGovADJ Cols Rickenbacker Bldg 913 4,000 Other Columbus Franklin Ohio 43217 98 OhioGovADJ Cols Rickenbacker Bldg 914 (100F) 15,000 Other Columbus Franklin Ohio 43217 99 OhioGovADJ Cols Rickenbacker Bldg 915 (75/25) 7,330 Other Columbus Franklin Ohio 43217 100 OhioGovADJ Cols Rickenbacker Bldg 916 2,700 Other Columbus Franklin Ohio 43217 101 OhioGovADJ Cols Rickenbacker Bldg 917 (100F) 13,665 Other Columbus Franklin Ohio 43217 102 OhioGovADJ Cols Rickenbacker Bldg 918 (100F) 63,614 Other Columbus Franklin Ohio 43217 103 OhioGovADJ Cols Rickenbacker Bldg 920 (75/25) 16,491 Other Columbus Franklin Ohio 43217 104 OhioGovADJ Cols Rickenbacker Bldg 921 (75/25) 4,000 Other Columbus Franklin Ohio 43217 105 OhioGovADJ Cols Rickenbacker Bldg 922 (100F) 12,316 Other Columbus Franklin Ohio 43217 106 OhioGovADJ Cols Rickenbacker Bldg 927 (100F) 60,000 Other Columbus Franklin Ohio 43217 107 OhioGovADJ Cols Rickenbacker Bldg 929 (100F) 5,350 Other Columbus Franklin Ohio 43217 108 OhioGovADJ Cols Rickenbacker Bldg 930 Bar(100F) 14,200 Other Columbus Franklin Ohio 43217 109 OhioGovADJ Cols Rickenbacker Bldg 930 RTI(100F) 26,958 Other Columbus Franklin Ohio 43217 110 OhioGovADJ Cols Rickenbacker Bldg 931 (75/25) 62,000 Other Columbus Franklin Ohio 43217 111 OhioGovADJ Cols Rickenbacker Bldg 932 (75/25) 5,642 Other Columbus Franklin Ohio 43217 301 2 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 112 OhioGovADJ Cols Rickenbacker Bldg 933 (75/25) 22,000 Other Columbus Franklin Ohio 43217 113 OhioGovADJ Cols Rickenbacker Bldg 934 (75/25) 300 Other Columbus Franklin Ohio 43217 114 OhioGovADJ Cols Rickenbacker Bldg 940 (100F) 1,536 Other Columbus Franklin Ohio 43217 115 OhioGovADJ Cols Rickenbacker Bldg 941 (75/25) 1,000 Other Columbus Franklin Ohio 43217 116 OhioGovADJ Cols Rickenbacker Bldg 943 (75/25) 14,680 Other Columbus Franklin Ohio 43217 117 OhioGovADJ Cols Rickenbacker Bldg 944 (100F) 4,686 Other Columbus Franklin Ohio 43217 118 OhioGovADJ Cols Rickenbacker Bldg 945 (75/25) 9,344 Other Columbus Franklin Ohio 43217 119 OhioGovADJ Cols Rickenbacker Bldg 946 (75/25) 9,048 Other Columbus Franklin Ohio 43217 120 OhioGovADJ Cols Rickenbacker Bldg933MCOFT(100F) 6,000 Other Columbus Franklin Ohio 43217 121 OhioGovADJ Cols Rickenbacker Gate N‐5 Bldg 2005 1,000 Other Columbus Franklin Ohio 43217 122 OhioGovADJ Cols Rickenbacker Guard Shack (100F) 100 Other Columbus Franklin Ohio 43217 123 OhioGovADJ Cols Rickenbacker Hydrant 1 Other Columbus Franklin Ohio 43217 124 OhioGovADJ Cols Rickenbacker MOP INCINERATOR 100 Other Columbus Franklin Ohio 43217 125 OhioGovADJ Cols Rickenbacker POV (100S) 60,000 Other Columbus Franklin Ohio 43217 126 OhioGovADJ Cols Rickenbacker RAMP LIGHTS 0 Columbus Franklin Ohio 43217 127 OhioGovADJ Cols‐Beightler Admin Gen (50/50) 135,643 Other Columbus Franklin Ohio 43217 128 OhioGovADJ Cols‐Beightler Armory USPFO (100F) 22,433 Other Columbus Franklin Ohio 43217 129 OhioGovADJ Cols‐Beightler Armory W/C (50/50) 115,204 Other Columbus Franklin Ohio 43217 130 OhioGovADJ Cols‐Beightler Med Flight (100S) 60,000 Other Columbus Franklin Ohio 43235 131 OhioGovADJ Cols‐Beightler PBO (50/50) 2,356 Other Columbus Franklin Ohio 43235 132 OhioGovADJ Cols‐Beightler USB (50/50) 6,000 Other Columbus Franklin Ohio 43235 133 OhioGovADJ Coshocton Armory (50/50) 25,840 Other Coshocton Coshocton Ohio 43235 134 OhioGovADJ Coshocton MVSB (100F) 5,000 Other Coshocton Coshocton Ohio 43812 135 OhioGovADJ Coshocton Readiness Center (50/50) 11,834 Other Coshocton Coshocton Ohio 43812 136 OhioGovADJ CSMS Bldg 4 @ DSCC (100F) 47,620 Other Columbus Franklin Ohio 43213 137 OhioGovADJ Delaware Armory/Outdoor Ligh (50/50) 12,457 Other Delaware Delaware Ohio 43015 138 OhioGovADJ Dover Armory (50/50) 16,270 Other Dover Tuscarwas Ohio 44622 139 OhioGovADJ Eaton Armory (50/50) 11,608 Other Eaton Preble Ohio 45320 140 OhioGovADJ Eaton MVSB (100F) 3,328 Other Eaton Preble Ohio 45320 141 OhioGovADJ Eaton VMB (FMS 14A)(100F) 3,328 Other Eaton Preble Ohio 45320 142 OhioGovADJ Felicity Armory (75/25) 16,864 Other Moscow Clermont Ohio 45153 143 OhioGovADJ Felicity GP Storage Bldg (75/25) 5,054 Other Moscow Clermont Ohio 45153 144 OhioGovADJ Felicity VMB (FMS 10) (100F) 6,104 Other Moscow Clermont Ohio 45153 145 OhioGovADJ Findlay Armory (50/50) 5,000 Other Findlay Hancock Ohio 45839 146 OhioGovADJ Fremont Armory (75/25) 4,396 Other Fremont Sandusky Ohio 43420 147 OhioGovADJ Green AASF Maint Hg (100F) 58,063 Other North Canton Summit Ohio 44720 148 OhioGovADJ Green Armory (50/50) 76,277 Other North Canton Summit Ohio 44720 149 OhioGovADJ Green MCOFT (100F) 200 Other North Canton Summit Ohio 44720 150 OhioGovADJ Green VMB (FMS 6) (100F) 10,329 Other North Canton Summit Ohio 44720 151 OhioGovADJ Greenville Armory (50/50) 13,828 Other Greenville Darke Ohio 45331 152 OhioGovADJ Greenville MCOFT (100F) 200 Other Greenville Darke Ohio 45331 153 OhioGovADJ Hamilton Armory (50/50) 27,687 Other Hamilton Butler Ohio 45015 154 OhioGovADJ Hamilton MCOFT (100F) 200 Other Hamilton Butler Ohio 45015 155 OhioGovADJ Hamilton MVSB (100F) 10,128 Other Hamilton Butler Ohio 45015 156 OhioGovADJ Hamilton VMB (FMS 11) (100F) 9,814 Other Hamilton Butler Ohio 45015 157 OhioGovADJ Hillsboro Armory (50/50) 11,474 Other Hillsboro Highland Ohio 45133 158 OhioGovADJ Hillsboro MVSB (100F) 4,784 Other Hillsboro Highland Ohio 45133 159 OhioGovADJ Ironton Armory (50/50) 9,658 Other Ironton Lawrence Ohio 45638 160 OhioGovADJ Ironton MVSB (100F) 1,768 Other Ironton Lawrence Ohio 45638 161 OhioGovADJ Kettering VMB (FMS 12) (100F) 35,962 Office Kettering Montgomery Ohio 45430 162 OhioGovADJ Lebanon Armory (50/50) 14,700 Other Lebanon Warren Ohio 45036 163 OhioGovADJ Lebanon GP Storage Bldg (50/50) 2,240 Other Lebanon Warren Ohio 45036 164 OhioGovADJ Lebanon MCOFT Pad (100F) 200 Other Lebanon Warren Ohio 45036 165 OhioGovADJ Lebanon MVSB (100F) 6,656 Other Lebanon Warren Ohio 45036 166 OhioGovADJ Lima Armory Single Phase (50/50) 22,398 Other Lima Allen Ohio 45805 302 3 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 167 OhioGovADJ Lima MCOFT Pad (100F) 200 Other Lima Allen Ohio 45805 168 OhioGovADJ Lima MVSB (100F) 6,440 Other Lima Allen Ohio 45805 169 OhioGovADJ Lima VMB (FMS 15) (100F) 6,871 Other Lima Allen Ohio 45805 170 OhioGovADJ Lorain Armory (50/50) 11,729 Other Lorain Lorain Ohio 44055 171 OhioGovADJ Mansfield Armory (50/50) 22,899 Other Mansfield Richland Ohio 44902 172 OhioGovADJ Mansfield VMB (FMS 1) (100F) 6,180 Other Mansfield Richland Ohio 44902 173 OhioGovADJ Marion Armory (50/50) 20,000 Other Marion Marion Ohio 43302 174 OhioGovADJ McConnelsville (FMS 8) (100F) 32,189 Other McConnelsville Morgan Ohio 43756 175 OhioGovADJ McConnelsville Armory Kennebec (50/50) 2,000 Other McConnelsville Morgan Ohio 43756 176 OhioGovADJ McConnelsville CHP Blg 1,2,3,4 (100F 45,000 Other McConnelsville Morgan Ohio 43756 177 OhioGovADJ McConnelsville Hawk Drive (75/25) 82,717 Other McConnelsville Morgan Ohio 43756 178 OhioGovADJ McConnelsville TSSF Battery A (100F) 1,800 Other McConnelsville Morgan Ohio 43756 179 OhioGovADJ McConnelsville TSSF Battery B (100F) 1,800 Other McConnelsville Morgan Ohio 43756 180 OhioGovADJ McConnelsville TSSF Battery C (100F) 2,520 Other McConnelsville Morgan Ohio 43756 181 OhioGovADJ Medina Armory (50/50) 22,000 Other Medina Medina Ohio 44256 182 OhioGovADJ Middletown Armory (50/50) 27,711 Other Middletown Butler Ohio 45044 183 OhioGovADJ Mt Vernon Armory (50/50) 10,207 Other Mt Vernon Knox Ohio 43050 184 OhioGovADJ Mt Vernon MVSB/Security Light (100F) 4,784 Other Mt Vernon Knox Ohio 43050 185 OhioGovADJ N Falls RTLS ARMOR TNG (100F) 5,000 Other Newton Falls Trumbull Ohio 44444 186 OhioGovADJ N Falls RTLS Barracks (100F) 14,605 Other Newton Falls Trumbull Ohio 44444 187 OhioGovADJ N Falls RTLS CHP 807 805 804 (100F) 123,270 Other Newton Falls Trumbull Ohio 44444 188 OhioGovADJ N Falls RTLS CHP 811 (100F) 41,090 Other Newton Falls Trumbull Ohio 44444 189 OhioGovADJ N Falls RTLS CHP 845 (100F) 25,236 Other Newton Falls Trumbull Ohio 44444 190 OhioGovADJ N Falls RTLS CHP 846 (100F) 25,236 Other Newton Falls Trumbull Ohio 44444 191 OhioGovADJ N Falls RTLS HQ Bldg (100F) 5,000 Other Newton Falls Trumbull Ohio 44444 192 OhioGovADJ N Falls RTLS M1 Tank Compound (100F) 20 Other Newton Falls Trumbull Ohio 44444 193 OhioGovADJ N Falls RTLS New UTES (100F) 13,373 Other Newton Falls Trumbull Ohio 44444 194 OhioGovADJ N Falls RTLS Readines Center (75/25) 31,591 Other Newton Falls Trumbull Ohio 44444 195 OhioGovADJ N Falls RTLS T101 Trailer (100F) 2,864 Other Newton Falls Trumbull Ohio 44444 196 OhioGovADJ N Falls RTLS T102 Maint Bay (100F) 4,000 Other Newton Falls Trumbull Ohio 44444 197 OhioGovADJ N Falls RTLS TSSF Pump Station 100F 434 Other Newton Falls Trumbull Ohio 44444 198 OhioGovADJ N Falls RTLS WATER/SEWER (100F) 1 Other Newton Falls Trumbull Ohio 44444 199 OhioGovADJ Newark Armory (50/50) 17,147 Other Newark Licking Ohio 43055 200 OhioGovADJ Newark Maint Facility (CSMS 01) 100F 48,125 Other Newark Licking Ohio 43055 201 OhioGovADJ Newark Security Lighting (100F) 20,000 Other Newark Licking Ohio 43055 202 OhioGovADJ Newark VMB (FMS 7) (100F) 2,280 Other Newark Licking Ohio 43055 203 OhioGovADJ Norwalk Armory (50/50) 13,496 Other Norwalk Huron Ohio 44857 204 OhioGovADJ P Clinton CPTS 0001 Lawrence (100S) 2,708 Other Port Clinton Ottawa Ohio 43452 205 OhioGovADJ P Clinton CPTS 0002 (100S) 13,398 Other Port Clinton Ottawa Ohio 43452 206 OhioGovADJ P Clinton CPTS 0003 (100S) 3,091 Other Port Clinton Ottawa Ohio 43452 207 OhioGovADJ P Clinton CPTS 0003 HQ Bldg (100S) 29,571 Other Port Clinton Ottawa Ohio 43452 208 OhioGovADJ P Clinton CPTS 0004 (100F) 2,810 Other Port Clinton Ottawa Ohio 43452 209 OhioGovADJ P Clinton CPTS 0005 (100F) 4,800 Other Port Clinton Ottawa Ohio 43452 210 OhioGovADJ P Clinton CPTS 0007 (100F) 1,400 Other Port Clinton Ottawa Ohio 43452 211 OhioGovADJ P Clinton CPTS 0008 (100F) 2,200 Other Port Clinton Ottawa Ohio 43452 212 OhioGovADJ P Clinton CPTS 0200 Offi Qtrs (100S) 4,500 Other Port Clinton Ottawa Ohio 43452 213 OhioGovADJ P Clinton CPTS 0302 (100F) 4,500 Other Port Clinton Ottawa Ohio 43452 214 OhioGovADJ P Clinton CPTS 0403 Stor GP (100S) 2,400 Other Port Clinton Ottawa Ohio 43452 215 OhioGovADJ P Clinton CPTS 0492 (100F) 5,750 Other Port Clinton Ottawa Ohio 43452 216 OhioGovADJ P Clinton CPTS 0588 Stor GP (100S) 600 Other Port Clinton Ottawa Ohio 43452 217 OhioGovADJ P Clinton CPTS 0600 CLUB HOUS (100S) 24,230 Other Port Clinton Ottawa Ohio 43452 218 OhioGovADJ P Clinton CPTS 0801 Lawrence (100F) 677 Other Port Clinton Ottawa Ohio 43452 219 OhioGovADJ P Clinton CPTS 0902 (100S) 1,800 Other Port Clinton Ottawa Ohio 43452 220 OhioGovADJ P Clinton CPTS 0910 GIB (100S) 5,860 Other Port Clinton Ottawa Ohio 43452 221 OhioGovADJ P Clinton CPTS 0911 GIB (100S) 5,860 Other Port Clinton Ottawa Ohio 43452 303 4 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 222 OhioGovADJ P Clinton CPTS 0930 (100F) 4,300 Other Port Clinton Ottawa Ohio 43452 223 OhioGovADJ P Clinton CPTS 1003 Chapel (100S) 3,500 Other Port Clinton Ottawa Ohio 43452 224 OhioGovADJ P Clinton CPTS 1022 DONAHEY (100S) 5,860 Other Port Clinton Ottawa Ohio 43452 225 OhioGovADJ P Clinton CPTS 1519 Linen (100S) 1,300 Other Port Clinton Ottawa Ohio 43452 226 OhioGovADJ P Clinton CPTS 1712 Latrine (100S) 1,360 Other Port Clinton Ottawa Ohio 43452 227 OhioGovADJ P Clinton CPTS 1800 (100S) 1,320 Other Port Clinton Ottawa Ohio 43452 228 OhioGovADJ P Clinton CPTS 1804 Harmon (100F) 3,200 Other Port Clinton Ottawa Ohio 43452 229 OhioGovADJ P Clinton CPTS 1805 (100F) 16,640 Other Port Clinton Ottawa Ohio 43452 230 OhioGovADJ P Clinton CPTS 1841 (100F) 1,680 Other Port Clinton Ottawa Ohio 43452 231 OhioGovADJ P Clinton CPTS 1845 (100F) 3,200 Other Port Clinton Ottawa Ohio 43452 232 OhioGovADJ P Clinton CPTS 1846 (100F) 16,640 Other Port Clinton Ottawa Ohio 43452 233 OhioGovADJ P Clinton CPTS 2009 (100F) 6,682 Other Port Clinton Ottawa Ohio 43452 234 OhioGovADJ P Clinton CPTS 2100 (100F) 2,000 Other Port Clinton Ottawa Ohio 43452 235 OhioGovADJ P Clinton CPTS 2101 Niagara (100F) 1,680 Other Port Clinton Ottawa Ohio 43452 236 OhioGovADJ P Clinton CPTS 2142 Niagara (100F) 2,132 Other Port Clinton Ottawa Ohio 43452 237 OhioGovADJ P Clinton CPTS 2143 Niagara (100F) 1,200 Other Port Clinton Ottawa Ohio 43452 238 OhioGovADJ P Clinton CPTS 2145 (100F) 3,200 Other Port Clinton Ottawa Ohio 43452 239 OhioGovADJ P Clinton CPTS 2146 (100F) 14,781 Other Port Clinton Ottawa Ohio 43452 240 OhioGovADJ P Clinton CPTS 2300 (100F) 1,520 Other Port Clinton Ottawa Ohio 43452 241 OhioGovADJ P Clinton CPTS 2304 (100F) 3,200 Other Port Clinton Ottawa Ohio 43452 242 OhioGovADJ P Clinton CPTS 2305 (100F) 14,781 Other Port Clinton Ottawa Ohio 43452 243 OhioGovADJ P Clinton CPTS 2513 Stor GP (100S) 4,800 Other Port Clinton Ottawa Ohio 43452 244 OhioGovADJ P Clinton CPTS 2603 (100F) 1,551 Other Port Clinton Ottawa Ohio 43452 245 OhioGovADJ P Clinton CPTS 2607 Harmon (100F) 3,200 Other Port Clinton Ottawa Ohio 43452 246 OhioGovADJ P Clinton CPTS 2648 (100F) 1,113 Other Port Clinton Ottawa Ohio 43452 247 OhioGovADJ P Clinton CPTS 2702 (100F) 1,200 Other Port Clinton Ottawa Ohio 43452 248 OhioGovADJ P Clinton CPTS 2746 (100F) 1,527 Other Port Clinton Ottawa Ohio 43452 249 OhioGovADJ P Clinton CPTS 2807 (100F) 52,136 Other Port Clinton Ottawa Ohio 43452 250 OhioGovADJ P Clinton CPTS 2815 (100S) 7,680 Other Port Clinton Ottawa Ohio 43452 251 OhioGovADJ P Clinton CPTS 3000 (100F) 2,000 Other Port Clinton Ottawa Ohio 43452 252 OhioGovADJ P Clinton CPTS 3082 (100F) 1,680 Other Port Clinton Ottawa Ohio 43452 253 OhioGovADJ P Clinton CPTS 3300 Gen Purp (100F) 32,200 Other Port Clinton Ottawa Ohio 43452 254 OhioGovADJ P Clinton CPTS 3820 N CPT (100F) 300 Other Port Clinton Ottawa Ohio 43452 255 OhioGovADJ P Clinton CPTS 4059 Lift Stat (100S) 80 Other Port Clinton Ottawa Ohio 43452 256 OhioGovADJ P Clinton CPTS 5032 Rod Range (100F) 0 Port Clinton Ottawa Ohio 43452 257 OhioGovADJ P Clinton CPTS BOQ/BEQ 2504 (100S) 1,157 Other Port Clinton Ottawa Ohio 43452 258 OhioGovADJ P Clinton CPTS FMS17 BLD 2008 (100F) 4,636 Other Port Clinton Ottawa Ohio 43452 259 OhioGovADJ P Clinton CPTS FMS17 BLD 2011 (100F) 3,404 Other Port Clinton Ottawa Ohio 43452 260 OhioGovADJ P Clinton CPTS FMS17 BLD 2012 (100F) 12,000 Other Port Clinton Ottawa Ohio 43452 261 OhioGovADJ P Clinton CPTS FMS17 BLD 2023 (100F) 811 Other Port Clinton Ottawa Ohio 43452 262 OhioGovADJ P Clinton CPTS FMS17 BLD 2024 (100F) 1,162 Other Port Clinton Ottawa Ohio 43452 263 OhioGovADJ P Clinton CPTS FMS17 BLD 2501 (100F) 3,600 Other Port Clinton Ottawa Ohio 43452 264 OhioGovADJ P Clinton CPTS FMS17 BLD 2505 (100F) 3,619 Other Port Clinton Ottawa Ohio 43452 265 OhioGovADJ P Clinton CPTS Sommers Rd C (100S) 400 Other Port Clinton Ottawa Ohio 43452 266 OhioGovADJ P Clinton CPTS Sommers Rd E (100S) 400 Other Port Clinton Ottawa Ohio 43452 267 OhioGovADJ P Clinton Transformer 01 (100F) 0 Port Clinton Ottawa Ohio 43452 268 OhioGovADJ P Clinton Transformer 02 (100F) 0 Port Clinton Ottawa Ohio 43452 269 OhioGovADJ Piqua Armory (50/50) 17,775 Other Piqua Miami Ohio 45346 270 OhioGovADJ Piqua VMB (FMS 14) (100F) 4,307 Other Piqua Miami Ohio 45346 271 OhioGovADJ Portsmouth Armory (75/25) 11,947 Other Portsmouth Scioto Ohio 45662 272 OhioGovADJ Sandusky Armory Security (50/50) 15,056 Other Sandusky Erie Ohio 44870 273 OhioGovADJ Shadybrook Armory (50/50) 27,414 Other Cincinnati Hamilton Ohio 45216 274 OhioGovADJ Shadybrook Armory FMS (100F) 3,054 Other Cincinnati Hamilton Ohio 45216 275 OhioGovADJ Springfield Armory (50/50) 24,729 Other SPRINGFIELD Clark Ohio 45505 276 OhioGovADJ Springfield VMB (FMS 13) (100F) 4,064 Other SPRINGFIELD Clark Ohio 45505 304 5 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 277 OhioGovADJ Springfield Warehouse (100F) 10,000 Other SPRINGFIELD Clark Ohio 45505 278 OhioGovADJ Springfield Waste Water Pump (100F) N/A Water Treatment SPRINGFIELD Clark Ohio 45505 279 OhioGovADJ St Marys Armory (50/50) 15,756 Other St Marys Wood Ohio 45885 280 OhioGovADJ St Marys MVSB (100F) 1,290 Other St Marys Wood Ohio 45885 281 OhioGovADJ Steubenville Armory/Security (50/50) 8,548 Other Steubenville Jefferson Ohio 43952 282 OhioGovADJ Stow VMB (FMS 4) (100F) 48,604 Office Stow Stow Ohio 44224 283 OhioGovADJ Tarlton TNG Site Armory (50/50) 14,500 Other Tarlton Pickaway Ohio 43156 284 OhioGovADJ Tiffin Armory (50/50) 11,729 Other Tiffin Seneca Ohio 44883 285 OhioGovADJ Toledo Research Drive (75/25) 32,000 Other Toledo Lucas Ohio 43614 286 OhioGovADJ Urbana Armory (50/50) 11,729 Other Urbana Champaign Ohio 43078 287 OhioGovADJ USPFOW 1 (100F) 71,465 Other Newark Licking Ohio 43055 288 OhioGovADJ USPFOW2 (100F) 6,804 Other Newark Licking Ohio 43055 289 OhioGovADJ Walbridge VMB (FMS 16) (100F) 44,082 Office Walbridge Wood Ohio 43465 290 OhioGovADJ Westerville Armory (50/50) 11,709 Other Columbus Franklin Ohio 43081 291 OhioGovADJ Woodlawn Armory (50/50) 100,375 Other Fairfield Hamilton Ohio 45215 292 OhioGovADJ Woodlawn Maintenance Bldg (50/50) 5,000 Other Fairfield Hamilton Ohio 45215 293 OhioGovADJ Wooster Armory (50/50) 12,489 Other Wooster Wayne Ohio 44691 294 OhioGovADJ Wooster MVSB (100F) 7,500 Other Wooster Wayne Ohio 44691 295 OhioGovADJ Xenia Armory (50/50) 9,903 Other Xenia Greene Ohio 45385 296 OhioGovADJ Youngstown VMB (FMS 5) (100F) 29,360 Office Youngstown Mahoning Ohio 44515 OhioGovAGO 727 Bureau of Criminal Identification & 297 Investiga 108,060 Other London Madison Ohio 43140 OhioGovAGO 728 Bureau of Criminal Identification & 298 Investiga 50,000 Other Richfield Summit Ohio 44286 OhioGovAGO 729 Bureau of Criminal Identification & 299 Investiga 10,000 Other Richfield Summit Ohio 44286 300 OhioGovAGO 730 Peace Officer Training Academy 93,000 Other London Madison Ohio 43140 301 OhioGovAGO 731 Scenario House 4,718 Other London Madison Ohio 43140 302 OhioGovAGO 732 Computer/Photo Lab 4,000 Other London Madison Ohio 43140 303 OhioGovAGO 733 Classroom 1,984 Other London Madison Ohio 43140 304 OhioGovAGO 734 Garage 1,740 Other London Madison Ohio 43140 305 OhioGovAGO 735 Ammo Bunker 240 Other London Madison Ohio 43140 306 OhioGovAGO 736 Boiler House 1,200 Other London Madison Ohio 43140 307 OhioGovAGO 737 Modular Classroom 2,740 Other London Madison Ohio 43140 308 OhioGovAGR 712 Bromfield Hall 56,295 Other Reynoldsburg Licking Ohio 43068 309 OhioGovAGR 713 BUILDING 1 18,124 Other Reynoldsburg Licking Ohio 43068 310 OhioGovAGR 714 BUILDING 2 9,435 Other Reynoldsburg Licking Ohio 43068 311 OhioGovAGR 715 BUILDING 3 78,000 Other Reynoldsburg Licking Ohio 43068 312 OhioGovAGR 716 BUILDING 5 14,594 Other Reynoldsburg Licking Ohio 43068 313 OhioGovAGR 717 BUILDING 6 31,967 Other Reynoldsburg Licking Ohio 43068

314 OhioGovAGR 718 BUILDING 7 (Old Plant Industry Building) 0 Other Reynoldsburg Licking Ohio 43068 315 OhioGovAGR 719 MAINTENANCE BLDG 2,520 Other Reynoldsburg Licking Ohio 43068 316 OhioGovAGR 720 AUTO SHOP 4,900 Other Reynoldsburg Licking Ohio 43068 317 OhioGovAGR 721 PAINT SHOP 3,128 Other Reynoldsburg Licking Ohio 43068 318 OhioGovAGR 722 HORSE BARN 3,117 Other Reynoldsburg Licking Ohio 43068 319 OhioGovAGR 723 SEWER TRT PLANT 925 Other Reynoldsburg Licking Ohio 43068 320 OhioGovAGR 724 Health/EPA labs 94,822 Other Reynoldsburg Licking Ohio 43068 321 OhioGovAGR 725 Reynoldsburg Labs 3,904 Other Reynoldsburg Licking Ohio 43068 322 OhioGovAGR Entire Campus 321,731 Other Reynoldsburg Licking Ohio 43068 323 OhioGovAGR Plant Industry Building 23 29,779 Office Reynoldsburg Ohio 43068 324 OhioGovAGR Pond Aerator 0 Reynoldsburg Licking Ohio 43068 325 OhioGovBWC 323 Parking Garage 10,000 Other Columbus Franklin Ohio 43215 326 OhioGovBWC William Green Building 1,010,987 Office Columbus Ohio 43215 327 OhioGovCOM 739 State Fire Marshal Main Building 103,034 Office Reynoldsburg Licking Ohio 43068 305 6 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

Fire Station/Police 328 OhioGovCOM 740 State Fire Marshal 7,326 Station Reynoldsburg Licking Ohio 43068 Service (Vehicle Repair/Service, 329 OhioGovCOM 741 State Fire Marshal Maintenance Shop 1,660 Postal Service) Reynoldsburg Licking Ohio 43068

Fire Station/Police 330 OhioGovCOM 742 State Fire Marshal 16,800 Station Reynoldsburg Franklin Ohio 43068

Fire Station/Police 331 OhioGovCOM 743 State Fire Marshal Burn Building 4,300 Station Reynoldsburg Franklin Ohio 43068

OhioGovCOM 744 State Fire Marshal Search & Rescue Fire Station/Police 332 Tower 6,574 Station Reynoldsburg Licking Ohio 43068 Warehouse 333 OhioGovCOM 745 State Fire Marshal Haz Mat Storage 650 (Unrefrigerated) Reynoldsburg Licking Ohio 43068 Warehouse 334 OhioGovCOM 746 State Fire Marshal Inv Storage 650 (Unrefrigerated) Reynoldsburg Licking Ohio 43068 335 OhioGovCSR Capitol Square Complex 266,000 Courthouse Columbus Franklin Ohio 43266 336 OhioGovDAS Chestnut 363,832 Office Columbus Franklin Ohio 43215 337 OhioGovDAS Computer Center 369,806 Office Columbus Franklin Ohio 43221 338 OhioGovDAS Front Street 234,595 Office Columbus Franklin Ohio 43215 339 OhioGovDAS Governor's Residence 20,270 Other Bexley Franklin Ohio 43209 340 OhioGovDAS High Street 338,402 Office Columbus Franklin Ohio 43215 Warehouse 341 OhioGovDAS Surface Road 203,518 (Unrefrigerated) Columbus Franklin Ohio 43228

Storage/Shipping/ Non‐Refrigerated 342 OhioGovDDDCAMBRIDGE 3001 JOY WORKSHOP 71,000 Warehouse Cambridge Guernsey Ohio 43725 Health Care: Long Term Care (Nursing Home, Assisted 343 OhioGovDDDCambridge Campus Excluding Joy Bldg 267,115 Living) Cambridge Ohio 43725 344 OhioGovDDDCOLUMBUS Campus 301,975 Other Columbus Ohio 43222 345 OhioGovDDDGallipolis Annex 5,900 Other Gallipolis Ohio 45631 346 OhioGovDDDGallipolis Campus 355,106 Other Gallipolis Ohio 45631 347 OhioGovDDDGallipolis Habilitation Center 7,453 Other Gallipolis Ohio 45631 348 OhioGovDDDMontgomery Campus 95,295 Other Dayton Ohio 45424

349 OhioGovDDDMOUNT VERNON Campus Excludes DP&S Bldg. 281,437 Other Mount Vernon Ohio 43050 350 OhioGovDDDMOUNT VERNON DP&S Bldg 15,700 Other Mt. Vernon Knox Ohio 43050 351 OhioGovDDDNorthwest Campus 139,971 Other Toledo Ohio 43614 352 OhioGovDDDSouthwest Campus 106,162 Other Batavia Ohio 45103 353 OhioGovDDDTIFFIN 3001 BRUBAKER VOC. 15,152 Other Tiffin Seneca Ohio 44883 354 OhioGovDDDTIFFIN Campus except Brubaker 261,536 Other Tiffin Ohio 44883 355 OhioGovDDDWARRENSVILLE Campus 209,589 Other Warrensville Ohio 44128 356 OhioGovDDDYOUNGSTOWN Campus 105,709 Other Mineral Ridge Mahoning Ohio 44440

Health Care: Inpatient (Specialty Hospitals, Excluding 357 OhioGovDMH 1051 TVBH Columbus 259,487 Children's) Columbus Franklin Ohio 43223 306 7 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

Health Care: Inpatient (Specialty Hospitals, Excluding 358 OhioGovDMH 1052 TVBH Dayton 298,077 Children's) Dayton Montgomery Ohio 45420

Health Care: Inpatient (Specialty Hospitals, Excluding 359 OhioGovDMH 1053 Heartland Behavioral Healthcare 176,914 Children's) Massillon Stark Ohio 44646

Health Care: Inpatient (Specialty Hospitals, Excluding 360 OhioGovDMH 1054 NBH Northfield 228,907 Children's) Northfield Summit Ohio 44067

Health Care: Inpatient (Specialty Hospitals, Excluding 361 OhioGovDMH 1055 Summit Behavioral Healthcare 280,884 Children's) Cincinnati Hamilton Ohio 45237

Health Care: Inpatient (Specialty Hospitals, Excluding 362 OhioGovDMH 1056 Northwest Ohio Psych Hospital 203,674 Children's) Toledo Lucas Ohio 43614

Health Care: Inpatient (Specialty Hospitals, Excluding 363 OhioGovDMH 1058 NBH Cleveland 207,714 Children's) Cleveland Cuyahoga Ohio 44109

Storage/Shipping/ OhioGovDMH 1059 Office of Support Services ‐ Columbus Non‐Refrigerated 364 Pharma 37,467 Warehouse Columbus Franklin Ohio 43223

Storage/Shipping/ OhioGovDMH 1060 Office of Support Services ‐ Columbus‐ Non‐Refrigerated 365 Food/S 127,000 Warehouse Columbus Franklin Ohio 43223 366 OhioGovDNR ‐ Central Office A 15,582 Office Columbus Franklin Ohio 43229 367 OhioGovDNR ‐ Central Office B 28,169 Office Columbus Franklin Ohio 43229 368 OhioGovDNR ‐ Central Office C 37,958 Office Columbus Franklin Ohio 43229 369 OhioGovDNR ‐ Central Office D 28,639 Office Columbus Franklin Ohio 43229 370 OhioGovDNR ‐ Central Office E 9,586 Office Columbus Franklin Ohio 43229 371 OhioGovDNR ‐ Central Office E 2&3 19,170 Office Columbus Franklin Ohio 43229 372 OhioGovDNR ‐ Central Office F,G,H 76,600 Office Columbus Franklin Ohio 43229 373 OhioGovDNR ‐ Central Office I 34,077 Office Columbus Franklin Ohio 43229 374 OhioGovDNR ‐ Gate House 550 Office Columbus Franklin Ohio 43229 375 OhioGovDNR‐DGS‐Horace Collins Lab 38,109 Other Delaware Delaware Ohio 43015

307 8 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) Warehouse 376 OhioGovDNR‐DGS‐Lake Erie Office 4,890 (Unrefrigerated) Sandusky Ohio 44870 377 OhioGovDNR‐FOR‐ Athens (Rental) 0 Athens Ohio 45701 378 OhioGovDNR‐FOR‐ Athens (Rental) 0 Athens Ohio 45701 379 OhioGovDNR‐FOR‐ Chillicothe Office 7,112 Other Chillicothe Ohio 45601 380 OhioGovDNR‐FOR‐ Findlay Office (Wildlife) 0 Findlay Ohio 45840 381 OhioGovDNR‐FOR‐Barnesville Office (Rental) 0 Barnesville Ohio 43713 382 OhioGovDNR‐FOR‐Blue Rock State Forest 5,680 Other Blue Rock Ohio 43720 383 OhioGovDNR‐FOR‐Brush Creek State Forest 6,984 Other Peebles Ohio 45660 384 OhioGovDNR‐FOR‐Dean State Forest 6,648 Other Pedro Ohio 45659 385 OhioGovDNR‐FOR‐Fernwood State Forest 4,690 Other Mingo Junction Ohio 43938 386 OhioGovDNR‐FOR‐Georgetown Office (Rental) 0 Georgestown Ohio 45121 387 OhioGovDNR‐FOR‐Gifford State Forest 2,100 Other Chesterhill Ohio 43728 388 OhioGovDNR‐FOR‐Greensprings Camp 47,642 Other Greensprings Ohio 44836 389 OhioGovDNR‐FOR‐Hocking State Forest 17,504 Other Rockbridge Ohio 43149 OhioGovDNR‐FOR‐Hocking State Forest‐ Manager's 390 Residence 0 Rockbridge Ohio 43149

391 OhioGovDNR‐FOR‐Hocking State Forest‐ Rockhouse Park 0 Rockbridge Ohio 43149 392 OhioGovDNR‐FOR‐Lebanon Office (rental) 0 Lebanon Ohio 45036 393 OhioGovDNR‐FOR‐Marietta Nursery 37,293 Other Reno Ohio 45750 394 OhioGovDNR‐FOR‐Maumee State Forest 7,000 Other Swanton Ohio 43558 395 OhioGovDNR‐FOR‐Middlefield Office (Rental) 0 Middlefield Ohio 44062 396 OhioGovDNR‐FOR‐Mohican State Forest 11,135 Other Perrysville Ohio 44864

397 OhioGovDNR‐FOR‐New Philadelphia (ODOT) 0 New Philadelphia Ohio 44663 398 OhioGovDNR‐FOR‐Pike State Forest 9,386 Other Latham Ohio 45656 399 OhioGovDNR‐FOR‐Salem Office (MRM) 0 Salem Ohio 44460 400 OhioGovDNR‐FOR‐Scioto Trail Forest‐ Chillicothe 28,742 Other Chillicothe Ohio 45601 401 OhioGovDNR‐FOR‐Scioto Trail Waverly 13,805 Other Waverly Ohio 45690 402 OhioGovDNR‐FOR‐Shade River State Forest 0 Reedsville Ohio 44663

403 OhioGovDNR‐FOR‐Shawnee Office 16,953 Other West Portsmouth Ohio 45663

404 OhioGovDNR‐FOR‐Shawnee State Forest‐ Buena Vista 0 Stout Ohio 45663

405 OhioGovDNR‐FOR‐Tar Hollow State Forest‐Londonberry 8,792 Other Londonberry Ohio 45601 406 OhioGovDNR‐FOR‐Tar Hollow‐Chillicothe 5,946 Other Chillicothe Ohio 45601 407 OhioGovDNR‐FOR‐Urbana Office (Rental) 0 Urbana Ohio 43078 408 OhioGovDNR‐FOR‐Zaleski State Forest‐ Forest Office 37,594 Other Zaleski Ohio 45698 409 OhioGovDNR‐FOR‐Zaleski State Forest‐ MacArthur 27,864 Other MacArhtur Ohio 45651 410 OhioGovDNR‐FOR‐Zanesville State Nursery 27,168 Other Zanesville Ohio 43701 411 OhioGovDNR‐MRM‐Cambridge 9,795 Office Cambridge Guernsey Ohio 43725 412 OhioGovDNR‐MRM‐Cambridge AML 4,000 Office Cambridge Guernsey Ohio 44663 413 OhioGovDNR‐MRM‐Cambridge Lab 5,772 Office Cambridge Guernsey Ohio 43725 414 OhioGovDNR‐MRM‐Glouster 1 2,000 Office Glouster Athens Ohio 45732 415 OhioGovDNR‐MRM‐Glouster 2 0 Glouster Athens Ohio 45732 416 OhioGovDNR‐MRM‐Jackson 3,560 Office Jackson Jackson Ohio 45640 417 OhioGovDNR‐MRM‐Mt. Vernon 408 Office Mt. Vernon Knox Ohio 43050 418 OhioGovDNR‐MRM‐Napoleon 312 Office Napoleon Henry Ohio 43545

419 OhioGovDNR‐MRM‐New Philadelphia (Old Office) 0 New Philadelphia Ohio 44663

420 OhioGovDNR‐MRM‐New Philly 1,600 Office New Philadelphia Tuscarawas Ohio 44663 421 OhioGovDNR‐MRM‐Shadyside 1,200 Office Shadyside Belmont Ohio 43947 308 9 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 422 OhioGovDNR‐MRM‐Uniontown 2,100 Office Uniontown Stark Ohio 44585 423 OhioGovDNR‐NAP‐Augusta‐Anne Olsen 0 Wakeman Huron Ohio 44889 Warehouse 424 OhioGovDNR‐NAP‐Blackhand Gorge 2,048 (Unrefrigerated) Newark Ohio 43055 425 OhioGovDNR‐NAP‐Chaparral Prairie 3,672 Office West Union Ohio 45693 426 OhioGovDNR‐NAP‐Clifton Gorge 3,672 Office Yellow Springs Ohio 45387 427 OhioGovDNR‐NAP‐Eagle Creek 2,880 Office Garrettsville Ohio 44231 428 OhioGovDNR‐NAP‐Goll Woods 1,496 Office Archbold Ohio 43502 429 OhioGovDNR‐NAP‐Howard‐Collier 916 Office Tiffen Ohio 44883 430 OhioGovDNR‐NAP‐Kiser Wetlands 3,435 Office St. Paris Ohio 43072 431 OhioGovDNR‐NAP‐Lake Katharine 2,743 Office Jackson Ohio 45640 Service (Vehicle Repair/Service, 432 OhioGovDNR‐NAP‐Mather's Mill 3,298 Postal Service) Oregonia Ohio 45054 433 OhioGovDNR‐NAP‐Sheldon's Marsh 960 Office Huron Ohio 44839 434 OhioGovDNR‐NAP‐Stages' Pond 3,672 Office Ashville Ohio 43103 Warehouse 435 OhioGovDNR‐OCM‐Boeckling Building 19,894 (Unrefrigerated) Sandusky Ohio 44870 436 OhioGovDNR‐PKS‐Adams Lake State Park 3,687 Other West Union Adams Ohio 22031 437 OhioGovDNR‐PKS‐Alum Creek 36,490 Other Delaware Delaware Ohio 43015 438 OhioGovDNR‐PKS‐AW Marion 9,037 Other Circleville Pickaway Ohio 43113 439 OhioGovDNR‐PKS‐Barkcamp 16,180 Other Belmont Ohio 43718 440 OhioGovDNR‐PKS‐Beaver Creek 21,677 Other East Liverpool Columbiana Ohio 43920 441 OhioGovDNR‐PKS‐Blue Rock State Park 16,589 Other Blue Rock Ohio 43720 442 OhioGovDNR‐PKS‐Buck Creek State Park 61,359 Other Springfield Ohio 45502 443 OhioGovDNR‐PKS‐Buckeye Lake 15,858 Other Millersport Ohio 43046 444 OhioGovDNR‐PKS‐Burr Oak State Park 54,537 Other Glouster Ohio 45732 445 OhioGovDNR‐PKS‐Caesar Creek State Park 45,205 Other Waynesville Ohio 45068 446 OhioGovDNR‐PKS‐Catawba State Park 5,000 Other Port Clinton Ottawa Ohio 43440 447 OhioGovDNR‐PKS‐Cleveland Lakefront 81,036 Other Cleveland Ohio 44108 448 OhioGovDNR‐PKS‐Cowan Lake State Park 74,755 Other Wilmington Ohio 45177 449 OhioGovDNR‐PKS‐Crane Creek 4,000 Other Oak Harbor Lucas Ohio 43449 450 OhioGovDNR‐PKS‐Deer Creek 240,481 Other Mt. Sterling Pickaway Ohio 43143 451 OhioGovDNR‐PKS‐Delaware State Park 32,466 Other Delaware Delaware Ohio 43015 452 OhioGovDNR‐PKS‐Dillon State Park 78,380 Other Nashport Ohio 43830 453 OhioGovDNR‐PKS‐East Fork 159,602 Other Bethel Clermont Ohio 45106 454 OhioGovDNR‐PKS‐East Harbor 79,526 Other Lakeside Ottawa Ohio 43440 455 OhioGovDNR‐PKS‐Findley 20,804 Other Wellington Lorain Ohio 44090 456 OhioGovDNR‐PKS‐Forked Run State Park 15,725 Other Reedsville, OH Ohio 45772 457 OhioGovDNR‐PKS‐Geneva 30,214 Other Geneva Ashtabula Ohio 44041 458 OhioGovDNR‐PKS‐Grand Lake St. Marys 31,435 Other St. Marys Auglaize Ohio 45885 459 OhioGovDNR‐PKS‐Great Seal 4,035 Other Chillicothe Ross Ohio 45601 460 OhioGovDNR‐PKS‐Guilford Lake 9,500 Other Lisbon Columbiana Ohio 44432 461 OhioGovDNR‐PKS‐Harrison Lake 13,940 Other Fayette Fulton Ohio 43521 462 OhioGovDNR‐PKS‐Headlands Beach 9,480 Other Mentor Ohio 44060 463 OhioGovDNR‐PKS‐Hocking Hills 162,372 Other Logan Hocking Ohio 43138 464 OhioGovDNR‐PKS‐Hueston Woods 284,123 Other College Corner Preble Ohio 45003 465 OhioGovDNR‐PKS‐Independence Dam 6,360 Other Defiance Defiance Ohio 43512 466 OhioGovDNR‐PKS‐Indian Lake 52,893 Other Lakeview Logan Ohio 43331 467 OhioGovDNR‐PKS‐Jackson Lake 8,044 Other Oak Hill Jackson Ohio 45656 468 OhioGovDNR‐PKS‐Jefferson Lake 9,446 Other Richmond Jefferson Ohio 43994 469 OhioGovDNR‐PKS‐John Bryan State Park 17,000 Other Yellow Springs Ohio 45387 470 OhioGovDNR‐PKS‐Kelleys Island 16,138 Other Kelleys Island Ottawa Ohio 43438 471 OhioGovDNR‐PKS‐Kiser Lake 11,064 Other Conover Champaign Ohio 45317 472 OhioGovDNR‐PKS‐Lake Alma 10,000 Other Wellston Vinton Ohio 45692 309 10 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 473 OhioGovDNR‐PKS‐Lake Hope State Park 99,321 Other MacArthur Vinton Ohio 45651 474 OhioGovDNR‐PKS‐Lake Logan 4,958 Other Logan Hocking Ohio 43138 475 OhioGovDNR‐PKS‐Lake Loramie 13,944 Other Minster Ohio 45865 476 OhioGovDNR‐PKS‐Lake Milton 13,133 Other Lake Milton Mahoning Ohio 44429 477 OhioGovDNR‐PKS‐Lake White 8,883 Other Waverly Pike Ohio 45690 478 OhioGovDNR‐PKS‐Little Miami 0 Waynesville Ohio 45068 479 OhioGovDNR‐PKS‐Madison Lake 6,892 Other Mt. Sterling Madison Ohio 43534 480 OhioGovDNR‐PKS‐Malabar Farm 72,128 Other Lucas Richland Ohio 44843 481 OhioGovDNR‐PKS‐Marblehead Lighthouse 1,838 Other Marblehead Ohio 43440 482 OhioGovDNR‐PKS‐Mary Jane Thurston 9,600 Other McClure Henry Ohio 43534 483 OhioGovDNR‐PKS‐Maumee Bay 78,600 Other Oregon Lucas Ohio 43618 484 OhioGovDNR‐PKS‐Maumee Bay Resort 25,000 Other Oregon Lucas Ohio 43618 485 OhioGovDNR‐PKS‐Middle Bass Island 17,974 Other Middle Bass Ottawa Ohio 43446 486 OhioGovDNR‐PKS‐Mohican 60,107 Other Loudonville Ashland Ohio 44842 487 OhioGovDNR‐PKS‐Mosquito Lake 25,600 Other Cortland Trumbull Ohio 44410 488 OhioGovDNR‐PKS‐Mount Gilead 11,200 Other Mount Gilead Delaware Ohio 43338 489 OhioGovDNR‐PKS‐Muskingum River Parkway 21,844 Other Zanesville Ohio 43701 490 OhioGovDNR‐PKS‐Nelson Ledges 212 Other Newbury Portage Ohio 44065 491 OhioGovDNR‐PKS‐North Bass Island 38,823 Other Isle St. George Ottawa Ohio 43436 492 OhioGovDNR‐PKS‐North Construction 2,000 Other Ravenna Portage Ohio 44266 493 OhioGovDNR‐PKS‐Paint Creek 38,823 Other Bainbridge Highland Ohio 45612 494 OhioGovDNR‐PKS‐Pike Lake 30,100 Other Bainbridge Pike Ohio 45612 495 OhioGovDNR‐PKS‐Portage Lakes 39,250 Other AKRON Summit Ohio 44319 496 OhioGovDNR‐PKS‐Punderson 61,730 Other Newbury Geauga Ohio 44065 497 OhioGovDNR‐PKS‐Punderson Lodge‐Xanterra 100,000 Other Newbury Geauga Ohio 44065 498 OhioGovDNR‐PKS‐Pymatuning 76,750 Other Andover Ashtabula Ohio 44003 499 OhioGovDNR‐PKS‐Quail Hollow 26,280 Other Hartville Stark Ohio 44632 500 OhioGovDNR‐PKS‐Rocky Fork 41,200 Other Hillsboro Highland Ohio 45133 501 OhioGovDNR‐PKS‐Salt Fork 683,924 Other Lore City Guernsey Ohio 43755 502 OhioGovDNR‐PKS‐Scioto Trail 6,010 Other Chillicothe Ross Ohio 45601

503 OhioGovDNR‐PKS‐Shawnee 114,450 Other West Portsmouth Scioto Ohio 45663 504 OhioGovDNR‐PKS‐Shawnee Lodge (Xanterra) 0 Portsmouth Ohio 45663 505 OhioGovDNR‐PKS‐South Bass Island 12,754 Other Put In Bay Ottawa Ohio 43456 506 OhioGovDNR‐PKS‐South Construction 2,000 Other Bainbridge Pike Ohio 45612 507 OhioGovDNR‐PKS‐Statewide Dredge Bainbridge 0 Bainbridge Highland Ohio 45621 508 OhioGovDNR‐PKS‐Statewide Dredge McConnelsville 0 McConnelsville Ohio 43756 509 OhioGovDNR‐PKS‐Statewide Dredge Millersport 0 Buckeye Lake Licking Ohio 43008 510 OhioGovDNR‐PKS‐Statewide Dredge Thornville 0 Thornville Fairfield Ohio 43076 511 OhioGovDNR‐PKS‐Stonelick 26,585 Other Pleasant Plain Clermont Ohio 45162 512 OhioGovDNR‐PKS‐Strouds Run State Park 8,372 Other Athens Ohio 45701 513 OhioGovDNR‐PKS‐Sycamore 59,200 Other Trotwood Montgomery Ohio 45426 514 OhioGovDNR‐PKS‐Tar Hollow 30,369 Other Laurelville Ross Ohio 43135 515 OhioGovDNR‐PKS‐Tinker's Creek 1,836 Other Newbury Summit Ohio 44065 516 OhioGovDNR‐PKS‐Van Buren 14,613 Other Van Buren Defiance Ohio 45889 517 OhioGovDNR‐PKS‐West Branch 43,112 Other Ravenna Portage Ohio 44266 518 OhioGovDNR‐PKS‐Wolf Run 16,663 Other Caldwell Noble Ohio 43724 519 OhioGovDNR‐WCT‐Akron Boat Barn 4,000 Other Akron Summit Ohio 44319 520 OhioGovDNR‐WCT‐Akron Office 4,496 Other Akron Summit Ohio 44312 521 OhioGovDNR‐WCT‐Alum Creek Office 21,145 Other Delaware Delaware Ohio 43015 522 OhioGovDNR‐WCT‐Ashtabula Office 5,740 Other Ashtabula Ashtabula Ohio 44004 523 OhioGovDNR‐WCT‐Buckeye Lake Remote Office 2,000 Other Millersport Licking Ohio 43046 524 OhioGovDNR‐WCT‐Cambridge Boat Barn 6,000 Other Cambridge Guernsey Ohio 43725 525 OhioGovDNR‐WCT‐Cambridge Office 2,535 Other Cambridge Guernsey Ohio 43725 526 OhioGovDNR‐WCT‐Cleveland Boat Barn 3,960 Other Cleveland Cuyahoga Ohio 44114 310 11 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 527 OhioGovDNR‐WCT‐Cleveland Office 6,524 Other Cleveland Cuyahoga Ohio 44114 528 OhioGovDNR‐WCT‐East Fork Boat Barn 6,000 Other Bethel Clermont Ohio 45106 529 OhioGovDNR‐WCT‐East Fork Office 7,000 Other Bethel Clermont Ohio 45106 530 OhioGovDNR‐WCT‐Marietta Remote Office 3,080 Other Bartlett Washington Ohio 45713 531 OhioGovDNR‐WCT‐Maumee Bay Boat Barn 2,200 Other Oregon Lucas Ohio 43618 532 OhioGovDNR‐WCT‐Maumee Bay Office 1,791 Other Oregon Lucas Ohio 43618

533 OhioGovDNR‐WCT‐New Philadelphia Remote Office 2,695 Other New Philadelphia Tuscarawas Ohio 44663 534 OhioGovDNR‐WCT‐Newton Falls Remote Office 800 Other Newton Falls Trumbull Ohio 44444 535 OhioGovDNR‐WCT‐Portsmouth Boat Warehouse 1,500 Other Portsmouth Scioto Ohio 45662 536 OhioGovDNR‐WCT‐Portsmouth Office 1,300 Other Portsmouth Scioto Ohio 45662 537 OhioGovDNR‐WCT‐Rocky Fork Remote 110 Other Hillsboro Highland Ohio 45133 538 OhioGovDNR‐WCT‐Sandusky Boat Barn 4,952 Other Sandusky Erie Ohio 44870 539 OhioGovDNR‐WCT‐Sandusky Office 3,952 Other Sandusky Erie Ohio 44870 540 OhioGovDNR‐WCT‐Springfield Office 4,300 Other Springfield Clark Ohio 45502 541 OhioGovDNR‐WCT‐Wapakoneta Office 3,840 Other Wapakoneta Auglaize Ohio 45895

542 OhioGovDNR‐WLF‐D1 Big Island Wildlife Area 4,000 Other New Bloomington Ohio 43341 543 OhioGovDNR‐WLF‐D1 Deer Creek Wildlife Area 2,000 Other Mt. Sterling Ohio 43143 544 OhioGovDNR‐WLF‐D1 Delaware Wildlife Area 2,000 Other Ashley Ohio 43003 545 OhioGovDNR‐WLF‐D1 District One Headquarters 0 Columbus Ohio 43215

546 OhioGovDNR‐WLF‐D1 Division of Wildlife Warehouse 1,000 Other Columbus Ohio 43215 547 OhioGovDNR‐WLF‐D1 Olentangy Research Station 0 Ashley Ohio 43003 548 OhioGovDNR‐WLF‐D2 Bayshore Fishing Access 1,000 Other Oregon Ohio 43616 Lakeside 549 OhioGovDNR‐WLF‐D2 Dempsey Fishing Access 1,000 Other Marblehead Ohio 43440 550 OhioGovDNR‐WLF‐D2 District Two Headquarters 0 Findlay Ohio 45840 551 OhioGovDNR‐WLF‐D2 Killdeer Plains Wildlife Area 4,000 Other Harpster Ohio 43323 552 OhioGovDNR‐WLF‐D2 Lake LaSuAn Wildlife Area 6,000 Other Pioneer Ohio 43554 553 OhioGovDNR‐WLF‐D2 Magee Marsh Wildlife Area 5,000 Other Oak Harbor Ohio 43449 554 OhioGovDNR‐WLF‐D2 Mallard Club Wildlife Area 1,000 Other Oregon Ohio 43618 Lakeside 555 OhioGovDNR‐WLF‐D2 Mazurik Fishing Access 1,000 Other Marblehead Ohio 43440 556 OhioGovDNR‐WLF‐D2 Metzger Marsh Wildlife Area 1,000 Other Curtice Ohio 43412 557 OhioGovDNR‐WLF‐D2 Pickerel Creek Wildlife Area 11,100 Other Vickery Ohio 43464 558 OhioGovDNR‐WLF‐D2 Pipe Creek Wildlife Area 1,000 Other Sandusky Ohio 44870 559 OhioGovDNR‐WLF‐D2 Portage Wildlife Area 1,000 Other Port Clinton Ohio 43452 560 OhioGovDNR‐WLF‐D2 Resthaven Wildlife Area 1,000 Other Castalia Ohio 44824

561 OhioGovDNR‐WLF‐D2 Sportsman's Migratory Bird Center 1,000 Other Oak Harbor Ohio 43449 562 OhioGovDNR‐WLF‐D2 St. Joseph River Widlife Area 1,000 Other Montpelier Ohio 43543 563 OhioGovDNR‐WLF‐D2 Toussaint Wildlife Area 1,000 Other Oak Harbor Ohio 43449 564 OhioGovDNR‐WLF‐D2 Willow Point Wildlife Area 3,000 Other Vickery Ohio 43464 565 OhioGovDNR‐WLF‐D3 Berlin Wildlife Area 1,000 Other Deerfield Ohio 44411 566 OhioGovDNR‐WLF‐D3 District Three Headquarters 4,000 Other Akron Ohio 44319 567 OhioGovDNR‐WLF‐D3 Funk Bottoms Wildlife Area 1,000 Other Shreve Ohio 44676 568 OhioGovDNR‐WLF‐D3 Grand River Wildlife Area 4,000 Other W Farmington Ohio 44491 569 OhioGovDNR‐WLF‐D3 Highlandtown Wildlife Area 0 Salineville Ohio 43945 570 OhioGovDNR‐WLF‐D3 Killbuck Wildlife Area 3,000 Other Shreve Ohio 44676 571 OhioGovDNR‐WLF‐D3 Mosquito Wildlife Area 3,000 Other N Bloomfield Ohio 44450 572 OhioGovDNR‐WLF‐D3 Spencer Fish Unit 2,000 Other Spencer Ohio 44275 573 OhioGovDNR‐WLF‐D4 Cooper Hollow Wildlife Area 2,000 Other Oak Hill Ohio 45656 574 OhioGovDNR‐WLF‐D4 District Four Headquarters 2,000 Other Athens Ohio 45701 575 OhioGovDNR‐WLF‐D4 Jackson Law Unit 1,000 Other Oakhill Ohio 45656 311 12 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 576 OhioGovDNR‐WLF‐D4 KH Butler Ohio River Acess 1,000 Other Gallipolis Ohio 45631 577 OhioGovDNR‐WLF‐D4 Salt Fork Fish Unit 1,000 Other Lore City Ohio 43755 578 OhioGovDNR‐WLF‐D4 Salt Fork Wildlife Area 2,000 Other Lore City Ohio 43755 579 OhioGovDNR‐WLF‐D4 Tycoon Lake Wildlife Area 1,000 Other Rio Grande Ohio 45674 580 OhioGovDNR‐WLF‐D4 Veto Lake Wildlife Area 1,000 Other Vincent Ohio 45784 581 OhioGovDNR‐WLF‐D4 Waterloo Wildlife Area 2,000 Other New Marshfield Ohio 45766 582 OhioGovDNR‐WLF‐D4 Wolf Creek Wildlife Area 3,000 Other Malta Ohio 43758 583 OhioGovDNR‐WLF‐D4 Woodbury Wildlife Area 4,000 Other Warsaw Ohio 43844 584 OhioGovDNR‐WLF‐D5 Clark Lake Wildlife Area 1,000 Other South Vienna Ohio 45369 585 OhioGovDNR‐WLF‐D5 District Five Headquarters 4,000 Other Xenia Ohio 45385 586 OhioGovDNR‐WLF‐D5 Fallsville Wildlife Area 2,000 Other New Vienna Ohio 45159 587 OhioGovDNR‐WLF‐D5 Indian Creek Wildlife Area 3,000 Other Fayetteville Ohio 45118 588 OhioGovDNR‐WLF‐D5 Mercer Waterfowl Area 0 Celina Ohio 45822 589 OhioGovDNR‐WLF‐D5 Rush Run Wildlife Area 2,000 Other Somerville Ohio 45064 590 OhioGovDNR‐WLF‐D5 Spring Valley Wildlife Area . 0 Waynesville Ohio 45068 591 OhioGovDNR‐WLF‐D5 Tranquility Wildlife Area 1,000 Other Seaman Ohio 45679

592 OhioGovDNR‐WLF‐ERRE/ERLE Sandusky Fish & Law Bldg 1,000 Other Sandusky Ohio 44870 593 OhioGovDNR‐WLF‐Fairport Harbor Fisheries 0 Fairport Harbor Ohio 44077 594 OhioGovDNR‐WLF‐HTFP Castalia State Fish Hatchery 5,000 Other Castalia Ohio 44824 595 OhioGovDNR‐WLF‐HTFP Hebron State Fish Hatchery 4,000 Other Hebron Ohio 43025 596 OhioGovDNR‐WLF‐HTFP Kincaid State Fish Hatchery 4,000 Other Latham Ohio 45646 597 OhioGovDNR‐WLF‐HTFP London State Fish Hatchery 8,000 Other London Ohio 43140 598 OhioGovDNR‐WLF‐HTFP Senecaville Fish Hatchery 4,000 Other Senecaville Ohio 43780

599 OhioGovDNR‐WLF‐HTFP St. Marys State Fish Hatchery 6,000 Other St. Marys Ohio 45885 600 OhioGovDNR‐WLF‐NERR Old Woman Creek 16,489 Office Huron Ohio 44839 OhioGovDNR‐WLF‐OSIE Put‐In‐Bay Aquatic Education 601 Center 1,000 Other Put‐in‐Bay Ohio 43456 602 OhioGovDNR‐WLF‐URWP Urbana Propagation Unit 4,000 Other Urbana Ohio 43078 603 OHIOGOVDOT01ALL31 1,377 Other Cairo Allen Ohio 45820 604 OHIOGOVDOT01ALL32 1,377 Other Cairo Allen Ohio 45820 605 OHIOGOVDOT01ALLCG 16,600 Other Lima Allen Ohio 45801 606 OHIOGOVDOT01ALLDG 50,040 Other Lima Allen Ohio 45801 607 OHIOGOVDOT01ALLHQ 40,000 Other Lima Allen Ohio 45801 608 OHIOGOVDOT01ALLHQO 37,052 Other Lima Allen Ohio 45801 609 OHIOGOVDOT01ALLPCT 4,305 Other Lima Allen Ohio 45804 610 OHIOGOVDOT01ALLPNE 4,305 Other Beaverdam Allen Ohio 45808 611 OHIOGOVDOT01ALLPNW 4,000 Other Delphos Allen Ohio 45833 612 OHIOGOVDOT01DEFCG 33,800 Other Defiance Defiance Ohio 43512 613 OHIOGOVDOT01DEFPSW 1,120 Other Hicksville Defiance Ohio 43526 614 OHIOGOVDOT01HAN25 1,777 Other Findlay Hancock Ohio 45840 615 OHIOGOVDOT01HAN26 1,777 Other Findlay Hancock Ohio 45840 616 OHIOGOVDOT01HANCG 31,000 Other Findlay Hancock Ohio 45840 617 OHIOGOVDOT01HANPCT 4,800 Other Findlay Hancock Ohio 45840 618 OHIOGOVDOT01HARCG 14,620 Other Kenton Hardin Ohio 43326 619 OHIOGOVDOT01HARPSW 1,872 Other Roundhead Hardin Ohio 43326 620 OHIOGOVDOT01PAU05 285 Other Cecil Paulding Ohio 43326 621 OHIOGOVDOT01PAUCG 19,800 Other Paulding Paulding Ohio 45879 622 OHIOGOVDOT01PAUPNO 5,868 Other Paulding Paulding Ohio 45879 623 OHIOGOVDOT01PUTCG 20,440 Other Ottawa Putnam Ohio 45875 624 OHIOGOVDOT01VAN27 1,377 Other Van Wert Van Wert Ohio 45891 625 OHIOGOVDOT01VAN28 1,377 Other Van Wert Van Wert Ohio 45891 626 OHIOGOVDOT01VANCG 25,008 Other Van Wert Van Wert Ohio 45891 627 OHIOGOVDOT01WYA29 1,280 Other Carey Wyandot Ohio 43316 312 13 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 628 OHIOGOVDOT01WYA30 1,280 Other Carey Wyandot Ohio 43316 629 OHIOGOVDOT01WYA33 2,000 Other Nevada Wyandot Ohio 44849 630 OHIOGOVDOT01WYA34 2,000 Other Nevada Wyandot Ohio 44849 Service (Vehicle Repair/Service, 631 OHIOGOVDOT01WYACG 20,829 Postal Service) Upper Sandusky Wyandot Ohio 43351 632 OHIOGOVDOT01WYAPNW 3,075 Other Carey Wyandot Ohio 43316 633 OHIOGOVDOT02FUL13 234 Other none FUL Ohio 43567 634 OHIOGOVDOT02FULCG 15,778 Other Wauseon FUL Ohio 43567 635 OHIOGOVDOT02HENCG 15,200 Other Napolean HEN Ohio 43545 636 OHIOGOVDOT02LUCCG 13,111 Other Toledo LUC Ohio 43607 637 OHIOGOVDOT02OTTCG 35,200 Other Oak Harbor OTT Ohio 43449 638 OHIOGOVDOT02OTTPEA 3,763 Other Port Clinton OTT Ohio 43449 639 OHIOGOVDOT02SANCG 17,897 Other Freemont SAN Ohio 43420 640 OHIOGOVDOT02SENCG 36,325 Other Tiffin SEN Ohio 44883 641 OHIOGOVDOT02WILCG 36,325 Other Montpelier WIL Ohio 43543 642 OHIOGOVDOT02WOO27 3,231 Other Bowling Green WOO Ohio 43451 643 OHIOGOVDOT02WOO28 3,231 Other Bowling Green WOO Ohio 43451 644 OHIOGOVDOT02WOOCG 18,400 Other Bowling Green WOO Ohio 43402 645 OHIOGOVDOT02WOOHQ 77,875 Other Bowling Green WOO Ohio 43402 646 OHIOGOVDOT02WOOPNE 21,820 Other Northwood WOO Ohio 43619 647 OHIOGOVDOT02WOORCT 3,200 Other Bowling Green WOO Ohio 43402 648 OHIOGOVDOT03ASDHQ 170,794 Other Ashland Ashland Ohio 44805 649 OHIOGOVDOT03ASDPNW 3,552 Other Nova Ashland Ohio 44859 650 OHIOGOVDOT03ASDPSO 10,477 Other Perrysville Ashland Ohio 44864 651 OHIOGOVDOT03ASHCG 51,573 Other Ashland Ashland Ohio 44805 652 OHIOGOVDOT03CRACG 33,703 Other Bucyrus Crawford Ohio 44820 653 OHIOGOVDOT03ERICG 29,352 Other Milan Erie Ohio 44846 654 OHIOGOVDOT03ERIPNE 9,203 Other Vermillion Erie Ohio 44089 655 OHIOGOVDOT03HUR29 234 Other none Huron Ohio 44000 656 OHIOGOVDOT03HURCG 38,701 Other Norwalk Huron Ohio 44857 657 OHIOGOVDOT03HURPSE 4,740 Other Plymouth Huron Ohio 44865 658 OHIOGOVDOT03LOR43 1,377 Other none Lorain Ohio 44000 659 OHIOGOVDOT03LOR44 1,377 Other none Lorain Ohio 44000 660 OHIOGOVDOT03LORCG 37,384 Other Oberlin Lorain Ohio 44074 661 OHIOGOVDOT03LORPNE 10,362 Other AVON Lorain Ohio 44011 662 OHIOGOVDOT03MED39 1,544 Other none Medina Ohio 44000 663 OHIOGOVDOT03MED40 1,760 Other none Medina Ohio 44000 664 OHIOGOVDOT03MEDCG 35,830 Other Medina Medina Ohio 44256 665 OHIOGOVDOT03MEDPSW 15,783 Other Burbank Medina Ohio 44215 666 OHIOGOVDOT03RIC33 1,472 Retail (Misc) none Richland Ohio 44000 667 OHIOGOVDOT03RIC34 1,472 Other none Richland Ohio 44000 668 OHIOGOVDOT03RICCG 31,785 Other Mansifeld Richland Ohio 44906 669 OHIOGOVDOT03RICPSW 25,118 Other Lexington Richland Ohio 44904 670 OHIOGOVDOT03WAY35 4,063 Other none Wayne Ohio 44000 671 OHIOGOVDOT03WAY36 4,063 Other none Wayne Ohio 44000 672 OHIOGOVDOT03WAYCG 26,225 Other Wooster Wayne Ohio 44691 673 OHIOGOVDOT04ATB01 5,000 Retail Conneaut Ashtabula Ohio 44030 674 OHIOGOVDOT04ATB42 1,472 Other Williamsfield Ashtabula Ohio 44093 Service (Vehicle Repair/Service, 675 OHIOGOVDOT04ATBCG 25,640 Postal Service) Ashtabula ATB Ohio 44004 676 OHIOGOVDOT04ATBPCT 8,240 Other Dorset ATB Ohio 44032 677 OHIOGOVDOT04ATBPNE 7,568 Other Conneaut ATB Ohio 44030 678 OHIOGOVDOT04ATBPNW 6,868 Other Geneva ATB Ohio 44041 313 14 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 679 OHIOGOVDOT04ATBPSE 5,540 Other Williamsfield ATB Ohio 44093 680 OHIOGOVDOT04ATBPSW 6,350 Other Rome ATB Ohio 44085 681 OHIOGOVDOT04MAH43 1,472 Other North Lima Mahoning Ohio 44452 682 OHIOGOVDOT04MAH44 1,472 Other North Lima Mahoning Ohio 44452 683 OHIOGOVDOT04MAHCG 29,650 Other Canfield MAH Ohio 44406 684 OHIOGOVDOT04MAHPNE 4,150 Other Youngstown Mahoning Ohio 44502 685 OHIOGOVDOT04MAHPNW 15,664 Other North Jackson MAHONING Ohio 44452 686 OHIOGOVDOT04MAHPSE 10,049 Other North Lima MAH Ohio 44452 687 OHIOGOVDOT04MAHPWE 6,964 Other Beloit MAH Ohio 44609 688 OHIOGOVDOT04POR35 1,760 Other Edinburg Portage Ohio 44272 689 OHIOGOVDOT04POR36 1,760 Other Edinburg Portage Ohio 44272 690 OHIOGOVDOT04PORCG 22,740 Other Rootstown POR Ohio 44272 691 OHIOGOVDOT04PORPNE 8,219 Other Windham POR Ohio 44288 692 OHIOGOVDOT04PORPSE 5,496 Other Deerfield POR Ohio 44411 693 OHIOGOVDOT04STACG 22,001 Other Canton STA Ohio 44705 694 OHIOGOVDOT04STAPNE 300 Other Alliance STA Ohio 44601 695 OHIOGOVDOT04STAPNW 3,426 Other Canal Fulton STA Ohio 44614 696 OHIOGOVDOT04STAPWE 672 Other Massilon STA Ohio 44646 697 OHIOGOVDOT04SUM31 1,472 Other Bath Summit Ohio 44333 698 OHIOGOVDOT04SUM32 1,472 Other Bath Summit Ohio 44333 699 OHIOGOVDOT04SUM39 5,088 Other Bath Summit Ohio 44333 700 OHIOGOVDOT04SUM40 5,088 Other Bath Summit Ohio 44333 701 OHIOGOVDOT04SUMCG 25,310 Other Hudson SUM Ohio 44236 702 OHIOGOVDOT04SUMHQ 97,000 Other Akron SUM Ohio 44306 703 OHIOGOVDOT04SUMPEA 2,000 Other Akron SUM Ohio 44308 704 OHIOGOVDOT04SUMPNE 7,022 Other Twinsburg SUM Ohio 44087 705 OHIOGOVDOT04SUMPSE 5,082 Other North Canton SUM Ohio 44720 706 OHIOGOVDOT04SUMPWE 11,956 Other Norton SUM Ohio 44203 707 OHIOGOVDOT04TRU10 1,377 Other Hubbard Trumbull Ohio 44425 708 OHIOGOVDOT04TRUCG 16,800 Other Cortland TRU Ohio 44410

709 OHIOGOVDOT04TRUPEA 6,632 Other West Farmington TRU Ohio 44491 710 OHIOGOVDOT04TRUPNO 8,240 Other N. Bloomfield TRU Ohio 44450 711 OHIOGOVDOT04TRUPSE 6,890 Other Hubbard TRU Ohio 44425 712 OHIOGOVDOT04TRUPSW 1,860 Other Warren TRU Ohio 44430 Service (Vehicle Repair/Service, 713 OhioGovDOT05 Baltimore Outpost 3,075 Postal Service) Baltimore Fairfield Ohio 43105 Service (Vehicle Repair/Service, 714 OhioGovDOT05 Brownsville Outpost 4,305 Postal Service) Brownsville Licking Ohio 43721 Service (Vehicle Repair/Service, 715 OhioGovDOT05 Coshocton County Garage 18,710 Postal Service) Coshocton Coshocton Ohio 43812

Storage/Shipping/ Non‐Refrigerated 716 OhioGovDOT05 Cumberland Outpost 280 Warehouse Cumberland Guernsey Ohio 43732 Warehouse 717 OhioGovDOT05 Dresden Outpost 7,050 (Unrefrigerated) Dresden Muskingum Ohio 43821 Service (Vehicle Repair/Service, 718 OhioGovDOT05 Duncan Falls Outpost 3,075 Postal Service) Duncan Falls Muskingum Ohio 43734

314 15 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) Service (Vehicle Repair/Service, 719 OhioGovDOT05 Etna Outpost 3,600 Postal Service) Etna Licking Ohio 43018 Service (Vehicle Repair/Service, 720 OhioGovDOT05 Fairfield County Garage 22,100 Postal Service) Lancaster Fairfield Ohio 43130 Service (Vehicle Repair/Service, 721 OhioGovDOT05 Fredericktown Outpost 1,344 Postal Service) Fredericktown Knox Ohio 43019 Service (Vehicle Repair/Service, 722 OhioGovDOT05 Guernsey County Garage 22,000 Postal Service) Cambridge Guernsey Ohio 43725 723 OhioGovDOT05 HQ, Licking County Garage 212,956 Office Jacksontown Licking Ohio 43030 Service (Vehicle Repair/Service, 724 OhioGovDOT05 Knox County Garage 21,800 Postal Service) Mt. Vernon Knox Ohio 43050

Storage/Shipping/ Non‐Refrigerated 725 OhioGovDOT05 Marne Outpost 3,200 Warehouse Marne Licking Ohio 43055 Service (Vehicle Repair/Service, 726 OhioGovDOT05 Millwood Outpost 2,652 Postal Service) Danville Knox Ohio 43014 Service (Vehicle Repair/Service, 727 OhioGovDOT05 Moxahala Park Outpost 900 Postal Service) Fultonham Muskingum Ohio 43738 Service (Vehicle Repair/Service, 728 OhioGovDOT05 Muskingum County Garage 31,960 Postal Service) Zanesville Muskingum Ohio 43701

Storage/Shipping/ Non‐Refrigerated 729 OhioGovDOT05 New Castle Outpost 3,200 Warehouse New Castle Coshocton Ohio 43843 Warehouse 730 OhioGovDOT05 North Salem Outpost 9,050 (Unrefrigerated) North Salem Guernsey Ohio 43749 Service (Vehicle Repair/Service, 731 OhioGovDOT05 Old Washington Outpost 7,505 Postal Service) Lore City Guernsey Ohio 43755 732 OhioGovDOT05 Park 17 3,600 Recreation Hebron Licking Ohio 43025 733 OhioGovDOT05 Park 18 3,600 Recreation Hebron Licking Ohio 43025 734 OhioGovDOT05 Park 20 1,760 Recreation Norwich Muskingum Ohio 43767 735 OhioGovDOT05 Park 27 1,760 Other Old Washington Guernsey Ohio 43768 736 OhioGovDOT05 Park 29 1,377 Other Byesville Guernsey Ohio 43723 737 OhioGovDOT05 Park 30 1,377 Other Byesville Guernsey Ohio 43723 Service (Vehicle Repair/Service, 738 OhioGovDOT05 Perry County Garage 20,870 Postal Service) New Lexington Perry Ohio 43764

Storage/Shipping/ Non‐Refrigerated 739 OhioGovDOT05 Rushville Outpost 864 Warehouse Rushville Fairfield Ohio 43150 Service (Vehicle Repair/Service, 740 OhioGovDOT05 Shawnee Outpost 3,489 Postal Service) Shawnee Perry Ohio 43782

315 16 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) Warehouse 741 OhioGovDOT05 Utica Outpost 9,200 (Unrefrigerated) Utica Licking Ohio 43080 742 OHIOGOVDOT06DEL25 1,569 Other Marion Marion Ohio 43074 743 OHIOGOVDOT06DEL26 688 Other Marion Marion Ohio 43074 744 OHIOGOVDOT06DELCG 55,120 Other Delaware Delaware Ohio 43015 745 OHIOGOVDOT06DELHQ 164,185 Other Delaware Delaware Ohio 43015 746 OHIOGOVDOT06DELLN1 1,800 Other Delaware Delaware Ohio 43074 747 OHIOGOVDOT06DELPEA 1,520 Other Sunbury Delaware Ohio 43074 748 OHIOGOVDOT06DELPSE 12,251 Other Sunbury Delaware Ohio 43074 749 OHIOGOVDOT06FAY09 2,459 Other none Fayette Ohio 43160 750 OHIOGOVDOT06FAY10 2,472 Other none Fayette Ohio 43160 Washington Court 751 OHIOGOVDOT06FAYCG 30,311 Other House Fayette Ohio 43160 752 OHIOGOVDOT06FAYPNW 15,484 Other Jeffersonville Fayette Ohio 43128 753 OHIOGOVDOT06FRACG 38,977 Other Westerville Franklin Ohio 43081 Service (Vehicle Repair/Service, 754 OHIOGOVDOT06FRAPEA 24,470 Postal Service) Columbus Franklin Ohio 43219 755 OHIOGOVDOT06FRAPNO 10,049 Other Worthington Franklin Ohio 43085

756 OHIOGOVDOT06FRAPSE 400 Other Canal Winchester Franklin Ohio 43110 757 OHIOGOVDOT06FRAPSW 20,856 Other Grove City Franklin Ohio 43123 758 OHIOGOVDOT06FRAPWE 28,120 Other Hilliard Franklin Ohio 43228 759 OHIOGOVDOT06MAD21 2,128 Other none Madison Ohio 43140 760 OHIOGOVDOT06MAD22 2,648 Other none Madison Ohio 43140 761 OHIOGOVDOT06MADCG 12,330 Other London Madison Ohio 43140 762 OHIOGOVDOT06MADPEA 8,613 Other West Jefferson Madison Ohio 43140 763 OHIOGOVDOT06MADPSE 4,804 Other Mt. Sterling Madison Ohio 43143 764 OHIOGOVDOT06MAR17 792 Other Marion Marion Ohio 43302 765 OHIOGOVDOT06MAR18 192 Other Marion Marion Ohio 43302 766 OHIOGOVDOT06MARCG 22,816 Other Marion Marion Ohio 43302 767 OHIOGOVDOT06MARCGO 19,028 Other Marion Marion Ohio 43302 768 OHIOGOVDOT06MRWCG 28,150 Other Mt. Gilead Morrow Ohio 43338 769 OHIOGOVDOT06MRWPEA 7,064 Other Chesterville Morrow Ohio 43338 770 OHIOGOVDOT06PIC23 1,318 Other none Pickaway Ohio 43000 771 OHIOGOVDOT06PICCG 29,344 Other Circleville Pickaway Ohio 43133 772 OHIOGOVDOT06UNI03 798 Other none Union Ohio 43040 773 OHIOGOVDOT06UNI04 798 Other none Union Ohio 43040 774 OHIOGOVDOT06UNICG 21,062 Other Marysville Union Ohio 43040 775 OHIOGOVDOT06UNIPNE 12,800 Other Richwood Union Ohio 43344 776 OHIOGOVDOT07AUG25 2,022 Other Wapakoneta Auglaize Ohio 45895 777 OHIOGOVDOT07AUG26 2,022 Other Wapakoneta Auglaize Ohio 45895 778 OHIOGOVDOT07AUG33/34 2,944 Other St. Marys Auglaize Ohio 45885 779 OHIOGOVDOT07AUGCG 33,950 Other Wapakoneta Auglaize Ohio 45895 780 OHIOGOVDOT07AUGPWE 6,276 Other St. Marys Auglaize Ohio 45885 781 OHIOGOVDOT07CHPCG 30,750 Other Urbana Champaign Ohio 43078 782 OHIOGOVDOT07CHPPEA 13,210 Other Mechanicsburg Champaign Ohio 43084 783 OHIOGOVDOT07CHPPWE 6,727 Other St. Paris Champaign Ohio 43072 784 OHIOGOVDOT07CLACG 25,514 Other Springfield Clark Ohio 45504 785 OHIOGOVDOT07CLAPEA 11,580 Other Harmony Clark Ohio 45369 786 OHIOGOVDOT07CLAPSW 11,375 Other Enon Clark Ohio 45323 787 OHIOGOVDOT07DARCG 29,719 Other Greenville Darke Ohio 45331 788 OHIOGOVDOT07DARPNO 11,720 Other Dawn Darke Ohio 45303 789 OHIOGOVDOT07DARPSO 350 Other Fort Jefferson Darke Ohio 45331 790 OHIOGOVDOT07LOG29 1,472 Other Belfontaine Logan Ohio 43311 316 17 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 791 OHIOGOVDOT07LOG30 1,472 Other Belfontaine Logan Ohio 43311 792 OHIOGOVDOT07LOGCG 33,166 Other Belfontaine Logan Ohio 43311 793 OHIOGOVDOT07LOGCGO 19,513 Other Belfontaine Logan Ohio 43311 794 OHIOGOVDOT07LOGPNW 7,129 Other Lakeview Logan Ohio 43331 795 OHIOGOVDOT07LOGPSE 8,186 Other East Liberty Logan Ohio 43360 796 OHIOGOVDOT07MERCG 40,525 Other Celina Mercer Ohio 45822 797 OHIOGOVDOT07MERPNO 9,905 Other Mercer Mercer Ohio 45822 798 OHIOGOVDOT07MERPSO 6,633 Other Cassella Mercer Ohio 45860 799 OHIOGOVDOT07MIA23 2,022 Other Piqua Miami Ohio 45356 800 OHIOGOVDOT07MIA24 2,022 Other Piqua Miami Ohio 45356 801 OHIOGOVDOT07MIACG 39,085 Other Troy Miami Ohio 45373 802 OHIOGOVDOT07MIAPNO 10,960 Other Piqua Miami Ohio 45356 803 OHIOGOVDOT07MOTCG 33,525 Other Englewood Montgomery Ohio 45315 804 OHIOGOVDOT07MOTHQS 5,500 Other Vandailia Montgomery Ohio 45377 805 OHIOGOVDOT07MOTPCT 2,900 Other Dayton Montgomery Ohio 45414 806 OHIOGOVDOT07MOTPNE 13,027 Other Huber Heights Montgomery Ohio 45424 807 OHIOGOVDOT07MOTPSE 18,017 Other Miamisburg Montgomery Ohio 45342 808 OHIOGOVDOT07SHECG 42,860 Other Sidney Shelby Ohio 45365 809 OHIOGOVDOT07SHEHQ 116,933 Other Sidney Shelby Ohio 45365 810 OHIOGOVDOT07SHEPNO 7,104 Other Botkins Shelby Ohio 45306 811 OHIOGOVDOT07SHEPSW 5,695 Other Newport Shelby Ohio 45845 812 OHIOGOVDOT08BUT35 8,360 Other MONROE BUTLER Ohio 45050 813 OHIOGOVDOT08BUT36 8,360 Other MONROE BUTLER Ohio 45050 814 OHIOGOVDOT08BUTCG 42,194 Other HAMILTON BUTLER Ohio 45011 815 OHIOGOVDOT08BUTPNE 16,764 Other MIDDLETOWN BUTLER Ohio 45042

816 OHIOGOVDOT08CLE03 234 Other POINT PLEASANT CLERMONT Ohio 45100 817 OHIOGOVDOT08CLECG 25,244 Other AMELIA CLERMONT Ohio 45102 818 OHIOGOVDOT08CLEPNW 19,850 Other MILFORD CLERMONT Ohio 45150

819 OHIOGOVDOT08CLEPSW 13,425 Other NEW RICHMOND CLERMONT Ohio 45157 820 OHIOGOVDOT08CLICG 32,039 Other Wilmington CLINTON Ohio 45177 821 OHIOGOVDOT08CLIPNO 16,835 Other Wilmington CLINTON Ohio 45177 822 OHIOGOVDOT08GRECG 40,832 Other XENIA GREENE Ohio 45385 823 OHIOGOVDOT08HAMCG 38,700 Other CINCINNATI HAMILTON Ohio 45237 824 OHIOGOVDOT08HAMPNE 13,326 Other BLUE ASH HAMILTON Ohio 45242 825 OHIOGOVDOT08HAMPNO 15,677 Other SHARONVILLE HAMILTON Ohio 45246 826 OHIOGOVDOT08HAMPWE 15,873 Other MIAMITOWN HAMILTON Ohio 45041 MONTGOMER 827 OHIOGOVDOT08MOTPEA 10,991 Other DAYTON Y Ohio 45424 828 OHIOGOVDOT08PRE39 4,070 Other NEW PARIS PREBLE Ohio 45347 829 OHIOGOVDOT08PRE40 4,090 Other NEW PARIS PREBLE Ohio 45347 WEST 830 OHIOGOVDOT08PRECG 25,304 Other ALEXANDRIA PREBLE Ohio 45381 831 OHIOGOVDOT08PREPCT 15,070 Other EATON PREBLE Ohio 45320 832 OHIOGOVDOT08PREPSW 9,920 Other CAMDEN PREBLE Ohio 45311 833 OHIOGOVDOT08WAR37 4,070 Other LEBANON WARREN Ohio 45036 834 OHIOGOVDOT08WAR38 4,070 Other LEBANON WARREN Ohio 45036 835 OHIOGOVDOT08WARCG 32,619 Other LEBANON WARREN Ohio 45036 836 OHIOGOVDOT08WARHQ 117,489 Other LEBANON WARREN Ohio 45036 837 OHIOGOVDOT08WARPWE 10,920 Other LEBANON WARREN Ohio 45036 838 OHIOGOVDOT09ADA16 234 Other West Union Adams Ohio 45133 839 OHIOGOVDOT09ADACG 21,164 Other West Union Adams Ohio 45133 840 OHIOGOVDOT09ADAPNO 3,752 Other Peebles Adams Ohio 45660 841 OHIOGOVDOT09BRO04 1,377 Other Sardinia Brown Ohio 45171 317 18 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 842 OHIOGOVDOT09BROCG 19,848 Other GEORGETOWN Brown Ohio 45171 843 OHIOGOVDOT09BROPCT 3,752 Other MT. Orab Brown Ohio 45154 844 OHIOGOVDOT09HIG20 234 Other Hillsboro Highland Ohio 45133 845 OHIOGOVDOT09HIG31 120 Other Hillsboro Highland Ohio 45133 846 OHIOGOVDOT09HIG36 234 Other Winchester Highland Ohio 45697 847 OHIOGOVDOT09HIG43 234 Other Lynchburg Highland Ohio 45142 848 OHIOGOVDOT09HIGCG 11,457 Other Hillsboro Highland Ohio 45133 849 OHIOGOVDOT09JAC07 72 Other Oak Hill Jackson Ohio 45656 850 OHIOGOVDOT09JAC30 1,377 Other Jackson Jackson Ohio 45640 851 OHIOGOVDOT09JACCG 21,780 Other Jackson Jackson Ohio 45640 852 OHIOGOVDOT09LAW02 460 Other Pedro Lawrence Ohio 45659 853 OHIOGOVDOT09LAWCG 22,500 Other Ironton Lawrence Ohio 45638 854 OHIOGOVDOT09LAWPCT 2,520 Other Willow Wood Lawrence Ohio 45696 855 OHIOGOVDOT09LAWPSE 3,138 Other Proctorville Lawrence Ohio 45669 856 OHIOGOVDOT09LAWPSW 1,280 Other Ironton Lawrence Ohio 45638 857 OHIOGOVDOT09LAWRSE 220 Other Proctorville Lawrence Ohio 45669 858 OHIOGOVDOT09PIK03 1,377 Other Piketon Pike Ohio 45661 859 OHIOGOVDOT09PIKCG 12,610 Other Piketon Pike Ohio 45661 860 OHIOGOVDOT09ROS10 234 Other BAINBRIDGE ROS Ohio 45612 861 OHIOGOVDOT09ROSCG 15,200 Other CHILLICOTHE ROS Ohio 45601 862 OHIOGOVDOT09ROSHQ 79,116 Other CHILLICOTHE ROS Ohio 45601 863 OHIOGOVDOT09SCI23 1,472 Other LUCASVILLE SCIOTO Ohio 45648 864 OHIOGOVDOT09SCICG 40,280 Other LUCASVILLE SCIOTO Ohio 45648 865 OHIOGOVDOT09SCIPSE 7,938 Other WHEELERSBURG SCIOTO Ohio 45694 866 OHIOGOVDOT10ATH34 1,472 Other Albany Athens Ohio 45710 867 OHIOGOVDOT10ATH37 1,472 Other Torch Athens Ohio 45723 868 OHIOGOVDOT10ATHCG 16,459 Other Athens Athens Ohio 45701 869 OHIOGOVDOT10ATHPNO 3,840 Other Glouster Athens Ohio 45732 870 OHIOGOVDOT10GAL21 234 Other Crown City Gallia Ohio 45623 871 OHIOGOVDOT10GAL22 1,472 Other Gallipolis Gallia Ohio 45631 872 OHIOGOVDOT10GAL35 1,472 Other Rio Grande Gallia Ohio 45674 873 OHIOGOVDOT10GAL36 1,472 Other Rio Grande Gallia Ohio 45674 874 OHIOGOVDOT10GALCG 21,000 Other Bidwell Gallia Ohio 45614 875 OHIOGOVDOT10HOC27 1,472 Other Rockbridge Hocking Ohio 43149 876 OHIOGOVDOT10HOC28 1,472 Other Rockbridge Hocking Ohio 43149 877 OHIOGOVDOT10HOCCG 15,678 Other Logan Hocking Ohio 43138 878 OHIOGOVDOT10HOCPSW 3,132 Other Laurelville Hocking Ohio 43135 879 OHIOGOVDOT10MEG31 234 Other Pomeroy Meigs Ohio 45769 880 OHIOGOVDOT10MEG32 234 Other Pomeroy Meigs Ohio 45769 881 OHIOGOVDOT10MEGCG 22,382 Other Pomeroy Meigs Ohio 45769 882 OHIOGOVDOT10MEGPNE 8,000 Other Coolville Meigs Ohio 45723 883 OHIOGOVDOT10MOE01 234 Other Fly Monroe Ohio 45767 884 OHIOGOVDOT10MOE25 234 Other Woodsfield Monroe Ohio 43793 885 OHIOGOVDOT10MOECG 15,600 Other Woodsfield Monroe Ohio 43793 886 OHIOGOVDOT10MOEPSE 3,459 Other Hannibal Monroe Ohio 43931 887 OHIOGOVDOT10MRG06 234 Other Beverly Morgan Ohio 45715 888 OHIOGOVDOT10MRGCG 22,000 Other McConnelsville Morgan Ohio 43756 889 OHIOGOVDOT10NOBCG 10,886 Other Caldwell Noble Ohio 43724 890 OHIOGOVDOT10NOBPWE 3,756 Other Belle Valley Noble Ohio 43717 891 OHIOGOVDOT10VINCG 14,850 Other Hamden Vinton Ohio 45634 892 OHIOGOVDOT10VINPSE 2,016 Other Wilkesville Vinton Ohio 45695 893 OHIOGOVDOT10WAS14 234 Other Barlow Washington Ohio 45712 894 OHIOGOVDOT10WAS33 3,896 Other Marietta Washington Ohio 45750 895 OHIOGOVDOT10WASCG 14,071 Other Marietta Washington Ohio 45750 896 OHIOGOVDOT10WASDG 69,881 Other Marietta Washington Ohio 45750 318 19 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 897 OHIOGOVDOT10WASPNO 5,005 Other Macksburg Washington Ohio 45746 898 OHIOGOVDOT10WASPSW 3,075 Other Belpre Washington Ohio 45714 899 OHIOGOVDOT10WASPWE 2,560 Other Bartlett Washington Ohio 45713 900 OHIOGOVDOT11BEL25 1,844 Other none BEL Ohio 43718 901 OHIOGOVDOT11BEL26 1,844 Other none BEL Ohio 43718 902 OHIOGOVDOT11BELCGO 19,700 Other Morristown BEL Ohio 43759 903 OHIOGOVDOT11BELN1 23,800 Other Morristown BEL Ohio 43718 904 OHIOGOVDOT11BELPCT 11,417 Other Saint Clairsville BEL Ohio 43950 905 OHIOGOVDOT11BELPSE 3,200 Other Shadyside BEL Ohio 43974 906 OHIOGOVDOT11BELPSW 3,075 Other Barnesville BEL Ohio 43713 907 OHIOGOVDOT11CARCG 18,404 Other Carrollton CAR Ohio 44615 908 OHIOGOVDOT11CARPNW 1,120 Other Malvern CAR Ohio 44644 909 OHIOGOVDOT11COLCG 24,677 Other Lisbon COL Ohio 44432 910 OHIOGOVDOT11COLPEA 3,556 Other East Palestine COL Ohio 44413 911 OHIOGOVDOT11COLPSE 3,693 Other East Liverpool COL Ohio 43920 912 OHIOGOVDOT11HAS11 72 Other Piedmont HAS Ohio 43983 913 OHIOGOVDOT11HAS12 234 Other Tappan Lake HAS Ohio 44693 914 OHIOGOVDOT11HASCG 18,526 Other Cadiz HAS Ohio 43907 915 OHIOGOVDOT11HASPNO 5,000 Other Scio HAS Ohio 43907 916 OHIOGOVDOT11HASPSW 3,200 Other Freeport HAS Ohio 43973 917 OHIOGOVDOT11HOL17 234 Other none HOL Ohio 44610 918 OHIOGOVDOT11HOLCG 10,760 Other Millersburg HOL Ohio 44654 919 OHIOGOVDOT11HOLPWE 4,336 Other Nashville HOL Ohio 44638 920 OHIOGOVDOT11JEF02 1,376 Other Hammondsville JEF Ohio 43930 921 OHIOGOVDOT11JEFCG 10,810 Other Winterville JEF Ohio 43952 922 OHIOGOVDOT11JEFPCT 3,132 Other Steubenville JEF Ohio 43952 923 OHIOGOVDOT11JEFPNW 2,368 Other Bergholtz JEF Ohio 43908 924 OHIOGOVDOT11JEFPSO 3,440 Other Dillonvale JEF Ohio 43917

925 OHIOGOVDOT11TUSCG 23,299 Other New Philadelphia TUS Ohio 44663

926 OHIOGOVDOT11TUSHQ 193,681 Other New Philadelphia TUS Ohio 44663 927 OHIOGOVDOT11TUSPNO 3,150 Other Bolivar TUS Ohio 44612 928 OHIOGOVDOT11TUSPSE 3,340 Other Dennison TUS Ohio 44621

929 OHIOGOVDOT11TUSPSW 4,168 Other Newcomerstown TUS Ohio 43832 930 OHIOGOVDOT11TUSWS 1 Other Bolivar TUS Ohio 44612 931 OHIOGOVDOT12CUYCG 26,133 Other CLEVELAND CUYAHOGA Ohio 44135 932 OHIOGOVDOT12CUYHQ 108,300 Other GARFIELD HTS CUYAHOGA Ohio 44125 933 OHIOGOVDOT12CUYPCE 10,211 Other CLEVELAND CUYAHOGA Ohio 44114 934 OHIOGOVDOT12CUYPCT 5,764 Other INDEPENDENCE CUYAHOGA Ohio 44131 935 OHIOGOVDOT12CUYPEA 31,567 Other WARRENSVILLE CUYAHOGA Ohio 44128 936 OHIOGOVDOT12CUYPNE 10,897 Other MAYFILED CUYAHOGA Ohio 44143 937 OHIOGOVDOT12GEACG 29,600 Other BURTON GEAUGA Ohio 44021 938 OHIOGOVDOT12GEAPNE 3,920 Other MONTVILLE GEAUGA Ohio 44064 939 OHIOGOVDOT12GEAPNO 1,908 Other MUNSON GEAUGA Ohio 44024

940 OHIOGOVDOT12GEAPSE 17,254 Other PARKTOWNSHIP GEAUGA Ohio 44021 941 OHIOGOVDOT12LAK13 1,377 Other PAINESVILLE LAK Ohio 44077 942 OHIOGOVDOT12LAK14 1,377 Other PAINESVILLE LAK Ohio 44077 943 OHIOGOVDOT12LAKCG 47,576 Other PAINESVILLE LAK Ohio 44077 944 OHIOGOVDOT12LAKPNE 1,800 Other MADISON LAK Ohio 44057

945 OHIOGOVDOT12LAKPSE 7,505 Other LEROY TOWNSHIP LAK Ohio 44077 946 OHIOGOVDOT12LAKWY 357 Other CONCORD LAK Ohio 44077 319 20 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 947 OHIOGOVDOT21FRACTW 48,640 Other Columbus FRA Ohio 43223 948 OHIOGOVDOT21FRASAV 64,530 Other Columbus FRA Ohio 43235 949 OHIOGOVDOT21FRASG 174,380 Other Columbus FRA Ohio 43223 950 OHIOGOVDOT21FRASHQ 336,429 Office Columbus FRA Ohio 43223 951 OhioGovDPS 3206 Alum Creek Warehouse Facility 303,000 Office Columbus Franklin Ohio 43209

Fire Station/Police 952 OhioGovDPS 3207 Ashland Post 3 3,118 Station Ashland Ashland Ohio 44805

Fire Station/Police 953 OhioGovDPS 3208 Ashtabula Post 4 4,702 Station Ashtabula Ashtabula Ohio 44004 954 OhioGovDPS 3209 Athens Post 5 6,703 Other Athens Athens Ohio 45701 955 OhioGovDPS 3210 Batavia Post 13 3,226 Other Batavia Clermont Ohio 45103

Fire Station/Police 956 OhioGovDPS 3213 Bucyrus Post17/DHQ‐2 13,984 Station Bucyrus Crawford Ohio 44820

Fire Station/Police 957 OhioGovDPS 3214 Cambridge Post 30/DHQ‐07 19,016 Station Cambridge Guernsey Ohio 43725 958 OhioGovDPS 3216 Cambridge Tower 0 Cambridge Guernsey Ohio 43725

Fire Station/Police 959 OhioGovDPS 3217 Canton Post 76 10,494 Station N Canton Stark Ohio 44720

Fire Station/Police 960 OhioGovDPS 3218 Canfield P50 4,119 Station Canfield Mahoning Ohio 44406

Fire Station/Police 961 OhioGovDPS 3219 Chardon Patrol Post 28 3,772 Station Chardon Geauga Ohio 44024

Fire Station/Police 962 OhioGovDPS 3220 Chillicothe Patrol Post 71 4,630 Station Chillicothe Ross Ohio 45601 963 OhioGovDPS 3222 Centre School 44,000 Office Columbus Franklin Ohio 43223 964 OhioGovDPS 3223 DHQ‐6 EOC/JDF 91,168 Other Columbus Franklin Ohio 43235

Fire Station/Police 965 OhioGovDPS 3224 Circleville Post 65 3,020 Station Ashville Pickaway Ohio 43103

Fire Station/Police 966 OhioGovDPS 3225 Dayton Post 57 10,714 Station Clayton Montgomery Ohio 45315

Fire Station/Police 967 OhioGovDPS 3226 Defiance Post 20 5,758 Station Defiance Defiance Ohio 43512 968 OhioGovDPS 3227 Delaware Post 21 3,178 Office Delaware Delaware Ohio 43015

Fire Station/Police 969 OhioGovDPS 3228 Elyria Post 47 6,290 Station Elyria Lorain Ohio 44035

Fire Station/Police 970 OhioGovDPS 3229 Findlay Post 32 19,866 Station Findlay Hancock Ohio 45840 971 OhioGovDPS 3230 Findlay Radio Shop 0 Findlay Hancock Ohio 45840

Fire Station/Police 972 OhioGovDPS 3231 Fremont Patrol Post 72 3,175 Station Fremont Sandusky Ohio 43420 973 OhioGovDPS 3232 Gallipolis Post 27 5,800 Other Gallipolis Gallia Ohio 45631 320 21 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

974 OhioGovDPS 3233 (Mound Hill Tower) Gallipolis Tower 146 Other Gallipolis Gallia Ohio 45631 975 OhioGovDPS 3234 Georgetown Post 08 6,680 Other Georgetown Brown Ohio 45721

Fire Station/Police 976 OhioGovDPS 3236 Granville Post 45 3,672 Station Granville Licking Ohio 43023 977 OhioGovDPS 3237 Hamilton Post 9 3,078 Other Hamilton Butler Ohio 45011 978 OhioGovDPS 3239 US‐23 NB Scales 415 Other Chillicothe Ross Ohio 45601 979 OhioGovDPS 3240 US ‐23 SB Scales 415 Other Chillicothe Ross Ohio 45601 980 OhioGovDPS 3241 US‐30 EB Scales 415 Other Van Wert Van Wert Ohio 45891 981 OhioGovDPS 3242 I‐70 EB & WB Scales 2,134 Other Cambridge Guernsey Ohio 43725 982 OhioGovDPS 3244 I‐70 EB Scales 415 Other Eaton Preble Ohio 45320 983 OhioGovDPS 3246 I‐71 SB Scales 415 Other Ashland Ashland Ohio 44805 984 OhioGovDPS 3247 I‐71 NB Scales 864 Other Wilmington Clinton Ohio 45177 985 OhioGovDPS 3248 I‐71 SB Scales 864 Other Wilmington Clinton Ohio 45177 986 OhioGovDPS 3249 I‐74 EB HARRISON SCALES 415 Other Harrison Hamilton Ohio 45030 987 OhioGovDPS 3250 I‐75 NB Scales 864 Other Bowling Green Wood Ohio 43402 988 OhioGovDPS 3251 I‐75 SB Scales 864 Other Findley Hancock Ohio 45840 989 OhioGovDPS 3252 I‐76 WB Scales 415 Other Wadsworth Medina Ohio 44281 990 OhioGovDPS 3256 I‐80 WB Scales 415 Other Hubbard Trumbull Ohio 44425 991 OhioGovDPS 3257 I‐90 WB Scales 998 Other Conneaut Ashtabula Ohio 44030

Fire Station/Police 992 OhioGovDPS 3258 Jackson Post 40/DHQ‐09 13,408 Station Jackson Jackson Ohio 45640 993 OhioGovDPS 3260 Jackson CDL Facility 2,400 Other Jackson Jackson Ohio 45640

994 OhioGovDPS 3261 p79 Radio Tower AKA ‐ Jaynes Hill Tower 0 New Philadelphia Tuscarawas Ohio 44663

Fire Station/Police 995 OhioGovDPS 3263 Lancaster Post 23 4,047 Station Lancaster Fairfield Ohio 43130

Fire Station/Police 996 OhioGovDPS 3264 Lebanon Post 83 3,640 Station Lebanon Warren Ohio 45036

Fire Station/Police 997 OhioGovDPS 3266 Lima Post 2 3,463 Station Lima Allen Ohio 45804

Fire Station/Police 998 OhioGovDPS 3267 Lisbon Post 15 5,882 Station Lisbon Clark Ohio 44432

Fire Station/Police 999 OhioGovDPS 3269 Mansfield Patrol Post‐70 5,634 Station Mansfield Richland Ohio 44907 1000 OhioGovDPS 3271 Marietta Post 84 3,288 Other Marietta Washington Ohio 44663

Fire Station/Police 1001 OhioGovDPS 3273 Marion Post 51 5,695 Station Marion Marion Ohio 43302

Fire Station/Police 1002 OhioGovDPS 3274 Marysville Post 80 5,700 Station Marysville Union Ohio 43040

Fire Station/Police 1003 OhioGovDPS 3275 Massillon DHQ‐3 4,816 Station Massillon Stark Ohio 44647 1004 OhioGovDPS 3276 Massillon D‐3 Radio Shop 6,948 Other Massillon Stark Ohio 44647

321 22 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

OhioGovDPS 3277 Medina Patrol Post 52 NEW INFO FOR Fire Station/Police 1005 NEW BUILDING 6,300 Station Medina Medina Ohio 44256

Fire Station/Police 1006 OhioGovDPS 3278 Mt Gilead Post 59 3,734 Station Mt Gilead Morrow Ohio 43338

Fire Station/Police 1007 OhioGovDPS 3279 New Philadelphia Post 79 5,129 Station New Philadelphia Tuscarawas Ohio 44663

Fire Station/Police 1008 OhioGovDPS 3280 Norwalk Post 39 5,550 Station Norwalk Huron Ohio 44857 1009 OhioGovDPS 3281 Portsmouth Patrol Post 73 4,782 Other Lucasville Scioto Ohio 45648

Fire Station/Police 1010 OhioGovDPS 3285 Piqua Post 55 DHQ‐05 10,431 Station Piqua Miami Ohio 45356 1011 OhioGovDPS 3286 Portsmouth Tower 0 Harrison Twp Scioto Ohio 45662

Fire Station/Police 1012 OhioGovDPS 3287 Ravenna Post 67 6,336 Station Ravenna Portage Ohio 44266 1013 OhioGovDPS 3288 Post 4 Radio Tower 80 Other Ashtabula Ashtabula Ohio 44004

Fire Station/Police 1014 OhioGovDPS 3289 Sandusky Patrol Post 22 5,634 Station Sandusky Erie Ohio 44870

Fire Station/Police 1015 OhioGovDPS 3290 Springfield Patrol Post 12 5,620 Station Springfield Clark Ohio 45505 1016 OhioGovDPS 3291 St. Clairsville Patrol Post 7 3,080 Other St. Clairsville Belmont Ohio 43950

1017 OhioGovDPS 3292 Steubenville/ WINTERSVILLE POST 41 2,715 Other Wintersville Jefferson Ohio 43952 1018 OhioGovDPS 3293 Training Academy 150,000 Other Columbus Franklin Ohio 43211 1019 OhioGovDPS 3295 Warren BTF D‐4 4,254 Other Southington Trumbull Ohio 44470

Fire Station/Police 1020 OhioGovDPS 3297 Warren Post 78 DHQ‐04 14,811 Station Southington Trumbull Ohio 44470

Fire Station/Police 1021 OhioGovDPS 3298 Toledo Post 48 3,400 Station Swanton Lucas Ohio 43558

Fire Station/Police 1022 OhioGovDPS 3300 Wapakoneta Post 6 5,500 Station Wapakoneta Auglaize Ohio 45895

Fire Station/Police 1023 OhioGovDPS 3301 West Jefferson Post 49 3,978 Station W Jefferson Madison Ohio 43162

Fire Station/Police 1024 OhioGovDPS 3303 Wilmington Post 14/DHQ 8 13,842 Station Wilmington Clinton Ohio 45177

Fire Station/Police 1025 OhioGovDPS 3304 Wooster Post 85 4,041 Station Wooster Wayne Ohio 44691 1026 OhioGovDPS 3305 Xenia Post 29 3,600 Other Xenia Greene Ohio 45385 1027 OhioGovDPS 3306 Zanesville Post 60 3,774 Other Zanesville Muskingum Ohio 43701 1028 OhioGovDPS 3307 Shipley Bldg GHQ Headquarters 360,680 Office Columbus Franklin Ohio 43223

322 23 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

Fire Station/Police 1029 OhioGovDPS 8981 Van Wert Post 81 7,600 Station Van Wert Van Wert Ohio 45891 1030 OhioGovDPS 8982 Johnstown Tower 0 Pataskala Licking Ohio 43062

Storage/Shipping/ Non‐Refrigerated 1031 OhioGovDRC 3389 Chillicothe Correctional Institution 6,984 Warehouse Chillicothe Ross Ohio 45601 Service (Vehicle Repair/Service, 1032 OhioGovDRC 3390 Chillicothe Correctional Institution 10,920 Postal Service) Chillicothe Ross Ohio 45601 OhioGovDRC 3415 Correctional Reception Center Total 1033 Campus 401,216 Other Orient Pickaway Ohio 43146 1034 OhioGovDRC 3422 Dayton Correctional Institution 170,000 Other Dayton Montgomery Ohio 45417 1035 OhioGovDRC 3475 Hocking Correctional Facility 2,788 Other Nelsonville Athens Ohio 45764 1036 OhioGovDRC 3476 Hocking Correctional Facility 6,250 Other Nelsonville Athens Ohio 45764 1037 OhioGovDRC 3477 Hocking Correctional Facility 1,200 Other Nelsonville Athens Ohio 45764 1038 OhioGovDRC 3478 Hocking Correctional Facility 0 Nelsonville Athens Ohio 45764 1039 OhioGovDRC 3479 Hocking Correctional Facility 0 Nelsonville Athens Ohio 45764 1040 OhioGovDRC 3480 Hocking Correctional Facility 960 Other Nelsonville Athens Ohio 45764 1041 OhioGovDRC 3481 Hocking Correctional Facility 2,100 Other Nelsonville Athens Ohio 45764 1042 OhioGovDRC 3482 Hocking Correctional Facility 120 Other Nelsonville Athens Ohio 45764 1043 OhioGovDRC 3483 Hocking Correctional Facility 78,188 Other Athens Athens Ohio 45701 1044 OhioGovDRC 3484 Lake Erie Correctional Institution 263,447 Other Conneaut Ashtabula Ohio 44030 1045 OhioGovDRC 3495 Lebanon Correctional Institution 554,080 Other Lebanon Warren Ohio 45036 1046 OhioGovDRC 3501 Lebanon Correctional Institution 336 Other Lebanon Warren Ohio 45036 1047 OhioGovDRC 3536 Lebanon Correctional Institution 3,508 Other Lebanon Warren Ohio 45036 1048 OhioGovDRC 3550 Lebanon Correctional Institution 600 Other Lebanon Warren Ohio 45036 1049 OhioGovDRC 3751 Mansfield Correctional Institution 600,000 Other Mansfield Richland Ohio 44901 1050 OhioGovDRC 3916 Oakwood Correctional Facility 149,356 Other Lima Allen Ohio 45801

1051 OhioGovDRC 4140 Southeastern Correctional Institution 1,170 Lodging Lancaster Fairfield Ohio 43130 Service (Vehicle Repair/Service, 1052 OhioGovDRC 4150 Southeastern Correctional Inst 750 Postal Service) Lancaster Fairfield Ohio 43130

Storage/Shipping/ Non‐Refrigerated 1053 OhioGovDRC 4164 Southeastern Correctional Inst 16,350 Warehouse Lancaster Fairfield Ohio 43130 1054 OhioGovDRC 4200 Toledo Correctional Institution 470,089 Other Toledo Lucas Ohio 43608 1055 OhioGovDRC 4236 Warren Correctional Inst 239,349 Other Lebanon Warren Ohio 45036 1056 OhioGovDRC Allen Correctional Institution Campus 252,827 Other Lima Allen Ohio 45801

1057 OhioGovDRC Belmont Correctional Institution Campus 367,454 Other St. Clairsville Belmont Ohio 43950 OhioGovDRC Chillicothe Correctional Institution Main 1058 Campus 748,658 Other Chillicothe Ohio 45601 OhioGovDRC Community Correctional Center for Butler 1059 Clermont and Warren Counties 32,000 Other Lebanon Butler Ohio 45036

Hospital (Acute 1060 OhioGovDRC Corrections Medical Center (Active) 120,802 Care or Children's) Columbus Franklin Ohio 43223 1061 OhioGovDRC CROSSWAEH CBCF ‐ (Seneca) Female 12,612 Other Tiffin Seneca Ohio 44883 1062 OhioGovDRC CROSSWAEH CBCF ‐ (Seneca) Male 24,465 Other Tiffin Seneca Ohio 44883 OhioGovDRC Eastern Ohio Correctional Center ‐ 1063 Wintersville 28,000 Other Wintersville Jefferson Ohio 43952 323 24 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

1064 OhioGovDRC Eastern Ohio Correctional Center‐Lisbon 7,098 Other Lisbon Columbiana Ohio 44432 1065 OhioGovDRC Franklin County CBCF 55,743 Other Columbus Franklin Ohio 43207

1066 OhioGovDRC Franklin Pre‐Release Center Main Campus 149,322 Other Columbus Franklin Ohio 43223 1067 OhioGovDRC Grafton Correctional Camp 124,833 Other Grafton Lorain Ohio 44044 1068 OhioGovDRC Grafton Correctional Institution Main 347,470 Other Grafton Lorain Ohio 44044 OhioGovDRC Grafton Correctional Institution State House 1069 SRT Bldg 1757 2,576 Other Grafton Lorain Ohio 44044 OhioGovDRC Licking/Muskingum Community Corrections 1070 Center 17,255 Other Newark Licking Ohio 43055 1071 OhioGovDRC Lorain Correctional Institution Campus 710,290 Other Grafton Lorain Ohio 44044 1072 OhioGovDRC Lorain/Medina CBCF 18,728 Other Elyria Lorain Ohio 44035 1073 OhioGovDRC Madison Correctional Institution 1,473,080 Other London Madison Ohio 43140 1074 OhioGovDRC Mahoning County CBCF 19,538 Other Youngstown Mahoning Ohio 44507 OhioGovDRC Marion Correctional Inst Housing 1659 Sciota 1075 Village CIM House 1,920 Other Marion Marion Ohio 43301 OhioGovDRC Marion Correctional Inst Housing 1674 Sciota 1076 Village Staff Clothing 2,320 Other Marion Marion Ohio 43301 Residence 1077 OhioGovDRC Marion Correctional Institution Campus 1,189,363 Hall/Dormitory Marion Ohio 43302 OhioGovDRC Marion Correctional Institution Housing 1686 1078 Sciota Village 1,920 Other Marion Marion Ohio 43301 OhioGovDRC Marion Correctional Institution Housing 1693 1079 Sciota Village 2,320 Other Marion Marion Ohio 43301 OhioGovDRC Marion Correctional Institution Housing 1717 1080 Sciota Village 2,228 Other Marion Marion Ohio 43301 OhioGovDRC Marion Correctional Institution Housing 813 1081 Likens 2,641 Other Marion Marion Ohio 43301

1082 OhioGovDRC MonDay Community Correctional Institution 64,073 Other Dayton Montgomery Ohio 45408 OhioGovDRC Montgomery Education and Pre Release 1083 Center 400,000 Other Dayton Ohio 45418 1084 OhioGovDRC Noble Correctional Institution Campus 375,156 Other Caldwell Noble Ohio 43724

1085 OhioGovDRC North Central Correctional Institution Campus 374,825 Other Marion Marion Ohio 43302

1086 OhioGovDRC North Coast Correctional Treatment Facility 150,110 Other Grafton Lorain Ohio 44044 Residence 1087 OhioGovDRC North East Pre‐Release Center 143,340 Hall/Dormitory Cleveland Cuyahoga Ohio 44115 OhioGovDRC Northeast Ohio Community Alternative 1088 Program 30,594 Other Warren Trumbull Ohio 44483

1089 OhioGovDRC Northwest Community Correctional Center 21,500 Other Bowling Green Wood Ohio 43402 1090 OhioGovDRC Ohio Reformatory for Women Campus 617,296 Other Marysville Union Ohio 43040 1091 OhioGovDRC Ohio State Penitentiary Main Campus 412,060 Other Youngstown Mahoning Ohio 44515 OhioGovDRC Pickaway Correctional Institution Main Residence 1092 Compound 620,565 Hall/Dormitory Orient Pickaway Ohio 43146

1093 OhioGovDRC Richland Correctional Institution Main Campus 434,119 Other Mansfield Richland Ohio 44905

1094 OhioGovDRC Richland Correctional Institution Staff Q.M. 400 Other Mansfield Richland Ohio 44905 OhioGovDRC Richland Correctional Institution Training 1095 Facility 1,268 Other Mansfield Richland Ohio 44902 1096 OhioGovDRC River City Correctional Center 73,400 Other Cincinnati Hamilton Ohio 45225 324 25 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

1097 OhioGovDRC Ross Correctional Institution Main Campus 812,007 Other Chillicothe Ross Ohio 45601 1098 OhioGovDRC SEPTA Correctional Facility 19,200 Other Nelsonville Athens Ohio 45764 OhioGovDRC Southeastern Correctional Institution Campus ‐ Residence 1099 Electric 348,348 Hall/Dormitory Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution Campus ‐ Residence 1100 GAS 395,581 Hall/Dormitory Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution 1101 Construction Trailer 0 Office Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution Lake 1102 Reams Shelter 2,500 Other Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution NE Sally 1103 Port 200 Other Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution New 1104 Barn 3,200 Other Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution New 1105 Farm 6,200 Other Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution Old 1106 Farm 29,038 Other Lancaster Fairfield Ohio 43130 OhioGovDRC Southeastern Correctional Institution West 1107 Gate Shops 30,733 Other Lancaster Fairfield Ohio 43130

1108 OhioGovDRC Southern Ohio Correctional Facility Farm1 6,300 Other Lucasville Scioto Ohio 45648

1109 OhioGovDRC Southern Ohio Correctional Facility Main 692,600 Other Lucasville Scioto Ohio 45648

1110 OhioGovDRC Southern Ohio Correctional Facility WWT1 2,017 Other Lucasville Scioto Ohio 45648

1111 OhioGovDRC Southern Ohio Correctional Facility WWT2 1,034 Other Lucasville Scioto Ohio 45648

1112 OhioGovDRC STAR Community Justice Center 44,000 Other Franklin Furnace Scioto Ohio 45629

1113 OhioGovDRC Stark Regional Community Correction Center 33,600 Other Louisville Stark Ohio 44641 1114 OhioGovDRC Summit County CBCF (Females) 29,511 Other Akron Summit Ohio 44309 1115 OhioGovDRC Summit County CBCF(Male) 40,229 Other Akron Summit Ohio 44309 OhioGovDRC Trumbull Correctional Institution Main 1116 Campus 288,499 Other Leavittsburg Trumbull Ohio 44430 1117 OhioGovDRC Turtle Creek 18,327 Other Lebanon Warren Ohio 45036 1118 OhioGovDRC W.O.R.T.H. Center 25,046 Other Lima Allen Ohio 45802 1119 OhioGovDRC Warren Correctional Institution 0 Lebanon Warren Ohio 45036

1120 OhioGovDRC West Central Community Correctional Facility 35,032 Other Marysville Clark/Union Ohio 43040

Hospital (Acute 1121 OhioGovDYS 326 Cuyahoga Hills Juv Corr Fac 191,994 Care or Children's) Highland Hills Cuyahoga Ohio 44128

Hospital (Acute 1122 OhioGovDYS Circleville Juvenile Correctional Facility 124,839 Care or Children's) Circleville Pickaway Ohio 43113

Hospital (Acute 1123 OhioGovDYS Indian River Juvenile Correctional Facility 179,301 Care or Children's) Massillon Stark Ohio 44647 Residence 1124 OhioGovDYS Marion Juvenile Correctional Facility 216,377 Hall/Dormitory Marion Marion Ohio 43302

325 26 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

Hospital (Acute 1125 OhioGovDYS Mohican Juvenile Correctional Facility 102,733 Care or Children's) Perrysville Ashland Ohio 44864

Hospital (Acute 1126 OhioGovDYS Ohio River Valley Juvenile Correctional Facility 199,665 Care or Children's) Franklin Furnace Scioto Ohio 45629

OhioGovDYS Scioto Juvenile Correctional Facility+Freedom Hospital (Acute 1127 Center+Training Academy 399,911 Care or Children's) Delaware Delaware Ohio 43015 1128 OhioGovEDU 748 Blind School 40,960 Other Columbus Franklin Ohio 43214 1129 OhioGovEDU 749 Blind School 27,066 Other Columbus Franklin Ohio 43214 1130 OhioGovEDU 750 Blind School 9,766 Other Columbus Franklin Ohio 43214 1131 OhioGovEDU 751 Blind School 10,870 Other Columbus Franklin Ohio 43214 1132 OhioGovEDU 752 Blind School 3,120 Other Columbus Franklin Ohio 43214 1133 OhioGovEDU 753 Blind School 8,285 Other Columbus Franklin Ohio 43214 1134 OhioGovEDU 754 Blind School 2,400 Other Columbus Franklin Ohio 43214 1135 OhioGovEDU 755 Blind School 13,340 Other Columbus Franklin Ohio 43214 1136 OhioGovEDU 756 Blind School 4,031 Other Columbus Franklin Ohio 43214 1137 OhioGovEDU 757 Blind School 8,428 Other Columbus Franklin Ohio 43214 1138 OhioGovEDU 758 Blind School 8,780 Other Columbus Franklin Ohio 43214 1139 OhioGovEDU 759 Blind School 21,844 Other Columbus Franklin Ohio 43214 1140 OhioGovEDU 760 Blind School 2,728 Other Columbus Franklin Ohio 43214 1141 OhioGovEDU 761 Blind School 13,928 Other Columbus Franklin Ohio 43214 1142 OhioGovEDU 762 Blind School 600 Other Columbus Franklin Ohio 43214 1143 OhioGovEDU 764 Blind School 22,199 Other Columbus Franklin Ohio 43214 1144 OhioGovEDU 765 Blind School 1 Other Columbus Franklin Ohio 43214 1145 OhioGovEDU 766 Deaf School 12,712 Other Columbus Franklin Ohio 43214 1146 OhioGovEDU 767 Deaf School 16,226 Other Columbus Franklin Ohio 43214 1147 OhioGovEDU 768 Deaf School 11,636 Other Columbus Franklin Ohio 43214 1148 OhioGovEDU 769 Deaf School 17,378 Other Columbus Franklin Ohio 43214 1149 OhioGovEDU 770 Deaf School 9,071 Other Columbus Franklin Ohio 43214 1150 OhioGovEDU 771 Deaf School 12,256 Other Columbus Franklin Ohio 43214 1151 OhioGovEDU 772 Deaf School 14,036 Other Columbus Franklin Ohio 43214 1152 OhioGovEDU 773 Deaf School 16,756 Other Columbus Franklin Ohio 43214 1153 OhioGovEDU 774 Deaf School 11,950 Other Columbus Franklin Ohio 43214 1154 OhioGovEDU 775 Deaf School 13,942 Other Columbus Franklin Ohio 43214 1155 OhioGovEDU 776 Deaf School 1,620 Other Columbus Franklin Ohio 43214 1156 OhioGovEDU 777 Deaf School 1,200 Other Columbus Franklin Ohio 43214 1157 OhioGovEDU 778 Deaf School 9,570 Other Columbus Franklin Ohio 43214 1158 OhioGovEDU Blind School Master Meter 0 Columbus Franklin Ohio 43214 1159 OhioGovEXP 710 Martin Janis Center 47,000 Other Columbus Franklin Ohio 43211 1160 OhioGovEXP 796 Ohio State Fair 1 Other Columbus Franklin Ohio 43211 1161 OhioGovEXP 797 Ohio State Fair 28,200 Other Columbus Franklin Ohio 43211 1162 OhioGovEXP 798 Ohio State Fair 7,026 Other Columbus Franklin Ohio 43211 1163 OhioGovEXP 799 Ohio State Fair 29,760 Other Columbus Franklin Ohio 43211 1164 OhioGovEXP 800 Ohio State Fair 52,100 Other Columbus Franklin Ohio 43211 1165 OhioGovEXP 801 Ohio State Fair 640 Other Columbus Franklin Ohio 43211 1166 OhioGovEXP 802 Ohio State Fair 1,470 Other Columbus Franklin Ohio 43211 1167 OhioGovEXP 803 Ohio State Fair 56,800 Other Columbus Franklin Ohio 43211 1168 OhioGovEXP 804 Ohio State Fair 20,046 Other Columbus Franklin Ohio 43211 1169 OhioGovEXP 805 Ohio State Fair 294 Other Columbus Franklin Ohio 43211 1170 OhioGovEXP 806 Ohio State Fair 39,648 Other Columbus Franklin Ohio 43211 1171 OhioGovEXP 807 Ohio State Fair 4,429 Other Columbus Franklin Ohio 43211 1172 OhioGovEXP 808 Ohio State Fair 1,914 Other Columbus Franklin Ohio 43211 1173 OhioGovEXP 810 Ohio State Fair 53,676 Other Columbus Franklin Ohio 43211 326 27 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 1174 OhioGovEXP 811 Ohio State Fair 104,932 Other Columbus Franklin Ohio 43211 1175 OhioGovEXP 812 Ohio State Fair 1,500 Other Columbus Franklin Ohio 43211 1176 OhioGovEXP 813 Ohio State Fair 72,000 Other Columbus Franklin Ohio 43211 1177 OhioGovEXP 814 Ohio State Fair 3,696 Other Columbus Franklin Ohio 43211 1178 OhioGovEXP 815 Ohio State Fair 619,520 Other Columbus Franklin Ohio 43211 1179 OhioGovEXP 816 Ohio State Fair 154,912 Other Columbus Franklin Ohio 43211 1180 OhioGovEXP 817 Ohio State Fair 40,660 Other Columbus Franklin Ohio 43211 1181 OhioGovEXP 818 Ohio State Fair 1,968 Other Columbus Franklin Ohio 43211 1182 OhioGovEXP 819 Ohio State Fair 121,560 Other Columbus Franklin Ohio 43211 1183 OhioGovEXP 820 Ohio State Fair 33,600 Other Columbus Franklin Ohio 43211 1184 OhioGovEXP 821 Ohio State Fair 110,000 Other Columbus Franklin Ohio 43211 1185 OhioGovEXP 822 Ohio State Fair 288 Other Columbus Franklin Ohio 43211 1186 OhioGovEXP 823 Ohio State Fair 288 Other Columbus Franklin Ohio 43211 1187 OhioGovEXP 824 Ohio State Fair 14,095 Other Columbus Franklin Ohio 43211 1188 OhioGovEXP 825 Ohio State Fair 78,200 Other Columbus Franklin Ohio 43211 1189 OhioGovEXP 826 Ohio State Fair 78,750 Other Columbus Franklin Ohio 43211 1190 OhioGovEXP 827 Ohio State Fair 9,600 Other Columbus Franklin Ohio 43211 1191 OhioGovEXP 828 Ohio State Fair 1,626 Other Columbus Franklin Ohio 43211 1192 OhioGovEXP 829 Ohio State Fair 38,800 Other Columbus Franklin Ohio 43211 1193 OhioGovEXP 830 Ohio State Fair 500 Other Columbus Franklin Ohio 43211 1194 OhioGovEXP 834 Ohio State Fair 1,400 Other Columbus Franklin Ohio 43211 1195 OhioGovJFS 781 Central Office 226,126 Other Columbus Franklin Ohio 43266 1196 OhioGovJFS 785 Lima Local Office 15,800 Other Lima Allen Ohio 45801 1197 OhioGovJFS 792 Youngstown Local Office 22,540 Other Youngstown Mahoning Ohio 44502 1198 OhioGovJSC 6949 Supreme Court Bldgs 392,969 Other Columbus Franklin Ohio 43266 1199 OhioGovLIB 6947 Library 20,948 Other Caldwell Noble Ohio 43724 1200 OhioGovOBA Frank J. Lausche State Office Building 458,000 Office Cleveland Ohio 44113 1201 OhioGovOBA James A. Rhodes State Office Tower 1,200,000 Office Columbus Ohio 43215

1202 OhioGovOBA The Michael V. DiSalle Government Center 575,250 Office Toledo Ohio 43604 OhioGovOBA The Oliver R. Ocasek Government Office 1203 Building 188,775 Office Akron Ohio 44308 OhioGovOBA The Vern Riffe Center for Government and the 1204 Arts 904,702 Office Columbus Ohio 43215

1205 OhioGovOHS 1000 Schoenbrunn State Memorial 814 Other New Philadelphia Tuscarawas Ohio 44663

1206 OhioGovOHS 1001 Schoenbrunn State Memorial 650 Other New Philadelphia Tuscarawas Ohio 44663

1207 OhioGovOHS 1002 Schoenbrunn State Memorial 2,800 Other New Philadelphia Tuscarawas Ohio 44663

1208 OhioGovOHS 1003 Schoenbrunn State Memorial 193 Other New Philadelphia Tuscarawas Ohio 44663

1209 OhioGovOHS 1004 Schoenbrunn State Memorial 904 Other New Philadelphia Tuscarawas Ohio 44663

1210 OhioGovOHS 1005 Schoenbrunn State Memorial 665 Other New Philadelphia Tuscarawas Ohio 44663

1211 OhioGovOHS 1006 Schoenbrunn State Memorial 3,655 Other New Philadelphia Tuscarawas Ohio 44663

1212 OhioGovOHS 1007 Schoenbrunn State Memorial 120 Other New Philadelphia Tuscarawas Ohio 44663

1213 OhioGovOHS 1008 Schoenbrunn State Memorial 366 Other New Philadelphia Tuscarawas Ohio 44663

1214 OhioGovOHS 1009 Schoenbrunn State Memorial 120 Other New Philadelphia Tuscarawas Ohio 44663

327 28 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

1215 OhioGovOHS 1010 Schoenbrunn State Memorial 644 Other New Philadelphia Tuscarawas Ohio 44663

1216 OhioGovOHS 1011 Schoenbrunn State Memorial 704 Other New Philadelphia Tuscarawas Ohio 44663

1217 OhioGovOHS 1012 Schoenbrunn State Memorial 390 Other New Philadelphia Tuscarawas Ohio 44663

1218 OhioGovOHS 1013 Schoenbrunn State Memorial 157 Other New Philadelphia Tuscarawas Ohio 44663

1219 OhioGovOHS 1014 Schoenbrunn State Memorial 428 Other New Philadelphia Tuscarawas Ohio 44663

1220 OhioGovOHS 1015 Schoenbrunn State Memorial 960 Other New Philadelphia Tuscarawas Ohio 44663

1221 OhioGovOHS 1016 Schoenbrunn State Memorial 175 Other New Philadelphia Tuscarawas Ohio 44663

1222 OhioGovOHS 1017 Schoenbrunn State Memorial 2,016 Other New Philadelphia Tuscarawas Ohio 44663

1223 OhioGovOHS 1018 Schoenbrunn State Memorial 2,178 Other New Philadelphia Tuscarawas Ohio 44663

1224 OhioGovOHS 1019 Schoenbrunn State Memorial 792 Other New Philadelphia Tuscarawas Ohio 44663

1225 OhioGovOHS 1020 Schoenbrunn State Memorial 272 Other New Philadelphia Tuscarawas Ohio 44663

1226 OhioGovOHS 1021 Schoenbrunn State Memorial 504 Other New Philadelphia Tuscarawas Ohio 44663

1227 OhioGovOHS 1022 Schoenbrunn State Memorial 120 Other New Philadelphia Tuscarawas Ohio 44663

1228 OhioGovOHS 1023 Schoenbrunn State Memorial 3,800 Other New Philadelphia Tuscarawas Ohio 44663

1229 OhioGovOHS 1024 Schoenbrunn State Memorial 2,900 Other New Philadelphia Tuscarawas Ohio 44663

1230 OhioGovOHS 1025 Schoenbrunn State Memorial 100 Other New Philadelphia Tuscarawas Ohio 44663

1231 OhioGovOHS 1026 Schoenbrunn State Memorial 120 Other New Philadelphia Tuscarawas Ohio 44663 1232 OhioGovOHS 1027 Shaker Historical Museum 1,050 Other Shaker Heights Cuyahoga Ohio 44120 1233 OhioGovOHS 1028 Shaker Historical Museum 4,900 Other Shaker Heights Cuyahoga Ohio 44120 1234 OhioGovOHS 1029 Stowe House State Memorial 1 Other Cincinnati Hamilton Ohio 45214 1235 OhioGovOHS 1030 Tallmadge Church State Memorial 3,000 Other Tallmadge Summit Ohio 44278

1236 OhioGovOHS 1031 Historical Center of History & Labor 32,000 Other Youngstown Mahoning Ohio 44501 1237 OhioGovOHS 1032 National Road/Zane Grey Museum 9,600 Other Norwich Muskingum Ohio 43767 1238 OhioGovOHS 1033 Zoar Village 1,550 Other Zoar Tuscarawas Ohio 44697 1239 OhioGovOHS 1034 Zoar Village 1,395 Other Zoar Tuscarawas Ohio 44697 1240 OhioGovOHS 1035 Zoar Village 10,225 Other Zoar Tuscarawas Ohio 44697 1241 OhioGovOHS 1036 Zoar Village 1,152 Other Zoar Tuscarawas Ohio 44697 1242 OhioGovOHS 1037 Zoar Village 144 Other Zoar Tuscarawas Ohio 44697 1243 OhioGovOHS 1038 Zoar Village 864 Other Zoar Tuscarawas Ohio 44697 1244 OhioGovOHS 1039 Zoar Village 2,916 Other Zoar Tuscarawas Ohio 44697 1245 OhioGovOHS 1040 Zoar Village 3,400 Other Zoar Tuscarawas Ohio 44697 1246 OhioGovOHS 1041 Zoar Village 10,000 Other Zoar Tuscarawas Ohio 44697 1247 OhioGovOHS 1042 Zoar Village 2,016 Other Zoar Tuscarawas Ohio 44697 1248 OhioGovOHS 1043 Zoar Village 832 Other Zoar Tuscarawas Ohio 44697 1249 OhioGovOHS 1044 Zoar Village 7,000 Other Zoar Tuscarawas Ohio 44697 1250 OhioGovOHS 1045 Zoar Village 144 Other Zoar Tuscarawas Ohio 44697 1251 OhioGovOHS 1046 Zoar Village 1,100 Other Zoar Tuscarawas Ohio 44697 328 29 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 1252 OhioGovOHS 1047 Zoar Village 10,114 Other Zoar Tuscarawas Ohio 44697 1253 OhioGovOHS 1048 Zoar Village 100 Other Zoar Tuscarawas Ohio 44697 Entertainment/Cult 1254 OhioGovOHS 836 Adena State Memorial (Mansion) 9,216 ure Chillicothe Ross Ohio 45601 Entertainment/Cult 1255 OhioGovOHS 837 Adena State Memorial (Smokehouse) 620 ure Chillicothe Ross Ohio 45601 Entertainment/Cult 1256 OhioGovOHS 838 Adena State Memorial (Washhouse) 276 ure Chillicothe Ross Ohio 45601 Entertainment/Cult 1257 OhioGovOHS 839 Adena State Memorial (Springhouse) 394 ure Chillicothe Ross Ohio 45601 OhioGovOHS 840 Adena State Memorial (McCormick Entertainment/Cult 1258 House) 1,364 ure Chillicothe Ross Ohio 45601 Entertainment/Cult 1259 OhioGovOHS 841 Adena State Memorial (Barn) 8,645 ure Chillicothe Ross Ohio 45601

1260 OhioGovOHS 842 Adena State Memorial (Ticket Booth) 20 Other Chillicothe Ross Ohio 45601 Entertainment/Cult 1261 OhioGovOHS 843 Adena State Memorial (Public Toilet) 100 ure Chillicothe Ross Ohio 45601 Entertainment/Cult 1262 OhioGovOHS 844 Adena State Memorial (Public Toilet) 100 ure Chillicothe Ross Ohio 45601 OhioGovOHS 845 Adena State Memorial (Groundskeeper's Entertainment/Cult 1263 House) 1,554 ure Chillicothe Ross Ohio 45601 1264 OhioGovOHS 846 Adena State Memorial (Garage) 900 Other Chillicothe Ross Ohio 45601 OhioGovOHS 847 Adena State Memorial (Maintenance Entertainment/Cult 1265 Shop) 1,000 ure Chillicothe Ross Ohio 45601 1266 OhioGovOHS 848 Cedar Bog Nature Perserve 1,000 Other Urbana Champaign Ohio 43078 1267 OhioGovOHS 849 Cedar Bog Nature Perserve 2,565 Other Urbana Champaign Ohio 43078 1268 OhioGovOHS 850 Cedar Bog Nature Perserve 128 Other Urbana Champaign Ohio 43078 1269 OhioGovOHS 851 Cedar Bog Nature Perserve 400 Other Urbana Champaign Ohio 43078 1270 OhioGovOHS 852 Museum Of Ceramics 1,600 Other East Liverpool Columbiana Ohio 43620 1271 OhioGovOHS 853 Museum Of Ceramics 12,644 Other East Liverpool Columbiana Ohio 43620 1272 OhioGovOHS 854 Campus Martius Museum 560 Other Marietta Washington Ohio 45750 1273 OhioGovOHS 855 Campus Martius Museum 3,162 Other Marietta Washington Ohio 45750 1274 OhioGovOHS 856 Campus Martius Museum 37,500 Other Marietta Washington Ohio 45750 1275 OhioGovOHS 857 Campus Martius Museum 600 Other Marietta Washington Ohio 45750 1276 OhioGovOHS 858 555 rear building 6,430 Other Columbus Franklin Ohio 43200 1277 OhioGovOHS 859 563‐567 16,170 Other Columbus Franklin Ohio 43200 1278 OhioGovOHS 860 567 CDE 14,750 Other Columbus Franklin Ohio 43200 1279 OhioGovOHS 861 555 front building 7,920 Other Columbus Franklin Ohio 43200 1280 OhioGovOHS 862 Custer Monument State Museum 150 Other New Rumley Harrison Ohio 43900 1281 OhioGovOHS 863 Custer Monument State Museum 200 Other New Rumley Harrison Ohio 43900 1282 OhioGovOHS 864 Custer Monument State Museum 50 Other New Rumley Harrison Ohio 43900 1283 OhioGovOHS 865 Custer Monument State Museum 50 Other New Rumley Harrison Ohio 43900 1284 OhioGovOHS 866 Davis Memorial Nature Perserve 50 Other Peebles Adams Ohio 45600 1285 OhioGovOHS 867 Dunbar House State Memorial 3,076 Other Dayton Montgomery Ohio 45407 1286 OhioGovOHS 868 Dunbar House State Memorial 1,870 Other Dayton Montgomery Ohio 45407 1287 OhioGovOHS 869 Dunbar House State Memorial 2,575 Other Dayton Montgomery Ohio 45407 1288 OhioGovOHS 870 Dunbar House State Memorial 2,350 Other Dayton Montgomery Ohio 45407 1289 OhioGovOHS 871 Dunbar House State Memorial 4,426 Other Dayton Montgomery Ohio 45407 1290 OhioGovOHS 872 Fort Amanda State Memorial 600 Other Lima Allen Ohio 45801 1291 OhioGovOHS 873 Fort Amanda State Memorial 880 Other Lima Allen Ohio 45801 1292 OhioGovOHS 874 Fort Amanda State Memorial 400 Other Lima Allen Ohio 45801 1293 OhioGovOHS 875 Fort Ancient State Memorial 14,500 Other Oregonia Warren Ohio 45054 1294 OhioGovOHS 876 Fort Ancient State Memorial 700 Other Oregonia Warren Ohio 45054 1295 OhioGovOHS 877 Fort Ancient State Memorial 2,800 Other Oregonia Warren Ohio 45054 329 30 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 1296 OhioGovOHS 878 Fort Ancient State Memorial 2,775 Other Oregonia Warren Ohio 45054 1297 OhioGovOHS 879 Fort Ancient State Memorial 1,353 Other Oregonia Warren Ohio 45054 1298 OhioGovOHS 880 Fort Ancient State Memorial 4,896 Other Oregonia Warren Ohio 45054 1299 OhioGovOHS 881 Fort Ancient State Memorial 400 Other Oregonia Warren Ohio 45054 1300 OhioGovOHS 882 Fort Ancient State Memorial 400 Other Oregonia Warren Ohio 45054 1301 OhioGovOHS 883 Fort Ancient State Memorial 1,800 Other Oregonia Warren Ohio 45054 1302 OhioGovOHS 884 Fort Ancient State Memorial 200 Other Oregonia Warren Ohio 45054 1303 OhioGovOHS 885 Fort Ancient State Memorial 200 Other Oregonia Warren Ohio 45054 1304 OhioGovOHS 886 Fort Ancient State Memorial 100 Other Oregonia Warren Ohio 45054 1305 OhioGovOHS 887 Fort Ancient State Memorial 50 Other Oregonia Warren Ohio 45054 1306 OhioGovOHS 888 Fort Hill State Memorial 3,600 Other Hillsboro Highland Ohio 45133 1307 OhioGovOHS 889 Fort Hill State Memorial 400 Other Hillsboro Highland Ohio 45133 1308 OhioGovOHS 890 Fort Jefferson State Memorial 745 Other Greenville Darke Ohio 45331 1309 OhioGovOHS 891 Fort Jefferson State Memorial 90 Other Greenville Darke Ohio 45331 1310 OhioGovOHS 892 Fort Jefferson State Memorial 150 Other Greenville Darke Ohio 45331 1311 OhioGovOHS 893 Fort Jefferson State Memorial 150 Other Greenville Darke Ohio 45331 1312 OhioGovOHS 894 Fort Laurens State Memorial 855 Other Bolivar Tuscarawas Ohio 44612 1313 OhioGovOHS 895 Fort Laurens State Memorial 1,250 Other Bolivar Tuscarawas Ohio 44612 1314 OhioGovOHS 896 Fort Laurens State Memorial 2,320 Other Bolivar Tuscarawas Ohio 44612 1315 OhioGovOHS 897 Fort Laurens State Memorial 300 Other Bolivar Tuscarawas Ohio 44612 1316 OhioGovOHS 898 Fort Laurens State Memorial 100 Other Bolivar Tuscarawas Ohio 44612 1317 OhioGovOHS 899 Fort Laurens State Memorial 600 Other Bolivar Tuscarawas Ohio 44612 1318 OhioGovOHS 900 Fort Laurens State Memorial 2,491 Other Bolivar Tuscarawas Ohio 44612 1319 OhioGovOHS 901 Flint Ridge State Memorial 955 Other Glenford Perry Ohio 43739 1320 OhioGovOHS 902 Flint Ridge State Memorial 350 Other Glenford Perry Ohio 43739 1321 OhioGovOHS 903 Flint Ridge State Memorial 130 Other Glenford Perry Ohio 43739 1322 OhioGovOHS 904 Flint Ridge State Memorial 1,385 Other Glenford Perry Ohio 43739 1323 OhioGovOHS 905 Flint Ridge State Memorial 2,332 Other Glenford Perry Ohio 43739 1324 OhioGovOHS 906 Flint Ridge State Memorial 800 Other Glenford Perry Ohio 43739 1325 OhioGovOHS 907 Flint Ridge State Memorial 77 Other Glenford Perry Ohio 43739 1326 OhioGovOHS 908 Flint Ridge State Memorial 600 Other Glenford Perry Ohio 43739 1327 OhioGovOHS 909 Fort Meigs State Memorial 700 Other Perrysburg Wood Ohio 43552 1328 OhioGovOHS 910 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1329 OhioGovOHS 911 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1330 OhioGovOHS 912 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1331 OhioGovOHS 913 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1332 OhioGovOHS 914 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1333 OhioGovOHS 915 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1334 OhioGovOHS 916 Fort Meigs State Memorial 840 Other Perrysburg Wood Ohio 43552 1335 OhioGovOHS 917 Fort Meigs State Memorial 900 Other Perrysburg Wood Ohio 43552 1336 OhioGovOHS 918 Fort Meigs State Memorial 50 Other Perrysburg Wood Ohio 43552 1337 OhioGovOHS 919 Fort Meigs State Memorial 375 Other Perrysburg Wood Ohio 43552 1338 OhioGovOHS 920 Fort Meigs State Memorial 1,716 Other Perrysburg Wood Ohio 43552 1339 OhioGovOHS 921 Fort Meigs State Memorial 1 Other Perrysburg Wood Ohio 43552 1340 OhioGovOHS 922 Grant Birthplace State Memorial 1,800 Other New Richmond Clermont Ohio 45157 1341 OhioGovOHS 923 Grant Birthplace State Memorial 1 Other New Richmond Clermont Ohio 45157 1342 OhioGovOHS 924 Grant Birthplace State Memorial 1 Other New Richmond Clermont Ohio 45157 1343 OhioGovOHS 925 Grant Birthplace State Memorial 100 Other New Richmond Clermont Ohio 45157 1344 OhioGovOHS 926 Glendower State Memorial 3,700 Other Lebanon Warren Ohio 45036 1345 OhioGovOHS 927 Glendower State Memorial 150 Other Lebanon Warren Ohio 45036 1346 OhioGovOHS 928 Grant Schoolhouse State Memorial 800 Other Georgetown Brown Ohio 45121 1347 OhioGovOHS 929 Hanby House State Memorial 1 Other Westerville Franklin Ohio 43081 1348 OhioGovOHS 930 Harding Home State Memorial 4,818 Other Marion Marion Ohio 43302 1349 OhioGovOHS 931 Harding Home State Memorial 720 Other Marion Marion Ohio 43302

330 31 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) OhioGovOHS 932 Harrison Tomb and Congress Green 1350 Cemetary 1 Other Cleves Hamilton Ohio 45002 OhioGovOHS 933 Harrison Tomb and Congress Green 1351 Cemetary 450 Other Cleves Hamilton Ohio 45002 1352 OhioGovOHS 934 Harding Tomb State Memorial 1 Other Marion Marion Ohio 43302 1353 OhioGovOHS 935 Harding Tomb State Memorial 600 Other Marion Marion Ohio 43302 1354 OhioGovOHS 936 Hayes Presidential Center 45,300 Other Fremont Sandusky Ohio 43420 1355 OhioGovOHS 937 Hayes Presidential Center 4,835 Other Fremont Sandusky Ohio 43420 1356 OhioGovOHS 938 Hayes Presidential Center 16,799 Other Fremont Sandusky Ohio 43420 1357 OhioGovOHS 939 Indian Mill State Memorial 1 Other Upper Sandusky Wyandot Ohio 43351 1358 OhioGovOHS 940 Lockington Locks State Park 1,300 Other Piqua Miami Ohio 45356 1359 OhioGovOHS 941 Lockington Locks State Park 110 Other Piqua Miami Ohio 45356 1360 OhioGovOHS 942 Logen Elm State Memorial 150 Other Chillicothe Ross Ohio 45001 1361 OhioGovOHS 943 McCook House State Memorial 5,200 Other Carrollton Carroll Ohio 44615 1362 OhioGovOHS 944 National Afro‐American Museum 10,080 Other Wilberforce Greene Ohio 45384 1363 OhioGovOHS 945 National Afro‐American Museum 10,080 Other Wilberforce Greene Ohio 45384 1364 OhioGovOHS 946 National Afro‐American Museum 21,300 Other Wilberforce Greene Ohio 45384

1365 OhioGovOHS 947 Neil Armstrong Air and Space Museum 15,675 Other Wapakoneta Auglaize Ohio 45895 1366 OhioGovOHS 948 Ohio Ceramic Center 572 Other Roseville Muskingum Ohio 43777 1367 OhioGovOHS 949 Ohio Ceramic Center 4,275 Other Roseville Muskingum Ohio 43777 1368 OhioGovOHS 950 Ohio Historial Center/Ohio Village 287,783 Other Columbus Franklin Ohio 43211 1369 OhioGovOHS 951 Ohio Historial Center/Ohio Village 2,820 Other Columbus Franklin Ohio 43211 1370 OhioGovOHS 952 Ohio Historial Center/Ohio Village 1,500 Other Columbus Franklin Ohio 43211 1371 OhioGovOHS 953 Ohio Historial Center/Ohio Village 500 Other Columbus Franklin Ohio 43211 1372 OhioGovOHS 954 Ohio Historial Center/Ohio Village 396 Other Columbus Franklin Ohio 43211 1373 OhioGovOHS 955 Ohio Historial Center/Ohio Village 1 Other Columbus Franklin Ohio 43211 1374 OhioGovOHS 956 Ohio Historial Center/Ohio Village 2,100 Other Columbus Franklin Ohio 43211 1375 OhioGovOHS 957 Ohio Historial Center/Ohio Village 2,744 Other Columbus Franklin Ohio 43211 1376 OhioGovOHS 958 Ohio Historial Center/Ohio Village 540 Other Columbus Franklin Ohio 43211 1377 OhioGovOHS 959 Ohio Historial Center/Ohio Village 876 Other Columbus Franklin Ohio 43211 1378 OhioGovOHS 960 Ohio Historial Center/Ohio Village 1,500 Other Columbus Franklin Ohio 43211 1379 OhioGovOHS 961 Ohio Historial Center/Ohio Village 2,800 Other Columbus Franklin Ohio 43211 1380 OhioGovOHS 962 Ohio Historial Center/Ohio Village 592 Other Columbus Franklin Ohio 43211 1381 OhioGovOHS 963 Ohio Historial Center/Ohio Village 396 Other Columbus Franklin Ohio 43211 1382 OhioGovOHS 964 Ohio Historial Center/Ohio Village 2,100 Other Columbus Franklin Ohio 43211 1383 OhioGovOHS 965 Ohio Historial Center/Ohio Village 100 Other Columbus Franklin Ohio 43211 1384 OhioGovOHS 966 Ohio Historial Center/Ohio Village 800 Other Columbus Franklin Ohio 43211 1385 OhioGovOHS 967 Ohio Historial Center/Ohio Village 1,140 Other Columbus Franklin Ohio 43211 1386 OhioGovOHS 968 Ohio Historial Center/Ohio Village 1,260 Other Columbus Franklin Ohio 43211 1387 OhioGovOHS 969 Ohio Historial Center/Ohio Village 1 Other Columbus Franklin Ohio 43211 1388 OhioGovOHS 970 Ohio Historial Center/Ohio Village 100 Other Columbus Franklin Ohio 43211 1389 OhioGovOHS 971 Ohio Historial Center/Ohio Village 100 Other Columbus Franklin Ohio 43211 1390 OhioGovOHS 972 Ohio Historial Center/Ohio Village 200 Other Columbus Franklin Ohio 43211 1391 OhioGovOHS 973 Our House State Memorial 1 Other Gallipolis Gallia Ohio 45831 1392 OhioGovOHS 974 Our House State Memorial 1 Other Gallipolis Gallia Ohio 45831 1393 OhioGovOHS 975 Ohio River Museum 109 Other Marietta Washington Ohio 45831 1394 OhioGovOHS 976 Ohio River Museum 116 Other Marietta Washington Ohio 45831 1395 OhioGovOHS 977 Ohio River Museum 1,135 Other Marietta Washington Ohio 45831 1396 OhioGovOHS 978 Ohio River Museum 13,756 Other Marietta Washington Ohio 45831 1397 OhioGovOHS 979 Ohio River Museum 800 Other Marietta Washington Ohio 45831 1398 OhioGovOHS 980 Ohio River Museum 2,400 Other Marietta Washington Ohio 45831 1399 OhioGovOHS 981 Ohio River Museum 1,600 Other Marietta Washington Ohio 45831

1400 OhioGovOHS 982 Piqua Historical Area State Memorial 1,600 Other Piqua Miami Ohio 45256 331 32 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.)

1401 OhioGovOHS 983 Piqua Historical Area State Memorial 1,350 Other Piqua Miami Ohio 45256

1402 OhioGovOHS 984 Piqua Historical Area State Memorial 20 Other Piqua Miami Ohio 45256

1403 OhioGovOHS 985 Piqua Historical Area State Memorial 7,140 Other Piqua Miami Ohio 45256

1404 OhioGovOHS 986 Piqua Historical Area State Memorial 6,326 Other Piqua Miami Ohio 45256

1405 OhioGovOHS 987 Piqua Historical Area State Memorial 4,500 Other Piqua Miami Ohio 45256

1406 OhioGovOHS 988 Piqua Historical Area State Memorial 700 Other Piqua Miami Ohio 45256

1407 OhioGovOHS 989 Piqua Historical Area State Memorial 225 Other Piqua Miami Ohio 45256

1408 OhioGovOHS 990 Piqua Historical Area State Memorial 1,170 Other Piqua Miami Ohio 45256

1409 OhioGovOHS 991 Piqua Historical Area State Memorial 4,440 Other Piqua Miami Ohio 45256

1410 OhioGovOHS 992 Piqua Historical Area State Memorial 960 Other Piqua Miami Ohio 45256

1411 OhioGovOHS 993 Piqua Historical Area State Memorial 20 Other Piqua Miami Ohio 45256

1412 OhioGovOHS 994 Piqua Historical Area State Memorial 16 Other Piqua Miami Ohio 45256

1413 OhioGovOHS 995 Piqua Historical Area State Memorial 440 Other Piqua Miami Ohio 45256

1414 OhioGovOHS 996 Quaker Meetinf House State Memorial 10,000 Other Mt Pleasant Jefferson Ohio 43939 1415 OhioGovOHS 997 Rankin House State Memorial 400 Other Ripley Brown Ohio 45167 1416 OhioGovOHS 998 Rankin House State Memorial 1,000 Other Ripley Brown Ohio 45167

1417 OhioGovOHS 999 Schoenbrunn State Memorial 390 Other New Philadelphia Tuscarawas Ohio 44663 1418 OhioGovOPI 1221 McKinley Ave 23,115 Other Columbus Ohio 43222 1419 OhioGovOPI 1229 McKinley Ave. 23,115 Other Columbus Franklin Ohio 43222 1420 OhioGovOPI 3423 Office/Garage 28,000 Other Columbus Franklin Ohio 43222 1421 OhioGovOPI 3706 Construction Warehouse 6,240 Other London Madison Ohio 43140 1422 OhioGovOPI 4263 Pickaway Correctional Inst 40,960 Other Orient Pickaway Ohio 43146 1423 OhioGovOPI 4264 Pickaway Correctional Inst 38,452 Other Orient Pickaway Ohio 43146 1424 OhioGovOPI Construction/Asbestos 6,240 Other London Ohio 43140 1425 OhioGovOPI Madison Shops 62,420 Other London Ohio 43140 1426 OhioGovOPI Meat Plant 32,000 Other Orient Ohio 43146 1427 OhioGovOVH 310 Garage 711‐Officers Row 216 Other Sandusky Erie Ohio 44870 1428 OhioGovOVH 311 Gas Meter House 80 Other Sandusky Erie Ohio 44870 1429 OhioGovOVH 312 White Storage Bldg‐SE Campus 195 Other Sandusky Erie Ohio 44870 1430 OhioGovOVH 313 Generator Bldg 1,683 Other Sandusky Erie Ohio 44870 1431 OhioGovOVH 314 Stone Pavillion 441 Other Sandusky Erie Ohio 44870 1432 OhioGovOVH 315 Pavillion 480 Other Sandusky Erie Ohio 44870 1433 OhioGovOVH 316 Pavillion 480 Other Sandusky Erie Ohio 44870 1434 OhioGovOVH 317 Pavillion 480 Other Sandusky Erie Ohio 44870 1435 OhioGovOVH 318 Announcer's Stand 260 Other Sandusky Erie Ohio 44870 1436 OhioGovOVH 319 Veterans Home 98,092 Other Georgetown Brown Ohio 45121 1437 OhioGovOVH 6892 I F Mack Building 14,117 Other Sandusky Erie Ohio 44870 1438 OhioGovOVH 6893 Member Lounge 9,928 Other Sandusky Erie Ohio 44870 1439 OhioGovOVH 6894 Cottage A 6,772 Other Sandusky Erie Ohio 44870 1440 OhioGovOVH 6895 Cottage B 6,772 Other Sandusky Erie Ohio 44870 332 33 Appendix C State‐Owned Buildings (as found in DAS Portfolio Manager as of Nov 12 2010) ABCDEFG Total Floor Facility Name Space (Sq. Building Type City County State ZIP Code 1 Ft.) 1441 OhioGovOVH 6896 Cottage C 6,772 Other Sandusky Erie Ohio 44870 1442 OhioGovOVH 6897 Cottage D 6,772 Other Sandusky Erie Ohio 44870 1443 OhioGovOVH 6898 Cottage O 19,715 Other Sandusky Erie Ohio 44870 1444 OhioGovOVH 6899 Cottage F 6,772 Other Sandusky Erie Ohio 44870 1445 OhioGovOVH 6900 Cottage G 6,772 Other Sandusky Erie Ohio 44870 1446 OhioGovOVH 6901 Park Pavillion 8,328 Other Sandusky Erie Ohio 44870 1447 OhioGovOVH 6902 Secrist * 175,980 Other Sandusky Erie Ohio 44870 1448 OhioGovOVH 6903 Giffin Care Fac/Adm * 165,384 Other Sandusky Erie Ohio 44870 1449 OhioGovOVH 6904 Directors Residence * 8,456 Other Sandusky Erie Ohio 44870 1450 OhioGovOVH 6905 Veterans Hall * 188,418 Other Sandusky Erie Ohio 44870 1451 OhioGovOVH 6906 Maintainance Bldg * 5,244 Other Sandusky Erie Ohio 44870 1452 OhioGovOVH 6908 Residence 1 2,524 Other Sandusky Erie Ohio 44870 1453 OhioGovOVH 6909 Residence 2 2,422 Other Sandusky Erie Ohio 44870 1454 OhioGovOVH 6910 Residence 3 1,911 Other Sandusky Erie Ohio 44870 1455 OhioGovOVH 6911 Residence 4 1,690 Other Sandusky Erie Ohio 44870 1456 OhioGovOVH 6912 Residence 5 1,692 Other Sandusky Erie Ohio 44870 1457 OhioGovOVH 6913 Residence 6 2,937 Other Sandusky Erie Ohio 44870 1458 OhioGovOVH 6914 Sewer Meter House 345 Other Sandusky Erie Ohio 44870 1459 OhioGovOVH 6915 Boiler Room/Veh Maint 16,906 Other Sandusky Erie Ohio 44870 1460 OhioGovOVH 6916 Garage‐SE Campus 924 Other Sandusky Erie Ohio 44870 1461 OhioGovOVH 6917 Garage ‐ SW Campus 693 Other Sandusky Erie Ohio 44870 1462 OhioGovOVH 6918 Cemetary Bldg 180 Other Sandusky Erie Ohio 44870 1463 OhioGovOVH 6919 Guard Shack‐Strub Road 400 Other Sandusky Erie Ohio 44870 1464 OhioGovOVH 6920 Pavillion Shed 221 Other Sandusky Erie Ohio 44870 1465 OhioGovOVH 6921 Pnd Island Cabin 48 Other Sandusky Erie Ohio 44870 1466 OhioGovOVH 6922 Garage 703‐Officers Row 336 Other Sandusky Erie Ohio 44870 1467 OhioGovOVH 6923 Garage 715‐Officers Row 312 Other Sandusky Erie Ohio 44870 1468 OhioGovOVH 6924 Garage 705‐Officers Row 264 Other Sandusky Erie Ohio 44870 1469 OhioGovOVH 6925 Garage 707‐Officers Row 220 Other Sandusky Erie Ohio 44870 1470 OhioGovOVH 6926 Garage 709‐Officers Row 220 Other Sandusky Erie Ohio 44870 1471 Group Total 49,542,722

333 34 334 335 336 337 338 339

Appendix D

Office of Collective Bargaining Attachments

340

ATTACHMENT 1

341 DAS / Office of Collective Bargaining Deputy Director Mike Duco 20006543

Assistant Deputy Director M. D’Arcy 20006579

Manager of Analysis and Operations OCB General Counsel Manager of Labor Relations & Dispute Res Manager of Trng &Cntrl Srvcs Harry Colson Kristen Rankin Joe Trejo Kate Stires 20006573 20006561 20006558 20006567

OCB Labor Counsel 2 OCB Labor Counsel 1(PT) Coordinator – Marissa Hartley John Kinkela Assistant Manager Trng & Supp Operations Coordinator 20006545 20006559 Vacant Cassandra Richards Dan Batts Vacant 20006553 20006566 20006568 200065752

Legal Intern OCB Labor Counsel 1 Antwan Booker Ashley Hughes Programmer Analyst 20006564 20006547 LRS 3 LRS 3 Hema Patel Jackie Milsom Victor Dandridge Shelley Straub 20006577 20006550 20006548 20006574

Legal Intern OCB Labor Counsel 1 LRS 4 Vacant Vacant 20006563 20006562 LRS 2 LRS 2 (WOOC) Jim Knight David Long Jessie Keyes LRS 4 (LMC) 20006546 20006555 2006551 20006553

Legal Intern Admin Asst Vacant Eric Slaback Admin Asst – (DD, GC) 20005408 20006576 LRS 2 LRS 2 Marylyn Robinson Vacant Aimee Hage LRS 3 (A/I) 20006570 20006557 20006556 20006554

Legal Intern Shane Black 20005397 Admin Asst Admin Asst (Scheduler) Steve Baker Alicyn Carrel 20006569 20006560

Admin Assistant Juanita Day 20006576

Special Assignment to Governor’s Office

Christine Thompson Namrata Mujumdar Michael Bowen Vacant 20072035 20006580 20072033 20072489 GOV-99580 GOV-99580 GOV-99580 GOV-99580

Unclassified per ORC 4117.10(D) – Administrative Staff New Assignment/Title New Hire - Pending Vacant PCN Updated342 11/10/10

ATTACHMENT 2

343 Statewide Payroll Cost Saving Analysis (2009-2012) Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Pay ranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Pay ranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36 Wage Reduction: -3.80% -3.80% -3.80% -3.80% -3.80% -3.80% -3.80% -3.80%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial) % of State Wage Avg Est. Group Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction Reduction % of State Reduction A 248 13.38$ 27,822$ -3.8% (1,057)$ $ (0.26) 0.42% 0.22% B 458 14.52 30,198 -3.8% (1,148) (0.53) 0.78% 0.45% C 501 13.25 27,561 -3.8% (1,047) (0.52) 0.86% 0.45% D 783 15.40 32,037 -3.8% (1,217) (0.95) 1.34% 0.82% E 3,392 16.56 34,455 -3.8% (1,309) (4.44) 5.81% 3.80% F 1,669 16.98 35,326 -3.8% (1,342) (2.24) 2.86% 1.92% G 4,515 18.80 39,113 -3.8% (1,486) (6.71) 7.73% 5.75% H 12,224 19.82 41,234 -3.8% (1,567) (19.15) 20.92% 16.40% I 2,728 21.98 45,712 -3.8% (1,737) (4.74) 4.67% 4.06% J 5,130 23.80 49,495 -3.8% (1,881) (9.65) 8.78% 8.26% K 4,800 26.19 54,478 -3.8% (2,070) (9.94) 8.21% 8.51% L 6,032 30.22 62,860 -3.8% (2,389) (14.41) 10.32% 12.34% M 4,264 33.44 69,555 -3.8% (2,643) (11.27) 7.30% 9.65% N 3,029 37.41 77,818 -3.8% (2,957) (8.96) 5.18% 7.67% O 2,057 41.66 86,656 -3.8% (3,293) (6.77) 3.52% 5.80% P 1,282 47.61 99,029 -3.8% (3,763) (4.82) 2.19% 4.13% QS 99 72.72 151,256 -3.8% (5,748) (0.6) 0.17% 0.49%

Sub Total/Average 53,211 $ 27.28 $ 56,741 -3.80% $ (2,156) $ (105.94) 91.06% 90.73%

E2's and E3's (does not include Legislative and Judicial) % of State Wage Avg Est. Group Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction Reduction % of State Reduction A 1,376 7.87$ 16,376$ -3.8% (622)$ $ (0.86) 2.35% 0.73% B 27 13.57 28,228 -3.8% (1,073) (0.03) 0.05% 0.02% C 46 14.01 29,139 -3.8% (1,107) (0.05) 0.08% 0.04% D 28 14.52 30,199 -3.8% (1,148) (0.03) 0.05% 0.03% E 58 14.99 31,172 -3.8% (1,185) (0.07) 0.10% 0.06% F 38 15.91 33,097 -3.8% (1,258) (0.05) 0.07% 0.04% G 21 16.39 34,098 -3.8% (1,296) (0.03) 0.04% 0.02% H 42 17.22 35,825 -3.8% (1,361) (0.06) 0.07% 0.05% I 188 18.53 38,533 -3.8% (1,464) (0.28) 0.32% 0.24% J 303 19.76 41,097 -3.8% (1,562) (0.47) 0.52% 0.41% K 157 21.78 45,301 -3.8% (1,721) (0.27) 0.27% 0.23% L 344 24.53 51,030 -3.8% (1,939) (0.67) 0.59% 0.57% M 324 27.67 57,555 -3.8% (2,187) (0.71) 0.55% 0.61% N 378 30.24 62,899 -3.8% (2,390) (0.90) 0.65% 0.77% O 337 33.36 69,381 -3.8% (2,636) (0.89) 0.58% 0.76% P 1,476 42.94 89,318 -3.8% (3,394) (5.01) 2.53% 4.29% QS 78 74.30 154,539 -3.8% (5,872) (0.5) 0.13% 0.39% Sub Total/Average 5,221 $ 23.98 $ 49,870 -3.80% $ (1,895)$ (10.82) 8.94% 9.27%

Totals/Averages 58,432 25.63 $ 53,306 -3.80%$ (2,026) $ (116.76) 100% 100%

Payroll Recommendation Summary: (in millions) GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings 60.86% (116.76) (99.25) Fringe Savings tied to Gross Wages (26.96) (22.92) 14.05% 10 Unpaid Days/Holidays Est. Savings (143.72) (122.17) 74.92%

Freeze Step Movement (30.00) (25.50) 15.64%

Freeze/Eliminate PL (18.12) (15.40) 9.45%

Total Est. Yearly Savings (191.84) (163.07) 100%

344

htc-7/2/2009G:\Bargaining\2009\Costing Information All\Wages_v8_TA Cost Analysis

Concession's Workforce ($192 Million) (Approx. 57,355 Executive Branch Employees)

48% OCSEA 57%

1% FOP 1%

1% OEA 1%

3% OSTA 1 & 15 3%

9% 7% SEIU/1199

38% Exempt 31%

345 Exempt Payroll Cost Saving Analysis (2009-2012) Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Pay ranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Pay ranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36 Wage Reduction: -3.80% -3.80% -3.80% -3.80% -3.80% -3.80% -3.80% -3.80%

Analysis: Executive Branch E1's 10 Unpaid Days/Holidays (does not include Legislative and Judicial) % of Exempt Wage Avg Est. Group % of Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction Reduction Exempt Reduction A 45 10.36$ 21,543$ -3.8% (819)$ $ (0.04) 0.25% 0.09% B 99 13.69 28,474 -3.8% (1,082) (0.11) 0.55% 0.25% C 220 14.56 30,284 -3.8% (1,151) (0.25) 1.22% 0.59% D 155 14.75 30,687 -3.8% (1,166) (0.18) 0.86% 0.42% E 149 15.01 31,211 -3.8% (1,186) (0.18) 0.83% 0.41% F 230 15.65 32,546 -3.8% (1,237) (0.28) 1.27% 0.67% G 138 17.96 37,350 -3.8% (1,419) (0.20) 0.76% 0.46% H 278 19.44 40,441 -3.8% (1,537) (0.43) 1.54% 1.00% I 441 21.48 44,674 -3.8% (1,698) (0.75) 2.44% 1.75% J 1,628 24.06 50,038 -3.8% (1,901) (3.10) 9.02% 7.25% K 1,394 26.40 54,922 -3.8% (2,087) (2.91) 7.72% 6.81% L 2,429 30.45 63,337 -3.8% (2,407) (5.85) 13.45% 13.69% M 965 33.57 69,833 -3.8% (2,654) (2.56) 5.34% 6.00% N 2,313 37.49 77,989 -3.8% (2,964) (6.85) 12.81% 16.05% O 1,341 41.65 86,631 -3.8% (3,292) (4.41) 7.43% 10.33% P 1,010 47.51 98,829 -3.8% (3,755) (3.79) 5.59% 8.88% QS 1 81.37 169,250 -3.8% (6,431) (0.0) 0.01% 0.02%

Sub Total/Average 12,836 $ 27.38 $ 56,943 -3.80% $ (2,164) $ (31.89) 71.09% 74.66%

E2's and E3's (does not include Legislative and Judicial) % of Exempt Wage Avg Est. Group % of Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction Reduction Exempt Reduction A 1,376 7.87$ 16,376$ -3.8% (622)$ $ (0.86) 7.62% 2.00% B 27 13.57 28,228 -3.8% (1,073) (0.03) 0.15% 0.07% C 46 14.01 29,139 -3.8% (1,107) (0.05) 0.25% 0.12% D 28 14.52 30,199 -3.8% (1,148) (0.03) 0.16% 0.08% E 58 14.99 31,172 -3.8% (1,185) (0.07) 0.32% 0.16% F 38 15.91 33,097 -3.8% (1,258) (0.05) 0.21% 0.11% G 21 16.39 34,098 -3.8% (1,296) (0.03) 0.12% 0.06% H 42 17.22 35,825 -3.8% (1,361) (0.06) 0.23% 0.13% I 188 18.53 38,533 -3.8% (1,464) (0.28) 1.04% 0.64% J 303 19.76 41,097 -3.8% (1,562) (0.47) 1.68% 1.11% K 157 21.78 45,301 -3.8% (1,721) (0.27) 0.87% 0.63% L 344 24.53 51,030 -3.8% (1,939) (0.67) 1.91% 1.56% M 324 27.67 57,555 -3.8% (2,187) (0.71) 1.79% 1.66% N 378 30.24 62,899 -3.8% (2,390) (0.90) 2.09% 2.12% O 337 33.36 69,381 -3.8% (2,636) (0.89) 1.87% 2.08% P 1,476 42.94 89,318 -3.8% (3,394) (5.01) 8.17% 11.73% QS 78 74.30 154,539 -3.8% (5,872) (0.5) 0.43% 1.07% Sub Total/Average 5,221 $ 23.98 $ 49,870 -3.80% $ (1,895)$ (10.82) 28.91% 25.34%

Totals/Averages 18,057 25.68 $ 53,407 -3.80%$ (2,029) $ (42.71) 100% 100%

Payroll Recommendation Summary: (in millions) GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings 57.38% (42.71) (36.31) Fringe Savings tied to Gross Wages (9.21) (7.83) 12.37% 10 Unpaid Days/Holidays Est. Savings (51.92) (44.14) 69.75%

Freeze Step Movement (16.41) (13.95) 22.05%

Freeze/Eliminate PL (6.11) (5.19) 8.21%

Total Est. Yearly Savings (74.45) (63.28) 100%

346

htc-3/24/2009G:\Bargaining\2009\Costing Information All\Wages_v8_TA OCSEA Payroll Cost Saving Model 2009-2012 Fact Finder Recommendation

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Pay ranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Pay ranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36 Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

Est. Group % of OCSEA Wage Avg Reduction % of Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction (in millions) OCSEA Reduction

A 203 14.05$ 29,220$ -3.8%$ (1,110) $ (0.23) 0.62% 0.40% B 359 14.75 30,673 -3.8% (1,166) (0.42) 1.09% 0.74% C 280 12.22 25,412 -3.8% (966) (0.27) 0.85% 0.48% D 587 15.55 32,336 -3.8% (1,229) (0.72) 1.79% 1.27% E 3,236 16.63 34,592 -3.8% (1,315) (4.25) 9.87% 7.49% F 1,382 17.19 35,749 -3.8% (1,358) (1.88) 4.21% 3.31% G 4,235 18.85 39,214 -3.8% (1,490) (6.31) 12.91% 11.11% H 11,520 19.84 41,259 -3.8% (1,568) (18.06) 35.12% 31.80% I 2,110 22.11 45,982 -3.8% (1,747) (3.69) 6.43% 6.49% J 2,546 23.59 49,074 -3.8% (1,865) (4.75) 7.76% 8.36% K 1,512 26.03 54,141 -3.8% (2,057) (3.11) 4.61% 5.48% L 2,223 30.55 63,543 -3.8% (2,415) (5.37) 6.78% 9.45% M 1,120 33.69 70,069 -3.8% (2,663) (2.98) 3.41% 5.25% N 641 36.90 76,747 -3.8% (2,916) (1.87) 1.95% 3.29% O 626 41.61 86,547 -3.8% (3,289) (2.06) 1.91% 3.63% P 220 47.62 99,059 -3.8% (3,764) (0.83) 0.67% 1.46% QS ------

Totals/Averages 32,800 $ 23.01 $ 47,860 -3.8% $ (1,819) $ (56.79) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings $ (56.79) $ (48.27) 62.41% Fringe Savings tied to Gross Wages (13.43) (11.42) 14.76% 10 Unpaid Days/Holidays Est. Savings (70.22) (59.69) 77.18%

Freeze Step Movement Est. (11.76) (9.99) 12.92%

Freeze/Eliminate PL Est. (9.01) (7.66) 9.90%

Total Est. Yearly Savings $ (90.99) $ (77.34) 100%

Source: SOPPS as of 12/2008

347 htc-5/28/2009-G:\Bargaining\2009\Costing Information All\Wages_v8_TA OSTA Unit 1 Payroll Cost Saving 2009-2012

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Payranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Payranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36 and above Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

% of Est. Group OSTA01 Wage Avg Reduction % of Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction (in millions) OSTA01 Reduction

A -$ -$ -$ -$ B C D E F G H 295 19.95 41,489 -3.8% (1,577) (0.47) 20.60% 16.16% I 8 21.66 45,051 -3.8% (1,712) (0.01) 0.56% 0.48% J K 1,119 26.86 55,869 -3.8% (2,123) (2.38) 78.14% 82.52%

L 10 30.82 64,101 -3.8% (2,436) (0.02) 0.70% 0.85% M N O P QS

Totals/Averages 1,432 $ 24.82 $ 51,627.60 -3.8% $ (1,962) $ (2.88) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings $ (2.88) $ (2.45) 53.52%

Fringe Savings tied to Gross Wages (0.88) (0.75) 16.38% 10 Unpaid Days/Holidays Est. Savings (3.76) (3.20) 69.89%

Freeze Step Movement Est. (0.94) (0.80) 17.51%

Freeze/Eliminate PL Est. (0.68) (0.58) 12.59%

Total Est. Yearly Savings $ (5.38) $ (4.57) 100%

Source: SOPPS as of 12/2008 348 htc-5/28/2009-G:\Bargaining\2009\Costing Information All\Wages_v8_TA OSTA Unit 15 Payroll Cost Saving 2009-2012

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Payranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Payranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36, P1-P3 Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

% of Est. Group OSTA15 Wage Avg Reduction % of Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction (in millions) OSTA15 Reduction

A -$ -$ -$ -$ B C D E F G H I J K 1 25.17 52,354 -3.8% (1,989) (0.002) 0.35% 0.26%

L M 288 33.95 70,615 -3.8% (2,683) (0.77) 99.65% 99.74% N O P QS

Totals/Averages 289 $ 29.56 $ 61,484 -3.8% $ (2,336) $ (0.77) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings $ (0.77) $ (0.66) 66.11% Fringe Savings tied to Gross Wages (0.25) (0.21) 21.34% 10 Unpaid Days/Holidays Est. Savings (1.02) (0.87) 87.45%

Freeze Step Movement Est. (0.02) (0.02) 1.68%

Freeze/Eliminate PL Est. (0.13) (0.11) 10.87%

Total Est. Yearly Savings $ (1.17) $ (1.00) 100%

Source: SOPPS as of 12/2008 349 htc-5/28/2009-G:\Bargaining\2009\Costing Information All\Wages_v8_TA FOP Payroll Cost Saving 2009-2012

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Payranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Payranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36, P1-P3 Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

Est. Group % of FOP Wage Avg Reduction Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction (in millions) % of FOP Reduction

A -$ -$ -$ -$ B - - C - - D - - E - - F - - G - - H 26 16.83 35,006 -3.8% (1,330) (0.03) 4.81% 3.32% I 1 20.28 42,182 -3.8% (1,603) (0.00) 0.19% 0.15% J 386 24.00 49,922 -3.8% (1,897) (0.73) 71.48% 70.28% K 122 27.04 56,242 -3.8% (2,137) (0.26) 22.59% 25.03%

L 5 32.12 66,814 -3.8% (2,539) (0.01) 0.93% 1.22% M N O P QS

Totals/Averages 540 $ 24.05 $ 50,033 -3.8% $ (1,901) $ (1.04) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings $ (1.04) $ (0.89) 59.82% Fringe Savings tied to Gross Wages (0.28) (0.24) 16.01% 10 Unpaid Days/Holidays Est. Savings (1.32) (1.12) 75.83%

Freeze Step Movement Est. (0.24) (0.20) 13.67%

Freeze/Eliminate PL Est. (0.18) (0.16) 10.51%

Total Est. Yearly Savings $ (1.74) $ (1.48) 100%

350 SEIU/1199 Payroll Cost Saving 2009-2012

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Payranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Payranges: 21-23 24-25 26-27 28-29 30-31 32-33 34-35 36, P1-P3 Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

Est. Group % of 1199 Wage Avg Reduction Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction (in millions) % of 1199 Reduction

A -$ $ - $ - $ - B C D E F G H 11 19.82 41,233 -3.8% (1,567) (0.02) 0.27% 0.17% I 45 21.46 44,647 -3.8% (1,697) (0.08) 1.10% 0.75% J 534 23.88 49,664 -3.8% (1,887) (1.01) 13.09% 9.93% K 571 25.02 52,035 -3.8% (1,977) (1.13) 14.00% 11.12%

L 978 29.59 61,541 -3.8% (2,339) (2.29) 23.98% 22.53% M 1,632 33.80 70,296 -3.8% (2,671) (4.36) 40.02% 42.94% N 69 39.63 82,437 -3.8% (3,133) (0.22) 1.69% 2.13% O 88 42.12 87,614 -3.8% (3,329) (0.29) 2.16% 2.89% P 52 49.44 102,832 -3.8% (3,908) (0.20) 1.28% 2.00% QS 98 72.60 151,015 -3.8% (5,739) (0.56) 2.40% 5.54%

Totals/Averages 4,078 $ 35.74 $ 74,332 -3.8% $ (2,825) $ (10.15) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% % of Est. All Funds: of All Funds: Savings Wage Savings $ (10.15) $ (8.63) 58.06%

Fringe Savings tied to Gross Wages (2.34) (1.99) 13.37% 10 Unpaid Days/Holidays Est. Savings (12.49) (10.62) 71.43%

Freeze Step Movement Est. (3.08) (2.62) 17.63%

Freeze/Eliminate PL Est. (1.91) (1.63) 10.94%

Total Est. Yearly Savings $ (17.48) $ (14.86) 100%

351

htc-5/28/2009-G:\Bargaining\2009\Costing Information All\Wages_v8_TA OEA Payroll Cost Saving 2009-2012

Assumptions: Parallel Group: A-C D-E F-G H-I J-K L-M N-O P-QS Exempt Payranges: 1-3 4-5 6-7 8-9 10-11 12-13 14-15 16 and above Union Payranges: 21-23 24-25 26-27 28-29 30-31, BA 32-33, BA2, MA1-2 34-35 36, P1-P3 Wage Reduction: -3.8% -3.80% -3.8% -3.8% -3.8% -3.8% -3.8% -3.8%

Analysis: Executive Branch 10 Unpaid Days/Holidays (does not include Legislative and Judicial)

Est. Group % of OEA Wage Avg Reduction (in Wage Parallel Group Emp Count Avg Hourly Avg Annual Reduction Reduction millions) % of OEA Reduction

A -$ -$ -$ $ - B C D E F G H I 9 21.92 45,589 -3.8% (1,732) (0.02) 1.53% 1.24% J 3 23.04 47,928 -3.8% (1,821) (0.01) 0.51% 0.43% K 66 22.58 46,977 -3.8% (1,785) (0.12) 11.22% 9.35%

L 183 24.59 51,154 -3.8% (1,944) (0.36) 31.12% 28.23% M 265 28.12 58,494 -3.8% (2,223) (0.59) 45.07% 46.75% N 11 30.47 63,383 -3.8% (2,409) (0.03) 1.87% 2.10% O 12 33.15 68,943 -3.8% (2,620) (0.03) 2.04% 2.50% P 39 38.43 79,932 -3.8% (3,037) (0.12) 6.63% 9.40% QS

Totals/Averages 588 $ 27.79 $ 57,800 -3.8% $ (2,196) $ (1.26) 100% 100%

Payroll Recommendation Summary: (in millions)

GRF and Other Movables 85% of % of Est. All Funds: All Funds: Savings Wage Savings $ (1.26) $ (1.07) 52.11%

Fringe Savings tied to Gross Wages (0.31) (0.26) 12.71% 10 Unpaid Days/Holidays Est. Savings (1.57) (1.33) 64.82%

Freeze Step Movement Est. (0.67) (0.57) 27.52%

Freeze/Eliminate PL Est. (0.19) (0.16) 7.66%

Total Est. Yearly Savings $ (2.42) $ (2.06) 100%

Source: SOPPS as of 12/2008

352 htc-5/28/2009-G:\Bargaining\2009\Costing Information All\Wages_v8_TA

ATTACHMENT 3

353

COST ANALYSIS OF THE TENTATIVE AGREEMENT AND FACT-FINDER’S RECOMMENDATIONS BETWEEN THE STATE OF OHIO AND OCSEA/AFSCME, LOCAL 11 CONCERNING BARGAINING UNITS 3, 4, 5, 6, 7, 9, 13 AND 14 Prepared by the Department of Administrative Services March 11, 2009

The current collective bargaining agreement between the State of Ohio and OCSEA/AFSCME, Local 11 is due to expire on April 15, 2009. The parties entered into negotiations for a successor agreement and reached tentative agreement on 20 of the 22 articles discussed in the proposed agreement. The remaining articles were submitted to the Fact Finder, Dr. David Pincus. The Fact Finder transmitted his findings and recommendations to the Office of Collective Bargaining and OCSEA/AFSCME, Local 11 on March 2, 2009. This note summarizes only those articles having a fiscal impact on the State.

THE AGREEMENT The proposed agreement covers approximately 32,597 employees in 8 bargaining units. These employees work in many different job classifications in state agencies controlled by the Executive Branch. The number of employees in each bargaining unit as of February, 2009 is as follows:

Units Covered by the Agreement # of Employees

Unit 3 - Institutional Security 8,376 Unit 4 - Paraprofessional Human Services 3,599 Unit 5 - Food Service, Custodian and Laundry 1,036 Unit 6 - Maintenance and Trades 2,309 Unit 7 - Enforcement, Regulatory & Technical 3,679 Unit 9 - Administrative Support 6,048 Unit 13 - Engineering and Science 1,964 Unit 14 - Administrative Professionals 5,586

Total 32,597

If approved, the proposed agreement will be in effect from April 15, 2009 until February 29, 2012. All fiscal changes specified in this note are effective July 1, 2009 unless otherwise noted in the following descriptions and summarized in a table on the final page. The costs presented in this document reflect expenditures from all state funds.

Service, Support, Solutions for Ohio Government Page 1 of 5 354

ARTICLES

ARTICLE 20 - BENEFITS Description: With the rising cost of healthcare and an aging workforce, initial projections indicate a negative fund balance of approximately $30 million heading into FY 2010. Negotiations resulted in a tentative agreement that provided a number of cost shifting and administrative plan benefit changes.

The following table outlines the plan benefit changes and the estimated cost (savings) that will be realized when the changes are implemented1. The estimates were prepared by the State’s benefits consultant based on average service utilization by state employees enrolled in the state’s self-funded arrangement. Most State employees are eligible for coverage under theses plans.

Article 20 - Health Care Plan Benefit Est. cost (savings) in millions

Article Issue Description FY 10 FY 11 FY 12 Total Extend Deductible to all enrolled 20.03(B) Cost Sharing $ (4.00) $ (4.00) $ (4.00) $ (12.00) employees 20.03(B) Cost Sharing Increase OPM to $1500/$3000 (10.00) (10.00) (10.00) (30.00)

Increase co-pay from $15 to $20 per 20.03(C)(2)(a) Benefits and Exclusions (2.50) (2.50) (2.50) (7.50) Office Visit

Spousal Surcharge: $12.50/month (4.50) (4.50) (4.50) (13.50)

Cost Shifting Measures Total: $ (21.00) $ (21.00) $ (21.00) $ (63.00) Charge Employees extra admin fee (6.00) (6.00) (6.00) (18.00) for HMO's Dependent Eligibility Audit (4.00) (4.00) (4.00) (12.00)

Administrative Savings Total: $ (10.00) $ (10.00) $ (10.00) $ (30.00) Eliminate co-pay for preventive care 20.03(C)(2)(f) Benefits and Exclusions 0.50 0.50 0.50 1.50 visits 20.03(C) Benefits and Exclusions Eliminate co-pay for insulin 1.00 1.00 1.00 3.00

20.03(C)(3)(f) Pharmacy Benefits Eliminate mandatory mail order 1.00 1.00 1.00 3.00

Healthcare Fund Cost Increase Total: $ 2.50 $ 2.50 $ 2.50 $ 7.50

Total Est. Savings $ (28.50) $ (28.50) $ (28.50) $ (85.50)

1 OCSEA estimates shown in summary table.

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lower cost to the healthcare fund by enrolling employees in programs designed to help them understand their health, and to address and manage health and wellness issues.

ARTICLE 27 – PERSONAL LEAVE

Description: In the first and second year of the agreement, there will be a freeze on personal leave accrual, conversion, and payment of maximum accrued hours. In the third year: 1. Credit part time employees16 hours of sick leave and full time employees 32 hours of sick leave for personal leave hours lost. 2. Lump sum cash payment equivalent to 16 hours of personal leave for part time employees and 32 hours of personal leave for full time employees.

Fiscal Effect: The personal leave freezes, Sick leave credit value and lump sum payments are expected to increase costs as follows:

OCSEA State (in millions) FY 2010 $ (9.01) $ (18.12) FY 2011 (9.01) (18.12) FY 2012 54.90 114.30

Total $ 36.88 $ 78.06

As in the past, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees.

ARTICLE 35 – DISABILITY

Description: Effective for all new claims filed on or after July 1, 2009, disability benefits will be paid at sixty-seven percent (67%) of the employee’s base rate of pay up to a lifetime maximum of twelve (12) months. Previously claims were paid at 70% for first 3 months and 50% for the remaining 9 months. The rate change will allow for more consistency and efficiency of administering disability claims.

Fiscal Effect: The disability benefit rate change will have a minimal fiscal impact. The average number of lost days for disability claims is less than 30 days. Therefore, going forward, the new rate change would save approximately 4% on paid claims in FY 2010-2012.

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ARTICLE 36 – WAGES

Description: The current US and Ohio economies have forced the parties for the first time into a tentative agreement on wages that were entirely concessions. The first and second year of the agreement, there will be a freeze on step movement and implementation of cost savings days (CSD) equal to a loss of pay of 3.076 hours each pay period for full time permanent employees2. Non-permanent employees will have CSD assessed on holidays. In the third year of the contract, full restoration.

Fiscal Effect: The step freezes and CSD are expected to decrease costs as follows3:

OCSEA State (in millions) FY 2010$ (81.82) $ (173.72) FY 2011 (81.82) (173.72) FY 2012 81.82 173.72

Total $ (81.82) $ (173.72)

As state previously, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees

2 The loss of 3.076 hours each pay period, equates to 10 unpaid days per year. 3 Includes employer retirement contributions, and other direct “roll-up” costs.

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Fiscal Summary Table4 Change in Cost from Preceding Year

OCSEA Employees Only All State Employees[1] ($ in millions) ($ in millions) Article Fact-finding or Tentative Agreement FY 2010 FY 2011 FY 2012 FY 2010 FY 2011 FY 2012

20 Employer Health Care ($16.53) ($16.53) ($16.53) ($28.50) ($28.50) ($28.50)

27 Freeze Personal Leave. Cash bonus/Sick Leave credit (9.01) (9.01) 54.90 (18.12) (18.12) 114.30

36 Unpaid Days, Freeze Steps. (81.82) (81.82) 81.82 (173.72) (173.72) 173.72

Total Cost ($107.36) ($107.36) $120.19 ($220.34) ($220.34) $259.53

[1] State wage estimates assume that this wage package is adopted as a pattern for all state employees.

4 GRF and other movables represent 85% of (savings) /cost.

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COST ANALYSIS OF THE TENTATIVE AGREEMENT BETWEEN THE STATE OF OHIO AND SEIU / DISTRICT 1199 CONCERNING BARGAINING UNITS 11 AND 12

Prepared by the Department of Administrative Services June 1, 2009

The current collective bargaining agreement between the State of Ohio and SEIU/1199, is due to expire on May 31, 2009. The State of Ohio and SEIU / District 1199 reached agreement on all articles of the proposed contract. This note summarizes only those articles having a fiscal impact on the State.

THE AGREEMENT The proposed agreement covers approximately 3,988 employees in 2 bargaining units. These employees work in health care and social service job classifications in 19 state agencies controlled by the Executive Branch. The number of employees in each bargaining unit as of May 2009 is as follows:

Units Covered by the Agreement # of Employees

Unit 11 - Health Care Professionals 1,824 Unit 12 - Social Service Professionals 2,164

Total 3,988

If approved, the proposed agreement will be in effect from June 1, 2009 until May 31, 2012. All fiscal changes specified in this note are effective July 1, 2009 unless otherwise noted in the following descriptions and summarized in a table on the final page. The costs presented in this document reflect expenditures from all state funds.

ARTICLES

ARTICLE 17 - BENEFITS Description: With the rising cost of healthcare and an aging workforce, initial projections indicate a negative fund balance of approximately $30 million heading into FY 2010. Negotiations resulted in a tentative agreement that provided a number of cost shifting and administrative plan benefit changes.

1 SEIU/1199 estimates shown in summary table.

Service, Support, Solutions for Ohio Government Page 1 of 5 359

Article 17 - Health Care Plan Benefit Est. cost (savings) in millions

Article Issue Description FY 10 FY 11 FY 12 Total Extend Deductible to all enrolled 17 Cost Sharing $ (4.00) $ (4.00) $ (4.00) $ (12.00) employees 17 Cost Sharing Increase OPM to $1500/$3000 (10.00) (10.00) (10.00) (30.00)

Increase co-pay from $15 to $20 per 17 Benefits and Exclusions (2.50) (2.50) (2.50) (7.50) Office Visit

Spousal Surcharge: $12.50/month (4.50) (4.50) (4.50) (13.50)

Cost Shifting Measures Total: $ (21.00) $ (21.00) $ (21.00) $ (63.00) Charge Employees extra admin fee (6.00) (6.00) (6.00) (18.00) for HMO's Dependent Eligibility Audit (4.00) (4.00) (4.00) (12.00)

Administrative Savings Total: $ (10.00) $ (10.00) $ (10.00) $ (30.00) Eliminate co-pay for preventive care 17 Benefits and Exclusions 0.50 0.50 0.50 1.50 visits 17 Benefits and Exclusions Eliminate co-pay for insulin 1.00 1.00 1.00 3.00

17 Pharmacy Benefits Eliminate mandatory mail order 1.00 1.00 1.00 3.00

Healthcare Fund Cost Increase Total: $ 2.50 $ 2.50 $ 2.50 $ 7.50

Total Est. Savings $ (28.50) $ (28.50) $ (28.50) $ (85.50)

Health claims cost (trend) are projected to increase at a rate of 9% annually. The parties agreed to the reduction in order to stabilize the healthcare fund over the term of the new agreement. The State has also invested in a population health management strategy that is designed to lower cost to the healthcare fund by enrolling employees in programs designed to help them understand their health, and to address and manage health and wellness issues.

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ARTICLE 12 – PERSONAL LEAVE

Fiscal Effect: The personal leave freezes, Sick leave credit value and lump sum payments are expected to increase costs as follows:

SEIU/1199 State (in millions) FY 2010 $ (1.91) $ (18.12) FY 2011 (1.91) (18.12) FY 2012 10.13 114.30

Total $ 6.30 $ 78.06

As in the past, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees.

ARTICLE 15 – DISABILITY

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ARTICLE 43 and 44 – WAGES

Fiscal Effect: The step freezes and CSD are expected to decrease costs as follows3:

SEIU/1199 State (in millions) FY 2010$ (15.57) $ (173.72) FY 2011 (15.57) (173.72) FY 2012 15.57 173.72

Total $ (15.57) $ (173.72)

As state previously, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees

2 The loss of 3.076 hours each pay period, equates to 10 unpaid days per year. 3 Includes employer retirement contributions, and other direct “roll-up” costs.

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Fiscal Summary Table4 Change in Cost from Preceding Year

SEIU/1199 Employees Only All State Employees[1] ($ in millions) ($ in millions) Article Fact-finding or Tentative Agreement FY 2010 FY 2011 FY 2012 FY 2010 FY 2011 FY 2012

17 Employer Health Care ($2.00) ($2.00) ($2.00) ($28.50) ($28.50) ($28.50)

12 Freeze Personal Leave. Cash bonus/Sick Leave credit (1.91) (1.91) 10.13 (18.12) (18.12) 114.30

43/44 Unpaid Days, Freeze Steps. (15.57) (15.57) 15.57 (173.72) (173.72) 173.72

Total Cost ($19.48) ($19.48) $23.71 ($220.34) ($220.34) $259.53

[1] State wage estimates assume that this wage package is adopted as a pattern for all state employees.

4 GRF and other movables represent 85% of (savings) /cost.

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COST ANALYSIS OF THE TENTATIVE AGREEMENT BETWEEN THE STATE OF OHIO AND THE OHIO EDUCATION ASSOCIATION CONCERNING BARGAINING UNIT 10

Prepared by the Department of Administrative Services June 23, 2009

The State of Ohio and the Ohio Education Association reached agreement on all articles except for personal leave and wages which were presented to a Fact Finder. This note summarizes only those articles having a fiscal impact on the State.

THE AGREEMENT The proposed agreement covers approximately 585 employees in bargaining unit 10 as of June 2009. These employees work as educators in the Department of Rehabilitation and Correction, the Department of Youth Services, the Schools for the Deaf and Blind and librarians in various state agencies.

If approved, the proposed agreement will be in effect from July 14, 2009, until July 13, 2012. All fiscal changes specified in this note are effective July 14, 2009, unless otherwise noted in the following descriptions and summarized in a table on the final page. The costs presented in this document reflect expenditures from all state funds.

ARTICLES

ARTICLE 32 - BENEFITS Description: With the rising cost of healthcare and an aging workforce, initial projections indicate a negative fund balance of approximately $30 million heading into FY 2010. Negotiations resulted in a tentative agreement that provided a number of cost shifting and administrative plan benefit changes.

The following table outlines the plan benefit changes and the estimated cost (savings) that will be realized when the changes are implemented1. The estimates were prepared by the State’s benefits consultant based on average service utilization by State employees enrolled in the State’s self-funded arrangement. Most State employees are eligible for coverage under these plans.

1 OEA estimates shown in summary table.

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Article 32 - Health Care Plan Benefit Est. cost (savings) in millions

Article Issue Description FY 10 FY 11 FY 12 Total Extend Deductible to all enrolled 32 Cost Sharing $ (4.00) $ (4.00) $ (4.00) $ (12.00) employees 32 Cost Sharing Increase OPM to $1500/$3000 (10.00) (10.00) (10.00) (30.00)

Increase co-pay from $15 to $20 per 32 Benefits and Exclusions (2.50) (2.50) (2.50) (7.50) Office Visit

Spousal Surcharge: $12.50/month (4.50) (4.50) (4.50) (13.50)

Cost Shifting Measures Total: $ (21.00) $ (21.00) $ (21.00) $ (63.00) Charge Employees extra admin fee (6.00) (6.00) (6.00) (18.00) for HMO's Dependent Eligibility Audit (4.00) (4.00) (4.00) (12.00)

Administrative Savings Total: $ (10.00) $ (10.00) $ (10.00) $ (30.00) Eliminate co-pay for preventive care 32 Benefits and Exclusions 0.50 0.50 0.50 1.50 visits 32 Benefits and Exclusions Eliminate co-pay for insulin 1.00 1.00 1.00 3.00

32 Pharmacy Benefits Eliminate mandatory mail order 1.00 1.00 1.00 3.00

Healthcare Fund Cost Increase Total: $ 2.50 $ 2.50 $ 2.50 $ 7.50

Total Est. Savings $ (28.50) $ (28.50) $ (28.50) $ (85.50)

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ARTICLE 27 – PERSONAL LEAVE

Fiscal Effect: The personal leave freezes, sick leave credit value and lump sum payments are expected to increase costs as follows:

OEA State (in millions) FY 2010 $ (0.19) $ (18.12) FY 2011 (0.19) (18.12) FY 2012 1.23 114.30

Total $ 0.86 $ 78.06

As in the past, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees.

ARTICLE 28 – DISABILITY

Description: Effective for all new claims filed on or after July 1, 2009, disability benefits will be paid at sixty-seven percent (67%) of the employee’s base rate of pay up to a lifetime maximum of twelve (12) months. Previously, claims were paid at 70% for first 3 months and 50% for the remaining 9 months. The rate change will allow for more consistency and efficiency of administering disability claims.

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ARTICLE 21 and 22 – WAGES

Description: The current US and Ohio economies have forced the parties for the first time into a agreement on wages that were entirely concessions. The first and second year of the agreement, there will be a freeze on step movement and implementation of cost savings days (CSD) equal to a loss of pay of 2.192 (School for the Deaf and Blind) and 3.076 hours each pay period for full time permanent employees2. Non-permanent employees will have CSD assessed on holidays. In the third year of the contract, full restoration.

Fiscal Effect: The step freezes and CSD are expected to decrease costs as follows3:

OEA State (in millions) FY 2010 $ (2.23) $ (173.72) FY 2011 (2.23) (173.72) FY 2012 2.23 173.72

Total $ (2.23) $ (173.72)

As state previously, these fiscal estimates of State cost assume that this wage package is adopted as a pattern for all State employees.

2 The loss of 2.192 and 3.076 hours each pay period equates to 10 unpaid days per year. 3 Includes employer retirement contributions, and other direct “roll-up” costs.

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Fiscal Summary Table4 Change in Cost from Preceding Year

OEA Employees Only All State Employees[1] ($ in millions) ($ in millions) Article Fact-finding or Tentative Agreement FY 2010 FY 2011 FY 2012 FY 2010 FY 2011 FY 2012

32 Employer Health Care ($0.29) ($0.29) ($0.29) ($28.50) ($28.50) ($28.50)

27 Freeze Personal Leave, Cash bonus/Sick Leave credit (0.19) (0.19) 1.23 (18.12) (18.12) 114.30

21 Unpaid Days, Freeze Steps (2.23) (2.23) 2.23 (173.72) (173.72) 173.72

Total Cost ($2.70) ($2.70) $3.18 ($220.34) ($220.34) $259.53

[1] State wage estimates assume that this wage package is adopted as a pattern for all state employees.

4 GRF and other movables represent 85% of (savings) /cost.

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COST ANALYSIS OF THE TENTATIVE AGREEMENT BETWEEN THE STATE OF OHIO AND THE FRATERNAL ORDER OF POLICE, OHIO LABOR COUNCIL, INC. CONCERNING BARGAINING UNIT 2 Prepared by the Department of Administrative Services June 30, 2009

The State of Ohio and the Fraternal Order of Police (FOP), Unit 2, agreed to 65 of the 68 articles in the proposed agreement. The remaining 3 articles were submitted to Fact-finder, E. William Lewis. The Fact-finder transmitted his findings and recommendations to the Office of Collective Bargaining and FOP, Unit 2 on June 30, 2009. This note summarizes only those articles having a fiscal impact on the State.

THE AGREEMENT The proposed agreement covers 540 employees in bargaining unit 2 as of June 2009. These employees work as police officers, investigators and enforcement agents for the following departments:

Agency # of Employees Commerce 25 Mental Health 56 MR/DD 31 Natural Resources 319 Public Safety 86 Veterans Home 5 Taxation 18

Total 540

If approved, the proposed agreement will be in effect from July 1, 2009 until May 31, 2012. All fiscal changes specified in this note are effective July 1, 2009 unless otherwise noted in the following descriptions and summarized in a table on the final page. The costs presented in this document reflect expenditures from all State funds.

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ARTICLES

ARTICLE 29 - EQUIPMENT

Description: The Department of Mental Retardation and Developmental Disabilities (MRDD) and the Department of Mental Health (DMH) have approximately 87 certified Peace Officers. On limited occasions these Peace Officers may encounter situations that require weapons of less lethal force. To aid the Peace Officers in those encounters, at least one operational electronic shock device will be made available at each of the MRDD Developmental Centers and DMH hospitals. Use of the electronic device on any patient is strictly prohibited and the electronic devices are only permitted outside the physical structure of the developmental center and hospital.

Fiscal Effect: The electronic shock device will be purchased as follows at an average cost of $1,000 per device:

FY 2010 MRDD $ 7,000 DMH 7,000 Total $ 14,000

ARTICLE 51 - BENEFITS Description: With the rising cost of healthcare and an aging workforce, initial projections indicate a negative fund balance of approximately $30 million heading into FY 2010. Negotiations resulted in a tentative agreement that provided a number of cost shifting and administrative plan benefit changes.

The following table outlines the plan benefit changes and the estimated cost (savings) that will be realized when the changes are implemented1. The estimates were prepared by the State’s benefits consultant based on average service utilization by State employees enrolled in the State’s self-funded arrangement. Most State employees are eligible for coverage under these plans.

1 FOP estimates shown in summary table.

Service, Support, Solutions for Ohio Government Page 2 of 6 370

Article 51 - Health Care Plan Benefit Est. cost (savings) in millions

Article Issue Description FY 10 FY 11 FY 12 Total Extend Deductible to all enrolled 51 Cost Sharing $ (4.00) (4.00)$ $ (4.00) $ (12.00) employees 51 Cost Sharing Increase OPM to $1500/$3000 (10.00) (10.00) (10.00) (30.00)

Increase co-pay from $15 to $20 per 51 Benefits and Exclusions (2.50) (2.50) (2.50) (7.50) Office Visit

Spousal Surcharge: $12.50/month (4.50) (4.50) (4.50) (13.50)

Cost Shifting Measures Total: $ (21.00) $ (21.00) $ (21.00) $ (63.00) Charge Employees extra admin fee (6.00) (6.00) (6.00) (18.00) for HMO's Dependent Eligibility Audit (4.00) (4.00) (4.00) (12.00)

Administrative Savings Total: $ (10.00) $ (10.00) $ (10.00) $ (30.00) Eliminate co-pay for preventive care 51 Benefits and Exclusions 0.50 0.50 0.50 1.50 visits 51 Benefits and Exclusions Eliminate co-pay for insulin 1.00 1.00 1.00 3.00

51 Pharmacy Benefits Eliminate mandatory mail order 1.00 1.00 1.00 3.00

Healthcare Fund Cost Increase Total: $ 2.50 $ 2.50 $ 2.50 $ 7.50

Total Est. Savings $ (28.50) $ (28.50) $ (28.50) $ (85.50)

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ARTICLE 39 – PERSONAL LEAVE

Description: In the first and second year of the Agreement, there will be a freeze on personal leave accrual, conversion, and payment of maximum accrued hours. In the third year: 1. Credit part time employees 16 hours of sick leave and full time employees 32 hours of sick leave for personal leave hours lost. 2. Lump sum cash payment equivalent to 16 hours of personal leave for part time employees and 32 hours of personal leave for full time employees.

Fiscal Effect: The personal leave freezes, sick leave credit value and lump sum payments are expected to increase costs as follows:

FOP State (in millions) FY 2010 $ (0.18) $ (18.12) FY 2011 (0.18) (18.12) FY 2012 1.03 114.30

Total $ 0.66 $ 78.06

As in the past, these fiscal estimates of State cost assume that this wage package is adopted as a pattern for all state employees.

ARTICLE 43 – DISABILITY

Description: Effective for all new claims filed on or after July 1, 2009, disability benefits will be paid at sixty-seven percent (67%) of the employee’s base rate of pay up to a lifetime maximum of twelve (12) months. Previously, claims were paid at 70% for first 3 months and 50% for the remaining 9 months. The rate change will allow for more consistency and efficiency of administering disability claims.

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ARTICLE 55 – WAGES

Description: The current U.S. and Ohio economies have forced the parties for the first time into an Agreement on wages that was entirely concessionary. In the first and second year of the Agreement, there will be a freeze on step movement and implementation of cost savings days (CSD) equal to a loss of pay of 3.076 hours each pay period for full time permanent employees2. Non-permanent employees will have CSDs assessed on the holidays. In the third year of the contract, there is full restoration including turning back on step movement and eliminating the CSD requirement.

Fiscal Effect: The step freezes and CSD are expected to decrease costs as follows3:

FOP State (in millions) FY 2010 $ (1.56) $ (173.72) FY 2011 (1.56) (173.72) FY 2012 1.56 173.72

Total $ (1.56) $ (173.72)

As stated previously, these fiscal estimates of State cost assume that this wage package is adopted as a pattern for all State employees.

2 The loss of 3.076 hours each pay period equates to 10 unpaid days per year. Due to the timing, the first year deduction for Unit 2 members will be an amount equal to 3.333 hours per pay period beginning 7/5/09. Beginning 6/6/10 the deduction for Unit 2 members will be an amount equal to 3.076 hours per pay period. 3 Includes employer retirement contributions and other direct “roll-up” costs.

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Fiscal Summary Table4 Change in Cost from Preceding Year

FOP Employees Only All State Employees[1] ($ in millions) ($ in millions) Article Fact-finding or Tentative Agreement FY 2010 FY 2011 FY 2012 FY 2010 FY 2011 FY 2012

29 Electronic Shock Device$ 0.01 $ 0.01

51 Employer Health Care (0.29) ($0.29) ($0.29) ($28.50) ($28.50) ($28.50)

55 Freeze Personal Leave, Cash bonus/Sick Leave credit (0.18) (0.18) 1.03 (18.12) (18.12) 114.30

55 Unpaid Days, Freeze Steps (1.56) (1.56) 1.56 (173.72) (173.72) 173.72

Total Cost $ (2.01) ($2.03) $2.30$ (220.33) ($220.34) $259.53

[1] State wage estimates assume that this wage package is adopted as a pattern for all state employees.

4 GRF and other movables represent 85% of (savings) /cost.

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COST ANALYSIS OF THE TENTATIVE AGREEMENT BETWEEN THE STATE OF OHIO AND THE OHIO STATE TROOPERS ASSOCIATION CONCERNING BARGAINING UNITS 1 and 15 Prepared by the Department of Administrative Services July 7, 2009

The State of Ohio and Ohio State Troopers Association (OSTA), Units 1 and 15, agreed to 71 of the 76 articles and appendices in the proposed agreements. The remaining 5 provisions were submitted to Fact-finder, Harry Graham. The Fact-finder transmitted his findings and recommendations via e-mail to the Office of Collective Bargaining and OSTA, Units 1 and 15 on July 6, 2009. This note summarizes only those articles having a fiscal impact on the State.

THE AGREEMENT The proposed agreement covers approximately 1,700 employees in bargaining units 1 and 15, consisting of Ohio Patrol Troopers and Sergeants, Dispatchers, and Electronic Technicians in the Department of Public Safety. If approved, the proposed agreement will be in effect from July 1, 2009, until June 30, 2012. All fiscal changes specified in this note are effective July 1, 2009, unless otherwise noted in the following descriptions.

ARTICLES

ARTICLE 55 - BENEFITS Description: With the rising cost of healthcare and an aging workforce, initial projections indicate a negative fund balance of approximately $30 million heading into FY 2010. Negotiations resulted in a tentative agreement that provided a number of cost shifting and administrative plan benefit changes.

The following table outlines the plan benefit changes and the estimated cost (savings) that will be realized when the changes are implemented1. The estimates were prepared by the State’s benefits consultant based on average service utilization by State employees enrolled in the State’s self-funded arrangement. Most State employees are eligible for coverage under these plans.

1 OSTA estimates shown in summary table.

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Article 55 - Health Care Plan Benefit Est. cost (savings) in millions

Article Issue Description FY 10 FY 11 FY 12 Total Extend Deductible to all enrolled 55 Cost Sharing $ (4.00) (4.00)$ $ (4.00) $ (12.00) employees 55 Cost Sharing Increase OPM to $1500/$3000 (10.00) (10.00) (10.00) (30.00)

Increase co-pay from $15 to $20 per 55 Benefits and Exclusions (2.50) (2.50) (2.50) (7.50) Office Visit

Spousal Surcharge: $12.50/month (4.50) (4.50) (4.50) (13.50)

Cost Shifting Measures Total: $ (21.00) $ (21.00) $ (21.00) $ (63.00) Charge Employees extra admin fee (6.00) (6.00) (6.00) (18.00) for HMO's Dependent Eligibility Audit (4.00) (4.00) (4.00) (12.00)

Administrative Savings Total: $ (10.00) $ (10.00) $ (10.00) $ (30.00) Eliminate co-pay for preventive care 55 Benefits and Exclusions 0.50 0.50 0.50 1.50 visits 55 Benefits and Exclusions Eliminate co-pay for insulin 1.00 1.00 1.00 3.00

55 Pharmacy Benefits Eliminate mandatory mail order 1.00 1.00 1.00 3.00

Healthcare Fund Cost Increase Total: $ 2.50 $ 2.50 $ 2.50 $ 7.50

Total Est. Savings $ (28.50) $ (28.50) $ (28.50) $ (85.50)

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ARTICLE 45 – PERSONAL LEAVE

Description: In the first and second year of the agreement, there will be a freeze on personal leave accrual, conversion, and payment of maximum accrued hours. In the third year: 1. Credit part time employees sixteen (16) hours of sick leave and full time employees thirty-two (32) hours of sick leave for personal leave hours lost. 2. Lump sum cash payment equivalent to 16 hours of personal leave for part time employees and 32 hours of personal leave for full time employees.

Fiscal Effect: The personal leave freezes, sick leave credit value and lump sum payments are expected to increase costs as follows:

OSTA State (in millions) FY 2010 $ (0.80) $ (18.12) FY 2011 (0.80) (18.12) FY 2012 3.76 114.30

Total $ 2.15 $ 78.06

As in the past, these fiscal estimates of state cost assume that this wage package is adopted as a pattern for all state employees.

ARTICLE 47 – DISABILITY

Description: Effective for all new claims filed on or after July 1, 2009, disability benefits will be paid at sixty-seven percent (67%) of the employee’s base rate of pay up to a lifetime maximum of twelve (12) months. Previously, claims were paid at 70% for first 3 months and 50% for the remaining 9 months. The rate change will allow for more consistency and efficiency of administering disability claims.

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ARTICLE 60 – WAGES

Description: The current US and Ohio economies have forced the parties for the first time into an agreement on wages that were entirely concessions. In the first and second year of the agreement, there will be a freeze on step movement and implementation of cost savings days (CSD) equal to a loss of pay of 3.333 hours of pay each pay period in fiscal year 2010 and 3.076 hours each pay period in fiscal year 2011 for full time permanent employees2. Non- permanent employees will have CSDs assessed on holidays. In the third year of the contract, full restoration.

Fiscal Effect: The step freezes and CSDs are expected to decrease costs as follows3:

OSTA State (in millions) FY 2010 $ (5.75) $ (173.72) FY 2011 (5.75) (173.72) FY 2012 5.75 173.72

Total $ (5.75) $ (173.72)

As stated previously, these fiscal estimates of State cost assume that this wage package is adopted as a pattern for all State employees

2 The loss of 3.076 hours each pay period equates to 10 unpaid days per year. Due to the timing, the first year deduction for Unit 1 & 15 members will be an amount equal to 3.333 hours per pay period beginning 7/5/09. Beginning 6/6/10 the deduction for Unit 1 & 15 members will be an amount equal to 3.076 hours per pay period. 3 Includes employer retirement contributions, and other direct “roll-up” costs.

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Fiscal Summary Table4 Change in Cost from Preceding Year

OSTA Employees Only All State Employees[1] ($ in millions) ($ in millions) Article Fact-finding or Tentative Agreement FY 2010 FY 2011 FY 2012 FY 2010 FY 2011 FY 2012

55 Employer Health Care ($0.94) ($0.94) ($0.94) ($28.50) ($28.50) ($28.50)

45 Freeze Personal Leave, Cash bonus/Sick Leave credit (0.80) (0.80) 3.76 (18.12) (18.12) 114.30

60 Unpaid Days, Freeze Steps (5.75) (5.75) 5.75 (173.72) (173.72) 173.72

Total Cost ($7.49) ($7.49) $8.57 ($220.34) ($220.34) $259.53

[1] State wage estimates assume that this wage package is adopted as a pattern for all state employees.

4 GRF and other movables represent 85% of (savings) /cost.

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ATTACHMENT 4

380 OCB Customer Service Satisfaction Survey

Very Very Individual Answer Options Satisfied Neutral Unsatisfied N/A Satisfied Unsatisfied Average Q2A. Timeliness 16 14 1 1 0 1 4.41 Q2B. Staff Helpfulness 18 13 1 0 0 1 4.53 Q2C. Staff Competency/ Accuracy/Reliability 15 13 3 0 0 1 4.39 Q2D. Value/Cost Effectiveness 14 11 7 1 0 4 4.15 Q3 - Problem Solving 17 16 1 0 0 4 4.47 Q4 - Proactive Approach 13 13 8 0 0 4 4.15 Q7 - Mediation/NTA 8 8 3 1 0 13 4.15 Q10 - Second Chair 7 6 2 0 0 11 4.33 Q12 - Advocacy Service 8 3 1 0 0 14 4.58 Q14 - 2009-2012 Contract Negotiation 6 24 6 2 0 0 3.89 Q16 - Communication 11 16 7 1 0 2 4.06 Q19 - Labor Costing and Statistical Services 2 1 0 0 0 12 4.67 Q23 - SERB 8 1 0 0 0 11 4.89 Q24 - SERB: Communication 6 3 0 0 0 11 4.67 Q27 - OCB Academy Classes 13 8 0 0 0 6 4.62 Q29 - Agency Specific Training 4 4 1 0 0 14 4.33 Q31 - Other Trainings 10 7 0 0 0 10 4.59 Q34 - Class and Comp, Reclass 9 17 7 0 0 5 4.06 Q37 - Seniority 3 11 2 1 2 8 3.63 Q40 - Layoffs 5 4 3 0 0 12 4.17 Q42 - LRAC Meetings 7 19 6 0 0 6 4.03 Q43 - LRAC e-mails 10 18 4 1 0 3 4.12 Total Totals 210 230 63 8 2 4.24 Average

381

ATTACHMENT 5

382 The IT Classification Project is in the midst of transitioning the bargaining unit workforce to the new IT classifications. DAS and OCSEA kicked off the transition with our first agency (ODJFS) in July 2009. As of November 10, 2010, we have transitioned 98% of the bargaining unit IT workforce. The status of the agencies is as follows:

IT Classification Project complete Job and Family Services – arbitration held 9/27/10 Transportation – arbitration held 11/1/10 Aging – no grievances filed Insurance – no grievances filed Budget and Management – no grievances filed Civil Rights Commission – no grievances filed Commerce – one grievance filed but grievance withdrawn at Step 3

Transition of the workforce complete – currently working through the grievance process Public Safety – arbitration scheduled for 12/9/10 Administrative Services – ADR scheduled 11/30/10 and 12/7/10 Industrial Commission – ADR scheduled 11/30/10 and 12/7/10 EPA – ADR scheduled 11/30/10 and 12/7/10 Bureau of Workers Compensation – ADR scheduled for January Developmental Disabilities Health PUCO Education Mental Health DRC

Currently in the process of transitioning workforce to new IT classifications DYS – allocation of employees occurs the week of 11/15/10 Veterans Services – allocation of employees occurs the week of 11/15/10 Lottery – allocation of employees occurs the week of 11/15/10 DNR – allocation of employees occurs the week of 12/13/10 Adjutant General – allocation of employees occurs the week of 2/7/11 Development – allocation of employees occurs the week of 2/7/11 Rehab Services – allocation of employees occurs the week of 2/7/11 ODADAS – allocation of employees occurs the week of 2/7/11

Agencies that still need to kick off the IT transition Boards and Commissions – Tentative kickoff date is 2/2011 Taxation – Tentative kickoff date is 5/2011

In order to get this project off the ground and not be constrained by cost, both Management and the Union agreed to a loose cost neutral approach to transitioning the workforce into the new classifications. We have transitioned 1540 employees into the new IT classifications. To date, the statewide cost of transitioning the workforce has been approximately $1.3 million over the course of two years.

383

ATTACHMENT 6

384 385 386 387 388 389

ATTACHMENT 7

390

Ohio Department of Administrative Services Ted Strickland, Governor DAS Directive Hugh Quill, Director Directive No. HR-D-15 Effective Date: 07-01-2010

To: All Appointing Authorities and Personnel Officers From: Hugh Quill, Director of Administrative Services Re: Workforce Planning

PURPOSE

To require agencies to develop a workforce planning policy and to establish uniform guidelines for developing those policies. “Workforce planning” is defined as an assessment of current workforce composition and is used to determine those actions that must be taken to respond to future workforce needs. Through a groundbreaking collaboration between the Department of Administrative Services, the state’s agencies, and the unions, workforce planning will become an essential planning process by which the state can achieve the intended philosophy of controlling the size and cost of government. As such, the State intends to optimize supervisor to subordinate ratios, conduct a deliberate evaluation of duties where possible, and utilize the most cost effective classifications to deliver the best possible service.

AGENCY RESPONSIBILITY

Each agency1 must assess its short and long-term staffing needs and requirements in order to develop a strategic workforce planning plan. Agencies must ensure effective and efficient utilization of the workforce.

At a minimum, each plan must contain:

1. A statement of the agency’s mission and goals;

2. A current table of organization;

3. A summary report of the workforce indicators tracked (outlined in the attached Workforce Planning Guide);

4. A summary of the top five anticipated critical staffing needs by job code; 5. A strategic action plan aimed at developing internal employees and/or recruiting qualified employees to avoid the critical staffing needs;

6. A report indicating how the agency has aligned its workforce planning plan with its biennial budget request; and

1 Boards and commissions that are served by the Department of Administrative Services Central Service Agency (CSA) will work with CSA and will only be responsible for submitting one collective plan.

391 Service, Support, Solutions for Ohio Government

Ohio Department of Administrative Services Ted Strickland, Governor DAS Directive Hugh Quill, Director Directive No. HR-D-15 Effective Date: 07-01-2010

7. A plan to monitor progress.

These plans must be submitted annually to DAS, Human Resources Division, Office of Workforce Administration. While a workforce plan may address a 1-3 year time period, agencies will be asked to annually review and submit updated versions by September of each year.

As a method by which these plans shall be developed and submitted to DAS, workforce planning committees shall be created in each agency. While agencies can best assess who should be assigned to the committees, agencies should consider the following individuals:

1. Agency Human Resources Administrator; 2. Agency Fiscal Officer (well versed in budget and funding); 3. Agency Labor Relations Administrator; and 4. Agency Chief of Staff.

These committees shall contain no more than the absolute minimum number of individuals required to develop the plan, but can seek and should seek input from a variety of subject- matter experts within the agency. The committees shall also include one (1) bargaining unit local representative from each union at the agency and/or part of the Agency Review Team, whose essential role shall be to assist management in soliciting and receiving meaningful employee participation in the workforce planning process, while serving as a liaison from the previously-established agency review teams to assure that the activities of both committees complement the overall goal of delivering effective state government services.

DEPARTMENT OF ADMINISTRATIVE SERVICES RESPONSIBILITY

The Department of Administrative Services will develop and modify workforce planning tools and resources, maintain the state workforce planning policies, set and develop standardized workforce planning indicators, provide consultative services to agencies throughout the workforce planning process, and collect and analyze agency data for enterprise forecasting and reporting.

AUTHORITY & REFERENCE

ORC 124.09

392 Service, Support, Solutions for Ohio Government

ATTACHMENT 8

393 394 395 396 397 398

COLLECTIVE BARGAINING AGREEMENT BETWEEN

THE STATE OF OHIO AND

SERVICE EMPLOYEES INTERNATIONAL UNION, DISTRICT 1199, THE HEALTH CARE AND SOCIAL SERVICE UNION, CLC

EFFECTIVE JUNE 30, 2010 - JUNE 30, 2012

399

TABLE OF CONTENTS

ARTICLE PAGE Preamble ...... 1

Article 1 - Recognition...... 1

Article 2 - Consumer Rights ...... 1

Article 3 - Union Rights ...... 2

Article 4 - Union Membership and Political Action Deductions ...... 3

Article 5 - State’s Rights ...... 4

Article 6 - Grievance and Dispute Resolution ...... 4

Article 7 - Non-Discrimination ...... 8

Article 8 - Consumer Choice and Home Care Committee Representation ...... 9

Article 9 - Union/State Committee ...... 9

Article 10 - Duty to Bargain ...... 9

Article 11 - Service Plans ...... 10

Article 12 - Agreement ...... 11

Article 13 - Term of Agreement ...... 11

Article 14 - Legislative Changes...... 11

Article 15 - Reimbursement for Services...... 11

Article 16 - Reimbursement Rates ...... 12

Article 17 - Health Care Benefits ...... 12

Article 18 - No Strike ...... 12

Article 19 - Miscellaneous ...... 13

Appendix A - Definition of Terms...... 16

Appendix B - Letter of Agreement ...... 17

i 400 401 402 403 404 405 COLLECTIVE BARGAINING AGREEMENT BETWEEN

THE STATE OF OHIO AND

AFSCME, OHIO COUNCIL 8

EFFECTIVE AUGUST 1, 2010 – JUNE 30, 2012

406

TABLE OF CONTENTS PREAMBLE ...... 1 ARTICLE 1 – RECOGNITION ...... 1 ARTICLE 2 – NON-DISCRIMINATION ...... 1 Section 2.1...... 1 Section 2.2...... 2 Section 2.3...... 2 ARTICLE 3 – PARENTAL RIGHTS ...... 2 Section 3.1 Parent Rights ...... 2 Section 3.2 Confidentiality ...... 2 Section 3.3 Information Available to Parents ...... 2 Section 3.4 Parent Handbook ...... 2 Section 3.5 Parent Conduct Not Subject to Grievance Procedure ...... 2 Section 3.6...... 2 Article 4 - Union Rights ...... 2 Section 4.1 Information from the State ...... 2 Section 4.2 Participation in Training Sessions ...... 3 Section 4.3 Neutrality ...... 3 Section 4.4 Notices ...... 3 Section 4.5 Union Health Care Plan Deduction...... 3 Section 4.6 Union Dues/ P.E.O.P.L.E. Deduction/Fair Share Fee ...... 3 Section 4.7 Indemnification ...... 4 ARTICLE 5 – PROVIDER RIGHTS ...... 4 Section 5.1 Policy and Rule Changes Affecting Child Care Providers ...... 4 Section 5.2 State-Union Committee ...... 4 Section 5.3 Provider Files ...... 5 Section 5.4 Inspections and Investigations ...... 5 Section 5.5 Time and Attendance ...... 5 Section 5.6 Emergency/Substitute Caregivers ...... 6 ARTICLE 6 – STATE’S RIGHTS ...... 6 ARTICLE 7 – GRIEVANCE PROCEDURE ...... 6 Section 7.1...... 6 Section 7.2 Definition of a Grievance ...... 7 Section 7.3 Definition of Day ...... 7

407

Section 7.4 Specific Provision ...... 7 Section 7.5 Grievant...... 7 Section 7.6 Termination of the Issue ...... 7 Section 7.7 Grievance/Dispute Resolution Procedure ...... 7 Section 7.8 Time Limitations ...... 10 ARTICLE 8 – NON-TRADITIONAL WORK HOURS ...... 10 ARTICLE 9 – COMMITTEE PARTICIPATION AND REGULATIONS ...... 10 Section 9.1 Committee Participation ...... 10 Section 9.2 Regulations ...... 10 ARTICLE 10 - APPEAL PROCEDURE ...... 11 ARTICLE 11 – TIMELY PAYMENTS ...... 11 Section 11.1...... 11 Section 11.2 Accurate Payments ...... 11 Section 11.3 Overpayments ...... 11 Section 11.4 Reporting of Child Care Information ...... 11 ARTICLE 12 – REIMBURSEMENT RATES ...... 12 Section 12.1 Reimbursement Study ...... 12 Section 12.2...... 12 Section 12.3...... 12 ARTICLE 13 – HEALTH INSURANCE ...... 12 ARTICLE 14 – STEP UP TO QUALITY ...... 12 ARTICLE 15 – OHIO PROFESSIONAL DEVELOPMENT NETWORK’S REGISTRY...... 12 Section 15.1...... 12 Section 15.2...... 13 ARTICLE 16 – SUCCESSORSHIP ...... 13 ARTICLE 17 – DUTY TO BARGAIN ...... 13 ARTICLE 18 – AGREEMENT ...... 13 Section 18.1 Savings ...... 13 Section 18.2 Operation of Law ...... 13 Section 18.3 Total Agreement ...... 13 ARTICLE 19 – NO STRIKE ...... 14 Section 19.1...... 14 Section 19.2...... 14 Section 19.3...... 14

408

Section 19.4...... 14 ARTICLE 20 - PROFESSIONAL TRAINING, DEVELOPMENT AND LICENSING ...... 14 Section 20.1 Professional Development Partnership ...... 14 Section 20.2 Partnership Goals ...... 14 Section 20.3 Licensing ...... 14 ARTICLE 21 – MISCELLANEOUS ...... 15 Section 21.1 Printing of the Agreement ...... 15 Section 21.2 Errata ...... 15 ARTICLE 22 – TERM OF AGREEMENT ...... 15 Section 22.1...... 15 Section 22.2...... 15 APPENDIX A – EXECUTIVE ORDER 2008-O2S ...... 17 APPENDIX B - OHIO FAMILY CHILD CARE PROVIDER BILL OF RIGHTS ...... 22

iii

409 Am. Sub. H. B. No. 1 128th G.A. 3081 the proposed location, requesting that the Commission grant the permit. The Commission may only grant such an application if the proposed location is in the same or a contiguous county and is within fifty miles of the current location associated with the permit, but is not in the same county as another location at which live horse-racing meetings are conducted.

SECTION 739.10. The Department of Insurance shall not designate any entities, which have not been designated prior to the effective date of this section, to provide investment options under alternative retirement plans established by public institutions of higher education in accordance with Chapter 3305. of the Revised Code pursuant to section 3305.03 of the Revised Code until July 1, 2010. However the Superintendent may approve additions, deletions, substitutions, or other changes to one or more of the investment options offered by an entity already designated by the Superintendent to provide investment options under alternative retirement plans prior to the effective date of this section.

SECTION 741.01. For purposes of Sections 741.01, 741.02, 741.03, 741.04, 741.05, 741.06, and 741.07 of this act: (A) "Appropriate unit" means independent child care providers or independent home care providers, whichever is the subject of the bargaining activity. (B) "Independent child care provider" means a child care provider categorized under the Revised Code as either a Type A licensed provider who does not meet the definition of employee under the National Labor Relations Act, or a Type B certified or licensed provider or an in-home aide who is not a county or state employee. The terms in this division have the same meanings as the terms defined in Chapter 5104. of the Revised Code. (C)(1) "Independent home care provider" means any person who meets either of the following criteria: (a) The person provides home services under a medicaid waiver component as described in section 5111.851 or 5111.87 of the Revised Code. (b) The person provides home services through a state medicaid plan amendment as described in 42 U.S.C. 1396n(i). (2) "Independent home care provider" does not include any person employed by a private agency for purposes of performing the activities

410 Am. Sub. H. B. No. 1 128th G.A. 3082 described in division (C)(1) of this section. (D) "Provider" means an independent child care provider or an independent home care provider. (E) "Recipient" means any person receiving the services of an independent child care provider or an independent home care provider, or that person's parent or legal guardian. (F) "Representative organization" means any employee organization as defined in division (D) of section 4117.01 of the Revised Code or any labor or bona fide organization in which providers participate and that exists for the purpose, in whole or in part, of dealing with the state concerning grievances, wages, hours, terms, and other conditions of employment of providers that are within the control of the state.

SECTION 741.02. Providers may do all of the following: (A) Form, join, assist, or participate in, or refrain from forming, joining, assisting, or participating in, except as otherwise provided in sections 741.01 to 741.06 of this act, any representative organization of their own choosing; (B) Engage in concerted activities, other than those described in division (A) of this section, for the purpose of collective bargaining or other mutual aid and protection; (C) Be represented by a representative organization; (D) Bargain collectively with the state to determine wages, hours, terms, other conditions of employment that are within the control of the state, the continuation, modification, or deletion of an existing provision of a collective bargaining agreement, and enter into a collective bargaining agreement. (E) Present grievances and have them adjusted, without the intervention of the representative organization, so long as the adjustment is not inconsistent with the terms of any collective bargaining agreement then in effect and the representative organization has the opportunity to be present at the adjustment.

SECTION 741.03. (A) A representative organization shall become the exclusive representative of all the providers in an appropriate unit for the purpose of collective bargaining by satisfying either of the following criteria: (1) Being certified by an impartial election monitor as described in the governor's executive order 2008-02S for independent child care providers or the governor's executive order 2007-23S for independent home care

411 Am. Sub. H. B. No. 1 128th G.A. 3083 providers; (2) Filing a request with the state for recognition as an exclusive representative, as described in division (B) of this section, a copy of which shall be sent to the state employment relations board. (B)(1) In the request for recognition, the representative organization shall do all of the following: (a) Describe the bargaining unit; (b) Allege that a majority of the providers in the bargaining unit wish to be represented by the representative organization; (c) Support the request with substantial evidence based on, and in accordance with, rules prescribed by the state employment relations board demonstrating that a majority of the providers in the bargaining unit wish to be represented by the representative organization. (2) Immediately upon receipt of the request described in divisions (A)(2) and (B)(1) of this section, the state shall request an election in accordance with the same requirements as provided in division (A)(2) of section 4117.07 of the Revised Code. (C) Nothing in this section shall be construed to permit the state to recognize, or the state employment relations board to certify, a representative organization as an exclusive representative if there is in effect a lawful written agreement, contract, or memorandum of understanding between the state and another representative organization that, on the effective date of this section, has been recognized by the state as the exclusive representative of the providers in an appropriate unit or that by tradition, custom, practice, election, or negotiation has been the only representative organization representing all providers in the unit. This division does not apply to any agreement that has been in effect in excess of three years. For purposes of this section, extensions of an agreement do not affect the expiration of the original agreement.

SECTION 741.04. (A) All matters pertaining to wages, hours, terms and other conditions of employment that are within the control of the state, the continuation, modification, or deletion of an existing provision of a collective bargaining agreement shall be subject to collective bargaining between the state and the exclusive representative as described in Section 741.03 of this act, except as otherwise specified in this section. (B) This section shall not alter the unique relations between providers and recipients of care. The recipient retains the absolute right to choose providers and to control the hiring, termination, and supervision of providers.

412 Am. Sub. H. B. No. 1 128th G.A. 3084 (C) This section shall not affect the ability of the state to take appropriate action when a provider is no longer eligible to provide care under state or federal law, or any rules or regulations adopted thereunder.

SECTION 741.05. The parties to any collective bargaining agreement entered into pursuant to sections 741.01, 741.02, 741.03, and 741.04 of this act shall record that agreement in writing, which is to be executed by all of the parties to the agreement. The agreement shall contain the same provisions as described in divisions (B), (C), and (E) of section 4117.09 of the Revised Code. Such provisions shall apply to the state, its agents or representatives, any representative organization, its agents or representatives, and to providers in the same manner as the same provisions apply to public employers, public employees, and employee organizations as described in Chapter 4117. of the Revised Code.

SECTION 741.06. The state employment relations board has the same authority as described in sections 4117.12 and 4117.13 of the Revised Code to investigate, hold hearings, make determinations, and issue complaints regarding unfair labor practices, insofar as that authority does not conflict with sections 741.01, 741.02, 741.03, 741.04, 741.05, and 741.06 of this act. For purposes of this section, "unfair labor practice" has the same meaning as in section 4117.11 of the Revised Code, except any provisions applying to public employers shall apply to the state, any provisions applying to employee organizations shall apply to representative organizations, and any provisions applying to public employees shall apply to providers.

SECTION 741.07. Sections 741.01 to 741.06 of this act shall remain in effect until the end of the current governor's time in office as governor.

SECTION 741.10. PAYROLL REDUCTION STRATEGIES Notwithstanding any other provision of law to the contrary, the Office of Collective Bargaining of the Department of Administrative Services is authorized to negotiate with the respective state collective bargaining units various payroll reduction strategies through the collective bargaining process prior to July 1, 2009, including, but not limited to, reductions in pay for fiscal years 2010 and 2011 and an increase in each state employee's share of dental, vision, and life insurance benefits for those fiscal years. If the Office successfully negotiates or reaches alternative payroll reduction

413

ATTACHMENT 9

414 2009-2012

Restoration of Lost Personal Leave Relevant Collective Bargaining Provisions

OCSEA: 27.10 - Restoration

In the pay period that includes July 1, 2011, employees who are covered by this Collective Bargaining Agreement and are in active payroll status on June 18, 2011, shall receive a one (1) time credit of additional sick leave. Full-time employees shall receive a credit equivalent to thirty-two (32) hours of sick leave or one-half (1/2) of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 27.02 of this Collective Bargaining Agreement. Part-time employees shall receive a credit of sixteen (16) hours of sick leave. For purposes of the one-time credit of sick leave only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on June 18, 2011; is off duty on June 18, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, Workers’ Compensation, or Salary Continuation. Employees not receiving pay due to military leave, FMLA, Union leave, pregnancy leave, and extended illness leave shall also be eligible to receive the one (1) time credit of sick leave. In the earnings statement that the employee receives on August 26, 2011, employees who are covered by this Collective Bargaining Agreement and are in active payroll status on July 30, 2011, shall receive a one (1) time lump sum payment. Full-time employees shall receive a payment equivalent to thirty-two (32) hours of personal leave days or one-half (1/2) of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 27.02 of this Collective Bargaining Agreement. Part-time employees shall receive a payment equivalent to sixteen (16) hours of personal leave lost during the freeze. For purposes of the lump sum payment only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on July 30, 2011; is off duty on July 30, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, Workers’ Compensation, or Salary Continuation. Employees not receiving pay due to military leave, FMLA, Union leave, pregnancy leave, and extended illness shall also be eligible to receive the payment. This payment shall not be subject to PERS withholding.

415 2009-2012

Restoration of Lost Personal Leave Relevant Collective Bargaining Provisions

SEIU/1199: 12.11 - Restoration

In the pay period that begins on July 1, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on June 18, 2011, shall receive a one-time credit of additional sick leave. Full-time employees shall receive a credit equivalent to a maximum of thirty-two (32) hours of sick leave or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 12.02 of this collective bargaining agreement. Part-time employees shall receive a credit of sixteen (16) hours of sick leave. For purposes of the one-time credit of sick leave only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on June 18, 2011; is off duty on June 18, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, Union leave, pregnancy leave, and extended illness leave shall also be eligible to receive the one- time credit of sick leave. In the earnings statement that the employee receives on August 26, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on July 30, 2011, shall receive a one-time lump sum payment. Full-time employees shall receive a payment equivalent to a maximum of thirty- two (32) hours of personal leave or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 12.02 of this collective bargaining agreement. Part-time employees shall receive a payment equivalent to sixteen (16) hours of personal leave lost during the freeze. For purposes of the lump sum payment only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on July 30, 2011; is off duty on July 30, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, Union leave, pregnancy leave, and extended illness shall also be eligible to receive the payment. This payment shall not be subject to PERS withholding.

416 2009-2012

Restoration of Lost Personal Leave Relevant Collective Bargaining Provisions

OEA: 27.12 - Restoration

In the pay period that begins on July 1, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on June 18, 2011, shall receive a one-time credit of additional sick leave. Full-time employees shall receive a credit equivalent to thirty-two (32) hours of sick leave or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 27.02 of this collective bargaining agreement. Part-time employees shall receive a credit of sixteen (16) hours of sick leave. For purposes of the one-time credit of sick leave only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on June 18, 2011; is off duty on June 18, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness leave shall also be eligible to receive the one- time credit of sick leave. In the earnings statement that the employee receives on August 26, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on July 30, 2011, shall receive a one-time lump sum payment. Full-time employees shall receive a payment equivalent to thirty-two (32) hours of personal leave days or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 27.02 of this collective bargaining agreement. Part-time employees shall receive a payment equivalent to sixteen (16) hours of personal leave lost during the freeze. For purposes of the lump sum payment only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on July 30, 2011; is off duty on July 30, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness shall also be eligible to receive the payment. This payment shall not be subject to STRS withholding.

417 2009-2012

Restoration of Lost Personal Leave Relevant Collective Bargaining Provisions

FOP: 39.12 – Restoration

In the pay period that begins on July 1, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on June 18, 2011, shall receive a one-time credit of additional sick leave. Full-time employees shall receive a credit equivalent to thirty-two (32) hours of sick leave or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 39.02 of this collective bargaining agreement. Part-time employees shall receive a credit of sixteen (16) hours of sick leave. For purposes of the one-time credit of sick leave only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on June 18, 2011; is off duty on June 18, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness leave shall also be eligible to receive the one- time credit of sick leave. In the earnings statement that the employee receives on August 26, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on July 30, 2011, shall receive a one-time lump sum payment. Full-time employees shall receive a payment equivalent to thirty-two (32) hours of personal leave days or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 39.02 of this collective bargaining agreement. Part-time employees shall receive a payment equivalent to sixteen (16) hours of personal leave lost during the freeze. For purposes of the lump sum payment only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on July 30, 2011; is off duty on July 30, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, workers’ compensation, or salary continuation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness shall also be eligible to receive the payment. This payment shall not be subject to PERS withholding.

418 2009-2012

Restoration of Lost Personal Leave Relevant Collective Bargaining Provisions

OSTA: 45.10 – Restoration

In the pay period that includes July 1, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on June 18, 2011, shall receive a one-time credit of additional sick leave. Full-time employees shall receive a credit equivalent to thirty-two (32) hours of sick leave or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 45.02 of this collective bargaining agreement. Part-time employees shall receive a credit of sixteen (16) hours of sick leave. For purposes of the one-time credit of sick leave only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on June 18, 2011; is off duty on June 18, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave, or workers’ compensation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness leave shall also be eligible to receive the one- time credit of sick leave. In the earnings statement that the employee receives on August 26, 2011, employees who are covered by this collective bargaining agreement and are in active payroll status on July 30, 2011, shall receive a one-time lump sum payment. Full-time employees shall receive a payment equivalent to thirty-two (32) hours of personal leave days or one-half of the personal leave hours lost during the freeze, whichever is less, as set forth in Section 45.02 of this collective bargaining agreement. Part-time employees shall receive a payment equivalent to sixteen (16) hours of personal leave lost during the freeze. For purposes of the lump sum payment only, “active payroll status” means conditions under which an employee is actually working if scheduled to work on July 30, 2011; is off duty on July 30, 2011 because the employee is not scheduled to work that day; or is eligible to receive pay for any approved leave of absence including but not limited to occupational injury leave, disability leave or workers’ compensation. Employees not receiving pay due to military leave, FMLA, union leave, pregnancy leave, and extended illness shall also be eligible to receive the payment. This payment shall not be subject to OHPRS or PERS withholding.

419

ATTACHMENT 10

420 NEGOTIATION DEADLINES MANDATED BY 4117.14

OCSEA 1199 OSTA FOP2 OEA Serve Written Notice on Union Prior to Prior to Prior to Prior to Prior to Prior to T-60 12-31-11 4-2-12 5-2-12 5-2-12 5-2-12

Begin Negotiations - Any mutually agreed settlement 12-31-11 4-2-12 5-2-12 5-2-12 5-2-12 procedures may be used up until 45 days prior to the termination of the agreement. T-60

SERB Intervention May Be Requested - SERB may 1-10-12 4-12-12 5-12-12 5-12-12 5-2-12 be asked to declare that either side is not engaging in collective bargaining. T-50 SERB Appoints a Mediator 1-15-12 4-17-12 5-17-12 5-17-12 5-17-12 T-45 Mediator Declares Impasse 1-29-12 4-30-12 5-30-12 5-30-12 5-30-12 T-31 SERB Appoints Fact-Finder - 3-member panel will 1-30-12 5-1-12 5-31-12 5-31-12 5-31-12 investigate all unresolved issues and issue a report. T-30 Fact-Finder Report Due - distributed to the Union 2-13-12 5-15-12 6-14-12 6-14-12 6-14-12 and the Employer T-16 Intent To Strike Notice 2-19-12 5-21-12 6-20-12 6-20-12 T-10 Rejection of Fact-Finders’ Report by Legislature/ 2-20-12 5-22-12 6-21-12 6-21-12 6-21-12 Union. If not rejected, the report is accepted as the resolution of the issues. T-9 SERB Appoints Conciliator - resolves all issues for 2-26-12 6-27-12 public employees who are not allowed to strike. T-3 Termination Date of Agreement 2-29-12 5-31-12 6-30-12 6-30-12 6-30-12 T-0

421

Bargaining Timeline

January-March 2011 OCB works with Governor’s office, OBM, and Cabinet members to begin preparations for bargaining

April 2011 OCB meets with OCSEA to determine location for bargaining and assess equipment/logistical needs

April-July 2011 OCB visits each agency to assess bargaining needs

July 2011 JHCC begins developing joint proposal on Article 20 (Health Care)

August 2011 OCB works with Governor’s office and OBM to determine bargaining strategy Bargaining team is chosen and letters are sent to agency directors OCB begins drafting proposals OCB begins loading data into cost model

September 2011 OCB trains agencies on developing strike plans

October 2011 JHCC finishes joint proposals to present to the parties during main table negotiations OCB meets with Governor’s office to finalize bargaining strategy Deadline for submitting strike plans to OCB (10/31 deadline) Deadline for submitting agency specific proposals to OCB for review

November 2011 OCB holds LRAC Meeting to share strategy with all agency labor relations administrators Begin main table negotiations with OCSEA (mid-November)

December 2011 Agencies engage in agency specific negotiations with OCSEA Statutory deadline to begin negotiations with OCSEA for successor agreement (12/31)

January 2012 Mediation begins with OCSEA, if necessary

February 2012 Fact-finding hearing held with OCSEA, if necessary Negotiations with OCSEA conclude, pattern established Post-negotiations briefing with the Governor’s office Tentative agreement/Fact-finder’s report submitted to the Controlling Board for approval or rejection OCB works with Policy, Payroll, and other entities to implement agreement Expiration of OCSEA agreement (2/29)

422

March 2012 Finalize OCSEA Annotated Prepare OCSEA agreement for printer

April 2012 Statutory deadline to begin negotiations with SEIU/District 1199 for successor agreement (4/2) OCB trains agencies on OCSEA contract Begin main table negotiations with SEIU/District 1199, OEA, FOP, and OSTA

May 2012 Statutory deadline to begin negotiations with OEA, FOP, and OSTA for successor agreement (5/2) Mediation/Fact-Finding with SEIU/District 1199, if necessary Negotiations with SEIU/District 1199 conclude Tentative agreement/Fact-finder’s report submitted to the Controlling Board for approval or rejection Expiration of SEIU/District 1199 agreement (5/31)

June 2012 Mediation/Fact-Finding with OEA, FOP, and OSTA, if necessary Negotiations with OEA, FOP, and OSTA conclude Tentative agreements/Fact-finder’s reports submitted to the Controlling Board for approval or rejection Expiration of OEA, FOP, and OSTA agreements (6/30)

July 2012 Review and update all clarification letters Finalize 1199, OEA, FOP, and OSTA Annotateds Prepare 1199, OEA, FOP, and OSTA agreements for the printer

423

ATTACHMENT 11

424 Annual Wage Adjustments 6.0% 3.5% 3.5% Annual Percentage 4.0% Adjustments 2.0% 3.5% 4.0% 3.0% 4.0% 3.0% 0.0% 3.8% 0.0% ‐2.0% 0.0% 0.0% Annual Inflation ‐4.0% Rate ‐6.0% ‐3.8% Fiscal Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Notes:

Longevity: Frozen Service between 7/1/2003 and 6/30/2005 does not count toward longevity

Steps: Frozen for years 2004 and 2005. Steps resumed 7/1/2005. FFrozen ffor years 2010 andd 20112011.

Cost Savings Days for fiscal years 2010 and 2011. Equates to wage reduction of 3.8% from FY2009 base each year.

Personal Leave frozen for FY 2010 and 2011.

Inflation estimate are for calendar years.

425 jwk:G:\Business Office\Statistics\HISTORY\Wage Adjustment History 2001 ‐ 2012‐11/19/2010 Wage Adjustments Comparison 2009 to 2010‐2012 4.0% Annual 2.0% 3.5% Percentage 0.0% Adjustments ‐2.0% 0.0% ‐4.0% ‐3.8% ‐6.0% ‐3.8% Fiscal Year 2009 2010 2011 2012

Notes:

Steps: Frozen for years 2010 and 2011.

Cost Savings Days for fiscal years 2010 and 2011. Equates to wage reduction of 3.8% from FY2009 base each year.

Personal Leave frozen for FY 2010 and 2011.

426 jwk:G:\Business Office\Statistics\HISTORY\Wage Adjustment History 2001 ‐ 2012 Ver 2‐11/19/2010

ATTACHMENT 12

427 General Timelines for Notification of Layoff/Job Abolishment

OCSEA:

Article 18.03 – employees must receive 14 days notice prior to effective date if hand delivered and 17 days notice if delivered by certified mail. o 14/17 days notice from date the employee actually knows how the layoff will impact them (i.e. the notice letter sent after the paper bump occurs) Article 38 – 60 days notice for technological change Article 39.01 – 120 notices if contracting the work out Article 44.06 – 90 days notice if a facility is closing (limited to particular agencies) and 60 days notice if facility is being sold or leased.

1199:

Article 29.01 – 90 days notice for any layoff other than lack of funds, which only requires 45 days

FOP:

Follow the general rule that employees must receive 14 days notice prior to effective date if hand delivered and 17 days notice if delivered by certified mail. o 14/17 days notice from date the employee actually knows how the layoff will impact them (i.e. the notice letter sent after the paper bump occurs)

OEA:

Article 18.04 – employees must receive 14 days notice prior to effective date if hand delivered and 17 days notice if delivered by certified mail. o 14/17 days notice from date the employee actually knows how the layoff will impact them (i.e. the notice letter sent after the paper bump occurs)

OSTA:

**Build in at least 5 days for each union for employees to receive/return displacement forms

**Ability of the Agency to actually develop the rationale and the timeline for State Services to compute retention points (exempt) must be considered as well. This will depend on the size of the layoff, including how many classifications are impacted as well as the number of potential employees impacted.

428

ATTACHMENT 13

429 2009-2012

Management Rights Relevant Collective Bargaining Provisions

OCSEA: Article 5 – Management Rights

The Union agrees that all of the function, rights, powers, responsibilities and authority of the Employer, in regard to the operation of its work and business and the direction of its workforce which the Employer has not specifically abridged, deleted, granted or modified by the express and specific written provision of the Agreement are, and shall remain, exclusively those of the Employer. Additionally, the Employer retains the rights to: 1) hire and transfer employees, suspend, discharge and discipline employees; 2) determine the number of persons required to be employed or laid off; 3) determine the qualifications of employees covered by this Agreement; 4) determine the starting and quitting time and the number of hours to be worked by its employees; 5) make any and all rules and regulations; 6) determine the work assignments of its employees; 7) determine the basis for selection, retention and promotion of employees to or for positions not within the bargaining unit established by this Agreement; 8) determine the type of equipment used and the sequences of work processes; 9) determine the making of technological alterations by revising the process or equipment, or both; 10) determine work standards and the quality and quantity of work to be produced; 11) select and locate buildings and other facilities; 12) transfer or sub-contract work; 13) establish, expand, transfer and/or consolidate, work processes and facilities; 14) consolidate, merge, or otherwise transfer any or all of its facilities, property, processes or work with or to any other municipality or entity or effect or change in any respect the legal status, management or responsibility of such property, facilities, processes or work; 15) terminate or eliminate all or any part of its work or facilities.

430 2009-2012

Management Rights Relevant Collective Bargaining Provisions

SEIU/1199: Article 5 – Management Rights

The Union agrees that all of the function, rights, powers, responsibilities and authority of the Employer, in regard to the operation of its work and business and the direction of its workforce which the Employer has not specifically abridged, deleted, granted or modified by the express and specific written provision of the Agreement are, and shall remain, exclusively those of the Employer. Accordingly, the Employer retains the rights to: 1) hire and transfer employees, suspend, discharge and discipline employees for just cause; 2) determine the number of persons required to be employed or laid off; 3) determine the qualifications of employees covered by this Agreement; 4) determine the starting and quitting time and the number of hours to be worked by its employees; 5) make any and all rules and regulations; 6) determine the work assignments of its employees; 7) determine the basis for selection, retention and promotion of employees to or for positions not within the bargaining unit established by this Agreement; 8) determine the type of equipment used and the sequences of work processes; 9) determine the making of technological alterations by revising the process or equipment, or both; 10) determine work standards and the quality and quantity of work to be produced; 11) select and locate buildings and other facilities; 12) transfer or sub-contract work; 13) establish, expand, transfer and/or consolidate, work processes and facilities; 14) consolidate, merge, or otherwise transfer any or all of its facilities, property, processes or work with or to any other municipality or entity or effect or change in any respect the legal status, management or responsibility of such property, facilities, processes or work; 15) terminate or eliminate all or any part of its work or facilities.

431 2009-2012

Management Rights Relevant Collective Bargaining Provisions

OEA: 3.01 – Management Rights

The Association agrees that all of the function, rights, powers, responsibilities and authority of the Employer, in regard to the operation of its work and business and the direction of its workforce which the Employer has not specifically abridged, deleted, granted or modified by the express and specific written provision of the Agreement are, and shall remain, exclusively those of the Employer. Accordingly, the Employer retains the rights to: 1) hire and transfer employees, suspend, discharge and discipline employees for just cause; 2) determine the number of persons required to be employed or laid off; 3) determine the qualifications of employees covered by this Agreement; 4) determine the starting and quitting time and the number of hours to be worked by its employees; 5) make any and all rules and regulations; 6) determine the work assignments of its employees; 7) determine the basis for selection, retention and promotion of employees to or for positions not within the bargaining unit established by this Agreement; 8) determine the type of equipment used and the sequences of work processes; 9) determine the making of technological alterations by revising the process or equipment, or both; 10) determine work standards and the quality and quantity of work to be produced; 11) select and locate buildings and other facilities; 12) transfer or subcontract work; 13) establish, expand, transfer and/or consolidate, work processes and facilities; 14) consolidate, merge, or otherwise transfer any or all of its facilities, property, processes or work with or to any other municipality or entity or effect or change in any respect the legal status, management or responsibility of such property, facilities, processes or work; 15) terminate or eliminate all or any part of its work or facilities.

432 2009-2012

Management Rights Relevant Collective Bargaining Provisions

FOP: Article 6 – Management Rights

The Labor Council agrees that all of the function, rights, powers, responsibilities and authority of the Employer, in regard to the operation of its work and business and the direction of its workforce which the Employer has not specifically abridged, deleted, granted or modified by the express and specific written provision of the Agreement are, and shall remain, exclusively those of the Employer. Additionally, the Employer retains the rights to: 1) hire and transfer employees, suspend, discharge and discipline employees; 2) determine the number of persons required to be employed or laid off; 3) determine the qualifications of employees covered by this Agreement; 4) determine the starting and quitting time and the number of hours to be worked by its employees; 5) make any and all rules and regulations; 6) determine the work assignments of its employees; 7) determine the basis for selection, retention and promotion of employees to or for positions not within the bargaining unit established by this Agreement; 8) determine the type of equipment used and the sequences of work processes; 9) determine the making of technological alterations by revising the process or equipment, or both; 10) determine work standards and the quality and quantity of work to be produced; 11) select and locate buildings and other facilities; 12) transfer or sub-contract work; 13) establish, expand, transfer and/or consolidate, work processes and facilities; 14) consolidate, merge, or otherwise transfer any or all of its facilities, property, processes or work with or to any other municipality or entity or effect or change in any respect the legal status, management or responsibility of such property, facilities, processes or work; 15) terminate or eliminate all or any part of its work or facilities.

433 2009-2012

Management Rights Relevant Collective Bargaining Provisions

OSTA: Article 4 – Management Rights

The Union agrees that all of the function, rights, powers, responsibilities and authority of the Employer, in regard to the operation of its work and business and the direction of its workforce which the Employer has not specifically abridged, deleted, granted or modified by the express and specific written provision of the Agreement are, and shall remain, exclusively those of the Employer. Accordingly, the Employer retains the rights to: 1) hire and transfer employees, suspend, discharge and discipline employees; 2) determine the number of persons required to be employed or laid off; 3) determine the qualifications of employees covered by this Agreement; 4) determine the starting and quitting time and the number of hours to be worked by its employees; 5) make any and all rules and regulations; 6) determine the work assignments of its employees; 7) determine the basis for selection, retention and promotion of employees to or for positions not within the bargaining unit established by this Agreement; 8) determine the type of equipment used and the sequences of work processes; 9) determine the making of technological alterations by revising the process or equipment, or both; 10) determine work standards and the quality and quantity of work to be produced; 11) select and locate buildings and other facilities; 12) transfer or sub-contract work; 13) establish, expand, transfer and/or consolidate, work processes and facilities; 14) consolidate, merge, or otherwise transfer any or all of its facilities, property, processes or work with or to any other municipality or entity or effect or change in any respect the legal status, management or responsibility of such property, facilities, processes or work; 15) terminate or eliminate all or any part of its work or facilities.

434 2009-2012

Subcontracting Relevant Collective Bargaining Provisions

OCSEA: Article 39 - Subcontracting

39.01 - Contracting Out The Employer intends to utilize bargaining unit employees to perform work which they normally perform. However, the Employer reserves the right to contract out any work it deems necessary or desirable because of greater efficiency, economy, programmatic benefits or other related factors. If the Employer considers contracting out a function or service, which would result in the layoff of bargaining unit employees, the Employer shall provide not less than 120 days advance written notice to the Union. Upon request the Employer shall meet with the Union to discuss the reasons for the contracting proposal and provide the Union an opportunity to present alternatives. If the Employer does contract out, any displaced employee will have the opportunity to fill existing equal rated permanent vacancies at his/her work location or other work locations of the Agency. In the event an employee needs additional training to perform the required work in such other position, which can be successfully completed within a reasonable length of time, the Employer shall provide the necessary training during working hours at the Employer’s expense. Except for government employees from other jurisdictions who are part of a State Agency’s organizational structure, non-State employees will not ordinarily serve as supervisors (as defined by ORC Section 4117.01 F) of any bargaining unit employees. Bargaining unit employees will not be responsible for training contract workers, except bargaining unit employees may be required to provide orientation and training related to Agency policies, procedures and operations. 39.02 - Contracting-In A. The Union will be granted a reasonable opportunity to demonstrate that bargaining unit employees can competitively perform work, which has been previously contracted out, including access to available information regarding costs and performance audits. In considering the granting, renewal or continuation of competitively bid contracts for work normally performed by bargaining unit employees, to the extent feasible the Employer will examine information provided by the Union regarding whether or not such work can be performed with greater efficiency, economy, programmatic benefit or other related factors through the use of bargaining unit employees rather than through renewal or continuation of the contract or initial contracting out of work. B. Within thirty (30) days of the effective date of this Agreement the State will furnish to the Union the State Agency website addresses that identify Requests for Proposals (RFP) and Invitation to Bids (ITBS) for work it expects to contract out. The Union will receive additional State websites within thirty (30) days of when they come on line. 39.03 - Joint Sub-Contracting Pilots Within 120 days of this Agreement the parties will agree to the establishment of three (3) Agency pilot programs that will explore Agency contracting practices and

435 2009-2012 develop strategies for alternatives to contracting out. Pilots will explore the factors that motivate subcontracting, discuss future plans and develop joint strategies that will permit State employees to perform the work by meeting the Agency service delivery needs.

436 2009-2012

Subcontracting Relevant Collective Bargaining Provisions

SEIU/1199: Article 41 – Subcontracting

41.01 Contracting Out The Employer intends to utilize bargaining unit employees to perform work which they normally perform. However, the Employer reserves the right to contract out any work it deems necessary or desirable because of greater efficiency, economy, or programmatic benefits or other related factors. Changes in State policy or methodology for delivering services may result in the discontinuation of services or programs directly operated by the State. Every reasonable effort will be made to avoid the layoff of an employee as a consequence of the exercise by the State of its right to contract out. 41.02 Facility Closings/Service Elimination Should it become necessary to close a facility or eliminate a service, the following guidelines will be utilized: A. Where individual facilities are closed or services eliminated, the provisions of Article 29 Layoff and Recall would apply; B. Departments will seek to absorb all affected employees or help laid off workers obtain employment in other areas of the public sector; C. A concerted effort will be made to relocate laid off employees within the framework of any new delivery system. Management will seek to involve the Union and any newly-created structure in a positive program for the hiring and possible retraining of any displaced employee; D. In cooperation with the Union, the Agencies will aggressively search for any available program assistance for the purpose of job training and/or placement. The joint efforts of the Union and Management will closely examine all possible avenues for human resource assistance both in the public and private sectors. 41.03 Supervisors/Managerial Employees The State will attempt to reach the goal of supervisors doing supervisory work and non-supervisory work done by bargaining unit employees. The Employer and the Union will discuss any concerns about the ratio of supervisors to bargaining unit members. 41.04 Volunteers Every effort will be made to avoid the elimination of a position or displacement of an employee due to the use of volunteers. 41.05 Contracting-In A. The Union will be granted a reasonable opportunity to demonstrate that bargaining unit employees can competitively perform work which has been previously contracted out, including access to available information regarding costs and performance audits. In considering, the granting, renewal or continuation of competitively bid contracts for work normally performed by bargaining unit employees, to the extent feasible the Employer will examine information provided by the Union regarding whether or not such work can be

437 2009-2012

performed with greater efficiency, economy, programmatic benefit or other related factors through the use of bargaining unit employees rather than through renewal or continuation of the contract or initial contracting out of work. B. Within thirty (30) days of the effective date of this Agreement the State will furnish to the Union the State Agency web site addresses that identify requests for proposals (RFPs) and invitation to bids (ITBs) for work it expects to contract out. The Union will receive additional State web sites within thirty (30) days of when they come on line. C. Within twenty (20) days of this Agreement the parties will agree to the establishment of one (1) Agency pilot program that will explore Agency and contracting practices and develop strategies for alternatives to contracting out. Pilots will explore the factors that motivate subcontracting, discuss future plans and develop joint strategies that will permit State employees to perform the work by meeting the Agency service delivery needs. 41.06 Notwithstanding Article 39.02, within sixty (60) days of the effective date of the Agreement, the parties will establish a committee for the purpose of analyzing recruitment and retention issues for the classifications including, but not limited to: any classification requiring licensure as a Registered Nurse, Physician, Psychologist, Psychiatrist, Pharmacist, Dentist, Physicians Assistant, and Certified Nurse Practitioners (if placed in the bargaining unit). The committee shall be comprised of no more than ten (10) members from the Union and no more than ten (10) individuals from the State, to include at least one representative from both OCB and DAS. Both parties shall have representation from as many agencies as possible. The parties agree to allow participation by subject matter experts, as needed. The committee shall develop comprehensive recommendations that include, but are not limited to: a rationale for change or modification of the existing classification specifications. The committee shall submit recommendations to the Directors of DAS and OBM and/or designees semi-annually or more frequently, if necessary. Within forty-five (45) days of receipt of the recommendations, the Directors of DAS and OBM and/or designees will advise the committee of the actions to be taken in response to the recommendations. The committee will conduct research aimed at identifying the cost capabilities required, performance expectations, quality, program requirements or other factors that influence contracting out services. The committee will conduct a cost comparison between state operated work and personal service contracts. Pay disparity and market value, both public and private, may be utilized, if appropriate, to create new pay ranges should it be more cost effective to do so when comparing to the cost of sub-contracting such services. The committee shall meet at least quarterly or more frequently if mutually agreed upon.

438 2009-2012

Subcontracting Relevant Collective Bargaining Provisions

OEA: Article 36 - Subcontracting

36.01 - Contracting Out The Employer intends to use employees to perform work which they normally perform. However, the Employer reserves the right to contract out any work it deems necessary or desirable because of greater efficiency, economy, programmatic benefits or other related factors. Changes in state policy or methodology for delivering services may result in the discontinuation of services or programs directly operated by the state. Every reasonable effort will be made to avoid the layoff displacement of an employee as a consequence of the exercise by the state of its right to contract out. 36.02 - Facility Closings/Service Elimination Should it become necessary to close a facility or eliminate a service, the following guidelines will be utilized. A. Where individual facilities are closed or services eliminated, the provisions of Article 18 Reduction in the Work Force would apply; B. An Employing Agency will seek to absorb all affected employees or help laid off workers obtain employment in other areas of the public sector; C. A concerted effort will be made to relocate laid off employees within the framework of any new delivery system. Management will seek to involve the Association and any newly-created structure in a positive program for the hiring and possible retraining of any displaced employee; D. In cooperation with the Association, the Employing Agencies will aggressively search for any available program assistance for the purpose of job training and/or placement. These joint efforts will closely examine all possible avenues for human resource assistance both in the public and private sectors. 36.03 - Contracting-In The Association will be granted a reasonable opportunity to demonstrate that employees can competitively perform work which has been previously contracted out, including access to available information regarding costs and performance audits. In considering granting, renewal or continuation of competitively bid contracts for work normally performed by bargaining unit employees, to the extent feasible the Employer will examine information provided by the Association regarding whether or not such work can be performed with greater efficiency, economy, programmatic benefit or other related factors through the use of employees rather than through renewal or continuation of the contract or initial contracting out of work.

439 2009-2012

Zipper Clause Relevant Collective Bargaining Provisions

OCSEA: 44.03 – Total Agreement

440 2009-2012

Zipper Clause Relevant Collective Bargaining Provisions

SEIU/1199: 1.03 – Total Agreement

441 2009-2012

Zipper Clause Relevant Collective Bargaining Provisions

OEA: 40.02 – Total Agreement

This Agreement represents the entire agreement between the Employer and the Association and unless specifically and expressly set forth in the express written provisions of this Agreement, all rules, regulations, practices and benefits previously and presently in effect, may be modified or discontinued at the sole discretion of the Employer. This section alone shall not operate to void any existing or future ORC statutes or rules of the OAC and applicable federal law. This Agreement may be amended only by written Agreement between the Employer and the Association.

442 2009-2012

Zipper Clause Relevant Collective Bargaining Provisions

FOP: Article 4 – Effect of Agreement

Total Agreement This Agreement represents the entire agreement between the Employer and the Union and unless specifically and expressly set forth in the express written provisions of this Agreement, all rules, regulations, practices and benefits previously and presently in effect, may be modified or discontinued at the sole discretion of the Employer. This section alone shall not operate to void any existing or future ORC statutes or rules of the OAC and applicable federal law.

443 2009-2012

Zipper Clause Relevant Collective Bargaining Provisions

OSTA: Article 2 – Effect of Agreement

This Agreement represents the entire agreement between the Employer and the Union and unless specifically and expressly set forth in the express written provisions of this Agreement, all rules, regulations, practices, and benefits previously and presently in effect, may be modified or discontinued at the sole discretion of the Employer. This section alone shall not operate to void any existing or future Ohio Revised Code (ORC) statutes or rules of the Ohio Administrative Code (OAC) and applicable federal law. To the extent that State statutes, regulations or rules promulgated pursuant to ORC 119 or Appointing Authority directives provide benefits to State employees in areas where the Agreement is silent, such benefits shall be determined by those statutes, regulations, rules or directives.

444 2009-2012

Successor Clause Relevant Collective Bargaining Provisions

OCSEA: 44.06 – Successor Clause

In the event that the Employer or any of its Agencies covered by this Agreement sells, leases, transfers or assigns any of its facilities to political subdivisions, corporations or persons, and such sale, lease, transfer or assignment would result in the layoff or termination of employees covered by this Agreement, the Agency and Employer shall attempt in good faith to arrange for the placement of such employees with the new Employer or the State. The Agency shall notify the Union in writing at least thirty (30) days in advance of the final date of any such sale, lease, transfer or assignment. In the event the Employer plans to close an institution (i.e., a facility at Mental Health, Mental Retardation and Developmental Disabilities, Department of Rehabilitation and Correction, Department of Youth Services, and Department of Veterans Services) or part thereof, resulting in the layoff of employees, it shall give ninety (90) days advance notice to the Union. The Union shall be given the opportunity to discuss the planned closure with the Employer. Should it become necessary to close an Agency, institution or part thereof, the following guidelines will be utilized: A. Where individual institution(s) or part(s) thereof are closed resulting in layoffs, the provisions of Article 18 will apply; B. The Agency(s) will seek to absorb all affected employees or help displaced workers obtain employment in other areas of the public sector; C. A concerted effort will be made to relocate displaced employees within the framework of any new delivery system. The Employer will seek to involve the Union and any newly-created structure in a positive program for the hiring and possible retraining of any displaced employee; D. In cooperation with the Union, the Agency(s) will aggressively search for any available program assistance for the purpose of job training and/or placement. The Union and the Employer will closely examine all possible avenues for human resource assistance in both the public and private sectors.

445 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 2

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount ASD DAS101110 3950C 20005392 Hugh Quill 61114 Director 4 FP DAS101100 DAS014611 1120 100616 $60.10 2080 2000 2192 100% 1.00 $157,034.47 $151,191.65 100% 1.00 $167,011.69 100% 1.00 $162,231.16 ASD DAS101110 3950C 20005393 Richard M. Hickman 61214 Assistant Director 4 FP DAS101100 DAS014611 1120 100616 $52.75 2080 2000 2192 100% 1.00 $145,865.04 $140,736.77 100% 1.00 $155,319.12 100% 1.00 $151,877.88 ASD DAS101110 3950C 20005395 Julie Trackler 63124 Administrative Assistant 4 FP DAS101100 DAS014611 1120 100616 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 ASD DAS101110 3950C 20005396 Deandrea M Josey 63123 Administrative Assistant 3 FP DAS101100 DAS014611 1120 100616 $25.95 2080 2000 2192 100% 1.00 $78,123.25 $75,600.44 100% 1.00 $83,307.08 100% 1.00 $82,178.63 ASD DAS101110 3950C 20005400 Jacqueline Murray 16832 Ex Secretary 1 FP DAS101100 DAS014611 1120 100616 $24.72 2080 2000 2192 100% 1.00 $75,014.21 $72,610.97 100% 1.00 $80,002.05 100% 1.00 $78,979.75 3950C Total 5.00 $568,106.95 $548,381.33 5.00 $605,033.63 5.00 $592,373.70 DAS101110 Total 5.00 $568,106.95 $548,381.33 5.00 $605,033.63 5.00 $592,373.70 ASD DAS101210 3950C 20005410 VAC‐Gonzalez 9/09 64421 Public Information Officer 1 FP DAS101200 DAS014596 GRF 130321 $23.39 2080 2000 2192 0% 0.00 $0.00 $0.00 0% 0.00 $0.00 0% 0.00 $0.00 ASD DAS101210 3950C 20005411 Molly O'Reilly 63216 Management Analyst Supervisor 2 FP DAS101200 DAS014596 GRF 130321 $34.06 2080 2000 2192 100% 1.00 $91,213.73 $87,902.47 100% 1.00 $97,041.78 100% 1.00 $94,508.46 ASD DAS101210 3950C 20006656 Mary Brutovski 63216 Management Analyst Supervisor 2 FP DAS101200 DAS014596 GRF 130321 $36.59 2080 2000 2192 50% 0.50 $48,804.38 $47,025.77 50% 0.50 $51,919.97 50% 0.50 $50,544.14 ASD DAS101210 3950C 20072119 Ronald Sylvester 61314 Deputy Director 4 FP DAS101200 DAS014596 GRF 130321 $41.80 2080 2000 2192 100% 1.00 $118,186.96 $114,123.23 100% 1.00 $125,896.29 100% 1.00 $123,400.02 3950C Total 2.50 $258,205.06 $249,051.46 2.50 $274,858.03 2.50 $268,452.61 DAS101210 Total 2.50 $258,205.06 $249,051.46 2.50 $274,858.03 2.50 $268,452.61 ASD DAS101230 3950C 20006655 Sarah Saccany 63216 Management Analyst Supervisor 2 FP DAS101200 DAS014622 1120 100616 $32.08 2080 2000 2192 100% 1.00 $86,208.92 $83,090.16 100% 1.00 $91,721.49 100% 1.00 $89,359.04 ASD DAS101230 3950C 20072309 Nadine L Wise 99585 Policy Staff FP DAS101200 DAS014622 1120 100616 $28.85 2080 2000 2192 100% 1.00 $85,453.52 $82,648.77 100% 1.00 $91,099.42 100% 1.00 $89,720.72 3950C Total 2.00 $171,662.44 $165,738.93 2.00 $182,820.91 2.00 $179,079.75 DAS101230 Total 2.00 $171,662.44 $165,738.93 2.00 $182,820.91 2.00 $179,079.75 ASD DAS101310 3861D 20005453 VAC‐Seilhamer 03/09 64135 Data System Administrator FP DAS101310 DAS014605 4P30 100603 $57.95 2080 2000 2192 100% 1.00 $159,008.96 $153,375.16 100% 1.00 $169,291.60 100% 1.00 $165,401.61 ASD DAS101310 3861D 20005454 Erika J Cruser Sowry 63123 Administrative Assistant 3 FP DAS101310 DAS014605 4P30 100603 $31.86 2080 2000 2192 100% 1.00 $93,061.83 $89,964.46 100% 1.00 $99,187.34 100% 1.00 $97,548.88 ASD DAS101310 3861D 20005468 Jeffrey McGowan 69942 Software Development Specialist 2 FP DAS101320 DAS014605 4P30 100603 $40.94 2080 2000 2192 20% 0.20 $21,733.67 $20,938.89 20% 0.20 $23,111.22 20% 0.20 $22,481.51 ASD DAS101310 3861D 20005476 Quantez Johnson 99940 College Intern PT DAS101310 DAS014605 4P30 100603 $12.00 1040 1000 1080 50% 0.25 $7,570.74 $7,286.88 50% 0.25 $7,906.41 50% 0.25 $7,769.48 ASD DAS101310 3861D 20006658 Mark Smith 64135 Data System Administrator FP DAS501210 DAS014605 4P30 100603 $56.92 2080 2000 2192 50% 0.50 $78,202.73 $75,435.89 50% 0.50 $83,261.99 50% 0.50 $81,361.44 3861D Total 2.95 $359,577.93 $347,001.28 2.95 $382,758.56 2.95 $374,562.91 DAS101310 Total 2.95 $359,577.93 $347,001.28 2.95 $382,758.56 2.95 $374,562.91 ASD DAS101320 3862D 20005455 Timothy Perdue 09942 Software Dev Spec 2 FP DAS101320 DAS014720 4P30 100603 $45.42 2080 2000 2192 100% 1.00 $119,974.65 $115,565.90 100% 1.00 $127,575.17 100% 1.00 $124,040.61 ASD DAS101320 3862D 20005459 John H. Miller 69941 Software Development Specialist 1 PH DAS101320 DAS014720 4P30 100603 $23.87 1000 1000 2192 100% 0.48 $28,612.77 $28,612.77 100% 0.48 $62,601.45 100% 0.48 $29,348.38 ASD DAS101320 3862D 20005460 William McCandlish 69944 Software Development Specialist 4 FP DAS101320 DAS014720 4P30 100603 $50.01 2080 2000 2192 100% 1.00 $138,368.56 $133,514.27 100% 1.00 $147,307.37 100% 1.00 $144,039.31 ASD DAS101320 3862D 20005463 Karlotta Chenault 69943 Software Development Specialist 3 FP DAS101320 DAS014720 4P30 100603 $45.42 2080 2000 2192 100% 1.00 $126,784.65 $122,375.90 100% 1.00 $134,993.17 100% 1.00 $132,120.61 ASD DAS101320 3862D 20005464 John Verdes 69943 Software Development Specialist 3 FP DAS101320 DAS014720 4P30 100603 $45.27 2080 2000 2192 100% 1.00 $126,406.09 $122,011.90 100% 1.00 $134,590.75 100% 1.00 $131,731.11 ASD DAS101320 3862D 20005465 VAC‐Downs 4/1/09 64132 I T Manager 1 FP DAS101320 DAS014720 4P30 100603 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 ASD DAS101320 3862D 20005466 Norman Heading 69942 Software Development Specialist 2 FP DAS101320 DAS014720 4P30 100603 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67 ASD DAS101320 3862D 20005467 Chad Anderson 69943 Software Development Specialist 3 FP DAS101320 DAS014720 4P30 100603 $34.09 2080 2000 2192 100% 1.00 $98,190.83 $94,881.84 100% 1.00 $104,596.70 100% 1.00 $102,700.37 ASD DAS101320 3862D 20005468 Jeffrey McGowan 69942 Software Development Specialist 2 FP DAS101320 DAS014720 4P30 100603 $40.94 2080 2000 2192 80% 0.80 $86,934.69 $83,755.57 80% 0.80 $92,444.87 80% 0.80 $89,926.03 ASD DAS101320 3862D 20005469 Margaret Anaba 69942 Software Development Specialist 2 FP DAS101320 DAS014720 4P30 100603 $41.20 2080 2000 2192 100% 1.00 $109,324.53 $105,325.39 100% 1.00 $116,253.63 100% 1.00 $113,082.67 ASD DAS101320 3862D 20005470 Shawn Shelstad 64118 Information Technology Supervisor 2 FP DAS101320 DAS014720 4P30 100603 $38.90 2080 2000 2192 100% 1.00 $110,856.69 $107,074.89 100% 1.00 $118,103.94 100% 1.00 $115,857.93 ASD DAS101320 3862D 20005471 George Holliman 69943 Software Development Specialist 3 FP DAS101320 DAS014720 4P30 100603 $45.42 2080 2000 2192 100% 1.00 $126,784.65 $122,375.90 100% 1.00 $134,993.17 100% 1.00 $132,120.61 ASD DAS101320 3862D 20005472 vac‐Maxwell 9‐30‐06 63382 Project Manager 2 FP DAS101320 DAS014720 4P30 100603 $37.67 2080 2000 2192 100% 1.00 $107,747.65 $104,085.43 100% 1.00 $114,798.91 100% 1.00 $112,659.05 ASD DAS101320 3862D 20005473 Cheryl A Reed 69962 Business Process Analyst 2 FP DAS101320 DAS014720 4P30 100603 $35.74 2080 2000 2192 100% 1.00 $95,544.98 $92,075.83 100% 1.00 $101,605.37 100% 1.00 $98,904.87 ASD DAS101320 3862D 20005474 Heeraj Shah 69942 Software Development Specialist 2 FP DAS101320 DAS014720 4P30 100603 $26.28 2080 2000 2192 100% 1.00 $78,480.53 $75,929.62 100% 1.00 $83,643.79 100% 1.00 $82,420.41 ASD DAS101320 3862D 20005475 Firoozeh Ghoorkhanian 69942 Software Development Specialist 2 PP DAS101320 DAS014720 4P30 100603 $40.94 1040 1000 1080 100% 0.50 $63,817.68 $61,830.73 100% 0.50 $67,254.83 100% 0.50 $67,333.77 3862D Total 14.78 $1,667,215.40 $1,610,160.09 14.78 $1,806,345.66 14.78 $1,736,348.71

FTO 110510 446 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 3

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount DAS101320 Total 14.78 $1,667,215.40 $1,610,160.09 14.78 $1,806,345.66 14.78 $1,736,348.71 ASD DAS101340 3863D 20005458 Jennifer Sorvillo 09923 Info Tech 3 FP DAS101350 DAS014606 4P30 100603 $39.88 2080 2000 2192 100% 1.00 $112,803.21 $108,932.20 100% 1.00 $120,130.29 100% 1.00 $117,735.07 ASD DAS101340 3863D 20005461 Bruce Sinmaz 09923 Info Tech 3 FP DAS101340 DAS014606 4P30 100603 $45.27 2080 2000 2192 100% 1.00 $126,406.09 $122,011.90 100% 1.00 $134,590.75 100% 1.00 $131,731.11 ASD DAS101340 3863D 20005478 VAC‐Bridgman (10/10) 99580 Administrative Staff FP DAS101370 DAS014606 4P30 100603 $30.91 2080 2000 2192 50% 0.50 $45,330.27 $43,827.76 50% 0.50 $48,317.34 50% 0.50 $47,539.10 ASD DAS101340 3863D 20005482 VAC‐YOUNG 02/09 67135 Network Administrator Supervisor FP DAS101340 DAS014606 4P30 100603 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 ASD DAS101340 3863D 20005484 Jon Gibson 69932 Infrastructure Specialist 2 FP DAS101340 DAS014606 4P30 100603 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67 ASD DAS101340 3863D 20005485 Stuart Yousey 69923 Information Technologist 3 FP DAS101340 DAS014606 4P30 100603 $37.41 2080 2000 2192 100% 1.00 $106,569.60 $102,938.35 100% 1.00 $113,503.70 100% 1.00 $111,321.31 ASD DAS101340 3863D 20005486 Nassirou Babatounde 69922 Information Technologist 2 FP DAS101340 DAS014606 4P30 100603 $23.87 2080 2000 2192 100% 1.00 $65,588.35 $63,271.37 100% 1.00 $69,760.17 100% 1.00 $68,082.44 ASD DAS101340 3863D 20005487 Nnamdi Anene 69922 Information Technologist 2 FP DAS101340 DAS014606 4P30 100603 $24.41 2080 2000 2192 100% 1.00 $66,951.16 $64,581.77 100% 1.00 $71,208.90 100% 1.00 $69,484.64 ASD DAS101340 3863D 20005488 Mukesh P Thacker 69922 Information Technologist 2 FP DAS101340 DAS014606 4P30 100603 $23.25 2080 2000 2192 100% 1.00 $70,833.64 $68,576.85 100% 1.00 $75,514.82 100% 1.00 $74,552.50 ASD DAS101340 3863D 20005489 Alphonso Powell 69923 Information Technologist 3 FP DAS101340 DAS014606 4P30 100603 $37.41 2080 2000 2192 100% 1.00 $106,569.60 $102,938.35 100% 1.00 $113,503.70 100% 1.00 $111,321.31 ASD DAS101340 3863D 20005490 Hemen Srivastava 09921 Info Tech 1 FP DAS101340 DAS014606 4P30 100603 $33.38 2080 2000 2192 100% 1.00 $89,588.99 $86,348.91 100% 1.00 $95,273.89 100% 1.00 $92,776.74 ASD DAS101340 3863D 20005491 Paul T Watson 69923 Information Technologist 3 FP DAS101340 DAS014606 4P30 100603 $25.04 2080 2000 2192 100% 1.00 $68,541.11 $66,110.57 100% 1.00 $72,899.08 100% 1.00 $71,120.54 ASD DAS101340 3863D 20005492 Jacob C. Wimer 99940 College Intern PT DAS101340 DAS014606 4P30 100603 $11.00 1040 1000 1080 100% 0.50 $13,911.43 $13,391.03 100% 0.50 $14,529.09 100% 0.50 $14,278.05 ASD DAS101340 3863D 20005493 Michael T Hammond 99940 College Intern PT DAS101340 DAS014606 4P30 100603 $11.00 1040 1000 1080 100% 0.50 $13,911.43 $13,391.03 100% 0.50 $14,529.09 100% 0.50 $14,278.05 ASD DAS101340 3863D 20005494 Kyle B. Eskelson 99940 College Intern PT DAS101340 DAS014606 4P30 100603 $11.00 1040 1000 1080 100% 0.50 $13,911.43 $13,391.03 100% 0.50 $14,529.09 100% 0.50 $14,278.05 ASD DAS101340 3863D 20006575 Aron Rogers 99580 Administrative Staff FP DAS101370 DAS014606 4P30 100603 $27.55 2080 2000 2192 50% 0.50 $37,379.27 $36,040.09 50% 0.50 $39,774.65 50% 0.50 $38,788.89 ASD DAS101340 3863D 20072221 VAC‐Schmelzer (7/10) 99940 College Intern PT DAS101340 DAS014606 4P30 100603 $11.00 1040 1000 1080 100% 0.50 $13,911.43 $13,391.03 100% 0.50 $14,529.09 100% 0.50 $14,278.05 ASD DAS101340 3863D 20075736 Kenneth E. Keirns 69922 Information Technologist 2 FP DAS101340 DAS014606 4P30 100603 $32.09 2080 2000 2192 100% 1.00 $93,143.38 $90,028.52 100% 1.00 $99,231.04 100% 1.00 $97,507.04 3863D Total 15.00 $1,283,438.13 $1,239,050.76 15.00 $1,365,396.24 15.00 $1,337,510.63 DAS101340 Total 15.00 $1,283,438.13 $1,239,050.76 15.00 $1,365,396.24 15.00 $1,337,510.63 ASD DAS101370 3864E 20005478 VAC‐Bridgman (10/10) 99580 Administrative Staff FP DAS101370 DAS014721 4P30 100603 $30.91 2080 2000 2192 50% 0.50 $45,330.27 $43,827.76 50% 0.50 $48,317.34 50% 0.50 $47,539.10 ASD DAS101370 3864E 20005479 Todd Warner 69934 Infrastructure Specialist 4 FP DAS101370 DAS014721 4P30 100603 $44.69 2080 2000 2192 100% 1.00 $118,082.95 $113,738.26 100% 1.00 $125,604.76 100% 1.00 $122,154.09 ASD DAS101370 3864E 20005480 John Wagner 69932 Infrastructure Specialist 2 FP DAS101370 DAS014721 4P30 100603 $37.85 2080 2000 2192 100% 1.00 $108,202.63 $104,522.91 100% 1.00 $115,282.57 100% 1.00 $113,127.18 ASD DAS101370 3864E 20005481 VAC‐MARZEC 12/09 67133 Network Administrator 3 FP DAS101370 DAS014721 4P30 100603 $35.49 2080 2000 2192 100% 1.00 $94,828.31 $91,378.03 100% 1.00 $100,884.21 100% 1.00 $98,227.48 ASD DAS101370 3864E 20005483 VAC‐Blake 9/09 67131 Network Administrator 1 FP DAS101370 DAS014721 4P30 100603 $21.77 2080 2000 2192 100% 1.00 $67,557.56 $65,441.11 100% 1.00 $72,075.35 100% 1.00 $71,307.63 ASD DAS101370 3864E 20006575 Aron Rogers 99580 Administrative Staff FP DAS101370 DAS014721 4P30 100603 $27.55 2080 2000 2192 50% 0.50 $37,379.27 $36,040.09 50% 0.50 $39,774.65 50% 0.50 $38,788.89 3864E Total 5.00 $471,380.98 $454,948.15 5.00 $501,938.88 5.00 $491,144.37 DAS101370 Total 5.00 $471,380.98 $454,948.15 5.00 $501,938.88 5.00 $491,144.37 ASD DAS102110 3950C 20005412 Allison Shaeffer 64617 HCM Administrator 2 FP DAS102100 DAS014598 1120 100616 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 ASD DAS102110 3950C 20005413 Jane Baughn 64612 HCM Analyst FP DAS102100 DAS014598 1120 100616 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 ASD DAS102110 3950C 20005414 Raymond Geis 63473 Labor Relation Officer 3 FP DAS102100 DAS014598 1120 100616 $38.27 2080 2000 2192 100% 1.00 $109,264.25 $105,543.70 100% 1.00 $116,411.12 100% 1.00 $114,219.48 ASD DAS102110 3950C 20005415 Regina Scheiderer 64615 HCM Manager FP DAS102100 DAS014598 1120 100616 $35.59 2080 2000 2192 100% 1.00 $102,490.07 $99,030.07 100% 1.00 $109,209.91 100% 1.00 $107,249.56 ASD DAS102110 3950C 20005416 VAC‐Arbuiso 08/09 63122 Administrative Assistant 2 FP DAS102100 DAS014598 1120 100616 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 ASD DAS102110 3950C 20005417 Charlotte Long 64615 HCM Manager FP DAS102100 DAS014598 1120 100616 $39.38 2080 2000 2192 100% 1.00 $104,660.98 $100,832.51 100% 1.00 $111,336.71 100% 1.00 $108,344.28 ASD DAS102110 3950C 20005418 Nena E. Jackson 63215 Management Analyst Supervisor 1 FP DAS102100 DAS014598 1120 100616 $24.08 2080 2000 2192 100% 1.00 $65,987.50 $63,646.48 100% 1.00 $70,225.35 100% 1.00 $68,553.29 ASD DAS102110 3950C 20005419 Sinuon M. Som 99940 College Intern PT DAS102110 DAS014598 1120 100616 $13.00 1900 1900 1900 100% 0.91 $29,594.43 $29,594.43 100% 0.91 $29,767.50 100% 0.91 $30,354.69 ASD DAS102110 3950C 20005420 Marcella D Lee 69912 Human Capital Mgt Analyst FP DAS102100 DAS014598 1120 100616 $19.19 2080 2000 2192 100% 1.00 $61,036.15 $59,170.53 100% 1.00 $65,142.84 100% 1.00 $64,597.78 ASD DAS102110 3950C 20005421 Victoria Yarborough 64613 HCM Senior Analyst FP DAS102100 DAS014598 1120 100616 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 ASD DAS102110 3950C 20005422 William Hawkins 64612 HCM Analyst FP DAS102100 DAS014598 1120 100616 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 ASD DAS102110 3950C 20005424 Rhonda Cunningham 64612 HCM Analyst FP DAS102100 DAS014598 1120 100616 $24.43 2080 2000 2192 100% 1.00 $74,281.18 $71,906.14 100% 1.00 $79,222.81 100% 1.00 $78,225.54 ASD DAS102110 3950C 20005425 vac‐Beaty (6/10) 69915 Human Capital Mgt Manager FP DAS102100 DAS014598 1120 100616 $35.77 2080 2000 2192 100% 1.00 $95,536.06 $92,058.55 100% 1.00 $101,636.58 100% 1.00 $98,955.69 ASD DAS102110 3950C 20072243 VAC‐Saliaris (3/10) 99940 College Intern PT DAS102100 DAS014598 1120 100616 $11.00 1900 1900 1900 100% 0.91 $25,100.06 $25,100.06 100% 0.91 $25,250.65 100% 0.91 $25,747.51 3950C Total 13.83 $1,128,027.55 $1,091,673.70 13.83 $1,198,578.06 13.83 $1,178,608.71

FTO 110510 447 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 4

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount DAS102110 Total 13.83 $1,128,027.55 $1,091,673.70 13.83 $1,198,578.06 13.83 $1,178,608.71 ASD DAS102310 3950C 20005426 Quentin Potter 66538 Fiscal Officer 4 FP DAS102310 DAS014635 1120 100616 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 ASD DAS102310 3950C 20005427 Monica R Hairston 66531 Fiscal Specialist 1 FP DAS102310 DAS014635 1120 100616 $18.91 2080 2000 2192 100% 1.00 $53,070.67 $51,235.14 100% 1.00 $56,453.33 100% 1.00 $55,202.97 ASD DAS102310 3950C 20005428 Connie Alexander 66532 Fiscal Specialist 2 FP DAS102310 DAS015243 1120 100616 $34.04 2080 2000 2192 100% 1.00 $98,064.65 $94,760.51 100% 1.00 $104,462.56 100% 1.00 $102,570.54 ASD DAS102310 3950C 20005429 Anni Efthimiou 66537 Fiscal Officer 3 FP DAS102310 DAS014635 1120 100616 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 ASD DAS102310 3950C 20005430 David W Penn III 66532 Fiscal Specialist 2 FP DAS102310 DAS015243 1120 100616 $21.77 2080 2000 2192 100% 1.00 $60,288.52 $58,175.39 100% 1.00 $64,126.23 100% 1.00 $62,629.44 ASD DAS102310 3950C 20005431 Robin Lynch 66536 Fiscal Officer 2 FP DAS102310 DAS014635 1120 100616 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 ASD DAS102310 3950C 20005432 Crystal Rudy 66531 Fiscal Specialist 1 FP DAS102310 DAS014635 1120 100616 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 ASD DAS102310 3950C 20005433 Deborah K Ramsey 66531 Fiscal Specialist 1 FP DAS102310 DAS014635 1120 100616 $22.55 2080 2000 2192 100% 1.00 $69,067.03 $66,878.18 100% 1.00 $73,636.83 100% 1.00 $72,734.84 ASD DAS102310 3950C 20005434 Eriehl C Wilson 66531 Fiscal Specialist 1 FP DAS102310 DAS014635 1120 100616 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 ASD DAS102310 3950C 20005435 Milagros Garcia 66537 Fiscal Officer 3 FP DAS102310 DAS014635 1120 100616 $42.83 2080 2000 2192 100% 1.00 $120,790.47 $116,626.60 100% 1.00 $128,663.91 100% 1.00 $126,078.75 ASD DAS102310 3950C 20005436 Lester McGrath 63216 Management Analyst Supervisor 2 FP DAS102310 DAS014635 1120 100616 $38.13 2080 2000 2192 100% 1.00 $108,910.38 $105,203.44 100% 1.00 $116,034.94 100% 1.00 $113,855.38 ASD DAS102310 3950C 20005437 Debra L Daugherty 63216 Management Analyst Supervisor 2 FP DAS102310 DAS014635 1120 100616 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 ASD DAS102310 3950C 20005438 Dana Kilgore 63216 Management Analyst Supervisor 2 FP DAS102310 DAS014635 1120 100616 $36.88 2080 2000 2192 100% 1.00 $105,750.78 $102,165.36 100% 1.00 $112,676.16 100% 1.00 $110,604.48 ASD DAS102310 3950C 20005440 VAC‐Kieliszek 04/09 99940 College Intern PT DAS102310 DAS014635 1120 100616 $10.50 1040 1000 1080 0% 0.00 $0.00 $0.00 0% 0.00 $0.00 100% 0.50 $13,647.59 ASD DAS102310 3950C 20005441 Julia L Jones 66531 Fiscal Specialist 1 FP DAS102310 DAS014635 1120 100616 $19.52 2080 2000 2192 100% 1.00 $54,610.14 $52,715.40 100% 1.00 $58,089.86 100% 1.00 $56,786.94 ASD DAS102310 3950C 20005442 Nancy L Hite 66532 Fiscal Specialist 2 FP DAS102310 DAS015243 1120 100616 $26.89 2080 2000 2192 100% 1.00 $80,020.00 $77,409.89 100% 1.00 $85,280.32 100% 1.00 $84,004.37 ASD DAS102310 3950C 20005443 John Yoho 66537 Fiscal Officer 3 FP DAS102310 DAS014635 1120 100616 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 ASD DAS102310 3950C 20005444 Jane Kuzma 63122 Administrative Assistant 2 FP DAS102310 DAS014635 1120 100616 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 ASD DAS102310 3950C 20005450 Lisa Vaughn 63215 Management Analyst Supervisor 1 FP DAS102310 DAS014635 1120 100616 $31.86 2080 2000 2192 100% 1.00 $85,652.83 $82,555.46 100% 1.00 $91,130.34 100% 1.00 $88,786.88 ASD DAS102310 3950C 20005451 Jon F. R. Hurst 63215 Management Analyst Supervisor 1 FP DAS102310 DAS014635 1120 100616 $23.04 2080 2000 2192 100% 1.00 $70,767.71 $68,527.80 100% 1.00 $75,487.86 100% 1.00 $74,610.54 ASD DAS102310 3950C 20005452 Andrew Putz 63215 Management Analyst Supervisor 1 FP DAS102310 DAS014635 1120 100616 $30.71 2080 2000 2192 100% 1.00 $90,155.00 $87,169.43 100% 1.00 $96,097.27 100% 1.00 $94,558.05 ASD DAS102310 3950C 20005503 Nancy Baumer 66531 Fiscal Specialist 1 FP DAS105220 DAS014635 1120 100616 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 ASD DAS102310 3950C 20005818 Tammy Johnson 63216 Management Analyst Supervisor 2 FP DAS102310 DAS015243 1120 100616 $38.96 2080 2000 2192 100% 1.00 $111,008.35 $107,220.72 100% 1.00 $118,265.16 100% 1.00 $116,013.98 ASD DAS102310 3950C 20005819 Michael A. Morman 64551 Inventory Control Specialist 1 FP DAS102310 DAS015243 1120 100616 $18.46 2080 2000 2192 100% 1.00 $58,744.99 $56,953.14 100% 1.00 $62,664.06 100% 1.00 $62,114.47 ASD DAS102310 3950C 20074520 Jennifer L Leymaster 66537 Fiscal Officer 3 FP DAS102310 DAS014635 1120 100616 $42.67 2080 2000 2192 100% 1.00 $120,386.04 $116,237.73 100% 1.00 $128,233.99 100% 1.00 $125,662.64 3950C Total 24.00 $2,164,983.23 $2,091,542.76 24.00 $2,306,171.53 24.50 $2,276,576.73 DAS102310 Total 24.00 $2,164,983.23 $2,091,542.76 24.00 $2,306,171.53 24.50 $2,276,576.73 ASD DAS102350 3902C 20005445 John R Cunningham 66537 Fiscal Officer 3 FP DAS102350 DAS014717 1150 100632 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 ASD DAS102350 3902C 20072473 Maria C. Saliaris 64611 HCM Associate FP DAS102350 DAS014717 1150 100632 $16.66 2080 2000 2192 20% 0.20 $9,446.42 $9,122.49 20% 0.20 $10,057.54 20% 0.20 $9,851.19 3902C Total 1.20 $131,399.62 $126,867.11 1.20 $139,957.48 1.20 $137,126.28 ASD DAS102350 3903C 20005447 Joy Estose 64615 HCM Manager FP DAS102350 DAS014718 1150 100632 $35.59 2080 2000 2192 100% 1.00 $102,490.07 $99,030.07 100% 1.00 $109,209.91 100% 1.00 $107,249.56 ASD DAS102350 3903C 20072473 Maria C. Saliaris 64611 HCM Associate FP DAS102350 DAS014718 1150 100632 $16.66 2080 2000 2192 70% 0.70 $33,062.48 $31,928.72 70% 0.70 $35,201.39 70% 0.70 $34,479.17 3903C Total 1.70 $135,552.56 $130,958.80 1.70 $144,411.30 1.70 $141,728.73 ASD DAS102350 3904C 20005446 Michael Hager 66531 Fiscal Specialist 1 FP DAS102350 DAS014719 1150 100632 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 ASD DAS102350 3904C 20005448 Marguerite Hood 66531 Fiscal Specialist 1 FP DAS102350 DAS014719 1150 100632 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 ASD DAS102350 3904C 20006031 Wanda Huguley 66535 Fiscal Officer 1 FP DAS505140 DAS014719 1150 100632 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 ASD DAS102350 3904C 20072473 Maria C. Saliaris 64611 HCM Associate FP DAS102350 DAS014719 1150 100632 $16.66 2080 2000 2192 10% 0.10 $4,723.21 $4,561.25 10% 0.10 $5,028.77 10% 0.10 $4,925.60 ASD DAS102350 3904C 20074018 Rosemary Booker 66535 Fiscal Officer 1 FP DAS102350 DAS014719 1150 100632 $27.38 2080 2000 2192 100% 1.00 $81,737.83 $79,075.99 100% 1.00 $87,149.51 100% 1.00 $85,897.66 3904C Total 4.10 $328,237.67 $317,269.92 4.10 $349,708.38 4.10 $343,655.15 DAS102350 Total 7.00 $595,189.85 $575,095.82 7.00 $634,077.16 7.00 $622,510.16 ASD DAS102410 3950C 20005401 Theresa R Schaefer 61316 Deputy Director 6 FP DAS102400 DAS014599 1120 100616 $50.76 2080 2000 2192 90% 0.90 $126,751.46 $122,310.13 90% 0.90 $134,974.76 90% 0.90 $132,032.20 ASD DAS102410 3950C 20005402 Christine Kinworthy 63846 Attorney 5 FP DAS102400 DAS014599 1120 100616 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08

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FTO 110510 449 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 6

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OCB DAS103100 3660B 20005397 Shane Black 99940 College Intern PT DAS103000 DAS014637 1280 100620 $13.62 1040 1000 1080 100% 0.50 $17,134.13 $16,489.78 100% 0.50 $17,892.47 100% 0.50 $17,581.64 OCB DAS103100 3660B 20005408 VAC‐Primm (5/10) 99940 College Intern PT DAS103000 DAS014637 1280 100620 $14.12 1040 1000 1080 100% 0.50 $17,749.15 $17,081.15 100% 0.50 $18,534.34 100% 0.50 $18,212.09 OCB DAS103100 3660B 20006543 Mike Duco 61316 Deputy Director 6 FP DAS103000 DAS014637 1280 100620 $48.08 2080 2000 2192 100% 1.00 $134,060.78 $129,386.52 100% 1.00 $142,770.75 100% 1.00 $139,732.52 OCB DAS103100 3660B 20006544 vac ‐ Little 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $42.23 2080 2000 2192 100% 1.00 $119,273.86 $115,168.33 100% 1.00 $127,051.70 100% 1.00 $124,518.32 OCB DAS103100 3660B 20006545 Marissa Hartley 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $32.00 2080 2000 2192 100% 1.00 $86,006.71 $82,895.72 100% 1.00 $91,506.52 100% 1.00 $89,150.98 OCB DAS103100 3660B 20006546 James Knight 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $41.98 2080 2000 2192 100% 1.00 $118,641.94 $114,560.71 100% 1.00 $126,379.95 100% 1.00 $123,868.14 OCB DAS103100 3660B 20006547 Ashley Hughes 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $27.57 2080 2000 2192 100% 1.00 $74,809.09 $72,128.78 100% 1.00 $79,603.04 100% 1.00 $77,629.80 OCB DAS103100 3660B 20006548 Victor Dandridge 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $37.12 2080 2000 2192 100% 1.00 $106,357.42 $102,748.68 100% 1.00 $113,321.05 100% 1.00 $111,228.65 OCB DAS103100 3660B 20006550 Jacqueline Milsom 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $37.50 2080 2000 2192 100% 1.00 $107,317.94 $103,672.25 100% 1.00 $114,342.12 100% 1.00 $112,216.93 OCB DAS103100 3660B 20006551 Jessie Keyes 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $27.32 2080 2000 2192 100% 1.00 $70,188.17 $67,532.17 100% 1.00 $74,594.29 100% 1.00 $72,264.62 OCB DAS103100 3660B 20006552 VAC‐Evans (4/10) 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $29.00 2080 2000 2192 100% 1.00 $85,832.67 $83,013.34 100% 1.00 $91,502.48 100% 1.00 $90,110.82 OCB DAS103100 3660B 20006554 vac ‐ Andrews 63381 Project Manager 1 FP DAS102530 DAS014637 1280 100620 $32.84 2080 2000 2192 100% 1.00 $95,538.96 $92,346.31 100% 1.00 $101,820.62 100% 1.00 $100,097.58 OCB DAS103100 3660B 20006555 David Long 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $30.73 2080 2000 2192 100% 1.00 $90,205.56 $87,218.04 100% 1.00 $96,151.01 100% 1.00 $94,610.07 OCB DAS103100 3660B 20006556 Aimee Hage Szczerbacki 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $26.90 2080 2000 2192 100% 1.00 $69,126.55 $66,511.37 100% 1.00 $73,465.74 100% 1.00 $71,172.32 OCB DAS103100 3660B 20006557 vac ‐ Dean 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $25.48 2080 2000 2192 100% 1.00 $76,935.25 $74,458.12 100% 1.00 $82,044.18 100% 1.00 $80,956.30 OCB DAS103100 3660B 20006558 Jose Trejo 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $39.81 2080 2000 2192 100% 1.00 $113,156.88 $109,286.61 100% 1.00 $120,549.12 100% 1.00 $118,224.59 OCB DAS103100 3660B 20006559 John Kinkela 99580 Administrative Staff PT DAS103000 DAS014637 1280 100620 $35.87 1040 1000 1080 100% 0.50 $46,465.91 $44,722.30 100% 0.50 $48,673.11 100% 0.50 $47,856.88 OCB DAS103100 3660B 20006560 Alicyn Carrel 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $22.02 2080 2000 2192 100% 1.00 $68,189.48 $66,048.73 100% 1.00 $72,747.10 100% 1.00 $71,957.81 OCB DAS103100 3660B 20006561 Kristen Rankin 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $34.00 2080 2000 2192 100% 1.00 $87,073.07 $83,767.64 100% 1.00 $92,543.56 100% 1.00 $89,637.41 OCB DAS103100 3660B 20006562 VAC‐Sarni (10/10) 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $27.57 2080 2000 2192 100% 1.00 $82,218.09 $79,537.78 100% 1.00 $87,660.04 100% 1.00 $86,391.80 OCB DAS103100 3660B 20006563 VAC‐West (8/10) 99580 Administrative Staff PT DAS103000 DAS014637 1280 100620 $13.62 1040 1000 1080 100% 0.50 $17,134.13 $16,489.78 100% 0.50 $17,892.47 100% 0.50 $17,581.64 OCB DAS103100 3660B 20006564 Antwan K. Booker 99580 Administrative Staff PT DAS103000 DAS014637 1280 100620 $13.62 1040 1000 1080 100% 0.50 $17,134.13 $16,489.78 100% 0.50 $17,892.47 100% 0.50 $17,581.64 OCB DAS103100 3660B 20006566 Cassandra Richards 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $19.79 2080 2000 2192 100% 1.00 $51,154.76 $49,230.80 100% 1.00 $54,361.05 100% 1.00 $52,681.21 OCB DAS103100 3660B 20006567 Kate Nicholson 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $38.53 2080 2000 2192 100% 1.00 $102,512.45 $98,766.62 100% 1.00 $109,052.74 100% 1.00 $106,133.67 OCB DAS103100 3660B 20006568 Daniel Batts 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $22.07 2080 2000 2192 100% 1.00 $56,917.86 $54,772.25 100% 1.00 $60,487.45 100% 1.00 $58,610.85 OCB DAS103100 3660B 20006569 Steven Baker 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $23.14 2080 2000 2192 100% 1.00 $63,611.48 $61,361.84 100% 1.00 $67,699.56 100% 1.00 $66,108.62 OCB DAS103100 3660B 20006570 Marilyn Robinson 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $24.25 2080 2000 2192 100% 1.00 $73,826.20 $71,468.66 100% 1.00 $78,739.15 100% 1.00 $77,757.41 OCB DAS103100 3660B 20006571 vac ‐ new 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $17.57 2080 2000 2192 100% 1.00 $56,941.31 $55,233.18 100% 1.00 $60,789.88 100% 1.00 $60,384.62 OCB DAS103100 3660B 20006572 Eric Slaback 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $17.22 2080 2000 2192 100% 1.00 $44,658.62 $42,984.52 100% 1.00 $47,455.42 100% 1.00 $45,997.37 OCB DAS103100 3660B 20006573 Harry Colson 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $42.55 2080 2000 2192 100% 1.00 $120,082.72 $115,946.07 100% 1.00 $127,911.55 100% 1.00 $125,350.55 OCB DAS103100 3660B 20006574 Michelle C Straub 99580 Administrative Staff PP DAS103000 DAS014637 1280 100620 $32.00 1040 1000 1096 100% 0.50 $52,972.85 $51,417.36 100% 0.50 $56,571.26 100% 0.50 $56,301.49 OCB DAS103100 3660B 20006576 Juanita Day 99580 Administrative Staff PP DAS103000 DAS014637 1280 100620 $18.27 2080 2000 2192 100% 1.00 $58,710.68 $56,934.50 100% 1.00 $62,670.79 100% 1.00 $62,205.12 OCB DAS103100 3660B 20006577 Hemangini Patel 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $30.45 2080 2000 2192 100% 1.00 $89,497.81 $86,537.51 100% 1.00 $95,398.65 100% 1.00 $93,881.87 OCB DAS103100 3660B 20006579 Michael D'Arcy 99580 Administrative Staff FP DAS103000 DAS014637 1280 100620 $46.16 2080 2000 2192 100% 1.00 $129,207.63 $124,720.03 100% 1.00 $137,611.68 100% 1.00 $134,739.15 3660B Total 31.00 $2,600,644.25 $2,510,927.24 31.00 $2,767,687.32 31.00 $2,712,734.45 DAS103100 Total 31.00 $2,600,644.25 $2,510,927.24 31.00 $2,767,687.32 31.00 $2,712,734.45 OCB Total 31.00 $2,600,644.25 $2,510,927.24 31.00 $2,767,687.32 31.00 $2,712,734.45

FTO 110510 450 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 7

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount EOD DAS104100 3680C 20005981 Melinda D. Carter 61315 Deputy Director 5 FP DAS104100 DAS014591 1880 100649 $44.47 2080 2000 2192 100% 1.00 $124,935.86 $120,612.56 100% 1.00 $133,070.62 100% 1.00 $130,343.93 EOD DAS104100 3680C 20005982 Orvell Johns 63133 Administrative Officer 3 FP DAS104100 DAS014591 1880 100649 $37.81 2080 2000 2192 100% 1.00 $100,692.52 $97,016.69 100% 1.00 $107,118.09 100% 1.00 $104,261.15 EOD DAS104100 3680C 20005983 Bobbi Bell 63122 Administrative Assistant 2 FP DAS104100 DAS014591 1880 100649 $24.72 2080 2000 2192 100% 1.00 $67,605.21 $65,201.97 100% 1.00 $71,945.05 100% 1.00 $70,217.75 EOD DAS104100 3680C 20006007 Nychola Richardson 63215 Management Analyst Supervisor 1 FP DAS104100 DAS014591 1880 100649 $30.94 2080 2000 2192 75% 0.75 $68,052.28 $65,796.32 75% 0.75 $72,536.47 75% 0.75 $71,367.16 EOD DAS104100 3680C 20006008 Darryl L. Kershaw 12112 Clerk 2 PH DAS104100 DAS014591 1880 100649 $14.36 1000 1000 1000 100% 0.48 $17,365.00 $17,365.00 100% 0.48 $17,476.92 100% 0.48 $17,818.30 3680C Total 4.23 $378,650.87 $365,992.55 4.23 $402,147.14 4.23 $394,008.30 EOD DAS104100 3681C 20078798 Patrice Davis 63216 Management Analyst Supervisor 2 FP DAS104100 DAS014162 1880 100649 $27.93 2080 2000 2192 100% 1.00 $83,128.06 $80,412.75 100% 1.00 $88,627.37 100% 1.00 $87,328.06 3681C Total 1.00 $83,128.06 $80,412.75 1.00 $88,627.37 1.00 $87,328.06 DAS104100 Total 5.23 $461,778.93 $446,405.29 5.23 $490,774.51 5.23 $481,336.35 EOD DAS104200 3670C 20005984 Christophe Bartley 99940 College Intern PT DAS104200 DAS014612 1880 100649 $10.50 1040 1000 1080 100% 0.50 $13,296.41 $12,799.67 100% 0.50 $13,887.22 100% 0.50 $13,647.59 EOD DAS104200 3670C 20006002 VAC‐Smith (11/10) 12113 Clerk 3 FP DAS104200 DAS014612 1880 100649 $17.48 2080 2000 2192 100% 1.00 $49,461.74 $47,765.02 100% 1.00 $52,616.88 100% 1.00 $51,489.74 EOD DAS104200 3670C 20006003 Felicia Godbolt 69175 EEO Program Mgr FP DAS104200 DAS014612 1880 100649 $39.38 2080 2000 2192 100% 1.00 $104,660.98 $100,832.51 100% 1.00 $111,336.71 100% 1.00 $108,344.28 EOD DAS104200 3670C 20006004 Lucille D. Blann 69171 EEO Enforcement Officer FP DAS104200 DAS014612 1880 100649 $19.06 2080 2000 2192 100% 1.00 $60,259.23 $58,409.14 100% 1.00 $64,273.75 100% 1.00 $63,672.47 EOD DAS104200 3670C 20006005 Donald L. Ross 69171 EEO Enforcement Officer FP DAS104200 DAS014612 1880 100649 $22.98 2080 2000 2192 100% 1.00 $70,152.23 $67,921.65 100% 1.00 $74,790.45 100% 1.00 $73,851.40 EOD DAS104200 3670C 20006006 VAC‐Jackson (9/10) 69171 EEO Enforcement Officer FP DAS104200 DAS014612 1880 100649 $18.15 2080 2000 2192 100% 1.00 $51,152.63 $49,390.88 100% 1.00 $54,414.38 100% 1.00 $53,229.50 EOD DAS104200 3670C 20076690 Darius M. Fequiere 99940 College Intern PT DAS104200 DAS014612 1880 100649 $10.50 520 520 520 100% 0.25 $6,838.71 $6,838.71 0% 0.00 $0.00 0% 0.00 $0.00 3670C Total 5.75 $355,821.92 $343,957.57 5.50 $371,319.39 5.50 $364,234.98 DAS104200 Total 5.75 $355,821.92 $343,957.57 5.50 $371,319.39 5.50 $364,234.98 EOD DAS104300 3676C 20005985 Todd McGonigle 69175 EEO Program Mgr FP DAS104300 DAS014716 GRF 100439 $38.13 2080 2000 2192 100% 1.00 $101,501.38 $97,794.44 100% 1.00 $107,977.94 100% 1.00 $105,093.38 EOD DAS104300 3676C 20005986 Cathryn Armstrong 69161 EEO Cont Officer FP DAS104300 DAS014716 GRF 100439 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 EOD DAS104300 3676C 20005987 Maceo Whitfield 69161 EEO Cont Officer FP DAS104300 DAS014716 GRF 100439 $22.23 2080 2000 2192 100% 1.00 $68,259.44 $66,101.65 100% 1.00 $72,778.33 100% 1.00 $71,903.90 EOD DAS104300 3676C 20005988 James Austin 69161 EEO Cont Officer FP DAS104300 DAS014716 GRF 100439 $25.06 2080 2000 2192 100% 1.00 $75,401.58 $72,969.10 100% 1.00 $80,370.74 100% 1.00 $79,252.47 EOD DAS104300 3676C 20005989 Paul Holliman 69163 EEO Cont Specialist FP DAS104300 DAS014716 GRF 100439 $34.04 2080 2000 2192 84% 0.84 $82,374.30 $79,598.82 84% 0.84 $87,748.55 84% 0.84 $86,159.25 EOD DAS104300 3676C 20005989 Paul Holliman 69163 EEO Cont Specialist FP DAS104300 DAS015591 5HU0 100655 $34.04 2080 2000 2192 16% 0.16 $15,690.34 $15,161.68 16% 0.16 $16,714.01 16% 0.16 $16,411.29 EOD DAS104300 3676C 20005990 Madie A. Hughes 69161 EEO Cont Officer FP DAS104300 DAS014716 GRF 100439 $23.54 2080 2000 2192 100% 1.00 $64,755.52 $62,470.58 100% 1.00 $68,874.84 100% 1.00 $67,225.54 EOD DAS104300 3676C 20006007 Nychola Richardson 63215 Management Analyst Supervisor 1 FP DAS104100 DAS015591 5HU0 100655 $30.94 2080 2000 2192 13% 0.13 $11,342.05 $10,966.05 13% 0.13 $12,089.41 13% 0.13 $11,894.53 EOD DAS104300 3676C 20078691 Donald L. Stinson 69161 EEO Cont Officer FP DAS104300 DAS015591 5HU0 100655 $18.36 2080 2000 2192 25% 0.25 $14,623.15 $14,177.62 25% 0.25 $15,598.94 25% 0.25 $15,463.70 EOD DAS104300 3676C 20078691 Donald L. Stinson 69161 EEO Cont Officer FP DAS104300 DAS014163 1880 100649 $18.36 2080 2000 2192 75% 0.75 $43,869.46 $42,532.86 75% 0.75 $46,796.83 75% 0.75 $46,391.10 EOD DAS104300 3676C 20078796 Anita Jones 69161 EEO Cont Officer FP DAS104300 DAS014163 1880 100649 $20.34 2080 2000 2192 100% 1.00 $63,489.59 $61,515.26 100% 1.00 $67,707.78 100% 1.00 $66,996.20 3676C Total 8.12 $611,538.83 $591,024.50 8.12 $651,353.94 8.12 $639,651.67 DAS104300 Total 8.12 $611,538.83 $591,024.50 8.12 $651,353.94 8.12 $639,651.67 EOD DAS104500 3672C 20005991 Pamela Osborne 69175 EEO Program Mgr FP DAS104500 DAS014592 GRF 102321 $39.38 2080 2000 2192 100% 1.00 $100,671.98 $96,843.51 100% 1.00 $106,999.71 100% 1.00 $103,629.28 EOD DAS104500 3672C 20005992 Linda Knight 16832 Ex Secretary 1 FP DAS104500 DAS014592 GRF 102321 $24.72 2080 2000 2192 100% 1.00 $67,605.21 $65,201.97 100% 1.00 $71,945.05 100% 1.00 $70,217.75 EOD DAS104500 3672C 20005993 Alonzo Webb 69163 EEO Cont Specialist FP DAS104500 DAS014592 GRF 102321 $33.82 2080 2000 2192 100% 1.00 $97,509.43 $94,226.64 100% 1.00 $103,872.34 100% 1.00 $101,999.27 EOD DAS104500 3672C 20005994 Priscilla Smith 69163 EEO Cont Specialist FP DAS104500 DAS014592 GRF 102321 $34.04 2080 2000 2192 100% 1.00 $91,254.65 $87,950.51 100% 1.00 $97,044.56 100% 1.00 $94,490.54 EOD DAS104500 3672C 20005995 Timothy Collins 69161 EEO Cont Officer FP DAS104500 DAS014592 GRF 102321 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 EOD DAS104500 3672C 20005996 Brenda L. Hodge 69161 EEO Cont Officer FP DAS104500 DAS014592 GRF 102321 $22.00 2080 2000 2192 100% 1.00 $60,868.98 $58,733.52 100% 1.00 $64,743.28 100% 1.00 $63,226.67 EOD DAS104500 3672C 20005997 Katherine Dabney 69163 EEO Cont Specialist FP DAS104500 DAS014592 GRF 102321 $31.07 2080 2000 2192 66% 0.66 $55,281.06 $53,290.60 66% 0.66 $58,790.52 66% 0.66 $57,273.77 EOD DAS104500 3672C 20005998 Charles H. King 69161 EEO Cont Officer FP DAS104500 DAS014592 GRF 102321 $24.60 2080 2000 2192 100% 1.00 $74,240.67 $71,852.84 100% 1.00 $79,136.64 100% 1.00 $78,058.00 EOD DAS104500 3672C 20005999 Dianna L. Fraley 69161 EEO Cont Officer FP DAS104500 DAS014592 GRF 102321 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 EOD DAS104500 3672C 20006000 Stacy Cornett 69161 EEO Cont Officer FP DAS104500 DAS014592 GRF 102321 $25.16 2080 2000 2192 65% 0.65 $42,214.87 $40,627.45 65% 0.65 $44,834.41 65% 0.65 $43,425.29 3672C Total 9.31 $736,920.85 $711,009.89 9.31 $784,177.66 9.31 $766,121.19

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS105125 3550D 20005495 Jeff Westhoven 61316 Deputy Director 6 FP DAS105110 DAS014687 1170 100644 $50.54 2080 2000 2192 100% 1.00 $140,278.87 $135,365.45 100% 1.00 $149,380.81 100% 1.00 $146,130.29 GSD DAS105125 3550D 20005497 David Chovan 63393 Business Operations Manager 3 FP DAS105220 DAS014687 1170 100644 $47.76 2080 2000 2192 35% 0.35 $46,638.17 $45,013.07 35% 0.35 $49,668.82 35% 0.35 $48,615.10 GSD DAS105125 3550D 20005498 Thomas Michael 66536 Fiscal Officer 2 FP DAS105220 DAS014687 1170 100644 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 GSD DAS105125 3550D 20005500 Joseph McKelvey 66536 Fiscal Officer 2 FP DAS105220 DAS014687 1170 100644 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 GSD DAS105125 3550D 20005501 Jessie Scott 16511 Account Clerk 1 PP DAS105220 DAS014687 1170 100644 $17.48 1040 1000 1080 100% 0.50 $23,506.37 $22,658.01 100% 0.50 $24,581.64 100% 0.50 $24,170.87 GSD DAS105125 3550D 20005502 VAC‐Llaneza (3/10) 63215 Management Analyst Supervisor 1 FP DAS105220 DAS014687 1170 100644 $23.04 2080 2000 2192 100% 1.00 $63,358.71 $61,118.80 100% 1.00 $67,430.86 100% 1.00 $65,848.54 GSD DAS105125 3550D 20005504 vac‐Rhodes 63216 Management Analyst Supervisor 2 PH DAS105220 DAS014687 1170 100644 $31.10 1040 1000 1080 100% 0.50 $40,437.40 $38,925.65 100% 0.50 $42,358.13 100% 0.50 $41,654.17 GSD DAS105125 3550D 20005505 Amanda Sweeney 63122 Administrative Assistant 2 FP DAS105220 DAS014687 1170 100644 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 GSD DAS105125 3550D 20005507 Stephen L. Jones 63215 Management Analyst Supervisor 1 FP DAS105220 DAS014687 1170 100644 $32.09 2080 2000 2192 100% 1.00 $86,234.20 $83,114.46 100% 1.00 $91,748.36 100% 1.00 $89,385.04 GSD DAS105125 3550D 20005508 Mary Sen 66536 Fiscal Officer 2 FP DAS105220 DAS014687 1170 100644 $38.27 2080 2000 2192 100% 1.00 $109,264.25 $105,543.70 100% 1.00 $116,411.12 100% 1.00 $114,219.48 GSD DAS105125 3550D 20005509 vac‐Heideman 16513 Account Clerk 3 FP DAS105220 DAS014687 1170 100644 $20.08 2080 2000 2192 100% 1.00 $56,023.43 $54,074.33 100% 1.00 $59,592.24 100% 1.00 $58,241.07 GSD DAS105125 3550D 20005512 Donald Zurface 16513 Account Clerk 3 PP DAS105220 DAS014687 1170 100644 $20.45 1872 1832 1872 100% 0.90 $51,796.18 $50,803.68 100% 0.90 $52,575.56 100% 0.90 $53,891.65 GSD DAS105125 3550D 20005513 Joan Johnson 66531 Fiscal Specialist 1 FP DAS105220 DAS014687 1170 100644 $25.71 2080 2000 2192 100% 1.00 $70,232.01 $67,736.43 100% 1.00 $74,696.58 100% 1.00 $72,860.31 GSD DAS105125 3550D 20005514 Anne Van Scoy 63216 Management Analyst Supervisor 2 FP DAS102100 DAS014687 1170 100644 $39.24 2080 2000 2192 100% 1.00 $104,307.10 $100,492.25 100% 1.00 $110,960.52 100% 1.00 $107,980.18 GSD DAS105125 3550D 20005515 Rosanna Muse‐Duffy 16832 Ex Secretary 1 FP DAS102100 DAS014687 1170 100644 $25.68 2080 2000 2192 100% 1.00 $70,031.78 $67,535.21 100% 1.00 $74,524.58 100% 1.00 $72,714.44 GSD DAS105125 3550D 20005516 Hannah Roederer 99940 College Intern PT DAS102100 DAS014687 1170 100644 $12.50 1900 1900 1900 100% 0.91 $28,470.84 $28,470.84 100% 0.91 $28,638.29 100% 0.91 $29,202.89 GSD DAS105125 3550D 20005517 Dawn Wyne 63123 Administrative Assistant 3 FP DAS102100 DAS014687 1170 100644 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 GSD DAS105125 3550D 20005518 Christina Carleski 63123 Administrative Assistant 3 PP DAS102100 DAS014687 1170 100644 $30.71 1664 1624 1664 100% 0.80 $74,630.00 $73,137.21 100% 0.80 $76,220.61 100% 0.80 $78,584.44 GSD DAS105125 3550D 20005520 vac/Lowery (10/10) 63122 Administrative Assistant 2 FP DAS105110 DAS014687 1170 100644 $24.24 2080 2000 2192 100% 1.00 $73,800.92 $71,444.35 100% 1.00 $78,712.28 100% 1.00 $77,731.41 GSD DAS105125 3550D 20005635 Heather Gossett 63121 Administrative Assistant 1 FP DAS105900 DAS014687 1170 100644 $17.22 2080 2000 2192 10% 0.10 $5,561.56 $5,394.41 10% 0.10 $5,933.73 10% 0.10 $5,889.46 GSD DAS105125 3550D 20005639 Terry Cathel 63122 Administrative Assistant 2 FP DAS105900 DAS014687 1170 100644 $19.19 2080 2000 2192 11% 0.11 $6,713.98 $6,508.76 11% 0.11 $7,165.71 11% 0.11 $7,105.76 GSD DAS105125 3550D 20074578 Michael Namboya 66531 Fiscal Specialist 1 PH DAS105220 DAS014687 1170 100644 $18.36 1040 1000 1080 100% 0.50 $22,964.52 $22,095.92 100% 0.50 $23,977.38 100% 0.50 $23,558.37 3550D Total 17.67 $1,470,333.63 $1,422,209.60 17.67 $1,556,665.15 17.67 $1,532,503.75 DAS105125 Total 17.67 $1,470,333.63 $1,422,209.60 17.67 $1,556,665.15 17.67 $1,532,503.75 GSD DAS105245 3536D 20005497 David Chovan 63393 Business Operations Manager 3 FP DAS105220 DAS014685 1170 100644 $47.76 2080 2000 2192 20% 0.20 $26,650.38 $25,721.75 20% 0.20 $28,382.18 20% 0.20 $27,780.06 GSD DAS105245 3536D 20005612 vac‐Dempsey 63216 Management Analyst Supervisor 2 FP DAS105245 DAS014724 4270 100602 $39.38 2080 2000 2192 100% 1.00 $104,660.98 $100,832.51 100% 1.00 $111,336.71 100% 1.00 $108,344.28 GSD DAS105245 3536D 20005613 Kenneth Ball 63331 Business Transformation Analyst FP DAS105245 DAS014685 1170 100644 $25.95 2080 2000 2192 100% 1.00 $70,714.25 $68,191.44 100% 1.00 $75,250.08 100% 1.00 $73,416.63 GSD DAS105245 3536D 20005614 vac ‐ Zabonik 63215 Management Analyst Supervisor 1 FP DAS105245 DAS014685 1170 100644 $23.04 2080 2000 2192 100% 1.00 $70,767.71 $68,527.80 100% 1.00 $75,487.86 100% 1.00 $74,610.54 GSD DAS105245 3536D 20005615 Crawford Wall 63215 Management Analyst Supervisor 1 FP DAS105245 DAS014685 1170 100644 $31.74 2080 2000 2192 100% 1.00 $85,349.51 $82,263.80 100% 1.00 $90,807.90 100% 1.00 $88,474.79 GSD DAS105245 3536D 20005638 Frederick Zabonik 63332 Senior Business Transformation Analyst FP DAS105245 DAS014685 1170 100644 $36.88 2080 2000 2192 100% 1.00 $105,750.78 $102,165.36 100% 1.00 $112,676.16 100% 1.00 $110,604.48 3536D Total 5.20 $463,893.62 $447,702.67 5.20 $493,940.89 5.20 $483,230.79 DAS105245 Total 5.20 $463,893.62 $447,702.67 5.20 $493,940.89 5.20 $483,230.79 GSD DAS105255 3536D 20005456 Vac‐Veerni (7/07) 64122 System Analyst 2 FP DAS101380 DASA00032 GRF 100421 $35.98 2080 2000 2192 0% 0.00 $0.00 $0.00 0% 0.00 $0.00 0% 0.00 $0.00 GSD DAS105255 3536D 20005457 vac ‐ Harding (FY10) 64122 System Analyst 2 FP DAS101380 DASA00032 GRF 100421 $39.60 2080 2000 2192 0% 0.00 $0.00 $0.00 0% 0.00 $0.00 0% 0.00 $0.00 3536D Total 0.00 $0.00 $0.00 0.00 $0.00 0.00 $0.00 DAS105255 Total 0.00 $0.00 $0.00 0.00 $0.00 0.00 $0.00 GSD DAS105275 3451D 20005497 David Chovan 63393 Business Operations Manager 3 FP DAS105220 DAS013959 1170 100644 $47.76 2080 2000 2192 20% 0.20 $26,650.38 $25,721.75 20% 0.20 $28,382.18 20% 0.20 $27,780.06 GSD DAS105275 3451D 20005511 Keith Williams 63331 Business Transformation Analyst FP DAS105220 DAS013959 1170 100644 $29.16 2080 2000 2192 100% 1.00 $86,237.10 $83,402.21 100% 1.00 $91,932.40 100% 1.00 $90,526.94 GSD DAS105275 3451D 20005524 James Riesbeck 63331 Business Transformation Analyst FP DAS105270 DAS013959 1170 100644 $30.82 2080 2000 2192 50% 0.50 $45,216.52 $43,718.39 50% 0.50 $48,196.42 50% 0.50 $47,422.07 GSD DAS105275 3451D 20005660 Bryan Daneman 63331 Business Transformation Analyst FP DAS105270 DAS013959 1170 100644 $23.04 2080 2000 2192 100% 1.00 $63,358.71 $61,118.80 100% 1.00 $67,430.86 100% 1.00 $65,848.54 GSD DAS105275 3451D 20073295 Joseph Banicki 63216 Management Analyst Supervisor 2 FP DAS105270 DAS013959 1170 100644 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 GSD DAS105275 3451D 20074690 David Colopy 64652 Training Officer FP DAS105270 DAS013959 1170 100644 $19.88 2080 2000 2192 100% 1.00 $62,328.68 $60,399.00 100% 1.00 $66,473.68 100% 1.00 $65,801.74 GSD DAS105275 3451D 20074691 Krista Holcombe 64652 Training Officer FP DAS105270 DAS013959 1170 100644 $19.88 2080 2000 2192 100% 1.00 $62,328.68 $60,399.00 100% 1.00 $66,473.68 100% 1.00 $65,801.74 GSD DAS105275 3451D 20074979 Charles Gobble 63331 Business Transformation Analyst FP DAS105270 DAS013959 1170 100644 $24.34 2080 2000 2192 100% 1.00 $74,053.69 $71,687.40 100% 1.00 $78,980.98 100% 1.00 $77,991.48

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS105275 3451D 20074984 Jae Orme 63332 Senior Business Transformation Analyst FP DAS105270 DAS013959 1170 100644 $32.50 2080 2000 2192 100% 1.00 $94,679.55 $91,519.95 100% 1.00 $100,907.03 100% 1.00 $99,213.34 GSD DAS105275 3451D 20075325 Shirley Whaley 63216 Management Analyst Supervisor 2 FP DAS105270 DAS013959 1170 100644 $36.61 2080 2000 2192 100% 1.00 $97,659.31 $94,100.14 100% 1.00 $103,893.67 100% 1.00 $101,140.29 GSD DAS105275 3451D 20075714 Cathy Brewer 64652 Training Officer FP DAS105270 DAS013959 1170 100644 $21.31 2080 2000 2192 100% 1.00 $65,937.61 $63,869.12 100% 1.00 $70,310.12 100% 1.00 $69,514.97 GSD DAS105275 3451D 20075715 Sydney Waugh 64652 Training Officer FP DAS105270 DAS013959 1170 100644 $20.81 2080 2000 2192 100% 1.00 $64,675.75 $62,655.79 100% 1.00 $68,968.71 100% 1.00 $68,216.64 GSD DAS105275 3451D 20075864 James Yagodich 63331 Business Transformation Analyst FP DAS105270 DAS013959 1170 100644 $24.92 2080 2000 2192 100% 1.00 $75,519.75 $73,097.06 100% 1.00 $80,539.45 100% 1.00 $79,499.89 GSD DAS105275 3451D 20076505 vac/Williams 63216 Management Analyst Supervisor 2 FT DAS105270 DAS013959 1170 100644 $31.80 2080 2000 2192 100% 1.00 $92,910.17 $89,818.63 100% 1.00 $99,026.12 100% 1.00 $97,392.83 3451D Total 12.70 $1,023,625.88 $989,748.77 12.70 $1,090,909.00 12.70 $1,073,256.80 DAS105275 Total 12.70 $1,023,625.88 $989,748.77 12.70 $1,090,909.00 12.70 $1,073,256.80 GSD DAS105625 3421D 20005496 Carolyn McClure 63122 Administrative Assistant 2 FP DAS105625 DAS013997 1310 100639 $25.49 2080 2000 2192 100% 1.00 $76,960.52 $74,482.43 100% 1.00 $82,071.05 100% 1.00 $80,982.30 GSD DAS105625 3421D 20005499 vac‐Buechner(06/10) 66113 Account/Examiner 3 FP DAS105655 DAS013997 1310 100639 $19.88 2080 2000 2192 100% 1.00 $55,518.68 $53,589.00 100% 1.00 $59,055.68 100% 1.00 $57,721.74 GSD DAS105625 3421D 20005506 Kyle Walther 16513 Account Clerk 3 FP DAS105635 DAS013997 1310 100639 $20.53 2080 2000 2192 100% 1.00 $63,969.10 $61,976.33 100% 1.00 $68,217.52 100% 1.00 $67,489.57 GSD DAS105625 3421D 20005519 Craig Weise 61315 Deputy Director 5 FP DAS105625 DAS013997 1310 100639 $49.28 2080 2000 2192 100% 1.00 $129,684.99 $124,894.07 100% 1.00 $137,938.17 100% 1.00 $134,091.39 GSD DAS105625 3421D 20005521 Angela Carder 52662 Electronic Design Specialist FP DAS105645 DAS013997 1310 100639 $29.98 2080 2000 2192 100% 1.00 $87,818.32 $84,908.27 100% 1.00 $93,570.27 100% 1.00 $92,028.07 GSD DAS105625 3421D 20005525 Christina Ringley 63122 Administrative Assistant 2 FP DAS105635 DAS013997 1310 100639 $21.32 2080 2000 2192 100% 1.00 $66,420.10 $64,347.41 100% 1.00 $70,866.19 100% 1.00 $70,137.31 GSD DAS105625 3421D 20005526 vac/Harris 12612 Word Processor Specialist 2 FP DAS105625 DAS013997 1310 100639 $19.92 2080 2000 2192 100% 1.00 $55,619.63 $53,686.07 100% 1.00 $59,162.99 100% 1.00 $57,825.60 GSD DAS105625 3421D 20005531 Edward Thiell 85117 Architect Administrator FP DAS105655 DAS013997 1310 100639 $45.23 2080 2000 2192 100% 1.00 $126,856.89 $122,459.71 100% 1.00 $135,112.75 100% 1.00 $132,320.48 GSD DAS105625 3421D 20005532 Kathleen Stewart 66113 Account/Examiner 3 FP DAS105655 DAS013997 1310 100639 $25.71 2080 2000 2192 100% 1.00 $66,334.01 $63,838.43 100% 1.00 $70,451.58 100% 1.00 $68,236.31 GSD DAS105625 3421D 20005533 Teri Johnson 85113 Architect FP DAS105655 DAS013997 1310 100639 $36.74 2080 2000 2192 100% 1.00 $104,878.71 $101,312.49 100% 1.00 $111,706.20 100% 1.00 $109,581.54 GSD DAS105625 3421D 20005534 Janet Grafton 66113 Account/Examiner 3 FP DAS105655 DAS013997 1310 100639 $19.46 2080 2000 2192 100% 1.00 $61,268.72 $59,379.80 100% 1.00 $65,346.89 100% 1.00 $64,711.14 GSD DAS105625 3421D 20005535 Kevin Russell 85117 Architect Administrator FP DAS105655 DAS013997 1310 100639 $46.24 2080 2000 2192 100% 1.00 $129,409.85 $124,914.47 100% 1.00 $137,826.64 100% 1.00 $134,947.20 GSD DAS105625 3421D 20005536 Vac/Bhalla(7/10) 85117 Architect Administrator FP DAS105655 DAS013997 1310 100639 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 GSD DAS105625 3421D 20005537 Michael Downey 85113 Architect FP DAS105655 DAS013997 1310 100639 $30.35 2080 2000 2192 100% 1.00 $81,942.10 $78,996.13 100% 1.00 $87,144.91 100% 1.00 $84,908.84 GSD DAS105625 3421D 20005539 Barbara L. Taylor 66113 Account/Examiner 3 FP DAS105655 DAS013997 1310 100639 $24.33 2080 2000 2192 100% 1.00 $66,749.26 $64,387.64 100% 1.00 $70,994.27 100% 1.00 $69,276.90 GSD DAS105625 3421D 20005540 Asghar Zanganeh 66361 Energy Specialist FP DAS105685 DAS013997 1310 100639 $43.83 2080 2000 2192 100% 1.00 $122,771.93 $118,517.51 100% 1.00 $130,727.47 100% 1.00 $127,991.91 GSD DAS105625 3421D 20005541 Weidong Huang 66361 Energy Specialist FP DAS105685 DAS013997 1310 100639 $42.53 2080 2000 2192 100% 1.00 $119,491.08 $115,362.85 100% 1.00 $127,239.79 100% 1.00 $124,616.24 GSD DAS105625 3421D 20005542 Michael Covault 85113 Architect FP DAS105655 DAS013997 1310 100639 $33.37 2080 2000 2192 100% 1.00 $96,373.75 $93,134.64 100% 1.00 $102,665.06 100% 1.00 $100,830.77 GSD DAS105625 3421D 20005543 Catherine Radwanski 85113 Architect FP DAS105655 DAS013997 1310 100639 $36.74 2080 2000 2192 100% 1.00 $97,987.90 $94,416.10 100% 1.00 $104,242.98 100% 1.00 $101,478.38 GSD DAS105625 3421D 20005544 Shelby Banton 63122 Administrative Assistant 2 FP DAS105655 DAS013997 1310 100639 $24.62 2080 2000 2192 100% 1.00 $74,761.44 $72,367.93 100% 1.00 $79,733.34 100% 1.00 $78,719.68 GSD DAS105625 3421D 20005545 Crystal Canan 63382 Project Manager 2 FP DAS105655 DAS013997 1310 100639 $47.76 2080 2000 2192 100% 1.00 $125,842.92 $121,199.77 100% 1.00 $133,853.90 100% 1.00 $130,138.29 GSD DAS105625 3421D 20005547 John McCready 85113 Architect FP DAS105655 DAS013997 1310 100639 $38.57 2080 2000 2192 100% 1.00 $110,022.56 $106,272.84 100% 1.00 $117,217.22 100% 1.00 $114,999.70 GSD DAS105625 3421D 20005548 Bruce Ratekin 85113 Architect FP DAS105655 DAS013997 1310 100639 $40.94 2080 2000 2192 100% 1.00 $108,668.36 $104,694.46 100% 1.00 $115,556.09 100% 1.00 $112,407.54 GSD DAS105625 3421D 20005550 vac/Nichols 7/10 66113 Account/Examiner 3 FP DAS105655 DAS013997 1310 100639 $23.17 2080 2000 2192 100% 1.00 $63,821.74 $61,572.71 100% 1.00 $67,882.19 100% 1.00 $66,264.77 GSD DAS105625 3421D 20005551 Bob Simkins 85113 Architect FP DAS105655 DAS013997 1310 100639 $41.20 2080 2000 2192 100% 1.00 $109,324.53 $105,325.39 100% 1.00 $116,253.63 100% 1.00 $113,082.67 GSD DAS105625 3421D 20005553 Jeffery Kring 85113 Architect FP DAS105655 DAS013997 1310 100639 $38.57 2080 2000 2192 100% 1.00 $102,687.13 $98,943.28 100% 1.00 $109,197.78 100% 1.00 $106,253.44 GSD DAS105625 3421D 20005554 Carmen R. Tipple 63215 Management Analyst Supervisor 1 FP DAS105635 DAS013997 1310 100639 $27.07 2080 2000 2192 100% 1.00 $80,954.25 $78,322.55 100% 1.00 $86,316.53 100% 1.00 $85,091.44 GSD DAS105625 3421D 20005555 Nick Cassidy 85113 Architect FP DAS105655 DAS013997 1310 100639 $39.49 2080 2000 2192 100% 1.00 $111,818.96 $107,985.80 100% 1.00 $119,083.99 100% 1.00 $116,722.37 GSD DAS105625 3421D 20005556 Patrick Love 66361 Energy Specialist FP DAS105685 DAS013997 1310 100639 $33.37 2080 2000 2192 100% 1.00 $96,878.63 $93,634.45 100% 1.00 $103,244.74 100% 1.00 $101,475.96 GSD DAS105625 3421D 20005557 Lane Beougher 85117 Architect Administrator FP DAS105645 DAS013997 1310 100639 $43.33 2080 2000 2192 100% 1.00 $122,054.31 $117,841.83 100% 1.00 $130,007.42 100% 1.00 $127,379.11 GSD DAS105625 3421D 20005717 Angela Quach 99940 College Intern PT DAS106440 DAS013997 1310 100639 $11.50 1000 1000 1000 100% 0.48 $13,982.40 $13,982.40 100% 0.48 $14,077.40 100% 0.48 $14,350.79 GSD DAS105625 3421D 20005785 vac 9 02 09 85113 Architect PP DAS106435 DAS013997 1310 100639 $30.00 2080 2000 2192 100% 1.00 $80,951.35 $78,034.80 100% 1.00 $86,132.49 100% 1.00 $83,949.54 GSD DAS105625 3421D 20075329 Nicole Loeser 99940 College Intern PT DAS105625 DAS013997 1310 100639 $12.50 1040 1040 1080 100% 0.50 $15,756.49 $15,756.49 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS105625 3421D 20075613 Carol Cook 63122 Administrative Assistant 2 FP DAS105635 DAS013997 1310 100639 $21.32 2080 2000 2192 100% 1.00 $55,022.10 $52,949.41 100% 1.00 $58,472.19 100% 1.00 $56,660.31 GSD DAS105625 3421D 20075697 Ramzi Najjar 63382 Project Manager 2 FP DAS105685 DAS013997 1310 100639 $41.98 2080 2000 2192 100% 1.00 $118,641.94 $114,560.71 100% 1.00 $126,379.95 100% 1.00 $123,868.14 GSD DAS105625 3421D 20075698 William Ramsey 63382 Project Manager 2 FP DAS105635 DAS013997 1310 100639 $41.98 2080 2000 2192 100% 1.00 $118,641.94 $114,560.71 100% 1.00 $126,379.95 100% 1.00 $123,868.14 GSD DAS105625 3421D 20076291 Mikhail Viznyuk 99940 College Intern PT DAS105625 DAS013997 1310 100639 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 3421D Total 35.48 $3,267,664.95 $3,155,200.03 35.48 $3,477,665.78 35.48 $3,404,385.83

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS105745 3471D 20005591 Kristin Haake 99940 College Intern PT DAS105740 DAS014289 2100 100612 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 GSD DAS105745 3471D 20005593 Jason K. Davis 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 GSD DAS105745 3471D 20005595 Randy Simon 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $20.55 2080 2000 2192 100% 1.00 $64,019.58 $62,024.86 100% 1.00 $68,271.17 100% 1.00 $67,541.50 GSD DAS105745 3471D 20005598 Meghan Plumly 99940 College Intern PT DAS105740 DAS014289 2100 100612 $9.50 1040 1000 1080 100% 0.50 $12,066.37 $11,616.94 100% 0.50 $12,603.48 100% 0.50 $12,386.68 GSD DAS105745 3471D 20005599 Mark Hogan 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $18.36 2080 2000 2192 100% 1.00 $51,682.62 $49,900.48 100% 1.00 $54,977.77 100% 1.00 $53,774.80 GSD DAS105745 3471D 20005600 James Toles 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 GSD DAS105745 3471D 20005602 Denise Gundel 52661 Electronic Design Coordinator PH DAS105740 DAS014289 2100 100612 $24.67 2027 1950 2027 100% 0.97 $72,830.89 $70,526.06 100% 0.97 $74,342.41 100% 0.97 $76,607.48 GSD DAS105745 3471D 20005603 Van Hylton 52735 Print Machine Supervisor FP DAS105740 DAS014289 2100 100612 $24.53 2080 2000 2192 100% 1.00 $74,533.95 $72,149.18 100% 1.00 $79,491.51 100% 1.00 $78,485.61 GSD DAS105745 3471D 20005604 Mathew Crider 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $18.36 2080 2000 2192 100% 1.00 $51,682.62 $49,900.48 100% 1.00 $54,977.77 100% 1.00 $53,774.80 GSD DAS105745 3471D 20005606 David Brey 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $21.56 2080 2000 2192 100% 1.00 $66,568.54 $64,475.79 100% 1.00 $70,980.83 100% 1.00 $70,164.14 GSD DAS105745 3471D 20005607 Thomas Carroll 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $20.80 2080 2000 2192 100% 1.00 $64,650.51 $62,631.53 100% 1.00 $68,941.88 100% 1.00 $68,190.67 GSD DAS105745 3471D 20005608 Daniel Wolford 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 GSD DAS105745 3471D 20005610 John Hoy 52661 Electronic Design Coordinator FP DAS105740 DAS014289 2100 100612 $26.03 2080 2000 2192 100% 1.00 $71,039.60 $68,512.96 100% 1.00 $75,555.09 100% 1.00 $73,691.24 GSD DAS105745 3471D 20005611 Danny Bailey 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $20.72 2080 2000 2192 100% 1.00 $64,448.61 $62,437.40 100% 1.00 $68,727.25 100% 1.00 $67,982.94 GSD DAS105745 3471D 20071797 vac/Schroeder(7/10) 16513 Account Clerk 3 PH DAS105740 DAS014289 2100 100612 $16.35 1000 1000 1000 100% 0.48 $19,718.64 $19,718.64 100% 0.48 $19,842.32 100% 0.48 $20,231.01 GSD DAS105745 3471D 20077158 Roger Compton 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $20.80 2080 2000 2192 100% 1.00 $64,650.51 $62,631.53 100% 1.00 $68,941.88 100% 1.00 $68,190.67 GSD DAS105745 3471D 20077159 Max Elkins 52731 Print Machine Operator FP DAS105740 DAS014289 2100 100612 $20.55 2080 2000 2192 100% 1.00 $64,019.58 $62,024.86 100% 1.00 $68,271.17 100% 1.00 $67,541.50 3471D Total 16.96 $1,014,741.87 $982,801.06 16.96 $1,076,341.26 16.96 $1,066,019.74 GSD DAS105745 3471E 20005574 David Estes 16513 Account Clerk 3 PP DAS105740 DAS014627 2100 100612 $16.35 2080 2000 2192 100% 1.00 $53,419.93 $51,832.89 100% 1.00 $57,003.28 100% 1.00 $56,635.50 GSD DAS105745 3471E 20005577 VAC‐Schroeder (5/10) 99940 College Intern PT DAS105740 DAS014627 2100 100612 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS105745 3471E 20005580 Daniel Boyle 63132 Administrative Officer 2 FP DAS105740 DAS014627 2100 100612 $36.59 2080 2000 2192 100% 1.00 $105,017.75 $101,460.53 100% 1.00 $111,896.93 100% 1.00 $109,850.27 GSD DAS105745 3471E 20005590 Sean Kirk 99940 College Intern PT DAS105740 DAS014627 2100 100612 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS105745 3471E 20005592 VAC‐Calvert (7/08) 52731 Print Machine Operator FP DAS105740 DAS014627 2100 100612 $20.89 2080 2000 2192 100% 1.00 $58,067.64 $56,039.93 100% 1.00 $61,765.33 100% 1.00 $60,344.37 GSD DAS105745 3471E 20005594 vac‐Henderson 52731 Print Machine Operator FP DAS014627 2100 100612 $18.13 2080 2000 2192 100% 1.00 $51,102.16 $49,342.35 100% 1.00 $54,360.72 100% 1.00 $53,177.57 GSD DAS105745 3471E 20005597 vac‐Barka 99940 College Intern PH DAS014627 2100 100612 $12.36 1040 1000 1080 100% 0.50 $15,584.28 $14,999.54 100% 0.50 $16,274.97 100% 0.50 $15,992.89 GSD DAS105745 3471E 20005601 Dante Talley 52661 Electronic Design Coordinator FP DAS105740 DAS014627 2100 100612 $26.23 2080 2000 2192 100% 1.00 $78,354.34 $75,808.29 100% 1.00 $83,509.65 100% 1.00 $82,290.57 GSD DAS105745 3471E 20005605 Vac/Dass(9/10) 52731 Print Machine Operator PP DAS105740 DAS014627 2100 100612 $17.72 1080 1000 1080 100% 0.52 $35,377.22 $33,657.21 100% 0.52 $36,561.88 100% 0.52 $38,071.33 GSD DAS105745 3471E 20005609 Joseph Williams 52731 Print Machine Operator PP DAS105740 DAS014627 2100 100612 $16.78 1080 1000 1080 100% 0.52 $34,145.45 $32,516.68 100% 0.52 $35,319.35 100% 0.52 $36,803.96 3471E Total 7.54 $462,581.77 $445,987.67 7.54 $489,601.49 7.54 $485,505.30 DAS105745 Total 24.49 $1,477,323.63 $1,428,788.73 24.49 $1,565,942.76 24.49 $1,551,525.04 GSD DAS105765 3474D 20005558 vac‐Trackler 63131 Administrative Officer 1 FP DAS105760 DAS014276 GRF 130321 $22.00 2080 2000 2192 100% 1.00 $56,740.92 $54,602.12 100% 1.00 $60,299.36 100% 1.00 $58,428.80 GSD DAS105765 3474D 20005559 Harry Ivory 12735 Mail Center Supervisor FP DAS105760 DAS014276 GRF 130321 $18.07 2080 2000 2192 100% 1.00 $46,807.15 $45,050.41 100% 1.00 $49,739.39 100% 1.00 $48,207.98 GSD DAS105765 3474D 20005560 Robert Hixson 12732 Mail Clk/Screener FP DAS105760 DAS014276 GRF 130321 $17.84 2080 2000 2192 100% 1.00 $57,180.28 $55,448.61 100% 1.00 $61,000.70 100% 1.00 $60,504.54 GSD DAS105765 3474D 20005561 Danette Moon 12731 Mail Clerk/Messenger FP DAS105760 DAS014276 GRF 130321 $15.41 2080 2000 2192 100% 1.00 $51,047.62 $49,551.83 100% 1.00 $54,481.42 100% 1.00 $54,194.64 GSD DAS105765 3474D 20005562 Kristen Tackett 12731 Mail Clerk/Messenger FP DAS105760 DAS014276 GRF 130321 $14.36 2080 2000 2192 100% 1.00 $48,397.71 $47,003.84 100% 1.00 $51,664.45 100% 1.00 $51,468.14 GSD DAS105765 3474D 20005564 Chadd Pope 12731 Mail Clerk/Messenger FP DAS105760 DAS014276 GRF 130321 $14.36 2080 2000 2192 100% 1.00 $48,397.71 $47,003.84 100% 1.00 $51,664.45 100% 1.00 $51,468.14 GSD DAS105765 3474D 20005566 James Lloyd 12732 Mail Clk/Screener FP DAS105760 DAS014276 GRF 130321 $17.17 2080 2000 2192 100% 1.00 $44,781.38 $43,114.75 100% 1.00 $47,540.20 100% 1.00 $46,060.77 GSD DAS105765 3474D 20005567 Pauline Vance 12732 Mail Clk/Screener FP DAS105760 DAS014276 GRF 130321 $17.17 2080 2000 2192 100% 1.00 $48,679.38 $47,012.75 100% 1.00 $51,785.20 100% 1.00 $50,684.77 GSD DAS105765 3474D 20005568 Michael A. Lester 12731 Mail Clerk/Messenger PH DAS105760 DAS014276 GRF 130321 $14.36 2080 2000 2192 100% 1.00 $41,587.71 $40,193.84 100% 1.00 $44,246.45 100% 1.00 $43,388.14 GSD DAS105765 3474D 20005569 Randall Gue 12732 Mail Clk/Screener FP DAS105760 DAS014276 GRF 130321 $17.02 2080 2000 2192 100% 1.00 $55,110.82 $53,458.75 100% 1.00 $58,800.78 100% 1.00 $58,375.27 GSD DAS105765 3474D 20005623 Michael Hardenbrook 63291 State Records Manager Analyst FP DAS105750 DAS017597 GRF 130321 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 GSD DAS105765 3474D 20006531 Kevin Fowler 12736 Mail Center Manager FP DAS105760 DAS014276 GRF 130321 $20.71 2080 2000 2192 100% 1.00 $64,878.22 $62,864.83 100% 1.00 $69,227.11 100% 1.00 $68,550.87 GSD DAS105765 3474D 20073968 vac‐Pope 12731 Mail Clerk/Messenger PT DAS105760 DAS014276 GRF 130321 $14.36 1000 1000 1000 100% 0.48 $17,365.00 $17,365.00 100% 0.48 $17,476.92 100% 0.48 $17,818.30 3474D Total 12.48 $658,015.93 $637,217.01 12.48 $700,041.02 12.48 $690,090.64 DAS105765 Total 12.48 $658,015.93 $637,217.01 12.48 $700,041.02 12.48 $690,090.64

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS105775 3475D 20005579 vac/Estes (9/10) 16513 Account Clerk 3 PH DAS105770 DAS013724 2100 100612 $16.35 1000 1000 1000 100% 0.48 $19,718.64 $19,718.64 100% 0.48 $19,842.32 100% 0.48 $20,231.01 GSD DAS105775 3475D 20006521 Paul Hahn 12379 Computer Operations Mgr 3 FP DAS105770 DAS013724 2100 100612 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 GSD DAS105775 3475D 20006522 Alice Yuhas 69931 Infrastructure Specialist 1 FP DAS105770 DAS013724 2100 100612 $35.76 2080 2000 2192 100% 1.00 $102,405.46 $98,934.36 100% 1.00 $109,077.03 100% 1.00 $107,036.81 GSD DAS105775 3475D 20006523 Larry Stiles 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $33.49 2080 2000 2192 100% 1.00 $96,676.60 $93,425.84 100% 1.00 $102,987.00 100% 1.00 $101,142.37 GSD DAS105775 3475D 20006524 VAC‐Keirns (7/10) 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $32.09 2080 2000 2192 100% 1.00 $93,143.38 $90,028.52 100% 1.00 $99,231.04 100% 1.00 $97,507.04 GSD DAS105775 3475D 20006525 James Welch 12377 Computer Operator Manager 1 FP DAS105770 DAS013724 2100 100612 $35.70 2080 2000 2192 100% 1.00 $102,768.12 $99,297.42 100% 1.00 $109,505.49 100% 1.00 $107,535.63 GSD DAS105775 3475D 20006526 Scott Neff 12373 Computer Operator 4 FP DAS105770 DAS013724 2100 100612 $23.49 2080 2000 2192 100% 1.00 $64,629.33 $62,349.24 100% 1.00 $68,740.69 100% 1.00 $67,095.70 GSD DAS105775 3475D 20006530 vac‐Davenport 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $21.52 2080 2000 2192 100% 1.00 $66,467.59 $64,378.72 100% 1.00 $70,873.52 100% 1.00 $70,060.27 GSD DAS105775 3475D 20006533 VAC‐Brooks (1/09) 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $21.52 2080 2000 2192 100% 1.00 $59,657.59 $57,568.72 100% 1.00 $63,455.52 100% 1.00 $61,980.27 GSD DAS105775 3475D 20006534 Kimberlee Young 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $19.63 2080 2000 2192 100% 1.00 $61,697.75 $59,792.34 100% 1.00 $65,802.97 100% 1.00 $65,152.57 GSD DAS105775 3475D 20006535 Angelo DASS 63215 Management Analyst Supervisor 1 FP DAS105770 DAS013724 2100 100612 $23.04 2080 2000 2192 100% 1.00 $70,767.71 $68,527.80 100% 1.00 $75,487.86 100% 1.00 $74,610.54 GSD DAS105775 3475D 20006536 Flora O'Neal 12375 Computer Operations Supervisor 1 FP DAS105770 DAS013724 2100 100612 $28.20 2080 2000 2192 100% 1.00 $76,401.53 $73,659.97 100% 1.00 $81,295.86 100% 1.00 $79,268.25 GSD DAS105775 3475D 20006537 Denise Holland 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $21.52 2080 2000 2192 100% 1.00 $59,657.59 $57,568.72 100% 1.00 $63,455.52 100% 1.00 $61,980.27 GSD DAS105775 3475D 20006538 vac/Canterbury 9/10 52731 Print Machine Operator FP DAS105770 DAS013724 2100 100612 $17.72 2080 2000 2192 100% 1.00 $56,877.43 $55,157.42 100% 1.00 $60,678.76 100% 1.00 $60,192.94 GSD DAS105775 3475D 20006539 vac ‐ Watson 12375 Computer Operations Supervisor 1 FP DAS105770 DAS013724 2100 100612 $27.25 2080 2000 2192 100% 1.00 $81,409.24 $78,760.04 100% 1.00 $86,800.20 100% 1.00 $85,559.57 GSD DAS105775 3475D 20006540 Victoria Sansom‐Moore 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $21.19 2080 2000 2192 100% 1.00 $65,634.76 $63,577.93 100% 1.00 $69,988.18 100% 1.00 $69,203.37 GSD DAS105775 3475D 20006541 VAC‐Zarbaugh(1/09) 12372 Computer Operator 3 FP DAS105770 DAS013724 2100 100612 $21.43 2080 2000 2192 100% 1.00 $59,430.46 $57,350.32 100% 1.00 $63,214.06 100% 1.00 $61,746.57 3475D Total 16.48 $1,259,296.37 $1,217,840.61 16.48 $1,340,335.96 16.48 $1,317,578.28 DAS105775 Total 16.48 $1,259,296.37 $1,217,840.61 16.48 $1,340,335.96 16.48 $1,317,578.28 GSD DAS105785 3476D 20005596 Marc Hartz 63215 Management Analyst Supervisor 1 FP DAS105780 DAS013725 2100 100612 $24.34 2080 2000 2192 100% 1.00 $74,053.69 $71,687.40 100% 1.00 $78,980.98 100% 1.00 $77,991.48 GSD DAS105785 3476D 20005622 vac ‐ Estes 99940 College Intern PT DAS105730 DAS013725 2100 100612 $11.00 2080 2000 2192 100% 1.00 $27,441.86 $26,401.06 100% 1.00 $29,068.58 100% 1.00 $28,148.09 GSD DAS105785 3476D 20073313 vac‐Schneider 63215 Management Analyst Supervisor 1 FP DAS105780 DAS013725 2100 100612 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 GSD DAS105785 3476D 20073314 Ralph Russell 12725 Document Delivery Techn Supv FP DAS105780 DAS013725 2100 100612 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 GSD DAS105785 3476D 20073315 Scott Carrier 12725 Document Delivery Techn Supv FP DAS105780 DAS013725 2100 100612 $23.24 2080 2000 2192 100% 1.00 $71,273.25 $69,013.89 100% 1.00 $76,025.26 100% 1.00 $75,130.69 GSD DAS105785 3476D 20073316 Mark Boso 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.27 2080 2000 2192 100% 1.00 $65,836.66 $63,772.06 100% 1.00 $70,202.81 100% 1.00 $69,411.10 GSD DAS105785 3476D 20073317 Marc Carpenter 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $19.47 2080 2000 2192 100% 1.00 $61,293.95 $59,404.07 100% 1.00 $65,373.72 100% 1.00 $64,737.10 GSD DAS105785 3476D 20073318 James Eason 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.52 2080 2000 2192 100% 1.00 $66,467.59 $64,378.72 100% 1.00 $70,873.52 100% 1.00 $70,060.27 GSD DAS105785 3476D 20073319 Peggy Farley 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $20.78 2080 2000 2192 100% 1.00 $64,600.03 $62,582.99 100% 1.00 $68,888.22 100% 1.00 $68,138.74 GSD DAS105785 3476D 20073320 Paula Kimes 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $20.86 2080 2000 2192 100% 1.00 $64,801.93 $62,777.13 100% 1.00 $69,102.85 100% 1.00 $68,346.47 GSD DAS105785 3476D 20073321 Richard Long 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.43 2080 2000 2192 100% 1.00 $66,240.46 $64,160.32 100% 1.00 $70,632.06 100% 1.00 $69,826.57 GSD DAS105785 3476D 20073322 Don Roush 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.27 2080 2000 2192 100% 1.00 $65,836.66 $63,772.06 100% 1.00 $70,202.81 100% 1.00 $69,411.10 GSD DAS105785 3476D 20073323 John Cunningham 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $20.78 2080 2000 2192 100% 1.00 $64,600.03 $62,582.99 100% 1.00 $68,888.22 100% 1.00 $68,138.74 GSD DAS105785 3476D 20073324 Elijah Lamp 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.02 2080 2000 2192 100% 1.00 $65,205.73 $63,165.39 100% 1.00 $69,532.10 100% 1.00 $68,761.94 GSD DAS105785 3476D 20073325 Matthew Farnsworth 64551 Inventory Control Specialist 1 FP DAS105780 DAS013725 2100 100612 $15.41 2080 2000 2192 100% 1.00 $44,237.62 $42,741.83 100% 1.00 $47,063.42 100% 1.00 $46,114.64 GSD DAS105785 3476D 20073326 Michael O'Connor 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.52 2080 2000 2192 100% 1.00 $66,467.59 $64,378.72 100% 1.00 $70,873.52 100% 1.00 $70,060.27 GSD DAS105785 3476D 20073327 John Russell 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.52 2080 2000 2192 100% 1.00 $66,467.59 $64,378.72 100% 1.00 $70,873.52 100% 1.00 $70,060.27 GSD DAS105785 3476D 20073328 Donna Cole 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.52 2080 2000 2192 100% 1.00 $55,759.59 $53,670.72 100% 1.00 $59,210.52 100% 1.00 $57,356.27 GSD DAS105785 3476D 20073329 Terrance Vincent 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $20.86 2080 2000 2192 100% 1.00 $64,801.93 $62,777.13 100% 1.00 $69,102.85 100% 1.00 $68,346.47 GSD DAS105785 3476D 20073330 Charles Wilkes 12721 Document Delivery Technician FP DAS105780 DAS013725 2100 100612 $21.52 2080 2000 2192 100% 1.00 $66,467.59 $64,378.72 100% 1.00 $70,873.52 100% 1.00 $70,060.27 GSD DAS105785 3476D 20073350 Robert Allberry 63132 Administrative Officer 2 FP DAS105780 DAS013725 2100 100612 $33.89 2080 2000 2192 100% 1.00 $98,193.02 $94,898.29 100% 1.00 $104,641.99 100% 1.00 $102,828.34 GSD DAS105785 3476D 20076504 Cassie Vome 99940 College Intern PT DAS105730 DAS013725 2100 100612 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 3476D Total 21.50 $1,406,516.64 $1,361,198.66 21.50 $1,498,881.94 21.50 $1,478,345.05 DAS105785 Total 21.50 $1,406,516.64 $1,361,198.66 21.50 $1,498,881.94 21.50 $1,478,345.05 GSD DAS105825 3521D 20005616 Scott Roberts 66786 Risk Management Administrator FP DAS105800 DAS014602 1300 100606 $45.73 2080 2000 2192 100% 1.00 $128,120.73 $123,674.94 100% 1.00 $136,456.26 100% 1.00 $133,620.84 GSD DAS105825 3521D 20005618 Traci L. Brodie 63215 Management Analyst Supervisor 1 FP DAS105800 DAS014602 1300 100606 $27.07 2080 2000 2192 100% 1.00 $73,545.25 $70,913.55 100% 1.00 $78,259.53 100% 1.00 $76,329.44 GSD DAS105825 3521D 20005619 Cindy Kelly 16782 Auto Liability Specialist 2 FP DAS105800 DAS014602 1300 100606 $25.61 2080 2000 2192 100% 1.00 $76,789.63 $74,303.76 100% 1.00 $81,846.30 100% 1.00 $80,680.64

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS105825 3521D 20005620 Pamela Smith 16781 Auto Liability Specialist 1 FP DAS105800 DAS014602 1300 100606 $22.20 2080 2000 2192 100% 1.00 $68,183.73 $66,028.85 100% 1.00 $72,697.84 100% 1.00 $71,826.00 GSD DAS105825 3521D 20005621 Marcia Disinger 63123 Administrative Assistant 3 FP DAS105800 DAS014602 1300 100606 $31.74 2080 2000 2192 100% 1.00 $85,349.51 $82,263.80 100% 1.00 $90,807.90 100% 1.00 $88,474.79 GSD DAS105825 3521D 20073902 Roberta Miller 63124 Administrative Assistant 4 FP DAS105800 DAS014602 1300 100606 $34.65 2080 2000 2192 100% 1.00 $100,114.06 $96,745.44 100% 1.00 $106,684.12 100% 1.00 $104,804.88 GSD DAS105825 3521D 20077229 Jason Monroe 99940 College Intern PT DAS105800 DAS014602 1300 100606 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 3521D Total 6.50 $547,859.41 $529,095.47 6.50 $583,206.64 6.50 $571,906.01 DAS105825 Total 6.50 $547,859.41 $529,095.47 6.50 $583,206.64 6.50 $571,906.01 GSD DAS105925 3490D 20005633 Charles Stang 61313 Deputy Director 3 FP DAS105900 DAS014628 1220 100637 $40.99 2080 2000 2192 100% 1.00 $116,139.54 $112,154.56 100% 1.00 $123,719.80 100% 1.00 $121,293.43 GSD DAS105925 3490D 20005635 Heather Gossett 63121 Administrative Assistant 1 FP DAS105900 DAS014628 1220 100637 $17.22 2080 2000 2192 20% 0.20 $11,123.11 $10,788.82 20% 0.20 $11,867.47 20% 0.20 $11,778.92 3490D Total 1.20 $127,262.65 $122,943.37 1.20 $135,587.27 1.20 $133,072.35 GSD DAS105925 3491D 20005635 Heather Gossett 63121 Administrative Assistant 1 FP DAS105900 DAS014295 1220 100637 $17.22 2080 2000 2192 20% 0.20 $11,123.11 $10,788.82 20% 0.20 $11,867.47 20% 0.20 $11,778.92 GSD DAS105925 3491D 20005636 John Bartholow 63331 Business Transformation Analyst FP DAS105900 DAS014295 1220 100637 $23.85 2080 2000 2192 20% 0.20 $14,563.03 $14,099.29 20% 0.20 $15,532.87 20% 0.20 $15,343.43 GSD DAS105925 3491D 20005637 vac‐Simon 63124 Administrative Assistant 4 FP DAS105900 DAS014295 1220 100637 $37.29 2080 2000 2192 100% 1.00 $106,787.13 $103,161.85 100% 1.00 $113,777.84 100% 1.00 $111,670.78 GSD DAS105925 3491D 20005640 Luz Allende 63215 Management Analyst Supervisor 1 FP DAS105900 DAS014295 1220 100637 $32.09 2080 2000 2192 100% 1.00 $86,234.20 $83,114.46 100% 1.00 $91,748.36 100% 1.00 $89,385.04 GSD DAS105925 3491D 20073408 VAC‐Stenger (1/10) 69922 Information Technologist 2 FP DAS105900 DAS014295 1220 100637 $21.77 2080 2000 2192 30% 0.30 $20,129.56 $19,495.62 30% 0.30 $21,463.27 30% 0.30 $21,212.83 3491D Total 2.70 $238,837.03 $230,660.04 2.70 $254,389.80 2.70 $249,391.00 GSD DAS105925 3491E 20005636 John Bartholow 63331 Business Transformation Analyst FP DAS105900 DAS014296 1220 100637 $23.85 2080 2000 2192 30% 0.30 $21,844.54 $21,148.94 30% 0.30 $23,299.30 30% 0.30 $23,015.14 3491E Total 0.30 $21,844.54 $21,148.94 0.30 $23,299.30 0.30 $23,015.14 GSD DAS105925 3491F 20073408 VAC‐Stenger (1/10) 69922 Information Technologist 2 FP DAS105900 DAS014221 1220 100637 $21.77 2080 2000 2192 70% 0.70 $46,968.97 $45,489.77 70% 0.70 $50,080.96 70% 0.70 $49,496.61 3491F Total 0.70 $46,968.97 $45,489.77 0.70 $50,080.96 0.70 $49,496.61 GSD DAS105925 3492E 20005565 Richard Lyles 52141 Motor Fleet Coordinator FP DAS105900 DAS014297 1220 100637 $18.57 2080 2000 2192 100% 1.00 $52,212.60 $50,410.08 100% 1.00 $55,541.17 100% 1.00 $54,320.10 3492E Total 1.00 $52,212.60 $50,410.08 1.00 $55,541.17 1.00 $54,320.10 GSD DAS105925 3492F 20005635 Heather Gossett 63121 Administrative Assistant 1 FP DAS105900 DAS014632 1220 100637 $17.22 2080 2000 2192 50% 0.50 $27,807.78 $26,972.04 50% 0.50 $29,668.67 50% 0.50 $29,447.30 GSD DAS105925 3492F 20005636 John Bartholow 63331 Business Transformation Analyst FP DAS105900 DAS014632 1220 100637 $23.85 2080 2000 2192 50% 0.50 $36,407.56 $35,248.24 50% 0.50 $38,832.17 50% 0.50 $38,358.56 GSD DAS105925 3492F 20005639 Terry Cathel 63122 Administrative Assistant 2 FP DAS105900 DAS014632 1220 100637 $19.19 2080 2000 2192 89% 0.89 $54,322.17 $52,661.77 89% 0.89 $57,977.13 89% 0.89 $57,492.02 GSD DAS105925 3492F 20075548 vac‐Bartholow 63122 Administrative Assistant 2 FP DAS105900 DAS014632 1220 100637 $20.71 2080 2000 2192 100% 1.00 $64,878.22 $62,864.83 100% 1.00 $69,227.11 100% 1.00 $68,550.87 3492F Total 2.89 $183,415.74 $177,746.87 2.89 $195,705.08 2.89 $193,848.76 DAS105925 Total 8.79 $670,541.52 $648,399.08 8.79 $714,603.59 8.79 $703,143.96 GSD DAS106125 3450D 20005573 Thomas Linley 64536 State Purchasing Procurement Manager FP DAS106135 DAS014629 1170 100644 $32.80 2080 2000 2192 100% 1.00 $95,437.85 $92,249.09 100% 1.00 $101,713.14 100% 1.00 $99,993.55 GSD DAS106125 3450D 20005617 Senthan Mahendrarasa 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20005634 Christophe Wang 12113 Clerk 3 PT DAS106165 DAS014629 1170 100644 $15.09 2080 2000 2192 100% 1.00 $43,430.03 $41,965.30 100% 1.00 $46,204.92 100% 1.00 $45,283.70 GSD DAS106125 3450D 20005641 Stephen Hunter 64538 State Purchasing Administrator FP DAS106125 DAS014629 1170 100644 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 GSD DAS106125 3450D 20005642 Tamara Marcum 63216 Management Analyst Supervisor 2 FP DAS106175 DAS014629 1170 100644 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 GSD DAS106125 3450D 20005643 Jacki Dickinson 63122 Administrative Assistant 2 FP DAS106125 DAS014629 1170 100644 $21.32 2080 2000 2192 100% 1.00 $66,420.10 $64,347.41 100% 1.00 $70,866.19 100% 1.00 $70,137.31 GSD DAS106125 3450D 20005644 Tracey Shiverdecker 64535 State Purchasing Supervisor FP DAS106175 DAS014629 1170 100644 $24.34 2080 2000 2192 100% 1.00 $74,053.69 $71,687.40 100% 1.00 $78,980.98 100% 1.00 $77,991.48 GSD DAS106125 3450D 20005645 vac/Colopy(07/10) 64531 State Purchasing Specialist FP DAS106175 DAS014629 1170 100644 $16.35 2080 2000 2192 100% 1.00 $53,419.93 $51,832.89 100% 1.00 $57,003.28 100% 1.00 $56,635.50 GSD DAS106125 3450D 20005646 Joseph McElroy 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20005647 Joanne Markiewicz 63215 Management Analyst Supervisor 1 PH DAS106135 DAS014629 1170 100644 $23.04 1000 1000 1000 100% 0.48 $27,631.10 $27,631.10 100% 0.48 $27,794.35 100% 0.48 $28,342.08 GSD DAS106125 3450D 20005648 VAC‐Erb (5/10) 63122 Administrative Assistant 2 FP DAS106135 DAS014629 1170 100644 $25.01 2080 2000 2192 100% 1.00 $75,747.24 $73,315.80 100% 1.00 $80,781.28 100% 1.00 $79,733.96 GSD DAS106125 3450D 20005649 Katharine Heisler 64533 Purchasing Procurement Analyst FP DAS106135 DAS014629 1170 100644 $22.71 2080 2000 2192 100% 1.00 $62,660.83 $60,456.45 100% 1.00 $66,648.09 100% 1.00 $65,070.30 GSD DAS106125 3450D 20005650 Gayle Blankenship 64536 State Purchasing Procurement Manager FP DAS106135 DAS014629 1170 100644 $30.63 2080 2000 2192 100% 1.00 $89,952.79 $86,974.99 100% 1.00 $95,882.31 100% 1.00 $94,349.99 GSD DAS106125 3450D 20005651 vac ‐ Hutchison 64537 State Purchasing Assistant Administrator FP DAS106135 DAS014629 1170 100644 $43.29 2080 2000 2192 100% 1.00 $114,544.20 $110,335.61 100% 1.00 $121,842.94 100% 1.00 $118,513.08

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS106125 3450D 20005652 Terri Villavicencio 64533 Purchasing Procurement Analyst FP DAS106135 DAS014629 1170 100644 $23.87 2080 2000 2192 100% 1.00 $72,398.35 $70,081.37 100% 1.00 $77,178.17 100% 1.00 $76,162.44 GSD DAS106125 3450D 20005653 vac/Blankenship(6/10 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $27.55 2080 2000 2192 100% 1.00 $81,685.66 $79,011.48 100% 1.00 $87,050.99 100% 1.00 $85,718.17 GSD DAS106125 3450D 20005654 Cassity Butler 64533 Purchasing Procurement Analyst FP DAS106135 DAS014629 1170 100644 $22.71 2080 2000 2192 100% 1.00 $69,470.83 $67,266.45 100% 1.00 $74,066.09 100% 1.00 $73,150.30 GSD DAS106125 3450D 20005655 Nicole L Erb 64541 State Procurement Analyst FP DAS106135 DAS014629 1170 100644 $26.59 2080 2000 2192 100% 1.00 $79,262.88 $76,681.89 100% 1.00 $84,475.47 100% 1.00 $83,225.37 GSD DAS106125 3450D 20005656 vac ‐ Shaefer 12113 Clerk 3 FP DAS106175 DAS014629 1170 100644 $16.61 2080 2000 2192 100% 1.00 $54,076.10 $52,463.82 100% 1.00 $57,700.82 100% 1.00 $57,310.64 GSD DAS106125 3450D 20005657 Michael Royer 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20005658 Gretchen Adkins 64536 State Purchasing Procurement Manager FP DAS106185 DAS014629 1170 100644 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 GSD DAS106125 3450D 20005659 vac/Prickett (7/10) 64536 State Purchasing Procurement Manager FP DAS106135 DAS014629 1170 100644 $32.80 2080 2000 2192 100% 1.00 $95,437.85 $92,249.09 100% 1.00 $101,713.14 100% 1.00 $99,993.55 GSD DAS106125 3450D 20005661 vac/Holcombe 08/10 64530 State Purchasing Assistant FP DAS106135 DAS014629 1170 100644 $16.35 2080 2000 2192 100% 1.00 $46,609.93 $45,022.89 100% 1.00 $49,585.28 100% 1.00 $48,555.50 GSD DAS106125 3450D 20005662 Michael R. Ward 63122 Administrative Assistant 2 FP DAS106135 DAS014629 1170 100644 $23.13 2080 2000 2192 100% 1.00 $70,995.20 $68,746.54 100% 1.00 $75,729.69 100% 1.00 $74,844.61 GSD DAS106125 3450D 20005663 Lauren Brown 64533 Purchasing Procurement Analyst FP DAS106135 DAS014629 1170 100644 $23.87 2080 2000 2192 100% 1.00 $65,588.35 $63,271.37 100% 1.00 $69,760.17 100% 1.00 $68,082.44 GSD DAS106125 3450D 20005664 Angelita Stasiak 16833 Ex Secretary 2 FP DAS106135 DAS014629 1170 100644 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 GSD DAS106125 3450D 20005665 Terence Spiropoulos 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $26.28 2080 2000 2192 100% 1.00 $78,480.53 $75,929.62 100% 1.00 $83,643.79 100% 1.00 $82,420.41 GSD DAS106125 3450D 20005666 Russell Perry 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $32.53 2080 2000 2192 100% 1.00 $94,253.82 $91,096.25 100% 1.00 $100,411.49 100% 1.00 $98,649.57 GSD DAS106125 3450D 20005667 Elizabeth Lind 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $34.04 2080 2000 2192 100% 1.00 $98,064.65 $94,760.51 100% 1.00 $104,462.56 100% 1.00 $102,570.54 GSD DAS106125 3450D 20005668 Peggy Canada 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $33.82 2080 2000 2192 100% 1.00 $90,699.43 $87,416.64 100% 1.00 $96,454.34 100% 1.00 $93,919.27 GSD DAS106125 3450D 20005669 Harry Graham 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $34.04 2080 2000 2192 100% 1.00 $98,064.65 $94,760.51 100% 1.00 $104,462.56 100% 1.00 $102,570.54 GSD DAS106125 3450D 20005670 Jack Hill 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $33.49 2080 2000 2192 100% 1.00 $96,676.60 $93,425.84 100% 1.00 $102,987.00 100% 1.00 $101,142.37 GSD DAS106125 3450D 20005671 Gail Harper 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $22.71 2080 2000 2192 100% 1.00 $62,660.83 $60,456.45 100% 1.00 $66,648.09 100% 1.00 $65,070.30 GSD DAS106125 3450D 20005672 Daniel Cartwright 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $24.52 2080 2000 2192 100% 1.00 $67,228.77 $64,848.70 100% 1.00 $71,504.01 100% 1.00 $69,770.27 GSD DAS106125 3450D 20005673 Rosemary Reid 64530 State Purchasing Assistant FP DAS106135 DAS014629 1170 100644 $19.92 2080 2000 2192 100% 1.00 $62,429.63 $60,496.07 100% 1.00 $66,580.99 100% 1.00 $65,905.60 GSD DAS106125 3450D 20005674 Jennifer L Dammeyer 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $25.04 2080 2000 2192 100% 1.00 $75,351.11 $72,920.57 100% 1.00 $80,317.08 100% 1.00 $79,200.54 GSD DAS106125 3450D 20005675 Marty Staats 64536 State Purchasing Procurement Manager FP DAS106135 DAS014629 1170 100644 $36.59 2080 2000 2192 100% 1.00 $105,017.75 $101,460.53 100% 1.00 $111,896.93 100% 1.00 $109,850.27 GSD DAS106125 3450D 20005676 vac‐Shaw 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $33.28 2080 2000 2192 100% 1.00 $89,336.61 $86,106.24 100% 1.00 $95,005.61 100% 1.00 $92,517.07 GSD DAS106125 3450D 20005677 Kaitlin Kroeger 99940 College Intern PT DAS106135 DAS014629 1170 100644 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 GSD DAS106125 3450D 20005678 James Holland 64530 State Purchasing Assistant FP DAS106135 DAS014629 1170 100644 $19.92 2080 2000 2192 100% 1.00 $55,619.63 $53,686.07 100% 1.00 $59,162.99 100% 1.00 $57,825.60 GSD DAS106125 3450D 20005679 Jean Stephenson 64536 State Purchasing Procurement Manager FP DAS106145 DAS014629 1170 100644 $37.44 2080 2000 2192 100% 1.00 $107,166.28 $103,526.42 100% 1.00 $114,180.89 100% 1.00 $112,060.88 GSD DAS106125 3450D 20005680 Dawne Hinte 63122 Administrative Assistant 2 FP DAS106145 DAS014629 1170 100644 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 GSD DAS106125 3450D 20005681 Ronald Rowland 63216 Management Analyst Supervisor 2 FP DAS106165 DAS014629 1170 100644 $32.08 2080 2000 2192 100% 1.00 $93,617.92 $90,499.16 100% 1.00 $99,778.49 100% 1.00 $98,121.04 GSD DAS106125 3450D 20005682 Kay DeVault 63122 Administrative Assistant 2 FP DAS106165 DAS014629 1170 100644 $25.58 2080 2000 2192 100% 1.00 $69,779.01 $67,292.17 100% 1.00 $74,255.88 100% 1.00 $72,454.37 GSD DAS106125 3450D 20005683 Christina Dunlap 66922 Researcher 2 FP DAS106175 DAS014629 1170 100644 $19.88 2080 2000 2192 100% 1.00 $62,328.68 $60,399.00 100% 1.00 $66,473.68 100% 1.00 $65,801.74 GSD DAS106125 3450D 20005684 Luke Taylor 99940 College Intern PT DAS106135 DAS014629 1170 100644 $9.50 1040 1000 1080 100% 0.50 $12,066.37 $11,616.94 100% 0.50 $12,603.48 100% 0.50 $12,386.68 GSD DAS106125 3450D 20005685 Jennifer Schaefer 64531 State Purchasing Specialist FP DAS106165 DAS014629 1170 100644 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 GSD DAS106125 3450D 20005686 James Hunley 64536 State Purchasing Procurement Manager FP DAS106135 DAS014629 1170 100644 $37.29 2080 2000 2192 100% 1.00 $106,787.13 $103,161.85 100% 1.00 $113,777.84 100% 1.00 $111,670.78 GSD DAS106125 3450D 20005687 Janice Fitzpatrick 64541 State Procurement Analyst FP DAS106155 DAS014629 1170 100644 $29.49 2080 2000 2192 100% 1.00 $86,581.69 $83,719.20 100% 1.00 $92,255.68 100% 1.00 $90,755.71 GSD DAS106125 3450D 20005688 Dana King 64541 State Procurement Analyst FP DAS106155 DAS014629 1170 100644 $30.95 2080 2000 2192 100% 1.00 $83,456.33 $80,452.13 100% 1.00 $88,754.61 100% 1.00 $86,466.84 GSD DAS106125 3450D 20005689 Geraldine Berry 64541 State Procurement Analyst FP DAS106155 DAS014629 1170 100644 $33.83 2080 2000 2192 100% 1.00 $90,724.66 $87,440.91 100% 1.00 $96,481.17 100% 1.00 $93,945.24 GSD DAS106125 3450D 20005690 Ross A. Leider 64541 State Procurement Analyst FP DAS106135 DAS014629 1170 100644 $32.74 2080 2000 2192 100% 1.00 $94,783.80 $91,605.85 100% 1.00 $100,974.88 100% 1.00 $99,194.87 GSD DAS106125 3450D 20005691 Carol S. Clingman 64541 State Procurement Analyst FP DAS106135 DAS014629 1170 100644 $36.69 2080 2000 2192 100% 1.00 $104,752.52 $101,191.16 100% 1.00 $111,572.06 100% 1.00 $109,451.71 GSD DAS106125 3450D 20005709 vac/Neal (08/10) 64531 State Purchasing Specialist FP DAS106145 DAS014629 1170 100644 $16.78 2080 2000 2192 100% 1.00 $54,505.13 $52,876.35 100% 1.00 $58,156.90 100% 1.00 $57,752.07 GSD DAS106125 3450D 20005750 Zachary Zimmer 99940 College Intern PT DAS106135 DAS014629 1170 100644 $11.50 1080 1000 1080 100% 0.52 $15,070.51 $13,982.40 100% 0.52 $15,170.95 100% 0.52 $15,466.21 GSD DAS106125 3450D 20005802 Sylvia Durham 63215 Management Analyst Supervisor 1 FP DAS106135 DAS014629 1170 100644 $28.80 2080 2000 2192 100% 1.00 $85,327.14 $82,527.25 100% 1.00 $90,965.07 100% 1.00 $89,590.68 GSD DAS106125 3450D 20005806 Amanda Larke 99940 College Intern PP DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20005947 Mitchell A Bailey 63216 Management Analyst Supervisor 2 FP DAS105110 DAS014629 1170 100644 $34.65 2080 2000 2192 34% 0.34 $34,038.78 $32,893.45 34% 0.34 $36,272.60 34% 0.34 $35,633.66 GSD DAS106125 3450D 20006016 Maureen Studer 12512 Office Assistant 2 FP DAS106175 DAS014629 1170 100644 $17.94 2080 2000 2192 100% 1.00 $50,622.65 $48,881.28 100% 1.00 $53,850.98 100% 1.00 $52,684.20 GSD DAS106125 3450D 20006598 William Hart 64176 Computer Acquisition Manager FP DAS106195 DAS014629 1170 100644 $55.28 2080 2000 2192 100% 1.00 $152,260.06 $146,885.83 100% 1.00 $162,117.27 100% 1.00 $158,457.69 GSD DAS106125 3450D 20006599 Rose Perkins 63124 Administrative Assistant 4 FP DAS106195 DAS014629 1170 100644 $35.03 2080 2000 2192 100% 1.00 $93,665.57 $90,260.01 100% 1.00 $99,648.18 100% 1.00 $97,031.15 GSD DAS106125 3450D 20006601 vac ‐ Robinson 64172 Computer Acquisition Analyst 2 FP DAS106195 DAS014629 1170 100644 $43.40 2080 2000 2192 100% 1.00 $121,686.73 $117,474.04 100% 1.00 $129,573.86 100% 1.00 $126,875.34

GSD DAS106125 3450D 20006602 Curtis Brooks 64175 Computer Acquisition Analyst Supervisor FP DAS106195 DAS014629 1170 100644 $52.22 2080 2000 2192 100% 1.00 $144,525.37 $139,448.62 100% 1.00 $153,895.00 100% 1.00 $150,499.50

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GSD DAS106125 3450D 20006616 Sharon Walls 64175 Computer Acquisition Analyst Supervisor FP DAS106195 DAS014629 1170 100644 $52.59 2080 2000 2192 100% 1.00 $138,051.61 $132,938.89 100% 1.00 $146,832.19 100% 1.00 $142,699.76 GSD DAS106125 3450D 20006617 Bruce Reichenbach 64172 Computer Acquisition Analyst 2 FP DAS106195 DAS014629 1170 100644 $35.74 2080 2000 2192 100% 1.00 $102,354.98 $98,885.83 100% 1.00 $109,023.37 100% 1.00 $106,984.87 GSD DAS106125 3450D 20006641 Jencie McCloud 16832 Ex Secretary 1 FP DAS106125 DAS014629 1170 100644 $25.58 2080 2000 2192 100% 1.00 $77,188.01 $74,701.17 100% 1.00 $82,312.88 100% 1.00 $81,216.37 GSD DAS106125 3450D 20006643 Jim DeLong 63124 Administrative Assistant 4 FP DAS106195 DAS014629 1170 100644 $38.68 2080 2000 2192 100% 1.00 $110,300.60 $106,540.19 100% 1.00 $117,512.79 100% 1.00 $115,285.77 GSD DAS106125 3450D 20006646 VAC‐REED 12/09 64172 Computer Acquisition Analyst 2 FP DAS106195 DAS014629 1170 100644 $35.02 2080 2000 2192 100% 1.00 $93,727.90 $90,328.63 100% 1.00 $99,673.73 100% 1.00 $97,035.27 GSD DAS106125 3450D 20006647 Andrew Miller 64172 Computer Acquisition Analyst 2 FP DAS106195 DAS014629 1170 100644 $35.74 2080 2000 2192 100% 1.00 $102,354.98 $98,885.83 100% 1.00 $109,023.37 100% 1.00 $106,984.87 GSD DAS106125 3450D 20071939 Walter Schneider 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $23.87 2080 2000 2192 100% 1.00 $72,398.35 $70,081.37 100% 1.00 $77,178.17 100% 1.00 $76,162.44 GSD DAS106125 3450D 20072070 vac/Stiers(07/10) 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20072071 Mark Hollingsworth 64530 State Purchasing Assistant PT DAS106135 DAS014629 1170 100644 $16.78 2080 2000 2192 100% 1.00 $54,944.44 $53,313.12 100% 1.00 $58,667.14 100% 1.00 $58,330.05 GSD DAS106125 3450D 20072975 Angeline Herrel 64541 State Procurement Analyst FP DAS106155 DAS014629 1170 100644 $35.16 2080 2000 2192 100% 1.00 $100,891.22 $97,478.37 100% 1.00 $107,467.33 100% 1.00 $105,478.81 GSD DAS106125 3450D 20073901 Therese Gallego 64541 State Procurement Analyst FP DAS106155 DAS014629 1170 100644 $32.64 2080 2000 2192 100% 1.00 $94,531.43 $91,363.18 100% 1.00 $100,706.60 100% 1.00 $98,935.21 GSD DAS106125 3450D 20073927 Jay Homan 99940 College Intern PT DAS106165 DAS014629 1170 100644 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 GSD DAS106125 3450D 20074305 vac/Plennert (9/10) 99940 College Intern PT DAS106135 DAS014629 1170 100644 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 GSD DAS106125 3450D 20074840 Shavonna Neal 64652 Training Officer FP DAS106145 DAS014629 1170 100644 $19.88 2080 2000 2192 100% 1.00 $55,518.68 $53,589.00 100% 1.00 $59,055.68 100% 1.00 $57,721.74 GSD DAS106125 3450D 20074845 vac 64541 State Procurement Analyst FP DAS106135 DAS014629 1170 100644 $27.55 2080 2000 2192 100% 1.00 $81,685.66 $79,011.48 100% 1.00 $87,050.99 100% 1.00 $85,718.17 GSD DAS106125 3450D 20074846 vac/Beers(7/10) 64531 State Purchasing Specialist PH DAS106135 DAS014629 1170 100644 $16.35 1000 1000 1000 100% 0.48 $19,718.64 $19,718.64 100% 0.48 $19,842.32 100% 0.48 $20,231.01 GSD DAS106125 3450D 20074847 Mintai Wang 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20074986 Robert Rounds 64533 Purchasing Procurement Analyst FP DAS106135 DAS014629 1170 100644 $22.71 2080 2000 2192 100% 1.00 $69,470.83 $67,266.45 100% 1.00 $74,066.09 100% 1.00 $73,150.30 GSD DAS106125 3450D 20075105 Jason Boswell 52662 Electronic Design Specialist FP DAS106175 DAS014629 1170 100644 $22.71 2080 2000 2192 100% 1.00 $69,470.83 $67,266.45 100% 1.00 $74,066.09 100% 1.00 $73,150.30 GSD DAS106125 3450D 20075177 Wanda Horner 64522 Purchasing Agent FP DAS106175 DAS014629 1170 100644 $21.02 2080 2000 2192 100% 1.00 $65,205.73 $63,165.39 100% 1.00 $69,532.10 100% 1.00 $68,761.94 GSD DAS106125 3450D 20075575 Terry Tyler 61315 Deputy Director 5 FP DAS106125 DAS014629 1170 100644 $47.25 2080 2000 2192 100% 1.00 $131,962.80 $127,369.24 100% 1.00 $140,540.52 100% 1.00 $137,573.93 GSD DAS106125 3450D 20076236 Ashley Rohrbach 99940 College Intern PT DAS106135 DAS014629 1170 100644 $11.50 1040 1000 1080 100% 0.50 $14,526.45 $13,982.40 100% 0.50 $15,170.95 100% 0.50 $14,908.50 GSD DAS106125 3450D 20076258 Sheema Masood 99940 College Intern PT DAS106135 DAS014629 1170 100644 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 GSD DAS106125 3450D 20076586 Jan Jacobs 64534 Purchasing Standards Analyst FP DAS106135 DAS014629 1170 100644 $32.53 2080 2000 2192 100% 1.00 $94,253.82 $91,096.25 100% 1.00 $100,411.49 100% 1.00 $98,649.57 3450D Total 84.82 $6,923,704.87 $6,689,709.21 84.82 $7,367,261.31 84.82 $7,232,459.61 DAS106125 Total 84.82 $6,923,704.87 $6,689,709.21 84.82 $7,367,261.31 84.82 $7,232,459.61 GSD DAS106225 3530D 20005692 vac ‐ Barr 61315 Deputy Director 5 FP DAS106210 DAS014240 1320 100631 $40.56 2080 2000 2192 100% 1.00 $115,052.64 $111,109.46 100% 1.00 $122,564.39 100% 1.00 $120,175.12 GSD DAS106225 3530D 20005693 Erin Fracasso 30610 Administrative Secretary 2 FP DAS106210 DAS014240 1320 100631 $25.68 2080 2000 2192 70% 0.70 $49,022.25 $47,274.65 70% 0.70 $52,167.21 70% 0.70 $50,900.11 GSD DAS106225 3530D 20005707 Peter Gunnell 63133 Administrative Officer 3 FP DAS106490 DAS014240 1320 100631 $40.22 2080 2000 2192 70% 0.70 $79,935.26 $77,198.17 70% 0.70 $85,155.56 70% 0.70 $83,503.62 GSD DAS106225 3530D 20005708 Angela McIntosh 16832 Ex Secretary 1 FP DAS106490 DAS014240 1320 100631 $25.10 2080 2000 2192 70% 0.70 $45,203.71 $43,495.58 70% 0.70 $48,040.38 70% 0.70 $46,543.72 GSD DAS106225 3530D 20005710 James Miller 63132 Administrative Officer 2 FP DAS106490 DAS014240 1320 100631 $39.38 2080 2000 2192 25% 0.25 $25,167.99 $24,210.88 25% 0.25 $26,749.93 25% 0.25 $25,907.32 GSD DAS106225 3530D 20005713 Tesfamicha Makonnen 64522 Purchasing Agent FP DAS106490 DAS014240 1320 100631 $21.35 2080 2000 2192 100% 1.00 $66,038.56 $63,966.19 100% 1.00 $70,417.44 100% 1.00 $69,618.84 GSD DAS106225 3530D 20005714 Freetage (9/10) 63131 Administrative Officer 1 FP DAS106490 DAS014240 1320 100631 $30.82 2080 2000 2192 100% 1.00 $79,035.05 $76,038.78 100% 1.00 $83,998.85 100% 1.00 $81,367.13 GSD DAS106225 3530D 20072222 Mark Young 64552 Inventory Control Specialist 2 FP DAS106490 DAS014240 1320 100631 $20.86 2080 2000 2192 100% 1.00 $57,991.93 $55,967.13 100% 1.00 $61,684.85 100% 1.00 $60,266.47 3530D Total 6.35 $517,447.38 $499,260.83 6.35 $550,778.59 6.35 $538,282.32 DAS106225 Total 6.35 $517,447.38 $499,260.83 6.35 $550,778.59 6.35 $538,282.32 GSD DAS106245 3532D 20005626 Kimberley Murray 63122 Administrative Assistant 2 FP DAS106245 DAS014604 1170 100644 $32.15 2080 2000 2192 100% 1.00 $86,385.86 $83,260.29 100% 1.00 $91,909.58 100% 1.00 $89,541.09 GSD DAS106245 3532D 20005699 Mauricetta Jeter 84597 Real Estate Administrator 2 FP DAS106245 DAS014604 1170 100644 $42.21 2080 2000 2192 100% 1.00 $107,825.31 $103,721.72 100% 1.00 $114,603.96 100% 1.00 $110,989.31 GSD DAS106245 3532D 20005705 Sheneise Landrum 12513 Office Assistant 3 FP DAS106245 DAS014604 1170 100644 $19.45 2080 2000 2192 100% 1.00 $61,243.48 $59,355.54 100% 1.00 $65,320.06 100% 1.00 $64,685.17

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS106245 3532D 20005706 Lauren Lee 84595 Real Estate Specialist Supervisor FP DAS106245 DAS014604 1170 100644 $27.69 2080 2000 2192 100% 1.00 $75,112.41 $72,420.44 100% 1.00 $79,925.48 100% 1.00 $77,941.88 3532D Total 4.00 $330,567.06 $318,757.98 4.00 $351,759.08 4.00 $343,157.45 DAS106245 Total 4.00 $330,567.06 $318,757.98 4.00 $351,759.08 4.00 $343,157.45 GSD DAS106255 3532D 20005630 vac ‐ Moore 84592 Real Estate Specialist PT DAS106255 DAS014686 1170 100644 $21.77 1000 1000 1000 100% 0.48 $27,863.19 $27,863.19 100% 0.48 $28,120.72 100% 0.48 $28,653.61 GSD DAS106255 3532D 20005695 Paul Lehman 84592 Real Estate Specialist FP DAS106265 DAS014686 1170 100644 $28.17 2080 2000 2192 20% 0.20 $16,650.07 $16,103.20 20% 0.20 $17,742.87 20% 0.20 $17,465.62 GSD DAS106255 3532D 20005696 Janie D. Ward 84592 Real Estate Specialist FP DAS106255 DAS014686 1170 100644 $25.54 2080 2000 2192 90% 0.90 $62,822.67 $60,591.51 90% 0.90 $66,816.45 90% 0.90 $65,176.98 GSD DAS106255 3532D 20005697 Brian Sprague 84592 Real Estate Specialist FP DAS106255 DAS014686 1170 100644 $23.87 2080 2000 2192 90% 0.90 $65,158.51 $63,073.24 90% 0.90 $69,460.35 90% 0.90 $68,546.19 GSD DAS106255 3532D 20005698 Maurice Madry 84592 Real Estate Specialist FP DAS106255 DAS014686 1170 100644 $22.71 2080 2000 2192 90% 0.90 $62,523.74 $60,539.80 90% 0.90 $66,659.48 90% 0.90 $65,835.27 GSD DAS106255 3532D 20005701 Debra Kuehn 84592 Real Estate Specialist FP DAS106265 DAS014686 1170 100644 $23.87 2080 2000 2192 20% 0.20 $14,479.67 $14,016.28 20% 0.20 $15,435.63 20% 0.20 $15,232.49 GSD DAS106255 3532D 20005703 Vac/Marroni (11/10) 84592 Real Estate Specialist FP DAS106255 DAS014686 1170 100644 $20.81 2080 2000 2192 90% 0.90 $58,208.17 $56,390.21 90% 0.90 $62,071.84 90% 0.90 $61,394.97 3532D Total 4.48 $307,706.04 $298,577.43 4.48 $326,307.34 4.48 $322,305.15 DAS106255 Total 4.48 $307,706.04 $298,577.43 4.48 $326,307.34 4.48 $322,305.15 GSD DAS106265 3532D 20005527 Rita Hayes 63281 FAC Planner FP DAS105675 DAS017598 GRF 130321 $19.06 2080 2000 2192 100% 1.00 $60,259.23 $58,409.14 100% 1.00 $64,273.75 100% 1.00 $63,672.47 GSD DAS106265 3532D 20005528 Martha King 63281 FAC Planner FP DAS105675 DAS017598 GRF 130321 $25.52 2080 2000 2192 100% 1.00 $76,562.50 $74,085.36 100% 1.00 $81,604.84 100% 1.00 $80,446.94 GSD DAS106265 3532D 20005529 Jennifer Flowers‐Frear 63281 FAC Planner FP DAS105675 DAS017598 GRF 130321 $24.88 2080 2000 2192 100% 1.00 $74,947.31 $72,532.30 100% 1.00 $79,887.83 100% 1.00 $78,785.07 GSD DAS106265 3532D 20005530 Andrew Picchioni 63281 FAC Planner FP DAS105675 DAS017598 GRF 130321 $18.36 2080 2000 2192 100% 1.00 $51,682.62 $49,900.48 100% 1.00 $54,977.77 100% 1.00 $53,774.80 GSD DAS106265 3532D 20005563 Picchioni (08/10) 63281 FAC Planner PH DAS105675 DAS017598 GRF 130321 $18.36 1000 1000 1000 100% 0.48 $34,433.74 $34,433.74 100% 0.48 $35,610.16 100% 0.48 $37,100.58 GSD DAS106265 3532D 20005695 Paul Lehman 84592 Real Estate Specialist FP DAS106265 DAS014243 GRF 130321 $28.17 2080 2000 2192 80% 0.80 $66,600.30 $64,412.81 80% 0.80 $70,971.47 80% 0.80 $69,862.48 GSD DAS106265 3532D 20005696 Janie D. Ward 84592 Real Estate Specialist FP DAS106255 DAS014243 GRF 130321 $25.54 2080 2000 2192 10% 0.10 $6,980.30 $6,732.39 10% 0.10 $7,424.05 10% 0.10 $7,241.89 GSD DAS106265 3532D 20005697 Brian Sprague 84592 Real Estate Specialist FP DAS106255 DAS014243 GRF 130321 $23.87 2080 2000 2192 10% 0.10 $7,239.84 $7,008.14 10% 0.10 $7,717.82 10% 0.10 $7,616.24 GSD DAS106265 3532D 20005698 Maurice Madry 84592 Real Estate Specialist FP DAS106255 DAS014243 GRF 130321 $22.71 2080 2000 2192 10% 0.10 $6,947.08 $6,726.64 10% 0.10 $7,406.61 10% 0.10 $7,315.03 GSD DAS106265 3532D 20005700 Marc Half 63123 Administrative Assistant 3 FP DAS106265 DAS014243 GRF 130321 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 GSD DAS106265 3532D 20005701 Debra Kuehn 84592 Real Estate Specialist FP DAS106265 DAS014243 GRF 130321 $23.87 2080 2000 2192 80% 0.80 $57,918.68 $56,065.10 80% 0.80 $61,742.54 80% 0.80 $60,929.95 GSD DAS106265 3532D 20005702 vac‐Snyder 84592 Real Estate Specialist FP DAS014243 GRF 130321 $25.62 2080 2000 2192 100% 1.00 $76,814.87 $74,328.03 100% 1.00 $81,873.12 100% 1.00 $80,706.61 GSD DAS106265 3532D 20005703 Vac/Marroni (11/10) 84592 Real Estate Specialist FP DAS106255 DAS014243 GRF 130321 $20.81 2080 2000 2192 10% 0.10 $6,467.57 $6,265.58 10% 0.10 $6,896.87 10% 0.10 $6,821.66 GSD DAS106265 3532D 20005704 Kevin Blaine 85561 Surveyor PH DAS106265 DAS014243 GRF 130321 $21.77 1040 1000 1080 100% 0.50 $39,627.76 $38,571.19 100% 0.50 $41,915.30 100% 0.50 $42,444.72 GSD DAS106265 3532D 20074689 Danelle Karvois 63123 Administrative Assistant 3 FP DAS106265 DAS014243 GRF 130321 $31.97 2080 2000 2192 100% 1.00 $85,930.88 $82,822.81 100% 1.00 $91,425.91 100% 1.00 $89,072.96 3532D Total 9.98 $746,915.28 $723,643.53 9.98 $794,446.99 9.98 $784,822.69 DAS106265 Total 9.98 $746,915.28 $723,643.53 9.98 $794,446.99 9.98 $784,822.69 GSD DAS106285 3533D 20005694 Karl Tresselt 63216 Management Analyst Supervisor 2 FP DAS106285 DAS014241 1320 100631 $37.43 2080 2000 2192 60% 0.60 $59,839.20 $57,655.87 60% 0.60 $63,658.21 60% 0.60 $61,963.73 GSD DAS106285 3533D 20005734 Randy Boggs 46115 Security Officer Supervisor FP DAS106285 DAS014241 1320 100631 $20.45 2080 2000 2192 100% 1.00 $64,221.02 $62,232.91 100% 1.00 $68,528.49 100% 1.00 $67,874.68 GSD DAS106285 3533D 20005741 Charles E. Thomas 63122 Administrative Assistant 2 FP DAS106495 DAS014241 1320 100631 $24.24 2080 2000 2192 25% 0.25 $18,450.23 $17,861.09 25% 0.25 $19,678.07 25% 0.25 $19,432.85 3533D Total 1.85 $142,510.46 $137,749.87 1.85 $151,864.77 1.85 $149,271.26 DAS106285 Total 1.85 $142,510.46 $137,749.87 1.85 $151,864.77 1.85 $149,271.26 GSD DAS106295 3533D 20005725 Scott Harter 52431 Radio Operator FP DAS106295 DAS014238 1320 100631 $18.57 2080 2000 2192 100% 1.00 $59,022.60 $57,220.08 100% 1.00 $62,959.17 100% 1.00 $62,400.10 GSD DAS106295 3533D 20005727 Aaron Schultz 52431 Radio Operator FP DAS106295 DAS014238 1320 100631 $18.57 2080 2000 2192 100% 1.00 $52,212.60 $50,410.08 100% 1.00 $55,541.17 100% 1.00 $54,320.10 GSD DAS106295 3533D 20005728 Hollis Hamilton 52431 Radio Operator FP DAS106295 DAS014238 1320 100631 $17.88 2080 2000 2192 100% 1.00 $57,281.23 $55,545.68 100% 1.00 $61,108.01 100% 1.00 $60,608.40 GSD DAS106295 3533D 20005736 Kasey Nappier 52431 Radio Operator FP DAS106295 DAS014238 1320 100631 $17.49 2080 2000 2192 100% 1.00 $49,486.97 $47,789.28 100% 1.00 $52,643.71 100% 1.00 $51,515.70 GSD DAS106295 3533D 20005739 Robert Peed 52431 Radio Operator FP DAS106295 DAS014238 1320 100631 $17.65 2080 2000 2192 100% 1.00 $56,700.77 $54,987.55 100% 1.00 $60,490.96 100% 1.00 $60,011.17 GSD DAS106295 3533D 20072328 vac/Manos(10/10) 52431 Radio Operator PH DAS106295 DAS014238 1320 100631 $15.41 1000 1000 1000 100% 0.48 $18,606.87 $18,606.87 100% 0.48 $18,725.00 100% 0.48 $19,091.34 3533D Total 5.48 $293,311.04 $284,559.53 5.48 $311,468.02 5.48 $307,946.82

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FTO 110510 462 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 19

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount GSD DAS106445 3534F 20005741 Charles E. Thomas 63122 Administrative Assistant 2 FP DAS106495 DAS014170 1320 100631 $24.24 2080 2000 2192 35% 0.35 $25,830.32 $25,005.52 35% 0.35 $27,549.30 35% 0.35 $27,205.99 3534F Total 1.30 $108,702.55 $104,874.19 1.30 $115,718.02 1.30 $113,086.58 DAS106445 Total 1.30 $108,702.55 $104,874.19 1.30 $115,718.02 1.30 $113,086.58 GSD DAS106465 3534G 20005760 vac 9 02 09 53113 Maint rep wkr 3 FP DAS106460 DAS014624 1320 100631 $18.67 2080 2000 2192 80% 0.80 $41,971.98 $40,522.19 80% 0.80 $44,647.56 80% 0.80 $43,663.82 3534G Total 0.80 $41,971.98 $40,522.19 0.80 $44,647.56 0.80 $43,663.82 GSD DAS106465 3534H 20005760 vac 9 02 09 53113 Maint rep wkr 3 FP DAS106460 DAS014178 1320 100631 $18.67 2080 2000 2192 20% 0.20 $10,492.99 $10,130.55 20% 0.20 $11,161.89 20% 0.20 $10,915.95 3534H Total 0.20 $10,492.99 $10,130.55 0.20 $11,161.89 0.20 $10,915.95 DAS106465 Total 1.00 $52,464.97 $50,652.74 1.00 $55,809.45 1.00 $54,579.77 GSD DAS106475 3534F 20005794 vac‐Dunbar 6335 Clerk 2 FP DAS014242 1320 100631 $14.73 2080 2000 2192 100% 1.00 $49,762.70 $48,330.68 100% 1.00 $53,158.75 100% 1.00 $52,998.58 3534F Total 1.00 $49,762.70 $48,330.68 1.00 $53,158.75 1.00 $52,998.58 DAS106475 Total 1.00 $49,762.70 $48,330.68 1.00 $53,158.75 1.00 $52,998.58 GSD DAS106495 3534E 20005721 Jeffrey O'malley 46111 Security Officer 1 FP DAS106340 DAS014642 1320 100631 $14.53 2080 2000 2192 100% 1.00 $42,016.74 $40,606.37 100% 1.00 $44,702.53 100% 1.00 $43,829.57 GSD DAS106495 3534E 20005722 Charles Amos 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.59 2080 2000 2192 100% 1.00 $49,739.35 $48,031.95 100% 1.00 $52,911.99 100% 1.00 $51,775.37 GSD DAS106495 3534E 20005723 Brian K. Gouhin 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.80 2080 2000 2192 100% 1.00 $50,269.33 $48,541.55 100% 1.00 $53,475.39 100% 1.00 $52,320.67 GSD DAS106495 3534E 20005724 Phillip Fitch 46115 Security Officer Supervisor FP DAS106495 DAS014642 1320 100631 $18.82 2080 2000 2192 100% 1.00 $52,691.91 $50,862.26 100% 1.00 $56,091.65 100% 1.00 $54,873.51 GSD DAS106495 3534E 20005729 Paul Martin 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.80 2080 2000 2192 100% 1.00 $57,079.33 $55,351.55 100% 1.00 $60,893.39 100% 1.00 $60,400.67 GSD DAS106495 3534E 20005730 vac‐Weidner 46111 Security Officer 1 FP DAS106340 DAS014642 1320 100631 $15.24 2080 2000 2192 100% 1.00 $43,808.59 $42,329.30 100% 1.00 $46,607.34 100% 1.00 $45,673.20 GSD DAS106495 3534E 20005731 vac‐Wiredu 46111 Security Officer 1 FP DAS106340 DAS014642 1320 100631 $16.79 2080 2000 2192 100% 1.00 $54,530.37 $52,900.62 100% 1.00 $58,183.73 100% 1.00 $57,778.04 GSD DAS106495 3534E 20005732 Walter B. Caldwell 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.00 2080 2000 2192 100% 1.00 $55,060.35 $53,410.22 100% 1.00 $58,747.12 100% 1.00 $58,323.34 GSD DAS106495 3534E 20005733 Maynard Floyd 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.80 2080 2000 2192 100% 1.00 $57,079.33 $55,351.55 100% 1.00 $60,893.39 100% 1.00 $60,400.67 GSD DAS106495 3534E 20005735 Calvin Simmons 46115 Security Officer Supervisor FP DAS106495 DAS014642 1320 100631 $18.73 2080 2000 2192 100% 1.00 $59,873.42 $58,052.52 100% 1.00 $63,906.82 100% 1.00 $63,401.45 GSD DAS106495 3534E 20005737 Marion Bowers 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.80 2080 2000 2192 100% 1.00 $50,269.33 $48,541.55 100% 1.00 $53,475.39 100% 1.00 $52,320.67 GSD DAS106495 3534E 20005738 Jamie K Hinkle 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.09 2080 2000 2192 100% 1.00 $45,953.76 $44,391.96 100% 1.00 $48,887.75 100% 1.00 $47,880.37 GSD DAS106495 3534E 20005740 Catherine Manos 52431 Radio Operator FP DAS106340 DAS014642 1320 100631 $15.41 2080 2000 2192 100% 1.00 $51,047.62 $49,551.83 100% 1.00 $54,481.42 100% 1.00 $54,194.64 GSD DAS106495 3534E 20005742 Kevin Slate 46112 Security Officer 2 FP DAS106495 DAS014642 1320 100631 $17.63 2080 2000 2192 100% 1.00 $56,650.30 $54,939.02 100% 1.00 $60,437.31 100% 1.00 $59,959.24 GSD DAS106495 3534E 20005743 Reginald Davis 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $17.80 2080 2000 2192 100% 1.00 $50,269.33 $48,541.55 100% 1.00 $53,475.39 100% 1.00 $52,320.67 GSD DAS106495 3534E 20005744 Sherri Warnock 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $15.24 2080 2000 2192 100% 1.00 $43,808.59 $42,329.30 100% 1.00 $46,607.34 100% 1.00 $45,673.20 GSD DAS106495 3534E 20005746 Henry Grooms 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.79 2080 2000 2192 100% 1.00 $54,530.37 $52,900.62 100% 1.00 $58,183.73 100% 1.00 $57,778.04 GSD DAS106495 3534E 20005747 Clarence Milner 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $14.53 2080 2000 2192 100% 1.00 $42,016.74 $40,606.37 100% 1.00 $44,702.53 100% 1.00 $43,829.57 GSD DAS106495 3534E 20005748 James Smith 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.79 2080 2000 2192 100% 1.00 $54,530.37 $52,900.62 100% 1.00 $58,183.73 100% 1.00 $57,778.04 GSD DAS106495 3534E 20005749 Carl Brugger 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.86 2080 2000 2192 100% 1.00 $47,897.03 $46,260.49 100% 1.00 $50,953.53 100% 1.00 $49,879.80 GSD DAS106495 3534E 20005752 Vac‐Manning 46111 Security Officer 1 FP DAS106340 DAS014642 1320 100631 $16.63 2080 2000 2192 100% 1.00 $47,316.57 $45,702.36 100% 1.00 $50,336.48 100% 1.00 $49,282.57 GSD DAS106495 3534E 20005753 Barry Bolender 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.71 2080 2000 2192 100% 1.00 $54,328.47 $52,706.49 100% 1.00 $57,969.10 100% 1.00 $57,570.30 GSD DAS106495 3534E 20005754 Larry England 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $15.24 2080 2000 2192 100% 1.00 $50,618.59 $49,139.30 100% 1.00 $54,025.34 100% 1.00 $53,753.20 GSD DAS106495 3534E 20005761 Andi McAllister 46111 Security Officer 1 FH DAS106495 DAS014642 1320 100631 $14.53 1000 1000 1000 100% 0.48 $17,566.07 $17,566.07 100% 0.48 $17,678.99 100% 0.48 $18,024.41 GSD DAS106495 3534E 20005766 Jayme Hilbrand 46111 Security Officer 1 FH DAS106495 DAS014642 1320 100631 $14.53 1000 1000 1000 100% 0.48 $17,566.07 $17,566.07 100% 0.48 $17,678.99 100% 0.48 $18,024.41 GSD DAS106495 3534E 20005774 Yolanda Castro 46111 Security Officer 1 FH DAS106495 DAS014642 1320 100631 $14.53 1000 1000 1000 100% 0.48 $17,566.07 $17,566.07 100% 0.48 $17,678.99 100% 0.48 $18,024.41 GSD DAS106495 3534E 20005781 Lacey Marcum 46111 Security Officer 1 FH DAS106495 DAS014642 1320 100631 $14.53 1000 1000 1000 100% 0.48 $17,566.07 $17,566.07 100% 0.48 $17,678.99 100% 0.48 $18,024.41 GSD DAS106495 3534E 20005805 Asia Carr 46111 Security Officer 1 FH DAS106495 DAS014642 1320 100631 $14.53 1000 1000 1000 100% 0.48 $17,566.07 $17,566.07 100% 0.48 $17,678.99 100% 0.48 $18,024.41 GSD DAS106495 3534E 20075089 vac‐Pennington 46111 Security Officer 1 FP DAS106340 DAS014642 1320 100631 $14.70 2080 2000 2192 100% 1.00 $42,445.78 $41,018.90 100% 1.00 $45,158.61 100% 1.00 $44,271.00 GSD DAS106495 3534E 20076581 Jesse Young 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $14.85 2080 2000 2192 100% 1.00 $42,824.34 $41,382.90 100% 1.00 $45,561.04 100% 1.00 $44,660.50 GSD DAS106495 3534E 20076582 Gerald Johnson 46111 Security Officer 1 FP DAS106495 DAS014642 1320 100631 $16.45 2080 2000 2192 100% 1.00 $53,672.30 $52,075.56 100% 1.00 $57,271.57 100% 1.00 $56,895.17

FTO 110510 463 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 20

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount 3534E Total 28.40 $1,398,158.52 $1,356,257.01 28.40 $1,484,518.55 28.40 $1,466,945.54 GSD DAS106495 3534F 20005522 Aric Barr 53811 Laborer PH DAS106495 DAS014640 1320 100631 $13.44 1000 1000 1000 100% 0.48 $17,756.16 $17,756.16 100% 0.48 $17,925.47 100% 0.48 $18,254.46 GSD DAS106495 3534F 20005711 Tamara Jacobs 12113 Clerk 3 FP DAS106495 DAS014640 1320 100631 $18.54 2080 2000 2192 100% 1.00 $58,946.89 $57,147.28 100% 1.00 $62,878.68 100% 1.00 $62,322.20 GSD DAS106495 3534F 20005712 vac‐Bailey(6/10) 54412 Equipment Operator 2 FP DAS106490 DAS014640 1320 100631 $19.07 2080 2000 2192 100% 1.00 $60,284.46 $58,433.41 100% 1.00 $64,300.58 100% 1.00 $63,698.44 GSD DAS106495 3534F 20005719 Dustin Rinehart 53811 Laborer FP DAS106495 DAS014640 1320 100631 $13.44 2080 2000 2192 100% 1.00 $46,075.88 $44,771.31 100% 1.00 $49,196.25 100% 1.00 $49,079.20 GSD DAS106495 3534F 20005720 Andre Saunders 53811 Laborer PH DAS106495 DAS014640 1320 100631 $13.44 1000 1000 1000 100% 0.48 $17,756.16 $17,756.16 100% 0.48 $17,925.47 100% 0.48 $18,254.46 GSD DAS106495 3534F 20005756 Anthony Matney 63131 Administrative Officer 1 FP DAS106495 DAS014640 1320 100631 $25.34 2080 2000 2192 100% 1.00 $76,581.37 $74,117.86 100% 1.00 $81,668.00 100% 1.00 $80,592.20 GSD DAS106495 3534F 20005757 Joe Murnane 52291 Air Quality Tech 1 FP DAS106495 DAS014640 1320 100631 $21.56 2080 2000 2192 100% 1.00 $66,568.54 $64,475.79 100% 1.00 $70,980.83 100% 1.00 $70,164.14 GSD DAS106495 3534F 20005758 James Rife 52291 Air Quality Tech 1 FP DAS106495 DAS014640 1320 100631 $16.78 2080 2000 2192 100% 1.00 $54,505.13 $52,876.35 100% 1.00 $58,156.90 100% 1.00 $57,752.07 GSD DAS106495 3534F 20005759 Lai Bailey 53131 Building Maintenance Supervisor FP DAS106495 DAS014640 1320 100631 $19.07 2080 2000 2192 100% 1.00 $53,323.83 $51,469.87 100% 1.00 $56,763.40 100% 1.00 $55,523.69 GSD DAS106495 3534F 20005762 Ralph Howell 52241 Carpenter 1 FP DAS106495 DAS014640 1320 100631 $19.97 2080 2000 2192 100% 1.00 $55,745.82 $53,807.40 100% 1.00 $59,297.13 100% 1.00 $57,955.44 GSD DAS106495 3534F 20005763 Alan Rawlins 52241 Carpenter 1 FP DAS106495 DAS014640 1320 100631 $19.49 2080 2000 2192 100% 1.00 $61,344.43 $59,452.60 100% 1.00 $65,427.37 100% 1.00 $64,789.04 GSD DAS106495 3534F 20005765 Noel Rozelle 53131 Building Maintenance Supervisor FP DAS106495 DAS014640 1320 100631 $21.45 2080 2000 2192 100% 1.00 $66,748.70 $64,663.37 100% 1.00 $71,215.50 100% 1.00 $70,475.40 GSD DAS106495 3534F 20005767 Janos Uhrin 52251 Painter 1 FP DAS106495 DAS014640 1320 100631 $19.00 2080 2000 2192 100% 1.00 $60,107.80 $58,263.54 100% 1.00 $64,112.78 100% 1.00 $63,516.67 GSD DAS106495 3534F 20005768 Bryan K. Park 52251 Painter 1 FP DAS106495 DAS014640 1320 100631 $18.92 2080 2000 2192 100% 1.00 $59,905.90 $58,069.41 100% 1.00 $63,898.16 100% 1.00 $63,308.94 GSD DAS106495 3534F 20005769 Dennis M. Waler 52281 Electrician 1 FP DAS106495 DAS014640 1320 100631 $17.22 2080 2000 2192 100% 1.00 $55,615.57 $53,944.09 100% 1.00 $59,337.35 100% 1.00 $58,894.60 GSD DAS106495 3534F 20005770 Douglas McClure 52281 Electrician 1 FP DAS106495 DAS014640 1320 100631 $19.33 2080 2000 2192 100% 1.00 $54,130.63 $52,254.34 100% 1.00 $57,580.12 100% 1.00 $56,293.57 GSD DAS106495 3534F 20005771 Ralph Hanna 52281 Electrician 1 FP DAS106495 DAS014640 1320 100631 $16.09 2080 2000 2192 100% 1.00 $52,763.76 $51,201.96 100% 1.00 $56,305.75 100% 1.00 $55,960.37 GSD DAS106495 3534F 20005772 Paul Brandon 52261 Plumber 1 FP DAS106495 DAS014640 1320 100631 $17.06 2080 2000 2192 100% 1.00 $48,401.77 $46,745.82 100% 1.00 $51,490.09 100% 1.00 $50,399.14 GSD DAS106495 3534F 20005773 Damon Allen 52261 Plumber 1 FP DAS106495 DAS014640 1320 100631 $16.35 2080 2000 2192 100% 1.00 $53,419.93 $51,832.89 100% 1.00 $57,003.28 100% 1.00 $56,635.50 GSD DAS106495 3534F 20005775 Thomas Stewart 52295 Air Quality Tech Supervisor FP DAS106495 DAS014640 1320 100631 $23.43 2080 2000 2192 100% 1.00 $71,753.50 $69,475.68 100% 1.00 $76,535.79 100% 1.00 $75,624.82 GSD DAS106495 3534F 20005776 Donald Rausch 52292 Air Quality Tech 2 FP DAS106495 DAS014640 1320 100631 $23.54 2080 2000 2192 100% 1.00 $71,565.52 $69,280.58 100% 1.00 $76,292.84 100% 1.00 $75,305.54 GSD DAS106495 3534F 20005777 Brian Burkhardt 52295 Air Quality Tech Supervisor FP DAS106495 DAS014640 1320 100631 $23.43 2080 2000 2192 100% 1.00 $71,753.50 $69,475.68 100% 1.00 $76,535.79 100% 1.00 $75,624.82 GSD DAS106495 3534F 20005778 Justin Flowers 52291 Air Quality Tech 1 FP DAS106495 DAS014640 1320 100631 $16.78 2080 2000 2192 100% 1.00 $54,505.13 $52,876.35 100% 1.00 $58,156.90 100% 1.00 $57,752.07 GSD DAS106495 3534F 20005779 John Studer 53131 Building Maintenance Supervisor FP DAS106495 DAS014640 1320 100631 $21.28 2080 2000 2192 100% 1.00 $66,319.00 $64,250.19 100% 1.00 $70,758.71 100% 1.00 $70,033.28 GSD DAS106495 3534F 20005780 Tommy Cannon 53111 Maintenance Repair Worker 1 FP DAS106495 DAS014640 1320 100631 $16.53 2080 2000 2192 100% 1.00 $47,064.20 $45,459.69 100% 1.00 $50,068.19 100% 1.00 $49,022.90 GSD DAS106495 3534F 20005782 Brian Hammen 63132 Administrative Officer 2 FP DAS106495 DAS014640 1320 100631 $36.59 2080 2000 2192 100% 1.00 $105,017.75 $101,460.53 100% 1.00 $111,896.93 100% 1.00 $109,850.27 GSD DAS106495 3534F 20005783 Susan T. Henry 12513 Office Assistant 3 FP DAS106495 DAS014640 1320 100631 $19.92 2080 2000 2192 100% 1.00 $62,429.63 $60,496.07 100% 1.00 $66,580.99 100% 1.00 $65,905.60 GSD DAS106495 3534F 20005784 Charles Sands 53811 Laborer FP DAS106460 DAS014640 1320 100631 $13.44 2080 2000 2192 100% 1.00 $46,075.88 $44,771.31 100% 1.00 $49,196.25 100% 1.00 $49,079.20 GSD DAS106495 3534F 20005786 Anthony Berry 52291 Air Quality Tech 1 FP DAS106495 DAS014640 1320 100631 $21.39 2080 2000 2192 100% 1.00 $59,329.51 $57,253.26 100% 1.00 $63,106.75 100% 1.00 $61,642.70 GSD DAS106495 3534F 20005787 Merle Krage 54531 Stat Engr 1 FP DAS106495 DAS014640 1320 100631 $21.56 2080 2000 2192 100% 1.00 $66,568.54 $64,475.79 100% 1.00 $70,980.83 100% 1.00 $70,164.14 GSD DAS106495 3534F 20005788 Sylvia L. Owensby 53811 Laborer FP DAS106495 DAS014640 1320 100631 $14.36 2080 2000 2192 100% 1.00 $41,587.71 $40,193.84 100% 1.00 $44,246.45 100% 1.00 $43,388.14 GSD DAS106495 3534F 20005789 Van R. Boone 53111 Maintenance Repair Worker 1 FP DAS106495 DAS014640 1320 100631 $16.20 2080 2000 2192 100% 1.00 $42,333.37 $40,760.89 100% 1.00 $44,937.86 100% 1.00 $43,542.00 GSD DAS106495 3534F 20005790 Homer Jordan 53111 Maintenance Repair Worker 1 FP DAS106495 DAS014640 1320 100631 $16.85 2080 2000 2192 100% 1.00 $47,871.79 $46,236.22 100% 1.00 $50,926.70 100% 1.00 $49,853.84 GSD DAS106495 3534F 20005791 Ryan Dalton 63131 Administrative Officer 1 FP DAS106495 DAS014640 1320 100631 $27.38 2080 2000 2192 100% 1.00 $81,737.83 $79,075.99 100% 1.00 $87,149.51 100% 1.00 $85,897.66 GSD DAS106495 3534F 20005792 Wiliam Bailey 52251 Painter 1 FP DAS106495 DAS014640 1320 100631 $19.57 2080 2000 2192 100% 1.00 $61,546.33 $59,646.74 100% 1.00 $65,642.00 100% 1.00 $64,996.77 GSD DAS106495 3534F 20005795 Johnny Booth 53811 Laborer FP DAS106495 DAS014640 1320 100631 $13.44 2080 2000 2192 100% 1.00 $46,075.88 $44,771.31 100% 1.00 $49,196.25 100% 1.00 $49,079.20 GSD DAS106495 3534F 20005797 Clarence Milner 53811 Laborer PH DAS106495 DAS014640 1320 100631 $13.44 1000 1000 1000 100% 0.48 $17,756.16 $17,756.16 100% 0.48 $17,925.47 100% 0.48 $18,254.46 GSD DAS106495 3534F 20005798 Simon Vanasch 53811 Laborer PH DAS106495 DAS014640 1320 100631 $13.44 1000 1000 1000 100% 0.48 $17,756.16 $17,756.16 100% 0.48 $17,925.47 100% 0.48 $18,254.46 GSD DAS106495 3534F 20005799 Jeffrey O'Malley 53811 Laborer PH DAS106495 DAS014640 1320 100631 $13.44 1000 1000 1000 100% 0.48 $17,756.16 $17,756.16 100% 0.48 $17,925.47 100% 0.48 $18,254.46 GSD DAS106495 3534F 20005801 Lonnell Randall 42111 Custodial Worker FP DAS106495 DAS014640 1320 100631 $15.70 2080 2000 2192 100% 1.00 $51,779.50 $50,255.56 100% 1.00 $55,259.44 100% 1.00 $54,947.67 GSD DAS106495 3534F 20074349 Thomas Newkirk 52241 Carpenter 1 FJ DAS106495 DAS014640 1320 100631 $16.09 1040 1000 1080 100% 0.50 $21,752.38 $20,971.48 100% 0.50 $22,744.29 100% 0.50 $22,366.18 GSD DAS106495 3534F 20075551 Robert Blakeman II 52291 Air Quality Tech 1 FI DAS106495 DAS014640 1320 100631 $16.78 2080 2000 2192 100% 1.00 $43,797.13 $42,168.35 100% 1.00 $46,493.90 100% 1.00 $45,048.07 3534F Total 38.90 $2,234,115.27 $2,165,663.56 38.90 $2,375,945.91 38.90 $2,347,757.82 GSD DAS106495 3534J 20005715 Tenette Blaising 42115 Custodial Worker Supervisor FP DAS106495 DAS014641 1320 100631 $17.40 2080 2000 2192 100% 1.00 $49,102.60 $47,411.00 100% 1.00 $52,276.09 100% 1.00 $51,180.49 GSD DAS106495 3534J 20005716 Robert Connor 42111 Custodial Worker FP DAS106495 DAS014641 1320 100631 $15.70 2080 2000 2192 100% 1.00 $51,779.50 $50,255.56 100% 1.00 $55,259.44 100% 1.00 $54,947.67 GSD DAS106495 3534J 20005718 Victor Walls 42111 Custodial Worker FP DAS106495 DAS014641 1320 100631 $15.70 2080 2000 2192 100% 1.00 $51,779.50 $50,255.56 100% 1.00 $55,259.44 100% 1.00 $54,947.67 GSD DAS106495 3534J 20005793 vac/Bailey (10/10) 42115 Custodial Worker Supervisor FP DAS106495 DAS014641 1320 100631 $18.30 2080 2000 2192 100% 1.00 $58,786.51 $57,007.42 100% 1.00 $62,751.40 100% 1.00 $62,283.14

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount HRD DAS301110 3650C 20005812 Brenda L. Gerhardstein 61316 Deputy Director 6 FP DAS301100 DAS014711 1250 100622 $50.48 2080 2000 2192 100% 1.00 $140,127.21 $135,219.62 100% 1.00 $149,219.59 100% 1.00 $145,974.25 HRD DAS301110 3650C 20005814 Brenda M. Oyer 69915 Human Capital Mgt Manager FP DAS102100 DAS014711 1250 100622 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 HRD DAS301110 3650C 20005815 Brandon Smith 63335 Business Transformation Program Mgr FP DAS301100 DAS014711 1250 100622 $46.57 2080 2000 2192 100% 1.00 $130,243.98 $125,716.52 100% 1.00 $138,713.35 100% 1.00 $135,805.44 HRD DAS301110 3650C 20005826 Scott Steenrod 63123 Administrative Assistant 3 FP DAS301100 DAS014711 1250 100622 $25.65 2080 2000 2192 100% 1.00 $69,955.95 $67,462.30 100% 1.00 $74,443.97 100% 1.00 $72,636.42 HRD DAS301110 3650C 20005830 Jacqueline Howell 64613 HCM Senior Analyst FP DAS301100 DAS014711 1250 100622 $32.20 2080 2000 2192 100% 1.00 $93,921.24 $90,790.81 100% 1.00 $100,100.93 100% 1.00 $98,433.12 HRD DAS301110 3650C 20005855 VAC‐Johnson‐Myricks 63332 Senior Business Transformation Analyst PH DAS101100 DAS014711 1250 100622 $27.93 1000 1000 1000 100% 0.48 $33,414.65 $33,414.65 100% 0.48 $33,606.82 100% 0.48 $34,270.79 HRD DAS301110 3650C 20005901 VAC‐Gerhardstein 63381 Project Manager 1 FH DAS101100 DAS014711 1250 100622 $30.68 1000 1000 1000 100% 0.48 $36,667.16 $36,667.16 100% 0.48 $36,875.59 100% 0.48 $37,604.94 HRD DAS301110 3650C 20005923 Angela D. Fleming 12551 Secretary FP DAS302255 DAS014711 1250 100622 $18.98 2080 2000 2192 25% 0.25 $13,311.83 $12,851.25 25% 0.25 $14,160.28 25% 0.25 $13,846.18 HRD DAS301110 3650C 20005955 Phyllis Gorman 63216 Management Analyst Supervisor 2 FP DAS301805 DAS014711 1250 100622 $39.38 2080 2000 2192 25% 0.25 $28,017.49 $27,060.38 25% 0.25 $29,848.43 25% 0.25 $29,276.57 HRD DAS301110 3650C 20005968 VACFriesland (8/09) 63332 Senior Business Transformation Analyst PH DAS101100 DAS014711 1250 100622 $27.93 1000 1000 1000 100% 0.48 $33,414.65 $33,414.65 100% 0.48 $33,606.82 100% 0.48 $34,270.79 3650C Total 6.94 $691,144.14 $670,838.85 6.94 $729,969.48 6.94 $719,224.78 DAS301110 Total 6.94 $691,144.14 $670,838.85 6.94 $729,969.48 6.94 $719,224.78 HRD DAS301410 3570C 20005825 VAC‐Madden (8/10) 64617 HCM Administrator 2 FP DAS301400 DAS014520 1250 100622 $44.38 2080 2000 2192 100% 1.00 $124,708.37 $120,393.81 100% 1.00 $132,828.79 100% 1.00 $130,109.87 HRD DAS301410 3570C 20005827 Stephanie Loucka 63124 Administrative Assistant 4 FP DAS301400 DAS014520 1250 100622 $34.65 2080 2000 2192 100% 1.00 $100,114.06 $96,745.44 100% 1.00 $106,684.12 100% 1.00 $104,804.88 HRD DAS301410 3570C 20005828 Robert Patchen 63124 Administrative Assistant 4 FP DAS301400 DAS014520 1250 100622 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 HRD DAS301410 3570C 20005829 VAC‐Payne (12/09) 63124 Administrative Assistant 4 FP DAS301400 DAS014520 1250 100622 $21.32 2080 2000 2192 100% 1.00 $66,420.10 $64,347.41 100% 1.00 $70,866.19 100% 1.00 $70,137.31 HRD DAS301410 3570C 20005947 Mitchell A Bailey 63216 Management Analyst Supervisor 2 FP DAS105110 DAS014520 1250 100622 $34.65 2080 2000 2192 33% 0.33 $33,037.64 $31,926.00 33% 0.33 $35,205.76 33% 0.33 $34,585.61 3570C Total 4.33 $436,350.14 $421,654.17 4.33 $464,978.56 4.33 $456,743.95 DAS301410 Total 4.33 $436,350.14 $421,654.17 4.33 $464,978.56 4.33 $456,743.95 HRD DAS301610 3570C 20005924 Lisa M. Springer 64657 Training Academy Program Director FP DAS301610 DAS014516 1250 100622 $36.12 2080 2000 2192 100% 1.00 $103,829.74 $100,318.22 100% 1.00 $110,634.03 100% 1.00 $108,627.94 HRD DAS301610 3570C 20005926 VAC‐Paquin (10/09) 12512 Office Assistant 2 FP DAS301610 DAS014516 1250 100622 $16.61 2080 2000 2192 100% 1.00 $54,076.10 $52,463.82 100% 1.00 $57,700.82 100% 1.00 $57,310.64 HRD DAS301610 3570C 20005932 Diane Luff 63123 Administrative Assistant 3 FP DAS301610 DAS014516 1250 100622 $31.63 2080 2000 2192 100% 1.00 $85,071.47 $81,996.45 100% 1.00 $90,512.33 100% 1.00 $88,188.71 HRD DAS301610 3570C 20005962 Pamela D. Ward 63122 Administrative Assistant 2 FP DAS301610 DAS014516 1250 100622 $21.02 2080 2000 2192 100% 1.00 $65,661.80 $63,618.27 100% 1.00 $70,060.08 100% 1.00 $69,357.09 3570C Total 4.00 $308,639.11 $298,396.76 4.00 $328,907.27 4.00 $323,484.38 DAS301610 Total 4.00 $308,639.11 $298,396.76 4.00 $328,907.27 4.00 $323,484.38 HRD DAS301620 3570C 20005909 VAC‐Lucas (4/09) 64652 Training Officer PT DAS301620 DAS014517 1250 100622 $24.62 1040 1040 1080 100% 0.50 $43,224.07 $43,224.07 100% 0.50 $45,682.52 100% 0.50 $46,144.97 HRD DAS301620 3570C 20005928 VAC‐Dyer (11/09) 64656 Training Program Manager FP DAS301610 DAS014517 1250 100622 $37.67 2080 2000 2192 100% 1.00 $107,747.65 $104,085.43 100% 1.00 $114,798.91 100% 1.00 $112,659.05 HRD DAS301620 3570C 20005929 Emily Saving 63216 Management Analyst Supervisor 2 FP DAS301620 DAS014517 1250 100622 $27.93 2080 2000 2192 100% 1.00 $83,128.06 $80,412.75 100% 1.00 $88,627.37 100% 1.00 $87,328.06 HRD DAS301620 3570C 20005930 Marsha Stoops 64656 Training Program Manager FP DAS301620 DAS014517 1250 100622 $35.59 2080 2000 2192 100% 1.00 $95,166.42 $91,711.83 100% 1.00 $101,202.95 100% 1.00 $98,515.37 HRD DAS301620 3570C 20005931 VAC‐Dyer (9/09) 63216 Management Analyst Supervisor 2 FP DAS301620 DAS014517 1250 100622 $29.51 2080 2000 2192 65% 0.65 $56,629.16 $54,764.37 65% 0.65 $60,367.35 65% 0.65 $59,434.17 HRD DAS301620 3570C 20005934 Susan J Adami 64656 Training Program Manager FP DAS301620 DAS014517 1250 100622 $27.93 2080 2000 2192 100% 1.00 $83,128.06 $80,412.75 100% 1.00 $88,627.37 100% 1.00 $87,328.06 HRD DAS301620 3570C 20005936 Brandi Robinson 64656 Training Program Manager FP DAS301620 DAS014517 1250 100622 $37.85 2080 2000 2192 100% 1.00 $108,202.63 $104,522.91 100% 1.00 $115,282.57 100% 1.00 $113,127.18 HRD DAS301620 3570C 20005937 Nelson Gonzalez 64656 Training Program Manager FP DAS301620 DAS014517 1250 100622 $27.93 2080 2000 2192 100% 1.00 $83,128.06 $80,412.75 100% 1.00 $88,627.37 100% 1.00 $87,328.06 3570C Total 7.15 $660,354.10 $639,546.85 7.15 $703,216.41 7.15 $691,864.91 HRD DAS301620 3620C 20005931 VAC‐Dyer (9/09) 63216 Management Analyst Supervisor 2 FP DAS301620 DAS014049 5L70 100610 $29.51 2080 2000 2192 35% 0.35 $30,492.63 $29,488.51 35% 0.35 $32,505.50 35% 0.35 $32,003.02 HRD DAS301620 3620C 20005940 Donna Diggs 63121 Administrative Assistant 1 FP DAS301620 DAS014049 5L70 100610 $25.68 2080 2000 2192 100% 1.00 $70,156.29 $67,663.63 100% 1.00 $74,616.09 100% 1.00 $72,782.41 HRD DAS301620 3620C 20005942 Lena M. Mullins 63122 Administrative Assistant 2 FP DAS301620 DAS014049 5L70 100610 $25.10 2080 2000 2192 100% 1.00 $68,565.73 $66,125.55 100% 1.00 $72,966.11 100% 1.00 $71,206.02 3620C Total 2.35 $169,214.65 $163,277.68 2.35 $180,087.70 2.35 $175,991.45 DAS301620 Total 9.50 $829,568.75 $802,824.53 9.50 $883,304.11 9.50 $867,856.36 HRD DAS301805 3570C 20005831 Bertha L. Styles 64615 HCM Manager FP DAS301805 DAS016025 1250 100622 $36.61 2080 2000 2192 100% 1.00 $105,068.31 $101,509.14 100% 1.00 $111,950.67 100% 1.00 $109,902.29 HRD DAS301805 3570C 20005833 Carmen B. Phillips 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $25.10 2080 2000 2192 100% 1.00 $75,974.73 $73,534.55 100% 1.00 $81,023.11 100% 1.00 $79,968.02

FTO 110510 466 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 23

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount HRD DAS301805 3570C 20005834 John S. Audet 64617 HCM Administrator 2 FP DAS301805 DAS016025 1250 100622 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 HRD DAS301805 3570C 20005836 Joe Ann Lucas 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $28.22 2080 2000 2192 100% 1.00 $76,452.08 $73,708.58 100% 1.00 $81,349.60 100% 1.00 $79,320.26 HRD DAS301805 3570C 20005837 Jessica L. Schuster 64615 HCM Manager FP DAS301805 DAS016025 1250 100622 $30.21 2080 2000 2192 100% 1.00 $88,891.16 $85,954.20 100% 1.00 $94,753.77 100% 1.00 $93,257.69 HRD DAS301805 3570C 20005838 Lisa A. Berner 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $23.04 2080 2000 2192 100% 1.00 $70,767.71 $68,527.80 100% 1.00 $75,487.86 100% 1.00 $74,610.54 HRD DAS301805 3570C 20005839 Erica M. Taylor 64615 HCM Manager FP DAS301805 DAS016025 1250 100622 $37.57 2080 2000 2192 100% 1.00 $100,085.88 $96,433.38 100% 1.00 $106,473.21 100% 1.00 $103,636.98 HRD DAS301805 3570C 20005841 Robin H. Lind 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $32.43 2080 2000 2192 100% 1.00 $87,093.61 $83,940.82 100% 1.00 $92,661.94 100% 1.00 $90,269.29 HRD DAS301805 3570C 20005848 VAC0Benson (9/10) 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $32.43 2080 2000 2192 100% 1.00 $87,093.61 $83,940.82 100% 1.00 $92,661.94 100% 1.00 $90,269.29 HRD DAS301805 3570C 20005871 Darryl McFarlane 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $21.32 2080 2000 2192 100% 1.00 $66,420.10 $64,347.41 100% 1.00 $70,866.19 100% 1.00 $70,137.31 HRD DAS301805 3570C 20005886 Derek C. Talib 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $31.28 2080 2000 2192 100% 1.00 $84,186.78 $81,145.79 100% 1.00 $89,571.87 100% 1.00 $87,278.46 HRD DAS301805 3570C 20005897 William Lydon 64615 HCM Manager FP DAS301805 DAS016025 1250 100622 $39.38 2080 2000 2192 100% 1.00 $104,660.98 $100,832.51 100% 1.00 $111,336.71 100% 1.00 $108,344.28 HRD DAS301805 3570C 20005899 VAC‐Marshall (8/10) 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $19.19 2080 2000 2192 100% 1.00 $61,036.15 $59,170.53 100% 1.00 $65,142.84 100% 1.00 $64,597.78 HRD DAS301805 3570C 20005900 Jessica L. Miller 64611 HCM Associate FP DAS301805 DAS016025 1250 100622 $16.66 2080 2000 2192 100% 1.00 $54,641.12 $53,021.46 100% 1.00 $58,344.69 100% 1.00 $58,017.96 HRD DAS301805 3570C 20005903 Marsha Pate 64672 Personnel Test Specialist 2 FP DAS301805 DAS016025 1250 100622 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 HRD DAS301805 3570C 20005904 VAC‐Webb (10/10) 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $20.23 2080 2000 2192 100% 1.00 $56,255.93 $54,289.21 100% 1.00 $59,880.34 100% 1.00 $58,540.53 HRD DAS301805 3570C 20005905 Katie L Graham 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $26.23 2080 2000 2192 100% 1.00 $78,831.00 $76,280.97 100% 1.00 $84,059.44 100% 1.00 $82,906.83 HRD DAS301805 3570C 20005906 Rodney Clifton 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $23.51 2080 2000 2192 100% 1.00 $71,955.72 $69,670.11 100% 1.00 $76,750.76 100% 1.00 $75,832.88 HRD DAS301805 3570C 20005907 Carolyn Groves 64615 HCM Manager FP DAS301805 DAS016025 1250 100622 $39.10 2080 2000 2192 100% 1.00 $111,362.23 $107,560.99 100% 1.00 $118,641.34 100% 1.00 $116,378.08 HRD DAS301805 3570C 20005910 Laura M. Sutherland 64612 HCM Analyst FP DAS301805 DAS016025 1250 100622 $21.32 2080 2000 2192 100% 1.00 $66,420.10 $64,347.41 100% 1.00 $70,866.19 100% 1.00 $70,137.31 HRD DAS301805 3570C 20005911 Der Miller 64611 HCM Associate FP DAS301805 DAS016025 1250 100622 $20.61 2080 2000 2192 100% 1.00 $57,216.45 $55,212.78 100% 1.00 $60,901.41 100% 1.00 $59,528.80 HRD DAS301805 3570C 20005917 Anthony Howard 64613 HCM Senior Analyst FP DAS301805 DAS016025 1250 100622 $31.40 2080 2000 2192 100% 1.00 $84,490.10 $81,437.44 100% 1.00 $89,894.31 100% 1.00 $87,590.55 HRD DAS301805 3570C 20005933 Jeffrey A. Hazelton 99940 College Intern PT DAS301805 DAS016025 1250 100622 $10.50 1040 1000 1080 100% 0.50 $13,296.41 $12,799.67 100% 0.50 $13,887.22 100% 0.50 $13,647.59 HRD DAS301805 3570C 20005939 Yolanda D. Robinson 63123 Administrative Assistant 3 FP DAS301805 DAS016025 1250 100622 $32.32 2080 2000 2192 100% 1.00 $94,224.57 $91,082.47 100% 1.00 $100,423.37 100% 1.00 $98,745.21 HRD DAS301805 3570C 20005955 Phyllis Gorman 63216 Management Analyst Supervisor 2 FP DAS301805 DAS016025 1250 100622 $39.38 2080 2000 2192 75% 0.75 $84,052.48 $81,181.14 75% 0.75 $89,545.28 75% 0.75 $87,829.71 HRD DAS301805 3570C 20072329 Morgan L. Webb 63123 Administrative Assistant 3 FP DAS301805 DAS016025 1250 100622 $23.04 2080 2000 2192 100% 1.00 $70,767.71 $68,527.80 100% 1.00 $75,487.86 100% 1.00 $74,610.54 3570C Total 25.25 $2,061,538.86 $1,991,612.15 25.25 $2,195,987.41 25.25 $2,155,198.78 DAS301805 Total 25.25 $2,061,538.86 $1,991,612.15 25.25 $2,195,987.41 25.25 $2,155,198.78 HRD DAS301880 3570C 20072219 VAC‐New (8/08) 64634 Human Resource Manager 4 FP DAS301880 DAS014003 1250 100622 $37.67 2080 2000 2192 100% 1.00 $107,747.65 $104,085.43 100% 1.00 $114,798.91 100% 1.00 $112,659.05 3570C Total 1.00 $107,747.65 $104,085.43 1.00 $114,798.91 1.00 $112,659.05 DAS301880 Total 1.00 $107,747.65 $104,085.43 1.00 $114,798.91 1.00 $112,659.05 HRD DAS301910 3580C 20005846 Pui Y. Tse 61315 Deputy Director 5 FP DAS301910 DAS014511 1250 100622 $49.52 2080 2000 2192 100% 1.00 $137,700.63 $132,886.38 100% 1.00 $146,640.05 100% 1.00 $143,477.56 HRD DAS301910 3580C 20005944 VAC‐Shulman (4/10) 63123 Administrative Assistant 3 FP DAS301910 DAS014511 1250 100622 $25.15 2080 2000 2192 100% 1.00 $76,101.11 $73,656.07 100% 1.00 $81,157.46 100% 1.00 $80,098.06 3580C Total 2.00 $213,801.75 $206,542.45 2.00 $227,797.51 2.00 $223,575.62 DAS301910 Total 2.00 $213,801.75 $206,542.45 2.00 $227,797.51 2.00 $223,575.62 HRD DAS301920 3580C 20005943 Gretchen White 65255 Benefits Management Manager 1 FP DAS301920 DAS014512 1250 100622 $39.38 2080 2000 2192 100% 1.00 $104,660.98 $100,832.51 100% 1.00 $111,336.71 100% 1.00 $108,344.28 HRD DAS301920 3580C 20005948 Mark A. Villavicencio 64481 Benefits Customer Service Rep FP DAS301920 DAS014512 1250 100622 $17.22 2080 2000 2192 100% 1.00 $55,615.57 $53,944.09 100% 1.00 $59,337.35 100% 1.00 $58,894.60 HRD DAS301920 3580C 20005953 Nellie M. Haynes 65250 Benefits Management Rep FP DAS301920 DAS014512 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS301920 3580C 20005956 VAC‐Thornton (7/10) 65250 Benefits Management Rep FP DAS301920 DAS014512 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS301920 3580C 20005957 Melinda Humphrey 65250 Benefits Management Rep FP DAS301920 DAS014512 1250 100622 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 HRD DAS301920 3580C 20005958 Gerri Stewart 65251 Benefits Management Analyst FP DAS301920 DAS014512 1250 100622 $30.88 2080 2000 2192 100% 1.00 $90,584.71 $87,582.60 100% 1.00 $96,554.07 100% 1.00 $95,000.17 HRD DAS301920 3580C 20005959 Carol Curry 65250 Benefits Management Rep FP DAS301920 DAS014512 1250 100622 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 HRD DAS301920 3580C 20005960 VAC‐Smith (11/09) 65250 Benefits Management Rep FP DAS301920 DAS014512 1250 100622 $20.90 2080 2000 2192 100% 1.00 $64,902.88 $62,874.19 100% 1.00 $69,210.16 100% 1.00 $68,450.34 HRD DAS301920 3580C 20005963 Sherry Little 64481 Benefits Customer Service Rep FP DAS301920 DAS014512 1250 100622 $16.35 2080 2000 2192 100% 1.00 $53,419.93 $51,832.89 100% 1.00 $57,003.28 100% 1.00 $56,635.50 HRD DAS301920 3580C 20005965 Deanna Perkins 64481 Benefits Customer Service Rep FP DAS301920 DAS014512 1250 100622 $20.45 2080 2000 2192 100% 1.00 $63,767.20 $61,782.20 100% 1.00 $68,002.89 100% 1.00 $67,281.84

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount 3580C Total 10.00 $704,020.51 $681,362.30 10.00 $750,465.16 10.00 $740,196.95 DAS301920 Total 10.00 $704,020.51 $681,362.30 10.00 $750,465.16 10.00 $740,196.95 HRD DAS301970 3580C 20005865 Linda L. Neel 64432 Customer Service Asst 2 FP DAS301970 DAS014514 1250 100622 $16.78 2080 2000 2192 100% 1.00 $47,695.13 $46,066.35 100% 1.00 $50,738.90 100% 1.00 $49,672.07 HRD DAS301970 3580C 20005927 Kevin Kemp 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $30.94 2080 2000 2192 100% 1.00 $90,736.37 $87,728.43 100% 1.00 $96,715.29 100% 1.00 $95,156.22 HRD DAS301970 3580C 20005946 Erika L. Hamric 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $25.65 2080 2000 2192 100% 1.00 $77,364.95 $74,871.30 100% 1.00 $82,500.97 100% 1.00 $81,398.42 HRD DAS301970 3580C 20005949 Jonathon E Carter 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $23.04 2080 2000 2192 100% 1.00 $63,358.71 $61,118.80 100% 1.00 $67,430.86 100% 1.00 $65,848.54 HRD DAS301970 3580C 20005952 Bonnie A. Cross 65255 Benefits Management Manager 1 FP DAS301970 DAS014514 1250 100622 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 HRD DAS301970 3580C 20005970 Lore D. Graham 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $30.71 2080 2000 2192 100% 1.00 $90,155.00 $87,169.43 100% 1.00 $96,097.27 100% 1.00 $94,558.05 HRD DAS301970 3580C 20005971 Anthony R. Bonofiglio 65255 Benefits Management Manager 1 FP DAS301970 DAS014514 1250 100622 $34.65 2080 2000 2192 100% 1.00 $100,114.06 $96,745.44 100% 1.00 $106,684.12 100% 1.00 $104,804.88 HRD DAS301970 3580C 20005975 Garry Hall 65255 Benefits Management Manager 1 FP DAS301970 DAS014514 1250 100622 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 HRD DAS301970 3580C 20005976 Gregory Pawlack 65255 Benefits Management Manager 1 FP DAS301970 DAS014514 1250 100622 $37.30 2080 2000 2192 100% 1.00 $106,812.40 $103,186.16 100% 1.00 $113,804.71 100% 1.00 $111,696.78 HRD DAS301970 3580C 20005977 Adam Spidel 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $24.34 2080 2000 2192 100% 1.00 $66,644.69 $64,278.40 100% 1.00 $70,923.98 100% 1.00 $69,229.48 HRD DAS301970 3580C 20005978 Dan J. Yates 67171 Data Administration Manager 1 FP DAS301970 DAS014514 1250 100622 $34.65 2080 2000 2192 100% 1.00 $100,114.06 $96,745.44 100% 1.00 $106,684.12 100% 1.00 $104,804.88 HRD DAS301970 3580C 20005979 VAC‐Hamric (4/10) 65251 Benefits Management Analyst FP DAS301970 DAS014514 1250 100622 $25.65 2080 2000 2192 100% 1.00 $77,364.95 $74,871.30 100% 1.00 $82,500.97 100% 1.00 $81,398.42 HRD DAS301970 3580C 20005980 VAC‐Ellis (9/10) 65255 Benefits Management Manager 1 FP DAS301970 DAS014514 1250 100622 $36.59 2080 2000 2192 100% 1.00 $105,017.75 $101,460.53 100% 1.00 $111,896.93 100% 1.00 $109,850.27 3580C Total 13.00 $1,149,518.03 $1,110,724.60 13.00 $1,224,765.53 13.00 $1,202,630.57 DAS301970 Total 13.00 $1,149,518.03 $1,110,724.60 13.00 $1,224,765.53 13.00 $1,202,630.57 HRD DAS301980 3581C 20005845 Susan E Russell 64421 Public Information Officer 1 FP DAS301980 DAS014515 1250 100622 $27.05 2080 2000 2192 100% 1.00 $73,494.70 $70,864.94 100% 1.00 $78,205.79 100% 1.00 $76,277.42 HRD DAS301980 3581C 20005951 Trace L. Hull 82121 Layout Design Artist FP DAS301980 DAS014515 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS301980 3581C 20006656 Mary Brutovski 63216 Management Analyst Supervisor 2 FP DAS101200 DAS014515 1250 100622 $36.59 2080 2000 2192 50% 0.50 $48,804.38 $47,025.77 50% 0.50 $51,919.97 50% 0.50 $50,544.14 3581C Total 2.50 $180,791.69 $174,601.19 2.50 $192,521.53 2.50 $188,676.36 DAS301980 Total 2.50 $180,791.69 $174,601.19 2.50 $192,521.53 2.50 $188,676.36 HRD DAS302220 3573C 20005817 David W. Rust 63133 Administrative Officer 3 FP DAS302220 DAS013750 1250 100622 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 HRD DAS302220 3573C 20005849 Nancy K. Hyme‐Brewer 64616 Human Capital Management Adm 1 FP DAS302220 DAS013750 1250 100622 $42.52 2080 2000 2192 100% 1.00 $120,006.89 $115,873.16 100% 1.00 $127,830.94 100% 1.00 $125,272.53 HRD DAS302220 3573C 20005945 Beth A. Gifford 64617 HCM Administrator 2 FP DAS302220 DAS013750 1250 100622 $39.79 2080 2000 2192 100% 1.00 $113,106.32 $109,238.00 100% 1.00 $120,495.38 100% 1.00 $118,172.57 3573C Total 3.00 $355,066.41 $342,855.78 3.00 $378,226.26 3.00 $370,720.19 DAS302220 Total 3.00 $355,066.41 $342,855.78 3.00 $378,226.26 3.00 $370,720.19 HRD DAS302245 3573C 20005813 Laverne Stanley 65250 Benefits Management Rep FP DAS302245 DAS016260 1250 100622 $19.88 2080 2000 2192 100% 1.00 $62,328.68 $60,399.00 100% 1.00 $66,473.68 100% 1.00 $65,801.74 HRD DAS302245 3573C 20005857 Tonie Rose 16525 State Payroll Specialist Supervisor FP DAS302245 DAS016260 1250 100622 $27.76 2080 2000 2192 100% 1.00 $82,698.35 $79,999.57 100% 1.00 $88,170.58 100% 1.00 $86,885.93 HRD DAS302245 3573C 20005863 Jacqueline Masters 16525 State Payroll Specialist Supervisor FP DAS302245 DAS016260 1250 100622 $26.57 2080 2000 2192 100% 1.00 $79,690.42 $77,107.32 100% 1.00 $84,973.03 100% 1.00 $83,791.08 HRD DAS302245 3573C 20005872 Sally Wood 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $25.16 2080 2000 2192 100% 1.00 $75,653.96 $73,211.77 100% 1.00 $80,639.02 100% 1.00 $79,512.14 HRD DAS302245 3573C 20005875 Daniel Santry 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 HRD DAS302245 3573C 20005877 Twila S. Allison 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $23.17 2080 2000 2192 100% 1.00 $63,821.74 $61,572.71 100% 1.00 $67,882.19 100% 1.00 $66,264.77 HRD DAS302245 3573C 20005878 Janet M. Wampler 64615 HCM Manager FP DAS302245 DAS016260 1250 100622 $37.30 2080 2000 2192 100% 1.00 $106,812.40 $103,186.16 100% 1.00 $113,804.71 100% 1.00 $111,696.78 HRD DAS302245 3573C 20005879 Monica M. Collier 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $24.33 2080 2000 2192 100% 1.00 $73,559.26 $71,197.64 100% 1.00 $78,412.27 100% 1.00 $77,356.90 HRD DAS302245 3573C 20005881 VAC‐Spengler (6/09) 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS302245 3573C 20005883 Diana Cline 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $25.34 2080 2000 2192 100% 1.00 $69,298.23 $66,838.56 100% 1.00 $73,703.93 100% 1.00 $71,899.54 HRD DAS302245 3573C 20005884 Molly Mickle 65250 Benefits Management Rep FP DAS302245 DAS016260 1250 100622 $24.55 2080 2000 2192 100% 1.00 $74,114.48 $71,731.50 100% 1.00 $79,002.50 100% 1.00 $77,928.17 HRD DAS302245 3573C 20005887 Rhonda P. Pickens 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $25.68 2080 2000 2192 100% 1.00 $77,440.78 $74,944.21 100% 1.00 $82,581.58 100% 1.00 $81,476.44 HRD DAS302245 3573C 20005888 Brian C. Powrie 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $23.03 2080 2000 2192 100% 1.00 $70,742.43 $68,503.49 100% 1.00 $75,460.99 100% 1.00 $74,584.54 HRD DAS302245 3573C 20005889 Kelli J. Robertson 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $20.23 2080 2000 2192 100% 1.00 $63,664.93 $61,698.21 100% 1.00 $67,937.34 100% 1.00 $67,302.53 HRD DAS302245 3573C 20005890 Walter C. Johnson 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $24.24 2080 2000 2192 100% 1.00 $66,391.92 $64,035.35 100% 1.00 $70,655.28 100% 1.00 $68,969.41

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount HRD DAS302245 3573C 20005891 Shelley A. Williams 64613 HCM Senior Analyst FP DAS302245 DAS016260 1250 100622 $29.16 2080 2000 2192 100% 1.00 $86,237.10 $83,402.21 100% 1.00 $91,932.40 100% 1.00 $90,526.94 HRD DAS302245 3573C 20005892 Diahann W. Ryan 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $25.49 2080 2000 2192 100% 1.00 $76,960.52 $74,482.43 100% 1.00 $82,071.05 100% 1.00 $80,982.30 HRD DAS302245 3573C 20005912 Jennifer L Wright 64615 HCM Manager FP DAS302245 DAS016260 1250 100622 $30.44 2080 2000 2192 100% 1.00 $89,472.53 $86,513.20 100% 1.00 $95,371.78 100% 1.00 $93,855.86 HRD DAS302245 3573C 20005913 Emily A. Magill 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $19.19 2080 2000 2192 100% 1.00 $61,036.15 $59,170.53 100% 1.00 $65,142.84 100% 1.00 $64,597.78 HRD DAS302245 3573C 20005918 William R. Bosh 64612 HCM Analyst FP DAS302245 DAS016260 1250 100622 $25.10 2080 2000 2192 100% 1.00 $75,974.73 $73,534.55 100% 1.00 $81,023.11 100% 1.00 $79,968.02 HRD DAS302245 3573C 20005919 Joseph Scales 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $24.33 2080 2000 2192 100% 1.00 $73,559.26 $71,197.64 100% 1.00 $78,412.27 100% 1.00 $77,356.90 HRD DAS302245 3573C 20005961 Paul Lebica 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $24.79 2080 2000 2192 100% 1.00 $67,910.18 $65,503.90 100% 1.00 $72,228.37 100% 1.00 $70,471.37 HRD DAS302245 3573C 20005967 VAC‐Valone (9/10) 65250 Benefits Management Rep FP DAS302245 DAS016260 1250 100622 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 HRD DAS302245 3573C 20005972 Myron Bell 65250 Benefits Management Rep FP DAS302245 DAS016260 1250 100622 $24.88 2080 2000 2192 100% 1.00 $68,137.31 $65,722.30 100% 1.00 $72,469.83 100% 1.00 $70,705.07 HRD DAS302245 3573C 20005974 Hestor L. Harris 65250 Benefits Management Rep FP DAS302245 DAS016260 1250 100622 $23.61 2080 2000 2192 100% 1.00 $64,932.18 $62,640.44 100% 1.00 $69,062.63 100% 1.00 $67,407.30 HRD DAS302245 3573C 20072471 Shelley R. Joyce 16521 State Payroll Specialist 1 FP DAS302245 DAS016260 1250 100622 $19.88 2080 2000 2192 100% 1.00 $55,518.68 $53,589.00 100% 1.00 $59,055.68 100% 1.00 $57,721.74 3573C Total 26.00 $1,898,532.87 $1,835,985.03 26.00 $2,023,091.99 26.00 $1,990,798.68 DAS302245 Total 26.00 $1,898,532.87 $1,835,985.03 26.00 $2,023,091.99 26.00 $1,990,798.68 HRD DAS302255 3573C 20005854 Stanford Crockett 64432 Customer Service Asst 2 FP DAS302255 DAS016252 1250 100622 $16.78 2080 2000 2192 100% 1.00 $47,695.13 $46,066.35 100% 1.00 $50,738.90 100% 1.00 $49,672.07 HRD DAS302255 3573C 20005864 Jean A. Calvert 64432 Customer Service Asst 2 FP DAS302255 DAS016252 1250 100622 $21.02 2080 2000 2192 100% 1.00 $58,395.73 $56,355.39 100% 1.00 $62,114.10 100% 1.00 $60,681.94 HRD DAS302255 3573C 20005898 VAC‐Friesland (5/10) 12551 Secretary FP DAS302255 DAS016252 1250 100622 $33.83 2080 2000 2192 100% 1.00 $90,724.66 $87,440.91 100% 1.00 $96,481.17 100% 1.00 $93,945.24 HRD DAS302255 3573C 20005914 Ann M. Halliday 64613 HCM Senior Analyst FP DAS302255 DAS016252 1250 100622 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 HRD DAS302255 3573C 20005920 Percy E. Rose 12441 State Records Tech 1 FP DAS302255 DAS016252 1250 100622 $17.84 2080 2000 2192 100% 1.00 $57,180.28 $55,448.61 100% 1.00 $61,000.70 100% 1.00 $60,504.54 HRD DAS302255 3573C 20005921 Randall Hill 12441 State Records Tech 1 FP DAS302255 DAS016252 1250 100622 $17.77 2080 2000 2192 100% 1.00 $50,193.62 $48,468.75 100% 1.00 $53,394.90 100% 1.00 $52,242.77 HRD DAS302255 3573C 20005922 Lorraine Sapp 12441 State Records Tech 1 FP DAS302255 DAS016252 1250 100622 $19.92 2080 2000 2192 100% 1.00 $62,429.63 $60,496.07 100% 1.00 $66,580.99 100% 1.00 $65,905.60 HRD DAS302255 3573C 20005923 Angela D. Fleming 12551 Secretary FP DAS302255 DAS016252 1250 100622 $18.98 2080 2000 2192 75% 0.75 $39,935.50 $38,553.76 75% 0.75 $42,480.85 75% 0.75 $41,538.55 HRD DAS302255 3573C 20005964 Carolyn A. Porter 64481 Benefits Customer Service Rep FP DAS302255 DAS016252 1250 100622 $18.62 2080 2000 2192 100% 1.00 $52,338.79 $50,531.41 100% 1.00 $55,675.31 100% 1.00 $54,449.94 3573C Total 8.75 $553,395.94 $534,711.07 8.75 $589,185.86 8.75 $577,971.94 DAS302255 Total 8.75 $553,395.94 $534,711.07 8.75 $589,185.86 8.75 $577,971.94 HRD DAS302270 3573C 20005842 Mary Walker 64613 HCM Senior Analyst FP DAS302270 DAS013755 1250 100622 $27.88 2080 2000 2192 100% 1.00 $83,001.67 $80,291.22 100% 1.00 $88,493.02 100% 1.00 $87,198.02 HRD DAS302270 3573C 20005852 Anne R. Chernauskas 64615 HCM Manager FP DAS302270 DAS013755 1250 100622 $37.43 2080 2000 2192 100% 1.00 $107,141.00 $103,502.12 100% 1.00 $114,154.02 100% 1.00 $112,034.88 HRD DAS302270 3573C 20005894 Cherish Berry 64611 HCM Associate FP DAS302270 DAS013755 1250 100622 $18.15 2080 2000 2192 100% 1.00 $50,998.36 $49,233.85 100% 1.00 $54,291.35 100% 1.00 $53,131.03 3573C Total 3.00 $241,141.04 $233,027.19 3.00 $256,938.39 3.00 $252,363.93 DAS302270 Total 3.00 $241,141.04 $233,027.19 3.00 $256,938.39 3.00 $252,363.93 HRD DAS302280 3570C 20005820 Jamshed Akhtar 66532 Fiscal Specialist 2 FP DAS302280 DAS014050 1250 100622 $33.93 2080 2000 2192 100% 1.00 $97,787.04 $94,493.57 100% 1.00 $104,167.45 100% 1.00 $102,284.91 HRD DAS302280 3570C 20005858 Melinda a. Hurst 66531 Fiscal Specialist 1 FP DAS302280 DAS014050 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS302280 3570C 20005869 Kevin J. Brinckerhoff 66536 Fiscal Officer 2 FP DAS302280 DAS014050 1250 100622 $27.93 2080 2000 2192 100% 1.00 $83,128.06 $80,412.75 100% 1.00 $88,627.37 100% 1.00 $87,328.06 HRD DAS302280 3570C 20005870 Mark A. Parkey 66531 Fiscal Specialist 1 FP DAS302280 DAS014050 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 HRD DAS302280 3570C 20005873 Minnie Jamison 66531 Fiscal Specialist 1 FP DAS302280 DAS014050 1250 100622 $19.06 2080 2000 2192 100% 1.00 $53,449.23 $51,599.14 100% 1.00 $56,855.75 100% 1.00 $55,592.47 HRD DAS302280 3570C 20005874 Marcella V Harper 16522 State Payroll Specialist 2 FP DAS302280 DAS014050 1250 100622 $27.87 2080 2000 2192 100% 1.00 $82,493.25 $79,788.01 100% 1.00 $87,909.49 100% 1.00 $86,549.11 HRD DAS302280 3570C 20005876 Lindsey L. DeLisio 66531 Fiscal Specialist 1 FP DAS302280 DAS014050 1250 100622 $18.36 2080 2000 2192 100% 1.00 $58,492.62 $56,710.48 100% 1.00 $62,395.77 100% 1.00 $61,854.80 3570C Total 7.00 $492,335.42 $476,424.91 7.00 $524,747.38 7.00 $517,318.95 DAS302280 Total 7.00 $492,335.42 $476,424.91 7.00 $524,747.38 7.00 $517,318.95 HRD DAS302310 3573C 20005835 VAC‐White (2/08) 16832 Ex Secretary 1 FP DAS302310 DAS016235 1250 100622 $21.16 2080 2000 2192 100% 1.00 $66,015.67 $63,958.53 100% 1.00 $70,436.27 100% 1.00 $69,721.19 HRD DAS302310 3573C 20005851 Melissa A. Walpole 63332 Senior Business Transformation Analyst FP DAS302310 DAS016235 1250 100622 $38.96 2080 2000 2192 100% 1.00 $111,008.35 $107,220.72 100% 1.00 $118,265.16 100% 1.00 $116,013.98 HRD DAS302310 3573C 20005856 J. Andrew Leach 69962 Business Process Analyst 2 FP DAS302310 DAS016235 1250 100622 $45.42 2080 2000 2192 100% 1.00 $127,337.15 $122,921.49 100% 1.00 $135,623.28 100% 1.00 $132,814.61 HRD DAS302310 3573C 20005859 Ann L. Wilson 63211 Management Analyst FP DAS302310 DAS016235 1250 100622 $37.05 2080 2000 2192 100% 1.00 $98,851.06 $95,254.75 100% 1.00 $105,119.88 100% 1.00 $102,306.51

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OIT DAS501550 3704D 20006608 Eric Glenn 64175 Computer Acquisition Analyst Supervisor FP DAS501540 DAS014527 2290 100630 $51.47 2080 2000 2192 100% 1.00 $142,629.61 $137,625.78 100% 1.00 $151,879.73 100% 1.00 $148,548.96 OIT DAS501550 3704D 20006611 Edward Razler 64172 Computer Acquisition Analyst 2 FP DAS501540 DAS014527 2290 100630 $43.23 2080 2000 2192 100% 1.00 $121,257.69 $117,061.51 100% 1.00 $129,117.77 100% 1.00 $126,433.91

OIT DAS501550 3704D 20006612 Carolyn Chavanne 64175 Computer Acquisition Analyst Supervisor FP DAS501540 DAS014527 2290 100630 $52.59 2080 2000 2192 50% 0.50 $69,025.80 $66,469.45 50% 0.50 $73,416.10 50% 0.50 $71,349.88 3704D Total 6.50 $841,803.52 $811,521.06 7.50 $928,598.07 7.50 $905,583.42 DAS501550 Total 6.50 $841,803.52 $811,521.06 7.50 $928,598.07 7.50 $905,583.42 OIT DAS501570 3704D 20006626 vac ‐ Coleman 64133 I T Manager 2 FP DAS501570 DAS014528 2290 100630 $46.61 2080 2000 2192 100% 1.00 $130,345.09 $125,813.74 100% 1.00 $138,820.83 100% 1.00 $135,909.47 OIT DAS501570 3704D 20006628 vac ‐ Chiu 69971 IT Architect/Consultant FP DAS501570 DAS014528 2290 100630 $44.62 2080 2000 2192 100% 1.00 $124,765.67 $120,434.57 100% 1.00 $132,846.91 100% 1.00 $130,043.28 OIT DAS501570 3704D 20074980 Bornian Chiu 64163 I T Consultant 3 FP DAS501530 DAS014528 2290 100630 $47.20 2080 2000 2192 100% 1.00 $131,836.42 $127,247.71 100% 1.00 $140,406.17 100% 1.00 $137,443.89 OIT DAS501570 3704D 20074981 Eric Schmidt 64163 I T Consultant 3 FP DAS501530 DAS014528 2290 100630 $43.83 2080 2000 2192 100% 1.00 $123,318.14 $119,057.06 100% 1.00 $131,350.93 100% 1.00 $128,679.47 OIT DAS501570 3704D 20074982 Matthew Williams 64163 I T Consultant 3 FP DAS501530 DAS014528 2290 100630 $47.20 2080 2000 2192 100% 1.00 $131,836.42 $127,247.71 100% 1.00 $140,406.17 100% 1.00 $137,443.89 OIT DAS501570 3704D 20075324 vac ‐ new 64163 I T Consultant 3 FP DAS501530 DAS014528 2290 100630 $50.15 2080 2000 2192 100% 1.00 $139,293.07 $134,417.57 100% 1.00 $148,332.87 100% 1.00 $145,116.01 OIT DAS501570 3704D 20077783 Douglas Alt 64135 Data System Administrator FP DAS501650 DAS014528 2290 100630 $54.69 2080 2000 2192 50% 0.50 $75,384.37 $72,725.93 50% 0.50 $80,265.96 50% 0.50 $78,461.64 3704D Total 6.50 $856,779.19 $826,944.29 6.50 $912,429.86 6.50 $893,097.65 DAS501570 Total 6.50 $856,779.19 $826,944.29 6.50 $912,429.86 6.50 $893,097.65 OIT DAS501590 3704D 20006640 vac ‐ Stalnaker 64135 Data System Administrator FP DAS501590 DAS014529 2290 100630 $55.84 2080 2000 2192 100% 1.00 $153,675.56 $148,246.89 100% 1.00 $163,622.00 100% 1.00 $159,914.10 OIT DAS501590 3704D 20006642 Craig E. Johnston 64163 I T Consultant 3 FP DAS501590 DAS014529 2290 100630 $51.47 2080 2000 2192 100% 1.00 $135,220.61 $130,216.78 100% 1.00 $143,822.73 100% 1.00 $139,786.96 OIT DAS501590 3704D 20006644 vac ‐ Long 99940 College Intern PT DAS501590 DAS014529 2290 100630 $12.50 1040 1000 1080 0% 0.00 $0.00 $0.00 100% 0.50 $16,454.69 100% 0.50 $16,169.41 OIT DAS501590 3704D 20006645 James Sutton 63216 Management Analyst Supervisor 2 FP DAS501590 DAS014529 2290 100630 $34.76 2080 2000 2192 100% 1.00 $100,392.10 $97,012.79 100% 1.00 $106,979.69 100% 1.00 $105,090.96 OIT DAS501590 3704D 20071782 vac ‐ Hunt 99940 College Intern PT DAS501590 DAS014529 2290 100630 $12.50 1040 1000 1080 0% 0.00 $0.00 $0.00 100% 0.50 $16,454.69 100% 0.50 $16,169.41 3704D Total 3.00 $389,288.27 $375,476.45 4.00 $447,333.80 4.00 $437,130.84 DAS501590 Total 3.00 $389,288.27 $375,476.45 4.00 $447,333.80 4.00 $437,130.84

OIT DAS501620 3704D 20006612 Carolyn Chavanne 64175 Computer Acquisition Analyst Supervisor FP DAS501540 DAS014531 2290 100630 $52.59 2080 2000 2192 50% 0.50 $69,025.80 $66,469.45 50% 0.50 $73,416.10 50% 0.50 $71,349.88 OIT DAS501620 3704D 20006618 vac ‐ Selch 64135 Data System Administrator FP DAS501640 DAS014531 2290 100630 $55.84 2080 2000 2192 100% 1.00 $153,675.56 $148,246.89 100% 1.00 $163,622.00 100% 1.00 $159,914.10 OIT DAS501620 3704D 20006631 John Bregel 64163 I T Consultant 3 FP DAS501630 DAS014531 2290 100630 $43.83 2080 2000 2192 100% 1.00 $123,318.14 $119,057.06 100% 1.00 $131,350.93 100% 1.00 $128,679.47 OIT DAS501620 3704D 20006634 Nadine Williams 69963 Business Process Analyst 3 FP DAS501610 DAS014531 2290 100630 $50.01 2080 2000 2192 100% 1.00 $138,368.56 $133,514.27 100% 1.00 $147,307.37 100% 1.00 $144,039.31 OIT DAS501620 3704D 20006635 Vance Holter 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS501620 3704D 20006636 Evan Hood 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $51.10 2080 2000 2192 100% 1.00 $134,285.37 $129,317.51 100% 1.00 $142,828.54 100% 1.00 $138,824.69 OIT DAS501620 3704D 20006637 Barbara Edwards 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $50.00 2080 2000 2192 100% 1.00 $131,504.92 $126,644.00 100% 1.00 $139,872.82 100% 1.00 $135,963.90 OIT DAS501620 3704D 20006638 Jason Mather 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $51.84 2080 2000 2192 100% 1.00 $143,564.85 $138,525.05 100% 1.00 $152,873.93 100% 1.00 $149,511.22 OIT DAS501620 3704D 20071612 Jennifer McGee 99940 College Intern PT DAS501630 DAS014531 2290 100630 $12.00 1040 1000 1080 100% 0.50 $15,141.47 $14,573.76 100% 0.50 $15,812.82 100% 0.50 $15,538.96 OIT DAS501620 3704D 20071615 vac ‐ Cochenour 99940 College Intern PT DAS501610 DAS014531 2290 100630 $12.50 1040 1000 1080 0% 0.00 $0.00 $0.00 100% 0.50 $16,454.69 100% 0.50 $16,169.41 OIT DAS501620 3704D 20075317 vac ‐ new 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $50.15 2080 2000 2192 75% 0.75 $104,469.80 $100,813.18 100% 1.00 $148,332.87 100% 1.00 $145,116.01 OIT DAS501620 3704D 20075319 vac ‐ new 64163 I T Consultant 3 FP DAS501610 DAS014531 2290 100630 $50.15 2080 2000 2192 75% 0.75 $104,469.80 $100,813.18 100% 1.00 $148,332.87 100% 1.00 $145,116.01

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505130 3850G 20006011 Joyce Craddock 61313 Deputy Director 3 FP DAS505130 DAS016672 1330 100607 $43.29 2080 2000 2192 100% 1.00 $114,544.20 $110,335.61 100% 1.00 $121,842.94 100% 1.00 $118,513.08 OIT DAS505130 3850G 20006335 Richard Dowell 64133 I T Manager 2 FP DAS505130 DAS016672 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505130 3850G 20006357 Bradley Knecht 64163 I T Consultant 3 FP DAS505130 DAS016672 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505130 3850G 20006399 vac ‐ Fulleman 12131 Telephone Operator 1 FP DAS505350 DAS016672 1330 100607 $15.98 2080 2000 2192 25% 0.25 $13,121.54 $12,733.76 25% 0.25 $14,002.66 25% 0.25 $13,918.68 OIT DAS505130 3850G 20006400 vac ‐ Cherry 12131 Telephone Operator 1 FP DAS505350 DAS016672 1330 100607 $15.98 2080 2000 2192 25% 0.25 $13,121.54 $12,733.76 25% 0.25 $14,002.66 25% 0.25 $13,918.68 OIT DAS505130 3850G 20006401 Lora Barrett 12131 Telephone Operator 1 FP DAS505350 DAS016672 1330 100607 $16.70 2080 2000 2192 25% 0.25 $11,873.31 $11,468.06 25% 0.25 $12,631.07 25% 0.25 $12,366.08 OIT DAS505130 3850G 20006402 Dolores Clark 12131 Telephone Operator 1 FP DAS505350 DAS016672 1330 100607 $16.63 2080 2000 2192 25% 0.25 $11,829.14 $11,425.59 25% 0.25 $12,584.12 25% 0.25 $12,320.64 3850G Total 4.00 $455,410.94 $439,392.55 4.00 $484,841.83 4.00 $473,960.71 DAS505130 Total 10.00 $1,275,628.03 $1,230,640.72 10.00 $1,358,051.52 10.00 $1,327,276.36 OIT DAS505140 3851D 20006013 vac ‐ Arbuiso 63215 Management Analyst Supervisor 1 FP DAS505140 DAS014572 1330 100607 $29.90 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $93,920.79 100% 1.00 $92,451.47 OIT DAS505140 3851D 20006020 Stephen Boudinot 63393 Business Operations Manager 3 FP DAS505140 DAS014572 1330 100607 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 OIT DAS505140 3851D 20006021 Darcy Kennard 63122 Administrative Assistant 2 FP DAS505140 DAS014572 1330 100607 $25.10 2080 2000 2192 100% 1.00 $75,974.73 $73,534.55 100% 1.00 $81,023.11 100% 1.00 $79,968.02 OIT DAS505140 3851D 20006022 Virginia McCarty 12551 Secretary FP DAS505140 DAS014572 1330 100607 $19.92 2080 2000 2192 100% 1.00 $55,619.63 $53,686.07 100% 1.00 $59,162.99 100% 1.00 $57,825.60 OIT DAS505140 3851D 20006023 Teddy Hampton 66536 Fiscal Officer 2 FP DAS505140 DAS014572 1330 100607 $39.24 2080 2000 2192 100% 1.00 $111,716.10 $107,901.25 100% 1.00 $119,017.52 100% 1.00 $116,742.18 OIT DAS505140 3851D 20006024 Cheryl Brooks 64171 Computer Acquisition Analyst 1 FP DAS505140 DAS014572 1330 100607 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67 OIT DAS505140 3851D 20006025 Gynodda Strong‐Woodford 66532 Fiscal Specialist 2 FP DAS505140 DAS014572 1330 100607 $27.22 2080 2000 2192 100% 1.00 $80,852.83 $78,210.69 100% 1.00 $86,165.65 100% 1.00 $84,861.27 OIT DAS505140 3851D 20006026 Latasha Phillips 66532 Fiscal Specialist 2 FP DAS505140 DAS014572 1330 100607 $22.97 2080 2000 2192 100% 1.00 $70,127.00 $67,897.38 100% 1.00 $74,763.62 100% 1.00 $73,825.44 OIT DAS505140 3851D 20006027 Stacey Green 63392 Business Operations Manager 2 FP DAS505140 DAS014572 1330 100607 $43.29 2080 2000 2192 100% 1.00 $121,953.20 $117,744.61 100% 1.00 $129,899.94 100% 1.00 $127,275.08 OIT DAS505140 3851D 20006028 Phyllis Barnetson 63216 Management Analyst Supervisor 2 FP DAS505140 DAS014572 1330 100607 $37.43 2080 2000 2192 100% 1.00 $99,732.00 $96,093.12 100% 1.00 $106,097.02 100% 1.00 $103,272.88 OIT DAS505140 3851D 20006029 vac ‐ new 66532 Fiscal Specialist 2 FP DAS505140 DAS014572 1330 100607 $31.31 2080 2000 2192 100% 1.00 $91,174.87 $88,135.72 100% 1.00 $97,138.43 100% 1.00 $95,481.64 OIT DAS505140 3851D 20006030 Chris Murdock 66536 Fiscal Officer 2 FP DAS505140 DAS014572 1330 100607 $34.76 2080 2000 2192 100% 1.00 $100,392.10 $97,012.79 100% 1.00 $106,979.69 100% 1.00 $105,090.96 OIT DAS505140 3851D 20006032 Muhammed Islam 66531 Fiscal Specialist 1 FP DAS505140 DAS014572 1330 100607 $19.79 2080 2000 2192 100% 1.00 $62,101.55 $60,180.60 100% 1.00 $66,232.22 100% 1.00 $65,568.04 OIT DAS505140 3851D 20006033 vac ‐ Islam 16512 Account Clerk 2 FP DAS505140 DAS014572 1330 100607 $18.91 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $63,871.33 100% 1.00 $63,282.97 OIT DAS505140 3851D 20006034 vac ‐ Phelps 16512 Account Clerk 2 FP DAS505140 DAS014572 1330 100607 $18.91 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $63,871.33 100% 1.00 $63,282.97 OIT DAS505140 3851D 20006035 vac ‐ Hairston 16512 Account Clerk 2 FP DAS505140 DAS014572 1330 100607 $18.91 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $63,871.33 100% 1.00 $63,282.97 OIT DAS505140 3851D 20006036 Dorothy Quappe 63122 Administrative Assistant 2 FP DAS505140 DAS014572 1330 100607 $24.72 2080 2000 2192 100% 1.00 $67,605.21 $65,201.97 100% 1.00 $71,945.05 100% 1.00 $70,217.75 OIT DAS505140 3851D 20006037 Karen Mance Brogdon 64551 Inventory Control Specialist 1 FP DAS505140 DAS014572 1330 100607 $15.80 2080 2000 2192 100% 1.00 $45,221.88 $43,688.23 100% 1.00 $48,109.73 100% 1.00 $47,127.34 OIT DAS505140 3851D 20006038 James Fitch 64551 Inventory Control Specialist 1 FP DAS505140 DAS014572 1330 100607 $18.54 2080 2000 2192 100% 1.00 $58,946.89 $57,147.28 100% 1.00 $62,878.68 100% 1.00 $62,322.20 OIT DAS505140 3851D 20006039 Donald Thompson 53831 Mover 1 FP DAS505140 DAS014572 1330 100607 $15.98 2080 2000 2192 100% 1.00 $45,676.15 $44,125.03 100% 1.00 $48,592.64 100% 1.00 $47,594.74 OIT DAS505140 3851D 20006040 Katherine Zaebst 63332 Senior Business Transformation Analyst FH DAS505140 DAS014572 1330 100607 $27.93 1040 1000 1080 100% 0.50 $36,431.03 $35,073.37 100% 0.50 $38,161.39 100% 0.50 $37,532.03 OIT DAS505140 3851D 20006041 David Stephens 63215 Management Analyst Supervisor 1 FP DAS505140 DAS014572 1330 100607 $31.97 2080 2000 2192 100% 1.00 $85,930.88 $82,822.81 100% 1.00 $91,425.91 100% 1.00 $89,072.96 OIT DAS505140 3851D 20006042 Kristen Silk 63215 Management Analyst Supervisor 1 FP DAS505140 DAS014572 1330 100607 $31.86 2080 2000 2192 100% 1.00 $93,061.83 $89,964.46 100% 1.00 $99,187.34 100% 1.00 $97,548.88 OIT DAS505140 3851D 20006318 Alicia Shipley 66511 Telecom Billing Analyst FP DAS505140 DAS014572 1330 100607 $28.17 2080 2000 2192 100% 1.00 $72,542.37 $69,808.01 100% 1.00 $77,051.34 100% 1.00 $74,624.11 OIT DAS505140 3851D 20006319 Karen Stattmiller 66511 Telecom Billing Analyst PP DAS505140 DAS014572 1330 100607 $27.37 1600 1560 1600 100% 0.77 $54,583.15 $53,254.79 100% 0.77 $55,073.87 100% 0.77 $56,145.82 OIT DAS505140 3851D 20006321 vac ‐ Whyte 66536 Fiscal Officer 2 FP DAS505140 DAS014572 1330 100607 $37.71 2080 2000 2192 100% 1.00 $107,848.75 $104,182.65 100% 1.00 $114,906.39 100% 1.00 $112,763.08 OIT DAS505140 3851D 20006322 vac ‐ Baumgardner 64113 Programmer/Analyst 3 FP DAS505140 DAS014572 1330 100607 $35.06 2080 2000 2192 100% 1.00 $100,638.85 $97,235.70 100% 1.00 $107,199.05 100% 1.00 $105,219.14 OIT DAS505140 3851D 20006529 Freddie Seaverson 53821 Delivery Worker FP DAS505140 DAS014572 1330 100607 $17.84 2080 2000 2192 100% 1.00 $50,370.28 $48,638.61 100% 1.00 $53,582.70 100% 1.00 $52,424.54 OIT DAS505140 3851D 20006593 Douglas Forbes 66537 Fiscal Officer 3 FP DAS505140 DAS014572 1330 100607 $42.98 2080 2000 2192 100% 1.00 $121,169.62 $116,991.17 100% 1.00 $129,066.96 100% 1.00 $126,468.86 OIT DAS505140 3851D 20006594 Michael Gluck 63216 Management Analyst Supervisor 2 FP DAS505140 DAS014572 1330 100607 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 OIT DAS505140 3851D 20006595 John Lindsey 63215 Management Analyst Supervisor 1 FP DAS505140 DAS014572 1330 100607 $23.62 2080 2000 2192 100% 1.00 $64,824.76 $62,528.47 100% 1.00 $68,989.33 100% 1.00 $67,356.96 OIT DAS505140 3851D 20006596 Mark Phelps 66531 Fiscal Specialist 1 FP DAS505140 DAS014572 1330 100607 $19.89 2080 2000 2192 100% 1.00 $62,353.92 $60,423.27 100% 1.00 $66,500.50 100% 1.00 $65,827.70 OIT DAS505140 3851D 20006597 John McKibben 63215 Management Analyst Supervisor 1 FP DAS505140 DAS014572 1330 100607 $32.20 2080 2000 2192 100% 1.00 $93,921.24 $90,790.81 100% 1.00 $100,100.93 100% 1.00 $98,433.12 OIT DAS505140 3851D 20073105 vac ‐ Jindal 99940 College Intern PT DAS505140 DAS014572 1330 100607 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 OIT DAS505140 3851D 20073530 Delia Adkins 66532 Fiscal Specialist 2 FH DAS505140 DAS014572 1330 100607 $21.77 1000 1000 1000 100% 0.48 $26,129.03 $26,129.03 100% 0.48 $26,284.77 100% 0.48 $26,802.31 OIT DAS505140 3851D 20073834 Penny Spencer 63123 Administrative Assistant 3 PH DAS505140 DAS014572 1330 100607 $30.22 1040 1000 1080 100% 0.50 $37,552.78 $36,123.10 100% 0.50 $39,202.48 100% 0.50 $38,512.80 3851D Total 29.75 $2,471,665.54 $2,388,676.33 33.75 $2,911,704.97 33.75 $2,861,544.48

FTO 110510 474 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 31

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount DAS505140 Total 29.75 $2,471,665.54 $2,388,676.33 33.75 $2,911,704.97 33.75 $2,861,544.48 OIT DAS505150 3852D 20006012 Patricia Magazine 63216 Management Analyst Supervisor 2 FP DAS102100 DAS014575 1330 100607 $35.77 2080 2000 2192 100% 1.00 $102,945.06 $99,467.55 100% 1.00 $109,693.58 100% 1.00 $107,717.69 OIT DAS505150 3852D 20006014 Adrianne Cochenour 69912 Human Capital Mgt Analyst FP DAS102100 DAS014575 1330 100607 $19.19 2080 2000 2192 100% 1.00 $53,627.15 $51,761.53 100% 1.00 $57,085.84 100% 1.00 $55,835.78 OIT DAS505150 3852D 20006015 vac ‐ Shaw 18312 Library Assistant 2 FP DAS505150 DAS014575 1330 100607 $19.92 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $66,580.99 100% 1.00 $65,905.60 OIT DAS505150 3852D 20006017 vac ‐ Barbee 63124 Administrative Assistant 4 FP DAS505150 DAS014575 1330 100607 $39.38 2080 2000 2192 100% 1.00 $112,069.98 $108,241.51 100% 1.00 $119,393.71 100% 1.00 $117,106.28 OIT DAS505150 3852D 20006018 vac ‐ Martin 12551 Secretary FP DAS505150 DAS014575 1330 100607 $19.92 2080 2000 2192 100% 1.00 $55,619.63 $53,686.07 100% 1.00 $59,162.99 100% 1.00 $57,825.60 OIT DAS505150 3852D 20006019 Lisa Donnelly 52662 Electronic Design Specialist FP DAS505150 DAS014575 1330 100607 $33.82 2080 2000 2192 100% 1.00 $97,509.43 $94,226.64 100% 1.00 $103,872.34 100% 1.00 $101,999.27 OIT DAS505150 3852D 20075336 vac ‐ Saliaris 63122 Administrative Assistant 2 FI DAS102100 DAS014575 1330 100607 $24.07 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $63,122.55 100% 1.00 $61,108.36 3852D Total 5.00 $421,771.24 $407,383.30 7.00 $578,911.99 7.00 $567,498.58 DAS505150 Total 5.00 $421,771.24 $407,383.30 7.00 $578,911.99 7.00 $567,498.58 OIT DAS505170 3854D 20006324 Richard Shipley 64135 Data System Administrator FP DAS505170 DAS014574 1330 100607 $55.48 2080 2000 2192 100% 1.00 $152,765.60 $147,371.92 100% 1.00 $162,654.67 100% 1.00 $158,977.84 OIT DAS505170 3854D 20006326 Peggy Walter 64163 I T Consultant 3 FP DAS505180 DAS014574 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505170 3854D 20006327 Debra Davis 64163 I T Consultant 3 FP DAS505180 DAS014574 1330 100607 $52.59 2080 2000 2192 100% 1.00 $138,051.61 $132,938.89 100% 1.00 $146,832.19 100% 1.00 $142,699.76 OIT DAS505170 3854D 20006328 vac ‐ Landoll 69934 Infrastructure Specialist 4 FP DAS505250 DAS014574 1330 100607 $49.22 2080 2000 2192 100% 1.00 $136,374.81 $131,597.21 100% 1.00 $145,187.93 100% 1.00 $141,987.94 OIT DAS505170 3854D 20073890 James Conway 64163 I T Consultant 3 FP DAS505170 DAS014574 1330 100607 $46.27 2080 2000 2192 100% 1.00 $129,485.68 $124,987.38 100% 1.00 $137,907.25 100% 1.00 $135,025.22 3854D Total 5.00 $702,138.30 $677,243.29 5.00 $747,471.23 5.00 $730,152.53 OIT DAS505170 3854F 20006325 Jeffrey Sagar 64163 I T Consultant 3 FP DAS505170 DAS014565 1330 100607 $51.84 2080 2000 2192 100% 1.00 $143,564.85 $138,525.05 100% 1.00 $152,873.93 100% 1.00 $149,511.22 OIT DAS505170 3854F 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS014565 1330 100607 $28.43 2080 2000 2192 2% 0.02 $1,678.13 $1,622.94 2% 0.02 $1,788.24 2% 0.02 $1,760.06 OIT DAS505170 3854F 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS014565 1330 100607 $28.55 2080 2000 2192 2% 0.02 $1,684.19 $1,628.76 2% 0.02 $1,794.68 2% 0.02 $1,766.30 OIT DAS505170 3854F 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS014565 1330 100607 $28.31 2080 2000 2192 2% 0.02 $1,672.07 $1,617.11 2% 0.02 $1,781.80 2% 0.02 $1,753.83 OIT DAS505170 3854F 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS014565 1330 100607 $32.66 2080 2000 2192 2% 0.02 $1,891.64 $1,828.23 2% 0.02 $2,015.21 2% 0.02 $1,979.74 OIT DAS505170 3854F 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS014565 1330 100607 $45.42 2080 2000 2192 2% 0.02 $2,535.69 $2,447.52 2% 0.02 $2,699.86 2% 0.02 $2,642.41 OIT DAS505170 3854F 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS014565 1330 100607 $44.99 2080 2000 2192 2% 0.02 $2,513.99 $2,426.65 2% 0.02 $2,676.79 2% 0.02 $2,620.08 OIT DAS505170 3854F 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS014565 1330 100607 $41.20 2080 2000 2192 2% 0.02 $2,186.49 $2,106.51 2% 0.02 $2,325.07 2% 0.02 $2,261.65 OIT DAS505170 3854F 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS014565 1330 100607 $37.41 2080 2000 2192 2% 0.02 $2,131.39 $2,058.77 2% 0.02 $2,270.07 2% 0.02 $2,226.43 3854F Total 1.16 $159,858.44 $154,261.54 1.16 $170,225.65 1.16 $166,521.73 DAS505170 Total 6.16 $861,996.75 $831,504.83 6.16 $917,696.88 6.16 $896,674.27 OIT DAS505230 3705D 20006442 Gregory Pennington 64135 Data System Administrator FP DAS505230 DAS014558 1330 100607 $56.92 2080 2000 2192 100% 1.00 $156,405.45 $150,871.78 100% 1.00 $166,523.97 100% 1.00 $162,722.87 OIT DAS505230 3705D 20006447 Angela Weis 63123 Administrative Assistant 3 FP DAS505230 DAS014558 1330 100607 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 OIT DAS505230 3705D 20006449 vac ‐ Russell 63122 Administrative Assistant 2 FP DAS505230 DAS014558 1330 100607 $24.07 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $78,255.48 100% 1.00 $77,289.28 3705D Total 2.00 $250,908.07 $242,221.60 3.00 $345,498.40 3.00 $339,043.44 DAS505230 Total 2.00 $250,908.07 $242,221.60 3.00 $345,498.40 3.00 $339,043.44 OIT DAS505240 3706D 20006499 Barbara Thomas 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $20.70 2080 2000 2192 100% 1.00 $57,588.14 $55,578.86 100% 1.00 $61,255.60 100% 1.00 $59,851.00 OIT DAS505240 3706D 20006500 Lamar Stevens 12373 Computer Operator 4 FP DAS505240 DAS014568 1330 100607 $21.58 2080 2000 2192 100% 1.00 $66,619.02 $64,524.32 100% 1.00 $71,034.49 100% 1.00 $70,216.07 OIT DAS505240 3706D 20006501 Roberta Montague 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $21.27 2080 2000 2192 100% 1.00 $59,026.66 $56,962.06 100% 1.00 $62,784.81 100% 1.00 $61,331.10 OIT DAS505240 3706D 20006503 vac ‐ McLaughlin 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $19.06 2080 2000 2192 100% 1.00 $60,259.23 $58,409.14 100% 1.00 $64,273.75 100% 1.00 $63,672.47 OIT DAS505240 3706D 20006504 Ronald Vance 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $21.19 2080 2000 2192 100% 1.00 $65,634.76 $63,577.93 100% 1.00 $69,988.18 100% 1.00 $69,203.37 OIT DAS505240 3706D 20006505 Prem Srivastava 12374 Computer Operations Analyst FP DAS505240 DAS014568 1330 100607 $25.71 2080 2000 2192 100% 1.00 $77,042.01 $74,546.43 100% 1.00 $82,114.58 100% 1.00 $80,940.31 OIT DAS505240 3706D 20006507 McArthur Ruggs 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $18.77 2080 2000 2192 100% 1.00 $52,717.34 $50,895.41 100% 1.00 $56,077.73 100% 1.00 $54,839.44 OIT DAS505240 3706D 20006508 vac ‐ Thaker 12372 Computer Operator 3 FP DAS505240 DAS014568 1330 100607 $19.06 2080 2000 2192 100% 1.00 $60,259.23 $58,409.14 100% 1.00 $64,273.75 100% 1.00 $63,672.47 3706D Total 8.00 $499,146.38 $482,903.28 8.00 $531,802.90 8.00 $523,726.23

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505240 3706E 20006444 Lyle Fast 69934 Infrastructure Specialist 4 FP DAS505240 DAS016537 1330 100607 $50.01 2080 2000 2192 5% 0.05 $6,918.43 $6,675.71 5% 0.05 $7,365.37 5% 0.05 $7,201.97 OIT DAS505240 3706E 20006446 Sharonetta Lawson 69934 Infrastructure Specialist 4 FP DAS505280 DAS016537 1330 100607 $49.53 2080 2000 2192 10% 0.10 $13,034.72 $12,553.95 10% 0.10 $13,860.16 10% 0.10 $13,471.29 OIT DAS505240 3706E 20006450 vac ‐ Otte 69933 Infrastructure Specialist 3 FP DAS505280 DAS016537 1330 100607 $44.62 2080 2000 2192 30% 0.30 $34,217.30 $32,917.97 30% 0.30 $36,355.17 30% 0.30 $35,201.78 3706E Total 0.45 $54,170.45 $52,147.63 0.45 $57,580.70 0.45 $55,875.04 OIT DAS505240 3706F 20006444 Lyle Fast 69934 Infrastructure Specialist 4 FP DAS505240 DAS016538 1330 100607 $50.01 2080 2000 2192 90% 0.90 $124,531.70 $120,162.84 90% 0.90 $132,576.63 90% 0.90 $129,635.38 OIT DAS505240 3706F 20075574 Brian Booker 69933 Infrastructure Specialist 3 FP DAS505280 DAS016538 1330 100607 $33.37 2080 2000 2192 25% 0.25 $24,093.44 $23,283.66 25% 0.25 $25,666.27 25% 0.25 $25,207.69 3706F Total 1.15 $148,625.14 $143,446.50 1.15 $158,242.90 1.15 $154,843.07 OIT DAS505240 3706G 20006498 vac ‐ Arthur 64192 System Programmer 2 FP DAS505240 DAS014571 1330 100607 $37.42 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $113,530.53 100% 1.00 $111,347.27 3706G Total 0.00 $0.00 $0.00 1.00 $113,530.53 1.00 $111,347.27 DAS505240 Total 9.60 $701,941.96 $678,497.41 10.60 $861,157.03 10.60 $845,791.62 OIT DAS505250 3707D 20006453 John McKeown 64158 Data Base Administrator 3 FP DAS505250 DAS014559 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505250 3707D 20006454 Burgess Evans 69953 Database Administration Specialist 3 FP DAS505250 DAS014559 1330 100607 $50.01 2080 2000 2192 100% 1.00 $138,368.56 $133,514.27 100% 1.00 $147,307.37 100% 1.00 $144,039.31 OIT DAS505250 3707D 20006455 Colleen Priest 64156 Data Base Administrator 1 FP DAS505250 DAS014559 1330 100607 $43.29 2080 2000 2192 100% 1.00 $114,544.20 $110,335.61 100% 1.00 $121,842.94 100% 1.00 $118,513.08 OIT DAS505250 3707D 20006456 Kenneth Stalnaker 69953 Database Administration Specialist 3 FP DAS505250 DAS014559 1330 100607 $48.90 2080 2000 2192 100% 1.00 $128,757.22 $124,010.67 100% 1.00 $136,911.42 100% 1.00 $133,077.01 OIT DAS505250 3707D 20006457 David Ziemke 69922 Information Technologist 2 FP DAS505250 DAS014559 1330 100607 $33.60 2080 2000 2192 100% 1.00 $90,144.21 $86,882.78 100% 1.00 $95,864.11 100% 1.00 $93,348.01 OIT DAS505250 3707D 20006458 vac ‐ Burgess 64152 Data Base Analyst 2 FP DAS505250 DAS014559 1330 100607 $34.82 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $106,555.17 100% 1.00 $104,595.94 OIT DAS505250 3707D 20006459 Jack Burgess 69952 Database Administration Specialist 2 FP DAS505250 DAS014559 1330 100607 $43.38 2080 2000 2192 100% 1.00 $114,826.25 $110,615.51 100% 1.00 $122,102.20 100% 1.00 $118,743.41 3707D Total 6.00 $732,101.04 $705,706.73 7.00 $885,472.41 7.00 $863,778.52 OIT DAS505250 3707F 20006474 vac ‐ Quick 64133 I T Manager 2 FP DAS505250 DAS014564 1330 100607 $46.61 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $138,820.83 100% 1.00 $135,909.47 3707F Total 0.00 $0.00 $0.00 1.00 $138,820.83 1.00 $135,909.47 OIT DAS505250 3707I 20006495 Virginia Dillon 12379 Computer Operations Mgr 3 FP DAS505250 DAS014566 1330 100607 $43.29 2080 2000 2192 100% 1.00 $114,544.20 $110,335.61 100% 1.00 $121,842.94 100% 1.00 $118,513.08 OIT DAS505250 3707I 20006496 vac ‐Kruithoff 64191 System Programmer 1 FP DAS505250 DAS014566 1330 100607 $33.51 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $103,040.66 100% 1.00 $101,194.31 OIT DAS505250 3707I 20006506 Andrea Smith 12375 Computer Operations Supervisor 1 FP DAS505250 DAS014566 1330 100607 $28.09 2080 2000 2192 100% 1.00 $76,123.49 $73,392.62 100% 1.00 $81,000.29 100% 1.00 $78,982.17 OIT DAS505250 3707I 20006509 Linda St Clair 12376 Computer Operations Supervisor 2 FP DAS505250 DAS014566 1330 100607 $32.43 2080 2000 2192 100% 1.00 $94,502.61 $91,349.82 100% 1.00 $100,718.94 100% 1.00 $99,031.29 OIT DAS505250 3707I 20006513 vac ‐ Bookman 12376 Computer Operations Supervisor 2 FP DAS505250 DAS014566 1330 100607 $32.43 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $100,718.94 100% 1.00 $99,031.29 OIT DAS505250 3707I 20006518 Richard Holycross 12376 Computer Operations Supervisor 2 FP DAS505250 DAS014566 1330 100607 $32.09 2080 2000 2192 100% 1.00 $93,643.20 $90,523.46 100% 1.00 $99,805.36 100% 1.00 $98,147.04 3707I Total 4.00 $378,813.49 $365,601.51 6.00 $607,127.13 6.00 $594,899.18 OIT DAS505250 3707J 20006466 Rodney Owens 69933 Infrastructure Specialist 3 FP DAS505280 DAS014567 1330 100607 $43.38 2080 2000 2192 10% 0.10 $11,092.83 $10,671.75 10% 0.10 $11,785.72 10% 0.10 $11,411.94 OIT DAS505250 3707J 20006475 Donald Barbee 64195 System Programmer Supervisor 1 FP DAS505250 DAS014567 1330 100607 $47.76 2080 2000 2192 100% 1.00 $121,853.92 $117,210.77 100% 1.00 $129,516.90 100% 1.00 $125,423.29 OIT DAS505250 3707J 20006476 vac ‐ Phillips 64191 System Programmer 1 FP DAS505250 DAS014567 1330 100607 $33.51 2080 2000 2192 100% 1.00 $96,727.07 $93,474.38 100% 1.00 $103,040.66 100% 1.00 $101,194.31 OIT DAS505250 3707J 20006477 Manuel Freeman 69932 Infrastructure Specialist 2 FP DAS505250 DAS014567 1330 100607 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67 OIT DAS505250 3707J 20006478 Thomas Sutherin 64133 I T Manager 2 FP DAS505250 DAS014567 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505250 3707J 20006479 vac ‐ Smith 64194 System Programmer 4 FP DAS505250 DAS014567 1330 100607 $46.69 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $138,400.37 100% 1.00 $135,418.38 OIT DAS505250 3707J 20006481 Hassan Zandieh 69932 Infrastructure Specialist 2 FP DAS505250 DAS014567 1330 100607 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67 OIT DAS505250 3707J 20006482 Paul Whitt 69932 Infrastructure Specialist 2 FP DAS505250 DAS014567 1330 100607 $41.20 2080 2000 2192 100% 1.00 $109,324.53 $105,325.39 100% 1.00 $116,253.63 100% 1.00 $113,082.67 OIT DAS505250 3707J 20006483 John Alexander 64196 System Programmer Supervisor 2 FP DAS505250 DAS014567 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505250 3707J 20006484 Robert Mudrock 69933 Infrastructure Specialist 3 FP DAS505250 DAS014567 1330 100607 $49.06 2080 2000 2192 100% 1.00 $129,161.02 $124,398.94 100% 1.00 $137,340.68 100% 1.00 $133,492.48 OIT DAS505250 3707J 20006485 Charles Presson 64163 I T Consultant 3 FP DAS505250 DAS014567 1330 100607 $48.86 2080 2000 2192 100% 1.00 $136,032.37 $131,282.28 100% 1.00 $144,866.62 100% 1.00 $141,761.08 OIT DAS505250 3707J 20006486 William Lewis 69934 Infrastructure Specialist 4 FP DAS505250 DAS014567 1330 100607 $50.01 2080 2000 2192 100% 1.00 $138,368.56 $133,514.27 100% 1.00 $147,307.37 100% 1.00 $144,039.31 OIT DAS505250 3707J 20006487 John Williams 64196 System Programmer Supervisor 2 FP DAS505250 DAS014567 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505250 3707J 20006488 vac ‐ Jacobs 69934 Infrastructure Specialist 4 FP DAS505250 DAS014567 1330 100607 $49.22 2080 2000 2192 100% 1.00 $136,374.81 $131,597.21 100% 1.00 $145,187.93 100% 1.00 $141,987.94 OIT DAS505250 3707J 20006489 Nancy Kuhl 69933 Infrastructure Specialist 3 FP DAS505250 DAS014567 1330 100607 $45.42 2080 2000 2192 100% 1.00 $119,974.65 $115,565.90 100% 1.00 $127,575.17 100% 1.00 $124,040.61 OIT DAS505250 3707J 20006490 Robert Tewell 69932 Infrastructure Specialist 2 FP DAS505250 DAS014567 1330 100607 $41.20 2080 2000 2192 100% 1.00 $116,134.53 $112,135.39 100% 1.00 $123,671.63 100% 1.00 $121,162.67

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505350 3752Q 20006399 vac ‐ Fulleman 12131 Telephone Operator 1 FP DAS505350 DAS016573 1330 100607 $15.98 2080 2000 2192 25% 0.25 $13,121.54 $12,733.76 25% 0.25 $14,002.66 25% 0.25 $13,918.68 OIT DAS505350 3752Q 20006400 vac ‐ Cherry 12131 Telephone Operator 1 FP DAS505350 DAS016573 1330 100607 $15.98 2080 2000 2192 25% 0.25 $13,121.54 $12,733.76 25% 0.25 $14,002.66 25% 0.25 $13,918.68 OIT DAS505350 3752Q 20006401 Lora Barrett 12131 Telephone Operator 1 FP DAS505350 DAS016573 1330 100607 $16.70 2080 2000 2192 25% 0.25 $11,873.31 $11,468.06 25% 0.25 $12,631.07 25% 0.25 $12,366.08 OIT DAS505350 3752Q 20006402 Dolores Clark 12131 Telephone Operator 1 FP DAS505350 DAS016573 1330 100607 $16.63 2080 2000 2192 25% 0.25 $11,829.14 $11,425.59 25% 0.25 $12,584.12 25% 0.25 $12,320.64 3752Q Total 1.00 $49,945.52 $48,361.16 1.00 $53,220.51 1.00 $52,524.09 DAS505350 Total 3.44 $331,099.30 $319,798.94 4.45 $446,733.58 4.45 $439,063.65 OIT DAS505360 3753G 20075567 vac ‐ new 64162 I T Consultant 2 FP DAS505360 DAS014589 1330 100607 $46.12 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $136,871.16 100% 1.00 $133,938.28 OIT DAS505360 3753G 20075568 vac ‐ new 64162 I T Consultant 2 FP DAS505360 DAS014589 1330 100607 $46.12 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $136,871.16 100% 1.00 $133,938.28 3753G Total 0.00 $0.00 $0.00 2.00 $273,742.31 2.00 $267,876.55 OIT DAS505360 3753P 20006393 Randel King 69933 Infrastructure Specialist 3 FP DAS505360 DAS016555 1330 100607 $45.42 2080 2000 2192 3% 0.03 $3,599.24 $3,466.98 3% 0.03 $3,827.26 3% 0.03 $3,721.22 OIT DAS505360 3753P 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016555 1330 100607 $28.43 2080 2000 2192 3% 0.03 $2,517.20 $2,434.41 3% 0.03 $2,682.36 3% 0.03 $2,640.10 OIT DAS505360 3753P 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016555 1330 100607 $28.55 2080 2000 2192 3% 0.03 $2,526.28 $2,443.14 3% 0.03 $2,692.01 3% 0.03 $2,649.45 OIT DAS505360 3753P 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016555 1330 100607 $28.31 2080 2000 2192 3% 0.03 $2,508.11 $2,425.67 3% 0.03 $2,672.70 3% 0.03 $2,630.75 OIT DAS505360 3753P 20006418 Terry Fouts 69934 Infrastructure Specialist 4 FP DAS505360 DAS016555 1330 100607 $49.06 2080 2000 2192 3% 0.03 $4,079.13 $3,936.27 3% 0.03 $4,342.76 3% 0.03 $4,247.17 OIT DAS505360 3753P 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016555 1330 100607 $32.66 2080 2000 2192 3% 0.03 $2,837.46 $2,742.35 3% 0.03 $3,022.81 3% 0.03 $2,969.61 OIT DAS505360 3753P 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016555 1330 100607 $45.42 2080 2000 2192 3% 0.03 $3,803.54 $3,671.28 3% 0.03 $4,049.80 3% 0.03 $3,963.62 OIT DAS505360 3753P 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016555 1330 100607 $44.99 2080 2000 2192 3% 0.03 $3,770.98 $3,639.97 3% 0.03 $4,015.19 3% 0.03 $3,930.12 OIT DAS505360 3753P 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016555 1330 100607 $41.20 2080 2000 2192 3% 0.03 $3,279.74 $3,159.76 3% 0.03 $3,487.61 3% 0.03 $3,392.48 OIT DAS505360 3753P 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016555 1330 100607 $37.41 2080 2000 2192 3% 0.03 $3,197.09 $3,088.15 3% 0.03 $3,405.11 3% 0.03 $3,339.64 3753P Total 0.30 $32,118.76 $31,007.98 0.30 $34,197.59 0.30 $33,484.16 OIT DAS505360 3753Q 20006393 Randel King 69933 Infrastructure Specialist 3 FP DAS505360 DAS016557 1330 100607 $45.42 2080 2000 2192 4% 0.04 $4,798.99 $4,622.64 4% 0.04 $5,103.01 4% 0.04 $4,961.62 OIT DAS505360 3753Q 20006410 vac ‐ Van Dyke 52490 Telecom Service Request Coordinator FP DAS505360 DAS016557 1330 100607 $25.71 2080 2000 2192 3% 0.03 $2,280.44 $2,206.57 4% 0.04 $3,284.58 4% 0.04 $3,237.61 OIT DAS505360 3753Q 20006418 Terry Fouts 69934 Infrastructure Specialist 4 FP DAS505360 DAS016557 1330 100607 $49.06 2080 2000 2192 6% 0.06 $8,158.26 $7,872.54 6% 0.06 $8,685.52 6% 0.06 $8,494.35 OIT DAS505360 3753Q 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS016557 1330 100607 $43.77 2080 2000 2192 4% 0.04 $4,632.42 $4,462.48 4% 0.04 $4,925.94 4% 0.04 $4,790.24 OIT DAS505360 3753Q 20006421 Michael O'Brien 69934 Infrastructure Specialist 4 FP DAS505360 DAS016557 1330 100607 $49.37 2080 2000 2192 5% 0.05 $6,837.67 $6,598.06 5% 0.05 $7,279.52 5% 0.05 $7,118.87 OIT DAS505360 3753Q 20006422 John Freeland 69934 Infrastructure Specialist 4 FP DAS505360 DAS016557 1330 100607 $49.22 2080 2000 2192 4% 0.04 $5,182.59 $4,991.49 4% 0.04 $5,510.80 4% 0.04 $5,356.32 OIT DAS505360 3753Q 20006424 Pamela Storts 69962 Business Process Analyst 2 FP DAS505360 DAS016557 1330 100607 $45.42 2080 2000 2192 6% 0.06 $7,607.08 $7,342.55 6% 0.06 $8,099.59 6% 0.06 $7,927.24 OIT DAS505360 3753Q 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016557 1330 100607 $32.66 2080 2000 2192 5% 0.05 $4,729.10 $4,570.59 5% 0.05 $5,038.01 5% 0.05 $4,949.36 OIT DAS505360 3753Q 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016557 1330 100607 $45.42 2080 2000 2192 5% 0.05 $6,339.23 $6,118.79 5% 0.05 $6,749.66 5% 0.05 $6,606.03 OIT DAS505360 3753Q 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016557 1330 100607 $44.99 2080 2000 2192 5% 0.05 $6,284.97 $6,066.62 5% 0.05 $6,691.98 5% 0.05 $6,550.20 OIT DAS505360 3753Q 20006431 vac ‐ Kulp 67192 Network Service Tech 2 FP DAS505360 DAS016557 1330 100607 $29.79 2080 2000 2192 5% 0.05 $4,366.94 $4,222.36 5% 0.05 $4,653.03 5% 0.05 $4,576.74 3753Q Total 0.52 $61,217.69 $59,074.69 0.53 $66,021.63 0.53 $64,568.58 OIT DAS505360 3753U 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016558 1330 100607 $28.43 2080 2000 2192 25% 0.25 $20,976.64 $20,286.74 25% 0.25 $22,352.97 25% 0.25 $22,000.81 OIT DAS505360 3753U 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016558 1330 100607 $28.55 2080 2000 2192 25% 0.25 $21,052.35 $20,359.54 25% 0.25 $22,433.45 25% 0.25 $22,078.71 OIT DAS505360 3753U 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016558 1330 100607 $28.31 2080 2000 2192 25% 0.25 $20,900.92 $20,213.94 25% 0.25 $22,272.48 25% 0.25 $21,922.91 OIT DAS505360 3753U 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016558 1330 100607 $32.66 2080 2000 2192 28% 0.28 $26,482.93 $25,595.28 28% 0.28 $28,212.87 28% 0.28 $27,716.40 OIT DAS505360 3753U 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016558 1330 100607 $45.42 2080 2000 2192 28% 0.28 $35,499.70 $34,265.25 28% 0.28 $37,798.09 28% 0.28 $36,993.77 OIT DAS505360 3753U 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016558 1330 100607 $44.99 2080 2000 2192 28% 0.28 $35,195.85 $33,973.08 28% 0.28 $37,475.08 28% 0.28 $36,681.13 OIT DAS505360 3753U 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016558 1330 100607 $41.20 2080 2000 2192 25% 0.25 $27,331.13 $26,331.35 25% 0.25 $29,063.41 25% 0.25 $28,270.67 OIT DAS505360 3753U 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016558 1330 100607 $37.41 2080 2000 2192 25% 0.25 $26,642.40 $25,734.59 25% 0.25 $28,375.92 25% 0.25 $27,830.33 3753U Total 2.09 $214,081.92 $206,759.76 2.09 $227,984.28 2.09 $223,494.73 OIT DAS505360 3753V 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016559 1330 100607 $28.43 2080 2000 2192 5% 0.05 $4,195.33 $4,057.35 5% 0.05 $4,470.59 5% 0.05 $4,400.16 OIT DAS505360 3753V 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016559 1330 100607 $28.55 2080 2000 2192 5% 0.05 $4,210.47 $4,071.91 5% 0.05 $4,486.69 5% 0.05 $4,415.74 OIT DAS505360 3753V 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016559 1330 100607 $28.31 2080 2000 2192 5% 0.05 $4,180.18 $4,042.79 5% 0.05 $4,454.50 5% 0.05 $4,384.58

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505360 3753V 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016559 1330 100607 $32.66 2080 2000 2192 5% 0.05 $4,729.10 $4,570.59 5% 0.05 $5,038.01 5% 0.05 $4,949.36 OIT DAS505360 3753V 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016559 1330 100607 $45.42 2080 2000 2192 5% 0.05 $6,339.23 $6,118.79 5% 0.05 $6,749.66 5% 0.05 $6,606.03 OIT DAS505360 3753V 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016559 1330 100607 $44.99 2080 2000 2192 5% 0.05 $6,284.97 $6,066.62 5% 0.05 $6,691.98 5% 0.05 $6,550.20 OIT DAS505360 3753V 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016559 1330 100607 $41.20 2080 2000 2192 5% 0.05 $5,466.23 $5,266.27 5% 0.05 $5,812.68 5% 0.05 $5,654.13 OIT DAS505360 3753V 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016559 1330 100607 $37.41 2080 2000 2192 5% 0.05 $5,328.48 $5,146.92 5% 0.05 $5,675.18 5% 0.05 $5,566.07 3753V Total 0.40 $40,733.99 $39,341.23 0.40 $43,379.30 0.40 $42,526.27 OIT DAS505360 3753X 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016560 1330 100607 $28.43 2080 2000 2192 11% 0.11 $9,229.72 $8,926.16 11% 0.11 $9,835.31 11% 0.11 $9,680.36 OIT DAS505360 3753X 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016560 1330 100607 $28.55 2080 2000 2192 11% 0.11 $9,263.03 $8,958.20 11% 0.11 $9,870.72 11% 0.11 $9,714.63 OIT DAS505360 3753X 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016560 1330 100607 $28.31 2080 2000 2192 11% 0.11 $9,196.41 $8,894.13 11% 0.11 $9,799.89 11% 0.11 $9,646.08 OIT DAS505360 3753X 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS016560 1330 100607 $48.90 2080 2000 2192 5% 0.05 $6,437.86 $6,200.53 5% 0.05 $6,845.57 5% 0.05 $6,653.85 OIT DAS505360 3753X 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016560 1330 100607 $41.20 2080 2000 2192 11% 0.11 $12,025.70 $11,585.79 11% 0.11 $12,787.90 11% 0.11 $12,439.09 OIT DAS505360 3753X 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016560 1330 100607 $37.41 2080 2000 2192 11% 0.11 $11,722.66 $11,323.22 11% 0.11 $12,485.41 11% 0.11 $12,245.34 OIT DAS505360 3753X 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS016560 1330 100607 $45.13 2080 2000 2192 5% 0.05 $6,302.64 $6,083.61 5% 0.05 $6,710.76 5% 0.05 $6,568.38 3753X Total 0.65 $64,178.01 $61,971.65 0.65 $68,335.55 0.65 $66,947.74 OIT DAS505360 3753Z 20006406 vac ‐ Heverly 52482 Telecom Network Operator 2 FP DAS505360 DAS014590 1330 100607 $27.84 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $87,829.01 100% 1.00 $86,471.21 3753Z Total 0.00 $0.00 $0.00 1.00 $87,829.01 1.00 $86,471.21 OIT DAS505360 3754D 20006417 vac ‐ Snowdon 64161 I T Consultant 1 FP DAS505360 DAS016561 1330 100607 $41.99 2080 2000 2192 21% 0.21 $24,476.18 $23,631.67 28% 0.28 $35,221.50 28% 0.28 $34,499.93 OIT DAS505360 3754D 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS016561 1330 100607 $48.90 2080 2000 2192 28% 0.28 $36,052.02 $34,722.99 28% 0.28 $38,335.20 28% 0.28 $37,261.56 OIT DAS505360 3754D 20006423 vac ‐ Lambert 64161 I T Consultant 1 FP DAS505360 DAS016561 1330 100607 $41.99 2080 2000 2192 13% 0.13 $14,860.54 $14,347.80 17% 0.17 $21,384.48 17% 0.17 $20,946.39 OIT DAS505360 3754D 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS016561 1330 100607 $45.13 2080 2000 2192 28% 0.28 $35,294.78 $34,068.21 28% 0.28 $37,580.24 28% 0.28 $36,782.92 OIT DAS505360 3754D 20006434 vac ‐ Fast 69934 Infrastructure Specialist 4 FP DAS505360 DAS016561 1330 100607 $49.22 2080 2000 2192 21% 0.21 $28,256.86 $27,266.94 28% 0.28 $40,652.62 28% 0.28 $39,756.62 3754D Total 1.10 $138,940.38 $134,037.60 1.29 $173,174.04 1.29 $169,247.43 OIT DAS505360 3754G 20006393 Randel King 69933 Infrastructure Specialist 3 FP DAS505360 DAS016562 1330 100607 $45.42 2080 2000 2192 3% 0.03 $3,599.24 $3,466.98 3% 0.03 $3,827.26 3% 0.03 $3,721.22 OIT DAS505360 3754G 20006410 vac ‐ Van Dyke 52490 Telecom Service Request Coordinator FP DAS505360 DAS016562 1330 100607 $25.71 2080 2000 2192 2% 0.02 $1,710.33 $1,654.93 3% 0.03 $2,463.44 3% 0.03 $2,428.21 OIT DAS505360 3754G 20006418 Terry Fouts 69934 Infrastructure Specialist 4 FP DAS505360 DAS016562 1330 100607 $49.06 2080 2000 2192 3% 0.03 $4,079.13 $3,936.27 3% 0.03 $4,342.76 3% 0.03 $4,247.17 OIT DAS505360 3754G 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS016562 1330 100607 $43.77 2080 2000 2192 3% 0.03 $3,474.32 $3,346.86 3% 0.03 $3,694.46 3% 0.03 $3,592.68 OIT DAS505360 3754G 20006421 Michael O'Brien 69934 Infrastructure Specialist 4 FP DAS505360 DAS016562 1330 100607 $49.37 2080 2000 2192 11% 0.11 $15,042.87 $14,515.73 11% 0.11 $16,014.94 11% 0.11 $15,661.52 OIT DAS505360 3754G 20006431 vac ‐ Kulp 67192 Network Service Tech 2 FP DAS505360 DAS016562 1330 100607 $29.79 2080 2000 2192 3% 0.03 $2,620.16 $2,533.42 3% 0.03 $2,791.82 3% 0.03 $2,746.04 3754G Total 0.25 $30,526.05 $29,454.18 0.26 $33,134.66 0.26 $32,396.84 OIT DAS505360 3754H 20006390 vac ‐ Allbaugh 67195 Network Service Tech 5 FP DAS505360 DAS016575 1330 100607 $45.80 2080 2000 2192 44% 0.44 $56,207.21 $54,251.13 44% 0.44 $59,845.57 44% 0.44 $58,567.23 OIT DAS505360 3754H 20006393 Randel King 69933 Infrastructure Specialist 3 FP DAS505360 DAS016575 1330 100607 $45.42 2080 2000 2192 11% 0.11 $13,197.21 $12,712.25 11% 0.11 $14,033.27 11% 0.11 $13,644.47 OIT DAS505360 3754H 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016575 1330 100607 $28.43 2080 2000 2192 27% 0.27 $22,654.77 $21,909.68 27% 0.27 $24,141.21 27% 0.27 $23,760.87 OIT DAS505360 3754H 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016575 1330 100607 $28.55 2080 2000 2192 27% 0.27 $22,736.54 $21,988.30 27% 0.27 $24,228.13 27% 0.27 $23,845.01 OIT DAS505360 3754H 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016575 1330 100607 $28.31 2080 2000 2192 27% 0.27 $22,573.00 $21,831.05 27% 0.27 $24,054.28 27% 0.27 $23,676.74 OIT DAS505360 3754H 20006410 vac ‐ Van Dyke 52490 Telecom Service Request Coordinator FP DAS505360 DAS016575 1330 100607 $25.71 2080 2000 2192 21% 0.21 $15,963.10 $15,446.02 28% 0.28 $22,992.08 28% 0.28 $22,663.29 OIT DAS505360 3754H 20006417 vac ‐ Snowdon 64161 I T Consultant 1 FP DAS505360 DAS016575 1330 100607 $41.99 2080 2000 2192 8% 0.08 $9,615.64 $9,283.87 11% 0.11 $13,837.02 11% 0.11 $13,553.54 OIT DAS505360 3754H 20006418 Terry Fouts 69934 Infrastructure Specialist 4 FP DAS505360 DAS016575 1330 100607 $49.06 2080 2000 2192 4% 0.04 $5,438.84 $5,248.36 4% 0.04 $5,790.35 4% 0.04 $5,662.90 OIT DAS505360 3754H 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS016575 1330 100607 $48.90 2080 2000 2192 11% 0.11 $14,163.29 $13,641.17 11% 0.11 $15,060.26 11% 0.11 $14,638.47 OIT DAS505360 3754H 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS016575 1330 100607 $43.77 2080 2000 2192 45% 0.45 $52,114.73 $50,202.86 45% 0.45 $55,416.83 45% 0.45 $53,890.25 OIT DAS505360 3754H 20006421 Michael O'Brien 69934 Infrastructure Specialist 4 FP DAS505360 DAS016575 1330 100607 $49.37 2080 2000 2192 39% 0.39 $53,333.81 $51,464.87 39% 0.39 $56,780.24 39% 0.39 $55,527.20 OIT DAS505360 3754H 20006422 John Freeland 69934 Infrastructure Specialist 4 FP DAS505360 DAS016575 1330 100607 $49.22 2080 2000 2192 35% 0.35 $45,347.68 $43,675.52 35% 0.35 $48,219.48 35% 0.35 $46,867.78 OIT DAS505360 3754H 20006423 vac ‐ Lambert 64161 I T Consultant 1 FP DAS505360 DAS016575 1330 100607 $41.99 2080 2000 2192 21% 0.21 $24,476.18 $23,631.67 28% 0.28 $35,221.50 28% 0.28 $34,499.93 OIT DAS505360 3754H 20006424 Pamela Storts 69962 Business Process Analyst 2 FP DAS505360 DAS016575 1330 100607 $45.42 2080 2000 2192 57% 0.57 $72,267.25 $69,754.26 57% 0.57 $76,946.11 57% 0.57 $75,308.75 OIT DAS505360 3754H 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016575 1330 100607 $32.66 2080 2000 2192 24% 0.24 $22,699.66 $21,938.81 24% 0.24 $24,182.46 24% 0.24 $23,756.91 OIT DAS505360 3754H 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016575 1330 100607 $45.42 2080 2000 2192 24% 0.24 $30,428.32 $29,370.21 24% 0.24 $32,398.36 24% 0.24 $31,708.95

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FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505360 3754H 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016575 1330 100607 $44.99 2080 2000 2192 24% 0.24 $30,167.87 $29,119.78 24% 0.24 $32,121.49 24% 0.24 $31,440.97 OIT DAS505360 3754H 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016575 1330 100607 $41.20 2080 2000 2192 27% 0.27 $29,517.62 $28,437.86 27% 0.27 $31,388.48 27% 0.27 $30,532.32 OIT DAS505360 3754H 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016575 1330 100607 $37.41 2080 2000 2192 27% 0.27 $28,773.79 $27,793.36 27% 0.27 $30,646.00 27% 0.27 $30,056.75 OIT DAS505360 3754H 20006431 vac ‐ Kulp 67192 Network Service Tech 2 FP DAS505360 DAS016575 1330 100607 $29.79 2080 2000 2192 38% 0.38 $33,188.75 $32,089.94 38% 0.38 $35,363.00 38% 0.38 $34,783.19 OIT DAS505360 3754H 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS016575 1330 100607 $45.13 2080 2000 2192 11% 0.11 $13,865.80 $13,383.94 11% 0.11 $14,763.67 11% 0.11 $14,450.43 OIT DAS505360 3754H 20006433 vac ‐ Kemper 64121 System Analyst 1 FP DAS505360 DAS016575 1330 100607 $32.14 2080 2000 2192 44% 0.44 $41,038.61 $39,665.93 44% 0.44 $43,720.68 44% 0.44 $42,960.22 OIT DAS505360 3754H 20006434 vac ‐ Fast 69934 Infrastructure Specialist 4 FP DAS505360 DAS016575 1330 100607 $49.22 2080 2000 2192 8% 0.08 $11,100.91 $10,712.01 11% 0.11 $15,970.67 11% 0.11 $15,618.67 OIT DAS505360 3754H 20006435 vac ‐ Perkins 67195 Network Service Tech 5 FP DAS505360 DAS016575 1330 100607 $45.80 2080 2000 2192 44% 0.44 $56,207.21 $54,251.13 44% 0.44 $59,845.57 44% 0.44 $58,567.23 3754H Total 6.48 $727,077.80 $701,803.98 6.68 $796,966.69 6.68 $779,982.09 OIT DAS505360 3754Q 20006417 vac ‐ Snowdon 64161 I T Consultant 1 FP DAS505360 DAS016563 1330 100607 $41.99 2080 2000 2192 8% 0.08 $9,615.64 $9,283.87 11% 0.11 $13,837.02 11% 0.11 $13,553.54 OIT DAS505360 3754Q 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS016563 1330 100607 $48.90 2080 2000 2192 11% 0.11 $14,163.29 $13,641.17 11% 0.11 $15,060.26 11% 0.11 $14,638.47 OIT DAS505360 3754Q 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS016563 1330 100607 $43.77 2080 2000 2192 9% 0.09 $10,422.95 $10,040.57 9% 0.09 $11,083.37 9% 0.09 $10,778.05 OIT DAS505360 3754Q 20006422 John Freeland 69934 Infrastructure Specialist 4 FP DAS505360 DAS016563 1330 100607 $49.22 2080 2000 2192 17% 0.17 $22,026.02 $21,213.83 17% 0.17 $23,420.89 17% 0.17 $22,764.35 OIT DAS505360 3754Q 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016563 1330 100607 $32.66 2080 2000 2192 11% 0.11 $10,404.01 $10,055.29 11% 0.11 $11,083.63 11% 0.11 $10,888.59 OIT DAS505360 3754Q 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016563 1330 100607 $45.42 2080 2000 2192 11% 0.11 $13,946.31 $13,461.35 11% 0.11 $14,849.25 11% 0.11 $14,533.27 OIT DAS505360 3754Q 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016563 1330 100607 $44.99 2080 2000 2192 11% 0.11 $13,826.94 $13,346.57 11% 0.11 $14,722.35 11% 0.11 $14,410.44 OIT DAS505360 3754Q 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS016563 1330 100607 $45.13 2080 2000 2192 11% 0.11 $13,865.80 $13,383.94 11% 0.11 $14,763.67 11% 0.11 $14,450.43 OIT DAS505360 3754Q 20006434 vac ‐ Fast 69934 Infrastructure Specialist 4 FP DAS505360 DAS016563 1330 100607 $49.22 2080 2000 2192 8% 0.08 $11,100.91 $10,712.01 11% 0.11 $15,970.67 11% 0.11 $15,618.67 3754Q Total 0.97 $119,371.88 $115,138.60 1.03 $134,791.09 1.03 $131,635.82 OIT DAS505360 3754V 20006390 vac ‐ Allbaugh 67195 Network Service Tech 5 FP DAS505360 DAS016564 1330 100607 $45.80 2080 2000 2192 56% 0.56 $71,536.46 $69,046.90 56% 0.56 $76,167.08 56% 0.56 $74,540.11 OIT DAS505360 3754V 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016564 1330 100607 $28.43 2080 2000 2192 22% 0.22 $18,459.44 $17,852.33 22% 0.22 $19,670.61 22% 0.22 $19,360.71 OIT DAS505360 3754V 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016564 1330 100607 $28.55 2080 2000 2192 22% 0.22 $18,526.07 $17,916.39 22% 0.22 $19,741.44 22% 0.22 $19,429.26 OIT DAS505360 3754V 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016564 1330 100607 $28.31 2080 2000 2192 22% 0.22 $18,392.81 $17,788.26 22% 0.22 $19,599.79 22% 0.22 $19,292.16 OIT DAS505360 3754V 20006410 vac ‐ Van Dyke 52490 Telecom Service Request Coordinator FP DAS505360 DAS016564 1330 100607 $25.71 2080 2000 2192 12% 0.12 $9,121.77 $8,826.30 16% 0.16 $13,138.33 16% 0.16 $12,950.45 OIT DAS505360 3754V 20006417 vac ‐ Snowdon 64161 I T Consultant 1 FP DAS505360 DAS016564 1330 100607 $41.99 2080 2000 2192 16% 0.16 $19,231.28 $18,567.74 22% 0.22 $27,674.03 22% 0.22 $27,107.09 OIT DAS505360 3754V 20006418 Terry Fouts 69934 Infrastructure Specialist 4 FP DAS505360 DAS016564 1330 100607 $49.06 2080 2000 2192 29% 0.29 $39,431.59 $38,050.59 29% 0.29 $41,980.02 29% 0.29 $41,056.02 OIT DAS505360 3754V 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS016564 1330 100607 $48.90 2080 2000 2192 17% 0.17 $21,888.73 $21,081.81 17% 0.17 $23,274.94 17% 0.17 $22,623.09 OIT DAS505360 3754V 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS016564 1330 100607 $43.77 2080 2000 2192 7% 0.07 $8,106.74 $7,809.33 7% 0.07 $8,620.40 7% 0.07 $8,382.93 OIT DAS505360 3754V 20006421 Michael O'Brien 69934 Infrastructure Specialist 4 FP DAS505360 DAS016564 1330 100607 $49.37 2080 2000 2192 31% 0.31 $42,393.55 $40,907.97 31% 0.31 $45,133.01 31% 0.31 $44,137.01 OIT DAS505360 3754V 20006422 John Freeland 69934 Infrastructure Specialist 4 FP DAS505360 DAS016564 1330 100607 $49.22 2080 2000 2192 14% 0.14 $18,139.07 $17,470.21 14% 0.14 $19,287.79 14% 0.14 $18,747.11 OIT DAS505360 3754V 20006423 vac ‐ Lambert 64161 I T Consultant 1 FP DAS505360 DAS016564 1330 100607 $41.99 2080 2000 2192 41% 0.41 $48,078.21 $46,419.35 55% 0.55 $69,185.09 55% 0.55 $67,767.72 OIT DAS505360 3754V 20006424 Pamela Storts 69962 Business Process Analyst 2 FP DAS505360 DAS016564 1330 100607 $45.42 2080 2000 2192 8% 0.08 $10,142.77 $9,790.07 8% 0.08 $10,799.45 8% 0.08 $10,569.65 OIT DAS505360 3754V 20006425 Patrick Heverly 69933 Infrastructure Specialist 3 FP DAS505360 DAS016564 1330 100607 $32.66 2080 2000 2192 22% 0.22 $20,808.02 $20,110.58 22% 0.22 $22,167.26 22% 0.22 $21,777.17 OIT DAS505360 3754V 20006427 Hamid Shams 69933 Infrastructure Specialist 3 FP DAS505360 DAS016564 1330 100607 $45.42 2080 2000 2192 22% 0.22 $27,892.62 $26,922.70 22% 0.22 $29,698.50 22% 0.22 $29,066.53 OIT DAS505360 3754V 20006428 Danny Wemple 69933 Infrastructure Specialist 3 FP DAS505360 DAS016564 1330 100607 $44.99 2080 2000 2192 22% 0.22 $27,653.88 $26,693.14 22% 0.22 $29,444.70 22% 0.22 $28,820.89 OIT DAS505360 3754V 20006429 Steven Globe 69931 Infrastructure Specialist 1 FP DAS505360 DAS016564 1330 100607 $41.20 2080 2000 2192 22% 0.22 $24,051.40 $23,171.59 22% 0.22 $25,575.80 22% 0.22 $24,878.19 OIT DAS505360 3754V 20006430 Robert Batta 69931 Infrastructure Specialist 1 FP DAS505360 DAS016564 1330 100607 $37.41 2080 2000 2192 22% 0.22 $23,445.31 $22,646.44 22% 0.22 $24,970.81 22% 0.22 $24,490.69 OIT DAS505360 3754V 20006431 vac ‐ Kulp 67192 Network Service Tech 2 FP DAS505360 DAS016564 1330 100607 $29.79 2080 2000 2192 16% 0.16 $13,974.21 $13,511.55 16% 0.16 $14,889.68 16% 0.16 $14,645.55 OIT DAS505360 3754V 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS016564 1330 100607 $45.13 2080 2000 2192 17% 0.17 $21,428.97 $20,684.27 17% 0.17 $22,816.58 17% 0.17 $22,332.49 OIT DAS505360 3754V 20006433 vac ‐ Kemper 64121 System Analyst 1 FP DAS505360 DAS016564 1330 100607 $32.14 2080 2000 2192 56% 0.56 $52,230.96 $50,483.92 56% 0.56 $55,644.50 56% 0.56 $54,676.65 OIT DAS505360 3754V 20006434 vac ‐ Fast 69934 Infrastructure Specialist 4 FP DAS505360 DAS016564 1330 100607 $49.22 2080 2000 2192 16% 0.16 $22,201.82 $21,424.02 22% 0.22 $31,941.34 22% 0.22 $31,237.35 OIT DAS505360 3754V 20006435 vac ‐ Perkins 67195 Network Service Tech 5 FP DAS505360 DAS016564 1330 100607 $45.80 2080 2000 2192 56% 0.56 $71,536.46 $69,046.90 56% 0.56 $76,167.08 56% 0.56 $74,540.11 3754V Total 5.68 $648,672.13 $626,222.35 5.98 $727,588.24 5.98 $712,428.94 OIT DAS505360 3754W 20006393 Randel King 69933 Infrastructure Specialist 3 FP DAS505360 DAS016565 1330 100607 $45.42 2080 2000 2192 53% 0.53 $63,586.56 $61,249.92 53% 0.53 $67,614.84 53% 0.53 $65,741.52 OIT DAS505360 3754W 20006405 Scott Hudson 69931 Infrastructure Specialist 1 FP DAS505360 DAS016565 1330 100607 $28.43 2080 2000 2192 5% 0.05 $4,195.33 $4,057.35 5% 0.05 $4,470.59 5% 0.05 $4,400.16 OIT DAS505360 3754W 20006407 Ronald Longwell 69931 Infrastructure Specialist 1 FP DAS505360 DAS016565 1330 100607 $28.55 2080 2000 2192 5% 0.05 $4,210.47 $4,071.91 5% 0.05 $4,486.69 5% 0.05 $4,415.74 OIT DAS505360 3754W 20006408 Robert Vanfossen 69931 Infrastructure Specialist 1 FP DAS505360 DAS016565 1330 100607 $28.31 2080 2000 2192 5% 0.05 $4,180.18 $4,042.79 5% 0.05 $4,454.50 5% 0.05 $4,384.58

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FTO 110510 483 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 40

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505420 3800D 20006331 vac ‐ Hudson 12551 Secretary FP DAS505440 DAS014557 1330 100607 $19.92 2080 2000 2192 100% 1.00 $62,429.63 $60,496.07 100% 1.00 $66,580.99 100% 1.00 $65,905.60 OIT DAS505420 3800D 20006333 Martha Knotter 64133 I T Manager 2 FP DAS505430 DAS014557 1330 100607 $52.59 2080 2000 2192 100% 1.00 $134,062.61 $128,949.89 100% 1.00 $142,495.19 100% 1.00 $137,984.76 OIT DAS505420 3800D 20006339 David Grieshop 64133 I T Manager 2 FP DAS505420 DAS014557 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505420 3800D 20006358 Lane Wood 64163 I T Consultant 3 FP DAS505420 DAS014557 1330 100607 $52.40 2080 2000 2192 100% 1.00 $144,980.35 $139,886.10 100% 1.00 $154,378.66 100% 1.00 $150,967.63 OIT DAS505420 3800D 20073337 Traylene Hines 63123 Administrative Assistant 3 FP DAS505420 DAS014557 1330 100607 $31.63 2080 2000 2192 100% 1.00 $92,480.47 $89,405.45 100% 1.00 $98,569.33 100% 1.00 $96,950.71 3800D Total 5.00 $579,413.66 $559,085.40 5.00 $616,913.36 5.00 $603,270.47 DAS505420 Total 5.00 $579,413.66 $559,085.40 5.00 $616,913.36 5.00 $603,270.47 OIT DAS505430 3801G 20006332 Jennifer McFarland 69933 Infrastructure Specialist 3 FP DAS505430 DAS014552 1330 100607 $37.46 2080 2000 2192 20% 0.20 $21,339.16 $20,611.94 20% 0.20 $22,727.57 20% 0.20 $22,290.23 OIT DAS505430 3801G 20006334 vac ‐ Moening 64163 I T Consultant 3 FP DAS505430 DAS014552 1330 100607 $50.15 2080 2000 2192 60% 0.60 $83,575.85 $80,650.54 60% 0.60 $88,999.72 60% 0.60 $87,069.61 OIT DAS505430 3801G 20006336 Kris Weldy 69962 Business Process Analyst 2 FP DAS505430 DAS014552 1330 100607 $45.42 2080 2000 2192 20% 0.20 $25,356.93 $24,475.18 20% 0.20 $26,998.63 20% 0.20 $26,424.12 OIT DAS505430 3801G 20006341 Darryl Rogers 69934 Infrastructure Specialist 4 FP DAS505430 DAS014552 1330 100607 $49.22 2080 2000 2192 5% 0.05 $6,818.74 $6,579.86 5% 0.05 $7,259.40 5% 0.05 $7,099.40 OIT DAS505430 3801G 20006342 Kevin Mebane 69934 Infrastructure Specialist 4 FP DAS505430 DAS014552 1330 100607 $42.24 2080 2000 2192 5% 0.05 $5,597.46 $5,392.46 5% 0.05 $5,952.19 5% 0.05 $5,789.16 OIT DAS505430 3801G 20006344 Rebecca Haberkamp 69932 Infrastructure Specialist 2 FP DAS505430 DAS014552 1330 100607 $40.94 2080 2000 2192 5% 0.05 $5,773.92 $5,575.22 5% 0.05 $6,148.70 5% 0.05 $6,024.38 OIT DAS505430 3801G 20006345 Ladonna Coulter 69932 Infrastructure Specialist 2 FP DAS505430 DAS014552 1330 100607 $35.94 2080 2000 2192 5% 0.05 $5,142.99 $4,968.56 5% 0.05 $5,478.00 5% 0.05 $5,375.21 OIT DAS505430 3801G 20006347 vac ‐ McCormick 64163 I T Consultant 3 FP DAS505430 DAS014552 1330 100607 $50.15 2080 2000 2192 0% 0.00 $0.00 $0.00 100% 1.00 $148,332.87 100% 1.00 $145,116.01 OIT DAS505430 3801G 20006354 Jeffry Smith 85776 GIMS System Administrator FP DAS505440 DAS014552 1330 100607 $38.68 2080 2000 2192 10% 0.10 $11,030.06 $10,654.02 10% 0.10 $11,751.28 10% 0.10 $11,528.58 OIT DAS505430 3801G 20006355 vac ‐ Hellmer 64113 Programmer/Analyst 3 FP DAS505430 DAS014552 1330 100607 $35.06 2080 2000 2192 80% 0.80 $80,511.08 $77,788.56 80% 0.80 $85,759.24 80% 0.80 $84,175.31 OIT DAS505430 3801G 20006356 Lawrence Hellmer 69942 Software Development Specialist 2 FP DAS505430 DAS014552 1330 100607 $40.94 2080 2000 2192 20% 0.20 $23,095.67 $22,300.89 20% 0.20 $24,594.82 20% 0.20 $24,097.51 3801G Total 2.30 $268,241.85 $258,997.23 3.30 $434,002.42 3.30 $424,989.51 OIT DAS505430 3801I 20006337 Thomas Landoll 69934 Infrastructure Specialist 4 FP DAS505430 DAS014009 1330 100607 $49.22 2080 2000 2192 60% 0.60 $81,824.89 $78,958.33 60% 0.60 $87,112.76 60% 0.60 $85,192.77 OIT DAS505430 3801I 20006338 Christophr DiDonato 69934 Infrastructure Specialist 4 FP DAS505430 DAS014009 1330 100607 $40.93 2080 2000 2192 60% 0.60 $69,271.88 $66,888.12 60% 0.60 $73,768.36 60% 0.60 $72,276.95 OIT DAS505430 3801I 20006343 Craig Brown 69934 Infrastructure Specialist 4 FP DAS505430 DAS014009 1330 100607 $36.13 2080 2000 2192 100% 1.00 $103,339.23 $99,832.23 100% 1.00 $110,069.68 100% 1.00 $107,997.57 OIT DAS505430 3801I 20006345 Ladonna Coulter 69932 Infrastructure Specialist 2 FP DAS505430 DAS014009 1330 100607 $35.94 2080 2000 2192 95% 0.95 $97,716.74 $94,402.60 95% 0.95 $104,081.94 95% 0.95 $102,129.00 OIT DAS505430 3801I 20006348 Thomas Maloney 69934 Infrastructure Specialist 4 FP DAS505430 DAS014009 1330 100607 $50.01 2080 2000 2192 40% 0.40 $52,623.42 $50,681.71 40% 0.40 $55,955.75 40% 0.40 $54,383.72 3801I Total 3.55 $404,776.16 $390,762.98 3.55 $430,988.48 3.55 $421,980.01 OIT DAS505430 3801P 20006338 Christophr DiDonato 69934 Infrastructure Specialist 4 FP DAS505430 DAS014553 1330 100607 $40.93 2080 2000 2192 40% 0.40 $46,181.25 $44,592.08 40% 0.40 $49,178.91 40% 0.40 $48,184.63 OIT DAS505430 3801P 20006340 Toyia Bullock 69934 Infrastructure Specialist 4 FP DAS505430 DAS014553 1330 100607 $49.85 2080 2000 2192 100% 1.00 $137,964.76 $133,126.00 100% 1.00 $146,878.11 100% 1.00 $143,623.84 OIT DAS505430 3801P 20006348 Thomas Maloney 69934 Infrastructure Specialist 4 FP DAS505430 DAS014553 1330 100607 $50.01 2080 2000 2192 60% 0.60 $78,935.14 $76,022.56 60% 0.60 $83,933.62 60% 0.60 $81,575.59 3801P Total 2.00 $263,081.15 $253,740.64 2.00 $279,990.64 2.00 $273,384.06 OIT DAS505430 3801Q 20006349 Heidi Limbert 69933 Infrastructure Specialist 3 FP DAS505430 DAS014555 1330 100607 $41.79 2080 2000 2192 100% 1.00 $117,623.53 $113,567.12 100% 1.00 $125,254.50 100% 1.00 $122,694.71 OIT DAS505430 3801Q 20006351 Willie Smith Jr 69933 Infrastructure Specialist 3 FP DAS505430 DAS014555 1330 100607 $39.55 2080 2000 2192 100% 1.00 $111,970.38 $108,131.40 100% 1.00 $119,244.96 100% 1.00 $116,878.17 3801Q Total 2.00 $229,593.91 $221,698.52 2.00 $244,499.46 2.00 $239,572.88 OIT DAS505430 3801R 20006350 Nishma Sangha 69933 Infrastructure Specialist 3 FP DAS505430 DAS014556 1330 100607 $37.61 2080 2000 2192 100% 1.00 $107,074.35 $103,423.68 100% 1.00 $114,040.27 100% 1.00 $111,840.64 OIT DAS505430 3801R 20006352 Sheila Harrell 69933 Infrastructure Specialist 3 FP DAS505430 DAS014556 1330 100607 $41.43 2080 2000 2192 100% 1.00 $106,006.98 $101,985.52 100% 1.00 $112,625.68 100% 1.00 $109,055.91 3801R Total 2.00 $213,081.33 $205,409.21 2.00 $226,665.94 2.00 $220,896.55 OIT DAS505430 3801S 20006332 Jennifer McFarland 69933 Infrastructure Specialist 3 FP DAS505430 DAS016567 1330 100607 $37.46 2080 2000 2192 5% 0.05 $5,334.79 $5,152.98 5% 0.05 $5,681.89 5% 0.05 $5,572.56 OIT DAS505430 3801S 20006334 vac ‐ Moening 64163 I T Consultant 3 FP DAS505430 DAS016567 1330 100607 $50.15 2080 2000 2192 15% 0.15 $20,893.96 $20,162.64 15% 0.15 $22,249.93 15% 0.15 $21,767.40 OIT DAS505430 3801S 20006356 Lawrence Hellmer 69942 Software Development Specialist 2 FP DAS505430 DAS016567 1330 100607 $40.94 2080 2000 2192 50% 0.50 $57,739.18 $55,752.23 50% 0.50 $61,487.05 50% 0.50 $60,243.77 3801S Total 0.70 $83,967.93 $81,067.85 0.70 $89,418.87 0.70 $87,583.73 OIT DAS505430 3801T 20006341 Darryl Rogers 69934 Infrastructure Specialist 4 FP DAS505430 DAS014006 1330 100607 $49.22 2080 2000 2192 85% 0.85 $115,918.59 $111,857.63 85% 0.85 $123,409.74 85% 0.85 $120,689.75 OIT DAS505430 3801T 20006342 Kevin Mebane 69934 Infrastructure Specialist 4 FP DAS505430 DAS014006 1330 100607 $42.24 2080 2000 2192 95% 0.95 $106,351.74 $102,456.66 95% 0.95 $113,091.58 95% 0.95 $109,994.05 OIT DAS505430 3801T 20006344 Rebecca Haberkamp 69932 Infrastructure Specialist 2 FP DAS505430 DAS014006 1330 100607 $40.94 2080 2000 2192 95% 0.95 $109,704.44 $105,929.24 95% 0.95 $116,825.39 95% 0.95 $114,463.16

FTO 110510 484 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 41

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount 3801T Total 2.75 $331,974.78 $320,243.52 2.75 $353,326.71 2.75 $345,146.96 OIT DAS505430 3801X 20006332 Jennifer McFarland 69933 Infrastructure Specialist 3 FP DAS505430 DAS016568 1330 100607 $37.46 2080 2000 2192 75% 0.75 $80,021.84 $77,294.76 75% 0.75 $85,228.38 75% 0.75 $83,588.36 OIT DAS505430 3801X 20006334 vac ‐ Moening 64163 I T Consultant 3 FP DAS505430 DAS016568 1330 100607 $50.15 2080 2000 2192 25% 0.25 $34,823.27 $33,604.39 25% 0.25 $37,083.22 25% 0.25 $36,279.00 OIT DAS505430 3801X 20006356 Lawrence Hellmer 69942 Software Development Specialist 2 FP DAS505430 DAS016568 1330 100607 $40.94 2080 2000 2192 30% 0.30 $34,643.51 $33,451.34 30% 0.30 $36,892.23 30% 0.30 $36,146.26 3801X Total 1.30 $149,488.62 $144,350.49 1.30 $159,203.83 1.30 $156,013.62 OIT DAS505430 3801Y 20006336 Kris Weldy 69962 Business Process Analyst 2 FP DAS505430 DAS014692 1330 100607 $45.42 2080 2000 2192 80% 0.80 $101,427.72 $97,900.72 80% 0.80 $107,994.54 80% 0.80 $105,696.49 OIT DAS505430 3801Y 20006346 John Houy 64163 I T Consultant 3 FP DAS505430 DAS014692 1330 100607 $52.59 2080 2000 2192 100% 1.00 $145,460.61 $140,347.89 100% 1.00 $154,889.19 100% 1.00 $151,461.76 OIT DAS505430 3801Y 20006355 vac ‐ Hellmer 64113 Programmer/Analyst 3 FP DAS505430 DAS014692 1330 100607 $35.06 2080 2000 2192 20% 0.20 $20,127.77 $19,447.14 20% 0.20 $21,439.81 20% 0.20 $21,043.83 3801Y Total 2.00 $267,016.10 $257,695.75 2.00 $284,323.54 2.00 $278,202.08 OIT DAS505430 3801Z 20006443 Nanako Carroll 64133 I T Manager 2 FP DAS505260 DAS014042 1330 100607 $51.84 2080 2000 2192 100% 1.00 $143,564.85 $138,525.05 100% 1.00 $152,873.93 100% 1.00 $149,511.22 3801Z Total 1.00 $143,564.85 $138,525.05 1.00 $152,873.93 1.00 $149,511.22 OIT DAS505430 3805D 20006337 Thomas Landoll 69934 Infrastructure Specialist 4 FP DAS505430 DAS016676 1330 100607 $49.22 2080 2000 2192 40% 0.40 $54,549.93 $52,638.88 40% 0.40 $58,075.17 40% 0.40 $56,795.18 OIT DAS505430 3805D 20006341 Darryl Rogers 69934 Infrastructure Specialist 4 FP DAS505430 DAS016676 1330 100607 $49.22 2080 2000 2192 10% 0.10 $13,637.48 $13,159.72 10% 0.10 $14,518.79 10% 0.10 $14,198.79 3805D Total 0.50 $68,187.41 $65,798.60 0.50 $72,593.97 0.50 $70,993.97 DAS505430 Total 20.10 $2,422,974.09 $2,338,289.85 21.10 $2,727,887.79 21.10 $2,668,274.60 OIT DAS505440 3804D 20006354 Jeffry Smith 85776 GIMS System Administrator FP DAS505440 DAS014548 GRF 100419 $38.68 2080 2000 2192 90% 0.90 $99,270.54 $95,886.17 90% 0.90 $105,761.51 90% 0.90 $103,757.20 OIT DAS505440 3804D 20073966 Gita Sadjadi 99940 College Intern PT DAS505440 DAS014548 GRF 100419 $14.00 1040 1000 1080 100% 0.50 $17,601.55 $16,939.22 100% 0.50 $18,380.29 100% 0.50 $18,060.78 3804D Total 1.40 $116,872.09 $112,825.39 1.40 $124,141.81 1.40 $121,817.98 DAS505440 Total 1.40 $116,872.09 $112,825.39 1.40 $124,141.81 1.40 $121,817.98 OIT DAS505560 3762D 20006359 Darryl Anderson 64135 Data System Administrator FP DAS505360 DAS014576 5C20 100605 $55.28 2080 2000 2192 100% 1.00 $144,851.06 $139,476.83 100% 1.00 $154,060.27 100% 1.00 $149,695.69 OIT DAS505560 3762D 20006360 William Charlton 63123 Administrative Assistant 3 FP DAS505360 DAS014576 5C20 100605 $30.71 2080 2000 2192 100% 1.00 $90,155.00 $87,169.43 100% 1.00 $96,097.27 100% 1.00 $94,558.05 OIT DAS505560 3762D 20006361 Thomas Bretthauer 64131 Data System Manager FP DAS505360 DAS014576 5C20 100605 $41.65 2080 2000 2192 100% 1.00 $117,807.81 $113,758.66 100% 1.00 $125,493.23 100% 1.00 $123,009.91 OIT DAS505560 3762D 20006365 Devin Miller 69934 Infrastructure Specialist 4 FP DAS505560 DAS014576 5C20 100605 $35.02 2080 2000 2192 100% 1.00 $100,537.90 $97,138.63 100% 1.00 $107,091.73 100% 1.00 $105,115.27 OIT DAS505560 3762D 20006366 Gary Swart 69934 Infrastructure Specialist 4 FP DAS505360 DAS014576 5C20 100605 $50.01 2080 2000 2192 100% 1.00 $138,368.56 $133,514.27 100% 1.00 $147,307.37 100% 1.00 $144,039.31 OIT DAS505560 3762D 20006368 Barry May 69934 Infrastructure Specialist 4 FP DAS505560 DAS014576 5C20 100605 $34.48 2080 2000 2192 100% 1.00 $92,365.09 $89,018.24 100% 1.00 $98,225.01 100% 1.00 $95,633.07 OIT DAS505560 3762D 20006369 Dick Miller 63124 Administrative Assistant 4 FP DAS505360 DAS014576 5C20 100605 $31.10 2080 2000 2192 100% 1.00 $91,140.80 $88,117.31 100% 1.00 $97,145.21 100% 1.00 $95,572.33 OIT DAS505560 3762D 20006370 Andrea Payne 16832 Ex Secretary 1 FP DAS505360 DAS014576 5C20 100605 $25.10 2080 2000 2192 100% 1.00 $68,565.73 $66,125.55 100% 1.00 $72,966.11 100% 1.00 $71,206.02 OIT DAS505560 3762D 20006371 Teri Steward 63123 Administrative Assistant 3 FP DAS505360 DAS014576 5C20 100605 $31.97 2080 2000 2192 100% 1.00 $93,339.88 $90,231.81 100% 1.00 $99,482.91 100% 1.00 $97,834.96 OIT DAS505560 3762D 20006372 Donald Tanner 52485 Telecom Network Supervisor FP DAS505360 DAS014576 5C20 100605 $35.32 2080 2000 2192 100% 1.00 $101,807.60 $98,373.85 100% 1.00 $108,484.42 100% 1.00 $106,547.36 OIT DAS505560 3762D 20006373 Douglas Lynn 69922 Information Technologist 2 FP DAS505360 DAS014576 5C20 100605 $28.46 2080 2000 2192 100% 1.00 $77,172.25 $74,409.74 100% 1.00 $82,074.36 100% 1.00 $80,001.14 OIT DAS505560 3762D 20006374 Jason Mathias 69922 Information Technologist 2 FP DAS505560 DAS014576 5C20 100605 $22.71 2080 2000 2192 100% 1.00 $69,470.83 $67,266.45 100% 1.00 $74,066.09 100% 1.00 $73,150.30 OIT DAS505560 3762D 20006375 Joseph Hogan 69922 Information Technologist 2 FP DAS505560 DAS014576 5C20 100605 $22.71 2080 2000 2192 100% 1.00 $69,470.83 $67,266.45 100% 1.00 $74,066.09 100% 1.00 $73,150.30 OIT DAS505560 3762D 20006376 Gary Bray 69922 Information Technologist 2 FP DAS505360 DAS014576 5C20 100605 $28.46 2080 2000 2192 100% 1.00 $77,172.25 $74,409.74 100% 1.00 $82,074.36 100% 1.00 $80,001.14 OIT DAS505560 3762D 20006377 Donnie Thompson 69922 Information Technologist 2 FP DAS505360 DAS014576 5C20 100605 $28.13 2080 2000 2192 100% 1.00 $83,149.42 $80,418.95 100% 1.00 $88,607.03 100% 1.00 $87,224.24 OIT DAS505560 3762D 20006378 Rick Thacker 69922 Information Technologist 2 FP DAS505360 DAS014576 5C20 100605 $27.04 2080 2000 2192 100% 1.00 $80,398.56 $77,773.89 100% 1.00 $85,682.74 100% 1.00 $84,393.87 OIT DAS505560 3762D 20006379 Kevin Kelly 69933 Infrastructure Specialist 3 FP DAS505360 DAS014576 5C20 100605 $38.62 2080 2000 2192 100% 1.00 $109,623.31 $105,874.61 100% 1.00 $116,749.92 100% 1.00 $114,463.27 OIT DAS505560 3762D 20006380 Shelley Iulianelli 52487 Telecom Network Manager 1 FP DAS505360 DAS014576 5C20 100605 $47.76 2080 2000 2192 100% 1.00 $133,251.92 $128,608.77 100% 1.00 $141,910.90 100% 1.00 $138,900.29 OIT DAS505560 3762D 20006383 Bryan Metcalf 99940 College Intern PT DAS505360 DAS014576 5C20 100605 $12.50 1040 1000 1080 100% 0.50 $15,756.49 $15,165.13 100% 0.50 $16,454.69 100% 0.50 $16,169.41 3762D Total 18.50 $1,754,405.29 $1,694,118.28 18.50 $1,868,039.73 18.50 $1,830,665.97 OIT DAS505560 3762E 20006367 Steven Garwood 69933 Infrastructure Specialist 3 FP DAS505360 DAS014577 5C20 100605 $37.46 2080 2000 2192 100% 1.00 $106,695.79 $103,059.68 100% 1.00 $113,637.84 100% 1.00 $111,451.14 OIT DAS505560 3762E 20006381 Anthony Mans 69933 Infrastructure Specialist 3 FP DAS505360 DAS014577 5C20 100605 $44.41 2080 2000 2192 100% 1.00 $124,235.69 $119,924.97 100% 1.00 $132,283.51 100% 1.00 $129,497.98

FTO 110510 485 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 42

FIN Position First Last Class Appt HCM Combo Pay Norm CSD FY12 Fiscal Year 2011 Fiscal Year 2012 Fiscal Year 2013 Div Department Program Number Name Name Num Class Description Type Department Code Fund ALI Rate Hours Hours Hours Pct FTE Norm Amt CSD Amt Pct FTE Amount Pct FTE Amount OIT DAS505560 3762E 20006382 vac ‐ Mayer 69934 Infrastructure Specialist 4 FP DAS505360 DAS014577 5C20 100605 $49.22 2080 2000 2192 100% 1.00 $136,374.81 $131,597.21 100% 1.00 $145,187.93 100% 1.00 $141,987.94 3762E Total 3.00 $367,306.29 $354,581.86 3.00 $391,109.29 3.00 $382,937.06 OIT DAS505560 3762F 20006362 vac ‐ May 67131 Network Administrator 1 FP DAS505560 DAS014578 5C20 100605 $24.93 2080 2000 2192 100% 1.00 $75,073.50 $72,653.63 100% 1.00 $80,021.97 100% 1.00 $78,914.91 OIT DAS505560 3762F 20006364 Matthew McLaughlin 69933 Infrastructure Specialist 3 FP DAS505560 DAS014578 5C20 100605 $31.22 2080 2000 2192 100% 1.00 $84,137.74 $81,107.33 100% 1.00 $89,478.98 100% 1.00 $87,167.94 OIT DAS505560 3762F 20006395 Mensur Sejfovic 69934 Infrastructure Specialist 4 FP DAS505560 DAS014578 5C20 100605 $38.54 2080 2000 2192 100% 1.00 $109,421.42 $105,680.48 100% 1.00 $116,535.30 100% 1.00 $114,255.54 3762F Total 3.00 $268,632.65 $259,441.44 3.00 $286,036.25 3.00 $280,338.39 OIT DAS505560 3762G 20006363 Jack Haueisen 69933 Infrastructure Specialist 3 FP DAS505560 DAS014579 5C20 100605 $45.42 2080 2000 2192 100% 1.00 $126,784.65 $122,375.90 100% 1.00 $134,993.17 100% 1.00 $132,120.61 OIT DAS505560 3762G 20006398 Jason Kirby 67135 Network Administrator Supervisor FP DAS505560 DAS014579 5C20 100605 $32.41 2080 2000 2192 100% 1.00 $94,452.06 $91,301.21 100% 1.00 $100,665.20 100% 1.00 $98,979.27 3762G Total 2.00 $221,236.71 $213,677.11 2.00 $235,658.38 2.00 $231,099.88 DAS505560 Total 26.50 $2,611,580.94 $2,521,818.68 26.50 $2,780,843.64 26.50 $2,725,041.29 OIT DAS510120 3870D 20006417 vac ‐ Snowdon 64161 I T Consultant 1 FP DAS505360 DAS014586 5EB0 100635 $41.99 2080 2000 2192 21% 0.21 $24,476.18 $23,631.67 28% 0.28 $35,221.50 28% 0.28 $34,499.93 OIT DAS510120 3870D 20006419 Angela Albrecht 69934 Infrastructure Specialist 4 FP DAS505340 DAS014586 5EB0 100635 $48.90 2080 2000 2192 28% 0.28 $36,052.02 $34,722.99 28% 0.28 $38,335.20 28% 0.28 $37,261.56 OIT DAS510120 3870D 20006420 Alan Snowdon 69934 Infrastructure Specialist 4 FP DAS505360 DAS014586 5EB0 100635 $43.77 2080 2000 2192 17% 0.17 $19,687.79 $18,965.52 17% 0.17 $20,935.25 17% 0.17 $20,358.54 OIT DAS510120 3870D 20006422 John Freeland 69934 Infrastructure Specialist 4 FP DAS505360 DAS014586 5EB0 100635 $49.22 2080 2000 2192 18% 0.18 $23,321.67 $22,461.70 18% 0.18 $24,798.59 18% 0.18 $24,103.43 OIT DAS510120 3870D 20006432 Marilyn Kemper 69933 Infrastructure Specialist 3 FP DAS505360 DAS014586 5EB0 100635 $45.13 2080 2000 2192 28% 0.28 $35,294.78 $34,068.21 28% 0.28 $37,580.24 28% 0.28 $36,782.92 OIT DAS510120 3870D 20006434 vac ‐ Fast 69934 Infrastructure Specialist 4 FP DAS505360 DAS014586 5EB0 100635 $49.22 2080 2000 2192 21% 0.21 $28,256.86 $27,266.94 28% 0.28 $40,652.62 28% 0.28 $39,756.62 OIT DAS510120 3870D 20073332 Darlene Wells 61316 Deputy Director 6 FP DAS510120 DAS014586 5EB0 100635 $54.33 2080 2000 2192 100% 1.00 $149,858.77 $144,576.89 100% 1.00 $159,564.60 100% 1.00 $155,987.01 OIT DAS510120 3870D 20073407 Deven Mehta 61315 Deputy Director 5 FP DAS510120 DAS014586 5EB0 100635 $53.84 2080 2000 2192 100% 1.00 $148,620.21 $143,385.97 100% 1.00 $158,247.96 100% 1.00 $154,712.66 OIT DAS510120 3870D 20073487 Renate Ast 63123 Administrative Assistant 3 FP DAS510120 DAS014586 5EB0 100635 $31.86 2080 2000 2192 100% 1.00 $85,652.83 $82,555.46 100% 1.00 $91,130.34 100% 1.00 $88,786.88 OIT DAS510120 3870D 20073527 Robert Pardee 64163 I T Consultant 3 FP DAS510120 DAS014586 5EB0 100635 $46.27 2080 2000 2192 100% 1.00 $129,485.68 $124,987.38 100% 1.00 $137,907.25 100% 1.00 $135,025.22 OIT DAS510120 3870D 20073537 Robert DePalma 63335 Business Transformation Program Mgr FP DAS510120 DAS014586 5EB0 100635 $48.08 2080 2000 2192 100% 1.00 $122,662.78 $117,988.52 100% 1.00 $130,376.75 100% 1.00 $126,255.52 OIT DAS510120 3870D 20073716 Tracy Cabot 63123 Administrative Assistant 3 FP DAS510120 DAS014586 5EB0 100635 $27.26 2080 2000 2192 100% 1.00 $81,434.51 $78,784.34 100% 1.00 $86,827.07 100% 1.00 $85,585.57 OIT DAS510120 3870D 20075301 Carol Ciabattoni 63382 Project Manager 2 FP DAS510120 DAS014586 5EB0 100635 $41.98 2080 2000 2192 100% 1.00 $111,232.94 $107,151.71 100% 1.00 $118,322.95 100% 1.00 $115,106.14 OIT DAS510120 3870D 20075303 Janis Carter 63382 Project Manager 2 FP DAS510120 DAS014586 5EB0 100635 $41.98 2080 2000 2192 100% 1.00 $111,232.94 $107,151.71 100% 1.00 $118,322.95 100% 1.00 $115,106.14 OIT DAS510120 3870D 20075326 Khaled Makni 63332 Senior Business Transformation Analyst FP DAS510120 DAS014586 5EB0 100635 $31.10 2080 2000 2192 100% 1.00 $91,140.80 $88,117.31 100% 1.00 $97,145.21 100% 1.00 $95,572.33 OIT DAS510120 3870D 20075338 Rodney Dickerson 64163 I T Consultant 3 FP DAS510120 DAS014586 5EB0 100635 $48.86 2080 2000 2192 100% 1.00 $136,032.37 $131,282.28 100% 1.00 $144,866.62 100% 1.00 $141,761.08 OIT DAS510120 3870D 20075365 Derek Bridges 69963 Business Process Analyst 3 FP DAS510120 DAS014586 5EB0 100635 $37.69 2080 2000 2192 100% 1.00 $107,276.25 $103,617.82 100% 1.00 $114,254.89 100% 1.00 $112,048.37 OIT DAS510120 3870D 20075495 Jerry Ashbrook 12382 Data Security Analyst 2 FP DAS510120 DAS014586 5EB0 100635 $34.67 2080 2000 2192 100% 1.00 $92,844.59 $89,479.30 100% 1.00 $98,734.74 100% 1.00 $96,126.44 OIT DAS510120 3870D 20075560 Ajit Swain 64163 I T Consultant 3 FP DAS510120 DAS014586 5EB0 100635 $48.86 2080 2000 2192 100% 1.00 $136,032.37 $131,282.28 100% 1.00 $144,866.62 100% 1.00 $141,761.08 OIT DAS510120 3870D 20075570 vac‐ Swain 64163 I T Consultant 3 FP DAS505130 DAS014586 5EB0 100635 $50.15 2080 2000 2192 100% 1.00 $138,721.88 $133,854.00 100% 1.00 $147,682.96 100% 1.00 $144,402.84 OIT DAS510120 3870D 20075713 Kevin Stewart 69963 Business Process Analyst 3 FP DAS510120 DAS014586 5EB0 100635 $42.50 2080 2000 2192 100% 1.00 $119,415.37 $115,290.05 100% 1.00 $127,159.31 100% 1.00 $124,538.34 OIT DAS510120 3870D 20077072 Susan Tippett 99940 College Intern PT DAS510120 DAS014586 5EB0 100635 $15.00 1040 1000 1080 100% 0.50 $18,831.59 $18,121.95 100% 0.50 $19,664.03 100% 0.50 $19,321.70 3870D Total 16.82 $1,947,565.16 $1,878,743.98 16.97 $2,092,597.65 16.97 $2,044,860.37 OIT DAS510120 3870E 20073536 Jerry Miller 64135 Data System Administrator FP DAS510120 DAS014618 5EB0 100635 $57.95 2080 2000 2192 100% 1.00 $159,008.96 $153,375.16 100% 1.00 $169,291.60 100% 1.00 $165,401.61 OIT DAS510120 3870E 20074504 Kevin Hampton 69963 Business Process Analyst 3 FP DAS510120 DAS014618 5EB0 100635 $49.69 2080 2000 2192 100% 1.00 $137,560.96 $132,737.74 100% 1.00 $146,448.86 100% 1.00 $143,208.38 OIT DAS510120 3870E 20074506 Connie Chan 69963 Business Process Analyst 3 FP DAS510120 DAS014618 5EB0 100635 $50.01 2080 2000 2192 100% 1.00 $131,558.56 $126,704.27 100% 1.00 $139,889.37 100% 1.00 $135,959.31 OIT DAS510120 3870E 20074627 J. David Porter 69971 IT Architect/Consultant FP DAS510120 DAS014618 5EB0 100635 $48.90 2080 2000 2192 100% 1.00 $128,757.22 $124,010.67 100% 1.00 $136,911.42 100% 1.00 $133,077.01 3870E Total 4.00 $556,885.71 $536,827.83 4.00 $592,541.25 4.00 $577,646.31 OIT DAS510120 3870F 20073333 Robert Jonassen 64135 Data System Administrator FP DAS510120 DAS013960 5EB0 100635 $50.99 2080 2000 2192 100% 1.00 $141,416.32 $136,459.16 100% 1.00 $150,589.97 100% 1.00 $147,300.61 OIT DAS510120 3870F 20073475 Sunil Devnani 69963 Business Process Analyst 3 FP DAS510120 DAS013960 5EB0 100635 $46.83 2080 2000 2192 100% 1.00 $130,343.11 $125,797.49 100% 1.00 $138,775.97 100% 1.00 $135,781.91 OIT DAS510120 3870F 20073531 Elizabeth Robinson 69963 Business Process Analyst 3 FP DAS510120 DAS013960 5EB0 100635 $45.73 2080 2000 2192 100% 1.00 $127,567.01 $123,128.16 100% 1.00 $135,824.85 100% 1.00 $132,925.58 OIT DAS510120 3870F 20075307 Cleveland Colston III 69963 Business Process Analyst 3 FP DAS510120 DAS013960 5EB0 100635 $46.83 2080 2000 2192 100% 1.00 $130,343.11 $125,797.49 100% 1.00 $138,775.97 100% 1.00 $135,781.91 OIT DAS510120 3870F 20075316 Venkata Navuluri 69971 IT Architect/Consultant FP DAS510120 DAS013960 5EB0 100635 $46.83 2080 2000 2192 100% 1.00 $130,343.11 $125,797.49 100% 1.00 $138,775.97 100% 1.00 $135,781.91

FTO 110510 486 11/21/2010 FTO Personnel Costs By Division - Department - Program Page 43

FTO 110510 487 DAS Budget FY 2011 Appropriation Usage Analysis by ALI and Department 11/21/10 11:07 Summary of FY 2011 Activity as of October 31, 2010

Allotment Current Available % Committed % Committed ALI ALI Name Fund 07/01/10 Track Budget * Disbursed* Encumbered* Balance 07/01/10 Appr Current Appr

100616 DAS Administration 1120 5,880,344 5,880,344 1,837,596 335,501 3,707,247 36.96% 36.96% 100603 DAS Information Services 4P30 4,783,193 4,783,193 1,246,113 517,170 3,019,910 36.86% 36.86% 130321 State Agency Support Services GRF 1,187,366 1,187,366 284,314 223,741 679,311 42.79% 42.79% Administrative Support Division Total: 11,850,903 11,850,903 3,368,023 1,076,412 7,406,468 37.50% 37.50%

100649 Equal Opportunity Division - Operating 1880 1,384,650 1,722,153 379,851 162,814 1,179,488 39.19% 31.51% 100655 Construction Reform Demo Comp 5HU0 150,000 150,000 25,866 37,715 86,419 42.39% 42.39% 100423 EEO Proj Tracking Sftware GRF 100,000 100,000 0 0 100,000 0.00% 0.00% 100439 Equal Opportunity Certification Programs GRF 712,724 712,724 167,975 201,474 343,275 51.84% 51.84% 100451 Minority Affairs GRF 50,016 50,016 104 533 49,379 1.27% 1.27% 102321 Construction Compliance GRF 1,108,744 1,108,744 341,787 269,643 497,314 55.15% 55.15% Equal Opportunity Division Total: 3,506,134 3,843,637 915,584 672,178 2,255,875 45.29% 41.31%

100644 General Services Division - Operating 1170 12,820,000 12,820,000 3,721,706 1,241,579 7,856,715 38.72% 38.72% 100637 Fleet Management 1220 3,680,000 3,680,000 995,832 1,632,843 1,051,326 71.43% 71.43% 100606 Risk Management Reserve 1300 5,568,548 5,568,548 2,990,570 51,324 2,526,655 54.63% 54.63% 100639 State Architect's Office 1310 10,344,146 10,344,146 1,941,443 1,684,422 6,718,281 35.05% 35.05% 100631 DAS Building Management 1320 16,940,670 16,940,670 4,514,109 3,333,299 9,093,261 46.32% 46.32% 100612 State Printing 2100 28,420,000 28,420,000 4,534,886 14,988,696 8,896,418 68.70% 68.70% 100602 Investment Recovery (State and Federal) 4270 5,592,697 5,592,697 580,645 304,015 4,708,038 15.82% 15.82% 100608 Skilled Trades 5C30 605,885 605,885 28,886 751 576,248 4.89% 4.89% 100449 DAS Building Operating Payments GRF 3,271,384 3,271,384 153,316 2,790,929 327,139 90.00% 90.00% 130321 State Agency Support Services GRF 2,152,212 2,152,212 764,265 130,237 1,257,710 41.56% 41.56% General Services Division Total: 89,395,542 89,395,542 20,225,658 26,158,093 43,011,790 51.89% 51.89%

100622 Human Resources Division - Operating 1250 23,905,685 23,905,685 4,026,205 3,856,982 16,022,498 32.98% 32.98% 100641 Pew Gov't Performance Proj Grnt 5GR0 0 50,000 0 0 50,000 N/A 0.00% 100610 Professional Development 5L70 3,900,000 3,900,000 611,094 209,432 3,079,474 21.04% 21.04% 100619 Employee Educational Development 5V60 936,129 936,129 284,848 46,056 605,225 35.35% 35.35% Human Resources Division Total: 28,741,814 28,791,814 4,922,148 4,112,470 19,757,197 31.43% 31.38%

100620 Collective Bargaining 1280 3,662,534 3,662,534 872,872 675,494 2,114,168 42.28% 42.28% Office of Collective Bargaining Total: 3,662,534 3,662,534 872,872 675,494 2,114,168 42.28% 42.28%

DAS 11 Appropriation Usage by Dept (10-31-10), By ALI Summary 11/21/2010 * Report data was obtained from the COGNOS system following month-end close. Page 1 of 2 488 DAS Budget FY 2011 Appropriation Usage Analysis by ALI and Department 11/21/10 11:07 Summary of FY 2011 Activity as of October 31, 2010

Allotment Current Available % Committed % Committed ALI ALI Name Fund 07/01/10 Track Budget * Disbursed* Encumbered* Balance 07/01/10 Appr Current Appr

100607 IT Services Delivery 1330 58,750,678 60,543,178 13,780,782 14,979,254 31,783,142 48.95% 47.50% 100630 IT Governance 2290 15,346,474 15,346,474 3,162,985 2,629,079 9,554,410 37.74% 37.74% 100640 Leveraged Enterprise Purchases 2290 10,000,000 10,000,000 119,777 715,678 9,164,546 8.35% 8.35% 100654 ARRA Broadband Mapping Grant 3AJ0 1,300,350 1,300,350 119,140 377,315 803,895 38.18% 38.18% 100625 MARCS Grants 3AL0 2,852,250 3,882,605 0 1,271,406 2,611,199 44.58% 32.75% 100609 Federal Grants OGRIP 3H60 48,643 48,643 1,189 38,742 8,712 82.09% 82.09% 100617 Major IT Purchases 4N60 1,950,000 7,049,478 270,330 2,987,030 3,792,117 167.04% 46.21% 100605 MARCS Administration 5C20 14,166,591 14,166,591 6,242,509 3,402,832 4,521,250 68.09% 68.09% 100635 OAKS Support Organization 5EB0 19,138,869 19,138,869 3,753,126 8,266,565 7,119,178 62.80% 62.80% 100634 Centralized Gateway Enhancement 5X30 2,052,308 2,052,308 57,907 237,799 1,756,602 14.41% 14.41% 100418 Web Sites & Business Gateway GRF 2,943,076 2,943,076 33,070 5,932 2,904,075 1.33% 1.33% 100419 IT Security Infrastructure GRF 1,111,250 1,111,250 79,324 254,428 777,498 30.03% 30.03% OIT Division Total: 129,660,488 137,582,821 27,620,138 35,166,060 74,796,623 48.42% 45.64%

100632 Central Service Agency 1150 928,403 928,403 230,361 317,343 380,700 58.99% 58.99% 100415 OAKS Rental Payments GRF 21,693,200 21,693,200 18,583,298 0 3,109,902 85.66% 85.66% 100416 STARS Rental Payments GRF 4,982,500 4,982,500 4,246,218 0 736,282 85.22% 85.22% 100433 SOCC GRF 4,289,127 4,289,127 95 0 4,289,032 0.00% 0.00% 100447 OBA - Building Rent Payments GRF 97,712,600 97,712,600 14,636,736 0 83,075,864 14.98% 14.98% 100448 OBA - Building Operating Paymnts GRF 24,203,000 24,203,000 8,545,425 0 13,237,275 35.31% 35.31% Statewide Support Total: 153,808,830 153,808,830 46,242,132 317,343 104,829,056 30.27% 30.27%

FY 2011 YTD Total for all funds: 420,626,245 428,936,081 104,166,556 68,178,050 254,171,176 40.97% 40.18%

DAS 11 Appropriation Usage by Dept (10-31-10), By ALI Summary 11/21/2010 * Report data was obtained from the COGNOS system following month-end close. Page 2 of 2 489 DAS Budget FY 2010 Appropriation Usage Analysis by ALI and Department 11/21/10 11:07 Summary of FY 2010 Activity as of June 30, 2010

HB 1 Agency Available % Committed % Committed ALI ALI Name Fund Appropriation Track Budget * Disbursed* Encumbered* Balance HB 1 Appr Current Appr

100616 DAS Administration 1120 4,957,467 5,212,326 4,586,297 62,764 563,265 93.78% 89.19% 100603 DAS Information Services 4P30 4,054,414 4,737,869 3,687,200 199,154 851,515 95.85% 82.03% 130321 State Agency Support Services GRF 1,087,366 1,087,366 972,682 61,693 52,991 95.13% 95.13% Administrative Support Division Total: 10,099,247 11,037,561 9,246,179 323,611 1,467,771 94.76% 86.70%

100649 Equal Opportunity Division - Operating 1880 884,650 1,384,650 894,490 44,494 445,666 106.14% 67.81% 100439 Equal Opportunity Certification Programs GRF 712,724 712,724 640,035 49,689 4,584 96.77% 96.77% 100451 Minority Affairs GRF 50,016 50,016 34,207 3,032 12,763 74.45% 74.45% 102321 Construction Compliance GRF 1,108,744 1,108,744 1,049,011 26,543 1,889 97.01% 97.01% Equal Opportunity Division Total: 2,756,134 3,256,134 2,617,742 123,758 464,903 99.47% 84.19%

100644 General Services Division - Operating 1170 10,000,000 12,820,000 11,305,648 671,704 842,647 119.77% 93.43% 100637 Fleet Management 1220 1,500,000 2,790,000 1,794,536 110,620 884,844 127.01% 68.29% 100606 Risk Management Reserve 1300 5,568,548 5,568,548 3,981,015 35,734 1,551,799 72.13% 72.13% 100639 State Architect's Office 1310 10,344,146 10,344,146 6,459,908 971,530 2,912,709 71.84% 71.84% 100631 DAS Building Management 1320 8,637,670 10,183,670 9,193,471 742,829 247,370 115.03% 97.57% 100612 State Printing 2100 12,000,000 28,250,000 20,480,286 4,559,759 3,209,955 208.67% 88.64% 100602 Investment Recovery (State and Federal) 4270 5,592,697 5,592,697 2,390,413 313,213 2,889,071 48.34% 48.34% 100608 Skilled Trades 5C30 605,885 605,885 169,103 19,020 417,762 31.05% 31.05% 100449 DAS Building Operating Payments GRF 2,971,384 2,971,384 2,891,513 79,871 0 100.00% 100.00% 130321 State Agency Support Services GRF 2,152,212 2,152,212 1,964,232 126,127 61,853 97.13% 97.13% General Services Division Total: 59,372,542 81,278,543 60,630,125 7,630,406 13,018,011 114.97% 83.98%

100622 Human Resources Division - Operating 1250 20,560,614 23,905,685 20,335,248 1,932,665 1,637,772 108.30% 93.15% 100641 Pew Gov't Prfrmance Prjct Grant 5GR0 0 50,000 0 0 50,000 N/A 0.00% 100610 Professional Development 5L70 3,900,000 3,900,000 1,770,553 90,231 2,039,216 47.71% 47.71% 100619 Employee Educational Development 5V60 936,129 936,129 724,963 4,743 206,424 77.95% 77.95% Human Resources Division Total: 25,396,743 28,791,814 22,830,764 2,027,638 3,933,412 97.88% 86.34%

100620 Collective Bargaining 1280 3,662,534 3,662,534 2,710,033 132,986 819,515 77.62% 77.62% Office of Collective Bargaining Total: 3,662,534 3,662,534 2,710,033 132,986 819,515 77.62% 77.62%

DAS 10 Appropriation Usage by Dept (06-30-10), By ALI Summary 11/21/2010 * Report data was obtained from the COGNOS system following month-end close. Page 1 of 2 490 DAS Budget FY 2010 Appropriation Usage Analysis by ALI and Department 11/21/10 11:07 Summary of FY 2010 Activity as of June 30, 2010

HB 1 Agency Available % Committed % Committed ALI ALI Name Fund Appropriation Track Budget * Disbursed* Encumbered* Balance HB 1 Appr Current Appr

100607 IT Services Delivery 1330 58,750,678 59,412,985 48,349,401 5,045,354 6,018,231 90.88% 89.87% 100630 IT Governance 2290 15,346,474 15,346,474 9,270,910 2,168,650 3,906,914 74.54% 74.54% 100640 Leveraged Enterprise Purchases 2290 10,000,000 10,000,000 2,300,509 145,656 7,553,835 24.46% 24.46% 100654 ARRA Broadband Mapping Grant 3AJ0 0 472,389 392,963 79,426 0 N/A 100.00% 100625 MARCS Grants 3AL0 0 5,337,753 5,002,209 55,190 280,354 N/A 94.75% 100609 Federal Grants OGRIP 3H60 0 63,841 62,484 1,357 0 N/A 100.00% 100617 Major IT Purchases 4N60 7,495,719 7,495,719 1,986,474 5,239,870 269,375 96.41% 96.41% 100605 MARCS Administration 5C20 11,069,291 14,934,679 12,130,920 2,688,227 115,532 133.88% 99.23% 100635 OAKS Support Organization 5EB0 19,984,761 21,824,011 18,281,039 3,542,972 0 109.20% 100.00% 100634 Centralized Gateway Enhancement 5X30 3,676,956 3,676,956 781,799 1,229,435 1,665,722 54.70% 54.70% 100418 Web Sites & Business Gateway GRF 2,696,933 2,696,933 177,084 2,515,502 4,348 99.84% 99.84% 100419 IT Security Infrastructure GRF 861,250 861,250 599,193 252,091 9,966 98.84% 98.84% OIT Division Total: 129,882,062 142,122,991 99,334,985 22,963,729 19,824,277 94.16% 86.05%

100632 Central Service Agency 1150 756,642 928,403 763,017 115,443 49,943 116.10% 94.62% 100415 OAKS Rental Payments GRF 18,066,000 18,066,000 18,042,033 0 23,968 99.87% 99.87% 100416 STARS Rental Payments GRF 4,977,600 4,977,600 4,959,684 0 17,916 99.64% 99.64% 100433 SOCC GRF 5,385,268 5,385,268 5,019,853 328,401 37,015 99.31% 99.31% 100447 OBA - Building Rent Payments GRF 102,635,400 102,635,400 40,860,542 0 61,774,858 39.81% 39.81% 100448 OBA - Building Operating Paymnts GRF 24,003,000 24,003,000 19,445,155 0 4,557,845 81.01% 81.01% Statewide Support Total: 155,823,910 155,995,671 89,090,284 443,843 66,461,544 57.46% 57.40%

FY 2010 YTD Total for all funds: 386,993,172 426,145,247 286,460,113 33,645,971 105,989,432 82.72% 75.12%

DAS 10 Appropriation Usage by Dept (06-30-10), By ALI Summary 11/21/2010 * Report data was obtained from the COGNOS system following month-end close. Page 2 of 2 491 Appendix G

Basic Financial Principles for Agency Managers

The purpose of this information is to provide a basic fiscal introduction for agency managers. There are a number of resources that managers should consult in order to understand specific budgetary controls. Some of these include each agency’s internal fiscal area, the Office of Budge and Management’s State Accounting division (644-5759), and the agency budget analyst from the Office of Budget and Management (466-4034). Two websites with specific documents are particularly helpful for additional information:

OBM Manuals. This site contains essential information for agency personnel involved in fiscal operations. Agencies may download manuals from the Office of Budget and Management’s website at http://obm.ohio.gov/miscpages/publish/Manuals.aspx including the following manuals:

• How to Use the State of Ohio Financials Process Manual (PDF, 0.13 MB)

• State of Ohio Financials Process Manual (PDF, 10.64 MB)

• Controlling Board Manual (PDF, 1.46 MB)

• e-Controlling Board Agency Guide (PDF, 1.65 MB)

• Payment Card Manual (PDF, 0.12 MB)

• General Ledger Payroll Corrections Manual (PDF, 0.14 MB)

• Voucher Lifecycle (PDF, 0.12 MB)

OAKS FIN/HCM/BPM/BI/CI/ELM. OAKS website contains the interface with OAKS Financial, Human Capital Management, Budget Planning, Business Intelligence, Capital Improvements, and Enterprise Learning Management modules. The OAKS interface and procedures are available on-line at http://www.oaks.ohio.gov/

Key Principles The following represent some key principles regarding the state’s financial policies and operations. While these may not be absolute for all circumstances, they represent good basic rules.

• Disbursements are limited to available cash in a fund.

• The state has over 900 different funds. Cash must be available in a fund before any payment can be disbursed. OAKS allows agencies to verify available cash in a fund. While the appropriation amount represents the ceiling for spending from the fund, ultimately OAKS will not process a payment if there is insufficient cash.

492

• Spending is limited to the amount of appropriation authority (ORC 131.33).

• The Office of Budget and Management (OBM) must certify that there is available appropriation authority before dollars can be encumbered or payments authorized. It should be understood that appropriation authority is different than available cash. Cases may arise when an agency has cash on hand and no appropriation authority or appropriation authority but no cash on hand. In either case, system edits will prohibit spending unless both cash and appropriation are available.

• Spending must benefit the agency and not another agency (ORC 131.331).

• When the General Assembly makes appropriations, those spending authorizations are designated for a specific agency. Document review by OBM’s State Accounting division verifies which agency is benefiting from a purchase.

• Spending must be appropriately based on line item purpose.

• The line item number has meaning. 100 can be used only for personal services, 200 can only be used for maintenance expenses. 300 can be used only for equipment. 321 can be used for any operating expense, but not subsidy expenses. The 400 series refers to special purpose accounts. 500 series line items designate subsidy accounts and operating expenses can not be paid from those items. Similar rules apply for other line items. Line item names are also important. Spending must be consistent with the name and definition of the line item.

• Spending must be for public purposes generally.

• The state must receive something in return for its expenditures and subsidies must be properly authorized and consistent with the agency’s purpose. The state does not make charitable contributions, purchase alcoholic beverages for consumption, or allow expense accounts or “entertainment” expenses. Agencies’ purchases must be for public purposes and must be consistent with their mission and legal authority.

• Transactions must comply with applicable laws and rules.

• All purchases must follow and adhere to state purchasing laws, regulations, and policies. Certain contractual relations are prohibited with certain campaign contributors (ORC 3517.13). Purchases must also comply with the applicable purchasing laws, Controlling Board laws and procedures, the state travel rule, printing laws, and other laws and rules. Consult with agency purchasing experts or the Office of State Purchasing at the Department of Administrative Services for more information.

• Bills must be paid promptly (ORC 126.30).

• Generally, the state must pay its bills within 30 days or the state is required to pay interest accrued to those to whom payment is due.

• Payments may not be made in advance.

493 • The state pays for goods and services only after they are received.

• Goods and services are paid for in fiscal year received.

• The state avoids shifting obligations between fiscal years.

• Payment can not be made without a proper Federal ID number (W-9).

• The Internal Revenue Service has become increasingly strict with Ohio regarding the state’s verification for accuracy of vendor identification numbers. OBM does not process payments to anyone who does not have a W-9 on file with the State Accounting division.

• Travel Reimbursement must be in compliance with the state’s travel policy.

• The OBM Travel Policy, including rates of reimbursement and limitations can be found at http://obm.ohio.gov/MiscPages/TravelRule/

494 Appendix H

DAS eControlling Board Workflows Division Division Name Preparers Approver 1 Approver 2 Approver 3 Approver 4 Approver 5 Agency Contact Code

Administrative Support DAS-1 Division Efthimiou, Anni Efthimiou, Anni Vaughn, Lisa Potter, Quentin Quill, Hugh Wise, Nadine Alexander, Connie Johnson, Tammy Leymaster, Jennifer Trackler, Julie Johnson, Tammy

Equal Opportunity DAS-2 Division Efthimiou, Anni Efthimiou, Anni Carter, Melinda Vaughn, Lisa Potter, Quentin Quill,Hugh Wise, Nadine Alexander, Connie Johnson, Tammy Leymaster, Jennifer Trackler, Julie Johnson, Tammy

General Services DAS-3 Division Michael, Tom Chovan, David Westhoven, Jeff Hurst, Jon Potter, Quentin Quill, Hugh Wise, Nadine Chovan, David Leymaster, Jennifer Trackler, Julie Freetage, Sara

Office of Collective DAS-4 Bargaining Efthimiou, Anni Efthimiou, Anni Duco, Mike Vaughn, Lisa Potter, Quentin Quill, Hugh Saccany, Sarah Alexander, Connie Johnson, Tammy Leymaster, Jennifer Trackler, Julie Johnson, Tammy Colson, Harry

Human Resources DAS-5 Division Efthimiou, Anni Efthimiou, Anni Gerhardstein, Brenda Vaughn, Lisa Potter, Quentin Quill, Hugh Saccany, Sarah Johnson, Tammy Johnson, Tammy Leymaster, Jennifer Julie Trackler Penn, David

DAS-7 Benefits Administration Pawlack, Greg Tse, Judy Gerhardstein, Brenda Putz, Andy Potter, Quentin Quill, Hugh Saccany, Sarah Graham, Lore Vaughn, Lisa Leymaster, Jennifer Trackler, Julie

Administrative DAS-8 Services Community Saccany, Sarah Efthimiou, Anni Vaughn, Lisa Potter, Quentin Quill, Hugh Saccany, Sarah Efthimiou, Anni Johnson, Tammy Leymaster,Jennifer Trackler, Julie Alexander, Connie Johnson, Tammy

Office of Information DAS-10 Technology Zaebst, Katherine Green, Stacey Orth, Sam Putz, Andy Potter, Quentin Quill, Hugh Saccany, Sarah Hampton, Ted Boudinot, Stephen Leymaster, Jennifer Trackler, Julie Green, Stacey

DAS-13 Real Estate Services Sprague, Brian Jeter, Marcey Lee, Lauren Scott, Richard Westhoven, Jeff Quill, Hugh Wise, Nadine Kuehn, Debra Lee, Lauren Jeter, Marcey Trackler, Julie Moore, Denise Half, Marc Lehman, Paul Ward, Janie Marroni, Steve

495 Appendix I

Overview: Enterprise Procurement DAS Office of Procurement Services

Procurement of Supplies, Services and Information Technology In 2008, a Procurement Reform working Group, comprised of representatives from the private sector, public sector and higher education, was convened to review the procurement programs used by the state of Ohio to purchase supplies, services and information technology. This Group offered twenty-five recommendations to improve the state’s procurement of supplies, services and information technology. The following reflects several of these recommendations that are being applied by DAS, Office of procurement Services.

1) Center-led Procurement Agency: The Ohio Department of Administrative Services, General Services Division, Office of Procurement Services (OPS) is the central procurement office for the State. The Office is responsible to procure all types of supplies, services and information technology needs required by state agencies. The Office also provides guidance to agencies on making purchases under their direct purchase authority. Relevant sections of the Ohio Revised Code include sections 125.01 to 125.11, 125.17 and 125.25 and sections 123:5-1-01 to 123:5-1-14 of the Administrative Code. The Office is also responsible for the program where state agencies purchase supplies and services from work centers that employ persons with work-limiting disabilities. State entities that are exempt from DAS include the following: • Elected officials • The General Assembly • The Judiciary • The Adjutant General for military needs • The Capitol Square Review and Advisory Board • Institutions administered by Boards of Trustees (Institutions of Higher Education)

2) Professional certification. When making a purchase of supplies, services or information technology, state agencies may purchase the needs under their direct purchase authority if the value of the purchase is $25,000 or less. If over $25,000, the purchase must be forwarded to OPS to make the purchase. In 2008, law was enacted that permits the Director of DAS to increase the agency’s direct purchase limits to $50,000 provided the agency has a certified procurement professional on staff to oversee the purchase. DAS is developing a professional certification program and, until such is completed, has given all agencies provisional direct purchase authority up to $50,000.

3) Procurement Processes. The processes used by OPS to make purchases of supplies, services and information technology is defined in the ORC as “Competitive Selection” which includes; Competitive Sealed Bids, Competitive Sealed Proposals and Reverse Auction. Competitive Sealed Bids are used when the need is clearly defined and price will be the predominant factor in awarding the contract. OPS will issue an Invitation to Bid (ITB) to interested parties that describe the need and the contract is awarded to the lowest responsive and responsible bidder. A Competitive Sealed Proposal is used when the State is seeking the best solution to meet the need. A Request for Proposal will be

496 issued that describes the scope of work to be completed and the contract is awarded to the Offeror that provides the best solution to meet the need. Unlike the ITB, OPS may conduct negotiations with the Offerors during the evaluation phases. The Reverse Auction uses the ITB format with the exception that prices are not included in the initial response submitted by the bidder. The initial response contains a description of what supplies, services or information technology will be provided by the bidder. Those bidders that meet the base specifications will then be invited to an online auction where they will submit their pricing in real time. Prices may be adjusted downward at any time during the auction time period. The contract is awarded to the lowest responsive and responsible bidder. OPS has documented savings in excess of $30 million in FY 2010 using the reverse auction process. OPS also uses a process where contracts are negotiated directly with manufacturers or service providers. The company must agree to all terms and conditions of the State. The pricing offered may the same as they offer to the Federal General Services Administration or prices offered to State & Local Governments if they do not hold a Federal GSA contract. This process is not defined under competitive selection and has been subject to approval by the Controlling Board since the 1973.

When using Competitive Selection, all bids are opened publicly and are available for public review. RFPs are also opened publicly, however, only the names of those submitting offers are made available to the public. The contents of their respective proposals are considered to be confidential, under law, and will not be disclosed to the public until the contract has been awarded. The time required for these processes averages between 30-45 days for an ITB and a minimum of 120 days for a RFP. To expedite agency purchases and reduce time required by procurement selection processes, OPS has established a large number of requirements term contracts for supplies, services and information technology needs of the agencies. These contracts are in effect for an extended period of time (e.g. 1-3 years) and agencies may issue purchase orders for any volume and at any time a need arises, without delay. Examples of these requirements contracts include; food, pharmaceuticals, vehicles, fuel, clothing and computers. Agencies purchase in excess of $225 million each year from these contracts.

4) Employ concepts of strategic sourcing. These concepts involve leveraging spend across all agencies of the state to increase buying power and reduce staff time in completing procurement processes. These concepts are used by OPS when establishing requirements contracts. OPS canvasses the agencies to determine which agencies use the respective items and in what volume. Standardized specifications are written to reflect current industry trends and to promote maximum competition. These sizeable volumes encourage the business community to offer deep volume discounts that would not otherwise be realized if needs were bid individually. This concept, also known as strategic sourcing, has resulted in significant savings in the tens of millions of dollars for the State during fiscal years 2009 and 2010.

497 additional volume discounts for the state of Ohio agencies (e.g., savings of $400,000 for computers).

Should you have questions regarding the purchase of goods and services, please feel free to contact DAS, General Services Division, Office of Procurement Services at (614) 644-8497.

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