Department of Administrative Services

At a Glance

MARTIN ANDERSON, Ph.D., Commissioner

Vacant - Deputy Commissioner

Established – 1977

Statutory authority – CGS Titles 4a, 5, 6; Chapters 319s, 568; etc.

Central office – 165 Capitol Avenue

Hartford, CT 06106

Average number of full-time employees – 324

Recurring operating expenses –

General Fund – $ 37,961,493.49

Revolving Fund – $ 28,834,666.07

Capital outlay – $ 97,907.00

Organizational structure – Office of the Commissioner including Staff Counsel, Affirmative Action, Communications Office, MIS, Strategic Services, State Properties Review Board, State Marshal Commission, State Insurance and Risk Management Board and the Office of the Claims Commissioner; Business Office; Collection Services; Core-CT; Fleet Operations; Procurement Services; Small Agency Resource Team; Statewide Human Resources Management; Workers’ Compensation and the Master Insurance Program.

Mission

To provide statewide policy to State of Connecticut agencies on matters related to purchasing, fleet, human resources and other centralized services, and to supply the best possible people, goods and services to the agencies on time, aligned with their business needs, and within statutory guidelines.

Statutory Authority

The Department of Administrative Services was established in 1977 as the single agency in charge of providing administrative services to other agencies.  DAS’s services allow the state to save money by taking advantage of economies of scale and streamlining services and processes throughout the agencies. 

In 2009, the legislature consolidated the following boards and commissions under DAS:  the State Properties Review Board, the State Marshal Commission, the State Insurance and Risk Management Board, and the Office of the Claims Commissioner.  As a result, DAS now staffs and supports these boards and commissions.

Additionally, under Chapter 57 of the Connecticut General Statutes, DAS is charged with the establishment of personnel policy and the personnel administration of state employees; the purchase of supplies, materials, equipment and contractual services, as defined in Section 4a-50; printing; and billing and collection services. Other programs and services prescribed include the administration of the Set-Aside Program (also known as the Supplier Diversity Program), State Fleet Operations, distribution of State and Federal Surplus Property, and the Master Insurance Program. Moreover, DAS is statutorily responsible for administering the Contractor Prequalification Program, which prequalifies contractors and substantial subcontractors before they may work or bid on public works contracts that are estimated to cost more than $500,000. DAS is also charged with operating the Small Agency Resource Team (“SmART”) and the Consolidated Business Office, which handle the personnel, payroll, affirmative action and business office functions of over 20 state agencies. DAS’s governance over the statewide workers’ compensation program is authorized under CGS Section 31-284a, which requires DAS to procure and manage a third party administrator for workers’ compensation claims brought against the state, to establish a fee schedule for out-of- managed care network medical services, and to create all workers’ compensation operational procedures for state agencies.

Public Service

Through its Procurement Services Division, DAS establishes and administers contracts for supplies, materials, equipment and contractual services, for use by executive branch state agencies. Many municipalities and non-profit organizations also utilize these contracts. These functions are handled by contracting program staff, which currently administers nearly 900 active contracts associated with over 2,000 suppliers, acting under the authority of Chapter 58 of the Connecticut General Statutes.

Other procurement programs prescribed through this same chapter include the administration of the Set-Aside Program (also known as the Supplier Diversity Program), the State and Federal Surplus Program, the Construction Contractor Prequalification Program CGS and various other administrative support programs such as the Purchasing Card (P-card) program and Core-CT support. Through these programs, Procurement Services strives for excellence in public service by offering up-to-date information online, enabling the agencies, vendors, municipalities and the general public to have 24/7 access to state contracts, contracting opportunities, and procurement program information and forms.

The DAS Business Office provides a full range of financial services for DAS as well as for 21 other state agencies. The Business Office provides purchasing, accounts payable, accounts receivable, grant administration, accounting, asset management, small business set-aside goals development and reporting, budget development, administration services, mail and courier services for these agencies.

The DAS Small Agency Resources Team (“SmART”) provides personnel, payroll and affirmative action services to DAS and 22 other state agencies. The DAS Business Office and the SmART unit together provide statewide efficiencies by sharing resources, providing expertise, and promoting consistent application of applicable rules and processes.

DAS is committed to administering the statewide Workers’ Compensation Program to be current with the standards of an ever-changing industry. The main objective of this program is to achieve the delicate balance between cost-effectiveness for our organization and the delivery of a responsive program to our injured employees. DAS establishes operational procedures for state agencies to use, assists them in following these procedures, and helps state agencies promote a culture of safety within their respective workforces. Pursuant to CGS 4a-2b, the DAS Workers’ Compensation unit also administers the Master Insurance Program on behalf of state and federally-funded housing units operating under the jurisdiction of local housing authorities.

Fleet Operations serves state agencies by providing them with the most reliable, cost- and fuel-efficient vehicles available to serve their business needs, and by maintaining those state vehicles.

DAS is responsible for the management of surplus food the State of Connecticut receives through the Federal Foods Distribution Program, administered by the USDA. DAS distributes the commodities to school districts statewide through the Connecticut Food Distribution Program (FDP).

Statewide Human Resources Management serves both the public and other state agencies through job opportunities in state government, holding career fairs, hiring days and human resources training and planning.

DAS also serves taxpayers, state agencies and municipalities through its Collection Services Division. This Division recovers money owed the state in public assistance cases and charges for support of persons cared for or treated in state humane institutions, and provides billing and collection services for state agencies. Collection Services is also responsible for collecting delinquent accounts receivables, intercepting income tax refunds, rebates, and lottery winnings. Through the expanded use of technology and creative expansion of revenue opportunities, revenue for the State’s General Fund is increasing every year.

Improvements/Achievements 2009-10

DAS, as a central agency, must be able to respond to its customers’ needs quickly and efficiently. Many opportunities to improve service arose during FY 09-10, and DAS successfully responded with the following actions:

Office of the Commissioner:

Communications Office

· Handled multiple projects for Governor Rell’s office and Lieutenant Governor Fedele’s office including website materials, online newsletters, and materials for speaking engagements and bill signings.

· Wrote, designed, and published online monthly DAS Times newsletters and the bi-weekly BuyLines newsletters along with the Fleet Operations newsletter InRoads.

· Responded to 303 Freedom of Information requests, and all media inquiries.

· Renegotiated existing copier contracts for the DAS Print shop, once again under the management of the Communications Office, with anticipated savings of up to 49 percent by reducing outsourcing as a result of an improved color equipment lease.

· Recorded and analyzed all man-hours at the DAS Print Shop in order to restructure rates in our billing/estimating system to better reflect services and accurately record down-time.

· Handled multiple projects from concept to completion for various state agencies including: the Departments of Veterans’ Affairs, Motor Vehicles, Consumer Protection, Children and Families, Environmental Protection, Agriculture, Mental Health and Addiction Services, Office of Policy and Management, Board of Education and Services for the Blind, Probate Courts, and the Office of State Ethics.

Management Information Solutions (MIS)

• Rewrote the State Contracting Portal website to provide additional security, administration, and portal functions. Also to allow for multiple documents and additional document file types.
• Setup and configured new Windows 7 PCs for MIS staff to start the transition to the new Operating System.
• Created an application for Employee Planning which includes: Accomplishments, Responsibilities, Skills, and Training.
• Worked with Pitney Bowes to configure new online billing system for the Print Shop.
• Setup and configured Oracle automated email notifications for monitoring servers and databases.
• Modified Diamond applications to allow for new type of debts to be processed for child support referrals.
• Reconfigured the Sun Fire V880 (old production) server to operate as the new shadow server for Cache database and Avatar system used by Collection services. The shadow server functions as a disaster recovery system, and for ad hoc reporting tasks.
• Included UCONN Accounts Receivable unit's data in the CT State Tax intercept program maintained by DAS.
• Assisted in the relocation and move of staff from several small agencies, boards, and commissions that were consolidated into DAS throughout Feb. - March 2010. Assist with their IT support.
• Rewrote the DAS-8 Application in ASP.Net.
• Began pilot of 802.1x wireless protocol at the State Office Building.
• Installed and Configured SharePoint on a web server. Currently in use by DAS Project teams, CT Enterprise Architecture teams and Dept. of Consumer Protection.
• Updated the Supplier Diversity Program to include Pre-Certified companies.
• Created template pages and a Web application for maintenance of the new DAS website.

Strategic Services

• Provided diverse, individualized training initiatives for the following agencies: DMV, DMHAS, DEP and DPW reaching over 200 state employees on topics such as Workplace Violence Prevention and Career Development.
• Managed the DAS Learning Center to:

o Provide 20 topics in professional development, safety, statutorily mandated training, and career development; 40 sessions serving 538 state employees.

o Successfully managed coordination of registration and payments for Managers Day for 168 managers.

• Provided administrative support to the Governor’s Office in meeting the accountability, transparency and reporting requirements of the Federal American Recovery and Reinvestment Act (ARRA) of 2009 stimulus funding to CT, including responding to 33 constituent inquiries.

· Statewide Pandemic Continuity of Operations functions:

o Collaborated with the Pandemic Statewide Unified Command support team to develop the state agency COOP Concept of Operations, and the statewide COOP Operations Guide for guiding CT through pandemic continuity of operations at the statewide level.

o Conducted weekly testing of inbound and outbound communication for 71 state agencies for six months leading up to the statewide exercise.

o Developed and designed the statewide pandemic flu exercise with contractor.

o Provided all communication and instructions to state agencies leading up to exercise.

o Provided troubleshooting to contractor during exercise, and administrative support to Pandemic Unified Command and contractor during exercise – 97% participation – 67 agencies from three branches of government.

o Provided exercise data extract in support of after action report.

• Coordinated the CT Fit workplace wellness program for DAS, in partnership with the American Heart Association and the YMCA.

· Provided FMLA technical assistance to agency human resource professionals and state employees throughout the year relating to procedures, processing and interpretation of the state and federal laws. Implemented nine new Core-CT codes for use in administering a workers’ compensation injury with the federal FMLA absence.

· Provided the 11-module New Manager Orientation Program serving 33 managers, bringing the total trained to 340 managers.

· Taught nine EPM classes, serving 81 participants. Built new EPM training specifically for Affirmative Action staff.

· Provided statewide consulting in use of EPM to make well-informed HR decisions including RIP assessments; analysis of employee dual employment status; CSU staff replacements, etc.

· Provided workforce planning consultations, succession planning process presentations, programs on determining retirement eligibility, organizational assessments (employee satisfaction surveys customized and scored), and other strategic human resources programs to agencies.

Business Office

• Managed funds in excess of $300 million including 86 grants and 68 specialized accounts. The office has standardized processes where possible to take advantage of economies of scale and have cross-trained staff.
• Achieved a savings to taxpayers by providing coordinated financial services for multiple agencies. In addition to the savings achieved by combining similar functions, DAS also provides unique financial services to agencies with specialized programs.

Collection Services

• Surpassed the billion-dollar mark for the second consecutive year, generating in excess of $1.2 billion in paid claims. Through productivity gains and expanded programs, new revenue has increased. This was due to the partnerships with sister state agencies, the new programs initiated, and the use of technology.
• Successful collaboration between Departments of Social Services, Developmental Services and DAS in the development of Medicaid rates was a key element in this year’s substantial revenue collection. Payments for Medicaid rate adjustments were received through the accomplishments of these agencies working together to provide necessary cost and utilization data which facilitated the rate development process.

· Continued to develop revenues in the probate operation unit by continually improving communication and cooperation with the probate courts. Compliance with Probate Court Administration directives has resulted in substantial revenues being produced by DAS in collections from decedent estates.

DAS Core-CT Team

• Resolved 4,526 of 4,578 help desk tickets logged by Core-CT users.
• Conducted training in the form of user groups and classes for 284 participants across all agencies.
• Implemented five new Time and Labor self-service agencies representing 667 new users for a grand total of 22 self-service agencies and 6,606 users.
• Upgraded hardware resulting in significant time savings on batch and user performance.
• Conducted 15 training classes for 148 participants from 30 state agencies on enterprise project management and Core reports.
• Deployed an online HR and Financial Reporting Catalog to aid and facilitate HR and Financial ad hoc reporting for users statewide.

Fleet Operations

· Launched a revised version of a motor vehicle rental pool providing a cost-effective solution designed to accommodate an agency’s daily or hourly business obligations, potentially reducing the use of mileage reimbursement to employees for using their personal vehicle to complete agency business obligations. 

· Added reporting capabilities to the online Fleet Utilization Reporting application designed to give agencies information regarding their vehicle utilization trends. Reports show a 12-month average of days used and miles driven for each vehicle assigned to an agency which allows agencies to reduce transportation costs by helping to identify vehicles that are on the low end of the utilization spectrum. 

· Fleet reduction effort of approximately 900 vehicles reduced total fleet mileage by 14.75% saving over 2,000,000 miles in just 13 weeks for the period July - September 2009 with the same period in 2008 resulting in an overall utilization increase of the remaining fleet.  Overall fuel mileage improved by 8% because newer turn-ins enabled the disposal of older less fuel-efficient models. Net impact of fewer miles traveled and higher miles per gallon resulted in 195,315 fewer gallons of fuel as compared to 2008. This translates into roughly 15,000 gallons of fuel a week, a 21% reduction in fuel consumption and cost. Additional savings included reductions in tires, maintenance and repair, along with the costs associated with owning and insuring approximately 900 less vehicles.

· Developed and posted a new Vehicle Accident Report Form on the Fleet web page of the DAS website.  Drivers involved in accidents with state-owned vehicles complete the writable Vehicle Accident Form online and email the report to Fleet Administration eliminating the need to complete the old paper version.

Human Resources Internal Division/Payroll (part of the SmART Unit)

· Assisted each SmART agency with the implementation of their respective RIP plan resulting from the State's 2009 Retirement Incentive Program.          

· Implemented self-service time reporting in the Core-CT system for DAS and the Department of Consumer Protection.

· Expanded HR and Payroll services to include State Insurance and Risk Management Board, Office of the Claims Commissioner, State Property Review Board and State Marshal Commission as part of DAS, and the Commission on Human Rights and Opportunities as a new customer agency. Such services provided are:

o Human Resources:   

§ Advising agency officials on various HR issues and problems and recommending and assisting with implementation of solutions;

§ Carrying out workers’ compensation functions;

§ Completing Department of Labor and OSHA reports;

§ Executing Core-CT processing for various HR actions;

§ Providing classification/compensation services;

§ Determining and processing promotion by reclassification, including performing desk audits as necessary;

§ Assisting with agency recruitment and selection processes;

§ Ensuring compliance with various collective bargaining agreements and all SEBAC and Reemployment rules

§ Providing new employee orientations;

§ Providing Human Resources planning;

§ Processing grievances;

§ Assisting with progressive discipline, up to and including dismissal;

§ Administering FMLA matters, including Medical Certification requirements;

§ Providing exit interviews for departing agency employees;

§ Administering tuition reimbursement programs;

§ Coordinating In-service Training Application Processes;

§ Assisting in ensuring that agencies meet their Affirmative Action goals and initiatives;

§ Coordinating monthly CEUI Activity Reports for NP-2 members state-wide; and

§ Administrating the State's Managerial Sick Leave Bank.

o Payroll:

§ Providing benefits counseling and administration, including the State's annual health/dental insurance open enrollment;

§ Managing time and attendance;

§ Processing bi-weekly employee payrolls within Core-CT;

§ Administering voluntary leave and donation of leave time actions; and

§ Providing longevity and seniority computations

Procurement Services

· Took advantage of newly enacted legislation that enabled DAS to enter into existing cooperative purchasing agreements, resulting in an additional 30% savings on the state contract for industrial supplies and equipment (approx $832,000 annually). Continued other cooperative contracts already in place to leverage multi-state purchasing power and savings opportunities.

· Consolidated the state’s rubbish removal contracts allowing agencies to “right size” their equipment and services, reducing the number of containers and pickups, also resulting in a 20% cost savings for state agencies with expected cost reductions of $100,000 annually.

· Continued to rebid and renegotiate state contracts, streamlining services and seeking cost reductions, to achieve savings for state agencies. This effort resulted in $1.2 million in additional contract cost reductions.

· Continued to review and monitor state agency purchase trends to ensure compliance with state purchasing policies and procedures and seek justification on questionable or perceived nonessential spending.

· Held the 4^th annual ethics training session for DAS Procurement Staff.

· Represented DAS on the Connecticut Climate Change Coordinating Committee (C4) and the Governor’s Steering Committee (GSC) and continued to increase opportunities for agencies to procure products that are recycled or reusable or that have minimal impact on the environment or human health (office supplies, cleaners, etc).

· Continued to move towards electronic processes in all Procurement programs, eliminating paper and reducing postage and staff processing time.

· Achieved annual savings of $200,000 through Core-CT hardware upgrade, resulting in improved transaction processing speeds and reduced hardware maintenance and licensing costs.

· Continued to seek additional opportunities for cost savings through technology enhancements (reverse auction tools, online bid responses, direct-connect ordering through contractor’s website and Core-CT).

· Certified 1,440 Connecticut small- and minority-business enterprises during this fiscal year.

· Prequalified more than 735 construction contractors totaling nearly $600,000 in revenue for the state.

· Conducted ten surplus property and vehicle auctions generating $2.2 million in revenues.

· The P-card program has continued participation and use by state agencies and municipalities resulting in a rebate of $162,668 to the general fund. Initiated a pilot for the state fuel card program which will result in additional rebates and streamlining of fuel tax reporting functions.

· Provided ongoing outreach to state agencies, municipalities and contractors by providing training sessions on Set-Aside Program/certification and goals process, P-card program, Core-CT financial system modules, construction contractor prequalification requirements, and information on how to do business with the state.

· Continued to represent DAS and the state at various industry conferences by presenting materials on our best practices and achievements (Question Northeast, Women’s Business Development Center, NASPO, CRPC, etc).

Small Agency Resource Team (SmART)

• Assumed responsibility for providing SmART services to the Commission on Human Rights and Opportunities.

• Successfully transitioned the staff and operations of the Office of Health Care Access from SmART to the Department of Public Health.
• Assisted in the merger and consolidation of the State Properties Review Board, the State Insurance & Risk Management Board, the Office of the Claims Commissioner and the State Marshal Commission into DAS.
• Continued to update and enhance SmART’s web page on the DAS homepage.
• Continued to ensure uniformity of human resource services to the 22 SmART agencies, including: establishing 16 new full- and part-time positions; hiring and providing new employee orientations to 32 persons; processing 18 reclassifications and promotions. 59 employee transfers, retirements and terminations, and 100 family medical and other leaves of absence; providing career counseling to 15 employees; processing six tuition reimbursement and eight in-service training applications; managing 37 workers’ compensation claims; and handling 37 human resource administrative investigations and collective bargaining grievances.
• Centralized and enhanced external communication and recruitment/outreach activities; conducted three discrimination complaint investigations referred to DAS by the Commission on Human Rights and Opportunities under Public Act 07-181; developed and filed on time with the Commission on Human Rights and Opportunities 17 affirmative action plans; conducted 12 internal discrimination complaint investigations; and provided four sexual harassment prevention training sessions to 39 total employees.
• Continued to consolidate and streamline the administration of time, attendance, payroll and benefits for over 1,600 full- and part-time employees; assisted the Department of Administrative Services, Department of Consumer Protection and the Office of the Child Advocate in developing and activating employee self-service time reporting in the Core-CT system.

Statewide Human Resources Management (SHRM)

· Developed and conducted the following trainings: Ace the Interview for State Employees; Interview Training for State Managers (for new managers and for DMV Human Resources staff and Managers); How to Navigate the State Examination System (for Vocational Rehabilitation Coordinators and Counselors from various state agencies to enhance career opportunities for individuals with disabilities); HR Management Certificate Program (to recently appointed human resources professionals statewide); Reclassification Grievances and Temporary Service in a Higher Class Grievances (for 75 Human Resources professionals representing six state agencies).

· Administered 330 state examinations: 129 exams offered as continuous recruitment (96 open to the public, four statewide promotional, 29 agency promotional) and 201 other exams (87 open to the public, 30 statewide promotional, 84 agency promotional).

· Processed 13,887 (8,085 regular and 5,802 continuous recruitment) applications for state employment exams.

· Worked with the Department of Emergency Management and Homeland Security on the organization of a new Fusion Center to handle the collection, integration, evaluation and analysis of raw intelligence data and to derive criminal/terrorism information and intelligence to safeguard the economic security, public health and safety of Connecticut citizens.

· Assisted with the reorganization of the Fiscal Office within the Department of Public Safety. This office lost two Fiscal/Administrative Supervisors to the 2009 RIP and regular retirement. As a result of the implementation of process improvement recommendations and staff reconfiguration, the office is now more efficient with fewer, lower-level staff than the former organizational structure.

· Provided consultative reviews of reorganizations for the Police Department at the University of Connecticut, the University of Connecticut-Correctional Managed Health Care Division, and Department of Economic and Community Development.

· Collaborated with agency human resources staff to improve job posting announcements to ensure their accuracy and appeal.

· Administered and/or participated in ten job fairs for several agencies per the 2009 SEBAC Agreement regarding no layoffs as a result of closures of facilities, elimination of programs, etc.

· Provided assistance in recruitment advertising, targeted national recruitment for specialized positions, and scheduled and/or conducted selection interviews for nine state agencies.

o Office of the Comptroller-Division Director, Retirement

o State Property Review Board- Director

o DMHAS - Commissioner

o Office of the Medical Examiner, Physician

o Dept. of Correction - Commissioner

o Commission on Human Rights & Opportunities - Executive Director

o State Contracting Standards Board, Director (process put on hold - no funding)

o Department of Public Health - Sanitary Engineer

o Department of Veteran Affairs - Physician

· Conducted post-audits for 6,206 employee transactions. Transactions include promotions, demotions, hires, rehires, transfers, salary adjustments, etc.

Workers’ Compensation

• Renegotiated the Workers’ Compensation Third Party Claims Administration contract, per the Governor’s directive, to achieve a savings of $400,000.

· Implemented several cost containment initiatives within the workers’ compensation medical delivery system to counter the extraordinary impacts of medical inflation. Established preferred specialty networks with associated discount pricing for diagnostic imaging and prescription drugs, which have yielded savings. Effective October 2009, a new Preferred Provider Directory was rolled out establishing the first PPO re-contracting for physicians within the network in 17 years. Lower reimbursement rates for many procedures were achieved along with the administrative costs to process the medical bill review and re-pricing lowered by 2 percentage points off of each dollar saved. The following outlines achieved savings for the two specialty networks created:

Invoiced Paid Savings

Diagnostic Imagining $2,433,992.78 $1,438,347.97 $996,069.10

Pharmacy Benefit Mgmt. $4,056,309.14 $3,749,987.10 $456,577.78

· In FY07, a standardized deliverable for ergonomic safety service was established. Completed 293 assessments in FY10 within individual, group and project specific areas.

· Continued to upgrade and standardize workers’ compensation agency processing functions. A new application for agency first check reconciliation was introduced in FY09. In FY10, statewide training on the DAS-developed Core-CT processing manual and first check reconciliation program commenced and will continue through FY11. These efforts are critical towards the goal of establishing consistent agency internal processing of claims. This consistency produces credible data and cost efficiencies in the agency administration of claims.

· Collected $1,371,502.20 in workers’ compensation recoveries.

· Redesigned the administrative record keeping of the DAS Master Insurance Program to include electronic distribution of all policies, summary charts and DAS Participation MOU’s for participating housing authorities.

Information Reported as Required by State Statute

Affirmative Action Reporting Requirement

DAS is aggressively pursuing Affirmative Action goals in all aspects of its personnel policies. For DAS (except Procurement Services) the Set-Aside goal established for utilization of Connecticut small businesses was $346,944. The actual achievement was $1,084,176 (far exceeded goal). The minority small business goal was $86,736 and the actual achievement was $264,864 (far exceeded goal).

CGS 5-204 Information

Pursuant to CGS Sec. 5-204, the Commissioner of Administrative Services provides the following information:

• The total of all executive branch state employees (full-time, part-time, other) – 32,798 full-time, 3,785 part-time, 0 other
• The total of all state employees in classified service (full-time, part-time, other) – 33,484 full-time, 3,721 part-time, 0 other
• Total of turnover separation figures state-wide (full-time, part-time, other) –

4,568 full-time, 9,263 part-time, 0 other

• Total of classified turnover separation figures state-wide (full-time, part-time, other) –1,472 full-time, 1,131 part-time, 0 other

• The total of all state employees (All branches of state government, and including all state agencies and quasi-public agencies for persons listed in any active employment status) - 87,761 fulltime, 13,291 part-time, 0 other

Distribution to the Office of the State Comptroller:

-Reporting Package

-Fixed Assets/Property Inventory Report

-Statewide Cost Allocation Plan

-Distribute to the Office of Fiscal Analysis Annual Financial Statements for Internal Service Funds.

Standardization Transactions

Under the provisions of Sec. 4a-58, the following is a statement of all Standardization Transactions approved during the period July 1, 2009 through June 30, 2010:

No. Date Agency and Description $Value

5074 7/16/2009 DSS-Bowe Bell Howell $32,636.64

5075 7/23/2009 Honeywells Nextwatch/Prowatch Statewide Access

Control Database $16,115.00

5076 8/13/2009 DOT-Chassis Swap $597,959.00

5077 8/20/2009 DOT-Weigh Station Scale Repair $28,916.00

5078 9/4/2009 DOT-Calibration & Correlation of Pavement Friction Tester $18,150.00

5079 9/30/2009 State Library-Colonel Samuel Colt Clothing Collection and

Colt Family Memorabilia $150,000.00

5080 11/5/2009 DOC DNA Test Kits $49,500.00

5081 11/5/2009 DPH Maintenance Agreement Air Purifying Resp. $114,000.00

5082 12/10/2009 CFP & C Emergency Response Training $11,293.00

5083 12/14/2009 Post-Maintenance Driving System $7,700.00

5084 12/20/2009 Baggage Information Display $38,450.00

5085 1/8/2010 Purchase of Card Reader System $25,377.00

5086 1/10/2010 DOC Purchase Refurbish Equipment $5,150.00

5087 1/11/2010 DOL Micr Printer (unemployment checks) $65,964.00

5088 1/11/2010 CFPC Interactive Electronic Emergency Response

Equipment $32,945.00

5089 1/19/2010 DOL Pitney Bowes Check Printing Cancelled

5090 1/20/2010 DOL-Bowe Bell Howell $26,531.65

5091 1/20/2010 OCMF-Misc. Certified $49,000.00

5092 1/29/2010 AUSA- Security Guard Services $205,000.00

5093 2/3/2010 DOC-Data DNA Test Kits $33,000.00

5094 2/4/2010 DOL-Check Printing/Inserting (Pitney Bowes) $142,896.00

5095 2/18/2010 DOC-Overhaul of Sewage Incarcerator $18,913.78

5096 2/24/2010 Fire Prevention & Control-Mechanical System $116,925.00

5097 3/16/2010 DOT Custodial Services for BDL $581,000.00

5098 3/19/2010 DAS - Credit Protection Services (OPM) $416,000.00

5099 3/23/2010 DAS Warning Gate Cabinet Yellow Mill Bridge $15,520.00

5100 3/30/2010 DHLS-Hybrid Radio System (Robot) $57,303.00

5101 3/31/2010 Aquaculture $24,491.00

5102 4/7/2010 DMHAS Rental of Boiler CVH $30,000.00

5103 4/8/2010 Dept. of Public Safety/Emergency Cleanup $32,046.87

5104 4/30/2010 DOT-Groton/New London Airport Custodial $6,500,000.00

5105 5/13/2010 DOT Fuel Monitoring Equipment $500,000.00

5106 5/27/2010 CONNDOT/Custodial Services $750,000.00

5107 6/2/2010 DDS S W CT Mental Health- HVAC Unit $22,000.00

5108 6/2/2010 DOC Opscan Scanner $28,302.00

5109 6/8/2010 DMHAS /CVH/Trailer $48,024.85

5110 6/8/2010 DOT Fugro Roadway Maintenance $44,557.45

5111 6/10/2010 POST - Extended WARR FATS $10,250.00

5112 6/11/2010 OCME - Post Mortem Specimen Testing $46,000.00

Total $10,891,917.24

Boards and Commissions

State Properties Review Board

Edwin S. Greenberg, Chairman

Bennett Millstein, Vice Chairman

Established - 1975

Statutory authority - CGS Sec. 4b-3

Central office - 165 Capitol Avenue, Room #123, Hartford CT 06106

Average number of DAS employees assigned to support the Board - 3

Organizational structure - The State Properties Review Board consists of six members, appointed on a bi-partisan basis; three are appointed jointly by the Speaker of the House and the President Pro Tempore of the Senate; and three are appointed jointly by the Minority Leader of the House and the Minority Leader of the Senate. As of June 30, 2010, the members were: Edwin S. Greenberg, Chairman; Bennett Millstein, Vice Chairman; Bruce Josephy, Secretary; Mark A. Norman; and Pasquale A. Pepe. There is one vacancy. As of October 2009, the Board was consolidated into the Department of Administrative Services, but retains independent decision-making authority.

Mission

     The mission of the State Properties Review Board is to provide oversight of State real estate activities, acquisition of farm development rights, and the hiring of architects, engineers and other construction-related professionals, as proposed by state executive branch agencies. In accomplishing this legislative mandate, the Board provides guidance and assistance to State client-agencies to ensure that transactions are done in a prudent, business-like manner, that costs are reasonable, and that proposals are in compliance with State laws, regulations and procedures.

Statutory Responsibility

The Board reviews plans for transactions involving the acquisition, construction, development, assignment to and leasing of offices and other facilities for various agencies of the State. The Board reviews proposals involving the lease or sale of state-owned real estate to third parties. The Board approves both the selection of and contracts with architects, engineers and other consultants for major construction projects proposed by the Commissioner of Public Works.

In addition, the Board reviews, evaluates and approves the acquisition of development rights for farm land proposed by the Commissioner of Agriculture.

Pursuant to CGS Section 8-273a, the Board hears appeals from any aggrieved party concerning the amount of compensation paid by the Department of Transportation for outdoor advertising structures.

Under new provisions of Connecticut General Statutes Section 13a-80i, if requested by an eligible property owner, the State Properties Review Board schedules a mediation conducted by a panel of three designees from the Office of Policy and Management, and the Departments of Public Works and Environmental Protection. The mediation panel is tasked with assisting the Department of Transportation to reach an agreement concerning the sale of real estate to the eligible owner.

The Board meets two times per week or as often as necessary to meet its statutory obligations. The meeting agendas and minutes are posted at www.ct.gov/sprb. The Board follows the Affirmative Action Plan prepared and administered by the Department of Administrative Services.

Public Service

In review and approving the various transactions proposed by the client-agencies, the Board has the opportunity to modify and improve the proposals to ensure that they reflect market prices favorable to the state, are financially prudent, and conform to state laws. The Board typically achieves quantifiable savings to state taxpayers, usually in excess of the costs of Board operating expenditures.

Improvements/Achievements 2009-10

A total of 356 proposals were reviewed by the Board during the fiscal year. The Department of Public Works submitted 59 percent of the proposals, while 33 percent came from the Department of Transportation and 8 percent were from all other agencies. The average time to review the 356 proposals was 22.03 calendar days per contract (including weekends and holidays). The Board’s recommendations resulted in quantifiable annual taxpayer savings in third party transaction costs of $89,276.

Pursuant to CGS Section 13a-80i, effective July 20, 2009 and enacted as part of Public Act 09-186, the Board facilitated a successful mediation for an agreement concerning the Department of Transportation’s sale of property in Andover.

State Marshal Commission

Peter J. Martin, Chairman

William W. Cote, Vice-Chairman

Established – 2000

Statutory authority – CGS Sec. 6-38b

Central office – 165 Capitol Avenue, Room 483, Hartford, CT 06106

Average number of DAS employees assigned to support the Commission – 3

Organizational structure – The Commission is comprised of eight members, appointed by all three branches of state government. As of June 30, 2010, the Commission’s eight members wee Peter J. Martin, William W. Cote, Joseph P. Quinn, Vincent Mauro Jr, Hon. William T. Cremins, Joseph Ubaldi, Michael Cronin, and Erron Smith. The two Ex-Officio members were Marshal Lisa Stevenson and Marshal Thomas Burke. As of October 2009, the Commission was consolidated into the Department of Administrative Services, but retains independent decision-making authority.

Statutory Responsibility

Pursuant to Conn. Gen. Stat. § 6-38b and other provisions in Chapter 78 of the General Statutes, the State Marshal Commission is responsible for: establishing professional standards, including training requirements and minimum fees, for the execution and service of process; the equitable assignment of service of restraining orders to state marshals in each county and for ensuring that such restraining orders are served expeditiously; for filling vacancies in the position of state marshal in any county; for investigating complaints, holding hearings and determining whether just cause exists to remove the appointment of state marshals; and for reviewing and auditing marshals’ accounts.

Public Service

The State Marshal Commission is a non-partisan commission that oversees the conduct of state marshals – independent contractors who are hired by the general public and who work with the judicial branch to serve and execute civil process, restraining orders, post-judgment remedies, and other legal orders. The Commission adopts policies to regulate the conduct of state marshals and serves as an impartial arbiter of complaints against marshals to ensure that marshals comply with all applicable laws and policies, that critical judicial orders such as restraining orders are timely served, and that marshal clients receive the service for which they have contracted in a timely and efficient fashion.

Improvements/Achievements 2009-10

In October of 2009, in order to gain greater economies of scale, the state legislature merged a number of commissions, including the State Marshal Commission, into the Department of Administrative Services. The Commission’s administrative offices were physically moved into DAS in February of 2010, completing the merger.

State Insurance and Risk Management Board

M. Alice Sherman, Chairperson

Joseph G. Lynch, Vice Chairman

Established - 1963

Statutory authority - Sec. 4a-19, 20 and 21

Central Office – 165 Capitol Avenue, Hartford, CT 06106

Average number of DAS employees assigned to the Board – 2

Recurring operating expenditures - $14,305,985.77

Organizational structure - The State Insurance and Risk Management Board consists of eleven members, appointed by the Governor, and the State Comptroller, who is an ex-officio member. As of June 30, 2010, the Board members were M. Alice Sherman (Chair); Joseph G. Lynch (Vice Chair); Robert J. Broomall; Robert B. Gyle III; Wallace J. Irish, Jr.; Pamela J. Kedderis; Marjorie F. B. Lemmon; Patrick Mahon; Seth Mahler; Edward S. Pocock III; Linda R. Savitsky; and Nancy Wyman (Ex-Officio Member). As of October 2009, the Board was consolidated into the Department of Administrative Services, but retains independent decision-making authority.

Mission

The mission of the State Insurance and Risk Management Board is to protect assets of the State of Connecticut through a comprehensive and cost-effective insurance and risk management program.

Statutory Responsibility

Pursuant to CGS Sections 4a-19 through 21, the principal duties of the Board are to determine the method by which the state shall insure itself against losses by the purchase of insurance; to obtain the broadest coverage at the most reasonable cost; to direct negotiations for the purchase of such insurance and determine the applicability of deductibles and self-insurance; to designate the Agent or Agents of Record and select companies from which the insurance coverage shall be purchased; to negotiate all elements of insurance premiums and the agent's commission and/or fee for service; to establish specifications and request bids for each insurance contract through the Agent of Record; and to develop and implement Risk Management Programs.

The Board serves as the focal point of all non-employment related risk management and insurance matters affecting the state. As such, each agency, department, commission and board and its respective employees benefit from the Board's services by minimizing the financial effect of loss to property and providing protection and service for liability claims not precluded by sovereign immunity.

Public Service

Board members are appointed by the Governor, serve as volunteers and receive no compensation for the performance of their duties. The State Comptroller serves as an ex-officio member of the Board.

The staff to the Board makes themselves readily available to all state agencies on matters relating to risk management and casualty and property insurance. The focus is to promptly respond to state agencies in an effective, timely and professional manner.

The Board continues to take steps to identify and address the state’s unique exposures. The Board has designed an insurance/risk management program to respond to its statutory responsibility and protect the assets of the state. The Board follows basic risk management principles in identifying exposures and examining and selecting techniques. Appropriate levels of insurance for a reasonable cost are currently maintained. Some of the risk management techniques that have been implemented to help reduce the overall cost of risk to the state are large loss review meetings, training sessions for state personnel, monthly property inspections and accident review committee meetings. The Board measures the effectiveness of these techniques by establishing a benchmark of past loss experience and comparing that standard to current loss experience.

Improvements/Achievements 2009-10

· Provided training sessions on insurance wording for contracts and agreements, and certificates of insurance for the University of Connecticut, Community Colleges, CSU System, DOT, DPW, DECD and Judicial.

· Worked with DPW, DOT, Community Colleges and UConn to update insurance requirements in agreements and construction contracts.

· Reviewed and processed over 4,000 Certificates of Insurance requests.

· Continued to work with DOC, DPW, DOT, SCSU, UConn Avery Point and UConn Stamford to help them improve inefficiencies in buildings in case of severe wind damage to minimize the cost of loss.

· Worked with the state’s boiler and machinery insurer to provide infra-red thermography surveys on electrical distribution and control systems at various state buildings.

· In conjunction with the state’s property carrier, participated in a training seminar for the DPW Property Managers.

Information Reported as Required by State Statute

As statutorily required, the Board continues to assess the feasibility of self-insurance (including deductibles and retentions) as a possible alternative to commercial insurance. Under the present program, these cost effective risk assumptions are maintained by incorporating retentions and deductibles in property and liability policies. Deductibles and/or self-insured retentions are used to reduce the overall cost of risk.

The property insurance program is subject to a $250,000 per occurrence deductible. This deductible is the responsibility of each state agency. This deductible allows the Board to purchase catastrophic coverage at a cost-effective rate. The insurance program provides proactive engineering services to help avoid or mitigate property damage within the deductible. This insurance program with an emphasis on self-retention and engineering has been highly successful.

The Board continues to utilize a $4,000,000 self-insured retention on the casualty program. The $4,000,000 self-insured retention is the responsibility of the Board. Claims within the self-insured retention are trended, developed and estimated with the assistance of independent actuarial projections. Claim payments have been within projected and budgeted amounts. In light of exposures and legal defenses, the casualty limits are appropriate. A proper balance of self-insurance and insurance is maintained. The casualty self-insurance/insurance program is an effective risk management tool. The Board continues to monitor and evaluate the retention level for this policy.

Gross expenditures for the fiscal year amounted to $17,922,143.45 of which $8,124,501.85 represents self-insured/deductible and third party administrative fee reimbursements in accordance with various insurance policy provisions. Reimbursements amounted to $3,616,157.68, which represents refunds including return premiums and reimbursements from departments and agencies for insurance purchased on their behalf and for which reimbursement provisions are made in the statutes or through some other means.

The Board’s evaluation of the Agent of Record reinforces the position that the services provided to the state meet and/or exceed the requirements in all areas. The Agent of Record’s income for the fiscal year was $298,333.34 and was paid in monthly installments.

Specialty Risk Services, the state’s Third Party Administrator, handles liability claims within the self-insured retention. The total amount of fees paid to Specialty Risk Services was $564,164.00.

The insurance program is subject to competitive bidding and premiums have been within reasonable parameters. Limits are set based upon historical perspective and industry standards.

The Board reports that it does business only with those insurance companies that are licensed or approved by the State of Connecticut Insurance Department.

2009/10 Insurance Expenditures

Category		Amount
Accident & Health		$ 404,808.71
Agent of Record Fee		$ 298,333.34
Aircraft/Airport		$ 257,789.29
Fire & Extended Coverage		$ 4,735,963.00
Liability & Dram Act		$ 1,899,421.50
Highway Liability		$ 2,039,196.04
Motor Vehicles		$ 3,377,868.11
Buses		$ 4,348,768.91
Watercraft		$ 87,128.24
Miscellaneous & Others		$ 163,678.31
Risk Management Expenses		$ -0-
Surety Bonds		$ 75,188.00
TOTAL GROSS EXPENDITURES		$17,922,143.45
LESS: REIMBURSEMENTS		$(3,616,157.68)
TOTAL NET EXPENDITURES		$14,305,985.77
Status and Disposition of Claims FY 2009/10
A) Pending Claims Over $100,000
Category	Claim Count		Total Outstanding
Automobile Liability	15		$10,819,858.44
General Liability	1		$53,120.81
B) New Claims Filed During F.Y. 2009/10
Category	Claim Count
Automobile Liability	613
General Liability	557
C) Settled Claims Over $100,000
Category	Claim Count		Total Paid
Automobile Liability	5		$1,245,649.52
General Liability	0		0

Office of the Claims Commissioner

James R. Smith, Commissioner

Established – 1959

Statutory authority – CGS Sec. 4-141

Central office - 999 Asylum Avenue, Suite 204, Hartford, CT 06105

Statutory Authority

The state, unlike most of its citizens, is immune from liability and from suit. Unless the legislature has granted its consent the state cannot be held liable in a legal action for any damage or injury or for the cost of any goods, services or benefits received by state officials or agencies.

Article Eleventh, Sec. 4 of the Connecticut Constitution provides that: "Claims against the state shall be resolved in such manner as may be provided by law." For certain actions, the Connecticut General Assembly (CGA) has waived the sovereign immunity of the state by statute. CGS § 13a-144 permits persons alleging injuries or losses caused by a defective highway or bridge to file suit against the Commissioner of Transportation in Superior Court. CGS § 52-556 grants permission to sue when an alleged injury results from a motor vehicle accident involving an insured state vehicle operated by a state officer or employee. CGS § 4-61 authorizes those who have entered into a highway or public works contract with the state to bring disputed claims directly to court. CGS § 17a-550 allows a person injured by a violation of the patient's bill of rights for mentally ill people to sue the state or its commissioners for damages. CGS § 19a-24, allows people to sue the commissioners of Public Health and Mental Retardation, their staffs, and certain other related entities for official acts or omissions if the damage claims exceed $7,500.

In most other cases there is no legal remedy available unless the sovereign immunity is waived by the Claims Commissioner or the General Assembly. A person claiming to be injured or damaged as a result of state action must pursue a claim through the Office of the Claims Commissioner. The legislation implementing this process is set forth in Chapter 53 of the General Statutes. Those provisions define the duties and jurisdiction of the Claims Commissioner, who is appointed by the Governor with approval of the General Assembly, and has the duty to decide when it is "just and equitable" to waive the sovereign immunity of the state.

Duties of the Claims Commissioner

The Claims Commissioner hears and considers claims made against the state and decides whether a claim is a "just claim." CGS § 4-141 defines a "just claim" as a claim which in equity and justice the state should pay, provided the state has caused damage or injury or has received a benefit.

Certain claims are "excepted" from the jurisdiction of the Claims Commissioner, including (1) Claims for the periodic payment of disability, pension, retirement or other employment benefits; (2) claims upon which suit otherwise is authorized by law including suits to recover similar relief arising from the same set of facts; (3) claims for which an administrative hearing procedure otherwise is established by law; (4) requests by political subdivisions of the state for the payment of grants in lieu of taxes, and (5) claims for the refund of taxes. CGS § 4-142. If a claim filed is "excepted" by statute the Commissioner lacks jurisdiction and the claim must be dismissed.

For claims under $5,000 the Commissioner may waive a hearing and proceed upon affidavits filed by the claimant and the state agency concerned, CGS § 4-151a. For claims in excess of $5,000 the Claims Commissioner conducts a formal hearing pursuant to CGS § 4-151.

After a hearing, if the Claims Commissioner decides that a claim is a “just claim” because the alleged damage or injury was caused by the state, or because the state received a benefit, the Commissioner may either award payment in an amount up to $7,500 (CGS § 4-158) or recommend payment in excess of $7,500 to the General Assembly (CGS § 4-159).

If requested by the claimant the Commissioner may grant authorization to sue the state in Superior Court if in the Commissioner’s opinion, the claim is just and equitable and presents an issue of law or fact under which the state, were it a private person, could be liable. CGS § 4-160. Those claims are then tried to a court (not a jury). Appeals from decisions of the Commissioner are made to the General Assembly CGS § 4-154.

The commissioner exercises jurisdiction only under the precise circumstances and in the manner particularly prescribed in the General Statutes. The parties cannot confer jurisdiction upon the commissioner by agreement, waiver or conduct. Although the State is represented, in most cases, by the Attorney General's Office, the Claims Commissioner has an independent duty to insure that only "just claims" are granted.

Office of the Claims Commissioner

Prior to 1959 claims against the state were brought to the General Assembly by submission of individual bills. Because of the substantial burden imposed by an increasing number of such bills, the General Assembly enacted House Bill No. 4003 establishing a three-person Claims Commission to hear and decide claims against the state. In 1977, a single Claims Commissioner replaced the Claims Commission.

The Office of the Claims Commissioner moved to 999 Asylum Avenue, Suite 204, Hartford, Connecticut 06105 in January 2008. In October 2009, the Office of the Claims Commissioner was merged within the Department of Administrative Services, although the Claims Commissioner retains independent judgment. The Claims Commissioner is currently supported by one full-time and one part-time DAS employee.

Summary of Claims Activity

During FY 10, the Commissioner received 380 new claims. A total of 360 claims were adjudicated or disposed of.

Of the 380 claims filed, 113 were filed by inmates. Of the 360 claims adjudicated during this year, 103 were claims which arose while the claimant was an inmate and in the custody of the Department of Correction.

Of the 360 claims adjudicated, 130 were either abandoned or withdrawn. Of the remaining 230, the Commissioner found that 55 were “just claims.” The Commissioner entered awards totaling $63,517.08 for 54 claims where the award did not exceed $7,500. One claim was referred to the General Assembly for a proposed award in excess of $7,500. Twenty-four additional claimants were granted permission to sue the state.

The Office of the Claims Commissioner has a website and is currently providing online information and assistance to the public.

Public Act No. 01-167, which was passed during the 2001 session of the General Assembly, essentially requires that claims against the state be adjudicated within two years of the date of filing, unless those time limits are waived by the claimant. The Office of the Claims Commissioner has been able to reduce the backlog to a level that insures compliance with that statute.