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Module 3.0 Restructuring Your Agency’s Administrative Services Organization PowerPoint PPT Presentation


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Module 3.0 Restructuring Your Agency’s Administrative Services Organization. The objective of this module is to . Introduce concepts and tools that can assist with designing an effective structure for administrative services regardless of the size of your agency

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Module 3.0 Restructuring Your Agency’s Administrative Services Organization

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Module 3 0 restructuring your agency s administrative services organization l.jpg

Module 3.0Restructuring Your Agency’s Administrative Services Organization

1


The objective of this module is to l.jpg

The objective of this module is to ...

  • Introduce concepts and tools that can assist with designing an effective structure for administrative services regardless of the size of your agency

  • Provide agencies with information to understand strengths and weaknesses of different structures for Simplified Administrative Services

  • Discuss the timeline and transition issues related with changing the structure

2


Our agenda for the day l.jpg

Our Agenda for the day….

8:30 Overview

8:45Assessing your current organization’s infrastructure

9:15Developing your “to-be” infrastructure

10:15Break

10:30Implementing your new Administrative Services infrastructure

11:00Lessons Learned and Next Steps

3


Slide4 l.jpg

OVERVIEW

4


Slide5 l.jpg

We are now at the agency Organizational Infrastructure process for Simplified Administrative Services

  • Conceptual Design Framework

  • Develop organization vision themes

  • to support overall vision

  • Define key relationships between processes

  • Identify areas for integration

  • Redesign Processes

  • Identify target process areas

  • Define processes and organizational

  • responsibility

  • Identify initial skills needed

  • Directional Design

  • Align processes with current org. activities

  • Identify leadership responsibilities

  • Identify organization attributes

  • Assess alternative organization models

  • Select model and develop high-level

  • organization chart for central

  • admin services operations

We are here

  • Detailed Organizational Design

  • Finance and Administration

  • Develop job design, management, and

  • accountability structures

  • Develop competency requirements

  • Map employees to roles

  • Develop next layer of org. chart

  • Organizational Infrastructure

  • for Agencies’ Administrative Services

  • Processes

  • Share with agency organizational teams

  • Identify organization attributes

  • Assess alternative organization models

  • Select model and develop high-level

  • organization chart

  • Process Refinement

  • Align processes with system vendor

  • Detail redesigns to organizational and human resource levels

  • Integrate overlapping processes

5


Specifically for the agencies we will l.jpg

Specifically for the agencies we will...

We are here

  • Organizational Infrastructure

  • for Agencies’ Administrative Services

  • Processes

  • Share with agency organizational teams

  • Identify organization design criteria

  • Assess alternative organization choices

  • Propose models and help develop

  • high-level organization charts

  • and plans

6


As part of our preparation for today we met with many of you regarding your current structures l.jpg

As part of our preparation for today, we met with many of you regarding your current structures

  • We asked specific questions related to your structure, approval path, and processes for doing material and financial management activities

  • We developed model as-is structures to identify common strengths and weaknesses of the structures across the Commonwealth

7


However organizational infrastructure is comprised of a number of building blocks l.jpg

However, organizational infrastructure is comprised of a number of building blocks

Structure alone will not support the success you need...

Organization

Structure

Leadership

Rewards/

Incentives

Staff

Development

Recruitment/

Deployment

8


Slide9 l.jpg

Today, we will discuss the important factors related to these characteristics of organizational design

  • How involved does leadership need to be?

  • What are potential hazards of changing the structure?

  • Where are the critical points for decision making?

9


Today s session will be supported by a number of tools templates and examples l.jpg

Today’s session will be supported by a number of tools, templates, and examples

  • Hard copies of tools and templates are located in your handouts

  • Each participant will receive an electronic folder with the tools and templates

  • They will be sent to your email address on Monday and Tuesday of next week

  • Examples are imbedded within today’s module. Primary example will be the Finance and Administration Cabinet and organizations within

10


Tools that you will receive l.jpg

Tools that you will receive:

File NameDescription

asis_assess.doc

handouts.doc

orgdoc_out.doc

How to assess your organizational infrastructure

A case example of the Finance and Administration Cabinet that includes a number of templates and documents that you can modify to meet your agency’s needs

Outline for creating an integrated organizational briefing document to support desired organizational changes

11


To improve your agency s administrative services approach ask the following questions l.jpg

To improve your agency’s Administrative Services approach, ask the following questions:

  • Does your agency lack a clearly defined set of vision and design criteria for your administrative services organization?

  • Does your agency currently have a Central data entry organization

  • that enters data from field or program areas?

  • Does your agency have more than three approval paths?

  • Does your agency currently store copies of forms, invoices and bills

  • in more than one location for your agency’s transactions?

  • Does your agency have redundant activities occurring in your

  • administrative services area (e.g. duplicative data entry)?

  • Does your agency receive complaints regarding the amount of time it takes to process documents, receive payments, get things approved?

  • Does your agency strive to be recognized as having “Best Practices”

12


If the answer was yes to one or more questions consider the following process l.jpg

If the answer was YES to ONE or more questions, consider the following process:

  • Assess current organizational processes & characteristics

  • Create design criteria

  • Create to-be organizational processes & characteristics

  • Develop a new organizational infrastructure

  • IMPLEMENT!

13


Slide14 l.jpg

Assessing Your Current Organization's

Infrastructure

14


Assessing your agency s current organizational infrastructure requires l.jpg

Assessing your agency’s current organizational infrastructure requires:

STEP 1

  • Understanding the current administrative services activities that employees in your agency do

  • A current organizational structure diagram with an understanding of reporting relationships and approvals

  • Evaluating your administrative services organizations’ current approach to other Organizational Characteristics

    • Description

    • Strengths and weaknesses

STEP 2

STEP 3

15


The first two steps are complete l.jpg

STEP 1

The first two steps are complete...

STEP 2

  • In the fall of last year, many of you completed the as-is analysis. This data provides a good baseline for beginning the assessment process

  • In January and February, a number of you worked with us to define as-is organizational structures

16


Our initial analysis of current structures and approval approaches identified several findings l.jpg

Organization

Structure

Our initial analysis of current structures and approval approaches identified several findings….

STEP 2

  • Size of agency was not a key determining factor for structure or number of approvals

  • Differences in centralized and decentralized structures were fairly significant

  • Agencies that had the same structure on paper, did not necessarily identify the same strengths and weaknesses

  • As-is models are located in Appendix A by size of agency

17


Small agency models l.jpg

Organization

Structure

Small Agency Models

STEP 2

  • Small Agencies included:

    • Agriculture

    • Economic Development

    • Military Affairs

    • Arts & Humanities

  • Small Agencies generally had 2 models:

    • Centralized

    • Decentralized

18


Medium agency models l.jpg

Medium agencies included:

Natural Resources and Environmental Protection Cabinet

Public Protection and Regulation Cabinet

Medium sized agencies generally had 3 models:

Central approval and processing

Central approval

Decentralized

Organization

Structure

Medium Agency Models

STEP 2

19


Large agency models l.jpg

Large agencies included:

Cabinet for Families and Children

Transportation

Workforce Development

Cabinet for Health Services

Justice Cabinet

Finance and Administration Cabinet

Large agencies generally had 3 models:

Central approval and processing

Central approval

Decentralized

Organization

Structure

STEP 2

Large Agency Models

20


Sample of financial management centralized functional l.jpg

Organization

Structure

STEP 2

Sample of Financial Management (Centralized/functional)

Finance

& Administration

Cabinet

Agency

Department

Department

Department

Department

or Office

or Office

or Office

or Office

Approval

3 & 5

Approval

2

Division

Division

Division

Branch

Approval

1

Administrative

Branch

Origin of

Transaction

Approval

4

Financial

Branch

21


Assessing the organizational infrastructure l.jpg

Assessing the Organizational Infrastructure

STEP 3

  • How do leadership actions support the development and direction setting for Administrative Services?

  • How are they promoted and used? Is there an opportunity to use them better? Develop new ones?

  • How is training viewed and communicated? Are staff proactive in identifying appropriate training? Are staff encouraged to develop a career plan? Is performance measured and managed effectively?

  • How does your agency address recruitment and deployment of employees? Do you have a career path?

Leadership

Rewards/

Incentives

Staff

Development

Recruitment/

Deployment

22


Beginning the assessment process l.jpg

Beginning the assessment process

STEP 3

  • Use the assessment in your handouts

  • Work with your agency team members to review and begin the assessment

  • We will reconvene in ten minutes to discuss

23


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Administrative Services

for the Future

24


This section will address how to l.jpg

This section will address how to...

STEP 1

Create agency-specific organizational design criteria and performance objectives

Identify influences and constraints

Conduct preliminary analysis

Create to-be organizational characteristics

Determine new model structures

Develop a briefing document for the new organization

STEP 2

STEP 3

STEP 4

STEP 5

STEP 6

25


Create design criteria and performance objectives l.jpg

Create design criteria and performance objectives

STEP 1

  • Design criteria define what the new organization should ideally be able to provide.

  • Design criteria may conflict with one another

  • Performance objectives define what high level outcomes you want to achieve as an organization and will help drive the design.

Example

26


Identify influences and constraints l.jpg

Identify influences and constraints

STEP 2

  • This step is the reality check and identifier of potential roadblocks

  • Important to complete after establishing the design criteria and performance objectives

  • Examples of influences and constraints include:

Geographic

Dispersion

Employee

Skills

Legislation/

Statutes

Readiness for

Change

Political

Influences

27


Beginning the process l.jpg

Beginning the process

STEP 2

  • With your agency team members, draft some design criteria and performance objectives

  • Draft some influences and constraints

  • In ten minutes we will reconvene

28


Conduct preliminary analyses prioritize and assess gaps l.jpg

Conduct Preliminary Analyses:prioritize and assess gaps

STEP 3

  • With leadership, identify which criteria and objectives are a priority. Use a rating scale of 1-5 with 1 being a priority

  • Assess the current priority of that criteria within the organization today

Design Criteria Priority Future Priority Today Gap

Improve

processing times 1 3 2

Reduce duplicative 2 5 3

activities

29


Conduct preliminary analyses assess the effort to change and associated costs l.jpg

Conduct Preliminary Analyses: assess the effort to change and associated costs

STEP 3

  • The gap analysis and the influences and constraints provide the data to assess the effort it will take to change

  • Associated costs relate to areas where there may be funding or staffing required

Design Criteria Effort to Change Costs Issues

Associated

Improve Hardware Kentucky

Processing Times Medium Derby set-up

Reconfigured may change

Office Space timing

Reduce duplicative High Training Old activities

efforts continue until

12/99

30


Develop to be organizational characteristics l.jpg

Develop to-be organizational characteristics

STEP 4

Organization

Structure

Leadership

Rewards/

Incentives

Staff

Development

Recruitment/

Deployment

31


Develop criteria and leadership skill and competency needs l.jpg

Leadership

STEP 4

Develop criteria and leadership skill and competency needs

  • Public sector environment makes this an important activity

  • Guides executive leadership in making political decisions

  • Create leadership action plans that detail necessary communications and actions

32


Identify and define the rewards and incentives that you can use l.jpg

Rewards/

Incentives

STEP 4

Identify and define the rewards and incentives that you can use

  • Existing statutes and resource constraints somewhat limit ability to provide rewards and incentives

  • With leadership support there are still many opportunities to recognize employees

  • Well-defined performance measures will make assessment of who deserves rewards and recognition easier and fair

  • Well-defined career path can also contribute

33


Create staff development needs for the new organization l.jpg

Staff

Development

STEP 4

Create staff development needs for the new organization

  • What skills or competencies will be needed? Do they need to become part of class specifications requirements?

  • Define agency approach to training in administrative services area and required trainings

  • Develop guidelines for management and staff

  • Promote development of “career plan” that includes training plans and significant career milestones

  • Define performance measures (e.g., reduce documentation preparation and approval time by one-third).

34


Define future approach to recruiting and deploying new employees l.jpg

Recruitment/

Deployment

STEP 4

Define future approach to recruiting and deploying new employees

  • Create list for future administrative services recruitment needs

  • Create agency specific selection guidelines that may include knowledge, skills, and abilities requirements

  • Develop a career path using existing class specifications and new class specifications provided by the Finance and Administration & Personnel Cabinets

35


Determine key organization model components l.jpg

Organization

Structure

Determine key organization model components

STEP 5

  • Use the design criteria, performance objectives, and list of influences and constraints

  • Review the common organizational design models

  • Assess criteria using Fit Model

  • Blank Fit Model is in your handouts and will be in the folder sent to you next week

36


There are some common organizational models that can help l.jpg

Organization

Structure

There are some common organizational models that can help

STEP 5

Customer

Process-

Centered

Functional

Hybrid

Service

Geographic

37


Example of organizational fit charting l.jpg

Organization

Structure

Example of Organizational Fit Charting

STEP 5

Geographic

Design Criteria

Process

Customer

Service

Functional

Enhances Responsiveness

Encourages Innovation

Provides Streamlined Structure and Processes

Provides Flexibility to accommodate environmental change

Focuses on core competencies

Improves Cost efficiency/effectiveness of service

Enhances work environment

High

Medium

Low

38


Develop organization alternatives create and select models that will work for your agencies l.jpg

Organization

Structure

STEP 5

Develop Organization Alternatives -- Create and select models that will work for your agencies

Process-Centered

Hybrid

Customer Focused

Hybrid

Agency

Head

Agency Head

Functional

COEs

Func 1

Func 2

Func 3

Func 4

Func 5

Customer

Owner 1

Customer

Owner 2

Customer

Owner 3

Process Owner 1

End to end process

Process Owner 2

End to end process

Function

Owner 1

Function

Owner 2

Function

Owner 3

Process Owner 3

End to end process

Centers of Expertise

Agency Head

Geographic Focused

Hybrid

Geography

Owner 2

Geography

Owner 3

Geography

Owner 1

Function

Owner 1

Function

Owner 2

Function

Owner 3

39


To be models to consider l.jpg

Organization

Structure

To-be models to consider

STEP 5

  • Models address the structure only

  • Two agencies could have the same structure, but not be equally effective or efficient due to differences in their other processes & characteristics

  • Goal is to reduce the number of approvals and the redundant activities

40


Create your model organization l.jpg

Organization

Structure

Create your model organization

STEP 5

  • Using the organizational fit model, the design criteria, and the sample models, develop a directional design for your administrative services organization

  • Hybrids of different types of models are common

  • Models need to support the business processes

  • Don’t need to get into the specific details of the design yet

41


Then apply to your agency to be model centralized and geographic primary functionalsecondary l.jpg

Organization

Structure

STEP 5

Then apply to your agency To-Be Model “Centralized” and Geographic Primary/FunctionalSecondary

Finance

& Administration

Cabinet

Agency

Department

Department

Department

Department

or Office

or Office

or Office

or Office

Approval

3

Approval

2

Division/Region

Division

Division

Branch

Administrative

Branch

Approval

1

Origin of

Transaction

Financial

Branch

42


Begin to define the new structure l.jpg

Organization

Structure

STEP 5

Begin to define the new structure

  • Each component of the new structure should have a purpose statement and a defined activities set

  • Policies and procedures for the new structure will need to be developed

  • Cross walk roles from the to-be roles for Administrative Services to the structure

  • Reassess associated costs to change…the new structure may have introduced new needs

43


Develop a briefing document for the new organization l.jpg

STEP 6

Develop a briefing document for the new organization

  • Becomes a roadmap for leadership and employees

  • Outline provided in handouts and in the documents we will provide to you

  • Clarifies and integrates all of the Organizational Infrastructure Processes and Characteristics

  • Creates the justification and need for change

44


Slide45 l.jpg

IMPLEMENT

45


Key implementation factors your agency should consider l.jpg

Key implementation factors your agency should consider

  • Communications

  • Workforce Transition

  • Training Needs

  • Organizational Readiness

  • Number of Affected People

  • Degree of Impact

  • Geographic Dispersion

  • Timing

  • Executive Leadership Support

46


Timing of implementing the structural changes can be as critical as the structure itself l.jpg

Timing of implementing the structural changes can be as critical as the structure itself...

  • Freeze on Executive Orders and Administrative Orders that will affect Chart of Accounts through August of 1999

  • Capacity to change and achieve desired benefits given limited resources

  • Uncertainty about the exact impact the system will have on an agency’s operations.

47


Create an implementation plan that addresses each of these factors l.jpg

Create an implementation plan that addresses each of these factors

Implementation Plan

Factor:

Agency approach:

Timing:

Assigned responsibility:

Status:

48


Ensure the effectiveness of the implementation l.jpg

Ensure the effectiveness of the implementation

  • Measuring the agency’s ability to meet the design criteria and performance objectives after implementation is critical

  • Continuous improvement should become a part of the agency’s culture (maybe made formally)

  • True effectiveness will take time. Make sure to measure and acknowledge the small successes.

49


Questions l.jpg

Questions????

50


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Thank You!!!

51


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