Module 1.2: The Future Simplified Administrative Services Model

1. Module 1.2: The Future Simplified Administrative Services Model Creating the Framework for Reorganization

2. Key Points • Provide an overview of the vision for the future administrative services model • Provide an overview of the timeline

3. Changing conditions require us to change the way we do business. CENTRAL FUNCTION AGENCY Customer Resource Center Local Systems • Interfaces • Field ADVOCACY Financial Agency Financial and Material Management ADVOCACY EXPERTISE Material Managers/Employees System • Reporting • Budgeting • Agency Planning • Performance Measures MARS

4. “Transform” the way we work -- Focus on service, authority and accountability closer to the customer Provide easily accessible opportunities for employee involvement, from both inside and outside the Cabinet Provide tools and guidelines for product and vendor performance measures and provide a format for sharing that information across agencies Think strategically – invest in planning for optimum performance and purchasing power Reduce turn-around times for approving, processing,paying, and receiving while maintaining all appropriate and reasonable controls New directions for the Finance and Administration Cabinet Finance and Administration Cabinet

5. New directions for the Finance and Administration Cabinet As part of our new direction, we are transforming the Cabinet’s structure to support changes in the way we work and to provide agency support. Centralization of financial, procurement, contracting and technology activities Integration of Material and Financial Management aspects of the Cabinet Customer Resource Center & Centralized Technical Operations New Cabinet Structure

6. The benefits of the new directions for your agencies include... • Better decision support and enhanced reporting tools • More support and autonomy given to individuals and agencies • Significantly decreased processing times • More efficient interaction among interrelated processes

7. How work will be transformed: • Strong involvement by employees who, along with their managers, may be uncomfortable with ongoing change in organizations and jobs. • Increased demand to do more with less due to budgetary concerns • Employees will do more difficult and complex work, often with new and sophisticated technologies

8. Key factors that will influence changes in your administrative services infrastructure • Availability of required future skills • Internal and external customers • Budget implications/business case requirements • Redesigned processes/workflow (i.e., newly automated tasks) • Transaction volumes • Decentralized vs. centralized administrative services infrastructure • Anticipated attrition/retirement

9. Questions and Answers

10. Applying the organizational design process to your agency Administrative Order Executive Order Administrative Order Workforce Transition Plan (Job Establishment/ Reclassification/ Training) Data Gathering and Review Organization Structure Requirements Skills Assessment Analysis and Selection Evaluation and Transition to To-Be OUR FOCUS FOR TODAY

11. Organization Preparation Timeline 1998 1999 May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June Jul Skill requirements and ‘to be’ positions defined Workforce Transition Plans complete F&A ‘to-be’ position descriptions complete Course 3: Agency-specific Workforce Transition, Job Roles and Org. Design Training Course 1: Org. Design Training for Agencies Course 2: Org. Design Training for Agencies Project Stakeholder Analysis Admin. Svs. Career path definition Agency Admin. Services Employee Lists Due Agency “As Is” Data Due Agency Admin. Services PD Forms Due Agency position descriptions defined Project Milestone

12. Questions and Answers