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.

AGENCY

MARS

CENTRAL FUNCTION

CustomerResource

Center

Agency Financial and Material Management Managers/Employees

ADVOCACY

EXPERTISE

Local SystemsAD

VO

CA

CY

•Interfaces•Field

Financial

System

Material

•Reporting•Budgeting•Agency Planning•Performance Measures

4

New directions for the Finance and Administration Cabinet

“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

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.

Integration of Material and

Financial Management

aspects of the Cabinet

Centralization of financial,

procurement, contracting

and technology activities

NewCabinet

Structure

Customer Resource Center &

Centralized Technical

Operations

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 timesMore 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 customersBudget implications/business case requirementsRedesigned processes/workflow (i.e., newly

automated tasks)Transaction volumesDecentralized vs. centralized administrative

services infrastructureAnticipated attrition/retirement

9

Questions and Answers

10

Evaluation andTransition to

To-Be

Applying the organizational design process to your agency

Workforce Transition Plan

(Job Establishment/ Reclassification/

Training)

Executive Order

Administrative Order

OUR FOCUS FOR TODAY

Skills Assessment

Analysis and Selection

OrganizationStructure

Requirements

Data Gathering and Review

Administrative Order

11

Organization Preparation Timeline

May June July Aug Sept Oct Nov JanDec Feb Mar MayApr June Jul

19991998

Course 3: Agency-specific Workforce

Transition, Job Roles and Org. Design

Training

Agency position descriptions

defined

Project Stakeholder

Analysis

Course 1:Org. Design

Training for Agencies

Project Milestone

Skill requirements and ‘to be’ positions defined F&A ‘to-be’

position descriptions

complete

WorkforceTransition

Planscomplete

Admin. Svs. Career path definition

Agency Admin. Services

Employee Lists Due

Agency “As Is”

Data Due

Agency Admin. Services PD Forms Due

Course 2:Org. DesignTraining for Agencies

12

Questions and Answers