Vision for Restructuring

7/30/2019 Vision for Restructuring

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Visionfor

Restructuring

Pacific Child and Family Associates


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Vision for Restructuring

Communicate organizational strategy

Initialize re-organization of human and otherresources

Identify needs for creating a more efficientorganization

Create time-line for implementation of re-organization


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General Administrative

Support

Director of

AdministrativeServices

Director of

Clinical Services

Board ofDirectors

Clinical Director- East Bay

Clinical Director- Redwood

Clinical Director- OrangeCounty

Clinical Director- San Mateo

Supervisors SupervisorsSupervisorsSupervisors

Questions and Inquiries

Current Organizational Structure

Organizational Chart


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Current Structure & Environment

Many positions, roles anddepartments undefined

Current structure discouragescommunication

Support services groupedloosely into one department

without attention tospecialization

Policies and procedurescannot develop withoutdefined roles

Clinical services perceivesminimal or inadequatesupport from administrativedepartments

Financial waste as a result ofstructural ambiguity

Management and non-management anxiety

regarding

Significant growth is difficultto sustain


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Philosophy for Reorganization

Typical BusinessModel

Strategy Processes

People

Culture


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Philosophy for Reorganization

Adopted Model

for

Business Success

Culture

People

Process andSystem

Strategy


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Information Gathering

Interviews focusing on culture and people

Identifying strengths and weaknesses of the currentsystem within the culture

Conceptualizing corporate strategy and how it currentlyeffects corporate culture and people

Acquiring human and other resources where necessary

Crafting a structured/efficient corporate environmentthat is more aligned with our corporate culture andpeople


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New

Organizational

Structure


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Core Management Organization

Board of Directors

Director of Operations Clinical Director


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Core Management

Encourage more communication betweendirectors

Better understanding of all facets of

departments for the creation of strongerstandards and policies

Create goals and action-items with concrete

deliverables and deadlines for all departments Responsibility to each other for the further

growth and success of the company


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Operations Organizational Chart

AccountingClinical

Support

GeneralAdministrative

Support

Directorof

Operations

Human

Resources

Billing

Services


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Director of Operations

Responsible for the general operational health of the firmincluding but not limited to financial and operational

Creating, changing or altering policies that further strengthen thehealth of the company and its corporate culture

Foster and establish a strong relationship with the ClinicalDirector to ensure corporate growth within our unique corporateculture

Ensures that communication between all departments flowsfreely

Researches, secures and implements projects that seek toencourage growth


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Accounting

Oversees all corporate accounting

Sources all financial reports as requested

Conducts AP/AR and payroll Maintains excellent communication with Core

Management

Works in conjunction with all facets ofOperations (particularly Billing and HR)


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Billing Services

Performs all billing tasks for company as per mastercontracts received

Department will select a manager who will be the pointperson for all billing protocols and policies

Available to answer questions and work in conjunctionwith Clinical Support Services and therapists whenneeded

Provide necessary reports to Accounting and Core

Management as requested Ensure that Operations is aware of deadlines and

changes that may occur as needed


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Clinical Support

Managed primarily by Clinical Director (Core Management) Scheduling Primary corporate support for Clinical Directors, Managers and entry-level

therapists Maintain status of clinical staff credentials

Track supplemental educational and various resources available to clinicalstaff Perform intake for Clinical Director Plan and organize training of clinical staff as per requirements set by Clinical

Director Work in close conjunction with Human Resources for recruitment of quality

clinical staff as needed Work closely with Operations to ensure policies and procedures are crafted

and effectively communicated


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Clinical Support Organizational

Chart

SchedulingClinical Support

Services

Clinical Support

Director ofOperations

Clinical Director

Human

Resources


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Human Resources

Single contact for all departmental questions issues and policiesrelating to staff

Consolidation of all human resource duties currently dispersedamong current staff (entry of new hires, performs backgroundchecks, maintains and updates employee files)

Works closely with Core Management to ensure development ofpolicies crafted and implemented in alignment with corporate

vision and goals Employee benefit point of contact

Ensures that employee documentation is standardized andeffectively distributed Acts as the EEOC and other various regulatory agent for the

firm


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General Administrative Support

Reception

Light correspondence

Performs some scheduling where required Performs job duties where needed and requested

by other departments

Cross-trains multiple skill providing redundancyfor non-confidential duties


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Operations Policy Goals

and Changes Elimination of punch-clock and

reinstitute time sheet submissions

Annual reviews

Performance-based pay increases;less emphasis on automatic annual

increases Elimination of rubber-stamp

approvals on documents thatrequire management approval

Proper paperwork required for all

staff changes, expenses and salaryincreases

Increase responsibility of all staff;encourage management training

Standardize policies for alloperations and communicatechanges effectively

Increase the frequency ofindividual departmental meetings

(Billing Services, HR, Accounting)with Core Management outlayinggoals with scheduled deliverables

Salary option offered to certainhourly staff (criteria TBD)

Paid training for any job-relatedskill required

Clearly defined working schedules

Space/Office re-assignments


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Cultural and Morale

Friday luncheons

Happy Hour 4th Friday of the Month

Corporate Holiday Parties

Vision and Leadership retreats

Corporate SportsAmusement Park Visits

Pro Sports Events


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Organizational Chart

ClinicalDirector - East

Bay

Clinical Director- San Mateo

AccountingHuman

Resources

Director ofOperations

ClinicalDirector

Board of

Directors

Billing

Services

ClinicalDirector -

Fresno

Clinical Director- Redwood

ClinicalDirector -

Orange County

GeneralAdministrative

Support

Administrative

Assistant

Supervisors Supervisors Supervisors Supervisors Supervisors

SchedulingClinical Support

Services

Clinical

Support

CorporateReception andAdministrative

Support

AdministrativeAssistant

Administrative

Assistant


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Open Items for Discussion

Timesheets, PTO andemployee reporting

Documentation

New accounting policiesand procedures

New Human Resource

policies and procedures

Authorizationprocedures

Technology

Hiring procedures

Notification process

Remote office locationmanagement

Vision for Restructuring

Documents

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