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

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

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

4. 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. 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 New Cabinet Structure Customer Resource Center & Centralized Technical Operations

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

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

8. 8 Key factors that will influence changes in your administrative services infrastructure zAvailability of required future skills zInternal and external customers zBudget implications/business case requirements zRedesigned processes/workflow (i.e., newly automated tasks) zTransaction volumes zDecentralized vs. centralized administrative services infrastructure zAnticipated attrition/retirement

9. 9 Questions and Answers

10. 10 Evaluation and Transition 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 Organization Structure Requirements Data Gathering and Review Administrative Order

11. 11 Organization Preparation Timeline MayJuneJulyAugSeptOctNovJanDecFebMarMayAprJuneJul 1999 1998 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 Workforce Transition Plans complete 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. Design Training for Agencies

12. 12 Questions and Answers