Transcript Document

WEBINAR SERIES
“Transforming your
agency: Structuring
your organization”
Shawn Vaughn,
NASCA Association Director
859.514.9156
[email protected]
www.NASCA.org
Welcome
Shawn Vaughn, NASCA Association Director
Introductions
Moderator: Sherrie Southern, Director, Public
Sector Solutions, Oracle
“What it takes to be a successful State
Chief Administrator”
NASCA partnered
with Fels in 2012 to
identify 15 state chief
administrators who
were recognized by
their peers as
innovative leaders
and demonstrated
success with major
initiatives.
The report features the different states of leadership
skills; early stage, mid stage and late stage.
Early stage:
• Assemble a strong core team
• Build strategic relationships
• Motivate/engage employees through recognition and respect
Mid stage:
• Manage your time proactively
• Innovate in policy development
Late stage:
• Communicate the right message to the right people at the right time
• Foster a customer service orientation
• Negotiate from a stakeholder’s perspective
PANELISTS
Kimberly Hood, Executive Director
Utah Department of Administrative Services
Jessica Robertson, Commissioner
Indiana Department of Administration
Sid Johnson, Commissioner
Georgia Department of Administrative Services
Kimberly Hood, Executive Director,
Department of Administrative Services
How Can You Structure Your
Organization?
Kimberly K. Hood
Utah Department of
Administrative Services
Department of
Administrative
Services
Administrative
Rules
Archives & Records
Service
Facilities
Construction &
Management
Human Resources
State Building
Board
Information
Technology
State Building
Ownership
Authority
Finance
Fleet Operations
Purchasing &
General Services
Historical Records
Advisory Board
Consolidated
Budget &
Accounting
Procurement Policy
Board
State Records
Committee
Office of State Debt
Collection
Procurement
Appeals Board
Utah Navajo
Royalties Holding
Fund
Purchasing from
Persons with
Disabilities
Advisory Board
Risk Management
Child Welfare
Parental Defense
Program
Values
Mission
To deliver
products and
services of the
highest quality
and best value
Vision
To be the trusted
provider of
goods, services
and innovative
solutions
•
•
•
•
•
•
Integrity
Transparency
Accountability
Reliability
Flexibility
Collaboration
Improve the efficiency and
effectiveness of operations
Develop a quality, high performing
workforce
Improve customer relations and
communications
Institutionalize cyber-security and
emergency preparedness
Enterprise Risk
Management
Shared Services
4
Structures
SUCCESS
DAS
University
Enterprise Risk Management Scorecard
R2
R14
Impact
R1
3
R15
R5
R4
R15
Likelihood
R1
R3
R4
THREATS
OPPORTUNITIES

Low Employee Morale

Employee Centered Programs

Inefficient silo processes

Shared Services Operations Model

Poor Communication

Security Audit

Financial data breach

Emergency Evacuation Plans

Natural disaster

Service Level Agreement

Insufficient understanding of
customer needs

Transparent Cost

Product Catalog and price list

Low value reputation
Service
Management
Continuous
Improvement
Customer
Relations
Shared Services
Operations
Model
Enabling
Technology
Performance
Management
Process
Standardization
Governance
Model
SHARED SERVICES
●●
QUALITY
Service Level Agreement
Price List
Catalog of Services
Customer Communication
CONSOLIDATION
FeedbackCommitment
Loop
Performance
Data Analysis
Employee
Performance
Commitment (UPM)
●
●
●
●●
●
●
●
DECENTRALIZED
●
OUTPUT/EFFICIENCY
Counties
$212M usage
(voluntary use)
Cities
$188M usage
(voluntary use)
State Agencies
$575M usage
(required use)
State Purchasing
750 Cooperative
Contracts
$1.6B Total Usage
School Districts
$389M usage
(voluntary use)
Higher Education
$262M usage
(voluntary use)
Service Districts
$28M usage
(voluntary use)
Finance
Consolidated
Budget &
Accounting
Source of
truth
• Accounting
Operations
• Post Audit
• Office of State
Debt Collection
• FINDER
Data
Warehouse
(Cognos/Sybase)
• Used by all
branches
• Statewide
Policy
• Payroll
• Central ESS
• Financial
Reporting
• CAFR
• Loans
• Chart of
Accounts
Payroll
(SAP)
• Financial
Information
Systems
• FINET
•Data
Warehouse
• Payment
tracking
Shared Service Center
Automated Payables
• Finance: host
• CBA: operate
Facilities Construction
• Serve DAS and all
otherService
agencies
Internal
Fund
Management
• Start with a regional
model
Budget/Accounting
Budget/Accounting
• Build trust
• Migrate to a centralized center if
best
2 Accounting
Technicians
5 Finance Managers
Budget/Accounting
Transaction Center
5-6 Accounting
Technicians
7.66%
(2015)
 Re-engineered
process
• Target high-dollar
garnishments
• Ensure attorneys are
doing attorney’s work
 Returned
$500,000 to
General Fund
1.98%
(2014)
employees
80
Clerical
40
4% 8%
6035
# of employees
476
EEO
Years
Jobof
Categories
service (core
(core
# of Employees
Eligible
to Retire
65.3%
34.7%
employees)
30
18%
25
40
11%
Paraprofessional
75
20
5%
15
20
10
20
5
00
Officials & Administrators
15%
Current
2015
0
5
10
14
9
2017
152016
20
25
30
Years
Professionals
16
17
2018
35
201945
40
Service Maintenance
Skilled Craft
39%
65.3%
Years of service (core employees)
34.7%
Technician
# of Employees Eligible to Retire
40
EEO Job Categories (core
employees)
80
35
30
60
25
20
40
15
10
20
5
0
0
5
10
15
20
25
30
35
40
45
0
Current
2015
2016
2017
2018
2019
220
# of employees
employees
Age
Highest
andLevel
Generation
of Education
(core
employees)
Attained
18
16
14
12
10
8
6
4
2
0
High school graduate or
Koreanequivalent
Technical school
48 16
• Afrikaans
3% 11% •
• Arabic19%
• Laotian
6%
Some college
• ASL
• Norwegian
• French
• Portuguese
Associate degree
• German
• 18%
Slavic
• Greek
• SpanishBachelor degree
languages
•employees
Italian
• Swedish
Master degree
• Japanese
• 54Tagalog
19
24
29 35%
34
39
44
498%
59
64
69
Age
Millenials/ Generation Y
Age and Generation (core employees)
Highest Level of Education
Attained
18
16
14
12
10
8
6
4
2
0
19
24
29
34
39
44
49
54
59
64
69
Generation X
Doctorate
Baby Boomers
 Change
the Brain
 Cyber Security
 De-Stress at Your Desk
 Advanced Excel
 Mobile Device Policy
 Employee
Performance
Plan
 Tuition Reimbursement
 Professional
Certifications
 National Associations
 Awards and
Recognitions
Wage Range Quartile Distribution
Employee Count
140
117
120
102
100
80
81
65
60
40
22
20
0
1
2
3
Quartile
4
5
Service
Management
Continuous
Improvement
Customer
Relations
Dynamic
Comprehensive
Objective
Enabling
Technology
Performance
Management
Transparent
Process
Standardization
Governance
Model
Kim Hood
[email protected]
(801) 538-3010
Jessica Robertson, Commissioner
Indiana Department of Administration
Transforming Your Agency:
Structuring Your Organization
Commissioner Jessica Robertson
Indiana Department of Administration
My Primary Role
as Commissioner for the Department of Administration
• Appointed in May 2013
• Serve in the Governor’s Cabinet
• Manage the Operational functions of state
government
• Strategize and implement continuous improvements
IDOA Organizational Chart
Changes to IDOA
• Status of Agency
– Well organized with no critical issues
– Intentionally chose to wait at least 3 months before making
changes
• People
– Open dialogue with each team member about expectations
– Welcomed feedback on agency improvements
– Made staff changes after assessment
• Agency Improvements
– After initial assessment, focused on the following issues:
• RFP Scoring Model
• Design /Implementation of Veteran’s Preference
• Design/Implementation of two ERP modules (electronic contracting,
p-card module)
• Improved management of State’s fleet
Working with the Governor
• Meet with Governor about once per month
– Frequent interactions with Governor’s Key Leadership
(Chief of Staff, OMB Director)
• Interact most frequently with other Cabinet
Members
– Key relationships
Challenges of the Job
• Maintaining Bandwidth for Strategic Planning
• Retaining talent
Major Projects
• Identify a third party to manage the State’s parking
operations
• Assess the procurement and contracting function across
the enterprise to ensure alignment with new technology
• Implement telematics in the State’s fleet
• Analyze the use of State-owned real estate
• Develop strategy for leased real estate
• Deliver Bicentennial Capital projects
Thank You
[email protected]
Sid Johnson, Commissioner
Georgia Department of Administrative Services
State of Georgia
Structure of “Administrative Support” Services
Governor &
Chief of
Staff
• Dispersed Responsibilities
• COO/CFO Reporting Structure
• Funding Model – “Other” Funds
• Center-led, Decentralized Responsibility
Chief
Operating
Officer
Georgia
Technology
Authority
State
Property
Officer
• Capitol Hill
Complex
• Leases
• Real Property
• Construction
•
•
•
•
Chief
Financial
Officer
Department
of
Administrative
•
IT Strategy
IT Specifications •
IT Infrastructure •
IT Project Review •
•
Services
Procurement
Human Resources
Risk Management
Fleet Management
Surplus Property
State
Accounting
Office
Gov’s
Office of
Planning &
Budget
• Accounting
• CAFR
• PeopleSoft
System
• Budget
• Planning
• Policy
(Fleet,
Accounting)
Commissioner’s Role
Maximizing Your Impact
• Knowing your Agenda
Constituencies
• Building Relationships
Customers
Employees
• Building Your Team
• When to Get Involved Personally
• Your Politics vs. the Governor’s Politics
• Leading Beyond the Boundaries
Executive/Leadership Team
POLITICAL
TECHNICAL
• Legislative – “all
politics is local”
• Other Constituencies
• Cues for decision
making, priorities,
rhetoric, interests
• Sources of revenue,
authority, support,
legitimacy
• Functional Policy
• Processes,
Systems
• Quality Products
• Delivery of Value
to agencies and
other customers
ORGANIZATION
AL
• Mgt & Leadership
• Agency Policies
• Talent
Management &
Development
• Engagement
Georgia Department of Administrative Services
Agency Organizational Structure
Commissioner
General
Counsel
Director
Agency HR
Deputy
Commissioner
Procurement
• Strategic
Sourcing
• Policy,
Training,
Compliance
• Card Programs
Deputy
Commissioner
Enterprise HR
Deputy
Commissioner
Operations
• Fleet Management
• Policy & Compliance
• Risk Management
• HR Enterprise Services
• Compensation & Benefits • Surplus Property
• Fiscal Services
• Info Technology
• Communications
• Legal Services
• Media/Legislative
Our Challenges
Post Transformation
Stakeholders
• Political Relationships
Customers
Employees
• Customer Orientation
• Data/Decision Support
HR Integration
Executive/Leadership Team
• Consensus Vision
• Operational Partnerships
POLITICAL
• Organizational Issues
•
•
•
•
New Governor
•
Hostile Legislature
•
Hostile Business Comm •
Hostile Agencies/Univ. •
TECHNICAL
Burdensome Regulation
Disconnected Products
Slow Cycle Times
Policy Vision
ORGANIZATION
AL
•
•
•
•
Talented & Engaged
Internally Focused
Process Focused
Political Perspective
Thank you
Sid Johnson
[email protected]
Q&A
SURVEY