presentation to international knowledge management...

Presentation to International Knowledge Management Forum on Bureaucracy Reform

November 2011

Draft

Agenda

CMC Activities in SPAN 2

Overview of SPAN 1

November 2011 2 SPAN-CMC UKP4 Presentation

3 Communication and Training Strategy

Draft

Overview of SPAN 1


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Overview of SPAN

The Birth of SPAN:

November 2011 Slide 4 SPAN-CMC UKP4 Presentation

Gov’t Financial Mgt Reforms

GFMRAP (Gov’t Financial Mgt &

Rev Admin Project)

PFM (Public Financial

Management)

Budget and treasury

modernization

• Strengthening policy capacity

• Strengthening and improving good governance of budget planning and development

• Budget and treasury modernization

• RPPN Program

•RPPN Team

•RPPN Technical Coordination Team

• SPAN Development and Implementation

• Laws:

• No. 17/2003 regarding State Finance

• No. 1/2004 Regarding State Treasury

•No. 15/2004 regarding Audit, Management and Accountability of State Finance

• PFM (Public Financial Management)

• Revenue Administration

• Governance and Accountability

• Project Governance and Implementation

Draft

Objectives of

• Automation of operational process of budget and treasury;

• Improve the reliability of the process of budgeting, cash, asset and debt management;

• Improve the efficiency of Ministry of Finance services to the public;

• Leverage the accountability by the produce of a more comprehensive, accurate and timely financial statements;

• Provide a reliable, accurate and timely reconciliation facilities;

• Provide audit trail;

• Integrates data from various sub-systems within Government financial management system.


Draft

O

B

O

O

T

Asset /

Inventory Mgmt

Procurement/

Purchasing

Mgmt of Budget

Authorizations

Commitment of

Funds

Payments and

Receipts Mgmt

Cash

Management

Debt and Aid

Management

Fiscal Reports &

Budget Review

Audit and

Evaluation

Budget

Preparation

Policy Development

and Review

Payroll Calcs

HR Mgmt

Publishing, EIS,

DW, Web

Portal,etc

Tax and

Customs

SPAN= B + T

Treasury System

(Budget Execution)

Accounting

Daily

operations

Market Operation

System & Tools

Coverage of

Draft

Directorate General of Budget

Directorate General of Treasury:

30 Regional Offices;

177 Treasury Offices;

Centre of Financial System Information and Technology

(PUSINTEK)

Ministries/Bodies

+/- 24,000 spending units

Transformation Scale of SPAN

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Business Process Improvement

Improvement of the existing business

process to leverage effectiveness, efficiency,

transparency and accountability

Change Management and Communication

Ensure that the people embraced the change, well-

informed and equipped with the right skills to work with new

systems

Information Technology

Implementation of all essential architecture

and facilities using COTS application, to

support the new business process and automate processes

Three Pilars of

Supported by: Service Desk Development ICT Strategy Development Project Management & Quality Assurance


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CMC Activities in SPAN 2


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Change = Disruption of expectations

Status Quo = Expectations being met

Human beings are extremely control-oriented. We feel the most competent, confident and comfortable when our expectations of control, stability and predictability are being met.

Change occurs when this balance shifts and expectations are disrupted.

Change from people perspective


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Challenges in Changing People


Leadership 42%

Organisation and Culture 27%

• Lack of involvement • Lack of readiness • Limited understanding • Misalignment with strategic objectives

Process 4% • Inadequate business process • Misalignment business process

Users 23% • Fear of loss of job • Limited training and support • Unclear roles and responsibilities • Lack of “buy-in”

Technology 4% • Error in data • Integration issues • Configuration issues

• Ineffective communication • Lack of commitment • Lack of support • Inadequate planning & control

People

Process

Technology

92% of challenges in a change program in organisation comes from people…

Source: Organisational Dynamics, Jim Markowsky

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GFMRP

PFM-MDTF

Program Key Initiatives

Need to understand new policies and regulations

Need to acquire new skills (technical and soft)

Impact on People

New processes

New policy framework

New system

Output

New structures

Changes of roles and responsibilities

Modernisation of PFM

GFMRAP : Government Financial Management and Revenue Administrative Project

PFM-MDTF : Public Financial Management – Multi Donor Trust Fund

MTEF : Medium Term Expenditure Framework

Impact of on People

Modernisation of Budget &

Treasury systems

Implementation of MTEF

Implementation

of SPAN


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Critical Success Factors of Change

• Most of the change projects fail because the change dynamics and the human aspects are not managed properly. In response to that, organisations must monitor and manage a number of risk factors.

Slide 13

1

2

3

4

5

Vision

Clarity

Change

Leaders &

Stakeholders

Commitment

Change

Specific

Communication

Project

Management

Change

Capability

(include

performance

and culture)

November 2011 SPAN-CMC UKP4 Presentation

Critical Success

Factors (and Risks) of Change

To carry the role as facilitators in change management activities of SPAN through:

• Identification of readiness of the organisation and its stakeholders and main issues surrounding SPAN implementation

• Analyse the impact of new processes and system and design new organisation structure, manpower composition and training programs in relation to SPAN implementation

• Facilitate the management of commitment of key stakeholders of SPAN

• Design the change management strategy and programs and facilitate the implementation of the plans

• Monitor and report on the implementation of change management programs

Role of CMC Team in


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CMC Approach in

Slide 15 November 2011 SPAN-CMC UKP4 Presentation

1.1. Understanding current environment,

transformation vision, and stakeholder mapping

2.1. Develop best-fit change approach &

activities

3.1. Implement best-fit change approach

4.1. Capture change management lessons

learnt

1.2. Assess readiness for

change

1. Assess 2. Design 3. Implement 4. Operate & Review

1.4. Assess current organisation

structure & roles

2.3. Define target organisation

structure, roles & responsibilities

3.3. Implement target structures

Fo

un

da

tio

n

Ta

sk

s

1.5. Assess current capabilities, training

programmes & approach

2.4. Develop training strategy,

standards, tools and materials

3.4. Implement training strategy

Or

ga

nis

ati

on

&

HR

4.4. Training maintenance and

measurement

Project Issues & Risk Management

Resource Planning and Mobilisation

Collaborate with CMC Counterpart Team, BPI and IT Consultants, and other stakeholders

1.3. Assess engagement &

communication needs

2.2. Develop engagement &

communication plan

3.2. Implement engagement &

communication plan

4.2. Evaluate engagement and communication

effectiveness

Ch

an

ge

M

gm

t

Co

mm

s

Tr

ain

ing

4.3. Structures review and

support

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CMC Activities in

Slide 16 November 2011 SPAN-CMC UKP4 Presentation

Preliminary & Preparation

Assess Design Implement Operate &

Review

Work Output

• Capacity Building of CMC Tasks

• Initial Communication of SPAN Initiative

• TOR of CMC Consultancy

• Stakeholder Mapping

• Change Readiness Assessment

• Communication Needs Assessment

• Assessment on Current Organisation Structure and SPAN Project Governance

• Assessment on Current Capability

• Change Management Strategy and Programs

• Communication Strategy and Programs

• Design of Alternatives of New Organisation Structure and Manpower Composition

• Training Strategy and Programs

Implementation of :

• Change Management Programs

• Communication Programs

• Agreed Organisation Structure

• Training Programs

• Lesson learned of Change Management Programs

• Effectiveness of Communication Programs

• Review and Support for New Organisation Structure

• Effectiveness of Training Programs

Time Sep 2010 – Feb 2011

Sep 2010 – May 2011 April 2011 – Dec 2011

Jan 2012 – Dec 2012

Jan 2013 – Sep 2013

Draft

• Change Readiness • Stakeholder Engagement • Communications • Training and Development • Feedback and Continuous Improvement

Vision

Internalisation and sustainability

Contact Awareness

Understanding

Positive Perception

Adoption

20

40

60

80

100

Level of Commitment

Time

Focused Change Management Activities Vision

20

40

60

80

100

20

40

60

80

100

Commitment Curve to Monitor Change


Draft

CMC Programs


Change Management:

• Stakeholder Mapping and Analysis

• Change Readiness Assessment

• Duta SPAN (“Change Agents”)

• SPAN & SAKTI Implementation Committee

Organisation Design:

• Analysis of Full-Time Equivalent (FTE)

• Design of alternatives of new Organisation Structure

• Modification of Job Descriptions and Skill Sets

Communications:

• SPAN News (Newsletter, Website, Promotion Materials)

• SPAN Info (Program Brief)

• SPAN Roadshows

• SPAN Leaders Activities

Training:

• Identification of training participants based on roles (role-based training)

• Development of Training Strategy and Programs

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COMMUNICATION AND

TRAINING STRATEGY 4

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CMC Team

Change Agents (Coordinator)

Change Agents (Unit)

All employee

Master Trainers

Trainers

SPAN Oracle End-users

Sosialisation SPAN and Pilot &

Roll-out assistance

(DJPB, DJA dan Pusintek)

SPAN Oracle

(Tresury)

• 15 employees

• Headquarter

• 20 employees

• Kantor Pusat

• 227 employees

• Headquarter

and Regional

Offices

• +/-10,000

employees

receive SPAN

information

through SPAN

communication

media and

change agents

(unit)

• System: 6 people

• Bus. Proc: 20

• 180 people

• HQ and Treasury

Offices

• All DG Tresury

employee who

meet the

minimum

conditions

Master Trainers

Trainers

SPAN Hyperion End-users

SPAN Hyperion (Budget

Prep. & Spending Units)

SPAN Technical Training Training Service

Desk (Treasury,

Budget and

Pusintek)

Master Trainers

Service Desk

Operator • 143 employee at

Tresury, Budget

and Pusintek


• Bus. Proc: 26-30

people

• External trainer:

5-10 people


• Bus. Proc: 6-10

• 15 people

• HQ

• +/- 26 people at

Budget Office

• 100 (77 SU@ 1-2

people)*

Training SAKTI

(Spending Units)

Master Trainers

SAKTI End-users

• 96,000

people(24,000

Spending Units

@ 4 people)

• Sytem: 3 people

• Bus. Proc: 20

people

Trainers

• 424 people

• HQ, Reg Offices

and Treasury Office

SOSIALISATION AND SPAN TRAINING

Draft Communication and Training Strategy for SPAN at each site

D0 Monday

D-7 Monday

D-2 Saturday

D-14 D-21

Hand Holding (5 days)

• Socialization by KIS

• Classroom Training (3 hari)

Attachment Training

10% to 20% Staff

(3 hari)

• Socialization by KISS

• Materials delivered for self study

• Infrastructure ready

• Socialization by KIS • Refreshment

Training

FAMILIARIZATION IMMERSION REINFORCEMENT

Description • Training on site at each KPPN or

Kanwil. • All users to be trained. • Role based training.

• Trainers on site for 12 days, responsible for Classroom Training, Refresher

Training, and Hand Holding. • 40 locations each time for 5 waves.

• SAKTI training for satkers will adopt a different strategy.

• Socialization by KIS

D+4 Friday

Overall CMC Roles: • Facilitate change & communication in the SPAN implementation project • Develop Change Management &

Communications programs • Analyse & develop optimal model

of Organisation Structure, roles & responsibilities

• Determine the required man-power & their composition

Communication Roles: • Develop & facilitate implementation

of communication programs

Training Roles: • Facilitate design of training strategy,

training approach and training modules

• Perform the required training, especially for soft skill training

Draft

Lesson Learned So Far…


1. Change Leaders who are “visibly” commit to implement change

2. Communications and involvement of all key stakeholders throughout the stages of change

3. Management of job security and career prospect issues

4. Comprehensive training programmes to all employees prior and after the implementation of change

5. A strong and reliable Project Management Office (PMO)

6. Integration of the use of IT with strategic initiatives and organisation structure

The key to leverage a successful change programs:

Thank You…

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