shawn vaughn, nasca association director 859.514.9156 [email protected] [email protected] webinar...
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Shawn Vaughn, NASCA Association Director
www.NASCA.org
WEBINAR SERIES“Transforming your agency: Structuring your organization”
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
Kimberly Hood, Executive Director Utah Department of Administrative Services
Jessica Robertson, Commissioner Indiana Department of Administration
Sid Johnson, Commissioner Georgia Department of Administrative Services
PANELISTS
Kimberly Hood, Executive Director, Department of Administrative Services
Transforming Your Agency
How Can You Structure Your Organization?
Kimberly K. HoodUtah Department ofAdministrative Services
DAS OrganizationDepartment of Administrative
Services
Administrative Rules
Archives & Records Service
Historical Records Advisory Board
State Records Committee
Facilities Construction & Management
Finance
Consolidated Budget &
Accounting
Office of State Debt Collection
Utah Navajo Royalties Holding
Fund
Fleet Operations Purchasing & General Services
Procurement Policy Board
Procurement Appeals Board
Purchasing from Persons with
Disabilities Advisory Board
Risk ManagementChild Welfare
Parental Defense Program
Human Resources State Building Board
Information Technology
State Building Ownership Authority
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
Values
• 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
4 Goals
Enterprise RiskManagement
Shared Services
SUCCESSDAS
University
4 Structures
Impa
ct
Likelihood
Enterprise Risk Management Scorecard
R13 R15
R2 R1
R4R4
R3R5R14
R15
Threats and OpportunitiesTHREATS OPPORTUNITIES
Low Employee Morale
Inefficient silo processes
Poor Communication
Financial data breach
Natural disaster
Insufficient understanding of customer needs
Low value reputation
Employee Centered Programs
Shared Services Operations Model
Security Audit
Emergency Evacuation Plans
Service Level Agreement
Transparent Cost
Product Catalog and price list
Service Management
Customer Relations
Performance Management
Governance ModelProcess Standardization
Enabling Technology
Continuous Improvement
Shared Services Operations
Model
DAS Journey
Service Level Agreement
●●●●●
● ● ●●
●
●
SHARED SERVICES
CONSOLIDATION
DECENTRALIZED
OUTPUT/EFFICIENCY
QU
ALIT
Y
Price ListCatalog of Services
Customer Communication
Feedback LoopPerformance Commitment Data Analysis Employee PerformanceCommitment (UPM)
Purchasing & General Services
Cities$188M usage
(voluntary use)
State Agencies$575M usage(required use)
Service Districts$28M usage
(voluntary use)
Higher Education$262M usage
(voluntary use)
School Districts$389M usage
(voluntary use)
Counties$212M usage
(voluntary use)
State Purchasing750 Cooperative Contracts
$1.6B Total Usage
FinanceFinance
• Accounting Operations• Post Audit
• Office of State Debt Collection• FINDER
• Statewide Policy
• Payroll• Central ESS
• Financial Reporting• CAFR• Loans• Chart of
Accounts
• Financial Information Systems• FINET•Data Warehouse
• Payment tracking
Consolidated Budget &
Accounting
Data Warehouse(Cognos/Sybase)
• Used by all branches
FINET
(CGI)
AIM
Riskonnect
Fleet Focus
Medicaid System
CAPS
Source of truth
Payroll(SAP)
CBA’s Future: Automated Payables
Shared Service Center
Facilities Construction Management
Budget/Accounting
2 Accounting Technicians
Internal Service Fund Budget/Accounting
5 Finance Managers
Budget/Accounting Transaction Center
5-6 Accounting Technicians
Automated Payables• Finance: host• CBA: operate• Serve DAS and all other agencies• Start with a regional model
• Build trust• Migrate to a centralized center if
best
Theory of Constraints – Process Improvement
SUCCESS: Office of State Debt Collection
1.98%(2014)
7.66%(2015)
Re-engineered process• Target high-dollar
garnishments• Ensure attorneys are
doing attorney’s work Returned $500,000 to
General Fund
DAS Workforce Profile
65.3% 34.7%
476
employees 0123456789101112131415161718192021222324252627282930313233343536373839404142434445
0
5
10
15
20
25
30
35
40
Years of service (core employees)
Years
# o
f em
plo
yees
Current
2015 2016 2017 2018 20190
20
40
60
80
75
20 9 14 16 17
# of Employees Eligible to Retire Clerical
Officials & Administra-tors
Paraprofessional
Professionals
Service Maintenance
Skilled Craft
Technician
8%
11%
5%
39%
15%
18%
4%
EEO Job Categories (core employees)
EEO Job Categories (core employees)
Current 2015 2016 2017 2018 2019
01020304050607080
# of Employees Eligible to Retire65.3%34.7
%
012345678910
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
0
5
10
15
20
25
30
35
40
Years of service (core employees)
DAS Workforce Profile
19202122232425262728293031323334353637383940414243444546474849505152535455565758596061626364656667686970
0
2
4
6
8
10
12
14
16
18
Age and Generation (core employees)
Millenials/ Generation Y Generation X Baby BoomersAge
# o
f em
plo
yees
High school graduate or equivalent
Technical school
Some college
Associate degree
Bachelor degree
Master degree
Doctorate
11%
6%
18%
9%35%
19%
3%
Highest Level of Education Attained
19202122232425262728293031323334353637383940414243444546474849505152535455565758596061626364656667686970
02468
1012141618
Age and Generation (core employees)
16
languages
48
employees
Highest Level of Educa-tion Attained
• Afrikaans• Arabic• ASL• French• German• Greek• Italian• Japanese• Korean
• Laotian• Norwegian• Portuguese• Slavic• Spanish• Swedish• Tagalog
220
employees
Development Opportunities
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 Distribution
1 2 3 4 50
20
40
60
80
100
120
140
65
102117
81
22
Wage Range Quartile Distribution
Quartile
Em
plo
yee C
ou
nt
Dynamic
Comprehensive
Objective
Transparent
Service Management
Customer Relations
Performance Management
Governance ModelProcess Standardization
Enabling Technology
Continuous Improvement
Jessica Robertson, CommissionerIndiana Department of Administration
Transforming Your Agency: Structuring Your Organization
Commissioner Jessica RobertsonIndiana Department of Administration
My Primary Roleas 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
Sid Johnson, CommissionerGeorgia Department of Administrative Services
State Property Officer
Georgia Technology
Authority
Department of
Administrative Services
State Accounting
Office
Gov’s Office of
Planning & Budget
• Capitol Hill Complex• Leases• Real Property• Construction
• IT Strategy • IT Specifications• IT Infrastructure• IT Project Review
• Procurement• Human Resources• Risk Management• Fleet Management• Surplus Property
• Accounting• CAFR• PeopleSoft System
• Budget• Planning• Policy (Fleet, Accounting)
Chief Operating
Officer
Chief Financial Officer
Governor &Chief of
Staff
State of GeorgiaStructure of “Administrative Support” Services
• Dispersed Responsibilities• COO/CFO Reporting Structure• Funding Model – “Other” Funds• Center-led, Decentralized Responsibility
Commissioner’s RoleMaximizing Your Impact
• Knowing your Agenda• Building Relationships• Building Your Team• When to Get Involved Personally• Your Politics vs. the Governor’s Politics• Leading Beyond the Boundaries
POLITICAL ORGANIZATIONALTECHNICAL
Constituencies Customers Employees
Executive/Leadership Team
• 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
• Mgt & Leadership
• Agency Policies• Talent
Management & Development
• Engagement
Deputy Commissioner Procurement
Deputy Commissioner
Operations
Deputy CommissionerEnterprise HR
• Strategic Sourcing
• Policy, Training, Compliance
• Card Programs
• Policy & Compliance• HR Enterprise Services• Compensation & Benefits
• Fleet Management• Risk Management• Surplus Property
• Fiscal Services• Info Technology• Communications
General Counsel
• Legal Services• Media/Legislative
DirectorAgency HR
Commissioner
Georgia Department of Administrative ServicesAgency Organizational Structure
POLITICAL ORGANIZATIONALTECHNICAL
Our Challenges
Stakeholders Customers Employees
Executive/Leadership Team
Post Transformation• Political Relationships• Customer Orientation• Data/Decision Support
HR Integration• Consensus Vision• Operational Partnerships• Organizational Issues
• New Governor• Hostile Legislature• Hostile Business Comm• Hostile Agencies/Univ.
• Burdensome Regulation• Disconnected Products• Slow Cycle Times• Policy Vision
• Talented & Engaged• Internally Focused• Process Focused• Political Perspective
Q & A
SURVEY