Presentation to International Knowledge Management...
Transcript of Presentation to International Knowledge Management...
Presentation to International Knowledge Management Forum on Bureaucracy Reform
November 2011
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Agenda
CMC Activities in SPAN 2
Overview of SPAN 1
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3 Communication and Training Strategy
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Overview of SPAN 1
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Overview of SPAN
The Birth of SPAN:
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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
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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.
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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
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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
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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.
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1
2
3
4
5
Vision
Clarity
Change
Leaders &
Stakeholders
Commitment
Change
Specific
Communication
Project
Management
Change
Capability
(include
performance
and culture)
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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
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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
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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
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• 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
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CMC Programs
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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
• System: 6 people
• Bus. Proc: 26-30
people
• External trainer:
5-10 people
• System: 6 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
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Lesson Learned So Far…
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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…