STRATEGIC IMPLEMENTATION
Three keys to keep in mind:
Execution is a discipline, and integral
to strategy.
Execution is t...
AMONG OTHER THINGS, IMPLEMENTATION HAS
TO DO WITH:
 Rigorously discussing ‘hows’ and ‘whats’, questioning,
tenaciously fo...
STRATEGIC IMPLEMENTATION
people strategy operation
“The heart of execution lies in the three core
processes: the people pr...
A FRAMEWORK FOR EXECUTING STRATEGY.
INPUT PROCESS OUTPUTS
FEEDBACK
- Job for the whole management team.
- Affects every part of the firm.
- Each manager must answer, ‘what has
to be done in...
A FRAMEWORK FOR STRATEGY
IMPLEMENTATION
Implementation
should be
addressed initially
when the pros and
cons of strategic
a...
OVERVIEW
The Finance and General Services
Department (FGSD_ is responsible for
the overall effective discharge of
accounti...
STRUCTURE AND GOVERNANCE
For any organization to be able
to operate and attain the purposes
for which it was created. It h...
STRUCTURE AND GOVERNANCE
The structure of an organization serves three
basic functions. First, structure designates
formal...
FINANCE & GENERAL SERVICES DEPARTMENT
MANAGER
FGSD SECRETARY
ACOUNTING SERVICES DIVISION
SUPERVISOR
CASH & RECEIPT SERVICE...
FINANCE SERVICES DEPARTMENT
MANAGER
SECRETARY
ACOUNTING SERVICES DIVISION
SUPERVISOR
METER READING & BILLING DIVISION
SUPE...
ROLE AND IMPORTANCE OF FINANCIAL
MANAGEMENT
- Efficient management of finance is
crucial to an
organization’s success.
The...
CASH BUDGET & THEIR IMPORTANCE TO
THE ROLE OF MANAGEMENT
Management Function
Plan -Look ahead and set aims and strategies
...
- make arrangements for all the
resources of the organization to be in the
right place at the right time and in the
right ...
- Tell subordinates their duties
- It is essential for the efficient
running of the organization that
each department is g...
Make sure everyone is working
towards the same aims and that activities
of individual works fit in with the work of
other ...
Cash Budget
Plan
Organize
Command
Co-ordinate
IMPLEMENTING PROCEDURE IN PROCESSING OF BUDGET
Finance & General
Services
Department
(Preparation &
Releasing of
Budget)
A...
1,483,193,8231,483,193,823
1,483,193,823
Statementof Financial Position
As of December31, 2012
total assets
total member's...
IMPLEMENTATION
This phase of the planning
process answers the following
queries. “How do we execute
the plan?” “Who is res...
IMPLEMENTATION
Implementation is the act of
carrying out the plans, programs and
projects in accordance with the
strategic...
STRATEGIC QUALITY MANAGEMENT
It is in this context that
strategic quality management
(SQM) is ushered in to cause
these ch...
STRATEGIC QUALITY MANAGEMENT
It is be recalled that SQM is the process by
which an organization formulated plans, objectiv...
DEFINITION OF TERMS
Objective, which emanates from the goal,
refers to medium-range expectation which is
pursued to satisf...
Programs and projects are
identified in order to effectively channel
resources to development programs and
projects consid...
Once the broad goals,
objectives and targets are
framed, more specific policy
statements and strategies are
formulated for...
LONG TERM
PLAN OF
PANELCO III
Year 5
Year 1
Year 2
Year 3
Year 4
Panelco III Mini Hydro
Power Plant in operation
Upgraded ...
FINANCE & GENERAL SERVICES
DEPARTMENT LONG TERM PLAN
Program/Project Key Result Area Expected Results
1. Legal & Regulator...
SMART ANALYSIS
Program/Project Stretching Measurable Achieva
ble
Related
to
Member
Time
Targe
t
1. Legal &
Regulatory
Fram...
FGSD MEDIUM TERM PLAN
Program/Project Key Results
Area
Expected Results
1. Proposed Purchased of
3000 sqm Lot for
proposed...
SMART ANALYSIS
Program/Project Stretching Measurable Achievable
Related to
Member
Time
Target
1. Proposed
Purchased of lot...
FGSD MEDIUM TERM PLAN
Program/Project Key Results
Area
Expected
Results
3.Proposed Purchased of
150 sqm Lot and
Constructi...
SMART ANALYSIS
Program/Project
Stretching Measurable
Achievable Related to
Member
Time
Target
3.Proposed
Purchased of Lot ...
FGSD SHORT TERM PLAN
Program Key Results
Area
Expected Results
1. Monitor to all
areas and main
office to ensure
availabil...
SMART ANALYSIS
S M A R T
1. Monitor
Collection to all
areas and main
office to ensure
availability of
funds
x x x x
2. Mon...
CONT.
Program/Project Key Results Area Expected Results
4. Full implementation of
Customized Accounting.
System
Help impro...
SMART ANALYSIS
ProgramProject S M A R T
4. Full implementation
of Customized
Accounting. System
x x x x
5. Reconcile and v...
CONT.
Program/Project Key Results Area Expected Results
7. Utilization of the
Share Capital
instead of applying
of loan to...
SMART ANALYSIS
ProgramProject S M A R T
7. Utilization of the
Share Capital instead
of applying of loan to
banking institu...
“The best game plan is
the world never blocked or
tackled anybody.”
V. Lombardi
STRATEGIC IMPLEMENTATION
“People think of execution as the tactical
side of business, something leaders delegate
while the...
IMPLEMENTATION IS DIFFERENT
- Strategy requires few;
- Execution requires everyone.
Execution is the
true measure of
success.
 References
- The Poor Cousin
- Strategic Planning Modules
- FGSD Records
- Miclat Jr (1998) Development Planning and
Bud...
Strategy Implementation of Financial and General Services Development (FGSD)
Strategy Implementation of Financial and General Services Development (FGSD)
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Strategy Implementation of Financial and General Services Development (FGSD)

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Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management

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Strategy Implementation of Financial and General Services Development (FGSD)

  1. 1. STRATEGIC IMPLEMENTATION Three keys to keep in mind: Execution is a discipline, and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organization’s culture. Source: Strategic Implementation www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp
  2. 2. AMONG OTHER THINGS, IMPLEMENTATION HAS TO DO WITH:  Rigorously discussing ‘hows’ and ‘whats’, questioning, tenaciously following through.  Ensuring accountability  Making assumptions about the business environment  Assessing the organization’s capabilities  Linking strategy to operations and the people who are going to implement  Linking rewards to outcomes  Changing assumptions as the environment changes  Upgrading the company’s capabilities to meet the challenges of an ambitious strategy. Strategic Implementation www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp
  3. 3. STRATEGIC IMPLEMENTATION people strategy operation “The heart of execution lies in the three core processes: the people processes, the strategy processes and the operations processes.” Larry Bossidy, Execution. The Discipline of Getting Things Done.
  4. 4. A FRAMEWORK FOR EXECUTING STRATEGY. INPUT PROCESS OUTPUTS FEEDBACK
  5. 5. - Job for the whole management team. - Affects every part of the firm. - Each manager must answer, ‘what has to be done in my area to implement our part of the strategic plan, and what must I do to get these things accomplished?’ - All managers become strategic implementers in their areas and all employees are participants. A FRAMEWORK FOR EXECUTING STRATEGY Source: Strategic Implementation www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp
  6. 6. A FRAMEWORK FOR STRATEGY IMPLEMENTATION Implementation should be addressed initially when the pros and cons of strategic alternatives are analyzed. Source: Strategic Implementation www.ryerson.ca/~kjensen/strategic.../strat egic_implementation2.pp
  7. 7. OVERVIEW The Finance and General Services Department (FGSD_ is responsible for the overall effective discharge of accounting, cashiering and assist the management in the formulation and implementation of relevant & effective financial programs, plans, policies, decisions and actions through the exercise of good advisory judgment and submission of timely and comprehensive reports.
  8. 8. STRUCTURE AND GOVERNANCE For any organization to be able to operate and attain the purposes for which it was created. It has to have its formal structure. Formal structure is the established patterns of relationships among the component units of the organization.
  9. 9. STRUCTURE AND GOVERNANCE The structure of an organization serves three basic functions. First, structure designates formal reporting relationships including the number of levels in the hierarchy and the span of control of managers and supervisors. Second, structure identifies the grouping together of individuals into departments and of the different department’s into the total organization. Third, structure includes across departments (R. L. Daft, 1989)
  10. 10. FINANCE & GENERAL SERVICES DEPARTMENT MANAGER FGSD SECRETARY ACOUNTING SERVICES DIVISION SUPERVISOR CASH & RECEIPT SERVICES DIVISION SUPERVISOR GENERAL SERVICES DIVISION SUPERVISOR GENERAL SERVICES OFFICER MESSENGER CASH & RECEIPT OFFICER BUILDING & OFFICE EQUIPMENT OFFICER ACCOUNTANT STOCK & RECORS OFFICER COST ACCOUNTANT ACCOUNTING OFFICER (2) PAYROLL OFFICER BOOKKEEPER (2) ACCOUNTING SERVICES ASSISTANT FINANCE GENERAL SERVICES DEPARTMENT (FGSD) SECURITY SERVICES (64 GUARDS) JANITORIAL SERVICES (13 JANITORS) ORGANIZATIONAL STRUCTURE (OLD)
  11. 11. FINANCE SERVICES DEPARTMENT MANAGER SECRETARY ACOUNTING SERVICES DIVISION SUPERVISOR METER READING & BILLING DIVISION SUPERVISOR METER READING OFFICER ACCOUNTANT BOOKKEEPER (3) BUDGET SPECIALIST METER READING INSPECTOR (4) BILLING OFFICER CASHIER COMPUTER OPERATOR & DATA CONTROLLER (4) PURCHASING OFFICER DISCONNECTION SERVICES (OUTSOURCING) METER READING & BILLING SERVICES (OUTSOURCING) ORGANIZATIONAL STRUCTURE (NEW)
  12. 12. ROLE AND IMPORTANCE OF FINANCIAL MANAGEMENT - Efficient management of finance is crucial to an organization’s success. They have to ensure adequate funds are available for resources needed to help achieve organizational objectives - Ensure costs are controlled - Ensure adequate cash flow - Establish and control profitability levels
  13. 13. CASH BUDGET & THEIR IMPORTANCE TO THE ROLE OF MANAGEMENT Management Function Plan -Look ahead and set aims and strategies management base decisions on projected cash flow fig. -By identifying where cash is being spent and where it is being earned, management can plan to borrow, either to finance short-term cash flow problems or to finance long –term plan expansion.
  14. 14. - make arrangements for all the resources of the organization to be in the right place at the right time and in the right quantities. Quite obviously such resources have to be financed, and management must be able to ensure that it can afford the resources it requires and take full advantage of bulk purchase discount. Trade credit and other financial incentives. Organize
  15. 15. - Tell subordinates their duties - It is essential for the efficient running of the organization that each department is given a budget for expenditure on routine requirements. Each department must also know its limits when making one off requests for additional finance for specific jobs, projects or capital expenditure. Command
  16. 16. Make sure everyone is working towards the same aims and that activities of individual works fit in with the work of other parts of the organization Financial reports and summaries from each department will allow management to keep a clear overview of the operation as whole. It may be that surpluses in one department can used to offset short-fall in another Co-ordinate
  17. 17. Cash Budget Plan Organize Command Co-ordinate
  18. 18. IMPLEMENTING PROCEDURE IN PROCESSING OF BUDGET Finance & General Services Department (Preparation & Releasing of Budget) Approved RV Supply/Work plan Project Payment to Supplier/Contractor Request Payment of the supply/project by the proponent Project Completion Certificate/Supply Delivery w/ sales invoice & Receiving Report Notice to Proceed & MOA of the Project BOD Resolution of Final Choice of Supplier/contractor Bid Award Committee(BAC) Evaluation of Supplier/Contractor
  19. 19. 1,483,193,8231,483,193,823 1,483,193,823 Statementof Financial Position As of December31, 2012 total assets total member's equity & liabilities
  20. 20. IMPLEMENTATION This phase of the planning process answers the following queries. “How do we execute the plan?” “Who is responsible with which activity?” “How do we determine whether plan are implemented as planned?”
  21. 21. IMPLEMENTATION Implementation is the act of carrying out the plans, programs and projects in accordance with the strategic plan in order to attain the set goals and objectives (K. Mathur and Inayatullah, 1980
  22. 22. STRATEGIC QUALITY MANAGEMENT It is in this context that strategic quality management (SQM) is ushered in to cause these changes to happen and be implemented.
  23. 23. STRATEGIC QUALITY MANAGEMENT It is be recalled that SQM is the process by which an organization formulated plans, objectives and strategies (strategic planning), allocates resource for plans, programs and projects (organizational resource), and identifies accountable entities, managers and front-line workers (organizational structure), in the implementation, monitoring, and evaluation of said plan and programs (strategic control). More particularly therefore, the competent on strategic control has to be mobilized to implement the formulated strategic plan.
  24. 24. DEFINITION OF TERMS Objective, which emanates from the goal, refers to medium-range expectation which is pursued to satisfy the goal. Target, flowing out of the objective, is the most specific statement of purpose which is measurable and achievable. A goal is a broad statement of an image of the future the organization seeks to achieve.
  25. 25. Programs and projects are identified in order to effectively channel resources to development programs and projects considered strategic in the over-all attainment of goals. Prioritization of programs and projects is done through the conduct of feasibility studies resulting to a listing of priorities viewed as responsive to the development needs of the people.
  26. 26. Once the broad goals, objectives and targets are framed, more specific policy statements and strategies are formulated for each area of concern.
  27. 27. LONG TERM PLAN OF PANELCO III Year 5 Year 1 Year 2 Year 3 Year 4 Panelco III Mini Hydro Power Plant in operation Upgraded system facilities thru modern technology I mprove consumers services & more investor & business Power Substation upgraded & automation(scada) No more pilferages & flying connection more revenue collection Low system loss
  28. 28. FINANCE & GENERAL SERVICES DEPARTMENT LONG TERM PLAN Program/Project Key Result Area Expected Results 1. Legal & Regulatory Frameworks of PCB Management R.A. 6969 of 1990: Toxic Substance and Hazardous and Nuclear Wastes Control Act. Control, monitor & online inventory of Toxic & Non Toxic PCBs Liquids & Equipments through the DENR-EMB Treatment , Storage & Disposal by the year 2020 as the schedule total phase out PCBs all through out the Philippines 2. Feasibility Study for the Construction of Mini-Hydro Projects Alternative source of power to offset the rising cost of Electricity Lower rate of electricity and additional power supply of Panelco III which will served & benefits majority of the member-consumer
  29. 29. SMART ANALYSIS Program/Project Stretching Measurable Achieva ble Related to Member Time Targe t 1. Legal & Regulatory Frameworks of PCB Management R.A. 6969 of 1990: Toxic Substance and Hazardous and Nuclear Wastes Control Act. x x x x x 2. Feasibility Study for the Construction of Mini-Hydro Projects x x x x x
  30. 30. FGSD MEDIUM TERM PLAN Program/Project Key Results Area Expected Results 1. Proposed Purchased of 3000 sqm Lot for proposed relocation of the Binalonan Substation and the site for the New Northern Area Office which was affected by the MPWH widening of Manila North Road Reliable and conducive workplace New Presentable bldg. and accessible load distribution of power to end users 2. Proposed Construction of a New Panelco III Administration Office building Reliable and conducive workplace Image Building & Reflects the Integrity & Moral of the workforce and progress of the Cooperative
  31. 31. SMART ANALYSIS Program/Project Stretching Measurable Achievable Related to Member Time Target 1. Proposed Purchased of lot for proposed relocation of the Binalonan Substation and the site for the New Northern Area Office which was affected by the MPWH widening of Manila North Road x x x x x 2. Proposed Construction of a New Panelco III Administration Office building x x x x x
  32. 32. FGSD MEDIUM TERM PLAN Program/Project Key Results Area Expected Results 3.Proposed Purchased of 150 sqm Lot and Construction of Collection Offices at Villasis, Balungao, Sto. Tomas, Pozorrubio, Sn. Manuel, Laoac, Sta. Maria, Sn. Nicolas, Sn. Quintin. Eliminate huge payment of collection office rentals Additional fixed Assets of the Panelco III 4. Proposed purchased of three (3) Units 60 KVA Generator Set for: 1. Southern Area Office 2. Southeastern Area Office 3. Eastern Area Office Ensure uninterrupted power supply for continuous respond and services to consumers' requests and complaints. Continuous operation even during power interruption
  33. 33. SMART ANALYSIS Program/Project Stretching Measurable Achievable Related to Member Time Target 3.Proposed Purchased of Lot and Construction of Collection Offices at Villasis, Balungao, Sto. Tomas, Pozorrubio, Sn. Manuel, Laoac, Sta. Maria, Sn. Nicolas, Sn. Quintin. x x x x x 4. Proposed purchased of three (3) Units 60 KVA Generator Set for: 1. Southern Area Office 2. Southeastern Area Office 3. Eastern Area Office x x x x X
  34. 34. FGSD SHORT TERM PLAN Program Key Results Area Expected Results 1. Monitor to all areas and main office to ensure availability of funds Maintain the 3% prompt payment Discount to Power Supplier Good company standing and good payer 2. Monitor and reconcile loan balances and due dates Update payments to banks and other coop. creditors Attract more business opportunities to come 3. Submit reportorial requirements Provide timely and accurate financial reports and compliance to all reportorial On time submission of requirements & avoid sanctions & penalties
  35. 35. SMART ANALYSIS S M A R T 1. Monitor Collection to all areas and main office to ensure availability of funds x x x x 2. Monitor and reconcile loan balances and due dates x x x x 3. Submit reportorial requirements x x x x
  36. 36. CONT. Program/Project Key Results Area Expected Results 4. Full implementation of Customized Accounting. System Help improve its operations, planning, and ensure updating of records any risk Improve the system operation of the dept.. 5. Reconcile and verify BIR Tax Remittance Deficiency Assessments Monitor and reconcile BIR Tax Payments Updated tax payments and Avoid penalties 6. Wireless Communication Add-on CCTV Telephone Paperless System & Ethernet Connection Provide security and protection of consumers, employees as well as cooperative properties. Fast & reliable systematic operation using modern technology
  37. 37. SMART ANALYSIS ProgramProject S M A R T 4. Full implementation of Customized Accounting. System x x x x 5. Reconcile and verify BIR Tax Remittance Deficiency Assessments x x x x 6. Wireless Communication Add-on CCTV Telephone Paperless System & Ethernet Connection x x x x
  38. 38. CONT. Program/Project Key Results Area Expected Results 7. Utilization of the Share Capital instead of applying of loan to banking institutions Investment of share capital of member consumers Buffer funds of the cooperative use for energy purchase payment 8. Reconciliation of PAGIBIG/SSS/PHIL HEALTH Remittances of Employees & Officers Update & reconcile remittance of monthly contribution No complaints on the employees remitted benefits
  39. 39. SMART ANALYSIS ProgramProject S M A R T 7. Utilization of the Share Capital instead of applying of loan to banking institutions x x 8. Reconciliation of PAGIBIG/SSS/PHILHE ALTH Remittances of Employees & Officers x x x
  40. 40. “The best game plan is the world never blocked or tackled anybody.” V. Lombardi
  41. 41. STRATEGIC IMPLEMENTATION “People think of execution as the tactical side of business, something leaders delegate while they focus on the perceived ‘bigger issues’. This idea is completely wrong. Execution has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it.” Larry Bossidy, The Discipline of Getting Things Done.
  42. 42. IMPLEMENTATION IS DIFFERENT - Strategy requires few; - Execution requires everyone.
  43. 43. Execution is the true measure of success.
  44. 44.  References - The Poor Cousin - Strategic Planning Modules - FGSD Records - Miclat Jr (1998) Development Planning and Budgeting
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