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Strategy Implementation for Institutional Services Department of PANELCO III
 

Strategy Implementation for Institutional Services Department of PANELCO III

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Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects

Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects

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  • Businesses, careers, and the workplace are rapidly changing, and the skills that you have or plan for today may not be in demand years from now. Long-range planning should be more about identifying and developing core skills that employers will always value while developing your personal and career goals in broad strokes.

Strategy Implementation for Institutional Services Department of PANELCO III Strategy Implementation for Institutional Services Department of PANELCO III Presentation Transcript

  • Strategy Implementation ME 217 Strategic Planning
  • Institutional Services Department by Engr. Darwin I Gabriel Financial Services Department by Engr. Leo P. Aquino Engineering Services Department by Engr. Rodrigo C. Cabigas II
  • Strategy Implementation • Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. • Strategy implementation is not possible unless there is stability between strategy and each organizational structure, reward structure, resource-allocation process, etc.
  • Step to Implementation 1. Translate Strategic Goals into Actionable Initiatives 2. Create a Blueprint for Change 3. Mobilize the Team 4. Align Finances to Support Implementation 5. Monitor Progress 6. Revisit Your Strategy and Repeat the Process By Jacquelyn Hadley, Laura Lanzerotti, Adam Nathan
  • Organizational Success of Strategy Implementation: Six Key Supporting Factors: 1. Action Planning 2. Organization Structure 3. Human Resources 4. The Annual Business Plan 5. Monitoring and Control 6. Linkage. Bill Birnbaum, CMC (2000-2009)
  • Top 10 Checklist on Strategy Implementation • Commitment of top management • Involve middle manager’s valuable knowledge • Communication is what implementation is all about • Integrative point of view • Clear assignment of responsibilities
  • • Preventive measures against change barriers • Emphasize team work activities • Respect the individuals different characters • Take advantage of supportive implementation instruments. • Calculate buffer time for unexpected incidents Top 10 Checklist on Strategy Implementation
  • ,
  • Membership Development Services Department Organization Structure Membership Services Division Power Use Load Services Division Past
  • Institutional Services Department Organization Structure Membership Division Power Use Load Division Present
  • an organizational plan should begin with goal- setting and investment projections. From there, the organization makes the proper adjustments to their current financial budget to achieve a more particular innovative and successful working standard in the future.
  • It involves a window planning of five years of longer with a broader set of guidelines and preparation
  • MEDIUM TERM PLAN Refers to the “ plans that may take anywhere from a year to five years to implement and complete.”
  • SHORT TERM PLAN • Addresses goals that can be obtained within a short period of time. • Usually refers to anything that can be done within a week to a year.
  • Key Result Areas • The employee is given certain responsibilities which will be his/her key result areas. • Key Result Areas are the areas of performance outlining the tasks that the employee has to perform and define the work that is expected out of him. • Key Result Areas or KRAs refer to general areas of outcomes or outputs for which a role is responsible. KRAs are also known as key work outputs (KWOs).
  • Individuals who identify their KRAs typically: · Work with those they report to, those they work along with, and those who report to them to identify their KRAs so all on the team have clarity regarding outputs. · Develop specific goals and objectives, and plans to reach them. · Take control of their time/work management strategies.
  • Institutional Services Department Function and Responsibilities • Responsible in planning development and implementation of promotional-image-building programs, training and information strategies and general membership affairs and meeting as well as to assist in the orderly conduct of BOD election • Primarily responsible in achieving a high level of efficiency in processing of applications, revenue generation/collection and reconnection while ensuring excellent consumer service.
  • Institutional Services Department Function and Responsibilities • Responsible in ensuring prompt and proper handling of consumer complaints and requests in accordance to the required Costumer Services standards towards the achievement of utmost satisfaction. • Responsible for the monitoring of Distribution sizing, load voltage and energy monitoring to consumer’s point of view • Responsible for the safekeeping of all consumers energy contract.
  • Programs are the aggregate activities undertaken by the cooperative in a regular and continuous manner in pursuance to its mandate, mission, and vision as defined. ImageBuilding Program Membership Affairs Trainingand Information Revenue Generation
  • ‘ • Projects are activities that represent a component of a program that are usually undertaken for a specific purpose and within a specific period of time, usually a minimum of one year. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries.
  • Institutional Services Department Programs and Projects 1. Systematization Project. – To establish an updated electronic record of the Member-Consumer in compliance to CDA MC No. 2012-16 ( Policy Guidelines Prescribing the Minimum Registry of Cooperatives). – To have an updated data of the Distribution Line System for Technical/Engineering analysis. – To have an updated data of in service KWH meters.
  • Institutional Services Department Programs and Projects 2. Corporate Social Responsibility (CSR) Programs A. Image-Building Programs Scholarship Programs Educational assistance for indigent relatives of the registered member consumer. Academic Incentive Award Grants medals to the first three outstanding graduates of public and secondary schools.
  • Institutional Services Department Programs and Projects To support DENR’s National Greening Program (NGP) Poster-calendar give-aways Give away to member-consumers every yuletide season as tokens of their continued support and cooperation to the Coop. Lantern Making Contest Showcased the artistic talent and skills of member-consumers during the Christmas season.
  • Institutional Services Department Programs and Projects B. Networking with other Agencies – To preserve and Strengthen relationship with other agencies. – Accepting On-the-Job Trainees – Provides manpower/financial assistance in times of calamities to affected Electric Coop. C. Senior Citizen’s Discount on Electricity Consumption. D. Amnesty for the Updating of membership Status – Request for the Change of Account Name – Change of Membership Status
  • Institutional Services Department Programs and Projects 3. Conduct of Membership Meetings. – Annual General Assembly Meeting (AGAM) – Election and Appointment of Committees – Election of BODs 4. Customers Satisfaction and Delight – Prompt and Speedy Resolution of Requested Complaints – Intensify Information Drive – Updating of Website 5. Service Connection Standard – Conducted weekly seminar to newly applicant – Issuance of membership certificate
  • EXPECTED • Suppose, the IT Manager failed to arrange the conduct of a Training Program. The failure will reflect the KRA of IT. Manager (Finance), Manager (Finance), CFO, IT Manager (Training), Manager (Training), and CPO, COO, and CEO. • Key Result areas- The measure of employees performance
  • "If you don't set your goals based upon your Mission Statement, you may be climbing the ladder of success only to realize, when you get to the top, you're on the WRONG BUILDING." -- Stephen Covey, 7 Habits of Highly Effective People
  • References • PANELCO III Handbook 2012 Edition. • PANELCO III Functional Chart. • Strategy implementation By Bill Birnbaum • Strategy implementation by Jacquelyn Hadley, Laura Lanzerotti, Adam Nathan • Strategy implementation process by Dr. Sally Mounts • Stephen Covey, 7 Habits of Highly Effective People
  • For listening!!