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

1. Strategy
Implementation
ME 217 Strategic Planning

2. 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

3. 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.

4. 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

5. 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)

6. 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

7. • 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

8. ,

9. Membership Development Services
Department
Organization Structure
Membership Services
Division
Power Use Load Services
Division
Past

10. Institutional Services Department
Organization Structure
Membership Division Power Use Load Division
Present

11. 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.

12. It involves a window planning of five
years of longer with a broader set of
guidelines and preparation

13. MEDIUM TERM PLAN
Refers to the “
plans that may
take anywhere
from a year to
five years to
implement and
complete.”

14. 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.

15. 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).

16. 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.

17. 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.

18. 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.

19. 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

20. ‘
• 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.

21. 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.

22. 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.

23. 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.

24. 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

25. 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

26. 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

27. "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

28. 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

29. For
listening!!