Publication: REDISEÑO DE LA DIVISIÓN DE GESTIÓN Y FINANZAS DEL SERVICIO AGRÍCOLA Y GANADERO PARA LA REFORMULACIÓN DEL PLAN ESTRATÉGICO
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Date
2015
Authors
VELIS MUÑOZ, RODRIGO FRANCISCO
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Abstract
En este trabajo se abordan dos principales aspectos para el fortalecimiento institucional del Servicio Agrícola y Ganadero, en base a los requerimientos y necesidades que presenta una unidad específica de la institución, la División de Gestión y Finanzas. En primer término se analiza y reestructura el diseño orgánico de la institución, tomando en consideración las brechas existentes en la División de Gestión y Finanzas, para llevar a cabo este proceso se procede a analizar la actual División, específicamente lo referente al funcionamiento, cadena de mando y el desempeño de la División. Adicionalmente para fortalecer los puntos previamente mencionados se estudian 4 instituciones públicas chilenas (INDAP, SERNAPESCA, SII y ADUANA), de modo de identificar instancias de mejora en el funcionamiento, desempeño y estructura de la División bajo investigación. Posteriormente se procede a plantear un diseño orgánico para el SAG, el cual busca subsanar las brechas identificadas del análisis, para ello se plantean una serie de cambios e incorporaciones a la estructura del Servicio, los cuales se presentan a continuación:
1. Creación de la División de Gestión Estratégica bajo dependencia del Director Nacional.
2. Departamento de Proyectos Transversales pasa a depender del Director Nacional.
3. Creación Departamento de Estudios que dependerá de la División de Gestión Estratégica.
4. Departamento de Informática pasa a depender de la División de Gestión Estratégica, bajo el nombre de Departamento de Sistemas de Información.
5. Creación de la División de Personas y Administración Financiera que estará compuesta por el Departamento de Administración y Finanzas y el Departamento de Personas.
6. Creación Subdirección Nacional a cargo de Subrogar al Director Nacional, coordinar y supervigilar las decisiones asociadas al modelo de gestión principal, al soporte y a la gestión regional del Servicio.
7. Creación de Comité de Gestión Regional conformado por representantes regionales y técnicos a cargo de coordinar y consensuar las decisiones asociadas a la gestión institucional.
Como segunda etapa del trabajo realizado se desarrollan las propuestas estratégicas para la reformulación del Plan Estratégico Institucional. En base a la Planificación Estratégica existente de la institución (período 2010 -2014), el cual fue llevado a cabo en base a la metodología del Balanced Scorecard, sumado a las conclusiones obtenidas del proceso de análisis de la División se proponen una serie de temas, objetivos indicadores e iniciativas estratégicas que permitan al SAG, el control y seguimiento de los procesos estratégicos y de apoyo de modo de lograr asegurar la continuidad del Plan Estratégico Institucional a lo largo del tiempo, logrando de esta forma alinear a todas las unidades de la organización en pos de lograr la visión institucional.
A continuación se presenta una gráfica de los objetivos estratégicos propuestos para la institución, de modo de subsanar las brechas de funcionamiento y desempeño presentes en la División de Gestión y Finanzas. Es preciso señalar que este mapa estratégico se posiciona como un aspecto fundamental dentro de la planificación estratégica y, a su vez de este derivan todas las herramientas estratégicas mencionadas para el correcto control y seguimiento estratégico en la institución.
In this work there are two principal aspects are approached for the institutional strengthening of the Servicio Agrícola y Ganadero, based on the requirements and needs that presents a specific unit of the institution, the Division of Management and Finance. In the first term the organic design of the institution is analyzed and restructures, taking in consideration the existing gaps in the Division of Management and Finance, to carry out this process it proceeds to analyze the current Division, specifically the relating thing to the functioning, chain of control and the performance of the Division. Additional to strengthen the before mentioned points there are studied 4 public Chilean institutions (INDAP, SERNAPESCA, SII and ADUANA), of way of identifying instances of improvement in the functioning, performance and structure of the Division under investigation. Therefore it proceeds to raise an organic design for the SAG, which seeks to correct the gaps identified of the analysis, for it there appear a series of changes and incorporations to the structure of the Service, which it presented in the following way: 1. Creation of the Division of Strategic Management under dependence of the National Director. 2. Department of Transverse Projects depends to the National Director. 3. Creation Department of Studies that will depend of the Division of Strategic Management. 4. Department of Computer Science depends to the Division of Strategic Management, under the name of Department of Information Systems. 5. Creation of the Person's Division and Financial Administration that will be composed by the Department of Administration and Finance and the Person's Department. 6. Creation National Division at the expense of Replacing with the National Director, coordinating and supermonitoring the decisions associated with the model of principal management, to the support and to the regional management of the Service. 7. Creation of Committee of Regional Management constituted by regional and technical representatives at the expense of coordinating and agreing on the decisions associated with the institutional management. The second part of this work it develops the reformulation of the Strategic Institutional Plan. Based on the existing Strategic Planning of the institution (period 2010-2014), which was carried out taken in based the methodology of the Balanced Scorecard, added to the conclusions obtained of the process of analysis of the Division, it proposes a series of topics, objetives, indicators and strategic initiatives that allows to the SAG, the control and follow-up of the strategic processes and of support of way of managing to assure the continuity of the Strategic Institutional Plan throughout the time, managing of this form to align to all the units of the organization in pursuit of achieving the institutional vision. The following graph presents the strategic objetives for the institution, of way of correcting the present gaps of functioning and performance in the Division of Management and Finance. It is necessary to indicate that this strategic map is positioned as a fundamental aspect inside the strategic planning and, in turn from this one they derive all the strategic tools mentioned for the correct control and strategic follow-up in the institution.
In this work there are two principal aspects are approached for the institutional strengthening of the Servicio Agrícola y Ganadero, based on the requirements and needs that presents a specific unit of the institution, the Division of Management and Finance. In the first term the organic design of the institution is analyzed and restructures, taking in consideration the existing gaps in the Division of Management and Finance, to carry out this process it proceeds to analyze the current Division, specifically the relating thing to the functioning, chain of control and the performance of the Division. Additional to strengthen the before mentioned points there are studied 4 public Chilean institutions (INDAP, SERNAPESCA, SII and ADUANA), of way of identifying instances of improvement in the functioning, performance and structure of the Division under investigation. Therefore it proceeds to raise an organic design for the SAG, which seeks to correct the gaps identified of the analysis, for it there appear a series of changes and incorporations to the structure of the Service, which it presented in the following way: 1. Creation of the Division of Strategic Management under dependence of the National Director. 2. Department of Transverse Projects depends to the National Director. 3. Creation Department of Studies that will depend of the Division of Strategic Management. 4. Department of Computer Science depends to the Division of Strategic Management, under the name of Department of Information Systems. 5. Creation of the Person's Division and Financial Administration that will be composed by the Department of Administration and Finance and the Person's Department. 6. Creation National Division at the expense of Replacing with the National Director, coordinating and supermonitoring the decisions associated with the model of principal management, to the support and to the regional management of the Service. 7. Creation of Committee of Regional Management constituted by regional and technical representatives at the expense of coordinating and agreing on the decisions associated with the institutional management. The second part of this work it develops the reformulation of the Strategic Institutional Plan. Based on the existing Strategic Planning of the institution (period 2010-2014), which was carried out taken in based the methodology of the Balanced Scorecard, added to the conclusions obtained of the process of analysis of the Division, it proposes a series of topics, objetives, indicators and strategic initiatives that allows to the SAG, the control and follow-up of the strategic processes and of support of way of managing to assure the continuity of the Strategic Institutional Plan throughout the time, managing of this form to align to all the units of the organization in pursuit of achieving the institutional vision. The following graph presents the strategic objetives for the institution, of way of correcting the present gaps of functioning and performance in the Division of Management and Finance. It is necessary to indicate that this strategic map is positioned as a fundamental aspect inside the strategic planning and, in turn from this one they derive all the strategic tools mentioned for the correct control and strategic follow-up in the institution.
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Keywords
BALANCED SCORECARD , SERVICIO AGRICOLA Y GANADERO , ESTRATEGIA INSTITUCIONAL