FEEDBACK ON THE NEW

ORGANOGRAM
Department of Finance and Accounts

Employees Need Assessment

Channels Clinics PMC Outreach PSS SM Trainin Special Head Office
(SAFE) and g Projects
Core Center
No of 30 3+3=6 N/A N/A Considering 8 Special (MSB+MSCS)
Centers normal activity Projects
Finance 3 1 x x 0.25 0.25 1.5-2.00 1
Officer-Req.
Do we have Yes Yes Yes Yes Yes Yes
enough
budget?

Purely Based on Channels with no DFID and WISH, 7 finance officers are required.
(Considering this finance officer is including Sr. Officer and associate manager).

For the needs of the organization and department, finance also needs two more associate managers
position namely (i) Associate manager payroll, Tax and bank management & (ii) Associate manager
grants and compliance. Therefore, as per my recommendation I think we need 7 Finance Officer and
Two associate managers for support services.

Recommended Organogram for Finance Department:

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Layers:
Firstly, objectives of the new strategy are 1. Increase efficiency at all level and 2. To be sustainable
organization. MS is going to be sustainable organization and for this is to be happen MS needs to
increase efficiency and productivity I completely agree with that.

To increase efficiency or make organization efficient firstly MS need to higher talent employees who can
help them achieve objectives. Talents/Professionals are always desired reward or
promotion/recognition. For rewarding employees or recognize them MS need to put mechanism on the
organogram so that talents can believe that they have career progression in place.

In the current structure I could not see any career progression offered. Finance officer to Manager to
CFA, only three positions in the entire department.

Another important thing is that most of the finance person are involved preparing bills/vouchers,
therefore one person need to prepare, another person need to review/check, and last person will
approve. To help facilitate this process all the person involve with the process must be in different
position for accuracy and accountability. Absence of this process indicates lack of segregation of duty or
control weakness.

Impact:
 Employees might be demotivated because no career path in place.
 Talents/Professionals will be unwilling to stay long term in MS
 No or less Segregation of the duty will be in place.
 Objectives of the new structure may be interrupted.

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Work Load:

Above mentioned table indicates that at least 7 finance officers (Including officers, Sr. Officers and
Associate manager) required considering no DFID and WISH but unfortunately only 4 finance officers
provision is in place that will be difficult to manage to those who will be recruited. Therefore, I would
recommend please put at least 7 finance officers instead of 4 as we have available budget.

Special Projects and HO:

Finance is not only for the preparation of clinics bills and vouchers but also, they work for special
projects, Head Office and other channels. Currently MS has 8 Special Projects that will be remained in
the whole 2018 and finance is to perform many more work to support and implement of that special
projects. In my above table I did recommend at least 2 full time officers needed to support which is
considering time involvement of Finance officer to Finance Manager. This is to be mentioned that we
have budgeted 4.5 finance person to support the special projects.

For providing support to the General Head Office we need at least one person designated for that to
help support and facilitate HO work. Work involve Salary entry in SUN system, HO and Clinics
procurement, Inter company, Overtime for the HO support staffs, foreigner visit/travel, per diem bill
preparation, office maintenance such as vehicle, insurance and others.

Support Service:

Finance team has to provide support services to the rest of the organization such as BI & SUN report,
CLIC report, Stock Management Software, monthly report, monthly management information, budget
and provide report or services information on demand/request. Al least 35% time of a finance manager
spends on providing this support services.

Finance Director:

In the new finance organogram Finance Director (FD) position is missing. Finance always play leadership
role in any of the organization and this is also existing in the MS. In the commercial industry I have seen
that FD or CFO is the head of the finance department who’s position after the MD or CEO/CD. As finance
play important and critical role to the organization and having this greater authority and responsibility is
essential that can be found if FD exist.

No finance director means that there will be no representative in the ET team therefore, finance cannot
play its role to the ET committee meeting that indicates no level playing field in the ET. In addition to
that absence of the FD may create information asymmetry. In the UK or EU most of the large
organization have FD who leads in the ET team as well as board and that is also the recommendation of
UK corporate governance code 2010 & 2012.

Now come back to the Organization

Social Marketing and Contact center:

From my point of view, I would like to recommend instead of Director-Marketing it may be suitable to
recruit an efficient GM-Marketing from outside of the organization as a lead of this channel. As MSB is
taking new strategy to be sustainable and increase efficiency therefore I would recommend to recruit an
effective and efficient GM instead of a Director.

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As new dramatic changes are going to be placed with a intention to increase efficiency and decrease
cost therefore, 5 directors (Including CS, and CD but excluding FD) and 6 GMs (Including CFA) would be
expensive for the organization as high personal cost and related non-financial benefit involved. Without
DFID and WISH it may be quite expensive and head of the organization would be large and that may
create huge financial distress cost.

IT and Internal Audit:

Internal Audit:

For the internal control mechanism, internal audit can paly important role for the any organization. It
helps an organization accomplish its objectives by bringing a systematic, disciplined approach to
evaluate and improve the effectiveness of risk management, control, and governance processes." In
simplest terms, the duties of an internal auditor are to: ... Protect against fraud and theft of the
organization's assets.

A team of two person would be very difficult to perform their role because some of their job is not
measurable or quantifiable so reduction should not be based on size of the clinics because they have
something else to do. I therefore recommend please reconsider the situation and increase to at least a
team of 3 person instead of 2. Again, I did consider 36 clinics with no DFID or WISH.

IT team:

Company's information technology (IT) department plans, operates and supports an organization’s IT
infrastructure, enabling business users to carry out their roles efficiently, productively and securely. The
department must meet multiple business and technical requirements, provide a secure IT infrastructure and
minimize costs, according to a Gartner survey.

Audit may shortcut their work but for the IT cannot as they have to attain all calls from the clinics as well
as the HO. Some of their works depends of the users but some does not. I therefore recommend a team
of three IT members instead of two. To make sure sustainable development of the organization support
services has to be available from inside the organization or outsources.

Alternatively, IT and Internal Audit services can be outsourced from the efficient service providers. If no
DFID or WISH come back in 2018 than organization can think about the outsourcing of support services
such as IT and Internal audit to save cost and increase efficiency.

Last but not the least, until the organization sustain all the benefits should make available to the
employees such as annual increment and bonuses.

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