This discussion entails an implementation for the Office of Payroll Administration's Strategic Plan for the three years, starting 2010 to 2012. The report covers issues of payment and compensations for employees and other programs in addition to processes of tax holding within the organization. With respect to these roles, the discussion aims to provide a clear picture of the implementation process of these strategies together with the aims the process is supposed to support (Madison & Potter, 2012). Information concerning functional tactics of the plan together with the action items required to successfully meet the objectives is also presented. Schedule of the implementation process as regarding the allocation of time and tasks together with the milestones to deadline are also addressed. In addition, the necessary change management strategies and the plan's success factors and the risk management plan are also mentioned in the report.
The strategic plan for the Office of Payroll Administration aims to fulfil and improve on the department's task for the stipulated time period. These tasks focus on the provision of superior standards payroll services to meet the needs of all workforce and departments within the organization. Of the needs and areas where the payroll and administration office ought to consider in implementing the plan include, the year 2011 and 2012 holiday/pay program, an enhanced commuter benefit scheme, catering for refund claims and managing the expenses of the organization for the three years among other things.
Employee compensation is expected to run all through for the period of twelve months per year and this will go hand in hand with the commuter benefit program. The latter will however increase subsequently with every month until the three years period elapses. Holiday packages for the two years period will be issued on the final week to all the employees according to the stipulated amounts and the time the holiday commences. Refund on claims will be issued to the concerned parties subsequent to their complaints and after thorough scrutiny of the claims are made. Presently, refund programs are underway for the entities that made their claims earlier and whose claims have been adequately investigated. As regarding the management of expenses within the different departments, the office will use the structures implemented by the top management and administrative office in achieving the goals.
The objectives of this implementation plan include:
Facilitating the accomplishment of goals and objectives set out in the department's strategic plan for the three years period.
Ensuring that there exist viable capabilities for implementing the programs and meeting the needs that the department is required to meet for and on behalf of the organization.
To enhance service provision and work capabilities among all employees and other departments through the timely and accurate provision of payroll administration services for both.
To ensure that timely records of payment and compensation together with tax records are available and presented for verification on a timely basis
To improve on the provision of services to all levels of employees in the organization, for instance, through the expansion of commuter benefit programs to help meet the increasing transport needs for workers.
To ensure that all claims are dealt with appropriately and fairly and to the satisfaction of the payroll department and the entire organization and the entities submitting the claims.
To ensure that the organization and its department meet all the regulatory requirements with respect to the filing of tax returns and the compensation of its entire workforce.
To identify the problems that the department faces in meeting its goals and to prevent and mange any possibilities of interference with reference to the accomplishment of goals through the process like risk assessment.
The implementation of the stipulated goals will go hand in hand with the establishment of strategic controls. This will help with tracking the development of the plan and detecting t he problems and changes which may occur prior to or during the implementation process (Bradford, Duncan & Tarcy, 2002). As such, this process will guide the department and the involved parties on how to make adjustments where necessary. In addition, the control measures will be of essence in helping the department and the organization gauge the direction in which the implementation process is taking the organization besides verifying whether the presumptions made with reference to the trend in the sector were accurate in the first place.
In applying this functionality tactic, the department will take advantage of the four types of strategic control measures. The premise control component will be utilized in methodologically and constantly checking the validity of the basis of the plan while the special alert component will be applied for continuously reassessing the strategy. Implementation control on the other hand will be used to determine whether the programming is shaping up as intended and in identifying the milestones present. Strategic surveillance will then be necessary for bringing to light significant and yet unforeseen information concerning the project.
Action Items, Task Ownership, Resources Allocation and Milestones
Items to be acted upon under this implementation process, within the stipulated period of time include, holiday/pay program for the years 2011 and 2012, commuter benefit scheme, refund claims and organizational expenses. Employee compensation is expected to run all through for the period of twelve months per year and this will go hand in hand with the commuter benefit program. The chief accountant from the office of Payroll administration in collaboration with the human resources office will see to it that compensations, salaries and wages are taken care of without failure. The officers will use records of employees from the Human Resources Office as a guide for issuing such payments. Salaries will be given on a monthly basis while wages for temporary employees will be given two days after the completion of their tasks. The payroll department will, with regards to this facilitate accurate compensation for all the employees. Pay for the employees for the three years period has already been stipulated with wages having been projected to a certain cost. Employee salaries will remain constant for the period of time accounted for.
Probable milestones in this section would come in the existence of the numerous departments within the organization together with the different categories of employees that exist within the department. Updating pay roll records for new employees especially when no adequate information if provided from the Human resource department can be a possible problem. These issues have the capacity of causing delays and interfering with the payment process. In addition it can lead to inaccuracies and cause delays in the filing of taxation records for the employees and the organization. Delays in the provision of funds from the concerned departments could also pose as a challenge to the office in fulfilling this role. Holiday packages will use the same services and procedures as those of the salary and wages, only that it will not be on a monthly basis as the later. Provisions for these programs will be decided upon as guided by the holiday calendar instituted. Changes in the industry also have the possibility of interfering with the compensation structure which will require some unforeseen changes.
As regarding the expansion of commute benefits, the office will also liaise with the human resources department in issuing the benefits. This will be accomplished in an incremental basis for the first twenty four months and then be stabilized for the rest of the period. Increase will commence from the first month of the strategic plan. This program will be accomplished under the provisions of section 132 (f) of the Internal Revenue Code and will provide a variety of options for the employees to chose from. Among the choices provided here include, the commuter card plan which has two options to chose from, the park -- n- ride plan, the transit pass plan and the paratransit plan also known as Access- a-ride plan. T.
Deciding on the most fitting option of commuter benefit for the different levels and categories of employees will be an uphill task for the office. In addition, there is a possibility of employees choosing and insisting on the wrong benefit option for them due to misdirection. In addition, managing the now increased options for the commuter benefit packages comes with an increased responsibility for the department. The lack of adequate amount of workforce to fulfil the provision of these services within the department at the moment is a great challenge.
Key Success Factors
The success of these programs in the three-year period requires that appropriate measures are applied. These mechanisms come in the form of resources available, skill used and the commitment of all the players in the implementation of the program. Resource allocation in this project includes those associated with finance, workforce and time. To properly achieve success with the implementation of this plan, the office ought to have at their disposal enough personable, equipped with the variety of skills needed for accomplishing the tasks and committed enough to fulfilling…