Report On The Implementation Of Sec Organizational Reform Recommendations - U.s. Securities And Exchange Comission - 2011 Page 13

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continuation / commencement, scaled back / stopped, scaled up or delegated externally. By late Fall
2011, the working group will have established and selected key activities that will undergo detailed
evaluation and impact assessments in order to develop implementation plans. It is expected that
implementation of the resulting recommendations will begin in 2012.
Workstream 2A – Reshape the Organization
One of the four overarching recommendations resulting from the BCG study was to “Reshape the
Organization” with regard to organizational design, in particular around the structure of divisions,
operations management and regional models. The goal is to consider how the SEC can be reshaped
through a process that strengthens and establishes clear lines of accountability, provides definitions
of roles and responsibilities, understands the talent pool, identifies decision rights and streamlines
organizational structures to achieve operational efficiency and effectiveness. Reshaping the
organization is important to ensuring that the SEC is properly allocating its human and financial
resources. The SEC has been forward-looking in its use of organizational re-shaping to drive
efficiencies in its mission. Since 2009, the SEC has carried out a comprehensive review of its two
largest programs – the Division of Enforcement and the OCIE – to ensure effective performance. In
addition, the Division of Corporation Finance (CF) has reshaped its organization to address issues
identified by the recent financial crisis. BCG concluded that the SEC could simplify the support
office structure by consolidating the OCOO and the Office of the Executive Director (OED) into
one office, which has been accomplished.
The SEC is taking a methodical and prioritized approach to its restructuring efforts. With the
restructuring of the two largest programs nearing completion, the agency is now turning its focus on
re-shaping the support functions, including the Office of Administrative Services (OAS), the Office
of Financial Management (OFM), and the Office of Human Resources (OHR). Additionally, the
SEC is establishing its first Office of the Chief Data Officer (OCDO). These offices have been
selected for the next wave of analysis and implementation as they are critical to serving the direct
mission functions of key operating divisions and offices, and require efficiencies and restructuring
to do so.
Workstream 2A – 1 – Office of Administrative Services Organizational Assessment
This workstream is conducting a comprehensive organizational analysis of the Office of
Administrative Services (OAS) that provides recommendations for optimal organizational design
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