ASA Template Training

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FY03 ORS Performance Management Provide
Administrative Support (1) Team Members Dinah
Huffer, Debra Levick, Marcia Potts January 9,
2004
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Overview

• PMP Template
• Value proposition and strategy
• Performance objectives and measures
• Customer Perspective Critical Measures
• Customer Survey of Administrative Services
• Internal Business Process Perspective Critical
  Measures
• Types of Service Requests by Department
• Types of Service Requests by Method
• Travel Orders Time and Attendance
• Learning and Growth Critical Measures
• of Administrative employees
• Financial Perspective Critical Measures
• Unit costs of discrete services
• Conclusions and Actions

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Performance Plan for FY 04 - 05
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Performance Objectives Strategy Mapping
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Strategy Mapping Conclusions

• We identified a major outcome (strategic
  objective) that needed to be addressed
• IB1. Improve Exception Processing
• Strategy Map Analysis
• We can achieve our customer goal (C1.) Increased
  satisfaction if we focus on meeting (IB2.) Right
  the first time, every time, be consistent.
  Reaching this goal will depend on our achieving
  (L3.) Make our knowledge and expertise more
  available. Meeting our (IB2.) goal will help us
  meet (IB4.) Improve exception processing which
  translates into lower unit costs (F1.) Minimize
  unit costs.

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Customer PerspectiveCritical Measure Customer
Survey
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Customer Survey of Administrative Services

• Customized ORS Customer Scorecard to measure the
  Quality attributes of Administrative Services
• Effective Explanation of Policies/Procedures
• Consistency
• Usefulness of Information
• Responsiveness of AOs
• Competence of AOs
• Handling of problems by AOs

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Survey Distribution
FY04 Administration Number of surveys
distributed 1,622 Number of respondents
422 293 ORS, 99 ORF, 30 skipped
question Response rate 26 160
respondents made comments (38) on the survey
Note Number distributed based on count of
emails in the ORS and ORS global email list as of
November 2003 and also includes 100 hard copy
surveys given to individuals without email
access. 405 respondents answered via the web,
17 via hard copy.
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Who are you?
N 391

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What is your organization?
N 392
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Do you know who is your primary AO?
N 393
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How often have you consulted with any AO?
N 392
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Which of the following services have you used
during FY03?
N 392
Note Multiple responses allowed.
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FY03 Satisfaction with ORS Administrative
Services by Organization
N 99 N 293
Outstanding
Unsatisfactory
Statistically significant difference (p lt .05)
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FY03 Satisfaction with ORS Administrative
Services Compared to ORS Overall
N 340 N 5,698
Unsatisfactory
Outstanding
Note Comparisons made to ORS overall where
possible. The number of respondents varied for
each question so an average N was calculated.
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Explanation of Policies/Procedures Satisfaction
RatingFrequency by Rating
N 338 Mean 6.86 Median 7.0
Note Graph shows the distribution of responses
by ratings selected.
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Usefulness of Information Provided Satisfaction
RatingFrequency by Rating
N 345 Mean 7.0 Median 8.0
Note Graph shows the distribution of responses
by ratings selected.
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Consistency of Guidance Given Satisfaction
RatingFrequency by Rating
N 341 Mean 6.9 Median 7.0
Note Graph shows the distribution of responses
by ratings selected.
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Competence of AO(s) Satisfaction RatingFrequency
by Rating
N 338 Mean 7.4 Median 8.0
Note Graph shows the distribution of responses
by ratings selected.
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Handling of Problems Satisfaction
RatingFrequency by Rating
N 336 Mean 7.3 Median 8.0
Note Graph shows the distribution of responses
by ratings selected.
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What did the customer data tell us?What actions
do we plan to take?
Pointed out areas where we need to address better
delivery of AO services (eg ORF vs
ORS) Demonstrated the relation between knowing
policy and procedures and being consistent in
answers and guidance Feedback will be input for
new branch chief to make recommendations - more
hands on training of AOs on specific systems
questions - more lessons learned exchange of
information sessions
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Internal Business Processes PerspectiveCritical
Measures
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Total 4,500 action queries per year
Total 1,183 action Queries . Annual Extrapolation
4,500 action queries Actual Data from
Recording all Actions One week in each month for
12 months
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E-mail contact is involved in over 40 of the
4,500 annual action queries
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Total 482
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What did the internal business process data tell
us?What actions do we plan to take?
Most important responsibility of the AO is to be
knowledgeable of rules and regulations
government wide and NIH wide Most queries (40)
come via email this is a more effective method
than phone calls, visits and other. Need more
FAQs on all systems, policies and procedures
that touch most people need to be web based
with easy searching capability More hands on
training for AOs in current systems More
exchange of information among AOs have more
meetings where lessons learned are shared
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Learning and Growth PerspectiveCritical Measures
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Administrative Employees Chart of FTE
2002/2003/2004
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What did the L G data tell us?What actions do
we plan to take?
The community thinks the AO staff is competent
and knowledgeable. We need to have more
consistent service delivery to all groups
served. We need to do several things see under
Internal Business and Customer
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Objective F1. Minimize unit costs Measure F1.1
Unit costs comparison Yr to Yr
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Financial PerspectiveCritical Measures
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Objective F2. Achieve cost saving from reduced
rework and reprocessing Measure F2.2 Payroll
correction items
Total 108
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What did the Financial data tell us?What actions
do we plan to take?
Financial costs on a unit basis even hourly seem
to provide little management guidance. Customer
Service ratings seem to be the more informative
measure.
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Conclusions from PMP

• More important to be right the first time and be
  consistent in our answers
• Our responsiveness is more effective using email
  over the other means of communication
• Customer satisfaction seems to be most important
  measure of our service delivery
• Key Initiatives
• To be determined after the admin group
  reorganization is complete and fully functional.

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Appendices
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Appendix 1Accountable Property Items
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What needs to be improved? (cont.)Communication

• Better and earlier communication regarding early
  release the day before a holiday (11/26)
• Communication
• Communication
• It would be nice to have occasional meetings or
  at least direct communication with our particular
  AOs (for those of us who've not gotten to know
  them too well). More importantly, I don't think
  this "AO pool" idea is going to improve anything,
  and it will preclude getting to know at least one
  AO and his/her function.
• What type of administrative support does ORS
  provide? Perhaps ORS communication and visibility
  to staff needs to be improved.
• Maybe a better selling of your vision. As an
  employee service org. a list of what services are
  available to us.
• Communication between the offices. Even though I
  know who my AO is now, it took awhile to know
  that info. Provide a list of AOs and their areas
  of responsibility. That way we know who to
  contact for what.
• Management needs to allow the AO's to keep the
  lines of communication open with the rest of the
  branch.

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What needs to be improved? (cont.)Communication
(cont.)

• Global notification of changes of employee
  locations
• Provide an updated list of staff
• To become more open with pertinent information
  when specific job related
• More sharing of information amongst AOs/AO Techs
• Explain what their functions are ?
• Monthly meetings just for informational purpose
• Information sharing/communications
• Would be helpful if there were scheduled meetings
  between Admin. staff and ORF staff who do misc.
  general admin. duties to ensure requirements are
  being handled correctly.

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What needs to be improved?Competence

• All Administrative staff seem not to have the
  same level of training
• The competence of AOs varies dramatically - many
  are not qualified to do their jobs. Train all
  AOs on policies and procedures or get rid of
  them.
• Took 4 times to get the number of dependents on
  state income tax withholdings corrected
• I feel the AO who handles my area needs training
  in alot of the services they provide. I get the
  impression that she is not confident in her
  position and has not been trained properly to
  handle the services or the questions that has
  been put before her. She is not friendly in her
  approach and I feel I am bothering her when ever
  I need to interact with her on admin issues. She
  is incompetent in that position. It has gotten
  to the point were my admin would be the last
  person I contact for help.
• Get people who know what they are doing
• Someone with intelligence to know what to do

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What needs to be improved?Competence (cont.)

• At least hire employees who have knowledge. Be
  able to work with people. Treat people with some
  kind of respect. Be flexible in cases of
  emergencies. Have some kind of compassion when
  an employee is stricken was a very serious
  disease.
• I believe they can improve on the training of new
  employees
• Overall services
• Everything
• Everything
• Knowledge of administrative issues

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What needs to be improved? Customer Service
Skills

• Attitudes of AOs
• Provide better customer service
• Customer service skills need improved.
• Need to be more customer oriented.
• Needs to be more personable
• My AO typically acts annoyed when I call her, and
  she answers my questions in a condescending tone.
  ITAS problems involving transfer of leave under
  VLTP are not resolved in a timely manner.
• Identify the administrative support people for
  each area. Customer service training for the AO,
  incl. their assistants. Job function training
  across the board so info disseminated is
  consistent.
• Change of leadership and the Administrative
  support, including the telephone support. The
  telephone support of the department has been very
  bad. Some researchers have gone to OEM to get
  equipment repaired, due to the rudeness of the
  person answering the phone.
• Having patience with staff.

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What needs to be improved? Follow-up

• Better follow through and regular status updates
  of task provided would be helpful
• Contact information needs to be more accessible.
  Follow-up on issues is spotty.
• It would be very helpful if when reimbursed for
  travel we could be told the date and amount when
  reimbursements will go into personal accounts.
• Communication/follow up needs improvement. AO's
  should be more proactive in identifying/alerting
  staff on issues then proposing possible
  solutions
• Sometimes, if the need is out of the ordinary,
  the AO simply begs out of the problem, without
  follow-up.

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What needs to be improved? Consistency

• One concern I have is consistency of
  advice/guidance given by all AOs across ORS. It
  seems that sometimes different answers are given
  to the same question.
• More consistency in the information provided by
  different AOs
• Provide consistent information regarding specific
  systems and employee issues
• Uniform standard of service. Collective training
  of AO's on a recurring basis
• For all AOs to provide consistent information

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What needs to be improved? Support

• AO's in IC's do a lot. Our AOs don't seem to do
  much for us
• At the ASU in bldg 10 we don't hear anything
  through the AO's office she may not know that
  she serves us
• Increase support in ORF side - we still have no
  help getting access to services (ADB, credit card
  resolution)

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What needs to be improved? Training

• More guidance on what type of training is
  accessible
• I cannot get training for IT support personnel.
  My promotion screwed up by the AO staff. I
  REALLY DO NOT CARE FOR THE AO STAFF!!!!
• More training to explain things to the people
  actually doing the work. Like this morning for
  whatever reason I cannot access ITAS. No one
  knows why.

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What needs to be improved? Procedures

• There should be an orientation of admin
  procedures for new people including contractors
  so that we can understand the process.
• Where can employees read about policies and
  procedures?
• Clear explanation of policies and procedures,
  especially to new employees

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What needs to be improved? Responsibilities

• Information on policies and procedures.
• Expectations of service are muddy --in one regard
  the AO states they are the liaison between HR,
  Budget etc. however we can not rely on them to
  carry out that function. We are referred
  directly to HR so this becomes the practice.
• Not clear what the responsibilities of the AO
  are. The ORF AO seems to have many fewer
  responsibilities than AOs in other ICDs.

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What needs to be improved? (cont.)Others

• Timekeeping and attendance to include within
  grade increases, shift differential pay and cola
  adjustments specifically handled by timekeeper
• I have two issues. First, SF50s-I received a QSI
  early in FY03 and have yet to see the SF50. Also
  TSP - I was given erroneous information about the
  percentage allowed last year and have lost a year
  of contributing the maximum amount to my TSP.
• Supply a functional administrative infrastructure
  to facilitate and support operational needs of
  service areas. ie Property, ITAS, work request,
  personnel actions(52,s). Timely and accurate
  input and reporting of OFM cost and expense
  reports. OHRM reporting is inaccurate and
  misleading for GM/GS cost and expense data.
• Providers of administrative services have not
  been clearly identified during ORS-ORF
  transition. Suggest issuance of a matrix or
  table listing administrative functions and
  contacts/providers for ORF and each Division
  thereof.
• The "who's who" after the ORS re-org was severely
  lacking. Also, the Awards Form keeps getting
  replaced! Frustrating! My ITAS issues are still
  not resolved. AO has basically given up and has
  asked that I resolve it on my own w/ the ITAS
  people.

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What needs to be improved? (cont.)Others

• Based on my associates interactions and mine, I
  believe that there needs to be more review of the
  performance of administrative staff and the
  development of a much more positive responses to
  administrative problem solving.
• Sometimes the task is done or dismissed so
  quickly that the conclusion is not fully
  accurate.
• Promotions/upgrade for administrative technicians
  to GS-9
• Additional help for AO. Our AO always seem to be
  overwhelmed with work.
• Records maintenance and attention to detail.
• Would like to see an Optional place on ITAS form
  for explanation of why leave was used. For
  personal use/reminder. Key request still takes
  too much time.
• Computer support access
• Budget tracking and analysis

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What needs to be improved? (cont.)Others

• A new administration for this branch.
• Micromanaging
• When you ask for help it would be nice get it .
• Remove red tape. Stop dishing out new regulation
  that are impossible to follow. Contractors want
  to enjoy all training granted for free to the
  government - direct employees as well.
• I've taken to the study of the history of
  business, and concluded that if the mantle of
  "business" sits any heavier on your shoulder than
  you would like to see a "scientific" attitude run
  rampant at NIH, things have gone awry
• More visible
• SEND MORE PAPERWORDNONE

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What needs to be improved? Positive comments

• I found everything is great order and always got
  great support
• Nothing.
• Every thing is OK.
• So far, all my dealings with the admin. support
  have been positive.
• I am satisfied
• I wouldn't change anything, it works well
• Nothing I can think of at the moment
• Nothing at this time Nothing at this time
• I think they're doing a great job.
• Nothing

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Conclusions

• While the majority of the respondents know who is
  their primary AO, 14 do not know
• About one-third of respondents consult with an AO
  at least monthly
• Yet about two-thirds have little interaction with
  their AO
• The top three most frequently used AO services
  were
• ORS ITAS, In-house work requests, travel
• ORF ITAS, In-house work requests, processing
  ID/BLDG requests and processing training requests
• ORF respondents had lower satisfaction ratings on
  almost all variables compared to ORS
• Satisfaction with AOs on competence and handling
  of problems was lower than the ORS overall rating

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Conclusions (cont.)

• Comments
• It is evident that many of the respondents appear
  to be angry and frustrated on the topic of AO
  services
• Many people wrote negative responses to the
  question What was done particularly well?
• Comments provide ideas on how to improve service
  delivery
• There were differences by organization in who
  made positive and negative comments
• More ORS respondent made positive comments, and
  more ORF respondents made negative comments
• Positive comments were made with the most
  frequent topics being timeliness,
  competence/knowledge, guidance, and helpful staff
• Comments were made for areas for improvement with
  the most frequent topics being timeliness,
  communication, customer service skills, and
  follow-up