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ASA Template Training

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Better and earlier communication regarding early release the day before a holiday (11/26) ... Global notification of changes of employee locations. Provide an ... – PowerPoint PPT presentation

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Title: ASA Template Training


1
FY03 ORS Performance Management Provide
Administrative Support (1) Team Members Dinah
Huffer, Debra Levick, Marcia Potts January 9,
2004
2
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

3
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4
Performance Plan for FY 04 - 05
5
Performance Objectives Strategy Mapping
6
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.

7
Customer PerspectiveCritical Measure Customer
Survey
8
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

9
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.
10
Who are you?
N 391

11
What is your organization?
N 392
12
Do you know who is your primary AO?
N 393
13
How often have you consulted with any AO?
N 392
14
Which of the following services have you used
during FY03?
N 392
Note Multiple responses allowed.
15
FY03 Satisfaction with ORS Administrative
Services by Organization
N 99 N 293
Outstanding
Unsatisfactory
Statistically significant difference (p lt .05)
16
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.
17
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.
18
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.
19
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.
20
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.
21
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.
22
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
23
Internal Business Processes PerspectiveCritical
Measures
24
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
25
E-mail contact is involved in over 40 of the
4,500 annual action queries
26
Total 482
27
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28
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29
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
30
Learning and Growth PerspectiveCritical Measures
31
Administrative Employees Chart of FTE
2002/2003/2004
32
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
33
Objective F1. Minimize unit costs Measure F1.1
Unit costs comparison Yr to Yr
34
Financial PerspectiveCritical Measures
35
Objective F2. Achieve cost saving from reduced
rework and reprocessing Measure F2.2 Payroll
correction items
Total 108
36
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.
37
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.

38
Appendices
39
Appendix 1Accountable Property Items
40
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.

41
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.

42
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

43
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

44
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.

45
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.

46
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

47
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)

48
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.

49
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

50
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.

51
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.

52
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

53
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

54
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

55
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

56
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
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