Performance Management Presentation (7) Manage and Administer Worksite Enrichment Program

1
Performance Management Presentation(7) Manage
and Administer Worksite Enrichment Program

• Worksite Enrichment Program Team
• Lead
• Timothy Tosten
• Members
• Allyson Cole Dwayne Parris
• Christopher Gaines Mary Ellen Savarese
• Ellen Grant David Shea
• Carole Harman Kiana Timmons
• Pamela Jenkins
• Office of Research Services
• National Institutes of Health
• January 9, 2004

2
Table of Contents

• Main Presentation
• PM Template .3
• Customer Perspective...6
• Internal Business Process Perspective
  21
• Learning and Growth Perspective
  30
• Financial Perspective40
• Conclusions and Recommendations4
  6

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(No Transcript)
4
Relationship Among Performance Objectives
5
High Impact Objectives
6
Customer Perspective
7
Customer Perspective
Mandatory to Report on Customer Satisfaction
8
Customer Scorecard Methodology

• Worksite Enrichment Team met with OQM and
  consultant to determine optimal customer
  assessment methodology
• Customized ORS Customer Scorecard into
  multi-dimensional survey to meet Teams needs
  based on services
• Child Care
• Food Services
• Retail
• Fitness
• Travel
• Interpreting
• Determined method of survey distribution
• Distribute survey NIH-wide via NIH intranet
• Data collected for during the months of Feb-Mar
  2004
• Completed surveys will be returned to OQM
• Survey data will be entered into a database and
  analyzed

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C1a Customer Satisfaction

• Data from Customer Scorecard will be available in
  early March

10
C1a Customer Feedback
11
C1a Customer Feedback (cont.)
12
C1b Usage/Demand for Child Care Services
Total 283 Available Spaces
Total 961 Children on the Wait List
10 Children
13
C1b Usage/ Demand for Food Services
14
C1b Usage/Demand for Interpreting Services
15
C1b Usage/Demand for Interpreting Services
16
C1b Usage/Demand for Fitness Membership
17
C1b Usage/Demand for Travel Services
18
C1c Customer Counts
Total customers served 2,185,797
Note Interpreting Services shows requests, not
total people served
19
Customer PerspectiveWhat the data tells us?

• Although we have not completed our Customer
  Scorecard survey, we have some indications that
  customer satisfaction is good.
• The trend shows us that our programs are growing
  in usage and demand.

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Customer PerspectiveActions

• Work with OQM to ensure that we have a valid
  Customer Scorecard
• Conduct ORS Customer Scorecard assessment after
  the Performance Management Conference
• Make changes to our services, processes and
  approach based on feedback from customers

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Internal Business Process Perspective
22
Internal Business Process Perspective
23
IB1a. Results of Audit (Plan vs Actual)
Note This shows plan vs actual for our largest
program
24
Internal Business Process Perspective (cont.)
25
IB2b. Percent of Contracts Reviewed for
Change/Update
26
IB2a. Number of filtered customer suggestions
and vendor inputs included in use agreements and
contracts
27
Internal Business Process PerspectiveWhat the
data tells us

• We are not collecting data concerning how our
  vendors are doing for decision-making purposes.
• We are reviewing our contracts/use agreements for
  possible conversion to performance based but are
  slower at changing them than anticipated.
• We are not making regular updates to our
  contracts and use agreements as quickly as we
  should based on customer and vendor input.

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Internal Business Process PerspectiveActions

• Review and update our contracts/use agreements on
  consistent basis.
• Move all of our contracts/use agreements towards
  more performance-based.
• Include vendor and customer input in contracts
  (as relevant).
• Track, monitor, and discuss vendor
  follow-through to ensure standards are met and
  better decisions can be made.

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Learning and Growth Perspective
30
Learning and Growth Perspective
31
L2a. Results of internal climate survey
N 9
Unsatisfactory
Outstanding
32
Summarizing Our Internal Climate Survey Data
Results

• Overall, our employees rate our work environment
  as good and indicated that they felt we are
  achieving our mission
• High ratings were given for communications with
  peers and for communications with managers/
  supervisors.
• We also received written comments regarding the
  satisfaction with the parking situation at our
  off-site location.
• We received the lowest ratings for keeping staff
  abreast of various programs and
  schedule/location of others.
• We also received written comments regarding the
  need for more team building
• We will be addressing the low ratings and
  negative comments
• We will be making changes to the way we inform
  each other of schedules/ locations of each other
• We will also be finding ways for the staff to
  update each other on their projects.
• We will also examine possibilities for some
  additional team-building exercises
• We intend to survey staff again in FY04 to ensure
  we are improving our climate.

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L2b. Vendor Survey Results
N 112
Unsatisfactory
Outstanding
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FY04 Vendor Satisfaction Ratings NIH Project
Officer
N 112
Unsatisfactory
Outstanding
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Summarizing Our Vendor Survey Data

• Our Vendors rated their work environment as
  good overall
• High ratings were given for Personal Security
  and Lighting of Stairways.
• We also received mostly outstanding ratings for
  the section related to our Project Officers
• The lowest ratings were given for Storage Space
  and Restroom/ Locker room cleanliness.
• We also received written comments regarding the
  need for
• Solutions to the parking problems
• Speed of ID Requests/ Processing
• Equipment Maintenance
• Restroom cleanliness
• We will be addressing the low ratings and
  negative comments
• We will be working with the vendors to determine
  how we can better assist with processing of IDs,
  equipment maintenance, and in improving the
  cleanliness of the restrooms.
• It is unlikely that we will be able to impact the
  parking situation, however we can try to keep our
  vendors better informed regarding parking issues
  and alternatives through a new newsletter just
  for our vendors starting in Feb 04.
• We intend to survey vendor staff again in FY04 to
  ensure we are improving their ability to serve
  our customers.

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Learning and Growth PerspectiveWhat the data
tells us

• The internal climate data tells us that most of
  our staff are satisfied with their work
  environment however, they feel we need to
  improve our internal information pipeline with
  regard to schedules/locations of staff.
• The data also tells us that we need to share more
  information among our staff with regard to all of
  our programs.
• The vendor data tells us that we are doing a good
  job in relating to our vendors, but that we need
  to address some of their environmental needs so
  that they can better serve our customers.

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Learning and Growth PerspectiveActions

• Respond to/address the top concerns of both our
  staff and our vendors.
• Improve messaging to our vendor community (a
  newsletter for vendors which is planned for Feb
  04).

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Financial Perspective
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Financial Perspective (cont.)
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F1a. Unit Measures
DS1- Number children/families served DS2- Number
of customers DS3- Number of customers DS4- Based
on tickets issued annually DS5- Based on hours
provided per year
41
F1a. Unit Measures
Unit Measures FY 2003 Budget FY 2003 Actual FY 2004 Request FY 2005 Request FY 2006 Forecast
Manage child care services, programs, contracts and use agreements (This FY03 budget number is based on expanded capacity at some centers, and counting families on the waiting list.) of children/families served 353 1398 1400 1443 1843
Manage food services programs, contracts and use agreements (No numbers entered for FY02/03 because we changed our unit of measure.) of customers     1,727,000 1,715,000 1,755,000
Manage retail and fitness services, programs, contracts and use agreements (No numbers entered for FY02 /03 because we changed our unit of measure.) of customers     436,000 450,000 465,000
Manage interpreting services, programs, and contracts of interpreting service hrs 11,187 11,985 12,584 13,213 13,874
Manage travel management services programs and contract of tickets processed 50,000 51,209 52,500 55,125 58,000
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F1b. FY 03 Budget Requested vs Approved
Does not include rent
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Financial PerspectiveWhat the data tells us

• The new unit measures are a much better
  indication of what we are doing.
• We are doing a good job of requesting our
  funding, but we could provide better
  justifications for our budgets based on data
  collected.

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Financial PerspectiveActions

• Validate Unit Costs of all of our services.
• Track budget numbers and numbers better.

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Conclusions
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Conclusions from PMP

• In 2003, we mainly concentrated on our High
  Impact Objectives
• Demand for our services is increasing yearly
• Our vendors show a high level of satisfaction
  with their environment and with the management
  team, but there is room for improvement,
  especially in communication
• Our employees are fairly satisfied with their
  current environment
• We need to do a better job of formally tracking
  and monitoring vendor performance
• We intend to use all three of our surveys to
  determine the critical few things we need to
  improve in 2004
• Customer Scorecard (Feb/Mar)
• Internal Climate
• Vendor Survey

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Table of Contents (cont.)

• Appendix
• Page 2 of template..48
• Customer Perspective
• C2a Percent of Vendors meeting standards in
  contracts.49
• C2b Number of meetings with vendors.
  50
• C3a Percent of new spaces opened without
  amenities planning.51
• C3b Number of inclusions of WPB staff in
  planning meetings that impact amenities
  ...52
• Internal Business Process Perspective
• IB3a Percent of customers that can put our
  name with our program...
  53
• IB3b Advertising and promotion
  volume54
• Learning and Growth Perspective
• LG1a Work Plan vs actual for each program
  area..55
• LG1b Customer Complaints /customer
  satisfaction survey results.
  ..56
• LG3a Frequency of vendor/contractor
  acknowledgements57
• LG3b Number of Messages to Vendors58
  
• Financial Perspective
• F1a Speed of service tickets.5
  9
• F1b Payment Rate for Vendors60
  
• F3a Percent of Plans with retro for
  amenities.61

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PMP Template- Page 2
49
C2a. Percent of Vendors meeting standards in
contracts
50
C2b. Number of Meetings with vendors
51
C3a. New space opened without amenities planning
influence
52
C3b. Number of inclusions of WEPB staff in
planning meetings that impact amenities
53
IB3a. Percent of customers that can put our name
with our program
54
IB3b. Advertising and Promotion Volume
55
L1a. Work plan vs actual (for each service area)
56
L1b. Customer complaints/ customer satisfaction
survey results for each service area
57
L3a. Frequency of vendor/contractor
acknowledgements
58
L3b. Number of messages to vendors (Notional)
59
F1a. Speed of service tickets
60
F1b. Payment rate for vendors (late vs on time)
61
F3a. Square footage with Retrofit for Amenities
62
F3b. Number of plans matching actual on
construction of amenities
63
F3c. Number of construction document submission
changes (impacting amenities)