FY03 OMS Survey Report - National Institutes of Health

FY03 OMS Survey Report - National Institutes of Health

Performance Management Presentation Manage ORS Budget and Finance Team Members: Herb Holder, Leader Belinda Ancarrow Heidi Ricci Rick Roberts Denise Nichols Barbara Liles Howie Hochman Amy Vandenburg ORS National Institutes of Health Date: January 21, 2004 1 Table of Contents Main Presentation PM Template ..4 Customer Perspective....5 Internal Business Process Perspective15 Learning and Growth Perspective22 Financial Perspective 27 Conclusions and Recommendations...32 2 Table of Contents (cont.) Appendix

Page 2 of template.. Customer Perspective: C2: Make FMB processes more collaborative C2a: Number of quarterly business manager meetings held. C2b: Number of ORS Divisions represented at quarterly business manager meetings C2c: Number of ORF Divisions represented at quarterly business manager meetings Internal Business Process Perspective: IB3: Improve understanding of business planning process IB3a: Develop and Approve process. IB3b: # of Training Sessions Learning and Growth Perspective: LG2: Increase cross-training opportunities within FMB & improve internal knowledge management LG2a: Team Building Events. LG2b: # Tasks delegated by Herb (PMP, Rate Packages, Reorganization Process, NBRSS Continuity, CFO Audit). LG2c: Conduct monthly Peer Group Meetings 3 Performance Management Plan (PMP) Division Approval/Date: Associate Director Approval/Date: Service Group Manage ORS Budget and Finance Discrete Services DS1: Manage ORS Business Plan formulation DS2: Coordinate B&F budget formulation DS3: Coordinate NIH central services budget activities and reporting DS4: Assist with development and review of ORS rate studies DS5: Provide Budget Execution Services

Value Proposition In a rapidly changing environment, our team of knowledgable Budget & Finance professionals provides accurate, timely, and relevant financial information to assist our customers in making informed business decisions. Service Strategy Operational Excellence Growth Customer Intimacy Sustain Product Leadership Harvest Strategy Description We are committed to providing timely, high quality and cost-effective services to our customers. When w e receive customer requests for information, w e respond to the request w ithin 24 hours. As the primary interface betw een senior management and the Management and Budget Working Group and the business units of ORS/ORF, w e proactively communicate and translate the top-dow n needs of the former w ith the daily operational needs of the latter during the budget/business planning and rate setting process. During the fiscal year, w e provide timely and accurate financial reports (no later than 15 days after the end of each calendar month) that allow ORS/ORF business units to understand their current position and to make better decisions going forw ard. To succeed, w e must be recognized as value-added partners to the business units and seen as members of their business/financial planning and reporting team. To that end, w e use technology to disseminate information more timely and accurately; w e proactively communicate w ith our customers through regular updates and training sessions; and w e constantly challenge ourselves to improve our area know ledge through individual training plans. We proactively survey our constituents to determine their level of satisfaction w ith our services and use their feedback as guidance to improve our processes. Team Leader Herb Holder (OBSF/FMB) Team Members Belinda Ancarrow (OBSF/FMB), Heidi Ricci (OBSF/FMB), Rick Roberts (OBSF/FMB), Denise Nichols (OBSF/FMB), Barbara Liles (OBSF/FMB), Howie Hochman (ORF/DFP), Amy Vandenburg (OBSF)

4 Customer Perspective 5 Relationship Among Performance Objectives All objectives are interrelated and integral to achieving a strategy of operational excellence Committed to providing timely, high quality (i.e., accurate) and cost-effective services to our customers Must be recognized as value-added partners to our customers Strategy map diagram on the next slide displays the relationships 6 Strategy Map:Manage ORS Budget & Finance MANAGE ORS BUDGET C1: Improve communication with customers

C3: Increase customer satisfaction IB1: Improve quality and accountability of budget reports C2: Make FMB process more collaborative IB2: Improve quality and delivery of rate packages IB3: Improve understanding of Business Plan Process LG1: Develop and implement training plans within the team F1: Minimize unit cost of of all discrete services LG2: Increase crosstraining opportunities and improve internal knowledge management

Date: Dec. 8, 2003 7 Customer Perspective- C1 Objective C1: Improve communication with customers Measure FY 03 Actual Number of training sessions 3 Number of employees trained 50 FY04 Target FY05 Target 10

>=10 Initiative Design Learning Retention Survey/Quiz 5 YTD 100-120 >= 120 Website to be implemented in 2Q FY04 with Monthly Consolidated Financial Statements (CFS), FTE Reports & Monthly VSOF Reports (Shell). Analysis for VSOF Reports provided to the Divisions via e-mail. Develop & maintain consistent planning timelines for budget and rate studies 8 Customer Perspective C3 Objective Measure C3: Increase

customer satisfaction with FMB services and processes Survey results FY 03 Actual Completed Survey FY04 Target FY05 Target Initiative New Survey Completed 08/2004 New Survey Completed 08/2005 Improve over FY 2003 Improve over FY 2004

Identify and prioritize areas for improveme nt and develop plan to be implement ed 0106/2004 9 Customer Scorecard Methodology Team/OQM determined best methodology INTERVIEW - to assess customers in FY 03 Reviewed products/services, analyzed customer segmentation, review development of interview methodology Reviewed development of interview questions tied to discrete services Interviews of 13 customers conducted by parties external to team 10 ORS Customer Scorecard Data FMB Satisfaction and Importance Ratings

Mean Ratings Quality 9.60 4.80 Timeliness 9.60 4.30 Reliability 9.60 4.50 Availability Responsiveness 8.90 6.10 Competence 9.80 6.30

Handling of Problems 1 2 Unsatisfactory 8.80 6.20 9.50 5.30 3 4 5 6 7 8 9 10 Outstanding Satisfaction Importance

11 N= Summary of Interview Findings what does the data show Financial information is critically important Confusion regarding the Business formulation process/ABC cost accounting model Confusion around the roles and responsibilities of FMB Customers perceive they are not receiving timely and accurate information from the current financial reports 12 Summary (cont.) Culture of consistent customer service in FMB not perceived by customers Perception that FMB staff needs development Ratings of customer satisfaction hover around the mid-point of the scale 13

Customer Perspective What actions are planned? Identify and prioritize areas for improvement and develop plan to be implemented (0106/2004) Make use of website to provide access to business plan and budget information Improve quality and frequency of business manager meetings Strengthen agendas Solicit ideas for improvement 14 Internal Business Process Perspective 15 Internal Business Process Perspective - IB1 Objective Measure FY 03 Actual

FY04 Target FY05 Target Initiative IB1: Improve availability of Consolidat ed VSOF budget reports Percentage of Consolidat ed VSOF reports available within 15 calendar days of month end N/A 75% 90% Develop and issue

Operating Budget Reports during Continuing Resolution 16 Internal Business Process Perspective-IB2 Objective IB2: Improve quality and delivery of rate packages Measure Number of errors in rate package % of rate packages to OFM on time FY 03 Actual As of 12/31 no errors

20% FY04 Target FY05 Target Initiative Maintain/Improve over FY 2003 Maintain/Improve over FY 2004 50% 75% Revise Pro Forma process to include the develop ment of a Draft Rate Package 17

ORS Customer Scorecard Data FMB Satisfaction and Importance Ratings Mean Ratings Quality 9.60 4.80 Timeliness 9.60 4.30 Reliability 9.60 4.50 Availability Responsiveness 8.90 6.10 Competence 9.80

6.30 Handling of Problems 1 2 Unsatisfactory 8.80 6.20 9.50 5.30 3 4 5 6 7 8 9 10 Outstanding Satisfaction

Importance 18 N= Internal Business Process Perspective What does the data tell you? Customers perceive they are not receiving timely and accurate information from the current financial reports Divisions have created their own financial management groups to supply them with the information necessary to run their business This redundancy is costly and causes confusion 19 Internal Business Process Perspective What actions are planned? Develop and issue Operating Levels and Budget Reports during Continuing Resolution

Develop a consistent framework of reports Provide analytical comments to improve value of reports 20 Internal Business Process Perspective What actions are planned? Revise Pro Forma process to include the development of a Draft Rate Package Earlier start on Rate Package process will provide opportunities for better quality control timelier submission to OFM and internal management customers 21 Learning and Growth Perspective 22 Learning and Growth Perspective - LG1 Objective LG1: Develop

and implement training plans within team Measure FY 03 Actual FY04 Target FY05 Target Initiative N/A 75% of ($2k) planned dollars per person spent 75% of ($2k) planned dollars per person spent Hours per person

75% of planned hours used per person 75% of planned hours used per person Adherence to Training Plan Each team member adheres to 75% of plan. Each team member adheres to 75% of plan. Develop and establish individual training plans in 02/2004 to

coincide with CY 2004 Performan ce Evaluation Cycle Dollars per person 23 ORS Customer Scorecard Data FMB Satisfaction and Importance Ratings Mean Ratings Quality 9.60 4.80 Timeliness 9.60 4.30 Reliability 9.60 4.50

Availability Responsiveness 8.90 6.10 Competence 9.80 6.30 Handling of Problems 1 2 Unsatisfactory 8.80 6.20 9.50 5.30 3 4 5

6 7 8 9 10 Outstanding Satisfaction Importance 24 N= Learning and Growth Perspective What does the data tell you? Perception that FMB staff needs development Quality of FMB staff and staff work vary widely Perception that there is a need to enhance staff skills Staff need to increase knowledge of specific ORS/ ORF business operations

25 Learning and Growth Perspective What actions are planned? Develop and establish individual training plans in 02/2004 to coincide with CY 2004 Performance Evaluation Cycle Identify additional tasks and schedule for delegation Expand on teambuilding experiences Broaden the delegation of responsibilities within the Branch 26 Financial Perspective 27 Financial Perspective (cont.) Objective F1: Minimize unit cost at a defined level of service Measure Unit costs

FY 03 Actual FY04 Target FY05 Target Maintain or improve over FY 2002 Maintain or improve over FY 2003 Maintain or improve over FY 2004 28 Manage Budget & Finance Unit Cost Measure Unit Cost DS1 $100.00 $80.00 $61.99

$60.00 $40.00 DS5 $61.34 $20.00 $0.00 $57.11 DS4 DS2 $80.44 $62.47 DS3 29 Financial Perspective Discrete Service Costs & Hours Discrete Service Costs & Hours (dollars in thousands) 7,000.00 6,500.00 6,000.00 5,500.00 5,000.00 4,500.00 4,000.00 3,500.00 3,000.00 2,500.00

2,000.00 1,500.00 1,000.00 500.00 0.00 Hours $$$ DS1 DS2 DS3 DS4 DS5 Discrete Services 30 Financial Perspective Discrete Service Costs Discrete Service Costs $327.65 DS1 DS2 $39.62 $10.12

DS3 DS4 DS5 $173.33 $187.29 31 Financial Perspective Discrete Service Hours Discrete Service Hours 6.21% 1.43% DS1 47.27% 18.40% DS2 DS3 DS4 DS5 26.70% 32 Financial Perspective

What actions are planned? FMB Staffing has decreased in last two years However Unit Cost have remained steady with additional team member from OBSF. Budget/resources are limited in scope Vacancy for Deputy Budget Officer Completing staff is a major step to achieving objectives and improving unit costs 33 Conclusions 34 Conclusions from PMP Survey and PMP work sessions - Wake-up call to improve delivery of services

Improve customer communications through training and learning sessions Provide reports and services on time with information and analyses of value Work on our skills sets budgeting, ABC, coordination, customer service, taking initiative, be accountable 35 Conclusions from PMP What have we done? ABC Foundations training for various ORS/ORF management groups Operating levels issued during the CR period Business Managers meetings on target for 1 st and 2nd Quarters Initiated development of individual training and development plans 1st cut in hand 36 Conclusions from PMP What are we going to do?

Use the OBSF website for providing and updating useful information Provide reports with analytical comments start and build upon Improve communications & learn program by increased participation in program staff meetings 37 Appendix Page 2 of Template Customer Perspective C2: Make FMB processes more collaborative Objective C2: Make FMB processes more collaborative Measure FY 03 Actual Number of quarterly business manager meetings held

3 FY04 Target FY05 Target 4 4 Number of ORF Divisions Represented at quarterly business manager meetings N/A 80% 80% Number of ORS Divisions Represented at quarterly business manager meetings N/A 80% 80% # of Division Meetings Attended

N/A Establishi ng Baseline TBD Initiative Schedule and Agenda provided 5 days in advance Contact Division Leadership to see if they have meetings and can FMB Analyst attend 38 Appendix Page 2 of Template Internal Business Process Perspective IB3: Improve understanding of business planning process Objective IB3: Improve

understanding of business planning process Measure Develop and Approve process # of Training Sessions FY 03 Actual N/A FY04 Target Approved by Senior Leadership during FY04 4 FY05 Target N/A Initiative Formalize service hierarchy update process

5 4 as of 11/30 39 Appendix Page 2 of Template Learning and Growth Perspective: LG2: Increase cross-training opportunities within FMB & improve internal knowledge management FY04 Targ et Objective Measure FY 03 Actual LG2: Increase crosstraining opportunitie s within FMB & improve internal knowledge

manageme nt Team Building Events 2 2 2 # Tasks delegated by Herb (PMP, Rate Packages, Reorganiza tion Process, NBRSS Continuity, CFO Audit) Established Baseline of 5 task delegated Improve over FY 03

Improve over FY 2004 Conduct monthly Peer Group Meetings 6 9 FY05 Target Initiative Identify additional tasks and schedule for delegation 10 1 YTD 40

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