1 UnitApril 2012 Results Overall Average (Scale 1-5) Difference from October 2010 Survey Slide # Administrative Services Accounting4.06N/A2 Budget4.55+.135.

1

Unit April 2012 ResultsOverall Average

(Scale 1-5)

Difference from October 2010

Survey

Slide #

Administrative Services • Accounting 4.06 N/A 2

• Budget 4.55 +.13 5

• Office Services 4.63 N/A 6

• Human Resources and Payroll 4.43 N/A 9

• Information Services 4.68 +.17 11

Administrative Services Internal Customer Satisfaction HIDDEN SLIDE

Analysis:This is the first time surveying Accounting as one unit. Past surveys were split . The April 2012 results are not surprising , but expected with staff turnover, several staff out for an extended time, and training of new staff all during the several months prior to the survey.

October 2010 results were: 1. Grants and Loan Management: overall average 4.202. Accounts Payable, Cashiering & Payroll: overall average 4.44

Additional 2010 segmented data is available in hidden slides 3 and 4.

2

Accurate In-formation

Professional Communication

Courteous and Helpful

Understands Needs

Prompt Overall Average1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

3.91 4.04 4.41 4.09 3.84 4.06

Actual (customers with interaction)Target

Surv

ey S

core

s

April 2012 Survey Results

Budget Activity: ASD – Accounting (Combined for 2012) Purpose: Provide dynamic stewardship of public resources Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service

Action Item Lead Due Date Date Completed

Implement Lean-Invoicing 90-day plan – related to Accounting are automate warrant required fields; decrease handoffs within Accounting

Cindy Trambitas July 18 July 1 decreased handoffs

Determine better training methods and update procedure manuals to increase consistency and accuracy

Mishelle SumptionCindy Trambitas

On-going

Conduct “mini” Lean for Accounting specific processes to remove waste and thus increase promptness – Start with Federal Draws and Cashiering

Cindy Trambitas June 30 postpone Sept

Action Plan

HIDDEN SLIDE

Analysis:

1344

Ser

vice

Req

uest

s

17

6 Re

spon

ses

1380

Ser

vice

Req

uest

s

173

Resp

onse

s

127

4 Se

rvic

e Re

ques

ts

161

Resp

onse

s

1095

Ser

vice

Req

uest

s

98 R

espo

nses

1114

Ser

vice

Req

uest

s 13

3 Re

spon

ses

Budget Services Average Overall Customer Satisfaction

5




Understands Needs


1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

4.61 4.34 4.71 4.44 4.63 4.55

Actual (customers with interaction)

Target

Surv

ey S

core

s


Surv

ey S

core

sApr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Apr-10 Oct-10 Apr-12

0.000.501.001.502.002.503.003.504.004.505.00

2.27 3.51 3.85 3.74 4.234.42 4.26 4.23 4.4 4.42 4.55

Actual (customers with interaction) Trend

Actual (all customers) Target

Budget Activity: ASD – Budget Services Purpose: Provide dynamic stewardship of public resources Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service


Provide budget report training: Ad Hoc refresher and Ad Hoc advanced (note: completed pivot table and Enterprise Reporting trainings)

Anh Curran and Don Petrich September/October 2012

Provide training to new budget analyst (starts 9/4). Introduce him to budget coordinators and managers. Revise responsibilities list for all staff.

Roger Horn September 2012

Prepare and submit 2013-15 agency request operating and capital budgets. Budget mgr., budget staff, budget coordinators, program staff

September 10, 2012

Action Plan

HIDDEN SLIDE

6




Understands Needs


1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

4.65 4.55 4.72 4.58 4.65 4.63



Surv

ey S

core

s

Analysis:This is the first time surveying Office Services as one unit.

October 2010 results were: 1. Facilities, Mail & Telecommunications : overall average 4.502. Purchasing: overall average 4.58

Additional 2010 segmented data is available in hidden slides 7 and 8.

April 2012 Status: Overall Average for all three programs : 4.63

Budget Activity: ASD – Office Services (Combined for 2012) Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service


Will be hiring new Facilities Manager and Procurement and Supply Specialist. Also potentially new Mail and Telecom.

Betsy Gabel June 30, 2012 All positions replaced as of 9/4/2012

Will review current Intranet information for office services to strengthen communication. Consider offering periodic purchasing Q&A sessions

Betsy Gabel June 30, 2012 6/30/2012 New Employee form and Surplus consolidation completed

HIDDEN SLIDE

7


Lean review of Purchasing and Inventory. Utilize new Administrative Assistant to assist with Surplus activities and filing for HR.

Betsy Gabel October, 2012

10




Understands Needs


1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

4.46 4.29 4.55 4.39 4.48 4.43



Surv

ey S

core

s

Analysis:This is the first time surveying Human Resources and Payroll as one unit.

October 2010 results were: 1. Human Resources’ overall average = 4.292. Payroll data not available, as it was combined with accounts

payable. Additional 2010 segmented data is available in hidden slide 10.

The April 2012 results:3. Show Human Resources’ overall average increased to 4.43.4. This includes Payroll data.5. The comments from the survey drive the planned activity

below.

Budget Activity: ASD – Human Resources and Payroll (Combined for 2012) Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service


Continue efforts to improve time and leave accounting process Human Resources Manager

On-going

Provide information about Human Resources’ processes, tasks, role etc., (such as quarterly brown bags or emails with Q&A) to increase agency-wide knowledge about our function.

HIDDEN SLIDE

121212

Analysis:Information Services

Average overall customer satisfaction




Understands Needs


1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

4.72 4.60 4.82 4.56 4.70 4.68



Surv

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core

s

Surv

ey S

core

s

Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Apr-10 Oct-10 Apr-120.000.501.001.502.002.503.003.504.004.505.00

4.40 4.42 4.50 4.27 4.454.62 4.54 4.41 4.55 4.51 4.68

Actual (customers with interaction)TrendActual (all customers)

Budget Activity: ASD – Information Services Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service


IS has been working with other ASD units to update the Employee Change form & process to promote effectively using them. This will address a comment of “be sure that all programs required are set up for new hires sooner and that they work correctly.”

IS Management June 2012 May 17, 2012

IS is developing a report that better identifies trends in service requests to address concerns in providing better follow-up, especially if the same service request or complaint has come from multiple sources.

IS Help Desk staff June 2012 June 7, 2012

Action Plan Continued.pptx

Action Plan Continued.pptx

13

Action Plan Continued


IS is working with ASD Purchasing and Facilities units, and the Ops Mgrs. on a process improvement of the inventory tracking process. The revised inventory tracking process will allow agency equip. to be kept up to date to make it more accurate and avoid numerous corrections. This will improve the annual computer replacement process, including better communications around when and how it will be accomplished - including estimated dates for installing replacement equipment and notification to the programs/individuals affected if those dates change.

IS Mgt May 2012 May 10, 2012

IS is developing a training plan and an IT problem escalation process for Russ Campbell of BSD Seattle office to utilize for providing Friday IS Help Desk coverage beginning in September 2012

IS Mgt September 2012

13

HIDDEN SLIDE

14

Budget Activity: ASD – Office ServicesPurpose: Increase the visibility of the Commute Trip Reduction (CTR) PlanPriority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service

Analysis: • This chart reflects real time data because of a policy

change requiring employees to submit their CTGR Incentive forms no later than 15 days from the close of the quarter. This allows us to show the percentage of employees that participated for the quarter and the amount of money paid to participants in real time.

• Balance was $2,351. $4,100 Spent this quarter, leaves a negative balance in the CTR Parking fund of ($1,749.00).

• Participation is measured by percentage of Commerce employees that completed a CTR calendar and received a subsidy award.

• There are currently 175 employees registered in the CTR program.

This slide is updated quarterly with no lag in data.

Q5 Q6 Q7 Q8 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q1 Q2 Q3 Q4FY 09 FY 10 FY 11 FY12

0%5%

10%15%20%25%30%35%40%45%50%

Commute Trip Reduction Subsidy

ActualTarget

$10k

$6k$8k$6k $5k.

82

$5k

77 73

$3.5K

87

50 60

Lead Due Date Date Completed

Continue to monitor the CTR Program to determine if moving our office affected CTR participation.

Betsy Gabel FY’11 Q5 FY’11 Q8

Overall our CTR percentage rate has declined. ASD Assistant Director will discuss CTR incentive with Management Team.

Betsy Gabel FY’11 Q7 FY’11Q8

Given Q3 decline in participation, , review options with the Parking/CTR Committee to determine any additional incentives that could improve participation.

Betsy Gabel FY 12 Q4 FY 13 Q4

Action Plan

$6k$7k

$7k

$9k

$9k

$10k

136 140 158 115 109 104 106 98 85 81 87

HIDDEN SLIDE

15

Budget Activity: ASD – Office ServicesPurpose: Increase the visibility of the Commute Trip Reduction (CTR) PlanPriority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service

Commute Trip Reduction Subsidy$10k$6k$8k$6k$5k.82$5k 77 73$3.5K8750 60

Action Plan Lead Due Date Date Completed

Parking/CTR Committee has reviewed the program and will present recommended solutions, including proposed funding, to the Management Team

Betsy Gabel FY13 Q1

136 140 158 115 109 104 106 98 81 87

HIDDEN SLIDE

16

Budget Activity: ASD Accounting – Successful Employee Travel Voucher Training PercentagePurpose: Perform analysis on successful travel voucher submittal to determine training success and increase payment timelinessPriority of Government: Strengthen the ability of state government to achieve results efficiently and effectivelyAgency Priority: Provide Bold Leadership and Exceptional Service

Analysis:• Prevention vs. Correction: The graph reflects the need for Travel

staff to train / work with program staff in travel / system rules so less time is spent adjusting voucher data so employees receive accurate payment in a timely manner.

• New TEMS should help with successful voucher submittal since it automatically calculates rates, one of the highest non-successful issues. New TEMS target at 95% successful voucher submission.

• FY11 Q5 July to Sept 2010 – 217 vouchers; 36 returned• FY11 Q6 Oct to Dec 2010 – 281 vouchers; 54 returned • FY11 Q7 Jan to Mar 2011 – 174 vouchers; 23 returned• FY11 Q8 Apr-June 2011 239 vouchers; 19 returned• FY12 Q1 July-Sept 2011 267 vouchers; 9 returned – target achieved • FY12 Q2 Oct-Dec 2011 260 vouchers; 17 returned for correction• FY12 Q3 Jan-Mar 2012 202 vouchers; 7 returned for correction• FY 12 Q4 Apr-Jun 2012 305 vouchers; 11 returned for correction Sample Update Label: This slide is updated quarterly with no lag in data.

(Calibri, 8 pt., Italic)

Feb

09

Mar

09

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Jun

10

Jul-S

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Oct

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Jan-

Mar

Apr-

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Jan-

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Jun

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FY 09 and FY 10

FY 11 FY 12 FY 13

0%

20%

40%

60%

80%

100%

55%63%

0%

69%

84% 81%87% 92% 97% 93% 97% 96%

Successful Travel Voucher Submission Percentage Actual

Target


Anticipate the majority of errors to be eliminated with TEMS implementation. Travel Team On-going Sep 2011

Training materials and methods will be updated as recurring errors are identified.

Travel Team On-going

Action Plan

HIDDEN SLIDE

17

Analysis: • The purpose of the Minority Women’s Business Enterprise (MWBE)

Program is to increase Commerce’s expenditures with for-profit Washington businesses that are both small and disadvantaged

• The Minority Women’s Business Enterprise Program accomplishes the following:

• Promotes diversity• Helps small business• Complies with Washington State MWBE goals• Complies with requirements from federal funding sources

• Commerce has committed to goal of 10% Minority Business Enterprise (MBE) and 4% Women’s Business Enterprise (WBE) usage for FY 12

Budget Activity: ASD – Central ContractingPurpose: Support minority and women owned businessesPriority of Government: Strengthen the ability of state government to achieve results efficiently and effectivelyAgency Priority: Make Washington the best state in the country to start and grow a small business

Percent of Dollars to Contractors that are OMWBE Certified

Action Who Timeframe Status

Enter expenditure data so as to ensure exclusions and additions are properly made to utilization percentage.

Accounting When expenditure data is entered into AFRS

Ongoing

Examine recent expenditures for accuracy. Accounting Quarterly Ongoing

Post Commerce solicitations on OMWBE website. Programs and John Toohey Quarterly Ongoing

When Commerce does a solicitation it should send those solicitations to OMWBE if the type of work that OMWBE has agreed it has bidders for.

Programs and John Toohey Quarterly On-going

2007 2008 2009 2010 2011 Q1 Q2 Q3 Q40%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

0.54%1.29%

0.32%

16.46%

0.39%0.84% 0.56% 0.91%

3.76% 3.93%4.71%

2.17%1.43%

3.08%

0.02%

0.06%

MBE Actual

WBE Actual

MBE Target

WBE Target

Action PlanFY’12

HIDDEN SLIDE

21

This slide is updated quarterly with no lag in data.

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q1 Q2 Q3 Q4FY 10 FY 11 FY12

0102030405060708090

100

2 3 610

1425

33

5660

6268

76

Number of Server Migrated

Number Migrated

Target

Analysis:

• Phase 1 of the virtualization project is to virtualize the planned 49 servers by the end of FY11 Q8.

• At the completion of Phase 1, 114% (56) of Commerce Phase 1 planned servers were virtualized by end of FY11 Q8.

• A Phase 2 of the virtualization effort to virtualize all identified (75% total) remaining candidate servers was begun in FY12 Q1 and is scheduled to complete in FY 12 Q4.

• The new backup solution will be implemented FY12 Q4 allowing the rest of the servers to be migrated.

• The planned total for virtualizing 74 servers by FY 12 Q4 was exceeded, with a final total of 76 servers (103% of planned) completed. The Commerce server environment is now 78% virtualized.

Budget Activity: ASD Information Services Purpose: Migrate network infrastructure to VMware, and state data centerPriority of Government: Strengthen the ability of state government to achieve results efficiently and effectivelyAgency Priority: Provide Bold Leadership and Exceptional Service

Action Plan Lead Timeframe Actual

Planned Phase 2 tasks to migrate remaining candidate servers was completed in FY12 Q4 IS Network staff June 4, 2012 Completed

Budget Activity : ASD – Human ResourcesPurpose: To measure Grievances and AppealsPriority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively

Analysis: • Two grievances were filed in FY12 Q4. Both

were withdrawn.• No grievances were filed in FY11 Q4. All three

grievances filed in Q3 were withdrawn. • Disciplinary grievances are complaints made by

represented employees about “formal” disciplinary action, which includes only dismissal, suspension, demotion or salary reduction.

• Non-Disciplinary grievances are complaints made by represented employees alleging contract violations about anything except “formal” disciplinary action, including letters of reprimand.

• Appeals are complaints made by non-represented employees alleging rule violations, made to the Personnel Resources Board.


HR continues to work with supervisors to resolve employee complaints prior to grievances and appeals being filed. However, as supervisors continue to hold employees accountable for poor performance (and PIPs increase in number) and as the stress of layoffs, salary reductions, and budget cuts increases, we may see an increase in grievances and appeals.

Human Resources On-going

Action Plan

25

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Disciplinary Grievances Non-DisciplinaryGrievances

Appeals

ActualTargetLinear (Target)

HIDDEN SLIDE

26

Budget Activity : ASD – Human ResourcesPurpose: To measure SuccessFactors Scores across the AgencyPriority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively

Action Plan


We will continue to take this measure to establish a trend line and consider appropriate action items.


2010-2011 Performance Review Analysis: • We have begun reviewing SuccessFactors scores

relative to turnover. From May 1, 2010, through April 30, 2011, of the 273 employees on annual review forms, 18 (6%) received a score of less than 3.0. 17 of the 18 remain Commerce employees. (1 left voluntarily.)

2011-2012 Performance Review Analysis: • From May 1, 2011, through April 30, 2012, of

the 265 employees on annual review forms, 11 (4%) received a score of less than 3.0. All of the 11 remain Commerce employees.

SuccessFactors ScoreMay 1, 2011 – April 30, 2012

< 3.0≥ 3.0

4%

96%

SuccessFactors ScoreMay 1, 2010 – April 30, 2011

< 3.0≥ 3.0

6%

94%

HIDDEN SLIDE

35

Budget Activity : ASD – Human ResourcesPurpose: To measure the number of WMS Employees as compared to all employees by Division.Priority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively

Analysis: • This graph shows the percentage of

WMS employees in Commerce.• Our WMS control point is 12.9% of

our total employees. In FY12 Q4, we had 33 WMS employees, or 10.5% of our head count. In Q3, we had 34 WMS employees, or 10.82% of our head count. In FY 12 Q2, we had 35 WMS employees, or 11.8% of our head count.

• We have not exceeded our control point for at least 4 years.

• The somewhat dramatic fluctuation in this data is the result of changes in the non-WMS employee population.


Continue to collect WMS data and monitor our compliance with the WMS cap. Human Resources and Management Team

On-going

Action Plan

11.6%11.6%11.3%10.7%

10.0%

10.9%10.3%

10.8%10.5%10.7%

11.9%11.6%11.7%11.9%

12.7%

11.7%11.8% 11.8%

10.8%10.5%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q1 Q2 Q3 Q4

FY10 FY11 FY12

Percentage WMS by AgencyActualTarget / Control Point

HIDDEN SLIDE

36

Budget Activity : ASD – Human ResourcesPurpose: To measure the number of WMS Employees as compared to all employees by Division.Priority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively

Analysis: • Our WMS control point is 12.9%

of our total employees. In FY12 Q4, we had 33 WMS employees, or 10.5% of our head count. In FY12 Q3, we had 33 WMS employees, or 10.82% of our head count. This graph shows the number of WMS employees by division over the past year.

• Employee count as of 4/01/2012:

ASD – 41BSD – 27CSHD – 145DO – 6IPPD – 35LGID – 59TOTAL – 313


Continue to collect WMS data and monitor our compliance with the WMS cap. Human Resources and Management Team

On-going

Action Plan

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FY11 Q5 FY11 Q6 FY11 Q7 FY11 Q8 FY12 Q1 FY12 Q2 FY12 Q3 FY12 Q4

Number of WMS by Division

HIDDEN SLIDE

37

Budget Activity : ASD – Human ResourcesPurpose: To measure quality of hirePriority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively


We will continue to measure this to establish a trend line and then consider appropriate action .


Analysis: • Commerce is negatively effected if it loses talent

in the first year, or is dealing with a poor employee.

• This shows new hires who • Remain with Commerce beyond their

one-year anniversary;• Score at least “meets expectations” on

their first SuccessFactors review ; and • Are not on a performance improvement

planas a per cent of all new hires.

• In FY10 Q1 one employee who was deemed a poor performer left during the first year of Commerce employment. In FY10 Q3 one employee who was deemed a poor performer left during the first year of Commerce employment.

Quality of Hire1/1/2010 – 6/30/2011

100%

80%

100%

90%

100% 100% 100% 100%

0%10%20%30%40%50%60%70%80%90%

100%

Q7 Q8 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

FY9 FY 10 FY11

Actual

Target

HIDDEN SLIDE

3838

Budget Activity : ASD – Human ResourcesPurpose: To measure good and bad turnoverPriority of Government: Provide Bold Leadership and Exceptional ServiceAgency Priority: Strengthen the ability of state government to achieve results efficiently and effectively

Action Plan


We will continue to measure good, neutral, and bad turnover to establish a trend line and then consider action items after that.


Analysis: • We are reviewing a number of factors (final

SuccessFactors’ scores, disciplinary history, reasons for leaving) for each employee who leaves the agency to determine if it is good, bad, or neutral turnover (for the agency).

• Each category has its own target: good turnover is 75%, neutral is 25%, and bad is 25%.

0%10%20%30%40%50%60%70%80%90%

100%

FY 12Pe

rcen

tage

of T

urno

ver T

ype

Percentage of Turnover Type

Good Bad Neutral

Good Target Bad Target Neutral Target

6

6

1 1

2 2

HIDDEN SLIDE

1 UnitApril 2012 Results Overall Average (Scale 1-5) Difference from October 2010 Survey Slide # Administrative Services Accounting4.06N/A2 Budget4.55+.135.

Documents

survey slide

survey results budget

budget staff

overall average

service requests

asd budget services

budget coordinators

team performance survey