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OARS Phase I Performance Measurements

Jan 31, 2016

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OARS Phase I Performance Measurements. August 21, 2014. AEP Implementation Focus Group. An AEP Implementation Focus Group comprised of AEP team leads and POS Directors at the L/C/O level and remote divisions was formed to review and discuss critical implementation issues - PowerPoint PPT Presentation

PowerPoint Presentation*
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AEP Implementation Focus Group
An AEP Implementation Focus Group comprised of AEP team leads and POS Directors at the L/C/O level and remote divisions was formed to review and discuss critical implementation issues
The first meeting of this group was held last week in RTP
Performance measures developed by the HR, BE and Travel teams were reviewed
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ORD is transforming its administrative operations as it simultaneously drives down costs
A key method to ensure that OARS meets its objectives for cost savings and service delivery targets is to develop performance measures that include both transformational goals and service level objectives
Some performance measures will be cross-cutting across all the business functions, and others will be specific to each function or sub-function
As ORD’s experience with ISS has shown, it is critical for an organization to carefully select key areas of performance to measure in light of the feasibility of and cost required to measure all areas of performance
The creation of transformational goals and service level objectives is dependant on a number of factors, including the scope of the organization and organizational maturity
All service level objectives will not be implemented simultaneously, but rather as OARS matures over time, different elements of performance can be measured using new or improved tools, technologies and/or processes
Transformational Goals and
Service Level Objectives
Transformational Goals
Transformational goals are objectives set that facilitate change into the future state organization
For the OARS organization and each business function, transformational goals are targets related to organizational structure, process improvements, staffing, training, technology that achieve the future vision
Example: Address and fix GovTrip routing issues before implementation and on an on-going basis
Transformational Goals and
Service Level Objectives
Service level objectives define the performance targets for OARS-wide and specific business functions
A number of measures will apply OARS-wide to all business functions around areas such as customer and staff satisfaction, and financial cost savings
Each function will have their own set of performance measures around timeliness and quality for each product or service they produce
Example: Process Domestic Travel Authorizations within 3 days
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Balanced Scorecard
A balanced set of performance measures allow the organization to meet targets related to cost, quality, customer satisfaction, and other areas.
Process
Result
External
Internal
Unbalanced
Balanced
Process
Result
External
Internal
Achieving adopted timeliness measures
Integration of systems
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Service level objectives apply to the OARS organization and to specific business functions, and will be evaluated on an ongoing basis.
OARS may have service-level objectives related to: adoption rate, customer satisfaction, productivity, financial cost savings, and staff satisfaction.
Each OARS business function may have specific transactional measures for each service or product it produces that measure timeliness and quality.
OARS-wide and Function Specific Metrics Overview
Note these examples are for illustrative purposes only.
TIMELINESS
QUALITY
TIMELINESS
QUALITY
TIMELINESS
QUALITY
Human Resources
Budget Execution
STAFF SATISFACTION
Example: 80% of staff are satisfied or very satisfied on the job
FINANCIAL COST SAVINGS
PRODUCTIVITY
Example: 10% increase in work output with new standard operating procedures
CUSTOMER SATISFACTION
Example: 80% of customers are satisfied or very satisfied with products/services
ADOPTION RATE
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Ability of an organization to accept a new process
Number of individuals using new process/total number of individuals
Periodic review of system logs for usage levels, user experience, and documentation for compliance
Customer Satisfaction
A measure of how services supplied by a company meet or surpass customer expectations
% of customers satisfied
Survey or interview customers (random or 100% sampling) and evaluate feedback
Productivity
The amount of resources used to produce one unit of work
Outputs/inputs
Timeliness
Whether a unit of work was done on time. Criteria for “on-time” is established by the customer
% of services/products delivered within timeframe
Periodic review of ticketing system service request data of time to complete each service
Financial Cost Savings
Cost savings of improved processes
Total cost savings in terms of people, technology, and other resources
Periodic review of financial reports that document budget and spending
Staff Satisfaction
% of employees satisfied
Conduct employee surveys (random or 100% sampling) and evaluate feedback
Quality
Whether a unit of work was done correctly. Criteria for “correctness” is defined by the customer
% of service requests
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OARS-Wide Measurements
Organizational Vision
Provide exceptional administrative services to support ORD’s mission in the most effective and efficient manner.
Defining Success
Adopt Standardized Operating Procedures to ensure consistency
Develop Customer Relationship Management Strategy to build strong partnerships
Implement technology to leverage information from agency systems to provide decision support for improved business decisions
Implement communications plan that fosters ongoing communications throughout all levels of ORD
Regularly assess attainment of AEP Goals
100% compliance with Standard Operating Procedures (SOPs) after 1 year
80% customer satisfaction by 2012
80% staff satisfaction by 2012
FINANCIAL
CUSTOMER
Defining Success
Performance Measures
OPERATIONAL
Alert management of issues/problems and recommended courses of action within 3 days of identifying the issue
95% of all reconciliation discrepancies (>$100) corrected within 1 week
Emergency funding requests processed within 1 business day, non-emergency requests within 3 business days
10% increase in staff knowledge in 1 year
25% of staff training needs accomplished
5% increase in customer satisfaction in 1 year
Regular budget Meetings w/ LCO and/or Division Management
Budget formulation and execution are more fully integrated
Increased staff expertise
Improved knowledge of customers programs
Retirement of IRMS; feeder systems are fully integrated with new financial management system
Budget Execution staff are viewed as adjunct members of the organizations they service; HQ versus field tension disappears
Reduce work years by 24.3 from 2005 Baseline
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Staff are consolidated into one division with three teams.
SEEs are utilized for basic travel services such as domestic TAs and vouchers
Federal staff focus on more complex travel services and monitoring SEEs
Defining Success
Performance Measure
Travel Vouchers completed within 2 business days
Follow-up travel authorizations through issuance of ticket
10% increase in staff knowledge in 1 year
25% of staff training needs accomplished
5% increase in customer satisfaction in 1 year
Travelers request services with minimal effort using online forms
Travelers receive consistent travel services within the service level timeframes
Opportunities to share knowledge among co-located staff enhances the quality of service
More efficient use of staff through workload sharing
Travelers are more likely to reach a live person to answer questions or provide last minute service
Utilize GovTrip to its fullest potential by uploading all receipts and retaining them electronically as the official file
Reduce work years by 16.63 from 2005 Baseline
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Organizational Vision
Consolidated ORD-Wide HR organization providing a full range of HR operational, strategic and management advisory services
Defining Success
HR employees have a shared vision of customer focus and attention to HR issues
Improved collaboration on policies and policy decision making between the strategic and operational staffs
Increased efficiencies in infrastructure; i.e., reduction in process steps and service time, reduction in IT databases and tracking systems
Some of the HR burden on managers would be alleviated
HR generalists have a uniform knowledge and skill level and achieve a consistent and effective mode of operation
FINANCIAL
PEOPLE & LEARNING
Implement automated HR system that meets requirements by 2012
5% increase in staff satisfaction after 1 year
10% increase in core competency knowledge
5% increase in customer satisfaction with 3 critical areas (recruitments, career-ladder promotions and incentive awards) in 1 year
CUSTOMER
Which performance measures are most important to organizational success?