Performance Management Presentation Manage Property Management Finances

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Performance Management Presentation Manage Property Management Finances. Team Leader: Joyce Sweasy Team Members: Mark Headings, Matthew Longabaugh, Kathleen Courie, Sherry Wu ORS/OBSF/SAFB National Institutes of Health Date: January 7, 2004. Table of Contents. Main Presentation - PowerPoint PPT Presentation

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<ul><li><p>Performance Management Presentation</p><p>Manage Property Management FinancesTeam Leader: Joyce Sweasy</p><p>Team Members:</p><p>Mark Headings, Matthew Longabaugh,Kathleen Courie, Sherry Wu</p><p>ORS/OBSF/SAFB National Institutes of Health</p><p>Date: January 7, 2004</p></li><li><p>Table of ContentsMain Presentation</p><p>PM Template .</p><p>Customer Perspective..C2: Provide accurate data to customersC6: Improve customer satisfaction</p><p>Internal Business Process Perspective..IB2: Accurate billing and payment for rent, membership services and leased space.</p></li><li><p>Table of Contents (cont.)</p><p>Learning and Growth Perspective..LG2: Ensure that staff members are cross-trained in all mission related areas and discrete services so there is no interruption of services in the absence of a staff member.</p><p>Financial Perspective F1: Maintain unit costs.</p><p>Conclusions and Recommendations ..Appendix...</p></li><li><p>Sheet1</p><p>Performance Management Plan (PMP)</p><p>Division Approval/Date:Associate Director Approval/Date:</p><p>Service Group</p><p>Manage Property Management Finances</p><p>Discrete Services</p><p>Process Lease Payments</p><p>Manage and Consult on Rent Program Finance</p><p>Manage the Consolidated Statement of Services</p><p>Value Proposition</p><p>SAFB is committed to providing reliable, accurate and timely financial services, analysis and statements, to our internal NIH customer on the NIH Rent Program. In addition, we enhance NIH's public image by processing reliable, accurate and timely payments to external Lessors. Our knowledgeable staff proactively manages relationships with our customers (both internal and external) to anticipate their needs and to quickly respond to questions when they arise.</p><p>Service Strategy</p><p>Strategy Description</p><p>SAFB follows a strategy of operational excellence. Above all, we are committed to providing reliable, accurate and timely financial services, analysis and statements to our internal and external customers. We proactively survey our constituents to determine their level of satisfaction with our services and use their feedback as guidance to improve our processes. When questions arise, our goal is to respond within two business days. We actively communicate with our customers on a regular basis. Our staff combines its understanding of NIH (and Federal Government) financial processes with its collective professional knowledge and available technologies to produce outstanding customer service.</p><p>Team Leader</p><p>Joyce E. Sweasy, Chief, Space Administration and Finance Branch</p><p>Team Members</p><p>Mark Headings, Matthew Longabaugh, Kathleen Courie, Sherry Wu</p><p>Date:1/7/2004</p><p>Service Group:</p><p>ObjectiveMeasureFY 03 ActualFY04 TargetFY05 TargetInitiativeOwner</p><p>CustomerC.1 - Provide timely service to customer.Customer's perception - C1a: Response to CSS survey question 1e.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsImproved web-based CSS and Facilities Information Management System. Comprehensive CSS to include all ORS services.SAFB, OBSF, ITB, Service Divisions</p><p>Customer's perception -TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C.2 Provide data accuracy to customer.Customer's perception - C2a: Response to CSS survey questions 2a, 3g, 3h, 4n, 4o &amp; 4p.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>Customer's perception - C2b: Response to Lessor survey question 2.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C.3 Responsiveness to customer inquiries on rent program issues.Customer's perception - C3a: Response to CSS survey question 2c.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Help Desk (Operational in FY2004)SAFB</p><p>C3b: Number of inquiries - Number of SAFB responses within 16 business hours of inquiry.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C.4 Improve customer/staff communications.Customer's perception - C4a: Response to CSS survey questions 3i, 3j, 3k, 3l, 3m, &amp; 4q.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsLease/Space Coordination Meetings; Meetings with customers.SAFB</p><p>C4b: Number of annual CSS training sessions.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>Customer's perception -TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C4d: Distribution of Lease Invoice Processing Flow Chart to Lessor Customers.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C.5 Improve understanding of NIH customer's needs.Customer's perception - C5a: Response to CSS survey questions 5r, 5s, 5t, 5u, 5v, 5w &amp; 5x.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Surveys and Interviews with CustomersSAFB</p><p>Customer perception - C5b: Feedback from annual CSS training sessions.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>C6 Customer satisfactionCustomer's perspective - C6a: Response to CSS survey questions 1a, 1b, 1c, 1d, 2b, 2d, 2e, 2f, 6 &amp; 7.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Help Desk/Improved CSSSAFB</p><p>Customer's perspective - C6b: Response to Lessor survey question 1.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>I1- Timely billing and payment transactions.I1a: NIH Rent Program billing for rent and membership services - Number of quarterly CSS available to ICs the 1st week of each quarter.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsImproved FIMS &amp; Improvements to current FIMS and new FIMSSAFB, OBSF, Service Div</p><p>I1b: Number of accurate/complete invoices processed within 2 business days of the invoice acceptance date.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>I2 -Accurate billing and payment for rent, membership services and leased space.I2a: Number of ADB entries requiring correction due to SAFB errors.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Logs, ADB Records, Data Warehouse and VSOF ReportsSAFB</p><p>I2b: Sufficient revenue collected to cover rent program expenses.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>I3 - Improve SAFB understanding and documentation of rent program processes, procedures and policy.13a: Publication of a Rent Program rule book.Not targeted for completion until FY2004Rule Book published and available to customerRule Book Reviewed and updated. Updated Rule Book published and availableRent Program Rule BookSAFB</p><p>I3b: Publication of process maps for each SAFB discrete service.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>I3c. Publication of CSS milestone schedulesTO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>Learning and GrowthL1 - Improve knowledge of, and documentation of the historical and current Rent ProgramContinuity in the performance of SAFB's mission during absence of SAFB staff members.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsRent Rule Book and shared knowledge and documentation within SAFB and data available via the NIH web sitesSAFB</p><p>L2 - Improve staff knowledge and proficiency in NIH facilities, financial and business systems.# of NIH financial and business system in which SAFB staff is proficientTO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsMeetings with NIH Budget Officers, OBSF/FMB budget analysts, and OD/OFM staffOBSF, SAFB</p><p>L3 - Ensure that staff members are cross trained in all mission area and discrete services so there is no interruption of services in the absence of a staff member.No disruption to performance of SAFB mission during absence of SAFB staff members.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsInternal cross training of staffSAFB</p><p>FinancialF1 - Improve staff understanding of Activity Base Costing and the OBSF Business Plan..SAFB staff ability to use the Business Plan data in analyses.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsFormal ABC training and use of OBSF Business PlanOBSF, SAFB</p><p>F2 - Reduce unit costs.F2a: Reduction in invoice processing cost.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsMaximize SAFB existing work resources.SAFB, OBSF</p><p>F2b: Reduction in CSS production costs.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals</p><p>Operational Excellence</p><p>Customer Intimacy</p><p>Product Leadership</p><p>Growth</p><p>Sustain</p><p>Harvest</p><p>Sheet2</p><p>Sheet3</p></li><li><p>Relationship Among Performance Objectives</p></li><li><p>Customer Perspective</p></li><li><p>Customer Perspective (cont.)</p><p>Sheet1</p><p>Performance Management Plan (PMP)</p><p>Division Approval/Date:Associate Director Approval/Date:</p><p>Service Group</p><p>Manage Property Management Finances</p><p>Discrete Services</p><p>Process Lease Payments</p><p>Manage and Consult on Rent Program Finance</p><p>Manage the Consolidated Statement of Services</p><p>Value Proposition</p><p>SAFB is committed to providing reliable, accurate and timely financial services, analysis and statements, to our internal NIH customer on the NIH Rent Program. In addition, we enhance NIH's public image by processing reliable, accurate and timely payment</p><p>Service Strategy</p><p>Strategy Description</p><p>SAFB follows a strategy of operational excellence. Above all, we are committed to providing reliable, accurate and timely financial services, analysis and statements to our internal and external customers. We proactively survey our constituents to determ</p><p>Team Leader</p><p>Joyce E. Sweasy, Chief, Space Administration and Finance Branch</p><p>Team Members</p><p>Mark Headings, Matthew Longabaugh, Kathleen Courie, Sherry Wu</p><p>Date:1/2/2004</p><p>Service Group:</p><p>ObjectiveMeasureFY 03 ActualFY04 TargetFY05 TargetInitiativeOwner</p><p>CustomerC.1 - Provide timely service to customersCustomer's perception - C1a: Response to CSS survey question 1eScore of 7.2 (scale of 1 - 10/highest)Score of 7.7Score of 8.1Improved web-based CSS and Facilities Information Management System. Comprehensive CSS to include all ORS servicesSAFB Staff (Longabaugh, Headings, Wu); OBSF; ITB; Service Div</p><p>Customer's perception -Score of 7.1 (scale of 1 - 10/highest)Score of 7.6Score of 8Work with ORS/DRPAS and OD/OFM, the two main offices that impact timely payment of invoices and rent, to implement more efficient procedures to shorten the payment process. Also, when implemented, the financial portion of the NIH New Business System maySAFB Staff - (Longabaugh, Headings, Wu)</p><p>C.2 Provide accurate data to customerCustomer's perception - C2a: Response to CSS survey questions 2a, 3g, 3h, 4n, 4o &amp; 4pScore of 7.3 (scale of 1 - 10/highest)Score of 7.8Score of 8.2Work closely with ORF's Division of Facilities Planning, the source of space data for rent billing, to ensure that the most current/accurate data is provided for the CSS. In FY2003, SAFB created automatic edit checks within the CSS to reduce data Inaccuracy.SAFB Staff - (Longabaugh, Headings, Wu)</p><p>Customer's perception - C2b: Response to Lessor survey question 2Score of 7.6 (scale of 1 - 10/highest)Score of 8Score of 8.5In 99% of the cases where Lessor's received payments for less than amount invoiced, the reason for this was amounts automatically withheld by the Dept of Treasury for unpaid taxes. The remainder of the payment errors were tracked to inaccurate amounts entered on the disbursement order by OFM. SAFB will work closely with OFM to detect and resolve payment errors.SAFB Staff - (Courie, Wu)</p><p>C.3 Responsiveness to customer inquiries on rent program issuesCustomer's perception - C3a: Response to CSS survey question 2cScore of 7.7 (scale of 1 - 10/highest)Score of 8.1Score of 8.6SAFB Central Call Desk (Operational in FY2004)SAFB Staff - (Longabaugh, Headings, Wu)</p><p>C3b: Number of inquiries - Number of SAFB responses within 16 business hours of inquiry.1,243 inquires on lease issues (Courie, Wu, Sweasy); and 579 inquiries on the CSS and other financial issues, for a total of 1,822 customer inquiries.25% of inquires responded to within 1 business day; the remaining 75% responded to within 2 business days35% of inquires responded to within 1 business day; the remaining 65% responded to within 2 business days...</p></li></ul>

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