performance management presentation manage property management finances
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1
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
2
Table of Contents
Main Presentation
PM Template ……………………………….………………………
Customer Perspective……………………….…………………….
C2: Provide accurate data to customersC6: Improve customer satisfaction
Internal Business Process Perspective…………………………..
IB2: Accurate billing and payment for rent, membership services and leased space.
3
Table of Contents (cont.)
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.
Financial Perspective …………………………………F1: Maintain unit costs.
Conclusions and Recommendations ………………..
Appendix………………………………………………...
4
Team Members
Joyce E. Sweasy, Chief, Space Administration and Finance Branch
Mark Headings, Matthew Longabaugh, Kathleen Courie, Sherry Wu
Date:1/7/2004
Team Leader
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.
Strategy Description
Service Strategy
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.
Value Proposition
Manage Property Management Finances
Service Group
Performance Management Plan (PMP)
Manage the Consolidated Statement of Services
Manage and Consult on Rent Program Finance
Process Lease Payments
Discrete Services
Division Approval/Date: Associate Director Approval/Date:
Operational Excellence
Customer Intimacy
Product Leadership
Growth
Sustain
Harvest
5
Relationship Among Performance Objectives
C3: Respond tocustomer inquiries
on rent programissues
CU
ST
OM
ER
FIN
AN
CIA
LINT
ER
NA
LB
US
INE
SS
LE
AR
NIN
G &
GR
OW
TH
IB1: Timely billingand paymenttransactions
F1: Maintain unitcosts
LG1: Improve staffknowledge and
proficiency of NIH/ORS /ORF facilities finance and
business systems
MANAGE PROPERTY MANAGEMENT FINANCES
LG2: Staff members are cross-trained in all mission related areasand discrete services so there isno interruption of services in the
absence of a staff member
IB2: Accurate billingand payment for rent,
membershipservices & leased
space
IB3: Improvedocumentation of
rent programprocesses,
procedures &policies
Date: Dec. 15, 2003
C1: Provide timelyservice to customers
C6: ImproveCustomer
SatisfactionC2: Provide accurate
data to customers
C5: Improveunderstanding of NIH
customer needs
C4: Improvecustomer
communications
6
Customer Perspective
7
Customer Perspective (cont.)
C.2 Provide accurate data to customer
Customer's perception - C2a: Response to CSS survey questions 2a, 3g, 3h, 4n, 4o & 4p
Score of 7.3 (scale of 1 - 10/highest)
Score of 7.8 Score of 8.2 Work closely w ith 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 w ithin the CSS to reduce data Inaccuracy.
SAFB Staff - (Longabaugh, Headings, Wu)
Customer's perception - C2b: Response to Lessor survey question 2
Score of 7.6 (scale of 1 - 10/highest)
Score of 8 Score of 8.5 In 99% of the cases w here Lessor's received payments for less than amount invoiced, the reason for this w as amounts automatically w ithheld by the Dept of Treasury for unpaid taxes. The remainder of the payment errors w ere tracked to inaccurate amounts entered on the disbursement order by OFM. SAFB w ill w ork closely w ith OFM to detect and resolve payment errors.
SAFB Staff - (Courie, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
8
C2a: Customers’ Responses to CSS Survey Questions on Accuracy
6.87.4
0
2
4
6
8
10
FY02 FY03
9
Customers’ Responses for CSS Survey Questions on Accuracy (Detail)
6.65.7
6.9 6.9 6.87.9
6.5 6.97.5 7.4 7.3
0
2
4
6
8
10
FY02 FY03
10
C2b: Customers’ Responses to Lessor Survey Questions on Accuracy
8.73
7.60
0.00
2.00
4.00
6.00
8.00
10.00
FY02 FY03
* Drop in FY03 attributed to 1 Lessor’s issue with Treasury deductions.
11
C2b: Customers’ responses to Lessor Survey on Accuracy (Detail)
10 10
9 9
8 8
7
6 6
3
0
2
4
6
8
10
12
Customer Perspective (cont.)
C.6 Improve customer satisfaction
Customer's perspective - C6a: Response to CSS survey questions 1a, 1b, 1c, 1d, 2b, 2d, 2e, 2f, 6 & 7
Score 7.7 (scale of 1 - 10/highest)
Score of 8 Score of 8.5 SAFB Central Call Desk/Improved CSS SAFB Staff - (Longabaugh, Headings, Wu)
Customer's perspective - C6b: Response to Lessor survey question 1
Score of 7.5 (scale of 1 - 10/highest)
Score of 8 Score of 8.5 Work w ith NIH off ices involved in the invoice payment process to improve payment timeliness and accuracy
SAFB Staff - (Courie, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
13
C6a: Customers’ Responses for Improved CSS Features
0
2
4
6
8
10
14
Same 5 Lessors’ responses for survey question on overall satisfaction:
8.367.50
0.00
2.00
4.00
6.00
8.00
10.00
FY02 FY03
* Drop in FY03 due to 2 Lessors issues with NIH’s payment procedures.
15
C6b: Customers’ Responses to Lessor Survey Question on Overall Satisfaction
109 9
8 8 8 8 8
43
0
2
4
6
8
10
16
Internal Business Process Perspective
17
Internal Business Process Perspective
IB2 -Accurately bill and pay for rent, leased space and membership services
IB2a: Number of ADB entries requiring correction due to SAFB errors
100% - 13,018 ADB entries made - all w ithout error
Maintain 0 error rate
Maintain 0 error rate
Continued maintenance of SAFB Logs, ADB Records, Data Warehouse and VSOF Reports
SAFB Staff - (Courie, Wu)
IB2b: Sufficient revenue collected to cover rent program expenses
99.7% of forecasted revenue collected
99.8% of forecasted revenue collected
99.9% of forecasted revenue collected
Continued diligence and data accuracy verif ication to ensure that the Rent Program Budget reflects all anticipated and contingency costs; and, quarterly CSS's are accurate - resulting in the collection of revenue to cover all expenses. Work w ith ORS/DRPA and DFP to develop accurate lease data forecasts for the budget.
SAFB Staff (Longabaugh, Headings)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
18
In FY03, SAFB entered 13,018 financial entries in the ADB system. 100% of these entries were made accurately / without errors.
IB2a: Measurement – Number of ADB entries requiring correction due to SAFB errors.
19
In January 2002, SAFB prepared and submitted the FY2003 Rent Program operating budget for revenue required to cover all rent program expenses.
A high rate of accuracy in both the forecasting of costs and the collection of revenue was achieved with a rate of 99.7% of the expenses covered by the revenue collected through the NIH rent Program / CSS.
IB2b: Measurement – Sufficient revenue collected to cover rent program expenses.
20
Learning and Growth Perspective
21
Learning and Growth Perspective
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
L.2 - Cross train SAFB staff in all mission areas and discrete services to ensure no interruption of services in the absence of a staff member
No disruption to performance of SAFB mission during absence of SAFB staff members.
Lease payment process - 100% of staff assigned this duty are trained. 1 other staff member can also perform this function. CSS process - 100% of staff assigned this duty are trained.
Lease payment process - train 80% (4 staff members) of SAFB to perform the lease payment process function. CSS process - train 1 additional staff member to perform this function.
Maintain FY04 target training level.
Internal cross training of staff OBSF; SAFB Staff (Sw easy, Longabaugh, Headings, Courie, Wu)
22
In FY03, three staff members were fully trained to perform the responsibilities and tasks associated with the CSS, responding to Rent Program inquiries, and providing financial analysis services. Three staff members were fully trained to perform the responsibilities and tasks associated with the lease payment process. In FY04 and FY05, SAFB staff will conduct monthly internal cross training of other staff members, with the goal of having at least three staff members able to perform each of the major mission functions of the branch.
L2. Measurement – Cross training all SAFB staff members to perform at least one function that is outside of their specific mission responsibility area, to ensure no disruption to the performance of the SAFB mission during the absence of staff member(s).
23
Financial Perspective
24
Financial Perspective (cont.)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
F1 - Maintain unit costs F1a: Maintain invoice processing cost TO DO - Enter data /Need to get this data from Amy Vandenberg
Enter target improvement over FY03 actuals
Enter target improvement over FY04 target
Formal ABC training and use of OBSF Business Plan
SAFB Staff - (Sw easy, Courie, Wu)
F1b: Maintain CSS production costs TO DO - Enter data /Need to get this data from Amy Vandenberg
Enter target improvement over FY03 actuals
Enter target improvement over FY04 target
Maximize SAFB existing w ork resources. SAFB Staff (Sw easy, Wu, Longabaugh, Headings); OBSF
25
In FY03, SAFB processed 1,174 invoices for payment of construction-related services; and 2,243 payments for rent, operating expenses, taxes, maintenance and other “rent” related payments to the Lessors.
The payment process required 13,018 individual ADB entries.
In FY03 – the costs associated with the Process Lease Payment discrete service was $ ________. The actual unit cost for this service was ____________ per invoice.
In FY03 – the costs associated with the Manage the Consolidated Statement of Services discrete service was $_____. The actual unit cost for this service was _____________.
In FY03 – the costs associated with the Manage and Consult on Rent Program Finance discrete services was $ _____. The actual unit cost for this service was ___________.
The target goals for FY04 and FY05 is to maintain the unit cost of each of these services, since the actual SAFB performance in each of these discrete services is near the optimum performance level, given the staffing size of SAFB.
F1: Measurement – Maintain invoice processing costs (associated with leased properties).
26
Conclusions
27
Major Findings – SAFB is operating at a high degree of efficiency in terms of customer satisfaction, accuracy and timeliness. SAFB is performing each of its discrete services at near optimum level of success and in a cost efficient manner. Improvements Achieved / Highlights: In FY03, in each of the critical areas highlighted on the CSS Survey, SAFB has achieved a higher customer satisfaction rating than that achieved in FY02. In FY03, major improvements were made to the CSS. The CSS now provides more data for use by the ICs to manage their rent budget . In FY03 SAFB began the monumental task of pulling together comprehensive data on every aspect of the Rent Program to create a NIH Rent Program Rule Book. Publication of the Rule Book is targeted for FY04. In FY03, one SAFB Financial Analyst staff member received certification as a Federal Financial Manager through intensive formal training and certification testing.
Conclusions from PMP
28
Conclusions from PMP (Cont.)
SAFB achieved a high rate of accuracy in both forecasting the rent program budget and collecting revenue. 99% of the expenses of the program were collected through the CSS.
SAFB entered 13,018 financial entries in the ADB system. 100% of these entries were made accurately / without error.
SAFB received and processed 1,174 rent and alteration invoices in FY03. All of these invoices were processed with 2 business days of the invoices acceptance date.
Highlighted Initiatives for FY 04 –
Publication of the NIH Rule Book Continued improvements to the CSS and data available to the ICs via the CSS (links to CSS project/milestone schedule, process maps, and rule book. In FY04 an additional Financial Analyst staff member will be scheduled for training and certification as a Federal Financial Manager.
29
Appendix Content
Full Template (Objectives, Measures, Goal, Initiatives, Owner)
Customer Perspective - Objectives
C1: Provide Timely Services to CustomersC3: Response to Customer Inquires on Rent Program IssuesC4: Improve Customer CommunicationsC5: Improve Understand of NIH Customer Needs
Internal Business Process Perspective - Objectives
IB1: Timeliness Billing and Payment TransactionsIB3: Improve Documentation of Rent Program Processes, Procedures and Policies.
30
Appendix Content (cont.)
Internal Business Process Perspective - Objectives
IB1: Timely Billing and Payment TransactionsIB3: Improve Documentation of Rent Program
Processes, Procedures and Policies.
Learning and Growth Perspective - Objectives
LG1: Improve Staff Knowledge and Proficiency in NIH/ORS/ORF Facilities, Financial
and Business Systems
31
Appendix Content (cont.)
Process Maps
Process Lease PaymentsManage Property Management FinanceMange the Consolidated Statement of Services
Customer Survey
Consolidated Statement of Services Survey/IC Survey
Lease Payment/Lessor SurveyCSS Survey Results Comparison FY02 to FY03
Consolidated Statement of Services Project / Milestone Schedule
32
Customer Perspective
33
Customer Perspective
C.1 - Provide timely service to customers
Customer's perception - C1a: Response to CSS survey question 1e
Score of 7.2 (scale of 1 - 10/highest)
Score of 7.7 Score of 8.1 Improved w eb-based CSS and Facilities Information Management System. Comprehensive CSS to include all ORS services
SAFB Staff (Longabaugh, Headings, Wu); OBSF; ITB; Service Div
Customer's perception - uC1b: Response to Lessor survey question 3
Score of 7.1 (scale of 1 - 10/highest)
Score of 7.6 Score of 8 Work w ith ORS/DRPAS and OD/OFM, the tw o main off ices that impact timely payment of invoices and rent, to implement more eff icient procedures to shorten the payment process. Also, w hen implemented, the f inancial portion of the NIH New Business System may reduce processing time.
SAFB Staff - (Longabaugh, Headings, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
34
C1a: Customer Responses to CSS Survey Question on Timeliness
5.9
7.9
0
2
4
6
8
10
FY02 FY03
Ave
rage
Sco
re
35
C1b: Customer Responses to Lessor Survey on Timeliness
7.557.10
0.00
2.00
4.00
6.00
8.00
10.00
FY02 FY03
* Drop in FY03 attributed to Lessor’s resistance to adherence to NIH payment procedure.
36
C1b: Detail Customer Responses to Lessor Survey on Timeliness
10 10
9 9 9 9
5 5
3
2
0
2
4
6
8
10
37
Customer Perspective (cont.)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
C.3 Responsiveness to customer inquiries on rent program issues
Customer's perception - C3a: Response to CSS survey question 2c
Score of 7.7 (scale of 1 - 10/highest)
Score of 8.1 Score of 8.6 SAFB Central Call Desk (Operational in FY2004)
SAFB Staff - (Longabaugh, Headings, Wu)
C3b: Number of inquiries - Number of SAFB responses w ithin 16 business hours of inquiry.
Lease issues - 1,243 inquires; CSS and other f inancial issues - 579 inquiries; total inquiries - 1,822. (Avg time to research issue and craft an inquiry response - 1.5 hrs per inquiry.)
25% of inquires responded to w ithin 1 business day; the remaining 75% responded to w ithin 2 business days
35% of inquires responded to w ithin 1 business day; the remaining 65% responded to w ithin 2 business days
SAFB Central Call Desk w ill assist in routing inquiries expeditiously to the correct staff member and provide management immediate visibility of all inquiries to w hich a response w as provided, inquiries pending response, and response time. Various other reporting tools w ithin the central desk w ill enable management to develop initiatives to reduce response time.
SAFB Staff - (Sw easy, Longabaugh, Headings, Courie, Wu)
38
C3a: Customers’ Responses to CSS Survey Question on Responsiveness
6.6
7.7
0
2
4
6
8
10
FY02 FY03
39
C3b: Measurement – Number of inquiries received and responded to by SAFB staff within 16 business hours of the inquiry
In FY03, SAFB received 1,243 inquiries related to lease issues and 579 inquiries related to other issues, totaling 1,822 customer inquiries. 80% of these inquiries were responded to within 16 business hours, while the remaining 20% were responded to within 8 business hours.
40
Customer Perspective (cont.)
C.4 Improve customer communications
Customer's perception - C4a: Response to CSS survey questions 3i, 3j, 3k, 3l, 3m, & 4q.
Score 6.8 (scale of 1 - 10/highest)
Score of 7.2 Score of 7.7 Lease/Space Coordination Meetings; Meetings w ith customers; publication of the Rent Program Rule Book; and links w ithin the w eb CSS providing Rent Program information to customers.
SAFB Staff - (Longabaugh, Headings, Wu)
C4b: Number of annual CSS training sessions.
4 Based on customer demand, SAFB w ill conduct CSS training sessions as needed.
Based on customer demand, SAFB w ill conduct CSS training sessions as needed.
Continue to refine the training and provide w orkshops to provide lap top computers to provide more effective "hands-on" training. As needed, provide mid-year training for new users. Develop a CSS Desktop Handbook. Special presentations at Budget Officer Meetings.
SAFB Staff - (Longabaugh, Headings)
Customer's perception - C4c Response to Lessor survey question 4
Score of 6.7 (scale of 1 - 10/highest)
Score of 7.1 Score of 7.6 Distribution of Lease Invoice Processing Flow Chart to Lessor Customers
SAFB Staff - (Courie, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
41
C4a: Customers’ Responses to CSS’ Accuracy
6.46.8
0
2
4
6
8
10
FY02 FY03
Average Score for CSS Accuracy
42
C4b: Measurement – Number of annual CSS training sessions provided to NIH IC customers
SAFB Staff conducted 4 hands-on training sessions on the use, navigation and content of all aspects of the CSS
ICs were invited to send any individual from their organization who would benefit from the training.
SAFB staff provided reference material, and the use of lap top computers to enable attendees to obtain hands-on training.
43
C4c: Customers Responses to Survey Question on Process Improvement SAFB Made in FY03
8
7 7 7
6 6 6
5 5
4
0
2
4
6
8
10
44
Customer Perspective (cont.)
C.5 Improve understanding of NIH customer needs
Customer's perception - C5a: Response to CSS survey questions 5r, 5s, 5t, 5u, 5v, 5w & 5x
Avg Score of 7.9
Score of 8.3 Score of 8.9 SAFB Surveys and Interview s w ith Customers; feedback from CSS training sessions and special presentations at Budget Officer meetings.
SAFB Staff - (Longabaugh, Headings, Wu)
Customer perception - C5b: Feedback from annual CSS training sessions.
100% positive feedback received from attendees on training value and content
100% positive feedback received from attendees on training value and content
100% positive feedback received from attendees on training value and content
Continue to improve the training session delivery, content, and reference material
SAFB Staff - (Longabaugh, Headings, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
45
C5a: Customers’ Responses for Potential New CSS Features:
8.5 8.3 7.9 7.6 7.4 7.9 7.7
0.0
2.0
4.0
6.0
8.0
10.0
46
C5b: Measurement – Customer feedback on quality and effectiveness of the SAFB provided CSS training.
• SAFB conducted 4 training sessions in FY03.
• 100% of the IC attendees at these sessions said that the training was of high quality, effective and met their CSS training needs.
47
Internal Business Process Perspective
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
IB1- Timely billing and payment transactions
IB1a: NIH Rent Program billing for rent and membership services - Number of quarterly CSS available to ICs the 1st w eek of each quarter
100% on time delivery / release of the CSS by the 1st w eek of each quarter.
100% on time delivery / release of the CSS by the 1st w eek of each quarter.
100% on time delivery / release of the CSS by the 1st w eek of each quarter.
Continued meetings w ith all off ices involved in delivery of the quarterly CSS to discuss and resolve issues and potential delays, and establish a project/milestone schedule for the release of the CSS. Publication of the schedule as a link on the CSS w eb so customers are informed of scheduled CSS release dates.
SAFB Staff (Longabaugh, Headings, Wu); OBSF; Serv. Div.
IB1b: Number of accurate/complete invoices processed w ithin 2 business days of the invoice acceptance date
100% - 1,174 invoices received for processing. All processed w ithin 2 business days of acceptance date.
Maintain invoices processing at 100% - processed w ithin 2 business days of acceptance
Maintain invoices processing at 100% - processed w ithin 2 business days of acceptance
Work w ith NIH off ices outside of ORS/OBSF/SAFB, that play the major part in timely payment of invoices to resolve any issues that may cause payment delays. Work w ith the Lessors to ensure that they are aw are of the process steps, required invoices content and payment procedures.
SAFB Staff - (Courie, Wu)
48
IB1a: Measurement – Number of quarterly CSS available to ICs the 1st week of each FY quarter.
ICs are billed for all Rent Program and Membership Service use costs on a quarterly basis via the CSS.
100% of the CSS were available to the ICs by the first week of each quarter in FY03.
49
SAFB received and processed 1,174 rent and alteration invoices in FY03. All of these invoices were processed within 2 business days of the invoice acceptance date.
IB1b: Measurement – Number of accurate / complete invoices processed within 2 business days of the invoice acceptance date
50
Internal Business Perspective
51
Internal Business Process Perspective
IB3 - Improve documentation of rent program processes, procedures and policies
1B3a: Publication of a Rent Program Rule Book
Not targeted for completion until FY2004
Rule Book published and available to customer
Rule Book updated & published
Rent Program Rule Book. Make Rent Program Rule Book available to customers via a link on the w eb CSS.
SAFB Staff (Longabaugh, Headings, Wu)
IB3b: Publication of process maps for each SAFB discrete service
Maps published for all three discrete services
Review , update and publish process maps
Review , update and publish process maps
Annually update the process charts. On a quarterly basis, review the process to identify bottlenecks. Work to resolve of mitigate the bottlenecks. Provide the charts as a link to the w eb CSS to better educate the ICs on the rent program.
SAFB Staff (Sw easy, Longabaugh, Headings, Courie, Wu)
IB3c. Publication of CSS milestone schedules
CSS Milestone Schedule published internal to ORS/ORF.
Review , update and publish current CSS schedule. Make schedule available to ICs and ORS and ORF.
Review , update and publish current CSS schedule. Make schedule available to ICs and ORS and ORF.
Provide ICs a view of the Milestone Schedule as attachment to the CSS
SAFB Staff (Sw easy, Longabaugh, Headings, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
52
In FY03, SAFB began the process of developing an NIH Rent Program Rule Book.
It is SAFB’s goal that the Rent Program Rule Book will be fully staffed to appropriate OD, ORS and ORF offices, approved and published in FY2004.
To educate the customers on the Rent Program, it is SAFB’s intent that a link be provided within the web CSS, so that customers can conveniently access the Rule Book.
SAFB will maintain and update this book.
IB3a: Measurement – Publication of a NIH Rent Program Rule Book that provides a comprehensive source for the documentation of rules, policies, procedures and a history of the NIH Rent Program.
53
In FY03, SAFB prepared a process map for each discrete service.
In FY03, SAFB provided all the Lessors for NIH leased space, the process map for the lease payment process. This map was made available as an attachment to the SAFB Lessor Survey via Web site.
http://www.nih.gov/od/ors/od/obsf/safb/surveys/safb_survey.htm
This web site will be used in FY04 to distribute the SAFB Lessor’s survey in June 2004, and also to make general information regarding NIH’s financial lease management and payment process available to the Lessors.
On a quarterly basis SAFB will review the processes and update the maps as needed, identifying bottlenecks and working with SAFB to resolve or mitigate bottlenecks caused by internal processes; and work with interfacing organizations to resolve those resulting from the processes of offices outside of SAFB.
In FY04 SAFB will publish the process maps via a link on the web CSS for the purpose of education the ICs on the various Rent Program processes.
IB3b: Measurement – Publication of a process map for each SAFB discrete service.
54
In FY03, NIH monthly invoice process instructions and flow charts were available in SAFB’s survey website for the Lessors.
This reference material provided Lessors information on invoice related processes and procedures.
55
IB3c: Measurement – Publication of a CSS Milestone Schedule.
In FY03, SAFB initiated quarterly meetings with all NIH offices/ individuals involved in the process of preparing the quarterly CSS. A project milestone schedule was developed setting forth a full project schedule and delivery dates. During these quarterly meetings, all parties agree to meet their specific milestone deadline, and any potential problems and delays are resolved. The schedule is update when necessary.
In FY04 and FY05, the CSS Milestone Schedule will be made available to the ICs via a link to the web CSS. In this way, SAFB can educate IC customers on the steps involved in preparing the quarterly CSS, the milestone dates for release of the CSS to the ICs, the window for IC entry of accounting data, and the financial obligation dates.
56
Learning and Growth Perspective
57
Learning and Growth Perspective
L.1 - Improve staff know ledge and proficiency in NIH/ORS/ORF facilities, f inancial and business systems
Know ledge and proficiency in the follow ing NIH/ORS/ORF systems are critical to effective performance of the SAFB mission: ADB, Data Warehouse, VSOF, FIMS, and the w eb CSS.
Know ledge and proficiency rate: ADB - 50%; Data Warehouse - 50%; VSOF - 50%; FIMS - 50%; w eb CSS - 80%
Train staff and increase know ledge and proficiency rate to: ADB - 60%; DW - 70%; VSOF - 70%; FIMS - 80%; w eb CSS - 100%
Train staff and increase know ledge and proficiency rate to: ADB - 70%; DW - 80%; VSOF - 80%; FIMS - 90%; w eb CSS - 100%
1. Meet w ith NIH Budget Off icers, OBSF/FMB budget analysts, and OD/OFM staff to become familiar w ith various systems that interface/impact the Rent Program process. 2. Present internal SAFB training sessions on critical systems to demonstrate proficiency and cross train other SAFB staff.
OBSF; SAFB Staff (Sw easy, Longabaugh, Headings, Courie, Wu)
Objective Measure FY 03 Actual FY04 Target FY05 Target Initiative Owner
58
L1: Measurement – SAFB staff knowledge and proficiency in the use of NIH/ORS/ORF systems to more effectively perform the SAFB mission.
Systems:Accounting Data Base (ADB) Web Consolidated Statement of Services (CSS)Date Warehouse (DW) Facilities Information Management System (FIMS)Visual Status of Funds (VSOF) In FY03, SAFB staff demonstrated knowledge and proficiency as follows:
ADB – 50% of staffDW – 50% of staff VSOF – 50% of staffFIMS – 50% of staff Web CSS – 80% of staff
SAFB Staff Responsibilities (total of 5 staff members including branch chief)
Overall Rent Program Management – 1 staff memberProcess Lease Payments - 1.60 staff membersCSS - 2.40 staff members
In FY04 and FY05, SAFB intends to increase staff proficiency and knowledge in all systems. At the present time, all staff members are fully knowledgeable and proficient in the systems that are critical to the performance of their specific responsibility area. Training will consist of internal SAFB training and training, if offered by the program areas responsible for the systems.
59
Process Maps
60
Lessor U.S. TreasuryOFM Govt Accting &
ContractsOFM Mail ReceivingICSAFBOAS
Lease Lease
Prepareinvoice for
lease
Copy ofLease
ORS
IC
IC
GSA
NIH
NIH or GSAlease?
ORS or ICpaid?
ORS or ICpaid?
Request IC CAN &obligation authority
NIH or GSAlease?
ORS or IC CANprovided to Govt
Acct BranchGSA
CAN input intoOPAC for auto
payment
Obligation authorityrecieved for ORS/IC
CAN(s)
ORS
NIH
Review & validateinvoice data
Is the invoicecorrect?
Contact lessor forcorrect data
Input data intoADB (monthly
obligation)
Transactionapproved?
Mail Room scansoriginal forprocessing
Enter data intoauto payment
system
CustomerService prepares
paymentschedule
Electronicallytransfer funds to
Lessor
Enterdisbursement
request
Yes
No
No
Yes
2 W
ork d
ays
Cycle
tim
es
3 W
ork d
ays
3 W
ork d
ays
5 W
ork d
ays
Funds recieved
Forward originalinvoice to OFM
Process Lease Payment
61
Manage the Consolidated Statement of Servics
Team works with FMB & Programs toensure service allocation tables
consistency and accuracy
Any variance in the spacedata ?
Member retrieves space data from facilitycenter
Consult with OFP on space changes
Distribute draft room records to ICs
Reconcile variances in space data withICs
Process cycle complete
Connect to CSSPreparation Process
Member inputs membership service data toCSS
Member inputs OD/OC subsidy andpremium services data into (what?)
Upload obligation data to OFM
"Receive" Verification from OFM thatdata was processed
End of FY reconciliations
Upload full data
Upload partial data
No
Send notice to ICs of CSS Availability
Member sends CSS to ICs for datareview & verification
Member receives approved CSS from ICs
(Who?) uploads space data
Yes
Reconcile with OFP
Confirm accuracy of FIMS data
Publish CSS for ICs to view
62
OBSF/SAFBCustomer OFPOFMOASOBSF/FMB
Analyzerequest
Determinedata
requirements
Facility CenterSJD Log
Customercommunicates
request forinformation or
analyasis
CSSOROS ABC Models
Lease recordsRent Package
Membership Feepackages
ConductAnalysis
QC &Validate
analysis ifneeded
Consult w/OBSF Mgmt
if needed
Reply to customerwith completedinformation or
analysis
Sufficient?
Create record ofresponse & notify OBSF/
SAFB staff as needed
No
Yes
Customercommunicates
request forinformation or
analysis
Build out/alteration data
Lease documentsLease forecasts
Data InputData Input Data Input Data Input
Manage and Consult on Rent Program Finance
63
Consolidated Statement of Services Survey / IC Survey
64
Usefulness of Possible New CSS Features
1. Please rate how useful you would find these features
Not at all useful Neutral Extremely useful
1 2 3 4 5 6 7 8 9 10
f. Detailed Census Table for your IC
g. A Current Management Fund Statement for your IC
h. Other ORS/ORF Fee for Service Statements for your IC
i. A detailed Rent Policy/Rule Book
j. A Facility Manager & Building Table
k. A Rent Rate Table
l. An ORS/ORF Organization Chart
65
2. How satisfied are you with Space Administration & Finance Branch (SAFB) customer service with regards to:
Extremely unsatisfied Neutral Extremely satisfied
1 2 3 4 5 6 7 8 9 10
a. Accuracy of response
b. Availability
c. Responsiveness
d. Convenience
e. Competence
f. Handling problems
Customer Service
NIH Rent Program
Strongly Disagree Neutral Strongly Agree
1 2 3 4 5 6 7 8 9 10
f. Rent, Subsidy & TIA financial data are accurate
g. Space data are accurate
h. The rent adjustments are clear & understandable
i. Rent start dates are clear & understandable
j. Tenant allowance premiums are clear & understandable
k. The OD/CC rent subsidy is clear & understandable
The NIH Occupancy Agreement is clear & understandable
3. Please rate how much you agree or disagree with the following:
66
4. Please rate how much you agree or disagree with the following:
Strongly Disagree Neutral Strongly Agree1 2 3 4 5 6 7 8 9 10
n. Membership Fee financial data are accurate
o. Census data are accurate
p. The numbers of units are accurate
q. The Service descriptions are clear & understandable
Membership Fee Services
Not at all useful Neutral Extremely useful
1 2 3 4 5 6 7 8 9 10
r. Detailed Census Table for your IC
s. A Current Management Fund Statement for your IC
t. Other ORS/ORF Fee for Service Statements for your IC
u. A detailed Rent Policy/Rule Book
v. A Facility Manager & Building Table
w. A Rent Rate Table
x. An ORS/ORF Organization Chart
5. Please rate how useful you would find these features
Usefulness of Possible New CSS Features
67
Overall
6. Overall how much of an improvement do you believe the FY03 CSS is over the FY02 CSS?
Much worse Same Much better
1 2 3 4 5 6 7 8 9 10
7. What is your overall opinion of the ORS Consolidated Statement of Services (CSS)?
Extremely unsatisfied Neutral Extremely satisfied
1 2 3 4 5 6 7 8 9 10
68
Lease Payment Lessor Survey
69
1. How satisfied are you with the overall service provided by the SAFB staff inprocessing lease invoices for payment?
Extremely Dissatisfied Neutral Extremely Satisfied 1 2 3 4 5 6 7 8 9 10
2. How satisfied are you with the accuracy of lease payment information?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
3. How satisfied are you with the timeliness of SAFB in processing lease payments?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
4. How satisfied are you in understanding the NIH lease payment process?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
5. How much improvement have you seen in SAFB’s payment process since lastyear?Much Worse No Change Much Better
1 2 3 4 5 6 7 8 9 10
6. Knowing that both accuracy and timeliness are important to you, which one ismore important?Accuracy Timeliness
1. How satisfied are you with the overall service provided by the SAFB staff inprocessing lease invoices for payment?
Extremely Dissatisfied Neutral Extremely Satisfied 1 2 3 4 5 6 7 8 9 10
2. How satisfied are you with the accuracy of lease payment information?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
3. How satisfied are you with the timeliness of SAFB in processing lease payments?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
4. How satisfied are you in understanding the NIH lease payment process?Extremely Dissatisfied Neutral Extremely Satisfied
1 2 3 4 5 6 7 8 9 10
5. How much improvement have you seen in SAFB’s payment process since lastyear?Much Worse No Change Much Better
1 2 3 4 5 6 7 8 9 10
6. Knowing that both accuracy and timeliness are important to you, which one ismore important?Accuracy Timeliness
70
Consolidated Statement of Services Survey Result
Comparison FY02 to FY03
71
CSS-Survey FY2003/FY2003 Average AverageFY2002 FY2002 FY2003 FY2003
Question Ques # Score Score Ques #1a. Format 2a 7.3 7.3 1a1b. Functionality/user friendliness 2b 7.1 7.3 1b1c. Reliability 2c 7.6 7.2 1c1d. Adjustments page 2d 6.1 7.5 1d1e. Timeliness 2e 5.9 7.9 1e2a. Accuracy of response 3a 6.6 7.9 2a2b. Availability 3b 6.9 7.9 2b2c. Responsiveness 3c 6.6 7.7 2c2d. Convenience 3d 6.7 7.9 2d2e. Competence 3e 7.1 7.6 2e2f. Handling problems 3f 7.3 7.8 2f3g. Rent, Subsidy, TIA financial data are accurate 6.5 3g3h. Space data are accurate 4h 5.7 6.9 3h3i. The rent adjustments are clear and accurate 4i 6.6 6.9 3i3j. Rent start dates are clear and understandable 4j 6.1 6.8 3j3k. Tenant allowance premiums are clear and understandable 4k 6.0 6.3 3k3l. The OD/CC rest subsidy is clear and understandable 4l 6.5 6.6 3l3m. The NIH Occupancy Agreement is clear and understandable 7.2 3m4n. Membership Fee financial data are accurate 5p 6.9 7.5 4n4o. Census data are accurate 5n 6.9 7.4 4o4p. The numbers of units are accurate 5o 6.8 7.3 4p4q. The Service Descriptions are clear and understandable CSS 5p 6.9 7.1 4q6. Overall, how much of an improvement do you believe the FY03 CSS is over the FY02 CSS? 10 7.2 7.7 67. What is your overall opinion of the ORS Consolidated Statement of Services (CSS)? 10 7.6 7Potential New CSS Features the ICs Would Find Useful5r. Detailed Census Table for your IC Question not asked 8.5 5r5s. A Current Management Fund Statement for your IC Question not asked 8.3 5s5t. Other ORS/ORF Fee for Service Statements for your IC Question not asked 7.9 5t5u. A detailed Rent/policy Rule Book Question not asked 7.6 5u5v. A Facility Manager and Building Table Question not asked 7.4 5v5w. A Rent Rate Table Question not asked 7.9 5w5x. An ORS/ORF Organization Chart Question not asked 7.7 5x
72
Sample of CSS Milestone ScheduleNOTE:
Reconciliation CSS - in the last month of the fiscal year (September), a Reconciliation CSS will be conducted to ensure accountability for
all space changes made during the last month of the fiscal year.
Target Dates vs. Actual Dates - Complete the columns labeled "actual" dates by making a pen entry on your hard
copy of this spreadsheet I will collect this data during the monthly CSS coordination meeting to update the master
milestone spreadsheet. (I will distribute the updated spreadsheet.) This data will be used to assess areas
where recurring delays occur. This information will be used to investigate process improvements.
FY2003 First Quarter - CSS TARGET ACTUAL TARGET ACTUAL
1 October 2003 - 31 December 2003 START REVISED START FINISH REVISED FINISH
PROJECT TASK DATE DATE DATE S DATE DATE ASSIGNMENTS NOTES
Cut Off IC Generated Space Changes 15-Sep-03 15-Sep-03 OFP/SAFB 1 w ork day
Conduct Quality Checks of Space Data 16-Sep-03 16-Sep-03 SAFB/OFP 1 w ork day
Create Space Differences Table 17-Sep-03 23-Sep-03 J. Jenkins 5 w ork days
Import FMIS Data 24-Sep-03 02-Oct-03 ITB 7 w ork days
Create IC Pivot Tables 03-Oct-03 03-Oct-03 SAFB 1 w ork day
Create IC Paid Lease Spreadsheets & MF Table (1st QTR task) 06-Oct-03 07-Oct-03 SAFB 1 w ork day
Adjustments to Service Area Data 08-Oct-03 09-Oct-03 SAFB 2 w ork days
Adjustments to IC Paid Lease Data 08-Oct-03 09-Oct-03 SAFB
IC Review of CSS and Input Financial Data 10-Oct-03 22-Oct-03 IC 5 w ork days
CSS Audit 23-Oct-03 23-Oct-03 SAFB 1 w ork day
CAS Records Sent to OFM 24-Oct-03 27-Oct-03 ITB 2 w ork days
OFM Verification of Successful Upload 28-Oct-03 28-Oct-03 OFM/ITB 1 w ork day
Verify Data Warehouse Entries 29-Oct-03 29-Oct-03 SAFB 1 w ork day
Generate and Verify Reports and Validation Table 31-Oct-03 01-Nov-03 SAFB/FMB/ITB 2 w ork days
If corrections need to be made for the 1st period CSS, the following tasks will be accomplished.
Correction CAS TARGET ACTUAL TARGET ACTUAL
1st Period START REVISED START FINISH REVISED FINISH
PROJECT TASK DATE DATE DATE DATE DATE DATE ASSIGNMENTS NOTES
IC review of current period CAS transactions 30-Oct-03 07-Nov-03 IC
Work with ICs to Resolve Problematic Issues 10-Nov-03 14-Nov-03
Adjustments to Service Area Data 17-Nov-03 21-Nov-03
Adjustments to IC Paid Lease Data 17-Nov-03 21-Nov-03
CAS Records Sent to OFM 24-Nov-03 25-Nov-03
OFM Verification of Successful Upload 01-Dec-03 01-Dec-03
Verify Data Warehouse Entries 01-Dec-03 01-Dec-03
Generate and Verify Reports and Validation Table 01-Dec-03 01-Dec-03
If a Continuing Resolution is in effect after October, the following tasks will be accomplished.
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