oars phase i performance measurements

Office of Research and DevelopmentApril 22, 2023

OARS Phase I Performance Measurements

2Office of Research and DevelopmentAdministrative Efficiencies Project

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

• The Focus Group developed some OARS-wide performance measures that would indicate the overall organizational success of OARS


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

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 (SLOs)

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

Service Level Objectives (SLOs)

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


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

•% cost savings

• % customer satisfaction

•% customer satisfaction

• % cost savings

• Achieving adopted quality measures

• % adherence with standard operating procedures

• % of staff meeting training goals

• Achieving adopted timeliness measures

Vision and

Strategy

Operational

People and Learning

• Cost reduction

• Rate of staff satisfaction

• Implementation of a ticketing system

• Integration of systems

Financial

Customer

• Rate of customer satisfaction

• Achieving timeliness measures

• Amount of employee training

• Reduction in work years

• Achieving quality measures


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.

Human Resources

Travel Budget Execution

STAFF SATISFACTIONExample: 80% of staff are satisfied or very satisfied on the job

FINANCIAL COST SAVINGSExample: 25% cost savings

PRODUCTIVITYExample: 10% increase in work output with new standard operating procedures

CUSTOMER SATISFACTIONExample: 80% of customers are satisfied or very satisfied with products/services

ADOPTION RATEExample: 80% internal compliance with new standard operating procedures

TIMELINESSExample:

complete data entry in 1 day

QUALITYExample:

90% of data entered

correctly

TIMELINESSExample: complete

authorization in 3 days

QUALITYExample:

90% of travel authorizations

completed correctly

TIMELINESSExample:

award processed in

3 days

QUALITYExample:

90% of HR paperwork processed correctly


Measure Type Description Example Monitoring

Adoption Rate 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 SatisfactionA measure of how services supplied by a company meet or surpass customer expectations

% of customers satisfiedSurvey or interview customers (random or 100% sampling) and evaluate feedback

Productivity The amount of resources used to produce one unit of work

Outputs/inputs Periodic review of ticketing system volume of completed requests

TimelinessWhether 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 Describes how content an individual is with their job

% 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

Periodic review of ticketing system service request data of number re-opened service requests due to quality issues or random sampling review of completed work products

Sample Service Level Objectives


OARS-Wide Measurements

Organizational VisionOrganizational Vision

• Provide exceptional administrative services to support ORD’s mission in the most effective and efficient manner.

Defining SuccessDefining Success

• Execute OARS-wide communications plan that fosters ongoing communications throughout all levels of the ORD Organization

• 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 PEOPLE & LEARNING

OPERATIONAL

25% reduction inadministrative work years

25% reduction inadministrative work years

Performance MeasuresPerformance Measures


Budget Execution Measurements

Organizational VisionOrganizational Vision• Implement the budget execution

process throughout ORD, providing customer assistance, advice, guidance, and analyses to ORD Managers.

• Perform strategic or operational budget execution activities and develop policies and procedures.


PerformancePerformance Measures Measures

FINANCIAL


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 Improve processes and use of technology 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

Budget formulation and execution are more fully integrated Increased staff expertise Improve processes and use of technology 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


Travel Measurements


• 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


Performance MeasurePerformance Measure

FINANCIAL


OPERATIONAL•Domestic travel authorizations completed within 3 business days

•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

•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


Human Resources Measurements


• Consolidated ORD-Wide HR organization providing a full range of HR operational, strategic and management advisory services


• 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

•Reduce work years by 38.37 from 2005 Baseline

PEOPLE & LEARNING

OPERATIONAL

•100% compliance with external requirements

• 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

Performance MeasuresPerformance Measures


Questions to be Addressed by Manager Break-out Groups

Which performance measures are most important to organizational

success?

Which performance measures will drive us toward achievement of the

desired future state?

What other information do you as managers need to ensure

successful implementation of AEP?

oars phase i performance measurements

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