OARS Phase I Performance Measurements

Office of Research and Development

November 15, 2016

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

Office of Research and Development

Administrative Efficiencies Project

Transformational Goals and

Service Level Objectives

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 ORDs 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

Office of Research and Development

Administrative Efficiencies Project

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

Office of Research and Development

Administrative Efficiencies Project

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.
Unbalanced
External

% customer satisfaction

Implementation of a
ticketing system

Cost
reduction

Process

Financial
Reduction in work
years

Rate of
customer
satisfaction

Result

Operational
Vision
and
Strategy

Customer
Achieving timeliness measures
Achieving quality
measures

% cost savings

Integration of
systems

Balanced
Amount of employee
training

People and
Learning
Rate of staff
satisfaction

External

Internal

Achieving adopted quality

measures
Achieving adopted
timeliness measures

% customer satisfaction

Process

Result

% adherence with standard

operating procedures

% cost savings

% of staff meeting training

goals

Internal

Office of Research and Development

Administrative Efficiencies Project

OARS-wide and Function Specific Metrics

Overview
Budget
Execution

Service level objectives apply to the

OARS organization and to specific

business functions, and will be
evaluated on an ongoing basis.

Travel

Human
Resources

ADOPTION RATE
Example: 80% internal compliance with new standard operating procedures
CUSTOMER SATISFACTION
Example: 80% of customers are satisfied or very satisfied with products/services
PRODUCTIVITY
Example: 10% increase in work output with new standard operating procedures

OARS may have service-level

objectives related to: adoption rate,

customer satisfaction, productivity,
financial cost savings, and staff
satisfaction.

FINANCIAL COST SAVINGS

Example: 25% cost savings
STAFF SATISFACTION
Example: 80% of staff are satisfied or very satisfied on the job
TIMELINESS
Example:
complete data
entry in 1 day

TIMELINESS
Example:
complete
authorization
in 3 days

TIMELINESS
Example:
award
processed in
3 days

QUALITY
Example:
90% of data
entered
correctly

QUALITY
Example:
90% of travel
authorizations
completed
correctly

QUALITY
Example:
90% of HR
paperwork
processed
correctly

Each OARS business function may

have specific transactional measures

for each service or product it
produces that measure timeliness
and quality.

Office of Research and Development

Administrative Efficiencies Project

Note these examples are for illustrative purposes only.

Sample Service Level Objectives

Measure Type

Description

Example

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 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

Periodic review of ticketing system volume of

completed requests

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

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

Quality

Whether a unit of work was done

correctly. Criteria for correctness
is defined by the customer

Financial Cost
Savings

Office of Research and Development

Administrative Efficiencies Project

% of service requests

Monitoring

Conduct employee surveys (random or 100%

sampling) and evaluate feedback

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

OARS-Wide Measurements
Performance Measures

Organizational Vision
Provide exceptional administrative
services to support ORDs mission in the
most effective and efficient manner.

FINANCIAL

Defining 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
Office of Research and Development
Administrative Efficiencies Project

OPERATIONAL

25% reduction in
administrative
work years

100% compliance with

Standard Operating
Procedures (SOPs) after
1 year

CUSTOMER

PEOPLE & LEARNING

80% customer
satisfaction by 2012

80% staff satisfaction

by 2012

Budget Execution Measurements

Performance Measures

Organizational 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.

FINANCIAL
Reduce work years by 24.3
from 2005 Baseline

Defining Success
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

Office of Research and Development

Administrative Efficiencies Project

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, nonemergency requests within 3 business
days

CUSTOMER

5% increase in customer
satisfaction in 1 year

Regular budget Meetings w/

LCO and/or Division
Management

PEOPLE & LEARNING

10% increase in staff
knowledge in 1 year
25% of staff training needs
accomplished

Travel Measurements

Performance Measure

Organizational Vision
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

FINANCIAL
Reduce work years by 16.63
from 2005 Baseline

Defining Success
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

Office of Research and Development

Administrative Efficiencies Project

OPERATIONAL
Domestic travel authorizations
completed within 3 business
days
Travel Vouchers completed
within 2 business days
Follow-up travel authorizations
through issuance of ticket

CUSTOMER

5% increase in customer
satisfaction in 1 year

PEOPLE & LEARNING

10% increase in staff
knowledge in 1 year
25% of staff training needs
accomplished

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Human Resources Measurements

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
Office of Research and Development
Administrative Efficiencies Project

Performance Measures
FINANCIAL
Reduce work years by 38.37
from 2005 Baseline

OPERATIONAL
100% compliance with
external requirements
Implement automated HR
system that meets
requirements by 2012

CUSTOMER
5% increase in customer
satisfaction with 3 critical
areas (recruitments, careerladder promotions and
incentive awards) in 1 year

PEOPLE & LEARNING

5% increase in staff
satisfaction after 1 year
10% increase in core
competency knowledge

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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?

Office of Research and Development

Administrative Efficiencies Project

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