Professional Documents
Culture Documents
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
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
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
time, different elements of performance can be measured using new or improved tools, technologies
and/or processes
Transformational Goals
Transformational goals are objectives
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
% customer satisfaction
Process
Result
% cost savings
Internal
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
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
Description
Example
Adoption Rate
Customer Satisfaction
% of customers satisfied
Productivity
Outputs/inputs
Timeliness
% of services/products
delivered within timeframe
Staff Satisfaction
% of employees satisfied
Quality
Financial Cost
Savings
% of service requests
Monitoring
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
OPERATIONAL
25% reduction in
administrative
work years
CUSTOMER
80% customer
satisfaction by 2012
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
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
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
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
10
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
11
Questions to be Addressed by
Manager Break-out Groups
12