Download - 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

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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.

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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………………………………………………...

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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

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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

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Customer Perspective

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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 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

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C2a: Customers’ Responses to CSS Survey Questions on Accuracy

6.87.4

0

2

4

6

8

10

FY02 FY03

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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.

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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


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 8 Score of 8.5 Work w ith NIH off ices involved in the invoice payment process to improve payment timeliness and accuracy



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C6a: Customers’ Responses for Improved CSS Features

0

2

4

6

8

10

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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.

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C6b: Customers’ Responses to Lessor Survey Question on Overall Satisfaction

109 9

8 8 8 8 8

43

0

2

4

6

8

10

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Internal Business Process Perspective

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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


IB2b: Sufficient revenue collected to cover rent program expenses

99.7% 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)


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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.

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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.

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Learning and Growth Perspective

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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)

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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).

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Financial Perspective

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Financial Perspective (cont.)


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

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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).

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Conclusions

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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

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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.

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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.

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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

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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

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C.1 - Provide timely service to customers

Customer's perception - C1a: Response to CSS survey question 1e


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 7.6 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.



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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

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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.

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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

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C.3 Responsiveness to customer inquiries on rent program issues

Customer's perception - C3a: Response to CSS survey question 2c


Score of 8.1 Score of 8.6 SAFB Central Call Desk (Operational in FY2004)


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)

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C3a: Customers’ Responses to CSS Survey Question on Responsiveness

6.6

7.7

0

2

4

6

8

10

FY02 FY03

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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.

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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.


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 7.1 Score of 7.6 Distribution of Lease Invoice Processing Flow Chart to Lessor Customers



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C4a: Customers’ Responses to CSS’ Accuracy

6.46.8

0

2

4

6

8

10

FY02 FY03

Average Score for CSS Accuracy

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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.

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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


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.


Customer perception - C5b: Feedback from annual CSS training sessions.

100% positive feedback received from attendees on training value and content



Continue to improve the training session delivery, content, and reference material



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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

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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.

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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.



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.


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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.

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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

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Internal Business Perspective

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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)


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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.

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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.

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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.

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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.

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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)


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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.

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Process Maps

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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

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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

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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

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Consolidated Statement of Services Survey / IC Survey

http://www.ors.od.nih.gov/css/survey.asp



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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.

Download - Performance Management Presentation Manage Property Management Finances

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