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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. Table of Contents. Main Presentation - PowerPoint PPT Presentation

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  • Performance Management Presentation

    Manage Property Management FinancesTeam Leader: Joyce Sweasy

    Team Members:

    Mark Headings, Matthew Longabaugh,Kathleen Courie, Sherry Wu

    ORS/OBSF/SAFB National Institutes of Health

    Date: January 7, 2004

  • Table of ContentsMain 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.

  • 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...

  • Sheet1

    Performance Management Plan (PMP)

    Division Approval/Date:Associate Director Approval/Date:

    Service Group

    Manage Property Management Finances

    Discrete Services

    Process Lease Payments

    Manage and Consult on Rent Program Finance

    Manage the Consolidated Statement of Services

    Value Proposition

    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.

    Service Strategy

    Strategy Description

    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.

    Team Leader

    Joyce E. Sweasy, Chief, Space Administration and Finance Branch

    Team Members

    Mark Headings, Matthew Longabaugh, Kathleen Courie, Sherry Wu

    Date:1/7/2004

    Service Group:

    ObjectiveMeasureFY 03 ActualFY04 TargetFY05 TargetInitiativeOwner

    CustomerC.1 - Provide timely service to customer.Customer's perception - C1a: Response to CSS survey question 1e.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsImproved web-based CSS and Facilities Information Management System. Comprehensive CSS to include all ORS services.SAFB, OBSF, ITB, Service Divisions

    Customer's perception -TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C.2 Provide data accuracy to customer.Customer's perception - C2a: Response to CSS survey questions 2a, 3g, 3h, 4n, 4o & 4p.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    Customer's perception - C2b: Response to Lessor survey question 2.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C.3 Responsiveness to customer inquiries on rent program issues.Customer's perception - C3a: Response to CSS survey question 2c.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Help Desk (Operational in FY2004)SAFB

    C3b: Number of inquiries - Number of SAFB responses within 16 business hours of inquiry.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C.4 Improve customer/staff communications.Customer's perception - C4a: Response to CSS survey questions 3i, 3j, 3k, 3l, 3m, & 4q.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsLease/Space Coordination Meetings; Meetings with customers.SAFB

    C4b: Number of annual CSS training sessions.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    Customer's perception -TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C4d: Distribution of Lease Invoice Processing Flow Chart to Lessor Customers.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C.5 Improve understanding of NIH customer's needs.Customer's perception - C5a: Response to CSS survey questions 5r, 5s, 5t, 5u, 5v, 5w & 5x.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Surveys and Interviews with CustomersSAFB

    Customer perception - C5b: Feedback from annual CSS training sessions.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    C6 Customer satisfactionCustomer's perspective - C6a: Response to CSS survey questions 1a, 1b, 1c, 1d, 2b, 2d, 2e, 2f, 6 & 7.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Help Desk/Improved CSSSAFB

    Customer's perspective - C6b: Response to Lessor survey question 1.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    I1- Timely billing and payment transactions.I1a: NIH Rent Program billing for rent and membership services - Number of quarterly CSS available to ICs the 1st week of each quarter.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsImproved FIMS & Improvements to current FIMS and new FIMSSAFB, OBSF, Service Div

    I1b: Number of accurate/complete invoices processed within 2 business days of the invoice acceptance date.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    I2 -Accurate billing and payment for rent, membership services and leased space.I2a: Number of ADB entries requiring correction due to SAFB errors.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsSAFB Logs, ADB Records, Data Warehouse and VSOF ReportsSAFB

    I2b: Sufficient revenue collected to cover rent program expenses.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    I3 - Improve SAFB understanding and documentation of rent program processes, procedures and policy.13a: Publication of a Rent Program rule book.Not targeted for completion until FY2004Rule Book published and available to customerRule Book Reviewed and updated. Updated Rule Book published and availableRent Program Rule BookSAFB

    I3b: Publication of process maps for each SAFB discrete service.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    I3c. Publication of CSS milestone schedulesTO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actuals

    Learning and GrowthL1 - Improve knowledge of, and documentation of the historical and current Rent ProgramContinuity in the performance of SAFB's mission during absence of SAFB staff members.TO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsRent Rule Book and shared knowledge and documentation within SAFB and data available via the NIH web sitesSAFB

    L2 - Improve staff knowledge and proficiency in NIH facilities, financial and business systems.# of NIH financial and business system in which SAFB staff is proficientTO DO - Enter dataTO DO - Enter target improvement over FY03 actualsTO DO - Enter target improvement over FY04 actualsMeetings with NIH Budget Officers, OBSF/FMB budget analysts, and OD/OFM staffOBSF, SAFB