team members: tom hayden ellen grant gary freeman louise davis marisa sheelor
DESCRIPTION
Performance Management Presentation Manage Travel, Transportation and Parking Programs and Services. Team Members: Tom Hayden Ellen Grant Gary Freeman Louise Davis Marisa Sheelor Office of Research Services National Institutes of Health Division of Travel and Transportation Services - PowerPoint PPT PresentationTRANSCRIPT
1
Performance Management Presentation
Manage Travel, Transportation and Parking Programs and Services
Team Members:
Tom HaydenEllen GrantGary FreemanLouise DavisMarisa Sheelor
Office of Research ServicesNational Institutes of HealthDivision of Travel and Transportation Services
11 January 2005
2
Table of Contents
Main Presentation
PMP Template ……………………………….…………………………………7
Customer Perspective……………………….……………………………….. 8
Internal Business Process Perspective……………………………………..19
Learning and Growth Perspective……………………………………………33
Financial Perspective………………………………………………………….40
Conclusions…………………………………………………………………….61
3
Division of Travel and Transportation Value Proposition
DTTS is committed to providing excellent customer service, safety and reliability for our ongoing NIH travel and transportation programs. The Division's confidence is based on our commitment to program administration, established quality assurance procedures, and accountability to our customers.
4
Division of Travel and Transportation Value Proposition Cont.
Provide services for all levels of NIH employee’s, patients, visitors, and contractors
Reliable, safe and dependable parking, transportation and travel programs
DTTS programs are designed to support and encourage current and future needs of the NIH mission
Proactive through education in managing restricted travel budgets
Promote alternate commuter options
Dedicated to providing quality and accuracy of our customer support
Enforce all relevant transportation, travel regulations and policies.
5
National Institutes of Health Mission Statement
NIH is dedicated to improving the health of Americans by conducting and funding medical research. NIH also train scientists, and communicate medical and health sciences information to patients, their families, health care providers and the general public. NIH guides America's efforts in medical research. The NIH goal is to uncover new knowledge that will help prevent, detect, diagnose, and treat disease and disability, from the common cold to the rarest genetic disorder. The investment in understanding such diseases as AIDS, diabetes, heart disease and cancer returns dividends in longer, healthier, and safer lives. NIH continues to make major inroads in fighting humanity's most enduring illnesses.
6
Background
• Manage transportation and parking service group was revised to include travel services
• Discrete service added to group: Manage travel management services, programs, contracts and use agreements
• Travel services are distinct from transportation and parking and shuttle services
• Current Performance Management Plan (PMP) and presentation focuses on travel, transportation and parking services
7
DS5: Issue and track parking permitsDS4: Administer and coordinate use of alternative transportationDS3: Provide shuttle services
Team Leader
We are using an operational excellence strategy. To ensure transportation solutions are offered so our customers can access the NIH campus and selected leased facilities: 1) We deploy robust, reliable, and expedient technology solutions; 2) We strive to be readily available and responsible to our customers in order to provide high quality products/services in a timely manner; 3) We implement feasible customer suggestions for improvement; 4) We communicate valuable real-time transportation and parking information regarding the status of our services so that customers can make informed decisions and plan their schedules accordingly; and 5) We use data and PBSC information to make informed decisions in order to continually improve and update our services for employees.
Strategy Description
Service Strategy
Performance Management Plan (PMP)
DS2: Provide satellite parking facilities off campusDS1: Provide parking services on campus
Discrete Services
Division Approval/Date: Associate Director Approval/Date:
Manage Travel, Transportation, and Parking Programs and Services
The DTTS is committed to providing excellent customer service, safety and reliability for our ongoing NIH travel and transportation programs. The Division's confidence is based on our commitment to program administration, established quality assurance procedures, and accountability to our customers.
The Division of Travel and Transportation Services (DTTS) provides all levels of NIH employees, patients, visitors and contractors with various reliable, safe and dependable parking, transportation and travel programs that facilitate travel and transportation requirements to and throughout the NIH campus and local leased facilities. DTTS programs are designed to support and encourage current and future needs of the NIH as it pursues its mission of biomedical research. We serve as responsible and proactive stewards through education on how to manage restricted travel budgets by utilizing the most cost effective options (i.e., GSA City Pair Fares, alterative airports, use of e-tickets to avoid paper ticket fees), and through promoting alternative commuter options (i.e., Transhare, Car/Van-Pool, bicycle, pedestrian and telecommuting) in order to reduce NIH traffic volumes that ultimately effect the main Campus and our local community. In the delivery of our programs, we are dedicated to providing quality and accuracy of our customer support while also enforcing all relevant transportation and travel regulations and policies.
Value PropositionDS6: Manage travel management services, programs, contracts, and use agreements
Team Members Tom Hayden
Ellen Grant, Gary Freeman, Louise Davis and Marisa Sheelor
Date: 13 May 2004
Service Group
Operational Excellence
Customer Intimacy
Product Leadership
Growth
Sustain
Harvest
8
Customer Perspective
9
Customer PerspectiveObjective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner
C1a. Initial response time to acknowledge transportation and travel inquiry
48 hours 48 hours 48 hours
C1b. Mean resolution time to close out transportation inquiry 10 business days 6 business days 4 business days
C1c. Average telephone hold time for travel reservations
90% of hold times average no more
than 2 min
90% of hold times average no more
than 2 min
90% of hold times average no more
than 2 min
Continuing reviews of usage data in current contract / HHS Master contract implemented
5/2006
Linda
C1d. Average time to return customer phone/email travel requests 90% of all requests
returned within average of 2
business hours
90% of all requests returned within average of 2
business hours
90% of all requests returned within average of 2
business hours
Continuing reviews of usage data in current contract / HHS Master contract implemented
5/2006
Linda
C1e. # hits on Transportation web pages NA Baseline > FY04
Request ITB to establish web count system
Ellen
C1f. Percent of permits renewed by fax/mail-in NA Baseline > FY04 Develop Report from
PARTSEllen
C1g. Hours of the hospitality services NA Baseline > FY04
Continue reviews and amending as required
Ellen
C2a. Parking customer service survey ratings 60-69%* 70-79%* 80-89%*
Continue reviews and amending as required
Louise
C2b. Shuttle customer service survey ratings 60-69%* 70-79%* 80-89%*
Continue reviews and amending as required
Louise
C2c. Parking office customer service survey ratings N/A N/A N/A Develop new S.O.P. Louise
C2d. Travel customer service survey ratings N/A N/A N/A Develop new S.O.P. Marisa
C2: Increase customer satisfaction with travel and transportation services
Implement customer Inquire Tracking Form
Ellen
C1: Be readily available to our customers to provide information, customer service, and resolve issues regarding travel and transportation services
Cu
sto
mer
10
Customer Scorecard Methodology
• As part of a performance-based service contract (PBSC)• Collect survey data using two methods
• Quality Assurance distributed feedback cards• Shuttle Services• Assisted Parking• Parking Office• Travel Management Center Customer Feedback cards
• Survey data is collected on a routine basis and compiled quarterly
• Enhancements to existing and future contract services programs • Analyzed as means to determine contractor financial
incentives/disincentives
11
C1a. Initial Response Time to Acknowledge Transportation and Travel Inquiry (days)C1b. Resolution time to close out transportation
inquiry
• Program Specialist monitors on a daily basis customer response and resolution time data through,
• Using the Customer Inquiry Tracking Form
• Transportation contract inquiries tracked for FY04 of contract (Oct 2003– Sept 2004)
• 99 total customer inquiries or complaints• 123 total customer inquires or compliments• Average Response Time decreased to acknowledge inquiry
= 1.1 days• Average Resolution Time decreased to close out inquiry
= 2.9 days
12
C2a. Parking customer service survey ratings
Satisfaction ratings of attendant-assisted parking
Assisted-Parking Contract Survey - 2003 Customer Satisfaction
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
AttendantAvailability
AttendantResponsiveness
AttendantCompetence
Reliability ofService
AttendantProblem Solving
AttendantAppearance
Accuracy of SignsShowing Parking
Availability
Quarter 2 2003 (Jun-Jul-Aug) N = 36
Quarter 3 2003 (Sep-Oct-Nov) N = 2
Quarter 4 2004 (Dec-Jan-Feb) N = 46
Quarter 1 2004 (Apr-May-Jun) N = 25
Quarter 2 2004 (Jun-Jul-Aug) N = 40
Expected Level of Performance 80%
13
C2b. Shuttle customer service survey ratings
Shuttle Contract Survey - Customer Satisfaction
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
Quarter 3 2003 (Sep-Oct-Nov)Quarter 2 2003 (Jun-Jul-Aug)
Quarter 4 2003 (Dec-Jan-Feb)Quarter 1 2004 (Apr-May-Jun)Quarter 2 2004 (Jun-Jul-Aug)
N = 39
N = 45
N=3
N - 30
N= 22
Expected Level of Performance 80%
14
50
10050
20050
30050
Hold Times
Total Calls
Hold Times 26 45 37 53
Total Calls 20,977 38,600 21,611 36,876
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
C1c. Average telephone hold time for travel reservation (seconds)
Hold times should be no more than 2 minutes (120 seconds)
15
C1d. % of travel requests met within 2 business hours Performance standard within the TMC contract all travel requests must be responded to within 2 business hours
During all quarters in FY04 performance measures were achieved 99% of the time
16
Customer PerspectiveWhat does the data tell you?
• Receive on average two to three customer inquiry/day related to parking and shuttle issues
• On average initial response time has decreased to 24 hours or less and resolution has decreased to 1 day
• In general, customers give high satisfaction ratings for travel, parking and shuttle services
• Reliability of service was highest rated for assisted parking services - accuracy of signage for parking availability was the lowest in the most recent quarter
• Driver competence was highest rated for shuttle services - timeliness was lowest in the most recent quarter
• Comments from surveys are used to enact changes in service levels, route changes, staffing, hours of operation
• In FY04 tickets issued from TMC totaled 48,608 with hold times remaining consistent within the established performance standards
17
Customer PerspectiveWhat actions are on-going and planned for the future?• Parking
• Continue to encourage parking attendants to ensure “Lot Full” signs truly reflect status of parking availability within lot
• Ensure attendants have real-time information regarding status of parking availability in other locations
• Continue to use customer comments to improve service delivery• Intergrading HARS radio system with real time parking and traffic information• Handicap valet services for lot 31B/MLP10 implemented
• Shuttle
• Blackberry access to shuttle schedules posted on web has been implemented• Reviewing new signage for all shuttle stops (revised routes, transfer locations,
and building identification)• Pilot “NextBus” has been implemented on the Executive Blvd. route with
expansion to Rockledge in mid February• Continue to use customer comments to improve service delivery• Explore implementing the list Serv and apprising patients, visitors and
employee’s of any changes made to travel and transportation services
18
Customer PerspectiveWhat actions are on-going and planned for the future? (Cont.)
Travel List serv updates routinely to customers apprising them of any
changes made to travel and transportation services Establish and schedule monthly travel meetings with NIH
stakeholders Continue to work with the PSC to ensure a smooth migration of the
NIH to the HHS master travel contract effective May 2006 Continue to assist and monitor RML and NIEHS components that
joined the current TMC contract Attempt to increase the amount of feedback through DTTS and NIH
sponsored events
Parking Shuttle Combined The DTTS is solely responsible of monitoring and managing Highway Advisory Radio System (HARS) Currently the DTTS has a HARS located in the Emergency Communications Center Implementation of stand alone HARS system within DTTS location
19
Internal Business Process Perspective
20
Internal Business Process PerspectiveObjective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner
IB1a. Timeliness of Assisted Parking Net 0-2*
compl/obs/compl0%
Net 3 - 6* compl/obs/com
1%
Net 7+* compl/obs/compl
2%
Continue reviews and amending as required
Louise
IB1b. Compliments/complaints for parking (contract management)
Net 0-2* compl/obs/compl
0%
Net 3 - 6* compl/obs/com
1%
Net 7+* compl/obs/compl
2%
Continue reviews and amending as required
Ellen
IB1c. # of parking meter maintenance complaints 1 - 5 complaints
0%*0 complaints
0.5%*0 complaints
0.5%*Continue reviews and amending as required
Ellen
IB1d. Reliability of shuttle runs1-9 compl/obs
0%*0 compl/obs
1%*0 compl/obs
1%*Continue reviews and amending as required
Ellen
IB1e. Accessibility of shuttles for employee/patients with diabilities 1 - 5 compl/obs
0% *0 compl/obs
1%*0 compl/obs
1%*Continue reviews and amending as required
Louise
IB1f. Compliments/complaints for shuttle (contract management) Net 0-2
compl/obs/com0%*
Net 3 - 6 compl/obs/com
1%*
Net 7+ compl/obs/com
2%*
Continue reviews and amending as required
Ellen
IB1g. # of complaints/# of issued travel tickets N/A 2% N/A
Continue reviews and amending as required
Linda
IB1h. % permit renewel within 3 business days
85% 90% 93%Continue reviews and amending as required
Ellen
IB1: Provide high quality products/services by being reliable, consistent, and timely in our travel and transportation service delivery
21
IB1a. Timeliness of Assisted Parking
• Measure based on observations of time required for customer to retrieve vehicle
• Expected level of performance is 2 minutes or less from time customer makes contact with parking attendant to customer being able to move his/her vehicle
• The Program Specialist monitors the contractual requirements
• Quality Assurance Specialist to performs data collection on assisted parking timeliness
• Information is continously shared with the Program Specialist in monitoring any deficiencies that may occur and to make service level adjustments
22
IB1b. Compliments for parking (contract management)IB1c. Complaints for parking (contract management)
6
11
21
25
53 3
5
8
1
0
5
10
15
20
25
30
Oct-Nov 2004
Dec-Feb 2004
Mar- Apr 2004
Jun-Aug 2004 Sep-04
Compliments Complaints
Expected level of performanceNu
mb
er
of
Co
mp
lim
en
ts a
nd
/or
Co
mp
lain
tsTransportation
23
IB1d. # of Parking meter maintenance complaints
• Quality Assurance Specialist ensures accuracy of
parking meters
• 3 infractions were discovered during 4th Quarter
• All meters have been replaced with an electronic style meter
• Monthly certification on meters are being filed
24
IB1e. Reliability of Shuttle Runs• Measure based on observations of shuttle adherence to
published schedules• Expected level of performance is 5 minutes leeway of arrival time
at stop compared to published arrival time
0
5
10
15
20
25
# of observations
# of observations 12 16 25 22
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Note: Total number of shuttle runs were 23,034 per quarter. Noncompliance occurs when shuttle is more than +/- 5 minutes from published schedule.
25
IB1g. Compliments for shuttle (contact management)
IB1h. Complaints for shuttle (contract management)
17
17
15
7
1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr.
Transportation
Complaints
2
18
29
13
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Compliments
26
IB1i. # of complaints and # of issued travel ticketsIB1j. Timeliness customer satisfaction
Travel Management Center
1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr.
Issued Tickets 12,881 12,207 14,256 9,264Feedback Cards Received 43 22 33 7# of Complaints 5 6 7 14
NOTE: Through customer feedback cards complaints are received
FY04
27
IB1K. Total average telephone hold time (sec.)
0
10
20
30
40
50
60
Hold Times
Hold Times 26 45 37 53 40
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Average
Note: 90% of all quarterly telephone hold times will average no more than 2 minutes.
Seconds
Travel Management Center
28
Internal Business Process Perspective (Cont.)
Objective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner
IB2a. Number of transactions by type N/A Baseline 99%
Continue reviews and amending as required
Linda
IB2b. % of tickets issued at the Government rate (GSA) N/A Baseline 100%
Continue reviews and amending as required
Linda
IB2c. % tickets issued at lowest logical fare 97% 97% 97%
Continue reviews and amending as required
Linda
IB3a. % quarters where incentive report delivered to C.O. within 10 bus days of last Invoice of quarter 50% 75% 100%
Continue reviews and amending as required
Ellen
IB3b. # and $ value of financial incentives/disincentives 0%** 7.5%** 12.5%**
Continue reviews and amending as required
Ellen/Louise
IB2: Ensure multiple travel reservation options to issue best fare tickets within Government regulations
IB3: Use Quality Assurance Plan to improve contractor service delivery
29
IB2a. No. of Transactions Staff & Patient Email/FaxIB2b. No. of Transactions Staff & Patient In-Person/Phone
0
5000
10000
15000
20000
25000
30000
35000
Email/Fax In-Person/Phone
Email/Fax 2551 2357 2886 2063 9857
In-Person/Phone 8008 7537 8793 6698 31,036
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total
Travel Management CenterFY04
30
Travel Management CenterFY04
1B2c. No. of Transactions Meeting Travel Email/Fax
1B2d. No. of Transactions Meeting Travel In-Person/Phone
0
1000
2000
3000
4000
5000
Email/Fax In-Person/Phone
Email/Fax 122 208 163 172 665
In-Person/Phone 1068 1107 1063 798 4036
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total
31
Internal Business Process PerspectiveWhat does the data tell you?
• Parking• Assisted parking attendants appear to be doing a good job for
they received several customer compliments • Parking meters were repaired and no additional meter
complaints received
• Shuttle• During 3rd and 4th quarter the shuttle services did not meet the
expected level of performance on reliability• Primarily due to numerous changes on campus traffic
patterns• Implementation of building construction Bldg. 33, MLP 10
and MLP 9 garage
32
Internal Business Process PerspectiveWhat does the data tell you? (Cont.)
Travel Management Center
Average hold times increased due to complex travel arrangements
Transactions have increased by email/fax, however, many employee’s still prefer to speak to someone directly vs. automation
33
Learning and Growth Perspective
34
Learning and Growth Perspective
Objective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner
L1: Invest and deploy technology solutions so that we are responsive to the transportation needs of the NIH community
L1. $'s spent on "technology solutions"
Baseline > FY03 > FY04 Continuous PARTS upgrades
Tom/Gary
L2a. Hours of training for NIH staff
20 hours/yr 20 hours/yr 20 hours/yrImplementation of
Individual Development Plans
Tom
L2b. % of contractor staff meeting contract-specified training requirements
75% 80% 80%To obtain goal of 100%
complianceEllen/Linda
L2c. Hours spent with transportation authorities in meetings or seminars
Baseline > FY04 > FY04
Develop methods of improving tracking and compliance amongst
staff
Tom/Gary
L2: Develop the KSA’s of staff to increase their competence and knowledge of the latest transportation methodologiesLe
arni
ng a
nd G
rowt
h
35
L1. Dollars spent on technology solutions including PARTS system
$0 $5,000 $10,000 $15,000 $20,000
Jan. 04Feb. 04Mar. 04Apr. 04May. 04Jun. 04
Jul. 04Aug. 04Sept. 04
$ Spent For Upgrades
$ Spent For Upgrades $5,232 10,464 10464 10,464 17,232 12,000 12,000 12,000 12,000
Jan. 04 Feb. 04 Mar. 04 Apr. 04 May. 04 Jun. 04 Jul. 04 Aug. 04 Sept. 04
Note: CIT and ITB Service Level Agreement
36
Target for FY04 = 20 hours/year (per employee) Based on current staffing levels and campus demands/requirements, training for NIH staff did not meet the target for FY04 Across the board DTTS employees need to schedule personal and career development courses associated with their specific job requirement
Learning and Growth Perspective
L2a. Total hours of training for NIH staff
L2b. % of contractor staff meeting contract-specified training requirements (Travel and Transportation)
Throughout FY04 all contractors maintained a 100% requirement for training
Types of training received by contractor staff in FY04Customer serviceSexual harassmentADA requirementsEthics training
37
L2c. Hours spent with travel & transportation authorities in meeting or seminars
FY05 individuals within DTTS will begin tracking hours of training, seminars and meetings.
Learning and Growth Perspective
38
Learning and Growth PerspectiveWhat does this data tell you?
• Did not meet our targeted goal of 20% for FY04• Training did however increase
• On average 18 hours/month is spent in transportation planning meetings.
39
Learning and Growth PerspectiveWhat actions are ongoing and planned for the future?
• Hired two Quality Assurance Specialists to assist in the demands on current staff and to ensure collect data regarding the travel and transportation contracts
• Establish an Individual Development Plan (IDP) for each employee to assist them with professional development
• Installation of pilot traffic signals/pedestrian crossing signals are designed to improve traffic flow and pedestrian movements on-campus
40
Financial Perspective
41
Financial Perspective Mandatory to Report on Unit Cost Objective
Objective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner
F1: Minimize the unit cost for providing parking services on campus
F1. # vehicles stacked and overall vehicles managed <FY02 + 5% <FY03 + 5% <FY04 + 5%
Continuing reviews of usage data
Tom/Ellen and Linda
F2: Minimize the unit cost for satellite parking facilities off campus
F2. # parking spaces (usage versus space availability) Baseline > FY03 > FY04
Continuing reviews of usage data
Tom/Ellen and Linda
F3: Minimize the unit cost for providing shuttle services
F3. # shuttle riders <FY02 + 5%<FY03 + 5% <FY04 + 5%
Continuing reviews of usage data
Tom/Ellen and Linda
F4: Minimize the unit cost of administering and coordinating alternative transportation
F4. # transhare/carpool/vanpool participants <FY02
<FY03 <FY04Continuing reviews of
usage dataTom/Ellen and
Linda
F5: Minimize the unit cost for issuing and tracking parking permits
F5. # of permits
Baseline <FY03 <FY04Continuing reviews of
usage dataTom/Ellen and
Linda
F6a. # of ticketed reservations
Baseline <FY03 <FY04Continuing reviews of
usage dataTom/Ellen and
Linda
F6b. # travel email/fax/phone calls handled Baseline <FY03 <FY04
Continuing reviews of usage data
Tom/Ellen and Linda
F6c. # travel ticket requestsBaseline <FY03 <FY04
Continuing reviews of usage data
Tom/Ellen and Linda
F6: Minimize the unit cost for managing travel management services, programs, contracts, and use agreements
Fina
ncia
l
42
0
200
400
600
800
1000
1200
1400
Monday Tuesday Wednesday Thursday Friday Max
F1: Minimize the unit cost for providing parking services on campus
Daily Number of Stacked Cars FY04
43
F1: Minimize the unit cost for providing parking services on campus
Fiscal Year
Operating BudgetNumber of Stacked Cars
Cost per Stacked Car% Change
Fiscal Year
Operating BudgetNumber of "Managed" Cars
Cost per 'Managed" Car% Change
FY02 FY03 FY04
$3,039,397 $3,981,000 $5,550,000185,071 228,988
$22 $2412.7%
FY02 FY03 FY04
$3,039,397 $3,981,000 $5,550,000370,142 457,976
$11 $1212.7%
44
Financial Perspective
F1a. Unit Cost per Stacked Vehicle (units/budget)F1b. Unit Cost per Managed Vehicle (unit/budget)
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
Oct. 03
Nov. 03
Dec. 03Jan. 0
4
Feb. 04Mar. 0
4Apr. 0
4
May. 04
Jun. 04
Jul. 04
Aug. 04
Sept. 04
Stacked Vehicle Managed Vehicle
45
F1c. # of vehicles stacked and # of overall vehicles managed
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
Oct. 03
Nov. 03
Dec. 03
Jan. 04
Feb. 04
Mar. 04
Apr. 04
May. 04
Jun. 04
Jul. 04
Aug. 04
Sept. 04
Stacked Vehicles Managed Vehicles
46
F2: Minimize the unit cost for satellite parking facilities off campus
For FY03-FY04, using number of parking spaces leased instead of actual number of spaces used
Note: In July through September spaces for Mid Pike Plaza decreased to 300, Shady Grove spaces decreased to 0, and Twinbrook in March decreased to 50 spaces
0
50
100
150
200
250
300
FY04 300 25 118 0 50
FY03 200 25 118 125 0
Mid PikeNew
CarroltonExecutive
Shady Grove
Twinbrook
47
F2: Minimize the unit cost for satellite parking facilities off campus
Fiscal Year
Operating BudgetParking Spaces
Budgeted Unit Cost% Change
FY02 FY03 FY04
$542,984 $650,000 $684,000
-35.5% 42.1%
468 868 643$1,160 $749 $1,064
48
F2b. Actual Cost of Satellite Parking Facility
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
Oct. 03
Nov. 03
Dec. 03Jan. 04
Feb. 04Mar. 0
4Apr.0
4
May. 04Jun. 04
Jul. 04
Aug. 04
Sept. 04
Actual Cost
49
F3: Minimize the unit cost for providing shuttle service
Fiscal Year
Operating BudgetShuttle Riders
Budgeted Unit Cost% Change
Fiscal Year
Operating BudgetEmployee Shuttle Riders
Budgeted Unit Cost% Change
Fiscal Year
Operating BudgetPatient Shuttle Riders
Budgeted Unit Cost% Change 3.8%
40,000 46,853 $27.53 $28.57
FY02 FY03 FY04
$3,395,868 $1,101,300 $1,338,600
$3.85 $3.20 -16.8%
$3,395,868 $2,569,700 $3,123,400667,382 974,707
-20.6%
FY02 FY03 FY04
667,382 1,021,560 $5.50 $4.37
FY02 FY03 FY04
$3,395,868 $3,671,000 $4,462,000
50
-
5,000
10,000
15,000
20,000
25,000
30,000
Campus
Campus Express
MPP
Gateway
EPN
Rock
Children's Inn
CCP
FDA
F3: Minimize the unit cost for providing shuttle services
51
F4: Minimize the unit cost of administering and coordinating alternative transportation
Fiscal Year
Operating BudgetTranshare Participants
Budgeted Unit Cost% Change
FY02 FY03
$3,600,000 $5,137,0003901 3208$923 $1,601
73.5%
FY04
$5,541,0005344
$1,037-35.2%
52
F4: Minimize the unit cost of administering and coordinating alternative transportation
• Number of participants in alternative transportation in FY04• Transhare participants reached 5,344• Includes vanpool
53
F5: Minimize the unit cost for issuing and tracking parking permits
Fiscal Year
Operating BudgetPermits Issued
Budgeted Unit Cost% Change
FY03 FY04
$192,000 $251,000
-7.7%
13,837 19,594$14 $13
54
F5: Minimize the unit cost for issuing and tracking parking permits
Number of parking permits for FY04
General – 10,224 Red – 2,450 Off Campus – 3,486 Contractor- 6,063 Satellite - 914 Carpool - 223 Vanpool - 16 Temporary Activity – 124 Temporary Company – 22 Temporary General – 4,410 Temporary Handicap – 26 Temporary Specific – 410 Temporary Summer - 180
55
F6: Minimize the unit cost for managing travel management services, programs, contracts, and use agreements
Travel Management Center
$0.00
$200.00
$400.00
$600.00
$800.00
$1,000.00
$1,200.00
$1,400.00
$1,600.00
Domestic International
Domestic $506.03 $422.73 $513.22 $436.54 $469.63
International $1,413.25 $1,175.13 $1,097.31 $821.37 $1,126.77
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total
56
Travel Management CenterF6: Minimize the unit cost for managing travel management
services, programs, contracts, and use agreements… Cont.
$23.50 $30.50
$33.50 $43.50
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
Staff & PatientEmail/Fax
Staff & Patient In-Person/Phone
Meeting TravelEmail/Fax
Meeting Travel In-Person/Phone
Unit Cost FY04
57
Transportation and Parking Services Mitigation Costs
0
50000
100000
150000
200000
250000
300000
350000
400000GRAND TOTALS
Enhanced Services (Campus Express,Executive Plaza, Rockledge, Mid-PikePlaza)
Shuttle Costs
Attendant Assisted Temporary Lots (38,East, 38 East Curb, MLP-7 tent, T-17 andT-16)
Attendant Assisted Lots (41C, MLP-10,10H, CRC P-1)
Twinbrook Parking
Parking Costs
58
Financial PerspectiveWhat does this data tell you? • F1:
• For attendant assisted parking, budgeted unit cost is approximately $24 stacked car, $12 managed car
• F2• Provide satellite parking spaces off campus
• The number of leased satellite parking spaces decreased in FY04 while the unit cost increased
• F3 • Provide shuttle services
• Number of employee shuttle riders drastically increased in FY04 compared to FY03• Thus the budgeted unit cost decreased per employee shuttle ride by $1 (actual cost $3.20)• The budgeted unit cost of patients shuttle ride remains approximately $29
59
Financial PerspectiveWhat does this data tell you? (Cont.)
• F4: Administer/coordinate use of alternative
transportation• New PARTS data system will provide more accurate
number of actual transhare participants compared to prior system
• F5: Issue and track parking permits• Budgeted unit cost of issuing a parking permit in FY04
was about $13
• F6: Managing travel management services, programs, contracts and use agreements
• Even though the service fee is higher for meeting travel in-person/phone most patients and employees still prefer to speak to a travel agent directly, when making their travel arrangements
60
Financial PerspectiveWhat actions are ongoing and planned for the future?
• For transhare and parking permits, generate monthly reports from new PARTS computer system to indicate actual transhare participation level and number of permits issued
• Continue to improve the integrity of our measuring system• Continue to ensure we have an accurate count of number of
transhare users and parking permits issued
• Continue to monitor the actual number of cars parked in satellite parking lots
• Know if we are properly utilizing the spaces leased
61
Conclusions
62
Conclusions from PMP
Customer Findings We have improved in responding to customer inquiries In general, customers give high satisfaction ratings for both parking
and shuttle services Internal Business Process Findings
Assisted parking attendants appear to be doing a good job for they received several customer compliments
During the 4th quarter the shuttle did not meet the expected level of performance on reliability due to several factors
Change in traffic patterns Road closures Heavy volume of traffic from patients, visitors and employee’s
Learning and Growth Findings Did not meet our training goal for FY04 However, training seminars and functions increased Estimated technology solutions dollars for FY04
FY04 estimated to spend $300,000 on upgrading/maintaining PARTS On average DTTS spent about 18 hours/month in transportation planning meetings
63
Conclusions from PMP
• Financial Findings
• For attendants assisted parking, budgeted unit cost is around $24 for stacked cars and $12 for managed cars
• The number of leased satellite parking spaces decreased while the budgeted cost per unit increased
• Number of employees shuttle riders increased in FY04
• Budgeted unit cost for patient shuttle is about $29/ride- much more than the budgeted unit cost for an employee shuttle ride
64
Conclusions from PMP
• Initiatives for FY05
• Parking• Continue to monitor and ensure parking attendants display “Lot
Full” signs • Continue to ensure attendants have real-time information
regarding status of parking availability in other locations• Continue to use customer comments to improve service
delivery• Shuttle
• Implement Blackberry access to shuttle schedules posted on web
• Review and install updated signage for all shuttle stops (revised routes, transfer location, and building identification)
• Implementation of “NextBus” technology through Transportation PBC to provide real-time status of shuttles
• Continue to use customer comments to improve service delivery
65
Conclusions from PMP
• Initiatives for FY05
• Augment current staffing levels through contract support/NIH details
• Provide manpower to gather necessary quality assurance data for PBSC’s
• Allow staff time for training• Develop Individual Development Plans (IDP’s)
• Installation of pilot traffic signals/pedestrian crossing signals are designed to improve traffic flow and pedestrian movements on-campus
• For transhare and parking permits, generate monthly reports from new PARTS computer system to indicate actual transhare participation level and number of permits issued
• Increased the validity of the data reported
66
Conclusions from PMP
• Initiatives for FY05 (Cont.)
• Implement two separate service groups.• Travel contract• Transportation and parking
• Hired Program Specialist to monitor the travel contract
• Hired Quality Assurance Specialist to assist Program Specialist with collecting data for the travel contract