1

Performance Management Presentation

List your Service Group

Team Members:

List Leader and Members

ORS National Institutes of Health

Date

2

Table of Contents

Main Presentation

PM Template ……………………………….……………………………….

Customer Perspective……………………….……………………………….

Internal Business Process Perspective………………………………………

Learning and Growth Perspective……………………………………………

Financial Perspective…………………………………………………………

Conclusions and Recommendations…………………………………………..

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Table of Contents (cont.)

AppendixPage 2 of template………………………….……………………………….Customer Perspective

C2a: List Name of Measure…………………………………………….C2b: List Name of Measure…………………………………………….C2c: List Name of Measure…………………………………………….

Internal Business Process PerspectiveIB1a: List Name of Measure……………………………………………. IB1b: List Name of Measure……………………………………………. IB3a: List Name of Measure…………………………………………….

Learning and Growth PerspectiveLG1b: List Name of Measure…………………………………………….

LG2a: List Name of Measure…………………………………………….Financial Perspective

F1a: List Name of Measure……………………………………………. F2a: List Name of Measure……………………………………………. F3a: List Name of Measure…………………………………………….

C4a: List Name of Measure…………………………………………….

4

Team Leader

Team Members

Antonio Rodriguez

Amy Culbertson, Adele Egwu, Carmen Kaplan, Gay Presbury, Josh Rose, Joe Wolski

Date: 2 Oct 2003

Performance Management Plan (PMP)

DS3: Establish and facilitate performance based service contract (PBSC) process

DS2: Manage ORS benchmarking/best practices process

DS1: Manage ORS performance measurement and improvement process

Discrete Services

Division Approval/Date: Associate Director Approval/Date:

Provide quality and organizational improvement services

Service Group

DS4: Provide consultation and support for strategic initiatives

Value Proposition

OQM develops close working relationships with ORS/ORF service provider teams to understand their specific organizational needs, and coach them towards performance improvement. OQM provides training, offers tools such as web surveys and data analysis software, and provides technical expertise to assist our customers adopt these new systematic methods.

Strategy Description

Service Strategy

The Office of Quality Management (OQM) formulates and implements systematic methods endorsed by senior ORS/ORF leadership to promote process improvement and accountability among our service providers in order to deliver performance improvement results. The result of these efforts is to ensure the delivery of best-value services to their customers demonstrating that ORS/ORF services providers are good stewards of their resources, thus allowing the NIH ICs to focus on the research mission of the NIH.

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

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Relationship Among Performance Objectives

• Discuss here how your objectives relate to each other and contribute to your delivering value to customers

• If you wish, you can display these relationships through a strategy map diagram

6

Customer Perspective

7

Customer Perspective

Objective MeasureFY 03

TargetFY04 Target

FY05 Target

Initiative Owner

C1a: Percent of teams with PMPs reviewed by Management

Baseline > FY03 > FY04

PMP Implementation Report

Joe

C1b: Percent of Divisions with PMPs NA Complete Pilot

Pilot Police Division PMPAmy/Carmen

C1c: Percent of Program Areas with PMPs

N/A Complete Pilot

Pilot DPS PMP

Amy/Carmen

C1: Promote accountability in ORS/ORF through Performance Management

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C1a: Percent of Teams with PMPs reviewed by Management (as of 30 Sept)

FY03 PMP PROGRESS - through 9/30/2003

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Value

Propo

sition

Strate

gy D

escr

iption

Obje

ctive

s

Mea

sure

s

Targ

ets

Deter

mine

Cus

tom

er A

sses

smen

t Met

hodo

logy

Consid

er B

ench

mar

king

Divisio

n M

anag

emen

t App

rova

l

Execu

tive

Board

Man

agem

ent A

ppro

val

Condu

cting

Cus

tom

er S

core

card

Data

Gat

herin

g

Data

Gra

phing

Initia

tives

Mon

itor C

hang

e

Activities

% o

f te

ams

com

ple

tin

g a

ctio

n

ORS OVERALL

ORF OVERALL

Phase I Phase II Phase III Phase IV

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C1b: Percent of Divisions with PMPs

• Defined a PMP as having:• Value proposition, strategy, objectives, measures, and

targets

• Data at close of FY03• _____ of ORS• _____ of ORF

• Date as of 30 Dec (1st quarter FY04)• ____ of ORS• ____ of ORF

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Customer Perspective (cont.)

Mandatory to Report on Customer Satisfaction Objective

Objective MeasureFY 03

TargetFY04 Target

FY05 Target

Initiative Owner

C3a: ORS Customer Scorecard Ratings

> FY02 > FY03 > FY04 Web survey following the PM Conference

Amy

C3b: Percent of team review meetings held to review analyses/obtain feedback

Baseline > FY03 > FY04 Amy/Carmen

C3c: Percent of PM Consultants providing Evaluation Report

100% 100% 100% Amy

C3: Increase customer satisfaction with OQM services.

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Customer Scorecard Methodology

• Summarize how you used the ORS Customer Scorecard to gather satisfaction data• If did not conduct a survey in FY03, describe plan

for how will conduct survey in FY04 (and ongoing from here on out)

• If plan to use additional means to gather customer data (e.g., interviews, focus groups, logs), summarize methodology here

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In planning for FY03 PM, how helpful would each

of the following be to the teams?

7.12

7.2

7.23

7.29

7.55

7.56

7.7

7.72

7.73

7.83

8.09

8.11

8.34

8.43

8.85

1 2 3 4 5 6 7 8 9 10

OROS Software Training

Presentation Skill Training

Graphing Training

Team Leader Training

Process Behavior Training

BSC Training

Quartlery Meetings

Financial Training

Data Analysis Training

Web Page

Training on FY03 Approach

IT Assistance

Templates

Management Involvement

Consultants

N = 85

Not at all helpful

Extremely helpful

C3a: ORS Customer Scorecard Ratings

Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.

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Division/Office Head Involvement with PMPs

7.48

0 2 4 6 8 10

What extent wasyour

Division/OfficeDirector involved

in your ASA inFY02?

N = 62

To no Extent

To a Great Extent

7.29

0 2 4 6 8 10

How helpful was theinvolvement of your

Division/OfficeDirector in ASA-related mattersduring FY02?

Not at all Helpful

Extremely Helpful

N = 63

C3a: ORS Customer Scorecard Ratings (cont.)

Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.

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ORS Index = 8.27

8.40

8.28

8.48

7.42

1.00

4.00

7.00

10.00Cost

Quality

Timeliness

Reliability

Data based on 436 respondents

Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

Product/Service Satisfaction Ratings

Service Group Index = 7.06

7.36

7.06

7.03

6.57

1.00

4.00

7.00

10.00Cost

Quality

Timeliness

Reliability

Data based on 85 respondents

C3a: ORS Customer Scorecard Ratings (cont.)

Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.

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Customer PerspectiveWhat does the data tell you?

• While the majority of PM teams had a complete PMP at the close of FY03, some teams were still working toward this goal

• There was inconsistent review by Management of teams’ PMPs at the close of FY03

• Customer scorecard data show teams ratings on how best to support teams during FY03

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Customer PerspectiveWhat actions are planned?

• Work with ORS/ORF teams to ensure all have a complete PMP template that is reviewed by management

• Conduct ORS Customer Scorecard assessment after the Performance Management conference • Gauge effectiveness of support provided during

FY03• Solicit ideas for improvement• Use data for formulate methodology/support for

FY04

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Internal Business Process Perspective

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Internal Business Process Perspective

I1a: Number of meetings with customers/stakeholders related to implementation

50% of ORS TBD TBD

Amy and Carmen

I1b: % of customers/stakeholders satisfied with changes (survey question)

Baseline > FY03 > FY04 OQM Customer Scorecard

Amy

I1: Tailor the implementation of the performance management process from year to year to accommodate needs of ORS/ORF service provider teams.

Objective MeasureFY 03

TargetFY04 Target

FY05 Target

Initiative Owner

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List Number and the Name of the Measure

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Internal Business Process PerspectiveWhat does the data tell you?

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Internal Business Process PerspectiveWhat actions are planned?

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Learning and Growth Perspective

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Learning and Growth Perspective

L1a: Hours of professional development (conferences, training, reading, research)

10% of available

hours

15% of available

hours

20% of available

hours

Each staff member attends training or

conferenceGay

L1b: % of OQM budget spent on professional development support

Baseline >FY 02 >FY 03 Gay

L1: Invest in OQM's staff professional development

Objective MeasureFY 03

TargetFY04 Target

FY05 Target

Initiative Owner

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List Number and the Name of the Measure

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Learning and Growth PerspectiveWhat does the data tell you?

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Learning and Growth PerspectiveWhat actions are planned?

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Financial Perspective

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Financial Perspective (cont.)

Mandatory to Report on Unit Cost Objective

Objective MeasureFY 03

TargetFY04 Target

FY05 Target

Initiative Owner

F1: Minimize unit cost of performance measurement at defined level of service.

F1: OQM labor hours per person plus cost of books, materials and software program support

>FY 02 >FY 03 >FY 04 Adele & Josh

F2: Minimize unit cost of benchmarking at defined level of service.

F2: OQM labor hours plus consultant hours;

>FY 02 >FY 03 >FY 04 Adele & Josh

F3: Minimize unit cost of developing a PBSC process at a defined level of service.

F3: OQM labor hours plus any costs for subscriptions for benchmarking databases

>FY 02 >FY 03 >FY 04 Adele & Josh

F4: Minimize unit cost of consulting on other strategic initiatives at a defined level of service.

F4: OQM labor hours for PWSS plus any costs for conference rooms and teleconferencing

>FY 02 >FY 03 >FY 04 Adele & Josh

Fin

anci

al

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List Number and the Name of the Measure

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Financial PerspectiveWhat does the data tell you?

31

Financial PerspectiveWhat actions are planned?

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Conclusions

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Conclusions from PMP

• List major findings from your PMP• List any improvements achieved• Highlight initiatives for FY04

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Appendix

• List what you have included in your Appendix:

Page 2 of templateCustomer Perspective

C2a: List Name of Measure……………………………………………C2b: List Name of Measure…………………………………………….C2c: List Name of Measure…………………………………………….

Internal Business Process PerspectiveIB1a: List Name of Measure……………………………………………. IB1b: List Name of Measure……………………………………………. IB3a: List Name of Measure…………………………………………….

Learning and Growth PerspectiveLG1b: List Name of Measure…………………………………………….

LG2a: List Name of Measure…………………………………………….Financial Perspective

F1a: List Name of Measure……………………………………………. F2a: List Name of Measure……………………………………………. F3a: List Name of Measure…………………………………………….

C4a: List Name of Measure…………………………………………….