Performance Management Presentation

Maintain Safe Working EnvironmentRadiation SafetyTeam Leader: Nancy Newman

Team Members: Douglas Carter, Janet Thomson, Victor Voegtli

ORS National Institutes of Health

Date: February 23, 2005

Table of ContentsPM Template..

Customer Perspective..

Internal Business Process Perspective

Learning and Growth Perspective

Financial Perspective

Conclusions and Recommendations..

Customer Satisfaction Survey Results.

Table of ContentsSurvey Background.3Satisfaction Ratings on Specific Service Aspects .7Importance Ratings on Specific Service Aspects....18Comments..29Summary....34Recommendations39

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment -- 2

Discrete Services

DS1: Provide technical assistance in and analytical support for radiation safety

DS2: Manage acquisition, distribution, and disposal of radionuclides

Value Proposition

Maintain recognition as a national authority in radiation safety. We provide complex, customized, collaborative, cutting-edge, and innovative radiation safety programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in radiation safety. We serve as a national benchmark for radiation safety programs, providing creative and effective solutions to complex radiation safety issues related to biomedical research. Our participation in national organizations allows us to share our innovative approaches to evolving radiation protection issues, and we gain insight on future research trends that permits us to anticipate our customers' changing needs. We provide: (1) Prompt and personalized responses to existing and emerging radiation safety issues and customized solutions to problems in response to constantly evolving research needs; (2) Risk management assessments, radiation safety inspections and surveys, facility design reviews, training, and technical support for emergency radiological incidents; (3) Monitoring and support for the accreditation of research and medical facilities; (4) Guidance and assistance in ensuring regulatory compliance and licensing.

Team Leaders

Nancy Newman

Team Members

Doug Carter, Victor Voegtli, Janet Thomson

Date: 5/10/04

Service Group:

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer Scorecard (avg FY'03 - 8.66)increase average scoreincrease average scoreincrease average score2 customer scorecards used, but populations polled different from FY'03Doug

C2: Enhance communication with customersC2a: Number of visits to DRS portalEstablish baselineIncrease over FY04 resultsIncrease over FY04 results

C2b: Length of time on DRS portalEstablish baselineIncrease over FY04 resultsIncrease over FY04 resultsVictor

C2d: Tasks performed via DRS portalEstablish baselineIncrease over FY04 resultsIncrease over FY04 resultsVictor

C3: Convert more training to web-basedPercentage of people trained on-line (baseline FY'03=47%)Increase % trained on-line (35%)Increase over FY04 resultsIncrease over FY04 resultsDecreased due to discontinuation of deMedici training for nursesNancy

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

Internal BusinessIB1: Maintain NIH in compliance with NRC requirementsIB1a: Number of security violations (baseline FY'02=104)Reduce security violationsFY'03=82, approximately 20% reduction; FY'04=103Janet

IB1b: Number of non-security violations (baseline FY'03=25)Reduce non-security violationsFY'04 (to 5/04)=22Janet

IB2: Improve effectiveness of radioactive waste pick-up scheduling processIB2a: Decrease unnecessary pickup tripsAchieved 11% reduction in FY'03, saving approximately $13, 000.

IB2b: improve ease of scheduling pick-ups (baseline FY'03

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment 2

Discrete Services

DS1: Provide technical assistance in and analytical lab support for radiation safety

DS2: Manage acquisition, distribution and disposal of radioactive material

Value Proposition

Maintain recognition as a national authority in radiation safety. We provide complex, customized, collaborative, cutting-edge, and innovative radiation safety programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in radiation safety. We serve as a national benchmark for radiation safety programs, providing creative and effective solutions to complex radiation safety issues related to biomedical research. Our participation in national organizations allows us to share our innovative approaches to evolving radiation protection issues, and we gain insight on future research trends that permits us to anticipate our customers' changing needs. We provide: (1) Prompt and personalized responses to existing and emerging radiation safety issues and customized solutions to problems in response to constantly evolving research needs; (2) Risk management assessments, radiation safety inspections and surveys; facility design reviews; training; and technical support for emergency radiological incidents; (3) Monitoring and support for the accreditation of research and medical facilities; (4) Guidance and assistance in ensuring regulatory compliance and licensing.

Team Leaders

Nancy Newman

Team Members

Douglas Carter, Janet Thomson, Victor Voegtli

Date: 9/30/04

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

IB6: Maintain NIH in compliance with OSHA and NRC standardsIB6: Number of OSHA and NRC citations received0 citationsAlfred

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersEstablish baselineFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Customer Perspective

Customer Perspective (cont.)

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized versions of Customer ScorecardEstablish baselineIncrease scoresIncrease scoresTraining for Custodians, Expedited sample prepDoug

C2: Enhance communication with customersC2a: Increase on-line trainingIncrease over FY'03Increase over FY'04Increase over FY'05New on-line modules for nurses, security, and ROBNancy

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

IB6: Maintain NIH in compliance with OSHA and NRC standardsIB6: Number of OSHA and NRC citations received0 citationsAlfred

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersEstablish baselineFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb`

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Customer Perspective (cont.)

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

C2b: Length of time on DRS portalBaselineIncreaseIncreaseDiscontinue as measureVictor

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersEstablish baselineFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide quality and organizational improvement services

Discrete Services

DS1: Manage ORS performance measurement and improvement process

DS2: Manage ORS benchmarking/best practices process

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

DS4: Provide consultation and support for strategic initiatives

Value Proposition

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. T

Service Strategy

Strategy Description

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 soft

Team Leader

Antonio Rodriguez

Team Members

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

Date: 2 Oct 2003

Service Group:

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

CustomerC1: Promote accountability in ORS/ORF through Performance ManagementC1a: Percent of teams with PMPs reviewed by ManagementBaseline> FY03> FY04PMP Implementation ReportJoe

C1b: Percent of Divisions with PMPsNAComplete PilotPilot Police Division PMPAmy/Carmen

C1c: Percent of Program Areas with PMPsN/AComplete PilotPilot DPS PMPAmy/Carmen

C2: Be more effective and efficient in ORS/ORF business operations (i.e., do more with less)C2a: Number and magnitude of improvements reported by typeBaseline> FY03> FY04Carmen

C2b: ORS/ORF overhead rateWork with Amy V.Carmen

C2c: NIH/ORS operating ratio ($ and staffing)Work with Amy V.Joe and Josh

C3: Increase customer satisfaction with OQM services.C3: Ratings from the ORS Customer Scorecard customized for our Service Group.> FY02> FY03> FY04OQM Customer ScorecardAmy

PM Team Reviews (Oct)OQM Customer ScorecardConsultant Reports

Internal BusinessI1: Tailor the implementation of the performance management process from year to year to accommodate needs of ORS/ORF service provider teams.I1a: Number of meetings with customers/stakeholders related to implementation50% of ORSTBDTBDPM Team Reviews (Oct)OQM Customer ScorecardConsultant ReportsAmy and Carmen

I1b: % of customers/stakeholders satisfied with changes (survey question)Baseline> FY03> FY04OQM Customer ScorecardAmy

I2: Assist teams in gathering and analyzing data to improve their performanceI2a: Percent of all ORS/ORF teams with active data collection75%80%90%PMP Implementation ReportJoe

I2b: No. of data analyses provided by OQM153060OQM Data Analysis ReportJoe

I2c: Perception of team members that performance improved (survey question)15%Baseline>FY 04OQM Customer ScorecardAmy

I3: Improve consistency of implementation of the PM with our collaborative methodologyI3a: Percent of teams with completed PMPs (value proposition, strategy description, objectives, measures and targets)75%80%85%PMP Implementation ReportJoe

I3b: Time spent by OQM staff on assisting teams by type of assistance>FY 02TBATBAUpdate Assistance Log and GraphsAll/Josh

I3c: Time spent by consultants assisting teams30 hours per team20 hours per team10 hours per teamUpdate Consultant Utilization GraphsAdele

Learning and GrowthL1: Invest in OQM's staff professional developmentL1a: Hours of professional development (conferences, training, reading, research)10% of available hours15% of available hours20% of available hoursEach staff member attends training or conferenceGay

L1b: % of OQM budget spent on professional development supportBaseline>FY 02>FY 03Gay

L2: Enhance the staff skills of our ORS/ORF service provider teams and leadership to encourage the implementation of performance measurement, analysis and improvement.L2a: % of team members that attended training>FY 02>FY 03>FY 04Training StatisticsJoe

L2b: Training Evaluation Scores>FY 02>FY 03>FY 04Training StatisticsJoe

L2b: %Track use of consultants (hours by team)30 hours per team20 hours per team10 hours per teamUpdate Consultant Utilization GraphsAdele

L2c: Survey questionBaseline>FY 03>FY 04OQM Customer ScorecardAmy

FinancialF1: 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 supportAdele & Josh

F2: Minimize unit cost of benchmarking at defined level of service.F2: OQM labor hours plus consultant hours;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 databasesAdele & 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 teleconferencingAdele & Josh

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

C2: Enhance communication with customersC2a: Number of visits to DRS portalBaselineIncreaseIncreaseIncrease utility, publicize in monthly memo and trainingVictor

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersEstablish baselineFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

C2c: Tasks performed via DRS portalBaselineIncreaseIncreaseVictor

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersBasFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

C2 Enhance Communications with customersMeasures C2a: : Number of visits to DRS Portal Not able to discriminate between AU or DRS employee but will after upgrade.

C2b: Length of time on Portal Eliminated this measure since no important data was retrieved

C2c: Tasks performed via Portal

C2 Enhance Communications with customersC2c: Tasks performed via Portal based on frequency

Material DisposalsUser ChangesMonthly Memo PrintingWaste Pickup RequestsNIH 88-1 submissionUser RegistrationsLab Changes

C2 Enhance Communications with customersC2d: Tasks performed via Portal

C2 Enhance Communications with customersInitiative and Measures for FY05

Increase auditing capabilities of Portal usage Improve usability of Portal functionIncrease transactions of infrequent tasks such as 88-1 form submission

Customer Perspective (cont.)

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

CustomerC3: Increase on-line trainingC3: Percentage of people training on-lineIncrease over FY'03Increase over FY'04Increase over FY'05on-line security, Radiation Oncology modules FY'05, module for nurses FY'06Nancy

C2: Enhance communication with customersC2a: Increase on-line trainingIncrease over FY'03Increase over FY'04Increase over FY'05New on-line modules for nurses, security, and ROBNancy

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

IB6: Maintain NIH in compliance with OSHA and NRC standardsIB6: Number of OSHA and NRC citations received0 citationsAlfred

IB7: Evaluate long-term benefit of RSAU class to Users and the NIH Radiation Safety ProgramIB7: Percent of class attendees who go on to become participating usersEstablish baselineFind out why 67% of RSAU attendees don't become Authorized Users.Kelly

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe identified researchers who had standing pick-ups but often had nothing to pick up. We persuaded them to cancel the standing pick-up, resulting in an 11% reduction in standing pick-ups. To increase the percent of on-line scheduling of pickups, we wilNancy

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb`

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

&R&P of 3

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

C3: Percentage of people training on-line

Chart1

4735

FY'03

FY'04

Percent

On-line Radiation Safety Training

Sheet1

% On-line radiation safety training

FY'03FY'04

4735

Sheet2

Sheet3

C3: Percentage of people training on-lineGoal: increase on-line trainingFY04 Initiative: on-line refresher training for AUsData show decrease in on-line trainingCause: elimination of on-line training module for nursesFY06 Initiative: new on-line training module for nurses

Relationship Among Performance ObjectivesEnhancing communication with our customers wouldMaintain compliance with regulationsIncrease customer satisfaction

Internal Business Process Perspective

Internal Business Process Perspective

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide quality and organizational improvement services

Discrete Services

DS1: Manage ORS performance measurement and improvement process

DS2: Manage ORS benchmarking/best practices process

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

DS4: Provide consultation and support for strategic initiatives

Value Proposition

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. T

Service Strategy

Strategy Description

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 soft

Team Leader

Antonio Rodriguez

Team Members

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

Date: 2 Oct 2003

Service Group:

ObjectiveMeasureFY 04 TargetFY05 TargetFY06 TargetInitiativeOwner

CustomerC1: Promote accountability in ORS/ORF through Performance ManagementC1a: Percent of teams with PMPs reviewed by ManagementBaseline> FY03> FY04PMP Implementation ReportJoe

C1b: Percent of Divisions with PMPsNAComplete PilotPilot Police Division PMPAmy/Carmen

C1c: Percent of Program Areas with PMPsN/AComplete PilotPilot DPS PMPAmy/Carmen

C2: Be more effective and efficient in ORS/ORF business operations (i.e., do more with less)C2a: Number and magnitude of improvements reported by typeBaseline> FY03> FY04Carmen

C2b: ORS/ORF overhead rateWork with Amy V.Carmen

C2c: NIH/ORS operating ratio ($ and staffing)Work with Amy V.Joe and Josh

C3: Increase customer satisfaction with OQM services.C3: Ratings from the ORS Customer Scorecard customized for our Service Group.> FY02> FY03> FY04OQM Customer ScorecardAmy

PM Team Reviews (Oct)OQM Customer ScorecardConsultant Reports

Internal BusinessI1: Tailor the implementation of the performance management process from year to year to accommodate needs of ORS/ORF service provider teams.I1a: Number of meetings with customers/stakeholders related to implementation50% of ORSTBDTBDPM Team Reviews (Oct)OQM Customer ScorecardConsultant ReportsAmy and Carmen

I1b: % of customers/stakeholders satisfied with changes (survey question)Baseline> FY03> FY04OQM Customer ScorecardAmy

I2: Assist teams in gathering and analyzing data to improve their performanceI2a: Percent of all ORS/ORF teams with active data collection75%80%90%PMP Implementation ReportJoe

I2b: No. of data analyses provided by OQM153060OQM Data Analysis ReportJoe

I2c: Perception of team members that performance improved (survey question)15%Baseline>FY 04OQM Customer ScorecardAmy

I3: Improve consistency of implementation of the PM with our collaborative methodologyI3a: Percent of teams with completed PMPs (value proposition, strategy description, objectives, measures and targets)75%80%85%PMP Implementation ReportJoe

I3b: Time spent by OQM staff on assisting teams by type of assistance>FY 02TBATBAUpdate Assistance Log and GraphsAll/Josh

I3c: Time spent by consultants assisting teams30 hours per team20 hours per team10 hours per teamUpdate Consultant Utilization GraphsAdele

Learning and GrowthL1: Invest in OQM's staff professional developmentL1a: Hours of professional development (conferences, training, reading, research)10% of available hours15% of available hours20% of available hoursEach staff member attends training or conferenceGay

L1b: % of OQM budget spent on professional development supportBaseline>FY 02>FY 03Gay

L2: Enhance the staff skills of our ORS/ORF service provider teams and leadership to encourage the implementation of performance measurement, analysis and improvement.L2a: % of team members that attended training>FY 02>FY 03>FY 04Training StatisticsJoe

L2b: Training Evaluation Scores>FY 02>FY 03>FY 04Training StatisticsJoe

L2b: %Track use of consultants (hours by team)30 hours per team20 hours per team10 hours per teamUpdate Consultant Utilization GraphsAdele

L2c: Survey questionBaseline>FY 03>FY 04OQM Customer ScorecardAmy

FinancialF1: 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 supportAdele & Josh

F2: Minimize unit cost of benchmarking at defined level of service.F2: OQM labor hours plus consultant hours;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 databasesAdele & 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 teleconferencingAdele & Josh

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Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

IB6: Maintain NIH in compliance with OSHA and NRC standardsIB6: Number of OSHA and NRC citations received0 citationsAlfred

IB1: Maintain NIH in Compliance with NRC RegulationsIB1a: Number of Security ViolationsReduce security violationsReduce security violationsReduce security violationsDevelop training module on securityJanet

IB1b: Number of non-security violationsDecrease non-security violationsDecrease non-security violationsDecrease non-security violationsRefresher training for Authorized UsersJanet

IB9: Improve pest management request response time based on contractors' feedbackIB9a:Continue data collectionTBDHerb

IB9b: Initiate follow-up interviewsTBDHerb

IB9c:Complete analysesTBDHerb

IB9d:Reduce Number of Service Recommendations Not Adopted after 90 Days115100TBDHerb

IB10: Minimize overall NIH occupational injury/illness ratesIB10:Compare this year's injury/illness rates against past 10 years' dataImproveAlfred

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Learning and GrowthLG1: Maintain effective staffing levels in RSB and OSHBLG1: Compare this year's turnover rate to last year's and measure against operational needsMaintain 100% of needed staffNancy and Alfred

LG2: Increase the number of awards and dollars per award in RSB and OSHBLG2: Number of awards and dollars per awardEstablish baselineNancy and Alfred

LG3: Increase availability of sponsored training for RSB and OSHBLG3a:Number of training hours per personEstablish baseline (rad safety average = 48 hours/year) Over past 5 years, rad safety training budget increased 50%, while average training costs increased by 43%.Nancy and Alfred

LG3b: Training budget for past 5 years

LG3c: Costs of training for past 5 years

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

FinancialF1: Minimize unit cost at a defined service level for providing technical assistance in radiation safetyF1: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsNancy

F2: Minimize unit cost at a defined service level for providing technical assistance in laboratory and worksite safetyF2: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F3: Minimize unit cost at a defined service level for providing occupational medical servicesF3: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

F4: Minimize unit cost at a defined service level for acquisition, distribution and disposal of radionuclidesF4: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsWe eliminated RAMOS (consolidated ordering system), which cost more than the unconsolidated ordering system.Nancy

F5: Minimize unit cost at a defined service level for providing community health servicesF5: Compare this year's unit cost for this discrete service to last year'sMaintain or lower FY 02 unit costsDebbie W.

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Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet1 (2)

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Provide mail, courier and package screening services

Discrete Services

DS1: Process and Deliver Incoming Mail

DS2: Process and Dispatch Outgoing Mail

DS3: Management of Postal Accounting System

DS4: Provide Courier Services

DS5: Scan Incoming Packages

DS6:

Value Proposition

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Service Strategy

Strategy Description

Continue current universal service levels while continually seeking to improve operations/service and reduce costs through additional innovation, technology, and services that provide value to our customers

Team Leader

James Spears

Team Members

Angela MiltonTracy Niksich

Date: 04/07/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerIncrease understanding of customer baseMCSB management team meets with all IC mail managers to discuss operations and gather feedback4 meetings4 meetings4 meetings

Increase customer satisfactionOverall Customer satisfaction ratings from the Customer poll (0-4.0 scale)3.13.23.3

Reduce customer complaints regarding missortsNumber of complaints about missorts11/mo.10/mo.9/mo.

Internal BusinessIncrease understanding of processes.Complete and update process maps of Service Group/Discrete Servicesupdate 5 mapsupdate 5 mapsupdate 5 maps

Driver Delivery Times are consistentTime of day at route mid-point+/- 23 min+/- 20 min+/- 20 min

Incoming mail is sorted correctlyError rate from random samplings1%0.80%0.70%

Postage is correctly applied to Outgoing mailError rate from random samplings0.50%0.40%0.30%

USPS billing is accurateDollar savings vs. OMAS Statements000

Courier delivery is timelyitems failing the two hour delivery target000

X-ray clerks are alert and knowledgeablePercentage of computer-simulated bomb threats identified.95%97%99%

Learning and GrowthEnhance quality of work life for employees in ORS.Turnover10%10%10%

Sick Leave Usage161514

Workforce feels it is treated fairlyContacts/Complaints with:

EEO000

ER000

ADR000

Workforce is recognized and rewardedAwards/Recognition1.51.51.5

Maintain & enhance competencies for the future organization.Training courses attended2/yr.2/yr.2/yr.

FinancialMinimze unit cost at a defined service level.Change in Unit Cost for each Discrete Service

Incoming mail24.16/wkhr24.52/wkhr24.52/wkhr

Outgoing mail1.37/piece1.39/piece1.39/piece

Manage Postal Acct System (Dollar errors by USPS)000

Provide Courier servicespilot programcosts unknowncosts unknown

Scan Incoming packages24.16/wkhr24.52/wkhr24.52/wkhr

Maximize utilization of assets.Percentage of actual assets utilized/planned asset utilization100%100%100%

Maximize savings from alternative ground shipping programTotal savings vs USPS Parcel Post$80,000$90,000$100,000

&R&P of 2

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

Sheet2

Sheet3

Sheet1

Performance Management Plan (PMP)

Division Approval/Date:Associate Director Approval/Date:

Service Group

Maintain Safe Working Environment

Discrete Services

DS1: Provide technical assistance in radiation safety

DS2: Provide technical assistance in laboratory and worksite safety

DS3: Provide occupational medical services

DS4: Manage acquisition, distribution, and disposal of radionuclides

DS5: Provide community health services

Value Proposition

Maintain recognition as an international authority in biomedical research safety. We provide complex, customized, collaborative, cutting-edge, and innovative programs to ensure a safe and healthful environment at the NIH.

Service Strategy

Strategy Description

We support the NIH biomedical research effort with our expertise in occupational health and safety, radiological safety, and community health. We serve as an international benchmark for workplace safety programs, providing creative and effective solution

Team Leaders

Al Ferruggiaro, Nancy Newman, Jim Schmitt

Team Members

Polly McCarty, Jason Barr, George Redmond, Kelly Austin, Michelle Markley, Herb Jacobi, Doris McKinney, Jasline Jesson

Date: 08/5/03

Service Group:

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

CustomerC1: Increase customer satisfactionC1: Score on customized version of Customer ScorecardEstablish baselineTeam Leaders

C2: Enhance communication with customersC2a: Results of survey questionEstablish baselineMichelle and Kelly

C2b: Number of hits on web pageEstablish baselineMichelle and Kelly

C2c: Length of time on web pageEstablish baselineMichelle and Kelly

C2d: Number of people trainedEstablish baselineConvert more training to web-based if technological support is available.Michelle and Kelly

ObjectiveMeasureFY 03 TargetFY04 TargetFY05 TargetInitiativeOwner

Internal BusinessIB1: Provide medical care in a timely fashionIB1: Track time for care of routine, urgent and critical patientsImprove over last year's dataJasline

IB2: Provide timely review of Human Pathogen Registration Documents (HPRDs)IB2: Number of HPRDs reviewed within 5 working days5 daysAlfred

IB3: Provide timely review of Asbestos Abatement PlansIB3: Number/percent of plans reviewed within two working days2 daysAlfred

IB4: Provide timely biological safety cabinet servicingIB4: Number of service calls with a two day or less response time2 daysAlfred

IB5: Provide timely laboratory surveys (for registered labs)IB5: Number and percentage of annual surveys completed within the calendar year100%Alfred

IB6: Maintain NIH in compliance with OSHA and NRC standardsIB6: Number of OSHA and NRC citations received0 citationsAlfred

IB1b: Number of non-security violationsDecrease non-security violationsDecrease non-security violationsDecrease non-security violationsRefresher training for Authorized UsersJanet

IB8: Improve effectiveness of radioactive waste pick-up scheduling processIB8: Decrease unnecessary pickup trips; improve ease of scheduling pick-upsEstablish baseline (.19% on-line, 11% decrease in standing pickups)5% on-lineWe