# Presentation: 809992

## FY02 ASA Presentation Provide Quality and Organizational Development Services  

**Presented by:**** **
- Antonio Rodriguez
- Assistant Director, Office of Quality Management
**Prepared by:   **
- Antonio Rodriguez, Amy Culbertson, Carmen Kaplan, Adele Egwu, Joshua Rose, Joe Wolski, and Gay Presbury
- Office of Research Services
- National Institutes of Health
**Draft 12 November  2002**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

## Table of Contents

- Main Presentation
- ASA Template ..........................................................................3
- Customer Perspective.................................................................4
- Customer Segmentation ...................................................................5
- Customer Satisfaction.......................................................................9
- Unique Customer Measures..............................................................12
- Internal Business Process Perspective..........................................13
- Service Group Block Diagram............................................................15
- Conclusions from Discrete Services Deployment Flowcharts....................17
- Process Measures..........................................................................18
- Learning and Growth Perspective.................................................25
- Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data........27
- Analysis of Readiness Conclusions.....................................................28
- Unique Learning and Growth Measures.............................................  31
- Financial Perspective.................................................................35
- Unit Cost.......................................................................................36
- Asset Utilization..............................................................................39
- Unique Financial Measures................................................................42
- Conclusions and Recommendations..............................................44
- Conclusions from FY02 ASA..............................................................45
- Recommendations...........................................................................47
- Appendix.......................................................................................48

**Notes:**

This Table of Contents lays out a recommended structure for your ASA presentation.  

Notice this page describes the Main Presentation.

Keep in mind that you have 30 minutes for the presentation, including questions from the audience.  

## Slide 3

## Customer Perspective

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Customer PerspectiveCommon Objective and Measure

**Performance Objective:**  Increase understanding of customer base
**Performance Measure:**  Customer segmentation charts for each Discrete Service

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Customer Segmentation for: Manage the ASA Initiative (DS1)

**Note:  Based on ****OQM**** ****staff ****ASA consulting hours during Aug - Sept 2002.**

**Total working hours =  2099 hrs.**
**ASA Consulting hours =728**

## Customer Segmentation for Manage the ASA Initiative (DS1) (cont.)

**Note:  Based on ****external consultant**** hours during April - Sept 2002.**

## Customer Segmentation for Provide Consulting for Strategic Initiatives (DS2)

**Note:  Based on ****OQM staff**** strategic initiative hours during Aug - Sept 2002.**
**Total of 209 hours **

## Customer PerspectiveCommon Objective and Measure

**Performance Objective:**  Increase customer satisfaction
**Performance Measure:**  ORS Customer Scorecard data collected for each Discrete Service

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Methodology for assessment of FY02 ASA cycle
Conduct web survey at close of cycle (after the Performance Management Conference) in November
Customer segments to be surveyed:
ORSEC
ASA Team Leaders/Members
ASA Consultants
Customize the ORS Customer Scorecard
Add questions about how helpful various OQM activities were during FY02
Open-ended comments on how to improve the process
Hold focus group with Team Leaders to discuss improvement ideas for FY03

- Conduct web survey at close of cycle (after the Performance Management Conference) in November
- Customer segments to be surveyed:
- ORSEC
- ASA Team Leaders/Members
- ASA Consultants
- Customize the ORS Customer Scorecard
- Add questions about how helpful various OQM activities were during FY02
- Open-ended comments on how to improve the process
- Hold focus group with Team Leaders to discuss improvement ideas for FY03

**Customer Satisfaction for *****Manage the ASA Initiative (DS1)***

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Few number of projects in FY02 to conduct meaningful customer assessment
Methodology for FY03 
Administer surveys to customers as projects come to logical closure point 
Such as when a major deliverable occurs
If ongoing assistance is provided, conduct assessment in June-July time frame
Use the ORS Customer Scorecard

- Methodology for FY03
- Administer surveys to customers as projects come to logical closure point
- Such as when a major deliverable occurs
- If ongoing assistance is provided, conduct assessment in June-July time frame
- Use the ORS Customer Scorecard

**Customer Satisfaction for *****Provide Consulting on Strategic Initiatives (DS2)***

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Customer PerspectiveUnique Objective and Measure

**Performance Objective:** Provide senior ORS leadership with organizational change and improvement data
**Performance Measures:**
- 	Data for the performance measures for FY02 should be available from ASA team presentations of the Performance Management Conference
- Report on the Common ORS Performance Measures
- Status of the FY01 Recommendations for Improvement

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Internal Business Process Perspective

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Internal Business Process PerspectiveCommon Objective and Measure

**Performance Objective:** Increase understanding of processes
**Performance Measures:**
- Block diagram of Service Group
- Deployment flowcharts for each Discrete Service

## Deployment Flowchart for DS1

## Deployment Flowchart for DS1 (cont.)

## Deployment Flowchart for DS1 (cont.)

## Service Group Block Diagram

**List in OBSF Service Hierarchy **
- DS1:  Manage the ASA initiative
- DS2:  Develop performance measurement systems
- DS3:  Provide organizational development consultation
- DS4:  Process analysis and improvement
- DS5:  Develop and test new business approached

**Recommended List**
- DS1:  Manage performance measurement and improvement
- DS2:  Provide consulting for strategic initiatives

**Conclusion:  Discrete Services need to be collapsed and reworded**

## Service Group EmphasisHours of Service Delivered by Discrete Service

**Note:  Based on ****OQM consulting hours**** for both DS1 & DS2 during Aug-Sept 2002.  **

## Completed deployment flowchart for each discrete service (see Appendix)

Deployment flowchart for Manage the ASA Initiative (DS1) conclusions:
Process is very involved
Must elaborate on planning phase of the ASA process
Guidance for next FY cycle needs to be developed in collaboration with teams
Deployment flowchart for Provide Consulting on Strategic Initiatives (DS2) conclusions:
Demand has been sporadic
Many efforts so far have been short-term and loosely planned

- Deployment flowchart for *Manage the ASA Initiative (DS1) conclusions*:
- Process is very involved
- Must elaborate on planning phase of the ASA process
- Guidance for next FY cycle needs to be developed in collaboration with teams
- Deployment flowchart for *Provide Consulting on Strategic Initiatives (DS2) conclusions*:
- Demand has been sporadic
- Many efforts so far have been short-term and loosely planned

**Deployment Flowchart Conclusions**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Internal Business Process PerspectiveCommon Objective and Measure

**Performance Objective:**  Identify methods to measure processes
**Performance Measure:**  Identify process measures for each discrete service
- DS1: Percent of ASA Team Members attending trainings
- DS1:  Training evaluation scores
- DS1:  ASA Consultant hours by month
- DS1:  ASA Consultant hours by Team
- DS1:  OQM Staff hours by Team
- DS1:  Audience feedback on ASA presentations
- DS2:  Percent of projects with project plans

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Percentage of ASA Team Leaders/Members Attending ASA-related Trainings (DS1)

**Note:  Based on total of 240 ASA Team Leaders and Members****.  **

## Participants’ Ratings of ASA Trainings (DS1)

**Note:  The rating scale ranges  from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.   **

## ASA Consultant Hours by Month (DS1)

**Month**

**Hours**

## OQM Staff Hours by Team (DS1)

## ASA Consultant Hours by Team (DS1)

## Percent of Projects with Project Plans (DS2)

## Learning and Growth Perspective

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

## Learning and Growth PerspectiveCommon Objective and Measure

**Performance Objective:**  Enhance quality of life for employees
**Performance Measure:**  At the Service Group level
- Turnover
- Sick Leave Usage
- EEO/ER/ADR complaints/cases
- Awards/Recognition

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Service Group has had little turnover
Sick leave usage is on high end compared to the other groups
High use of sick leave by employee on detail
Service Group members received awards for their accomplishments in FY02 
No EEO/ER/ADR cases

- Sick leave usage is on high end compared to the other groups
- High use of sick leave by employee on detail
- Service Group members received awards for their accomplishments in FY02
- No EEO/ER/ADR cases

**Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## Learning and Growth PerspectiveCommon Objective and Measure

**Performance Objective:**  Maintain and enhance competencies for the future organization
**Performance Measure:**  Analysis of Readiness at the Service Group Level

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Q1:  Right mix of KSAs
BSC principles and techniques
ABC expertise
Quantitative and qualitative analysis 
Communication, training, consultation, and facilitation 
Q2:  OQM does not have enough people with the right skills to meet ORS – wide demand
Need to continue to use external consultants
Service Groups must increasingly take ownership of process
Q3: Training needs of Service Group
Obtain skills listed above through contracts and development
Q4: Tools/Materials needed to carry out mission
Integrated data collection/analysis systems
Simulation software/expertise
Networking with other Government Agencies doing BSC

- BSC principles and techniques
- ABC expertise
- Quantitative and qualitative analysis
- Communication, training, consultation, and facilitation
- Q2:  OQM does not have enough people with the right skills to meet ORS – wide demand
- Need to continue to use external consultants
- Service Groups must increasingly take ownership of process
- Q3: Training needs of Service Group
- Obtain skills listed above through contracts and development
- Q4: Tools/Materials needed to carry out mission
- Integrated data collection/analysis systems
- Simulation software/expertise
- Networking with other Government Agencies doing BSC

**Analysis of Readiness Conclusions**

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Q5:  Have right tools/materials carry out mission?
Need more data collection systems to support PM efforts
Need to work with OBSF and service providers to develop and acquire ORS-wide data collection/analysis systems

Q6:  Anticipated implications of not obtaining right mix KSAs/tools/materials?
Will not be able to continue to provide required expertise to lead the transformation to a PM based organization
At best, will significantly slow down ORS change to a PM based organization.

PM – performance management

- Need more data collection systems to support PM efforts
- Need to work with OBSF and service providers to develop and acquire ORS-wide data collection/analysis systems
- Q6:  Anticipated implications of not obtaining right mix KSAs/tools/materials?
- Will not be able to continue to provide required expertise to lead the transformation to a PM based organization
- At best, will significantly slow down ORS change to a PM based organization.
- PM – performance management

**Analysis of Readiness Conclusions**

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Learning and Growth PerspectiveUnique Objective and Measure

**Performance Objective:**  Invest in OQM staff development
**Performance Measures:**
- Percent of employees with individual development plans (100%)
- Percent adherence to training plans (86%)*
- * Trainings canceled

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Learning and Growth PerspectiveUnique Objective and Measure

**Performance Objective:**  Invest in relevant tools (e.g., software, best practices)
**Performance Measures:**
- Number of new tools obtained and applied by OQM

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Number of New Tools Obtained and Applied by OQM 

**Note:  Less than 5% of budget spend on tools in FY02.**

## Learning and Growth PerspectiveUnique Objective and Measure

**Performance Objective:**  Develop cadre of qualified consultants
**Performance Measures:**
- Ratio of ASA consultants to ASA Teams
- In FY01 ratio was 1:16,  FY02 ratio is 1:8

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Financial Perspective

**Notes:**
Transition Slide for your Financial Perspective data and findings.

## Financial PerspectiveCommon Objective and Measures

**Performance Objective:**  Minimize unit cost at a defined service level
**Performance Measure: **
- DS1:  Dollars per internal ASA consulting hour
- DS1:  Dollars per external ASA consulting hour
- DS2:  Dollars per internal strategic initiative consulting hour

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Calculation for Unit Cost

- Internal ASA consultation/hour
- Sum (consultation hours of OQM consultant x hourly rate)/ total hours of OQM consultation
- (Total OQM budget – contract $)/hours of consultation
- External ASA consultation (contractor) / hour
- Sum (consultation hours of external consultant x hourly rate)/ total hours of consultation
- Strategic Initiative (SI) consultation/hour
- Estimated rate by averaging out hourly rate of staff involved

##  DS2:  Unit cost for strategic initiative consultation / hr. 	about  $46

-  DS2:  Unit cost for strategic initiative consultation / hr. 	about  $46

## Financial PerspectiveCommon Objective and Measures

**Performance Objective:**  Maximize utilization of assets
**Performance Measure: **
- DS1: Percent of time spent on ASAs relative to the total hours possible
- DS2:  Percent of time spent on strategic initiatives relative to the total hours possible

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Calculation for Asset Utilization (Staff hrs.)

- Estimated asset utilization during a two-month period (Aug - Sept ) when OQM staff developed and filled assistance logs were completed by all staff
- Asset utilization calculation
- DS1:  50%
- DS2:  53%
- Total hrs. accounted:
**704 (DS1) +209 (DS2)+160 training ****= 1073**
**Estimated Total Asset Utilization ******** 1073/1800 = 60%**

**Note: 160 hrs invested in staff training during this period.**

## Slide 44

## Financial PerspectiveUnique Objective and Measure

**Performance Objective:**  Obtain required resources
**Performance Measure: **
- Percent of budget approved (100% in FY01)
- Percent of budget approved (100% in FY01)

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Financial PerspectiveUnique Objective and Measure

**Performance Objective:**  Execute the budget
**Performance Measure: **
- Percent of dollars executed versus planned: 100% in FY01
- Percent of dollars executed versus planned: 82% in FY02*

*******  $$ was returned to OBSF to meet additional NIH security costs.**

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Conclusions and Recommendations 

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## Conclusions from FY02 ASA

- Customer Perspective
- ORSEC is OQM’s primary customer for both Discrete Services due to implementation of ORS-wide initiatives
- ASA external consultants provided most assistance to DES, DPS, and DIRS
- ORS as an organization has made significant progress in implementing a common set of performance measures
- Some of the recommendations made during the FY01 pilot have been implemented
- Impact of the implementation has been difficult to quantify

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## Conclusions from FY02 ASA (cont.)

- ASA team training participation could have been better
- Participant ratings of training were very high
- Teams increased utilization of consultants as deadlines approached

**Conclusions from FY02 ASA ****(cont.)**

## Conclusions from FY02 ASA (cont.)

- Learning and Growth Perspective
- Continue development of internal staff KSAs
- OQM needs external consultant assistance in FY03 to meet ORS demands
- Skills in performance management need to be developed throughout ORS
- Need to continue to invest in tools and training
- Financial Perspective
- Established baseline for unit cost
- Internal and external consulting rates not comparable for differences in experience levels
- Need to develop better methodology to determine asset utilization

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## Modify Discrete Services in OBSF Service Hierarchy to include only two for this service group:
DS1:  Manage the ASA Initiative
DS2:  Provide consulting on Strategic Initiatives
Use feedback from ASA teams and ORSEC members to improve ASA process 
Continue to offer trainings to expand performance management related skills throughout ORS
Continue to utilize external consultants for FY03 ASAs
Need to tighten methodology to record OQM hours in FY03
All members use same methodology
Simplify codes so can be done more easily
Provide better basis to understand unit cost and asset utilization information

- DS1:  Manage the ASA Initiative
- DS2:  Provide consulting on Strategic Initiatives
- Use feedback from ASA teams and ORSEC members to improve ASA process
- Continue to offer trainings to expand performance management related skills throughout ORS
- Continue to utilize external consultants for FY03 ASAs
- Need to tighten methodology to record OQM hours in FY03
- All members use same methodology
- Simplify codes so can be done more easily
- Provide better basis to understand unit cost and asset utilization information

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## Appendices

- ASA Template Page 2
- Deployment flowcharts
- Process measure graphs
- Learning and Growth graphs
- Analysis of Readiness Notes

**Notes:**
It is recommended that you include all the items listed on this slide in your Appendices.  This will allow anyone reviewing your ASA to obtain the full picture of your data and how you came to your conclusions and recommendations.

Again, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## ASA Template Page 2

**ASA Template Page 2**

## ASA Template Page 2 (cont.)

**ASA Template Page 2 ****(cont.)**

## ASA Template Page 2 (cont.)

**ASA Template Page 2 ****(cont.)**

## ASA Template Page 2 (cont.)

## Deployment Flowchart for DS2

## Service Group Turnover Rate 

**Learning and Growth Data**
**Service Group Turnover Rate**** **
**(Oct 2001 - June 2002)**

**Service Group Number**

**Turnover Rate**

## Learning and Growth Data 

**Learning and Growth Data**** **
**Average Hours of Sick Leave Used**
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Hours **

## Learning and Growth Data 

**Learning and Growth Data**** **
**Average Number of Awards Received**
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average number**

## Learning and Growth Data 

**Learning and Growth Data**** **
**Average Number of EEO Complaints**** **
**(Oct 2001 - June 2002)**

**Service Group Number**

** ** **Average Number **

## Learning and Growth Data 

**Learning and Growth Data**** **
**Average Number of ER Cases**** **
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Number**

## Learning and Growth Data 

**Learning and Growth Data**** **
**Average Number of ADR Cases**** **
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Number**

## Analysis of Readiness Notes

## Analysis of Readiness Notes (cont.)

## Analysis of Readiness Notes (cont.)

## Analysis of Readiness Notes (cont.)

## Calculation for Asset Utilization

- Used sample time (Aug - Sept ) when OQM Assistance Logs were completed by all staff
- Estimated total hours available for DS1 and DS2
- Based total hours on estimate of actual use in Aug - Sept
- 78% for ASAs
- 22% for Strategic Initiatives (SIs)
- Total pool of available hours in Aug - Sept was 2099
- 1800 x .78 = 1404 total ASA hours available
- 1800 x .22 = 396 total S.I. Hours available
- Asset utilization calculation
- DS1:  % time spent on ASAs / Total ASA hours available
- 704 / 1,404 = 50%
- DS2: % time spent on S.I. /Total S.I. hours available
- 290 / 396 = 53%

**Note: 160 hrs invested in training (704+209+160=1073)   Overall Total Asset Utilization ******** 1073/1800 = 60%**

## Slide 69