# Presentation: 495551

## Performance Management PresentationManage Property Management Finances

**Team Leader:  **
** **
**Joyce Sweasy****	**
**Team Members:**
**Mark Headings, Matthew Longabaugh,**
**Kathleen Courie, Sherry Wu**
- ORS/OBSF/SAFB
- National Institutes of Health
**Date: January 7, 2004**

**Notes:**
This template is designed to assist you in assembling your presentation for the Performance Management (PM) Conference, which will be held at the Natcher Conference Center on Wednesday, 21 January 2004.  All Performance Management (PM) teams will prepare a presentation.  You will need to have your presentation reviewed by your management prior to submitting it to OQM.   OQM must receive your final PowerPoint presentation file by Friday, 9 January.  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. 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**
- PM Template ................................................................
- Customer Perspective.....................................................
- C2: Provide accurate data to customers
- C6: Improve customer satisfaction
- Internal Business Process Perspective................................
- IB2: Accurate billing and payment for rent, membership services    and leased space.

**Notes:**
This Table of Contents lays out a recommended structure for your PM presentation.  Notice this page describes the Main Presentation.  Keep in mind that you have approximately 30 minutes for the presentation, including questions from the audience.   The means you will need to select one or two objectives per perspective from your Performance Management Plan (PMP), one or two measures for each objective selected, and the corresponding data and graphs for each of the measures selected.  All the remaining objectives, measures, graphs, and interpretation for your PMP should be placed in the Appendix.  

## Table of Contents (cont.)

- Learning and Growth Perspective.......................
- 	LG2:  Ensure that staff members are cross-trained in all mission 		       related areas and discrete services so there is no interruption      	       of services in the absence of a staff member.
- Financial Perspective .......................................
- 	F1:     Maintain unit costs.
- Conclusions and Recommendations ....................
- Appendix.........................................................

## Slide 4

**Notes:**
Insert page 1 of your Performance Management Plan (PMP) here.  This is an example from the Office of Quality Management (OQM) PMP.  Replace the figure shown here with page 1 of your PMP.   
To copy an Excel chart, diagram, graph, Visio chart, or MS Word narrative into PowerPoint:
1.  Copy selected chart/diagram/graph/ text in Excel/Visio/Word
2.  In PowerPoint, insert a new slide on which to paste your chart/diagram/graph.  Note when selecting a new slide on which to paste a graphic, you will want to select the slide type that only has a text box for a title, and the rest of the slide is blank. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
3.  Once you have positioned your cursor onto the new blank slide on which you want to import your graphic, choose “Edit” and then “Paste Special” from the menu.  By using “Paste Special” instead of just paste, you will help to keep the size of your file manageable.  
  Resize the copied object if necessary.  To do this, click on the graphic to select it - selection is demonstrated by the object being highlighted and little boxes around the image.  Use your mouse to change the size and location of the image by clicking on either the side or corner of the image and moving it.  If the resizing does not work well, you may want to try resizing the chart or graph in Excel first, and then importing it into PowerPoint.

## Relationship Among Performance Objectives

**Notes:**
On this slide, discus the relationships among your performance objectives on your PMP.  If you wish to use the strategy map diagram as a means to display these relationships, feel free to do so. Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  
If you want to insert a diagram here, you will need to add additional blank slides to your presentation, and import your graphics to that slide. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Customer Perspective

**Notes:**
Transition Slide for the Customer Perspective.  

## Customer Perspective (cont.)

**Notes:**
Increasing customer satisfaction with our service delivery is a common objective for all teams.  Thus all teams need to report on this objective, and must be part of your main presentation.  This is an example of how the objective should be displayed.  This example shows the customer satisfaction objective from the OQM PMP.  Replace this diagram with the corresponding row in your PMP for the customer satisfaction objective.  To do this, copy the appropriate row(s) from your PMP and insert it on this slide. Refer to page 4 of this presentation in the notes for directions on how to insert Excel charts into PowerPoint.  Your PM consultant or OQM staff can also assist you if you have difficulty.   

## C2a: Customers’ Responses to CSS  Survey Questions on Accuracy

## Customers’ Responses for CSS Survey Questions on Accuracy (Detail)	

## C2b: Customers’ Responses to Lessor Survey Questions on Accuracy

- * Drop in FY03 attributed to 1 Lessor’s issue  with Treasury deductions.

## C2b: Customers’ responses to Lessor Survey on Accuracy (Detail)

## Customer Perspective (cont.)

## C6a: Customers’ Responses for Improved CSS Features

## Same 5 Lessors’ responses for survey question on overall satisfaction: 

- * Drop in FY03 due to 2 Lessors issues with NIH’s payment procedures.

## C6b: Customers’ Responses to Lessor Survey Question on Overall Satisfaction

## Internal Business Process Perspective

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

## Internal Business Process Perspective

## In FY03, SAFB entered 13,018 financial entries in the ADB system. 100% of these entries were made accurately / without errors.

**IB2a: Measurement – Number of ADB entries requiring correction due to SAFB errors.**

## In January 2002, SAFB prepared and submitted the FY2003 Rent Program operating budget for revenue required to cover all rent program expenses.

A high rate of accuracy in both the forecasting of costs and the collection of revenue was achieved with  a rate of 99.7% of the expenses covered by the revenue collected through the NIH rent Program / CSS.

- A high rate of accuracy in both the forecasting of costs and the collection of revenue was achieved with  a rate of 99.7% of the expenses covered by the revenue collected through the NIH rent Program / CSS.

**IB2b: Measurement – Sufficient revenue collected to cover rent program expenses.**

## Learning and Growth Perspective

**Notes:**
Transition Slide for the Learning and Growth Perspective.

## Learning and Growth Perspective

## In FY03, three staff members were fully trained to perform the responsibilities and tasks associated with the CSS, responding to Rent Program inquiries, and providing financial analysis services.  Three staff members were fully trained to perform the responsibilities and tasks associated with the lease payment process.

In FY04 and FY05, SAFB staff will conduct monthly internal cross training of other staff members, with the goal of having at least three staff members able to perform each of the major mission functions of the branch.

- In FY04 and FY05, SAFB staff will conduct monthly internal cross training of other staff members, with the goal of having at least three staff members able to perform each of the major mission functions of the branch.

- L2. Measurement – Cross training all SAFB staff members to perform at least one function that is outside of their specific mission responsibility area, to ensure no disruption to the performance of the SAFB mission during the absence of staff member(s).

## Financial Perspective

**Notes:**
Transition Slide for the Financial Perspective.

## Financial Perspective (cont.)

**Notes:**
Minimizing unit cost at a defined service delivery level is a common objective for all teams.  Thus all teams need to report on this objective in the main presentation.  

## F1: Measurement – Maintain invoice processing costs (associated with leased properties). 

- In FY03, SAFB processed 1,174 invoices for payment of construction-related services; and 2,243 payments for rent, operating expenses, taxes, maintenance and other “rent” related payments to the Lessors.
- The payment process required 13,018 individual ADB entries.
- In FY03 – the costs associated with the Process Lease Payment discrete service was $ ________.  The actual unit cost for this service was ____________ per invoice.
- In FY03 – the costs associated with the Manage the Consolidated Statement of Services discrete service was $_____. The actual unit cost for this service was _____________.
- In FY03 – the costs associated with the Manage and Consult on Rent Program Finance discrete services was $ _____.  The actual unit cost for this service was ___________.
- The target goals for FY04 and FY05 is to maintain the unit cost of each of these services, since the actual SAFB performance in each of these discrete services is near the optimum performance level, given the staffing size of SAFB.

- F1: Measurement – Maintain invoice processing costs (associated with leased properties).

**Notes:**
All teams need to report their unit cost measures for ALL their discrete services.  This can be done graphically or in a text slide.  When reporting this information, compare your unit cost in FY02 to the unit cost in FY03 if possible.  

## Conclusions

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

## Major Findings – 

SAFB is operating at a high degree of efficiency in terms of customer satisfaction, accuracy and timeliness.

SAFB is performing each of its discrete services at near optimum level of success and in a cost efficient manner.

Improvements Achieved / Highlights:

In FY03, in each of the critical areas highlighted on the CSS Survey, SAFB has achieved a higher customer satisfaction rating than that achieved in FY02.

In FY03, major improvements were made to the CSS.  The CSS now provides more data for use by the ICs to manage their rent budget .

In FY03 SAFB began the monumental task of pulling together comprehensive data on every aspect of the Rent Program to create a NIH Rent Program Rule Book.  Publication of the Rule Book is targeted for FY04.

In FY03, one SAFB Financial Analyst staff member received certification as a Federal Financial Manager through intensive formal training and certification testing.

- SAFB is operating at a high degree of efficiency in terms of customer satisfaction, accuracy and timeliness.
- SAFB is performing each of its discrete services at near optimum level of success and in a cost efficient manner.
- Improvements Achieved / Highlights:
- In FY03, in each of the critical areas highlighted on the CSS Survey, SAFB has achieved a higher customer satisfaction rating than that achieved in FY02.
- In FY03, major improvements were made to the CSS.  The CSS now provides more data for use by the ICs to manage their rent budget .
- In FY03 SAFB began the monumental task of pulling together comprehensive data on every aspect of the Rent Program to create a NIH Rent Program Rule Book.  Publication of the Rule Book is targeted for FY04.
- In FY03, one SAFB Financial Analyst staff member received certification as a Federal Financial Manager through intensive formal training and certification testing.

**Conclusions from PMP**

##  Conclusions from PMP (Cont.) SAFB achieved a high rate of accuracy in both forecasting the rent  program budget and collecting revenue. 99% of the expenses of the program were collected through the CSS.SAFB entered 13,018 financial entries in the ADB system. 100% of these entries were made accurately / without error.SAFB received and processed 1,174 rent and alteration invoices in FY03. All of these invoices were processed with 2 business days of the invoices acceptance date. Highlighted Initiatives for FY 04 –

- Publication of the NIH Rule Book
- Continued improvements to the CSS and data available to the ICs via the CSS (links to CSS project/milestone schedule, process maps, and rule book.
- In FY04 an additional Financial Analyst staff member will be scheduled for training and certification as a Federal Financial Manager.

## Appendix Content

Full Template (Objectives, Measures, Goal, Initiatives, Owner)

	Customer Perspective - Objectives

	C1: Provide Timely Services to Customers
	C3: Response to Customer Inquires on Rent Program Issues
	C4: Improve Customer Communications
	C5:  Improve Understand of NIH Customer Needs

	Internal Business Process Perspective - Objectives

	IB1:  Timeliness Billing and Payment Transactions
	IB3:  Improve Documentation of Rent Program Processes, 	      Procedures and Policies. 

**Full Template (Objectives, Measures, Goal, Initiatives, Owner)**
**	****Customer Perspective - Objectives**
- 	C1: Provide Timely Services to Customers
- 	C3: Response to Customer Inquires on Rent Program Issues
- 	C4: Improve Customer Communications
- 	C5:  Improve Understand of NIH Customer Needs
**	****Internal Business Process Perspective - Objectives**
- 	IB1:  Timeliness Billing and Payment Transactions
- 	IB3:  Improve Documentation of Rent Program Processes, 	      Procedures and Policies.

**Notes:**
Include in the Appendix of your Performance Management (PM) presentation all objectives, measures, and graphs on your Performance Management Plan (PMP) that you didn’t include in the main portion of your presentation.  Insert the numbering and titles on this page to reflect your particular numbering system and graphs.     

## Appendix Content (cont.)

**Internal Business Process Perspective - Objectives**
- IB1:  Timely Billing and Payment Transactions
- IB3:  Improve Documentation of Rent Program Processes, 	 	  Procedures and Policies.
**Learning and Growth Perspective - Objectives**
- LG1:  Improve Staff Knowledge and Proficiency in  	  	  	    NIH/ORS/ORF Facilities, Financial and Business 	 	    Systems

## Appendix Content (cont.)

- Process Maps
- 	Process Lease Payments
- 	Manage Property Management Finance
- 	Mange the Consolidated Statement of Services
- Customer Survey
- 	Consolidated Statement of Services Survey/IC Survey
- 	Lease Payment/Lessor Survey
- 	CSS Survey Results Comparison FY02 to FY03
**Consolidated Statement of Services Project / Milestone Schedule **

**Notes:**
Include the additional performance objectives, measures, and analyses in the Appendix that were not covered in your main presentation.  This will allow anyone reviewing your presentation to obtain the full picture of your PMP and how the team came to it’s 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.  

## Customer Perspective

## Customer Perspective 

## C1a:  Customer Responses to CSS Survey Question on Timeliness

**Notes:**
Decide which measures you will present data for in your main presentation as they relate to the objectives you have selected.  Indicate through the title with the proper numbering and corresponding name of the measure (from your PMP) which data you are graphing.  For instance, here is an example from the OQM template of measure C1a:  Percent of Teams with PMPs reviewed by Management.  You can see if you look back at the prior slide that the graph title corresponds to what is listed on the PMP for the first measure for the first customer objective (C1a).  

## C1b:  Customer Responses to Lessor Survey on Timeliness

- * Drop in FY03 attributed to Lessor’s resistance to adherence to NIH payment procedure.

## C1b:  Detail Customer Responses to Lessor Survey on Timeliness 

**Notes:**
You may decide that it is better to report some data in a text format instead of a graphical format.  Here is an example of a measure from the OQM PMP that does just that.  Again title the slide so it indicates the number of the measure (and it’s corresponding objective).  Here is the second measure (b) for the first customer objective (C1) on the OQM template.  You can see if you look back at the slide on page 7 that the title corresponds to what is listed on the OQM PMP for the second measure for the first customer objective.  

## Customer Perspective (cont.)

## C3a: Customers’ Responses to CSS Survey Question on Responsiveness

## C3b: Measurement – Number of inquiries received and responded to by SAFB staff within 16 business hours of the inquiry

- In FY03, SAFB received 1,243 inquiries related to lease issues and 579 inquiries related to other issues, totaling 1,822 customer inquiries. 80% of these inquiries were responded to within 16 business hours, while the remaining 20% were responded to within 8 business hours.

## Customer Perspective (cont.)

## C4a: Customers’ Responses to CSS’ Accuracy

**Average Score for CSS Accuracy**

## C4b: Measurement – Number of annual CSS training sessions provided to NIH IC customers

- SAFB Staff conducted 4 hands-on training sessions on the use, navigation and content of all aspects of the CSS
- ICs were invited to send any individual from their organization who would benefit from the training.
- SAFB staff provided reference material, and the use of lap top computers to enable attendees to obtain hands-on training.

## C4c: Customers Responses to Survey Question on Process Improvement SAFB Made in FY03

## Customer Perspective (cont.)

## C5a: Customers’ Responses for Potential New CSS Features:

## C5b: Measurement – Customer feedback on quality and effectiveness of the SAFB provided CSS training.

- SAFB conducted 4 training sessions in FY03.
- 100% of the IC attendees at these sessions said that the training was of high quality, effective and met their CSS training needs.

## Internal Business Process Perspective

**Notes:**
Select the most important objectives from your PMP in the internal business process perspective that you want to focus on in the main presentation.  This example shows an internal business process objective from the OQM PMP.  Replace this diagram with the corresponding row(s) in your PMP for the internal business process objective you would like to highlight.  To do this, copy the appropriate row(s) from your PMP and insert it on this slide. Refer to page 4 of this presentation in the notes for directions on how to insert Excel charts into PowerPoint.  Your PM consultant or OQM staff can also assist you if you have difficulty.   

## IB1a: Measurement – Number of quarterly CSS available to ICs the 1st week of each FY quarter.

- ICs are billed for all Rent Program and Membership Service use costs on a quarterly basis via the CSS.
- 100% of the CSS were available to the ICs by the first week of each quarter in FY03.

## SAFB received and processed 1,174 rent and alteration invoices in FY03. All of these invoices were processed within 2 business days of the invoice acceptance date.

**IB1b: Measurement – Number of accurate / complete invoices processed within 2 business days of the invoice acceptance date**

## Internal Business Perspective

## Internal Business Process Perspective

## In FY03, SAFB began the process of developing an NIH Rent Program Rule Book.

It is SAFB’s goal that the Rent Program Rule Book will be fully staffed to appropriate OD, ORS and ORF offices, approved and published in FY2004.

To educate the customers on the Rent Program, it is SAFB’s intent that a link be provided within the web CSS, so that customers can conveniently access the Rule Book.

SAFB will maintain and update this book.

- It is SAFB’s goal that the Rent Program Rule Book will be fully staffed to appropriate OD, ORS and ORF offices, approved and published in FY2004.
- To educate the customers on the Rent Program, it is SAFB’s intent that a link be provided within the web CSS, so that customers can conveniently access the Rule Book.
- SAFB will maintain and update this book.

**IB3a: Measurement – Publication of a NIH Rent Program Rule Book that provides a comprehensive source for the documentation of rules, policies, procedures and a history of the NIH Rent Program.**

## In FY03, SAFB prepared a process map for each discrete service.In FY03, SAFB provided all the Lessors for NIH leased space, the process map for the lease payment process. This map was made available as an attachment to the SAFB Lessor Survey via Web site. http://www.nih.gov/od/ors/od/obsf/safb/surveys/safb_survey.htm This web site will be used in FY04 to distribute the SAFB Lessor’s survey in June 2004, and also to make general information regarding NIH’s financial lease management and payment process available to the Lessors.On a quarterly basis SAFB will review the processes and update the maps as needed, identifying bottlenecks and working with SAFB to resolve or mitigate bottlenecks caused by internal processes; and work with interfacing organizations to resolve those resulting from the processes of offices outside of SAFB.In FY04 SAFB will publish the process maps via a link on the web CSS for the purpose of education the ICs on the various Rent Program processes.

**IB3b: Measurement – Publication of a process map for each SAFB discrete service.**

## 
In FY03, NIH monthly invoice process instructions and flow charts were available in SAFB’s survey website for the Lessors.

This reference material provided Lessors information on invoice related processes and procedures.

- In FY03, NIH monthly invoice process instructions and flow charts were available in SAFB’s survey website for the Lessors.
- This reference material provided Lessors information on invoice related processes and procedures.

## IB3c: Measurement – Publication of a CSS Milestone Schedule.

- In FY03, SAFB initiated quarterly meetings with all NIH offices/ individuals involved in the process of preparing the quarterly CSS. A project milestone schedule was developed setting forth a full project schedule and delivery dates. During these quarterly meetings, all parties agree to meet their specific milestone deadline, and any potential problems and delays are resolved. The schedule is update when necessary.
- In FY04 and FY05, the CSS Milestone Schedule will be made available to the ICs via a link to the web CSS. In this way, SAFB can educate IC customers on the steps involved in preparing the quarterly CSS, the milestone dates for release of the CSS to the ICs, the window for IC entry of accounting data, and the financial obligation dates.

## Learning and Growth Perspective

## Learning and Growth Perspective

**Notes:**
Select the most important objectives from your PMP in the Learning and Growth perspective that you want to focus on in the main presentation.  Then copy that row from your PMP and insert it on this slide. Refer to page 4 of this presentation in the notes for directions on how to insert Excel charts into PowerPoint.  Your PM consultant or OQM staff can also assist you if you have difficulty.   This slide shows an example from the OQM template, and you will want to replace this slide with your own.

## L1: Measurement – SAFB staff knowledge and proficiency in the use of NIH/ORS/ORF systems to more effectively perform the SAFB mission.

- _Systems_:
- Accounting Data Base (ADB)		Web Consolidated Statement of Services (CSS)
- Date Warehouse (DW)			Facilities Information Management System 					(FIMS)
- Visual Status of Funds (VSOF)
- In FY03, SAFB staff demonstrated knowledge and proficiency as follows:
- 	ADB – 50% of staff
- 	DW – 50% of staff			VSOF – 50% of staff
- 	FIMS – 50% of staff			Web CSS – 80% of staff
- SAFB Staff Responsibilities (total of 5 staff members including branch chief)
- 		Overall Rent Program Management – 1 staff member
- 		Process Lease Payments - 1.60 staff members
- 		CSS -  2.40 staff members
-  In FY04 and FY05, SAFB intends to increase staff proficiency and knowledge in all systems.  At the present time, all staff members are fully knowledgeable and proficient in the systems that are critical to the performance of their specific responsibility area. Training will consist of internal SAFB training and training, if offered by the program areas responsible for the systems.

## Process Maps

## Slide 60

| Process Lease Payment  |
| --- |

## Slide 61

## Slide 62

| Manage and Consult on Rent Program Finance |
| --- |
|  |

## Consolidated Statement of Services Survey / IC Survey

## Usefulness of Possible New CSS Features

_**Usefulness of Possible New CSS Features**_
- 1.       Please rate how useful you would find these features
**Not at all useful****	****	****Neutral****	****	****	****Extremely useful**
- 			1       2       3       4       5        6       7       8       9         10
- f.         Detailed Census Table for your IC
- g.       A Current Management Fund Statement for your IC
- h.       Other ORS/ORF Fee for Service Statements for your IC
- i.         A detailed Rent Policy/Rule Book
- j.         A Facility Manager & Building Table
- k.        A Rent Rate Table
- l.         An ORS/ORF Organization Chart

## Customer Service

- 2.   How satisfied are you with Space Administration & Finance Branch (SAFB) customer service with regards to:

**Extremely unsatisfied****	****	****Neutral****	****	****	****Extremely satisfied**
- 			 1       2       3       4       5        6       7       8       9   	  10
- a.     Accuracy of response
- b.	Availability
- c.	Responsiveness
- d.	Convenience
- e.	Competence
- f.	Handling problems

_**Customer Service**_

_**NIH Rent Program**_

**Strongly Disagree****	****	****Neutral****	****	****	****Strongly Agree**
- 		1       2       3       4       5        6       7       8       9   	  10
- f.         Rent, Subsidy & TIA financial data are accurate
- g.       Space data are accurate
- h.       The rent adjustments are clear & understandable
- i.         Rent start dates are clear & understandable
- j.         Tenant allowance premiums are clear & understandable
- k.        The OD/CC rent subsidy is clear & understandable
- The NIH Occupancy Agreement is clear & understandable

- 3.       Please rate how much you agree or disagree with the following:

## Membership Fee Services

**	****Strongly Disagree****	****	****Neutral****	****	****Strongly Agree****	****	****	**1       2       3       4       5        6       7       8       9            10
- n.       Membership Fee financial data are accurate
- o.       Census data are accurate
- p.       The numbers of  units are accurate
- q.      The Service descriptions are clear & understandable

_**Membership Fee Services**_

**Not at all useful****	****       Neutral****	****	****Extremely useful**
-                     1       2       3       4       5        6       7       8       9       10
- r.       Detailed Census Table for your IC
- s.       A Current Management Fund Statement for your IC
- t.         Other ORS/ORF Fee for Service Statements for your IC
- u.       A detailed Rent Policy/Rule Book
- v.        A Facility Manager & Building Table
- w.      A Rent Rate Table
- x.        An ORS/ORF Organization Chart

- 5.    Please rate how useful you would find these features

_**Usefulness of Possible New CSS Features**_

## Overall

_**Overall**_
- 6.  Overall how much of an improvement do you believe the FY03 CSS is over the FY02 CSS?
**	****	****Much worse****	****Same****	****	****Much better**
- 		1      2        3          4        5           6       7       8       9          10
- 7.  What is your overall opinion of the ORS Consolidated Statement of Services (CSS)?
**	****Extremely unsatisfied****	****	****Neutral ****	****	****Extremely satisfied**
- 		             1      2        3          4        5           6       7       8       9          10

## Lease Payment Lessor Survey

## Slide 69

## Consolidated Statement of Services Survey Result Comparison FY02 to FY03

## Slide 71

## Slide 72

| Sample of CSS Milestone Schedule |
| --- |