# Presentation: 495552

## FY02 ASA Presentation	

**Space Administration and Finance**

**29 October 2002**

**Presented By:**
**Joyce Sweasy, Matt Longabaugh, Mark Headings, Kathleen Courie, Sherry Wu**

## Slide 2

## Customer Perspective

## Increase Internal and External Customer Understanding of SAFB Services, Products and Procedures

_**Measures:**_
- Customer segmentation of discrete services
- NIH internal customer survey
- NIH external customer survey

## Customer Segmentation of Discrete Services

## NIH Internal Customers

## NIH Internal Customer Survey

- _[SAFB](http://www.nih.gov/od/ors/od/oam/safb/safb_bo_survey.htm)__[ Budget](http://www.nih.gov/od/ors/od/oam/safb/safb_bo_survey.htm)__ Officer Survey__**-CSS**_**-**

**Notes:**
Right click to open hyperlink.

## SAFB Budget Officer FY02 Survey

## SAFB Budget Officer FY02 Survey

**With regard to the CSS and rent program choose the two most important:**

## SAFB Budget Officer FY02 Survey (Cont.)

**How satisfied is your IC with the FY02 ORS price of the following space types:**

## SAFB Budget Officer FY01- 02 Survey Comparison:

## SAFB Lease Invoice Process Survey

## NIH External Customer Rating:

**NIH Lessor Survey: How satisfied are you with the following aspects of the NIH lease payment process:**

## NIH External Customer Rating (Continue):

**Question 5: Have you seen an improvement in SAFB’s payment process since last year?**

## Internal Business Process Perspective

## Objective 1 – Increase understanding of processes

**See attached printouts of process maps for these discrete services:**
- - Lease payment
- - Consult on the rent package
- - Prepare annual rental rate
- - Operate tenant build out bank
- - Manage billing for membership fee and rent services.

## Object 2 – Process lease payments

- In FY02, SAFB processed 925 rent, utilities and alteration non-GSA invoices.
- In FY02 SAFB was also responsible for managing the correct payment of an additional 228 GSA invoices paid thru US Treasury’s Online Payment and Collection System (OPAC)
- 100% of invoices received by SAFB were processed within required time frame in FY02
- SAFB accurately obligated 99.9% of the amount billed in FY02
- NIH customer satisfaction survey rated this service as 8.73 out of 10.

## Object 3 – Manage the Consolidated Statement of Services (CSS)

- SAFB processed 160 CSS’s
- SAFB’s billed 32 NIH organizations for $219.1 million, which represents 57% of the FY02 ORS Budget.
- SAFB accurately billed 97.5% of the projected revenue from Rent and Membership Services, a 2.6% increase over FY01.
- The CSS had 5 deadlines, one at the beginning of each quarter and a final reconciliation midway thru the 4th quarter.  The CSS was ~30 days late in Q1 & Q2, ~80 days late in Q3, ~21 days late in Q4, and ~7 days late for the reconciliation.

## Object 3 – Manage the Consolidated Statement of Services (CSS)

## Object 3 – Manage the Consolidated Statement of Services (CSS)

## Object 4 – Consult on rent program

- SAFB responded to approximately 1500 requests in FY02 for data and / or other information on the ORS Rent Program
- 98% of initial responses were within 1 business day
- The labor consumed by these requests varies from a few minutes to several days
- SAFB expended approximately 770 labor hours (12% of total labor hours) consulting on the Rent Program.

## Objective 5 - Prepare Annual Rent Rate Package	

- --SAFB Analysts spent approximately 75 labor hours developing the FY02 Rent Rate Package
- --The FY02 Rent Rate Package was 97.1% accurate; we collected 97.1% of the revenue in the Rate Package solution.  A 3.5% increase in accuracy over FY01.

## Prepare Annual Rent Rate Package	

## Learning and growth perspective

## Enhance Quality of Work Life for Employee in SAFB

- Per Data from OQM, in FY02 SAFB had:
- No Turnover
- Almost 4 Days of Sick Leave Used per Employee
- NO EEO, ER or ADR Issues
- About One Award for Every Employee

## Maintain & Enhance Competencies for Future Organization

- SAFB is well positioned for at least the next year to carry out a strategy of growth and leadership.
-  We have the right mix of skills, abilities and personnel;
-  We have most of the technology we require to manage the Consolidated Statement of Services Program. However, we are still seeking technology to better manage the Lease Administration Program.
-  We have access to all the data we require.

## Readiness Questions

- What are the right mix of skills and abilities needed to carry out the mission of this service group?
- 	- **Strong analytical, statistical, and accounting skills; and**
**	****thorough, detailed, organized, good judgment, leadership and initiative**
**	****- Working knowledge of NIH accounting system and Federal Acquisition Regulations and the GAO’s Principles of Federal Appropriations Law.**
- Will the service group have sufficient numbers of people, with the right skills and abilities to carry out its mission in the next three years?
- 	**Over the next three years SAFB could lose up to 3 of its current employees.  The ability to hire high quality financial analysts and specialists will determine SAFB’s ability to maintain its Growth and Leadership strategy.**

## Readiness Questions (Continue)

- What are going to be the training needs for this service group in the next two to three years?
- 	**The training needs will primarily encompass software and technology used by SAFB. **
- What will be the right tools or materials needed to carry out the mission of this service group in the next three years?
- 	- **Data from the Office of Acquisition Services and the Office of Facility Planning;**
**	****- A variety of specialized software tools for our billing systems, analysis and financial models. (OROS, the Web CSS, Facility Center, Filemaker Pro, VSOF, Data Warehouse and eventually the NBS);**
**	****- An interfacing data base to the Facilities Information Management System ( FIMS ) for lease data;**
**	****- In addition we will need a call center system/software to track customer inquiries. **

## Readiness Questions (Continue)

- 	**The critical aspect of our data requirements is not access, but timeliness and quality;**
**	****The quality of this data could jeopardize the success of our Growth and Leadership Strategy. Unfortunately the quality control of this data is out of our control. **
- What are the anticipated implications of not obtaining the right mix of skills and abilities, or tools and materials in meeting service or mission expectations?
**     ****The implications of not having the right mix of skills would be primarily a reduction in reliability, accuracy and quality;**
**     ****The resulting loss of effectiveness would threaten our Growth and leadership strategy.**

**Readiness Questions (Continue)**

## Financial Perspective

## Process Lease Payments

- SAFB financially managed 18 GSA awarded leases and administrated 61 NIH awarded Leases in FY02.
- There were 925 non-GSA & 228 GSA invoices processed in FY02 by SAFB.
- Average review & processing cost for each non-GSA invoice in FY02 was $124.72.
- Average cost of managing OPAC payment of GSA leases was approximately $1.80 per invoice in FY02
- We believe our lease costs are competitive. In FY04 we will benchmark our costs.
- 	Target – to reduce costs.

## Manage the Consolidated Statement of Services (CSS)

- 	The annual cost  of managing the FY02 CSS’s was $1,847 per CSS.

## Consult on Rent Program

- Total cost for Consulting in FY02 was approximately $48,000 or an average cost of about $62 per hour.
- The above cost and rate includes cost of personnel, IT, training and other objects and assumes 1428 annual billable hours per FTE.
- Target – reduce costs over next 4 years . Benchmarking will help us determine the target rate.

## Prepare Annual Rent Rate Package

- Total cost for Preparing the FY02 Annual Rent Package was approximately $6,700 or an average cost of about $89 per hour.
- The above cost and rate includes cost of personnel, IT, training and other objects and assumes 1428 annual billable hours per FTE.

## Appendices

## Appendices

- Process lease payments flow chart
- Consult on the rent program flow chart
- Prepare annual rental rate package flow chart
- Manage the consolidated statement of services flow chart
- FY02 invoice processing record
- Findings for readiness questions