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Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
Performance Management Presentation Procure and Deliver ...
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Performance Management Presentation Procure and Deliver ...

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  • 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.
  • 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.
  • 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.
  • 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.
  • The strategy map shows the relationship among the objectives and which objectives (in yellow) are most important.
  • Transition Slide for the Customer Perspective.
  • Select which of the customer objective(s) are most important in the PMP, and use those objectives in the main part of the presentation. Place each objective you want to highlight on it’s own slide. This is an example of how the objective should be displayed. This example shows a customer perspective objective from the OQM template. Replace this objective with your own customer objective. 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.
  • 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).
  • 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).
  • 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.
  • It is also required that all team include in the main presentation a summary how they are using the ORS Customer Scorecard to gather customer satisfaction and needs data. If you conducted a survey in FY03, briefly discuss the method you used to gather the data. If you didn’t do a survey in FY03, summarize how you plan to use the ORS Customer Scorecard to gather data in FY04. If your team is using additional means to gather customer data (e.g., interviews, focus groups, logs), summarize those methods here.
  • It is also required that all team include in the main presentation a summary how they are using the ORS Customer Scorecard to gather customer satisfaction and needs data. If you conducted a survey in FY03, briefly discuss the method you used to gather the data. If you didn’t do a survey in FY03, summarize how you plan to use the ORS Customer Scorecard to gather data in FY04. If your team is using additional means to gather customer data (e.g., interviews, focus groups, logs), summarize those methods here.
  • It is also required that all team include in the main presentation a summary how they are using the ORS Customer Scorecard to gather customer satisfaction and needs data. If you conducted a survey in FY03, briefly discuss the method you used to gather the data. If you didn’t do a survey in FY03, summarize how you plan to use the ORS Customer Scorecard to gather data in FY04. If your team is using additional means to gather customer data (e.g., interviews, focus groups, logs), summarize those methods here.
  • You can select some data from your customer satisfaction assessments for inclusion in the presentation if they help “tell your story.” This is an example of data OQM collected in FY03 from teams regarding experience with the FY02 ASAs. Instead of inserting graphs, you may want to insert bullet statements summarizing the findings from the customer satisfaction graphs. Again, if inserting graphs, refer to the instructions on Page 4 in the notes.
  • You can select some data from your customer satisfaction assessments for inclusion in the presentation if they help “tell your story.” This is an example of data OQM collected in FY03 from teams regarding experience with the FY02 ASAs. Instead of inserting graphs, you may want to insert bullet statements summarizing the findings from the customer satisfaction graphs. Again, if inserting graphs, refer to the instructions on Page 4 in the notes.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed in this perspective. This is an example of the actions planned from the OQM analyses reported here. You will want to replace the bullets with your own conclusions for data reported in the customer perspective.
  • Transition Slide for your Internal Business Process Perspective data and findings.
  • 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.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed.
  • Transition Slide for the Learning and Growth Perspective.
  • 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.
  • 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. If you have any questions, refer to the examples in the customer perspective section.
  • 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. If you have any questions, refer to the examples in the customer perspective section.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed.
  • Transition Slide for the Financial Perspective.
  • 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.
  • 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.
  • 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.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.
  • Use this slide to discuss the actions you plan to take based on the data gathered and analyzed.
  • Transition Slide for your Conclusions.
  • Use this slide to summarize your conclusions from the PM effort. Ideas for Conclusions: What are your major findings based on all of the analyses you’ve conducted? What improvements has the group achieved thus far? What initiatives are planned for FY04?
  • 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.
  • 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.
  • Insert page 2 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.
  • Insert page 3 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.
  • Insert page 4 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.
  • Insert page 5 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.
  • Insert page 5 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.
  • Insert page 5 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.
  • 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. If you have any questions refer to the examples in the customer perspective section.
  • 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. If you have any questions refer to the examples in the customer perspective section.
  • 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.
  • Transcript

    • 1. Performance Management Presentation Procure and Deliver Animal Product Team Members: Scott Green Jody Sallah Denise Duff ORS National Institutes of Health 9 January, 2004
    • 2. Table of Contents <ul><li>Main Presentation </li></ul><ul><ul><li>Performance Management Plan </li></ul></ul><ul><ul><li>Relationship Among Performance Objectives </li></ul></ul><ul><ul><li>Customer Perspective </li></ul></ul><ul><ul><li>C1a: Number of transportation runs by customer </li></ul></ul><ul><ul><li>C1c: Number of procurement orders processed by customer </li></ul></ul><ul><ul><li>C2a: ORS customer scorecard ratings for animal transportation </li></ul></ul><ul><ul><li>C2b: ORS customer scorecard ratings for animal procurement </li></ul></ul><ul><ul><li>Internal Business Process Perspective </li></ul></ul><ul><ul><li>IB1a: Number of transportation runs per month </li></ul></ul><ul><ul><li>IB1b: Number of procurement orders processed per month </li></ul></ul>
    • 3. Table of Contents (cont.) <ul><li>Main Presentation </li></ul><ul><ul><li>Learning and Growth Perspective </li></ul></ul><ul><ul><ul><li>LG2a: Number of CAPS users group meetings held </li></ul></ul></ul><ul><ul><ul><li>LG2b: ORS customer scorecard ratings on CAPS </li></ul></ul></ul><ul><ul><li>Financial Perspective </li></ul></ul><ul><ul><ul><li>F1a: Animal transportation unit cost </li></ul></ul></ul><ul><ul><ul><li>F1c: Animal procurement unit cost </li></ul></ul></ul><ul><ul><ul><li>F2a: Average number of transportation runs per person by month </li></ul></ul></ul><ul><ul><ul><li>F2b: Average number of procurement orders processed per person by month </li></ul></ul></ul><ul><ul><li>Conclusions </li></ul></ul><ul><ul><li>Appendix </li></ul></ul>
    • 4. Performance Management Plan
    • 5. Relationship Among Performance Objectives --- relationship between objectives in different perspectives ___ relationship between objectives within a perspective most important objectives
    • 6. Customer Perspective
    • 7. Customer Perspective
    • 8. C1a: Number of Transportation Runs by Customer (as of 30 Sept)
    • 9. C1c: Number of Procurement Orders Processed by Customer (as of 30 Sept)
    • 10. Customer Perspective (cont.)
    • 11. Customer Scorecard Methodology <ul><li>In FY03, modified ORS Customer Scorecard for animal transportation and animal procurement services </li></ul><ul><li>Conducted surveys in Quarter 1 FY04 </li></ul><ul><ul><li>For animal transportation, hard copy surveys were distributed to 20 animal transportation customers </li></ul></ul><ul><ul><li>For animal procurement, hard copy surveys were distributed to 25 animal procurement customers </li></ul></ul><ul><ul><li>Follow-up e-mails were sent </li></ul></ul>
    • 12. C2a: ORS Customer Scorecard Ratings for Animal Transportation (as of FY04 Q1) Note: No significant differences found N = 6 N = 8
    • 13. C2a: ORS Customer Scorecard Ratings for Animal Transportation (as of FY04 Q1) (cont.) What was done particularly well? Accommodation of special requests for Poolesville deliveries. Phone service has greatly improved in past year. What needs to be improved? Timeliness, availability. Transport box orders - processing, timeliness, delivery. Flexibility on departure from NIHAC. Consistently - There have been a few incidents where things that are routine have not been done. Communication about transports could improve. Several times animals were not picked up or not on time.
    • 14. C2b: ORS Customer Scorecard Ratings for Animal Procurement (as of FY04 Q1) Note: No significant differences found N = 7 N = 14
    • 15. C2b: ORS Customer Scorecard Ratings for Animal Procurement (as of FY04 Q1) (cont.) What was done particularly well? Staff are very responsive to needs, issues, and problem. They provide proactive service when problems arise. What needs to be improved? Need more staff in VRP to process animal orders. Need to process counter offers in a timely manner. Need more personnel in VRP to handle orders. I handle the training of PI's in my ICP in CAPS. Would be nice to have a training session provided. Follow up on standing orders, counter offers, changes in delivery dates, and emergency orders need to be improved. More timely confirmations of shipment dates. More timely notification of wait listed orders.
    • 16. Customer Perspective Summary <ul><li>Animal Transportation </li></ul><ul><ul><li>Customer Mix </li></ul></ul><ul><ul><ul><li>There’s been a shift in the mix of animal transportation customers. Prior to FY03, NIAID accounted for 51% of transportation runs. In FY03, NIAID accounts for 33% of the runs. NIA, NIMH, ORS/VRP, NEI, and GRC account for substantially greater percentages of the runs in FY03 </li></ul></ul></ul><ul><ul><li>FY03 Customer Scorecard </li></ul></ul><ul><ul><ul><li>Survey response rate - 30% </li></ul></ul></ul><ul><ul><ul><li>Scores range from 6.67 to 10 on a 10-point scale </li></ul></ul></ul><ul><ul><ul><li>Highest level of satisfaction was for cost (10) </li></ul></ul></ul><ul><ul><ul><li>Lowest level of satisfaction was for timeliness (6.67) </li></ul></ul></ul><ul><ul><ul><li>Scores were fairly consistent with previous year (i.e., no significant differences found on any categories) </li></ul></ul></ul>
    • 17. Customer Perspective Summary (cont.) <ul><li>Animal Procurement </li></ul><ul><ul><li>Customer Mix </li></ul></ul><ul><ul><ul><li>The customer mix has remained essentially the same. </li></ul></ul></ul><ul><ul><li>FY03 Customer Scorecard </li></ul></ul><ul><ul><ul><li>Survey response rate - 28% </li></ul></ul></ul><ul><ul><ul><li>Scores ranged from 4.9 to 6.7 on 10-point scale </li></ul></ul></ul><ul><ul><ul><li>Highest level of satisfaction was for convenience (6.71) </li></ul></ul></ul><ul><ul><ul><li>Lowest level of satisfaction was for responsiveness (4.86) and competence (4.86) </li></ul></ul></ul><ul><ul><ul><li>Although scores appear lower than previous year, no significant differences were found on any categories. </li></ul></ul></ul>
    • 18. Customer Perspective Summary (cont.) <ul><li>The data suggests there is a need to increase our responsiveness to our animal transportation and procurement customers </li></ul><ul><li>Major area of concern for procurement services is adequate numbers of staff and ability to resolve problems </li></ul>
    • 19. Customer Perspective Planned Actions <ul><li>Improve responsiveness to transportation customers </li></ul><ul><ul><li>Continue with flexible hours for transportation delivery staff by staggering start and stop times for personnel </li></ul></ul><ul><ul><li>Communicate strategies to customers through web site, Animal Program Advisory Committee, and selected staff interactions to increase convenience of scheduling (e.g., setting up regular schedules, establishing standing orders) </li></ul></ul>
    • 20. Customer Perspective Planned Actions (cont.) <ul><li>Improve responsiveness to procurement customers </li></ul><ul><ul><li>Continue to hold CAPS Users Group meetings to educate customers on use of CAPS </li></ul></ul><ul><ul><li>Develop web-based ordering system to replace CAPS for procurement orders </li></ul></ul><ul><ul><li>Increase animal procurement staff </li></ul></ul>
    • 21. Customer Perspective Planned Actions (cont.) <ul><li>Continue to track and monitor animal transportation runs and animal procurement orders processed by customer </li></ul><ul><li>Modify ORS Customer Scorecard </li></ul><ul><li>Survey animal transportation and animal procurement customers in FY04 </li></ul><ul><li>Begin tracking response times to special requests for animal transportation </li></ul>
    • 22. Internal Business Process Perspective
    • 23. Internal Business Process Perspective
    • 24. IB1a: Number of Transportation Runs per Month (as of 30 Sept) Note: Control chart (IB1a1) shown in Appendix Average = 200 Range = 146 - 340
    • 25. IB1b: Number of Procurement Orders Processed per Month (as of 30 Sept) Note: Control chart (IB1b1) shown in Appendix Average = 1,188 Range = 459 – 1,547
    • 26. Internal Business Process Perspective Summary <ul><li>An average of 200 transportation runs are made each month. </li></ul><ul><ul><li>Control chart analysis indicates special cause signals but interpretation does not reveal any significant patterns. </li></ul></ul><ul><ul><li>Runs are highly dependent on research protocols and are outside DVR control. </li></ul></ul>
    • 27. Internal Business Process Perspective Summary (cont.) <ul><li>Routine transportation requests require 24 hours notice </li></ul><ul><li>Special requests are honored dependent on driver availability </li></ul><ul><li>Automating the ordering system would benefit both the customer and staff </li></ul><ul><ul><li>Customers: Easier to place routine orders, standing orders, and special requests </li></ul></ul><ul><ul><li>Staff: Time saved on processing orders could be spent on customer special requests </li></ul></ul>
    • 28. Internal Business Process Perspective Summary (cont.) <ul><li>An average of 1,188 procurement orders are processed each month. </li></ul><ul><ul><li>Control chart analysis does not reveal any significant patterns though the data appear to be somewhat seasonal (i.e., a larger number of procurement orders processed in spring and early summer). </li></ul></ul><ul><ul><li>Procurement orders are highly dependent on research protocols and are outside DVR control. </li></ul></ul>
    • 29. Internal Business Process Perspective Summary (cont.) <ul><li>Procurement orders are processed within 24 hours </li></ul><ul><li>Improvements in ordering system would benefit both the customer and staff members </li></ul><ul><ul><li>Customers: Easier to place and define orders </li></ul></ul><ul><ul><li>Staff: Free up time that staff spends on processing orders to allow time to respond to customer special requests. </li></ul></ul>
    • 30. Internal Business Process Perspective Planned Actions <ul><li>Continue to track customer transportation runs and procurement orders processed monthly </li></ul><ul><li>Pilot customer complaint log in FY04, revise as appropriate, and implement </li></ul><ul><li>Develop web-based system for transportation requests </li></ul><ul><li>Work with OLAO to take better advantage of automated credit card reconciliation </li></ul>
    • 31. Learning and Growth Perspective
    • 32. Learning and Growth Perspective
    • 33. LG2a: Number of CAPS Users Group Meetings Held (as of 30 Sept)
    • 34. LG2b: ORS Customer Scorecard Ratings on CAPS System (as of FY04 Q1) N = 7 Strongly Disagree Strongly Agree
    • 35. Learning and Growth Perspective Summary <ul><li>CAPS Users Groups </li></ul><ul><ul><li>Held monthly in FY02. </li></ul></ul><ul><ul><li>Decision made by members to hold meetings quarterly in FY03 and on an “as needed” basis. </li></ul></ul><ul><li>CAPS Survey Results </li></ul><ul><ul><li>Survey response rate - 28% </li></ul></ul><ul><ul><li>Scores range from 3.33 to 4.29 on a 5-point scale </li></ul></ul><ul><ul><li>Highest level of satisfaction was for “standing orders are used when possible” (4.29) </li></ul></ul><ul><ul><li>Lowest level of satisfaction was for “I believe CAPS is a flexible system” (3.33) </li></ul></ul>
    • 36. Learning and Growth Perspective Summary (cont.) <ul><li>CAPS Survey Results (cont.) </li></ul><ul><ul><li>Scores were inconsistent among respondents with disagreement on almost all areas surveyed (e.g., scores at times ranged from 1 to 5 on any single category) </li></ul></ul>
    • 37. Learning and Growth Perspective Planned Actions <ul><li>Animal Transportation Short Term </li></ul><ul><ul><li>Communicate strategies to customers through web site, Animal Program Advisory Committee, and selected staff interactions to increase convenience of scheduling (e.g., setting up regular schedules, establishing standing orders) </li></ul></ul><ul><ul><li>Develop refresher training for staff on handling exceptions </li></ul></ul><ul><li>Animal Transportation Long Term </li></ul><ul><ul><li>Develop a web-based ordering system </li></ul></ul><ul><ul><li>Develop training on use of system </li></ul></ul>
    • 38. Learning and Growth Perspective Planned Actions (cont.) <ul><li>Animal Procurement Short Term </li></ul><ul><ul><li>Continue to hold CAPS Users Group meetings to educate customers on use of CAPS </li></ul></ul><ul><ul><li>Develop and implement standard operating procedures for utilization of CAPS </li></ul></ul><ul><li>Animal Procurement Long Term </li></ul><ul><ul><li>Work with CIT to develop a web-based ordering system (NBS) </li></ul></ul><ul><ul><li>Work with the Office of Logistics and Acquisition Operations (OLAO) to review the credit card reconciliation process to identify opportunities for improvement </li></ul></ul>
    • 39. Financial Perspective
    • 40. Financial Perspective
    • 41. F1a: Animal Transportation Unit Cost (as of 30 Sep) Note: Unit cost increased 4.6%
    • 42. F1c: Animal Procurement Unit Cost (as of 30 Sep) Note: Unit cost increased 11.8%
    • 43. Financial Perspective (cont)
    • 44. F2a: Average Number of Transportation Runs Per Person by Month (as of 30 Sep) Average = 45 Range = 35 - 68
    • 45. F2a: Average Number of Procurement Orders Processed Per Person by Month (as of 30 Sep) Average = 249 Range = 190 - 300
    • 46. Financial Perspective Summary <ul><li>Animal transportation unit cost (runs/budget) </li></ul><ul><ul><li>Unit cost has increased by 4.6% which is most likely due to routine cost escalation and increased contractor costs </li></ul></ul><ul><li>Animal transportation unit cost weighted by size of trip </li></ul><ul><ul><li>Is a better measure </li></ul></ul><ul><ul><li>Will collect data in FY04 </li></ul></ul><ul><li>Animal transportation asset utilization </li></ul><ul><ul><li>An average of 45 runs are made per person each month </li></ul></ul>
    • 47. Financial Perspective Summary (cont.) <ul><li>Animal procurement unit cost (orders processed/budget) </li></ul><ul><ul><li>Unit cost has increased by 11.8% which is reflects an 12.5% increase in the cost of purchased animals. </li></ul></ul><ul><li>Animal procurement unit cost exclusive of the cost of the animal is a better measure as it excludes pass through costs which can skew the data. It only measures the cost of operations </li></ul><ul><ul><li>Unit cost exclusive of the animal costs increased by 4.3% from FY 02 </li></ul></ul><ul><li>Animal procurement asset utilization </li></ul><ul><ul><li>Need to determine the percentage of time that staff members spend on processing procurement orders </li></ul></ul><ul><ul><li>Will collect data in FY04 </li></ul></ul>
    • 48. Financial Perspective Planned Actions <ul><li>Animal Transportation </li></ul><ul><ul><li>Collect and interpret data on unit cost weighted by size of trip </li></ul></ul><ul><ul><li>Size of trip to be defined as small (on-campus, no wait), medium (off-campus within 15 miles or on-campus with wait), and large (more than 30 miles) </li></ul></ul><ul><li>Animal Procurement </li></ul><ul><ul><li>Develop staff log to capture percentage of time that staff members spend on a variety of tasks (e.g., processing orders, credit card reconciliation, responding to customer special requests) </li></ul></ul>
    • 49. Conclusions
    • 50. Conclusions from PMP <ul><li>Importance of web-based transportation systems </li></ul><ul><li>Importance of updating CAPS system for increased flexibility </li></ul><ul><li>Need for additional staff in animal procurement (staff have been identified, and will be on site during Q2) </li></ul><ul><li>Demand for services have remained constant and we expect this trend to continue. </li></ul>
    • 51. Appendix <ul><li>Appendix </li></ul><ul><ul><li>Pages 2 – 7 of Performance Management Plan </li></ul></ul><ul><ul><li>Customer Perspective </li></ul></ul><ul><ul><li>C1b: Percentage of transportation special requests filled </li></ul></ul><ul><ul><li>C1d: Percentage of available staff time spent on credit card reconciliations C2c: Customer feedback categorization </li></ul></ul><ul><ul><li>C2d: ORS customer scorecard ratings for the business process </li></ul></ul><ul><ul><li>Internal Business Process Perspective </li></ul></ul><ul><ul><li>IB1a1: Control chart analysis of transportation runs per month </li></ul></ul><ul><ul><li>IB1b1: Control chart analysis of number of procurement orders processed per month </li></ul></ul><ul><ul><li>IB2a: Complaint categorization </li></ul></ul><ul><ul><li>IB2b: Percentage of complaints resolved </li></ul></ul>
    • 52. Appendix (cont.) <ul><li>Appendix </li></ul><ul><ul><li>Learning and Growth Perspective </li></ul></ul><ul><ul><li>LG1a: Percentage of identified animal delivery staff that received training </li></ul></ul><ul><ul><li>LG1b: Percentage of identified animal procurement staff that received training </li></ul></ul><ul><ul><li>Financial Perspective </li></ul></ul><ul><ul><li>F1b: Animal transportation unit cost by size of trip </li></ul></ul><ul><ul><li>F1d: Animal procurement unit cost exclusive of size of animal </li></ul></ul><ul><ul><li>F2b: Percentage of time staff spends on animal procurement activities (e.g., processing orders, billing customers, credit card reconciliations) </li></ul></ul>
    • 53. Performance Management Plan (page 2)
    • 54. Performance Management Plan (page 3)
    • 55. Performance Management Plan (page 4)
    • 56. Performance Management Plan (page 5)
    • 57. Performance Management Plan (page 6)
    • 58. Performance Management Plan (page 7)
    • 59. Customer Perspective
    • 60. C1b: Percentage of transportation special requests filled (as of 30 Sep) <ul><li>Develop log and begin tracking data in Quarter 3 of FY04 </li></ul>
    • 61. C1d: Percentage of available staff time spent on credit card reconciliation <ul><li>Develop log and begin tracking data in Quarter 2 of FY04 </li></ul>
    • 62. Customer Perspective (cont.)
    • 63. C2c: Customer Feedback Categorization Note: Data based on FY03 Survey Comments for Animal Transportation and Animal Procurement
    • 64. C2d: ORS Customer Scorecard Ratings for Business Process <ul><li>In FY03, modified ORS Customer Scorecard for DVR business process </li></ul><ul><li>Will conduct survey in Quarter 3 FY04 </li></ul>
    • 65. Internal Business Process Perspective
    • 66. IB1a1: Number of Transportation Runs (as of 30 Sept) Jan 03 Feb 03 Jan 03 Feb – Sep 03 Feb 00 – Oct 01 Dec – Jul 02
    • 67. IB1b1: Number of Procurement Orders Processed (as of 30 Sept)
    • 68. Internal Business Process Perspective (cont.)
    • 69. IB2a: Complaint Categorization <ul><li>Developed log for categorizing customer complaints in FY03 </li></ul><ul><li>Will pilot test and refine log in FY04 </li></ul>
    • 70. IB2b: Percentage of Complaints Resolved <ul><li>Developed log for categorizing customer complaints in FY03 </li></ul><ul><li>Will pilot test and refine log in FY04 </li></ul>
    • 71. Learning and Growth Perspective
    • 72. LG1a: Percentage of Identified Animal Delivery Staff That Received Training (as of 30 Sep) <ul><li>In FY04 will </li></ul><ul><ul><li>Identify staff that require training </li></ul></ul><ul><ul><li>Develop training </li></ul></ul><ul><ul><li>Conduct training </li></ul></ul>
    • 73. LG1b: Percentage of Identified Animal Procurement Staff That Received Training (as of 30 Sep) <ul><li>In FY04 will </li></ul><ul><ul><li>Identify staff that require training </li></ul></ul><ul><ul><li>Develop training </li></ul></ul><ul><ul><li>Conduct training </li></ul></ul>
    • 74. Financial Perspective
    • 75. F1b: Animal Delivery Unit Cost Weighted by Size of Trip (as of 30 Sep) <ul><li>In FY04 will begin tracking deliveries by size of trip </li></ul><ul><ul><li>Size of trip to be defined as small (on-campus, no wait), medium (off-campus within 15 miles or on-campus with wait), and large (more than 30 miles) </li></ul></ul>
    • 76. F1d: Animal Procurement Unit Cost Exclusive of Cost of Animal (as of 30 Sep) Note: Unit cost increased 11.8%
    • 77. Financial Perspective (cont.)
    • 78. F2b: Percentage of Staff Time Spent on Animal Procurement Activities <ul><li>In FY03, developed and pilot tested log of staff time spent on variety of animal procurement activities </li></ul><ul><li>In FY04, will refine log and begin collecting data </li></ul><ul><ul><li>Categories will include time spent on processing orders, credit card reconciliation, and responding to customer special requests </li></ul></ul>

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