Department of Energy

Transcription

1 Department of Energy Working Capital Fund Balanced Score Card Targets Robert Emond Office of Working Capital Funds U.S. Department of Energy (202)

2 Who we are Matrix Management Focus on Performance 2

3 DOE Working Capital Fund Intragovernmental revolving fund for managing common administrative services primarily for DOE Headquarters. Organized as 13 businesses, each expected to breakeven from program office customer revenues. Network or Matrix organization that supplements, not supplants, line organization. 3

4 Current WCF Businesses Table I: FY 2004 Year End Business Results (dollars in millions) Earnings Expenses Net Earnings FY 2004 Net Earnings FY Supply $ 2.8 $ 2.8 $ 0.0 $ -1.1 Mail Copying Printing & Graphics Bldg Occupancy Phones Desktop Network Procurement Mgt Payroll Services CHRIS Corp Training Srvs PMCDP Total $ 96.7 $ 95.4 $ 1.3 $ 3.8 4

5 Who We Are (Cont) The objectives of the Fund include: Improve the efficiency of administrative services by providing managers with the opportunity and responsibility to make choices on the amount, priority, and, where possible, the sources of administrative services used by their programs; Ensure that program mission budgets include a fair allocation of the costs of common administrative services; and Expand the flexibility of the Department's budget structure to permit service providers to respond to customer needs. 5

6 WCF Performance Management Features Fund Management Includes Matrix or Network Management Frequent reports to customers Targets are used to Motivate Performance Governance by Customer Board Notwithstanding Line Responsibilities Quarterly Reviews of Business Performance Five-year Plans in BSC format 6

7 WCF Performance Management Features We believe good businesses should pay attention to the four corners of their business structure; namely, customers, financial performance, internal processes, and knowledge management including human capital and information systems. [1] We ask our businesses to consider balanced indicators when planning over a five-year horizon with an emphasis on current trends in business performance (baselines) and anticipating the future needs of the business. The focus on these leading and lagging indicators will predict business line success. [1] FY 2006 Congressional Budget Request 7

8 Outcome vs. Output Measures Process Measures Business line measures Common Outcome Support Mission Programs How do we accomplish this outcome? This is what we measure, ie., Output measures 8

9 Evolution of Measures: Examples Customer Objective: Improve the visibility of purchase card transactions, with emphasis on reducing any known vulnerabilities. Performance Goal for Purchase Card Data Mining Mitigate risk to programs of fraud, waste, and abuse of purchase cards. Incrementally implement purchase card data mining pilot in accordance with Project Plan Performance Standard Resolve all instances of questionable use of purchase cards. Phase 1 & 2 implement at HQ, mining 100% of HQ cardholder transactions. Phase 3 will add one contractor and one Federal DOE site. Phase 3 will expand the pilot to include all contractor sites in fiscal year Baselines: Data Source: EAGLS and ACL Frequency: Monthly 9

10 Financial Objective: Improve the availability of funding for programs. Performance Goal Increase purchase card rebate potential Performance Standard Rebates in excess of data mining costs will be returned to DOE. Reduce costs related to inappropriate use of purchase cards Decrease instances of abuse. Baseline for financial loss due to PC abuse? DOE has no established baseline for loss due to PC abuse. It would be difficult to measure levels of loss. However, we can measure when there is no evidence of abuse (as a result of surveillance), and we can measure costs recovered when abuse has been uncovered. It will take several years to establish a financial baseline for this business. 10

11 Internal Processes Objective: Improve contract closeout to accommodate changing contract types. Fully implement Phase 1, 2, and 3 of data mining pilot project Performance Goal Roll out all 3 phases of data mining pilot Performance Standard Roll out by phase and fiscal year Reduce the time required to resolve questionable uses of purchase cards Determine reasonable time-frames for review process. 11

12 Learning and Growth Objective: Improve knowledge, skills and abilities of staff and improve business systems in support of business line mission. Federal Employee IDPs Performance Goal Contractor Employee Training Performance Standard All Federal employees associated with the closeout business line have IDPs Each contractor employee is assessed annually for incremental training needs 12

13 Process for Determining Performance Measures: Performance measures must satisfy certain criteria: No conflict with line responsibilities of business employees. The best measures are those used by their managers to measure their individual performance. Aligned to business success [fosters organizational commitment]. Easy to capture and part of regular business reporting [data quality]. Designed in a way that employees can align their individual contributions to organizational success. The best measures have feedback loops that are readily available to the employees responsible for business success. Aligned to stakeholder perception of success. Managers understand data limitations, accept the impact of limitations and mitigate risk of misunderstanding data, and justify using this data in the context of the value of the resulting information and the cost of obtaining better data. 13

14 Building Occupancy Business: Balanced Scorecard Elements Customer Objective: Improve customer satisfaction. Performance Goal Improve occupant satisfaction Perform workstation evaluations Reduce barriers to persons with disabilities Improve performance in FEOSH survey Reduce number of accidents & injuries Performance Standard Average satisfaction level of 3.6* Evaluate workstations for 50 personnel at HQ* Complete 20% of barriers identified in barriers report* Mitigate/resolve 100% of deficiencies found. Establish baseline for lost workday injury (LWDI) rate *Performance Gradient: Outstanding = >125% of Standard Highly Successful = 110% of Standard Acceptable = meets Standard Needs Improvement = less than Standard 14

15 DOE WCF BSC Strategies Strategies for Improving Customer Satisfaction Fiscal Year Conduct Space Coordination Meetings Perform Customer Satisfaction Survey* Review customer requests & feedback, through APPLI, feedback cards, , DOECAST responses, etc. Improve aesthetics & functionality of public areas Improve GTN Cafeteria Upgrade GTN elevators (except 10 & 13) with new controllers and SCR drives Prepare Occupant Emergency Plans for each building Upgrade restrooms to meet ADA requirements (24 /year) Perform FEOSH survey for each building Calculate LWDI and compare to DOE & OSHA data Resolve hazards identified in Safety and Health surveys Partner with Office of Environmental Safety and Health Conduct fire drills for each building Conduct Safety and Health Training Programs Create and maintain inventory of hazardous materials used in each delegated building Create biennial Hazardous Waste Shipment Report Perform Workstation Evaluations 15

16 Baselines: Ergonomic Workstation Evaluations Performed FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 55 Percentage of FEOSH Inspections Closed Out FEOSH Inspections FY97 FY98 FY99 FY00 FY01 FY02 FY03 Ergonomic Workstation Evaluations Performed 16

17 Accidents at Headquarters FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 Number of Accidents at Headquarters Data Source: ME (formerly MA) Customer Survey, Accident Logs, Workstation Evaluation Average Satisfaction Results of MA Customer Surveys, FY96- FY98 and GSA Survey FY FY96 FY98 Cafeteria FY97 FY2002 Conference & A/ V Oper ati ons & Mai ntenance Area of Concern Of fice Space Management Aver age Results of MA Customer Surveys, FY96-FY98 Caf eter i a Conf er ence & A/ V Oper ati ons & Office Space Aver age FY96 FY97 FY98 Mai ntenance Management Area of Concern 17

18 Financial Objective: Reduce cost per person Monitor Cost/Person Monitor Vacancy Rate Performance Goal Monitor Total Square Footage Monitor Employees Housed Monitor Cost/Square Foot (owned) Monitor Cost/Square Foot (leased) Fulfill the requirements of E.O Obtain occupancy agreements for HQ buildings from GSA Reduce cost per square foot of owned space Reduce cost per square foot of leased space Reduce cost per person Reduce vacancy rate Performance Standard Provide sufficient space to meet organizations mission in accordance with IG Audit #DOEIG-0402 dated April 1997 House all personnel required to meet organizations mission Increase energy efficiency by 28% over the 1985 baseline for FY Increase number of occupancy agreements by 14% per year 18

19 Baseline: Building Occupancy Statistics FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY Total Sq. Ft. (in millions) Population Rent and Rent per Person $9,000 $8,500 $8,000 $7,500 $7,000 $6,500 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 $56.00 $54.00 $52.00 $50.00 $48.00 $46.00 $44.00 Average Rent per Person Rent (in millions) 19

20 Average Utilization Rate FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 Average Utilization Rate (sq.ft) GSA Goal HQ Total Energy Consumption BTU Fiscal Year Required Planned Actual 20

21 Number of Agreements Occupancy Agreements (OA's) with GSA FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 Fiscal Years Actual number of OA's completed Goal Note: Unless otherwise noted, FY 04 through FY 08 data is projected. Data Source: Building Occupancy Business Line Occupancy Agreement October Summary, Energy Consumption data 21

22 Internal Processes Objective: Operate and maintain equipment and systems in a manner that will provide for orderly operations of the Department, be environmentally responsible, and ensure preservation of the Government s real property assets. Alterations < $2,000 Alterations < $25,000 Alterations > $25,000 Performance Goal Timely response to maintenance service calls. Installation and removal of telephones and electrical outlets. Within 30 days of request. Design < 7 days Procurement < 3 days Construction < 7 days Performance Standard Respond to routine calls within 24 hours. Respond to emergency calls within 3 hours. Design < 30 days Procurement < 6 weeks Construction < 30 days Design < 90 days Procurement < 120 days Construction < 180 days (with exceptions) 22

23 Forrestal Requisitions Received FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 Requisitions Received HQ Maintenance Service Requests , FY2000 FY2001 FY2002 FY2003 Service Tickets 23

24 Results of Customer Survey FY96 FY97 FY98 FY Operations & Maintenance Of fice Space Management Forrestal Alteration Dollars 2,500,000 2,000,000 1,500,000 1,000, ,000 0 FY96 FY98 FY00 FY02 Dollars Data Source: Requisition logs, Service ticket repair logs and GSA Gallop Poll Survey. Please note one of our strategies is to develop a baseline for service response rates. Frequency: Annual 24

25 Learning and Growth Objective: Improve knowledge, skills and abilities of staff and improve business systems in support of business line mission. Employee IDPs Performance Goal Improve Employee Satisfaction Performance Standard All employees have IDPs Survey results for ME-411 and ME-412 greater than ME average Baseline: Percentage of Employees with IDPs Employees with IDPs 20 0 FY98 FY99 FY00 FY01 FY02 FY03 Data Source: Employee IDPs; ME Culture Survey (FY 2002) Frequency: Annual 25

26 Mail Business Line: BSC Elements Customer Objective: Improve Customer Satisfaction. Performance Goal Improve customer service Performance Standard Zero customer complaints regarding on-time delivery of mail. Baseline: 2003 HR Customer Satisfaction Survey Customer Satisfaction Responses (A total of 100 responses received) RESPONSE Excellent Service Very Good Good Fair Don t Know NUMBER RESPONDING PERCENT 25% 65% 6% 4% 0% 26

27 Financial Objective: Reduce customer s mailing costs. Performance Goal Reduce mail costs for program offices. Performance Standard Improve contractor productivity. Increase the use of presorts mail services. Baseline: FISCAL YEAR NUMBER OF OFFICES USING BULK MAIL SERVICES

28 Internal Processes Objective: Streamline internal processes and apply best practices and technology advancements. Performance Goal Improve personnel safety Performance Standard Establish improved sensing/id processes for incoming mail. Baselines: Number PERSONNEL SECURITY FY 1999 FY 2000 FY 2001 FY 2002 Fiscal Year FY 2003 Security Incidences Millions of Pieces Mail Business Line Usage Data FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 Fiscal Year Incoming Postal Mail Internal Distribution Outgoing USPS Mail 28

29 Learning and Growth Objective: Improve the skills of all staff Performance Goal Fully train and develop staff 100% of federal staff has IDP Performance Standard 100% of staff attends at least 5 classes or seminar per quarter. Baseline: STAFF DEVELOPMENT Number FY1999 FY 2000 FY 2001 FY 2002 FY 2003 Fiscal Year Training Classes/ Seminars Attended 29

30 DOE WCF Contact Information Howard G. Borgstrom Working Capital Fund Manager (ME-15) Office of Management, Budget, and Evaluation US Dept. of Energy 1000 Independence Ave., SW Washington DC fax Robert F. Emond Management Analyst (ME-15) Same address and fax