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Team Members: Tom Hayden Ellen Grant Gary Freeman Louise Davis Marisa Sheelor

Performance Management Presentation Manage Travel, Transportation and Parking Programs and Services. Team Members: Tom Hayden Ellen Grant Gary Freeman Louise Davis Marisa Sheelor Office of Research Services National Institutes of Health Division of Travel and Transportation Services

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Team Members: Tom Hayden Ellen Grant Gary Freeman Louise Davis Marisa Sheelor

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  1. Performance Management PresentationManage Travel, Transportation and Parking Programs and Services Team Members: Tom Hayden Ellen Grant Gary Freeman Louise Davis Marisa Sheelor Office of Research Services National Institutes of Health Division of Travel and Transportation Services 11 January 2005

  2. Table of Contents Main Presentation PMP Template ……………………………….…………………………………7 Customer Perspective……………………….……………………………….. 8 Internal Business Process Perspective……………………………………..19 Learning and Growth Perspective……………………………………………33 Financial Perspective………………………………………………………….40 Conclusions…………………………………………………………………….61

  3. Division of Travel and Transportation Value Proposition DTTS is committed to providing excellent customer service, safety and reliability for our ongoing NIH travel and transportation programs. The Division's confidence is based on our commitment to program administration, established quality assurance procedures, and accountability to our customers.

  4. Division of Travel and Transportation Value Proposition Cont. • Provide services for all levels of NIH employee’s, patients, visitors, and contractors • Reliable, safe and dependable parking, transportation and travel programs • DTTS programs are designed to support and encourage current and future needs of the NIH mission • Proactive through education in managing restricted travel budgets • Promote alternate commuter options • Dedicated to providing quality and accuracy of our customer support • Enforce all relevant transportation, travel regulations and policies.

  5. National Institutes of Health Mission Statement NIH is dedicated to improving the health of Americans by conducting and funding medical research. NIH also train scientists, and communicate medical and health sciences information to patients, their families, health care providers and the general public. NIH guides America's efforts in medical research. The NIH goal is to uncover new knowledge that will help prevent, detect, diagnose, and treat disease and disability, from the common cold to the rarest genetic disorder. The investment in understanding such diseases as AIDS, diabetes, heart disease and cancer returns dividends in longer, healthier, and safer lives. NIH continues to make major inroads in fighting humanity's most enduring illnesses.

  6. Background • Manage transportation and parking service group was revised to include travel services • Discrete service added to group: Manage travel management services, programs, contracts and use agreements • Travel services are distinct from transportation and parking and shuttle services • Current Performance Management Plan (PMP) and presentation focuses on travel, transportation and parking services

  7. Customer Perspective

  8. Customer Perspective

  9. Customer Scorecard Methodology • As part of a performance-based service contract (PBSC) • Collect survey data using two methods • Quality Assurance distributed feedback cards • Shuttle Services • Assisted Parking • Parking Office • Travel Management Center Customer Feedback cards • Survey data is collected on a routine basis and compiled quarterly • Enhancements to existing and future contract services programs • Analyzed as means to determine contractor financial incentives/disincentives

  10. C1a. Initial Response Time to Acknowledge Transportation and Travel Inquiry (days)C1b. Resolution time to close out transportation inquiry • Program Specialist monitors on a daily basis customer response and resolution time data through, • Using the Customer Inquiry Tracking Form • Transportation contract inquiries tracked for FY04 of contract (Oct 2003– Sept 2004) • 99 total customer inquiries or complaints • 123 total customer inquires or compliments • Average Response Time decreased to acknowledge inquiry = 1.1 days • Average Resolution Time decreased to close out inquiry = 2.9 days

  11. C2a. Parking customer service survey ratingsSatisfaction ratings of attendant-assisted parking Expected Level of Performance 80%

  12. C2b. Shuttle customer service survey ratings Expected Level of Performance 80%

  13. C1c. Average telephone hold time for travel reservation (seconds) Hold times should be no more than 2 minutes (120 seconds)

  14. C1d. % of travel requests met within 2 business hours • Performance standard within the TMC contract all travel requests must be responded to within 2 business hours • During all quarters in FY04 performance measures were achieved 99% of the time

  15. Customer PerspectiveWhat does the data tell you? • Receive on average two to three customer inquiry/day related to parking and shuttle issues • On average initial response time has decreased to 24 hours or less and resolution has decreased to 1 day • In general, customers give high satisfaction ratings for travel, parking and shuttle services • Reliability of service was highest rated for assisted parking services - accuracy of signage for parking availability was the lowest in the most recent quarter • Driver competence was highest rated for shuttle services - timeliness was lowest in the most recent quarter • Comments from surveys are used to enact changes in service levels, route changes, staffing, hours of operation • In FY04 tickets issued from TMC totaled 48,608 with hold times remaining consistent within the established performance standards

  16. Customer PerspectiveWhat actions are on-going and planned for the future? • Parking • Continue to encourage parking attendants to ensure “Lot Full” signs truly reflect status of parking availability within lot • Ensure attendants have real-time information regarding status of parking availability in other locations • Continue to use customer comments to improve service delivery • Intergrading HARS radio system with real time parking and traffic information • Handicap valet services for lot 31B/MLP10 implemented • Shuttle • Blackberry access to shuttle schedules posted on web has been implemented • Reviewing new signage for all shuttle stops (revised routes, transfer locations, and building identification) • Pilot “NextBus” has been implemented on the Executive Blvd. route with expansion to Rockledge in mid February • Continue to use customer comments to improve service delivery • Explore implementing the list Serv and apprising patients, visitors and employee’s of any changesmade to travel and transportation services

  17. Customer PerspectiveWhat actions are on-going and planned for the future? (Cont.) • Travel • List serv updates routinely to customers apprising them of any changes made to travel and transportation services • Establish and schedule monthly travel meetings with NIH stakeholders • Continue to work with the PSC to ensure a smooth migration of the NIH to the HHS master travel contract effective May 2006 • Continue to assist and monitor RML and NIEHS components that joined the current TMC contract • Attempt to increase the amount of feedback through DTTS and NIH sponsored events • Parking Shuttle Combined • The DTTS is solely responsible of monitoring and managing Highway Advisory Radio System (HARS) • Currently the DTTS has a HARS located in the Emergency Communications Center • Implementation of stand alone HARS system within DTTS location

  18. Internal Business Process Perspective

  19. Internal Business Process Perspective

  20. IB1a. Timeliness of Assisted Parking • Measure based on observations of time required for customer to retrieve vehicle • Expected level of performance is 2 minutes or less from time customer makes contact with parking attendant to customer being able to move his/her vehicle • The Program Specialist monitors the contractual requirements • Quality Assurance Specialist to performs data collection on assisted parking timeliness • Information is continously shared with the Program Specialist in monitoring any deficiencies that may occur and to make service level adjustments

  21. Transportation IB1b. Compliments for parking (contract management)IB1c. Complaints for parking (contract management) Number of Compliments and/or Complaints Expected level of performance

  22. IB1d. # of Parking meter maintenance complaints • Quality Assurance Specialist ensures accuracy of parking meters • 3 infractions were discovered during 4th Quarter • All meters have been replaced with an electronic style meter • Monthly certification on meters are being filed

  23. IB1e. Reliability of Shuttle Runs • Measure based on observations of shuttle adherence to published schedules • Expected level of performance is 5 minutes leeway of arrival time at stop compared to published arrival time Note: Total number of shuttle runs were 23,034 per quarter. Noncompliance occurs when shuttle is more than +/- 5 minutes from published schedule.

  24. Transportation IB1g. Compliments for shuttle (contact management)IB1h. Complaints for shuttle (contract management) Compliments Complaints

  25. Travel Management Center IB1i. # of complaints and # of issued travel ticketsIB1j. Timeliness customer satisfaction FY04 NOTE: Through customer feedback cards complaints are received

  26. Travel Management Center IB1K. Total average telephone hold time (sec.) Seconds Note: 90% of all quarterly telephone hold times will average no more than 2 minutes.

  27. Internal Business Process Perspective (Cont.)

  28. Travel Management Center FY04 IB2a. No. of Transactions Staff & Patient Email/FaxIB2b. No. of Transactions Staff & Patient In-Person/Phone

  29. Travel Management CenterFY04 1B2c. No. of Transactions Meeting Travel Email/Fax 1B2d. No. of Transactions Meeting Travel In-Person/Phone

  30. Internal Business Process PerspectiveWhat does the data tell you? • Parking • Assisted parking attendants appear to be doing a good job for they received several customer compliments • Parking meters were repaired and no additional meter complaints received • Shuttle • During 3rd and 4th quarter the shuttle services did not meet the expected level of performance on reliability • Primarily due to numerous changes on campus traffic patterns • Implementation of building construction Bldg. 33, MLP 10 and MLP 9 garage

  31. Internal Business Process PerspectiveWhat does the data tell you? (Cont.) Travel Management Center • Average hold times increased due to complex travel arrangements • Transactions have increased by email/fax, however, many employee’s still prefer to speak to someone directly vs. automation

  32. Learning and Growth Perspective

  33. Learning and Growth Perspective

  34. L1. Dollars spent on technology solutions including PARTS system Note: CIT and ITB Service Level Agreement

  35. Learning and Growth Perspective L2a. Total hours of training for NIH staff • Target for FY04 = 20 hours/year (per employee) • Based on current staffing levels and campus demands/requirements, training for NIH staff did not meet the target for FY04 • Across the board DTTS employees need to schedule personal and career development courses associated with their specific job requirement L2b. % of contractor staff meeting contract-specified training requirements (Travel and Transportation) • Throughout FY04 all contractors maintained a 100% requirement for training • Types of training received by contractor staff in FY04 • Customer service • Sexual harassment • ADA requirements • Ethics training

  36. Learning and Growth Perspective L2c. Hours spent with travel & transportation authorities in meeting or seminars • FY05 individuals within DTTS will begin tracking hours of training, seminars and meetings.

  37. Learning and Growth PerspectiveWhat does this data tell you? • Did not meet our targeted goal of 20% for FY04 • Training did however increase • On average 18 hours/month is spent in transportation planning meetings.

  38. Learning and Growth PerspectiveWhat actions are ongoing and planned for the future? • Hired two Quality Assurance Specialists to assist in the demands on current staff and to ensure collect data regarding the travel and transportation contracts • Establish an Individual Development Plan (IDP) for each employee to assist them with professional development • Installation of pilot traffic signals/pedestrian crossing signals are designed to improve traffic flow and pedestrian movements on-campus

  39. Financial Perspective

  40. Financial Perspective Mandatory to Report on Unit Cost Objective

  41. F1: Minimize the unit cost for providing parking services on campus Daily Number of Stacked Cars FY04

  42. F1: Minimize the unit cost for providing parking services on campus

  43. Financial Perspective F1a. Unit Cost per Stacked Vehicle (units/budget) F1b. Unit Cost per Managed Vehicle (unit/budget)

  44. F1c. # of vehicles stacked and # of overall vehicles managed

  45. F2: Minimize the unit cost for satellite parking facilities off campus For FY03-FY04, using number of parking spaces leased instead of actual number of spaces used Note:In July through September spaces for Mid Pike Plaza decreased to 300, Shady Grove spaces decreased to 0, and Twinbrook in March decreased to 50 spaces

  46. F2: Minimize the unit cost for satellite parking facilities off campus

  47. F2b. Actual Cost of Satellite Parking Facility

  48. F3: Minimize the unit cost for providing shuttle service

  49. F3: Minimize the unit cost for providing shuttle services

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