Importance of Performance Management for the ORS

1. The Importance of Performance Management for the ORS Stephen A. Ficca Associate Director for Research Services November 18, 2002

2. Performance Management in the ORS • Why is performance management important? • Where is the ORS today? • Where are we going? • How do we plan to get there?

3. Why is performance management important? • Every research dollar counts • It systematically helps increase value of the ORS services and organization over time • Respond efficiently to new customer and organizational needs • Performance transparency is essential to build solid partnerships with our customers • ICs get what they pay for and pay for what they get (quantity, quality, and timeliness)

4. Why is performance management important(cont.) ? • Evidence of performance builds credibility • Supports the President’s Management Agenda; the budget and performance integration initiative

5. Where is the ORS today? • Chronology of major milestones: • In late FY00, decided to assess all our services on an annual basis • In FY01, pilot tested a systematic approach called the Annual Self-Assessment (ASA) • Assessed the performance of 43 discrete services -- one per service group • In FY02, applied ASA to the entire ORS service portfolio • Modified and expanded effort to assess the performance of all discrete services (about 200) at the service group level (43 service groups)

6. Where is the ORS today(cont.) ? • We have made tremendous organizational progress in transitioning to a performance management culture • In FY02, 43 teams (over 240 employees and contractors) were involved in developing a greater understanding of how well we perform, as a service provider, and how to improve

7. Where is the ORS today(cont.) ? • We are developing new skills and systems • We are identifying and addressing support issues • Training • Technical consultation • Data collection systems • Reporting systems

8. Where is the ORS today(cont.) ? • Training • About 200 people attended one or more of the following training sessions: • Performance plan (Template training) • Data analysis and graphing • Building continual improvement • Process mapping • Visio • Financial measures • For detail information on the training provided please visit the ASA training web page at: http://www.nih.gov/od/ors/od/oqm/asa/asa_training.htm

9. Where is the ORS today(cont.) ? • Every service group assessed its operation through a service group performance plan that included: • Customer value proposition • Business strategy Perspectives • Performance objectives Customer • Performance measures Process • Performance data Learning and Growth Financial • Many service groups identified ways to improve service performance • We are committed, as an organization, to institutionalizing performance management

10. Where are we going? • Institutionalize Performance Management • Continue the team approach to manage service group performance • Take action at the lowest possible level to implement the recommendations made by the ASA teams • Continue to self-assess service and organizational performance as a means to improve value • Use self-assessment data to recognize and reward performance excellence

11. Where are we going (cont.) ? • Institutionalizing Performance Management (cont.) • Develop the discipline to use performance data in decision-making (e.g., budget formulation, employee performance, contractual incentive plans) • Use data to determine the effectiveness of investments (e.g., operational, maintenance, capital) NIH Service Provider of Choice

12. How do we plan to get there? • Address performance management in every Executive Committee meeting • Develop a more systematic performance dialogue with our customers • Research Festival • Add performance information to displays • The ORS Web site • Add performance information to web pages • Annual Report • Include performance data

13. How do we plan to get there (cont.) ? • Expect better understanding of service and organizational performance from personnel at all levels • Continue to develop skills and necessary data collection, analysis and reporting systems • Include performance discussion in our daily conversations

14. Closing Remarks This conference is an important milestone in our continual effort to manage and improve performance. I really appreciate all of your hard work to date in bringing us as far as we have come. Tomorrow we will continue to move the organization forward, and the ORS needs your help in making performance management happen.