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1 UnitApril 2012 Results Overall Average (Scale 1-5) Difference from October 2010 Survey Slide # Administrative Services Accounting4.06N/A2 Budget4.55+.135.

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Presentation on theme: "1 UnitApril 2012 Results Overall Average (Scale 1-5) Difference from October 2010 Survey Slide # Administrative Services Accounting4.06N/A2 Budget4.55+.135."— Presentation transcript:

1 1 UnitApril 2012 Results Overall Average (Scale 1-5) Difference from October 2010 Survey Slide # Administrative Services Accounting4.06N/A2 Budget Office Services4.63N/A6 Human Resources and Payroll4.43N/A9 Information Services Administrative Services Internal Customer Satisfaction HIDDEN SLIDE

2 Analysis: This is the first time surveying Accounting as one unit. Past surveys were split. The April 2012 results are not surprising, but expected with staff turnover, several staff out for an extended time, and training of new staff all during the several months prior to the survey. October 2010 results were: 1.Grants and Loan Management: overall average Accounts Payable, Cashiering & Payroll: overall average 4.44 Additional 2010 segmented data is available in hidden slides 3 and 4. 2 Survey Scores April 2012 Survey Results Budget Activity: ASD – Accounting (Combined for 2012) Purpose: Provide dynamic stewardship of public resources Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action ItemLeadDue DateDate Completed Implement Lean-Invoicing 90-day plan – related to Accounting are automate warrant required fields; decrease handoffs within Accounting Cindy TrambitasJuly 18July 1 decreased handoffs Determine better training methods and update procedure manuals to increase consistency and accuracy Mishelle Sumption Cindy Trambitas On-going Conduct mini Lean for Accounting specific processes to remove waste and thus increase promptness – Start with Federal Draws and Cashiering Cindy TrambitasJune 30 postpone Sept Action Plan HIDDEN SLIDE

3 Analysis: Budget Activity: Program 100 – ASD – Accounting – Grants and Loan Management Purpose: Provide dynamic stewardship of public resources Agency Goal: Provide Bold Leadership and Exceptional Service Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Action PlanWhoTimeframe Survey Scores Accounting – Grants, Contracts and Loans Average Overall Customer Satisfaction (Program 100 Team Performance Survey) 3 October 2010 Survey Results Survey Scores HIDDEN SLIDE

4 Analysis: Budget Activity: Program 100 – ASD – Accounting – Payables, Payroll, Cashiering, and Travel Purpose: Provide dynamic stewardship of public resources Agency Goal: Provide Bold Leadership and Exceptional Service Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Action PlanWhoTimeframe Accounting – Accounts Payable, Cashiering and Payroll Average Overall Customer Satisfaction (Program 100 Team Performance Survey) 4 Survey Scores October 2010 Survey Results Survey Scores HIDDEN SLIDE

5 Analysis: 1344 Service Requests 176 Responses 1380 Service Requests 173 Responses 1274 Service Requests 161 Responses 1095 Service Requests 98 Responses 1114 Service Requests 133 Responses Budget Services Average Overall Customer Satisfaction 5 Survey Scores April 2012 Survey Results Survey Scores Budget Activity: ASD – Budget Services Purpose: Provide dynamic stewardship of public resources Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action ItemLeadDue DateDate Completed Provide budget report training: Ad Hoc refresher and Ad Hoc advanced (note: completed pivot table and Enterprise Reporting trainings) Anh Curran and Don Petrich September/October 2012 Provide training to new budget analyst (starts 9/4). Introduce him to budget coordinators and managers. Revise responsibilities list for all staff. Roger HornSeptember 2012 Prepare and submit agency request operating and capital budgets.Budget mgr., budget staff, budget coordinators, program staff September 10, 2012 Action Plan HIDDEN SLIDE

6 6 April 2012 Survey Results Survey Scores Analysis: This is the first time surveying Office Services as one unit. October 2010 results were: 1.Facilities, Mail & Telecommunications : overall average Purchasing: overall average 4.58 Additional 2010 segmented data is available in hidden slides 7 and 8. April 2012 Status: Overall Average for all three programs : 4.63 Budget Activity: ASD – Office Services (Combined for 2012) Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action ItemLeadDue DateDate Completed Will be hiring new Facilities Manager and Procurement and Supply Specialist. Also potentially new Mail and Telecom. Betsy GabelJune 30, 2012All positions replaced as of 9/4/2012 Will review current Intranet information for office services to strengthen communication. Consider offering periodic purchasing Q&A sessions Betsy GabelJune 30, 20126/30/2012 New Employee form and Surplus consolidation completed HIDDEN SLIDE

7 7 Action ItemLeadDue DateDate Completed Lean review of Purchasing and Inventory. Utilize new Administrative Assistant to assist with Surplus activities and filing for HR. Betsy GabelOctober, 2012

8 8 Budget Activity: Program 100 – ASD Office Services (Facilities, Mail, and Telecommunications) Purpose: Respond to all requests for assistance in a timely and courteous manner Agency Goal: Provide Bold Leadership and Exceptional Service Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Facilities, Mail and Telecommunications Average Overall Customer Satisfaction (Program 100 Team Performance Survey) Analysis: Action PlanWhoTimeframe October 2010 Survey Results Survey Scores HIDDEN SLIDE

9 9 Budget Activity: Program 100 – ASD Office Services (Purchasing Unit) Purpose: Respond to all requests for assistance in a timely and courteous manner Agency Goal: Provide Bold Leadership and Exceptional Service Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Purchasing Average Overall Customer Satisfaction (Program 100 Team Performance Survey) Analysis: Action PlanWhoTimeframe Survey Scores October 2010 Survey Results Survey Scores HIDDEN SLIDE

10 10 April 2012 Survey Results Survey Scores Analysis: This is the first time surveying Human Resources and Payroll as one unit. October 2010 results were: 1.Human Resources overall average = Payroll data not available, as it was combined with accounts payable. Additional 2010 segmented data is available in hidden slide 10. The April 2012 results: 1.Show Human Resources overall average increased to This includes Payroll data. 3.The comments from the survey drive the planned activity below. Budget Activity: ASD – Human Resources and Payroll (Combined for 2012) Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action ItemLeadDue DateDate Completed Continue efforts to improve time and leave accounting processHuman Resources Manager On-going Provide information about Human Resources processes, tasks, role etc., (such as quarterly brown bags or s with Q&A) to increase agency-wide knowledge about our function. HIDDEN SLIDE

11 11 Analysis: Budget Activity: Program 100 – ASD Human Resources Purpose: Respond to all requests for assistance in a timely and courteous manner Agency Goal: Provide Bold Leadership and Exceptional Service Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Action PlanWhoTimeframe Human Resources Average overall customer satisfaction (Program 100 Team Performance Survey) October 2010 Survey Results Survey Scores HIDDEN SLIDE

12 12 Analysis: Information Services Average overall customer satisfaction April 2012 Survey Results Survey Scores Budget Activity: ASD – Information Services Purpose: Respond to all requests for assistance in a timely and courteous manner Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action ItemLeadDue DateDate Completed IS has been working with other ASD units to update the Employee Change form & process to promote effectively using them. This will address a comment of be sure that all programs required are set up for new hires sooner and that they work correctly. IS ManagementJune 2012May 17, 2012 IS is developing a report that better identifies trends in service requests to address concerns in providing better follow-up, especially if the same service request or complaint has come from multiple sources. IS Help Desk staffJune 2012June 7, 2012

13 13 Action Plan Continued Action ItemLeadDue DateDate Completed IS is working with ASD Purchasing and Facilities units, and the Ops Mgrs. on a process improvement of the inventory tracking process. The revised inventory tracking process will allow agency equip. to be kept up to date to make it more accurate and avoid numerous corrections. This will improve the annual computer replacement process, including better communications around when and how it will be accomplished - including estimated dates for installing replacement equipment and notification to the programs/individuals affected if those dates change. IS MgtMay 2012May 10, 2012 IS is developing a training plan and an IT problem escalation process for Russ Campbell of BSD Seattle office to utilize for providing Friday IS Help Desk coverage beginning in September 2012 IS MgtSeptember HIDDEN SLIDE

14 14 Budget Activity: ASD – Office Services Purpose: Increase the visibility of the Commute Trip Reduction (CTR) Plan Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Analysis: This chart reflects real time data because of a policy change requiring employees to submit their CTGR Incentive forms no later than 15 days from the close of the quarter. This allows us to show the percentage of employees that participated for the quarter and the amount of money paid to participants in real time. Balance was $2,351. $4,100 Spent this quarter, leaves a negative balance in the CTR Parking fund of ($1,749.00). Participation is measured by percentage of Commerce employees that completed a CTR calendar and received a subsidy award. There are currently 175 employees registered in the CTR program. This slide is updated quarterly with no lag in data. LeadDue DateDate Completed Continue to monitor the CTR Program to determine if moving our office affected CTR participation. Betsy GabelFY11 Q5FY11 Q8 Overall our CTR percentage rate has declined. ASD Assistant Director will discuss CTR incentive with Management Team. Betsy GabelFY11 Q7FY11Q8 Given Q3 decline in participation,, review options with the Parking/CTR Committee to determine any additional incentives that could improve participation. Betsy GabelFY 12 Q4FY 13 Q4 Action Plan $6k $7k $9k $10k HIDDEN SLIDE

15 15 Budget Activity: ASD – Office Services Purpose: Increase the visibility of the Commute Trip Reduction (CTR) Plan Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action Plan LeadDue DateDate Completed Parking/CTR Committee has reviewed the program and will present recommended solutions, including proposed funding, to the Management Team Betsy GabelFY13 Q HIDDEN SLIDE

16 16 Budget Activity: ASD Accounting – Successful Employee Travel Voucher Training Percentage Purpose: Perform analysis on successful travel voucher submittal to determine training success and increase payment timeliness Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Analysis: Prevention vs. Correction: The graph reflects the need for Travel staff to train / work with program staff in travel / system rules so less time is spent adjusting voucher data so employees receive accurate payment in a timely manner. New TEMS should help with successful voucher submittal since it automatically calculates rates, one of the highest non-successful issues. New TEMS target at 95% successful voucher submission. FY11 Q5 July to Sept 2010 – 217 vouchers; 36 returned FY11 Q6 Oct to Dec 2010 – 281 vouchers; 54 returned FY11 Q7 Jan to Mar 2011 – 174 vouchers; 23 returned FY11 Q8 Apr-June vouchers; 19 returned FY12 Q1 July-Sept vouchers; 9 returned – target achieved FY12 Q2 Oct-Dec vouchers; 17 returned for correction FY12 Q3 Jan-Mar vouchers; 7 returned for correction FY 12 Q4 Apr-Jun vouchers; 11 returned for correction Sample Update Label: This slide is updated quarterly with no lag in data. (Calibri, 8 pt., Italic) Action ItemLeadDue DateDate Completed Anticipate the majority of errors to be eliminated with TEMS implementation.Travel TeamOn-goingSep 2011 Training materials and methods will be updated as recurring errors are identified. Travel TeamOn-going Action Plan HIDDEN SLIDE

17 17 Analysis: The purpose of the Minority Womens Business Enterprise (MWBE) Program is to increase Commerces expenditures with for-profit Washington businesses that are both small and disadvantaged The Minority Womens Business Enterprise Program accomplishes the following: Promotes diversity Helps small business Complies with Washington State MWBE goals Complies with requirements from federal funding sources Commerce has committed to goal of 10% Minority Business Enterprise (MBE) and 4% Womens Business Enterprise (WBE) usage for FY 12 Budget Activity: ASD – Central Contracting Purpose: Support minority and women owned businesses Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Make Washington the best state in the country to start and grow a small business Percent of Dollars to Contractors that are OMWBE Certified ActionWhoTimeframeStatus Enter expenditure data so as to ensure exclusions and additions are properly made to utilization percentage. AccountingWhen expenditure data is entered into AFRS Ongoing Examine recent expenditures for accuracy.AccountingQuarterlyOngoing Post Commerce solicitations on OMWBE website.Programs and John TooheyQuarterlyOngoing When Commerce does a solicitation it should send those solicitations to OMWBE if the type of work that OMWBE has agreed it has bidders for. Programs and John TooheyQuarterlyOn-going Action Plan FY12 HIDDEN SLIDE

18 18 Budget Activity (bold): ASD Information Services Purpose: Increase performance accountability by understanding business needs Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service HIDDEN SLIDE

19 19 Budget Activity (bold): ASD Information Services Purpose: Increase performance accountability by understanding business needs Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Payment Code Project NameStartedPlanned/On- time LateNotesIndirect Hrs. Direct Hrs. Contract QrtFYQrtFYQrtFY Biennium FSD - Biennium Coding Updates FSD - Allotment Preparation System192939Misunderstood requirements574 LBP - Lead-Based Paint for HD1939 HD - Homeless Management Info System COM – DW for Commerce as a Strategic Initiative Phase $200,000 COM - Contract Submission Tool $50,000 CSD - PlanView II Customer didnt test for several months Biennium Projects: FSD - Allotment Preparation System Phase FSD - Allotment Preparation System phase COM - Outfacing Data Warehouse COM - ARRA Database ASD - Purchase Request Imaging Silverlight ARRA Money Tracker GIS Migration to BING Maps and Silverlight for DW GIS COM - Loan Tracking & Repayment Functions ESRI migration to Virtual Earth for DW GIS CSD - LIHEAP Transition Vendor issues; Closure of Local Agency* COM - Loan Tracking & Repay-Data Migration (CERB, HTF) COM - Loan Tracking & Repay-Data Migration (PWB) PWB System issues and data cleanup delays925 COM – Weatherization Phase $245,000 COM - Contract Management System (CMS)-(Wx phase 2) Late – scheduled for early November due to server problems and CAU requests **$275,000 CSHD – Repair, Renovation, and Paint Program811212Late – Planning and requirements gathering began too late in Q1 FY 12 COM – CMS Phase $174,105 * This is an on-going direct cost to the program at 1.75 FTE ** The Weatherization program is directly paying for 2.1 FTE HIDDEN SLIDE

20 20 Budget Activity (bold): ASD Information Services Purpose: Increase performance accountability by understanding business needs Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Analysis The CMS Phase III Enhancements were completed and delivered on time in Q4. The Repair, Renovation, and Paint program is still late and in progress to be completed Q1 FY13. Much of this is due to extensive data cleanup requirements by the users. Our % Projects Completed on Time average is still at 74%. This linked chart illustrates this trend over the last 2 ½ years.chart A list of projects represented in this chart can be reviewed by clicking on the following link: Project Status listProject Status list Action Item LeadDue DateDate Completed Current decline in on-time deliveries issue is being addressed with IS staff. Metrics for measuring database/application maintenance and enhancement request workloads are also being put in place to better determine capacity levels available for application development efforts. Randy and GarySeptember 2012 In progress for reporting on in FY 13 Q1. FY 09 FY 10 FY 11 FY 12 HIDDEN SLIDE

21 21 This slide is updated quarterly with no lag in data. Analysis: Phase 1 of the virtualization project is to virtualize the planned 49 servers by the end of FY11 Q8. At the completion of Phase 1, 114% (56) of Commerce Phase 1 planned servers were virtualized by end of FY11 Q8. A Phase 2 of the virtualization effort to virtualize all identified (75% total) remaining candidate servers was begun in FY12 Q1 and is scheduled to complete in FY 12 Q4. The new backup solution will be implemented FY12 Q4 allowing the rest of the servers to be migrated. The planned total for virtualizing 74 servers by FY 12 Q4 was exceeded, with a final total of 76 servers (103% of planned) completed. The Commerce server environment is now 78% virtualized. Budget Activity: ASD Information Services Purpose: Migrate network infrastructure to VMware, and state data center Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Action PlanLeadTimeframeActual Planned Phase 2 tasks to migrate remaining candidate servers was completed in FY12 Q4 IS Network staffJune 4, 2012Completed

22 Analysis: New processes and procedures implemented in FY11 Q6 to adjust network monitoring, standards, and testing procedures have kept network availability above the 99.5% up-time goal every quarter since FY 11 Q7. The only unplanned network outage occurred in FY12 Q1 when the State of Washington Data Center experienced an electrical maintenance induced failure causing an 11 hr. outage for all State agencies, including all Commerce systems. The data center being down caused most State services to be out. The outage occurring during non core business hours so impacts to Commerce were not severe. The Commerce computing environment Change Management process is being documented and reviewed to indentify process improvements. The procedures for communicating changes to the environment were revised by a group that includes all IS staff in FY12 Q4. Action ItemLeadDue DateDate Completed A process improvement project (LEAN light) was conducted to revise the IS Change Management Communications process in FY 12 Q4. Expected outcomes are improved planning, communications, testing and implementation of required changes to the Commerce IT Computing Environment. Information Services Staff FY 12 Q4April 26, 2012 Network administration staff will continue to monitor, evaluate, and measure network performance to improve ongoing performance, eliminate future outage, and meet and exceed the goal of 99% network availability uptime. Information Services Network Admin. staff ongoingOngoing Budget: ASD Information Services Purpose: Network infrastructure availability Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service 22 HIDDEN SLIDE

23 23 Budget Activity: ASD (Supports all budget activities that include developing and administering contracts) Purpose: Increase performance based contracting practices Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Analysis: 100% of all Commerce contracts have at least one deliverable outlined in contract and meet the minimum requirements for performance based contracting. The goal is to strengthen our performance based contacts, beginning with using performance based contracting language so its easy to find deliverables and performance measures. Action PlanWhoTimeframeCompleted/Status Identify a baseline – inventory of current use of performance based contract terms in contracts. Performance Based Contract and Contract Coordinators Team 2/9/129/9/12 Provide a workshop to help contract managers with performance measures Performance Based Con tract and Contract Coordinators Team 3/29/12 HIDDEN SLIDE

24 Budget Activity: ASD (Supports all budget activities that include developing and administering contracts) Purpose: Coordinate development of legislative fiscal notes Priority of Government: Strengthen the ability of state government to achieve results efficiently and effectively Agency Priority: Provide Bold Leadership and Exceptional Service Analysis: Budget office targets are 85% on-time and 15% revision rate. On-time performance was diminished due to agency being closed following snow and ice storms during busiest fiscal note weeks. Achieved revision rate target for fifth straight year. 100 total fiscal notes this session vs. 134 in 2010 and 204 in Conducted lessons learned process with fiscal note coordinators in March. Don Whitings help was invaluable during the session. Action PlanWhoTimeframeCompleted/Status Implement 2012 lessons learned during the 2013 legislative session. Budget office staffNov – April 2013 Provide fiscal note training for 2013 session.Budget office staffDec If possible, rehire Don Whiting for 2013 session.Roger HornJan HIDDEN SLIDE

25 Budget Activity : ASD – Human Resources Purpose: To measure Grievances and Appeals Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: Two grievances were filed in FY12 Q4. Both were withdrawn. No grievances were filed in FY11 Q4. All three grievances filed in Q3 were withdrawn. Disciplinary grievances are complaints made by represented employees about formal disciplinary action, which includes only dismissal, suspension, demotion or salary reduction. Non-Disciplinary grievances are complaints made by represented employees alleging contract violations about anything except formal disciplinary action, including letters of reprimand. Appeals are complaints made by non- represented employees alleging rule violations, made to the Personnel Resources Board. Action ItemLeadDue DateDate Completed HR continues to work with supervisors to resolve employee complaints prior to grievances and appeals being filed. However, as supervisors continue to hold employees accountable for poor performance (and PIPs increase in number) and as the stress of layoffs, salary reductions, and budget cuts increases, we may see an increase in grievances and appeals. Human ResourcesOn-going Action Plan 25 HIDDEN SLIDE

26 26 Budget Activity : ASD – Human Resources Purpose: To measure SuccessFactors Scores across the Agency Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action Plan Action ItemLeadDue DateDate Completed We will continue to take this measure to establish a trend line and consider appropriate action items. Human ResourcesOn-going Performance Review Analysis: We have begun reviewing SuccessFactors scores relative to turnover. From May 1, 2010, through April 30, 2011, of the 273 employees on annual review forms, 18 (6%) received a score of less than of the 18 remain Commerce employees. (1 left voluntarily.) Performance Review Analysis: From May 1, 2011, through April 30, 2012, of the 265 employees on annual review forms, 11 (4%) received a score of less than 3.0. All of the 11 remain Commerce employees. HIDDEN SLIDE

27 27 Analysis: In FY12 Q4, 7 employees left Commerce (1 retired, 3 resigned, and 3 transferred to other state agencies). In FY12 Q3, 8 employees left Commerce (2 retired, 3 resigned, and 3 transferred to other state agencies). In FY12 Q2, 4 employees left Commerce (2 retired and 2 resigned). In FY12 Q1, 11 employees left Commerce (3 retired, 6 resigned, 1 was voluntarily laid off, and 1 exempt appointment ended). In all of FY11, 33 employees left Commerce, 10 as part of the Voluntary Separation Program. In Q5 14 left, in Q6 5 left, in Q7 4 left, and in Q8 10 left. This graph shows the cumulative percent of permanent employees who have left Commerce since July In FY08, 34 left; in FY09 21 left; in FY10 35 left; and in FY11 33 left. The data includes all separations except involuntary ones, and since FY09, has included transfers within state service. Cumulative (Percentage) Agency Turnover Budget Activity : ASD – Human Resources Purpose: To measure turnover Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action ItemLeadDue DateDate Completed We will continue to identify opportunities to reduce good turnover to make Commerce an employer of choice in state government. Human Resources and Management Team On-going HIDDEN SLIDE

28 28 Action ItemLeadDue DateDate Completed Continue to publicize the fact that PERS 2 and 3 benefits are calculated on the average final compensation which is defined as an employees 60 months of highest compensation, NOT as his/her final 60 months of compensation. Caroline LaceyOn-going Continue to offer at least 90% of our employees flexible work programs, i.e., flexible work hours, telecommuting, and compressed workweeks. 80% of Department of Commerce staff are currently on flexible work schedules, including 46 employees who telecommute to some extent. Caroline LaceyOn-going Action Plan Continued Budget Activity : ASD – Human Resources Purpose: To measure turnover Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively HIDDEN SLIDE

29 29 Budget Activity : ASD – Human Resources Purpose: To measure turnover by age group Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action Plan Action ItemLeadDue DateDate Completed We will continue to measure turnover by age group to establish a trend line and then consider action items after that. Human ResourcesOn-going Analysis: We have begun tracking turnover by age group. 45% of our turnover is in the top three age groups (ages ). Of the 32 employees in the age group: 14 took advantage of the Voluntary Separation Program, 8 retired, 5 resigned, 2 transferred to other state agencies, and 3 were separated involuntarily. Turnover by Age Group 7/1/2010 – 06/30/2012 HIDDEN SLIDE

30 30 Budget Activity : ASD – Human Resources Purpose: To measure turnover by Separations from State Service Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action ItemLeadDue DateDate Completed We will continue to measure turnover by separation type to establish a trend line and consider appropriate action. Human ResourcesOn-going Analysis: This shows Commerce turnover by separation type relative to statewide data. Turnover by Separations from State Service (Commerce) *Turnover – Other: Employees who left for reasons other than Retirement, Resignation, Dismissal, and Layoff: Abandonment of Position, Death, Disability, Probationary, Project, WMS Acting Separations. Turnover by Separations from State Service (Statewide) HIDDEN SLIDE

31 31 Budget Activity : ASD – Human Resources Purpose: To measure turnover by Management Turnover Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action Plan Action ItemLeadDue DateDate Completed We will continue to measure management turnover to establish a trend line and consider appropriate action. Human ResourcesOn-going Analysis: This shows Commerce turnover by separation type relative to statewide data. Management Turnover (Commerce) Management Turnover *Turnover – Other: Employees who left for reasons other than Retirement, Resignation, Dismissal, and Layoff: Abandonment of Position, Death, Disability, Probationary, Project, WMS Acting Separations. HIDDEN SLIDE

32 32 Budget Activity : ASD – Human Resources Purpose: To measure turnover by Length of Service: Average Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: This shows Commerce turnover by length of service relative to statewide data. Turnover by Length of Service: Average (Commerce) Action ItemLeadDue DateDate Completed We will continue to measure turnover by length of service to establish a trend line and consider appropriate action. Human ResourcesOn-going *Turnover – Other: Employees who left for reasons other than Retirement, Resignation, Dismissal, and Layoff: Abandonment of Position, Death, Disability, Probationary, Project, WMS Acting Separations. Turnover by Length of Service: Average (Statewide) HIDDEN SLIDE

33 33 Budget Activity : ASD – Human Resources Purpose: To measure turnover Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: This graph shows by division the number of employees who left Commerce in FY9, FY10, FY11, and FY12. HIDDEN SLIDE

34 34 Budget Activity: ASD – Human Resources Purpose: To measure percentage of employees currently on flex schedules Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: This graph shows the percentage of employees on flex schedules. We measure this because we believe it is related to turnover. A flex schedule is defined as any schedule except 5/8s, Monday through Friday. Action ItemLeadDue DateDate Completed Continue to identify opportunities to allow employees to work flexible schedules to make the Department of Commerce an employer of choice. Human Resources and Management Team On-going Action Plan Percentage of Employees on Flex Schedules HIDDEN SLIDE

35 35 Budget Activity : ASD – Human Resources Purpose: To measure the number of WMS Employees as compared to all employees by Division. Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: This graph shows the percentage of WMS employees in Commerce. Our WMS control point is 12.9% of our total employees. In FY12 Q4, we had 33 WMS employees, or 10.5% of our head count. In Q3, we had 34 WMS employees, or 10.82% of our head count. In FY 12 Q2, we had 35 WMS employees, or 11.8% of our head count. We have not exceeded our control point for at least 4 years. The somewhat dramatic fluctuation in this data is the result of changes in the non-WMS employee population. Action ItemLeadDue DateDate Completed Continue to collect WMS data and monitor our compliance with the WMS cap.Human Resources and Management Team On-going Action Plan HIDDEN SLIDE

36 36 Budget Activity : ASD – Human Resources Purpose: To measure the number of WMS Employees as compared to all employees by Division. Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Analysis: Our WMS control point is 12.9% of our total employees. In FY12 Q4, we had 33 WMS employees, or 10.5% of our head count. In FY12 Q3, we had 33 WMS employees, or 10.82% of our head count. This graph shows the number of WMS employees by division over the past year. Employee count as of 4/01/2012: ASD – 41 BSD – 27 CSHD – 145 DO – 6 IPPD – 35 LGID – 59 TOTAL – 313 Action ItemLeadDue DateDate Completed Continue to collect WMS data and monitor our compliance with the WMS cap.Human Resources and Management Team On-going Action Plan HIDDEN SLIDE

37 37 Budget Activity : ASD – Human Resources Purpose: To measure quality of hire Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action ItemLeadDue DateDate Completed We will continue to measure this to establish a trend line and then consider appropriate action. Human ResourcesOn-going Analysis: Commerce is negatively effected if it loses talent in the first year, or is dealing with a poor employee. This shows new hires who Remain with Commerce beyond their one-year anniversary; Score at least meets expectations on their first SuccessFactors review ; and Are not on a performance improvement plan as a per cent of all new hires. In FY10 Q1 one employee who was deemed a poor performer left during the first year of Commerce employment. In FY10 Q3 one employee who was deemed a poor performer left during the first year of Commerce employment. Quality of Hire 1/1/2010 – 6/30/2011 HIDDEN SLIDE

38 38 Budget Activity : ASD – Human Resources Purpose: To measure good and bad turnover Priority of Government: Provide Bold Leadership and Exceptional Service Agency Priority: Strengthen the ability of state government to achieve results efficiently and effectively Action Plan Action ItemLeadDue DateDate Completed We will continue to measure good, neutral, and bad turnover to establish a trend line and then consider action items after that. Human ResourcesOn-going Analysis: We are reviewing a number of factors (final SuccessFactors scores, disciplinary history, reasons for leaving) for each employee who leaves the agency to determine if it is good, bad, or neutral turnover (for the agency). Each category has its own target: good turnover is 75%, neutral is 25%, and bad is 25%. HIDDEN SLIDE


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