Outline for Agency Strategic Plan

STRATEGIC PLAN Fiscal Year 2005 Iowa Department of Administrative Services December 15, 2004 (revised 12/22/04) FINAL Introduction The Department of Administrative Services (DAS) was established on July 1, 2003 by consolidating the departments of General Services, Information Technology, Personnel, and the Accounting Bureau of the Department of Revenue and Finance. In introducing the new department, Governor Tom Vilsack described four goals of the reorganization: to improve service to customers, to save money, to streamline, and to enhance resource flexibility for state government managers. Launch of the new department signaled more than just the consolidation of state government infrastructure providers. It also marked the first known large-scale rollout of entrepreneurial management, a business model characterized by a customer-focused approach to delivering services in a competitive marketplace. In entrepreneurial management organizations, business decisions are motivated by the desire to meet customer needs and by rewards or consequences for financial performance. Planning is clearly an essential discipline as each of the department’s four enterprises General Services, Information Technology, Human Resources, and State Accounting, works to continue its transition to operate in a more customer-focused manner and positions itself as part of a single customer-friendly agency. This strategic plan is one of several initiatives through which new business plans, marketing and communication plans, pricing strategies and accountabilities are being developed. The department has used Governor Vilsack’s four reorganization goals as the framework of this plan. Strategies to guide implementation, performance measures upon which evaluation can be based, and an updated evaluation of strengths, weaknesses, opportunities and threats are also included to illustrate the department’s vision of its future. 2005 Strategic Plan Update In updating the DAS Strategic Plan for FY2005, the department’s enterprises reviewed and revised the assessment of the department’s strengths, weaknesses, opportunities and threats and the department’s strategies and measures. While the department’s vision, mission and goals remain the same, the strategies and measures listed in this updated strategic plan have substantially changed. The reason for this change is to focus the strategic plan on higher level, long-term strategies put in place by the department to help attain its vision. Strategies and measures listed last year were more operational in nature, and while still important, have been incorporated into the department’s performance plan where appropriate. DAS Legal, Rules and Planning Page 2 of 11 3/5/2009 FINAL Vision To be a world-class organization that is customer-focused, innovative and efficient. Mission To provide high quality, affordable infrastructure products and services to Iowa state government customers in a manner that empowers them to provide better service to the citizens of Iowa and support the State of Iowa in achieving economic growth. Guiding Principles 1. 2. 3. 4. 5. 6. 7. 8. Customer focus Results orientation/accountability Continuous improvement Long-range thinking Data-based decisions Employee value Life-long learning Commitment to a diverse workforce Core Function: Enterprise Resource Management This core function represents the primary purpose of the Department of Administrative Services (DAS). DAS provides enterprise financial services such as payroll, accounting and budget; human resource services such as organizational development, employment services, and compensation and benefits services; information technology services, such as network infrastructure management and application development and maintenance; general services, such as capitol complex maintenance, design and construction, mail, purchasing, printing, surplus property and customer service center activities; and leadership activities such as planning, policy development, legal counsel, media management, and enterprise information security. Core Function: Physical Assets Management DAS is responsible for managing state government assets including, but not limited to, state government buildings, monuments and vehicles. Related activities include parking and grounds maintenance; design, construction and maintenance of facilities; space utilization and leasing; and the upkeep and dispatch of state vehicles. DAS Legal, Rules and Planning Page 3 of 11 3/5/2009 FINAL ASSESSMENT The enterprises within DAS have used both external customer surveys and internal interviews to develop an understanding of the major factors that are likely to influence the department’s ability to fulfill its vision and mission. The enterprises collaborated on creating a list of factors that affect the department as a whole. Strengths  Long history of performance to the state enterprise.  Employees’ experience, expertise and commitment.  Employees’ knowledge of state government  Long-term relationships and ability to work well with other state agencies.  Service delivery framework in place.  Established customer base.  Teamwork and collaboration.  Strive for excellence.  Offer broad range of services.  Seen as a strategic business partner.  Significant work accomplished for very low cost to taxpayer. Weaknesses  Aging workforce in the organization.  Limited staff levels and resource constraints for excessive workload.  Institutional resistance to change.  Communication of new cultural message.  Understanding and utilizing financial reports.  Lack of strong process orientation.  Federal over recovery.  Dual regulatory and customer service roles.  Difficult to measure the success of some services.  Lack of staff succession planning. I N T E R N A L Opportunities  Offer services to other public entities such as school districts, counties, and cities.  Service automation  New service offerings.  Becoming market driven.  New grants and appropriations, and additional service delivery initiatives.  Customer council constituency.  I/3, data warehouse, and customer relationship management systems will help us better track activities for state government overall. Threats  Continual change in federal requirements.  State funding may not support various implementation initiatives.  Vendors may perceive services sold by DAS as unfair competition.  Privatization.  Limited supportive constituency.  External competition.  Increasing exposure to cyber attacks.  Budget cuts affecting agencies’ abilities to purchase current services.  Transitioning certain products and services to marketplace.  Changing priorities hamper focusing resources. E X T E R N A L DAS Legal, Rules and Planning Page 4 of 11 3/5/2009 FINAL SELECT AGENCY PERFORMANCE MEASURES DAS is establishing additional measures to expand data-driven decision making. This will allow the department to quantify more work-related activities such as: current workload, changes in workload over time, and financial status. The following exhibits provide current examples of data-driven decision opportunities. Exhibit 1 shows how much money the Income Offset Program has recovered for the state during the past four fiscal years. The Income Offset program, managed by the DAS State Accounting Enterprise, is one effort to meet the goal of saving/recovering state money. It matches entities (individuals and businesses) that owe money to the state with entities to whom the state is preparing to make payments. In the event of a match, the amount due is withheld from the payment being made. Income Offsets $20,000,000 $16,000,000 $12,000,000 $8,000,000 $4,000,000 $- 2001 2002 2003 2004 Exhibit 1. State dollars recovered by the Income Offset Program Exhibit 2 is an example of a measurement showing financial information. This example demonstrates how the state saves money by operating its own vehicle fleet by comparing the state cost with the state employee reimbursement rate and the cost of operating private vehicles. Private vehicle costs are benchmarked with data from AAA-Runzheimer. Amounts shown are costs per mile driven. DAS Legal, Rules and Planning Page 5 of 11 3/5/2009 FINAL Fleet Operation Costs $0.600 $0.500 $0.400 $0.300 $0.200 $0.100 $0.000 State Fleet Cost State Employee Reimbursement Rate Private Vehicle Costs Exhibit 3 compares industry guidelines for routine building maintenance expenditures (per square foot) with the amount of funds available and used in Iowa. While the state may be saving money in the short term, delaying maintenance can result in higher costs in the future. This measurement signals future problems if preventive maintenance is not funded and corrective action is not taken. With this kind of data, management is better able to focus on problem areas and bring them to the attention of policy makers. Routine Maintenance Actual Expenditures $1.60 per SF $1.40 per SF Dollar Values $1.20 per SF $1.00 per SF $0.80 per SF $0.60 per SF $0.40 per SF $0.20 per SF $0.00 per SF FY2000 FY2001 FY2002 FY2003 FY2004 Industry Guideline Goal Actual Expenditures Exhibit 3. An example of how measurements can warn of future problems Exhibit 4 shows that the DAS-supported state computing network is under increasing attack by hackers, viruses, etc., attempting to enter the network. Through the efforts of the Information Security Office, the DAS Information Technology Enterprise has been able to provide customers with a reliable network despite the increased volume of attacks. DAS Legal, Rules and Planning Page 6 of 11 99 FY 8 19 9 FY 9 20 0 FY 0 20 0 FY 1 20 0 FY 2 20 0 FY 3 20 04 FY 1 Exhibit 2. Centralized state fleet savings As of July 31, 2004 3/5/2009 FINAL Intrusion Detection System Alerts 8,000,000 Number of Alerts 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2003 FY 2004 Exhibit 4. The Intrusion Detection System has been essential in helping keep the DAS network secure Exhibit 5 demonstrates the number of applicants applying for vacancies. Although the 2004 trend is downward, the volume has almost doubled for both of the past two years over 2002. Measurements of this kind help provide management with the data needed to make decisions regarding how staff resources should be allocated. Average Number of Job Applications Received per Month 4500 4000 3500 3000 2500 2000 1500 1000 500 0 3612 1779 Exhibit 5. Number of job applications reflects increased staff workload Exhibit 6 represents total DAS full-time employees as of the end of each fiscal year. As the number of staff decreases and the amount of work increases, management and staff must take action to continue providing good service to customers of DAS. Actions that can be DAS Legal, Rules and Planning Page 7 of 11 3/5/2009 Ju Au ly Se gu pt st em O ber c No tobe ve r De mb ce er m Ja ber nu Fe ary br ua r M y ar ch Ap ril M ay Ju ne 3280 FY2002 FY2003 FY2004 FINAL taken include: streamlining processes and procedures, increasing use of technology and automation, holding current staff accountable for high performance expectations through annual performance plans, and retraining staff in “best practices” to improve efficiency so that more work can be accomplished with fewer staff. DAS Full-Time Employees - Filled Positions 500 450 400 350 300 250 200 150 100 50 0 FY 2000 FY 2001 FY 2002 FY 2003 FY2004 Number of Employees Exhibit 6. Diminishing human capital requires remaining staff to perform additional Exhibit 7 demonstrates that the amount of work performed on the DAS mainframe computer by customer agencies has increased over the past four fiscal years. Management can use this kind of information when planning for future computer processing needs, thus ensuring that necessary capacity will be available to customers when needed. Mainframe Usage 1,000,000,000 900,000,000 800,000,000 700,000,000 600,000,000 500,000,000 400,000,000 300,000,000 200,000,000 100,000,000 0 FY 2001 FY 2002 FY 2003 FY 2004 752,498,765 788,734,034 876,815,520 818,366,360 Number of Computing Transactions Exhibit 7. Example of increased service to customers DAS Legal, Rules and Planning Page 8 of 11 3/5/2009 FINAL Agency-wide Goals, Strategies and Measures Four goals have been identified to help the department achieve its vision. These goals cut across all areas of the department. Strategies have been developed to take advantage of the department’s strengths and opportunities and address its weaknesses and threats. Strategies align activities with goals and the measures help evaluate the department’s progress toward meeting these goals. Goal # 1 - Improve services to customers STRATEGIES: A. Obtain and utilize relevant stakeholder input.  Determine customer satisfaction by surveying customers.  Determine employee satisfaction by surveying employees.  Develop and maintain a process for resolving customer complaints.  Develop a repository of research information resources to consolidate all DAS research documentation in a central location. B. Assure that DAS employees have the skills and information needed to succeed in a new entrepreneurial management environment.  Develop and implement an assessment of DAS workforce core competency requirements/skills to improve current provision of services and provide for knowledge transfer as part of succession planning. Results of this assessment will be connected to the annual performance appraisal process.  Develop and implement a department-wide customer service training plan. C. Keep stakeholders and employees better informed about their relationship with DAS.  Provide clear, accurate and needed information to customers on a timely basis.  Provide employees with the information they need to understand their jobs and perform well.  Motivate good performance through rewards. MEASURES:    Ratings from a customer satisfaction survey conducted at least annually. Ratings from an employee satisfaction survey conducted at least annually. Percent completion of annual employee performance appraisals. DAS Legal, Rules and Planning Page 9 of 11 3/5/2009 FINAL Goal # 2 - Streamline government services STRATEGIES: A. Improve business processes through business process redesign.  Develop process maps for service portfolios to assist in streamlining processes.  Communicate metrics developed within work units.  Distribute DAS-wide operational improvement goals. B. Establish a centralized and automated DAS Customer Relationship Management system.  Educate customers on product and service capabilities.  Analyze benchmark data from the customer relationship management system regarding service requests and trouble calls and identify areas for service improvement. MEASURES:  Number of improved processes, procedures, services or function.  Ratings of customer perceptions of the service ordering process.  Employee awareness of improvement goals for their work unit and departmentwide goals. DAS Legal, Rules and Planning Page 10 of 11 3/5/2009 FINAL Goal # 3 - Save money STRATEGIES: A. Identify opportunities to reduce or avoid costs or increase revenue for the state government enterprise. B. Obtain funding from other sources in addition to appropriations. C. Continue development of marketplace operations. MEASURES:   Annual summary of costs avoided or reduced, increased revenue, or new revenue generated for state government as a whole. Number of agreements with cities, counties and schools to provide services. Goal # 4 - Enhance resource flexibility STRATEGIES: A. Make more flexible use of current staff, equipment and other resources. B. Utilize opportunities to create mobility agreements or strategic partnerships for innovative use of staff, equipment and other resources from other organizations to enhance state government operations. MEASURES:   The number of instances of flexible cross-utilization or sharing of internal staff, equipment and other resources. Number of strategic partnerships and mobility agreements to share equipment, staff or other resources from other organizations. DAS Legal, Rules and Planning Page 11 of 11 3/5/2009