team members: tom hayden ellen grant gary freeman louise davis marisa sheelor

1

Performance Management Presentation

Manage Travel, Transportation and Parking Programs and Services

Team Members:

Tom HaydenEllen GrantGary FreemanLouise DavisMarisa Sheelor

Office of Research ServicesNational Institutes of HealthDivision 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

DS5: Issue and track parking permitsDS4: Administer and coordinate use of alternative transportationDS3: Provide shuttle services

Team Leader

We are using an operational excellence strategy. To ensure transportation solutions are offered so our customers can access the NIH campus and selected leased facilities: 1) We deploy robust, reliable, and expedient technology solutions; 2) We strive to be readily available and responsible to our customers in order to provide high quality products/services in a timely manner; 3) We implement feasible customer suggestions for improvement; 4) We communicate valuable real-time transportation and parking information regarding the status of our services so that customers can make informed decisions and plan their schedules accordingly; and 5) We use data and PBSC information to make informed decisions in order to continually improve and update our services for employees.

Strategy Description

Service Strategy

Performance Management Plan (PMP)

DS2: Provide satellite parking facilities off campusDS1: Provide parking services on campus

Discrete Services

Division Approval/Date: Associate Director Approval/Date:

Manage Travel, Transportation, and Parking Programs and Services

The 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.

The Division of Travel and Transportation Services (DTTS) provides all levels of NIH employees, patients, visitors and contractors with various reliable, safe and dependable parking, transportation and travel programs that facilitate travel and transportation requirements to and throughout the NIH campus and local leased facilities. DTTS programs are designed to support and encourage current and future needs of the NIH as it pursues its mission of biomedical research. We serve as responsible and proactive stewards through education on how to manage restricted travel budgets by utilizing the most cost effective options (i.e., GSA City Pair Fares, alterative airports, use of e-tickets to avoid paper ticket fees), and through promoting alternative commuter options (i.e., Transhare, Car/Van-Pool, bicycle, pedestrian and telecommuting) in order to reduce NIH traffic volumes that ultimately effect the main Campus and our local community. In the delivery of our programs, we are dedicated to providing quality and accuracy of our customer support while also enforcing all relevant transportation and travel regulations and policies.

Value PropositionDS6: Manage travel management services, programs, contracts, and use agreements

Team Members Tom Hayden

Ellen Grant, Gary Freeman, Louise Davis and Marisa Sheelor

Date: 13 May 2004

Service Group

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

8

Customer Perspective

9

Customer PerspectiveObjective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner

C1a. Initial response time to acknowledge transportation and travel inquiry

48 hours 48 hours 48 hours

C1b. Mean resolution time to close out transportation inquiry 10 business days 6 business days 4 business days

C1c. Average telephone hold time for travel reservations

90% of hold times average no more

than 2 min


than 2 min


than 2 min

Continuing reviews of usage data in current contract / HHS Master contract implemented

5/2006

Linda

C1d. Average time to return customer phone/email travel requests 90% of all requests

returned within average of 2

business hours

90% of all requests returned within average of 2

business hours

90% of all requests returned within average of 2

business hours

Continuing reviews of usage data in current contract / HHS Master contract implemented

5/2006

Linda

C1e. # hits on Transportation web pages NA Baseline > FY04

Request ITB to establish web count system

Ellen

C1f. Percent of permits renewed by fax/mail-in NA Baseline > FY04 Develop Report from

PARTSEllen

C1g. Hours of the hospitality services NA Baseline > FY04

Continue reviews and amending as required

Ellen

C2a. Parking customer service survey ratings 60-69%* 70-79%* 80-89%*


Louise

C2b. Shuttle customer service survey ratings 60-69%* 70-79%* 80-89%*


Louise

C2c. Parking office customer service survey ratings N/A N/A N/A Develop new S.O.P. Louise

C2d. Travel customer service survey ratings N/A N/A N/A Develop new S.O.P. Marisa

C2: Increase customer satisfaction with travel and transportation services

Implement customer Inquire Tracking Form

Ellen

C1: Be readily available to our customers to provide information, customer service, and resolve issues regarding travel and transportation services

Cu

sto

mer

10

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

11

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

12

C2a. Parking customer service survey ratings

Satisfaction ratings of attendant-assisted parking

Assisted-Parking Contract Survey - 2003 Customer Satisfaction

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

AttendantAvailability

AttendantResponsiveness

AttendantCompetence

Reliability ofService

AttendantProblem Solving

AttendantAppearance

Accuracy of SignsShowing Parking

Availability

Quarter 2 2003 (Jun-Jul-Aug) N = 36

Quarter 3 2003 (Sep-Oct-Nov) N = 2

Quarter 4 2004 (Dec-Jan-Feb) N = 46

Quarter 1 2004 (Apr-May-Jun) N = 25

Quarter 2 2004 (Jun-Jul-Aug) N = 40

Expected Level of Performance 80%

13

C2b. Shuttle customer service survey ratings

Shuttle Contract Survey - Customer Satisfaction

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

Quarter 3 2003 (Sep-Oct-Nov)Quarter 2 2003 (Jun-Jul-Aug)

Quarter 4 2003 (Dec-Jan-Feb)Quarter 1 2004 (Apr-May-Jun)Quarter 2 2004 (Jun-Jul-Aug)

N = 39

N = 45

N=3

N - 30

N= 22

Expected Level of Performance 80%

14

50

10050

20050

30050

Hold Times

Total Calls

Hold Times 26 45 37 53

Total Calls 20,977 38,600 21,611 36,876

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

C1c. Average telephone hold time for travel reservation (seconds)

Hold times should be no more than 2 minutes (120 seconds)

15

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

16

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

17

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 changes made to travel and transportation services

18

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

19

Internal Business Process Perspective

20

Internal Business Process PerspectiveObjective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner

IB1a. Timeliness of Assisted Parking Net 0-2*

compl/obs/compl0%

Net 3 - 6* compl/obs/com

1%

Net 7+* compl/obs/compl

2%


Louise

IB1b. Compliments/complaints for parking (contract management)

Net 0-2* compl/obs/compl

0%

Net 3 - 6* compl/obs/com

1%

Net 7+* compl/obs/compl

2%


Ellen

IB1c. # of parking meter maintenance complaints 1 - 5 complaints

0%*0 complaints

0.5%*0 complaints

0.5%*Continue reviews and amending as required

Ellen

IB1d. Reliability of shuttle runs1-9 compl/obs

0%*0 compl/obs

1%*0 compl/obs

1%*Continue reviews and amending as required

Ellen

IB1e. Accessibility of shuttles for employee/patients with diabilities 1 - 5 compl/obs

0% *0 compl/obs

1%*0 compl/obs

1%*Continue reviews and amending as required

Louise

IB1f. Compliments/complaints for shuttle (contract management) Net 0-2

compl/obs/com0%*

Net 3 - 6 compl/obs/com

1%*

Net 7+ compl/obs/com

2%*


Ellen

IB1g. # of complaints/# of issued travel tickets N/A 2% N/A


Linda

IB1h. % permit renewel within 3 business days

85% 90% 93%Continue reviews and amending as required

Ellen

IB1: Provide high quality products/services by being reliable, consistent, and timely in our travel and transportation service delivery

21

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

22

IB1b. Compliments for parking (contract management)IB1c. Complaints for parking (contract management)

6

11

21

25

53 3

5

8

1

0

5

10

15

20

25

30

Oct-Nov 2004

Dec-Feb 2004

Mar- Apr 2004

Jun-Aug 2004 Sep-04

Compliments Complaints

Expected level of performanceNu

mb

er

of

Co

mp

lim

en

ts a

nd

/or

Co

mp

lain

tsTransportation

23

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

24

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

0

5

10

15

20

25

# of observations

# of observations 12 16 25 22


Note: Total number of shuttle runs were 23,034 per quarter. Noncompliance occurs when shuttle is more than +/- 5 minutes from published schedule.

25

IB1g. Compliments for shuttle (contact management)

IB1h. Complaints for shuttle (contract management)

17

17

15

7

1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr.

Transportation

Complaints

2

18

29

13


Compliments

26

IB1i. # of complaints and # of issued travel ticketsIB1j. Timeliness customer satisfaction

Travel Management Center

1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr.

Issued Tickets 12,881 12,207 14,256 9,264Feedback Cards Received 43 22 33 7# of Complaints 5 6 7 14

NOTE: Through customer feedback cards complaints are received

FY04

27

IB1K. Total average telephone hold time (sec.)

0

10

20

30

40

50

60

Hold Times

Hold Times 26 45 37 53 40

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Average

Note: 90% of all quarterly telephone hold times will average no more than 2 minutes.

Seconds


28

Internal Business Process Perspective (Cont.)

Objective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner

IB2a. Number of transactions by type N/A Baseline 99%


Linda

IB2b. % of tickets issued at the Government rate (GSA) N/A Baseline 100%


Linda

IB2c. % tickets issued at lowest logical fare 97% 97% 97%


Linda

IB3a. % quarters where incentive report delivered to C.O. within 10 bus days of last Invoice of quarter 50% 75% 100%


Ellen

IB3b. # and $ value of financial incentives/disincentives 0%** 7.5%** 12.5%**


Ellen/Louise

IB2: Ensure multiple travel reservation options to issue best fare tickets within Government regulations

IB3: Use Quality Assurance Plan to improve contractor service delivery

29

IB2a. No. of Transactions Staff & Patient Email/FaxIB2b. No. of Transactions Staff & Patient In-Person/Phone

0

5000

10000

15000

20000

25000

30000

35000

Email/Fax In-Person/Phone

Email/Fax 2551 2357 2886 2063 9857

In-Person/Phone 8008 7537 8793 6698 31,036

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total

Travel Management CenterFY04

30

Travel Management CenterFY04

1B2c. No. of Transactions Meeting Travel Email/Fax

1B2d. No. of Transactions Meeting Travel In-Person/Phone

0

1000

2000

3000

4000

5000

Email/Fax In-Person/Phone

Email/Fax 122 208 163 172 665

In-Person/Phone 1068 1107 1063 798 4036


31

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

32

Internal Business Process PerspectiveWhat does the data tell you? (Cont.)


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

33

Learning and Growth Perspective

34



L1: Invest and deploy technology solutions so that we are responsive to the transportation needs of the NIH community

L1. $'s spent on "technology solutions"

Baseline > FY03 > FY04 Continuous PARTS upgrades

Tom/Gary

L2a. Hours of training for NIH staff

20 hours/yr 20 hours/yr 20 hours/yrImplementation of

Individual Development Plans

Tom

L2b. % of contractor staff meeting contract-specified training requirements

75% 80% 80%To obtain goal of 100%

complianceEllen/Linda

L2c. Hours spent with transportation authorities in meetings or seminars

Baseline > FY04 > FY04

Develop methods of improving tracking and compliance amongst

staff

Tom/Gary

L2: Develop the KSA’s of staff to increase their competence and knowledge of the latest transportation methodologiesLe

arni

ng a

nd G

rowt

h

35

L1. Dollars spent on technology solutions including PARTS system

$0 $5,000 $10,000 $15,000 $20,000

Jan. 04Feb. 04Mar. 04Apr. 04May. 04Jun. 04

Jul. 04Aug. 04Sept. 04

$ Spent For Upgrades

$ Spent For Upgrades $5,232 10,464 10464 10,464 17,232 12,000 12,000 12,000 12,000

Jan. 04 Feb. 04 Mar. 04 Apr. 04 May. 04 Jun. 04 Jul. 04 Aug. 04 Sept. 04

Note: CIT and ITB Service Level Agreement

36

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


L2a. Total hours of training for NIH staff

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 FY04Customer serviceSexual harassmentADA requirementsEthics training

37

L2c. Hours spent with travel & transportation authorities in meeting or seminars

FY05 individuals within DTTS will begin tracking hours of training, seminars and meetings.


38

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.

39

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

40

Financial Perspective

41

Financial Perspective Mandatory to Report on Unit Cost Objective


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

F1. # vehicles stacked and overall vehicles managed <FY02 + 5% <FY03 + 5% <FY04 + 5%

Continuing reviews of usage data

Tom/Ellen and Linda

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

F2. # parking spaces (usage versus space availability) Baseline > FY03 > FY04


Tom/Ellen and Linda

F3: Minimize the unit cost for providing shuttle services

F3. # shuttle riders <FY02 + 5%<FY03 + 5% <FY04 + 5%


Tom/Ellen and Linda

F4: Minimize the unit cost of administering and coordinating alternative transportation

F4. # transhare/carpool/vanpool participants <FY02

<FY03 <FY04Continuing reviews of

usage dataTom/Ellen and

Linda

F5: Minimize the unit cost for issuing and tracking parking permits

F5. # of permits

Baseline <FY03 <FY04Continuing reviews of


Linda

F6a. # of ticketed reservations

Baseline <FY03 <FY04Continuing reviews of


Linda

F6b. # travel email/fax/phone calls handled Baseline <FY03 <FY04


Tom/Ellen and Linda

F6c. # travel ticket requestsBaseline <FY03 <FY04


Tom/Ellen and Linda

F6: Minimize the unit cost for managing travel management services, programs, contracts, and use agreements

Fina

ncia

l

42

0

200

400

600

800

1000

1200

1400

Monday Tuesday Wednesday Thursday Friday Max


Daily Number of Stacked Cars FY04

43


Fiscal Year

Operating BudgetNumber of Stacked Cars

Cost per Stacked Car% Change

Fiscal Year

Operating BudgetNumber of "Managed" Cars

Cost per 'Managed" Car% Change

FY02 FY03 FY04

$3,039,397 $3,981,000 $5,550,000185,071 228,988

$22 $2412.7%

FY02 FY03 FY04

$3,039,397 $3,981,000 $5,550,000370,142 457,976

$11 $1212.7%

44

Financial Perspective

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

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

Oct. 03

Nov. 03

Dec. 03Jan. 0

4

Feb. 04Mar. 0

4Apr. 0

4

May. 04

Jun. 04

Jul. 04

Aug. 04

Sept. 04

Stacked Vehicle Managed Vehicle

45

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

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

Oct. 03

Nov. 03

Dec. 03

Jan. 04

Feb. 04

Mar. 04

Apr. 04

May. 04

Jun. 04

Jul. 04

Aug. 04

Sept. 04

Stacked Vehicles Managed Vehicles

46


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

0

50

100

150

200

250

300

FY04 300 25 118 0 50

FY03 200 25 118 125 0

Mid PikeNew

CarroltonExecutive

Shady Grove

Twinbrook

47


Fiscal Year

Operating BudgetParking Spaces

Budgeted Unit Cost% Change

FY02 FY03 FY04

$542,984 $650,000 $684,000

-35.5% 42.1%

468 868 643$1,160 $749 $1,064

48

F2b. Actual Cost of Satellite Parking Facility

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Oct. 03

Nov. 03

Dec. 03Jan. 04

Feb. 04Mar. 0

4Apr.0

4

May. 04Jun. 04

Jul. 04

Aug. 04

Sept. 04

Actual Cost

49

F3: Minimize the unit cost for providing shuttle service

Fiscal Year

Operating BudgetShuttle Riders


Fiscal Year

Operating BudgetEmployee Shuttle Riders


Fiscal Year

Operating BudgetPatient Shuttle Riders

Budgeted Unit Cost% Change 3.8%

40,000 46,853 $27.53 $28.57

FY02 FY03 FY04

$3,395,868 $1,101,300 $1,338,600

$3.85 $3.20 -16.8%

$3,395,868 $2,569,700 $3,123,400667,382 974,707

-20.6%

FY02 FY03 FY04

667,382 1,021,560 $5.50 $4.37

FY02 FY03 FY04

$3,395,868 $3,671,000 $4,462,000

50

-

5,000

10,000

15,000

20,000

25,000

30,000

Campus

Campus Express

MPP

Gateway

EPN

Rock

Children's Inn

CCP

FDA

F3: Minimize the unit cost for providing shuttle services

51


Fiscal Year

Operating BudgetTranshare Participants


FY02 FY03

$3,600,000 $5,137,0003901 3208$923 $1,601

73.5%

FY04

$5,541,0005344

$1,037-35.2%

52


• Number of participants in alternative transportation in FY04• Transhare participants reached 5,344• Includes vanpool

53


Fiscal Year

Operating BudgetPermits Issued


FY03 FY04

$192,000 $251,000

-7.7%

13,837 19,594$14 $13

54


Number of parking permits for FY04

General – 10,224 Red – 2,450 Off Campus – 3,486 Contractor- 6,063 Satellite - 914 Carpool - 223 Vanpool - 16 Temporary Activity – 124 Temporary Company – 22 Temporary General – 4,410 Temporary Handicap – 26 Temporary Specific – 410 Temporary Summer - 180

55

F6: Minimize the unit cost for managing travel management services, programs, contracts, and use agreements


$0.00

$200.00

$400.00

$600.00

$800.00

$1,000.00

$1,200.00

$1,400.00

$1,600.00

Domestic International

Domestic $506.03 $422.73 $513.22 $436.54 $469.63

International $1,413.25 $1,175.13 $1,097.31 $821.37 $1,126.77


56

Travel Management CenterF6: Minimize the unit cost for managing travel management

services, programs, contracts, and use agreements… Cont.

$23.50 $30.50

$33.50 $43.50

$0.00

$10.00

$20.00

$30.00

$40.00

$50.00

Staff & PatientEmail/Fax

Staff & Patient In-Person/Phone

Meeting TravelEmail/Fax

Meeting Travel In-Person/Phone

Unit Cost FY04

57

Transportation and Parking Services Mitigation Costs

0

50000

100000

150000

200000

250000

300000

350000

400000GRAND TOTALS

Enhanced Services (Campus Express,Executive Plaza, Rockledge, Mid-PikePlaza)

Shuttle Costs

Attendant Assisted Temporary Lots (38,East, 38 East Curb, MLP-7 tent, T-17 andT-16)

Attendant Assisted Lots (41C, MLP-10,10H, CRC P-1)

Twinbrook Parking

Parking Costs

58

Financial PerspectiveWhat does this data tell you? • F1:

• For attendant assisted parking, budgeted unit cost is approximately $24 stacked car, $12 managed car

• F2• Provide satellite parking spaces off campus

• The number of leased satellite parking spaces decreased in FY04 while the unit cost increased

• F3 • Provide shuttle services

• Number of employee shuttle riders drastically increased in FY04 compared to FY03• Thus the budgeted unit cost decreased per employee shuttle ride by $1 (actual cost $3.20)• The budgeted unit cost of patients shuttle ride remains approximately $29

59

Financial PerspectiveWhat does this data tell you? (Cont.)

• F4: Administer/coordinate use of alternative

transportation• New PARTS data system will provide more accurate

number of actual transhare participants compared to prior system

• F5: Issue and track parking permits• Budgeted unit cost of issuing a parking permit in FY04

was about $13

• F6: Managing travel management services, programs, contracts and use agreements

• Even though the service fee is higher for meeting travel in-person/phone most patients and employees still prefer to speak to a travel agent directly, when making their travel arrangements

60

Financial PerspectiveWhat actions are ongoing and planned for the future?

• For transhare and parking permits, generate monthly reports from new PARTS computer system to indicate actual transhare participation level and number of permits issued

• Continue to improve the integrity of our measuring system• Continue to ensure we have an accurate count of number of

transhare users and parking permits issued

• Continue to monitor the actual number of cars parked in satellite parking lots

• Know if we are properly utilizing the spaces leased

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Conclusions

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Conclusions from PMP

Customer Findings We have improved in responding to customer inquiries In general, customers give high satisfaction ratings for both parking

and shuttle services Internal Business Process Findings

Assisted parking attendants appear to be doing a good job for they received several customer compliments

During the 4th quarter the shuttle did not meet the expected level of performance on reliability due to several factors

Change in traffic patterns Road closures Heavy volume of traffic from patients, visitors and employee’s

Learning and Growth Findings Did not meet our training goal for FY04 However, training seminars and functions increased Estimated technology solutions dollars for FY04

FY04 estimated to spend $300,000 on upgrading/maintaining PARTS On average DTTS spent about 18 hours/month in transportation planning meetings

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• Financial Findings

• For attendants assisted parking, budgeted unit cost is around $24 for stacked cars and $12 for managed cars

• The number of leased satellite parking spaces decreased while the budgeted cost per unit increased

• Number of employees shuttle riders increased in FY04

• Budgeted unit cost for patient shuttle is about $29/ride- much more than the budgeted unit cost for an employee shuttle ride

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• Initiatives for FY05

• Parking• Continue to monitor and ensure parking attendants display “Lot

Full” signs • Continue to ensure attendants have real-time information

regarding status of parking availability in other locations• Continue to use customer comments to improve service

delivery• Shuttle

• Implement Blackberry access to shuttle schedules posted on web

• Review and install updated signage for all shuttle stops (revised routes, transfer location, and building identification)

• Implementation of “NextBus” technology through Transportation PBC to provide real-time status of shuttles

• Continue to use customer comments to improve service delivery

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• Initiatives for FY05

• Augment current staffing levels through contract support/NIH details

• Provide manpower to gather necessary quality assurance data for PBSC’s

• Allow staff time for training• Develop Individual Development Plans (IDP’s)

• Installation of pilot traffic signals/pedestrian crossing signals are designed to improve traffic flow and pedestrian movements on-campus

• For transhare and parking permits, generate monthly reports from new PARTS computer system to indicate actual transhare participation level and number of permits issued

• Increased the validity of the data reported

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• Initiatives for FY05 (Cont.)

• Implement two separate service groups.• Travel contract• Transportation and parking

• Hired Program Specialist to monitor the travel contract

• Hired Quality Assurance Specialist to assist Program Specialist with collecting data for the travel contract

team members: tom hayden ellen grant gary freeman louise davis marisa sheelor

Documents