Transcript The New MPR - PowerTrain, Inc

Department of
Veterans Affairs
Office of Management
Overview
Of
The Monthly Performance Review (MPR)
May 2011
The MPR: A Quick Snapshot
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Purpose: Chaired by the Deputy
Secretary, the MPR is a monthly forum
in which the Department’s senior
leadership discuss and make
decisions on mission-critical issues
within the context of budget, program
performance, and workload targets
and results
Scope: During a given MPR, using
primarily metrics reported in the
budget, each administration and staff
office depicts their progress in meeting
established monthly and/or FYTD
operating plan goals.
The Department’s Operating Plan
specifies monthly budget, financial and
performance targets and/or
expectations based on the VA’s
approved appropriation.
Monthly Performance Review
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Benefits: MPRs offer opportunities for
senior leadership to do the following:
• Analyze key aspects of the VA’s
budget, financial and program
performance and workload status.
• Discuss causes of variances from
plan and develop strategicallyoriented corrective actions
necessary to achieve desired
outcomes.
• Identify “over the horizon”
problems and take proactive steps
to resolve said problems before
they become critical
• Gain an in-depth understanding of
cross-cutting issues that affect the
entire Department or involve other
federal or non-federal agencies.
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Monthly Performance Review Format
• Aligned Directly With VA’s Strategic
Planning Framework
– Data is Presented by Strategic Goal and
Corporate Outcome
• Uses a Balanced Scorecard (BSC) to
Assess VA’s Performance
– All Metrics are Aligned to Four
BSC Quadrants
Financials
Operations
Strategic
Goals
Learning
People
and
Growth
Monthly Performance Review
Client
Satisfaction
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Balanced Scorecard Quadrants
Measures aligned with the Financials quadrant pertain to what VA needs to do
to succeed financially. For example, what should VA monitor and measure
financially to make sure VA managers are providing good stewardship of public
funds?
1. Financials
What measures do we need to have so that VA stakeholders, managers and
senior leaders have accurate financial data?
The measure type that applies to this quadrant is Financials.
The Operations perspective refers to internal business processes. Measures
in the Operations quadrant allow managers to know how well their business is
running, and whether its products (aka outputs) and services conform to
customer requirements (the mission).
2. Operations
Measures aligned within this quadrant address the level of performance that
must be achieved for VA’s core business processes.
The measure types that apply to this quadrant are the workload,
performance and initiative-related milestone/project management measure
types.
Monthly Performance Review
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Balanced Scorecard Quadrants
In the current climate of rapid technological change, organizations need
to be in a continuous learning mode. Kaplan and Norton emphasize
that ‘learning' is more than 'training'; it also includes things like mentors
and tutors within the organization.
3. People
For example, VA could develop metrics that can guide managers in
focusing training efforts and funds where they can help the most… i.e.,
measures that show our return on investment for training…
The measure type that applies to this quadrant is Performance.
4. Client
Satisfaction
Monthly Performance Review
In developing measures for the Client Satisfaction quadrant, VA
needs to determine what its clients need and what processes are
currently in place or should be developed to meet those needs.
Do we have clients whose needs are not being met?
The measure type that applies to this quadrant is Performance.
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MPR in Summary
• Trend Analysis
– Are we Heading in the Right Direction?
(Directional Analysis)
– Where are we Compared to Last Year?
(Comparative Analysis)
– Designed to Assess Organizational Performance by
Viewing the Organization as a Single Enterprise
With Multiple Organizations Working as Integrated
Teams to Achieve Outcomes and Strategic Goals
Monthly Performance Review
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MPR Slides
• Strategic Goal Rollup Tables
• Key Trend Line Charts
• Metrics Detail Charts
• Major Initiative Status Charts
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Key Trend Line Charts
Key Trend Line (KTL) charts highlight a single
significant or key measure supporting a given
Corporate Outcome/Business Line pairing.
KTL charts trend data over time providing…
 Past fiscal year actuals
 Current year plan and actuals
 Percent variance from current year actuals
vs. plan
 Color code status (upper right corner)
providing information on current as well as
future status
 Headline (sub titles) that provide key
“take aways” for the reader
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Metrics Detail Charts
A Metrics Detail chart is designed to be a companion
to given Key Trend Line chart.
It shows the full set or family of measures that
support a given Corporate Outcome/Business Line
pairing.
Similar to the KTL chart, this chart provides the
following:
 Past fiscal year actuals… usually FYTD
 Current year FYTD actuals by month
 Variances (percent and numerical)
comparing past year’s to current year’s actual
 Color coding to provide information on current
status as well as future status
 Headline (sub titles) that provide key “take aways”
for the reader.
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Major Initiative Status Slides
The Major Initiative chart provides a highlevel summary of an initiative’s status.
This summary-level information is based on
information provided at the Operational
Management Review (OMR).
This chart provides the following for each
Current Action (i.e., key milestone)
identified:
 Headline (sub titles) that provide key
“take aways” for the reader.
 Status pertaining to cost, schedule,
quality, risk and scope (based on the date
the data was pulled by OPP)
 Meeting date for the next OMR
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