Performance Metric: Overall satisfaction with appointment FY2004 Metric Overall FY1999 FY2000 FY2001 FY2002 satisfaction with appointment Metric Description. This metric looks at beneficiaries' overall satisfaction with their outpatient medical appointments at a Military Treatment Facility (MTF)-hospital or clinic-during the month. Overall satisfaction with the appointment is affected by numerous factors during the visit, including the experience in getting an appointment, the wait time at the appointment, the interaction with the provider, and interactions with the pharmacy or ancillary services. This metric is based on a monthly customer satisfaction survey for those individuals who had an outpatient medical visit at an MTF during the previous month. The metric is based on Question 12 of the customer satisfaction survey: 4 3 All things considered, how satisfied were you with the (name of clinic) during this visit? The percentage of respondents (weighted by appropriate sampling weights) that answer “Good,” "Very Good,” or “Excellent,” on a scale from “Poor” to “Excellent,” is computed. The survey is fielded monthly. Because of the fielding period, data collection period, and analysis period, there is a 55-day lag between the appointment date and the posting of data on the web-based reporting site. Results are based on the summation of results for all surveys completed by patients during the year. Although information is available by the Military Service branch that is financially responsible for the MTF, only an aggregate Military Health System (MHS) score is shown. V&V Method. The contractor performs all edit checks and validations to ensure the accuracy of the resulting data sets and reports. To ensure privacy of beneficiaries, all surveys are given a unique number for survey processing and tracking. Through the use of a unique code, the survey can be tracked for changes in address (or as undeliverable) and for response receipt. Once survey responses are received at the contractor, they are scanned into a system (including those surveys returned as undeliverable). Survey responses are imported into an automated system using bar codes, with manual entry for those the system cannot read. A template is established to read the surveys, and if the system is not 99% certain of the response, it is sent to a data editing workstation for review. Depending on complexity of the survey, 5% to 10% of all data editing is verified by a second editor. Final checks are then run to make sure all survey responses are entered into the database. Performance Results for FY2002. During the review of the customer satisfaction survey results, it was noted that overall satisfaction with the appointment was being affected primarily 3 The same survey is used for a metric that tracks satisfaction with access. However, that metric looks at responses to different survey questions and uses scores from only TRICARE PRIME enrollees rather than from all beneficiaries who visited an MTF. 4 Other questions in the survey are used to identiFY specific areas for improvement. by two major factors: access to appointments and time waiting at the appointment. In addition, the results were not across all beneficiary groups. Active duty members and their families showed the largest decreases in satisfaction for the year. To improve operations of the MTFs and to improve customer satisfaction, two programs are being implemented within the MHS: TRICARE Online and Open Access. TRICARE Online enables a PRIME enrollee to make an appointment with his or her primary care manager via the web, instead of having to call for an appointment. Open Access allows a PRIME enrollee to just call the MTF to make an appointment for that day. Performance Metric: The President's Management Agenda (PMA) **** Metric Description. The President's Management Agenda (PMA) was introduced in summer 2001. It identified five initiatives (shown on the table above) designed to improve management and service to our citizens. The President initiated this process in an effort to address deficiencies and expand performance. This is not just a requirement for DoD, but all federal departments and agencies. The President has charged the Office of Management and Budget (OMB) with monitoring progress and reporting to him quarterly. More information may be obtained through two websites: FirstGov.gov or Results.gov. The status (initial or current state) and progress (efforts toward achieving the goal) of departments and agencies in implementing the PMA (in each of the five initiatives) are measured using a "stoplight" metric. "Green" indicates that the organization meets all core criteria; "yellow" indicates that it meets some but not all core criteria, with no "red" conditions; and "red" indicates that it meets any one "red" condition. The Executive Branch Scorecard depicts how well a department or agency is executing the management initiatives and where it scores at a given point in time against the overall standards for success. V&V Method. Principal offices in the Office of the Secretary of Defense maintain responsibility and control of their respective initiative and metric. They review progress within their area and recommend scoring to the Under Secretary of Defense for Personnel and ReadinessUSD(P&R). USD(P&R) forwards consolidated input to OMB, which assigns the final scores. Performance Results for FY2002. By embracing transformation as our primary organizational mission, the Department is making every effort to implement policies and procedures that accentuate efficiency and sound management principles DoD-wide. We are confident this will be reflected positively as we progress through each fiscal year. Following is a brief description of each initiative and efforts we have undertaken thus far toward successful implementation of the PMA: Human Capital. The Department has developed a Human Resource Strategy that has been briefed to the Senior Executive Council, the Director of the Office of Personnel Management, and representatives of OMB. The Department has also forwarded a Workforce Restructuring Plan to OMB, describing our organizational plans to meet workforce needs and redirect resources from Headquarters to direct service. For its tremendous efforts on this initiative, as of Q4 FY2002, the Department received a score of "yellow" on status and "green" on progress. ♦ Competitive Sourcing. DoD has a competition goal of 226,000 positions. The Department has met the OMB immediate goal of competing 15% of these positions by FY2003. The remaining positions will be reviewed with a focus on the core competencies of the Department. The Business Initiatives Council is overseeing this process.. As of the fourth quarter FY2002, this initiative was rated red for status and yellow for progress; currently, it stands at "yellow" for both status and progress ♦ Financial Management. The Office of the Secretary of Defense established a Business Management Modernization Program Office (BMMP) to oversee development of a DoD-wide financial enterprise architecture. The plan for the modernization effort has been briefed to OMB and received a "green" progress rating. ♦ E-Government. Of the 25 initiatives identified by the President's Management Council, 17 involve DoD activities. The Department is exploring the possibility of taking an active leadership role in 9 of those initiatives. In conjunction with OMB, the Department will improve management processes relating to the creation and description of business cases for information technology (IT) initiatives. The Assistant Secretary of Defense (Networks and Information Integration) is also working closely with OMB on other scorecard elements such as the enterprise architecture, business cases (Form 300 reports) for IT investments and IT security. The Department received a "green" score on its E-Government progress. ♦ Budget and Performance Integration. The Under Secretary of Defense (Comptroller) is overseeing a Department-wide effort to identifymeaningful performance metrics for use in managing and justifying program resources. This effort will begin with the identification of additional metrics for use in developing the FY2005 President's budget. Additional efforts are underway to integrate performance metrics into all phases of the Department's Planning, Programming, Budgeting and Execution (PBBE) System. The Department has participated in the evaluation of programs using the Program Assessment Rating Tool. As of forth quarter 2002, the Department's score was red for status and green for progress; the Department's score currently stands at yellow for status and green for progress. Further information is available at Results.gov. Since the DoD Civilian Human Resources Strategic Plan was first published in April 2002, there are no measures of accomplishment prior to FY2002. Metric Description. The starting point from which the Strategic Plan was built came from the Quadrennial Defense Review (QDR) and the strategic direction provided by the Under Secretary of Defense for Personnel and Readiness. The plan contains seven major goals with associated tasks, performance indictors, measures, and success time frames. The number of Civilian Human Resources (HR) Strategic Plan tasks completed compared to the number of tasks (currently 117) scheduled for completion by fiscal year equals the percentage of tasks accomplished. This will remain activity based until the tasks are completed and task-dependent outcome measures are developed. Outcome measures will replace the count of tasks in phases. The target is to complete at least 90 percent of tasks scheduled for a given fiscal year. Since the task set is dynamic, a percentage of tasks, not an absolute number, has been established as the target. In FY2002, 26 of 29 tasks were accomplished, meeting the 90 percent goal. One additional FY2002 task was completed in the first quarter of FY2003. The FY2002 tasks completed included publishing a recruitment/relocation bonus and retention allowance policy to cover Federal Wage System employees, benchmarking HR processes and practices against industry best practices, identifying workforce flexibilities that advance ability to meet mission requirements, developing policy to institutionalize the most advantageous programs, expressing support for flexible work arrangements, identifying need and alternatives to expand access to childcare, implementing student loan repayments, and identifying options for elder care. Through June 2003, approximately 78 percent (32/41) of the FY2003 tasks have been completed. They include the following: draft and submit proposed legislative language for Unified Legislation & Budgeting (ULB) FY04: evaluate demonstration projects and policies; identifydesirable aspects of demonstration projects; develop 'close out' procedures for existing demonstration projects as appropriate; report on the assessment of the existing Civilian Personnel Demonstration Authorities; identifynew automated systems capabilities and associated costs; develop "Civilian Personnel Management Guide for Management Officials During Contingencies and Emergencies"; establish requirement for marketing DoD as a first choice employer program; conduct a comprehensive review of DoD Police Officer staffing levels for special pay rates evaluation; extend the Federal Employee Health Benefits Program eligibility for civilian employees called to active duty; identifypolicies that are cumbersome or add little or no value to the product; incorporate targeted recruiting for persons with disabilities in our recruitment on campus effort; extend DoD authority to make lump-sum severance payments; analyze DoD data from the Office of Personnel Management workforce survey; develop the Department of Defense HR Training Consortium plan; review telework policies as a |