Outline
PER Agency Training SessionsJanuary 2020 PEROutlineResponsibleTopicWelcome (Slides 1-2)Jennifer Housekeeping – Sign in sheet, restrooms, snacks (Slide 1)Agenda (Slide 2)Introductions of LOC staff and agency staffWhy? (Slide 3)Jennifer S.C. Constitution [Article XII, Section 1]S.C. Code of Laws [2-2-5(2) and 2-2-20(B)]Word document (Slide 4)Jennifer Glossary History of agency (significant events)Agency directors and time of serviceExplanation of agency’s governing bodyEmployee survey information Federal and local counterpartsMost recent organizational chartAgency successes, challenges, and emerging issuesAgency’s records management policy Review/update of agency policies and regulationsCollaboration with other agencies to seek fundingEntry of data from other agenciesInternal audit processOutstanding issues from audits or other reviewsAgency’s recommendations for changes in law Feedback (optional)Transition to Excel Charts (Slide 5)Jennifer/LewisThere are 4 spreadsheetsSwitch to Excel viewSuggest following along in the guidelinesOrganizational Units Chart LewisView and Columns ExplainedFor each organizational unitName and purpose of unit Following for each of the last three fiscal years: Does the unit…Perform exit interviews/surveys?Track employee satisfaction?Allow anonymous employee feedback? Number of employees (FTE, Grant, Time-Limited, and Temporary) in org unit Start of FY, End of FY, Leave unit during FY,Turnover rateAgency comments (optional)Final review of responses to chartFinance Overview ChartLewisFor each of the last three fiscal years, by type of funds:Amounts appropriated and authorizedCarry forwardCash not authorized to spend at the end of the yearExplanation of additional funds authorizationComments about cash balancesFinal review of responses to chartDeliverables ChartKendraCreating a list of deliverablesCreate a preliminary list of all products/services provided to external entitiesMake sure all laws associated with deliverables are representedFill in the information and refine list if necessaryView; Columns Explained; Rows ExplainedDeliverableItem NumberAssociated laws Does law specifically require the deliverable?Deliverable Description Responsible organizational unit (primary)Results SoughtDoes legislature state intent, findings, and/or purpose?Purpose of the service/why it is providedAssociated performance measure item numbersCustomer DetailsCustomer Description Does agency evaluate satisfaction?Counties served in last fiscal yearNumber of customers served in last 3 fiscal yearsUnits Provided and Amounts Charged to CustomersDescription of a single deliverable unitFor each of the last three fiscal years:Number of units providedDoes law prohibit charging customers? If yes, law numberAmount charged to customer per deliverable unitCostsFor each of the last three fiscal years:Total employee equivalents required to provide deliverableTotal expenditures (operational and employee salary/fringe); Total deliverable expenditures as percentage of total agency expenditures; Expenditures per unitAmount collected from providing deliverableTotal collected from charging customers; Total collected from non-state sources (including federal and other grants awarded to provide deliverable); Sum of totalsAgency comments (optional)Final review of responses to chartPerformance Measures ChartCharlesView and Columns ExplainedPerformance MeasureItem numberDescription of measureTime applicable (calendar, state FY, or federal FY)Results SummaryIs goal to meet, exceed, or obtain a lower value than the target?Did the agency achieve its goal? Changes in targetResult details for year ending…Target and Actual results for each of the last five yearsAgency comments (optional)Final review of responses to chartWhen and how the agency submits its response (Slide 6)CharlesMonday, March 9Extensions may be requested – staff will send you a formSubmit word, excel, and combined pdfHow is the information used? (Slide 6)CharlesPosted onlineShared with membersBasis of presentations during subcommittee meetingsSample presentation materialsWhat else? (Slide 6)Jennifer Explain this part of the GuidelinesContinue to next pages for detailed notes from each person’s section Speaking PointsNotes below are from 2019 and have NOT been updated for 2020I. WelcomeOutlineHousekeeping – Sign in sheet, restrooms, snacksAgency staff introductionsSpeaking PointsSee Jennifer’s PowerPointII. Why? - JenniferOutlineS.C. Constitution [Article XII, Section 1]S.C. Code of Laws [2-2-5(2) and 2-2-20(B)]Speaking PointsSee Jennifer’s PowerPointIII. Word document - JenniferOutlineGlossaryHistory (significant events)Directors and time of serviceGoverning body Qualifications and duties of director and board/commission membersRole and responsibilities of agency & its federal and/or local counterpart anizational Flow chart3-4 agency successes, challenges, and emerging issuesRecords management policyPolicies and formal review/updateSubmission of reports to LSA and State LibraryCollaboration with other agencies to seek funding (e.g. grant and federal funding)Updated “Report and External Review Template” from the Accountability Report. Internal audit process and/or other risk mitigation positions or practicesExternal review/audit issues/recommendations not fully implementedLaw change recommendationsFeedback (optional)Speaking PointsSee Jennifer’s PowerPointIV. Organizational Units Chart - LewisOutlineView and Columns ExplainedFor each organizational unitName and purpose of unit Following for each of the last three fiscal years: Does the unit…Does the unit…Perform exit interviews/surveys?Track employee satisfaction?Allow anonymous employee feedback? Example documentFinance Overview chart with example information (use info agencies submitted in previous year)Speaking PointsPage 38 of the Guidelines discusses ViewFrozen – some of the rows and columns; so you can see the Organizational Unit alwaysPage 38 includes directions for how to change the view or change it back.Page 39 of the Guidelines includes an Overview of the ColumnsColumn A includes questionsIMPORTANT: Some cells have a red arrow in the top right corner. Column B provides a bufferColumn C is where the agency inputs infoEach org. unit should be in a separate columnTo add more columns -- Copy a blank column with grid lines Which units to list Ones agency director currently utilizes If the agency changes the name of its units, divisions, etc. during the study process, the agency can send updated information.Page 40 of the Guidelines explains the Agency Information NeededAgency - Do not use acronyms; Ensure it is the same in each chart.Accurate as of - Date agency submits PERName of Organizational UnitList the units the director currently utilizes. If the agency is in the process of revising these or plans on revising them in the future, the agency can provide updated information later.Purpose - See Example tab as a referenceNext set of questions ask for information from each of the last 3 years.Exit interviews or surveys performed? - Drop down menu – yes or noEmployee satisfaction tracked? - Drop down menu – yes or noAnonymous employee feedback allowed? - Drop down menu – yes or noTurnoverIf unsure who to include, ask yourself if they are included in agency payroll in SCEIS. If they are, include them, if not, do not include them.Any questions thus far?Now turn it over to Kendra to explain number of employeesOutline (cont.)Number of employees (FTE, Grant, Time-Limited, and Temporary) in org unit Start of FY, End of FY, Leave unit during FY,Turnover rateSpeaking PointsSee Kendra’s NotesOutline (cont.)Agency comments (optional)All agencyEver conducted employee engagement/climate/similar survey? Conduct employee engagement/climate/similar survey regularly?Final review of responses to chartSpeaking PointsAgency Comments - Enter any comments desired to explain the information providedThere are possible member questions included throughout the guidelines. If the agency wants to pre-emptively answer some of these, the “Agency comments” row is a good place to do so.Agency Wide InformationHas agency ever conducted… - Drop down – yes or noIf yes, when was last one and who conducted it?Example - 2016 by Climate Survey Consulting, Inc.; 2018 by the agency).Does agency conduct on regular basis? – Drop down – yes or noIf yes, what is the frequency? – Annually, every three years, etc.Page 43 of the Guidelines include a checklist for your Final ReviewOutlines what to check when reviewing the final responses before sending to the Committee.No cells include abbreviations.No cells are (1) blank, or (2) include “n/a.” If the organizational unit did not exist in a particular year, or the agency does not know certain information in a particular year, enter “DNE,” which means “does not exist,” in the applicable cells of the chart.Consider adjusting the size of the columns or rows in an effort to make the information fit on fewer pages when printed or be easier to view.Delete the “Example-Org. Unit Details” tab.Any questions about the Organizational Units Chart?I’ll turn it back over to Kendra to go through the Financial Overview ChartVI. Finance Overview Chart - LewisOutlineFor each of the last three fiscal yearsHow much…Was the agency appropriated and authorized to spend?Did the agency actually spend?Did the agency not spend?How much cash did the agency have at the end of the fiscal year?Final review of responses to chartExample documentFinance Overview chart with example information (use info agencies submitted in previous year)Speaking PointsSee Kendra’s NotesVIII. Deliverables Chart – Kendra (updated for Jan 2020 by Kendra)OutlineCreating a list of deliverablesCreate a preliminary list of all products/services provided to external entitiesMake sure all laws associated with deliverables are representedFill in the information and refine list if necessaryView; Columns Explained; Rows ExplainedDeliverableItem NumberAssociated laws Does law specifically require the deliverable?Deliverable Description Responsible organizational unit (primary)Results SoughtDoes legislature state intent, findings, and/or purpose?Purpose of the service/why it is providedAssociated performance measure item numbersCustomer DetailsCustomer Description Does agency evaluate satisfaction?Counties served in last fiscal yearNumber of customers served in last 3 fiscal yearsUnits Provided and Amounts Charged to CustomersDescription of a single deliverable unitFor each of the last three fiscal years:Number of units providedDoes law prohibit charging customers? If yes, law numberAmount charged to customer per deliverable unitCostsFor each of the last three fiscal years:Total employee equivalents required to provide deliverableTotal expenditures (operational and employee salary/fringe); Total deliverable expenditures as percentage of total agency expenditures; Expenditures per unitAmount collected from providing deliverableTotal collected from charging customers; Total collected from non-state sources (including federal and other grants awarded to provide deliverable); Sum of totalsAgency comments (optional)Final review of responses to chartExample documentDeliverables chart with example information Speaking PointsFirst step: create a list of deliverables (products/services provided to external entities) – see guidelines p. 45Create a preliminary list of all May want to have division directors create their own listsGive concise, complete descriptions – make sure members understand the full picture of what you doChoose an order that makes sense for presenting themGo to accountability report and make sure all laws associated with deliverables are represented – show accountability report templateShould be able to filter for ones that include a deliverable or are related (the “no – but”s)Some laws will be listed with multiple deliverables; some deliverables are included in multiple lawsIf there are any statutory deliverables not represented, either add deliverables to your list or expand your descriptions to include them Include deliverables that are described in statute but not provided, with a note about why or if you’re recommending statutory changeRefine list if necessary as you fill out the chart – show deliverables sheetFor example, if one deliverable is provided to two distinct customer groups, you may want to separate it into two entriesInput from your finance team will be very important in determining how costs can be allocated Try not to separate related revenues and expenditures – providing the service and collecting the fee for it should be one deliverableView; Columns Explained; (pp. 46-47 of guidelines)Column A is mostly blank and will be hidden in the final published reportColumn B includes the questions/categories of info to fill inColumn C includes the year asked about; if there is no year, answer for the most recent FYStart entering deliverables in column E; add as many columns as you needIn the interest of time, I won’t go through every single row of the chart, but please stop me if you have questions on any of these sections. Show deliverables exampleDeliverable- guidelines pp. 49-51Basic info about the deliverableSkip the item number until you’re confident in your list and orderAssociated laws should be separated by semicolons; you can type “none” if appropriateOnly list one responsible organizational unit; can include others in the commentsResults Sought - guidelines pp. 52-53Legislative intent or purpose of the deliverable as the agency sees it – check enabling acts for legislative intentIf there is no legislative intent, no need to overthink the purpose but do try to provide something in addition to the descriptionFor example, if the deliverable is “provide information to teenagers about the dangers of drunk driving,” the purpose should be something like “reduce the incidence of drunk driving among teens,” rather than “inform teenagers about the dangers of drunk driving”Customer Details - guidelines pp. 54-55Customer Description – make sure you describe a group you can quantifyUnits Provided and Amounts Charged to Customers - guidelines pp. 56-57Number of units provided –Reasonable estimates are fine if you don’t know the exact #Leave blank if you can’t estimateAmount charged to customer per deliverable unitThis can be a range, or multiple answers if there are different amounts chargedThis field is not used for calculationsIf you did not charge, put $0, not N/ACosts - guidelines pp. 58-63This part is difficult for many agencies, at least at first. The Committee knows agencies do not budget or track expenditures in this way, so they expect reasonable estimates. Please be sure to note your methodology and be able to explain it to the Committee or Subcommittee during the process. Total employee equivalents required to provide deliverableCount the same types of employees you did when calculating turnoverEveryone but staffing agency temps and independent contractorsPart-time employees should be counted as a fraction of an employee. Example on p. 58 of guidelines.Note that employee leave or temporary position vacancies should not affect this count.Can be calculated by division – e.g., if you have a call center in which 25% of calls relate to licensing and the other 75% relate to permitting, you could split all the call center staff’s time in that wayThe total employees in this row, for all deliverables, should be very close to the average number of employees that can be calculated from the org units chart, but because of fluctuations in number of employees during the year, they may not be exactly the same.Total expenditures (operational and employee salary/fringe); This should include all expenditures associated with the deliverable, including personnel costs. Note that there is a mistake in the first example; the total deliverable expenditures are not nearly high enough to cover the number of employees reflected.This field should reflect all the agency’s annual expenditures once you complete all deliverables. The items in column A are intended to help you reach that mark. So, some administrative costs will need to be divided out using reasonable estimates. If you have costs that cannot be reasonably allocated to specific deliverables, you will need to include an entry in this spreadsheet for those costs, even if it would not usually be considered a deliverable. For example, you might have an “overhead” or “administrative costs” deliverable; or an “internal training” deliverable. However, the preference is to allocate those expenditures to other deliverables wherever possible. The next 2 sections autocalculateAmount collected from providing deliverableTotal collected from charging customers; If you charge a customer’s health insurance, please include that as a charge to the customerInclude revenues that were not retained by the agencyTotal collected from non-state sources (including federal and other grants awarded to provide deliverable); These fields try to answer the basic question, to what extent does this deliverable pay for itself, from the perspective of the state government?Final review in guidelines p. 64Questions?IX. Performance Measures Chart – Charles (updated for Jan 2020 by Charles)OutlineView and Columns ExplainedPerformance MeasureItem numberDescription of measureTime applicable (calendar, state FY, or federal FY)Results SummaryIs goal to meet, exceed, or obtain a lower value than the target?Was agency above, below, or at target? (says this in the guidelines, but says “Did the agency achieve its goal? in the Excel chart)Year to year change in target (says this in the guidelines, but says “Changes in target” in the Excel chart)Result details for year ending…Target and Actual results for each of the last five time periodsAgency comments (optional)Final review of responses to chartExample documentPerformance Measures chart with example information (use info agencies submitted in previous year)Hide the “DO NOT DELETE” rowsSpeaking PointsSee next pageSpeaking PointsGeneral OverviewNot limited to what the agency provided in the Accountability ReportCan come from where ever the agency prefersLooking for the measures the agency actually usesMeasures the agency looks at when determining if it is operating efficiently and if it is effectively achieving the outcomes it seeks to achieve for the state from providing its services. A measure may relate to just one service/deliverable or it may relate to multiple as it may take several deliverables working together to achieve an outcome the agency seeks for the people of the stateCertain columns and rows are always visible First eight rows (which stop with “Description”)First two columnsColumnsA = Questions, or information sought for each agency performance measure.B = Buffer between the questions and the responses.C = Agency inputs info on 1st PMD and beyond = Agency inputs info on remaining PMs - Each PM in a separate column. Rows1-4 = Auto fill7 (Item number) = Initially skip, them then come backNOTE – Page 66 of guidelines, at the bottom of the page, it should say “Performance Measure” everywhere it says “Deliverable” in that paragraph“After entering information for all deliverables, please enter “1” in Column E, row 7, enter “2” in Column F, row 7, enter “3” in Column G, row 7, etc. until there is an item number on this row in each column with a deliverable.”8 (Description of measure) = Detailed descriptions may help readers, including committee members, better understand what is being measured What information may be good to track so it is known, but not good as a performance measure:No set a target for a measureExample - “number of calls answered” or “number of applications processed,” which are completely dependent on calls or applications received, so they do not set a target value. A more appropriate performance measure might be “percentage of calls answered within 5 minutes” which is something the agency has a reasonable amount of control over.One-time tasksExample - “Implement a new IT system”Good to know if it occurs, but not really a performance measureFeel free to include performance measures that are used for 3rd parties with which the agency has contracts or partnerships.Row 9 (Time applicable) = (calendar, state FY, or federal FY)We ask all PMs be reported on an annual basis, but it can be calendar, state FY, or federal FY. If you typically track it monthly, then multiple the information by 12, if you track it quarterly, multiple the information by 4, etc.Results SummaryIs goal to meet, exceed, or obtain a lower value than the target?This refers to the target value you will enter later in the tableWas agency above, below, or at target? (says this in the guidelines, but says “Did the agency achieve its goal? in the Excel chart)Autofills when complete Year to year change in target (says this in the guidelines, but says “Changes in target” in the Excel chart)Autofills when completeResult details for year ending…Target and Actual results for each of the last five yearsTHERE IS AN ERROR IN THE YEARS. Should be 2019 back to 2014Please enter a number value in each of these cells, unless there was no target or actual value for that year, in which case you enter DNE = did not existAgency comments (optional)Good place to note any unusual circumstances that affected a performance measure, e.g., a bad hurricane affecting state park ticket salesPlease also use this to explain if a particular measure is not associated with any deliverablesFinal review of responses to chartFound on p. 72 of the guidelinesQuestions?X. When and how the agency submits its response? – Charles (updated for Jan 2020 by Charles)OutlineExplain this part of the GuidelinesSpeaking PointsGo through slides, they have what to say on themXI. How is the information used? - CharlesOutlinePosted OnlineShared with membersBasis of presentationsSample MaterialsSpeaking PointsPER serves as the basis for the agency presentations.Sample slides from prior agency materials. Each agency has the final discretion on how they format their presentations.These are shown just as samples to give you an idea of how the information in the PER can go straight into the presentation materialsWe will provide additional samples during each of your individual PER mid-way meetings.XII. What else? - JenniferOutlineExplain this part of the GuidelinesSpeaking PointsSee Jennifer’s PowerPoint ................
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