FY2017 Performance Accountability Report Mission Summary .
Office of the City Administrator FY2017FY2017 Performance Accountability ReportThe Performance Accountability Report (PAR) measures each agency's performance for the fiscal year against the agency's performance plan and includes majoraccomplishments, updates on initiatives, and key performance indicators (KPIs).MissionThe mission of the Office of the City Administrator (OCA) is to facilitate the effective and efficient implementation of the Mayor’s policies by providing leadership,support, and oversight of District government agencies.Summary of ServicesThe OCA provides oversight and support to the Deputy Mayors and District Agencies by increases government effectiveness through cross-agency and targetedimprovement initiatives, including the integration of strategic policy priorities, budgetary planning, and operational directives. The City Administrator manages thecity's Performance Management activity and organizes multi-agency accountability sessions with the Mayor. OCA also includes the Office of Public PrivatePartnerships; Resilient DC; and the Office of Labor Relations and Collective Bargaining (OLRCB), which represents the District of Columbia as the principalmanagement advocate during labor negotiations and in administering the District's Labor Relations activities.FY17 Top AccomplishmentsAccomplishmentIn FY17, OCA took several tangible steps toimprove customer service in the District, by:Conducting a survey of current agency practicesand the best practices of other organizations andinstitutions outside of DC government; Conveninga cross-agency team to develop, launch and leadseveral projects identified through research anddiscussion in FY18; and, Developing a frameworkfor an adaptable approach to improving customercare across District government.In August 2017, Mayor Muriel Bowser, DC PublicSchools (DCPS) Chancellor Antwan Wilson, andWashington Teachers Union (WTU) PresidentElizabeth Davis announced an agreement on anew contract that significantly increasescompensation for teachers in DC Public Schools.The agreement will also add additional funding tothe District’s education budget, which is alreadythe largest commitment in DC’s history.Impact on AgencyThe steps taken in FY17, will continue to be developedthrough FY18 by the cross-agency team, and willsubsequently be used to guide not only this initiative butall District government customer care efforts movingforward.The contract builds on DCPS’s strong system of teachersupport by providing teachers with additionalprofessional compensation and benefits. Under theproposed contract, educators will receive: salaryincreases, including a 4 percent retroactive increase inFiscal Year 2017, a 3 percent increase in Fiscal Year2018, and a 2 percent increase in Fiscal Year 2019;additional benefits; and structured collaborativeengagement between DCPS and the WTU on variousissues, including extended-year schools.By enhancing and improving the 311 system, OUC wasable to answer and respond to more 311 calls in a timelyfashion. In FY17, OUC answered approximately 80% ofImpact on ResidentsThis FY17 initiative has been primarily focused onbetter understanding internal processes and astrategy for improving customer service district-wide.In FY18, we hope to directly impact residents byimplementing several projects designed by thisworking group in FY17, including for example acustomer service feedback option.The Bowser Administration, DCPS, and the WTUhave worked together to create a new contract thatvalues a positive work environment, opportunities forgrowth, and compensation that encourages teachersto base their careers at DC Public Schools – thefastest improving urban school district in the country.In School Year 2016-2017, DC Public Schoolsemployed 4,015 teachers, serving nearly 50,000students across 115 schools.1 of 11
The District's 311 service is a central touch pointfor residents engaging the government. Buildingon the challenges identified in FY16, a monthlyworking group was established by OCA with theagency stakeholders to offer stewardship to theprocess improvement projects for 311.The Lab @ DC partnered with MPD to design andimplement a randomized controlled trial (RCT) toexamine the effects of MPD's bodyworn camera(BWC) program on police-citizen interactions.Over 2,220 MPD members participated in thestudy, making this study the largest RCTexamining the effects of BWCs to date. The fullstudy report is available atbwc.thelab.dc.gov/results.The Lab hosted a first-of-its-kind Form-a-Paloozain July 2017. Similar to a hackathon, it broughttogether District agencies, as well as 100residents and stakeholders, to systematicallyimprove five District forms (DMV’s Driver Licenseand Identification Card Application, DCRA’s BasicBusiness License, DDS’s Disability ServicesIntake Application, DOEE’s Lead DisclosureForm, and DHS’s Temporary Assistance forNeedy Families Job Search Log) through guidedfacilitation. Revisions on all five forms werecompleted and released in early October (visibleat bit.ly/DCformreveal) and have since been putinto use by their respective agencies.all calls within 90 seconds; in FY16, OUC was only ableto answer approximately 52% of calls within the 90second service level agreement. As a result, residentwaited less time on the line, and fewer calls wereabandoned. In FY17, less than 5% of all incoming callswere abandoned by residents; in FY16, more than 14%of calls were abandoned. In addition, theimplementation of the Resident Satisfaction Survey inthe closure email for each service request has providedresidents with an opportunity to provide feedback toagencies on the services received.The study has re-calibrated the expectations of bothMPD and police departments across the country, andhas shown the benefits of incorporating an evidencedbased policy lab inside government.The success of Form-a-Palooza has helped OCA meetthe Mayor's priority to "take the DC governmentcustomer service experience to the next level." First, theevent itself gave residents an opportunity to directlyengage with their local government. It held up thereputation of OCA and DC government broadly astransparent and accessible. Second, the form revisionprocess positively grew OCA's relationship with the 5agencies whose forms were part of the event - DMV,DCRA, DHS, DOEE, DDS - highlighting that OCA is anally and resource to agencies.During FY17, OCA worked with OUC and the 311working group to implement changes and improvethe residents experience with 311:-OUC hired 30 LEAP participants for the 311 call line-Launched a new website and app-New ways to submit a service request: chat with alive agent and text to 311-Launched a resident satisfaction surveyDistrict Residents now have objective andtransparent evidence to inform their understanding ofthe role of BWCs in policing.Forms are at the heart of how residents andbusinesses interact with their government. Confusingforms can cause annoyance, waste time, and prompterrors. They can even prevent a user fromcompleting the form at all. Each of the 5 formsrevised by The Lab has substantially improvedcustomer service in a number of ways - 1) givingvaluable time back to families caring for intellectualdisabled persons, 2) providing better informationabout lead hazards for prospective renters, 3)streamlining the process to secure a businesslicense, 4) integrating the feedback of TANFcustomers into their job search logs; and 5) utilizingplain language for those seeking a driver's license.2017 Strategic ObjectivesObjectiveNumberStrategic Objective1Coordinate multi-agency projects, implement District-wide initiatives, and provide agencies with guidance and support to achieve progress on theMayor's priorities2 Continuously improve DC government programs and services by developing and utilizing rich data, robust performance management and innovation3 Develop and utilize a priority driven-budget process that focuses on efficient and effective use of limited resources2 of 11
4 Expand and enhance the use of public-private partnerships to revitalize and expand the District’s infrastructure5 Foster strong labor relations through good faith engagement with duly elected and authorized employee labor representatives6 Create and maintain a highly efficient, transparent and responsive District government.**2017 Key Performance Explanation1 - Coordinate multi-agency projects, implement District-wide initiatives, and provide agencies with guidance and support to achieve progress on theMayor's priorities (2 Measures)Percentage of fiscal year keyperformance indicators either fullyor partially ure Measure Measure MeasureUnmetDC agencies set ambitious targets forFY17 KPIs as they sought to betterserve residents.Percentage of fiscal year agencyinitiatives either fully or al90%Measure Measure Measure MeasureNearlyMetDC agencies set an ambitious numberof initiatives to achieve in FY17.2 - Continuously improve DC government programs and services by developing and utilizing rich data, robust performance management andinnovation (5 Measures)Percent of District agenciescompleting a fiscal yearperformance e Measure Measure MeasureMetPercent of District agenciesparticipating in the performancemanagement program al96%Measure Measure Measure MeasureMetShare of randomized controlledtrials that produced evidenceleading to program Measure Measure Measure MeasureMetShare of process improvementprojects completed thatdemonstrated lAnnual100%Measure Measure Measure MeasureMetShare of CapSTATs that led to thedevelopment of new initiatives ormeasurable improvements inperformanceQuarterly 100%100%Met100%100%100%100%3 - Develop and utilize a priority driven-budget process that focuses on efficient and effective use of limited resources (1 Measure)3 of 11
Number of projects undertaken toexamine efficiency of spendingAnnually4AnnualAnnualAnnualAnnual3Measure Measure Measure MeasureUnmetExamining project efficiency is aneveryday aspect of the OCA budgetteam's work. In addition to theseeveryday duties, OCA was able toconduct three discrete projectsexamining efficiency in support of theHomeward DC program, DCAS, andthe District's space lease portfolio.4 - Expand and enhance the use of public-private partnerships to revitalize and expand the District’s infrastructure (1 Measure)Number of procurements initiatedfor new P3 projectsQuarterly 311103Met5 - Foster strong labor relations through good faith engagement with duly elected and authorized employee labor representatives (5 Measures)Percent of collective bargainingagreements successfullynegotiated through the l57Measure Measure Measure MeasureUnmetPercent of grievance casessuccessfully mediated before athird partyAnnually50AnnualAnnualAnnualAnnual67Measure Measure Measure MeasureMetPercent of grievance casessuccessfully litigated before thePublic Employee Relations BoardAnnually55AnnualAnnualAnnualAnnual61Measure Measure Measure MeasureMetPercent of collective bargainingagreements referred to third partyarbitrators that are ruled in DCgovernment's favorAnnually65AnnualAnnualAnnualAnnual0Measure Measure Measure MeasureUnmetPercent of collective bargainingagreements referred to a thirdparty re Measure Measure MeasureMetA variety of outcomes are possible withcollective bargaining negotiations. OCAis reexamining how this measure iscalculated and will revise this measureto more accurately reflect performancein FY18.There was only one agreementreferred to third party arbitrators.We've revisited a project to standardize District wide measures for the Objective "Create and maintain a highly efficient, transparent and responsive Districtgovernment." New measures will be tracked in FY18 and FY19 and published starting in the FY19 Performance Plan.2017 Workload MeasuresMeasure2 - CapSTAT (1 Measure)FreqQ1Q2Q3Q4FY20174 of 11
Total number of CapStat meetings heldQuarterly 344415Quarterly 751013Quarterly re23Quarterly 1415201515Total compensation collective bargaining agreements currently under negotiation Quarterly 1412151212Total number of compensation agreements within DC governmentQuarterly 2222222222Total number of non-compensation agreements within DC governmentQuarterly 4144454444Number of grievance cases referred to OLRCBQuarterly 131412645Quarterly e222 - Performance Management & Strategic Planning (1 Measure)Number of cluster meetings held to review progress on FY annual performanceplans3 - Office of Budget and Finance (1 Measure)Number of reprogrammings processed4 - Public Private Partnerships (1 Measure)Number of meetings with impacted ANC's heldAnnuallyAnnualMeasure5 - Collective Bargaining (5 Measures)Total number of non-compensation collective bargaining agreements currentlyunder negotiation5 - Training (1 Measure)Total number of employees trained in labor relations and collective bargaining6 - Agency Operations (1 Measure)Number of annual multiagency and cross cluster projects coordinated by OCAAnnuallyAnnualMeasure2017 Strategic InitiativesTitleDescriptionCompleteto DateStatus UpdateExplanationGovernment Operations (5 Strategic initiatives)In FY17, OCA conducted a survey ofcurrent agency practices around5 of 11
Collectinformation oncurrentcustomerservice in DCgov't as well asbest praticesDevelopmentandmeasurementof new citywide standardsfor customerserviceStreamline thehiring processOCA will survey agencies to determine customer service information,data, practices, and staffing levels currently in place. OCA will alsoresearch and benchmark best practices from other jurisdictions and thefederal government.Completeimproving and measuring customercare. OCA also conductedindependent research of suchpractices and initiatives used by otherorganizations and institutions outsideof District government. From thiswork, OCA developed a draft projectplan to guide a comprehensiveCustomer Care Initiative. OCA alsoconvened a cross-agency CustomerCare working group to inform,develop, launch and lead projectsidentified through research anddiscussion in FY18.OCA will create new city-wide standards for customer service through amulti-agency collaboration, to include annual re-assessment. This willinclude the development of 3-4 city-wide standards that could apply to all Completeagencies. OCA will also test newly created city-wide standards throughmethods such as calling back customers and mystery shopping.In FY17, OCA developed a set ofstandard core business function KPIs,including those focused on customerexperience and customer servicedelivery. In FY18, OCA will work withten agencies to pilot and internallymeasure the customer experiencemeasures. Additionally, OCAdeveloped a framework for anadaptable approach to improvingcustomer care across Districtgovernment, including suggestedstandards. This framework will berefined through FY18 by the crossagency Customer Care workinggroup, and OCA will launch theframework in FY18.OCA will work with DCHR to develop methods to streamline and simplifythe hiring process in DC. The team will meet and develop specificproposals to reduce the hiring time by March 2017 and beginimplementing new initiatives in the summer of 2017.DCHR established a team of Lean SixSigma certified staff to review theprocesses around recruiting and fillingpositions, and relevant HumanResources policies. In FY17, DCHRexamined the amount of timededicated to each step of the hiringand recruitment process and potentialways to improve and operationalizethe improvements. Keyaccomplishments include internalstakeholder meetings on servicedelivery impacts, continued processreviews for the full-cycle of hiringprocess, and meetings with agenciesto develop a best practice road map.75-99%FY17comprised adata gatheringperiod, creatingprocess mapsfor hiring,which varybased on hiringagency. By themid-point ofFY18, weexpect actionplans to be inplace to realizesome efficiencyand6 of 11
improvement.Develop andutilize data todriveimprovementsin theprocurementprocessesResearch thepossibility ofincreasingworkforcespecificengagementprograms in DCOCA will collaborate with OCP to design tracking mechanism for keyprocurement issues such as contracts requiring retroactive approval andcancelled solicitations. In addition, OCA will with OCP to launch adashboard to measure and improve procurement health.OCA will research workforce-specific engagement programs, e.g.Department of Public Works’ adult education program, and examine thefeasibility to replicate these programs in other agencies. OCA will makea proposal as to how and where to expand the programs in FY 2018.CompleteOCP created and began using aDistrict-wide dashboard that providesinsight on key activities related to theDistrict's procurement health,including workload balance andstaffing, execution of milestone plansfor each acquisition, cancelledsolicitations, and matters before theContract Appeals Board.CompleteThe DC Department of HumanResources refreshed their learningand development classes and willwork to market those resources morebroadly so that current employees areleveraging basic technical literacyskills. With this, the District willincrease transferrable skills that willserve as a benefit to both employeesand the District alike.Grants Management (2 Strategic initiatives)GrantsManagementPolicies andProceduresManualSingle AuditRemediationDuring FY 17, the Division of Grants Management will create and publisha District-Wide Grants Management Policies and Procedures Manual.The purpose of the Grants Management Policies and Proceduresmanual is to strengthen the grants management practices of the Districtto provide employees and other interested parties with an accessiblesource of information regarding the grant policies and procedures for the50-74%District of Columbia. The manual will serve as a training resource fornew and current employees whose job duties involve grant writing orgrant management. This manual will limit the District’s exposure to grantrelated legal liabilities, and improve the efficiency and impact ofprograms and services funded through grants. The manual is expectedto be released by September 30, 2017.To help ensure that the District government carries out its responsibilitiesin the Single Audit process in a timely and comprehensive manner andto help prevent the recurrence of single audit findings, the Division ofGrants Management will establish a Single Audit Committee andSourcebook during FY 17. The Single Audit Committee will meetthroughout the Single Audit process to ensure that information isprovided to the auditor in a timely and comprehensive manner. Thecommittee will also conduct a comprehensive analysis of each reportedCompletefinding and will review corrective action plans submitted by the agencies.As necessary, progress meetings will be scheduled with agenciesthroughout the year to ensure that the remediation plans are beingWe are currently working with theGrants Management AdvisoryCouncil, OCFO and the Office ofPartnerships and Grants to thrudifferent sections of the policies andprocedures manual.This item hasbeen markedas an initiativefor FY 2018.We need moreresources andinteragencycollaboration tocomplete thisitem.All agencies have completed SingleAudit Remediation Plans andsubmitted them in Quickbase. We arecurrently ramping up for the FY 17Single Audit and plan to release theSingle Audit Sourcebook to agenciesat the beginning of the calendar year.7 of 11
implemented in a timely manner and to
The Performance Accountability Report (PAR) measures each agency's performance for the fiscal year against the agency's performance plan and includes major . Fiscal Year 2017, a 3 percent increase in Fiscal Year 2018, and a 2 percent increase in Fiscal Year 2019; . Accomplishment Impact on Agency Impact
Department of General Services FY2018 FY2018 Performance Accountability Report The Performance Accountability Report (PAR) measures each agency's performance for the fiscal year against the agency's performance plan and includes major accomplishments, updates on initiatives, and key performance indicators (KPIs). Mission The goal of the Department of General Services is to ensure the delivery .
Curriculum Center. This activity remained constant from FY2016 to FY2017. In FY2016 our library added 2,554 titles through firm orders (with an expenditure of 246,732), while in FY2017 we added 2,561 titles (with a 255,064 expenditure). Between the approval plan and firm orders, the Print and Media Unit processed 5,005 new titles in FY2017—a
Udall Foundation – FY 2020 Performance and Accountability Report 4 November 23, 2020 Message from the Chair of the Board of Trustees FY 2020 Performance and Accountability Report I am pleased to submit the Morris K. Udall and Stewart L. Udall Foundation’s (Udall Foundation) Performance and Accountability
The Goal Progress Report for FY2017 summarizes October 2016 through September 2017 progress in each strategic plan goal area. This annual report allows us to track our progress against the FY2016–2018 Strategic Plan. It also articulates how our impact better ensures people affe
Shawnee Mission, KS 66219 Pawnee Elementary School 9501 W. 91st St. Shawnee Mission, KS 66212 Prairie Elementary School 6642 Mission Rd. Shawnee Mission, KS 66208 Santa Fe Trail Elementary School 7100 Lamar Shawnee Mission, KS 66204 Shawnee Mission East High School 7500 Mission Rd. Shawnee Mission, KS 66208 Shawnee Mission North High School
2016-17 School Accountability Report Card for Shasta High School Page 1 of 13 Shasta High School School Accountability Report Card Reported Using Data from the 2016-17 School Year Published During 2017-18 By February 1 of each year, every school in California is required by state law to publish a School Accountability Report Card (SARC).
Gross global combined Scope 1 and 2 emissions in metric tons CO 2 e per full time equivalent (FTE) employee 3.31 3.15 2.90 2.65 2.01 MT CO 2 e per FTE (location-based Scope 2) Goal Performance (against FY2017 baseline) Absolute percent reduction -8.6% -16.9% -16.9% -32.3% Percent change MT CO 2 e vs. FY2017 (market-based Scope 2)
The eye-catching orange-red colour of the bridge also (2) . its popularity. Construction of the road bridge started in 1933. At the time, many people doubted whether it was technically possible to span the 1,600-metre-wide strait. But despite this, the project (3) . . There is also a sidewalk for pedestrians on the bridge but it s quite a (4) . to walk across it. For a start, it is three .
