Analysis:

1
Analysis
Accounting Grants, Contracts and Loans Average
Overall Customer Satisfaction (Program 100 Team
Performance Survey)
April 2009 Segmented Survey Results
Survey Scores
Survey Scores
1
How target was set Agency expectation Data
Source Program 100 survey
2
Analysis Exceeded 4.0 target in all
categories.
Accounting Accounts Payable, Cashiering and
Payroll Average Overall Customer Satisfaction
(Program 100 Team Performance Survey)
April 2009 Segmented Survey Results
Survey Scores
Survey Scores
2
3
Analysis Exceeded 4.0 target in all
categories.
Contract and Audit Review Average Overall
Customer Satisfaction (Program 100 Team
Performance Survey)
April 2009 Segmented Survey Results
Survey Scores
Survey Scores
3
How target was set Agency expectation Data
Source Program 100 survey
4
Analysis Exceeded 4.0 target in all categories.
Budget Services Average Overall Customer
Satisfaction (Program 100 Team Performance
Survey)
April 2009 Segmented Survey Results
Survey Scores
Survey Scores
1380 Service Requests 173 Responses
1344 Service Requests 176 Responses
1274 Service Requests 161 Responses
1095 Service Requests 98 Responses
1114 Service Requests 133 Responses
4
How target was set Agency expectation Data
Source Program 100 survey
5
Analysis Contracted projects generated 260,000
April-Dec. 2008 1.5 staff worked on contracted
projects during the 2009 legislative session.
This gave the unit year-round research capacity
for the first time.
Research Services Average Overall Customer
Satisfaction, April 2009 Program 100 Team
Performance Survey
Survey Scores
1380 Service Requests 173 Responses
1344 Service Requests 176 Responses
1274 Service Requests 161 Responses
1095 Service Requests 98 Responses
1114 Service Requests 133 Responses
Survey Scores
5
Data Source Program 100 survey
6

• Analysis
• We continue to produce the largest number of
  fiscal notes of any state agency three times as
  many as CTED for the 2009 legislative session.
• Long-session fiscal note requests have increased
  by 35 percent since 1999 (from 592 to 802), but
  staff levels have dropped by 0.5 staff during
  session a program manager/editor, 5.5 analysts
  and a work/study administrative intern.
• Our timeliness rate for 2009 was 87 an LGFN
  all-time record up from 69 in 2007 and 44 in
  2006.
• Our average note turnaround time was 3.5 days
  another LGFN all-time record down from 4.0 in
  2008 and 6.0 in 2007.
• Our revision rate was 8.6, less than half the
  state average of 19.7 and down from 11.7 in
  2008 and 16.1 in 2003.

Percent of fiscal notes completed on time
(five working days) (output)
Percent of notes completed on time
6
How target was set Analyzing prior bienna data

Data Sources Office
of Financial Management and Local Government
Fiscal Note Program
7

• Analysis
• New Standard Templates Developed in FY 08 09
• New Policy Adopted 11/1/08
• Prior to Adoption Several Programs Volunteered /
  Tested
• New Contracts Issued At Beginning of New Contract
  Cycle Ex PWB Scheduled for Implementation Jan
  09
• By Jan 2010 90 Agency Contracts Using Standards
• Continued Development is Needed / Evolution
• Monitoring on a Quarterly Basis
• For April 2009, 74 of Programs have converted to
  the standardized templates.
• ARRA standard templates under development for
  each federal assistance type.
• Note IAGS / Purchase Services Contracts are not
  included, therefore Program 100, EFSEC, BCC and
  Energy are not included.

Percent of Standardized Contracts Used
7
How target was set Analyzing current biennia
data
Data Sources
CASO
8

• Analysis
• CTEDs target is to have 95 of its travel
  vouchers error free upon delivery to travel
  staff.
• Two levels of errors
• 1. Showstoppers require research,
  signatures, or additional documentation such as
  receipts, W9, justifications, etc.
• 2. On-the-spot corrections those made by
  FSD travel staff to avoid processing delays such
  as fixing mileage rate, subsistence rate,
  addition errors, etc.
• Prevention vs. Correction The graph reflects the
  need for FSD staff to work with program staff to
  create accurate vouchers so that less time is
  spent adjusting vouchers so that employees
  receive accurate payment in a timely manner.

Percent of Error Free Travel Vouchers
8
9

• Analysis
• SAAM 10.80.30.b Process the payment to the
  employee no later than ten (10) work days after
  receipt of the properly completed Travel Expense
  Voucher.
• Interpretation of to the employee by OFM means
  released into AFRS. It does not include the days
  the payment is in transit.
• As of September 16, 2008, CTEDs target is to
  process the payment within five (5) work days
  from receipt of the properly completed voucher
  95 of the time.
• CTED achieved the 5-day target for January thru
  March 2009.

Percent of Travel Vouchers Processed in 5 Work
Days
9
How target was set

Data Sources
10

• Analysis
• Total estimated loan receipts for FY09 120
  million.
• SAO highlighted cash receipting as an issue in
  FY07 audit.
• FSD offers divisions central cashiering services
  in June 2008.
• Cashiering at the division level duplicates
  FSDs process.
• Eliminating the divisions cashiering saves
  time and money, reducing potential audit issues.
• PWB CERB accessed services in June 2008.
• Drinking Water SRF accessed service in September
  2008.

Percent of Cash Receipts Processed by FSD
10
How target was set

Data Sources