Specific. Specific Measurable Achievable Relevant Time Bound 11/16/2015. What are SMART Goals?
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1 What are SMART Goals? Specific Measurable Achievable Relevant Time Bound Specific The expectation clearly defines the outcomes to be delivered, including any necessary interpretation agreed upon in advance by the employee and manager. 1
2 Measurable The achievement of the expectation can be objectively assessed according to a pre-determined and applicable measurement. Achievable The employee has the resources, time, and access to people, data, etc., to allow him or her to accomplish the expectation. Relevant The expectation addresses work and results that clearly align with the goal of the team, the department or division, and the agency as a whole. 2
3 Time Bound The expectation clearly specifies a delivery date or schedule. Why do we need SMART goals? To provide new levels of accountability and consistency across all agencies To standardize performance management within the state To drive an enterprise-wide view of human capital management Inspectors General SMART Goals The following eight SMART Goals were identified for Inspectors General reporting to the : Customer Satisfaction Investigations Customer Satisfaction Audits Management Buy-In with Findings and Recommendations Annual Work Plan Implementation Fraud Deterrence Activities Complaint Management Performance Evaluation Management Enterprise Projects/Leadership 3
4 Customer Satisfaction - Investigations Customer surveys are sent to the senior internal customer following each completed OIG report of investigation. Surveys ask questions which focus on timeliness, sufficiency of the information provided and communication during the investigation. Customer satisfaction is rated on a 0 to 4 scale with 4 being "strongly agree" and 0 being strongly disagree. Customer Satisfaction - Audits Customer surveys are sent to the senior internal customer following each completed OIG audit engagement. Surveys ask questions which focus on timeliness, sufficiency of the information provided and communication during the engagement. Customer satisfaction is rated on a 0 to 4 scale with 4 being "strongly agree" and 0 being strongly disagree. Management Buy-In with Findings and Recommendations Management agreement with Internal Audit findings and recommendations is an indicator of the accuracy of audit work performed. 4
5 Annual Work Plan Implementation The OIG produces a risk-based annual work plan, which is approved by the agency head. This plan projects the audit topics to be initiated based on available auditor work hours. Although unanticipated events and requests can delay planned engagements, maximizing the initiation of projects included on the Audit Work Plan is an indicator of efficiency and effectiveness. Fraud Deterrence Activities Deterring contract fraud and employee misconduct is a valuable proactive objective of the Office of Inspector General. This objective is accomplished by delivering targeted awareness presentations to internal department audiences and partners in industry who have an opportunity to identify or prevent significant violations of standards. Complaint Management The OIG receives and reviews complaints and initiates appropriate action needed from conducting investigations to coordinating management inquiries, as the Inspector General deems appropriate. The Inspector General ensures all complaints and complaint documentation are reviewed and assignment is determined pursuant to law, procedures, and standards. 5
6 Performance Evaluation Management During the evaluation period, the Inspector General helps foster the culture of SMART expectations by ensuring employees directly reporting to the Inspector General are provided with clear performance expectations, are provided on-going feedback, have their performance regularly monitored, and are held accountable for results. Enterprise Projects/Leadership Contributions to and participation in initiatives enhances the capabilities of the Florida Inspector General community, allowing the Chief Inspector General and the agency Inspectors General to realize accomplishments that would otherwise be impossible due to the individual unit resource limitations. Enterprise Projects/Leadership Examples of valuable contributions and participative activities include: participation in enterprise projects or workgroups, leadership of enterprise projects or workgroups, developing training for the IG community, delivering training to the IG community, delivering presentations to external groups about the functions of Inspectors General, publishing articles or whitepapers relative to Inspectors General functions, occupying a leadership position in a professional organization related to Inspectors General functions, developing and supporting legislative initiatives related to the functions of the agency Inspector General or state Inspectors General, the development or refinement of innovative anti-fraud, antiwaste, or anti-program abuse activities, and obtaining or maintaining accreditation. 6
7 "You have to perform at a consistently higher level than others. That's the mark of a true professional." Joe Paterno Questions? Thank You 7
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