the new comprehensive plan for recreation fees will provide a timely program review, audit, and/or...

The new Comprehensive Plan for Recreation Fees will provide a timely program review, audit, and/or reports for NPS.

1. Pulls data from multiple systems and outputs reports for management decisions and reporting.

2. The Comprehensive Plan Draft has standard graphics at the park, region and Servicewide level.

3. Reports can be used by park or region or WASO to find discrepancies and correct immediately in the appropriate database.

• Understand the goals of the new Comprehensive Plan for streamlining Recreation Fee processes, timely program review/audit and NPS reporting.

• Compare the new practices to be established based on the National Park Service Comprehensive Plan to the previous practices.

• Identify functions of the Comprehensive Plan database and its' relationship to other software systems: Project management Information System (PMIS), the Facility Management Software System (FMSS) and Federal Financial System.

During/After this broadcast, the student will:

• Identify correct use of data fields in these systems including how to create a Parent Work Order and understand how these business practices are crucial to the new Comprehensive Plan.

• Describe the Management Reports your park or region can produce to assist in decision making and to track progress towards goals.

• Describe the Comprehensive Plan template which will produce a region and Servicewide management report that provides all the information and graphics about an individual park including their 5-year plan for revenue expenditures from FY 2007 – FY 2011.

During/After this broadcast, the student will:…Continued

WASO

REGIONS

PARKS

Policy development Reporting out Certifying Comp Plans Auditing

Review Formulate Send projects to DC

Collect revenues Identify, Prioritize and Execute Projects

Approving Projects Policy enforcementData Cleanup

TIMELINE

Oct 18, 2005. Servicewide Comprehensive Call starts

Parks identifying assets deficiencies in FMSS & Project needs in PMIS (ongoing)

July 2005.Parks enter projects into PMIS for 5 years of revenue-2007-2011.

End of Feb. 2006.Regions have projects approved, reviewed, and formulation work done.

March 2006 – Comprehensive plan template available that will pull in formulated projects & parks begin to plan their expenditures for 2007-2011.

April 14, 2006. Regions will complete review and approval of Comp Plan.

April 14 to End of May 2006.WASO will be certifying the Comprehensive Plans and moving them forward for informational purposes to DOI and Congress.

Regions and WAS0 use the Comp Plans to audit the fee program, Report and Provide timely information to outside stakeholders, Verify and Validate the data in the

software systems.

Future

Comparison of Old Comprehensive Plan to New Comprehensive PlanComparison of Old Comprehensive Plan to New Comprehensive Plan

Old Comprehensive Plan New Comprehensive Plan

•Required manual input

•Changes had to occur in multiple places i.e.: PMIS, FMSS and then Comp Plan had to be updated to match

•More difficult to work with – large spreadsheets to print and manipulate

•Data pulled automatically from FFS, PMIS, FMSS

•Parks will only have to enter projected obligations for future years

•Once a change is made in a program such as PMIS it shows up on the plan

•Provides management reports in an 8½x11 format that can be printed and used as planning and management tools



•Was not directly tied into the approval process for projects

•Did not include FCI/API

•Did not tie in visitation information

•Will be used as the approval process for Recreation Fee Projects

•Includes FCI/API

•Contains visitation information



Information Available Reports & Tools Available

•Revenue•Allocations•Obligations (past and projected)•Deferred Maintenance Pie Chart•Breakdown of Categories Pie Chart•Un-obligated Balances•Project Status Information

•Revenue Breakdown•Allocations vs. Obligations by Year•Current Year Planned vs. Current Year Actual Obligations by Component•Deferred Maintenance By Year•Obligations by FLREA Category and by Fee Demo Category•Un-obligated Balance & Planned Obligations Over 1-5 Year(s)•Funding Component Status Reports With Last Date of Update



Information Available Reports & Tools Available

•DOI Criteria Pie Chart•Cost of Collection Information•Components Completed•Future Funding Components•Pending and Approved Projects

•DOI Criteria•Cost of Collections•Components Completed by Year by Fund Source•Future Funding Components & Funding (5-year plan)•Formulated and approved Projects by Year.•Formulated Component Report by Category & Year•15% Administration•Carryover Balance and Recoveries•Balance by Fund Source and Total Balances•Scatter Plot of FCI/API Assets•Visitation & Collection

FMSS and PMIS Hierarchy Relationship

FMSS PMIS

PMIS Project

Component “A”Parent Work Order “A”(PWO)

Child Work Order(CWO) CWO

CWOCWO

PWO “B” Component “B”

Data Field Relationships for Parent Work Orders (FMSS) and Components (PMIS)

EQUALS

EQUALSPWO Long Description

Field

Only the PWO number should be entered into

PMIS.

Put the PWO number in the “Related FMSS

WO Numbers Field”

EQUALSParent Workorder Number

(Auto-populated)

PMIS Component Number (Auto-populated)

Under Park Planning Section: PMIS # is the numeric

field Component is an alpha

field.

Funding Component Request Amount FieldEQUALS

Current Cost Estimate at Approval

Add “PMIS:” to the beginning of the FMSS

Description Field

PMIS Project Component Title Field EQUALSShort Description Field

FMSS PMISRelationship Notes

Portion of the Project Description Field + Component Description Field

More Data Field Relationships for Data Roll Up

EQUALS

All must EQUAL

AFS3 and FFS

Funded PWE AccountsEQUALSGeneral Ledger Account Numbers

PMIS is a yes/no pick; FMSS is a drop with other options – these fields should correspond

Estimate Generated by CESS Field“Component Cost Estimate” line for

labor, materials, supplies and equipment

SomewhatEQUALS

Cost Source FieldCESS EstimateOther Documented estimates

PMIS DM and CI are based on DOI criteria which differs from the criteria FMSS defines DM and CI

Deferred Maintenance Percentage and

Capital Improvement Percentages May OR May Not

EQUAL

Deferred Maintenance Percentageand

Capital Improvement Percentages


It is extremely important that each PMIS component is linked to the proper FMSS Parent/Child Hierarchy.

Data Field Relationships for Comp Plan Data Roll Up

Actuals Tab Information SUPPLIES INFORMATION

Status Report Fields:Amount ObligatedComponent Start DateComponent Completion DateCompletion StatusReason for Change Delay from Project Schedule

Actuals Tab Information SUPPLIES INFORMATION

Completion Report Fields:Cost by Budget Object Class

Beginning FCI SUPPLIES INFORMATION

Completion Report Field:Original Condition

Ending FCI SUPPLIES INFORMATION

Completion Report Field:Condition at Completion


THE BIG PICTURE: WHY, WHY, WHY!!! All this Data Management?

3 BIG Questions:

• What resources are needed for the NPS to manage our assets considering the total cost of ownership – deficiencies, preventative maintenance, component renewal, etc.?

• How is the NPS expending the funds that it already receives and what role do Fee Revenues play to reach the NPS performance goals?

• What are the measurable results of these expenditures?

THE BIG PICTURE

CWOEstimates MadeStatus: CostedBeginning FCI

PWO “A”Estimates MadeStatus: WAPPR

PMIS ProjectSubmitted in SCC

Reviewed and Prioritized

Component “A”Submitted in SCC

for Approval

Component “B”Represents an Out Year is not submitted with SCC

New FMSS Hierarchy New PMIS Project Component

The above hierarchy is Costed and a Beginning and Projected FCIs have been calculated through a standard report. Work for the PMIS component has been bundled and planned.

The above PMIS Project Component has been submitted in the SCC for review and can be reported as planned work by the region and national level.

CWOEstimates MadeStatus: CostedBeginning FCI

THE BIG PICTURE

CWOWork Is Actively Being Charged

PWO “A”Actuals and FCI changes are

rolling up from CLOSED CWOs

PMIS ProjectProject is Approved

and Funded

Component “A”Component is

Approved and Funded

Component “B”Component Not

Submitted

Live FMSS HierarchyApproved and Funded PMIS

Project Component

In the above hierarchy, work is being accomplished on the CWOs. Once work is completed the CWO is closed, allowing the information to be reported for the PWO.

Above the PMIS Component “A” is Approved and Funded allowing work in the Parent/Child Hierarchy to begin. As work progresses, Component Status Reports should be completed and AFS3 and FFS will show the obligation/expenditures to date. Component Status Reports should be filled out on a regular basis or when notable work has been completed.

CWOWork is CompleteCWO is CLOSED

THE BIG PICTURE


Ending FCI

PWO “A”Actuals and Ending FCIs have Rolled Up

PWO is CLOSED

PMIS ProjectProject is Approved and

Funded

Component “A”Component is

Complete

Component “B”Component Not

Submitted

CLOSED FMSS Hierarchy

Completed PMIS Project Component

In the above hierarchy, the work associated with CWOs is completed and the CWOs have been CLOSED. The change in FCI as a result of work completed by the PMIS project can be reported.

Above PMIS Component “A” has been completed. The Component Completion Report should be filled out and AFS3 and FFS will have been updated to reflect the obligation and expenditure.


Ending FCI

To ensure that the data is correctly imported in the Comprehensive Plans and no errors reports are generated the following actions are needed.

DATA IN PMIS:•Enter Account #’s in PMIS as they appear in FFS “ ORG-PROJ-PWE.”

• If the PWE or the PROJ # was for the same PMIS component, add the second account # to PMIS. This is a problem with old data and should not be occurring now.

• Ensure that there is a IWPN # in FFS. Account #’s and IWPN #’s are the links between the FFS and PMIS data.

•Correct all Titles for Multiyear Projects example: FY 2007-FY 2011 Cost of Collection –Operations.

To ensure that the data is correctly imported in the Comprehensive Plans and no errors reports are generated the following actions are needed. …continued

DATA IN PMIS:•DOI criteria filled correctly for the Facility projects as they determine whether a project is DM or not.

• The PMIS “Activities, Assets and Emphasis Areas” are correct to enable reporting to Fee Demo and REA categories and future queries.

•Completion Report and the Status Report updated and correct completion amount entered for the component.

•A Correct FMSS # in PMIS is the Reference Key between PMIS and FMSS.

•Change requests should be reflected in the funded amount in PMIS.

To ensure that the data is correctly imported in the Comprehensive Plans and no errors reports are generated the following actions are needed.

DATA IN FFS:•Correct Account #’s ORG-PROJ-PWE, Some account numbers are missing PROJ #’s and or have PROJ # as only 1 or 2 digits. Narrowband Radios should have NBRA as PROJ #.

• IWPN #’s correctly entered in FFS as ALPHACODE followed by PMIS#.

•PMIS# used at the beginning of the FFS description of a project component.

•Correct PWE use for the deposit of revenues.

•Correct PWE for the Project expenditures for all the projects.

Questions

Activity 1

You have 15 minutes to complete activity 1 found in your Participant Guide.

Management and Reporting Tools

1. Revenues and Unobligated Balance2. Obligations3. Cost of Collections %4. Deferred Maintenance VS. Non Deferred Maintenance 5. Deferred Maintenance by DOI Criteria6. Deferred Maintenance by FCI Change7. Component Status & Completion8. API/ FCI Asset Analysis 9. Transportation System Projects10.Status Audit Report11.Project Execution Needs


1. Revenues and Unobligated Balance

This report can be run for all Years for :

• Allocations• Allocations by Fund Source• Revenue• Obligations• Visitation• Planned Obligations• Total Unobligated Balance• Unobligated Balance by Fund Source• Carryover Balance and Recoveries

The Reports can be obtained for any of the following:

- Park - State - Region - Servicewide


The output of the reports will have both a table and a graph for example:

1997 1998 1999 2000 2001 2002 2003 2004 2005

Revenue $670,112 $738,189

$766,415 $625,276 $630,968 $621,983 $606,870 $563,459 $578,638

Allocations $151,868 $529,451

$552,556 $356,315 $485,617 $441,464 $420,849 $378,525 $395,290

Obligations $3,260 $210,910

$283,637 $619,901 $457,165 $434,779 $594,595 $453,690 $896,347


The output of the reports will have both a table and a graph for example:

Revenue vs.Allocations vs. Obligations for Park

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

1997 1998 1999 2000 2001 2002 2003 2004 2005

Year

Do

llar

s Revenue

Allocations

Obligations


2. Obligations

This report can be run for all Years for:

•Actual Obligations•Obligations by Fee Categories•Obligations by REA Categories including 15%•Planned Obligations




The output of the reports will have both a table and a graph

Example Table: National Park Service Fee Demo Total Obligations by Year ($ thousands)

Fiscal Year: 1998 1999 2000 2001 2002 2003 2004

Total Obligations

51,260 80,933 91,535 116,419 101,873 142,309 141,056


FY 2004 Obligations by Fee Demo Categories($ thousands)

Visitor Services, $13,025( 9%)

Resource Protection, $10,957 (8%)

Facilities Deferred Maintenance, $77,783

( 55%)

Facilities Capitol Improvement, $3,333(2%)

Facilities Routine/Annual Maintenance, $54

(0.5%)

Collection Costs, $34,562 (25%)

Other, $1,342 ( 1%)

Example Graph: “A” Park’s 2004 Obligations by Fee Demo Categories


3. Cost of Collections


•COC obligations•COC requested Amount•Revenues by PWE•COC-Capital Requested Amount•COC-Capital Obligations




The output of the reports will have both a table and/or a graphExample:

COC as a Percentage of Revenue Analysis

0%

5%

10%

15%

20%

25%

30%

35%

Management and Reporting Tools4. Deferred Maintenance vs. Non Deferred Maintenance Expenditures: This report can be run for all Years for:• Deferred Maintenance Approved Components•Deferred Maintenance Obligations•Non Deferred Maintenance Approved Components•Non Deferred Maintenance Obligations•By REA Categories•By Fee Demo Categories




The output of the reports will have both a table and/or a graphExample: Funded Interpretation Projects From Fee Demo Funds FY 1997-FY2004

(Total $214 Million)

Publications7%

Education/Volunteer13%

Exhibits/Wayside Exhibits/Trail Signs

54%

AudioVisual13%

Visitor Center11%

Amphitheaters2%


5. Deferred Maintenance by DOI Criteria This report can be run for all Years for: •Seven DOI Categories•Obligations planned•Actual Obligations




The output of the reports will have both a table and/or a graph Example:

PROJECTS UTILIZING DOI CRITERIA - FEE DEMO

Critical Res. P rotection - Cap.

Improvement4%

Critical Health & Safety - Cap. Improvement

6%

Other - Cap. Improvement

2%

Compliance and Other - Deferred

13%

Critical Mission - Deferred

17%

Critical Res. P rotection - Deferred

37%

Critical Health & Safety - Deferred

21%


6. Deferred Maintenance by FCI Change

This report can be run for all Years for: •FCI Before•FCI After•FCI Change•Asset #•Primary Asset Type •By Project Component Planned•By Project Component Completed•By Obligations




0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

FCI

VC

E

le

va

to

r

Syste

m

Pa

ve

d R

oa

d a

nd

Pa

rkin

g

Ra

ttle

sn

ake

Ca

nyo

n T

ra

il

Histo

rica

l B

uild

in

g

Wa

ste

Wa

te

r

Syste

m

Lig

htn

in

g a

nd

Ele

ctrica

l S

yste

m

Co

mfo

rt S

ta

tio

n

Asset

FCI change for the Park by Asset

FCI Before

FCI After

FCI Change

The output will be report tables and/or a graph. Example:


7. Component Status and Completion


•Component Status•Component Completion Date•Component Status Last Update Date•Planned Start Date•Planned Completion Date•Planned Projects



*This Report will be a list of Projects


8. API/ FCI Asset Analysis •Scatter Plot that identifies Asset importance (API) and condition (FCI)•List of deficiencies by asset•List of identified work-types by asset•List of current PMIS projects identified by work-order



This Reports output will be a Scatter Plot with a list of projects Example:

0.000 0.100 0.200 0.300 0.400 0.500 0.600 0.700 0.800 0.900 1.0000

20

40

60

80

100

FCI

A

PI


9. Transportation System Projects


•Proforma Predicted•Operations Cost•Transportation Revenue•Maintenance of System Components•Replacement Schedule




10. Status of Fee Program/Audit Reports

This group of reports will help to verify and validate that data from PMIS, FMSS and FFS is correct and imported correctly into the Comprehensive Plan



Questions

Activity 2

You have 15 minutes to complete Activity 2 found in your Participant Guide.

Comprehensive Plan Template

Open up Template (included as participant materials)

•The charts at the top are the standard questions that NPS reports on

•Some of these are performance measures

•At this point the park can open the template, pull in their projects that are formulated

•Highlighted gray area they input what they are going to spend in what years – as they do that the charts above will update so they can see if the plan is meeting Servicewide goals

•Park Superintendent will certify and lock it down as their 2007-2011 plan and the region will review these and approve them.

•WASO Certifies the Comp Plan and using them to report what NPS is doing with fee funds.

• An important value is regions and WASO can report on performance targets without data collection“firedrills”.

20% Comprehensive Plan Template

Open up Template (included as participant materials)•The charts at the top are the standard questions and performance measures that NPS reports on

•At this point the Region or Associate can open the template, pull in their projects that are formulated

•Highlighted gray area they input what projects they would like funded in what years – as they do that the charts above will update so they can see if the plan is meeting Servicewide goals

•The Regional Director or Associate will certify and lock it down as their 2007-2011 plan.

•WASO Approves the 20% projects and Approves the Servicewide 20% Comp Plan for 2007-2011

• NPS will report using the Comp Plan what it is doing with Agencywide funds.

Questions

Further questions? Need more help?

Contact your Regional Point of Contact

Website for further information:

InsideNPS_ WASO_ Park Planning, Facilities, and Lands_ Park Facility Management Division_ Recreation Fee Projects Management

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the new comprehensive plan for recreation fees will provide a timely program review, audit, and/or...

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