Performance Management Presentation Provide NIH Events Management Services

Performance Management Presentation Provide NIH Events Management Services Team Members: Ken Ryland Marianne Bachmann, Hugh Malek, Karla Terney, Alice Hardy, Joseph Kristofik, Dan Shoen National Institutes of Health 9 January 2004 1

Table of Contents • Performance Management: • • • Strategy Map: Highlighting Critical Objectives Performance Management Plan Focus on Perspectives: • • Customer: Critical Measures Internal Business Process: Critical Measures Learning and Growth: Critical Measures Financial: Critical Measures • Conclusions and Recommendations • Appendix 2

Table of Contents (cont. ) Appendix Page 2 of template………………. Customer Perspective C 1 a: Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media C 1 b: Number of work orders by Discrete Service ( DS 1 and DS 2) Internal Business Process Perspective I 2 a: Percent of meetings set-up as ordered I 2 b: Score from Cleanliness report I 3 a: Benchmarking of sites Learning and Growth Perspective LG 1 a: Town meetings LG 2 a: Divisions with dormant accounts Financial Perspective F 1 a: Number of work orders scheduled F 2 a: Number of billed hours 3

FY 2003 PERFORMANCE MANAGEMENT PLAN 4

Strategic Themes Provide comprehensive solutions Provide best cost solutions C 2. Improve education of customers on portfolio of services offered I 2. Improve reliability of meeting setup and execution Provide integrated solutions C 1. Improve delivery of integrated event management solutions I 1. Improve timeliness and accuracy of scheduling process Educate and team with customers C 3. Increase customer satisfaction with overall services F 1. Minimize/stabilize unit costs for DS 1 and DS 2 I 4. Improve accuracy in billing for events I 5. Improve contract management I 3. Increase benchmarking reviews to understand competitors offerings & cost LG 1. Improve internal staff communication & education on internal processes LG 3. Enhance staff KSAs LG 4. Enhance use of technology LG 2. Increase sense of trust & partnership with customer 5

Strategy Mapping Conclusions and Actions • • • Strategy Mapping revealed our objectives should emphasize delivery and service improvements as our top priority. We modified our PMP to emphasize our Delivery and Service objectives Strategy Map Analysis: 6

Service Group Performance Management Plan 7

Customer Perspective 8

Customer Perspective 9

Measure C 1 a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media 10

Measure C 1 a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media 11

Measure C 1 b. Number of work orders by Discrete Service ( DS 1 and DS 2) 12

Customer Scorecard Methodology • Customer survey’s were sent out quarterly as part of the requirements of the Conference Services performance based contract. • Multimedia Questions were added to the survey during the 4 th quarter of FY 03. Sent out randomly • • • # that were sent out. #that we received. An issue that affects the results is that the person that books the meeting is not always the same person that runs the meeting. 13

Customer Perspective What does the data tell you? • • Over all rating is a B+. Scored well in answering and returning calls promptly. Sufficient availability of conference rooms Clients were able to find conference rooms that met their needs on the dates they needed. Staff is courteous but need to be more responsive. Utilization of Multi-Media services in the conference rooms is on the increase but not at the level we would like it to be. 14

Customer Perspective What actions are planned? • Customer service is paramount. DEMS will convey the information gained from the surveys with the staff. Focus groups will be formed to formulate procedures which will insure customers receive the service they expect. • DEMS will continue to search for ways to reduce operating costs. (Automation, Centralized, AV support and smart systems) 16

Internal Business Process Perspective 17

Internal Business Process Perspective 18

Measure I 2 a. & b. Meetings set up as ordered and score from Quality Control Findings 19

Room with AV costs included: Projector and Sound re-enforcement 20

Multimedia Services FY 1998 - 2003 - Hourly Rates 21

Internal Business Process Perspective What does the data tell you? • • Room were found to be set up as requested 100% of the time. Client and billing information in the WO’s is accurate and up to date. Rooms are delivered to the client as requested. Cost is important to our clients. 22

Internal Business Process Perspective What actions are planned? • • Maintain and improve the current levels of service. DEMS needs to continue to find ways to provide excellent service at lower costs. Expand our benchmarking to include other Government and private facilities. Automate and simplify reporting mechanisms. 23

Learning and Growth Perspective 24

Learning and Growth Perspective 25

LG 1 Improve Communication and Education with DEMS team • • One town meeting was held in FY 03 and a second has been held in FY 04. More are being planned. Issues were identified and focus group were formed. Focus groups met and a solution was presented at the October meeting. The solutions were adopted and are now SOP. All Government and contract staff received customer service training as part of the ORS initiative. 26

LG 2 a. Number of divisions with dormant accounts NOTE: Data represents a sample of 25 of the inactive Divisions 27

Learning and Growth Perspective What does the data tell you? • • • The town meetings were a success, Employees were empowered and motivated. Communication between management and staff is essential. More and diverse training is needed. 28

Learning and Growth Perspective What actions are planned? • • Another town meeting is being planned. More diverse training is being planned and scheduled. (AV technicians certified as installers) Weekly staff meeting are held to foster communication. DEMS will contact inactive clients and find out the reason for inactivity. (Clean-up database) 29

Financial Perspective 30

F 1. Minimize/stabilize costs • • Approximately 15, 000 work orders were created and 53% were held. Therefore 47% were canceled. Compared to the private sector this is extremely high cancellation rate. 31

FY 2001 - 2003 - Web Casts 32

Multimedia Services FY 2001 - 2003 – Billable Hours Target Hours 33

Conclusions 34

Conclusions from PMP • • • Based on our surveys customer satisfaction has increased but there is still room for improvement. Our costs are comparable to the private sector but the NIH community perceives our costs to be higher. DEMS will continue to find ways to reduce operating costs and educate clients without effecting service. Data shows that clients are taking advantage of the technology made available by DEMS. 35

Conclusions cont. Highlights • • Lipsett Auditorium renovated and AV systems upgraded. Conference Room 151 in Building #1 AV system was upgraded. Multimedia switched from SSFAS billing system to CAS/Schedu. ALL. New microphone systems in Building #31 conference rooms #6 & #10. Events Management became a Division in FY 04. Automated the Event Approval process with the use of Remedy. Purchased to new Avid non-linear edits systems. 36

Conclusions cont. FY 04 initiatives • • Implement web based customer survey. Implement PDA customer survey. Construction of the Fishers Lane Conference facility. Enhance benchmarking survey. Clean-up Client database. Continue training of DEMS staff. Implement DEMS community advisory board. Renovate Natcher Conference AV systems. 37

Appendix Page 2 of template………………. Customer Perspective C 1 a: Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media C 1 b: Number of work orders by Discrete Service ( DS 1 and DS 2) Internal Business Process Perspective I 2 a: Percent of meetings set-up as ordered I 2 b: Score from Cleanliness report I 3 a: Benchmarking of sites Learning and Growth Perspective LG 1 a: Town meetings LG 2 a: Divisions with dormant accounts Financial Perspective F 1 a: Number of work orders scheduled F 2 a: Number of billed hours 38