FY02 ASA Presentation Provide NIH Events Management Services

1
FY02 ASA Presentation Provide NIH Events
Management Services

• Presented by
• Ken Ryland
• Marianne Bachmann
• Office of Research Services
• National Institutes of Health
• 18 November 2002

2
Table of Contents

• Main Presentation
• ASA Template ..4
• Customer Perspective..5
• Customer Segmentation .6-7
• Customer Satisfaction..8-10
  
• Unique Customer Measures...11-
  14
• Internal Business Process Perspective
  .15
• Service Group Block Diagram16
• Conclusions from Discrete Services Deployment
  Flowcharts..17-19
• Process Measures20-22
• Learning and Growth Perspective.23
  
• Conclusions from Turnover, Sick Leave, Awards,
  EEO/ER/ADR Data..24
• Analysis of Readiness Conclusions
  .25
• Unique Learning and Growth Measures
  ..26
• Financial Perspective..27
• Unit Cost 28-29
• Asset Utilization30
• Unique Financial Measures Billable Hours
  ..31
• Conclusions and Recommendations.32

3
Table of Contents

• Appendices
• Page 2 of your ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measures graphs
• Learning and Growth graphs
• Analysis of Readiness Information
• Unit cost graphs
• Asset utilization graphs
• Any unique measures graphs

4
(No Transcript)
5
Customer Perspective
6
Customer Segmentation Top 10 Clients in
Conference Services
7
Customer Segmentation Multimedia Services
Percentage of Revenue
8
FY02 ORS Customer Survey Data for the Annual
Self Assessments Service Group 30 Provide
NIH Events Management Services 22 October
2002 Summary Prepared by Janice Rouiller, SAIC
9
Methodology

• NIH Conference Services Customer Survey
• Developed based on focus groups
• Administered twice during FY2002
• Survey revised after Q2 FY2002
• Customer Sample
• Representative sample of meetings selected each
  month
• Survey sent through email via Project Officer
• Results returned to Office of Quality Management
• Data analyzed by contractor for FY02 NIH Events
  Management Services Annual Self-Assessment (ASA)

10
Survey Distribution

• Number of Surveys Distributed 102
• Number of Surveys Returned 30
• Response Rate 29

11
Scheduling Meetings (cont.) Overall Satisfaction
With Scheduling Experience
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
12
Meeting Events (cont.) Overall Satisfaction With
Meeting Event Experience
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
13
What One Improvement Would You Like To See?

• YES! I am so disturbed by the lack of conference
  space, even scheduling well over one year in
  advance, for a large and important NIMH lecture
  series. We have had to put off international
  speakers because the large conference rooms were
  already booked. I had to beg and plead all over
  campus for the others, it's really a shame. This
  is very unfortunate given that we are the world's
  largest research institution, but don't have
  rooms for the world experts to come and speak.
• More conference rooms so it is easier to find a
  location!
• More rooms available.
• Online booking.
• Better quality and newer technology AV equipment.
  
• Not to have the individual Branches/Programs
  charged.
• It would be great to have videoconferencing
  available in Building 31, C wing conference
  rooms.

14
What One Improvement Would You Like To See?

• The person on the phone who set up my most recent
  conference was so efficient and helpful. When
  one place that we were originally trying to book
  was not available, she recommended others which
  turned out to be even better. Thanks so much for
  a great meeting.
• The Natcher Conference Center staff was very
  helpful and friendly and made the meeting run
  smoothly.
• Thank you, thank you, thank you for the
  additional chairs for the NSC. They were a
  blessing in disguise.
• So far I have been extremely pleased with the
  arrangements I make. Since I am never on site I
  really don't know how the AV technician responds,
  but I have had no complaints from the doctors
  here.
• Over the last 6 months, customer service has
  improved. Continued training should be provided
  to operators and staff on regular duty at
  conference facilities, excellent service could be
  maintained.
• Everything else was great!

15
Internal Business Process Perspective
16
Service Group Block Diagram
Events Management
Provide Conference Services
Provide Multi-media Services
17
Conference Services Block Diagram
18
(No Transcript)
19
Conclusions from Discrete Services Deployment
Flowcharts

• We combined the Meeting request form and the
  Security Approval form into one.
• Migrating from temporary web page to Remedy
  software. (Tracking data)
• Paradigm shift in the responsibilities of the
  Conference Coordinators from order takers to
  Event planners. (Advantage increased availability
  and utilization of rooms)
• The SSFAS billing system is too complicated and
  is driving up operating costs

20
Note Though not significant, a downward trend
occurred after September 2001. The process also
became less predictable.
21
FY02 Conference Room Utilization
22
FY 2001- 2002 - Web Casts
23
FY02 Learning and Growth (LG) Data for the
Annual Self Assessments Service Group 30
Provide NIH Events Management Services 26
September 2002 Summary Prepared by the Office of
Quality Management
24
Learning and Growth Data Table
2 ADR case out of 16 employees
About 2 awards for every 3 employees
About one week sick leave per employee
19 employee turnover
25
Summary of Service Group 30 Learning and Growth
Data

• Twenty percent employee turnover
• Three summer interns departed
• About one week sick leave per employee
• About 2 awards for every 3 employees
• 2 ADR cases out of 16 employees

26
Analysis of Readiness Conclusions
Customer Perspective        Contract for
customer survey data analysis evaluation
       Deploy web based customer survey data
collection tool   Internal Business
Perspective        Develop project management
skills and abilities        Develop video
production and meeting planning skills and
abilities        Accelerate multimedia equipment
and system replacements   Learning and Growth
Perspective        Build up verbal and written
communication skills and abilities        Expand
client relation skills   Financial
Perspective        Develop quantitative and
analytical skills and abilities        Expand
budget and financial knowledge  
27
Financial Perspective
28
Conference Services Room Category Rates vs.
Market Rates
29
Multimedia ServicesFY 1998 - 2003 - Hourly Rates
30
Conference Services Asset Utilization
Hours
Months
31
Multimedia Services FY 2001- 2002 Billable
Hours
Target Hours
32
Conclusions and Recommendations
33
Conclusions from FY02 ASA

• Need for more rooms which have a capacity of 100
  to 150.
• September 11th had a dramatic impact on the
  non-mission related meetings. (Eliminated after
  hours)
• Fee for Service has made clients more cost
  conscious, reduced multiple bookings, findings
  rooms which they do not have to pay fees.
• Cancellation Fee New scheduling software
  implementation.
• Availability of rooms will increase.

34
Recommendations

• Continue to upgrade facilities. (Multimedia
  equipment and infrastructure) Conference Room
  1/151, Lipsett, Natcher Conference Center
  Control System, 31 6 10.
• New Conference facilities (CRC, NSC, Democracy,
  Parklawn)
• Develop and Implement an NIH wide policy
  mandating Conference rooms with a capacity of 50
  or more be centrally managed.
• Purchase and install non linear editing systems
• Collaborate with DSS to prepare and implement a
  contract for captioning services.
• Installation of wireless LAN

35
Appendices
36
Appendices

• Include the following
• Page 2 of your ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measure graphs
• Learning and Growth graphs
• Analysis of Readiness Information
• Unit cost graphs
• Asset utilization graphs
• Any unique measures graphs

37
Customer Perspective
38
Methodology

• All data represent occurrences from Oct 2001 -
  June 2002
• Data analyzed covered period between October 1st
  and end of June to provide time to analyze and
  present the data
• ORS Human Resources (HR) provided data on
• Turnover
• Sick leave
• Awards
• HR data stored in NIH databases by Standard
  Administrative Codes (SACs)
• Developed cross-reference of ORS Service Groups
  to SACs
• Almost all SACs assigned to Service Groups
• Some Service Groups have identical SACs
• In this case, two Service Groups will receive
  same set of data

39
Methodology (cont.)

• Also obtained data from
• Equal Employment Opportunity (EEO)
• Number of EEO complaints
• Employee Relations (ER)
• Number of ER cases
• Alternative Dispute Resolution (ADR)
• ADR cases

40
Interpreting Your Data

• FY02 is the first time LG data were collected
  and analyzed
• Compare your Service Group relative to the other
  ORS Service Groups
• What are all the LG indicators telling you?
• In the future your group should compare itself to
  its own Service Group data over time
• Interpret data in terms of other ASA data
• Customer satisfaction ratings
• Process measures
• Financial measures
• Does the LG data, when compared to data in other
  perspectives, show potential relationship (could
  LG be contributing to customer satisfaction
  results)?
• From reviewing your Service Groups LG data,
  what could be done to improve Quality of Work
  Life (QOWL)?

41
Service Group Turnover Rate

• Calculated as the number of separations for a
  Service Group / Population of Service Group
• Separations defined as
• Retirements (separation codes 3010, 3020, 3022)
• Resignations (separation codes 3120, 3170)
• Removals (separation codes 3300)
• Terminations (separation codes 3520, 3550, 3570)
• Promotions to new organization (separation codes
  7020)
• Reassignments (separation code 7210)
• Note that transfers/promotions within ORS
  Divisions/Offices are not captured by the NIH
  database

42
Service Group Turnover Rate (cont.)

• Calculation of Service Group population was
  needed since number of employees changes over
  time
• Population for Service Group was estimated based
  on average of employee count at three snapshots
  in time (Nov 2001, Feb 2002, June 2002)

43
Service Group Turnover Rate (Oct 2001 - June
2002)
Turnover Rate
Service Group Number
44
Average Hours of Sick Leave Used

• Calculated as the total number of sick leave
  hours used for a Service Group / Population of
  Service Group

45
Average Hours of Sick Leave Used (Oct 2001 - June
2002)
Average Hours
Service Group Number
46
Average Number of Awards Received

• Calculated as the total number of awards received
  / Population of Service Group
• Includes both monetary and non-monetary awards
• Cash awards
• QSIs
• Time-off
• Honorary
• Customer Service

47
Average Number of Awards Received (Oct 2001 -
June 2002)
Average number
Service Group Number
48
Average Number of EEO Complaints

• Calculated the total number of EEO complaints for
  a Service Group / Population of Service Group

49
Average Number of EEO Complaints (Oct 2001 -
June 2002)
Average Number
Service Group Number
50
Average Number of ER Cases

• Calculated the total number of ER cases for a
  Service Group / Population of Service Group
• Case is defined as any contact with ER Office
  where an action occurs (e.g., Letter is prepared)

51
Average Number of ER Cases (Oct 2001 - June 2002)
Average Number
Service Group Number
52
Average Number of ADR Cases

• Calculated the number of ADR cases for a Service
  Group / Population of Service Group
• Case is initiated when person contacts ADR

53
Average Number of ADR Cases (Oct 2001 - June
2002)
Average Number
Service Group Number
54
NIH Conference ServicesFY02 Customer Segmentation
55
Readiness Determination Working ToolService
Group Provide Events Management Services
56
Analysis of Readiness Conclusions
Customer Perspective        Contract for
customer survey data analysis evaluation
       Deploy web based customer survey data
collection tool   Internal Business
Perspective        Develop project management
skills and abilities        Develop video
production and meeting planning skills and
abilities        Accelerate multimedia equipment
and system replacements   Learning and Growth
Perspective        Build up verbal and written
communication skills and abilities        Expand
client relation skills   Financial
Perspective        Develop quantitative and
analytical skills and abilities        Expand
budget and financial knowledge  
57
NIH Conference Services (cont.) FY02 Conference
Room Use
58
NIH Conference Services (cont.) FY02 Meeting Type
59
Scheduling Meetings FY02 Number of Meetings
Scheduled
60
Scheduling Meetings (cont.) FY02 Most Recent
Scheduling Experience
61
Scheduling Meetings (cont.) Call Answered
Promptly
62
Scheduling Meetings (cont.) Phone Messages
Returned in a Prompt Manner
63
Scheduling Meetings (cont.) Asked About
Pre-meeting Access to Room
64
Scheduling Meetings (cont.) A/V List Reviewed
65
Scheduling Meetings (cont.) Received Meeting
Confirmation
66
Scheduling Meetings (cont.) Received 2 Week
Reminder
67
Scheduling Meetings (cont.) Satisfaction With
Scheduler Competence
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
68
Scheduling Meetings (cont.) Satisfaction With
Scheduler Responsiveness
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
69
Scheduling Meetings (cont.) Satisfaction With
Scheduler Courtesy
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
70
Scheduling Meetings (cont.) Satisfaction With
Ease of Changing Scheduled Events
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
71
Scheduling Meetings (cont.) Satisfaction With
Flexibility of Scheduling Process
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
72
Meeting Events FY02 Number of Meetings Attended
73
Meeting Events (cont.) FY02 Most Recent Meeting
Experience
74
Meeting Events (cont.) Room Set-up as Requested
75
Meeting Events (cont.) Know Where to Go for
Assistance
76
Meeting Events (cont.) Conference Coordinator
Greeted You Prior to Actual Meeting Time
77
Meeting Events (cont.) Room Had the Supplies You
Needed
78
Meeting Events (cont.) Have the A/V Equipment
You Requested
79
Meeting Events (cont.) A/V Equipment Operated
Properly
80
Meeting Events (cont.) A/V Tech Available Prior
to Meeting
81
Meeting Events (cont.) A/V Tech Available During
Meeting
82
Meeting Events (cont.) Satisfaction With
Reliability of Room Set-up
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
83
Meeting Events (cont.) Satisfaction With
Cleanliness of Room
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
84
Meeting Events (cont.) Satisfaction With Room
Furnishings
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
85
Meeting Events (cont.) Satisfaction With
Conference Coordinator Competence
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
86
Meeting Events (cont.) Satisfaction With
Conference Coordinator Responsiveness
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
87
Meeting Events (cont.) Satisfaction With
Conference Coordinator Courtesy
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
88
Meeting Events (cont.) Satisfaction With A/V
Technician Competence
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
89
Meeting Events (cont.) Satisfaction With A/V
Technician Responsiveness
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
90
Meeting Events (cont.) Satisfaction With A/V
Technician Courtesy
Note The rating scale ranges from 1 - 7 where
1 represents Poor and 7 represents Excellent.
91
Note A significant drop occurred after
September, 2001 along with an increase in
unpredictability.
92
Note Not much change after September, 2001. A
single signal occurred in October of 2001.
93
Note Process has become less predictable since
September, 2001 with a single signal occurring in
May, 2002.
94
Unit Cost Measures

• List unit cost measures for each discrete service
• Bulleted statements of conclusions from unit cost
  measures
• Insert graphs of unit cost data if insightful

95
Asset Utilization Measures

• List asset utilization measures for each discrete
  service
• Bulleted statements of conclusions from asset
  utilization measures
• Insert graphs of asset utilization data if
  insightful

96
Unique Financial Measures

• If added unique measures, list them
• Bulleted statements of conclusions from data
• Insert graphs of unique measure(s) if insightful