Performance Management Presentation

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Performance Management Presentation
Provide NIH Events Management Services

• Team Members
• Ken Ryland and Marianne Bachmann, Hugh Malek,
  Karla Terney, Alice Hardy, Joseph Kristofik, Dan
  Shoen
• National Institutes of Health
• 9 January 2004

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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

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Table of Contents (cont.)

• Appendix
• Page 2 of template..
• Customer Perspective
• C1a Customer perceptions from specific
  questions on survey related to scheduling
  process, meeting set-up, multi-media
• C1b Number of work orders by Discrete Service (
  DS1 and DS2)
• Internal Business Process Perspective
• I2a Percent of meetings set-up as ordered
• I2b Score from Cleanliness report
• I3a Benchmarking of sites
• Learning and Growth Perspective
• LG1a Town meetings
• LG2a Divisions with dormant accounts
• Financial Perspective
• F1a Number of work orders scheduled
• F2a Number of billed hours

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FY 2003 PERFORMANCE MANAGEMENT PLAN
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Provide comprehensive solutions
Provide best cost solutions
Provide integrated solutions
Educate and team with customers
Strategic Themes
C1. Improve delivery of integrated event
management solutions
C2.Improve education of customers on portfolio
of services offered
C3.Increase customer satisfaction with overall
services
I1. Improve timeliness and accuracy of
scheduling process
F1. Minimize/stabilize unit costs for DS1 and DS2
I2.Improve reliability of meeting setup and
execution
I4.Improve accuracy in billing for events
I5.Improve contract management
I3.Increase benchmarking reviews to understand
competitors offerings cost
LG1. Improve internal staff communication
education on internal processes
LG2. Increase sense of trust partnership with
customer
LG3. Enhance staff KSAs
LG4. Enhance use of technology
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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

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Service Group Performance Management Plan
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Customer Perspective
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Customer Perspective
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MeasureC1a. Customer perceptions from specific
questions on survey related to scheduling
process, meeting set-up, multi-media
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MeasureC1a. Customer perceptions from specific
questions on survey related to scheduling
process, meeting set-up, multi-media
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MeasureC1b. Number of work orders by Discrete
Service ( DS1 and DS2)
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Customer Scorecard Methodology

• Customer surveys 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 4th quarter of FY03.
• 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.

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Customer PerspectiveWhat 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.

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Product/Service Satisfaction Ratings
C3a ORS Customer Scorecard Ratings (cont.)
-Example DSEIS will put in similar-
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Customer PerspectiveWhat 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)

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Internal Business Process Perspective
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Internal Business Process Perspective
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MeasureI2a. b. Meetings set up as ordered and
score from Quality Control Findings
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Room with AV costs included Projector and Sound
re-enforcement
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Multimedia ServicesFY 1998 - 2003 - Hourly Rates
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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 WOs is
  accurate and up to date.
• Rooms are delivered to the client as requested.
• Cost is important to our clients.

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Internal Business Process PerspectiveWhat
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.

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Learning and Growth Perspective
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Learning and Growth Perspective
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LG1 Improve Communication and Education with DEMS
team

• One town meeting was held in FY03 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.

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LG2a. Number of divisions with dormant accounts
NOTE Data represents a sample of 25 of the
inactive Divisions
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Learning and Growth PerspectiveWhat 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.

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Learning and Growth PerspectiveWhat 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)

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Financial Perspective
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F1. 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.

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FY 2001- 2003 - Web Casts
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Multimedia Services FY 2001- 2003 Billable
Hours
Target Hours
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Conclusions
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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.

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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/ScheduALL.
• New microphone systems in Building 31 conference
  rooms 6 10.
• Events Management became a Division in FY04.
• Automated the Event Approval process with the use
  of Remedy.
• Purchased to new Avid non-linear edits systems.

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Conclusions cont. FY04 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.

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Appendix

• Page 2 of template
• Page 2 of template..
• Customer Perspective
• C1a Customer perceptions from specific
  questions on survey related to scheduling
  process, meeting set-up, multi-media
• C1b Number of work orders by Discrete Service (
  DS1 and DS2)
• Internal Business Process Perspective
• I2a Percent of meetings set-up as ordered
• I2b Score from Cleanliness report
• I3a Benchmarking of sites
• Learning and Growth Perspective
• LG1a Town meetings
• LG2a Divisions with dormant accounts
• Financial Perspective
• F1a Number of work orders scheduled
• F2a Number of billed hours