1

Performance Management Presentation

Team Members: Ken Ryland and Marianne Bachmann, Hugh Malek, Karla Terney, Alice Hardy, Joseph Kristofik, Dan Shoen

National Institutes of Health9 January 2004

Provide NIH Events Management Services

2

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

3

Table of Contents (cont.)

AppendixPage 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 PerspectiveI2a: Percent of meetings set-up as ordered I2b: Score from Cleanliness reportI3a: Benchmarking of sites

Learning and Growth PerspectiveLG1a: Town meetings

LG2a: Divisions with dormant accountsFinancial Perspective

F1a: Number of work orders scheduled F2a: Number of billed hours

4

FY 2003 PERFORMANCE MANAGEMENT PLAN

5LG2. Increase sense of trust &

partnership with customerLG3. Enhance staff KSAs

C3.Increase customer satisfaction with overall services

C2.Improve education of customers on portfolio of

services offered

I5.Improve contract management

I2.Improve reliability of meeting setup and

execution

I3.Increase benchmarking reviews to understand

competitors offerings & cost

Str

ate

gic

Th

em

es

C1. Improve delivery of integrated event

management solutions

Provide comprehensivesolutions

Provide best cost solutions

Provide integratedsolutions

Educate and team with customers

F1. Minimize/stabilize unit costs for DS1 and DS2

I1. Improve timeliness and accuracy of scheduling process

I4.Improve accuracy in billing for events

LG1. Improve internal staff communication & education

on internal processes

LG4. Enhance use of technology

6

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:

7

Service Group Performance Management Plan

8

Customer Perspective

9

Customer Perspective

10

MeasureC1a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media

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#Yes Responses% Yes ResponsesTotal Responses

11

MeasureC1a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media

7.4

7.6

7.8

8

8.2

8.4

8.6

8.8

9

9.2

9.4

Schedulercompetence

Schedulerresponsiveness

Schduler courtesy Scheduler ability torespond to change

Overall satisfactionwith scheduling

experienceAverage Rating

12

MeasureC1b. Number of work orders by Discrete Service ( DS1 and DS2)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY03 - 1st Qtr. FY03 - 2nd Qtr. FY03 - 3rd Qtr. FY03 - 4th Qtr. FY04 - 1st Qtr.DS1 DS2

13

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 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.

14

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.

16

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)

17

Internal Business Process Perspective

18

Internal Business Process Perspective

19

Measure

I2a. & b. Meetings set up as ordered and score from Quality Control Findings

Event Location Findings

90%

87%

85%

100%

98%

97%

94%

88%

88%

88%

87%

87%

87%

87%

87%

0% 20% 40% 60% 80% 100%

Concierges Desk covered

Meetings Posted

Uniforms

Tables clean/ready for set up

Chairs neatly arranged

Carpet Clean

Carafes w/fresh water at podium

Drapes clean/properly hanging on stage

Blackboard/ Whiteboard clean

Pencils/Pads at entrance

Equipment cart/podium clean/neat

Room ready for usage

Staff present for meet & greet

Multimedia staff - testing completed 30 minutesbefore start

Multimedia equipment in working order

Cat

ego

ry

Percent "Yes"Data based on ____respondents for time period ______

20

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

$-

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

1,000-1,500 Aud 500-999 Large Rm 100-200 Med/Small Rm 50-70

NIH

University of MD

Washington DC Convention Center

Marriott Wardman Park

Omni Shoreham

Top of the Town

Oakland

Kentlands

Sphinx Club

0

21

Multimedia ServicesFY 1998 - 2003 - Hourly Rates

0

20

40

60

80

100

120

140

FY1998

FY1999

FY2000

FY2001

FY2002

FY2003

EM's HourlyRate

ContractMultimedia

0

20

40

60

80

100

120

140

FY1998

FY1999

FY2000

FY2001

FY2002

FY2003

EM's HourlyRate

ContractMultimedia

22

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.

23

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.

24

Learning and Growth Perspective

25

Learning and Growth Perspective

26

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.

27

LG2a. Number of divisions with dormant accounts

0

500

1000

1500

2000

2500

3000

3500

Clin

ical

Sci.

Extram

ural R

esea

rch

Epi

dem

iology

/Cl

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Intra

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esea

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Min

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ESP

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Coun

cil

NOTE: Data represents a sample of 25 of the inactive Divisions

28

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.

29

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)

30

Financial Perspective

31

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.

32

FY 2001- 2003 - Web Casts

0

10

20

30

40

50

60

70

80

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

FY 2001FY 2002FY2003

0

10

20

30

40

50

60

70

80

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

FY 2001FY 2002FY2003

33

Multimedia Services FY 2001- 2003 – Billable Hours

0

200

400

600

800

1000

1200

Oct Dec Feb Apr Jun Aug

FY 2001

FY 2002

FY2003

0

200

400

600

800

1000

1200

Oct Dec Feb Apr Jun Aug

FY 2001

FY 2002

FY2003Target HoursTarget Hours

34

Conclusions

35

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.

36

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.

37

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.

38

Appendix

Page 2 of templatePage 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 PerspectiveI2a: Percent of meetings set-up as ordered I2b: Score from Cleanliness reportI3a: Benchmarking of sites

Learning and Growth PerspectiveLG1a: Town meetings

LG2a: Divisions with dormant accountsFinancial Perspective

F1a: Number of work orders scheduled F2a: Number of billed hours