Performance Management Presentation - PowerPoint PPT Presentation

1 / 37
About This Presentation
Title:

Performance Management Presentation

Description:

... and Marianne Bachmann, Hugh Malek, Karla Terney, Alice Hardy, Joseph Kristofik, Dan Shoen ... C1a: Customer perceptions from specific questions on survey ... – PowerPoint PPT presentation

Number of Views:24
Avg rating:3.0/5.0
Slides: 38
Provided by: JaniceR
Category:

less

Transcript and Presenter's Notes

Title: Performance Management Presentation


1
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

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.)
  • 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

4

FY 2003 PERFORMANCE MANAGEMENT PLAN
5


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
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
11
MeasureC1a. Customer perceptions from specific
questions on survey related to scheduling
process, meeting set-up, multi-media
12
MeasureC1b. Number of work orders by Discrete
Service ( DS1 and DS2)
13
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.

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.

15
Product/Service Satisfaction Ratings
C3a ORS Customer Scorecard Ratings (cont.)
-Example DSEIS will put in similar-
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
MeasureI2a. b. Meetings set up as ordered and
score from Quality Control Findings
20
Room with AV costs included Projector and Sound
re-enforcement
21
Multimedia ServicesFY 1998 - 2003 - Hourly Rates
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 WOs 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
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
33
Multimedia Services FY 2001- 2003 Billable
Hours
Target 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 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
Write a Comment
User Comments (0)
About PowerShow.com