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
2Table 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
3Table 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
6Strategy 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
7Service Group Performance Management Plan
8Customer Perspective
9Customer Perspective
10MeasureC1a. Customer perceptions from specific
questions on survey related to scheduling
process, meeting set-up, multi-media
11MeasureC1a. Customer perceptions from specific
questions on survey related to scheduling
process, meeting set-up, multi-media
12MeasureC1b. Number of work orders by Discrete
Service ( DS1 and DS2)
13Customer 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.
14Customer 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.
15Product/Service Satisfaction Ratings
C3a ORS Customer Scorecard Ratings (cont.)
-Example DSEIS will put in similar-
16Customer 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)
17Internal Business Process Perspective
18Internal Business Process Perspective
19MeasureI2a. b. Meetings set up as ordered and
score from Quality Control Findings
20Room with AV costs included Projector and Sound
re-enforcement
21Multimedia ServicesFY 1998 - 2003 - Hourly Rates
22Internal 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.
23Internal 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.
24Learning and Growth Perspective
25Learning and Growth Perspective
26LG1 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.
27LG2a. Number of divisions with dormant accounts
NOTE Data represents a sample of 25 of the
inactive Divisions
28Learning 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.
29Learning 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)
30Financial Perspective
31F1. 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.
32FY 2001- 2003 - Web Casts
33Multimedia Services FY 2001- 2003 Billable
Hours
Target Hours
34Conclusions
35Conclusions 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.
36Conclusions 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.
37Conclusions 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.
38Appendix
- 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
-