1 performance management presentation team members: ken ryland and marianne bachmann, hugh malek,...
TRANSCRIPT
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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
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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.)
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
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FY 2003 PERFORMANCE MANAGEMENT PLAN
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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
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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
0
2
4
6
8
10
12C
all
answ
ered
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mp
tly
Ph
on
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ges
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ann
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reak
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ent
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Ab
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#Yes Responses% Yes ResponsesTotal Responses
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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
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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
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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.
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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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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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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 ______
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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
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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
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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 WO’s 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
0
500
1000
1500
2000
2500
3000
3500
Clin
ical
Sci.
Extram
ural R
esea
rch
Epi
dem
iology
/Cl
inical
Res
earc
h
Intra
mur
al R
esea
rch
Conv
ulsive
..Diso
rder
s
Neur
oscien
ce..D
isor
ders
Min
ority
Hea
lth
Alzhe
imer
Disea
se
Int
erna
tiona
l Act
iviti
es
Legi
slativ
e Ac
tiviti
es
Prog
Supp
ort
Cent
er
Scient
ific
IT B
ranc
h
Anim
al C
are/
Use
Heal
th&
Pro
mot
ion
Off.
of S
ci.IT
Ser
vice
s & In
terv
entio
ns R
esea
rch
Div.
of
Canc
er P
rodu
cts
& S
yste
ms
Endo
crinol
ogy
Repr
oduc
tion
Rese
arch
Labo
f Ce
llula
r an
d Sy
napt
ic N
euro
phys
iolo
gy
Lab
of G
ene
Regu
latio
n & D
evelop
men
t
Acq
and
Mate
rial M
gnt
Child
Enf
orce
men
t
Adm
in. an
d Pe
rson
nel Mg
mt.
ESP
OSA
Coun
cil
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
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
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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
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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 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