1. 1 Performance Management Presentation Team Members: Ken Ryland and Marianne Bachmann, Hugh Malek, Karla Terney, Alice Hardy, Joseph Kristofik, Dan Shoen National Institutes of Health 9 January 2004 Provide NIH Events Management Services

2. 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. 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. 4 FY 2003 PERFORMANCE MANAGEMENT PLAN

5. 5 LG2. Increase sense of trust & partnership with customer LG3. 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 Strategic Themes C1. Improve delivery of integrated event management solutions Provide comprehensive solutions Provide best cost solutions Provide integrated solutions 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. 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. 7 Service Group Performance Management Plan

8. 8 Customer Perspective

9. 9

10. 10 Measure C1a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media

11. 11 Measure C1a. Customer perceptions from specific questions on survey related to scheduling process, meeting set-up, multi-media

12. 12 Measure C1b. Number of work orders by Discrete Service ( DS1 and DS2)

13. 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 4 th 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. 14 Customer Perspective What 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. 15 -Example –DSEIS will put in similar- Product/Service Satisfaction Ratings C3a: ORS Customer Scorecard Ratings (cont.)

16. 16 Customer Perspective What 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. 17 Internal Business Process Perspective

18. 18 Internal Business Process Perspective

19. 19 Measure I2a. & b. Meetings set up as ordered and score from Quality Control Findings

20. 20 Room with AV costs included: Projector and Sound re-enforcement

21. 21 Multimedia Services FY 1998 - 2003 - Hourly Rates

22. 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. 23 Internal Business Process Perspective What 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. 24 Learning and Growth Perspective

25. 25 Learning and Growth Perspective

26. 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. 27 LG2a. Number of divisions with dormant accounts NOTE: Data represents a sample of 25 of the inactive Divisions

28. 28 Learning and Growth Perspective What 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. 29 Learning and Growth Perspective What 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. 30 Financial Perspective

31. 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. 32 FY 2001- 2003 - Web Casts

33. 33 Multimedia Services FY 2001- 2003 – Billable Hours Target Hours

34. 34 Conclusions

35. 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. 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. 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. 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