Team Members :

1

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

Office of Research ServicesNational Institutes of Health

8 February 2005

Provide NIH Events Management

Services FY 2004 Performance Management Report

2

Contents• Introduction

• Performance Management Plan (PMP) • PMP Basis

• Balanced Scorecard• Business Framework • PMP Role in Business Framework

• FY 2004 PMP Template• Value Proposition• Strategy Map • FY04 Objectives

• High Impact Objectives by Perspective• Customer Perspective• Internal Business Process Perspective• Learning and Growth Perspective• Financial Perspective

• Conclusions

• Highlights and Initiatives

• Appendices

3

Introduction

DEMS established objectives and measures to assess and validate how well the value proposition is executed. This report shows, primarily, historical information that will be useful to assist in future decision making. The information is reported will useful in making decisions, including quality improvements in DEMS business operations.

Focus Areas for Improvement:• Reducing Operating Costs

Issues:• Improve building and equipment utilization• Improve internal staffing utilization

• Increasing effective marketing to broaden market shareIssues:• Educate customers on cost• Educate customers on available services

4

Performance Management Plan (PMP)

5

PMP Basis – The Balanced Scorecard

6

DEMS Business Framework

Link business objectives with NIH’s

mission

Specify desired outcomes-Criteria for Success-

Redesign Processes-To optimize outcomes-

Performance Management Plan

-Four Perspectives-

Customer

Internal Business

Financial

Learning & Growth

Assess Results and Develop Action Plan

Conti

nuous

Imp

rovem

ent

The NIH provides leadership and direction to programs designed to improve the health of the Nation by conducting and supporting research: in the causes, diagnosis, prevention, and cure of human diseases; in the processes of human growth and development; in the biological effects of environmental contaminants; in the understanding of mental, addictive and physical disorders; in directing programs for the collection, dissemination, and exchange of information in medicine and health, including the development and support of medical libraries and the training of medical librarians and other health information specialists.

7

PMP Role in Business Framework:

• Align business priorities with customer priorities• Track progress over time• Evaluate process changes• Identify opportunities for initiatives and

partnerships• Be accountable to NIH constituents

8

FY2004 PMP Template

9

DEMS Performance Management Plan

10

FY 2004 Value Proposition

Our service group offers the National Institutes of Health (NIH) community comprehensive, cost effective, and convenient meeting solutions as well as customized logistics services.

11

Strategy Map – High Impact Objectives

Strategic Theme: Operational ExcellenceFocusing on lower pricing, convenience, and comprehensive solutions

Customer

Internal Business

Learning & growth

Financial

C2. Improve education of customerson portfolio of services offered

by NIH Events Management

LG3. Improve staff knowledge,skills, and abilities

F1 & 2. Minimize/stabilize unit cost for DS1 & DS2 by optimizing room utilization & increasing productivity

I4. Increase benchmarkingreviews to better understandcompetitors’ offerings & costs

12

Strategy Map Conclusions

• Strategy Mapping showed the cause-and-effect relationships

between the objectives that should drive achievement and maintenance of lower prices, convenience, and comprehensive solutions that meet customers’ needs. In order to achieve improved education of customers on portfolio of service (C2), DEMS should increase benchmarking reviews to better understand competitors’ offerings and costs (I4) and minimize unit costs for DS1 & DS2 (F1&F2). By improving staff knowledge, skills & abilities (LG3), or essentially focusing on human capital investments and development programs, DEMS can achieve breakthrough performance faster and less expensively.

• Measuring this progress will be key in assessing business success.

13

DEMS Goals

• With limited resources, DEMS maintains support services that will sustain the most effective facilitation of NIH’s academic, clinical, and social programs

• Simplify procedures and reduce operating cost for DEMS functional areas

• Provide improved service delivery through integrated event management solutions

• Reduce cycle time and improve performance of DEMS services

14

DEMS Goals continued

• Provide appropriate training for DEMS staff• Maintain public trust of stewardship of

resources by enhancing DEMS system of financial controls

• Enhance methods of communicating with our key customers

• To continuously improve customer support, carefully select and purchase technological and other resources

15

High Impact Objectives by Perspective

16

Customer Perspective(How do our customers see us?)

17

Customer Perspective

18

Examine Customer Environment

• Customer Satisfaction Surveys• Personal Contact• Employee Reports• Observation

ServiceQualityInformation

• How are we doing?• How can we do better?

19

Strategic Objective: C2. Improve education of customers on portfolio of services offered

Measure:C2a. Number of interactions at NIH Research FestivalDEMS strategy of Operational Excellence

includes:

•Having face to face contact with our customers to better know their wants

•Using interactions to investigate what the customer looks for when making a buying decision

470 interactions with current and potential customers on DEMS’ services, including online capabilities

20

Strategic Objective: C2. Improve education of customers on portfolio of services offered

Measure:C2b. Number of open house electronic tours

DEMS strategy of Operational Excellence includes:

•Visualizing DEMS services through a informational video

•Supplementing face to face outreach effort

1 electronic tour for 2 days during the September 2004 Research Festival

21

Strategic Objective: C2. Improve education of customers on portfolio of service offered

Measure:C2c. Number of DEMS presentations to AO, BO, EO, ORSAC, and CMO

3

0

1

2

1s t QTR 2nd QTR 3rd QTR 4th QTR

Pres

enta

tions

CMO

ORSAC

CC


•Informing our stakeholders about DEMS service delivery•Presenting funding requests for major improvement projects

22

Internal Business Process Perspective(Are we productive and effective?)

23

Internal Business Process Perspective

24

Strategic Objective: I4. Increase benchmarking reviews to better understand competitors’ offerings and costs

Measure:I4a. Number of benchmarking sites

4 benchmarking reviews comparing DEMS to other market offerings


•Ensuring DEMS offerings and costs meet or exceed those of comparable providers

•Identifying DEMS advantages

25

Strategic Objective: I4. Increase benchmarking reviews to better understand competitors’ offerings and costs

Measure:I4b. Number of planners interviewed

6 planners’ responses resulted in a 92% performance rating


•Developing survey for interviews

•Determining DEMS performance rating among third party meeting planners

•Obtaining suggestions for improving services

26

Learning and Growth Perspective(How are we developing human capital?)

27

Learning and Growth Perspective

28

Strategic Objective: LG3. Improve staff knowledge, skills, and abilities

0

10

20

30

40

50

60

Hou

rs o

f Tra

inin

g

FY04 target

Measure:LG3a. Hours of training for contractor *staff

*Contractor Staff = 26 people


•Reducing errors and increasing reliability•Preparing for advancement opportunities

29


FY04 target

Measure:LG3c. Hours of training for government* staff

0

50

100

150

200

250

300

350

1st QTR 2nd QTR 3rd QTR 4th QTR

Ho

urs

*Government Staff = 16 people


•Reducing errors and increasing reliability•Preparing for advancement opportunities

30


Measure:LG3b. Dollars spent training for contractor* staff

$0

$100

$200

$300

$400

$500

$600

$700

$800


Dolla

rs

*Contractor Staff = 26 people


•Taking advantage of free vendor training offerings

31


Measure:LG3d. Dollars spent training for government* staff

$0

$50

$100

$150

$200

$250

$300

$350


Dol

lars

*Government Staff = 16 people


•Taking advantage of free vendor and NIH funded training offerings •Preparing for advancement opportunities

32


Measure:LG3e.Employee Satisfaction Ratings*

•Quantitative Information Identified Strengths (both NIH and Contract Employees)

It follows that practical corrective actions will be employed to maintain and/or improve performance

• Management Questions: • 87% of DEMS staff understand how their job

contributes to the mission, vision and values of DEMS

• Customer Orientation Questions:• 90% of DEMS staff say DEMS’ services

goals are aimed at meeting customer expectations

• Teamwork and Innovation Questions:• 93% of DEMS staff feel they can serve

customers in a timely fashion• Significant difference on 4 of 5 improvement areas

between government and contract employee perceptions:

• Management• Customer Orientation• Teamwork and Innovation• Training.

*Ratings have not been developed yet. Information included is summarized report data.

33

Financial Perspective(Are we using our resources efficiently?)

34

Financial Perspective

35

Strategic Objective: F1. Minimize/stabilize unit cost for “Provide conference services” (DS1) - optimizing room utilization

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

New

Wor

k O

rder

s

Measure:F1a. Number of new work orders scheduled per month

36

Strategic Objective: F2. Minimize/stabilize unit cost for “Provide multimedia services” (DS2) – increase productivity

0

200

400

600

800

1,000

1,200

1,400

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Hou

rs

Measure:F2a. Number of government employees booked hours

37

Conclusions

38

Conclusions What have we learned from the data?

Customer Perspective• Increasing the number of interactions can be

better achieved with added marketing creativity, e.g. running live video camera, interactive website demos, etc.

• Track web hits and electronic event requests

Internal Business Perspective• Increasing the number of benchmarking sites

will ensure DEMS offerings and costs meet or exceed those of comparable providers

39

Conclusions What have we learned from the data? (continued)

Learning and Growth Perspective• Revealed that each employee has become more

versatile in KSAs, thus being more beneficial to serving clients needs

• Showed an increased knowledge of both discrete services among all employees

• DEMS continued to take advantage of centrally funded and vendor provided training opportunities

• Employee survey results showed a high percentage of staff understand management and customer expectations, and feel they can serve customers in a timely fashion

40

Conclusions What have we learned from the data? (continued)

Financial Perspective• Data revealed there is excess capacity in the

rooms, which continues to keep unit cost higher than necessary

• Continue to review ORS cost recovery business model to understand the most advantageous operating model for DEMS to use

41

Highlights and Initiatives

42

FY04 Highlights

• Implemented web based customer survey for scheduling and multimedia

• Construction of the Fishers Lane Conference facility completed

• Continued training of DEMS staff• Natcher Conference Center AV systems replacement

postponed due to lack of capital funding• Developed Performance Work Statement (PWS)• Competed and evaluated Visual and Medical Arts

(VMA) solicitation

43

FY05 Decisions Impacting DEMS

• A-76 Visual and Medical Arts (VMA) competition result announcement

• Administrative Restructuring Advisory Committee (ARAC) acceptance of DEMS recommendations (centralized conference facilities with capacities of 50+ or 500+ square feet)

• FY05 budget held flat lined, and forecasted FY06 budget reduction between (-1% to -3%)

• Launch of HHS television channel• Mandated Certification and Accreditation (C & A)

process for ScheduALL software

44

FY05 InitiativesPrioritized listing

• Implement Most Efficient Organization (MEO) contract

• Compete DEMS conference operation and related technical services contract

• Implement ARAC policies• Present alternative conference services funding • Prepare impact study of moving conference

services back to membership fee• Upgrade ScheduALL resource management

system

45

FY05 Initiatives (continued)

Prioritized listing

• Establish eClient requirements and implementation plan

• Broaden scope of benchmarking/market survey• Develop plan for EPN conference facility

renovation/relocation• Web based meeting survey implementation • Continue training of DEMS staff • Implement practical corrective actions to maintain

and/or improve employee satisfaction ratings• Natcher Conference Center AV systems replacement• Continue C & A process

46

Appendices

Data Graphs not in main presentationCustomer Perspective

C1a: % of work orders involving both DS1 and DS2C1b: Total # of work ordersC3a: Customer perceptions from specific questions on survey related to scheduling process & meeting set-up

Internal Business Process PerspectiveI1a: Turnaround time on electronic requests to bookingsI1b: % of requests responded to within 24 hoursI2a: % of work orders with missing client information in key fieldsI2b: % of work orders with missing CAN information in key fieldsI3a: % of meetings set-up as ordered based on observationI3b: Score from cleanliness reportI5a: % DS2 billed in timely mannerI5b: # of billing corrections to CAS reports as % of total monthly transactionsI6a: % monthly contractor reports submitted on time (within 5 business days)

47

Appendices (continued)

Learning and Growth Perspective

LG1a: # of town hall meetings

LG1b: # of global government e-mails

LG1c: # cases given to teams

LG2a: # of IC/Divisions with inactive accounts in FY

LG2b: % change in revenue by month

LG4a: # trainings on emerging technology

LG4b: % of AV utilization

LG4c: # of requests for new technology

Financial Perspective

F3a: Amount of revenue generated by DS2

48

Strategic Objective: C1. Provide improved service delivery through integrated event management solutions

Measure:C1a. Percent of work orders involving both DSs (service usage indicator)

0%

5%

10%

15%

20%

25%

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Pece

nt s

ervi

ce v

oulm

e

49

Strategic Objective: C1. Provide improved service delivery through integrated event management solutions

Measure:C1b. Total number of work orders (per month)

0

100

200

300

400

500

600

700

800

900

1000

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Num

ber

50

Strategic Objective: C3. Increase Customer Satisfaction

74%

76%

78%

80%

82%

84%

86%

88%

90%

92%

94%


Satis

fact

ion

Mea

n Sc

ore

Measure:C3a. Customer Perception Score from Survey

51

Strategic Objective: I1. Improve timeliness of the scheduling process

Measure:I1a. Turnaround time on electronic requests to bookings

For FY04, every month had 24 hours or less recorded for the turnaround time

52

Strategic Objective: I1. Improve timeliness of the scheduling process

Measure:I1b. Percent of requests responded to within 24 hours

0%

20%

40%

60%

80%

100%

120%

140%

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Pece

nt

53

Strategic Objective: I1. Improve accuracy of the scheduling process

Measure:I2a. Percent of work order with missing client information in key fields, not including first holds

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04 Aug-04

Sep-04

Pece

nt

54

Strategic Objective: I1. Improve accuracy of the scheduling process

Measure:I2b. Percent of work order with missing CAN information in key fields, not including first holds

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04 Aug-04

Sep-04

Pece

nt

55

Strategic Objective: I3. Improve reliability of meeting set up and execution

Measure:I3a. Percent of meeting set as ordered based on observation

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Per

cen

t

56

Strategic Objective: I3. Improve reliability of meeting set up and execution

Measure:I3b. Score from cleanliness report

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Per

cent

Sco

re

57

Strategic Objective: I5. Improve accuracy in billing for events

Measure:I5a. Percent DS2 billed in a timely manner

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Per

cent

58

Strategic Objective: I6. Maintain accurate contract reporting

Measure:I6a. Number of monthly contractor reports submitted on-time (within 5 business days)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Per

cent

59

Strategic Objective: LG2. Increase sense of trust and partnership with customer

Measure:LG2a. # of IC/Divisions with inactive accounts

March 2004: 131

September 2004: 146

60

Strategic Objective: LG2. Increase sense of trust and partnership with customer

Measure:LG2b. Percent change in revenue by month

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Per

cent

61


Measure:LG3a. Hours of training for contractor staff

0

5

10

15

20

25

30

35

40

45

50

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Hou

rs

62


Measure:LG3b. $ for contractor training

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000


Dol

lars

63


Measure:LG3c. Hours of training for government

0

50

100

150

200

250

300

350


Hou

rs

64


Measure:LG3d. $ for government staff training

$0

$50

$100

$150

$200

$250

$300

$350


Dol

lars

65


Measure:LG3e. Employee satisfaction rating

To be determined

Refer to FY04 Employee Satisfaction Survey results for additional information

66

Strategic Objective: LG4. Enhance use of technology

Measure:LG4a. # of trainings on emerging technology

0

5

10

15

20

25

30

35

40

45

50

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Num

ber

67


Measure:LG4b. Percent of AV utilization by clients

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Per

cent

68


Measure:LG4b. Percent of AV utilization by clients

0.0

0.5

1.0

1.5

2.0

2.5

3.0


Num

ber

69

Strategic Objective: F3. Increase revenues from services

Measure:F3a. Amount of revenue generated by DS2

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

$220

$240

$260

$280

$300

$320

$340

$360

$380

$400

O-03 N-03 D-03 J-04 F-04 M-04 A-04 M-04 J-04 J-04 A-04 S-04

Rev

enue

( in th

ousa

nds

of $

)

Documents

Team Members :