1. 1 Team Members: Ken Ryland, Marianne Bachmann, Hugh Malek, Karla Terney, Joseph Kristofik, Dan Shoen Office of Research Services National Institutes of Health 8 February 2005 Provide NIH Events Management Services FY 2004 Performance Management Report

2. 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. 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 share Issues: Educate customers on cost Educate customers on available services

4. 4 Performance Management Plan (PMP)

5. 5 PMP Basis – The Balanced Scorecard

6. 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 Continuous Improvement 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. 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. 8 FY2004 PMP Template

9. 9 DEMS Performance Management Plan

10. 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. 11 Strategy Map – High Impact Objectives Strategic Theme: Operational Excellence Focusing on lower pricing, convenience, and comprehensive solutions Customer Internal Business Learning & growth Financial C2. Improve education of customers on 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 benchmarking reviews to better understand competitors’ offerings & costs

12. 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. 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. 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. 15 High Impact Objectives by Perspective

16. 16 Customer Perspective (How do our customers see us?)

17. 17 Customer Perspective

18. 18 Examine Customer Environment Customer Satisfaction Surveys Personal Contact Employee Reports Observation Service Quality Information How are we doing? How can we do better?

19. 19 Strategic Objective: C2. Improve education of customers on portfolio of services offered Measure: C2a. Number of interactions at NIH Research Festival DEMS 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. 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. 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 CMO ORSAC CC DEMS strategy of Operational Excellence includes: Informing our stakeholders about DEMS service delivery Presenting funding requests for major improvement projects

22. 22 Internal Business Process Perspective (Are we productive and effective?)

23. 23 Internal Business Process Perspective

24. 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 DEMS strategy of Operational Excellence includes: Ensuring DEMS offerings and costs meet or exceed those of comparable providers Identifying DEMS advantages

25. 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 DEMS strategy of Operational Excellence includes: Developing survey for interviews Determining DEMS performance rating among third party meeting planners Obtaining suggestions for improving services

26. 26 Learning and Growth Perspective (How are we developing human capital?)

27. 27 Learning and Growth Perspective

28. 28 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities FY04 target Measure: LG3a. Hours of training for contractor *staff *Contractor Staff = 26 people DEMS strategy of Operational Excellence includes: Reducing errors and increasing reliability Preparing for advancement opportunities

29. 29 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities FY04 target Measure: LG3c. Hours of training for government* staff *Government Staff = 16 people DEMS strategy of Operational Excellence includes: Reducing errors and increasing reliability Preparing for advancement opportunities

30. 30 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3b. Dollars spent training for contractor* staff *Contractor Staff = 26 people DEMS strategy of Operational Excellence includes: Taking advantage of free vendor training offerings

31. 31 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3d. Dollars spent training for government* staff *Government Staff = 16 people DEMS strategy of Operational Excellence includes: Taking advantage of free vendor and NIH funded training offerings Preparing for advancement opportunities

32. 32 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities 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. 33 Financial Perspective (Are we using our resources efficiently?)

34. 34 Financial Perspective

35. 35 Strategic Objective: F1. Minimize/stabilize unit cost for “Provide conference services” (DS1) - optimizing room utilization Measure: F1a. Number of new work orders scheduled per month

36. 36 Strategic Objective: F2. Minimize/stabilize unit cost for “Provide multimedia services” (DS2) – increase productivity Measure: F2a. Number of government employees booked hours

37. 37 Conclusions

38. 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. 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. 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. 41 Highlights and Initiatives

42. 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. 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. 44 FY05 Initiatives Prioritized 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. 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. 46 Appendices Data Graphs not in main presentation Customer Perspective C1a: % of work orders involving both DS1 and DS2 C1b: Total # of work orders C3a: Customer perceptions from specific questions on survey related to scheduling process & meeting set-up Internal Business Process Perspective I1a: Turnaround time on electronic requests to bookings I1b: % of requests responded to within 24 hours I2a: % of work orders with missing client information in key fields I2b: % of work orders with missing CAN information in key fields I3a: % of meetings set-up as ordered based on observation I3b: Score from cleanliness report I5a: % DS2 billed in timely manner I5b: # of billing corrections to CAS reports as % of total monthly transactions I6a: % monthly contractor reports submitted on time (within 5 business days)

47. 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. 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)

49. 49 Strategic Objective: C1. Provide improved service delivery through integrated event management solutions Measure: C1b. Total number of work orders (per month)

50. 50 Strategic Objective: C3. Increase Customer Satisfaction Measure: C3a. Customer Perception Score from Survey

51. 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. 52 Strategic Objective: I1. Improve timeliness of the scheduling process Measure: I1b. Percent of requests responded to within 24 hours

53. 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

54. 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

55. 55 Strategic Objective: I3. Improve reliability of meeting set up and execution Measure: I3a. Percent of meeting set as ordered based on observation

56. 56 Strategic Objective: I3. Improve reliability of meeting set up and execution Measure: I3b. Score from cleanliness report

57. 57 Strategic Objective: I5. Improve accuracy in billing for events Measure: I5a. Percent DS2 billed in a timely manner

58. 58 Strategic Objective: I6. Maintain accurate contract reporting Measure: I6a. Number of monthly contractor reports submitted on-time (within 5 business days)

59. 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. 60 Strategic Objective: LG2. Increase sense of trust and partnership with customer Measure: LG2b. Percent change in revenue by month

61. 61 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3a. Hours of training for contractor staff

62. 62 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3b. $ for contractor training

63. 63 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3c. Hours of training for government

64. 64 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3d. $ for government staff training

65. 65 Strategic Objective: LG3. Improve staff knowledge, skills, and abilities Measure: LG3e. Employee satisfaction rating To be determined Refer to FY04 Employee Satisfaction Survey results for additional information

66. 66 Strategic Objective: LG4. Enhance use of technology Measure: LG4a. # of trainings on emerging technology

67. 67 Strategic Objective: LG4. Enhance use of technology Measure: LG4b. Percent of AV utilization by clients

68. 68 Strategic Objective: LG4. Enhance use of technology Measure: LG4b. Percent of AV utilization by clients

69. 69 Strategic Objective: F3. Increase revenues from services Measure: F3a. Amount of revenue generated by DS2