1. 1 FY02 ASA Presentation Provide NIH Events Management Services Presented by: Ken Ryland Marianne Bachmann Office of Research Services National Institutes of Health 18 November 2002 Presented by: Ken Ryland Marianne Bachmann Office of Research Services National Institutes of Health 18 November 2002

2. 2 Table of Contents Main Presentation ASA Template ……………………………….……………………………….4 Customer Perspective……………………….……………………………….5 Customer Segmentation …………………….……………………………………6-7 Customer Satisfaction……………………….…………………………………….8-10 Unique Customer Measures………………….…………………………………..11-14 Internal Business Process Perspective…………………………………….15 Service Group Block Diagram……………………………………………………16 Conclusions from Discrete Services Deployment Flowcharts………………..17-19 Process Measures…………………………………………………………………20-22 Learning and Growth Perspective………………………………………….23 Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data……..24 Analysis of Readiness Conclusions…………………………………………….25 Unique Learning and Growth Measures………………………………………..26 Financial Perspective………………………………………………………..27 Unit Cost: ……………………………………………………………………… 28-29 Asset Utilization……………………………………………………………………30 Unique Financial Measures: Billable Hours …………………………………..31 Conclusions and Recommendations……………………………………….32 Conclusions from FY02 ASA..……………………………………………………33 Recommendations…………………………………………………………………34 Main Presentation ASA Template ……………………………….……………………………….4 Customer Perspective……………………….……………………………….5 Customer Segmentation …………………….……………………………………6-7 Customer Satisfaction……………………….…………………………………….8-10 Unique Customer Measures………………….…………………………………..11-14 Internal Business Process Perspective…………………………………….15 Service Group Block Diagram……………………………………………………16 Conclusions from Discrete Services Deployment Flowcharts………………..17-19 Process Measures…………………………………………………………………20-22 Learning and Growth Perspective………………………………………….23 Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data……..24 Analysis of Readiness Conclusions…………………………………………….25 Unique Learning and Growth Measures………………………………………..26 Financial Perspective………………………………………………………..27 Unit Cost: ……………………………………………………………………… 28-29 Asset Utilization……………………………………………………………………30 Unique Financial Measures: Billable Hours …………………………………..31 Conclusions and Recommendations……………………………………….32 Conclusions from FY02 ASA..……………………………………………………33 Recommendations…………………………………………………………………34

3. 3 Table of Contents Appendices Page 2 of your ASA Template Customer segments graphs Customer satisfaction graphs Block diagram Process maps Process measures graphs Learning and Growth graphs Analysis of Readiness Information Unit cost graphs Asset utilization graphs Any unique measures graphs Appendices Page 2 of your ASA Template Customer segments graphs Customer satisfaction graphs Block diagram Process maps Process measures graphs Learning and Growth graphs Analysis of Readiness Information Unit cost graphs Asset utilization graphs Any unique measures graphs

4. 4

5. 5 Customer Perspective

6. 6 Customer Segmentation – Top 10 Clients in Conference Services

7. 7 Customer Segmentation – Multimedia Services Percentage of Revenue

8. 8 FY02 ORS Customer Survey Data for the Annual Self Assessments Service Group 30: Provide NIH Events Management Services 22 October 2002 Summary Prepared by Janice Rouiller, SAIC FY02 ORS Customer Survey Data for the Annual Self Assessments Service Group 30: Provide NIH Events Management Services 22 October 2002 Summary Prepared by Janice Rouiller, SAIC

9. 9 Methodology NIH Conference Services Customer Survey Developed based on focus groups Administered twice during FY2002 Survey revised after Q2 FY2002 Customer Sample Representative sample of meetings selected each month Survey sent through email via Project Officer Results returned to Office of Quality Management Data analyzed by contractor for FY02 NIH Events Management Services Annual Self-Assessment (ASA) NIH Conference Services Customer Survey Developed based on focus groups Administered twice during FY2002 Survey revised after Q2 FY2002 Customer Sample Representative sample of meetings selected each month Survey sent through email via Project Officer Results returned to Office of Quality Management Data analyzed by contractor for FY02 NIH Events Management Services Annual Self-Assessment (ASA)

10. 10 Survey Distribution Number of Surveys Distributed102 Number of Surveys Returned 30 Response Rate 29% Number of Surveys Distributed102 Number of Surveys Returned 30 Response Rate 29%

11. 11 Scheduling Meetings (cont.) Overall Satisfaction With Scheduling Experience Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

12. 12 Meeting Events (cont.) Overall Satisfaction With Meeting Event Experience Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

13. 13 What One Improvement Would You Like To See? YES! I am so disturbed by the lack of conference space, even scheduling well over one year in advance, for a large and important NIMH lecture series. We have had to put off international speakers because the large conference rooms were already booked. I had to beg and plead all over campus for the others, it's really a shame. This is very unfortunate given that we are the world's largest research institution, but don't have rooms for the world experts to come and speak. More conference rooms so it is easier to find a location! More rooms available. Online booking. Better quality and newer technology AV equipment. Not to have the individual Branches/Programs charged. It would be great to have videoconferencing available in Building 31, C wing conference rooms. YES! I am so disturbed by the lack of conference space, even scheduling well over one year in advance, for a large and important NIMH lecture series. We have had to put off international speakers because the large conference rooms were already booked. I had to beg and plead all over campus for the others, it's really a shame. This is very unfortunate given that we are the world's largest research institution, but don't have rooms for the world experts to come and speak. More conference rooms so it is easier to find a location! More rooms available. Online booking. Better quality and newer technology AV equipment. Not to have the individual Branches/Programs charged. It would be great to have videoconferencing available in Building 31, C wing conference rooms.

14. 14 What One Improvement Would You Like To See? The person on the phone who set up my most recent conference was so efficient and helpful. When one place that we were originally trying to book was not available, she recommended others which turned out to be even better. Thanks so much for a great meeting. The Natcher Conference Center staff was very helpful and friendly and made the meeting run smoothly. Thank you, thank you, thank you for the additional chairs for the NSC. They were a blessing in disguise. So far I have been extremely pleased with the arrangements I make. Since I am never on site I really don't know how the AV technician responds, but I have had no complaints from the doctors here. Over the last 6 months, customer service has improved. Continued training should be provided to operators and staff on regular duty at conference facilities, excellent service could be maintained. Everything else was great! The person on the phone who set up my most recent conference was so efficient and helpful. When one place that we were originally trying to book was not available, she recommended others which turned out to be even better. Thanks so much for a great meeting. The Natcher Conference Center staff was very helpful and friendly and made the meeting run smoothly. Thank you, thank you, thank you for the additional chairs for the NSC. They were a blessing in disguise. So far I have been extremely pleased with the arrangements I make. Since I am never on site I really don't know how the AV technician responds, but I have had no complaints from the doctors here. Over the last 6 months, customer service has improved. Continued training should be provided to operators and staff on regular duty at conference facilities, excellent service could be maintained. Everything else was great!

15. 15 Internal Business Process Perspective

16. 16 Service Group Block Diagram Provide Conference Services Provide Conference Services Provide Multi-media Services Provide Multi-media Services Events Management

17. 17 Conference Services Block Diagram

18. 18

19. 19 We combined the Meeting request form and the Security Approval form into one. Migrating from temporary web page to Remedy software. (Tracking data) Paradigm shift in the responsibilities of the Conference Coordinators from order takers to Event planners. (Advantage increased availability and utilization of rooms) The SSFAS billing system is too complicated and is driving up operating costs We combined the Meeting request form and the Security Approval form into one. Migrating from temporary web page to Remedy software. (Tracking data) Paradigm shift in the responsibilities of the Conference Coordinators from order takers to Event planners. (Advantage increased availability and utilization of rooms) The SSFAS billing system is too complicated and is driving up operating costs Conclusions from Discrete Services Deployment Flowcharts

20. 20 Note: Though not significant, a downward trend occurred after September 2001. The process also became less predictable.

21. 21 FY’02 Conference Room Utilization

22. 22 FY 2001- 2002 - Web Casts

23. 23 FY02 Learning and Growth (L&G) Data for the Annual Self Assessments Service Group 30: Provide NIH Events Management Services 26 September 2002 Summary Prepared by the Office of Quality Management FY02 Learning and Growth (L&G) Data for the Annual Self Assessments Service Group 30: Provide NIH Events Management Services 26 September 2002 Summary Prepared by the Office of Quality Management

24. 24 Learning and Growth Data Table About one week sick leave per employee About 2 awards for every 3 employees 19% employee turnover 2 ADR case out of 16 employees

25. 25 Summary of Service Group 30 Learning and Growth Data Twenty percent employee turnover Three summer interns departed About one week sick leave per employee About 2 awards for every 3 employees 2 ADR cases out of 16 employees Twenty percent employee turnover Three summer interns departed About one week sick leave per employee About 2 awards for every 3 employees 2 ADR cases out of 16 employees

26. 26 Analysis of Readiness Conclusions Customer Perspective: · Contract for customer survey data analysis & evaluation · Deploy web based customer survey data collection tool Internal Business Perspective: · Develop project management skills and abilities · Develop video production and meeting planning skills and abilities · Accelerate multimedia equipment and system replacements Learning and Growth Perspective: · Build up verbal and written communication skills and abilities · Expand client relation skills Financial Perspective: · Develop quantitative and analytical skills and abilities · Expand budget and financial knowledge Customer Perspective: · Contract for customer survey data analysis & evaluation · Deploy web based customer survey data collection tool Internal Business Perspective: · Develop project management skills and abilities · Develop video production and meeting planning skills and abilities · Accelerate multimedia equipment and system replacements Learning and Growth Perspective: · Build up verbal and written communication skills and abilities · Expand client relation skills Financial Perspective: · Develop quantitative and analytical skills and abilities · Expand budget and financial knowledge

27. 27 Financial Perspective

28. 28 Conference Services Room Category Rates vs. Market Rates

29. 29 Multimedia Services FY 1998 - 2003 - Hourly Rates

30. 30 Conference Services – Asset Utilization Hours Months

31. 31 Multimedia Services FY 2001- 2002 – Billable Hours Target Hours

32. 32 Conclusions and Recommendations

33. 33 Conclusions from FY02 ASA Need for more rooms which have a capacity of 100 to 150. September 11 th had a dramatic impact on the non- mission related meetings. (Eliminated after hours) Fee for Service has made clients more cost conscious, reduced multiple bookings, findings rooms which they do not have to pay fees. Cancellation Fee & New scheduling software implementation. Availability of rooms will increase. Need for more rooms which have a capacity of 100 to 150. September 11 th had a dramatic impact on the non- mission related meetings. (Eliminated after hours) Fee for Service has made clients more cost conscious, reduced multiple bookings, findings rooms which they do not have to pay fees. Cancellation Fee & New scheduling software implementation. Availability of rooms will increase.

34. 34 Continue to upgrade facilities. (Multimedia equipment and infrastructure) Conference Room #1/151, Lipsett, Natcher Conference Center Control System, #31 6 & 10. New Conference facilities (CRC, NSC, Democracy, Parklawn) Develop and Implement an NIH wide policy mandating Conference rooms with a capacity of 50 or more be centrally managed. Purchase and install non linear editing systems Collaborate with DSS to prepare and implement a contract for captioning services. Installation of wireless LAN Continue to upgrade facilities. (Multimedia equipment and infrastructure) Conference Room #1/151, Lipsett, Natcher Conference Center Control System, #31 6 & 10. New Conference facilities (CRC, NSC, Democracy, Parklawn) Develop and Implement an NIH wide policy mandating Conference rooms with a capacity of 50 or more be centrally managed. Purchase and install non linear editing systems Collaborate with DSS to prepare and implement a contract for captioning services. Installation of wireless LAN Recommendations

35. 35 Appendices

36. 36 Appendices Include the following: Page 2 of your ASA Template Customer segments graphs Customer satisfaction graphs Block diagram Process maps Process measure graphs Learning and Growth graphs Analysis of Readiness Information Unit cost graphs Asset utilization graphs Any unique measures graphs Include the following: Page 2 of your ASA Template Customer segments graphs Customer satisfaction graphs Block diagram Process maps Process measure graphs Learning and Growth graphs Analysis of Readiness Information Unit cost graphs Asset utilization graphs Any unique measures graphs

37. 37 Customer Perspective

38. 38 Methodology All data represent occurrences from Oct 2001 - June 2002 Data analyzed covered period between October 1 st and end of June to provide time to analyze and present the data ORS Human Resources (HR) provided data on: Turnover Sick leave Awards HR data stored in NIH databases by Standard Administrative Codes (SACs) Developed cross-reference of ORS Service Groups to SACs Almost all SACs assigned to Service Groups Some Service Groups have identical SACs In this case, two Service Groups will receive same set of data All data represent occurrences from Oct 2001 - June 2002 Data analyzed covered period between October 1 st and end of June to provide time to analyze and present the data ORS Human Resources (HR) provided data on: Turnover Sick leave Awards HR data stored in NIH databases by Standard Administrative Codes (SACs) Developed cross-reference of ORS Service Groups to SACs Almost all SACs assigned to Service Groups Some Service Groups have identical SACs In this case, two Service Groups will receive same set of data

39. 39 Methodology (cont.) Also obtained data from: Equal Employment Opportunity (EEO) Number of EEO complaints Employee Relations (ER) Number of ER cases Alternative Dispute Resolution (ADR) ADR cases Also obtained data from: Equal Employment Opportunity (EEO) Number of EEO complaints Employee Relations (ER) Number of ER cases Alternative Dispute Resolution (ADR) ADR cases

40. 40 Interpreting Your Data FY02 is the first time L&G data were collected and analyzed Compare your Service Group relative to the other ORS Service Groups What are all the L&G indicators telling you? In the future your group should compare itself to its own Service Group data over time Interpret data in terms of other ASA data Customer satisfaction ratings Process measures Financial measures Does the L&G data, when compared to data in other perspectives, show potential relationship (could L&G be contributing to customer satisfaction results)? From reviewing your Service Group’s L&G data, what could be done to improve Quality of Work Life (QOWL)? FY02 is the first time L&G data were collected and analyzed Compare your Service Group relative to the other ORS Service Groups What are all the L&G indicators telling you? In the future your group should compare itself to its own Service Group data over time Interpret data in terms of other ASA data Customer satisfaction ratings Process measures Financial measures Does the L&G data, when compared to data in other perspectives, show potential relationship (could L&G be contributing to customer satisfaction results)? From reviewing your Service Group’s L&G data, what could be done to improve Quality of Work Life (QOWL)?

41. 41 Service Group Turnover Rate Calculated as the number of separations for a Service Group / Population of Service Group Separations defined as: Retirements (separation codes 3010, 3020, 3022) Resignations (separation codes 3120, 3170) Removals (separation codes 3300) Terminations (separation codes 3520, 3550, 3570) Promotions to new organization (separation codes 7020) Reassignments (separation code 7210) Note that transfers/promotions within ORS Divisions/Offices are not captured by the NIH database Calculated as the number of separations for a Service Group / Population of Service Group Separations defined as: Retirements (separation codes 3010, 3020, 3022) Resignations (separation codes 3120, 3170) Removals (separation codes 3300) Terminations (separation codes 3520, 3550, 3570) Promotions to new organization (separation codes 7020) Reassignments (separation code 7210) Note that transfers/promotions within ORS Divisions/Offices are not captured by the NIH database

42. 42 Service Group Turnover Rate (cont.) Calculation of Service Group population was needed since number of employees changes over time Population for Service Group was estimated based on average of employee count at three snapshots in time (Nov 2001, Feb 2002, June 2002) Calculation of Service Group population was needed since number of employees changes over time Population for Service Group was estimated based on average of employee count at three snapshots in time (Nov 2001, Feb 2002, June 2002)

43. 43 Service Group Turnover Rate (Oct 2001 - June 2002) Service Group Turnover Rate (Oct 2001 - June 2002) Service Group Number Turnover Rate

44. 44 Average Hours of Sick Leave Used Calculated as the total number of sick leave hours used for a Service Group / Population of Service Group

45. 45 Average Hours of Sick Leave Used (Oct 2001 - June 2002) Average Hours of Sick Leave Used (Oct 2001 - June 2002) Service Group Number Average Hours

46. 46 Average Number of Awards Received Calculated as the total number of awards received / Population of Service Group Includes both monetary and non-monetary awards Cash awards QSIs Time-off Honorary Customer Service Calculated as the total number of awards received / Population of Service Group Includes both monetary and non-monetary awards Cash awards QSIs Time-off Honorary Customer Service

47. 47 Average Number of Awards Received (Oct 2001 - June 2002) Average Number of Awards Received (Oct 2001 - June 2002) Service Group Number Average number

48. 48 Average Number of EEO Complaints Calculated the total number of EEO complaints for a Service Group / Population of Service Group Calculated the total number of EEO complaints for a Service Group / Population of Service Group

49. 49 Average Number of EEO Complaints (Oct 2001 - June 2002) Average Number of EEO Complaints (Oct 2001 - June 2002) Service Group Number Average Number

50. 50 Average Number of ER Cases Calculated the total number of ER cases for a Service Group / Population of Service Group Case is defined as any contact with ER Office where an action occurs (e.g., Letter is prepared) Calculated the total number of ER cases for a Service Group / Population of Service Group Case is defined as any contact with ER Office where an action occurs (e.g., Letter is prepared)

51. 51 Average Number of ER Cases (Oct 2001 - June 2002) Average Number of ER Cases (Oct 2001 - June 2002) Service Group Number Average Number

52. 52 Average Number of ADR Cases Calculated the number of ADR cases for a Service Group / Population of Service Group Case is initiated when person contacts ADR Calculated the number of ADR cases for a Service Group / Population of Service Group Case is initiated when person contacts ADR

53. 53 Average Number of ADR Cases (Oct 2001 - June 2002) Average Number of ADR Cases (Oct 2001 - June 2002) Service Group Number Average Number

54. 54 NIH Conference Services FY02 Customer Segmentation

55. 55 Readiness Determination Working Tool Service Group: Provide Events Management Services

56. 56 Analysis of Readiness Conclusions Customer Perspective: · Contract for customer survey data analysis & evaluation · Deploy web based customer survey data collection tool Internal Business Perspective: · Develop project management skills and abilities · Develop video production and meeting planning skills and abilities · Accelerate multimedia equipment and system replacements Learning and Growth Perspective: · Build up verbal and written communication skills and abilities · Expand client relation skills Financial Perspective: · Develop quantitative and analytical skills and abilities · Expand budget and financial knowledge Customer Perspective: · Contract for customer survey data analysis & evaluation · Deploy web based customer survey data collection tool Internal Business Perspective: · Develop project management skills and abilities · Develop video production and meeting planning skills and abilities · Accelerate multimedia equipment and system replacements Learning and Growth Perspective: · Build up verbal and written communication skills and abilities · Expand client relation skills Financial Perspective: · Develop quantitative and analytical skills and abilities · Expand budget and financial knowledge

57. 57 NIH Conference Services (cont.) FY02 Conference Room Use

58. 58 NIH Conference Services (cont.) FY02 Meeting Type

59. 59 Scheduling Meetings FY02 Number of Meetings Scheduled

60. 60 Scheduling Meetings (cont.) FY02 Most Recent Scheduling Experience

61. 61 Scheduling Meetings (cont.) Call Answered Promptly

62. 62 Scheduling Meetings (cont.) Phone Messages Returned in a Prompt Manner

63. 63 Scheduling Meetings (cont.) Asked About Pre-meeting Access to Room

64. 64 Scheduling Meetings (cont.) A/V List Reviewed

65. 65 Scheduling Meetings (cont.) Received Meeting Confirmation

66. 66 Scheduling Meetings (cont.) Received 2 Week Reminder

67. 67 Scheduling Meetings (cont.) Satisfaction With Scheduler Competence Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

68. 68 Scheduling Meetings (cont.) Satisfaction With Scheduler Responsiveness Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

69. 69 Scheduling Meetings (cont.) Satisfaction With Scheduler Courtesy Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

70. 70 Scheduling Meetings (cont.) Satisfaction With Ease of Changing Scheduled Events Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

71. 71 Scheduling Meetings (cont.) Satisfaction With Flexibility of Scheduling Process Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

72. 72 Meeting Events FY02 Number of Meetings Attended

73. 73 Meeting Events (cont.) FY02 Most Recent Meeting Experience

74. 74 Meeting Events (cont.) Room Set-up as Requested

75. 75 Meeting Events (cont.) Know Where to Go for Assistance

76. 76 Meeting Events (cont.) Conference Coordinator Greeted You Prior to Actual Meeting Time

77. 77 Meeting Events (cont.) Room Had the Supplies You Needed

78. 78 Meeting Events (cont.) Have the A/V Equipment You Requested

79. 79 Meeting Events (cont.) A/V Equipment Operated Properly

80. 80 Meeting Events (cont.) A/V Tech Available Prior to Meeting

81. 81 Meeting Events (cont.) A/V Tech Available During Meeting

82. 82 Meeting Events (cont.) Satisfaction With Reliability of Room Set-up Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

83. 83 Meeting Events (cont.) Satisfaction With Cleanliness of Room Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

84. 84 Meeting Events (cont.) Satisfaction With Room Furnishings Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

85. 85 Meeting Events (cont.) Satisfaction With Conference Coordinator Competence Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

86. 86 Meeting Events (cont.) Satisfaction With Conference Coordinator Responsiveness Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

87. 87 Meeting Events (cont.) Satisfaction With Conference Coordinator Courtesy Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

88. 88 Meeting Events (cont.) Satisfaction With A/V Technician Competence Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

89. 89 Meeting Events (cont.) Satisfaction With A/V Technician Responsiveness Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

90. 90 Meeting Events (cont.) Satisfaction With A/V Technician Courtesy Note: The rating scale ranges from 1 - 7 where “1” represents Poor and “7” represents Excellent.

91. 91 Note: A significant drop occurred after September, 2001 along with an increase in unpredictability.

92. 92 Note: Not much change after September, 2001. A single signal occurred in October of 2001.

93. 93 Note: Process has become less predictable since September, 2001 with a single signal occurring in May, 2002.

94. 94 List unit cost measures for each discrete service Bulleted statements of conclusions from unit cost measures Insert graphs of unit cost data if insightful List unit cost measures for each discrete service Bulleted statements of conclusions from unit cost measures Insert graphs of unit cost data if insightful Unit Cost Measures

95. 95 List asset utilization measures for each discrete service Bulleted statements of conclusions from asset utilization measures Insert graphs of asset utilization data if insightful List asset utilization measures for each discrete service Bulleted statements of conclusions from asset utilization measures Insert graphs of asset utilization data if insightful Asset Utilization Measures

96. 96 If added unique measures, list them Bulleted statements of conclusions from data Insert graphs of unique measure(s) if insightful If added unique measures, list them Bulleted statements of conclusions from data Insert graphs of unique measure(s) if insightful Unique Financial Measures