‘08-’09 ORGANIZATION & MARKETING WORKFORCE DEVELOPMENT
Input Effort Quantitative:
§ Participated in the bi-annual DMAI Organization and Financial benchmarking survey.
§ Completed 232 individual staff training sessions through online training courses, seminars, and side-by-side training sessions with other staff.
§ Transitioned staff payroll stubs to email as part of an overall effort to be more sustainable.
§ Digitized nearly 1,500 office files including the last remaining hard copy files from the 1990s and more than 1,200 backgrounder and archival files to make them faster to search and easier for multiple people to access.
§ Shifted to rechargeable batteries for mice & keyboards.
§ Shifted workman's comp payments to occur with each pay period instead of up front at the beginning of the year which eliminates year-end audit hassles and improves cash flow.
§ Created new tools to track Paid Time Off so managers can see each request in context with other staff members.
§ Established a log for better tracking of employee coaching by managers.
§ Re-engineered the process for creating custom Durham monthly and weekly lodging performance reports to shorter time and improved accuracy.
Input Effort Qualitative:
§ Moved the all work order systems to a SharePoint platform; making it easier to track results and more efficient for staff members to manage workflow.
§ Integrated Microsoft Project, SharePoint, Microsoft Outlook and DCVB Work order systems into a single dashboard, providing a robust tool to manage projects, processes, workflow, milestones, and timelines.
§ Deployed additional phases of MyDurhamInfo.com, an extranet giving stakeholders access to and the ability to update their organization’s information and submit events online, greatly simplifying the process of inventorying 3,000+ visitor related businesses and organizations.
§ Conducted annual evaluations of all insurance policies including healthcare to ensure they are effective and competitive.
§ Deployed add-ins to Outlook to better organize and accelerate processing email.
§ Developed an improved online performance review system using Vovici.
§ Collaborated to build the 2009-2010 Budget.
§ Collaborated to update every element of the Strategic Blueprint for Marketing Durham as a Destination.
§ Created a consolidated packaging enrollment portal to make it easier for Durham organizations and businesses to collaborate by providing in one location, FAQs, examples, step by step instructions, who to call references, etc.
§ Rolled out a 2.0 version of a content management system to make efficient updates to web pages.
Outcome Effect Quantitative:
§ Managed performance based compensation including conducting quarterly and annual reviews of each staff member against specific performance objectives.
§ Conducted a workplace United Way campaign with 100% participation and generating $6,152, an average donation of $267.50 per employee.
§ Established debit cards for staff participating in a flexible spending healthcare benefits option.
§ Modified entry/alarm process to eliminate false alarms and make it easier for community groups departing the building after hours.
§ Converted to Informz, an online survey and enews tool that interfaces with Destination 3000, DCVB’s proprietary database for visitor inquiries, calendar, community and group sales stakeholders.
§ Created and deployed an online request form making it easy for stakeholders to request media and mailing lists from DCVB.
§ Due to the economic downturn and subsequent deteriorization of lodging rates, executed a reduction in force to bring expenditures in line with revenue. Included in the plan was:
o The opportunity for all staff members to participate in the process of identifying acceptable cost-cutting measures;
o The Leadership team taking voluntary pay cuts averaging about 17%;
o Adjustment of the performance-based compensation formula;
o Initiating mandatory payments of 15% of medical premiums;
o Reduction of 3 full time and 2 part time positions;
o Reduction of 1 full time position to 4 days a week;
o Reduction of an additional 3 full time positions due to attrition.
Outcome Effect Qualitative:
§ Installed high efficiency HVAC system with updated software and zoning.
§ Received recognition as best practice workplace by CEO Update, a publication for non-profit chief executives.
§ Collaborated with Duke to develop and test deployment of RSS feeds to update the Official Durham Community Event Calendar.
§ Migrated to a more powerful and secure 64-bit server platform. Updated software to Windows Server 2008, SQL 2008, and Exchange 2007.
§ Provided quarterly wellness checks and credit counseling.
§ Deployed rapid follow up emails to online visitor inquirers, confirming that materials were in the mail but also including a series of useful links to online information.
§ Monitored the H1N1 virus, and as always, arranged for on-site flu shots for staff members.
§ Installed better lighting in one corner of the parking lot for security
§ Created and deployed a Heritage Alliance Listserv in addition to listservs for lodging general managers, lodging directors of sales and public information and communications officers.
§ Adapted 2-way voice identification to cut down on false alarms and fees
§ Completed an accounting upgrade to version 10 of Great Plains & Business Portal.
§ Innovated an application for Visitor Center Volunteers to ring up merchandise for sale that was simple and integrated with Great Plains.
§ Established a portal and macro to more easily track ad responses
§ Created a 3-in-1 Downtown Map to make updating multiple versions faster.
§ Added email alerts for frequent users when new images are added to the Durham Image Library.
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