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Improving Meeting Management at ERCOT: Survey Review and Recommendations

This report presents the findings of a survey conducted to evaluate the effectiveness of meeting management at ERCOT. The survey gathered perceptions of staff and stakeholders regarding the support provided for committee, working group, and task force meetings. The report highlights areas for improvement and offers recommendations to enhance the meeting management concept.

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Improving Meeting Management at ERCOT: Survey Review and Recommendations

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  1. Role of Account Management at ERCOT 2005 Meeting Management Support Survey Review For 2006 Subcommittees

  2. Introduction • Survey was designed to: • Gather perceptions of ERCOT Staff’s support of committee, working group and task force meetings. • Evaluate the efforts collectively made by Staff and stakeholders to make these meetings more effective for all participants. • Survey sent to 57 Chair and Vice-Chairs of committees, working groups and task forces. • 61% response rate • 29 members of Task Force and Working Group leadership • 6 members of Subcommittee leadership

  3. Introduction • Scale Utilized: • Many questions were asked using a 7-point scale. • 1 means not at all effective • 7 means extremely effective • “Top Two” – ranking of 6 or 7 considered very effective • “Bottom Two” – ranking of 1 or 2 considered very ineffective • Respondents answering “Don’t Know” to the topic being analyzed were excluded from the statistical base for the calculation of the mean response.

  4. Summary of Survey Findings

  5. Meeting the needs of the Texas Electricity Market • Nearly half of respondents rate the effectiveness of the ERCOT stakeholder process in meeting the needs of the Texas Electric Market as very effective; three percent rate it as very ineffective. • Subcommittee leadership finds the stakeholder process to be more effective in meeting needs of the electricity market. Scale: 1=not at all effective, 7=extremely effective

  6. Meeting the needs of Chairs & Vice-Chairs • 60% of respondents rate the ERCOT stakeholder process as very effective in meeting their needs; 3% rate it as very ineffective. • Subcommittee leadership finds the stakeholder process to be more effective in meeting their needs. Many of TF/WG leadership who feel that the ERCOT stakeholder process is not effective in meeting their needs point to inadequate support from ERCOT staff. Scale: 1=not at all effective, 7=extremely effective

  7. Effectiveness of Meeting Management Support Model Processes

  8. Agenda • Of those noting need for improvement, cite need for ERCOT to more clearly define its role in the process and the need for more realistic agendas

  9. ERCOT Meeting Preparation • Of those noting need for improvement, suggest that the timeliness of meeting agenda availability could improve. • Others would like to see appropriate ERCOT SMEs attend meetings more frequently.

  10. Post Meeting • Respondents call for improved post meeting support (i.e., meeting minutes, materials, and other follow-up communications distributed in a more timely manner).

  11. MP Meeting Preparation • Respondents call for improved MP meeting preparation (i.e., more consistent level of preparation among MPs)

  12. Effectiveness of ERCOT Staff Market Meeting Support Scale: 1=not at all effective, 7=extremely effective

  13. Overall Effectiveness of the Meeting Management Support Model • Overall, leadership generally finds the model to be effective as nearly half of respondents rated the model as very or extremely effective while no respondents provided a rating below 3 on a 7-point scale. • Subcommittee leadership finds the meeting management approach to be more effective than TF/WG respondents Scale: 1=not at all effective, 7=extremely effective

  14. Biggest Advantages & Areas for Improvement • Respondents most often cite improved consistency & organization of meetings, communications, and meeting materials & activities as the most significant improvements from the new approach. • Need for more consistent & comprehensive support from ERCOT SMEs • Need for improved meeting productivity • Determine exactly whom is responsible for tracking minutes/notes and actually producing the agenda seems to be an undecided issue. • 60% of respondents indicate the most important improvement would be the establishment of a tracking mechanism for agenda items, workflows, and next steps that come out of market meetings. • 23% of respondents feel that starting each agenda call with feedback from last meeting would be an important improvement. • 17% of respondents would like to see a quick checkpoint survey at end of all meetings.

  15. What can we do to improve the meeting management concept?

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