Wendy K. Hughes, Mpa Email and Phone Number

Supervises a team that works with the business and service providers across DoITT to refine the metrics and KPIs used to evaluate service quality and performance; assures the performance metrics evaluation model is focused on improving operational and program efficiencies and effectiveness; analyzes, reviews and measures performance against agreed-upon service level agreements (SLAs); works with the Program and Portfolio Management (PPM) team to understand the dispersion of services and measure performance accordingly; collaborates with the Strategic Planning group and divisions across DoITT on performance improvement initiatives and measures progress via metrics; leads and coordinates the monthly DoITT Stat Steering Committee and collaborates with all divisional liaisons; manages an ongoing effort to automate the DoITT Stat process, including data consolidation and creation, maintenance and usage of dynamic dashboards to facilitate robust, interactive discussions; initiates actions required to maintain or improve service levels and related metrics; developing a model to measure internal and external customer satisfaction; oversees and facilitates the Performance Management process with the Mayor's Office of Operations which results in the PMMR and MMR reports to the public; and manages special technology projects and initiatives as assigned.

National Urban Fellows' leadership development program is a rigorous, 14-month, full-time graduate degree program comprising four semesters of academic course work while also completing a nine-month mentorship assignment. The program culminates in a Master of Public Administration (MPA) degree from the City of New York's Bernard M. Baruch College, School of Public Affairs. During the mentorship, Fellows complete course work via distance learning. An MPA degree is awarded to Fellows upon completion of all academic and program requirements

Am now an accredited LEED Green Associate by U.S. Green Building Council. I am a leader in the sustainability field and an active participant in the green building movement who contributes expertise to the design, construction, operations and maintenance of buildings and neighborhoods that save energy, use fewer resources, reduce pollution, and contribute to healthier environments for their occupants and the community.

Reported directly to the City Manager of Beverly Hills while obtaining my Masters of Public Administration from CUNY Bernard Baruch School of Public Affairs (July 2013) via the highly acclaimed National Urban Fellowship program. (www.NUF.org)Delivered the following four special projects during my mentorship tenure: Solely responsible for the research, development and presentation of the City of Beverly Hills Homeland Security and Disaster Strategic Plan to City Council for their adoption on February 5th, 2013 and personally delivered by the Mayor and City Manager in April to U.S. Senate and House Committees for Homeland Security in order to cultivate future DHS pilot programs and grant monies. In this capacity, I worked directly with the Police and Fire Chief’s and the Directors of Emergency Management and Public Works, as well as local FBI staff and U.S. Secret Service staff assigned to the City.Developed first ever department-wide performance measures and outcomes for the entire Policy and Management (P & M) staff. Assisted in the research and development of several new departmental policies and procedures. Assisted the Assistant City Manager in the development of the FY13-14 line item and CIP budgets for the P & M department ($7M with 13 Full time employees).Created and executed new Memorandums of Understanding and Joint Use Agreements for the Director of Emergency Management which developed official partnerships with local business owners during declared state of emergencies. This included local hotels, animal shelters, gas stations, and surgery centers. In conjunction with the Community Services staff, I completed a Public Awareness campaign around the growing professional panhandling situation in the City Positive Change, not Spare Change (www.beverlyhills.org/change) which was featured on the 'Inside Beverly Hills' show (http://vimeo.com/55622003) in December 2012 and created a corresponding PSA (http://vimeo.com/55825071).

•Led Change Advisory Council that created 10 new quality metrics for entire Enterprise Products organization and personally counseled 15 development teams over 2 year period to 27% improvement in quality of their enterprise software products.Successfully salvaged derailed $1 million government project implementation by executing and managing a global virtual team within an accelerated timeframe. •Assembled internal virtual global team together over 6 month period to systematically integrate 3 disparate software solutions to deliver sales promised functionality.•Dispatched on-site resources that corrected configuration issues, solved integration difficulties and provided customer feedback mechanism Ensured $12 million revenue stream by restoring health to over 35 Enterprise high value customer accounts working with regional Customer Advocates and Sales teams.•Post mortems completed with 21% improvement of combined client satisfaction in 1 year. •Ensured on-going client support issues received an appropriate level of responsiveness while personally presenting to clients the strategic development roadmaps. •Initiative owner of Lippincott post sales Customer Experience which revamped new portal delivery vehicle for software solutions and service packs to global enterprise clients utilized by Customer Value Program. • Satmetrix vendor liaison which revamped external support survey questions to track and monitor improvements for global support technicians.

Interfaced directly with high value customers to answer RFI's and RFP's and present product strategy roadmaps, resulting in closing $20M in new contract value sales for service and asset management products.

Steered the integration of new product support procedures for 2 company mergers, including Wily Technologies valued at $375M and Niku valued at $350M. Handled client escalations during on-boarding process, aligned new products with the Enterprise IT Management (EITM) strategy.

Managed entire Service Desk Sustaining Engineering Support team with over 20 direct reports.Established first ever Customer Program for C Level Executives, Middle Managers and Technical Staff which became EITM Flagship Program.•Responsible for the establishment of 25 Product Advisory Councils, which includes senior executives from CA’s top revenue generating customers and Service Providers. Have built enduring relationships with over 30 Unicenter Product Advisory Council members by consistently ensuring that all commitments are met, and that there is regular and timely communication. •Established Unicenter Development Buddy Program, which now includes over 500 clients, covering 27 products and has been renamed to Dev Exchange under the Customer Value Network. The goal of the Development Buddy Program was to foster an ongoing dialogue between CA's development organization and key technology clients, to develop effective strategies and produce world-class solutions and services for our mutual benefit.•Organized yearly (13 to date) Development Buddy Summits which provide key customers the opportunity to meet with and interact with the CA development organization, in both North America and Europe. Also a regular presenter at CA World and Regional User Group events. Created first ever Customer Success program for CA Development among hundreds of Enterprise wide customer accounts•Ensured issues reported by key customers receive an appropriate level of responsiveness, move through the support lifecycle expeditiously and if deemed necessary, ensure that development assistance is provided.•Provided timely information to customers, keeping them apprised of development planning and progress. Ensure that product plans are in line with customer goals, and ensure key customer involvement in beta programs and product launch activities..

Consolidated 21 individual countries technical infrastructure from entrenched support silos to an efficient, centralized world-wide Support organization.Developed and wrote support policies, practices, and infrastructure design for world-wide company use to ensure consistency in customer support across the organization.Improved customer satisfaction metrics through Satmetrix surveys from 6.85 to 7.05 in less than 1 year for Worldwide Support.

Built and implemented a strategy for developing QA procedures and testing new, organic Unicenter product developed by CA, Inc. Constructed test suites for the GUI from the ground up; created use cases and performed multi-platform testing. Initiated program for engaging partners in the quality assurance and product certification processes for the first time in company history. Rolled out Unicenter product and engaged in field testing for system integrators.