CONDUCT FACILITY ASSESSMENTS

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CONDUCT FACILITY ASSESSMENTSCONDUCT FACILITY ASSESSMENTS

Customer Value PropositionCustomer Value Proposition

Leverage our expertise and background in NIH scientific Leverage our expertise and background in NIH scientific infrastructure needs by providing state of the art facility assessments infrastructure needs by providing state of the art facility assessments to contribute towards NIH's goal of exceeding industry facility to contribute towards NIH's goal of exceeding industry facility standards.standards.

Presented by: Presented by:

Ed BainEd Bain

November 18, 2002November 18, 2002

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Table of ContentsTable of ContentsMain PresentationMain Presentation

ASA Template, Page 1…..…………………….………………………………………ASA Template, Page 1…..…………………….……………………………………… 44

Customer Perspective……………………….…………………………………….Customer Perspective……………………….……………………………………. 55

Customer Performance Objectives………….……………………………..Customer Performance Objectives………….…………………………….. 66

Customer Segmentation …………………….……………………………..Customer Segmentation …………………….…………………………….. 77

Customer Satisfaction……………………….………………………………Customer Satisfaction……………………….……………………………… 88

Customer Measure, Increase Safety and Functionality…………….Customer Measure, Increase Safety and Functionality……………. 99

Internal Business Process Perspective…………………………………………Internal Business Process Perspective………………………………………… 1010

Internal Business Process Performance Objectives……………………Internal Business Process Performance Objectives…………………… 1111

Service Group Block Diagram…………………………………………….Service Group Block Diagram……………………………………………. 1212

Conclusions from Discrete Services Deployment Flowcharts………Conclusions from Discrete Services Deployment Flowcharts……… 1313

Internal Business Process Measure, Improve Cycle Time……………Internal Business Process Measure, Improve Cycle Time…………… 1414

Internal Business Process Measure, Improve FCI………..……………Internal Business Process Measure, Improve FCI………..…………… 1515

Learning and Growth Perspective………………………………………………..Learning and Growth Perspective……………………………………………….. 1616

Learning and GrowthLearning and Growth Performance Objectives………………………….Performance Objectives…………………………. 1717

Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR DataConclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data 1818

Analysis of Readiness Index Conclusions……………………………….Analysis of Readiness Index Conclusions………………………………. 1919

Learning and Growth Measure, Train Customers to use Software…..Learning and Growth Measure, Train Customers to use Software….. 2020

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Table of ContentsTable of Contents

Main PresentationMain Presentation

Financial PerspectiveFinancial Perspective…………………………………………………………………………………………………………………… 2121Financial Performance Objectives…………….…………………………….Financial Performance Objectives…………….……………………………. 2222

Unit Cost…………………………………………………………………………Unit Cost………………………………………………………………………… 2323

Asset Utilization………………………………………………………………..Asset Utilization……………………………………………………………….. 2424

Financial Measure, Improve Building Deficiency Cost Data……………Financial Measure, Improve Building Deficiency Cost Data…………… 2525

Conclusions and Recommendations……………………………………………..Conclusions and Recommendations…………………………………………….. 2626

Improvements Implemented…………………………………………………Improvements Implemented………………………………………………… 2727

Conclusions from FY02 ASA..………………………………………………Conclusions from FY02 ASA..……………………………………………… 2828

Recommendations……………………………………………………………Recommendations…………………………………………………………… 2929

Appendices………………………………………………………………………………Appendices……………………………………………………………………………… 3030

Page 2 of ASA Template……………………………………………………………….Page 2 of ASA Template………………………………………………………………. 3131

Process maps……………………………………………………………………………Process maps…………………………………………………………………………… 3232

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Team Members

Leverage our expertise and background in NIH scientific infrastructure needs by providing state of the art facility assesments to contribute towards NIH's goal of exceeding industry facility standards.

DS1: Perform Facility Assessments

DS2:

DS6:

DS4:

Product Leadership Harvest

Ed Bain

Operational Excellence Growth

Service Strategy

ASA Template - 2002

Customer Value Proposition

Team Leader

Conduct Facility Assessments

DS5:

Discrete Services

Service Group

DS3:

Customer Intimacy Sustain

x

Nga NguyenWoody InscoeKenny WindsorRicardo HerringClarence Dukes

ASA Template – Page 1ASA Template – Page 1

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Customer Customer PerspectivePerspective

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Customer Performance ObjectivesCustomer Performance Objectives

• Increase understanding of customer baseIncrease understanding of customer base• Increase customer satisfactionIncrease customer satisfaction• Increase safety and functionalityIncrease safety and functionality

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Objective:Objective: Increase Understanding of Customer BaseIncrease Understanding of Customer Base

Performance Measure:Performance Measure:Customer SegmentationCustomer Segmentation

Customer Objective Customer Objective

Customer Segmentation

9%

11%

8%

64%

8%ORS Facility Managers

PWB Building Engineers

Budget/Planning

IC Customers

NIH Management

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• Customers will be surveyed electronically using Customers will be surveyed electronically using the ORS scorecards.the ORS scorecards.

• Only facility assessment report recipients will be Only facility assessment report recipients will be surveyedsurveyed

Objective:Objective: Increase Customer SatisfactionIncrease Customer Satisfaction

Performance Measure:Performance Measure:Customer Survey for Facility AssessmentsCustomer Survey for Facility Assessments

Customer Objective Customer Objective

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Objective:Objective: Increase Safety and FunctionalityIncrease Safety and Functionality

Performance Measure:Performance Measure:Square Footage Assessed on a 3 year CycleSquare Footage Assessed on a 3 year Cycle

Customer ObjectiveCustomer Objective

Square Feet Assessed

0123456789

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FY 2002 FY 2003 FY 2004

Fiscal Year

Sq

ua

re F

ee

t (M

illio

ns

)

Square Feet

Target = 3 Million SF / YearTarget = 3 Million SF / Year

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Internal Business Internal Business Process Process

PerspectivePerspective

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Internal Business Process Internal Business Process Performance ObjectivesPerformance Objectives

• Increase understanding of processIncrease understanding of process• Identify methods to measure processIdentify methods to measure process• Improve buildings Facility Condition IndexImprove buildings Facility Condition Index

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Objective:Objective: Increase understanding of processIncrease understanding of process

Performance Measure:Performance Measure: Block diagramBlock diagram

Program funding for next year

AssessBuildings

Determine FCIs

Perform repairs

Conduct Facility Assessments: Block Diagram of Assessment Cycle

Establish facility assessment schedule

Internal Business Process ObjectiveInternal Business Process Objective

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Conclusions:Conclusions:• Involved DCAB in the processInvolved DCAB in the process• Reduce the time between the initial customer Reduce the time between the initial customer

contact and presentation of the final results to the contact and presentation of the final results to the customer.customer.

• Process to update data before the next Process to update data before the next assessmentassessment


Objective:Objective: Increase understanding of processIncrease understanding of process

Performance Measure:Performance Measure: Discrete Services Deployment Flowcharts Discrete Services Deployment Flowcharts

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Objective: Objective: Identify Methods to Measure ProcessesIdentify Methods to Measure Processes

Performance Measure:Performance Measure:

Improve cycle time for assessment processImprove cycle time for assessment process


Number of Days to Complete Assessments

0

2040

6080

100

120140

160180

200

FY 2002 FY 2003 FY 2004

Fiscal Year

Nu

mb

er

of

Day

s

Days

Target = 120 DaysTarget = 120 Days

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Objective:Objective: Improve Facility Condition Index

Performance Measure:Performance Measure:Decrease the FCI overall for all buildings


Identified Deficiencies Corrected

0

20

40

60

80

100

120

140

160

Level 1 Level 2 Level 3

Priority

Nu

mb

er

of

De

fici

en

cie

s

Projects50%50%

10%10%5%5%

TargetTarget

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Learning and Learning and Growth PerspectiveGrowth Perspective

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Learning and Growth Learning and Growth Performance ObjectivesPerformance Objectives

• Enhance Quality of Work life for Enhance Quality of Work life for Employees in ORSEmployees in ORS

• Maintain and Enhance Competencies for Maintain and Enhance Competencies for the Future Organizationthe Future Organization

• Customers trained in use of Facilities Customers trained in use of Facilities Assessment ApplicationAssessment Application

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Objective:Objective: Enhance Quality of Work life for Employees in ORSEnhance Quality of Work life for Employees in ORS

Performance Measure:Performance Measure: Turnover, Sick Leave, Awards, and EEO/ER/ADR DataTurnover, Sick Leave, Awards, and EEO/ER/ADR Data

Observation:Observation:• 5.6 % employee turnover5.6 % employee turnover• Less than one week of sick leave used per employeeLess than one week of sick leave used per employee• Approximately one award per employeeApproximately one award per employee• No EEO or ADR cases out of 18 employeesNo EEO or ADR cases out of 18 employees

Conclusions:Conclusions:• Zero turnover, not including retirementZero turnover, not including retirement• Employees are satisfied and happyEmployees are satisfied and happy• Healthy environment and good working relationship Healthy environment and good working relationship

among employeesamong employees

Learning and Growth Objective Learning and Growth Objective

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• Required skills: Contracting, facility management, Required skills: Contracting, facility management, coordination and planning, technical backgroundcoordination and planning, technical background

• RMS staff have these skills and can assume duty of the RMS staff have these skills and can assume duty of the Project Officer if necessaryProject Officer if necessary

• Lack of personnel and skills in assessment and software Lack of personnel and skills in assessment and software application resulting in need for contract supportapplication resulting in need for contract support

Objective: Objective: Maintain and Enhance Competencies for the Future OrganizationMaintain and Enhance Competencies for the Future Organization

Performance Measure: Performance Measure: Analysis of Readiness IndexAnalysis of Readiness Index

Learning and Growth ObjectiveLearning and Growth Objective

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Objective:Objective:Customers trained in use of Facilities Assessment Software Customers trained in use of Facilities Assessment Software ApplicationApplication

Performance Measure: Performance Measure: Increase number of customers trained in use of Facility Increase number of customers trained in use of Facility Assessment SoftwareAssessment Software

Learning and Growth ObjectiveLearning and Growth Objective

Personnel Trained

0

20

40

60

80

100

120

Facility Managers Building Engineers Others

Pe

rce

nt

Tra

ine

d

Percent

Target = 50%Target = 50%

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Financial Financial PerspectivePerspective

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Financial Performance ObjectivesFinancial Performance Objectives

• Minimize Unit Cost at a Defined Service Minimize Unit Cost at a Defined Service LevelLevel

• Maximize Utilization of AssetsMaximize Utilization of Assets

• Improve Building Deficiency Correction Improve Building Deficiency Correction Cost DataCost Data

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Objective: Objective: Minimize Unit Cost at a Defined Service Level Minimize Unit Cost at a Defined Service Level

Performance Measure: Performance Measure: Change in Unit CostChange in Unit Cost

Financial ObjectiveFinancial Objective

Unit Cost

$0.22

$0.23$0.23

$0.24$0.24

$0.25$0.25

$0.26

FY 2002 FY 2003 FY 2004

Fiscal Year

Co

st /

Sq

uar

e F

oo

t

Cost/SF

TargetTarget

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100% Asset Utilization100% Asset Utilization

Objective: Objective: Maximize Utilization of Assets Maximize Utilization of Assets

Performance Measure:Performance Measure:Actual Asset UtilizationActual Asset Utilization

Comparison of Fixed Cost and GSA Schedule-Based Contracts

0

0.1

0.2

0.3

FY02 FY03 FY04

Fiscal Year

$/S

qu

are

Fo

ot

As

se

ss

ed

Fixed Cost

GSA Schedule


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Objective: Objective: Improve Building Deficiency Correction Cost Data Improve Building Deficiency Correction Cost Data

Performance Measure: Performance Measure: % variation between budgeted costs and actual % variation between budgeted costs and actual repair/replacement expensesrepair/replacement expenses


Project Cost Comparisons

0

10

20

30

40

50

60

70

80

90

100

110

120

Budget Actual

Pro

jec

t C

os

t ($

00

0)

Project Cost

Target = +/- 10%Target = +/- 10%

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Conclusions Conclusions and and

RecommendationsRecommendations

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Improvements Implemented:Improvements Implemented:

• Established a three year contract for assessment program Established a three year contract for assessment program

• Completed first third of NIH campus (FY 02)Completed first third of NIH campus (FY 02)

• Began the second third of NIH campus (FY 03)Began the second third of NIH campus (FY 03)

• Completed assessment for off campus facilities at Rocky Completed assessment for off campus facilities at Rocky Mountain Laboratory, Montana and National Institute of Mountain Laboratory, Montana and National Institute of Environmental Health Sciences in North CarolinaEnvironmental Health Sciences in North Carolina

• Included other facility management reports such as roof Included other facility management reports such as roof maintenance, indoor air quality and asbestos management maintenance, indoor air quality and asbestos management program in to the facility assessment databaseprogram in to the facility assessment database

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Conclusions from FY02 ASAConclusions from FY02 ASA

Major findings:Major findings:

• Electronic links to other facility management and Electronic links to other facility management and reports can not be made economically.reports can not be made economically.

• For security reasons, a link to the assessment For security reasons, a link to the assessment database from ORS web page should not be database from ORS web page should not be established.established.

• Backlog of Maintenance and Repair greater than Backlog of Maintenance and Repair greater than expectedexpected

• Most buildings in fair conditionMost buildings in fair condition

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• Complete assessment cycle.Complete assessment cycle.• Assess other off campus facilities at GRC, Assess other off campus facilities at GRC,

Baltimore; New Iberia, Louisiana; Ft. Detrick, Baltimore; New Iberia, Louisiana; Ft. Detrick, Maryland.Maryland.

• Use assessment data in planning and budgetingUse assessment data in planning and budgeting• Establish a policy goal for FCI at NIH.Establish a policy goal for FCI at NIH.• Develop a process to update building Develop a process to update building

deficiencies before next assessment.deficiencies before next assessment.• Involve DCAB in the process.Involve DCAB in the process.• Shorten assessment cycle.Shorten assessment cycle.

RecommendationsRecommendations

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AppendicesAppendices

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ASA Template – Page 2ASA Template – Page 2

Percent customers trained.

Performance Objective

Enhance quality of work life for employees in ORS.

Identify methods to measure processes.

Learning and Growth Perspective

Performance MeasureFinancial Perspective

Performance Measure

Determine Facility Condition Index for each building.Provide building condition rating.

Improve building Facility Condition Index.


Increase understanding of customer base


Lower facilities condition index as required to maintain buildings in "good" to "excellent" condition.

Performance MeasureInternal Business Process Perspective

Complete process maps of Service Group/Discrete Services

Identify and report on process measures for Discrete Services

Increase understanding of processes.

Customer PerspectivePerformance Measure

Contacts/Complaints with EEO/ER/ADR

Sick Leave Usage

Customer segmentation of Discrete Services

Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service

Improve safety and functionality. Number of square feet assessed each quarter on the three-year cycle.

Increase customer satisfaction

Assess and maintain reliable building deficiency correction cost data.

Percentage variation between budgeted and actual expenditures.

Maximize utilization of assets.

Change in Unit Cost for each Discrete ServiceMinimize unit cost at a defined service level.

Increase number of internal customers trained in assessment software application.

Improve Cycle time for assesment process. Shorten assessment process from orientation meeting to customers' closeout report.

Actual assets utilized/planned asset utilization for each Discrete Service

Turnover

Maintain & enhance competencies for the future organization.Analysis of Readiness Index


Awards/Recognition

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Flow ChartFlow Chart

RMS Facility Manager VFA (Consultant) Facility Occupant

No

Yes

Perform Facility Assessments

Arrange Orientation Meeting for Occupant

Conduct Orientation Meeting, Explain to

Occupants the Condition Survey

Process

Attend Meeting and Complete Occupant Condition Survey

Gather and Consolidate Survey and Other Relevant Data and

Provide to VFA

Decide Funding Strategy and Priorities

for Level 1, 2 & 3 Deficiencies

Conduct Facility Assessment

Prepare Report and Submit to RMS

Review Report as Required

Distribute Report

Report OK?

Conduct Closeout Meeting

Review Report

Attend Closeout Meeting

Prepare Cost and Condition Data for

Budget and Planning Process

Identify Facility and Schedule Survey

Arrange Close Out

Meeting for Occupant

Documents

CONDUCT FACILITY ASSESSMENTS