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FY02 ASA Presentation ALTER & RENOVATE FACILITIES (Group # 32)

FY02 ASA Presentation ALTER & RENOVATE FACILITIES (Group # 32). Group Members: Felicia Haynes, Co-Team Leader Glen Stonebraker, Co-Team Leader Howard Hochman, CGFM Kristy Long, RA Barbara Moskowitz Calvin Williams Office of Research Services

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FY02 ASA Presentation ALTER & RENOVATE FACILITIES (Group # 32)

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  1. FY02 ASA Presentation ALTER & RENOVATE FACILITIES(Group # 32) Group Members: Felicia Haynes, Co-Team Leader Glen Stonebraker, Co-Team Leader Howard Hochman, CGFM Kristy Long, RA Barbara Moskowitz Calvin Williams Office of Research Services National Institutes of Health 18 November 2002 Alter and Renovate Facilities

  2. ALTER & RENOVATE FACILITIES Table of Contents Alter & Renovate Facilities Template. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Customer Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Customer Value Proposition……………………………………………………...6 Customer Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Overall Service Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Accreditation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Customer Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Internal Business Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Service Group Block Diagram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Process Measures DS1 Process Measures . . . . . . . . . . . . . . . . . .. . . . . . . . . . 17 DS2 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 DS3 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 DS6 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Summary………………………………………………… ……22 Alter and Renovate Facilities

  3. ALTER & RENOVATE FACILITIES(Group # 32)Table of Contents(continued) Learning and Growth Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 OQM’s Summary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 DS3 Data: Yearly FTE’s and Vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 DS3 Data: Declining Staff vs. Increased Budget. . . . . . .. . . . . . . . . . . .. . . 26 DS5 ……………………………………………………………………………… ..27 Readiness Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Financial Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Unit Cost Measures: Soft Costs Vs. Hard Costs . . . . . . . . .. . . . . . . . . . 34 Unit Cost DS6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 39 Unit Cost Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Asset Utilization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .41 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 44 Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .49 Alter and Renovate Facilities

  4. ALTER & RENOVATE FACILITIES(Group # 32) Alter and Renovate Facilities

  5. Customer Perspective Alter and Renovate Facilities

  6. ALTER & RENOVATE FACILITIES(Group # 32)Customer Perspective Customer Value Proposition Provide planning and project management services to ensure that space to be occupied by NIH ICs responds to the customer’s facility needs, is reliable, functional, safe and well-constructed, and is provided within the agreed-upon timeframe and budget. Alter and Renovate Facilities

  7. ALTER & RENOVATE FACILITIES(Group # 32) Alter and Renovate Facilities

  8. ALTER & RENOVATE FACILITIES(Group # 32)Customer Segmentation Customer segmentation was analyzed for: • Closely Related Discrete Services: DS1: IC Program Management, DS3: Plan and Execute Renovations, DS5: Coordinate Schedules of Interconnected Projects DS6: Operate Work Reception Center; and for • Stand-Alone Discrete Service DS2: Accreditation Customer segmentation was not analyzed for: DS4: Manage B&F Expenditures Alter and Renovate Facilities

  9. ALTER & RENOVATE FACILITIES(Group # 32)Customer SegmentationDS1,3,5 & 6 Alter and Renovate Facilities

  10. ALTER & RENOVATE FACILITIES(Group # 32)Customer SegmentationDS1,3,5 & 6 Alter and Renovate Facilities

  11. ALTER & RENOVATE FACILITIES(Group # 32)Customer SegmentationDS2: Accreditation Alter and Renovate Facilities

  12. ALTER & RENOVATE FACILITIES(Group # 32)DS1,3 & 6: Customer Surveys • As a requirement of our ISO9001 certification, DCAB has used Customer Surveys since 1999 to obtain feedback from our Customers • We randomly select projects during the Design process and at the end of the Construction phase to obtain feedback • 50% Average Return Rate for Customers Surveyed • Next year DCAB plans to adapt to the ORS Standard Scorecard Alter and Renovate Facilities

  13. ALTER & RENOVATE FACILITIES(Group # 32)DS1,3 & 6: Customer Surveys Alter and Renovate Facilities

  14. ALTER & RENOVATE FACILITIES(Group # 32)DS1,3 & 6: Customer Surveys Alter and Renovate Facilities

  15. ALTER & RENOVATE FACILITIES(Group # 32)DS1,3 & 6: Customer Surveys Alter and Renovate Facilities

  16. Internal Business Process Perspective Alter and Renovate Facilities

  17. ALTER & RENOVATE FACILITIES(Group # 32)DS1: IC Program ManagementProcess Measure: Frequency of IC Contact Alter and Renovate Facilities

  18. ALTER & RENOVATE FACILITIES(Group # 32)DS2: ACCREDITATION MEASURE Alter and Renovate Facilities

  19. ALTER & RENOVATE FACILITIES(Group # 32)DS3: Customer Perspective DCAB Quality System Nonconformities Alter and Renovate Facilities

  20. ALTER & RENOVATE FACILITIES(Group # 32)DS1,3,6 : Customer Perspective DCAB DCAB’s QSM Performance Alter and Renovate Facilities

  21. ALTER & RENOVATE FACILITIES(Group # 32)DS6 : Business Process Measure Alter and Renovate Facilities

  22. ALTER & RENOVATE FACILITIES(Group # 32)Process Measures Summary: • DS1: 40% of Pgm Mgrs did not have monthly contacts; 43% had informal monthly contacts; in many cases this was agreed to/requested by the IC. FY03: revisit issue with ICs, confirm or adjust monthly frequency as a requirement. • DS2: 1999 and 2002 AAALAC Site visit reports show a marked increase in facility related praise and an elimination of criticism. • DS3: 1. DCAB was certified in 1999 as ISO9001 Compliant; and we have recently passed our recertification audit base on an October,2002 3rd party audit. 2. While incidence of nonconformities with Quality System policies and procedures increased in 2001, and leveled off in 2002; we believe this was due to new systems; and that system maturity and compliance are now on the upswing. • DS4: Measurement pending (FY03). Compliance with standard procedures (under development; see B&F Accounting Plan, appendix.) • DS5: Measurement Pending (FY03/04) – Frequency of problems resulting from lack of coordination of interconnected projects. • DS6: Work Reception’s processing time to the assignment of a project to a team is consistently low: less than a day. Alter and Renovate Facilities

  23. Learning and Growth Perspective Alter and Renovate Facilities

  24. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth Summary of Service Group 32 OQM-Supplied Data q3% employee turnover qOver one award per employee qFour days of sick leave per employee qOne EEO complaint, two ER and five ADR casesout of 111 employees Alter and Renovate Facilities

  25. ALTER & RENOVATE FACILITIES(Group # 32)Learning and GrowthDS 3: Plan and Execute Renovations Alter and Renovate Facilities

  26. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth DS 3: Plan and Execute Renovations Alter and Renovate Facilities

  27. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth DS: 5 Coordinate Schedules of Interconnected Projects Objective Maintain appropriate level of employee skills in Microsoft Project and project management Measures • Project Officers and Coordinators are trained in FY03 • Verify adequacy of employee expertise in Microsoft Project software and the IPS Web Tool annually Alter and Renovate Facilities

  28. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth – Readiness Learning and Growth measures paint a grim picture of our readiness: • 12% decline in staff last year puts us at 77% budgeted level • At this rate, DCAB will be at 52% of budgeted staff in FY’05 • Morale is low and falling • IC generated workload stays fairly constant year to year. B&F generated workload has been increasing each year:we expect it to more than double between FY02 & FY’03 • Hiring freeze prevents staffing up to meet the need Alter and Renovate Facilities

  29. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth – Readiness Short-Term Consequences of Insufficient Personnel • While ICs are generally happy with the work we do, they are often frustrated by delays in getting projects underway • Some ICs are seeking to execute projects themselves • PMs have less time to work with ICs to develop needs • POs have less time for contract oversight; problem solving • Managers spend more time managing crises than preventing them • Entire staff is reactive rather than proactive Alter and Renovate Facilities

  30. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth – Readiness Long-Term Consequences of Insufficient Personnel • Less effective delivery process • Other ICs may seek to execute projects themselves • Greater campus disruption • Reduced attention to process and procedure guidelines • Reduced campus integrity • Potential compliance issues Alter and Renovate Facilities

  31. ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth – Readiness We have developed tools for success • We have developed a comprehensive training program to enhance skills in: • Project management • Workplace and leadership skills • Management Information Systems • PIN and QualTrax Systems were judged “first rate” by an outside auditor during our recent ISO 9000 certification process  • These systems ensure adherence to budget, completion, and quality objectives • Interconnected Project Schedule will help ensure that anyone working on a project, FTE or contractor, will have vital information on interdependent projects • We are attempting to hire POs at GS levels under the freeze limit • We are using contractors to support our design and construction efforts in appropriate ways Alter and Renovate Facilities

  32. Our Readiness Assessment:Despite our continuing efforts to do more with less,if we are not allowed to hire qualified and experienced people,our continued ability to meet service objectives and sustain quality workwill suffer ALTER & RENOVATE FACILITIES(Group # 32)Learning and Growth – Readiness Alter and Renovate Facilities

  33. Financial Perspective Alter and Renovate Facilities

  34. IC Program Management Unit Cost Alter and Renovate Facilities

  35. ALTER & RENOVATE FACILITIES(Group # 32)Unit Cost Measures DCAB’s Core Product: Construction DCAB’s Core Service: Management of all efforts that result in construction Core Unit Measure:Management costsor Soft Costs or Construction costsHard Costs “How much do we charge to put $1.00 worth of Construction in place?” Management Costs = Planning Programming Designing Post Design Services CQM services In House Management Fees (FFS) -sometimes used to cover CQM services Alter and Renovate Facilities

  36. ALTER & RENOVATE FACILITIES(Group # 32)Unit Cost Measures How much do we charge to put $1 of construction in place? Louis Stokes Research Center, Building 50 Construction cost: $100,402,427 Soft cost/$ construction: 15¢ Soft cost: $ 15,041,343 Bumpers Vaccine Research Center, Building 40 Construction cost: $ 29,119,328 Soft cost/$construction: 11¢ Soft costs: $ 3,226,048 East Child Care Center, Building 64 Construction cost: $ 3,800,000 Soft cost/$construction: 18¢ Soft costs: $ 700,000 NIH Average Soft Cost: 14.6¢ Alter and Renovate Facilities

  37. ALTER & RENOVATE FACILITIES(Group # 32)Unit Cost Measures How did we compare? NIH – 14.6¢ Navy -- 11.8¢ GSA -- 18.4¢ Private Industry -- 18¢ Alter and Renovate Facilities

  38. ALTER & RENOVATE FACILITIESDS2: Accreditation – Change in Unit Cost Alter and Renovate Facilities

  39. ALTER & RENOVATE FACILITIES(Group # 32)DS6: Work Reception Unit Costs Alter and Renovate Facilities

  40. ALTER & RENOVATE FACILITIES(Group # 32)DS6: Work Reception Change in Unit Costs Alter and Renovate Facilities

  41. ALTER & RENOVATE FACILITIES(Group # 32)Unit Cost Measures: Summary • DS1: While our data show that the cost of program management time per DCAB work request is sharply declining (due to increased #s of DCAB work requests), we have not characterized the target service level, a task which remains for FY03. • DS2: The unit cost of the management effort focused on maintaining AAALAC Accreditation has decreased from 1999 to 2002 , from 18 cents/ft, to 16cents/ft. • DS3: The soft costs required to achieve $1 worth of construction (hard cost) is commensurate for large projects with other agencies and private sector organizations. Next step:This data needs to be collected for the full range of project sizes, and additional benchmarking performed. • DS6: Unit Cost of labor per work request received is decreasing due to decreasing FTEs. Alter and Renovate Facilities

  42. ALTER & RENOVATE FACILITIES(Group # 32)Asset Utilization: Summary • DS1,3: We undertook an approach to analyzing asset utilization that, in the end, did not provide us with as much information as we would like. The main conclusion that we could draw, was that DCAB should explore ways to de-burden Program Managers and Project Officers from mundane tasks which can be performed by lower-graded or contract staff. • DS6: The asset utilization for Work Reception shows that Work Reception is working at or over top capacity, a result of substantial staff losses. Alter and Renovate Facilities

  43. ALTER & RENOVATE FACILITIES(Group # 32)DS 1 and 3: Asset Utilization Time Spent on Tasks Program Managers Time on Time on Non-Mission Project Management Special Services Time Average 12.5% 73.3% 14.2% Ideal 27% 63% 10% Asset utilization rate: 95.33 Project Officers Average 68.2% 21% 11% Ideal 60% 30% 10% Asset utilization rate: 99.11 Alter and Renovate Facilities

  44. ALTER & RENOVATE FACILITIES(Group # 32)DS6: Work Reception Asset Utilization Alter and Renovate Facilities

  45. Recommendations Alter and Renovate Facilities

  46. ALTER & RENOVATE FACILITIES(Group # 32)Recommendations What DCAB can do on its own • Educate our customers and manage their expectations better • Produce a brochure about our costs and services • Publish articles in NIH publications • Use ORS Customer Scorecard to get at areas of dissatisfaction • DS5 should be renamed to reflect its true coordination and communication function • Help declining staff with increasing workload • Hire more support staff • Implement comprehensive training program • Capture and automate lessons learned • Further develop DCAB intranet as tool Alter and Renovate Facilities

  47. ALTER & RENOVATE FACILITIES(Group # 32)Recommendations (continued) What NIH management can do • Implement IPS Web tool • Improve our data collection process • Adapt GSA tool for tracking soft costs • Automate project cost and schedule • Continue to improve current MIS systems • Help us improve our ability to meet our service objectives: • Support our training program • Take lead in getting DCAB a hiring freeze exemption • Implement ORS Task Force to work with IPS Manager • ASA related changes: • Reduce time spent training people outside core functions • Restructure our service group to reflect the way we do business Alter and Renovate Facilities

  48. ALTER & RENOVATE FACILITIES(Group # 32)Recommendations (continued) A Recommended DCAB Service Group Restructuring our service group to capture all DCAB functions in a single group would allow us to more effectively and efficiently collect and use data. Service Group: Manage the design, construction, alteration, and integrity of NIH facilities and utility infrastructure. DS1: Manage the design and construction of new facilities DS2: Manage the design and renovation of NIH-owned facilities DS3: Manage the design and build-out of leased facilities DS4: Manage work reception DS5: Provide architectural and engineering technical resources for facility design DS6: Support the extramural construction program DS7: Ensure the integrity of NIH buildings and the campus utility infrastructure Alter and Renovate Facilities

  49. ALTER & RENOVATE FACILITIES(Group # 32)Recommendations (continued) Create New Accreditation Service Group: • AAALAC • JCAHO Alter and Renovate Facilities

  50. Questions and Answers Alter and Renovate Facilities

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