Division of State Facilities Business Process Improvement and Performance Measurement

1. Division of State FacilitiesBusiness Process Improvement and Performance Measurement Robert Cramer July 25, 2006

2. DSF OverviewReal Estate Service Provider for State Government • Responsibilities include: • Capital project management • Lease procurement and management • Operation of 30 facilities • Capital budget development • Staff for the State of Wisconsin Building Commission • Lead energy conservation and sustainability efforts • Organized into four bureaus: • Portfolio Management • Facilities Management • Operations Management • Architecture and Engineering

3. DSF OverviewReal Estate Service Provider for State Government • DSF – formed from divisions of Buildings and Police Services and Facilities Development in 2003 • Restructured through phases – 9 bureaus to 7 bureaus to current structure of 4 bureaus • 242 FTE positions • Operating budgets total approximately $60 million

4. DSF OverviewCamp Randall

5. Business Process ImprovementPerformance Measurement • Understanding what we do • Identifying what is important • Measuring the results • Trying to get better • the Baldrige Criteria provides a framework for these activities -

6. Baldrige Criteria for Performance Excellence Optimum Performance Group, Inc 1. Leadership 5. People 2. Strategy 7. Get Results 3. Customers 6. Processes Measurement, Analysis and Knowledge Management

7. Baldrige Criteria for Performance Excellence • Using this framework helps us ensure that we: • Have an Approach (define a business process) • Deploy the Approach (use the process and measure the results) • Learn and improve the approach (continuous improvement) • Integrate efforts by aligning approaches across the organization (alignment)

8. DSF Business Process Improvement

9. Understanding Our Business Processes • More than 35 processes that cover the majority of DSF’s primary functions were mapped or had new processes developed. • Bureau of Portfolio Mgmt : 7 new processes were developed • Bureau of Facilities Mgmt: 5 processes were reviewed and updated for specific operational activities • Bureau of Architecture & Engineering: More than 18 processes were reviewed and updated • Bureau of Operations Mgmt: 10 new process were developed to document the bureaus procedures • Over 20 DSF staff participated in the business process mapping effort.

10. Process Improvement ExampleBureau of Facilities ManagementTenant Work Request for Corrective Services • Then: Paper process for a building tenant making a request on a form 8181 or requesting corrective action through DSF staff • Now: Web-based work requests submitted by tenant staff and select DSF staff with tenant and staff status on the request (documentation example follows) • The improvement allows for a common approach for all tenants and provides a tool for workload management. • Keith Beck and his team as well Claire Franz and her team have been instrumental in this process improvement

11. Example of DSF Documentation of this Process

12. Process Improvement ExampleBureau of Portfolio ManagementReal Estate (RE) Strategic Planning • Then: An ad hoc process for identifying preferred RE solutions focused on tactical priorities • Now: Apply consistent workflow and uses a common metric (TCO; total cost of occupancy) and include forecasts of state space needs across a regional area • TCO provides a common metric to assess all RE opportunities, allowing for a consistent approach to decision making • Regional area planning encourages the identification of enterprise solutions to agency specific RE needs • Bill Peterson and Lori Richter were instrumental in this improvement

13. Process Improvement ExampleBureau of Architecture and EngineeringArchitect/Engineering Contract Processing • Then: AE contracts were signed using a linear flow from DSF to AE to Secretary to Governor to DSF • Now: AE contracts are processed in parallel from DSF through signatories and back to DSF • Processing time has decreased from an average of 51 days (initiation to completion) to 18 days • Sharon Blattner-Held was instrumental in implementing this improvement

14. Process Improvement ExampleBureau of Operations ManagementFacilities Management Information Center (Call Center) • Then: Three building management offices serviced the tenants of their assigned buildings; building-related service requests were received via phone and e-mail with information transferred to appropriate staff via email, paper message or pager • Now: The call center (FMIC) receives service requests from tenants via web, email or phone. The web is preferred and pre-fills information for the tenant, verify GSB billing codes and automatically updates tools for tracking and reporting purposes • Administrative staff from three offices were brought together into the new call center office. Several other staff were relocated to provide shared administrative services across the division • Claire Franz and her team along with John Vingelen have been instrumental in this process improvement.

15. DSF Business Process ImprovementCriteria that Guide DSF Decisions • Customer Focus • Enterprise Focus • Operational Efficiency • Agility / Sustainability • Emphasis on Core Business • Quality Work Place & Organization • Managing Risk • Performance Management • Communications

16. DSF Business Process EngineeringContinuous Improvement Activities • Monitor and use as required Industry Best Practices • Make use of the interagency real estate management team • Keep the Organizational Design up-to-date • Keep Business Processes Up-to-date • Administer and Monitor the Performance Mgmt Plan • Continue with Knowledge Transfer at all Levels • Continue with Effective Communications • Ensure TCO is part of all investment decision making • Continue with the Technology Development • Use Service Level Definitions to meet customer expectations • Keep the Continuous Improvement Plan up-to-date and monitor outcomes

17. DSF Performance Measurement

18. DSF Division Action Plan • ACE Initiative • Emergency Planning • Conserve Wisconsin • Investing in Our Employees

19. DSF Performance Measurement • Performance Measures are used to: • Clearly communicate the results of an activity • Enhance performance over time • Inform the planning, budgeting and controlling processes • Align strategies with management practices • Provide objective information to evaluate results and determine where value is created

20. Performance Management Methodology • Based on industry best practices and aligned with the department’s goals • Measures are designed to track activities in each bureau and roll up to a division summary • Each bureau has identified one person to be responsible for developing and tracking the measures and: • Analyze results and be the bureau expert on the topic • Recommend corrective action for continuous improvement • Work with the division performance manager for division summary and progress

21. DSF Performance Management Team • Bureau of Portfolio Mgmt SME - Lori Richter • Bureau of Facilities Mgmt SME- Keith Beck • Bureau of Architecture & Engineering SME- Dave Kaul • Bureau of Operations Management SME - Ralph Warner • DSF Performance Manager - Naomi Babler

22. Division Key Performance Indicators (KPIs): • Performance indicators selected to measure overall service outcome based on objective criteria established for continuous improvement • Grouped into four broad categories: • DSF Action Plan Measures • ACE • Emergency Planning • Conserve Wisconsin • Investment in Employees • Customer Satisfaction • Reliability • Operational Efficiency

23. Key Performance Indicator (KPI) Bureau Bureau Functional Measures by KPIs

24. Performance Measure ExampleBureau of Portfolio Management Occupancy and Total Cost of Occupancy • Bureau is tracking and monitoring total cost occupancy of DOA facilities and vacancy rates • FY05 data collected for all DOA facilities • Data will inform long range planning.

25. Performance Measure ExampleBureau of Architecture and EngineeringChange Orders within Capital Projects

26. Performance Measure ExampleBureau of Facilities Management2006 Capitol Shop Work Order Activity Complete regular tenant work requests within 4 days and as agreed with an objective of 95%

27. Performance Measure ExampleBureau of Operations ManagementFMIC Service Requests Processing Time