FY02 ASA Presentation MANAGE REAL PROPERTY PROJECTS

1
FY02 ASA Presentation MANAGE REAL PROPERTY
PROJECTS

• Team Members
• Robert Sheridan Barbara Moskowitz
• Dyal Sharma Veronica Crawford-Robinson
• Gerald Hines Robert England
• David Gordon Deborah Aylor
• Olga Acosta-Polston
• Ken Roman
• With Assistance From
• Amy Vandenberg
• Paul Allen
• Joe Wolski
• 18 November 2002

2
FY02 ASA Presentation MANAGE REAL PROPERTY
PROJECTS

• Discrete Services
• DS1 Establish/administer acquisition vehicles
  for A/E const. services Olga Acosta-Polston
• DS2 Manage the acquisition of leased
  facilities Veronica Crawford-Robinson
• DS3 Manage the planning of capital
  facilities Gerald Hines
• DS4 Manage the planning of leased
  facilities Gerald Hines
• DS5 Manage the design and construction of
  capital facilities Dyal Sharma
• DS6 Manage the design and build out for leased
  facilities Robert Sheridan/
• Dave Gordon

3
Deployment Flowchart
4
Service Group Block Diagram

•  
•  

5
Table of Contents

• Main Presentation
• ASA Template ..7
• Customer Perspective. .10
• Customer Segmentation . 11
• Customer Satisfaction. .17
• Internal Business Process Perspective..
  .25
• Service Group Block Diagram..
  26
• Process Mapping27
• Process Measures..28
• Learning and Growth Perspective.34
  
• Data Analysis...35
• Unique Measures.36
• Readiness Statement..41
• Financial Perspective...43
• Unit Cost44
• Unique Financial Measures46
• Asset Utilization ......51
  
• Conclusions and Recommendations.54

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Table of Contents

• Appendices
• Customer satisfaction graphs
• Process maps
• Process measures graphs
• Learning and Growth Assessment
• Unit cost graphs
• DCAB Training Program

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Customer Perspective

• Customer Segmentation
• Customer Satisfaction

11
Customer Segmentation

• Who Are Our Customers?
• DS1 Acquisition Vehicle for A/E Const.
  Services
• DS2 Manage the acquisition of Leased facilities
• DS3 Manage the planning of Capital facilities
• DS4 Manage the planning of leased facilities
• DS5 Manage the design and construction of
  capital facilities
• DS6 Manage the design and build-out for leased
  facilities

12
Customer Segmentation

• FY 2002 191 approved SJDs
• FY 2001 100 approved SJDs

13
Capital Funded Facilities Customersfor 3
Projects
Notes Ø      For capital, or BF-funded
projects, we segmented customers in three
representative completed projects Bldg. 50, the
VRC, and the East Child Care Center. Ø      We
were interested to note that campus presence, as
reflected in campus population, was not an
indicator of our biggest BF customers. Ø     
NIAID has nearly 40 of the gross square footage
in these three projects, but only 7 of campus
population. Ø      Because a lot of our budget
increase in FY03 comes from BF projects in
bio-defense, we predict NIAID will continue to be
our biggest customer for several years.
14
Leased Facility Customers by IC
Notes Ø      Once again, we noted that campus
presence, measured by campus population, was not
a good indicator of who gave us the most work,
based on square feet under renovation Ø     
NIAID has most of the leased space under
renovation (more than 35), although it has only
about 7 of campus population
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Customer Segmentation Conclusion

• Who are our Customers?
• 30 potential IC customers at NIH
• Customer Segmentation Data Shows this Service
  Group provided support for 28 of these ICs
  during FY 01 and FY 02

17
Customer Scorecard

• Customer Satisfaction Survey
• Status of Customer Satisfaction Survey
• Results of Customer Satisfaction Survey

18
Proposed Survey Methodology Submittedto OQM

• Customer Survey to be coordinated at ORS level FY
  03
• DS3 and DS4 Under a separate ASA have completed a
  customer survey

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Customer Satisfaction Survey

• DS3 Manage the Planning of Capital Facilities
• DS4 Manage the Planning of Leased Facilities

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Survey Distribution

• Number of Surveys Distributed 85
• Number of Surveys Returned 12
• Response Rate 18
• Survey Respondents Directors
• Executive Officers
• Scientific Directors
• SJB

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Do the facilities planning services in ORS
support your Institutes mission planning efforts?
23
Does the current process work effectively for
your Institute to acquire the space you need?
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Customer Satisfaction Summary

• Surveys for FY 03 will help Identify Customer
  Expectations and whether we are meeting these
  expectations.
• Service Group Proposed Methodology Submitted To
  OQM
• Survey Addressing Planning Was completed via a
  different service group. Feedback was positive
  92 understood the process, 82 stated the
  current process for acquiring space works
  effectively however 18 stated the opposite.
• We need more data to help quantify our customers
  needs and expectations

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Internal Business Process Perspective

• Block Diagram
• Process Mapping
• Process Measures

26
Service Group Block Diagram

•  
•  

27
Process Mapping

• Each Discrete Service has completed a process
  map.
• These Maps have helped identify
• The complexity of the Service Group
• There are a lot of hand offs
• There are many organizations involved with
  most processes and decisions
• Not all processes are being followed
• Who has the lead for each step
• Reality checks, possible corrections
• What Can we do with this information?
• Should we have fewer DS or more?
• Should the Steps be reduced or increased?
• Should the interaction and required associations
• be more or less?

28
Internal Business Process Measures

• S Curve
• ISO 9000 Audit Reports
• Action Processing Time - CCB

29
Process Measures

Louis Stokes Laboratories Building 50    
SCHEDULE
Percent Complete (planned average start vs.
actual)  
Notes Ø       Earned Value Management is used to
measure and communicate the real physical
progress of a capital project taking into account
the work complete, the time taken, and the costs
incurred. The three S-curves here depict the
progress on three completed capital projects,
Bldg. 50, the VRC, and the East Child Care
Center. DCAB used these charts throughout the
process to keep informed on cost and schedule.
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Process Measures
ISO 9000
 
Notes Ø       DCAB is ISO 9000 certified. To
maintain our certification, we must complete
internal audits of our quality system quarterly,
and we are subject to an annual outside
audit. Ø       To track the quality of our work,
we follow the number of nonconformities found
during our audit processes, as shown
here. Ø       1999 we had the highest number
because the system had just been
implemented Ø       In 2000, the number dropped
as we improved our system substantially. Ø      
In 2001 and 2002, our nonconformities are higher
than we would like, but have leveled off.
Working to improve them is a top priority.
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Notes Ø      For capital, or BF-funded
projects, we segmented customers in three
representative completed projects Bldg. 50, the
VRC, and the East Child Care Center. Ø      We
were interested to note that campus presence, as
reflected in campus population, was not an
indicator of our biggest BF customers. Ø     
NIAID has nearly 40 of the gross square footage
in these three projects, but only 7 of campus
population. Ø      Because a lot of our budget
increase in FY03 comes from BF projects in
bio-defense, we predict NIAID will continue to be
our biggest customer for several years.
32
Notes Ø      For capital, or BF-funded
projects, we segmented customers in three
representative completed projects Bldg. 50, the
VRC, and the East Child Care Center. Ø      We
were interested to note that campus presence, as
reflected in campus population, was not an
indicator of our biggest BF customers. Ø     
NIAID has nearly 40 of the gross square footage
in these three projects, but only 7 of campus
population. Ø      Because a lot of our budget
increase in FY03 comes from BF projects in
bio-defense, we predict NIAID will continue to be
our biggest customer for several years.
33
Internal Business Process PerspectiveSummary
The Discrete Services are spread across ORS.
Process maps help visualize the steps DCAB has
been certified as an ISO 9000 Organization -
Audited Yearly - Report on Non
Conformities - Need to identify major/minor
reoccurring CCB Action Processing Time
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Learning and Growth Perspective

• Data Analysis Supplied by OQM
• Unique Measures
• Readiness Statement

35
Learning and Growth Data Table
5 ADR cases for 111 employees
Very low turnover
2 ER cases for 111 employees
Almost 4 days sick leave per employee
No EEO complaints for 111 employees
About 1 award for every employee
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Learning and Growth Perspective

• Unique Measures
• DS5 and DS6

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Notes Ø      This graph gives us more
information about our declining staff. Each bar
represents the total budgeted FTEs for DCAB by
year Ø      The bars are subdivided into of
vacancies, tech positions, architects and
engineers, and project support staff Ø     
DCABs budgeted FTEs has increased from 126 in
FY00 to 133 in FY03 Ø      Vacancies have
increased from 16 in FY00 to 31 in FY03,
leaving us at the beginning of this fiscal year
at only 77 of full staffing Ø      All but one
of the 14 people who left DCAB last FY made
lateral moves or took a downgrade, suggesting we
have a serious morale problem. Ø      In the
month since this data was published, we have
already lost two more people.
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• SUMMARY OF
• LEARNING AND GROWTH DATA

 

• q   Approximately one award per employee
• ?  Four days of sick leave per employee
• One EEO complaint, two ER and five ADR cases out
  of 111 employees
• Employee turnover low at 3 per OQM Data
• Specific areas are experiencing high vacancy
• DS1, DS5DS6 FY 01 22/FY02 23/FY03 31

Notes Ø      OQMs data on turnover does not
present an accurate picture of our
situation. o       It reflects only the part of
DCAB staff apportioned to the discrete services
in this group, while our people perform functions
in five service groups. o       It is based on a
staffing level somewhere between actual and
budgeted. o       The data were collected only
through June 2002 many of DCABs losses occurred
after that date. Ø      We have no data of our
own to present regarding sick leave, but we want
to point out that the figure here does not
account for those employees who use annual leave
rather than sick leave when they are sick or for
those who work at home or come to work sick.
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Service Group Block Diagram

•  
•  

41
Analysis of Readiness Conclusions
Skill Requirements Good mix of skills and
abilities Manpower Projections current
manpower levels and projected levels
indicate an immediate short fall
of approximately 30 Training Programs
being developed at DS Levels to address
competencies Tools Required comprehensive
management information system that
cross Discrete Services Areas GAP Analysis-
Need to address our ability to provide services
at reduced manpower level. -Contract
Assistance -More efficient organization
           
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Analysis of Readiness Conclusions
RESULTS OF NO ACTION WILL BE - increased
inefficiency in service delivery - reduced
quality of services - reduced quantity of
services - elimination of certain services
provided
           
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Financial Perspective

• UNIT COST
• UNIQUE FINANCIAL MEASURES
• ASSET UTILIZATION

44
Unit Cost Measures
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Unit Cost Measures

•  

46
Unique Financial Measures

• DS5 Soft Cost as of Construction
• DS5 Construction Square Foot Costs
• DS6 Construction Cost per Square Foot

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How much do we charge to put 1 of construction
in place? Soft Cost

• Soft cost is the cost of the professional
  services on a project, including fee-for-service,
  construction quality management (CQM), costs of
  studies, and design.
•  
• Louis Stokes Research Center, Building 50
• Construction cost 100,402,427
• Soft costs 15,041,343
• Soft cost/Dollar construction .15
•  
• Bumpers Vaccine Research Center, Building 40
• Construction cost 29,119,328
• Soft costs 3,226,048
• Soft cost/Dollar construction .11
•  
• East Day Care Center, Building 64
• Construction cost 3800,000
• Soft costs 700,000
• Soft cost/Dollar construction .18
•  
• Comparative figures from government and private
  industry
• Navy, Soft cost/Dollar construction 11.8 (Was
  .16 before soft costs were subsidized)

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Unit Cost Construction

• Re DS5 (Capital Facilities) Following are the
  costs/sq.ft. of three non-NIH facilities based on
  design and construction cost of the facility and
  gross square footage. In addition, Ive included
  information about the type of facility for
  comparison purposes
•  
• M.D. Anderson Cancer Center Research Building,
  Houston, Texas.
• This building has 230,400 gross square feet of
  space that includes medical laboratories,
  veterinary medicine labs, and surgical
  facilities. It contains no vivarium (an
  expensive feature).
• Cost per square foot was 342.
•  
• Johns Hopkins Blaustein Cancer Research Building,
  Baltimore, Maryland.
• This 242,000 square foot research facility
  houses labs, offices, and support spaces
  including a vivarium.
• Cost per square foot was 297.
•  
• Walter Reed Naval Research Center Biomedical
  Research Facility, Bethesda, Maryland.
• This 474,000 square foot facility houses lab and
  office space, a library, and an animal facility.
• Cost per square foot was 344.
•  

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• The Louis Stokes Laboratories, Building 50.
• This building is 294,530 square feet and
  includes lab space, a vivarium, and some
  conference space. It houses a BL3 lab and an
  electron microscope suite. It was constructed
  for energy efficiency that resulted in
  higher-than-average cost initially in exchange
  for a 40 reduction in energy used over the
  lifetime of the building.
• Cost per square foot was 368.
•  
• Bumpers Vaccine Research Center, Building 40.
• The VRC has 84,896 square feet of space
  including labs, a vivarium, a cyber-café with two
  plasma screens, the first uniform security system
  adopted by NIH, and a state-of-the-art video
  teleconferencing center with links to multiple
  conference rooms.
• Cost per square foot was 400.
•  
• East Day Care, Building 64.
• This Child Care Center has 21,000 square feet of
  space with a number of cost factors not in any of
  the other NIH or non-NIH buildings listed here.
  Because the building was constructed in a wooded
  area of the campus, there were no existing
  utilities to tap into. Because it is a facility
  for children, special shatter-proof glass had to
  be used, and a security fence and extensive
  landscaping (including a playground) were
  included in construction costs.
• Cost per square foot was 223.
•  
• Average cost per square foot of non-NIH
  facilities listed 328
• Average cost per square foot of NIH facilities
  listed 330
• Average cost per square foot of NIH research
  facilities listed (not Day Care) 384
• (This last figure indicates that NIH research
  facilities cost ?? more to design and build than
  similar facilities in the private sector.)
•  
• According to a survey, Impact of Federal
  Government Contracting Requirements on Design and
  Construction Costs, conducted by Logistics
  Management, Inc. and published in December 2000,
  Participants were unanimous in their belief that
  complying with federal government contracting
  requirements increases both their design costs
  and construction costs. . . . design costs are
  about 6 percent higher on federal government
  contracts than they are on private-sector
  contracts and . . . construction costs are about
  9 percent higher. One contractor interviewed
  for the report stated, We usually increase cost
  estimates by 25 to 50 percent for federal
  construction projects, depending on the agency.

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Cost per square foot data for DS6

•  
• Re DS6 (Leased Facilities) Because DCAB has
  only recently taken over renovation and
  alteration of leased facilities for NIH, we do
  not have data for completed projects. However,
  to produce a very rough figure for comparison
  purposes, we have added the gross square footage
  of projects currently active (995,833 square
  feet), divided that number by the projected cost
  of these projects (186,171,000) and reached a
  cost per square foot of 187.

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• ASSET UTILIZATION

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Asset Utilization Measures

• 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
•  

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Financial Measures Summary
Our unit costs vary by Discrete Service - Track
the unit costs to measure change - Develop a
unit of product for the Service Group Unique
Financial Measures - These measures show
competitive cost Asset Utilization Currently at
a high level of utilization
54
Conclusions and Recommendations
We do not know enough information about our
customers to be able to quantify which services
they most highly value. - Implement the
customer scorecard for the Service Group and
address our services Definition of Data,
Availability of Data, interpretation of Data is
fragmented and ill defined. -Need to provide a
mechanism infrastructure/ process/organization
to provide information
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Conclusions and Recommendations-contd

•  

Planning is responding to external requirements
which cause potential backlog in procurement and
implementation area. - Develop process for
planning to incorporate work load analysis
at the early stages of their process The
Management information infrastructure consists of
localized, independent systems which hamper the
ability to work as one ORS. - ORS should
develop a system to track, help manage, and
provide information on projects from planning
to closeout
56
Conclusions and Recommendations-contd

•  

The Service Group needs to increase communication
between the Discrete Service Areas. - Schedule
Quarterly Forecast Meetings - Schedule annual
Planning Meetings - Team more for Marketing
Synergy
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Appendices
58
Appendices

• Include the following
• Customer satisfaction Survey
• Process maps
• Learning and Growth Assessment
• Unit cost graphs
• DCAB Training Program

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Customer Satisfaction Survey

• Survey combined to ASAs
• Perform Master and Facilities Planning
• Provide Space Planning to Support IC Programs
• Arrayed their 12 discrete services on a continuum
• Long Range Planning (10-20 year planning horizon
• Mid-range Planning (5-10 year planning horizon
• Short-range Planning (1-5 year planning horizon)
• Customers were asked to rate satisfaction on a
  scale of 1-10, (unsatisfactory to outstanding)
  with respect to
• Quality
• Timeliness
• Responsiveness

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Customer Survey

• Response Rate low at 18
• Response Profile Good cross section of
  respondents with respect to
• Location
• Bethesda, Local Leased area, Outside area
• Size Very large to very small ICs
• Function mix of intramural, extramural, both

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Customer SurveyShort Range Planning Ratings

• Lowest ratings among the three timeframes the
  point in the continuum where competition among
  priorities is greatest and most disappointments
  will occur
• As NIH implements plans to maintain Directors
  Reserve and more funds are available to meet more
  priorities, these rating should improve

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Process Mapping
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Recommendations
66
Recommendations
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Recommendations
69
Recommendations
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Recommendations
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Recommendations
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FY02 Learning and Growth (LG) Data for the
Annual Self Assessments Service Group 5
Manage Real Property Projects 7 October
2002 Summary Prepared by the Office of Quality
Management
73
Methodology

• All data represent occurrences from Oct 2001 -
  June 2002
• Data analyzed covered period between October 1st
  and end of June to provide time to analyze and
  present the data
• ORS Human Resources (HR) provided data on
• Turnover
• Sick leave
• Awards
• HR data stored in NIH databases by Standard
  Administrative Codes (SACs)
• Developed cross-reference of ORS Service Groups
  to SACs
• Almost all SACs assigned to Service Groups
• Some Service Groups have identical SACs
• In this case, two Service Groups will receive
  same set of data

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Methodology (cont.)

• Also obtained data from
• Equal Employment Opportunity (EEO)
• Number of EEO complaints
• Employee Relations (ER)
• Number of ER cases
• Alternative Dispute Resolution (ADR)
• ADR cases

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Interpreting Your Data

• FY02 is the first time LG data were collected
  and analyzed
• Compare your Service Group relative to the other
  ORS Service Groups
• What are all the LG indicators telling you?
• In the future your group should compare itself to
  its own Service Group data over time
• Interpret data in terms of other ASA data
• Customer satisfaction ratings
• Process measures
• Financial measures
• Does the LG data, when compared to data in other
  perspectives, show potential relationship (could
  LG be contributing to customer satisfaction
  results)?
• From reviewing your Service Groups LG data,
  what could be done to improve Quality of Work
  Life (QOWL)?

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Service Group Turnover Rate

• Calculated as the number of separations for a
  Service Group / Population of Service Group
• Separations defined as
• Retirements (separation codes 3010, 3020, 3022)
• Resignations (separation codes 3120, 3170)
• Removals (separation codes 3300)
• Terminations (separation codes 3520, 3550, 3570)
• Promotions to new organization (separation codes
  7020)
• Reassignments (separation code 7210)
• Note that transfers/promotions within ORS
  Divisions/Offices are not captured by the NIH
  database

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Service Group Turnover Rate (cont.)

• Calculation of Service Group population was
  needed since number of employees changes over
  time
• Population for Service Group was estimated based
  on average of employee count at three snapshots
  in time (Nov 2001, Feb 2002, June 2002)

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Service Group Turnover Rate (Oct 2001 - June
2002)
Turnover Rate
Service Group Number
79
Average Hours of Sick Leave Used

• Calculated as the total number of sick leave
  hours used for a Service Group / Population of
  Service Group

80
Average Hours of Sick Leave Used (Oct 2001 - June
2002)
Average Hours
Service Group Number
81
Average Number of Awards Received

• Calculated as the total number of awards received
  / Population of Service Group
• Includes both monetary and non-monetary awards
• Cash awards
• QSIs
• Time-off
• Honorary
• Customer Service

82
Average Number of Awards Received (Oct 2001 -
June 2002)
Average number
Service Group Number
83
Average Number of EEO Complaints

• Calculated the total number of EEO complaints for
  a Service Group / Population of Service Group

84
Average Number of EEO Complaints (Oct 2001 -
June 2002)
Average Number
Service Group Number
85
Average Number of ER Cases

• Calculated the total number of ER cases for a
  Service Group / Population of Service Group
• Case is defined as any contact with ER Office
  where an action occurs (e.g., Letter is prepared)

86
Average Number of ER Cases (Oct 2001 - June 2002)
Average Number
Service Group Number
87
Average Number of ADR Cases

• Calculated the number of ADR cases for a Service
  Group / Population of Service Group
• Case is initiated when person contacts ADR

88
Average Number of ADR Cases (Oct 2001 - June
2002)
Average Number
Service Group Number
89
Unit Cost Graphs
90
Recommendations
91

• DCAB Comprehensive Training Program
•  
• Over the last few years, DCAB workload and
  customer demands have increased while the
  workforce has declined substantially due to a
  long-term hiring freeze. Therefore, DCAB staff
  must do more with less, making it essential that
  there be a common understanding of the core
  requirements/responsibilities of Project
  Management at NIH. A training program will help
  address this problem by clearly identifying and
  explaining these core requirements and by
  creating a common body of information and skills
  needed to meet the needs of our customers. The
  program has five components
• Required core training will include separate
  curricula for Project Officers and Program
  Managers and will focus on providing a survey of
  requirements, responsibilities, knowledge and
  skills needed immediately by each group. For
  Project Officers, the core curriculum will focus
  upon basic requirements/responsibilities and
  skills of project management, specifically as
  they relate to DCAB projects and showing how
  these are accounted for in the processes and
  procedures in our Quality System Manual (QSM) and
  Project Information Network (PIN). This course
  must be structured to create an awareness of
  Federal Acquisition Regulations (FAR)
  requirements at each phase of a project. Program
  Manager core training will focus on
  workplace/leadership skills. Program Managers
  will also take the Project Officer core training.
• Functional training will follow the core
  training and provide a more in-depth study of
  specific subjects covered in the core courses.
  Specific courses to be offered and the schedule
  on which they are given will be determined after
  completion of the core courses and reassessment
  of the training needs of the staff.
• Training in Use of Management Systems (PIN and
  IPS). This component will provide badly needed
  hands-on training. A manual for PIN is currently
  being developed as a reference for those who take
  the course. This will be required training for
  all new hires. Because the Interconnected
  Project Schedule (IPS) is an essential tool for
  managing the massive number of interconnected
  moves that will occur in FY04 (1.4 million
  square feet), all Program Managers and Project
  Officers will be trained in using Microsoft
  Project 2002 (on which the IPS is based), as well
  as the IPS itself.
• A Series of Informal Mini-Lessons to Keep Project
  Officers Up-to-Date on Essential Processes and
  Procedures. These mini-lessons will be conducted
  by peer instructors either within DCAB or in some
  appropriate other branch of DES. Curriculum will
  include instruction in a specific process (such
  as radiography) or procedure with which Project
  Officers must be familiar but which they may not
  encounter frequently. Instruction will take
  place during team staff meetings and will be
  video-recorded for showing to new hires, those
  who miss the first instruction, and those who
  need refreshers. A short test will follow each
  lesson to serve as reinforcement of concepts and
  to provide a record of who has taken the lesson.
  In addition, a single-sheet handout will
  summarize the main points, and these sheets will
  be kept in a binder for future reference.
• Orientation. A program that focuses on helping
  newly-hired Project Officers become immediately
  effective on the job. Newly hired Project
  Officers will learn the mission of NIH as well as
  the organization and roles of ORS/DES/DCAB the
  chains of command within NIH resources available
  to Project Officers stakeholders and how to
  contact them management systems used on the job
  and the required core of project management
  courses.
•