Ensuring Integrity of NIH Facilities

1. FY02 ASA Presentation Ensure Integrity of NIH Facilities Presented by: Mehryar Ebrahimi Office of Research Services National Institutes of Health 18 November 2002

2. Table of Contents Main Presentation ASA Template ……………………………….……………………………….4 Customer Perspective……………………….……………………………….6 Customer Segmentation …………………….……………………………………8 Customer Satisfaction……………………….…………………………………….10 Internal Business Process Perspective…………………………………….12 Service Group Block Diagram…………………………………………………….13 Conclusions from Discrete Services Deployment Flowcharts…………………14 Process Measures………………………………………………………………….15 Learning and Growth Perspective…………………………………………...21 Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data……….23 Analysis of Readiness Conclusions………………………………………………24 Financial Perspective………………………………………………………...25 Unit Cost……………………………………………………………………………..26 Asset Utilization……………………………………………………………………..28 Conclusions and Recommendations……………………………………………..34 Conclusions from FY02 ASA..…………………………………………………….35 Recommendations………………………………………………………………….37

3. Table of Contents Appendices Page 2 of your ASA Template Customer survey results and graphs Process maps Learning and Growth graphs

5. Discrete Services • We propose some slight changes in wording of the Discrete Services as follows: • Old DS1: Ensure campus infrastructure integrity • New DS1: Ensure Integrity of Campus Utility Infrastructure • Old DS2: Ensure building and building system integrity • New DS2: Ensure Integrity of Buildings Utility Infrastructure

6. Customer Perspective

7. WHO IS THE CUSTOMER? • A key point to be made is that the team concluded that our primary customer is PWB for both of these discrete services. • Of course PWB’s primary customers are the IC’s who are the ultimate recipient of the utility services.

8. Customer Segmentation • DS1 Ensure Integrity of Campus Utility Infrastructure • Our customers represent the majority of supervisors and managers and employees working within Central Utilities Section of PWB Total Population= 64 Total Customers= 15

9. Customer Segmentation • DS2 Ensure Integrity of Campus Building Utility Infrastructure • Our customers represent a portion of supervisors, managers, and other employees within Building Maintenance Sections of PWB Total Population= 222 Total Customers= 12

10. Customer Satisfaction • We sent out 27 customer surveys to our customer target population, however we did not receive a very high response rate. • At this time, due to low response, we cannot make any objective conclusions regarding our survey on DS-2 dealing with the Building Utilities Integrity. • We have looked at the comments and the Scatter Diagram for Discrete Service 1: Ensure the Integrity of Campus Utility Infrastructure, and we will be focusing on those areas that rated high on “level of importance” and low on “satisfaction”. • We plan to monitor customer satisfaction and participation rates throughout the year during FY03.

11. Scatter Diagram For DS-2Insure Campus IntegrityFY02 Customer Importance and Satisfaction Ratings: A Closer Look Note: A smaller portion of the chart is shown so that the individual data points can be labeled.

12. Internal Business Process Perspective

13. Service Group Block Diagram • Ensure Integrity of Campus Utilities Infrastructure and Ensure Integrity of Campus Building Infrastructure consumes approximately 25% of the project officer’s time in DCAB. Our primary interface points are with “Perform Facilities Maintenance and Operations” and “Provide Facilities Management Services”

14. Conclusions from Discrete Services Deployment Flowcharts • Our Service Group completed 2 deployment flowcharts for 2 discrete services • Based on the deployment flow charts that we created and analyzed, we believe that we need to increase the involvement of our customers (PWB) and ensure that we receive, and utilize their comments during Planning, Design, Construction and Closeout.

15. Process Measures • Process measures for each discrete service: • DS1: Percent of Projects impacting Campus Utilities vs. the number submitted to PWB for review at different stages. • DS1: Percent of Projects submitted for review to PWB vs. the number of reviews returned to DCAB and their timeliness • DS2: Percent of Projects impacting Building Utilities vs. the number submitted to PWB for review at different stages. • DS2: Percent of Projects submitted for review to PWB vs. the the number of reviews returned to DCAB and their timeliness • DS-2: Building 10 utility infrastructure team (DCAB Team 7) has established process measures that includes tracking of activities performed by this team. It is important to note that this team takes the lead in coordinating projects with PWB and incorporating their comments specially during pre-design and design activities.

16. Process Map for Ensuring Building Utility Integrity

17. Process Map for Ensuring Building Utility Integrity Cont … Note there is little to no involvement from PWB after completion of the design

18. Process Measures • Other than Building 10 utility infrastructure tracking which is done by Team 7 of DCAB, we did not implement any of these proposed unique process measures for FY02 however, we will be implementing the above measures for FY03 in cooperation with PWB.

19. Process MeasuresBuilding 10 Utilities Infrastructure Group (DCAB Team 7)

20. Process MeasuresBuilding 10 Utilities Infrastructure Group (DCAB Team 7)

21. Learning and Growth Perspective

22. Summary of L & G Datafor Service Group 34 • Services provided by this service group is a part of a greater function performed by DCAB. Therefore, the L&G for the DCAB is presented here. • 3% employee turnover • Over 1 award per employee • About 4 days of sick leave per employee • 0 EEO complaints, 2 ER and 5 ADR cases out of 111 employees

23. Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data • Based on the feedback from the Learning and growth data provided, we found that our turnover rate, sick leave rate, and EEO/ER/ADR rates were below average when compared to other discrete services. We were a little above average on the number of awards received by our employees. Since this is the first year we have examined this data in this way, we will have better comparative data at the end of FY03. • In general, data indicates DCAB is good place to work.

24. Analysis of Readiness Conclusions • We feel that our staff is fully qualified to perform the work related to our discrete services now and into the foreseeable future. We do, however, need to monitor the early planning process and forecasts for new construction and alterations. A sudden increase in work load in these areas will have an immediate impact on our ability to spend sufficient time investigating condition of the existing utilities infrastructure and their future planning.

25. Financial Perspective

26. Unit Cost Measures • Unit cost for DS1: Ensure Integrity of Campus Utility Infrastructure • Per square foot cost of providing this discrete service was calculated using the budget included in the rent model divided by the total gross square feet of the campus buildings.

27. Unit Cost Measures Cont … • Unit cost for DS2: Ensure Integrity of Building Utilities Infrastructure • Per square foot cost of providing this discrete service was calculated using the budget included in the rent model divided by the total gross square feet of campus buildings.

28. Asset Utilization Measures • There are two separate ORS accounts for Campus and Building Integrity services as follows: • Campus Utility Infrastructure (HQF10017) • Building Utility Infrastructure (HQF10000) • Asset utilization was evaluated using the time cards from DCAB and comparing it with the allotted budget for each Discrete Service.

29. Budget increase of 4% in 02 vs. 01 DCAB charges increased by 40% in 02 vs. 01

30. Budget increase of 2.5% in 02 vs. 01 DCAB charges increased by 7% in 02 vs. 01

32. Over 30% of PO’s are not charging to the ORS account on Building Integrity although they provide the service.

33. Conclusion for Asset Utilization • Based on the study of the actual time charged against the ORS account for Ensure Integrity of Campus and Building Utilities, it is clear that there is a need for additional training regarding use of the ORS account for these discrete services as there are many PO’s who do not charge any time to these accounts and provide the service. • Considering deficient utility infrastructure of Building 10, we anticipated higher than average PO’s time to be charged against the ORS account. Evaluating the time charged by DCAB Teams 1, 6, & 7 revealed that approx 20% of the total time on the ORS building infrastructure account was charged for building 10 whereas this building constitutes 30% of the campus total square feet. Paul Hawver who leads the Building 10 infrastructure group, indicated there are services provided by consultants that have not been captured but are being considered for inclusion in FY03 and will be charged against the Building Integrity account.

34. Conclusions and Recommendations

35. Conclusions from FY02 ASA • The following are observations from of the Radar Charts and the comments from surveys (PWB) for the “Ensure Campus Integrity” discrete service: • Quality, Cost, Competence, Reliability, and Availability were rated above average with Quality and Competence being the highest ranked. • Timeliness, Responsiveness, Handling of Problems and Convenience were rated below average with Timeliness being the lowest ranked.

36. Conclusions from FY02 ASA • The following are conclusions from the comments provided in the surveys: • What was done particularly well: • Communication • Construction of Tunnel (Reliability, Safety, maintenance) • What needs to be improved: • Timeliness • Training • Coordination • Closeout • More involvement during Inspection, Commissioning and Acceptance • Involvement in all levels of discussions affecting the utilities • PWB is the customer • Beneficial occupancy dates should be agreed to by customers (PWB)

37. Recommendations • Identify PWB as a customer in DCAB’s ISO 9000 procedure manual. This would require PWB’s involvement in all aspects of the project specifically sign off requirement at 35% Design and Construction closeout. (Action by DCAB)

38. Recommendations Cont … • Establish a tracking system to monitor projects that impact the campus or building utilities infrastructure and include the following as a minimum (Action by DCAB and PWB management): • For each project identify if there is impact on the utilities, both campus and building utilities, during planning (Existing system - PIN). • Provide automatic Notification to the PWB central point of contact of the utility impacts and the design / construction schedule. • PWB and/or DCAB monitoring system needs to be established to assure projects that are identified for utility impact are submitted for PWB reviews at planning, design, construction and closeout. Also PWB’s reviews are done in a timely manner and returned to DCAB.

39. Recommendations Cont … • DCAB Project Officers need to better track their time spent on the utilities infrastructure for both campus and building utility categories in their time cards. Additional training is needed. (Action by DCAB management)

40. Recommendations Cont … • Building 10 complex utility infrastructure team (DCAB Team 7) led by Paul Hawver is currently providing review and coordination services to DCAB project officers on all projects that have utility impact in Building 10. Continue with the service and assure all associated costs are charged against the ORS Building Utilities Infrastructure account. Recommend adding same type of service for all other buildings on the campus either by PWB or DCAB. (Decision by DES management as to which branch should provide this service as this will require dedicated manpower). • The two Discrete Services studied under this service group category, should become a part of the larger DCAB service group. (Decision by DCAB management).

41. Appendices

42. Appendices • Page 2 of ASA Template • Customer segments graphs • Customer satisfaction graphs • Block diagram • Process maps • Process measure graphs • Learning and Growth graphs • Analysis of Readiness Information • Unit cost graphs • Asset utilization graphs

43. Page 2 of Revised Template

44. Customer Survey Results DS1: Ensure Integrity of Campus Utility Infrastructure

45. Radar ChartFY02 Product/Service Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

46. Radar ChartFY02 Customer Service Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

47. Scatter DiagramFY02 Customer Importance and Satisfaction Ratings Note: The Importance rating scale ranges from 1 - 10 where “1” represents Unimportant and “10” represents Important. The Satisfaction rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.

48. Scatter DiagramFY02 Customer Importance and Satisfaction Ratings: A Closer Look Note: A smaller portion of the chart is shown so that the individual data points can be labeled.

49. Reviewing Comments • Realize comments are qualitative data and are not meant to be counted and tallied • Comments provide a different type of information from your customers regarding their satisfaction • Comments are NOT representative of the perceptions of all your customers • Review them but don’t over react to an individual comment • Comments are a great source for ideas on how to improve

50. What was done particularly well? • Nothing comes to mind. • Nothing was done particularly well the quality of the material was not the best they do not make the repairs to the equipment in a timely manner. • Communication. • Can say very little. • Can't think of anything. • The Construction of the Utility Tunnel Expansion Project improves the reliability of the steam/condensate pump return, chilled water and domestic water distribution systems. It also provides our operating personnel safe working conditions, adequate space and accessibility to perform maintenance and repairs of the systems.