alter and renovate facilities 1 fy02 asa presentation alter & renovate facilities (group # 32)...

Alter and Renovate Facilities 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 ServicesNational Institutes of Health

18 November 2002

Alter and Renovate Facilities

2

ALTER & RENOVATE FACILITIES Table of Contents

Alter & Renovate Facilities Template. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Customer Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Customer Value Proposition……………………………………………………...6Customer Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Overall Service Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Accreditation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Customer Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Internal Business Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Service Group Block Diagram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Process Measures

DS1 Process Measures . . . . . . . . . . . . . . . . . .. . . . . . . . . . 17

DS2 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 18DS3 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 19DS6 Process Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Summary………………………………………………… ……22


3

ALTER & RENOVATE FACILITIES(Group # 32) Table of Contents (continued)

Learning and Growth Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23OQM’s Summary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24DS3 Data: Yearly FTE’s and Vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

DS3 Data: Declining Staff vs. Increased Budget. . . . . . .. . . . . . . . . . . .. . . 26DS5 ……………………………………………………………………………… ..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


4

ASA Template - 2002

Customer Value Proposition

Team Leader


DS5: Coordinate Schedules of Interconnected Projects

Discrete Services

Service Group

Customer Intimacy Sustain

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.

DS1: IC Program Management

DS2: Maintain Accreditations

DS6: Operate Work Reception Center

DS4: Manage Expenditures of Specific B&F Accounts

DS3: Plan and Execute Renovations

Service Strategy

Kristy Long, Program Manager (RA)

Barbara A. Moskowitz, Contractor

Calvin Williams, Program Manager

Howard Hochman, Asst. to DES Director (CGFM)

Product Leadership Harvest

Felicia D. Haynes, Architect and Glen Stonebraker, Program Manager

Operational Excellence Growth

Team Members

X

X



Customer Perspective


ALTER & RENOVATE FACILITIES(Group # 32) Customer Perspective

Customer Value PropositionCustomer Value PropositionProvide 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.


7


Block Diagram

IC ProgramManagement

ManageExpenditures ofSpecific B & F

Accounts

CoordinateSchedules of

InterconnectedProjects

MaintainAccreditations

Plan and ExecuteRenovations

Operate WorkReception Center



8

Customer segmentation was analyzed for:

Closely Related Discrete Services:DS1: IC Program Management, DS3: Plan and Execute Renovations,DS5: Coordinate Schedules of Interconnected ProjectsDS6: Operate Work Reception Center;

and for Stand-Alone Discrete Service

DS2: Accreditation

Customer segmentation was not analyzed for:DS4: Manage B&F Expenditures

ALTER & RENOVATE FACILITIES(Group # 32) Customer Segmentation


9

ALTER & RENOVATE FACILITIES(Group # 32) Customer Segmentation DS1,3,5 & 6

DCAB Customers

B&F

CC

CIT

DPM

CSR

FDA

FIC

NCMHD

NCRR

NHLBI

NIA

NIAAANIAID

NIAMS

NIBIB

NICHDNIDA

NIDCD

NIDCR

NIDR

NIEHS

NIGMS

NIMH

NINDS

NINR

NLM

OA

OD

ORS

NHGRI

NCI

NEI

NCCAM

NIDDK


10

ALTER & RENOVATE FACILITIES(Group # 32) Customer Segmentation DS1,3,5 & 6

B&

F

CC

CIT

DP

M

CS

R

FD

A

FIC

NC

CA

M

NC

I

NC

MH

D

NC

RR

NE

I

NH

GR

I

NH

LB

I

NIA

NIA

AA

NIA

ID

NIA

MS

NIB

IB

NIC

HD

NID

A

NID

CD

NID

CR

NID

DK

NID

R

NIE

HS

NIG

MS

NIM

H

NIN

DS

NIN

R

NLM

OA

OD

OR

S

1999

2001

0

20

40

60

80

100

120

Nu

mb

er

of

Wo

rk R

eq

uest

I nstitutes and Centers

Years

Work Requests Submitted by I C(1999-2002)

1999 2000 2001 2002


11

ALTER & RENOVATE FACILITIES(Group # 32) Customer Segmentation DS2: Accreditation

AAALAC Accreditation Customer Segmentation

NCINEI

NHLBI

NIAID

NIAAA

NHGRI

NIMHNINDS/NIDCDNIDCR

NIDDK

NICHD

NIAMS

VRCCC

ORS/VRP


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


13


Survey Results From:1999-2002

5

5.1

5.2

5.3

5.4

5.5

5.6Predesign

DesignConstruction

Highest Score-6.0Lowest Score-1.0


14


Project Surveys: 1999-2002

5.2

5.24.6

5.6

5.4

0.0

2.0

4.0

6.0

OverallSatisfaction

Quality

CostSchedule

Recommend Us

Average Score


15


Construction Survey Results: 1999-2002

0.0

1.0

2.0

3.0

4.0

5.0

6.0Quality

CostSchedule

Average Scores


Internal Business Process Perspective


17

ALTER & RENOVATE FACILITIES(Group # 32) DS1: IC Program Management

Process Measure: Frequency of IC Contact

1211

5

IC's without monthly contacts Formal Monthly Contacts Informal Montly Contacts


18

ALTER & RENOVATE FACILITIES(Group # 32) DS2: ACCREDITATION MEASURE

Incidents on Praise and Criticism in 3rd Party Evaluation

0

5

10

15

Year

Nu

mb

er

of

inc

ide

nts

Praise 1 4

Criticism 13 0

1999 2002


19

ALTER & RENOVATE FACILITIES(Group # 32) DS3: Customer Perspective DCAB Quality System Nonconformities

New Nonconformities

0

5

10

15

20

25

30

35

40

45

50

1999 2000 2001 2002

Year

Co

un

t


20

ALTER & RENOVATE FACILITIES(Group # 32) DS1,3,6 : Customer Perspective DCAB DCAB’s QSM Performance

NCR's

0

1

2

3

4

5

6

7

8

9

10Q

S20

0

QS

200-

25

QS

2100

QS

2150

QS

2300

QS

2500

QS

3000

QS

300-

15

QS

300-

40

QS

3000

QS

3400

QS

3600

QS

400

QS

400-

20

QS

500

QS

600

QS

600-

100

QS

600-

145

QS

600-

160

QS

600-

30

QS

600-

80

QS

700

QS

700-

70

QS

900

DCAB Procedures

Nu

mb

er 1999

200020012002


21

ALTER & RENOVATE FACILITIES(Group # 32) DS6 : Business Process Measure

Work Reception Project Assignment Time

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

20

00

20

01

20

02

Fiscal Year

Da

ys

Initial Distribution to Teams Work Reception Log Assignment


22


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.


Learning and Growth Perspective


24

Summary of Service Group 32OQM-Supplied Data

3% employee turnover Over one award per employee Four days of sick leave per employee

One EEO complaint, two ER and five ADR cases out of 111 employees

ALTER & RENOVATE FACILITIES(Group # 32) Learning and Growth


25

ALTER & RENOVATE FACILITIES(Group # 32) Learning and Growth DS 3: Plan and Execute Renovations

26

57

24

16

30

58

23

15

29

61

24

19

23

56

23

31

0

20

40

60

80

100

120

140

2000 2001 2002 2003

Fiscal Year

Yearly FTE's and Vacancies

VacanciesTechsA-EProject Support


26

Declining Workforce; Increasing Workload

$807.8

$374.0$364.4$279.4

116

102

107

111

$-

$100.0

$200.0

$300.0

$400.0

$500.0

$600.0

$700.0

$800.0

$900.0

2000 2001 2002 2003

Fiscal Year

To

tal C

on

stru

ctio

n

Bu

dg

et

95

100

105

110

115

120

Act

ual

FT

E's

ALTER & RENOVATE FACILITIES(Group # 32) Learning and Growth DS 3: Plan and Execute Renovations


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


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


29


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


30


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


31


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


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 work

will suffer



Financial Perspective


34

IC Program Management Unit Cost

$0.00

$200.00

$400.00

$600.00

$800.00

$1,000.00

$1,200.00

$1,400.00

$1,600.00

$1,800.00

2000 2001 2002

$0.00

$50.00

$100.00

$150.00

$200.00

Cost/DCAB WR

Cost/DES WR


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 costs or Soft Costs or

Construction costs Hard 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


36

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

Louis Stokes Research Center, Building 50Construction cost: $100,402,427 Soft cost/$ construction: 15¢Soft cost: $ 15,041,343

Bumpers Vaccine Research Center, Building 40Construction 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¢



37

How did we compare?

NIH – 14.6¢

Navy -- 11.8¢

GSA -- 18.4¢

Private Industry -- 18¢



38

ALTER & RENOVATE FACILITIESDS2: Accreditation – Change in Unit Cost

Square Footage of Animal Space

540,000

560,000

580,000

600,000

620,000

1 2

Years: 1999 & 2002

sq

. ft.

Series1

Management Cost of Ensuring Accreditation

$95,000

$100,000

$105,000

1 2

Years: 1999 & 2002

Co

st

Series1

Cost per Sq. Ft.

$0.15

$0.16

$0.17

$0.18

$0.19

1 2

Years: 1999 & 2000

Co

st Series1


39

ALTER & RENOVATE FACILITIES(Group # 32) DS6: Work Reception Unit Costs

Work Reception Unit Cost

5503

6576

5831

$70

$87

$76

4800

5000

5200

5400

5600

5800

6000

6200

6400

6600

6800

2000 2001 2002

Fiscal Year

Num

ber

of D

ES

Wor

k R

eque

sts

$0

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

Cos

t per

DE

S W

ork

Req

uest

No. of DES WRs $/DES WR


40

ALTER & RENOVATE FACILITIES(Group # 32) DS6: Work Reception Change in Unit Costs

100%

115.04%

92%100%

89%84%

0%

20%

40%

60%

80%

100%

120%

Unit Cost Volume

Change in Unit Cost and Volume(FY 2000 - Base Year)

2000 2001 2002


41

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 & RENOVATE FACILITIES(Group # 32) Unit Cost Measures: Summary


42

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 & RENOVATE FACILITIES(Group # 32) Asset Utilization: Summary


43

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 & RENOVATE FACILITIES(Group # 32) DS 1 and 3: Asset Utilization


44

ALTER & RENOVATE FACILITIES(Group # 32) DS6: Work Reception Asset Utilization

Asset Utilization Measure

0%

20%

40%

60%

80%

100%

120%

2000 2001 2002

Year

Ass

et U

tili

ztio

n %

Work Reception


Recommendations


46

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 & RENOVATE FACILITIES(Group # 32) Recommendations


47

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 & RENOVATE FACILITIES(Group # 32) Recommendations (continued)


48

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 facilitiesDS2: Manage the design and renovation of NIH-owned facilitiesDS3: Manage the design and build-out of leased facilitiesDS4: Manage work receptionDS5: Provide architectural and engineering technical resources for

facility designDS6: Support the extramural construction programDS7: Ensure the integrity of NIH buildings and the campus utility

infrastructure



49

Create New Accreditation Service Group: AAALAC JCAHO



Questions and Answers


51

Appendices

Includes the following:

ASA Template, page 2 Unit cost Data Asset utilization Data Process Flow Charts ISO 9001 information Accreditation Data: square footage breakdown by IC; management

cost info; meeting attendance run charts DCAB Training Program Customer Perspective Data and Graphs


DS5: Manage coordination of interconnected projects.

DS 1,2, 3 & 6: Increase understanding of customer base

accounting for B&F accounts.

DS 1, 3 & 6: Work requests by IC.

DS 1, 3 & 6: Customer satisfaction ratings from the DES Customer Survey (FY99-02).

DS2: AAALAC customers

2. Frequency of direct communication with ICs (FY03).

Performance Objective

Increase understanding of processes.

DS2: Reduce/eliminate facility related problems during

DS4: Implement and comply with standard format for

DS 1, 2, 3 & 6: Increase customer satisfaction

2. Increase awareness about the new office, new individual interconnected projects schedule

new process and understand customer and

DS5: Total costs of system vs. total cost of projects tracked

DS6: Cost per work request.

DS1: Total hours/total work requests

Complete process maps of Service Group/Discrete Services

DS3: Performance of Branch in executing Quality Systems procedures as indicated by DS4: Compliance with standard format based on audit.

DS2: The number of comments, issues, and accolades in the AAALAC feedback.

DS3: Continuous improvement in DCAB Quality System. AAALAC site visits.

DS5: Frequency of problems resulting from lack of coordination (FY03).

Service Group: Customer Perspective

Performance Measure

DS2: Long term reduction in problem-identification meeting attendance.

DS5: 1. Ensure timeliness and accuracy of reporting DS5: 1. Frequency of communication with Project Officers (FY03).

stakeholder needs.

Awards/Recognition

DS1: To communicate with the ICs monthly.

Performance Objective

DS1: Frequency of Program Manager contact with IC (target monthly).

Performance MeasureInternal Business Process Perspective

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

Performance Measure

Financial PerspectivePerformance Objective

DS2: Cost per square foot subject to accreditation.

DS 1, 2, 3, 5 & 6: Minimize unit cost at a defined service level.

service objectives.Group #32: Maintain staffing resources consistent with meeting

Enhance quality of work life for employees in ORS.

DS6: Minimize team assignment time. DS6: Duration of time from receiving work request to assignment to a team.

Sick Leave Usage

Performance Measure

Learning and Growth PerspectivePerformance Objective

Contacts/Complaints with EEO/ER/ADR

DS3: A. Management costs per dollar of construction.

B. Cost per square foot of construction.

Turnover

Group #32: Workload against number of FTEs.



53

ALTER & RENOVATE FACILITIES(Group # 32) Appendix DS1 & 3: Unit Costs

• Professional Services Covered by Fee-for-Service Charges

• Included in Construction Soft Costs

• Identification of Requirements• Discuss requirements with

customers• Draft Statement of Work• Resolve scope differences among

multiple customers• • Estimating• Project budget estimate• A/E estimate• CM and consultant estimate• Construction estimate• Contract modifications estimates• Parametric and subsystem

estimates• Review consultant-developed

estimates•

• Scheduling• Develop total project schedule• Determine critical project

milestones• Develop study and design

schedule• Check feasibility of construction

schedule• Evaluate impact of changes to

schedule• Evaluate impact of changes on

interrelated projects • • Accounting and Finance• Draft position for accounting of

mixed CANs• Monitor accounting for mixed-CAN

contracts for both new awards and modifications• Facilitate changes to CANs• Facilitate other accounting

changes• Request funding from multiple

CANs/multiple ICs• •


54

ALTER & RENOVATE FACILITIES(Group # 32) DS1 & 3: Unit Costs (continued)

• Project Coordination• Site utilization (roads, parking,

laydown areas, trailers, utilities)• Interface with other contractors• CIT• Requestors/users• Fire prevention/Life safety• Accreditation groups• Furniture/Fixture/Equipment

suppliers• Public Works (utility shutdown,

maintenance)• Planning (NCPC, MD

Environmental, EPB)• Security/Locksmith• • Contract Awards• Develop solicitations• Negotiations• Serve on technical review boards

• Compliance Functions• Management of design (design

QA, design reviews, comment management)• Construction QA (inspections,

managing CM contract, QA planning)• • Project Safety• Construction site OSHA• Lab safety• Accreditation• Life Safety Code (ILSM)• Hazardous waste management• Recycling• • Contract Modifications• Determine need/evaluate impact• Develop scope• Draft RFCA• Negotiations• Administer modifications•


55

ALTER & RENOVATE FACILITIES(Group # 32) DS1 & 3: Unit Costs (continued)

• Staffing Support• Response to ORS requests• Response to IC requests• Response to community

requests/public relations• Response to

Congressional/Inspector General inquiries• Response to customer service

issues (cost data, customer satisfaction ratings, etc.)

• Support Utility and Building Infrastructure• Check

capacity/feasibility/compatibility • Commissioning functions

(performance testing of equipment, turn over O&M data and as-builts)

• • General Administration of Projects• Make copies• Deliver submittals and other

papers• Deal with equipment breakdowns

(copier, computer, etc.)• Data management with computer

systems (PIN, SASSFAS, FFS, Winest)• • Communications• Install signs and maintain them• Update website and central

reporting• Community notification• Meetings with customers,

stakeholders, others• Generate customer satisfaction

surveys•


56

ALTER & RENOVATE FACILITIES(Group # 32) DS1: Asset Utilization

Appendix

DS1 - Data Collected for Evaluation of Monthly IC Communication Requirement

IC Program ManagerMonthly Contact

Type of Monthly Contact Reason for no monthly contact

Effectiveness of Communication - PM perspective

NHLBI Kristy Long Y Formal Partially Effective

CC Dyal Sharma Y Formal Very Effective

NIDDK Kristy Long Y Formal Very Effective

NICHD Kristy Long Y Formal Very Effective

NIAID Kristy Long Y Formal Very Effective

NIMH Karen Rhodes Y Informal Effective

NINDS Karen Rhodes Y Informal Effective

NEI Kristy Long Y Informal Effective

NIAAA Kristy Long Y Informal Effective

NIAMS Kristy Long Y Informal Effective

NIDCD Karen Rhodes Y Informal Partially Effective


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ALTER & RENOVATE FACILITIES(Group # 32) DS1: Asset Utilization (continued)

NCHGR Karen Rhodes Y Informal Partially Effective

NIBIB Kristy Long Y Informal Partially Effective

DCRT Mehryar Ebrahimi Y Informal Very Effective

NLM Mehryar Ebrahimi Y Informal Very Effective

ORS Mehryar Ebrahimi Y Informal Very Effective

NIDCR Karen Rhodes N

IC chooses to work with the Project Officer specifically dedicated to their projects. PO provides continuous detailed updates on all projects with this IC. Very Effective

OD Mehryar Ebrahimi N Little to no projects for this IC Very Effective

NIA Karen Rhodes N

IC chooses to do the work themselves until they are forced to use DCAB services Partially Effective

FIC Mehryar Ebrahimi N PM has no active projects for this IC N/A

NIDA Mehryar Ebrahimi N PM has no active projects for this IC N/A

NIGMS Mehryar Ebrahimi N PM has no active projects for this IC N/A

NINR Mehryar Ebrahimi N PM has no active projects for this IC N/A

NIEHS Kristy Long N

IC contact is handled in North Carolina. PM assigned this IC to handle one project on Bethesda Campus. N/A

FDA Karen Rhodes N Little to no projects during the year Effective

NCI Karen Rhodes N

IC made determination that no monthly meeting will take place. IC maintains project list and contacts PM on as needed basis. Effective


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ALTER & RENOVATE FACILITIES(Group # 32) DS1 & 3: Asset Utilization

• Asset Utilization Survey

• • Below is a list of services and tasks performed by Project Officers and/or Program Managers in the

course of their time on the job. Please fill in the blanks provided next to each category with your best estimation of what percent of each week you spent on them. Listed beneath each category are the kinds of things you should include in the category.

• • • Percent for Percent for• Category Project Officer Program Manager• • Project Management _____________ ________________• Design Pre-Award• Design Administration• Construction Procurement• Construction Activity• Construction Closeout•


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ALTER & RENOVATE FACILITIES(Group # 32) DS1 & 3: Asset Utilization (continued)

• Specialty Services _____________ ________________• Campus Integrity• Building Integrity• IC General Support• Support of ORS Services• Support of OFP Services• Community Support• Accreditation• Development of Design Standards• Supervision• Program Management• • Non-Mission Related _____________ _________________• Copying• Collating• Filing• Delivering Drawings• Ordering Supplies• Purchasing Supplies• Waiting to See Someone• Trying to Reach Someone by Phone• Walking Around Campus


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ALTER & RENOVATE FACILITIES(Group # 32) DS1: Process Flow Chart


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ALTER & RENOVATE FACILITIES(Group # 32) DS6: Process Flow Chart (continued)


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ALTER & RENOVATE FACILITIES(Group # 32) DS1, 2, 3 & 6: ISO 9001

DCAB implemented our Quality System Manual in 1999. DCAB has passed external ISO 9001 Certification audits for the past 3

years. DCAB is in the process of converting to the new IS0 9001:2000

Standard. ISO 9001:2000 fully aligns with ASA performance monitoring. DCAB will continue to refine our processes and develop performance

metrics for improved operation and monitoring.


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ASA 2002Appendix

AAALAC ACCREDITATION PROCESS MEASURE

Measure: Incidence of Praise/Criticism of Accreditation Worthiness of Animal Facility Physical Plant by the Association for the Assessment and Accreditation of Laboratory Animal Care, International (i.e., AAALAC), a 3 rd Party Accrediting Body

AAALAC Letter to NIH, Dated October 4, 2002: (Tally – 4 incidents of Praise; No Criticms.)A. Opening paragraph: expressed AAALAC Council's wish to "commend you and your

staff.......Particularly noteworthy were the outstanding programs for animal husbandry in all facilities, and the effective program for renovation and upgrading of animal housing facilities."

B. B. The detailed backup portion of the package, which summarized AAALAC's assessment on a component by component basis, judged the "Physical Plant" to be satisfactory in 4 of 5 specific areas, commendable in another.

1. (judged Commendable: NIHAC - Farm Animals/Field Studies physical plant - .....facilities were well designed and maintained.) ( judged Satisfactory: "Security", "Facilities for Asceptic Surgery", "Functional Areas" and

2. "Construction Guidelines - Recently renovated facilities were well designed. Interior finishes, environmental controls and installed equipment were state-of-the-art in the majority of the facilities. Older facilities were well maintained."; also

ALTER & RENOVATE FACILITIES(Group # 32) Appendix


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" Administrative Commitment to Animal Care and Use......The significant investments in animal facility renovations and upgrades were a strong indicator of the importance of the animal care and use program". And

• "Animal Environment, Housing, and Management - 1. Physical Environment - Satisfactory.“

AAALAC Letter to NIH, Dated December 1, 1999: (Tally – 1 incident of Praise; 13 Criticisms.)

A. Administrative commitment to animal care and use – many animal housing areas had been renovated or were scheduled for renovation in the near future. New buildings were under construction that would house animals, and more were planned.

B. Physical Environment/Housing/ - Cubicles in 14 C…..were not monitored as part of the HVAC monitoring.

C. Physical Environment/Housing/ - Sheltered or outdoor housing – in building 28….some of the concrete runs were cracked….should be repaired to make them easier to sanitize.

D. Temp and Humidity – 14Dsouth, humidity was not controlled.E. Ventilation – HVAC system data was reporting data that were suspect.F. Ventilation – 10A – significant odor of ammonia [coupled with] 9 and 10 air changes [&]

large numbers of miceG. Construction Guidelines – Room 437 …extremely high temperatures and humidityH. Construction Guidelines – Hvac for the clean cage wash in 14C room 133A was

inadequate. …..Similar Conditions existed in cagewash areas of 10A, 10B2, 14D, 14H, and 14C…36



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Square Footage of Animal Facilities, 2002 data to AAALAC

IC’s Managing Animal Facilities

Buildings Managed # of Animal Rooms Net ft2 of An. FacilityCC 10/ACRF 3 1,414NCI 10/ACRF, 10/B2B,

14D-S, 37, 41, Key West Ctr. 42 32,350NEI 49 60 43,371NHGRI1 - - -NHLBI 10/ACRF, 5 Research Court 22 28,898NIAAA Flow 8 2,717NIAID 10/ACRF, 4, 7, 14B-S, 50, 44 45,741

Twinbrook IINIAMS 10/ACRF 2 1,000NICHD 6B, 10/ACRF, 110A, 112, T-18 66 44,476

132, 32T-11NIDDK 8, 10/ACRF 7 4,684NIDCR 30 10 7,884NIMH 10/ACRF 4 2,252NINDS/ 10/ACRF, 36, NMR Center 19 10,583NIDCDORS/VRP 10A, 10/B2, 14A-H, 28, 28A, 244 368,417

100, 102, 103, 104, 127, 128, T-1VRC 40 3 5,335

Total 503 610,9571 While NHGRI has its own animal care & use pgm, it does not manage any any an. Fac. space.



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Management Costs Associated w/ Maintaining AccreditationTotal Cost of the Management effort = sum of AE, Pgm Mgrs time and staff time associated w/ below 2 efforts.AAALAC Task Force Meetings:Process: Regular meetings are attended by both DES and Animal Program personnel to identify and resolve problems.

Total incl.AFPABYear ending Total Attendees Avg mtg total mtg. $ of staff pgm mgr Cost & pgm. Mgr.

July of: of Mtgs length Hrs. time* cost (approx) (from Below)1999 148 2 296 $15,442.32 $45,000 $103,789.522000 148 2 296 $15,442.32 $30,000 $88,685.182001 252 1.5 378 $19,720.26 $30,000 $120,623.342002 245 1 245 $12,781.65 $35,000 $98,163.03

* Note: staff time hourly $ rate estimated at an average GS13 step 5, burdened at 24% 1600 productive hrs/yr, that is: $67,329 x 1.24 / 1600 = $52.17

AFPAB EffortProcess: Nominations are solicited from the ICS and DES for needed projects. A Site Visit Team visits each facilityto evaluate each nomination against preestablished criteria. The AE part of the Site Visit team prepares preliminary scopes and cost estimates and summary documentation. A Board of ORS and Animal Program personnel meet to make final funding recommendations.

Total hrs. of siteattendeesAvg. Mtg. visits total hrs. $ of staff Total

AE cost of mtgs. length gov. staff. gov staff time* Cost1999 $35,000.00 40 2 80 160 $8,347.20 $43,347.202000 $35,000.00 39 2 80 158 $8,242.86 $43,242.862001 $54,000.00 34 2 256 324 $16,903.08 $70,903.082002 $34,000.00 37 2 240 314 $16,381.38 $50,381.38



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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 FY’04 (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.


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DCAB Comprehensive Training Program (Continued)

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.


ALTER & RENOVATE FACILITIES(Group # 32) Appendix - DS5: Customer Perspective

Customer Expectations*

Use data from ADB and SJD systems. Timely information to facilitate IC master

planning requirements. ICs want more coordination i.e.

construction, LAN/Phones, Security, etc. Forum to communicate status. EO and AOs want to see their budget.


ALTER & RENOVATE FACILITIES(Group # 32) Appendix - DS5: Customer Perspective

Sort information using the AutoFilter tool.

Functional Requirements

Pull existing data from ADB, SJD and PIN. Capture additional information currently not available from

other systems. Create web-based views for NIH customers. Timeline charts for early warning.


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ALTER & RENOVATE FACILITIES(Group # 32) Appendix - DS1: IC Program Management

Internal Business Process Perspective Program Manager Perception of Effectiveness of

Communication

0

1

2

3

4

5

6

Very Effective Effective Partially Effective Not Effective N/AEffectiveness

# o

f IC

s

Informal Contact Formal Contact No Regular Contact


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Anticipated NIH Campus Moves of Anticipated NIH Campus Moves of 1.4 Million Net Square Feet1.4 Million Net Square Feet

IPS 2nd Step - Preparation for FY ‘04 through FY ‘05IPS 2nd Step - Preparation for FY ‘04 through FY ‘05

ALTER & RENOVATE FACILITIES(Group # 32) Appendix - DS5: Coordinate Schedules of Interconnected

Projects


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ALTER & RENOVATE FACILITIES(Appendix - DS2: Running Record of AAALAC Task Force Program Staff Attendance


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ALTER & RENOVATE FACILITIES Appendix - DS2: Running Record of AAALAC Task Force Program Staff Attendance (continued)


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ALTER & RENOVATE FACILITIESAppendix - DS2: Running Record of AAALAC Task Force Program Staff Attendance (continued)


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ALTER & RENOVATE FACILITIESAppendix - DS2: Running Record of AAALAC Task Force Program Staff Attendance (continued)

alter and renovate facilities 1 fy02 asa presentation alter & renovate facilities (group # 32)...

Documents

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