# Presentation: 065189

##  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**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

##  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**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

**Deployment Flowchart**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Service Group Block Diagram

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## 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 Mapping...........................................................................27
- Process Measures..........................................................................28
- Learning and Growth Perspective.................................................34
- Data & Analysis..............................................................................35
- Unique Measures............................................................................36
- Readiness Statement.......................................................................41
- Financial Perspective..................................................................43
- Unit Cost.......................................................................................44
- Unique Financial Measures...............................................................46
- Asset Utilization ..............................................................................51
- Conclusions and Recommendations..............................................54

**Notes:**

This Table of Contents lays out a recommended structure for your ASA presentation.  

Notice this page describes the Main Presentation.

Keep in mind that you have 30 minutes for the presentation, including questions from the audience.  

## Table of Contents

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

**Notes:**
Notice this page describes the slides that should be included in your Appendices.

## Slide 7

**Notes:**
Replace the template shown here with page 1 of your ASA template.   

To copy an Excel chart, diagram, graph, Visio chart, or MS Word narrative into PowerPoint:
1.  Copy selected chart/diagram/graph/ text in Excel/Visio/Word
2.  In PowerPoint, insert a new slide on which to paste your chart/diagram/graph.  Note when selecting a new slide on which to paste a graphic, you will want to select the slide type that only has a text box for a title, and the rest of the slide is blank. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
3.  Once you have positioned your cursor onto the new blank slide on which you want to import your graphic, choose “Edit” and then “Paste Special” from the menu.  By using “Paste Special” instead of just paste, you will help to keep the size of your file manageable.  
Resize the copied object if necessary.  Resizing the chart or graph in Excel first may give you better results.  You may want to try it both ways.

	In your presentation, please emphasize the value proposition and the service group strategy.  Have your customers had a chance to discuss with you the  the VP?  What elements of the value proposition were assessed in the ASA?  

## Slide 8

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Slide 9

## Customer Perspective

**  ****Customer Segmentation**
**  ****Customer Satisfaction**

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## 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

- 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

**Customer Segmentation**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## FY 2002:  191 approved SJDs
FY 2001:  100 approved SJDs

- FY 2001:  100 approved SJDs

**Customer Segmentation**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## Capital Funded Facilities Customersfor 3 Projects                     

**Capital Funded Facilities Customers****for 3 Projects                     **

**Notes:**
******      ****For capital, or B&F-funded projects, we segmented customers in three representative completed projects:  Bldg. 50, the VRC, and the East Child Care Center.**
******      ****We were interested to note that campus presence, as reflected in campus population, was not an indicator of our biggest B&F customers.**
******      ****NIAID has nearly 40% of the gross square footage in these three projects, but only 7% of campus population.**
******      ****Because a lot of our budget increase in FY’03 comes from B&F projects in bio-defense, we predict NIAID will continue to be our biggest customer for several years.**

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Leased Facility Customers by IC

**Leased Facility Customers by IC**

**Notes:**
******      ****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**
******      ****NIAID has most of the leased space under renovation (more than 35%), although it has only about 7% of campus population**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## Who are our Customers?
30 potential IC customers at NIH

Customer Segmentation Data Shows this Service Group provided support for 28 of these IC’s during FY 01 and FY 02

- 30 potential IC customers at NIH
- Customer Segmentation Data Shows this Service Group provided support for 28 of these IC’s during FY 01 and FY 02

**Customer Segmentation Conclusion**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## 
Customer Satisfaction Survey
Status of Customer Satisfaction Survey
Results of Customer Satisfaction Survey

- Customer Satisfaction Survey
- Status of Customer Satisfaction Survey
- Results of Customer Satisfaction Survey

**Customer Scorecard**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## 
Customer Survey to be coordinated at ORS level FY 03

DS3 and DS4 Under a separate ASA have completed a customer survey

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

**Proposed Survey Methodology Submitted****to OQM**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## DS3  Manage the Planning of Capital Facilities

DS4 Manage the Planning of Leased Facilities

- DS4 Manage the Planning of Leased Facilities

**Customer Satisfaction Survey**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## Survey Distribution 

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

## Do the facilities planning services in ORS support your Institute’s mission planning efforts?

## Does the current process work effectively for your Institute to acquire the space you need?

## Customer Satisfaction Summary

- Survey’s 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 customer’s needs and expectations

## Internal Business Process Perspective

**  ****Block Diagram**
**  ****Process Mapping**
**  ****Process Measures**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Service Group Block Diagram

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## 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?**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Internal Business Process Measures

**  “****S” Curve**
**   ****ISO 9000 Audit Reports**
**   ****Action Processing Time - CCB**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Process Measures   

**                                                       ****Louis Stokes Laboratories – Building 50**
** **
** **

** ****Percent Complete (planned average start vs. ****actual****)**

**SCHEDULE**

**Notes:**
******       ****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.**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Process Measures   

** **

**Notes:**
******       ****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.**
******       ****To track the quality of our work, we follow the number of nonconformities found during our audit processes, as shown here.**
******       ****1999 we had the highest number because the system had just been implemented**
******       ****In 2000, the number dropped as we improved our system substantially.**
******       ****In 2001 and 2002, our nonconformities are higher than we would like, but have leveled off.  Working to improve them is a top priority.**

**ISO 9000**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

**Notes:**
******      ****For capital, or B&F-funded projects, we segmented customers in three representative completed projects:  Bldg. 50, the VRC, and the East Child Care Center.**
******      ****We were interested to note that campus presence, as reflected in campus population, was not an indicator of our biggest B&F customers.**
******      ****NIAID has nearly 40% of the gross square footage in these three projects, but only 7% of campus population.**
******      ****Because a lot of our budget increase in FY’03 comes from B&F projects in bio-defense, we predict NIAID will continue to be our biggest customer for several years.**

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

**Notes:**
******      ****For capital, or B&F-funded projects, we segmented customers in three representative completed projects:  Bldg. 50, the VRC, and the East Child Care Center.**
******      ****We were interested to note that campus presence, as reflected in campus population, was not an indicator of our biggest B&F customers.**
******      ****NIAID has nearly 40% of the gross square footage in these three projects, but only 7% of campus population.**
******      ****Because a lot of our budget increase in FY’03 comes from B&F projects in bio-defense, we predict NIAID will continue to be our biggest customer for several years.**

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Internal Business Process PerspectiveSummary

**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**

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Learning and Growth Perspective

**   ****Data & Analysis Supplied by OQM**
**   ****Unique Measures**
**   ****Readiness Statement**

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

## Learning and Growth Data Table

- Very low turnover

- Almost 4 days sick leave per employee

- No EEO complaints for 111 employees

- 2 ER cases for 111 employees

- 5 ADR cases for 111 employees

- About 1 award for every employee

## Learning and Growth Perspective

**   ****Unique Measures**
**   ****DS5 and DS6**

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

## Slide 37

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## Notes:

**Notes:**
******      ****This graph gives us more information about our declining staff.  Each bar represents the total budgeted FTE’s for DCAB by year**
******      ****The bars are subdivided into # of vacancies, tech positions, architects and engineers, and project support staff**
******      ****DCAB’s budgeted FTE’s has increased from 126 in FY’00 to 133 in FY’03**
******      ****Vacancies have increased from 16 in FY’00 to 31 in FY’03, leaving us at the beginning of this fiscal year at only 77% of full staffing**
******      ****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.**
******      ****In the month since this data was published, we have already lost two more people.**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## SUMMARY OF 
LEARNING AND GROWTH DATA

- SUMMARY OF
- LEARNING AND GROWTH DATA

******   ****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, DS5&DS6  FY 01 = 22%/FY02= 23%/FY03 = 31%**

**Notes:**
******      ****OQM’s 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 DCAB’s losses occurred after that date.**
******      ****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.**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## Service Group Block Diagram

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

**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**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

**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**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## Financial Perspective

**  ****UNIT COST**
**  ****UNIQUE FINANCIAL MEASURES**
**  ****ASSET UTILIZATION**

**Notes:**
Transition Slide for your Financial Perspective data and findings.

**Unit Cost Measures**

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

**Unit Cost Measures**

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

## DS5 Soft Cost as % of Construction
DS5 Construction Square Foot Costs
DS6  Construction Cost per Square Foot

- DS5 Construction Square Foot Costs
- DS6  Construction Cost per Square Foot

**Unique Financial Measures**

**Notes:**
If you added any unique Financial measures, list them here.  Also include bulleted statements of conclusions from this data, or if insightful, insert relevant graphs.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique financial  measures.

## 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)
- _GSA_, Soft cost/Dollar construction:  $18.4 (Includes high-end AE/CM, plus average 6% FFS)
- _Private Industry_, $.16 (high-end AE/CM)
- *These figures were provided by Logistics Management, Inc.  “High-end” figures were used to reflect that NIH facilities are, almost without exception, high-end projects that include laboratory and animal care space rather than just office or living space.

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

## 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, I’ve 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.

- _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.

**Unit Cost Construction**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## 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.”

- _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.”

**Notes:**
If you added any unique Learning and Growth measures, list them here.  Also include bulleted statements of conclusions from this data, or if insightful, insert relevant graphs.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique learning and growth measures.

##  
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.

_**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.

- Cost per square foot data for DS6:

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

## ASSET UTILIZATION

**Notes:**
If you added any unique Learning and Growth measures, list them here.  Also include bulleted statements of conclusions from this data, or if insightful, insert relevant graphs.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique learning and growth 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

**	****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**

**Asset Utilization Measures**

**Notes:**

If you choose to insert graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing Asset Utilization Measures:
How did you define asset utilization?
How close are you in meeting your planned utilization?  Why?
How can you better plan asset utilization in the future?

## 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**

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## 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**

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## 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**
**	**

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## 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**

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## Appendices

**Notes:**
Transition Slide for your Appendices.

## Appendices

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

**Notes:**
It is recommended that you include all the items listed on this slide in your Appendices.  This will allow anyone reviewing your ASA to obtain the full picture of your data and how you came to your conclusions and recommendations.

Again, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## 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

- 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

**Customer Satisfaction Survey**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## 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 IC’s

Function:  mix of intramural, extramural, both

**Response Profile**:  Good cross section of respondents with respect to
**Location**:
- Bethesda, Local Leased area, Outside area
**Size**:  Very large to very small IC’s
**Function**:  mix of intramural, extramural, both

**Customer Survey**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## 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 Director’s Reserve and more funds are available to meet more priorities, these rating should improve

- As NIH implements plans to maintain Director’s Reserve and more funds are available to meet more priorities, these rating should improve

**Customer Survey:****Short Range Planning Ratings**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Process Mapping**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## FY02 Learning and Growth (L&G) Data 

**FY02 Learning and Growth (L&G) Data **
**for the Annual Self Assessments**
**Service Group 5: **
**Manage Real Property Projects**
- 7 October 2002
- Summary Prepared by the Office of Quality Management

## 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

## 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

## Interpreting Your Data

- FY02 is the first time L&G data were collected and analyzed
- Compare your Service Group relative to the other ORS Service Groups
- What are all the L&G 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 L&G data, when compared to data in other perspectives, show potential relationship (could L&G be contributing to customer satisfaction results)?
- From reviewing your Service Group’s L&G data, what could be done to improve Quality of Work Life (QOWL)?

## 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

## 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)

## Service Group Turnover Rate 

**Service Group Turnover Rate **
**(Oct 2001 - June 2002)**

**Service Group Number**

**Turnover Rate**

## Average Hours of Sick Leave Used

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

## Average Hours of Sick Leave Used

**Average Hours of Sick Leave Used**
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Hours **

## 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

## Average Number of Awards Received

**Average Number of Awards Received**
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average number**

## Average Number of EEO Complaints

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

## Average Number of EEO Complaints 

**Average Number of EEO Complaints**** **
**(Oct 2001 - June 2002)**

**Service Group Number**

** ** **Average Number **

## 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)

## Average Number of ER Cases 

**Average Number of ER Cases **
**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Number**

## 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

## Average Number of ADR Cases 

**(Oct 2001 - June 2002)**

**Service Group Number**

**Average Number**

## Unit Cost Graphs

**Unit Cost Graphs**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## 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.
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.

** **
- 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.
_***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.

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.