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1
ORF
Performance Management Presentation
Team Members:
Melissa Richardson, Veronica Crawford-Robinson, Jim Phelan, Stewart Hill
9 January 2005
Lease, Purchase and Dispose of Real Estate
2
ORF Overview and Contents
• Origin and Purpose of Purchase and Dispose of Real Estate• PMP Template
– Value proposition and strategy– Performance objectives and measures
• Customer Perspective: Critical Measures– Customer Satisfaction Scores
• Internal Business Process Perspective: Critical Measures– Lease files reviewed and documented
• Learning and Growth: Critical Measures– Individual Development Plans
• Financial Perspective: Critical Measures– Raw Lease Rates Comparison
• Conclusion• Appendix
– See the list to be created
3
ORF Customer Segmentation – FY 04Acquire & Dispose of Real Estate - Customer Segmentation
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
NC
I
NIA
ID OD
NID
A
OR
S
CIT
NH
LBI
CS
R
NIC
HD
NIM
H
NIE
HS
NIA
AA
NIA
NID
DK
NC
RR
NIN
DS
NID
CD CC
NIA
MS
DIR
RE
S
NLM
NIB
IB
NC
CA
M
NE
I
NC
MH
D
NH
GR
I
NIN
R
OH
RP
Institute/Center
Squa
re-F
oota
ge
Sum of Rented Square-Footage
4
ORF
Team Members
Melissa Richardson
Veronica Crawford-Robinson, Jim Phelan, Stewart Hill
Date: Dec 12, 2004
Service Strategy
Our real estate acquisition and space management team represents the NIH community as the One Broker for All . As Montgomery County’s largest lessor we have the economies of scale to deliver our customers the space they need at the lowest possible market price while insulating them from both the expense of finding and negotiating legal occupancy agreements as well as the long term administrative expenses of managing their own real estate transactions. Our team of polished professionals partner with our customers to maximize our expertise and knowledge in representing their best interests throughout the real estate life cycle process. We are the benchmark for customer service setting the standard for availability, reliability and competency in our continuous effort to keep our customers informed on all their real estate projects.
Value Proposition
Team Leader
We will know our customers needs for facility space and services and keep them up to date and thoroughly informed on our activities and actions. We will work to translate our competency and reliablity into customer outcomes that make a visible difference in the satisfaction our customers have in us as their trusted agents.
Strategy Description
DS5: Maintain real property records (no longer a DS in Business Plan)
DS4: Negotiate licenses, permits and easements
Division of Real Property Acqusition Services (Purchase, Lease and Dispose of Real Estate)
Service Group
DS3: Manage the lease acquisition process for all leased facilities
DS2: Perform lease administration
DS1: Purchase and dispose of NIH-owned real estate
Discrete Services
Operational Excellence
Customer Intimacy
Product Leadership
Growth
Sustain
Harvest
Performance Plan FY 04
5
ORF
Perform
ance Plan F
Y 04 – F
Y 05
Objective Measure FY 03FY04
TargetFY05
TargetInitiative
Cu
sto
mer
C1: Be Indispensible in service quality
C2: Improve customers' ability to make informed decisions
C3: Be one broker for allC4: Increase Cust. Satisfaction
C1.1 Customer Survey ORS quality scoreC1.2 Total Financial Transactions processed C1.3 Total finanancial liabilities incurred - leases, SLA's, taxes, utilities, etc. C2.1 Average # of project change orders per lease action C2.2 % SLA's with prior funding approvalC3.1 Customer SurveyC3.2 # SLA amount exceed internal estimate C4.1 Customer Survey
n/aactual
TBD
n/a
n/a
baseline+5%
≤ 5
baseline
baseline
≥FY04+5%
≤ 1
≥FY04
≥FY04
Notes: 1. time for new lease in place 2. time for special (R&D) lease 3. How long to do a supplemental lease 4. Time for renovation for admin space 5. Time for research build to
Inte
rnal
Bu
sin
ess
IB1: Improve customer responsiveness
IB2: Increase understanding of Customer's business needs
IB3: Improve consistency of lease administration
IB1.1 # of SLA's porcessed for all leaseseIB1.2 # of invoices processed(non-utitility non-tax)IB1.3 Unreseolved real estate disagreementsIB1.4 # of new leases by source (NIH or GSA)
IB2.1 # of refreshed IC profiles IB2.2 # of customer contacts IB2.3 # of new leases with cancellation/option clausesIB2.4 # of facility manager pre-authorized work requests
IB3.1. # Lease Files Fully Reveiwed & Documented
n/asee chart
6see chart
actual
baselinetbd
12tbd
75%
tbdtbd
26tbd
100%
Lea
rnin
g a
nd
G
row
th
L1: Improve cross-functional job knowledge
L2: Be honest brokers
L1.1 # of staff capable operating in two areasL1.2 # of active individual development plansL2.1 # of weekly contacts with cust. with open requirementsL2.2 Customer Survey project close out
220%
see chart
Baseline
10%75%tbd
TBD
20%100%
tbd
BD
Notes: Measue is
Fin
anci
al
F1: Improve Customer's understanding of financial parameters of leaseF2: Maximize lower cost for Customer spaceF3-F6: Minimize unit cost for DS1-4
F1.1 # of leases using TIA & IC's own fundingF1.2 % IC's attending lease costs and financing trainingF2.1 Compare lease rates among local community and govt comps
F3.1 # of purchase actionsF3.2 # of lease and dispose transactionsF3.3 # of lease transactionsF3.4 # of requested actions
tbd5%
≤10%
TBD
tbd10%
≤10%
≤ 3%
tbd20%
≤10%
≤ 3%
Notes:$Expense alteration,etc towards prospectus
FY 04 Objectives and Measures
6
ORF
Strategy Mapping
7
ORF
Be Indispensable In Service Quality
Increase Customer Satisfaction
Keep Customers’ Informed
Improve Customers’ Understanding of
Financial parameters of lease
Increase understanding of customers’
business needs
Learning & GrowthLearning & Growth
Internal Process Financial
Customer
Strategy Mapping Linkage – How to Satisfy Customers
8
ORF Strategy Mapping Conclusions and Actions
• Strategy Mapping revealed that in order to achieve C1. Improve Customers’ Ability to make informed decisions and F1. Maximize the Lowest Cost for Space our team must IB1. Improve Consistency of Lease Administration and L1. Partner with our customers.
• This analysis helped us focus our attention on ways to measure our progress in achieving these objectives.
9
ORF
Customer Perspective
Critical Measures
MeasureSource of
DataOwner
Frequency of Update
Oct
-03
No
v-03
Dec
-03
Jan
-04
Feb
-04
Mar
-04
Ap
r-04
May
-04
Jun
-04
Jul-
04
Au
g-0
4
Sep
-04
FY
04
Su
mm
ary
C1.1 Customer Survey ORS quality score
survey staff annual N/A N/A
C1.2 Number of contacts/week via all sources (email, phone, visits, other) sample week July 19-23
Weekly contact logs
staff semi-annual 1701 1701
C2.1 Average # of project change orders per project authorization
SLA Log staff quarterly 30 29 45 45
C2.2 % of SLA's with prior funding approval
SLA folders
staff semi-annual 100% 100% 100% 100%
C3.1Customer Survey survey staff annual n/a n/a
C3.2 # of contacts/week concerning SLA's Sample week July 19-23
weekly contacts log
staff semi-annual 307 307
C4.1 Customer Survey survey staff annual N/A N/A
10
ORF Objective: C1. Be indispensable in serviceMeasure C1.2 Total Lease Space by Rent, Location and Type
PAYMENT METHOD
SPACE TYPE
BUILDING ADDRESS
BUIL
LEASE EXPIRATION
DATE
LEASE NUMBER
SQ.FT. FY2004 TOTAL
ESTIMATED EXPENSES ($)
EXISTING ADMINISTRATIVE SPACE LEASESFund Pay Admin 6001 EXECUTIVE BLVD. NEUROSCIENCE BLDG.1/31/19 LRP-079753 19,450 659,670$ Fund Pay Admin 6006 EXECUTIVE BLVD. 4/26/15 GS-11B-30157 29,126 846,588$ Fund Pay Admin 6006 EXECUTIVE BLVD. 8/22/14 GS-11B-40090 16,049 357,636$ Fund Pay Admin 6011 EXECUTIVE BLVD. ENERGY BLDG.9/30/07 LRP-039746 47,802 1,598,902$ Fund Pay Admin 6011 EXECUTIVE BLVD. ENERGY BLDG.9/30/14 LRP-099978 18,564 531,393$ Fund Pay Admin 6011 EXECUTIVE BLVD. ENERGY BLDG.2/1/14 LRP-069863 17,964 530,898$ Fund Pay Admin 6100 EXECUTIVE BLVD. EXECUTIVE BLDG.9/21/10 GS-11B-01268 82,873 2,028,160$ Fund Pay Admin 6100 EXECUTIVE BLVD. EXECUTIVE BLDG.2/1/14 LRP-069864 41,368 1,421,613$ Fund Pay Admin 6101 EXECUTIVE BLVD. 6/30/12 LRP-0302108 42,577 1,263,367$ Fund Pay Admin 6116 EXECUTIVE BLVD. 11/30/07 LRP-079752 13,478 476,732$ Fund Pay Admin 6116 EXECUTIVE BLVD. 6/30/09 LRP-109867 38,042 1,416,606$ Fund Pay Admin 6116 EXECUTIVE BLVD. 6/30/09 LRP-109868 37,391 1,240,005$ Fund Pay Admin 6116 EXECUTIVE BLVD. 5/31/12 LRP-109869 27,421 1,008,942$ Fund Pay Admin 6116 EXECUTIVE BLVD. 6/30/09 LRP-069973 20,639 865,168$ Fund Pay Admin 6116 EXECUTIVE BLVD. 10/31/09 LRP-089977 21,668 828,559$ Fund Pay Admin 6116 EXECUTIVE BLVD. 6/30/10 LRP-040088 20,340 842,010$ Fund Pay Admin 6120 EXECUTIVE BLVD. EXECUTIVE PLAZA SOUTH (EPS)9/30/09 GS-11B-30184 114,775 3,501,540$ Fund Pay Admin 6120-6130 EXECUTIVE BLVD. EXEC PLAZA NORTH & SOUTH9/30/09 GS-11B-80561 214,080 7,834,926$ Fund Pay Admin ALDON LANE APARTMENT 202 & 40911/30/04 LRP-059747 1,000 23,499$
TOTAL EXISTING LEASES - ADMIN SPACE 2,255,370 68,595,878$ EXISTING LEASED LABORATORY/CLINICAL ANIMAL SPACE
Fund Pay Lab/Animal 12420 PARKLAWN DR. PARK BLDG.7/31/05 GS-11B-51075 22,707 389,538$ TOTAL EXISTING LEASES - LAB/CLINICAL/ANIMAL SPACE 22,707 389,538$
EXISTING LEASED STORAGE/WAREHOUSE SPACEFund Pay Storage 8697 GROVEMONT CIRCLE SHADY GROVE INDUSTRIAL PARK10/31/06 LRP-901103 3,000 41,325$ Fund Pay Storage 16050 INDUSTRIAL DR. GAITHERSBURG DISTRIB. CTR.2/28/04 GS-11B-30120 150,000 1,349,254$
NOTE: NO NEW STORAGE/WAREHOUSE SPACE FORECASTEDTOTAL EXISTING & FORECASTED WAREHOUSE/STORAGE SPACE 153,000 1,390,579$
BREAKOUT FOR TWINBOOK AND FISHERS LANE PROPERTIESFund Pay Admin 5635 FISHERS LANE 12/31/13 LRP-0602113 74,000 1,935,285$ Fund Pay Clinical 12300 TWINBROOK PKWY TWINBROOK METRO PLAZA BLDG.2/12/07 GS-11B-60303 5,775 174,432$ Fund Pay Lab 12735 TWINBROOK PKWY 12/31/23 LRP-0901101 76,520 1,315,846$ Fund Pay Lab 5625 FISHERS LANE 12/31/23 LRP-0502110 7,817 107,965$ Fund Pay Lab 5625 FISHERS LANE 12/31/23 LRP-1001104 75,568 1,816,525$ Fund Pay Lab 5625 FISHERS LANE 9/30/23 LRP-070198 70,000 1,799,760$ Fund Pay Admin 5635 FISHERS LANE 2/28/14 LRP-1102119 37,762 767,980$
347,442 7,917,793$ TOTAL 2,778,519 78,293,787$
Total for Twinbrook and Fishers Lane Properties
Estimate as of July 04
11
ORF Objective: C1. Be indispensable in serviceMeasure C1.3 Total emails on all functions per week
TOTALS
E-MAILS 25 12 5 4 5 8 2 15 12 45 10 15 2 2 5 2 1
12 5 30 1 17 2 1 435 3 27 11 1 1 2
9 33 15 3 2 5 72 5 30 25 3 3 4
60 3 45 20 1017 5 3 35 6
10 10 4
Total Emails 162 121 175 118 30 37 8 17 19 687 E -mails
12
ORFObjective C4. Increase Customer Satisfaction
Measure: C4.1 Customer Survey score
Customer Survey Methodology
FY 05 – Our intent is to use the surveys to help us determine if :
• Our customers agree we are acting as One Broker for All ensuring fair and equitable service to every customer; and
• Our consolidated buying power enables them to enjoy the lowest cost for leased space.
FY 05 - We are going to ask for OQM to assist us in preparing a series of Focus Surveys in FY 04 and FY 05 that will involve selected representatives from the IC’s in answering Customer Satisfaction questions geared around our two areas of interest.
13
ORF
Internal Business Processes Perspective
Critical Measures – Total Number of Contacts All Sources Per Week – 1,701
IB2.1 # of contacts/week on facility maintenance issues. Sample week Jul 19-23*
weekly contacts log
staff annual 259* 259*
IB2.2 # of contacts / week via all sources Sample week July 19-23*
contact sheet
staff sem-iannual 1701* 1701*
IB2.3 # of new leases with cancellation and or option clauses
Lease Files
staff annual 2 2
IB2.4 # of facility manager pre-authorized work request
SLA log staff quarterly 25 36 43 104
IB2: Increase understanding of Customer's business needs
Objective MeasureSource of
DataOwner
Frequency of Update
Oct-
03
No
v-0
3
Dec
-03
Jan
-04
Feb
-04
Mar-
04
Ap
r-04
May-0
4
Ju
n-0
4
Ju
l-04
Au
g-0
4
Sep
-04
FY
04
Su
mm
ary
14
ORF
Objective IB1. Keep the customers informed
Measure: IB1.1 Number of SLA’s transaction all Sources per week - 307
TOTALS
E-MAILS 1245
53
33535
10
Total Emails 121
MAIL 911
321
325
5
Totals Mail 77TELEPHONE CALLS 10
55
1525
313
18TOTAL TELEPHONE 85
VISITS
5TOTAL 5
MEETINGS 9341
2
TOTAL 19
Grand Totals 307
15
ORF
Objective IB1. Keep the customers informed Measure: IB1.3 Number of Facility Maintenance
transactions all Sources per week - 259
TOTALS
E-MAILS 415
111
3252035
4
Total Emails 11831
MAIL 71
Totals Mail 8TELEPHONE CALLS
51029
5227
9TOTAL TELEPHONE 69
VISITS 23
13
1
1
TOTAL 20
MEETINGS 111017
51
TOTAL 44
Grand Totals 259
16
ORF
Objective IB2&3. Improve Consistency of Lease administration and Customer Satisfaction – Contacts from Lessors and Brokers
TOTALS
E-MAILS 8 22 52 1153
106
Total Emails 37 80 1
3
MAIL 13
Totals Mail 0 4TELEPHONE CALLS 5
310 424
5
1 13
17TOTAL
TELEPHONE CALLS 55 9
VISITS
5
21
TOTAL VISITS 7 1
MEETINGS 1
3
2
TOTAL MEETINGS 5 1
Grand Totals 104 23
17
ORFWhat will we learn from this Internal business process data?What actions will it indicate we should take?
1. How well are we maintaining the lease records
2. What deficiencies might exist that could result in penalties such as revocation of warrant
3. How well do we understand our customers needs for space and services
4. How current is the information in our files and is it accurate
5. What areas need emphasis during the acquisition phase in order to ensure proper documentation
6. What are the common needs and requests recurring on the SLA’s
7. What type of customer education program we should focus on to enable our customers to make more informed decisions regarding lease matters.
18
ORF Learning & Growth
Critical Measures
L1.1 # of contacts/week for project updates. Sample week Jul 19-23*
logs logs annual 435* 435*
L1.2 # of active individual development plans
veronica veronica annual 1 1
L2.1 # of contacts / week via all sources Sample week July 19-23 *
customer contact list
staff semi-annual 1701* 1701*
L2.2 Customer Satisfaction Survey @Project close out
survey staff annual n/a n/a
L1: Improve team collaboration
L2: Be honest brokers
Objective MeasureSource of
DataOwner
Frequency of Update
Oct
-03
No
v-03
Dec
-03
Jan
-04
Feb
-04
Mar
-04
Ap
r-04
May
-04
Jun
-04
Jul-
04
Au
g-0
4
Sep
-04
FY
04
Su
mm
ary
19
ORF
LG2. Be honest brokers –Total number of project updates all IC’s per week -431
TOTALS
E-MAILS 5103027153045
310
Total Emails 175
MAIL 177
Totals Mail 24TELEPHONE CALLS 7
23332
719
929
17TOTAL TELEPHONE CALLS 137
VISITS 6
511
177
TOTAL VISITS 46
MEETINGS 21523
42
3
TOTAL MEETINGS 49
Grand Totals 431
20
ORF What will we learn from this L& G data?What actions will it indicate we should take?
1. How informed our staff is regarding open items that need resolution for customer leases
2. What type of training needs to be encouraged to help our staff be more effective leasing facilitators
3. What do our customers think of our fairness and objectivity in addressing their requirements
4. We need to establish individual development plans for our staff
5. We need to encourage more in shop exchange of information about our lease activity
21
ORF Financial PerspectiveF1. Improve Customers’ understanding of
financial parameters of lease
Objective MeasureSource of
DataOwner
Frequency of Update
Oct-0
3
Nov-
03
Dec-
03
Jan-
04
Feb-
04
Mar
-04
Apr-0
4
May
-04
Jun-
04
Jul-0
4
Aug-
04Se
p-04
FY04
Su
mm
ary
F1.1 # of leases fitting out space using TIA
Lease files staff quarterly 5 3 4 12
F1.2 # IC's using own funding to fit out space
Lease files staff quarterly 3 27 44 74
F1: Improve Customer's understanding of financial parameters of lease
22
ORF What will we learn from this Financial data?What actions will be indicated?
1. We will learn how well we are educating our customers about the financial aspects of a lease contract
2. We will learn how well we are doing in acquiring space at the lowest cost possible
3. We will see trends in lease rates
4. We will see the basic cost inputs that make up our service group expenses
5. We will focus on educating our customers in formal sessions
6. We will determine what we are doing well that helps us outperform the market on lease rates
23
ORFConclusions and Key Initiatives
Conclusions
1. We are delivering lower lease rates than others in our market are able to achieve
2. Our customers need more knowledge briefings on lease activities – the do’s and the don’ts
3. Our staff is capable of handling a wide range of lease administration activities
4. We need to continue collecting our process and financial measures on a regular basis and plan our business around the results
Key Initiatives
1. Implement Individual Development Plans
2. Educate our customers by tagging along with the DFP meetings throughout the year
3. Convert our lease portfolio into electronically viewable formats
4. Central Input Fulfillment Center- all transactions are entered centrally.
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