FY2017 Performance Accountability Report Mission Summary of … · 2018-01-11 · FY2017 Performance Accountability Report The Performance ... carries out a broad range of real estate

Department of General Services FY2017

FY2017 Performance Accountability ReportThe Performance Accountability Report (PAR) measures each agency's performance for the fiscal year against the agency's performance planand includes major accomplishments, updates on initiatives, and key performance indicators (KPIs).

MissionThe goal of the Department of General Services is to ensure the delivery of new or modernized, well-equipped, well-maintained, safe and securebuildings and facilities for the benefit of District residents and employees.

Summary of ServicesThe Department of General Services (DGS) carries out a broad range of real estate management functions. In addition to managing capitalimprovement and construction programs for a variety of District government agencies, DGS also executes real property acquisitions by purchaseor lease, disposes of property through sale, lease or other authorized method, manages space in buildings and adjacent areas, and providesbuilding management services for facilities owned or operated by the District. Among the services provided are engineering, custodial, security,energy conservation, utility management, general maintenance, inspection, planning, capital repairs and improvement. In all of its endeavors,DGS is dedicated to the following: Achieving Efficiency in Operations; Quality in Design and Execution; Excellence in Service and Maintenance;Delivering Secure and Safe Places of Work for District Employees; and Delivering Aggressive and Attentive Management of the District'sResources.

FY17 Top Accomplishments

2017 Strategic Objectives

DGS has established a new Certified BusinessEnterprise (CBE) Inclusion Office to help take DGS’CBE program to the next level and build a bestpractice, comprehensive CBE program. The CBEInclusion Office partners with Contracting &Procurement (C&P) and all DGS divisions to create andincrease meaningful CBE opportunities across theagency. Meeting the mandated 50 percent SmallBusiness Enterprise (SBE) goal each year is criticallyimportant, and the Director has made this goal a toppriority.

The new office also serves as the agency Ombudsman to addresscontractor and subcontractor complaints and concerns and identifysystemic concerns to recommend procurement process or policychanges. Last but not least, the CBE Inclusion Office monitorscontractor compliance with First Source, Apprenticeship, Davis-Bacon, and CBE/SBE requirements and is establishing a robustcompliance program. DGS has established these programs toassure that contract expenditures help District-based businesses,District residents, and District communities flourish as a naturaloutgrowth of economic investment.

The impact of the Launch Pad initiative on the Agencyand on the CBE vendor community has been asubstantial increase in opportunities available forvendors to work with the District and a greatercapacity for citywide development.

In fiscal year 2017, the Launch Pad was introduced as a newopportunity for the Agency to engage the local Certified BusinessEnterprise (CBE) community. Contracts of up to $10,000 wereavailable for award to CBEs for innovative ideas tied to citywidedevelopment.Year to date, seven Launch Pad events have takenplace with a total of $105,584.64 in contracts awarded to theDistrict’s vendor community.

At the conclusion of FY17, DGS completed theinstallation of 9.3 megawatts (MW) of solarphotovoltaic (PV) capacity on 35 District governmentrooftops and parking lots.

Over the solar PV project's 20-year lifespan, it is anticipated tosave the District government roughly $25 million in electricity cost,create 190 construction jobs, and invest $21 million in the localeconomy.

Accomplishment Impact on Agency Impact on Residents

Creation ofCBE InclusionOffice/Officer

Launch Pad

Solar PowerProject

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2017 Key Performance Indicators

Ensure that DGS efficiently and effectively manages the planning, modernization, new construction and renovation projects for theDistrict (public safety, municipal, education and recreation).

Provide a clean, safe and operational work environment for District agencies through effective and efficient facility managementand maintenance.

Manage and provide security and law enforcement at District owned and leased properties, to ensure the safety of employees,residents and visitors at those facilities.

Create and maintain a highly efficient, transparent and responsive District government **

ObjectiveNumber

Strategic Objective

1 - Ensure that DGS efficiently and effectively manages the planning, modernization, new construction and renovationprojects for the District (public safety, municipal, education and recreation). (14 Measures)

Quarterly 5% 19.4% 40.9% 34.8% 97.7% 50.3% Met NA

Quarterly 5% 13% 59.1% 65.2% 65.1% 46% Met NA

Quarterly 75% 92.3% 93.1% 97.8% 75.9% 89.6% Met

Quarterly 75% 90.6% 93.9% 99.3% 83.5% 91.9% Met

Quarterly 10% 0% 0.6% 0.3% 29.7% 1.1% Met

Measure Freq Target Q1 Q2 Q3 Q4 FY 2017 KPIStatus

Explanation

1

2

3

4

Percent of eligibleactive constructionprojects that aretracking Leadershipin Energy andEnvironment (LEED) Silver orbetter

Percent of eligibleactive constructionprojects in theportfolio that istracking LEED Silverwhich is Gold orPlatinum.

Percent ofconstructionprojects on scheduleaccording to originalschedule

Percent ofconstructionprojects on budgetaccording to originalbudget

Percent of OwnerAgency directedchange orders onactive educationprojects comparedto total approved

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Quarterly 5% 0% 0% 0% 0% 0% Met

Quarterly 5% 0% 0% 0.1% 4.9% 0% Met

Quarterly 10% 0% 0.4% 6.7% 96.6% 1.2% Met

Quarterly 5% 0% 0.4% 0% 0% 0.4% Met

Quarterly 5% 0% 0.4% 2.3% 100% 1% Met

Quarterly 90% 80.8% 85.6% 79.6% 89.3% 83.8% NearlyMet

This KPI wasnot met due toa delay inProjectManagerspaying invoicesin a timelymanner. Stepsare being takenin FY18 toalleviate thisissue.

construction budget

Architect/EngineerError and Omissionschange orders onactive educationprojects comparedto total approvedconstruction budge

Percent ofUnforeseen SiteCondition changeorders on activeeducation projectscompared to totalapprovedconstruction budget.

Percent of OwnerAgency directedchange orders onactive municipalprojects comparedto total approvedconstruction

Percent ofArchitect/EngineerError and Omissionschange orders onactive municipalprojects comparedto total approvedconstruction budget

Percent ofUnforeseen SiteCondition changeorders on activemunicipal projectscompared to totalapprovedconstruction budget

Percent of approvedinvoices submittedto OCFO forpayment processingwithin 15 calendardays of receipt.

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Quarterly 10% 0% 0.8% 6.3% 4.3% 2.6% Met

Quarterly 5% 0% 0% 0% 0% 0% Met

Quarterly 5% 0% 3.8% 0% 0% 3.8% Met

2 - Provide a clean, safe and operational work environment for District agencies through effective and efficient facilitymanagement and maintenance. (5 Measures)

Annually 100% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

100% Met


AnnualMeasure

AnnualMeasure

AnnualMeasure

67% Unmet The Facilitiesdivision had anambitious goalof completingall boilerreadiness twoweeks prior toheating seasonannuallyscheduled tobegin October15th.Unseasonablycoolertemperaturesfrom Marchthrough Mayrequired DGSto operateheatingsystems up to

Percent of OwnerAgency directedchange orders onactive recreationalprojects comparedto total approvedconstruction budget.

Percent ofArchitect/EngineerError and Omissionschange orders onactive recreationalprojects comparedto total approvedconstruction

Percent ofUnforeseen SiteCondition changeorders on activerecreational projectscompared to totalapprovedconstruction budget

Percent of outdoorswimming poolsoperational byOpening Day /Memorial Day

Percent of facilitieswith Boilersoperational andcertified byDepartment ofConsumer andRegulatory Affairs(DCRA) bySeptember 30th

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late May.Thesecircumstancesaffected ourability to turnsystems offand startinspectionpreparations.Furthermoreresourcelimitations withovertime,contractsupport, andfunding,impacted thecompletion rateas well.


The salesforcetool andprocess forclosing outwork orders isrelatively newand has had alearning curvewith staff,causing delaysin updates ofthe system.The increase inthe amount ofemergencywork orderssubmitted aswell asresourcelimitations ledto delays intimelycompletion. Afocus onpreventativemaintenancemay reduce theamount ofemergencywork alongwith a moredetailedassessment ofthe resourcesavailable andrequired to

Percentage ofemergencymaintenancerequests respondedto within 2 hoursper Service LevelAgreement

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complete workorders.

Quarterly 85% 53.7% 60.2% 52.6% 36.3% 49.1% Unmet - Thesalesforce tooland process forclosing outwork orders isrelatively newand has had alearning curvewith staff,causing delaysin updates ofthe system.The increase inthe amount of“high priority”work orderssubmitted aswell asresourcelimitations ledto delays intimelycompletion. Afocus onpreventativemaintenancemay reduce theamount of“high priority”work alongwith a moredetailedassessment ofthe resourcesavailable andrequired tocomplete workorders.

Quarterly 30 62.5 88.1 81.9 79.7 77.9 Unmet The salesforcetool andprocess forclosing outwork orders isrelatively newand has had alearning curvewith staff,causing delaysin updates ofthe system.The increase inthe amount ofroutine work

Percentage of highpriority work orderscompleted within 10days per ServiceLevel Agreement

Average days tocomplete RoutineWork Orders

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orderssubmitted aswell asresourcelimitations ledto delays intimelycompletion. Afocus onpreventativemaintenance,along with amore detailedassessment ofthe resourcesavailable arerequired tocomplete workorders.

3 - Manage and provide security and law enforcement at District owned and leased properties, to ensure the safety ofemployees, residents and visitors at those facilities. (5 Measures)

Quarterly 96 175 448 329 247 1199 Met

Quarterly 80 98 48 10 41 197 Met

Quarterly 100% 100% 100% 100% 100% 100% Met

Quarterly 100% 100% 100% 100% 100% 100% Met Yes

Quarterly 20 3 3 0 0 6 Unmet No. Budgetreprogrammingcompletedduring FY17 Q3and FY17 Q4removed allbudgetresources fromthe assessmentline item. It isnot anticipatedthat anyadditionalassessments

Number of AccessControl Guard PostInspections(compliance check

Number ofScreening PostsInspection (e.g. X-ray andmagnetometer

Percent of eligibleofficers receivingtraining and re-training asscheduled

Percent of workingalarms and CCTVcameras

Number ofscheduled buildingassessmentsconducted

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will beconductedduring FY17

4 - Create and maintain a highly efficient, transparent and responsive District government ** (33 Measures)

Semi-Annually

90% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

DataForthcoming

Quarterly 95% 0% 0% 0% 85% 21.3% Unmet Ask theDirector wasnot fullymanaged untilJuly 2017,when DGShired a newPublicInformationOfficer.

Quarterly 150000000 36764512 36332880 37270217 45857435 156225044 NearlyMet

There are avariety ofreasons fornearly reachingthis target. First, thetarget is basedon a series ofassumptionsand estimatesregardingexpiration ofleased spacesand adoption ofnew spaces. Ahandful of newspaces werelate in delivery,particularly1050 firststreet NE whichmeant thedistrict had toextend existingleases when wehad anticipateda roll off thethose leases. Second, dueto growth inagency size,DGS securednew space forgrowingagencies where

Percent of DGSEmployees trainedin Customer ServiceStandards

Percent of customerservice complaintsand inquiriesresolved within 30days through askthe Director (Council, clientagencies, DCPS)

Total dollar amountpaid for leasedspace

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it was notanticipated atthe start of thelast fiscal year.We considerthe final figurea success as itis within a 95%confidencelevel of thetarget.

Quarterly 10000000 2752871.6 2688926.8 2600682.4 2796968.6 10839450 Met Denominatordata needs tobe fixed.


This target wasnearly met dueto the naturalgrowth ofgovernmentagenciescompared tothe existingstock of officespace. WhileDistrict ownedoffice spacehas remainednearly fixed,agenciescontinue togrowth both inpersonnel andmission. Assuch, agenciesoutgrowallotted spacein ownedbuildings whichrequires DGSto seek leasedspaces. Further,agencies inleased spacesdo seekadditionalspace forprogrammaticrequirements. This naturaltendency togrow makes itdifficult tomeet thistarget on the

Total amount of rentdue actuallycollected

Percent of officespace leased versusowned

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nose. DGS isworking withits clientagencies toimprovegrowthforecasting.

Quarterly 2% 0.8% 0.8% 0.8% 0.8% 0.8% Met

Quarterly 95% 84.4% 81.8% 82.1% 80.2% 82.1% Met NA

Quarterly $15542141 $3195233 $3134619 $3090548 $3363180.9 $12783581 Unmet The PortfolioDivision isworking todevelop a setof policy,procedures andstandards thatwill better helpmeet theselectedtargets in thefuture.

Quarterly 50% 12.1% 15.5% 56.3% 61.1% 34.7% Unmet In fiscal year2017, theContracts andProcurementdivisionexpanded theopportunitiesavailable forCSBE firms toreceivecontractawards asprime vendorsby increasingthe dollarthreshold forset-asideprocurementsfor SBEs andCBEs and byintroducing theLaunch Padinitiative. These effortsto increase theAgency’sengagement

Vacancy rate ofDistrict-ownedbuildings spaceexcluding schools

District actual rentas a percent ofmarket

Total revenuegenerated fromDistrict owned realproperty

Percentage ofdollars awarded toCSBE firms (Capital)

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with theDistrict’s CSBEcommunityhave beenreflected in anincrease in thepercentage ofcapital dollarsawarded toCSBE firms inthe first 3quarters ofFY17 and weare awaitingthe finalnumbers forQ4, which weanticipate willallow us toattain ourtarget.

Quarterly 50% 58.5% 51.3% 48.5% 73.7% 58% Met

Quarterly 25000000 38199228 47367042 7865360 13547521 106979151 Met The ContractsandProcurementexceeded thestated KPI goalfor thismeasure. TheFY 17 YETarget was$25,000,000while theactual year-endtotal dollaramount ofoperatingcontractsavailable forCBE award was$106,979,151.

Quarterly 100000000 90142583 133411023 97481998 99563258 420598862 Met

Quarterly 75 22.8 34.4 30 27.7 24.9 Met

Percentage ofdollars awarded toCSBE firms(Operating)

Total dollar ofoperating contractsavailable for CSBEaward

Total dollar ofcapital contractsavailable for CSBEaward

Average processingtime for a Requestfor Proposal (RFP)under $1 million (in

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Quarterly 105 52 45.2 44.4 43.8 46.7 Met

Quarterly 5 17.4 15.1 2.5 2.2 8.9 Unmet In fiscal year2017, theContracts andProcurementcommencedthe process ofrealigningbusinesspractices andimplementingtechnology toreduce theprocurementcycle times forthe majorprocurementmethods theagency utilizes. These effortshave beenreflected in areduction inthe averageprocessingtime for smallpurchasetransactionsunder $10,000in the 3rd and4th quarters ofthe fiscal year.

Quarterly 10 10.4 10 12.1 10.5 10.8 NearlyMet

In fiscal year2017, theContracts andProcurementcommencedthe use oftechnology toprocessprocurementsand totransition fromdrafting allcontracts andrelateddocumentsmanually. It isanticipated thatprocurement

days)

Average processingtime for a RFP morethan $1 million (indays)

Average processingtime for smallpurchases under$10,000 (BusinessDays)

Average processingtime for smallpurchases from$10,001 - $100,000(Business Days)

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cycle times willbe decreasedonce thedivision’stechnologyinitiatives arefullyimplemented.

Annually 3.5% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

5% Met


AnnualMeasure

AnnualMeasure

AnnualMeasure

-6.2% Met


AnnualMeasure

AnnualMeasure

AnnualMeasure

2% Met


AnnualMeasure

AnnualMeasure

AnnualMeasure

-5% Met

Quarterly 50% 0% 0% 32.1% 32.1% 32.1% Met NA

Quarterly 4 1 1 1 1 4 Met

Quarterly $840000 $171461 $183504 $135032 $233641 $723638 Met We exceededthis targetgoal.

Quarterly $0 $263238 $189621 $261367 $230193 $944419 Met

Quarterly 3 0 1 1 1 3 Met

Quarterly $634855 $131389 $171975.2 $99048.8 $159301 $561713.9 Met

Quarterly $658730 $182723 $107118.6 $135766.7 $97560.6 $523168.9 Met


AnnualMeasure

AnnualMeasure

AnnualMeasure

83% NearlyMet

The trend datafor the agencyKPIs were notmonitored asneeded, sothere was notan opportunityfor Divisions to

Electricity PeakDemand (kbtu

Annual portfoliowater consumption(CCF)

Annual portfoliowaste generation(tons)

Portfolio greenhousegas emissions (tons)

Percent ofindustrial/flex spaceleased versus owned

Number of newleases/Total numberof active leases

Actual expenses -Eastern Market

Total gross revenuegenerated ( EasternMarket)

Number of trainingclasses offered forRealty Specialist(employee focus)

Actual dollar amountspent on ownedvehicles

Actual dollar amountspent on leasedvehicles

Percent of fiscalyear performanceindicators either metor nearly met

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course corrector make theappropriateadjustments. The agencydid hire aPerformanceManagementOfficer, at theend of FY17, tooversee themonitoring ofthis data in thefuture.


AnnualMeasure

AnnualMeasure

AnnualMeasure

68.8% Unmet The quarterlyupdates for theagencyStrategicInitiatives werenot monitoredas needed, sothere was notan opportunityfor Divisions tocourse corrector make theappropriateadjustments. The agencydid hire aPerformanceManagementOfficer, at theend of FY17, tooversee themonitoring ofthisinformation inthe future.

Quarterly 85% Waiting onData

Waiting onData

Waiting onData

Waiting onData

DataForthcoming

Currently, thedata reflectingtrainingcompliance hasnot beenuploaded toPeople Soft. Additionally,the TrainingSpecialist nolonger receivesautomatednotifications ofstaffregistrationsand completion

Percent of fiscalyear initiativeseither met or nearlymet

Percent of DGSemployees whoattended training classes offered (staffdevelopment/notmandatory)

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We've revisited a project to standardize District wide measures for the Objective "Create and maintain a highly efficient, transparent andresponsive District government." New measures will be tracked in FY18 and FY19 and published starting in the FY19 Performance Plan.

2017 Workload Measures

of training,since thelaunch of thenew iteration ofPeople Soft.

Quarterly 85% Waiting onData

Waiting onData

Waiting onData

Waiting onData

DataForthcoming

Currently, thedata reflectingtrainingcompliance hasnot beenuploaded toPeople Soft. Additionally,the TrainingSpecialist nolonger receivesautomatednotifications ofstaffregistrationsand completionof training,since thelaunch of thenew iteration ofPeople Soft.


AnnualMeasure

AnnualMeasure

AnnualMeasure

3.8% Met This increasewas due toaddition of newproperties andnew schools tothe portfolio.


AnnualMeasure

AnnualMeasure

AnnualMeasure

2% Unmet This increasewas due toaddition of newproperties andnew schools tothe portfolio.

1 - School Modernization, Renovations, and Improvements (1 Measure)

Quarterly 117 98 106 88 409

2 - Receive, issue and complete work orders (2 Measures)

Measure Freq Q1 Q2 Q3 Q4 FY 2017

Percent of DGSManagers whoparticipated andcompleted DCHRmandatory training

Annual Natural GasConsumption(kbtu)

Annual ElectricityConsumption (kbtu)

Number of ongoing projects ( design or constructionphases)

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2017 Strategic Initiatives

Quarterly 11762 14100 12765 9224 47851

Quarterly 11637 12937 14019 13839 52432

3 - Managing and providing security at District owned and leased-properties (1 Measure)

Quarterly 633 725 745 612 2715

3 - Managing Security guard contract (1 Measure)

Quarterly 0 720 15550 0 16270

4 - Allocation of owned and leased properties to District agencies (1 Measure)

Quarterly 3081939 3280264 3211048 3397582 12970833

4 - Contract management (5 Measures)

Annually AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

109161000


AnnualMeasure

AnnualMeasure

AnnualMeasure

2106


AnnualMeasure

AnnualMeasure

AnnualMeasure

116239


AnnualMeasure

AnnualMeasure

AnnualMeasure

7603123


AnnualMeasure

AnnualMeasure

AnnualMeasure

21067.9

4 - Perform operational reviews and assessments of procurement actions (1 Measure)

Quarterly 250 283 259 267 1059

4 - Produce the Contract Action Report (CAR) (1 Measure)

Quarterly $128341811 $180778066 $105347358 $132785564 $547252799

CONSTRUCTION DIVISION- PUBLIC ED (1 Strategic Initiative)

.In FY17 DGS will update the Standard Operating ProceduresManual to include new sign-off requirements and forms for allmajor construction and renovation projects by FacilitiesManagement, Sustainability & Energy and Protective Services onapplicable systems, materials, fixtures and structures. DGSConstruction Division will work in collaboration with FacilitiesManagement and Sustainability and Energy to improve the “Turn-Over” process to ensure proper training on key systems,

50-74% Prolog systemconfiguration wascompleted to allow fornew businessprocessed for potentialchange orders (PCO)and change order(CO) reportingmetrics. The new PCO

This initiative wasnot completeddue to fundsbeing exhaustedfor the project. In FY18, DGSwill attempt tocontinue thedevelopment of

Title Description Completeto Date

Status Update Explanation

Total number of completed work orders to date

Total number of work orders received to date

Total Service Calls received by PSD

Total dollar value of liquidated damages resulting fromcontract guard poor performance or corrective action

Total SF of currently leased office space

Total renewable electricity consumption (kWh

Total recycled materials (Tons)

Total water consumption (CCF)

Total natural gas consumption (Therms)

Total waste (Tons)

Number of contracts processed

Dollar amount of contracts processed

FullyimplementnewlyestablishedDGS operatingproceduresthat reflectindustrystandards, and

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centralized electronic filing of all critical documentation (i.e., O&MManuals, warranties).

and CO proceduresand workflows havebeen created. Trainingis underway for staff,consultants andvendors

the manual.

CONSTRUCTION SERVICES (1 Strategic Initiative)

In FY17 DGS Capital Construction will engage a consultant toassist in revising the current design guidelines to update andincorporate best practices from both government and privatesector organizations, recommendations from FacilitiesManagement, Sustainability & Energy and Protective Servicesregarding, systems, interiors, fixtures and materials utilized. Thenew design guidelines will include input regarding systems,interiors, fixtures and other building components that allow foruniform building components, increased operational efficiency andaddress safety concerns by specific building type/utilization. Thiswill also ensure that facilities and systems can be better managedand/or maintained and improve repairs time, reduce costs on partsand labor.

50-74% Revised designguidelines have beenprovided to CapitalConstruction Divisionfor review; but due tofunding issues, theproject is on hold.

This initiative wasnot completeddue to fundsbeing exhaustedfor the project. In FY18, DGSwill attempt tocontinue thedevelopment ofthe designguidelines.

CONTRACTING AND PROCUREMENT SERVICES (3 Strategic initiatives)

Post-award oversight of vendor performance is essential toDistrict operations, and does much to maintain the trust betweengovernment employees and District taxpayers. Therefore it is vitalthat all awarded contracts receive reliable and rigorous reviews ofcontractor performance. Accordingly, the Agency has alreadyinitiated and will fully implement in FY 2017 the online ContractorEvaluation (e-Val) program to review, assess, and report on theextent that each vendor with an active contract is in compliancewith all aspects of the agreement. The use of this technology willfurther the Agency’s mission by improving transparency, vendoraccountability, and compliance with governing laws and policies.

In FY 2017, the C&P Division will streamline and simplify theprocurement process by transitioning to an electronic solicitationssystem, e-Sourcing. E-Sourcing will provide vital procurementtracking information and ensure that all required steps in theprocurement process are followed and documented. Theimplementation of e-Sourcing will support the Agency’s missionthrough reduced procurement cycle times and paper usage,prompt and traceable application transmission, and a streamlinedand more efficient way to advertise business opportunities to theDistrict’s vendor community

75-99% The ContractorPerformanceManagement System(CPMS) was fullyimplemented in FY2017. e-Sourcing willbe implemented in FY2018.

The Agency hasfully implementedthe new onlineContractorPerformanceManagementSystem (CPMS)(formerly e-Val). This systemensures thatreliable andrigorousperformanceevaluations areperformed ofeach contractorfor all awardedcontracts. Theimplementationof e-Sourcing willbe complete in FY2018 pending theapproval ofsystemrequirements andvendor selection.

In FY16, DGS launched a new Set-Aside Pilot Program seeking todiversify its sources of supply for construction and construction-related projects. To ensure the needs are met, the agencyinstituted a pre-qualification process to Certified Small BusinessEnterprises (SBEs) for current and forecasted construction and

Complete In FY 2017, theAgency increased thedollar threshold forset-asideprocurement's to $15

best practices

Reviseestablisheddesignguidelines forconstructionprojects.

Automation ofProcurementProcesses

Small BusinessDevelopmentUtilization

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construction-related opportunities. Following pre-qualification,eligible vendors will be afforded an opportunity to compete formultiple-award/multiple-area construction projects set aside toenable DGS to channel all available operating capacity towardssuccessful and economical projects in the construction portfolio.

In FY17, DGS-C&P will transition the set-aside pilot into a programthat will continue to build capacity of small businesses fromsubcontractors to prime contractors, diversify the Agency’s supplychain to minimize risk and foster a sustainable, long-termincreased SBE participation.

Million in order todiversify and expandits sources of supplyfor goods andservices. Additionally,the Agency created anopportunity forCertified SmallBusiness Enterprises(SBEs) to receivesmall contract awardswith the District bypresenting theirbusiness ideas to apanel of judges. Acontract (of up to$10,000) is awardedto the SBE based uponthe vendor'squalifications andpresentation.

In FY17, DGS-C&P will conduct a study of similar jurisdictions, andappropriate federal government entities with a focus on three keyareas: (1) processing times for different types of procurements;(2) workload metrics, including staff to workload ratios; and (3)salary data. The results of the study will determine realistic staffto workload ratios, appropriate processing times for procurementsspecific to the construction industry, and salary data. These datawill be used to set fiscal year 2018 Key Performance Indicator(KPI) processing times and workload measures, and realignsstaffing where appropriate.

75-99% The procurementstudy was initiated inFY 2017 and will becompleted in FY 2018.

Preparatory workfor this study is inprogress byrealigningbusinesspractices andimplementingtechnology. Currently, thefocus is centeredon creatingrealisticprocurementcycle times forthe majorprocurementmethods that theagency utilizes.

ENERGY MANAGEMENT (6 Strategic initiatives)

In FY16, DGS drove energy efficiency improvements throughcontrols systems upgrades, improved operations protocols, lightingretrofits, and HVAC retrofits. In FY17, DGS will expand EnergyManagement Information Systems (EMIS) and the existing buildingcommissioning program to 75 connected buildings, improve zoningand scheduling to match occupancy needs, and achieve 15% inenergy savings at 25 buildings that are connected to the NOC.These data flows provide real time space temperature andequipment performance tracking. This data feeds through a securebut open data architecture and is available to any supporting thirdparties DGS would like to engage for supporting applications andservices. DGS has begun piloting collaboration with facilitiesmanagement teams to make optimal use of these new data flows.

50-74% The goals andcollaboration involvedin this project arelong-term, and theshort-termcomponents of thework are deployingwell. Thecollaboration of PNNLand DGS is beingwritten up to supporta congressionalbriefing on the

An essential partof the enablingarchitecture forthis work isprovided byPacific NorthwestNational Labs anddelays in theirdevelopmentroad map setback thisinitiative by 6-9months. The

ProcurementStudy ofProcessingTimes,Workload andSalaries

Develop andimplement aConstantCommissioningProgram.

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DGS is refining standard methodologies for establishing zoning,scheduling, schedule exception management, extreme weatherincidents, integration with preventive and reactive maintenanceand work order systems and documentation of all of the above

implementationbecause it is anationally leadingexample ofdeployment of anopen architecture,cyber secure platformfor integrating smartbuildings with theemerging smart grid.

bottlenecks havebeen cleared anthis work is backon track.

In FY16, the agency brought in a curtailment services provider tosupport improved load shaping during peak grid days to furtheroptimize the potential of the block and index procurementstructure.

In FY17, DGS will expand its peak reduction, demand response,and Peak Load Contribution (PLC) management program to 30sites with emergency demand reduction protocols in place.

75-99% DGS enrolled 37accounts at 28 sites in2 different DemandResponse programs,committing to over 3.5MW of curtailment. Inpursuit of thatcurtailment, DGSimplementedadvanced "DemandResponse" modes atover 20 sites. Duringthe Demand Responsetest event, DGSachieved at least 3.8MW of curtailment(final results pending).

It was notpossible to enrollall targeted sites,in part becausePepco has cut offinterval datafeeds at siteswith solarinstallations. Inaddition, theCurtailmentServices Providerhad a transitionin staff andincorrectlyenrolled a portionof the accountsimproperly. As aresult, we willlikely becompeting thefollowing years ofthis servicerather than usingan extension ofthe basecontract.

In FY16, DGS began piloting electrical sub metering, gas metering,and water sub-metering. In addition, research is underway toimprove quantification and standardized data flows for improvedwaste management.

In FY17, the agency’s Sustainability and Energy division (DGS-S&E) will expand data acquisition and analytics efforts to includegas, water, stormwater, fuel, waste, compost, and recyclables forall DGS propertie

75-99% Bill ManagementPlatform: The cloud-based Utility BillManagement Platforminitiated in FY 2017 isactively beingimplemented and willprovide more regularand reliablefoundational data thatis needed for thisinitiative and otherswithin the agency.DGS will be able tomore readily shareaccurate and timelydata with clientagencies and other

This work isnearly complete.Vendor requestedextended deliveryschedule basedon greater thananticipatedimplementationcomplexity.

Develop andimplement apeak reductionand demandresponseprogram

Expand dataacquisition andanalyticsefforts toinclude gas,water, fuel,waste,compost, andrecyclables.

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interested parties.

In FY16, DGS developed and began to implement a strategic planto reduce portfolio energy consumption by 20% by 2020 and 50%by 2032. Numerous pilot initiatives, assessments, and retrofitswere executed to reduce energy use. Many of these projectsshowed 15% improvement in electricity consumption. Someprojects reached 25% in savings, and in most cases at the sitesthat didn’t reach 25%, there were clear follow-on opportunities forsavings that will be executed even further in FY17. From the firstfew waves of retrofit work, clear scalable methodologies have beenidentified that can be deployed to additional areas of the portfolio,which will allow DGS to reach the 20% target by 2020.Additionally, in alignment with the Healthy Schools Act 2010, DGSwill work towards a 45% waste diversion rate with DCPS. Theagency implemented the recycling and waste managementprograms in DCPS schools in FY16.

50-74% Energy retrofitscontinue to yieldsavings, with annuallyrecurring savingsestimated at over$1.5M. Programrefinements are alsooccurring to improvetargeting for futureretrofits and ongoingretention of savings.The ability to take thiswork to scale properlyrelies on restoredcapital budgetallocations for thiswork. A request ispending for FY18 andFY19.

The FY18 budgetrequest was notmet. Themedium-termpotential for thiswork is on trackbased on currentplans andfunding. Inaddition, previousand currentprojects arecreating somesavings all thesame.

In FY17, DGS will establish a command center, the Network OfficeCenter (NOC) and Standard Operating Procedures for 25 DGSproperties. In FY16, DGS conducted periodic retuning of facilitiesto assure that they operate at their original designed potential.DGS is pursuing a data intensive approach to provide regularretuning of systems and upgrades to controls layers in integratedprojects with standardized reporting. These projects create theappropriate data flows for Constant Commissioning. Additionally,Sustainability and Energy will collaborate with Facilities to optimizeoperations and increase savings.

75-99% Approximately 2Mdata points daily havebeen enabled andmade remotelyaccessible to supportcommand centeroperations. Trainingprograms andinterfaces are indevelopment.

Funding shortfallsin FM divisiondelayedparticipation fromcommand centerstaff. Extensivedata flowdevelopment hasoccurred at 20sites to enablepiloting ofcommand centeroperations in thecoming months.

In FY16, DGS completed two large-scale solar energy supplycontracts and initiated a third large-scale solar energy supplycontract. Also, in FY16, DGS selected counterparties to performapproximately 10MW of photovoltaic installations. DGS oversawand commissioned these deployments and support data collectionfor M&V in FY16.

In FY17, DGS will evaluate the possibility to bring online another10MW, but feasibility depends on tax credits and other factorsbeyond DGS control.

Complete 9.12 MW at 33 siteswere constructed,installed andinterconnected to thegrid in FY17, providingclean, low-cost energyto the District. Weanticipate installing atleast an additional 3.2MW in FY18 (via WGLand DC Solar PPAs).

FACILITIES (1 Strategic Initiative)

In FY17, DGS will work with the DCPS School Operations Divisionto formalize the “Summer Refresh” program to complete themassive amount of work orders and DCPS identified repairs beforethe start of each school year. . DGS will work with private sectorsmall and local businesses and enterprises to augmentmaintenance personnel to repair plumbing, electrical, architectural

75-99% Remaining open workorders are beingprioritized for FY18Q1. We will continueto identify andearmark funding for

Out of 1,935work ordersidentified as partof the SummerRefresh, 1,752were completed.

Limit portfolioresourceconsumptionandenvironmentalimpacts.

EstablishNetwork OfficeCenter (NOC)

Execute alarge-scalesolar energysupplycontract.

Continue toImplementSummer“RefreshProgram

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and mechanical work orders. This initiative will help create a clean,safe and operational work environment in an efficient way. Thiseffort will also reduce overtime expenditures and create workopportunities for local business.

those priority itemsand long lead items. Summer Refreshwork was completedsolely by small localbusinesses.

During thatsame time frame,an additional2,506 workorders wererequested byDCPS staff thatwere alsocompleted. Themajority of theremaining 183open work ordersrequirespecializedresponses fromcontractors, andare pendingfunding.

INFO TECHNOLOGY (1 Strategic Initiative)

In FY16, DGS began evaluated the capabilities of the Archibussystem to expand its use and data collection and reportingcapabilities across all functions of DGS. In FY17, the Archibus system will be expanded to integrateapplications/systems (software, major functionality, data sources)aimed at increasing operational efficiency and transparency withinDGS and its clients. These will include: Salesforce – a system ofengagement for mobility for work order management; iPlan, athree-tiered application for facility condition assessment; andProlog, a project management tool for capital initiatives. DGS willalso implement capital project management, sustainability andEnergy Management Information Systems (EMIS), and fleet andperformance modules to Archibus -workspace management system(IWMS/SmartDGS). To reduce duplication and increasecommunication flow between DGS and other district agencies, ,DGS will investigate how other databases and systems can beintegrated into the Archibus system of record

75-99% The PortfolioManagement Divisioncontinues to use thedevelopment serveruntil data is moved tothe production server.

DGS SeniorLeadershipdirected DGS ITand DGS C & P tofocus exclusivelyon theimplementationof ARCHIBUSLeaseAdministration forthe PortfolioManagementDivision. Thedevelopment datawas not moved toproduction duethe PortfolioManagementDivisioncontinuedrequests foradditionalenhancements fordata it later foundto be required.

LEASE MANAGEMENT (1 Strategic Initiative)

In FY16, DGS offered – either via a license agreement or leasearrangement – the following school buildings totaling over 460,000square feet of space for Public Charter School use. The premisesleased were: Keene School, P.R. Harris school request for offersand lease of MC Terrell School.

Complete MC Terrell Schoollease has beenexecuted and is at100% completion. Weare also anticipatingthe release of two (2)additional Requests for

ExpandArchibus (thesystem ofrecord for theagency) toenhance datatracking andreportingacross theagency.

Pursuant tothe LandrieuAct, make allvacant schoolsavailable tocharter schoolsthrough a

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In FY17, DGS will work collaboratively with the DC Public Schools(DCPS) to ensure that all vacant schools currently on the marketfor repurposed are offered and leased in a timely fashion througha fair and transparent solicitation process.

Offers (RFO) for theWinston and FletcherJohnson School sitesin 2017 to providegreater publiceducational choicesand economicdevelopmentopportunities in Ward7 and 8. The impact ofthese initiatives isevidenced through theincreased amount ofpublic educationalschool choiceinitiatives available toDistrict residents

PERSONNEL (2 Strategic initiatives)

For FY17, the DGS will implement a roadmap that identifiesemployees’ training and development requirements needed toaddress core competencies, work place environment, and otherlearning priorities.

In FY16, the agency initiated a comprehensive organizationalassessment to determine where and how operational efficiency andeffectiveness can be improved. DGS has extended thesemanagement reform efforts by using the assessment results toevaluate the existing work environment and its impact on thecontinuing learning process required within DGS’s departments.

50-74% The Training Specialistis currently workingwith divisions toidentify trainingliaisons and toprioritize specifictraining needs. TheTraining Specialist iscurrently working DGSHR and DCHR tocreate an annualtraining calendar offormal and informal(Brown Bag) trainingopportunities for DGSstaff.

This initiative wasnot completed,due to a lack offunding. Attempts arebeing made infuture fiscal yearsto secure fundingfor agencytraining needs

Resource allocation represents one of the agency’s primaryfunctions: managing fund disbursements and the periodicreallocation of agency resources to meet changes in operationalpriorities. More effective and efficient management of DGSresources will allow DGS to determine the best course of actionrequired to maximize the use of agency assets. In FY17, DGS will identify unit costs and measure agency outputsacross all business functions by continuously evaluating its currentbusiness practices to provide the most effective and efficientservices and support the facilitation of wise top-level resourceallocation decision and implementation strategies. Additionally,DGS will use 95 percent of its resources to execute the Agency’smission

75-99% Activities pertaining tothis Strategic Initiativewill continue intoFY18.

While over 95%of resources willhave been used,consistency inobtaining unitcosts perinitiative (whereapplicable) hasbeeninconsistent.

solicitationprocess.

EnhanceTraining andProfessionalDevelopment

ResourceAllocation

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Documents

FY2017 Performance Accountability Report Mission Summary of … · 2018-01-11 · FY2017 Performance Accountability Report The Performance ... carries out a broad range of real estate