1

FY02 Annual Self-Assessment Service Group 8:MAINTAIN ROADS, PARKING AREAS MAINTAIN ROADS, PARKING AREAS and LANDSCAPINGand LANDSCAPING

Presented by:

Lynn M. Mueller, Chief, Grounds Maintenance & Landscaping Section, PWBJames T. Davis, GMLS General SuperintendentStephen H. Reed, Engineering Technician

Office of Research ServicesNational Institutes of Health

18 November 2002

2

Table of ContentsTable of ContentsASA Presentation

ASA Template……..……………………….………………………..…….. .5

Customer Perspective……………………….…………………………….. 8Customer Satisfaction …………………….…………………………………….9Customer Segmentation……………………….……………………………….17

Internal Business Process Perspective……………………………….….24Service Group Block Diagram……………………………………………….…26Conclusions from Discrete Services Deployment Flowcharts………………42Process Measures…………………………………………………………… …43

Learning and Growth Perspective……………………………………… .56

Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data…...65Analysis of Readiness Conclusions……………………………………………66

Financial Perspective……………………………………………………….67Unit Cost………………………………………………………………………… 68Asset Utilization………………………………………………………………….73

Conclusions and Recommendations……………………………………..74Conclusions from FY02 ASA..…………………………………………………75Recommendations………………………………………………………………76

3

GMLS HistoryGMLS History * Serving the NIH Since 1940 * Four Chiefs Over Past 62 Years* Stable, Reliable, Fast Acting Workforce

GMLS MissionGMLS MissionTTo provide a safe, functional and aesthetically pleasing campus grounds environment for all to enjoy.

Directly involved with all 6 1995/2001 Master Plan Goals and related Objectives.

Responsible for that “First Impression”

4

• All NIH Employees• Patients, their Families and Friends• Visitors (consultants, vendors, deliveries,

library users, neighbors, event attendees)• Medical Center Metro Users• Bicyclists and Pedestrians• Contract and Contractor Personnel• Passing Motorists• TV Viewers (NOVA, Documentaries)• Publications

GMLS CustomersGMLS Customers

Everyone who comes on, passes through, or drives by the campus

5

Customer PerspectivePerformance Measure

Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service

Customer Value Proposition

Team Leader

DS5: Remove Snow and Ice

DS3: Maintain and Repair Parking Structures

Customer Intimacy Sustain

Ensure a safe, functional and aesthetically pleasing campus grounds environment for NIH employees, patients, visitors and the neighboring community. In addition to general grounds maintenance and landscape construction tasks, GMLS provides assistance for campus special events and support for special requests, provides parking structure cleaning and light repair, provides campus wide pavement repair and maintenance with appropriate signage as well as prompt responses to winter storm emergencies.

Customer segmentation of Discrete Services

DS1: Maintain and Upgrade Campus Landcaping

DS2: Provide Assistance for Campus Special Events and Requests

DS4: Maintain, Upgrade, and Repair Roads, Lots, Walks, and Signage

Product Leadership Harvest

Lynn Mueller, GMLS Section Chief

Operational Excellence Growth

Increase customer satisfaction

Team Members

James T. Davis, GMLS General Supervisor; Stephen H. Reed, GMLS Engineering Technician Theodore E. Youwer, Chief, Office of Administrative Management and Analysis Services, NLM

Performance Objective

Increase understanding of customer base

X

X

6

Minimize unit cost at a defined service level.

Increase understanding of processes.

Performance Objective

Enhance quality of work life for employees in ORS.

Identify methods to measure processes.

Learning and Growth Perspective

Performance Measure

Financial Perspective

Performance Measure

Performance Objective

Increase understanding of customer base

Increase customer satisfaction

Performance Objective

DS1: Analyze the increasing demands on GMLS staff and budget seasonally, over time.

Performance MeasureInternal Business Process Perspective

Complete process maps of Service Group/Discrete Services

Identify and report on process measures for Discrete Services

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

Performance Objective

Awards/Recognition

Contacts/Complaints with EEO/ER/ADR

Sick Leave Usage

Customer segmentation of Discrete Services

Change in Unit Cost for each Discrete Service

Customer PerspectivePerformance Measure

Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service

DS2: Pareto analysis on special events requests and required resources

Turnover

Actual assets utilized/planned asset utilization for each Discrete ServiceMaximize utilization of assets.

DS3: Percent of parking garages cleaned by end of each weekend; improve surface maintenance.

DS4: Document increase in demand for special signage over time.

DS5: Improve efficiency and effectiveness of current winter storm support program.

7

5 Discrete Services5 Discrete Services

• Maintain and Enhance Campus Landscape• Provide Assistance for Campus Special

Events and Requests• Maintain Parking Structures• Maintain, Upgrade, and Repair Roads,

Parking Lots and Sidewalks; Provide Appropriate Traffic and Directional Signage

• Remove Snow and Ice

8

Customer PerspectiveCustomer Perspective

9

• Used brief, customized, 5 question general survey with respondent ID and comments

• Randomly selected campus users as respondents

• Results show general overall satisfaction level (6.9 out of 10) with the quality of performance of this Service Group

Customer Satisfaction

10

Customer Survey Questions

1. In general, do you find the NIH campus grounds well cared for? (Grass cut, weeds pulled, litter picked up and flowers and shrubs in good health)

2. Do you find the campus traffic control and informational signs accurate, appropriately located and well maintained?

3. During winter storms do you generally find the NIH roads, sidewalks and building entrances passable and clear of ice and snow?

4. If you drive through or park on the campus, do you generally find the roads and parking lots clean and well maintained?

5. Do you find the parking garages clean?6. Demographic information

11

Customer Survey Results• 300 surveys distributed• 156 returned• 52% return rate• 53 surveys included open-ended comments• Six distribution points:

• Metro to Center Drive• Metro to Natcher Building• Lincoln Drive Bus Shelter across from MLP-8• Building 10/ACRF Parking Garage• Corner of Convent Drive and Lincoln Drive• North Drive at Building 31C

• Overall average was 6.90 out of 10

12

Customer Survey ResultsQuestions 1-5

Survey Results (1 Low - 10 High )

7.06

6.47

6.846.99

7.15

66.26.46.66.8

77.27.4

Grounds Signs Snow Roads ParkingGarages

13

Customer Survey Results

Question 6: Respondent Demographics

119

7

5 20 5 Employees

Contract Employee

Contractors

Visitors

Patients

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Customer Survey Sample Comments• “I am proud of the NIH campus and first impression

visitors get from seeing the grounds – information signs accurate – maybe make some a little easier to follow; ice and snow removal has improved over the years, thanks; parking lots – still lots of construction.”

• “The weeds are bad between Building 31 and B1 walkway to back of B1.”

• “Job well done.”• “The landscape has been beautiful this year. More

flowers please.”• “I love your bulb show in the spring.”• “I enjoy all the bird habitat.”

15

Customer Survey Results• “Great job on grounds. I indicated low score on ice

because I fell and broke some bones in Jan - ice storm because a crosswalk was icy @ 8 am.”

• “I love the flowers. Makes the environment more friendly.”

• “Grounds are horrible. Mostly weeds especially by Bldg. 10. Trees untrimmed and bushes uncared for.”

• “The landscape is beautifully maintained. I would like to personally thank the company that maintains the grounds! Job well done!!

• “The only comment I have is the campus is well maintained and I enjoy eating lunch on the picnic tables and taking in the beauty of the campus. Thank you for all you do.”

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Customer Survey Results

• Many commented on non-GMLS responsibilities• Parking Issues• Trash Receptacles• Building Numbers• Personal Identification • Lighting• GMLS passed those comments on to the

responsible groups• 5 negative comments about the landscape

• Weeds (herbicides no longer used in shrub beds)

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Customer Segmentation

• Customer population for this Service Group is not easy to quantify:• For “maintain landscaping” -- Anyone traversing or

driving through or by the campus• For “special events” – Group sponsoring an event• For “parking structures” -- Anyone who drives and

parks at any of the 5 MLP Garages• For “snow and ice” – Any pedestrian or vehicle on

campus during winter storms

• We think about our customers in terms of the services we deliver.

18

Customer Segmentation – DS 1

050

100150200250300350

TOTAL NUMBEROF ACRES

TURF

SHRUB

PAVEMENT

BUILDINGS

19

Customer Segmentation – DS 2

NUMBER OF REQUESTS

12

87

8IC

ORS

R&W

COMMUNITY

20

Customer Segmentation – DS 2

2124

26

3235

0

5

10

15

20

25

30

35

1998 1999 2000 2001 2002

No. of IC, R&W, ORS, Community Special Events

21

Customer Segmentation – DS 3

No. of Parking Spaces(total of 4,802)

880

379

1,526464

1,553 MLP-6

MLP-7

MLP-8

NATCHER

ACRF/10

22

Customer Segmentation – DS 4

PAVEMENT MAINTENANCE AREAS89.1 acres

27.2

40.1

10.29.1 1.51

ROADS

PARKINGLOTSSIDEWALKS

DOCKS

PATIOS

BuildingEntrances

23

Customer Segmentation – DS 5

Acres of Area to Clean

27.5

40.2

10.3

9.1 11

Roadways

Parking Lots

Sidewalks

ServiceDocksPatios

347 BuildingEntrances

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Internal Business Process PerspectiveInternal Business Process Perspective

25

Process Mapping

• The five Discrete Services in our Service Group cover 100% of the mission and responsibilities of the Grounds Maintenance and Landscaping Section

• All GMLS Discrete Services impact the 6 Master Plan Goals

26

Facility Manager IC Requestor

Service GroupMaintain Roads, ParkingAreas and Landscaping

Block Diagram for Maintain Roads, Parking Areas and Landscaping

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DS 1 - Maintain and Enhance Campus Landscaping

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Deployment Flow Chart – DS 1Maintain and Enhance Campus Landscaping

Maintain and Enhance Campus Landscaping

DESGMLS ContractorCustomer

Externallygenerated work

orders

Internallygenerated work

orders

Investigated byGMLS

POcreatesGMLS

work order

Is there aproblem?

Can GMLSresolve it?

YES

ProjectOfficercontact

requestor forclarification

NO

Can GMLScontractorresolve it?

NO

GMLSPO

assignswork

Contractorschedules andcompletes work

Resolvedon thespot

YES YES

Are materialsavailable?

Supervisorschedules

work

PO ordersmaterials

YES NO

Receiveand storematerials

Workcompleted

PO inspects workand closes out work

orders

Requiresanother

DESsection

NOYES

Transferrequest to

appropriateDES

section

DES sectionreceives request

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DS 2 - Provide Assistance for Campus Special Events and Requests

30

Deployment Flow Chart – DS 2Provide Assistance for Campus Special Events and Requests

Provide Assistance for Campus Special Events and Requests

GMLS Project OfficerGMLS Superintendent -

Roads & GroundsGMLS General In-

House StaffOffice of the Chief

Initial request isreceived

Is anInvestigator

needed?

Are specialmaterialsneeded?

Is contractassistanceneeded?

Issue Work Order

Dispatch theappropriate crew

Visit site and/ortalk to requestor

Procure materials

Contractorperforms work

needed

Perform work

Follow up - morning ofthe event

Clean up followingthe event

Final inspection/closeout work order

Schedule contractwork

Schedule Event -Date/time/place

NO

NO

NO

YES

YES

YES

31

DS 3 - Maintain and Repair (minor) Parking Structures

32

Deployment Flow Chart – DS 3Maintain and Repair (minor) Parking Structures

Maintain and Repair Parking Structures

Contractor Facility MangerGMLS

Establishmaintenance visitschedule for year

Complete sweep,sand and leaf

removal and litterpick-up

Fill out work order

Completerequested task

Inspect garages beforeand after each

scheduled workweekend

Workcompleted?

Notify contractor orGMLS supervisor

Respondimmediately andcorrects problem

Receive specialrequest

Notify GMLS

NO

YES

Special RequestReceived

Can repairs bedone in house?

YES

Forward request tocontractor

NO

Continue regularmaintenance

GMLS respondsand corrects

problem

33

DS 4 - Maintain, Upgrade and Repair Roads, Parking Lots and Sidewalks

34

Deployment Flow Chart – DS 4Maintain, Upgrade and Repair Roads, Parking Lots and Sidewalks

Maintain, Upgrade and Repair Roads, Parking Lots and Sidewalks

Contractor CustomerGMLS

Monitor pavementconditions

Submit special request(broken glass, dead

animal, etc.)

Problemfound?

Potholes, chipsetc. need repair;

GMLS will repair?

Internal staffcompletes work

Inspect completedwork

Is there aproblem withcompleted

work?

Notify contractor orGMLS supervisor

Continue monitoringpavement conditions

Respond immediatelyto correct problem

Contractorcompletes work

YES

YES

YES

NO

NO

NO

GMLS correctsproblem

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DS 5 - Remove Snow and Ice

36

Deployment Flow Chart – DS 5Remove Snow and Ice

Remove Snow and Ice

Volunteers Contractor Facility Manager CustomerGMLS Project Officer

Advertise forvolunteers

Sign up asvolunteer

Verify that contractinstrument is in

place

Equipmentprepared for

winter?

Hold Pre-seasonmeeting with snow

and ice workersand assign

responsibilities

Distribute ice meltto specified bldg.

entrances

Complete regularinspection andmaintenance of

equipment

Repair orpurchase

equipment

Is there aninventory of

materials andsupplies?

Maintaininventory

ofmaterials

andsupplies

Procurenecessarymaterials

andsupplies

Monitor weather

B

37

Deployment Flow Chart – DS 5Remove Snow and Ice (con’t.)

Remove Snow and Ice

CustomerFacility ManagerContractorVolunteersGMLS Project Officer

B

Stormpredicted?

Communicatewith Contractor

Mobilize GMLSworkforce

Crew sizesufficient forthis effort?

Call involunteers

Contractortask?

GMLStask?

Callcontractor

Completenecessary snowand ice removal

C

YES

NO

NO YES

NO

YES

Completenecessary snowand ice removal

38

Deployment Flow Chart – DS 5Remove Snow and Ice (con’t.)

Remove Snow and Ice

CustomerFacility ManagerContractorVolunteersGMLS Project

Officer

C

Receive notice ofproblem

GMLS task?

Fixesproblem

D

Problem noted,contact facility

manager

Receives ofproblem

Contactscontractor

Contractor fixesproblem

Can facilitymanager fix the

problem?

FacilityManager

fixesproblem

Forwardsnotice ofproblemto GMLS

Is problemfixed?

YES NO

YES NO

39

Deployment Flow Chart – DS 5Remove Snow and Ice (con’t.)

Remove Snow and Ice

CustomerFacility ManagerContractorVolunteersGMLS Project

Officer

D

Completein progressinspection

Contactcontractoror GMLS

supervisor

YES NO

Problem fixed?

GMLS fixesproblem

Contractor fixesproblem

Complete end ofstorm inspection

GMLS fixesproblem

Contractor fixesproblem

Problem fixed?

Update contractand other records

as necessary

Continue tomonitor weather

NONO

YES

40

DS 4 - Maintain, Upgrade and Repair Roads, Parking Lots and Sidewalks

41

Deployment Flow Chart – Proposed DS 6

Provide and Install Traffic Control SignageProvide and Install Traffic Control Signage

Contractor Police Facility Manages/DESGMLS

Monitor Campussigns

Problem Found

Replacementsign needed?

New signneeded?

GMLS repairssign

Designinformational

sign

Install sign

Complete signageinspection

Submit specialrequest for signage

Submit specialrequest for signage

NO

Are materialsavailable?

Forward to signcontractor

Contractor completessign and forwards to

GMLS

YES

YES

NO

YES NO

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• Deployment flowcharts were drawn for Landscaping (Snow Removal), Special Events, Garage Cleaning, Pavement Maintenance and Signage.

• Review and analysis of the flowcharts show that GMLS is efficient; i.e., limited handoffs, minimum paperwork, quick (usually same day) responses.

• Responses to customers’ concerns often go directly from receptionist to craftsman.

• MS2000 Work Order Recording System allows GMLS to record work categories against man hours.

• Data from this system will be part of ’03 ASA analysis.

Conclusions from Discrete Services’ Deployment Flowcharts

43

Process Measures

• DS1 (Landscaping): Analyze increasing demands on GMLS staff and budget over time

• DS2 (Special Events/Requests): Analysis on special events/requests and required resources

• DS3 (Parking Garages): Percent of parking garages cleaned by end of each weekend

• DS4 (Roads and Signage): Document increase in demand of signage over time

• DS 5 (Snow and Ice): Improve efficiency and effectiveness of current winter storm support program

44

Process MeasuresDS 1 (Landscaping):

Most routine work (25% of GMLS budget) is handled under performance-based service contracts.

• 17% of work (new plantings, renovations and specialized work) is done by GMLS staff

• Demand on GMLS staff time has increased:• Renovations to upgrade aging foundation landscapes.• Removals of sick and dead wild animals increase annually. • Provide more flowers and landscaped passive areas.• Demands to remove cigarette butts and litter increase yearly.• Design/install new landscapes for smaller projects not provided

by General Contractor (budget reductions).• Comply with historical, archeological and environmental

guidelines, regulations and policies.

45

Process Measures – DS 1

ADHERENCE TO TREE POLICY

0

100

200

300

400

500

600

1998 1999 2000 2001 2002

Trees Planted

Trees Lost

TreesTransplanted

Net Gain/Loss

46

Process Measures

DS2 (Special Events and Special Requests): • 100% of this Discrete Service is handled by GMLS

staff.• Security requests increased 900% from 2000 to ’01.

Requests have remained at 2001 level in 2002.• Response to spills steady at about 18/year.• Utility failure excavations greatly vary year to year.• Special Events

• Average about 28/year

• 2002: 35 to date; 8 Community, 8 ORS, 7 R&W, 12 IC

47

Process Measures – DS 2

Total Staff Hours

5%

58%

36%

1%

Police Support

Underground Utilities

Special Events

Other

48

Process Measures – DS 2

Number of Responses

9%

26%

46%

19%

Police Support

Underground Utilities

Special Events

Other

49

Process Measures

DS3 (Parking Garages): • GMLS responsible for 6 wks. following 9/11 to

clean until contractor gained security clearance.• GMLS covered 7 weeks cleaning period between

last contractor changeover.• GMLS must oversee contractor work during off-

hours. Security requirement.• Two planned garages will further stress GMLS

off-hour contractor supervision requirements.• GMLS often called to remove abandoned

contractor debris and provide clean up services.

50

Process Measures – DS 3

Percent of Garages Cleaned Each Weekend

9293949596979899

100101

51

Process MeasuresDS4 (Roads and Signage): • 100% of new construction of roads/sidewalks not

associated with building projects is contracted through GMLS.

• GMLS provides immediate response to pavement failures and parking changes.

• GMLS procures and installs 100% of campus traffic and directional signs.

• GMLS designs most of the directional signs.• GMLS can produce specialty signs for almost

immediate placement. • GMLS attempts to be the ‘Sign Police’ to limit the

proliferation of signs on campus.

52

COST OF MATERIALS FOR SIGNAGE

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

1998 1999 2000 2001 2002

YEAR

CO

ST

53

0

100

200

300

400

500

600

700

800

900

NO. O

F SI

GNS

NO. OF NEW SIGNS 267 478 534 799 633

NO. OF SIGNS REMOVED 17 29 23 38 30

1998 1999 2000 2001 2002

NUMBER OF NEW AND REMOVED SIGNS PER YEAR

54

Process Measures

DS 5: (Remove Ice and Snow)• About 50 percent is contracted out via purchase

order; about 50 percent is done by GMLS.• Contractor responsible for all labor intensive areas.• GMLS responsible for all mechanical removals.• Numbers & types of storms vary greatly year to year.• Cannot conclude past two mild winters are a long

term trend. • Did not institute new volunteer program last winter.

Volunteer help not needed.• 2001 Remove Ice and Snow ASA concluded GMLS

compares very favorably to other like facilities.

55

Process Measures – DS 5

Contractor Cost

$8,177

$61,385

$118,242

$63,107

$27,720

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

'97-'98 98-'99 99-'00 00-'01 01-'02

56

Learning and Growth PerspectiveLearning and Growth Perspective

57

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

12 16 21 30 27 20 42 13 41 3 24 23 7 18 1 2 10 11 17 31 26 25 40 28 37 29 33 39 5 32 36 38 4 8 9 14 15 19 34 35 43

Service Group Turnover Rate (Oct 2001 - June 2002)

Service Group Number

Tu

rno

ve

r R

ate

58

0

10

20

30

40

50

60

70

80

14 3 9 31 8 17 43 38 36 33 41 12 30 32 28 18 29 21 39 20 16 24 27 40 35 5 23 42 19 4 34 15 37 25 26 1 2 10 11 13 7

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

Service Group Number

Av

era

ge

Ho

urs

59

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

9 43 1 2 10 11 40 42 7 41 12 4 5 28 39 35 32 33 8 15 36 38 34 37 29 17 14 31 16 30 19 18 13 20 21 3 24 26 25 23 27

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

Service Group Number

Av

era

ge

nu

mb

er

60

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

Service Group Number

A

ve

rag

e N

um

be

r

0.00

0.01

0.02

0.03

0.04

0.05

0.06

0.07

20 7 26 38 36 1 2 3 4 5 8 9 10 11 12 13 14 15 16 17 18 19 21 23 25 27 28 29 30 31 32 33 34 35 37 39 40 41 42 43

61

0.00

0.05

0.10

0.15

0.20

0.25

0.30

7 23 16 3 31 13 9 20 25 26 17 36 38 37 29 32 39 1 2 4 8 10 11 12 14 15 18 19 21 27 28 30 33 34 35 40 41 42 43

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

Service Group Number

Av

era

ge

Nu

mb

er

62

0.00

0.05

0.10

0.15

0.20

0.25

7 9 30 24 33 34 3 23 26 25 5 20 21 31 29 39 28 32 36 16 38 1 2 4 8 10 11 12 13 14 15 17 18 19 27 35 37 40 41 42 43

Average Number of ADR Cases (Oct 2001 - June 2002)

Service Group Number

Av

era

ge

Nu

mb

er

63

Learning and Growth Data Table

Over a week sick leave per employee

About 1 award for every employee

No Turnover 1 EEO case out of 17 employees

5245 4 0 0.00 164 41 2 0.50 1 0.25 0 0.00 0 0.0052453 5 0 0.00 196 39 6 1.20 0 0.00 0 0.00 0 0.0052454 1 0 0.00 64 64 1 1.00 0 0.00 0 0.00 0 0.0052455 7 0 0.00 317 48 6 0.90 0 0.00 0 0.00 0 0.00

Service Group 8

Total17 0 0.00 740 44 15 0.90 1 0.06 0 0.00 0 0.00

No ER and ADR cases

64

Summary of Service Group 8 Learning and Growth Data

• No turnover • Over a week sick leave used per employee• About one award for every employee• No EEO complaints, no ER or ADR cases

out of 17 employees

65

• Relatively high level of Sick Leave use justified by employees requesting Sick Leave following all night winter storm duty.

• Limited Award Pool calls for careful determination of outstanding contributions (On-The-Spot Awards) over the year and year end Performance Awards.

Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data

66

• GMLS currently has the resources to meet all routine demands and most emergency requests.

• Qualified 8(a) contractors on hand.• Budget allows procurement of necessary equipment.• GMLS provides immediate responses to DPS

security and emergency environmental requests.• 9/11 emergency response highlighted potential

weakness for prolonged (months) or multi-faceted responses.

• Due to the mild ’01-’02 winter, Remove Ice and Snow overtime was at a minimum. Majority of OT went to Security. A normal winter OT could have severely compromised the budget.

Analysis of Readiness Conclusions

67

Financial PerspectiveFinancial Perspective

68

• DS1: (Landscaping)• Unit: Acre (461.4)

• 182 NIH acres of lawn and shrubs• 279.4 NIHAC acres of fine lawn and shrub beds

• GMLS: $590K/17% of the Budget• Contractors: $834K/23% of the Budget• $3,086.00/acre/year (people, equipment, supplies)• LMI 1996 Benchmark: $2,857.00

• +/- $3,217.00 w/ 2% inflation factor since 1996

Unit Cost Measures

69

• DS2: (Special Events and Requests)• Unit: 1 avg. request; $1,105.00/event (26 hr.x $42.50)• Average 28 events/yr. = $30,940.00 • Purchase @ 4 new picnic tables/year = $1,200.00• Potential of up to 68 Special Events per year.

Unit Cost Measures

70

• DS3: (MLP-Garage Cleaning)• Unit: Cleaning cost per parking space (4,802 spaces)• GMLS: $125K/4% of the Budget• Contractors: $235K/7% of the Budget • $74.97/parking space/year (people, equipment,

supplies) or $1.44/space/52 weekly cleaning • 48 contractor cleanings scheduled per year.• GMLS cleans other 4 weekends.• 8(a) contractor unit price steady from 2000 through

2003.

Unit Cost Measures

71

• DS4: (Pavement Maintenance & Signs)• Unit: Paved Acre (96.9 total)

• 89.1 NIH acres• 7.8 NIHAC acres

• GMLS: $380K/11% of the Budget• Contractors: $700K/20% of the Budget• $11,145.00/pavement acre/year• New contract under negotiations: Contractor Unit

Prices expected to return to 1999 units.• Higher level of maintenance will be provided

• Lower unit prices

• Negotiated 8(a) contract.

Unit Cost Measures

72

• DS5: (Remove Ice and Snow; FY ’02)• Unit: Per Average Storm (past 5 years)(13.2/yr)• 120 GMLS man hours for Average 8 hour Storm

• GMLS: $42.50/man hour = $5,100.00• Contractor: $6,130.00/8 hour response unit• Materials Costs (sand/salt/de-icers): $2,430.00

• $13,660.00/storm (GMLS and contractor combined)• Contractor Unit Cost will remain steady through 2003.• “Volunteer” costs paid by their own Section. • Material costs can vary depending upon storm type.

Unit Cost Measures

73

• GMLS facilities adequate to house contractor and GMLS operations.

• GMLS general and specialized equipment able to meet routine and most emergency calls for action.

• Some specialized equipment idle time ‘excessive’ due to seasonality or specific use of equipment, i.e., snow removal, utility excavations, spill responses, tree transplanting, leaf vacuum

• Emergency response equipment must be ready to go

• Employee resources are 100% utilized because most employees can do just about any job.

• Employee cross-training required since 1972.

Asset Utilization Measures

74

Conclusions and RecommendationsConclusions and Recommendations

75

Conclusions from FY02 ASA• GMLS relied upon for overall campus beautification.• GMLS provides specialized services not covered by

GMLS contractors or by other campus contractors.• GMLS “puts out the fires” and “fills in the cracks”• GMLS able to quickly provide services that would take time

to procure through credit cards, purchase orders or contract, i.e., immediate plant transplanting or pruning, spill clean ups, dead animal removal, pothole & trip hazards, blowing litter

• 5 of 6 GMLS contracts are negotiated 8(a). • 8(a) generally higher cost than competitive open bid

76

• Make “Provide Signage” a discrete service in ’03.• Reduce the number of repetitive traffic control signs.

• In cooperation with the NIH Police

• Initiate snow removal Volunteer Response Teams. • Establish during ’02-’03 season

• Initiate a campus wide “Litter Reduction Campaign.”• Campaign initiated by GMLS with PWB oversight• Encourage No Smoking on the grounds (Director’s decision)

• Hold contractors responsible for repairing their damage to the landscape.

• Inform Project Officer in charge of contractor• Encourage stronger contract language

• Hold contractors responsible for full cleanup of staging and material storage areas.

• P.O.’s must conduct final inspections of all work areas

Recommendations