FFD FY2020 ANNUAL REPORT_final draft_jsp

FY2020 ANNUAL REPORT

FEDERAL FACILITIES DIVISION EARNING THE UNQUESTIONED REPUTATION OF BEING THE LEADER AMONG FACILITIES MANAGEMENT ORGANIZATIONS

A Division of the Facilities Services Directorate | Washington Headquarters Services

THE UNITED STATES PENTAGON

FY 20 ANNUAL REPORT | Page 1

TABLE OF CONTENTS ABOUT FFD………………………………………………………………………………………………………………………. 3 MEET OUR SENIOR LEADERS……………………………………………………………………………………………….. 4 WHO WE ARE …………………………………………………………………………………………………………………….5 Workforce Demographics ………………………………………………………………………………………………………….5 FY19 Demographics ………………………………………………………………………………………………………………. 5 FY20 Abridged Demographics …………………………………………………………………………………………………… 5

THE RESILIENCY OF THE US PENTAGON…………………………………………………………………………………. 6-7 Emergency Management …………………………………………………………………………………………………………. 6 Providing Building Supplies ………………………………………………………………………………………………………. 6 Installing Wellness Screens ………………………………………………………………………………………………………. 7 Addressing Sanitizing Requests …………………………………………………………………………………………………. 7 Digital Communications …………………………………………………………………………………………………………… 7

CUSTOMER ENGAGEMENT…………………………………………………………………………………………………… 8 Achievement in Performance Excellence ………………………………………………………………………………………. 8 Providing Premium Customer Care ……………………………………………………………………………………………… 8 Satisfying Our Customers ………………………………………………………………………………………………………… 8

WORKFORCE ENGAGEMENT………………………………………………………………………………………………… 9-12 Recruiting & Outreach: Valuing Veteran Hires ………………………………………………………………………………… 9 Managing Our Contractor Workforce ……………………………………………………………………………………………. 9 Developing Our Workforce ……………………………………………………………………………………………………….. 10  FFD Brown Bag Program  OSHB  ICOMPASS  MYSKILLSOURCE  AWG In-House Training Program Recognizing Our Team | FY20 Employee Spotlights …………………………………………………………………….11 Recognizing Our Team | CY20 FSD Award Recipients ….……………………………………………………………….12

OPERATIONAL EFFICIENCIES………………………………………………………………………………………………... 13-18 Responding to Our Customers …………………………………………………………………………………………………… 13 Injuries on the Job …………………………………………………………………………………………………………………. 13 PMB|DPO Expenditures …………………………………………………………………………………………………………... 14 Expediting Packages Across the Pentagon ……………………………………………………………………………………. 14 Inspecting the Pentagon Reservation …………………………………………………………………………………………… 15 Recycling Participation.……………………………………………………………………………………………………………..15 FAST Construction Projects………………………………………………………………………………………………………..15 Maintaining Environmental Standards..………………………………………………………………………………………….. 16-17 Reducing Energy Costs …………………………………………………………………………………………………………….17 Notable Projects & Cost Savings…………………………………………………………………………………………………..18

THE WAY AHEAD………………………………………………………………………………………………………………... 19 Improving Customer Engagement ……………………………………………………………………………………………….. 19 Improving Workforce Engagement ………………………………………………………………………………………………. 19 Improving Operational Efficiency & Reviews …………………………………………………………………………………… 19

FY 20 ANNUAL REPORT | Page 2

WASHINGTON HEADQUARTERS SERVICES Federal Facilities Division

MISSION: Earning the unquestioned reputation of being the best-in-class facilities management organization.

VISION: Preserve the institution of the Pentagon and cultivate an inspired workforce to serve the needs of the warfighter by providing comprehensive and integrated facilities management services.

FEDERAL FACILITIES DIVISION “FFD is vested in continuous process improvement at every level.

We continue to commit to our customers, workforce, and to improved performance and productivity.”

R. Adrian Upshur

Leon A. King

Division Director

Deputy Division Director

The Federal Facilities Division (FFD) provides facilities management support including building and equipment maintenance, repairs and alterations, custodian services, ground maintenance, pest management, plant operations, logistics management, personal property asset management, relocation services, and other administrative support services for the Office of the Secretary of Defense (OSD) and Washington Headquarters Services (WHS) components and tenant organizations. The Pentagon Reservation is home to over 25,000 military, federal, and contract employees; and FFD employs 326 fulltime government civilian and approximately 700 contract personnel. The Division ensures that the Pentagon Reservation, including the Remote Delivery Facility (RDF), the Pentagon Athletic Center (PAC), the Pentagon Library and Conference Center (PLC), and the Pentagon Memorial, is operational, safe, clean, healthy, and meets all appropriate standards. In 2020, FFD received its third recognition from the VA - Senate 2020 VA-SPQA Achievement in Productivity and Quality Award Program at the Achievement in Performance Excellence Award level.

Performance Excellence Award

FFD Strategic Objectives OBJECTIVE 1: Improve Customer Engagement

OBJECTIVE 2: Improve Workforce Engagement

OBJECTIVE 3: Improve Operational Efficiency & Reviews

TIMOTHY GARDNER | AWG Branch Chief Alterations Work Group (AWG) provides “Above Standard” construction and renovation of Pentagon space from small (under 18 hours) to large (up to $750,000) projects, and Federal Facilities Projects.

ROBERT CANDIDO | PBMO Branch Chief Pentagon Building Management Office (PBMO) provides Building and Equipment Operations and Maintenance, Building Operations Command Center, Special Events, Custodial and Recycle Management, and Logistics Management for package handling and distribution.

DON KUNEY | PHRP Branch Chief Pentagon Heating & Refrigeration Plant (PHRP) provides utilities, including steam and chilled water, for heating and cooling systems, as well as the electrical power supply for buildings.

KEN GORDON | PMB Branch Chief Property Management Branch (PMB) provides Logistics & Supply Operations, Property Management, Supplies & Materials Acquisition, Warehouse Operations, and Relocation Services. Manages the Defense Post Office (DPO) which operates on behalf of the US Postal Service processing official mail within the US Pentagon and the Mark Center.

CHRISTELLE TEMPLE | PMB-DPO Supervisor The Defense Post Office (DPO) operates on behalf of the US Postal Service and processes (incoming and outgoing) official mail with the Pentagon, the Mark Center, and the Taylor Building.

LISA PASSAGALUPPI | EMO Specialist The Emergency Management Office provides procedures for activating and operating the Emergency Operations Center (EOC), Unified Command (UC), and the Senior Executive Group (SEG) during natural, man-made, and/or catastrophic incidents that affect the Pentagon Reservation and designated National Capital Region (NCR) facilities portfolio.

FY 20 ANNUAL REPORT | Page 3

MEET OUR SENIOR LEADERS

R. Adrian Upshur

Leon A. King

FFD Division Director

Robert Candido

PBMO Branch Chief

Laura McDonald

RSA Branch Chief

Anabel Mulero

PBMO Deputy Branch Chief

Don Kuney

PHRP Branch Chief

Ken Gordon

PMB Branch Chief FY 20 ANNUAL REPORT | Page 4

FFD Deputy Division Director

Lisa Passagaluppi EMO Specialist

Tim Gardner

AWG Branch Chief

Darryl Diggs

PMB Deputy Branch Chief

Paul Viergutz

FBSO Branch Chief

Daleena Barrrera

AWG Deputy Branch Chief

Christelle Temple

PMB | DPO Supervisor

WHO WE ARE Workforce Demographics Agency Workforce Demographics are traditionally captured Coordinate, collaborate, and be accountable during the Annual Federal Employee Viewpoint Survey to co-workers, partners, and stakeholders.

(FEVS), administered by the United States Office of PersonEFFECTIVE & EFFICIENT nel Management.

Perform quality, solve root causes of problems, Results from the FEVS: and continuously improve the workplace.

• categorize age groups and tenure; ATTENTIVE TO CUSTOMER Listen well for requirements, communicate regularly, and provide updates. • measure employee satisfaction and commitment through the Best Places to Work index score; and • provide comparison data across agencies.

TEAM FOCUSED:

On September 9, 2020, Acting OPM Director, Michael J. Rigas released a memorandum to Heads of Executive Departments and Agencies. In summation, “In light of the global pandemic, we postponed the U.S. Office of Personnel Management (OPM) Federal Employee Viewpoint Survey (FEVS) in order to allow agencies to focus on their mission critical work...In response to multiple agencies to ease administrative burden, we streamlined the core set of standard items for 2020...Next this year will be a comprehensive section addressing the COVID-19 pandemic.” The OPM website provides further detail https://www.opm.gov/fevs/.

FY19 Demographics The FFD workforce was comprised of 81% men, 19% women, 58% wage grade, and 42% general schedule. 34.29 % of the personnel held more than eleven years tenure, while 65.71% held less than ten years. Significant age group findings were: 15% (60yrs and older); 35% (50-59yrs); 25% (40-49yrs); 15% (30-39yrs); 4% (26-29yrs); and 5% (less than 25yrs).

The FFD Best Places to Work scores have trended up 10% over the past five (5) years.

The results are critical to FFD Leadership; and its data is used in strategic planning development and performance reviews. FFD leadership strives to ensure that its workforce feels supported and motivated so that they provide the excellent service our customers expect on a daily basis.

BEST PLACES TO WORK

FY19

FY18

FY17

FY16

FY15

FFD

61%

64%

66%

54%

56%

Federal Government

62%

62%

62%

59%

58%

77%

77%

78%

77%

77%

57%

60%

55%

55%

52%

UNREPORTED

FY20

Private Sector WHS Smithsonian Institution Architect of the Capitol Facilities, Security, and Emergency Management (OPM)

FY20 Abridged Demographics

15%

85%

28% 72% Wage Grade FY 20 ANNUAL REPORT | Page 5

General Schedule

74%

77%

77%

75%

75%

UNREPORTED

75%

71%

71%

68%

67%

65%

66%

66%

67%

THE RESILIENCY OF THE U.S. PENTAGON Emergency Management Unprecedented challenges surfaced over the past year for our nation. Since March, 2020, FFD has continued to step up during this emergency and take proactive measures in response to the Coronavirus (COVID-19) crisis. In accordance with policies and guidance set forth by the Office of the Undersecretary of Defense for Personnel and Readiness (OUSDPR), FFD empowered a civilian and contracting workforce following tenets of the Pentagon Reservation Plan for Resilience, the Pentagon Facilities COVID-19 Operations Plan, and by utilizing its Facilities Emergency Management Office (FEMO). FEMO provides facilities focused emergency management guidance and direction to Facilities Services Directorate (FSD) staff and supports emergency coordination with the Pentagon Force Protection Agency (PFPA).

In an effort to prevent and mitigate the spread of COVID-19 in workspaces, FEMO collaborated with COVID-19 partners and developed a SharePoint site to access and share pertinent information related to the pandemic; as well as developed weekly reports to update personnel on the most current guidance from national, local, and DOD / Pentagon authorities on executive orders, travel restrictions, and vaccine information. Collaboratively, FEMO coordinated with PFPA and FSD to provide facilities support regarding disinfecting processes and procedures; and restructured the Social Distancing plans to reflect COVID-19 guidance information for personnel at the Pentagon, Mark Center, and Leased Facilities. Additionally, signs were also posted in every corridor to remind everyone to maintain social distancing and to remain diligent about wearing face masks and hand-washing.

Providing Building Supplies

BUILDING SUPPLY LIST • • • • • • • • • • • • • • • • • • • • •

Bleach Cloth Masks Clorox Wipes | Packs | Buckets Disinfectants Dispensers Disposable Masks Easels Electrostatic Sprayers Hand Sanitizer Hazmat Stickers Hand Sanitizer Stands Isopropyl Alcohol Lexan Raw Plastic for Custom Shields Lysol Spray Prefabricated Wellness Shields Rubber Gloves Social Distance Signage (Walls | Floors) Spray Bottles | Nozzles Tech Wipes Touchless Thermometers Tyvek Suits

FY 20 ANNUAL REPORT | Page 6

Although the response to the pandemic has been extremely fluid, the Pentagon Building Management Office (PBMO) successfully developed a blueprint and network to address the rising and ongoing needs for facilities support. Accordingly, building supplies are critical to the resiliency of the Pentagon and allows the Pentagon Reservation to remain open with few restrictions, providing mitigation options. To provide some perspective, in 2009, FFD Leadership deployed fifteen hand sanitizer stations to the Pentagon Food Courts in response to the H1N1 virus. All of the supplies were shelf stock items provided by the Property Management Branch (PMB) - Science Applications International Corporation (SAIC) Store Front. Early in the COVID-19 pandemic, FFD Leadership initially deployed an additional twenty hand sanitizer stations. However, the petitions continued to grow; and by March, 2020, the requests tripled. At present, there are 93 hand sanitizer units, with growing demands to add more; and though all Pentagon Agencies retain facilities personnel; many rely heavily on PBMO for stop-gap solutions in order that their employees can safely return to work, despite the significant shift to telework. To this end, Environmental Services now acts as the primary purchasing agent for LFD, AWG, and PBMO. Hand Sanitizer Stations are policed twice daily, require four man hours, and are not permitted to run empty.

Adequate stock piles, among other supplies, are managed at all times. 2020 historical data shows that the Pentagon used approximately thirty 1200 mL bottles of hand sanitizer weekly, averaging $54,600 per annum. Estimated Government Purchase Card (GPC) Funds expended on COVID-19 supplies for FY20 exceeded $600,000.

THE RESILIENCY OF THE U.S. PENTAGON Installing Wellness Screens In accordance with the Pentagon Reservation Resilience Plan led by the Office of the Chief Management Officer, FFD plays a critical role in carrying out all safety initiatives in response to COVID-19, which includes the installation of wellness screens.

Wellness screens are safe, practical, and provide great safety benefits for employees and customers. Each unit has unique custom proportions and has undergone a rigorous development process, comprised of plexiglass and sturdy aluminum posts with reinforced Velcro attachments for stability. All sheets of plexiglass underwent an upgrade process, ensuring that each met fire safety standards and added an extra layer of protection to help prevent the spread of disease for those sharing office space. Following each installation, customers were advised to periodically spray the screens with disinfectant and wipe them down with a dry cloth in order to maintain sanitization.

Since the first installs in May, 2020, FFD has designed, constructed, and installed more than 610 wellness screens throughout the Pentagon Reservation and the Mark Center.

Addressing Sanitizing Requests The Pentagon Structural Systems Program (PSSP) staff responds to structural maintenance and repair service calls throughout the Pentagon Reservation. They serve as emergency personnel for all hazardous situations like asbestos removal, mold and blood borne pathogens remediation, as well as hazardous waste removal. Beyond routine biohazard, emergency service calls coordinated by the Building Operations Command Center (BOCC), an upsurge in requests for “Positive” COVID-19 cleanings began March, 2020. Since then, PSSP tradesmen and Emergency Services serve as first-responders for COVID-19 sanitization. They have decontaminated areas as large as 80,000 square feet. Weekly COVID-19 preventative sanitizing is performed for the Office of the Secretary of Defense, Offices of the Joint Chiefs of Staff, Chairman and Vice Chairman.

Digital Communications In March, 2020, in the OUSDPR provided civilian personnel guidance for DoD Components in responding to coronavirus disease 2019 (COVID-19) in the DoD Civilian Workforce Guidance, This guidance identified human resources flexibilities to help minimize risks to its civilian, contractor personnel and their families, and introduced alternative business operation methods that included teleworking, alternative work schedules, weather and safety leave, and other leave flexibilities. In turn, with the technical support of the DoD Joint Service Provider (JSP), FFD began utilizing Microsoft Teams, an online business tool that allowed continued communication and collaboration with its workforce until everyone’s safe return. Additionally, the organization adopted an Enterprise Training Solution (ETS) with easy accessibility to all through cloud-based technology.

FY 20 ANNUAL REPORT | Page 7

CUSTOMER ENGAGEMENT Achievement in Performance Excellence Engaging our customers is Federal Facilities Division’s first priority. The Division’s core values mandate that teams are trained and stand ready to preserve the institution of the Pentagon to meet the needs of the warfighter. In June, 2020, FFD was recognized for its efforts with the State of Virginia Senate Productivity Quality Award Program (SPQA) and received the Achievement in Performance Excellence award.

VA-SPQA subscribes to the Malcom Baldridge methodology which provides a framework to improve organizational performance to get sustainable results; and award acknowledgement at this level recognizes that FFD has employed a systematic approach to organizational performance management resulting in: • delivery of increasing value to customers and stakeholders, contributing to organizational sustainability; • improvement of overall organizational effectiveness and capabilities; and • organizational and personal learning.

Providing Premium Customer Care In 2019, FFD re-strategized its service model to become more customer centric, offering a new way of doing business that extended beyond providing good customer service and focused more on creating great customer experiences. Since the creation of the AWG Customer Service Advocate (CSA) initiative, seven CSA teams were established in 2020. These teams act as liaisons between Agencies, AWG Construction Managers, and Shop Supervisors; and their primary functions are to represent the customers’ interests, govern their experience, and manage the operations of scheduled projects while balancing customer expectations and resolving complaints. FFD now has dedicated CSA teams for: • • • • • • • •

DoD Command Center (CC) Defense Information Systems Agency (DISA) Defense Intelligence Agency (DIA) Defense Logistics Agency (DLA) Facilities Services Directorate (FSD) Headquarters Marine Corps (HQMC) Joint Chiefs of Staff (JCS) Joint Operations Center (JOC)

• • • • • • • •

Office of the Secretary of Defense (OSD) National Guard Bureau (NGB) National Military Command Center (NMCC) US Air Force US Army US Navy US Space Force Pentagon Force Protection Agency (PFPA)

FFD uses a DOD-wide Integrated Customer Evaluation (ICE) system that allows customers to rate their service call experience. ICE is one of the main vehicles for the Building Operations Command Center’s (BOCC) staff to receive feedback. Data provided represents a reduced number of responses for 2020. Since FY 2017, FFD has consistently met or exceeded its goal of overall customer satisfaction of 90%.

In 2020, deployment of a new customer satisfaction tool (Happy or Not) projected that FFD would garner real-time data analytics from customer feedback. This tool requires touch screen navigation in which customers are expected to press buttons in which they most closely associate with their experience. However, since the onset of COVID19, customer feedback has significantly been impacted by increased telework activity and those participating in an alternative work schedule.

Historically, FEVS (2019) data consistently illustrates 92% PentagonFFD | facilities customer satisfaction ratings in comparison to other participating agencies like GSA, NIH, and Smithsonian.

FY 20 ANNUAL REPORT | Page 8

Satisfying Our Customers

WORKFORCE ENGAGEMENT Recruiting & Outreach: VALUING VETERAN HIRES

FFD RECRUITING EFFORTS Tim Gardner (AWG Branch Chief) & Phillip Tyler (AWG Eng. Technician Sup.)

FFD is unique in that if we do not hire and retain a trained workforce, preservation of the institution of the US Pentagon becomes a challenge. In this respect, recruitment and retention efforts remain a top priority. What began as exploratory informational sessions with veteran candidates with the Department of Veterans Affairs Non-Paid Work Experience Program (VA-NPWE) in 2019 quickly transformed into an FFD Direct-Hire Recruiting Campaign in 2020.

With a significant internal veteran workforce, FFD Leadership recognizes that the experience and education learned in the military is an excellent basis for any business; and that a vast majority of veterans have incredibly valuable and transferrable skills that can be leveraged in the civilian workforce.

Through the concerted recruitment efforts of a dedicated FFD team of supervisors and staff, the Division took action to narrow the veteran employment gap. PBMO, PHRP, and AWG have participated in career fairs and workshops at the Soldier Support Center at Fort Bragg | Fayetteville NC, Colorado, Texas, Woodbridge VA, and at the Naval Construction Battalion Center in Gulfport, MS. A direct impact of this outreach has resulted in an increase in direct-hire employment. In early FY20, FFD began with eleven veteran hires. From March to December, 2020, AWG now has a fully staffed operation with twenty-four new hires.

Managing Our Contractor Workforce FFD has 700 contractor personnel involved in service-based contracting activities, which require FFD managers to have greater knowledge of contract administration practices and basic familiarity with the rules and regulations governing the operations of a matrixed workforce. A contractor list is maintained for all contract personnel; including those companies which provide contract support, and their Branch locations.

Contracting Officer’s Representative (COR) responsibilities are generally limited to minimal technical and administrative contract surveillance but they must remain current about common challenges and best practices for contract management. Additionally, as many lead mixed-matrixed workforces, CORs must also have an understanding of the rules, expectations, and boundaries of the government-contractor relationship, and must be able to provide basic contract oversight while maintaining administration best practices.

Refresher Training is required every three years in order to maintain COR status.

FY 20 ANNUAL REPORT | Page 9

WORKFORCE ENGAGEMENT Developing Our Workforce Providing comprehensive and integrated facilities management services for the US Pentagon requires a 24/7 operation with a well trained workforce; and though 2020 presented its own set of unique challenges, FFD maintained coordinated training efforts with a $660,000 training budget. In FY20, the organization began the shift to competency-based training. Competency-based learning is a framework designed to assess the proficiency levels of predetermined competencies associated with individual position profiles. It is an individualistic approach which focuses on outcomes and real-world performance. Part of the transition includes providing employees access to workforce development tools, resources, and information for training that assists in their professional development. A brief description of FFD training options are provided below.

THE FFD BROWN BAG PROGRAM: a curriculum of instructor-led, monthly micro-learning sessions comprised of professional development, leadership, management, and soft skills courses. With some moderate impact from COVID-19, in FY20, in the previously, as many as seventy-five (75) courses were facilitated with an average 4.6 out of 5.0 favorable rating for course satisfaction, which included an MS Teams virtual course on Compassion Fatigue.

OSHB: Job-Related | Safety Trainings are regularly conducted by the Occupational Safety and Health Branch (OSHB) and tracked per guidelines set forth by Occupational Health and Safety Administration (OSHA) and Environmental Safety. The top 5 courses are (1) CPR | AED Training Incident, (2) Unsafe | Unhealthful Reporting, (3), Lockout | Tagout (4) Personal Protective Equipment, and (5) Self-Propelled Vehicle. Due to COVID-19 , trainers now contact supervisors to arrange smaller classes at varying times. iCOMPASS: DoD Learning Management System that houses mandatory and professional vendor courses. Government civilian employees and contractors are required to complete annual training which includes: • • • •

Anti-Terrorism Combating Trafficking In Persons Counterintelligence Awareness & Reporting Cyber Awareness

• • • • •

Cyber Awareness Challenge IDPs: FFD funded and unfunded No Fear Act (Anti-Discrimination) Operations Security (OPSEC) Privacy Act

MYSKILLSOURCE: Through the launching of MySkillSource, an Enterprise Training Solution (ETS), FFD personnel now have a more robust learning platform to support the mission of the organization. Employees can access a library of virtual classes from anywhere. Courses are self-paced and include live webinars on design, construction, industrial, and safety subjects. With this added virtual resource, many engineers have now recertified their licenses online.

AWG IN-HOUSE TRAINING PROGRAM: For many tradesmen and women, informal, hands-on training is believed to be most valuable. Employees can ask questions, evaluate crew performance, and explore new construction techniques. It further allows a demonstration of knowledge. In 2020, for this express purpose, AWG constructed a 12 x 12 room, specifically for Builder Aid training. The training room provides a Studs-to-Ceiling, start to finish, hands-on experience in which all AWG personnel can hone their individual/ team skills or provide refresher training. The goal for this in-house program started with an internal vision but thanks to some senior employees with a willingness to pay it forward, AWG’s future plans will include other departments that can also benefit from this model as a formal apprenticeship program.

* SOCIAL DISTANCING GUIDELINES OBSERVED AT ALL DESIGNATED TRAINING LOCATIONS FY 20 ANNUAL REPORT | Page 10

WORKFORCE ENGAGEMENT Recognizing Our Team- FY2020 EMPLOYEE SPOTLIGHTS

Arnita Phillips

PMB | Logistics Operations Team

AUGUST ‘20

JULY ‘20 FY 20 ANNUAL REPORT | Page 11

DECEMBER ‘19 JUNE ‘20

MAY ‘20

APRIL ‘20 Tiffany Yates

Bradley Allen

PBMO | Entomologist

PMB | Logistics Analyst

PMB Inventory Management Specialist

AWG | Maintenance Mechanic

Thomas Boardman

Laticia Bennett

AWG | Maintenance Mechanic

Louis Hall

PBMO | Electrician

MARCH ‘20

JANUARY ‘20 Joe Alas

Michael Radford

PMB | Logistics Operations Team Lead

Howard Williams PHRP | USRO High Pressure Plant Engineer

William Diaz Ponce PBMO | Engineering Technician

SEPTEMBER ‘20

Fahim Panjshiri

AWG | Construction Manager

FEBRUARY ‘20

OCTOBER ‘19

NOVEMBER ‘19

FFD Employee Spotlight selects one employee monthly, nominated by his/her Branch Chief. To learn more about the nominee and their passion for working for the Organization, a spotlight interview is featured in the FFD Dispatch Newsletter.

Darryl Brice

PMB | DPO Team Lead

WORKFORCE ENGAGEMENT Recognizing Our Team– CY2020 FACILITIES SERVICES DIRECTORATE AWARD RECIPIENTS

Awards and recognition are a way to highlight the contributions and hard work of the FFD workforce. Employees are frequently recognized beyond the FFD level by Facilities Services Directorate (FSD). In the past year, FSD has awarded FFD employees in the areas of Length of Service, Craftsman of the Quarter, Employee of the Quarter, Employee of the Year, Supervisor of the Quarter, and Supervisor of the Year. This year, FFD received four out of the five prestigious Awards for calendar year CY2020.

AWG Branch Chief, TIM GARDNER | SUPERVISOR OF THE YEAR: Tim revamped the hiring process for AWG by utilizing the direct hire and veteran hiring authorities, traveled to Gulfport MS, Norfolk VA, North Carolina and searched the local area for qualified personnel to fill AWG’s vacant positions from March to December, 2020. This closed the vacancy gap at AWG and is almost fully manned with an over 90% fill rate.

He created the Customer Service Advocate Teams, instituted new processes to better support AWG’s customers and continues to develop a workplace of excellence.

AWG Engineering Technician (Planner Estimator), TONY GLOVER | EMPLOYEE OF THE YEAR and WHS DIRECTOR’S AWARD: Tony has and continues to expertly manage the JOC contract representing 55 work orders and over $2.1M in contract work. He works closely with PBMO and other agencies by providing support during site walks, the permitting process, finalizing the scopes of work, and any other requirements to bring the work orders to fruition.

AWG Wood Crafter, DUSTIN HAAG | CRAFTSMAN OF THE QUARTER (Oct-Dec): Dustin crafts plaques and retirement displays as well as support work orders. He created and provided plexiglass wellness screens for many agencies. Most recently for the Pentagon ID Badge Office allowing their personnel to maintain proper distance from customers. His short-fused response and reaction time has lead AWG to complete over 610 new wellness screens.

FY 20 ANNUAL REPORT | Page 12

OPERATIONAL EFFICIENCIES Responding to Our Customers FFD considers Service Calls a high priority due to the impact that they have on customers. Service calls are in response to a facilities related problem, or a request for a service; and any building occupant can submit a service request through the Building Operations Command Center (BOCC).

FFD focuses on preventative and corrective maintenance work as well as investing in technology that enables the early detection of problems and supports our pursuit of being more proactive in providing services to our customers. The Organization measures quality, timely response, and accuracy of their customer-facing programs; and tracks service call volumes, completion rates, response times, and resolution times.

The number of service calls dropped significantly (by 70%) over the last ten years and continues to decrease. This positive trend is due to corrective and preventative maintenance tasks performed to identify, isolate, and rectify a fault so that the failed equipment, machines, or systems can be restored to an operational condition within the tolerances or limits established for in-service operations. The number of hours devoted to preventative and corrective maintenance has increased due to proactive measures taken to detect problems before tenants experience the impact .

Injuries on the Job

The Occupational Health and Safety Administration (OSHA) calculates injury incidence rates (frequencies per 200,000 man-hours) and compares them to the injury frequency data compiled and published by the Bureau of Labor Statistics (BLS) using North American Industry Classification System (NAICS) 5612 (Facilities Support Services) as the benchmark. As shown in the graph above, FFD injury frequencies are consistently below industry averages, Department of Labor targets, and when compared to the Architect of the Capitol (AOC) and Pentagon Force Protection Agency (PFPA).

FY 20 ANNUAL REPORT | Page 13

OPERATIONAL EFFICIENCIES PMB|DPO Yearly Expenditures

Expediting Packages Across the Pentagon

Monthly Postal Expenditure Incoming Mail

FY18 796,640

FY19 756,664

FY20 638,446

Outgoing Mail

191,746

137,315

101,311

Total Pieces Processed Cost of Postage for Metered Mail

988,386 $210,165

893,979 $264,651

739,757 $192,560

The Pentagon customers place significant importance on the handling of official mail. All incoming / outgoing mail must be processed through the Defense Post Office, which operates on behalf of the US Postal Service, DPO supports more than 150 organizations and 26,000 customers.

Mail undergoes a rigorous and costly screening process to ensure no chemical or biological threats enter the facility.

DPO’s initiatives to reduce mail volume and its associated postage costs is attributed to digital screening, educating customers on ways to reduce bulk mail, and reducing nonregulatory mail services. As a result, a significant reduction in mail volume and DPO has saved over 30% annually over the last six years.

PBMO Dock Master operates the Remote Delivery Facility (RDF). The RDF is the point of entry for all items entering into the Pentagon; and this team is responsible for receiving and delivering packages, equipment, and furniture from commercial and government carriers for Pentagon tenants and their support contractors. Expeditious delivery is key, as they process over 2500 packages every business day while maintaining a standard of 48 hours for delivery to all customers.

Building security requires accurate accountability and traceability of every item received. The PBMO Dock Master has maintained a 100% accountability rate, and a near-perfect ontime delivery record over the past four years. The RDF tracking and delivery system has been benchmarked by North Atlantic Treaty Organization (NATO) countries and US government agencies for its efficiency, which exceeds published ground timelines and accuracy rates of industry leaders, UPS and FedEx. FY 20 ANNUAL REPORT | Page 14

OPERATIONAL EFFICIENCIES Inspecting the Pentagon Reservation FFD consistently deploys innovative technology, sampling the cleanliness of restrooms and other similar service areas for germs and other hazards, In FY20, this technology enabled FFD to make the standards more demanding, which in turn, are included in custodial contracts. Even through the course of COVID-19 pandemic, the organization has maintained a 94% pass rate for custodial inspections and employs the largest number of personnel with disabilities in the Washington, DC | Metropolitan area.

Recycling Participation The recycling metrics track monthly trends in recycling participation, which is the diverse rate of non-hazardous solid waste (e.g. paper plastic, glass, metal, cardboard, etc.) for the Pentagon Reservation. This includes food waste and compostable material (excluding construction and demolition waste). DoD’s target recycling goal is 50% with a minimum threshold of 34%, as directed by the US Environmental Protection Agency (EPA).

Consistently, FFD surpasses the target EPA average by more than 34%; and since January, 2020, monthly results show a 68% pass rate. This success can be been attributed to working in partnership with DoD Concessionaires to enhance food-related recyclables.

FAST Construction Projects

In 2016, FFD chartered a Performance Action Team (PAT) in response to customer recommendations to create a team for minor projects ($3,000 or less) to be completed within 30 days. Ninety percent of all customer requests fall under the FAST project guidelines.

New processes and a hand-picked crew are dedicated to improve FAST project executions. Since 2019 AWG has maintained a 90% timeliness rate, with more than 384 completed projects within 30 days.

FY 20 ANNUAL REPORT | Page 15

OPERATIONAL EFFICIENCIES Maintaining Environmental Standards & Compliance

FFD strives to be complaint with the Virginia Department of Environmental Quality by conducting air emissions testing and complying with the Title V (1990 Clean Air Act). Between FY14 and FY20, FFD has maintained a perfect score of 100%.

The Pentagon’s compliance with the Non-Contact Cooling Water Discharge permit is required by the Clear Water Act enacted in 1972. The metric is measured monthly by the PHRP team and has a threshold of 75%; a threshold that PHRP has consistently exceeded since 2014.

FY 20 ANNUAL REPORT | Page 16

OPERATIONAL EFFICIENCIES Maintaining Environmental Standards & Compliance

In FY17, PHRP partnered with maintenance contractors to better improve their chiller and boiler preventative maintenance work scheduled and completed performance. Results of that partnership are transparent. In FY20, maintenance work was completed to schedule and to standard 96% of the time.

Reducing Energy Costs

FFD measures the Pentagon’s reduction in energy use intensity (EUI), defined as annual energy consumption per square foot. The overall goal, driven by Executive Order 13693, is to reduce EUI by 25% by FY25, using FY15 as the baseline year. The intermediate goal is to reduce EUI 2.5% annually. The Pentagon exceeded its FY20 goal by nearly 10%; exceeding the Mark Center’s rates. The EUI success is due to an improvement in technology and procedures (e.g. CRAC controls optimization and outside air optimization, lighting upgrades, data center air management, combined heat and power, and chiller upgrades).

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OPERATIONAL EFFICIENCIES Notable Projects and Cost Savings “It is important that we step up and afford the Pentagon the ability to operate at a high level with the comfort of knowing that we have their back.” - PSSP Team Lead As primary caretakers of the Pentagon, FFD ensures that the Reservation and other (DoD)-owned installations are operational, safe, clean and healthy, and meet all appropriate standards. It is this Division’s responsibility for preserving a sustainable building that will serve future DoD requirements and future generations.

The FFD workforce provides 24/7 support, completing 100s of projects and tasks daily. Though FY20 presented a few more than routine assignments, our teams successfully navigated.

Below is an abridged list of contract awards, construction and service projects in which the organization was engaged, along with some documented projects with immediate government cost savings.

CONSTRUCTION & SERVICE PROJECTS FY2020 PROJECTS WITH ESTIMATED GOVERNMENT COST SAVINGS •

• • • • • • • • • • • • • • • • • •

AMVID Flooding Pentagon Reservation Parking Lot repairs PHRP Roof Repairs Roof Preventative Maintenance Expansion Joint Preventative Maintenance Mall Entrance Masonry Repairs Developed Building Electrical & Mechanical System Fault Detection Analytics program Total Projected Government Cost Savings

Special Events Service Support Including:  9/11 Ceremony  POW Inaugural Ceremony  Wreath Hanging Ceremony Building Stages Installing Flag Poles Repairing Building Leaks COVID-19 Sanitizing Hanging COVID-19 Signage (100s) FY2020 REPAIR & ALTERATIONS CONTRACT AWARDS Installing COVID-19 Sneeze Shields Metro Entrance Roof Replacement Project Parking Office Support Terrazzo Flooring Replacement Project Snow Removal Reservation Installation Application (RIA) Project Pot Hole | Sink Hole Repairs Hazardous Waste Removal Project Masonry Repairs Roof Fall Protection Services Project Bio-Hazard Support Visitor Screening Facility Painting Project Water Main Break Repair Interior Corridor Painting Project Numerous Building Performance Studies 1-2D-E Roof Study Domain Server Migrations Reported R&A Contract Awards SMEs for DDS Hack the Pentagon Penetration Testing Developed Uniform Interface for Building Automation System Developed and implemented Uniform Security Model Numerous Retro-Commissioning

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$ $ $ $ $ $

500,000.00 275,000.00 100,000.00 500,000.00 200,000.00 60,000.00

$ 300,000.00 $ 1,935,000.00

$1,887,188.24 $1,112,700.00 $713,849.00 $181,032.27

$256,100.00 123, 045.00 $480,000.00 $85,946.00 $4,716,815.51

THE WAY AHEAD What’s Next

The journey for process improvement is not a final destination, as evidenced by FFD’s continued ability to navigate the changing landscape of the United States Pentagon. While serving the needs of the warfighter is an honor and vital to our nation’s security, it requires strong leadership, tenured teams, and engaged customers. Accordingly, the quest for performance excellence is highly reflected in the evolution of the Organization’s strategic plan.

From the competitive sourcing of the A-76 program, the adoption of high performing organization (HPO) criteria, to embracing the Malcolm Baldrige framework, FFD continues to focus on keeping its workforce safe and creating customer experiences that exceed expectations. In so doing, the Organization remains below the benchmarks set by the National Association of Insurance Commissioners (NAICS) and the Bureau of Labor Statistics (BLS).

2020 Achievement in Performance Excellence 2018 Progressive in Performance Excellence 2016 Progressive in Performance Excellence

Improving Customer Engagement “Through the Customer Advocacy Program, FFD has a systematic, deployed approach to building and managing relationships with its customer segment.” - VA-SPQA Through the continued cultivation of the customer service advocate role and further use of data analytic tools like Cognos and (Happy or Not), FFD is able to garner real-time data analytics from customer feedback that allows them to make improvements to its operations.

ESSTS stabilization and feature improvements on Maximo are projected to further gauge customer experiences using the Washington Headquarter Services (WHS) self-service portal.

Future efforts of Facilities Business Systems Office (FBSO) will offer numerous advantages to leverage commercial capabilities through the cloud migration of Maximo (an enterprise asset management software) and Tririga (an integrated workplace management system). Additionally, the development and implementation of the AWG and FSD Self-Service Portals will enhance the service request submission process by providing end-to-end project/work management functionalities, affording increased visibility to customers and business units.

Improving Workforce Engagement “FFD has a systematic approach for assessing capability needs that may address attracting and retaining a skilled workforce.” - VA-SPQA To support a competency-based learning environment, FFD will roll-out a new online technology tool, Accelerate FM (AFM), acquired to help the Division become compliant with the Federal Buildings Personnel Training Act (FBPTA) of 2010. With access to the Federal Facilities Skills Assessment Tool (FEDSAT) and AFM, FFD will be able to assess all skill levels, identify gaps within the organization, automate and personalize employee development plans, and project costs for training resources. In turn, FFD personnel will be able to understand the skills required to manage buildings at a higher level, find training resources needed to acquire those skills, and periodically assess and refine professional development priorities.

Improving Operational Efficiencies & Reviews “FFD is strengthened by maintaining organizational goals that are focusing on data-driven management processes and performance improvement.” - VA-SPQA With three recognitions by the VA-Senate Productivity Quality Award Program, FFD has been on a remarkable journey for excellence. The Organization is vested in continuous process improvement at every level and has demonstrated extraordinary cost avoidance (nearly 1/3 Billion Dollars) as a result of its countless operational and process improvements. We are leaders in the facilities management industry; and we continue to commit to our customers, workforce, and to improved performance and productivity.

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