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 …………………………………………………………………………………………………… Expediting Packages Across the Pentagon ……………………………………………………………………………………. Inspecting the Reservation ……………………………………………………………………………………………………….. Spot Buy Requests ………………………………………………………………………………………………………………… Injuries on the Job …………………………………………………………………………………………………………………. Maintaining Our Records ………………………………………………………………………………………………………….. Reducing Energy Costs …………………………………………………………………………………………………………….
THE WAY AHEAD………………………………………………………………………………………………………………... 19 Improving Customer Engagement ……………………………………………………………………………………………….. Improving Workforce Engagement ………………………………………………………………………………………………. Improving Operational Efficiency & Reviews ……………………………………………………………………………………
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 full-time 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 Productivi2020 VA-SPQA Achievement in ty 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, Logistics Management (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
Lisa Passagalupi
Don Kuney
Ken Gordon
EMO Specialist
Tim Gardner
PHRP Branch Chief
PMB Branch Chief FY 20 ANNUAL REPORT | Page 4
FFD Deputy Division Director
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 TEAM FOCUSED: Coordinate, collaborate, and be accountable to co-workers, partners, and stakeholders.
EFFECTIVE & EFFICIENT
Perform quality, solve root causes of problems, and continuously improve the workplace.
ATTENTIVE TO CUSTOMER Listen well for requirement, communicate regularly, and provide updates. Seek customer feedback and respond immediately.
Workforce Demographics Agency Workforce Demographics are traditionally captured during the Annual Federal Employee Viewpoint Survey (FEVS), administered by the United States Office of Personnel Management. Results from the FEVS: • categorize age groups and tenure, • measure employee satisfaction and commitment through the Best Places to Work index score.
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...New 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%
74%
77%
77%
75%
75%
UNREPORTED
75%
71%
71%
68%
67%
65%
66%
66%
67%
UNREPORTED
FY20
Private Sector WHS Smithsonian Institution Architect of the Capitol Facilities, Security, and Emergency Management (OPM)
FY20 Abridged Demographics
15%
72% Wage Grade FY 20 ANNUAL REPORT | Page 5
85%
28%
General Schedule
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) - 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, 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 respond to structural maintenance and repair service calls throughout the 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 bio-hazard, 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 preserve the institution of the Pentagon and meet the needs of the warfighter. In June, 2020, the (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 an integrated 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) position, 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: • Office of the Secretary of Defense (OSD) • DoD Command Center (CC) • National Guard Bureau (NGB) • Defense Information Systems Agency (DISA) • National Military Command Center (NMCC) • Defense Intelligence Agency (DIA) • US Air Force • Defense Logistics Agency (DLA) • US Army • Facilities Services Directorate (FSD) • US Navy • Headquarters Marine Corps (HQMC) • US Space Force • Joint Chiefs of Staff (JCS) • Pentagon Force Protection Agency (PFPA) • Joint Operations Center (JOC)
Satisfying Our Customers 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
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 U.S. 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 Gulf Port, 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 requires 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 op-
eration 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. In the previous year, as many as seventy-five (75) courses were facilitated with an average 4.6 out of 5.0 favorable rating for course satisfaction. The impact of COVID-19 has caused a temporary interruption in the program.
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 process where new ideas can be explored; and 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- FY20 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
SE[TEMBER ‘20
Fahim Panjshiri
AWG | Construction Manager
FEBRUARY ‘20
OCTOBER ‘19
NOVEMBER ‘19
FFD Employee Spotlight selects one employee monthly, nominated 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– CY20 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 The positive trend in service calls is due to corrective and preventative maintenance. Corrective maintenance is a task 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 .
Fiscal Year
# of Calls
FY10
32,871
FY11
28,298
FY12
24,525
FY13
16,308
FY14
16,918
FY15
13,580
FY16
12,087
FY17
12,374
FY18
11,697
FY19
9,727
FY20
7,158
FY18
% CM 48%
%SC 52%
CM Labor Hrs. SC Labor Hrs. Total 22,226 23,834 46,060
FY19
48%
52%
17,518
18,817
36,335
FY20 FY21
52% 74%
48% 26%
16,150 8,823
14,701 3,167
30,851 11,990
The number of service calls dropped significantly (by 70%) over the last ten (10) years and continues to decrease. Any building occupant can submit a service call. Service calls may be in response to a facilities related problem, or a request for a service. FFD considers Service Calls a high priority due to the impact that it has on their customers. FFD tracks service call volumes, completion rates, response times, and resolution times. The Organization 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.
FY 20 ANNUAL REPORT | Page 13
OPERATIONAL EFFICIENCIES
FY 20 ANNUAL REPORT | Page 14
OPERATIONAL EFFICIENCIES
FY 20 ANNUAL REPORT | Page 15
OPERATIONAL EFFICIENCIES
FY 20 ANNUAL REPORT | Page 16
OPERATIONAL EFFICIENCIES FAST Construction Projects
FY 20 ANNUAL REPORT | Page 17
OPERATIONAL EFFICIENCIES Notable Projects and Cost Savings D;adk;dlk;l
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 FY2020 REPAIR & ALTERATIONS CONTRACT AWARDS Hanging COVID-19 Signage (100s) Metro Entrance Roof Replacement Project Installing COVID-19 Sneeze Shields Terrazzo Flooring Replacement Project Parking Office Support 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
FY 20 ANNUAL REPORT | Page 18
$ $ $ $ $ $
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. FY 20 ANNUAL REPORT | Page 19
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Published: February 15, 2021 FY 20 FFD Annual Report | CPI Support Provided By E3 Federal Solutions 8281 Greensboro Drive, Suite 400 | McLean VA 22102 Exceptional People | Effective Solutions | Extraordinary Results
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FY 20 ANNUAL REPORT | Page 20