FY2018 Performance Accountability Report Mission Summary .
Department of General Services FY2018FY2018 Performance Accountability ReportThe Performance Accountability Report (PAR) measures each agency's performance for the fiscal year against the agency's performance plan and includes majoraccomplishments, updates on initiatives, and key performance indicators (KPIs).MissionThe goal of the Department of General Services is to ensure the delivery of new or modernized, well-equipped, well-maintained, safe and secure buildings andfacilities for the benefit of District residents and employees.Summary of ServicesThe Department of General Services (DGS) carries out a broad range of real estate management functions. In addition to managing capital improvement andconstruction programs for a variety of District government agencies, DGS also executes real property acquisitions by purchase or lease, disposes of property throughsale, lease or other authorized method, manages space in buildings and adjacent areas, and provides building management services for facilities owned or operatedby the District. Among the services provided are engineering, custodial, security, energy conservation, utility management, general maintenance, inspection,planning, capital repairs and improvement. In all of its endeavors, DGS is dedicated to the following: Achieving Efficiency in Operations; Quality in Design andExecution; Excellence in Service and Maintenance; Delivering Secure and Safe Places of Work for District Employees; and Delivering Aggressive and AttentiveManagement of the District's Resources.FY18 Top AccomplishmentsWhat is theaccomplishmentthatyour agencywants tohighlight?How did this accomplishment impact residents of DC?How did this accomplishment impact your agency?First LEED PlatinumCityDGS installed the nation's largest solar installation at H.D. WoodsonHigh School in Ward 7. ÄAs a result, the District of Columbia was namedthe‘First LEED Platinum City’ by the U.S. Green Building Council, theleading program for green buildings and communities worldwide. ÄWitha combined 670 kilowatt (kW) solar roof and parking lot installation, thesolar PV system at HD Woodson is the most powerful solar powergenerating system in the District. ÄThe solar PPAs require relatively littleDistrict government capital upfront. In addition, over the agreements’20-year terms, the PPAs save DC taxpayers an estimated 25 million,invest 25 million in the local economy, and support more than 190green jobs.DGS has aligned its work with Mayor Bowser's vision to ensurethat DC continues to be the greenest city in the world. Ourcollaboration to build Public-Private Partnerships helped DGSachieve its goals and make the best use of taxpayer dollars. ÄDGSpartners invested close to 35 million in this project, including forlabor and materials. Leading partners include WGL EnergySystems and Standard Solar, as well as Bluefin / Lightbox Energy,DC Solar JV (which includes PEER Consultants and Solar ParkUSA), Sol Systems, M W Group, WDC Solar, and New ColumbiaEnergy along with nearly a dozen construction groups.Short-Term FamilyHousingThe new Short-Term Family Housing Facilities provides a dignified,In support of Mayor Muriel Bowser’s HomewardDC plan to endservice-enriched temporary housing for families with minor children who homelessness; DGS is responsible for the design, constructionare experiencing homelessness.and/or modernization of these facilities to provide housing forour families experiencing homelessness across all 8 wards. DGS isproud to have delivered The Kennedy in Ward 4 and The Horizonin Ward 7 in FY18.Page 1 of 28
What is theaccomplishmentthatyour agencywants tohighlight?DC InfrastructureAcademyHow did this accomplishment impact residents of DC?The DC Infrastructure Academy will provide residents with thenecessary skills to maintain careers in one of the fastest growingindustries in the nation. The Academy, which brings multipleinfrastructure related workforce development programs togetherunder one roof, will focus on serving underemployed andunemployed residents. Through private and public partnerships,the DC Infrastructure Academy will provide high-quality, specializedtraining and other workforce development programs that helpDistrict residents secure high-paying, long-term employment in theinfrastructure industry.How did this accomplishment impact your agency?Infrastructure is one of the fastest growing industries in thecountry. To meet thatneed in the District, DGS transformed Wilkinson ElementarySchool into the District’sfirst Infrastructure Academy. The DC Infrastructure Academywill provide residentswith the necessary skills to maintain careers in the workforce.2018 Strategic ObjectivesObjectiveNumberStrategic Objective1 Office of the Director - Provides overall leadership for the department, including policy development, planning, performance measures,accountability, service integration and customer service. The director’s office also administers day-to-day operations of the department, includingoperating and capital budget preparation and administration, training, contract management logistics, facilities support and human resources.2 Contracting and Procurement Division - Provides service and support to DGS in procuring goods and services that fall into the following categories:construction, architecture and engineering; facilities maintenance and operation; real estate asset management (including leasing and auditing); andutility contracts and security. Ä3 Portfolio Management Division - Manages and secures contracted Lease space for the District, and identifies and develops plans for short, mediumand long-term real estate needs.4 Capital Construction Division/Project Delivery - Ensures the effective and efficient management, planning, modernization, construction andrenovation of public safety, municipal and recreation facilities for the District. Ä5 Facilities Management Division - Provides a clean, safe and operational work, living, learning and play environments for District agencies, emergencyresponders, residents and visitors through effective and efficient facilities management and maintenance.6 Protective Services Division - Coordinates, manages and provides security service for District Government facilities through the use of Special PoliceOfficers and Security Officers, Civilian Employees and Contractors. Ä7 ÄSustainability and Energy Division - Makes existing and new DGS buildings the most environmentally sustainable, comfortable, and resource efficientof any city in the US. DGS-SE will use sustainability to positively impact the District’s occupants, students, visitors, and reduce the environmentalburden of District owned buildings.8 Create and maintain a highly efficient, transparent and responsive District government **2018 Key Performance IndicatorsPage 2 of 28
n1 - Office of the Director - Provides overall leadership for the department, including policy development, planning, performance measures,accountability, service integration and customer service. The director’s office also administers day-to-day operations of the department,including operating and capital budget preparation and administration, training, contract management logistics, facilities support and humanresources.ÄÄ(5 Measures)ÄPercentage of DGS Quarterly 20%employees whocompleted at least 1customer caremodule in theprevious quarterNo dataavailableNo dataavailableNo dataavailableNo dataavailable0%UnmetPercentage of MSS Quarterly 20%employees whocompleted at least 1MSS course in theprevious ge ofannual DGSexpendablebudget of procuredgoods and services,includingconstruction goodsand services, spentwith small nualMeasureAnnualMeasure131.3%MetPercentage ofowned vehiclesbeyond their nualMeasureAnnualMeasure50%MetAverage age ofDGS fleet vehicles ureAnnualMeasure6MetDGS continuedto experiencechallenges ingenerating anaccurate reportof trainingcompliance forDGS personnel.The reports donot reflect alltrainingcompleted bystaff. ÄA requestwas made toDCHR Center forLearning andDevelopment fora report, but onewas not receivedat the time ofdata entry.Page 3 of 28
n2 - Contracting and Procurement Division - Provides service and support to DGS in procuring goods and services that fall into the followingcategories: construction, architecture and engineering; facilities maintenance and operation; real estate asset management (including leasingand auditing); and utility contracts and security. ÄÄÄ(10 Measures)ÄThe averageQuarterly 7processing time forSmall Purchases 100,000 or less(in business days)89667.3NearlyMetThis was a dueto changes instaffing andimplementationof newprocesses. ÄThe averageQuarterly 15processing time forContractModification change orders, taskorders, adminmods (in businessdays)13152112.416.4NearlyMetThis was a dueto changes instaffing andimplementationof newprocesses. ÄThe percentagedecrease in thenumber ofEmergencyprocurementsQuarterly 5-67-16.7336161UnmetThe increasewas due to thenumber ofemergencyprocurementsduring SummerReadiness forDCPS. ÄThe percentage oftotal PurchaseOrders awarded toSBE firmsQuarterly 50%47.9%69.1%56.5%67.4%58.8%MetThe percentage ofcontracts renewedbeyond contracttermsQuarterly 5%33.2%6.6%7%36%18%MetThe percentagedecrease in thenumber ofratificationsQuarterly -5%-100%-76.5%-88.2%-88.2%-52.9%MetThe percentagedecrease in thenumber of SoleSourceprocurementsQuarterly The averageQuarterly 90processing time fora Request forPage 4 of 28
nProposal (RFP) (inbusiness days)The averageQuarterly 65processing time forInvitation for Bid(IFB) (in businessdays)42.3576230.145MetThe percentage of Quarterly 90%solicitationscompleted withinagreed 2%Met3 - Portfolio Management Division - Manages and secures contracted Lease space for the District, and identifies and develops plans for short,medium and long-term real estate needs. ÄÄ(5 Measures)ÄPercent of officespace leased vs.ownedQuarterly 45%46.5%45.8%45.8%45.8%46%NearlyMetWe arecurrently at3.3M SF ofleased spaceand 3.9M SF ofowned space.Total dollar amount Quarterly 160,000,000 37,956,272 37,999,709 41,566,130 40,876,195 158,398,306 Metpaid for leasedspaceEastern Marketactual revenueQuarterly 950,000Percentage change Annuallyin property value1%Percentage change Quarterly 85%in actual vs. marketrent 320,209 185,473 254,543.8 215,273.7 nualMeasureWaiting onData82.4%81.2%83.2%79.6%81.6%MetMet4 - Capital Construction Division/Project Delivery - Ensures the effective and efficient management, planning, modernization, constructionand renovation of public safety, municipal and recreation facilities for the District. ÄÄÄ(12 Measures)ÄPercentage ofQuarterly 90%approved invoicessubmitted to OCFOfor paymentprocessing within15 calendar days ofreceipt63.1%78.5%87.2%77.2%77.8%UnmetThis unmet KPIwas due to alarge influx ofinvoices duringthe fiscal yearcloseout, andthat DGS had asignificantturnover ofPage 5 of 28
nProjectManagers fromthe previousfiscal year.Percentage ofsafety plansreceived forprojects more than 10 MQuarterly 75%No dataavailableNo dataavailableNo dataavailableNo dataavailable0%UnmetThisinformation wasnot capturedcorrectly in theprojectmanagementsoftware.PerformanceManagement isworking withthe CapitalConstructionand ProjectDelivery teamsto develop amethodologyfor collectingthis data.Percentage ofowner directedchange orders onactive educationprojects comparedto the definitizedcontractQuarterly 10%9.2%4.4%57.7%54.3%29.2%UnmetThese particularchange ordersare ownerdriven, andsince DGS is theimplementingagency, wework with theowner agencyto carry out itsvision for thefacility.Percentage ofowner directedchange orders onactive municipalprojects comparedto the definitizedcontractQuarterly 10%244.5%25.2%29.4%39.9%72.6%UnmetThese particularchange ordersare ownerdriven, andsince DGS is theimplementingagency, wework with theowner agencyto carry out itsvision for thefacility.Percentage ofunforeseen sitecondition changeorders on activeQuarterly 5%6.2%62.7%132.2%59.3%45.4%UnmetThese particularchange ordersare driven bythe condition ofPage 6 of 28
MeasureFreqTargetQ1Q2Q3Q4FY2018KPIStatuseducation projectscompared to thedefinitized contractExplanationthe buildingsite and are outof control ofDGS. Anexample mightbe anundergroundpipe orremoving of abuilding thatwas not on thesite plan.Percentage ofQuarterly 5%unforeseen sitecondition changeorders on activerecreation projectscompared to thedefinitized ents5.6%5.7%UnmetPercentage ofeligible activeconstructionprojects that aretrackingLeadership inEnergy andEnvironment(LEED) Silver orbetterQuarterly 50%100%50.5%100%24.8%50.7%MetPercent of eligibleactive constructionprojects that aretrackingLeadership inEnergy andEnvironment(LEED) aboveSilver, which isGold or PlatinumQuarterly 50%56%34.1%64.9%68.3%50.7%MetPercentage ofconstructionQuarterly 75%98.3%97.5%93.5%78.2%90.9%MetThese particularchange ordersare driven bythe condition ofthe buildingsite and are outof control ofDGS. Anexample mightbe anundergroundpipe orremoving of abuilding thatwas not on thesite plan.Page 7 of 28
MeasureFreqTargetQ1Q2Q3Q4FY2018KPIStatusPercentage ofQuarterly 75%constructionprojects on budgetaccording to thedefinitized contract99.2%98.3%84.4%83%90.2%MetPercentage ofowner directedchange orders onactive recreationprojects comparedto the etExplanationprojects onscheduleaccording to thedefinitized contractQuarterly 10%Percentage ofQuarterly 5%unforeseen sitecondition changeorders on activemunicipal projectscompared to thedefinitized contract5 - Facilities Management Division - Provides a clean, safe and operational work, living, learning and play environments for District agencies,emergency responders, residents and visitors through effective and efficient facilities management and maintenance. (5 Measures)Percentage ofemergencymaintenancerequestsresponded towithin 2 hours thispast quarter – perservice levelagreement (SLA)Quarterly 90%90.7%84.3%89.3%85.5%86.6%NearlyMetTwo quartersdrove down theannual average.Q2 wasimpacted bymultipleweather eventsthat influencedstaffdeployment.Q4 wasimpacted by asignificantturnover in thework ordermanagementteam and atargeted focuson schoolreadinessinitiatives –both of thesePage 8 of 28
ninfluenced staffdeployment.Percentage of highpriority workorders completedwithin 10 days thispast quarter – perservice levelagreement (SLA)Quarterly 80%62.2%63.6%69%49.8%52.9%UnmetDue to FY18spendingpressures,some workorders were puton holdpendingadditionalfunds. As theKPI is anaverage, thisdrove themeasurementlower.Percentage ofroutine workorders completedwithin 30 days thispast quarter – perservice levelagreement (SLA)Quarterly 85%43.9%90.8%91.3%No dataavailable73.6%UnmetDue to FY18spendingpressures,some workorders were puton holdpendingadditionalfunds. As theKPI is anaverage, thisdrove themeasurementlower.Percentage of work Quarterly 40%orders initiated byowner45%45.3%No dataavailable49.8%46.5%MetPercentage of work Quarterly 20%orders initiated bybuilding managerNo dataavailableNo dataavailableNo dataavailableNo dataavailableNo dataavailable6 - Protective Services Division - Coordinates, manages and provides security service for District Government facilities through the use ofSpecial Police Officers and Security Officers, Civilian Employees and Contractors. (3 Measures)Percentage ofAccess ControlGuard Postspassing inspection(compliancechecks)Quarterly 95%88.3%100%100%100%92.8%NearlyMetIn Q1 of FY18PSD wentthrough atransition andduring this timethere was not aspecific officerassigned toperformPage 9 of 28
ncompliancechecks.Therefore, thenumber ofcompliancechecks beingperformed byPSD officerswas low duringthe beginningof the year.Since that timePSD hascharged allofficers onpatrol withperformingcompliancechecks.Percentage ofQuarterly 95%Screening Postspassing %MetPercentage ofeligible officersreceiving trainingas scheduled100%100%100%100%100%MetQuarterly 100%7 - Sustainability and Energy Division - Makes existing and new DGS buildings the most environmentally sustainable, comfortable, andresource efficient of any city in the US. DGS-SE will use sustainability to positively impact the District’s occupants, students, visitors, andreduce the environmental burden of District owned buildings. (14 Measures)Percentageincrease inparticipating inDCPS RecyclesProgram ualMeasureAnnualMeasure1.7%UnmetTwo factorsprimarilycontributed toa lower-thanexpecteduptick inparticipation inthe DCPSRecyclescompostprogram:1. The agencyexperiencedconsiderableperformanceissues with thecontractedorganicsPage 10 of 28
nhauler,resulting inorganicmaterial noncollection atseveralparticipatingschools. Due torisk related tothe unreliabilityof the hauler,DCPS Recycles!program staffopted tominimize effortsto bring newschools into thecompostingprogram.Considerablestaff time isrequired tobring each newschool into theprogram; thepotential fornon-collectionat a schoolunfamiliar withthe programcreated a risk ofwasted stafftime and poorperception ofthe program,which wouldnegativelyimpact thepossibility ofbringing moreschools into theprogram in thefuture.2. TheSchoolsConservationCoordinatorposition wasvacant for asignificantportion of FY18and remainsvacant.Page 11 of 28
MeasurePercentageChange in AnnualNatural ureAnnualMeasureAnnualMeasure13.4%UnmetThe increase inannual naturalgasconsumptionduring FY18 isprimarilyattributable toweather. Whennormalized forweather,portfolioconsumptiondecreased.The percentage of Annuallysites with BuildingAutomation Systemand/or SensorNetworkdeployment thatare connected toVolttron and havetrending andtagging in placewhere AdvancedOperations Reportsare easureAnnualMeasure31%UnmetIn FY18 weren'table to meetour BAS sensornetwork goalbecause ofresourceconstraintsacross theagency: theresourceshortagelimited themoney andtime that DGSSE was able tocommit toexpandingVolttrondeploymentand advancedreporting, andit also limitedthe criticalcooperationfrom otherdivisions,particularlyFacilities andMaintenance.PercentageChange inElectricity PeakDemand nualMeasure-0.4%UnmetFurtherinvestigationwill be requiredto identifyspecific reasonsfor the increasein electricitypeak demand.Currently, theSustainability &AnnuallyPage 12 of 28
nEnergy divisiondoes not haveall informationrequired toconclusivelydetermine whatcaused anincrease inpeak demand.However,factorsincludingincreasedusage andexpandedoccupancyhours ofmodernizedbuildings likelycontributed tothis increase.PercentageChange in %UnmetFurtherinvestigationwill be requiredto identifyspecific reasonsfor the increaseinconsumption.Currently, theSustainability &Energy divisiondoes not haveall informationrequired toconclusivelydetermine whatcaused anincrease inconsumption.Factors thatinfluencee
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