performance management presentation improve environmental quality

1

ORF

Performance Management Presentation

Improve Environmental Quality

Team Members:

Kenny Floyd, Jim Carscadden, Bill Ketner, Charlyn Lee, Valerie Nottingham, Don Wilson

Division of Environmental Protection ORF National Institutes of Health

January 21, 2004

2

ORF

Table of Contents

Main Presentation

PM Template ……………………………….……………………………………….4

Customer Perspective……………………….………………………………….6

Internal Business Process Perspective………………………………….17

Learning and Growth Perspective…………………………………………34

Financial Perspective…………………………………………………………….37

Conclusions and Recommendations………………………………………42

3

ORF

Table of Contents (cont.)

AppendixPage 2 of template………………………….……………………………….Customer Perspective

C2a: List Name of Measure…………………………………………….C2b: List Name of Measure…………………………………………….C2c: List Name of Measure…………………………………………….

Internal Business Process PerspectiveIB1a: List Name of Measure……………………………………………. IB1b: List Name of Measure……………………………………………. IB3a: List Name of Measure…………………………………………….

Learning and Growth PerspectiveLG1b: List Name of Measure…………………………………………….

LG2a: List Name of Measure…………………………………………….Financial Perspective

F1a: List Name of Measure……………………………………………. F2a: List Name of Measure……………………………………………. F3a: List Name of Measure…………………………………………….

C4a: List Name of Measure…………………………………………….

4

ORFImprove Environmental Quality

Service Group

Performance Management Plan (PMP)

DS3: Manage Hazardous Waste Streams

DS2: Manage Solid Waste Streams

DS1: Ensure Regulatory Compliance

Discrete Services

Division Approval/Date: Associate Director Approval/Date:

Service Strategy

We further the biomedical research mission, facilitating NIH's environmental stewardship and providing flexibility in meeting corporate environmental concerns by using the foundation of trust developed over time, our specialized experience at the NIH, and

Value Proposition

DS4: Manage Environmental Remediation Projects

Team Leader

We ensure NIH regulatory compliance in environmental and waste-related issues and provide a comprehensive waste management service for the NIH. We manage the comprehensive NIH Environmental Management System, which integrates environmental pollution pre

Strategy Description

Team Members

Ken Floyd

Don Wilson, Valerie Nottingham, Jim Carscadden, Charlyn Lee, Bill Ketner.

Date: 12/15/03

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

5

ORF

Relationship Among Performance Objectives

• The objectives under this service group all have a common theme of meeting regulatory requirements. A common goal for each discrete service is reduced liability and maintaining good public relations.

• This presentation will focus on the waste management discrete services.

6

ORFResults from the FY04 ORF Customer Scorecard

Service Group: Improve Environmental Quality

Product/Service: Manage Solid Waste Streams

December 15, 2003

Summary prepared by the Office of Quality Management (OQM) and SAIC

7

ORF

Objective Measure FY 03 Target FY04 Target FY05 Target Initiative Owner

Cu

sto

mer

C1: Increase customer satisfaction

C1: Score on customized version of Customer Scorecard

Establish baseline

Maintain 95% +

Maintain 95% +

8

ORF Methodology

• Goal was to survey a sample of our 800 documented chemical waste collection customers

• 100 customers were randomly selected from our database of 800 customers

• Customer Scorecards were hand-delivered to the 100 customers

• Instructions requested that the survey be completed and mailed to our office

9

ORF Survey Distribution

FY04 Administration

Number of Surveys Distributed 100

Number of respondents 17Response Rate 17%

10

ORF

FY04 Satisfaction Ratings

8.83

8.94

9.29

8.82

9

9

9.06

8.88

1 2 3 4 5 6 7 8 9 10

Handling of Problems

Competence

Convenience

Responsiveness

Availability

Reliability

Timeliness

Quality

* Cost N = 17

Unsatisfactory

Outstanding

* Respondents did not choose numerical ratings on this category

11

ORF

Scatter DiagramFY04 Customer Importance and Satisfaction Ratings

Note: The Importance rating scale ranges from 1 - 10 where “1” represents Unimportant and “10” represents Important. The Satisfaction rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.

Note: A smaller portion of the chart is shown so that the individual data points can be labeled.

8.50

8.60

8.70

8.80

8.90

9.00

9.10

9.20

9.30

9.40

9.50

9.60

9.70

9.80

9.90

10.00

8.50 8.60 8.70 8.80 8.90 9.00 9.10 9.20 9.30 9.40 9.50 9.60 9.70 9.80 9.90 10.00

Satisfaction

Imp

ort

an

ce

SATISFIED,IMPORTANT

Convenience

Responsiveness

Availability


Competence

Quality

Timeliness

ReliabilityReliability

Data based on 17 respondentsCost not included since not rated on satisfaction

12

ORF

Scatter DiagramFY04 Customer Importance and Satisfaction Ratings: A Closer Look

Note: A smaller portion of the chart is shown so that the individual data points can be labeled.

8.50

8.60

8.70

8.80

8.90

9.00

9.10

9.20

9.30

9.40

9.50

9.60

9.70

9.80

9.90

10.00

8.50 8.60 8.70 8.80 8.90 9.00 9.10 9.20 9.30 9.40 9.50 9.60 9.70 9.80 9.90 10.00

Satisfaction

Imp

ort

an

ce

SATISFIED,IMPORTANT

Convenience

Responsiveness

Availability


Competence

Quality

Timeliness

Reliability

Data based on 17 respondentsCost not included since not rated on satisfaction

13

ORF

FY04 Timeliness RatingWaste collection services provided within 24 hours of customer request – Frequency of Response

0

1

2

3

4

5

6

7

8

9

10

11

12

1 2 3 4 5 6 7 8 9 10 DK NA

Fre

qu

en

cy o

f R

esp

on

se

Unsatisfactory Outstanding

N = 17

Mean = 9.56

Median = 10

14

ORF

Customer CommentsWhat was done particularly well?

• I have had no problems with collection of material. • Very responsive to our calls/needs. All the people who come to DLM are

courteous and professional. Keep doing the good job!• Timeliness of removal.• Timely responsiveness.• Very quick to pick up wastes. All personnel from phone help to those coming to

the lab have been extremely pleasant and appear to be quite competent.• Quick responsiveness. Always easy to reach.• The pick-up team always arrives within a day of our request.• Very timely.• Removal.• Maintaining the physical dumpsters.

15

ORFCustomer CommentsWhat needs to be improved?

• Communication on the actual cost of services to the end user.• Communication by phone. We did not place all items in boxes, so two trips were

required.• Stop the contract clean-up crews from washing animal waste and bedding from

being washed down. The storm drain leading to the NIH creeks. The waste is located near the 14A Cage wash "Somat" dumpster. This area needs constant monitoring so a waste management problem does not get out of hand.

16

ORFOther Customer Comments

• I am very satisfied.• We would like to find the funnel that is shorter and transparent if available.• I don't know what the cost is so I can't comment on this. It may be very

important.• I really dislike this scorecard. Suggest that it be tailored to the service being

evaluated.

17

ORFSummarizing Your Customer Scorecard Data

• Overall the surveys show a high level of customer satisfaction– The customers place a high importance on the reliability of

the service and are very satisfied with the convenience.

• Future actions• We will continue to improve communications with our

customers and address their needs thru changes to the contract service and attention to contract performance requirements.

18

ORF

Internal Business Process Perspective


IB1: Implement Environmental Audit Program for new NIH Environmental Management System (DS1, DS2)

1. Audit protocol developed 2. No. of audits performed

1. 70% 2. Zero

1. 100% 2. 25 internal audits

1. N/A 2. 6 facility audits

1. Engage external support to provide training 2. Perform initial audits, to be followed up by other audits

Val

IB2: Facilitate and encourage the minimization of hazardous and toxic chemical use (DS1, DS2)

1. No. of training events 2. Reduced toxic chemical inventory 3. Waste generation vs. customer base

1. Zero 2. 75% of toxic chemical labs are inventoried 3. Reduce 5% from FY02 levels by customer base

1. 3 2. 100% of labs inventoried 3. Reduce 5% from FY03 levels by customer base

1. 3 2. 100% of labs inventoried 3. Reduce 5% from FY03 levels by customer base

1. Develop website training 2. Initiate database tracking of 50% of lab inventories

Val

IB3: Improve coordination and timely updating of environmental and emergency plans (DS1, DS2)

1. How soon plans are updated from date of notification

1. < 3 months

1. < 3 months

1. < 3 months

1. Web-based initiative to improve coordination and development of website

Val

IB4: Improve "institutional" compliance (DS1, DS2)

1. Ratio of credits required and credits used 2. No. of pH violations 3. % of discharges that met WSSC standards 4. % of c

1. Maintain positive ratio 2. 0 violations 3. 100% 4.

1. Increase ratio over FY03 levels 2. 0 violations 3. 100% 4.

1. Increase ratio over FY04 levels 2. 0 violations 3. 100% 4.

1. Formalize an institutional forest conservation plan with Md. Dept. of Natural Resources (MDNR) 2. Construct combined SS centralized construction dumpsters

Val

IB5: Improve project-specific compliance (DS1, DS2)

1. No. of projects obtaining all required plans and permits 2. % of ongoing compliance with plans and permits 3. No. of unapproved discharges

1. 100% 2. 100% 3. Zero

1. 100% 2. 100% 3. Zero

1. 100% 2. 100% 3. Zero

1. Provide awareness training on permit requirements. 2. Develop and implement tracking system for improved compliance 3. Institute program of periodic site inspections

Jim Carscadden

IB6: Minimize NIH liability due to toxic and hazardous chemicals (DS1, DS2, DS3)

1. Identify priority chemicals for reduction 2. Reduce levels of CFCs, mercury, lead, phosphoric acid, and methanol in accordance with executive Order 13148

1. Five chemicals identified (complete) 2. Reduce 25% from FY02 level

1. N/A 2. Reduce 25% from FY03 level

1. N/A 2. Reduce 25% from FY04 levels

1. Develop and provide training to NIH staff 2. Fully implement decommissioning

Ken Floyd

Inte

rnal

Bu

sin

ess

19

ORF


IB7: Improve recycling service (DS1, DS2)

1. Time between customer collection request and delivery of service 2. Timeliness and effectiveness of recyclable collections

1. 100% < 24 hours 2. 100%

1. 100% < 24 hours 2. 100%

1. 100% < 24 hours 2. 100%

1. Review daily service reports and place calls 2. Monitor several buildings per month and investigate complaints

Don Wilson

IB8: Improve Solid Waste service (DS1, DS2)

1. Timely and effective emptying of exterior trash dumpsters to prevent overfilling and loading dock backups 2. Effectiveness of waste reduction efforts accomplished through the recycling program

1. No more than 10% at a time, 100% of the time 2. % recyclable increase over FY02



1. View containers on campus daily and investigate complaints 2. Track monthly container reports and calculate % at end of year. 3. Promote additional recycling efforts -- new materials, or recycling in more areas

Don Wilson

IB9: Improve effectiveness of hazardous waste management (DS1, DS3)

1. Time between customer collection request and delivery of service 2. Effectiveness of using recycling options as compared to destruction of disposal 3. Number of re

1. 100% of requests < 24 hours (not PB now) 2. Increase over previous years/pb std 3. Zero 4. 95%

1. 100% of requests <24 hours 2. Increase over previous years/pb std 3. Zero 4. 100%

1. 100% of requests < 24 hours/new pb standard 2. Increase over previous years/pb std 3. Zero 4. 100%

1, Create performance-based stds in new contract 2. Create performance-based stds 3. Monitor facility daily, visit labs, and provide training

Don Wilson

IB10: Improve effectiveness of medical waste management (DS1, DS3)

1. Time between MPW boxes placed in storage areas by customer and removed by contractor

Pb 100% in < 3 hours



1. Monitor weekly and investigate complaints 2. Evaluate potential for streamlining medical waste disposal process

Don Wilson

Internal Business Process PerspectiveContinued

20

ORF

Performance Measures

IB7-1: Time between customer collection request and delivery of service (PBSC Measure)

– Contract Performance Standard: Receive service request calls for recycling collection from Project Officer or customers by phone or electronic means, document electronically and respond within 24 hours.

– AQL = 100% of all service request calls serviced within 24 hours

– Results: AQL measured for 12 months. Met AQL in 51 of 52 weeks = 98.08% Compliance

21

ORF IB7-1: Compliance with 24 hour Recycling Pick Up Requests


Internal Business Process Perspective

Compliance History for 24 hour Recycling Pick-up Requests FY 03

52 Week Measurement Monitored Weekly

98.08% Percent Compliant

1.92% Percent Non-Compliant

22

ORF


IB7-2: Timeliness and effectiveness of recyclable collections (PBSC Measure)

– Contract Performance Standard: Timely and efficient collection of recyclable materials from interior and exterior containers and liners replaced as required in the SOW

– AQL = No more than 10% of a representative sample of all containers in use greater than 50% full as measured within 4 hours of scheduled service.

– Results: AQL measured for 52 weeks. Met AQL in 52 of 52 weeks = 100% Compliance

23

ORF


IB8-1: Collection and Disposal of Solid Waste

– Timely and effective emptying of exterior trash dumpsters to prevent overfilling and loading dock backups (PBSC Measure)

– Contract Performance Standard: Empty containers on schedules that allows continuous loading from the dock.

– AQL = No more than 10% of containers full and unable to receive additional trash on main campus during core hours.


24

ORF

IB8-1: Compliance with Timeliness and Effectiveness of Emptying Dumpsters to Prevent Overfilling – 52 week measurement


100.00%

0.00%

Internal Business Process Perspective52 Week Measurement - Monitored Weekly

Non-Compliance

Timeliness & Effectiveness

Oct 02 Nov 02 Dec 02 Apr 03Mar 03Feb 03Jan 03 Sept 03May 03 June 03 July 03

03

Aug 03

52 Weeks

25

ORF

IB8-2: Effectiveness of Waste Reduction Efforts Accomplished through the Recycling Program


Collection and Disposal of Solid Waste

- Effectiveness of waste reduction efforts accomplished through the recycling program

- The effectiveness was determined by taking the amounts recycled divided by amounts of solid waste plus amounts recycled. This provides a percentage of solid waste reduction achieved through recycling.

- Results: Achieve an average recycling rate of 30.30% for FY2003

26

ORF IB8-2: Effectiveness of Waste Reduction Efforts Accomplished through the Recycling Program


30%

70%

Total RecycleNet Trash

27

ORF Performance Measures

IB9-1: Collection and Disposal of Hazardous Waste

– Time between customer collection request and delivery of service

– The effectiveness was determined by using the ORS Customer Scorecard. We added an extra question on the Scorecard to measure whether the customers felt that contract requirement for providing waste collection services within 24 hours of request was being met.

– Results: Of the 12 responders that answered the question, all 12 gave a perfect score of 10 = 100% compliance

28

ORF

FY04 Timeliness RatingWaste collection services provided within 24 hours of customer request – Frequency of Response

0

1

2

3

4

5

6

7

8

9

10

11

12

1 2 3 4 5 6 7 8 9 10 DK NA

Fre

qu

en

cy o

f R

esp

on

se

Unsatisfactory Outstanding

N = 17

Mean = 9.56

Median = 10

29

ORF

IB9-2: Effectiveness of Recycling/Reuse of Hazardous Waste

– Effectiveness of using recycling options as compared to destruction or disposal

– The effectiveness was determined by calculating the total weight of hazardous waste recovered for reuse divided by the the total weight disposed plus weight recovered for reuse. This provides a percentage of hazardous waste that was effectively recovered for reuse.

– Results: Achieved a recycling rate of 21.7% for FY03. This is a very good recycling rate due to the light weight of many recyclable waste streams. The recycling rate in FY02 was 18%. This was a 20.5% improvement over the previous year.


30


IB9-3: Compliance with Hazardous Waste Regulations

– Effectiveness of hazardous waste regulatory compliance as measured by regulatory violations

– The effectiveness was determined by documenting any regulatory violations received in FY03.

– Results: No regulatory violations were received = 100% compliance

31

ORF

Performance Measures IB9-3: Effectiveness of Hazardous Waste Regulatory Compliance FY 03

8.83

8.94

9.29

8.82

9

9

9.06

8.88

1 2 3 4 5 6 7 8 9 10


Competence

Convenience

Responsiveness

Availability

Reliability

Timeliness

Quality

* Cost

* Respondents did not choose numerical ratings on this category

Average Customer Satisfaction = 89.78%

N = 17

32


IB10-1: Collection and Disposal of Medical Pathological Waste

– Time between MPW boxes placed in storage areas by customer and removed by Contractor (PBSC Measure)

– Contract Performance Standard: Timely and efficient collection of MPW containers from building interiors and loading docks

– AQL = 90% of all MPW containers collected on-site within 3 hours of being set-out by generator.


33

ORF

Internal Business Process PerspectiveWhat does the data tell you?

• Recycling Services: We met our contract performance based standards 100% of the time.

• Solid Waste Services: We met our contract performance based standard 100% of the time and we increased our recycling rate to 30%. FY02 rate was 25%.

• Hazardous Waste Services: We increased our recycling rate, operated in full regulatory compliance, and achieved a very high score from customers on the Customer Score Card.

• Medical Waste Services: We met our contract performance based standard 100% of the time.

34

ORF

Internal Business Process PerspectiveWhat actions are planned?

• Recycling Services: Strive to maintain and improve this high level of performance.

• Solid Waste Services: Strive to maintain and improve this high level of performance and continue to pursue a recycling rate goal of 50%.

• Hazardous Waste Services: Strive to increase our recycling rate, maintain our full regulatory compliance, and achieve an even higher score from customers on the Customer Score Card.

• Medical Waste Services: Strive to maintain and improve this high level of performance.

35

ORF

Learning and Growth Perspective


L&G1: Encourage cross-training

1. % of staff receiving cross-training (or cross-training updates) in all critical areas each year

1. 100% 1. 100% 1. 100%

1. Formalize cross-training on Emergency Response Plan 2. Environmental Audit Process

Ken Floyd

L&G2: Ensure that staff has continuous education in wide range of relevant areas

1. No. of education opportunities per staff members 2. Diversity of education opportunities by staff members 3. Meet all required training and document [??]

1. Fully utilize budget



1. Document required basic levels of training in all technical areas

Ken Floyd

Lear

ning

and

Gro

wth

36

ORF

$11,7

57.9

6

$12,4

81.1

5

$9,8

95.8

7

$12,1

05.7

7

$1,7

13.5

7

$1,6

06.6

4

$1,4

59.3

9

$1,3

53.9

4

$380.4

4

$369.5

5

$397.2

0

$319.9

0

$145.3

7

$152.2

8

$127.9

0

$132.9

0

$1.00

$100.00

$10,000.00

$1,000,000.00

Yearly Cost per Metric Ton

Waste Management Stream in Unit Cost Per Metric Ton

Logarithmic Overview of Unit Cost in Metric Tons Measured Over Time in Years

37

ORF

Financial Perspective


F1: Minimize unit cost at a define service level for managing ensuring regulatory compliance

F1: Compare this year's unit cost for this discrete service to last year's

Maintain or lower FY02 unit costs



F2: Minimize unit cost at a define service level for managing waste streams





F3: Minimize unit cost at a define service level for managing NIH Environmental Remediation Projects





Fin

anci

al

38

ORF

Financial PerspectiveWhat does the data tell you?

• DEP provides top quality waste services to the NIH without significant costs increases from year to year

• Solid waste cost does not account for removal from within the building to the exterior waste collection container

• Solid waste and recycled materials are directly related, as one goes up the other comes down

39

ORFConclusions from PMP

• List major findings from your PMP- Quality of services have remained at the highest levels

• List any improvements achieved- 20% increase in solid waste recycling- 21% increase in hazardous waste recycling

• Highlight initiatives for FY04- Continue to increase hazardous and solid waste recycling rates- Continue hazardous waste operations in full regulatory compliance

performance management presentation improve environmental quality

Documents

gmls office

gmlsnew process

nihs environmental stewardship

office processes

gmls administrative

office procedures

office managemetn procedures

customer perspectivec2a