Department Of General Services DGS (AM0)

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Department of General ServicesDGS (AM0)MISSIONThe goal of the Department of General Services is to ensure the delivery of new or modernized, wellequipped, well-maintained, safe and secure buildings and facilities for the benefit of District residentsand employees. Further, the agency’s mission is to promote the efficient and effective management ofthe District’s real estate investments and interests through strategic portfolio management,construction and facilities management. To this end, DGS will incorporate best management practicesfrom both in the public and private sectors where useful.SUMMARY OF SERVICESThe Department of General Services (DGS) is the result of the consolidation of capital construction andreal property management functions of the Office of Public Education Facilities Modernization (OPEFM),Department of Real Estate Services (DRES), Municipal Facilities: Non-Capital Agency (ZXO), Fire andEmergency Management Services (FEMS), Metropolitan Police Department (MPD) and the facilitiesmanagement responsibilities of the Department of Parks and Recreation (DPR). Consequently, DGScarries out a broad range of real estate management functions. In addition to managing capitalimprovement and construction programs for a variety of District government agencies, DGS alsoexecutes real property acquisitions by purchase or lease, disposes of property through sale, lease orother authorized method, manages space in buildings and adjacent areas, and provides buildingmanagement services for facilities owned or operated by the District. Among the services provided areengineering, custodial, security, energy conservation, utility management, general maintenance,inspection, planning, capital repairs and improvement. In all of its endeavors, DGS is dedicated to thefollowing: Achieving Efficiency in Operations Quality in Design and Execution Excellence in Service and Maintenance Delivering Secure and Safe Places of Work for District Employees Delivering Aggressive and Attentive Management of the District’s ResourcesACCOMPLISHMENTS Sustainability and Energy diverted 150 tons of recyclable. Facilities Management implemented the preventive maintenance module to better manageHVAC, Electrical, and Plumbing Equipment. Portfolio Management executed a lease for 810 5th Street NW.Department of General ServicesGovernment of the District of ColumbiaFY 2014 Performance Accountability ReportPublished: January 20151

OVERALL AGENCY PERFORMANCETOTAL MEASURES AND INITIATIVESNumber Fully AchievedNumber Partially AchievedMeasures351261 7Number Not AchievedNumber Where Data NotAvailableNumber of Workload MeasuresInitiatives39181Number of Baseline Measures020406080RATED MEASURES AND INITIATIVESRated InitiativesRated MeasuresFully AchievedPartially AchievedFully AchievedPartially AchievedNot AchievedData Not AvailableNot AchievedData Not Available23%11%67%66%31%2%Note: Workload and Baseline Measurements are not includedDepartment of General ServicesGovernment of the District of ColumbiaFY 2014 Performance Accountability ReportPublished: January 20152

Performance Initiatives – Assessment DetailsPerformance Assessment Key:Fully achievedPartially achievedNot achievedData not reportedCapital Construction ServicesOBJECTIVE 1: Enhance project management procedures, project oversight and reporting capabilities tosupport effective management.INITIATIVE 1.1: Fully implement newly established DGS operating procedures that reflectindustry standards, and best practices.This initiative was partially achieved. In FY14 DGS revised and updated the operating proceduresand corresponding project management documents within Capital Construction Services (CCS). Group and one-on-one training sessions were provided as well as written procedures andelectronic copies of forms were loaded on the DGS – Construction webpage for easy access forproject managers and contractors. Going forward CCS will assess all forms and procedures biannually for refinement and effectiveness. Compliance will also be tracked and reviewed. INITIATIVE 1.2: Enhance data availability and reporting capabilities.This initiative was partially achieved. In FY14, CCS strategically evaluated and increased key datacapture and data availability. These changes have resulted in enhanced reporting and sharingcapabilities across the agency and with external stakeholders. CCS now can provide enhancedmanagement tools increase efficiency, effectiveness, accountability, and information sharing forboth internal and external stakeholders. CCS will continue to work to make relevant projectinformation available to the public via Archibus and the new app in development. The potentialdata available for export includes project specific data from Prolog (project management softwareand Primavera-P6). This will allow the agency to provide the public with more information aboutongoing capital projects, including key project milestones, ward location and project duration. InFY14 CCS provided critical data from the facilities condition assessments for the DC Public Schoolfacilities to inform and enhance preventative maintenance schedules. Finally, DGS will improveinternal controls by integrating data across multiple platforms (such as iPlan, Archibus and Prolog)to improve capital budget development, reporting, tracking and facilities maintenance data.INITIATIVE 1.3: Establish periodic management and project manager training.This initiative was fully achieved. In FY14 the Capital Construction Services Division providedtraining and work sessions for new project managers and those who self-identified as neededadditional training for both Prolog and Primavera-P6. The training was focused on increasingsystem functionality and those required procedures needed for operational efficiency and jobperformance (related to budget and project schedule outcomes).Department of General ServicesGovernment of the District of ColumbiaFY 2014 Performance Accountability ReportPublished: January 20153

OBJECTIVE 2: Efficiently manage the planning, modernization and new construction of public safetyfacilities.INITIATIVE 2.1: Efficiently manage the modernization and new construction of public safetyfacilities.This initiative was fully achieved. In FY14, DGS continued construction on various public safety facilities, such as the Inmate Processing Center, various fire stations, police stations and multipleother sites. In FY14 DGS began design work on the Fire and Emergency. Finally, DGS continued therenovation of the former Merritt School for use by the Metropolitan Police Department 6thPrecinct & Youth Division. Medical Services (FEMS) fire station Engine 27. INITIATIVE 2.2: Develop a Public Safety Master Facilities Plan.This initiative was partially achieved. In FY14, DGS continued its collaboration with the Office ofPlanning and other District agencies to complete the Public Safety Master Facilities Plan. In FY14,consultant hired has completed assessment of the existing conditions, critical capital repairprojections, and exploration of development options. The work completed in FY14 includesrecommendations for facility improvements and opportunities for consolidation of facilities andfunctions that will enable agencies to achieve operational efficiencies.OBJECTIVE 3: Efficiently manage the planning, modernization and new construction of educationfacilities and schools. (One City Action Plan Action 2.2.1; and Sustainable DC Equity and DiversityAction 1.1).INITIATIVE 3.1: Start construction and complete the modernization and/or new construction ofDCPS elementary schools. (One City Action Plan Action 2.2.1; and Sustainable DC Plan Equity andDiversity Action 1.1)This initiative was fully achieved. In FY14, DGS continued construction on the following schools:Hearst Elementary School at 3950 37th St., NW; Mann Elementary School at 4430 Newark St., NW;and Shepherd Elementary School at 7800 14th St, NW. DGS began construction on Hyde-AddisonElementary School at 3219 O St., NW and commenced the design for LaFayette Elementary School at 5701 Broad Branch Rd. NW.In FY14, DGS completed Phase I modernizations at five schools. Phase I modernizations includedthe complete modernization of classrooms in accordance with Master Facility Plan ClassroomPerformance Criteria, new DGS Design Guidelines, and DCPS Guiding Principles. Elementaryschools that received Phase I modernizations in FY14 include: West Education Campus at 1338Farragut St NW; Houston Elementary School at 1100 50th Pl. NE; Payne Elementary School at 1445C St. SE; Stanton Elementary School at 2701 Naylor Rd. SE; and Plummer Elementary School at4601 Texas Ave. SE. INITIATIVE 3.2: Start construction and complete the modernization and/or new construction ofDCPS middle schools. (One City Action Plan Action 2.2.1; and Sustainable DC Plan Equity andDiversity Action 1.1)This initiative was fully achieved. In FY14, DGS completed construction on the following middleschools: Stuart Hobson Middle School at 410 E St., NE; Brookland Middle School at 1401 MichiganAve., NE; Johnson Middle School at 1400 Bruce Pl., SE; and Rose Reno @ Alice Deal Middle Schoolat 3815 Fort Dr., NW. In addition, DGS began design on Kramer Middle School at 1700 Q St SE; andShaw Middle School at 10th St. N.W.Department of General ServicesGovernment of the District of ColumbiaFY 2014 Performance Accountability ReportPublished: January 20154

INITIATIVE 3.3: Start construction and complete the modernization and/or new construction ofDCPS High Schools. (One City Action Plan Action 2.2.1; and Sustainable DC Plan Equity andDiversity Action 1.1)This initiative was partially achieved. In FY14, DGS continued modernization construction at twohigh schools, start construction on two high schools and advance the design work of one highschool modernizations. Modernization efforts created a more conducive learning environmentthat is consistent with the vision of the Mayor and the Office of the Chancellor as identified in theMaster Facilities Plan. Dunbar High School at 1301 New Jersey Ave., NW and Ballou Senior HighSchool at 3401 4th St., SE modernization projects continued in FY14. In addition, constructioncommenced on Roosevelt High School at 4301 13th St., NW; and Ellington High School at 169835th St., NW. Finally, design work for Spingarn Career Technology Education High School at 2500Benning Road, NE has been placed on hold. INITIATIVE 3.4: Promote and expand the use of School Improvement Teams (SITs).This initiative was fully achieved. In FY14, DGS expanded the SIT partner network by 10 whilecontinuing 12 SITs to maximize community participation and feedback on several projectsincluding: Spingarn CTE High School; Johnson Middle School; Kramer Middle School; Shaw MiddleSchool, Lafayette Elementary School, Orr Elementary School, West Elementary School, HoustonElementary School, Payne Elementary School, and Plummer Elementary School. DGS continued towork with SITs for: Ballou Senior High School; Dunbar High School; Ellington High School;Roosevelt High School; Brookland Middle School, Rose Reno @ Alice Deal Middle School; StuartHobson Middle School, Hearst Elementary School; Mann Elementary School; Stanton ElementarySchool; Shepherd Elementary School; and River Terrace Elementary School. INITIATIVE 3.5: Initiate and begin work on special education classroom projects.This initiative was fully achieved. In FY14 DGS continued to work collaboratively with DCPS toidentify appropriate locations within the existing real estate portfolio to create high performingspecial education classrooms. This included the development of a plan for the River Terracefacility to create a high performing special education space. The facility will include lower andupper school programs and include space for occupational and physical therapy.OBJECTIVE 4: Efficiently manage the planning, modernization and new construction of recreationcenters, parks, fields, playgrounds, and pools. (Age-Friendly DC Goal: Domain # 1).INITIATIVE 4.1: Start construction and complete the modernization and/or new construction ofDPR recreation centers. (Age-Friendly DC Goal: Domain # 1)This initiative was partially achieved. In FY14, DGS procured a design builder(s) to commencework on six (6) recreation centers. This work entails new construction or major modernizations tothe entire building facility and exterior site improvements of the playground and/or athletic field/court areas. The FY14 projects are: Ridge Road Recreation Center (Winter 2016); FriendshipRecreation Center (Winter 2015); Benning-Stoddert Recreation Center (Summer 2016); MarvinGaye Recreation Center (Summer 2016); Kenilworth Recreation Center (Spring 2016) and PalisadesRecreation Center (Fall 2016).Department of General ServicesGovernment of the District of ColumbiaFY 2014 Performance Accountability ReportPublished: January 20155

INITIATIVE 4.2: Complete the construction and renovation of DPR playgrounds, parks, and fields(Sustainable DC Plan Nature Action 3.3, Age-Friendly DC Goal: Domain # 1).This initiative was fully achieved. In FY14, DGS began and completed 14 park projects. Theseprojects included: Fort Stevens Playground, Forest Hills Playground, Banneker Community CenterPlayground, Mitchell Park Playground, Brentwood Park Playground, Southwest Park Playground,Benning Park Playground, Sherwood Park Playground, Hillcrest Park Playground, Congress HeightsPlayground, Kennedy Park Playground, Douglass Community Playground, Turkey ThicketRecreation Playground, and Newark Community Playground.These park and playground modernizations included play equipment replacements, site amenityupgrades, adult exercise areas, passive play/relaxation areas and planned community gardenareas. An Additional 7 park project will be completed by the end of the calendar year. Theseprojects include: Rose Park Playground, Marvin Gaye Park Playground, Ferebee Hope ParkPlayground, Guy Mason Park Playground, Lafayette Park Playground, a