Prepared by:
Sheral Gates, APE
Bob Bailey (consultant)
Dennis Corelis, PSB
Dave Sharkey, BPM
Sandra Duveneck, DGS Exec
Lee Willoughby, PMB

Brainstorm Possible Improvements:

1. Involve End Users (Occupants and Facilities Management) early in process and on an on-going basis.
2. Be flexible to meet program needs.
3. Customer rates RESD/consultants performance.
4. Regular communications between customer and RESD team.
5. Building and Property Management Branch (BPMB) should involved at start of design and throughout process
6. BPM needs to know about upcoming projects with sufficient lead-time to plan staffing.
7. BPM needs to understand customer needs.
8. Establish design guidelines.
9. Establish and follow written project goals (quality, time, cost) at the beginning of the project and evaluate performance based on how those goals are met.

Question 1

• What should the initial focus be?
  • On Customers with large numbers of repetitive projects (most bang for the buck).
• Which Clients Fulfill the Above Criteria?
  • CDF - California Department of Forestry and Fire protection
  • CDC - California Department of Corrections
  • DYA - California Department of the Youth Authority
  • DGS - Department of General Services

Question 2

• What are possible benefits to DGS?
  • Immediate opportunities to put into practice.
  • Improved customer satisfaction.
  • Achieve DGS vision/mission and goals.
  • Minimize program-caused change orders.
  • Improve operating efficiency of users.

Question 3

• What existing evaluation efforts might be built on to create this effort?
  • Project evaluations of 5/10% of completed projects - 6-12 months after completion (PMB).
  • BPMB annual tenant meetings.
  • DCU project evaluation (PSB).
  • APE program update for regional plans.
  • CAMB annual customer survey.
  • Customer productivity data? Performance measures?
  • Project/planning meetings - feedback improvements?

Question 4

• Who should be the Hero?
  • At the level of Assistant Deputy Director, Deputy Director or above
  • A person with 'juice'
  • Someone respected within and outside the organization
  • Someone who understands the importance of the effort.
• Who should initiate and run the program?
  • One leader with sole responsibility.
  • Interbranch matrix team should provide direction.
  • Support staff to do the work with involvement by customers and control agencies.

Question 6: How can we integrate it with the daily procedures and activities in DGS?

• Make it part of our strategic/business plan.
• Establish and enforce written procedures.
• Relate the results of the POEs to our performance measures.
• Ensure buy-in by executives, managers and supervisors.

Question 7: What barriers are there to implementation?

• Heavy workload
• Lack of commitment from upper management
• Fear of accountability
• Resistance to change
• Cost
• Customer apathy/resistance or hidden agendas
• Control agencies

Question 8: How Can We Overcome the Barriers?

• Improve efficiency and effectiveness of internal control and processing systems (accounting, legal, contracts)
• Reduce controls - use guidelines in lieu of exhaustive micro-management reviews.
• Educate staff and customers.
• Demonstrate benefits.
• Reduce long-term costs.

Current Capital Outlay Process with Potential POE Feedback Loops

POEs could provide feedback and product process improvement suggestions for all levels of the capital outlay process.