Appendix A-12: Office of Contracting and Administrative Services (OCAS)

FY 2000 Performance Report
Goal & Performance Indicators Checklist

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OPM STRATEGIC PLAN GOAL V

ESTABLISH OPM AS A LEADER IN CREATING AND MAINTAINING A SOUND, DIVERSE, AND COOPERATIVE WORK ENVIRONMENT.

OCAS Goal 1 -- M

Agency space costs are reduced.

This program goal was established under Strategic Goal V in order reduce the amount of money that OPM program offices spend annually for space. There is one indicator to assess whether or not this goal is achieved. We met this goal by both correcting billing errors and reducing the amount of square feet that OPM occupies.

M Reduction in GSA rental charges and square footage assignments.

In FY 2000, the space planning and design staff carried out a thorough and consistent program of reviewing and managing OPM’s overall rent bill, to ensure savings and rent reductions, where possible and appropriate. Two to three thousand dollars were saved through the year by correcting errors made by GSA in OPM’s rent bill. The program saved OPM an additional $50,000 in permanent rent reductions by challenging the need for certain storage space in field locations and persuading the relevant OPM program offices to remove the space from OPM’s inventory.

OCAS Goal 2 -- M

Procurement costs are reduced.

This program goal was established under Strategic Goal V in order to recognize the importance of using the most effective and efficient methods in acquiring the products and services OPM requires in order accomplish its responsibilities. There are six indicators to assess whether or not this goal is achieved. Of these, the second indicator, increasing the use of the purchase card, was identified at the beginning of the year as most critical for achieving the goal. This is the most important indicator because the use of the purchase card is the most efficient way of making a purchase. We met this goal by increasing the use of the purchase card by 11.6 percent over Fiscal Year 1999.

M Improved training of procurement personnel.

The Contracting Division developed a new Simplified Acquisition Training class aimed at the needs of OPM’s experienced contracting officers. The class mainly consists of case studies and class exercises that require contracting officers to apply basic concepts they learned at their initial simplified acquisition training classes. An initial pilot session of this new training class was conducted for 20 OPM contracting officers in San Francisco the week of May 8, 2000.

The Contracting Division conducted two conferences for all OPM’s contracting officers and purchase card holders in Washington, DC, and in the field (via teleconference) on November 9-10, 1999, and on July 25-26, 2000. At our November conference, we provided information on the training requirements for OPM’s contracting officers and purchase card holders; the requirements of the Greening Executive Order; lessons learned after completing the first year with the new Bank of America purchase card; and the findings associated with the review of purchase orders and purchase card transactions. At our July conference, we reported on the findings that resulted from our review of FY 1999 purchases; purchase card best practices; the Contracting Division THEO page; and, security concerns associated with contractor staff accessing OPM’s computer systems or working on site at OPM.

These conferences are valuable forums for presenting important information to OPM personnel with delegated procurement authority. The information helps to improve the quality of the procurement actions accomplished by OPM’s contracting officers and purchase cardholders.

We conducted five advanced Simplified Acquisition Procedure classes training 70 OPM contracting officers. Additionally, we conducted five Purchase Card training sessions for 50 OPM staff to be issued purchase cards.

We also conduct ad hoc training in EAGLS procedures. EAGLS is the Bank of America’s web-based software processing system that is used for processing purchase card accounting information.

M Reduced cost of purchases as a result of increased purchase card use. [Critical indicator]

This is the critical indicator because it reduces procurement costs and permits program offices to procure goods and service is a timely manner.

OPM employees used their purchase cards to make 19,229 purchases during FY 2000. The total number of purchase card transactions increased by 2,009 (or 11.6 percent) over FY 1999. We estimate that the OPM saved $1,269,114 as a result of employees using purchase cards rather than issuing purchase orders.*

*Based on savings of $66 per transaction as estimated by the Office of Federal Procurement Policy, Office of Management and Budget, and the Procurement Executives study group.

M Increased purchase orders issued to mandatory sources.

OPM purchased $13 million in products and services from mandatory sources in FY 2000, a 25 % increase over FY 1999.

M Increased use of recycled content paper.

During FY 2000, the Contracting Division issued 15 Requests for Proposals on the OPM Internet Website. Additionally, we issued 35 requests for quotations and 381 electronic purchase orders over the Federal Acquisition Computer Network. Issuing procurement documents electronically has saved OPM approximately $3,600 during FY 2000.

M Increased competition resulting in lower prices.

OCAS Goal 3 M

Mail management costs are reduced.

Many improvements in the area of mail management and postage accountability provided an opportunity to realize some cost savings for the Agency. This program goal was established under Strategic Goal V to recognize the importance of using these improvements to save postage and avoid unnecessary costs. There are three indicators to assess whether or not this goal is achieved. Of these, the first indicator, “Increasing the number of pieces of mail eligible for pre-sort discounts”, was identified at the beginning of the year as most critical in achieving the goal because it reduces program office operating costs without delaying mail. We met this goal by increasing the mail eligible for pre-sort discounts by 18 percent over Fiscal Year 1999.

M Increased number of pieces of mail eligible for pre-sort discounts. [Critical indicator]

This is the critical indicator because it reduces program office operating costs without delaying mail delivery.

OCAS conducted training classes to educate our customers in the proper addressing of mail so it will be eligible for discounts. In addition, we worked with customers to create mailing lists that can be provided to the TRB Mail Center in a format so that mailroom addressing equipment can print the customers addresses directly on outgoing envelopes.

M Fewer rental postal boxes.

OCAS Goal 4 -- M

Telecommunications costs are reduced.

This program goal was established under Strategic Goal V in order to reduce the amount of money that OPM spends for local voice telecommunications. There are two indicators. Of these, the first indicator, lower monthly charges due to correction of billing errors, was chosen at the beginning of the year as the most critical because it reduces monthly operating expenses without negatively effecting program office operations. We met this goal by receiving an $80,000 credit due to billing errors.

M Lower monthly charges, due to correction of billing errors. [Critical indicator]

This is the critical indicator because it reduces program office operating costs without negatively effecting their business operations.

OCAS’ local voice telecommunications specialists work with program offices to ensure that phone bills are accurate. In FY 2000, this process revealed a long standing error in the method used by one of OPM’s phone service providers that was corrected. The local voice telecommunications specialists successfully negotiated with the provider to remit over $80,000 in overcharges to OPM’s program offices.

M Number of lines discontinued as a result of inventories and direct Internet access.

In FY 2000, this same staff conducted its annual inventory of central office voice, fax and modem telecommunications lines to reduce unnecessary lines and reduce costs. The FY 2000 survey resulted in the elimination of 130 lines, resulting in savings to OPM of over $20,000 annually.

OCAS Goal 5 -- M

Systems and environments are improved to increase agency productivity.

This program goal was established under Strategic Goal V in order to enhance the quality of the building systems and environments that can lead to improved productivity. Five indicators were identified as key to the success of this goal. Of these, the first indicator, improved customer satisfaction with building systems and the internal environment, was identified at the beginning of the year as most critical for achieving the goal because satisfying our employees with effective systems and environment can lead to productivity increases. This goal was met by developing and implementing a building improvement strategy focused at improving the delivery of tempered air throughout the TRB.

M Improved customer satisfaction with building systems and internal environment. [Critical indicator]

This is a critical indicator because employees are more likely to be productive in a comfortable environment and healthy environment.

Whenever areas of the TRB are renovated, new booster heating coils and their associated controls are replaced. This results in increased airflow to offices and thereby moderates temperatures.

We are working closely with GSA to carry out the replacement of the TRB’s perimeter heating system. The first phase, project design, has been funded and is under way. Subsequent phases, involving construction, are scheduled to begin the spring of 2001.

The OCAS Customer Service Survey indicates that these efforts have resulted in a high level of customer satisfaction. Specifically, 89% of those who answered the questionnaire stated that they felt OCAS’ products and services are designed to meet their office needs.

M Reduced energy costs associated with heating, cooling, and lighting.

In FY 2000, the first part of OPM’s two-part Energy Savings Performance Contract with our local utility company was completed. In this part of the contract, the entire TRB was retrofitted with high-efficiency, energy-saving lighting. This will not only reduce energy consumption but will also reduce the TRB’s cooling requirements because the new lights generate significantly less heat than the lights they replaced.

The second part of this contract is well advanced. In this part, the TRB’s three 1175-ton chillers, that are the heart of the building’s air conditioning system, will be replaced in early FY 2001.

M Reduced time required to resolve building-related complaints.

The new TRB electronic service call and preventive maintenance program is fully operational. The new system allows for the entry and tracking of all service calls and the tracking and scheduling of preventive maintenance. In addition, we plan to hire additional staff to respond to customer service calls.

M Increased satisfaction with workplace environment and physical security.

In FY 2000, OCAS successfully completed a total renovation of all of the TRB’s corridors and hallways. New acoustical ceilings were installed and new carpet was laid to replace the original asbestos vinyl tiles. The installation of the new carpet reduced the number of accidents suffered by employees and visitors to the TRB.

OPM’s space planning and redesign program used two means to increase efficiencies in office space layout and project completion. In FY 2000, this staff initiated a “quick project” approach to managing space planning and design projects that involve 300 square feet, or less. This approach ensures that customers’ requests are processed and completed within 10 workdays.

In FY 2000, OCAS developed and implemented a comprehensive physical security policy for the TRB. This policy created a flexible, two-tiered security profile for the building; a lower “normal” stance and a higher “heightened” stance. In addition to making OPM able to quickly respond to changing security threats, it ensures that OPM remains fully compliant with Federal physical security guidelines and recommendations.

The OCAS Customer Service Survey indicates that these efforts have resulted in a high level of customer satisfaction. Specifically, 89% of those who answered the questionnaire stated that they felt OCAS’ products and services are designed to meet their office needs.

M Improved customer satisfaction data.

In September 2000, we conducted a TRB-wide Customer Satisfaction Survey. The survey was distributed electronically to over 1,800 occupants. The survey revealed that approximately 90 percent of those replying rated their customer service experience as positive.

The survey design was improved to encourage respondents to include narrative comments indicating what OCAS is doing well and what needs to be improved.

A work group has been formed with participants from each functional area of OCAS to develop improved processes to address areas that employees noted needed improvement.

OCAS Goal 6 -- M

Administration and OPM policy objectives are fulfilled.

This program goal was established under Strategic Goal V to recognize OCAS’ responsibility in providing the administrative services supporting OPM’s program activities, to support OPM and Administration policy priorities. There are three indicators to assess whether or not this goal is achieved. Of these, the third indicator, “Meet small business contracting goals”, was identified at the beginning of the year as most critical for achieving the goal because it is a key Federal objective. We met this goal by exceeding the targets in each category of contract awards to small business concerns.

M Support program areas in awarding contracts and hiring of welfare recipients.

All purchase orders and contracts contained a provision encouraging the contractors to fill any positions created as a result of the contract work with welfare recipients.

M Meet milestones for award of the new IS contract.

The Request for Proposals was issued on October 18, 2000. Proposals are due on December 18, 2000. We are on-schedule to award a contract by February 2001.

M Meet or exceed small business contracting goals. [Critical indicator]

This is the critical indicator because providing business opportunities for small, small disadvantaged and woman-owned businesses is a key policy objective and is directly related to the mission of the OCAS.