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U)
F. Providing Security Services
G. Processing Incoming and Outgoing Mail
H. Tracking the Building and Facilities Appropriation
I. Consolidation/Headquarters Planning
J. The Wellness Center
K. Safety and Health Inspections of Headquarters Facilities
L. Policy and Program Development
M. Safety, Health and Environmental Management Program Audits
N. Headquarters Shuttle Bus
O. Headquarters Parking
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I. Introduction to Standards of Service
What are the Office of Administration's standards?
Standards are reasonable or average time requirements for the delivery of a service. The Office of Administration at
EPA defines a standard as:
"The number of days we require to process a request and deliver the requested service to our client's
satisfaction."
What purpose do standards serve? -
To inform EPA employees of the average processing time necessary to provide their requested service.
To evaluate the efficiency and effectiveness of our service delivery.
To identify services taking an unusually long time to deliver.
To establish goals for our staff to provide support at the optimum level.
How can standards be used?
The Office of Administration believes that EPA Managers can use these standards to:
Educate their employees about the various internal steps and external factors and their requirements which are
necessary to provide a service.
Anticipate the total length of time it takes for a service to be completed.
Determine when it is appropriate to intervene in the process if a service is not progressing.
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II. Background.
The Office of Administration provides routine and requested support to EPA employees. Many different types of
requested services are handled by OA each day, such as printing and photocopying, processing mail, managing the Health Unit and
Wellness Center, moving employees and ensuring that our Headquarters facilities are operated effectively.
Some of these requested services can be processed internally within a short timeframe, but external factors and their
requirements, i.e., General Services Administration (GSA), and Waterside Management Company (WMC) control the majority of the
processing procedures. In the development of our standards, we identified areas of concern where the standards are based on external
factors and requirements.
Various surveys, client services focus group discussions, and our Office's managers identified some of the areas they believe
standards are required. We will track and monitor OA's progress against these standards. The results will be periodically
reported to our clients. We believe this information will help EPA managers in scheduling their requests and tracking these
requests more effectively.
*
Communications- The components of the Office of Administration meet regularly to discuss upcoming facility-related projects
which might impact the working conditions of employees (moves, renovations, painting, etc.), to develop internal controls to protect
employees during these projects. FMSD, SHEMD, and union officials have established a partnership team which meets weekly to
discuss facility-related projects and other employee safety and health issues, and the team conducts weekly inspections of Headquarters
buildings (they are scheduled in a way that ensures that every workplace is inspected at least annually). The partnership not only
improves communications between inspection team members, but it also allows team members to jointly discuss working conditions and
issues with all Headquarters employees at least annually. Identified problems are documented in writing and communicated to
responsible officials for corrective action, and the team develops follow-up plans to monitor corrective actions.
Timeliness - OA responds to employee requests for assistance in a timely manner. When warranted, follow-up technical
assessments are scheduled within IS days of an initial investigation. Services include timely information/data gathering, on-site
technical analyses with calibrated scientific equipment and strict Quality Assurance procedures.
Responsiveness - OA response times are based on the severity of the risks, number of employees affected, and support services
available. Quite often, there is a need to respond to the integrated/coordinated concerns of SHEMD, FMSD, and union officials, which
in some cases require flexibility in scheduling. In a standard request, OA usually responds with an on-site preliminary technical
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assessment within 24 hours of the request.
Consistency - O A deploys credentialed and certified professionals to perform its technical services; strictly follows mandates
contained in current statutes and regulations; designs comprehensive equipment calibration protocol and QA/QC plans when technical
equipment is used to collect environmental data; and develops detailed written reports of findings. Material Safety Data Sheets
(MSDS) are reviewed before any new procedures are used at Headquarters.
How to Use a Standard:
Each time you request a type of OA service, a series of processes begin. To give you a feel for how the process works, let's
trace a typical requested service from start to finish. We can begin by examining the standard for printing speciality jobs.
The printing of specialty type jobs, including color printing and technical forms, requires specifications and instructions for the
printer to follow in order to obtain your expected results and an A-l quality printing product. Once you submit your request to the
Printing Office, a planning meeting is usually set up with a Printing Specialist in order to determine your requirements for the finished
product. After the planning meeting, the Printing Specialist will write the specifications for the job and prepare a cost estimate. The
Printing Specialist has the expertise and knowledge to recommend the best available format, style, and layout suitable for your
particular finished product.
Your requested delivery schedule is negotiated with the appropriate contractor. Your requisition is then sent to the appropriate
printer for printing. Finally the obligating document is sent to FMD for obligation of the funds to the commitment clerk for your
program.
If typesetting is required, you will need to request galley and page proofs so you can read them for corrections and/or changes
prior to the final printing. The length of time for this standard will vary depending on the type, complexity and urgency of the job. A
bill for the total printing cost is forwarded to FMD and your commitment clerk.
/ ...
Reminder - We also have a Client Services Representative who can help you with your service needs. Call 260-2100.
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A. STANDARDS FOR PROCURING OUTSIDE SOURCES (GOVERNMENT PRINTING OFFICE fGPOl. GPO
COMMERCIAL CONTRACTORS. FIELD SERVICE PLANTS! AND STANDARDS FOR IN-HOUSE PRINTING
Office: . Document Production, Recycling, and Mail Management Branch, Facilities Management and Services
Division (260-2125)
PRINTING FROM OUTSIDE SOURCES
Definition: The printing of specialty type jobs includes color printing, technical forms, A-l quality printing and large volume
books and pamphlets which are over 60,000 production units. (The total number of pages times the total number
of copies equal the total production units.) The cost for specialty jobs are charged to the program offices. Time
standards vary depending on the complexity of the job and the fact that once EPA sends the job
request to the GPO, we no longer control the process. As well as measuring response time for service, strong
emphasis will be placed on achieving high levels of quality for the service and products provided; measured by
our Customer Satisfaction Survey conducted at the time of product pickup.
Process
EPA-2200-9 received, reviewed, best
printing method selected, cost estimated,
appropriate requisition prepared, obligating
document sent to Financial Management
Division (FMD) and requestor.
Requisition sent to the appropriate printer
for printing. Printing time includes page
proofs, review by client, final printing and
delivery.
Record delivery information and certify
bills; forward copy of requisition with
final cost to FMD and the program's
commitment clerk.
Standard Time Expressed in Working Davs
5-20
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Total Working Days
8-24
IN-HOUSE PRINTING
Definition: The printing of non-specialty type jobs including forms, documents that are side stapled or saddle stitched,
pamphlets and routine loose sheet publications. These requests cannot consist of more than 60,000 production
units. (The total number of pages times the total number of copies equal the total production units.) There are
no costs to the programs for this service, unless overtime is necessary. As well as measuring response time for
service, strong emphasis will be placed on achieving high levels of quality for the service and products provided;
measured by our Customer Satisfaction Survey conducted at the time of product pickup.
. Process
EPA-2200-9 received, reviewed, and entered onto Log.
Printing schedule negotiated with program office,
job printed and delivered.
Standard Time Expressed in Working Davs
1-7
Total Working Days
1-7
The Printing Standard was previously adopted as one of the top OARM-wide Service Standards. The following performance was
achieved on those measures.
Additional Measures for Outside Printing Jobs;
- The goal of achieving a 90% success rate in processing and shipping all outside printing requests within 2 days from
initial receipt was met. . . .
- The Customer Satisfaction Survey, conducted at pickup time for each completed outside print job, achieved and
exceeded the target of at least 90% customer satisfaction.
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Additional Measures for In-House Printing Jobs;
- The goal of achieving a 90% success rate in completing and preparing for pickup all in-house print jobs within 7
working days of initial receipt, was surpassed with a 98% success rate.
- The Customer Satisfaction Survey, conducted at pickup time for each completed in-house print job, achieved and
exceeded the target of at least 90% customer satisfaction.
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B. STANDARDS FOR THE BUILDING SERVICES DESK -WATERSIDE MALL
Office: Facilities Operations Branch, Facilities Management and Services Division (260-2100)
Definition: The Building Services Desk assists EPA personnel with building maintenance problems, questions and concerns.
Maintenance includes hot/cold temperatures, power outages, cleaning, plumbing, pest control, etc.
Kl
Process:
For all maintenance issues, the client contacts the Building
Services Desk (260-2100) to report the problem and a ticket
is prepared immediately and sent electronically to the building
owner's maintenance office.
Temperature Problems
1. An inspector checks the temperature.
2. If the temperature is out of range, a maintenance
ticket is prepared and sent electronically to the
building owner's maintenance office.
3. Service is performed by the building owner.
Other Problems
1. Plumbing problems and leaks.
2. Special cleaning, i.e., spills, floods and leaks.
3. Electrical repairs, i.e., replacement of light bulbs, power outages
and receptacle repairs.
Standard Time Expressed in Hours
1 hour
1 hour
48 hours*
48 hours
1 hour
48 hours
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4. Elevator malfunctions.
5. Pest Treatment
.25 hours
5 days
Measures for Reported Temperature Problems; :
- The goal of achieving a 95% success rate in responding within 1 hour to a reported temperature problem,
Measures for Plumbing and Electrical Problems; . .
- The goal of achieving a 90% success rate in responding to and correcting all plumbing and electrical problems within
48 hours from the time the problem is reported.
Measures for Elevator Malfunction; '
- The goal of achieving a 100% success rate in responding to any reported elevator malfunction within 15 minutes from
the time the problem is reported.
* - The 48 hour time frame is established by the building owner.
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4. Elevator malfunctions.
5. Pest Treatment
.25 hours
8 hours
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B-l. STANDARDS FOR THE BUILDING SERVICES DESK - RONALD REAGAN BUILDING
Office: Facilities Operations Branch, Facilities Management and Services Division (260-2100) .
Definition: The Building Services Desk assists EPA personnel in coordination with GSA on building maintenance issues,
questions and concerns. Maintenance includes hot/cold temperatures, power outages, cleaning, plumbing, pest
control, etc.
Process:
For all maintenance issues, the client contacts the Building
Services Desk (260-2100) to report the problem and a ticket
is prepared immediately and sent to GSA and Consolidated (GSA's
Construction Contractor)
Temperature Problems
1. GSA sends someone from Consolidated to check the
temperature.
2. If the temperature is out of range, Consolidated will
bring the temperature back to the acceptable level.
Other Problems
1. Plumbing problems and leaks.
2. Special cleaning, i.e., spills, floods and leaks.
3. Electrical repairs, i.e., replacement of light bulbs, power outages
- and receptacle repairs.
Standard Time Expressed in Hours
H hour
8 hours
8 hours
'/z hour
8 hours
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C. STANDARDS FOR BUILDING ALTERATIONS
Office: Facilities Operations Branch, Facilities Management and Services Division (260-20S5)
Definition: Building Alterations are modifications to office space performed by the building owner that consist of unit
prices and negotiated prices. Building alterations include painting, demolition and construction of wails and
doors and electrical, lighting and HVAC modifications. Time standards may vary significantly depending on
the size and scope of work and the timeliness of client responses to requests for information and approvals. The
time standards outlined below cover jobs costing from $0 to $10,000.
Process
EPA 5100-8 received, reviewed for approval, logged in,.
assigned to a Facilities Services Specialist (FSS) and
acknowledged with a telephone call.
After acknowledging receipt of the 5100-8, a field inspection
is made by an FSS and the design contractor. Determination
is made as to the appropriate handling procedures.
FOB and the design contractor check the feasibility and
safety aspects of the requested work; work with program
office to redesign modifications if it is not feasible or to
alleviate safety violations; and obtains justification and
additional specifications from program office.
Design contractor prepares detailed design drawings outlining the
scope of work and a comprehensive estimate for the program office.
Following client approval of final design, design contractor prepares
final drawings and receives client sign-off.
Standard Time Expressed in Working Davs
14
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5. Following client sign-off of final drawings. FSS receives final
pricing from the building owner and requests funding from requestor.
6. Following receipt of funding from requestor. FSS awards
contract to building owner.
7. Building owner schedules work through FOB allowing
sufficient time to ready work-site for construction.
i
8. Requested work is started and completed.
TOTAL WORKING DAYS
10
54*
* Total working days does not factor in client response times for design approvals and
submission of funding.
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D. STANDARDS FOR OFFICE RELOCATIONS
Office: Facilities Operations Branch, Facilities Management and Services Division (260-2100)
Definition: Office Relocations are relocations of personnel; including boxes, furniture and equipment within offices and
between buildings. Coordination is required between Facilities, Telecommunications, Security and Labor
Services.
00
2.
Process:
Following receipt of complete documentation from
client, relocation is scheduled at a weekly coordination
meeting (Thursday morning meeting) with Telecommuni-
cations, Facilities, Security and Labor Services.
Complete documentation includes receipt of
Union Clearance for bargaining employees,
completion of a Facilities Services Request,
(EPA Form 5100-8), Relocation Worksheet (EPA
Form 5100-4) and Telecommunications Services
Request (EPA Form 5020-1).
Following establishment of relocation date at weekly
coordination meetings, client is notified of date.
Standard Time Expressed inDavs
3. Relocation is performed.
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STANDARDS FOR PROVIDING LABOR SERVICES
Office: Facilities Operations Branch, Facilities Management and Services Division (260-2085)
Definition: Facilities Services Requests (EPA Form 5100-8) are required for all Labor Services requests for Headquarters
and satellite buildings. Upon receipt of the 5100-8, the Labor Services Contractor will call client to
acknowledge receipt and schedule requested work. Services may be performed within a 100 mile radius when
necessary. Services include receiving, shipping, relocation of personnel, furniture, equipment and supplies,
recycle pickup, shredding and surplus of items to GSA and storage.
Process
1. Intra-office moves of personnel, equipment, furniture, etc.
2. . Delivery of equipment, furniture, supplies, etc.
3. Removal of excess supplies, equipment, furniture, etc. for surplus.
4. Pickup of recycle paper, newspapers, etc.
S. Removal of documents for shredding.
6. Maintenance repairs, i.e., assembly of furniture, minor furniture
repairs, installation of bulletin boards, etc.
Standard Time Expressed in Days
4
5
5
2
3
3
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F. STANDARDS FOR f ROVIPING SECURITY SERVICES
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Office: Security Management Section, Facilities Management and Services Division (260-6352)
Definition: The Security Management Section provides security services at all EPA headquarter's locations and assists EPA
personnel with building security problems, questions and concerns. In addition to providing security, the
Security Management Section administers EPA's Occupancy Emergency Plan (OEP) Fire Drills, issues official
EPA Credentials, provides lock and key control, and responds to office lockouts.
Process
Occupancy Emergency Plan (Fire Drills-)
OEP Fire Drills conducted on yearly basis for all buildings
Conduct training session for EPA Hdqtrs. employees
to instruct on evacuation procedures (including
physically challenged procedures.
Issue Call Letter to determine number and location
of physically challenged employees.
Fire Drill Procedures:
1. OEP Team relocates to OEP Command Center.
2. Disaster Assessment Team reports to location of fire
3. Facility Managers report to their area of responsibility.
4. Notify employees fire drill evacuation process is complete.
Standard Time Expressed in Days
Yearly
Yearly
Yearly
Immediately
Immediately
Immediately
Immediately upon
OEP Command Center
decision
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M
NJ
Credentials
Requests for Credentials are received from the
Headquarters and Region Security Representative.
Credentials are prepared at Headquarters and
issued.
Receive 5100's requesting lock and key work.
Schedule work as requests come in;
Lock and Ke Control
5 days
5-10 work days
1. Stamp in 5100's.
2. Notify EPA employee that request
has been received.
3 . Request parts and complete job.
1 hour
1 hour
5-10 work days
Lock Outs
The security office receives a call from an
employee who is locked out of his office.
1. Once call is received, Security Staff requests
the following information: caller's name to
verify request is for the caller's office;
office location and type of lock on the door.
2. The security staff immediately notifies
a member of the security support
contractor staff to respond.
15 minutes
15 minutes
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3, A security support person is dispatched"
to the area. After the room is open,
security support reports back to the
Security staff.
ro
UJ
30 minutes(WSM/Fairchild)
2 hours (Satellite Buildings)
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F.-
STANDARDS FOR PROVIDING SECURITY SERVICES
Office: Security Management Section, Facilities Management and Services Division (260-6352)
Definition: The Security Management Section provides security services at all EPA headquarter's locations and assists EPA
personnel with building security problems, questions and concerns. In addition to providing security, the
Security Management Section administers EPA's Occupancy Emergency Plan (OEP) Fire Drills, issues official
EPA Credentials, provides lock and key control, and responds to office lockouts.
Process
Occupancy Emergency Plan (Fire Drills')
OEP Fire Drills conducted on yearly basis for all buildings
Conduct training session for EPA Hdqtrs. employees
to instruct on evacuation procedures (including
physically challenged procedures.
Issue Call Letter to determine number and location
of physically challenged employees.
Fire Drill Procedures:
1. OEP Team relocates to OEP Command Center.
2. Disaster Assessment Team reports to location of fire
3. Facility Managers report to their area of responsibility.
4. Notify employees fire drill evacuation process is complete.
Standard Time Expressed in Days
Yearly
Yearly
Yearly
Immediately
Immediately
Immediately
Immediately upon
OEP Command Center
decision
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U1
Credentials
Requests for Credentials are received from the
Headquarters and Region Security Representative.
Credentials are prepared at Headquarters and
issued.
Receive 5100's requesting lock and key work.
Schedule work as requests come in:
Lock and Key Control
1. Stamp in 5100's.
2. Notify EPA employee that request
has been received.
3. Request parts and complete job.
5-10 work days
Lockouts
The security office receives a call from an
employee who is locked out of his office,
1. Once call is received, Security Staff requests
§8 ^ the following information: caller's name to
8 J? .3J verify request is for the caller's office;
i? 2 S office location and type of lock on the door.
IV)
' 15 minutes
3 °\. §" "§ 2. The security staff immediately notifies
1^ S. a member of the security support
i 52 § contractor staff to respond.
15 minutes
z
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3. A security support person is dispatched"
to the area. After the room is open,
security support reports back to the
Security staff.
en
30 minutes(WSM/Fairchild)
2 hours (Satellite Buildings)
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G. STANDARDS FOR PROCESSING INCOMING AND OUTGOING MAIL
Office: Document Production, Recycling, and Mail Management Branch (260-2040), Facilities Management and Services
Division (260-2040)
Definition: The receipt, sorting and delivery of incoming mail from the U.S. Postal Service (USPS) and affixing postage to the
outgoing USPS and United Parcel Service (UPS) mail. All mail is sorted and delivered twice a day to officially
designated mail .stops. Accountable mail is received, tracked and delivered to mail stops.
Process:
Standard Time Expressed in Hours
N>
vl
Incoming USPS and internal EPA
1. Receive and sort by addressee/mail
code and deliver to mail stops. Mail is
delivered twice a day to the designated
satellite mailrooms for sorting and delivery
by messenger.
Incoming Accountable Mail
2.. All accountable mail identification numbers
are entered into the computerized tracking
system, delivered and signed for by program
offices. Accountable mail is Registered,
Certified, Express and Insured Mail. Data
is maintained in computerized system and
original records are kept to prove delivery.
6 Hours
4 Hours
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Is*
CO
Outgoing USPS and Outgoing UPS ,
1. Outgoing mail is picked up from program .
offices or delivered by .program offices
to the mailroom. The mailroom determines
appropriate/economical class of service or
follows request from the mailer. These
classes are: First Class, Standard B,
International, Certified or Registered. Mailroom
meters the postage to each mail piece, and prepares
and delivers to the loading dock for pick-up by the
USPS or UPS representative. Upon receipt in the
mailroom, all outgoing mail .is processed for
pick-up by the USPS or UPS at the scheduled
times. 8 Hours
Incoming USPS and Internal EPA Mail Metric; One day each month, a random sample of incoming USPS and internal EPA mail
will be tracked from the time of its receipt to the time of its delivery. The results will be reported in the OA Quarterly Report.
Incoming Accountable Mail Metric: A tracking system is maintained by. mail services. Full quarterly results regarding delivery time
performance will be reported in the OA Quarterly Report. ' ' ;
Outgoing USPS and Outgoing UPS Mail Metric: Mail services will measure time performance on a daily basis and full quarterly
results will be reported in the OA Quarterly Report.
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H. STANDARDS FOR DEVELOPING AND IMPLEMENTING THE BUILDINGS AND FACILITIES
APPROPRIATION; FOR APPROVING SPACE REQUESTS FOR GSA-LEASED SPACE; AND FOR PROVIDING
PROFESSIONAL SERVICES FOR B&F AND NEW DESIGN AND CONSTRUCTION PROJECTS
Office: Architecture, Engineering, and Real Estate Branch (AEREB), Facilities Management and Services Division
(FMSD) (260-2160)
H(l) - DEVELOPING THE B&F APPROPRIATION
H(2) - IMPLEMENTING THE B&F APPROPRIATION
H(3) - APPROVING A SPACE REQUEST FOR GSA-LEASED SPACE
Nl
ID
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- DEVELOPING THE B&F APPROPRIATION
Definition: The Office of Administration (OA) issues an annual Buildings and Facilities (B&F), Space, and
Telecommunications Call Letter for developing the outyear budget. (The outyear is that fiscal year two years
after the current fiscal year.) Within FMSD, AEREB planners, architects, engineers and realty specialists review
and verify the project submissions and rank the projects against a matrix developed to help provide consistent
scoring. The Safety, Health and Environmental Management Division (SHEMD) personnel review the projects
to insure that they adequately address environmental compliance, health, and safety issues and standards. FMSD
then analyzes and prioritizes all projects and, with guidance from OA, develops the outyear B&F request. FMSD
then submits the B&F request to OA for incorporation into the agency's budget request. FMSD sponsors the
B&F Committee Meeting to present the B&F program and issues to the B&F Committee members (Assistant
Regional Administrators and Office Directors).
Process
1 a. OA Conducts B&F workshops to familiarize Program and Regional
personnel with current information, requirements and process.
2a. OA issues the annual B&F, Space, and Telecommunications Call
Letter.
3a. Submissions in response to the Call Letter are developed by the
Programs and Regions and sent to FMSD.
4a. FMSD acknowledges receipt of submissions.
Sa. AEREB/SHEMD analyze submissions, AEREB prioritizes projects.
6a. FMSD develops B&F request and submits to OA.
7a. FMSD sponsors the B&F Committee Meeting to present the
budget to and discuss issues with the B&F committee members
(Assistant Regional Administrators and Office Directors).
Standard. Time, Expressed in Days
November/December
Within 30 days of approval of
previous year Operating Plan
Within 60 days of issuing B&F Call
Letter
Within 30 days of receipt
Within 60 days of receipt
Within 90 days of receipt
Within twelve weeks after the
Agency budget is sent to Congress.
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Hf2) - IMPLEMENTING THE B&F APPROPRIATION
Definition: Within FMSD, AEREB develops the current year Operating Plan after the Budget is approved. OA reviews and
approves the Operating Plan, and FMSD then notifies the Programs and Regions of the Operating Plan, Projects
are assigned to AEREB personnel or teams who proceed to implement the Plan.
Process
Ib. AEREB develops the formal current year Operating Plan after the
Budget is approved and communicates to OA.
2b. OA reviews and approves the Operating Plan.
3b. AEREB Chief assigns each project under the Operating Plan,
generally to the AEREB staff member who is responsible for a
region or facility with that project, and AEREB then implements
the Operating Plan. Each staff member develops a Work Plan for
each project identified in the Operating Plan. Key milestone dates,
such as design start/complete dates and construction start/complete
dates, are negotiated with the customer and are then established to
mark critical phases of a project.
4b. Each AEREB staff member maintains a written record of the status
of funding and of completion of each project in the Operating Plan,
- and a quarterly report of the status of funding and of the status of
project completion for each project is prepared and provided to the
FMSD Director and to AEREB's customers.
Standard Time Expressed in Days
Within 30 days after the Budget is
approved
Within 60 days after the. Budget is
approved.
Negotiated Work Plans complete
within 45 calendar days after
approval of the Operating Plan.
The 15th of October, January, April
& July.
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ffl3) - APPROVING A SPACE REQUEST FOR GSA-LEASED SPACE
Definition: Within FMSD, AEREB receives requests for additional space in GSA-leased buildings from customers on a SF-
81 Space Request Form. The request is received and reviewed by a real estate specialist within AEREB and is
approved or disapproved by the Director of FMSD. Approved requests are forwarded to the General Services
Administration for implementation.
Process
Ib. AEREB receives, logs in and assigns a request for space to a real
estate specialist, and acknowledges receipt of the request with a
telephone call, E-Mail or FAX.
2b. The real estate specialist reviews the request and submits it to the
FMSD director for action. Approved requests are forwarded to
GSA and the customer is notified of the action. The customer is
notified of disapproved requests.
3b. The real estate specialist notifies the customer when the space is
assigned by GSA.
4b. The real estate specialist notifies Resource Management Staff
(RMS) when the space is assigned by GSA.
Standard Time Expressed in Davs
Within 5 calendar days after the
request is received
Within 21 calendar days after the
request is received.
Within 5 calendar days of GSA-
notification
Within 5 calendar days of GSA-
notification
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STANDARDS FOR CONSOLIDATION/HEADOUARTERS PLANNING
10
Office: New Headquarters Project
Definition: The New Headquarters Project task is to provide quality services to our customers in relation to
consolidating them into headquarters space which is responsive to their functional needs and reflective of the
Agency's mission requirements. The key aspects are addressed as follows:
Process
Employees are involved and informed regarding this process;
information is disseminated on a regular basis.
1. LAN Messages
2. New HQs News
3. 260-INFO Information Center
4 Building Displays (WSM, CS, CM, CG, FC
and Literature Racks)
5. Video (for briefings, display case, TV monitors)
Standard Time in Working Davs
Every 45 days
Every 60 days
Every 60 days
Every 120 days
Semi-annually
Employee requests for information are responded to in a timely manner; customer needs are met, and they are integrated
successfully into our teams. All customer issues, questions, inquiries and complaints are addressed.
Customer inquiries
2 days
Customer input is gathered and synthesized into our planning process through a cluster of program and technical committees, as
well as post-move client surveys (so that move processes can be continuously improved). New HQ is committed to maintaining
these teams throughout the life of the project, and engaging each when relevant issues arise. All headquarters consolidation
services are handled in a consistent, professional manner for all program offices.
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7. Client input/feedback
As needed
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STANDARDS FOR THE WELLNESS CENTER
Office: Safety Health and Environmental Management Division
1. Physical Examinations ,
Definition: A "wellness" exam intended to screen for major organ dysfunction and/or pre-disease condition. You must be an
EPA employee 40 years or older or GS-14 or higher to receive an exam at one of the health units, There is no
charge to the employee or program office for this service. Time standards vary according to current demand.
Process
a. Qualified employees call for an appointment
which is scheduled in two parts.
b. First part of exam
c. Second part of exam
(# of days following first part)
Standard Time (Working Days)
Minimum Maximum
15
1
30
OT
IIJ
Activity:
Total Working Days
Health Unit Exams and Screenings
18 days
39 days
A. Responsiveness - Physical exams and screenings are a major component of the HQ's Wellness strategy. Currently, the
main health unit performs 500 physical exams a year on EPA employees 40 years and older. In addition, the health units
provide screenings 5 times per year. These screenings may include mammograms, blood pressure, cholesterol level,
diabetes, audiometry, etc. and are open to all employees. Finally, the health units provide flu shots every fall to all
interested employees.
Metric: Track the total number of employees receiving each type of service described above.
Z
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B. Communications - Our most important customer is the individual employee seeking information about his or her own
health status. Therefore, employees receiving physicals spend time with the health unit physician reviewing all
laboratory and test results. The physician explains any abnormal results and makes referrals for appropriate treatment if
necessary. The employee has an opportunity to ask questions directly of the physician regarding his/her health status.
Likewise, when screenings are performed either directly by the health unit or by a sub-contractor, employees are always
informed of screening results and referred to their physician if necessary. .
Metric: Track the total number of abnormal findings in each category (blood pressure, audiometry, EKG, etc.).
U)
# of Physicals with Abnormal Findings...
Abnormal Finds by Category:
EKG
Other Cardiac
Cholesterol
Gastrointestinal
Prostate
Dermatitis
Hematology
Endocrine
Vision
Muscular/Skeletal
Hearing
Gynecological
Timeliness - We consider it essential that health unit services are delivered with the minimum waiting time possible. s
Therefore, we plan to continue our policy of scheduling physical exams and screenings at fixed times. We can usually
schedule an employee for a physical exam within two weeks unless the demand is very high.
Metric: Track the elapsed time from initial call to actual appointment
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U)
Average time from 1st call to 1st appointment 7 days
Average time from 1st visit to 2nd appointment.... 5 days
D. Consistency - Our contract with the health unit services provides for standardized, consistent services based on the best
professional practices within the medical community.
Metric: We have several ways to ensure the quality and consistency of the medical services offered through the EPA
health units. For example, we have QA/QC protocols both within the Agency and within the contract. Additionally, we
periodically have all medical services reviewed by an occupational medicine consultant to be certain that they are
consistent with current medical practices.
2. Emergencies .
Definition: A life-threatening event which requires immediate medical attention. EPA health units can only respond to
emergencies where a unit exists on-site (WSM, FC, CS) and only during unit hours. In all other circumstances,
employees should notify guard control. It should be noted that following initial evaluation by the health unit
staff, the patient may be transported to a hospital by ambulance or to the health unit for further treatment. The
patient may also be asked to report immediately to their personal physician for follow-up treatment.
b.
Process
The health unit is contacted (usually by phone) and told
the nature and location of the emergency.
The health unit sends one or more nurses to respond.
Total Time
Standard time
Immediate during health unit
hours (8 a.m. - 4:30 p.m.)
S tolS min.
5 tolS min.
In addition, the following standards were added and adopted during the 4th quarter of 1996 as OARM-wide Service
Standards:
- Each employee visiting a headquarters health unit will be given a Customer Satisfaction Survey. The survey will be based on
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the Agency's customer service criteria of timeliness, consistency, communication and responsiveness. Completed surveys will
be sent to the Project Officer for scoring and compiling. We will maintain a 90% or better performance average.
Every six months, the health unit management will hold an "open house" to explain to EPA employees the services available
at the health units, and any changes in hours or policies.
We will respond to 90% of all inquiries within a 24 hour period. We will respond to 90% of all complaints within a 72 hour
period.
09
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UJ
ID
K. STANDARDS FOR SAFETY AND HEALTH INSPECTIONS OF HEADQUARTERS FACILITIES
I. Activity: Inspection of all facilities and work stations associated with EPA Headquarters.
A. Responsiveness - This is a regularly scheduled activity that promotes outreach to EPA employees, a partnership and
team work relationship with bargaining units, FMSD and other offices (i.e., New HQ) as a routine basis. By design, it is
to maximize access, availability and responsiveness to our customers.
Metric: Track the total # of employees we contact throughout the year compared with the # of employees available in
HQ workplace. Flexiplace, detailed and others not in traditional worksites would not be included.
> ,
B. Communications - As a team activity, communication among employee representatives (unions); employees;
FOB/FMSD; and on-site management and supervision is a primary consideration because this activity requires
interaction with all participants. In addition, the results of the inspection are recorded with the outcomes shared.
Follow-up inspections are performed by SHEMD staff and the documents are updated.
Metric: Each weekly Walk-thru and inspection is followed up with a report that is provided by SHEMD and distributed
to FOB/Security and the bargaining unit participants: SHEMD/HQOB assigns a person (see enrollee) to follow-up on
corrective actions on a weekly basis. The report is then revised to reflect to those issues that have been abated,
improved or addressed. These reports and the follow-up updates can be utilized to quantify the communication and
documentation of the inspection effort.
C. Timeliness - Because this activity is carried out as an outreach to employees and program offices, generally we bring the
issue(s) to the customer rather than responding to complaints as was done in the past. When employee concerns are
received, the inspection schedule is adjusted to include addressing those concern(s). Of course, emergency calls are
handled on an immediate basis.
Metric: We plan to track the inspection activities for all EPA Headquarters. This can be readily verified from the
inspection reports.
D Consistency - The inspection process, investigation process, IAQ assessment, and application of regulatory requirements
. is provided for in program and professional documents. The safety and health professional is educated and trained to
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rely on the best that science, medicine, technology, government and business have to offer. Therefore, by its nature, we
are professionally obliged to be consistent in the application of our practices.
Metric: In addition to utilizing the standards and protocols listed above, we are revising an inspection checklist as a
guide for use in the weekly efforts. This will be used to guarantee we are using consistent applications and coverage in
our inspection activities. The checklist can further be used'as the yardstick of applications considered in the inspection.
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STANDARDS FOR POLICY AND PROGRAM DEVELOPMENT
Office: Safety, Health and Environmental Management Division
Definition: Application for the development, issuance and implementation of policies and programs related to the Safety,
Health and Environmental Management responsibility at U.S. EPA.
A. Responsiveness - Customer service needs and baselines established by SHEMD manager surveys and voting.
1. An electronic survey (via networking) will be performed annually to accumulate a list of customer identified priorities
and needs.
2. This list will be recompiled to provide for voting on a priority listing basis as was done in San Diego in 1994.
3. A listing of resulting priorities will be developed and communicated to the field units.
4. SHEMD policy and program development will be planned and targeted to address these priorities.
5. Policy and program progress will be compared to the priority listing.
B. Communications:
1. Monthly updates will be provided at our regularly scheduled teleconferences.
2. An E-mail update will be issued to field units to keep them abreast of progress in the policy and program area.
C. Timeliness:
1. Time targets will be incorporated into our survey when the priority listing is compiled.
2. The metric measure will be to compare our progress with these targets.
D. Consistency: The fundamental need for national policies and programs is to strive for consistency in our Safety, Health
and Environmental Management programs, procedures and practices. .
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M. STANDARDS FOR SAFETY. HEALTH AND ENVIRONMENTAL MANAGEMENT PROGRAM AUDITS
A.
Office: Safety, Health and Environmental Management Division
Definition: Triennial program audits of Safety, Health and Environmental Management Programs are conducted at all of
EPA's laboratories and most of EPA's regional offices and field operations locations. The Safety, Health and
Environmental Management Audits serve as a technical assistance tool for EPA managers to understand their
responsibility to provide a safe and healthful workplace where Agency business is conducted in a manner that is
protective of the environment. Audit reports are issued and corrective actions are implemented by managers in
partnership with SHEMD and FMSD to address report findings.
Responsiveness: SHEMD must continue to ensure, that the scope and conduct of the audits meet the needs of the EPA
managers being served by the audits.. One objective of all managers is to see fewer findings as their safety, health and
environmental programs mature. SHEMD is committed to assisting in the achievement of this objective.
Metric: SHEMD will track the satisfaction of its customers with its auditing service by developing and implementing a
service/product survey in the third quarter of 1998 that will accompany the distribution of each draft audit report.
SHEMD will achieve a 90% or greater approval rating for the questions on the customer service evaluation survey.
SHEMD has also set as a standard the achievement of a 20% reduction in the number of audit findings from the prior
audit conducted at each facility.
Communications: EPA managers are very interested in resolving audit findings in a timely manner. SHEMD believes
that it can play a major role in partnering with the facility managers to achieve their goal of zero unresolved findings as
soon as possible after the audit is conducted. SHEMD maintains a database for managing all audit information including
the number of audit findings, the corrective actions implemented and the date a finding is resolved and closed.
Metric: SHEMD has established a standard in partnership with Agency managers and the Facilities Management and
Services Division to achieve resolution of 50% of all audit findings within 90 days of issuance of the draft audit report.
Timeliness: There are two areas where timeliness of SHEMD actions are important in insuring that the audits provide
the constructive support requested by managers responsible for safety, health and environmental management. First, the
B.
C.
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audits must be scheduled cooperatively with managers, providing adequate time to coordinate the participation of line
managers and start in the audit. Second, the draft audit must be distributed promptly to ensure that corrective actions to
resolve audit findings are implemented as soon as possible.
Metric: 1. SHEMD distributes an annual plan that identifies facilities to be audited. Additionally, SHEMD will
negotiate with managers a date for the audit at least 30 days in advance of the audit. 2. A preliminary audit report is
issued at the exit briefing of every audit to enable managers to respond immediately to the highest priority findings.
SHEMD is adopting a standard that will result in the draft audit report being distributed within 21 calendar days of the
audit out briefing.
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N. STANDARDS FOR HEADQUARTERS SHUTTLE BUS SERVICE
Office: Security and Property Management Branch, Facilities Management and Services Division
Definition: The Transportation Management Section manages the shuttle bus service with the support of a contractor. We
are concerned about the quality and timeliness of this service and will solicit customer opinion regarding our
performance using the following survey and will publish the results on a quarterly basis.
. Survey:
I travel to: (Check as many as apply)
West Tower _NEMall _Mall Crystal Station
East Tower _ SE Mall _ 501 Third St _ Crystal Mall 2
Fairchild Bldg Rosslyn
Please rate how well the current shuttle bus service meets your needs:
. Very Well Adequate Inadequate
Appearance of buses
Reliability of buses
Courtesy of drivers
Schedule reliability
Additional Comments: '
Metric: Percentage of employees who indicate that the Shuttle Bus Service is adequate or better. Survey results
pubfished in our quarterly report.
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O. STANDARDS FOR HEADQUARTERS PARKING PROGRAM
Office: Security and Property Management Branch, Facilities Management and Services Division
Definition: : As managers of the parking program, we manage over 900 parking spaces for EPA employees. A support
contractor provides entrance and exit oversight, parking assistance and review of reserve siots and rotates cars in
the stacked parking area. We will solicit the opinions of our customers regarding our parking program service in
the following survey and publish the results on a bi-quarterly basis.
Please see the attached copy of the Parking Survey.
Metric: Percentage of employees who feel that Parking Services are adequate or better. Results will be issued in our
quarterly report.
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