GENERAL SERVICES PEAK PERFORMANCE

MARCH 12, 2015 2014 PERFORMANCE REVIEW

2015 INNOVATION PLANNING

1

Strategic Plan Overview

Sustainability

2

Customer Experience

Mission: General Services facilitates Denver’s success by efficiently managing over 6 million square feet in 127 City buildings, over

$300 million in City procurement spend; over $28 million in annual utility costs; and through the advancement of City-wide sustainability, records management and energy efficiency programs, as well as business support services.

Strategy 1: Professionally develop and engage employees

Tactic: Establish an education and training development

team

Tactic: Leverage independent development plans to include education, hands-on training,

and practical opportunities

Strategy 2: Provide an enhanced customer experience

Tactic: Develop a department communication platform to

educate and inform customers

Tactic: Develop Service Commitments for each

agency; conduct periodic update meetings

Strategy 3: Expand sustainable business practices

Tactic: Acquire environmental calculator to educate clients on energy consumption and

sustainability

Tactic: Revise Environmentally Preferable Products purchasing policy

Tactic: Ensure life cycle measurements are

considered for all acquisitions.

Strategy 4: Process improvement and innovation

Tactic: Require equipment acquisitions include training

aid deliverables

Tactic: Determine customer satisfaction measures, tracking and analysis.

Leverage existing technology resources.

Tactic: Ensure all employees receive greenbelt training and

2-5 receive blackbelt

Tactic: Discuss sustainability at quarterly agency

representative meetings with FM and SI

Tactic: Align purchasing processes in ERP acquisition

Tactic: Analyze 3-5 business processes for improved

efficiencies in each division

Mission-Level Outcome Metrics

Purchasing Measure 2012 Actual 2013 Actual 2014 Actual Status Progress

Cost-Savings $5,312,262 Goal: $4,200,000

$5,340,581 Goal: $4,200,000

$4,329,671 Goal: $4,200,000

Meets or exceeds standard

Within 10% of standard

Not meeting standard

Making positive progress

Making negative progress

Status Colors: Progress Arrows:

3

Facilities Maintenance Measure 2012 Actual 2013 Actual 2014 Actual Status Progress

Deferred Maintenance

28 Goal: 18

22 Goal: 8

21* Goal: 20

Strategic Initiatives Measure 2012 Actual 2013 Actual 2014 Actual Status Progress

Better Buildings Challenge: Reduce Energy Usage (kWh/sq ft)

5.67% Goal: 2.5%

6.18% Goal: 5%

8.90%** Goal: 7.5%

20% by 2020

*19 additional projects were completed, totaling 40 projects. **Energy usage numbers are preliminary calculations and will be normalized for weather by the DOE.

Vital Signs

4

2011 2012 2013 2014 Vacation 12,019.50 11,875.25 11,570.25 11,211.00 Sick 7,918.8 5,924.5 6,266.3 5,161.8 PTO 1,612.3 2,422.8 4,741.5 4,776.8 Comp Time 35.1 11.5 22.8 23.8 Vacancy 592.3 534.4 621.1 418.9

- 2,000 4,000 6,000 8,000

10,000 12,000 14,000

Hou

rs

Hours Not Worked

2011 2012 2013 2014 Total Hours Not

Worked 22,177.9 20,768.4 23,221.9 21,592.2

Total Backfill 4,704.4 4,931.7 4,295.2 3,589.1 Surplus / (Deficit)

Hours 17,473.5 15,836.6 18,926.6 18,003.1

0

5,000

10,000

15,000

20,000

25,000

Hou

rs

Surplus / (Deficit) Hours

2011 2012 2013 2014 Overtime 4,694.5 4,928.5 4,288.8 3,582.4 Comp Time 9.9 3.2 6.4 6.7

0

1,000

2,000

3,000

4,000

5,000

6,000

Hou

rs

Backfill

2011 2012 2013 2014 Worker's Comp Claims 23 11 16 5 Worker's Comp Claims,

Average Cost/Claim (Right Axis)

$2,409.57 $2,905.64 $4,653.25 $5,485.60

Worker's Comp Claims, Total Costs Incurred $55,420.00 $31,962.00 $74,452.00 $27,428.00

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000

0 5

10 15 20 25

Clai

ms

Claims

Employee Engagement

GS Employee Engagement Index Scores Year 2013

Citywide Avg: 15.1 GS: 17.1

Driver Areas for Improvement Tactics Promote Culture of Appreciation • Employee of The Month recognized at quarterly all-staff

meetings • Monthly employee roundtable meetings, monthly birthday

celebrations • Open-door policy, Executive Director’s one-on-ones with

employees • Directors periodically conduct social appreciation activities:

lunches, kudos and after-work get-togethers • Quarterly all-staff and public kudos for jobs well done

• My department/agency promotes a culture/environment of appreciation.

Strategic Alignment • PEAK updates are provided at quarterly and division meetings • Purchasing publishes quarterly newsletters updating employees

on departmental accomplishments. • Executive Director meets with all teams annually to update them

on PEAK accomplishments.

• Overall, I understand how my department’s/agency’s strategic goals support the Mayor’s priorities.

Customer Service • Implemented Managed Print Services, reducing costs to agencies while providing additional features and benefits.

• FM implemented the requestor module, enabling agency representatives to enter work orders in INFOR, saving administrative staff time.

• For Public Sector, my department/agency is innovative in the way it provides services and products to its clients.

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Budget Expansion Update

Expansion Strategy or Tactic

Performance Indicator(s)

Baseline YTD Results

Holiday Lighting Replacement $189,900

• Mission • Strategy 4

• Progressive deterioration of cables require increased maintenance.

• $24,000 annually spent on maintenance.

• Vendor selection is underway. Will be completed by Thanksgiving 2015.

Generators $800,000

• Mission • Strategy 3

• Ensure power is provided for some of the City’s mission essential functions during a disruption.

• 22 buildings have been identified as mission critical that do not have generators. 10 are fire departments, police stations and fuel centers. 12 are rec centers.

• 10 buildings have been prioritized, SOW has been developed. 4 of these have been selected and will be installed by the end of 4th quarter. (Denver Police Department Headquarters, Denver Fire HQ, Roslyn Fuel Center, and Central Platte Fuel Center).

Card Badge Readers $70,000

• Mission • Strategy 4

• Allow only authorized employees / vendors to bypass security and access facility.

• Some entrances are accessed by showing the employees badge; verification is made of badge validity by security officers viewing the badge.

• In the solicitation process for 5 card reader installations at the Webb Building, Minori-Yasui, and the Permit Center. Card Badge Readers will be installed by the end of the 2nd quarter.

6

Sustainability

Resource Investment

Projected Contribution to

Meeting 2020 Goals

Key Assumptions

Upcoming Benchmarks and Status

• In 2014 the Sustainability Fund received a total of $144,697 in energy rebates and awarded $233,866 to 8 projects, resulting in an annual energy cost-savings of $54,774 and $4,226 in maintenance costs.

• The 8 funded projects in 2014 saved 120,815 gallons of water and 541,130 kWh of energy annually.

• The 8 funded projects in 2014 conserved energy and water resources by replacing water fixtures, testing/repairing variable air volume boxes and management systems, installing vehicle anti-idling equipment, and upgrading lighting/delamping. The improvements will continue to save the CCD resources in future years.

• Balance of the Sustainability Fund end of 2014: $896,365.

• Funds will be used to finance facility improvements identified in the Facility Conditioning and Assessment Program (FCAP).

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Sustainability Fund

Sustainability

Resource Investment

Projected Contribution to Meeting 2020 Goals

Key Assumptions

Upcoming Benchmarks and Status

• $61,396 from operating budget to conduct the Technical Energy Audit (TEA) for the Energy Performance Contract (EPC).

• Environmental Services Enterprise Fund will provide $2,000,000 to perform the performance contract.

• Energy: In-depth data for energy savings at selected facilities.

• Energy savings from Performance Contracting will contribute to meeting or exceeding the BBC goal.

• Estimated energy savings on the 14 buildings which received the TEA: 18-20% energy savings.

• 100% guaranteed energy savings by contract from vendor awarded the EPC.

• Evaluating identified energy conservation measures (ECMs) to determine which will be needed in the EPC.

• Reduction in utilities expense after projected potential rate increases.

• TEA will be completed by the end of March, 2015.

• Implementation of ECMs will begin June, 2015, and be completed by the end of December, 2015.

• Energy savings will be monitored via monthly progress meetings with the vendor, and will be verified annually. The Colorado Energy Office (CEO) will provide third party M&V.

Comments: EPC: Energy Performance Contracting is a new way for Denver to upgrade their facilities to be more energy efficient, and finance the improvements through the guaranteed energy savings from the Energy Savings Company (ESCO). 8

Performance Contracting

Customer Experience

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Technology Strategy : 1. Implement Managed Print Services (MPS) enabling City agencies to

save money on their printing/copying needs, and provide additional features, functionality and reporting.

2. Implement INFOR requestor module enabling agencies to fill out their own work order requests, saving GS administrative time.

3. Utilizing BidNet for all purchasing solicitations, enabling vendors to submit their proposals online.

Metrics: 1. MPS: Dollars savings projected at $400,000 annually. 2. INFOR requestor module: Reduced repair, emergency and service work orders entered by GS administrative staff by 4,867 work orders (approximately 40% of repair, emergency and service work orders). A total of 12,803 repair, emergency and service work orders entered in 2014. 3. BidNet: 95% of all proposals now received online. Total solicitations conducted in 2014: 174 Baseline: 1. MPS:

1. Previous impression rate for single function printers: .15ct color, .03ct for B/W.

2. Previous impression rate for multi-function devices: .05ct color, .01ct B/W

3. New rate for all devices under MPS: .05ct color, .0062ct B/W

2. INFOR: 12,803 repair, emergency and service work orders entered. 3. BidNet: 0% of bids were being received online prior to launching

BidNet in March, 2013.

Employee Strategy: 1. PEAK Training: 39/140 employees received greenbelt. 4 Employees

received black belt. Next Steps: In 2015 Ensure all employees receive greenbelt training and an additional 2-5 employees to receive blackbelt training. 2. Leadership Program: In 2014, FM began it’s Leadership Program by

identifying existing strengths and areas of opportunity for all FM supervisors. Management strategies have been developed to leverage the strengths and address the opportunities.

Next Steps: Monthly workshops and sessions to continue throughout 2015.

Customer Satisfaction Survey: SurveyMonkey survey sent to all customers who have done business with the GS in 2014 (172

respondents.

75 76 77 78 79 80 81 82 83 84

Overall, the team member

demonstrated knowledge, expertise

and willingness to assist.

Overall, I am satisfied with the response

time from the team member.

Overall, I am satisfied with the team

member's performance

77.9 80.23

83.04

2014*

2014

*2013’s survey included different questions, and is not represented here.

State of the City

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M/WBE Program: $3.5 million spend, from a total of 4 awarded bids. For covered goods and services, Purchasing made a total of 15 acquisitions. Four went to M/WBE certified vendors. Total for the 15 acquisitions: $5.4 million. M/WBE Outreach: Covered goods and services are represented by 480 NAICS codes. Only 10% of the codes have more than 3 certified vendors. NAICS codes with at least one certified vendor have increased from 46 to 76 in 2014. Purchasing has also attended 26 events, with a total of 3,864 attendees.

$3,500,000

$5,400,000

$0.00

$1,000,000.00

$2,000,000.00

$3,000,000.00

$4,000,000.00

$5,000,000.00

$6,000,000.00

Awarded Potential

Spend

4

15

0

2

4

6

8

10

12

14

16

Awards Acquisition Total

M/WBE

State of the City

11

Wind Turbines: Increasing renewable energy through rooftop wind turbine placement. 5 potential buildings are being analyzed. Contract for wind turbine installation is being drafted, with energy savings estimated up to 40%. Phased installation is anticipated to begin in the 4th quarter of 2015. This will help us meet our 2020 Sustainability Goal of doubling our renewable energy sources. Solar Gardens: We are contracting with a vendor for solar energy generated from their Community Solar Garden. The City will purchase up to 400KW from the Community Solar Garden, generating a $0.33 per KWh savings. Savings projected over 20 years are estimated up to $5.2 million dollars.

State of the City

12 5.00

6.00

7.00

8.00

9.00

10.00

11.00

12.00

13.00

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

kBtu

/Sq

Ft

Energy Use per Sq Ft, 2011 vs. 2014

2011 kBtu/Sq Ft

2014 kBtu/Sq Ft

3 Year Reduction Goal: 7.5% Actual Reduction in 2014: 8.9%

Better Buildings Challenge