FY02 ASA Presentation PROVIDE ANIMAL RESEARCH SUPPORT

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FY02 ASA Presentation PROVIDE ANIMAL RESEARCH
SUPPORT

• Presented by
• James Crowell, Diagnostic and Research
  Services
• Branch Chief
• Charmaine Foltz, Chief, Veterinary Medicine
• Branch Chief
• Office of Research Services
• National Institutes of Health
• 18 November 2002

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Table of Contents

• Main Presentation
• ASA Template ..4
• Customer Perspective..5
• Customer Segmentation ..6
• Customer Satisfaction...9
• Unique Customer Measures..17
• Internal Business Process Perspective
  ...19
• Service Group Block Diagram...2
  0
• Conclusions from Discrete Services Deployment
  Flowcharts..21
• Process Measures...22
• Learning and Growth Perspective....
  27
• Conclusions from Turnover, Sick Leave, Awards,
  EEO/ER/ADR Data..28
• Analysis of Readiness Conclusions
  ..29
• Unique Learning and Growth Measures
  ...31
• Financial Perspective..32
• Unit Cost33
• Asset Utilization34
• Conclusions and Recommendations....3
  6
• Conclusions from FY02 ASA..37

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Table of Contents

• Appendices
• Page 2 of our ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measures graphs
• Learning and Growth graphs
• Analysis of Readiness Information
• Unit cost graphs
• Asset utilization graphs
• Any unique measures graphs

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Customer Perspective
6
Customer Segmentation

• Services are utilized by all ICs that use
  laboratory animals
• Exceptions are ICs with major in-house
  programs
• Trend analysis reveals significant year-to-year
  variation based on research or animal health
  requirements

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Customer Segmentation DS2
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Customer Segmentation DS1
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Customer Satisfaction

• 8 out of 69 surveys covering Pathology, Animal
  Health, and Laboratory Services were returned
• 15 out of 86 surveys covering Surgery and Acute
  and Intensive Care were returned
• 2 of 33 surveys on the Pharmacy were returned

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Customer Satisfaction

• Results indicated general satisfaction with
  Research Support Services
• Most respondents were veterinarians
• Need to develop survey instruments that better
  identify discrete services
• Need a higher response rate

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DS6 Health Surveillance Services FY02
Satisfaction Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
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DS1 Veterinary Surgery FY02 Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
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What was done particularly well?

• Vet path is done well
• Surgery is an extraordinary resource. We have
  worked with them for more than ten years, and I
  cannot praise their ability and dedication
  enough.
• Surgical support and intensive care.
• Handling and competence of the providers for the
  non-human primates procedures is performed on the
  best side.

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What was done particularly well?

• Tremendous professionalism and competence in the
  primate surgery service. The best I've ever
  worked with.
• The quality of the technicians and the services
  they provide.
• Helpful to investigators doing studies in
  building.
• Surgery personnel continue to provide services
  (insertion and care of arterial ports,
  preparation for animal experiments) in an
  outstanding manner. This has been critical to
  the success of my ASP involving non-human
  primates. I am very grateful for their help

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What needs to be improved?

• Turnaround time for molecular diagnostics and
  pathology.
• Availability, Ability to schedule service with a
  short call.
• Availability of surgical times is limited. If
  allocation of more resources can alleviate this,
  it should be considered.
• Skill level.

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What needs to be improved?

• The new cost of services is presented 4-6 months
  after we have to submit our budget which does not
  allow for increases to be accounted for. The
  amount of overhead that PAI charges is excessive.
  This will not go unaddressed when the next
  contract comes up next year.
• Budget and charges are unfair, unprofessional and
  unsatisfactory. At the beginning of the FY we
  need a fixed schedule of costs. Monthly we need
  a detailed statement of service provided and
  cost. A surprise amount charged at a surprise
  time is no way to do business!

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Unique Customer Measures Increase Customer Base

• New pathology phenotyping service was initiated
  in May, 2002
• Goal is to phenotype approximately 33 animal
  models per year
• In FY02 15 models were completed, 9 are in
  progress
• 6 additional contacts are being developed

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Unique Customer Measures Increase Customer Base

• Marketing Efforts
• Presentations to SDs and IC veterinarians
• Distribution of flyers
• Article in Catalyst
• Seminar to approximately 40 PIs from NHGRI
• Participation at Orientation Fair and NIH
  Research Festival

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Internal Business Process Perspective
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Provide Animal Research Support
Initiate Request For Services
Receive and Prioritize Request
Provide Final Report Bill
Provide Service
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Conclusions from Discrete Services Deployment
Flowcharts

• Our Service Group completed 7 deployment
  flowcharts for 7 discrete services.
• As a group, this collection of Discrete Services
  was quite diverse.
• Each Discrete Service was relatively independent
  with only modest interactions between services.
• To fully flowchart any service would be a
  significant undertaking.

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Process Measures

• DS2,4, 6 Pathology, Animal Health Surveillance,
  and Laboratory Services turnaround times
• DS1 Surgery of surgeries performed by VRP
  surgeons
• DS3 Acute and Intensive Care technician time
  billed to projects
• DS5 Pharmacy cost savings to NIH

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Process Measure DS2 PathologyCase Completion
Times
Note Average turnaround time has significantly
improved in FY02
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Process Measure DS6 Animal Health Surveillance
Completion Times
Note Average turnaround time remains stable at
around 16 days
26
DS5- ICU Process MeasureIncrease Billable
Technician Time
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Learning and Growth Perspective
28
Summary of Research Support Services Learning and
Growth Data

• About 9 employee turnover
• About 1-1/2 days sick leave per employee
• About one award for every 4 employees
• No EEO complaints, ER and ADR cases out of 22
  employees

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Analysis of Readiness Conclusions

• Skills abilities of the current staff meet
  present needs
• Continuing education/professional development is
  needed to ensure best practices for veterinary
  care and diagnostics are provided
• Anticipated retirements will require recruiting
  individuals with key skill sets, multiple search
  and hiring approaches will be needed
• Increase in animal holding on campus may lead to
  increased demands for services and thus
  additional personnel

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Analysis of Readiness Conclusions

• Expiration of current personnel services contract
  may result in significant turnover of key
  contract personnel
• Major equipment purchases need to be identified
  proactively and funded at the Program level

31
Unique Learning and Growth Measures

• Research Support Services adopted Maintain a
  cutting edge as a unique learning and growth
  measure
• For FY 2002 we gathered pilot data on
  conferences attended, training completed, and
  publications
• Refinement of this measure is needed in FY 2003

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Financial Perspective
33
Animal Research Support ServicesUnit Costs
34
Animal Research Support ServicesAsset
Utilization
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Animal Research Support ServicesAsset
Utilization Measures Conclusions

• Most services are highly utilized
• Vacancies/extended absences adversely affect
  unit productivity
• Pharmacy is over extended additional staff
  needed
• Future growth in these services will require
  additional personnel

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Conclusions and Recommendations
37
Conclusions from FY02 ASA

• An Organizational perspective would add value to
  this process
• These Discrete Services are utilized by all ICs
  that use laboratory animals
• The bulk of the data supports overall customer
  satisfaction with operational excellence
• Staffing levels can and do affect process
  measures
• Upcoming recompetition of personnel services
  contract is a critical event

38
Conclusions from FY02 ASA (cont.)

• Importance of identifying and resourcing major
  equipment purchases on a timely basis
• A larger data base would facilitate
  interpretation of Learning and Growth information

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Recommendations

• Hold a strategic planning session or retreat to
  ensure services are maintaining a cutting edge
  and that best practices are being adopted.
  First quarter FY03
• Monitor turnaround times on monthly/quarterly
  basis. Immediate implementation.
• Conduct a pilot study to record staffing levels
  and relate them to productivity/process measures.
  First quarter FY03
• Collate Learning and Growth measures at VRP level
  to obtain a more meaningful data set. End of
  FY03

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Recommendations (cont.)

• Refine surveys to reflect individual DS customer
  satisfaction. Third quarter FY03
• Develop methods for increasing customer
  responding to survey. Third quarter FY03
• Redefine units and/or the cost accounting for
  them. Fourth quarter

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Appendices

• Page 2 of our ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measure graphs
• Learning and Growth graphs
• Analysis of Readiness Information
• Unit cost graphs
• Asset utilization graphs
• Any unique measures graphs

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Provide Animal Research Support

• Page 2, ASA Template

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Customer Segmentation DS3
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Customer Segmentation DS4
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Customer Segmentation DS5
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Customer Segmentation DS6
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FY02 ORS Customer Scorecard Data for the Annual
Self Assessments Service Group 25 Discrete
Services DS2,4,6 Pathology, Animal Health
Surveillance, and Laboratory Services 7 October
2002 Summary Prepared by the Office of Quality
Management (OQM)
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Survey RespondentsFY02 Respondents by IC
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Survey Respondents (cont.)FY02 Respondents by
Type of Customer
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Individual Service RatingsFY02 Diagnostic
Services Usage
Note Service usage for FY02 is shown on left.
Intended use is shown on right.
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Individual Service Ratings (cont.) FY02
Diagnostic Services Satisfaction Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
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Individual Service Ratings (cont.) FY02 Health
Surveillance Services Usage
Note Service usage for FY02 is shown on left.
Intended use is shown on right.
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Individual Service Ratings (cont.) FY02 Health
Surveillance Services Satisfaction Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
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Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
59
Radar ChartFY02 Customer Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
60
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important. The Satisfaction rating
scale ranges from 1 - 10 where 1 represents
Unsatisfactory and 10 represents Outstanding.
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Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
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FY02 ORS Customer Scorecard Data for the Annual
Self Assessments Service Group 25 Provide
Animal Research Support Discrete Services 1 and
3 Perform Veterinary Surgery Operate Acute and
Intensive Care Animal Service 7 October
2002 Summary Prepared by the Office of Quality
Management (OQM)
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Survey RespondentsFY02 Respondents by IC
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Individual Service RatingsFY02 Veterinary
Surgery Usage
Note Service usage for FY02 is shown on left.
Intended use is shown on right.
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Individual Service Ratings (cont.) FY02
Veterinary Surgery Satisfaction Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
66
Individual Service Ratings (cont.) FY02 Acute
and Intensive Care Services Usage
Note Service usage for FY02 is shown on left.
Intended use is shown on right.
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Individual Service Ratings (cont.) FY02 Acute
and Intensive Care Services Satisfaction Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Of the respondents who used the
service in FY02, the percentage of respondents
choosing each scale point is depicted.
68
Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
69
Radar ChartFY02 Customer Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
70
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important. The Satisfaction rating
scale ranges from 1 - 10 where 1 represents
Unsatisfactory and 10 represents Outstanding.
71
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
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FY02 ORS Customer Scorecard Data for the Annual
Self Assessments Service Group 25 Provide
Animal Research Support Discrete Service
5 Provide Veterinary Pharmacy Services 7
October 2002 Summary Prepared by the Office of
Quality Management (OQM)
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Survey Distribution

• Number of Surveys Distributed
• Provide Veterinary Pharmacy Services 33
• Number of Surveys Returned
• Provide Veterinary Pharmacy Services 2
• Response Rate 6

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Survey RespondentsFY02 Respondents by IC
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Survey Respondents (cont.)FY02 Respondents by
Location
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Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
77
Radar ChartFY02 Customer Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
78
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important. The Satisfaction rating
scale ranges from 1 - 10 where 1 represents
Unsatisfactory and 10 represents Outstanding.
79
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
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Deployment Flowcharts

• Service Group 25
• Surgery, Pathology, Acute Intensive Care, Lab
  Services, Pharmacy, and Health Surveillance
• 25 October 2002

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Additional Internal Process Measures

• DS1, Surgery of surgeries performed by VRP
  surgeons 78
• DS5, Pharmacy Total cost savings to the NIH
  community 386,000

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FY02 Learning and Growth (LG) Data for the
Annual Self Assessments Service Group 25
Provide Animal Research Support 7 October
2002 Summary Prepared by the Office of Quality
Management
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Service Group Turnover Rate (Oct 2001 - June
2002)
Turnover Rate
Service Group Number
92
Average Hours of Sick Leave Used (Oct 2001 - June
2002)
Average Hours
Service Group Number
93
Average Number of Awards Received (Oct 2001 -
June 2002)
Average number
Service Group Number
94
Average Number of EEO Complaints (Oct 2001 -
June 2002)
Average Number
Service Group Number
95
Average Number of ER Cases (Oct 2001 - June 2002)
Average Number
Service Group Number
96
Average Number of ADR Cases (Oct 2001 - June
2002)
Average Number
Service Group Number
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Learning and Growth Data Table
9 employee turnover
About 1 award for every 4 employees
About 1-1/2 days sick leave per employee
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ANALYSIS OF READINESS

• The group did an assessment of any anticipated
  needs during the next three years and concluded
  that the mix of skills and abilities of the
  people on board met the present needs to carry
  out the mission of the service group. However, as
  workloads increase, personnel retire and people
  transfer to other positions, VRP would need to
  replace and selectively expand the skills of the
  service group as increased technical demands
  occur. It is anticipated that the continued
  development of new techniques, diagnostic tools,
  and increased services requested by the ICDs
  will require growth and expansion in animal
  health surveillance, parasitology, pathologic
  phenotyping, pharmacy, and genotyping. It is
  already known that the single electron microscope
  technician located in the pathology section of
  VRP will be retiring shortly. As this is a
  critical job for the continued high quality
  support for the diagnosis of laboratory animal
  diseases, this position will need to be replaced
  quickly. In order to fill vacated or increase
  skill positions it is anticipated that a variety
  of methods will need to be employed such as
  hiring contract employees, cross training
  personnel so people can be transferred to
  positions where needed, and hiring new government
  employees. Professional and technical staff
  require continuing education for licensing,
  providing state of the art veterinary care and
  diagnostics, and to expand the technical services
  offered to NIH investigators. Training is an
  ongoing requirement to provide the needed
  orientation and continuity for new employees so
  that there is not a drop off in the quality and
  timelessness of services provided to the NIH
  community. It is also anticipated that special
  training will be needed to train the new electron
  microscope technician in animal pathology and to
  expand the services in intensive care of nonhuman
  primates and rodents.

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ANALYSIS OF READINESS (continued)

• Anticipated equipment or supplies include the
  expansion of a phenotyping facility and
  laboratory, automating the pharmacy by the use of
  new software, streamlining the ordering process
  with new software to allow signature approval on
  line, and replacement of various equipment that
  is outdated or nonfunctioning an example of
  which is the radiographic and fluoroscopic system
  located in the Surgery Service. Along with these
  improved tools and equipment come the need for
  maintenance contracts to assure their high
  quality performance. The ability of VRP to meet
  the need of high quality services in a timely
  manner requested by NIH investigators requires
  highly trained dedicated professional and
  technical staff members and state of the art
  equipment and facilities. Without these
  ingredients the quality and timeliness of
  services would drop off dramatically and the
  customer base would dwindle causing the cost for
  the remaining customers to increase. The
  competition of the VRP personnel services
  contract offers both opportunities and challenges
  as most of the discrete services in this Service
  Group are heavily dependent upon contract
  technical support staff.

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ANALYSIS OF READINESS (concluded)

• The number of research buildings on the NIH
  campus is steadily increasing and along with this
  the number of animals used and housed is greater
  each year. This along with the increased demand
  for diagnostic testing for animal viruses and
  diseases will require increased personnel in VRP
  to provide these services. The need for high
  level training is mandatory to maintain the high
  quality services needed to support the ever
  expanding and increased sophisticated research
  requirements. VRP will need to recruit people
  with high skill levels and provide the necessary
  on the job training and continuing education
  courses to maintain high quality services.
  Multiple recruiting/hiring approaches will be
  needed.