To effectively evaluate the performance of its branches in delivering projects, the division should develop meaningful goals and objectives and a method of measuring its success in achieving them as part of its strategic plan that is focused on ensuring that projects are delivered on time and within budgeted cost estimates.
For the 2016 Strategic Plan, DGS implemented a plan that had every division submit goals, which were then defined by critical path steps and monitored monthly. This process is continued for 2017, with PMDB putting forward an efficiency goal of soliciting and executing 80% of Architectural and Engineering (A&E) contracts within 4.5 months (in contrast to the 6-8 months at present). This goal, in conjunction with other efforts to expedite the issuing of Task Orders against retainer contracts and to eliminate the amendment process between project phases for A&E contracts, would drastically reduce overall project time and lower costs (by reducing escalation amounts).
Although it indicated in its response that PMDB is putting forward an efficiency goal related to executing architectural and engineering contracts, this does not address our concern. We specifically recommended that the division develop meaningful goals and objectives, including a method of measuring success, focused on ensuring projects are delivered on time and within budgeted cost estimates. The single, limited goal the division directed us to does not address that recommendation. The division will need to develop specific and measurable goals aimed at efficient project delivery in order for us assess this recommendation as fully implemented.
As part of 2017 DGS Strategic Plan, RESD and FMD will include goals that are focused on increased efficiency in their operations. The strategic planning process includes a monitoring and reporting process to track the entities success in achieving its goals. The 2017 planning process is in its early stages but it is expected that the new goals will be developed by December 31, 2016.
Recently, DGS developed its 2016 Strategic Plan that includes a theme addressing efficiency, which is defined as doing what we do better, faster and cheaper. The plan includes a goal for RESD to implement a pilot construction management project with its soft costs reduced to 20 percent of overall construction costs. Soft costs represent those costs incurred in designing, inspecting and managing a capital outlay project.
By September 30, 2016, RESD and FMD will also develop additional efficiency goals that are focused on ensuring that projects are delivered on time and within budgeted cost estimates. A monitoring and reporting process will also be implemented to track the entities success in achieving the goals.
*Agency responses received after June 2013 are posted verbatim.