1. 1 FY02 ASA Presentation Basic Life Support for Animal Research Animals Presented by: Eileen Morgan Chief, Facility Management Branch Charmaine Foltz Chief, Veterinary Medicine Branch Office of Research Services National Institutes of Health 18 November 2002

2. 2 Table of Contents Main Presentation ASA Template ……………………………….……………………………….4 Customer Perspective……………………….……………………………….5 Customer Segmentation …………………….……………………………………6-7 Customer Satisfaction……………………….…………………………………….8 Unique Customer Measures………………….…………………………………..9 Internal Business Process Perspective…………………………………….10 Service Group Block Diagram…………………………………………………....11-12 Conclusions from Discrete Services Deployment Flowcharts………………...13 Process Measures…………………………………………………………………14-18 Learning and Growth Perspective…………………………………………..19 Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data……...20 Analysis of Readiness Conclusions……………………………………………...21 Unique Learning and Growth Measures………………………………………..22-23 Financial Perspective………………………………………………………..24 Unit Cost……………………………………………………………………………25-26 Asset Utilization……………………………………………………………………27-30 Conclusions and Recommendations……………………………………….31 Conclusions from FY02 ASA..………………………………………………32-33 Recommendations…………………………………………………………………34

3. 3 Table of Contents Appendices ASA Template……………………………………………………………………….37 VRP Survey Respondents…………………………………………………………38 FY02 Animal Husbandry Services Usage………………………………………..39 FY02 Animal Husbandry Services Satisfaction Ratings………………………..40 FY02 Clinical Veterinary and Technical Services Usage……………………….41 FY02 Clinical Veterinary and Technical Services Satisfaction Ratings……….42 Radar Charts………………………………………………………………………...43-44 Scatter Diagrams……………………………………………………………………45-46 What Needs to be Improved……………………………………………………….47 Service Group Block Diagram……………………………………………………..48 Process Maps……………………………………………………………………….49-52 DS1 Process Measure Graphs (9)………………………………………………..53-61 DS 2 Process Measure Graph…………………………………………………….62 DS3 Process Measure Graphs (2)………………………………………………..63-64 DS4 Process Measure Graph……………………………………………………..65-68 Readiness Analysis…………………………………………………………………69-70 Basic Life Support Service Group HR Data (6)………………………………….71-76 Unit Cost Measures for DS2, DS3, DS4………………………………………….77 http://www.geocities.com/Petsburgh/4243/gerbils.html

4. 4

5. 5 Customer Perspective

6. 6 Customer Segmentation for Service Group

7. 7

8. 8 12% Survey Response Rate (8 of 69) Primary Responses were from Veterinarians Need to Improve Survey Response Husbandry and Veterinary Services Rated Need for Improved Customer Satisfaction in Both DSs Customer Satisfaction Survey

9. 9 Areas For Improvement: Customer Satisfaction Survey Health checks in one facility. Management of Animal Care Contract. Centralized management involvement with implementation of changes at the facility level. Increase sensitivity of staff to importance of customer satisfaction. Communication of cost/fee increases during budget preparation time frame for next FY. Consistency of quality of technical and husbandry services between facilities. Expand availability of rodent technical services.

10. 10 Internal Business Process Perspective

11. 11 Service Group Block Diagram The largest discrete service is husbandry followed by veterinary services, environmental enrichment, and nutrition.

12. 12 Basic Life Support Service Group Block Diagram

13. 13 Conclusions from Discrete Services Deployment Flowcharts All Discrete Services are Closely Connected and Are Interdependent.

14. 14 Process Measures Process measures for each discrete service DS1:Increase animal holding capacity and occupancy. DS2: Improve researcher response time. DS3: Decrease the number of behavior cases and increase the number of socializations. DS4: Improve QA turn around time. Growth in holding capacity and occupancy was demonstrated. Other (see Appendices)

15. 15 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

16. 16 DS1: Process Measure Growth in Husbandry

17. 17 DS1: Process Measure Growth in Husbandry

18. 18 DS1/DS2- Process Measure Graph Growth in Vet Activities Associated With Growth In Animal Holding

19. 19 Learning and Growth Perspective

20. 20 Data provided by Human Resources includes the Office of the Director and the Business Office. Large animal care contract staff data not analyzed. Majority of Awards given in July. Internal Data for our Service Group compared to HR Data: Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data Average Sick Leave Awards Received Human Resources 3.5 days1 out of 4 Internal VRP Data 9.5 days 1 out of 1

21. 21 Skill Mix- Medical, technical, husbandry, and administrative. Staffing- Marginal; Hiring is problematic; Animal Care Contract is critical. Training Needs- Increased technical skills. Tools or Materials (Equipment)- High density ventilated caging; multi-species caging; automated cage wash equipment; biocontainment equipment. Analysis of Readiness Conclusions

22. 22 Technical Competency Documentation A list of technical competencies was generated for animal and veterinary care staff. Identified that similar capabilities are required between various small animal housing facilities and large animal housing facilities. Cross training between buildings desirable. Limited pilot implementation underway, full implementation planned for the next year. Unique Learning and Growth Measures Increase Technical Competencies

23. 23 Learning and Growth Unique Measure Technician Competencies

24. 24 Financial Perspective

25. 25 DS1 and DS2- Husbandry and Veterinary Care unit costs compared as per diem versus per unit cost by species. DS3 and DS4- See Appendices FY02 Animal Holding Unit Cost Service Unit CostPer Diem Rodent Holding $ 0.92$ 1.03 Primate Holding $ 9.57$10.91 Carnivore Holding $24.27$12.60 Ungulate Holding $45.78$13.80 Unit Cost Measures

26. 26 Unit Cost Measures Conclusions Majority of usage is rodent, followed by primate. Carnivore/Ungulate holding comprises 2% of VRP expenses. Over time we intend to more fully recover operational expenses while continuing to support science

27. 27 DS1- Husbandry- Number of personnel/animal census by building. DS2- Veterinary Care- Number of personnel/animal census by building. DS3- Environmental Enrichment- Number of personnel/large animal census = 4/1768. DS4- Nutrition = 1FTE/nutrition services. Ratios are consistent between buildings and between large and small animals. Asset Utilization Measures

28. 28 Asset Utilization

29. 29 Asset Utilization

30. 30 Asset Utilization

31. 31 Conclusions and Recommendations

32. 32 Conclusions from FY02 ASA Business Model/Organizational function disconnect identified. DS1 and DS2 have grown/improved optimization of space. Recognized opportunity to improve training, developed competencies list, pilot implementation of competencies training. Recognized continued need for modernizing facilities and equipment. Recognized marginal staffing levels, hiring difficulties, and importance of effective contract operations.

33. 33 Conclusions from FY02 ASA (cont.) Improve Availability of Technical Services Endeavor to Improve Customer Service

34. 34 Establish Plan for Business Model to Match Functional Units (requires higher authority than Service Group). Full implementation of competencies training documentation. Continued growth/optimization of space. Endeavor to improve customer satisfaction. Equipment needed for technical improvement; enhances business efficiency and quality of care. (requires increased funding for equipment) Improve availability of technical services. Recommendations- Action Items

35. 35 Appendices

36. 36 Appendices Include the following: Customer segments graphs Process measure graphs Growth graphs Nutrition graphs Unit cost graphs Asset utilization graphs Any unique measures graphs

37. 37 Appendices A- Page 2, ASA Template

38. 38 VRP Survey Respondents FY02 Respondents by Type of Customer

39. 39 FY02 Animal Husbandry Services Usage

40. 40 FY02 Animal Husbandry Services Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding

41. 41 FY02 Clinical Veterinary and Technical Services Usage

42. 42 FY02 Clinical Veterinary and Technical Services Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.

43. 43 Radar Chart FY02 Product/Service Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.

44. 44 Radar Chart FY02 Customer Service Satisfaction Ratings Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding.

45. 45 Scatter Diagram FY02 Customer Importance and Satisfaction Ratings Note: The Importance rating scale ranges from 1 - 10 where “1” represents Unimportant and “10” represents Important

46. 46 Scatter Diagram FY02 Customer Importance and Satisfaction Ratings: A Closer Look

47. 47 Customer Comments What Needs To Be Improved Health checks in 14G and turnaround time for molecular diagnostics. Transportation is difficult, unresponsive and slow. PAI contract management is nonexistent. Facility management is capricious and appears to make decisions and policy changes without a central plan or central approval. At times the facility management staff in Bldg 14C have acted as if we are unconvincing them when we or investigators made a requests for services or ask for assistance. Communication of cost/fee increases during budget preparation time frame which for the CC is no later than June for the next fiscal year. The quality of technical and husbandry services varies greatly by facility. It is great in 10A and 14D, but lacking in 14F. Rodent tech services are too limited to be useful. ICU tech services in 28 are OK.

48. 48 Service Group Block Diagram

49. 49 Discrete Service 1: Provide Husbandry Process Map

50. 50 Discrete Service 2: Provide Veterinary Care Process Map

51. 51 Discrete Service 4: Provide Environmental Enrichment Process Map

52. 52 Discrete Service 4: Provide Nutrition Service Process Map

53. 53 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

54. 54 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

55. 55 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

56. 56 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

57. 57 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

58. 58 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

59. 59 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

60. 60 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

61. 61 DS1: Process Measure Graph Increase Holding Capacity/Occupancy

62. 62 DS 2: Process Measure Graph Improve Researcher Response Time

63. 63 DS 3: Process Measure Graph Socializations

64. 64 DS3: Process Measure Graphs Behavior Cases

65. 65 DS4: Process Map QA for Testing Process

66. 66 DS4: Process Measure Graph Turnaround Time for QA Nutrition Office Turnaround Time for Sending Sample Diet for Quality Testing 5/25/ 2002 – 7/10/2002

67. 67 DS4: Process Measure Graph Turnaround Time for QA QA Lab Turnaround Time for Returning Sample Diet for Quality Testing

68. 68 DS4: Process Measure Graph Turnaround Time for QA Total Turnaround Time for Sample Diet Quality Testing Process

69. 69 Basic Life Support Readiness Analysis Readiness Analysis A mix of medical, technical, husbandry and administrative skills with experience required for all management positions is needed. Current skills and abilities are adequate but changing customer and flexibility requirements dictate an increase in personnel with skills in multiple employment categories and/or specialized skills. Numbers of personnel is marginal and hiring new personnel is problematic for the NIH Animal Center in Poolesville due to the rural location. An increase in required skills will be provided through a combination of training of current personnel and hiring of contract personnel with specialized skills. Training will focus on increasing technical skills for both veterinary medical and husbandry personnel and in training for specialized skills (Biosafety, critical care) High-density, ventilated rodent caging; multi-species caging systems; automated cagewash equipment; biocontainment equipment, critical care equipment; interior building security equipment; automated data collection and transfer systems; and increased nonhuman primate social enrichment space at VRP facilities on the Bethesda campus.

70. 70 Readiness Analysis (cont.) · Projected, budgeted increase in high-density rodent caging for upcoming FY and future purchases of nonhuman primate social housing units. ·IC’s requiring increased technical support or specialized support will either provide the support in-house or contract for non-ORS services on or off NIH campus. Low-density, rodent caging is increasingly inefficient and expensive to manage. Lack of flexible space and caging systems leads to inability to provide services to IC’s in a relatively quick turn-around environment. The use of paper-based, non-automated data collection systems will perpetuate the inefficient use of Human Resources and severely limit the ability to transfer vital information to the customer and regulatory entities. The ability of the Veterinary Resources Program to supply Basic Life Support to Research Animals meets the current needs of our customers. Anticipated increased requirements of our customers will result in the need for a workforce that is better trained in technical and specialized skills and facilities and equipment that allows flexibility for quickly changing animal research needs and increased efficiency in operations. Due to the increasing reliance upon performance- based contracting to provide animal husbandry and veterinary medical/technical services, it is imperative that any contract reflects the current and future personnel requirements as stated in this Readiness Analysis.

71. 71 Basic Life Support Service Group Turnover Rate (Oct 2001 - June 2002)

72. 72 Basic Life Support Service Group Avg. Hours of Sick Leave Oct 2001 - June 2002)

73. 73 Basic Life Support Service Group Avg. Number of Awards (O ct 2001 - June 2002)

74. 74 Basic Life Support Service Group Avg. EEO Complaints (Oct 2001 - June 2002)

75. 75 Basic Life Support Service Group Avg. ADR Cases (Oct 2001 - June 2002)

76. 76 Basic Life Support Service Group Learning and Growth Data Table About 5 employee turnover About 3-1/2 days sick leave per employee About 1 award for every 4 employees 6 ADR case out of 86 employees 11 ER Cases out of 86 employees 2 EEO cases out of 86 employees

77. 77 Unit Cost Measures for DS2, DS3, and DS4 DS2- Baseline measure of veterinary procedures was utilized to generate unit costs for Small and Large Animal. Small Animal unit costs are $117/procedure; Large animal unit costs are $35/procedure. (costs are covered in per diems) DS3- Environmental Enrichment unit cost based on total number of behavior observations is $53/observation. DS4- Nutrition unit cost based on number of analyses processed is $316/nutrition service.

78. 78 Appendices Additional appendices material can be e-mailed. Morgane@mail.nih.gov Foltzc@mail.nih.gov

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