FY02 ASA Presentation Basic Life Support for Animal Research Animals

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

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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 Measures14-18
• Learning and Growth Perspective..1
  9
• 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 Cost25-26
• Asset Utilization27-30
• Conclusions and Recommendations.31
• Conclusions from FY02 ASA..32-33
  

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Table of Contents

• Appendices
• ASA Template.37
• VRP Survey Respondents38
• 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 Diagrams45-46
• What Needs to be Improved.47
• Service Group Block Diagram..4
  8
• 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 Analysis69-70
• Basic Life Support Service Group HR Data
  (6).71-76

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Customer Perspective
6
Customer Segmentation for Service Group
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Customer Segmentation for Service Group
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Customer Satisfaction Survey

• 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

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Customer Satisfaction Survey

• Areas For Improvement

• 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.

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Internal Business Process Perspective
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Service Group Block Diagram

• The largest discrete service is husbandry
  followed by veterinary services, environmental
  enrichment, and nutrition.

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Basic Life Support Service GroupBlock Diagram
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Conclusions from Discrete Services Deployment
Flowcharts

• All Discrete Services are Closely Connected and
  Are Interdependent.

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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)

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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure Growth in Husbandry
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DS1 Process Measure Growth in Husbandry
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DS1/DS2- Process Measure GraphGrowth in Vet
Activities Associated With Growth In Animal
Holding
19
Learning and Growth Perspective
20
Conclusions from Turnover, Sick Leave, Awards,
EEO/ER/ADR Data

• 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

Average Sick Leave Awards Received
Human Resources 3.5 days 1 out of 4
Internal VRP Data 9.5 days 1 out of 1
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Analysis of Readiness Conclusions

• 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.

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Unique Learning and Growth Measures Increase
Technical Competencies

• 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.

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Learning and Growth Unique MeasureTechnician
Competencies
24
Financial Perspective
25
Unit Cost Measures

• 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 Cost Per 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

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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

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Asset Utilization Measures

• 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.

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Asset Utilization
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Asset Utilization
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Asset Utilization
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Conclusions and Recommendations
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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.

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Conclusions from FY02 ASA (cont.)

• Improve Availability of Technical Services
• Endeavor to Improve Customer Service

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Recommendations- Action Items

• 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.

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Appendices
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Appendices

• Include the following
• Customer segments graphs
• Process measure graphs
• Growth graphs
• Nutrition graphs
• Unit cost graphs
• Asset utilization graphs
• Any unique measures graphs

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Appendices A- Page 2, ASA Template
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VRP Survey Respondents FY02 Respondents by Type
of Customer
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FY02 Animal Husbandry Services Usage
40
FY02 Animal Husbandry Services Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding
41
FY02 Clinical Veterinary and Technical Services
Usage
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
Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding.
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Radar ChartFY02 Customer Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding.
45
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important
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Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
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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.

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Service Group Block Diagram
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Discrete Service 1 Provide Husbandry Process Map
50
Discrete Service 2 Provide Veterinary Care
Process Map
51
Discrete Service 4 Provide Environmental
Enrichment Process Map
52
Discrete Service 4 Provide Nutrition Service
Process Map
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS1 Process Measure GraphIncrease Holding
Capacity/Occupancy
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DS 2 Process Measure GraphImprove Researcher
Response Time
63
DS 3 Process Measure GraphSocializations
64
DS3 Process Measure GraphsBehavior Cases
65
DS4 Process MapQA for Testing Process
66
DS4 Process Measure GraphTurnaround Time for QA
67
DS4 Process Measure GraphTurnaround Time for QA
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DS4 Process Measure GraphTurnaround Time for QA
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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.
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Readiness Analysis (cont.)
Projected, budgeted increase in high-density
rodent caging for upcoming FY and future
purchases of nonhuman primate social housing
units.   ICs 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 ICs 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.
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Basic Life Support Service GroupTurnover Rate
(Oct 2001 - June 2002)
72
Basic Life Support Service Group Avg. Hours of
Sick Leave Oct 2001 - June 2002)
73
Basic Life Support Service Group Avg. Number of
Awards (Oct 2001 - June 2002)
74
Basic Life Support Service Group Avg. EEO
Complaints (Oct 2001 - June 2002)
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Basic Life Support Service GroupAvg. ADR Cases
(Oct 2001 - June 2002)
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Basic Life Support Service Group Learning and
Growth Data Table
About 5 employee turnover
6 ADR case out of 86 employees
About 3-1/2 days sick leave per employee
11 ER Cases out of 86 employees
About 1 award for every 4 employees
2 EEO cases out of 86 employees
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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.

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Appendices

• Additional appendices material can be e-mailed.
• Morgane_at_mail.nih.gov
• Foltzc_at_mail.nih.gov

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