FY02 ASA Presentation Fire Prevention Section, EMB, DPS

1
FY02 ASA Presentation Fire Prevention Section,
EMB, DPS

• Presented by
• J.P. McCabe, P.E.
• Samuel A. Denny, P.E.
• Robert C. Beller, P.E.
• Office of Research Services
• National Institutes of Health
• 18 November 2002

2
Table of Contents

• Main Presentation
• ASA Template ..4
• Customer Perspective. .5
• Customer Segmentation .6
• Customer Satisfaction..9
• Unique Customer Measures.
  ..10
• Internal Business Process Perspective
  12
• Service Group Block Diagram..13
  
• Conclusions from Discrete Services Deployment
  Flowcharts.14
• Process Measures..15
• Learning and Growth Perspective20
• Conclusions from Turnover, Sick Leave, Awards,
  EEO/ER/ADR Data..21
• Analysis of Readiness Conclusions
  .22
• Financial Perspective..23
• Unit Cost24
• Asset Utilization26
• Conclusions and Recommendations.29
• Conclusions from FY02 ASA..30
• Recommendations31

3
Table of Contents

• Appendices
• Page 2 of the FPS ASA Template
• Customer segmentation graphs
• Block diagram
• Process maps
• Process measures graphs
• Learning and Growth graphs
• Analysis of Readiness Information
• Any unique measures graphs

4
Customer Perspective
5
(No Transcript)
6
Customer Segmentation DS1

• DCAB remains the principal customer, PWB and IC
  work are less than 10 of the total

7
Customer Segmentation DS2
DS2 - FY02 Customer Segmentation
Inspections
NIHAC
RML
2
1
GRC
1
Local
Rental
25
Bethesda
71

• FPS inspected all NIH owned buildings in FY 02.
• The total area (including local rental space)
  totals over 12 million sq. ft.
• Approximately 3 million sq. ft. (rental space)
  was not inspected in FY 02.
• FPS is adding 2 inspectors in FY 03 to ensure
  rental space meets requirements.

8
Customer Segmentation DS3
DS3- FY 02 - Fire Training Occurrences
Customer Segmentation

• An occurrence represents a training session or
  drill
• Non CC training increased by 100 over FY 01

9
Customer Satisfaction

• FPS measures were not included in the ORS
  customer scorecard for the current cycle.
• FPS has supplemented the ORS customer scorecard
  with questions aimed at determining AO awareness
  of the availability of fire safety training.

10
Unique Customer Measures DS1

• Both design review and submittal review
  turnaround times decreased because were working
  more closely with customers

11
Unique Customer Measures DS3 (Training)

• Post fire drill test scores for CC nursing staff
  were 100
• The number of staff hours trained outside of the
  CC increased 100

12
Internal Business Process Perspective
13
Internal Business Process Perspective

• FPS discrete services ensure fire safety in NIH
  facilities by examining
• new construction (DS1 design reviews and
  construction inspections)
• code compliant usage of operating facilities
  (DS2 inspections of existing conditions) and
• fire safety awareness (DS3 training)

Review designs and inspect new construction
and/or alterations to ensure that NIH buildings
comply with all regulatory requirements
Inspect existing buildings to ensure that they
continue to comply with regulations
Train and educate NIH staff regarding fire safety
14
Internal Business Process Perspective -
Deployment Flowcharts

• FPS has completed deployment flowcharts for the
  three discrete services (see Appendix).
• A problem was noted for DS1 in that there is no
  mechanism to ensure that designs are reviewed and
  new work inspected before occupancy.
• A similar problem was noted for DS2 in that there
  are no means to ensure that deficiencies are
  corrected in a timely manner.
• Accountability must be addressed see
  recommendation on Slide 31.

15
Internal Business Process Perspective Process
Measures

• The process measures established for each
  discrete service are
• DS1 of construction projects reviewed during
  design and inspected during construction.
• DS2 Benchmark fire inspector staffing levels
  with current DOD standards.
• DS3 Monitor the staff hours trained outside of
  the Clinical Center.

16
Internal Business Process Perspective DS1
Process Measure

• FPS mission is to ensure all new construction and
  renovations are code compliant.
• FPS has been involved in the design and
  construction of all major projects.
• Smaller jobs have the potential to create fire
  protection deficiencies but there is no mechanism
  to ensure these are reviewed.
• FPS and DES continue to seek a method to prevent
  this from happening, however, the next slide
  shows the scope of the problem.

17
Internal Business Process Perspective

• FPS has examined the list of projects in SSFAS
  (see chart) and found the FPS review percentage
  to be 32.
• Applying this to the total DES workload of 555
  projects (a figure supplied by DES) shows
  agreement with actual number of reviews by FPS
  since
• -174 unique projects were reviewed by FPS
• - 32 of 555 is 178 projected reviews.

18
Internal Business Process Perspective DS2
Process Measure

• Current (end of FY02) total square footage at
  Bethesda, Poolesville, GRC, RML and local leased
  space is 12.7 million sq. ft.
• After hiring two additional inspectors (currently
  in-progress), NIH will meet DOD staffing
  requirements

19
Internal Business Process Perspective DS3
Process Measure
20
Learning and Growth Perspective
21
Conclusions from Turnover, Sick Leave, Awards,
EEO/ER/ADR Data

• Analysis of the FPS Learning and Growth Data
  indicates there are no areas of concern.

22
Analysis of Readiness Conclusions

• FPS is currently well trained, adequately staffed
  and equipped for the review work received and for
  inspecting Government owned facilities.
• A plan is in place which, if implemented, ensures
  adequate staffing, training and equipment over
  the next few years to review/inspect all designs
  and construction and to inspect leased facilities
  in the metropolitan area.

23
Financial Perspective
24
Unit Cost Measures

• FPS FTEs are assigned as follows
• - DS1 (construction reviews/inspections) 3
  (contract) engineers and 1 inspector
• - DS2 (routine inspections/consultations) 1
  engineer and 2 inspectors
• - DS3 (training) 1 inspector
• Section-wide costs (Section Chief, Admin. Asst.,
  training costs, vehicle, supplies, etc.) were
  divided equally among the three discrete services

25
Unit Cost Measures

• Budget data could not be obtained to perform the
  Unit Cost Calculations.
• The Unit Cost Calculation Procedure appears in
  the Appendix.

26
Asset Utilization DS1 (Engineering Reviews)

• Unit Output
• Design Reviews 5.4 hours for reports, 10 hours
  total
• Submittal Reviews 1.6 hours for reports, 4 hours
  total
• Inspections 2.4 hours for report, 5 hours total
• Staffing 7360 hours (4 FTEs)
• Production hours 5888 (assume 20 of time used
  for training, staff meetings, and other admin.
  duties)
• Design Reviews 60 or 3533 hours
• Submittal Reviews and Inspections 20 or 1177
  hours each
• Production Capacity
• Design Reviews 3533 hours / 10 hours per review
  353 reviews
• Submittal Reviews 1177 hours / 4 hours per
  review 294 reviews
• Inspections 1177 hours / 5 hours per inspection
  235 inspections
• Asset Utilization
• Design Reviews 288/353 82
• Submittal Reviews 285/294 97
• Inspections 166/235 71

27
Asset Utilization DS2

• Unit Output
• Inspections/Consultations 3 hours
• Hazardous Work Permits 0.5 hours
• Production Capacity 5220 hours (3 FTEs)
• Inspections/Consultations 88 or 4594 hours
• Hazardous Work Permits 12 or 626 hours
• Production Hours
• Inspections/Consultations 3032 hours recorded
• Hazardous Work Permits 425 hours / 0.5 hrs 850
  permits
• Asset Utilization
• Inspections/Consultations 3032/4594 66
• Hazardous Work Permits 425/626 68

28
Asset Utilization DS3

• Unit Output
• Fire Safety Awareness Training Session 1.5 hours
  
• Production hours 1740 hours (1 FTE)
• FPS assumed 1 Fire Inspector FTE applicable to
  this discrete service
• Production Capacity
• Training sessions 1740 hours / 1.5 hrs 1160
  units
• Asset Utilization
• Inspections/Consultations 339/1160 29
• FPS needs to promote utilization of training
  services

29
Conclusions and Recommendations
30
Conclusions from FY02 ASA

• The Good News
• After filling the approved additional contract
  engineer position, FPS will have the capacity to
  handle an increase in design reviews and
  inspections.
• After filling the approved two additional Fire
  Inspector positions, the FPS will be able to
  inspect all leased buildings in the metropolitan
  area.
• The Other News
• There are a significant number of designs not
  being reviewed as well as projects not being
  inspected before occupancy.
• There is no mechanism to ensure the correction of
  violations documented during the routine building
  inspections.

31
Recommendations

• FPS recommends that NIH establish design approval
  and beneficial occupancy permits similar to those
  in use in local jurisdictions.
• Develop a tracking system for the correction of
  violations this will become a process measure.
• Improve internal record keeping of the hours
  spent on design and construction inspection
  outside of the formal report issuance stage
  (e.g., design review meetings, construction
  progress meetings, etc.).

32
Appendices
33
(No Transcript)
34
Customer Segmentation Graphs DS1
35
Customer Segmentation Graphs DS2
NIHAC
RML
2
1
GRC
1
Local
Rental
25
Bethesda
71
36
Customer Segmentation Graphs DS3
37
FPS Discrete Services Block Diagram
Review designs and inspect new construction
and/or alterations to ensure that NIH buildings
comply with all regulatory requirements
Inspect existing buildings to ensure that they
continue to comply with regulations
Train and educate NIH staff regarding fire safety
38
FPS Process Maps DS1
39
FPS Process Maps DS1
40
FPS Process Maps DS1
41
FPS Process Maps DS2
42
FPS Process Maps DS3
43
Analysis of Readiness Information
          Skills and abilities   -       
Certified fire inspectors -        Licensed
engineers in fire protection -        Analytic
skills -        Oral and written communication
-        Training -        Computer
literacy           Numbers/skills/abilities in
three years   -        No expected gaps in
skills -        We are projecting that we will
need to hire 2 new entry-level inspectors -       
We are expecting to add one contract engineer in
03, one in 04 -        With 6 inspectors and 6
engineers, staff should be adequate through
04.           Training needs, next 3
years   -        For new inspectors, 1 year of
training in inspection and fire investigation,
leading to certification. -        For one
contract engineer, professional licensing exam
          Tools or materials needs, next three
years   -        Will need additional vehicle to
transport training aids around campus -       
Will need computers and supplies for two new
inspectors in 03, one contract engineer in 03,
one in 04.           Tools or materials
adequacy   -        With items listed above, we
will have what we need.           Implications
of not obtaining needed resources   -        We
wont be able to cover requests for burn
permits -        Inspections will be
delayed -        Turnaround times for design
reviews will stretch out -        We will need to
contract out our fire investigations
44
Unit Cost Calculation Procedures

• DS1 cost - (1/3rd 550K 48,250) is divided
  60-20-20 across the three distinct production
  unit types so unit costs are
• -0.60 x (above)/288 design reviews per
  design review
• - 0.20 x (above)/285 submittal reviews per
  submittal review
• - 0.20 x (above)/166 inspections per
  inspection
• DS2 cost - (1/3rd 87K 96,500) is divided
  88-12 across the two distinct production unit
  types so unit costs are
• - 0.88 x (above)/??? Inspections/Consultations
  per unit
• - 0.12 x (above)/??? Hazardous work permits
  per permit
• DS3 cost - (1/3rd 48,250) / 339 training
  sessions per unit