# Presentation: 821977

## 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**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

## 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 Perspective................................................20
- Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data........21
- Analysis of Readiness Conclusions....................................................22
- Financial Perspective.................................................................23
- Unit Cost.......................................................................................24
- Asset Utilization..............................................................................26
- Conclusions and Recommendations..............................................29
- Conclusions from FY02 ASA..............................................................30
- Recommendations...........................................................................31

**Notes:**

This Table of Contents lays out a recommended structure for your ASA presentation.  

Notice this page describes the Main Presentation.

Keep in mind that you have 30 minutes for the presentation, including questions from the audience.  

## 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

**Notes:**
Notice this page describes the slides that should be included in your Appendices.

## Customer Perspective

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Slide 5

**Notes:**
Replace the template shown here with page 1 of your ASA template.   

To copy an Excel chart, diagram, graph, Visio chart, or MS Word narrative into PowerPoint:
1.  Copy selected chart/diagram/graph/ text in Excel/Visio/Word
2.  In PowerPoint, insert a new slide on which to paste your chart/diagram/graph.  Note when selecting a new slide on which to paste a graphic, you will want to select the slide type that only has a text box for a title, and the rest of the slide is blank. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
3.  Once you have positioned your cursor onto the new blank slide on which you want to import your graphic, choose “Edit” and then “Paste Special” from the menu.  By using “Paste Special” instead of just paste, you will help to keep the size of your file manageable.  
Resize the copied object if necessary.  Resizing the chart or graph in Excel first may give you better results.  You may want to try it both ways.

	In your presentation, please emphasize the value proposition and the service group strategy.  Have your customers had a chance to discuss with you the  the VP?  What elements of the value proposition were assessed in the ASA?  

## Customer Segmentation – DS1

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

## Customer  Segmentation – DS2

- 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.

**DS2 - FY02 Customer** **Segmentation **

**Inspections**

**GRC**

**1%**

**Local**

** ****Rental**

**25%**

**Bethesda**

**71%**

**NIHAC**

**2%**

**RML**

**1%**

## Customer Segmentation – DS3

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

**DS3- FY 02 - Fire Training Occurrences **

**Customer Segmentation**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## 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.

- FPS has supplemented the ORS customer scorecard with questions aimed at determining AO awareness of the availability of fire safety training.

**Customer Satisfaction**

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Both design review and submittal review turnaround times decreased because we’re working more closely with customers

**Unique Customer Measures – DS1**

**Notes:**
If you added unique customer measures, insert bullet statements summarizing your findings here or the graphs if informative.  

For example, you may show a graph depicting repeat customers or new customers, or revenue from new customers or new services.

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique customer measures.

## 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%

## Internal Business Process Perspective

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Internal Business Process Perspective

**Review designs and inspect new construction and/or alterations to ensure that NIH buildings comply with all regulatory requirements**

**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)**

**Inspect existing buildings to ensure that they continue to comply with regulations**

**Train and educate NIH staff regarding fire safety**

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## 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.

- 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.

**Internal Business Process Perspective****  - Deployment Flowcharts**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## 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.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## 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.

## 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.

## 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

- After hiring two additional inspectors (currently in-progress), NIH will meet DOD staffing requirements

**Internal Business Process Perspective – DS2 Process Measure**

## Internal Business Process Perspective – DS3 Process Measure

## Learning and Growth Perspective

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

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

**Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## 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.

- 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.

**Analysis of ****Readiness**** Conclusions**

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Financial Perspective

**Notes:**
Transition Slide for your Financial Perspective data and findings.

## 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

- 		**- 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

**Unit Cost Measures**

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

## Unit Cost Measures

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

## 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%

**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%**

**Asset Utilization – DS1 (Engineering Reviews)**

**Notes:**

If you choose to insert graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing Asset Utilization Measures:
How did you define asset utilization?
How close are you in meeting your planned utilization?  Why?
How can you better plan asset utilization in the future?

## 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%**

## 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**

## Conclusions and Recommendations 

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## 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.

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## 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.).

- 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.).

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## Appendices

**Notes:**
Transition Slide for your Appendices.

## Slide 33

## Customer Segmentation Graphs – DS1

## Customer Segmentation Graphs – DS2

**GRC**

**1%**

**Local**

** ****Rental**

**25%**

**Bethesda**

**71%**

**NIHAC**

**2%**

**RML**

**1%**

## Customer Segmentation Graphs – DS3

## 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**

## FPS Process Maps – DS1

## FPS Process Maps – DS1

## FPS Process Maps – DS1

## FPS Process Maps – DS2

## FPS Process Maps – DS3

## 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 won’t 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

## 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