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FY02/FY03/FY04 Evaluation SummarySecurity and Emergency Response Program

Division of Fire Rescue Services“NIH Fire Department”

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Performance Management Presentation

Provide Fire Emergency Services

Team Leader:

Assistant Chief Jonathan Mattingly

Team Members:

Lieutenant Edward GotthardtMaster Firefighter Joe D’AmbrosioMaster Firefighter Thomas KellumTechnician Michael LavenTechnician Frank SmithProgram Support Assistant Lori Eckstine

Security and Emergency Response ProgramOffice of Research ServicesNational Institutes of Health

10 January 2005

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Table of Contents

Main Presentation

PM Template ………………………………………………………5

Customer Perspective ……………………………………………7

Internal Business Process Perspective …………….…………14

Learning and Growth Perspective …………………………….20

Financial Perspective …………………………………………..25

Conclusions and Recommendations …………………………30

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Table of Contents (cont.)

AppendixPage 2 of template

Customer PerspectiveC1A: Number of responses by location.C1B: Type of calls.C2A: ORS customer scorecard ratings.

Internal Business Process PerspectiveIB1A: Response times. IB2A: Percentage of extinguisher inspections completed on schedule.IB3A: Hours of drills per month.IB3B: Number of building preplans per month.

Learning and Growth PerspectiveLG1A: Hours of job related training received above job requirements.

LG1B: Hours of drills per month.LG2A: Number of master firefighters.

Financial PerspectiveF1A: Unit cost per hour, per fire department employee.

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Service Group: Provide Fire Emergency Services

Discrete Service:Provide fire, rescue, and hazardous incident response services

Value Proposition:Knowledgeable site-specific experts of the NIH Fire Department

provide rapid, on-site, highly advanced response capabilities, to incidents involving fire, emergency medical, hazardous materials, and technical rescue to the NIH community, and maintains readiness initiatives to ensure that an adequate emergency response program is provided to support the mission of the NIH.

Service Strategy:Operational Excellence

Strategy Description:The inherent risks associated with the mission of the NIH, require that

the NIH Fire Department maintains “Operational Excellence” via proactive site-specific planning, preparedness, and training that incorporates cutting edge techniques and technologies that enhance the overall comprehensive emergency response strategy.

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Performance Objectives Relationship

HISO = HighImpact Strategic

Objective

KEY:

Division of Fire Rescue ServicesStrategy Map

C2: Increase customersatisfaction

Strategic Themes

Knowledgeablesite-specific

experts

Proactive site-specific

planning,preparedness,

and training

Provide rapid, on-site, highly advancedemergency response

to support themission of NIH

Cutting edgetechiques andtechnologies

Org

ani

zatio

na

l Va

lue

I1: Maintain/reduceresponse time

I2: Maintain extinguisher inspectionIAW applicable reqts.

Elem

ents critica

l togrou

p’s succe

ss

LG1: Increase the knowledge, skill,and abilities of staff to respond to future

emergencies.

F1: Minimize unit cost

Doc. Revised: 12/3/2003

CU

ST

OM

ER

INT

ER

NA

LB

US

INE

SS

FIN

AN

CIA

LL

EA

RN

ING

&G

RO

WT

H

HISO

objectives

LG2: Increase existing employee baseto full performance level

C1: Ensure the safety and protectionof the NIH Community during fire and life

safety emergency situations.

I3. Ensure readiness to respond toemergency incidents.

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Customer Perspective

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Customer Perspective

Objective Measure

Cu

sto

mer

C1: Ensure the safety and protection of the NIH Community during fire and life safety emergency situations.

C2: Increase customer satisfaction.

C1A: Number of responses by location.

C1B: Types of calls.

C2A: ORS customer scorecard ratings.

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C1A: Number of Responses by Location

33%

22%

29%

16%

33%

20%

31%

16%

FY 01 FY 02

FY 03 FY04

34%

19%

31%

16%

0

Building 10

On-Campus Labs

On-Campus Non-Labs

Mutual Aid

27%

21%

23%

29%

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C1B: Types of Calls

T otal Calls By T ype

1010951

1125 1146 1160 1176

468 482 477525 532 548

315272 310

388326

396

FY99 FY00 FY01 FY02 FY03 FY 04

Fire

EMS

Hazm at

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Customer PerspectiveWhat does the data tell you?

The types of calls remains consistent over the 6 year comparison

The location of the calls remains consistent over the 6 year comparison

The average number of calls per month remains consistent over the 6 year comparison

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Customer Scorecard Methodology

The NIH Fire Department shall use a custom scorecard designed by OQM and DFRS

It shall be distributed monthly It shall cover all incidents for the first 10 days of

each month It will address specific concerns of the DFRS

Responders handling of problems? Resolution of emergency?

Data will be compiled quarterly, by OQM

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Customer PerspectiveWhat actions are planned?

• Continue with current data collection procedures, and evaluation processes (monthly/quarterly)

• Conduct ORS OQM/DFRS Customer Scorecard assessment during FY 05

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Internal Business Process Perspective

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Internal Business Process Perspective

Objective MeasureIn

tern

al B

usi

nes

s

IB1: Ensure incident response times are below the national established limits of the ISO.

IB2: Maintain estinguisher inspections in accordance with applicable requirements.

1B3: Ensure readiness to respond to emergency incidents.

IB1A: Response times.

IB2A: Percentage of extinguisher inspections completed on schedule.

IB3A: Hours of drills per month.

IB3B: Number of building preplans per month.

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1B1A: Response Times

Percentage of On-Cam pus Calls w ith a 5 M inute or Less Response Tim e95% 95% 96% 96%

0%

100%

FY 01 FY 02 FY 03 FY 04

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1B2A: Percentage of Extinguisher Inspections Completed on Schedule

•Inspection Schedule is Regulation Driven

•JCAHO Requirements for Clinical Center

•NFPA 10 Requirements for Campus/Farm

•ALAC Requirements for Animal Care Areas

•Inspections are REQUIRED to be Completed in Accordance with the Requirements

•Therefore, the Inspections are Completed on Schedule, 100% of the Time

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Internal Business Process PerspectiveWhat does the data tell you?

• Response times remain consistent over the 4 year comparison

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Internal Business Process PerspectiveWhat actions are planned?

• Continue with current data collection procedures, and evaluation processes (monthly/quarterly)

• Separate response time data to show emergency v/s non-emergency and on campus v/s mutual aid

• Ensure fire extinguisher program remains at 100% compliance

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Learning and Growth Perspective

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Learning and Growth Perspective

Objective Measure

Lea

rnin

g a

nd

Gro

wth

LG1: Increase the knowledge, skill, and abilities of staff to respond to future emergencies.

LG2: Increase existing employee base to full performance level.

LG1A: Hours of job related training received above job requirements.

LG1B: Hours of drills per month.

LG2A: Number of master firefighters.

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LG1A: Hours of Job Related Training Received Above Job Requirements

• The DFRS staff received a total of 3487.5 hours of training in FY 03• This equates to an average of 290.6 hours per

month

• During FY 04, the DFRS staff received a total of 4310 hours of training• This equated to an average of 359.2 hours per

month

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Learning and Growth PerspectiveWhat does the data tell you?

• The data for FY 02 was not utilized as this measure was reformed in FY 03.

• If the FY 02 data had been utilized, it would not be equivalent to the FY03 and FY 04 as the department expanded its staff by 50% with the addition of the staffing for the Ladder Truck.

• The FY 04 numbers show a jump from FY 03 as a result of the training needed to bring the new staff up to the equivalent training levels of the current staff.

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Learning and Growth PerspectiveWhat actions are planned?

• Continue with current data collection procedures, and evaluation processes (monthly/quarterly)

• Ensure that the future years level out and establish a base line, as FY 05 will most likely show a decrease in overall training as a result of the FY 04 increase.

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Financial Perspective

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Financial Perspective (cont.)

Mandatory to Report on Unit Cost Objective

Objective Measure

Fin

anci

al

F1: Minimize Unit Cost at a Defined Level of Service.

F1A: Unit cost per hour, per fire department employee, compared to per NIH employee.

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F1A: Unit Cost Per Hour, Per DFRS Employee

2002 Op 2003 Op 2004 Forecast 2004 Request

Total Cost (000s) 2,622.157$ 3,700.534$ 3,933.594$ 3,610.249$ No. of Units 104,832 104,832 104,832 112,736

Unit Cost 25.01$ 35.30$ 37.52$ 32.02$

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Financial PerspectiveWhat does the data tell you?

• The unit cost data changes are identified to have 2 main triggers• The increase in staffing in accordance with the

2000 SAR• The conversion the NIH Fire Department from a

“Section” to a “Division”, which encompasses additional funding needs, such as rent

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Financial PerspectiveWhat actions are planned?

• Monitor the next 2 fiscal years to ensure that the unit cost data becomes consistent.

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Conclusions

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Conclusions from PMP

• This process has illustrated that the strategies in place from previous internal assessments, and the implementation of the recommendations from the 2000 SAR, have resulted in a highly proficient and efficient service delivery

• Future assessments and the collection and analysis of data will ensure that the strategies implemented will continue to result in “Operational Excellence”

• The Division of Fire Rescue Services of the NIH will continue to develop and increase its capabilities, to meet the ever changing needs, trends, and developments within the Fire and Emergency Services for the community which we serve

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THANK YOUSecurity and Emergency Response Program

Division of Fire Rescue Services“NIH Fire Department”