FY02/FY03/FY04 Evaluation Summary

1
FY02/FY03/FY04 Evaluation Summary

• Security and Emergency Response Program
• Division of Fire Rescue Services
• NIH Fire Department

2
Performance Management Presentation Provide
Fire Emergency Services

• Team Leader
• Assistant Chief Jonathan Mattingly
• Team Members
• Lieutenant Edward Gotthardt
• Master Firefighter Joe DAmbrosio
• Master Firefighter Thomas Kellum
• Technician Michael Laven
• Technician Frank Smith
• Program Support Assistant Lori Eckstine
• Security and Emergency Response Program
• Office of Research Services
• National Institutes of Health

3
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

4
Table of Contents (cont.)

• Appendix
• Page 2 of template
• Customer Perspective
• C1A Number of responses by location.
• C1B Type of calls.
• C2A ORS customer scorecard ratings.
• Internal Business Process Perspective
• IB1A 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 Perspective
• LG1A Hours of job related training received
  above job requirements.
• LG1B Hours of drills per month.
• LG2A Number of master firefighters.

5
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.
6
Performance Objectives Relationship
7
Customer Perspective
8
Customer Perspective
9
C1A Number of Responses by Location
Building 10
On-Campus Labs
On-Campus Non-Labs
Mutual Aid
10
C1B Types of Calls
11
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

12
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

13
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

14
Internal Business Process Perspective
15
Internal Business Process Perspective
16
1B1A Response Times
17
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

18
Internal Business Process PerspectiveWhat does
the data tell you?

• Response times remain consistent over the 4 year
  comparison

19
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

20
Learning and Growth Perspective
21
Learning and Growth Perspective
22
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

23
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.

24
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.

25
Financial Perspective
26
Financial Perspective (cont.)Mandatory to Report
on Unit Cost Objective
27
F1A Unit Cost Per Hour, Per DFRS Employee
28
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

29
Financial PerspectiveWhat actions are planned?

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

30
Conclusions
31
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

32
THANK YOU

• Security and Emergency Response Program
• Division of Fire Rescue Services
• NIH Fire Department