FY03 PMP Presentation Package

1
FY03 PMP Presentation Package

• 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 Paul Donaldson
• Master Firefighter Thomas Kellum
• Technician Michael Laven
• 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
  .19
• Learning and Growth Perspective .27
• Financial Perspective ..33
• Conclusions and Recommendations 38

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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.

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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.
6
Performance Objectives Relationship
7
Customer Perspective
8
Customer Perspective
9
C1A Number of Responses by Location
22
29
Building 10
On-Campus Labs
On-Campus Non-Labs
Mutual Aid
27
22
10
C1A Number of Responses by Location
11
C1A Number of Responses by Location For
Fiscal Year 03 2018
12
C1A Number of Responses by Location Based on
1st Qtr Data
13
C1B Types of Calls
14
C1B Types of Calls
15
C1B Types of Calls
16
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

17
Customer PerspectiveWhat does the data tell you?

• The types of calls remains consistent over the 5
  year comparison
• Thus meeting the FY 03 Target of /- 5 change
• The location of the calls remains consistent over
  the 5 year comparison
• Thus meeting the FY 03 Target of /- 5 change
• The average number of calls per month remains
  consistent over the 5 year comparison

18
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 04

19
Internal Business Process Perspective
20
Internal Business Process Perspective
21
1B1A Response Times
22
1B1A Response Times
23
1B1A Response Times For FY 03
24
1B1A Response Times For FY 03
25
1B1A Response Times For FY 04 1st Qtr
26
1B1A Response Times For FY 04 1st Qtr
27
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

28
Internal Business Process PerspectiveWhat does
the data tell you?

• Response times remain consistent over the 5 year
  comparison
• Thus meeting the FY 03 Target
• The 1st Qtr of FY 04 is not consistent with the
  previous years, some triggers have been
  identified
• This trend will not meet the FY 04 Target
• Increased Mutual Aid requests have affected the
  overall response time summary
• New location of the Fire Station, and route of
  travel to access Building 10 (Only Temporary)
• Response challenges resulting from CVI location
• Current construction items at the Fire Station
  that will be resolved upon completion (only using
  one side of apparatus bay, station alerting
  system)

29
Internal Business Process PerspectiveWhat
actions are planned?

• Continue with current data collection procedures,
  and evaluation processes (monthly/quarterly)
• Monitor next Qtrs to ensure 1st Qtr triggers are
  resolved
• 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

30
Learning and Growth Perspective
31
Learning and Growth Perspective
32
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 the 1st Qtr of FY 04, the DFRS staff
  received a total of 476.5 hours of training
• This equated to an average of 158.3 hours per
  month

33
LG1B Hours of Drills Per Month

• The DFRS staff spent a total of 2620.75 hours
  conducting drills in FY 03
• This equates to an average of 214.4 hours per
  month
• During the 1st Qtr of FY04, the DFRS staff spent
  a total of 350 hours conducting drills
• This equated to an average of 116.7 hours per
  month

34
Learning and Growth PerspectiveWhat does the
data tell you?

• A total of 6108.25 hours were devoted to
  readiness training
• This averages to 509 hours per month
• The 1st Qtr numbers for FY 04 are lower then the
  average for FY 03
• This is mainly attributed to moving into the new
  facility
• An additional impact on these figures resulted
  from the time spent during this Qtr, equipping
  the Tower, and qualifying additional
  driver/operators

35
Learning and Growth PerspectiveWhat actions are
planned?

• Continue with current data collection procedures,
  and evaluation processes (monthly/quarterly)
• Ensure that the remaining Qtrs of FY 04 result
  in increased readiness training
• This will ensure that the FY 04 Target is met

36
Financial Perspective
37
Financial Perspective (cont.)Mandatory to Report
on Unit Cost Objective
38
F1A Unit Cost Per Hour, Per DFRS Employee
39
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

40
Financial PerspectiveWhat actions are planned?

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

41
Conclusions
42
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

43
THANK YOU

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