FY02 ASA Presentation Operate Emergency Communication Center

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FY02 ASA Presentation Operate Emergency
Communication Center
Presented by G. Borden G. Elliott, G.
Harris, L. Martinez, M. Sheelor Office of
Research Services National Institutes of
Health 18 November 2002
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Table of Contents

• Main Presentation
• ASA Template ..4
• Customer Perspective..5
• Customer Segmentation .6
• Customer Satisfaction..7
• Unique Customer Measures...8
• Internal Business Process Perspective
  .9
• Service Group Block Diagram..10
  
• Conclusions from Discrete Services Deployment
  Flowcharts.11
• Process Measures..12
• Learning and Growth Perspective.13
  
• Conclusions from Turnover, Sick Leave, Awards,
  EEO/ER/ADR Data..14
• Analysis of Readiness Conclusions
  .15
• Unique Learning and Growth Measures
  ..16
• Financial Perspective..17
• Unit Cost18
• Asset Utilization19
• Unique Financial Measures....2
  0
• Conclusions and Recommendations.21

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Table of Contents

• Appendices
• Page 2 of your ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measures graphs
• Learning and Growth graphs
• Analysis of Readiness Information

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ASA TEMPLATE
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What are we about?

• We handle over 4,800 telephone calls per month
• Responsible for over 32 line on the telephone
  system
• Monitor 17 CCTVs w/over 120 images of the NIH
  campus
• Monitor 24 alarm devices and the fire alarm
  system
• Make over 50,000 National Crime Information
  Center (FBI NCIC) inquiries
• Criminal and employment Background checks
• Analyze stressful situations 911 calls
• The only Federal 911 center in the DC area.
• Three shifts
• 3 personnel midnights, 3 personnel mid-shift, and
  5 personnel including supervisor on the day shift
• TTY service for the hearing challenged

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If we are not handling Emergencies, What? Types
of Non-Emergency Calls Received

• Employee building access
• Parking complaints
• Ticket complaints
• Directions to NIH
• Events/Employment information
• Complaints on parking meters
• Calls for officers, administrative staff, ECC
  personnel
• Lost Found
• Disable d vehicles
• Citizens locked out of their vehicles

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Customer Perspective
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OUR CUSTOMERS

• ECCs prime customer is the Police Branch of
  which we are an integral part
• NOTE We concentrated on Police/Fire as customers
  with the idea that the NIH community is the
  ultimate customer

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CCTV Monitoring DS2

• From May October 02 Two incidents
• CCTVs are providing crime deterrence
• Increased security CCTVs has decreased crime

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FY02 ORS Customer Scorecard Data for the Annual
Self Assessments Service Group 13 Operate
Emergency Communication Center 16 October
2002 Summary Prepared by the Office of Quality
Management (OQM)
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Survey Distribution
Number of Surveys Distributed Emergency
Communication Center 50 Number of Surveys
Returned Emergency Communication
Center 17 Response Rate 34
14
Survey RespondentsFY02 Respondents by IC
15
Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
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Radar Chart InterpretationsProduct/Service

• Comparison of ORS ECC Product/Service
  Satisfaction ratings
• ECCs overall score is slightly below ORS index
  (ORS 8.27 vs. ECC 6.53), with ECCs reliability
  the lowest of four categories (reliability, cost,
  timeliness, and quality)
• Lack of formal training may be an issue in
  providing correct information or response
• Ratings may reflect continuing difficulties in
  communication between Fire Department and ECC
• ECC cost score is slightly below ORS (7.42 vs.
  ECC 7.33) however cost in ECC is the highest
  rated category
• Respondents think ECC is a pretty good value

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Radar ChartFY02 Customer Service Satisfaction
Ratings
Service Group Index 6.81
Availability
7.59
10.00
7.00
Handling of
4.00
Responsiveness
Problems
7.06
6.29
1.00
Convenience
Competence
5.82
7.31
Data based on 17 respondents
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
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Comparison of ORS ECC Customer Service
Satisfaction ratings

• Compared to ORS customer service satisfaction
  ratings, ECC is slightly below (ORS 8.55 vs. ECC
  6.81) with ECCs competence the lowest rating of
  5 categories (reliability, handling of problems,
  responsiveness, convenience, competence).
• The percentage of mistakes is miniscule, but the
  consequences are major
• The only ways to reduce the number of mistakes
  further are (a) to provide additional training
  for employees and (b) to provide more staff
  rushed call takers make mistakes

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Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important. The Satisfaction rating
scale ranges from 1 - 10 where 1 represents
Unsatisfactory and 10 represents Outstanding.
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Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
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Scatter Diagram Interpretation

• The Police Fire Branches believe availability
  and convenience are very important.
• Cost does not appear to be a major factor for
  satisfaction.
• It is interesting to note that better handling of
  problems would contribute greatly to improved
  customer satisfaction.
• Again, we need to invest in more training and
  additional staff.

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These are some of the surveys comments of what
was done particularly well?

• One or two dispatchers are competent to handle
  duties required. The rest need improvement.
• Checking on building alarms in and out of
  service.
• Keeping track of officers is usually done very
  well.
• Good service.
• All phases of dispatch and communication services
  are performed exceptionally well.
• The new supervisor of ECC has improved the
  quality of ECC services and relationships with
  the customers.

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Returned Survey Comments of what needs to be
improved?

• Need to place lead dispatches on all shifts. All
  of them work day work.
• Timing.
• ECC needs to follow proper command structure, in
  other words, dispatchers need to stop placing
  themselves in the role of supervisor, which they
  are not.
• How key dispatch calls.
• Better dispatchers, people that understand
  police/fire/rescue operations. Dispatchers that
  speak clear English, dispatchers that are
  competent.
• Quality and competency of ECC staff, more staff,
  better scheduling so "NO" police officers have to
  fill in. Repeaters for al 3 channels for better
  communications on and off campus.
• The whole system.
• Speed/accuracy of NCIC for officers for some
  dispatchers.
• Nothing to complain about at this time.
• Better equipment.

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Other Comments

• All dispatchers need official training before
  being assigned to dispatch center. Formal
  training should be conducted by full time
  trainers, off campus if need be.
• Keep training.
• Day crew is very reliability, and responsive but
  nights and weekends are very shady and fly by
  night. Feel can not rely on them.
• ECC definitely needs to improve quality and
  performance of dispatchers since NIH police and
  fire respond to life threatening situations!
• Better dispatchers, better training, better
  quality assurance, and review.
• Sent your staff to a ECC that works with real
  Emergency every day to get them real training.
• The quality of dispatching changes between
  operations/shifts and by work load. I believe
  they all try very hard doing their best.

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To Summarize Increased Customer Satisfaction
depends on

• Quality customer satisfaction training
• Reliability work toward Industry Standards
• Timeliness constant scenario drills
• Competence better hiring practices
• Handling of problems training issues
• More staff tired and rushed dispatchers make
  mistakes

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Recommendations

• Improve pay benefits to attract high quality
  personnel
• Have a panel of ECC/Fire personnel interview
  prospective recruits the interviewing to improve
  selection process
• Structure probationary period 12-week training
  to screen out less-successful recruits
• Dispatcher Certification
• Formal IN-SERVICE program
• Training in competence areas
• (i.e., customer service, proper dispatching
  procedures)

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Internal Business Process Perspective
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Relationship between Service Group and Discrete
Services

• NIH ECC is the only Federal ECC to establish an
  enhanced 911 Emergency Communication Center in
  the DC area
• ECC is the focal point between the Police, Fire,
  and NIH community
• ECC answers emergency and non-emergency calls,
  analyze stressful situations, monitor approx. 130
  CCTVs, monitor Door Alarm Devise, and Fire
  Alarms.
• ECC utilizes the Federal Bureau of
  Investigations National Crime Information Center
  (NCIC) for investigation purposes

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Conclusions from Discrete Services Deployment
Flowcharts

• Our Service Group completed 3 deployment
  flowcharts for 3 discrete services
• We have learned from the deployment flowcharts
• Overall view of total process from requester to
  completed actions
• Shows sequence of events
• Each chart shows a strong symbiotic relationship
  between ECC, Police fire (I.e., maintain radio
  contact for personal safety
• Shows area of improved training needs (i.e.,
  obtain relevant information from requester)
• Shows no outstanding signals

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Process Measures

• Process measures for each discrete service
• DS1 Operate ECC
• Total calls received in ECC 2002
• Average time to dispatch a call
• Actual average monthly overtime
• DS2 Monitor CCTV equipment
• Relatively new DS measurement established a
  baseline for future measures (2.8 hours 24/7)
• DS3 Respond to NCIC requests
• Total number of requests per year
• Relatively new DS measurement - established
  baseline for future measures

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Average Time To Dispatch A Call in Minutes
Control Chart

• Within limits No major signals

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911 Control Chart
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Total Calls Received In The Emergency
Communications Center June 2001 June
2002 Non-Emergency 84,693, BlP 11,868, Emergency
8,535 Total 84,693
76 Non-Emergency 14 Blue Light Phone 10
Emergency
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Process Measure Findings

• Beginning month 40-60 hours
• mandated OT because of high security out side
  influence
• Emergency incoming calls (approx. 11 of total
  calls) are within the control process
• Average time to dispatch a call is between 4-5
  minutes
• Training issues with the update version of CAD
  system

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FY02 Learning and Growth (LG) Data for the
Annual Self Assessments Service Group 13
Operate Emergency Communications Center 26
September 2002 Summary Prepared by the Office of
Quality Management
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Learning and Growth Data Table
1 ER case out of 7 employees
14 employee turnover
About 1 award for every 2 employees
About 2 days sick leave per employee
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Interpreting ECCs Data

• Group Turnover Rate
• ECC is slightly below average
• Average Hours of Sick leave Use
• ECC is below average
• Average Number of Awards Received
• ECC is slightly below average
• Average Number of EEC Complaints
• None
• Average Number of ER Cases
• One case in 2001

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Summary of ECC Learning and Growth Data

• Fourteen percent employee turnover
• About 2 days of sick leave used per employee
• About one award for every 2 employees
• No ECC complaints for the year 2002
• Fourteen percent Employee Resolution cases
  (actually only one case in 2001)
• Average number of ADR Cases - None

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

• Group Turnover Rate
• Fourteen percent
• Out of 32 SGs ECC ranks slightly below the 50
  percentile with 50 being the mean
• Average Hours of Sick Leave Used
• With 35 hours as an average, ECC is below average
  with 18 This is an indication that Sick Leave
  is not being abused
• Average Number of Awards Received
• ECC is slightly below average. Improvement is
  needed
• Note NIH in general needs to improve awards
  program

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Conclusions Continued

• Average Number of EEC Complaints
• None This indicates an adherence to the rules
  and policies concerning EEC practices
• Average Number of ER Cases
• One case in 2001 which gives 14
• As compared with other SGs, ECC was slightly
  above the the average of .12 (ECC .14)
• Note ECC is in the process of formulating a
  Union, thus, another means to address ER issues.
• Average Number of ADR Cases
• None ECC mgt employees are working to resolve
  issues

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Financial Perspective
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Financial Findings Overtime

• Trend !!!
• Until ECC reach Full staffing, OT costs will
  remain a part of the normal operating
  procedure.
• ECC is utilizing approximate 20 OT
• This equates to 2.82 FTEs
• Avg. Salary 38,314
• 38,314 X 11 (number of FTEs) 421,450
  (straight time)
• Avg. OT hours 27.63 X 904.50 hours (total number
  of OT used) 107881
• Straight Sal 421450 OT Sal 107881 529331
  (total personnel cost)
• 107881/38314 2.82
• 2/82 X 38,314 107881
• Hiring 3 additional personnel could be a
  break-even point

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Asset Utilization Measures

• Activity difficult to measure in terms of
  standard outputs.
• How do you measure standby?
• Quess-timate 10 non-productive
• Through observations
• Asset Utilization 90
• Max input 11X1840 20240
• Non-productive input 2025 (10)
• Asset utilization 18216/20240
• Asset utilization 90
• Note 10 can be used for additional training
  needs

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Analysis of Readiness Conclusions What is Needed

• The right mix of skills abilities
• Interpersonal skill, communication abilities
  (I.e., verbal, written), decision making
  abilities, technical know-how, analytical skill,
  ability to multi-task, physical
• In the next three years ECC is expected to expand
  its digital CCTV to cover off-campus
• There is a need for operational training (i.e.
  Weapons of Mass Destruction, Handling Bomb
  Threats, etc)
• The right tools needed to carry out the mission
  are technological updates (i.e., MAAARS-View
  shows location of incoming 911, DIAPHONE
  records the into ing call, ANDOVER UPDATES FOR
  BUILDING ACDCESS, CCTV)
• At this point, budget concerns come into play

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Readiness Continued

• What are the anticipated implications of not
  obtaining the right mix?
• Poor service
• Inefficiencies
• Liability issues
• Possible loss of life and property

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Conclusions and Recommendations
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Conclusions from FY02 ASA

• ECC process is working but with a squeaky wheel
  ECC needs grease because of the following
• Need for increased pay benefits to attract
  qualified personnel
• Demand for service is increasing
• Need for additional personnel
• Need for formal training of personnel
• Need for Technological updates
• A substantial safety risk factor exists because
  of insufficient trained personnel
• Insufficient staffing equals to insufficient
  service
• As a integral part of the Public Safety Branch,
  without ECC, security and safety are at risk

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Recommendations

• Increase pay benefits to attract qualified
  personnel
• 10 retention pay
• Update Job description
• Invest in Computer Aid Dispatch and other ECC
  technical enhancements and upgrades
• Hire additional personnel to
• meet increasing demands
• reduce overtime and risk
• meet Congressional directive (FY2000) from
  USATREX survey suggestion to increase staffing
  levels to 16 FTEs.
• Off set abnormal use of OT for normal
  operations
• Train ECC personnel to meet ECC Industry
  Standards and certifications (i.e., Maryland
  State)
• Liaison with the Fire Department for better
  understanding of their needs
• Do a website to inform the NIH community of our
  services

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We're Here to Serve You NIH 9-1-1 what is Your
Emergency?     9 - The number of days we need in
our workweek   1 - The number of times we have to
get it right.   1 - NIH Emergency Communication
Center THE ONE to call
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Appendices
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Appendices

• Include the following
• Page 2 of ASA Template
• Customer segments graphs
• Customer satisfaction graphs
• Block diagram
• Process maps
• Process measure graphs
• Learning and Growth graphs
• Analysis of Readiness Information

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Survey RespondentsFY02 Respondents by IC
60
Radar ChartFY02 Product/Service Satisfaction
Ratings
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
61
Radar ChartFY02 Customer Service Satisfaction
Ratings
Service Group Index 6.81
Availability
7.59
10.00
7.00
Handling of
4.00
Responsiveness
Problems
7.06
6.29
1.00
Convenience
Competence
5.82
7.31
Data based on 17 respondents
Note The rating scale ranges from 1 - 10 where
1 represents Unsatisfactory and 10 represents
Outstanding. Refer to the Data Analysis and
Graphing training for advice on interpreting
these results.
62
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings
Note The Importance rating scale ranges from 1
- 10 where 1 represents Unimportant and 10
represents Important. The Satisfaction rating
scale ranges from 1 - 10 where 1 represents
Unsatisfactory and 10 represents Outstanding.
63
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
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Average Time To Dispatch A Call in Minutes
Control Chart

• Within limits No major signals

71
911 Control Chart
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Analysis of Readiness Conclusions What is Needed

• The right mix of skills abilities
• Interpersonal skill, communication abilities
  (I.e., verbal, written), decision making
  abilities, technical know-how, analytical skill,
  ability to multi-task, physical
• In the next three years ECC is expected to expand
  its digital CCTV to cover off-campus
• There is a need for operational training (i.e.
  Mass Weapons of Destruction, Handling Bomb
  Threats, etc)
• The right tools needed to carry out the mission
  are technological updates (i.e., MAAARS-View
  shows location of incoming 911, DIAPHONE
  records the into ing call, ANDOVER UPDATES FOR
  BUILDING ACDCESS, CCTV)
• At this point, budget concerns come into play

73
Readiness Continued

• What are the anticipated implications of not
  obtaining the right mix?
• Poor service
• Inefficiencies
• Liability issues
• Possible loss of life and property

74
Methodology

• ASA Teams determined best methodology to assess
  customer satisfaction
• FY02 methodology reviewed by OQM
• Customer segments to be assessed
• Customization of ORS Customer Scorecard
  instrument
• Description of item to be assessed (e.g., Service
  Group, Discrete Service, specific
  product/service)
• Method of survey distribution (e.g., email, hard
  copy)
• Accompanying Memos/email messages
• Timeline for distribution and return
• Number of surveys to be distributed
• Upon gaining approval, ASA Teams distributed
  surveys to customers

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Methodology (cont.)

• Completed surveys were returned to OQM or to ASA
  Consultant (SAIC)
• Preserve customers anonymity
• Ensure the integrity of the results
• Survey data were entered into a database and
  analyzed
• Results typically summarized at Service Group
  level
• If sufficient number of completed surveys were
  returned, may be able to generate analyses for
  specific products/services

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FY02 Learning and Growth (LG) Data for the
Annual Self Assessments Service Group 13
Operate Emergency Communications Center 26
September 2002 Summary Prepared by the Office of
Quality Management
77
Methodology

• All data represent occurrences from Oct 2001 -
  June 2002
• Data analyzed covered period between October 1st
  and end of June to provide time to analyze and
  present the data
• ORS Human Resources (HR) provided data on
• Turnover
• Sick leave
• Awards
• HR data stored in NIH databases by Standard
  Administrative Codes (SACs)
• Developed cross-reference of ORS Service Groups
  to SACs
• Almost all SACs assigned to Service Groups
• Some Service Groups have identical SACs
• In this case, two Service Groups will receive
  same set of data

78
Methodology (cont.)

• Also obtained data from
• Equal Employment Opportunity (EEO)
• Number of EEO complaints
• Employee Relations (ER)
• Number of ER cases
• Alternative Dispute Resolution (ADR)
• ADR cases

79
Interpreting Your Data

• FY02 is the first time LG data were collected
  and analyzed
• Compare your Service Group relative to the other
  ORS Service Groups
• What are all the LG indicators telling you?
• In the future your group should compare itself to
  its own Service Group data over time
• Interpret data in terms of other ASA data
• Customer satisfaction ratings
• Process measures
• Financial measures
• Does the LG data, when compared to data in other
  perspectives, show potential relationship (could
  LG be contributing to customer satisfaction
  results)?
• From reviewing your Service Groups LG data,
  what could be done to improve Quality of Work
  Life (QOWL)?

80
Service Group Turnover Rate

• Calculated as the number of separations for a
  Service Group / Population of Service Group
• Separations defined as
• Retirements (separation codes 3010, 3020, 3022)
• Resignations (separation codes 3120, 3170)
• Removals (separation codes 3300)
• Terminations (separation codes 3520, 3550, 3570)
• Promotions to new organization (separation codes
  7020)
• Reassignments (separation code 7210)
• Note that transfers/promotions within ORS
  Divisions/Offices are not captured by the NIH
  database

81
Service Group Turnover Rate (cont.)

• Calculation of Service Group population was
  needed since number of employees changes over
  time
• Population for Service Group was estimated based
  on average of employee count at three snapshots
  in time (Nov 2001, Feb 2002, June 2002)

82
Average Hours of Sick Leave Used

• Calculated as the total number of sick leave
  hours used for a Service Group / Population of
  Service Group

83
Average Number of Awards Received

• Calculated as the total number of awards received
  / Population of Service Group
• Includes both monetary and non-monetary awards
• Cash awards
• QSIs
• Time-off
• Honorary
• Customer Service

84
Average Number of EEO Complaints

• Calculated the total number of EEO complaints for
  a Service Group / Population of Service Group

85
Average Number of ER Cases

• Calculated the total number of ER cases for a
  Service Group / Population of Service Group
• Case is defined as any contact with ER Office
  where an action occurs (e.g., Letter is prepared)

86
Average Number of ADR Cases

• Calculated the number of ADR cases for a Service
  Group / Population of Service Group
• Case is initiated when person contacts ADR

87
Learning and Growth Data Table
1 ER case out of 7 employees
14 employee turnover
About 1 award for every 2 employees
About 2 days sick leave per employee
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Service Group Turnover Rate (Oct 2001 - June
2002)
Turnover Rate
Service Group Number
89
Average Hours of Sick Leave Used (Oct 2001 - June
2002)
Average Hours
Service Group Number
90
Average Number of Awards Received (Oct 2001 -
June 2002)
Average number
Service Group Number
91
Average Number of EEO Complaints (Oct 2001 -
June 2002)
Average Number
Service Group Number
92
Average Number of ER Cases (Oct 2001 - June 2002)
Average Number
Service Group Number
93
Average Number of ADR Cases (Oct 2001 - June
2002)
Average Number
Service Group Number