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FY03 PMP Presentation Package

FY03 PMP Presentation Package. Security and Emergency Response Program Division of Fire Rescue Services “NIH Fire Department”. Performance Management Presentation Provide Fire Emergency Services. Team Leader: Assistant Chief Jonathan Mattingly Team Members: Lieutenant Edward Gotthardt

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FY03 PMP Presentation Package

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  1. FY03 PMP Presentation Package Security and Emergency Response Program Division of Fire Rescue Services “NIH Fire Department”

  2. Performance Management PresentationProvide Fire Emergency Services Team Leader: Assistant Chief Jonathan Mattingly Team Members: Lieutenant Edward Gotthardt Master Firefighter Joe D’Ambrosio 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 21 January 2004

  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

  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. Financial Perspective F1A: Unit cost per hour, per fire department employee.

  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. FY 01 FY 02 FY 03 FY04* 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 Qtr’s 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 Qtr’s 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”

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