1 / 39

Team Leader: Major Bill Alford Team Members: Dispatch Supervisor Guy Borden Sergeant Mike McGraw

Performance Management Report Service Group: Provide support services to security, fire, police, and emergency management. Team Leader: Major Bill Alford Team Members: Dispatch Supervisor Guy Borden Sergeant Mike McGraw Corporal Bill Dougherty ORS National Institutes of Health

hopperc
Download Presentation

Team Leader: Major Bill Alford Team Members: Dispatch Supervisor Guy Borden Sergeant Mike McGraw

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Performance Management ReportService Group: Provide support services to security, fire, police, and emergency management Team Leader: Major Bill Alford Team Members: Dispatch Supervisor Guy Borden Sergeant Mike McGraw Corporal Bill Dougherty ORS National Institutes of Health Date: 14 January 2005

  2. Table of Contents Main Presentation PM Template ……………………………….……………………… 3 Customer Perspective……………………….…………………… 5 Internal Business Process Perspective……………………………………… 18 Learning and Growth Perspective…………………………………………… 24 Financial Perspective……………………………………… 33 Conclusions and Recommendations………………………………………….. 42

  3. High Impact Objectives-Provide Support Services Provide an environment that is safe and secure for personnel and others while at NIH facilities Value Proposition : Ensure the safety of staff and visitors by providing reliable and timely emergency communications, preliminary background checks, and community policing. We tailor these services to accommodate the unique culture and diversity of NIH. : C1 Customer IB1 Internal Increase the quality of service Financial Processes Minimize unit cost of ECC, conducting background checks, & of community policing F1 Learning & L1 Growth Use innovative technology to enhance skills and improve performance

  4. Customer Perspective

  5. Customer Perspective

  6. Customer Measures For ECC

  7. C1a. Requests for Service July –Sept 04

  8. C1. Provide an environment that is safe and secure for personnel and others while at NIH facilities. C1a.Number of requests for ECC service Monthly Average for FY 03 5,550 (1) Monthly Average for FY 04 Quarterly Average 9,500 - 28,500 (1) Note: Complete Data for FY 03 is was not available due to system problem Comparisons to prior years

  9. C1b. Percent of calls dispatching fire/EMS FY 03FY 04FY 04 (as a percent of total) Q1 not available 1,209 4.2 % Q2 1,238 1,003 3.5 % Q3 1,290 939 3.3 % Q4 1,241 1,219 4.3 % * Note: Average total calls per quarter = 28,500

  10. C1b. Percent of calls dispatching police FY 03FY 04FY 04 (as a percent of total) Q1 not available 6,566 23 % Q2 5,663 7,132 25 % Q3 5,176 7,291 26 % Q4 5,954 7,119 25 % *Note: Average total calls per quarter = 28,500

  11. Customer Measures (cont.) For other support services

  12. C1d. Number of Personnel Security Checks • Oct - Dec 02: 788 Jan-March 04: 1871 • Jan-March 03: 930 April- June 04: 1,571 • April-June 03: 1,086 June-Sept 04: 1,985 • July-Sept 03: 1845 Oct- Dec 04: 1,456 • total for yr 4,679 Total for yr: 6,883 • C1e. Number of persons fingerprinted • Oct- Dec 02: Not available Jan-March 04: 447 • Jan-March 03: Not available April-June 04: 630 • April-June 03: 110 June - Sep 04: 833* July-Sept 03: 239 Oct-Sept 04: 930 • Total for yr: 349 Total for yr: 2872 • *(started fingerprinting allnew employees)

  13. C1f. # of intelligence items • (Data not collected in FY03) • Avg. Analyzed per day FY04: 35 • Avg. Analyzed per month FY04: 770 • Avg. Analyzed per year FY04: 2310 • Avg. Analyzed per year FY04: 9240 • Avg. # Distributed to staff FY 04: 3 per day Mon- Fri. • Avg. # of intel meetings attended per month=3 • C1g. # of community policing contacts, events, articles • Oct-Dec 02: Not available Oct-Dec 03: 116 • Jan-May 03: 25 Jan-Feb 04: • April- June 03: 21 March – May 04: 58 • July- Sept 03: 34 June – August 04: 51

  14. Internal Process Perspective

  15. Internal Business Process Measures For ECC

  16. IB1. Improve Quality of Service • IB1a. Timeliness of dispatch • FY 03 27,331 calls at 2.9 minutes average time to dispatch • Oct-Dec 03 7,773 calls at 3.4 minutes average time to dispatch • Jan – March 8,155 calls at 2.7 minutes average time to dispatch • April – June 8,261 calls at 2.6 minutes average time to dispatch • July – Sept 8,364 calls at 3.5 minutes average time to dispatch -Total Calls FY04: 32,553* at 3.05 minutes average time to dispatch *(reflects of 5,222 or increase in volume of 19% from FY03 with a 5% increase in average time to dispatch) - • IB1b. # of calls by location and type* (This measure was moved to Police Operations) • IB1c. # of Cody entry corrections – 225 in 9 months per 25, 053 CODY dispatches • IB1d. % of ECC shifts where assigned personnel are not present* • % of ECC shift hours using Overtime ………… 3.5% • Avg. # of ECC hours per week …………………. 437 • Avg # of OT hours per week……………………….16

  17. Internal Business Process Measures For Other Support Services

  18. IB1. Improve Quality of Service • IB1e. % of trainees registrations cancelled inside 24hrs (TBD) • IB1f. # of intelligence items analyzed • Average 35 per day • IB1g. Avg. turnaround time for personnel clearance • 192 per week (9,984 per year) at 1.5 days average turnaround time

  19. Learning and Growth Perspective

  20. Learning and Growth Measures For ECC

  21. LG1. Increase Knowledge Skills and Abilities of employees • LG1a. % employees qualified in “soft skills” (i.e. medical, EEO, Ethics) • 25% Emergency Police Dispatch (EPD) • 25% Emergency Fire Dispatch (EFD) • 0% for all others: • Communications ( no training in 04) • Call Processing • Dispatch Procedures • Stress Management • Disaster and major incident training • TTY training

  22. Learning and Growth Measures For other support services

  23. LG1. Increase Knowledge Skills and Abilities of employees • LG1b. % of Sworn Police (SSB) completing mandated in-service training • 100% completed except for: • 0% for Defense tactics training - EEO is not available • 0% for EMT • LG1c. % of officers qualified at range with issued weapon • of all officers enrolled, 100% completed for all types of issued weapons

  24. Financial Measures

  25. Financial Measures • F1. Minimize unit costs of operating ECC, conducting preliminary background checks, and community policing. • F1a. Cost per ECC call/contact/request…… $10.82 • F1.b. Cost per preliminary background checks…. $30.30 • F1c. Cost community policing event …….. $2,333.33

  26. Conclusions / Initiatives

  27. What changes have we made based on monitoring our data? Different staffing configurations for ECC to reduce Overtime problems Coordinate patrolling activities with community policing opportunities Introducing K-9 teams to visitors and staff for community policing opportunity Ramp up for new fingerprinting work load increase of 3 x previous workload Focused distribution of daily intelligence reports

  28. How do we plan to contribute in the future? New ECC with advance remote monitoring equipment Redundant systems hardware to protect against dispatching failure Emphasize new technology and best practices training for all Support Service and ECC personnel Study and compare against similar type operations to develop new methods for providing Emergency Communications Services Expand community policing program to develop community eyes and ears for threat detection and advanced warning Sharpen our incident response procedures and develop up to date contingency plans for dealing with personnel shortages and overload emergencies

  29. Appendices • Appendix • Page 2 of template………………………….……………………………….32 • Customer Perspective • C1a: Total Number of Service Requests handled by ECC……..37 • C1b: Number Telephone Calls for Police, Fire, General Support Received in ECC …………………………………………………………37 • C1c: Number of Personal Security checks for Access (Oct 03 – Dec 2004) …………………………………………………37 • C1d: Number of Personnel Fingerprinted for Employment and Security Clearances (Oct 03– Dec 2004)…………………………….37 • C1e: Number of persons fingerprinted………………………….37 • C1f: Number of Community Awareness Events………………….37 • C1g: Number of Community Policing Contacts…………………….37 • C2, C3: NIH Security Survey Ratings…………………………………..37 • Page 3 of template……………………………………………………………33 • Internal Business Process Perspective • IB1a: Timeliness of Dispatch………………………………………….38

  30. Table of Contents (con’t) • Appendix (con’t) • Page 4 of Template…………………………………………………………………………34 • Learning and Growth Perspective • LG1: Percent of Individual Development Plans (IDP) Tasks Completed……….39 • LG2a: Number of new training technology acquired…………………………….39 • LG2b: Dollars spent for new training technology…………………………………39 • Page 5 of Template…………………………………………………………………………35 • Financial Perspective • F1a: Number and Identification of New Systems/Technologies that Reduce Man-hours………………………………………………………………………………………..39 • F1b: Total Dispatcher Overtime……………………………………………………39 • F2: Number and Identification of New Systems/Technologies that Reduce Error Rate and Duplication of Effort, Resulting in Additional Lost Time for Customers…39

  31. Customer Perspective

  32. Surveys on Hold

  33. C1a.Number of requests for ECC service July 04: 9,678 August 04: 9,499 Sept 04: 9,487 C1b. % of calls dispatching fire/EMS per Quarter Oct- Dec 03: 1,209 Jan – March 04: 1003 April - June 04: 939 July - Sept 04: 1,219 C1c. % of calls dispatching police officer per Quarter Oct- Dec 03: 6,566 Jan - March 04: 7,132 April - June 04: 7,291 July – Sept 04: 7,119 C1d. Number of personal security checks Jan-Mar 04: 1,871 April-June 04: 1,571 June-August 04: 1,985 Oct- Dec 04: 1,456 Total for 04= 6,883 C1e. Number of persons fingerprinted March - May 04: 319 June - August 04: 996* (started fingerprinting all new employees) C1f. # of intelligence items Avg. Analyzed per day: 35 Avg. # Distributed to staff: 3 per day Mon- Fri. C1g. # of community policing contacts, events, articles Oct- Dec 03: 116 Jan-Feb 04: March – May 04: 58 June – August 04: 51 C2 Survey Results: not available C3 Survey Results-not available Measures – Support Services

  34. Measures – Support Services • IB1a. Timeliness of dispatch • Jan – March 8,155 calls at 2.7 minutes • April – June 8,261 calls at 2.6 minutes • July – Sept 8,364 calls at 3.5 minutes • IB1b. # of calls by location and type* (This measure is moved to Police Operations) • IB1c. # of Cody entry corrections – 225 in 9 months per 25, 053 CODY dispatches • IB1d. % of ECC shifts where assigned personnel are not present* • % of ECC shift hours using Overtime …… 3.5% • Avg. # of ECC hours per week ……………. 437 • Avg # of OT hours per week………………….16 • IB1e. % of trainees registrations cancelled inside 24hrs (TBD) • IB1f. # of intelligence items analyzed • 35 per day • IB1g. Avg. turnaround time for preliminary background check • 192 per week at 1.5 days average turnaround time

  35. LG1a. % employees qualified in “soft skills” (i.e. medical, EEO, Ethics) 25% Emergency Police Dispatch (EPD) 25% Emergency Fire Dispatch (EFD) 0% for all others: Communications ( no training in 04) Call Processing Dispatch Procedures Stress Management Disaster and major incident training TTY training LG1b. % of Sworn Police (SSB) completing mandated in-service training 100% completed except for: 0% for Defense tactics training - EEO is not available 0% for EMT LG1c. % of officers qualified at range with issued weapon 100% completed for all types of issued weapons F1a. Cost per ECC call/contact/request…… $10.82 F1.b. Cost per preliminary background checks $30.30 F1c. Cost community policing event ..$2,333.33 Measures – Support Services

More Related