1 Performance Management Presentation Team Members: Michael Spillane ORS National Institutes of Health 9 January 2005 Provide Emergency Preparedness Strategies

2 Overview and Contents PMP Template Value proposition and strategy Performance objectives and measures Customer Perspective: Critical Measures Customer Survey Internal Business Process Perspective: Critical Measures Sr. Leaders COOP meetings Learning and Growth: Critical Measures NIH population receiving Mass Evac Plan Financial Perspective: Critical Measures Reduce (Minimize) COOP and EVAC unit costs Conclusions and Action Appendix See the list to be created

3 Service Group Performance Management Plan Mi k e S p i l l a n e Te a m M e m b e r s Mi k e S p i l l a n e Te a m L e a d e r Di v i s i o n o f E m e r g e n c y P r e p a r e d n e s s a n d C o o r d i n a t i o n ( D E P C ) s t a f f w i l l w o r k i n p a r t n e r s h i p w i t h t h e N I H c o m m u n i t y t o p r o v i d e e f f e c t i v e a n d c o m p e t e n t e m e r g e n c y p l a n n i n g i n a m a n n e r s e n s i t i v e t o t h e N I H e n v i r o n m e n t a n d d i v e r s e w o r k f o r c e. A s n e w t h r e a t s ( b o t h n a t u r a l a n d m a n - m a d e ) a r i s e, t h e D E P C w i l l f o r m u l a t e a n d t e s t e m e r g e n c y p l a n s t o c o u n t e r t h e s e t h r e a t c o n s i s t e n t w i t h e x i s t i n g r e g u l a t o r y r e q u i r e m e n t s a n d i n d u s t r y " b e s t p r a c t i c e s ". St r a t e g y D e s c r i p t i o n Service StrategyService Strategy Ou r t e a m i s r e s p o n s i b l e f o r e n s u r i n g t h e s a f e t y o f t h e N I H c o m m u n i t y a g a i n s t m a n m a d e a n d n a t u r a l d i s a s t e r s t h r o u g h a n a n a l y t i c a l p r o c e s s b a s e d o n d e t a i l e d p l a n n i n g a n d r e a d i n e s s t r a i n i n g f o r o p t i m a l r e s p o n s e t o p o s s i b l e c a t a s t r o p h i c s c e n a r i o s. W e b l e n d a n u n d e r s t a n d i n g o f t h e l i k e l y e m e r g e n c y r e s p o n s e o f o u r d i v e r s e c a m p u s p o p u l a t i o n i n t o o u r k n o w l e d g e o f t h e c a m p u s b u i l d i n g s a n d t h e s u p p o r t i n f r a s t r u c t u r e i n o r d e r t o c r e a t e r e l i a b l e e m e r g e n c y r e s p o n s e p l a n s t h a t c a n b e e x e c u t e d s u c c e s s f u l l y. W e c o n t i n u o u s l y i m p r o v e o n o u r e x p e r t i s e i n s i t u a t i o n a l a n a l y s i s a n d r e s p o n s e w h i l e s u s t a i n i n g a m e n t o r t r a i n i n g r e l a t i o n s h i p w i t h o u r O E C ' s a n d m a k i n g t h e N I H s e n i o r m a n a g e m e n t o f f i c i a l s. Va l u e P r o p o s i t i o n DS 1 : P l a n e m e r g e n c y p r e p a r e d n e s s s t r a t e g i e s Di s c r e t e S e r v i c e s Pr o v i d e e m e r g e n c y p r e p a r e d n e s s s t r a t e g i e s. Service Group Service Group Associate Director Approval/Date: Associate Director Approval/Date: Division Approval/Date: Division Approval/Date: Performance Management Plan (PMP)Performance Management Plan (PMP)

4 Performance Plan For FY04 – FY05

5 Strategic Objectives - Strategy Mapping

6 Strategy Mapping Conclusions and Actions High Impact Strategic Objectives: PerspectivesObjectives Learning and Growth ………………….. Improve Expertise in Situational Analysis Internal Business Processes…………...Improve Leadership Commitment to Emergency Preparedness Financial…………………………………..Improve Resource Acquisition Customer………………………………….Improve Safety from Man-made and Natural Disasters Strategy Mapping Relationship Analysis: The Manage Emergency Preparedness Strategies team will achieve its goal of keeping the NIH community safe from man made and natural disasters by ensuring its staff and contractors excel in their ability to perform effective situational analysis. The better the situational analysis capacity of our group the more effective our advice and expertise will become. As recognized experts in both preparation and response we will be better prepared to capture the leadership commitment necessary to build and prove the business case for acquiring the resources we need to execute our mission of safety for the NIH community.

7 Customer Perspective Critical Measures

8 C1. Increase Customer Satisfaction Critical Measures IC’s are interested and moving forward on developing COOP’s. We have a template developed from an IC Executive Officer focus group that helps guide the IC’s in developing this most important readiness device. We intend to focus our meetings on IC’s with the most evident needs for COOP.

9 Internal Business Processes Perspective Critical Measures

10 What does this Internal Business Data Tell Us? What actions does it indicate we should take? Developing of Crisis Response Teams are critical to the on going development of emergency preparedness activities such as COOP. Our most visible efforts are the hundreds of building evacuations we practice each spring and fall. We will continue to involve the IC leadership in our tabletop exercises and COOP planning to get them more pro active in emergency preparedness.

11 Learning and Growth Perspective Critical Measures

12 Learning and Growth Perspective What does the data tell you? What actions are planned? Our learning and growth encompasses the community as well as the Emergency Preparedness staff. What this means is our responsibility is to ensure the entire NIH community is involved in the emergency preparedness planning and know how to respond in times of emergency. Our team is now focused on reaching the top leadership among the IC’s and helping them develop the process and procedures that involve their employees in understanding how to be prepared and how to respond.

13 Financial Perspective Critical Measures

14 What does the financial data tell us? What actions does it indicate we should take? Our budget must grow in order to achieve the reach out mission that emergency preparedness requires. Constructing handbooks, handouts, evacuation plans and actions are expensive and require outside contractors and other services that must be budgeted. Reaching out to a large community like NIH cannot be accomplished on our existing budgets.