1 FY02/FY03/FY04 Evaluation Summary 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 D’Ambrosio Master Firefighter Thomas Kellum Technician Michael Laven Technician Frank Smith Program Support Assistant Lori Eckstine Security and Emergency Response Program Office of Research Services National Institutes of Health 10 January 2005

3 Table of Contents Main Presentation PM Template ………………………………………………………5 Customer Perspective ……………………………………………7 Internal Business Process Perspective …………….…………14 Learning and Growth Perspective …………………………….20 Financial Perspective …………………………………………..25 Conclusions and Recommendations …………………………30

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

9 C1A: Number of Responses by Location FY 01 FY 02 FY 03 FY04 Building 10 On-Campus Labs On-Campus Non-Labs Mutual Aid

10 C1B: Types of Calls

11 Customer Perspective What does the data tell you?  The types of calls remains consistent over the 6 year comparison  The location of the calls remains consistent over the 6 year comparison  The average number of calls per month remains consistent over the 6 year comparison

12 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

13 Customer Perspective What actions are planned? Continue with current data collection procedures, and evaluation processes (monthly/quarterly) Conduct ORS OQM/DFRS Customer Scorecard assessment during FY 05

14 Internal Business Process Perspective

15 Internal Business Process Perspective

16 1B1A: Response Times

17 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

18 Internal Business Process Perspective What does the data tell you? Response times remain consistent over the 4 year comparison

19 Internal Business Process Perspective What actions are planned? Continue with current data collection procedures, and evaluation processes (monthly/quarterly) 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

20 Learning and Growth Perspective

21 Learning and Growth Perspective

22 LG1A: Hours of Job Related Training Received Above Job Requirements The DFRS staff received a total of hours of training in FY 03 This equates to an average of hours per month During FY 04, the DFRS staff received a total of 4310 hours of training This equated to an average of hours per month

23 Learning and Growth Perspective What does the data tell you? The data for FY 02 was not utilized as this measure was reformed in FY 03. If the FY 02 data had been utilized, it would not be equivalent to the FY03 and FY 04 as the department expanded its staff by 50% with the addition of the staffing for the Ladder Truck. The FY 04 numbers show a jump from FY 03 as a result of the training needed to bring the new staff up to the equivalent training levels of the current staff.

24 Learning and Growth Perspective What actions are planned? Continue with current data collection procedures, and evaluation processes (monthly/quarterly) Ensure that the future years level out and establish a base line, as FY 05 will most likely show a decrease in overall training as a result of the FY 04 increase.

25 Financial Perspective

26 Financial Perspective (cont.) Mandatory to Report on Unit Cost Objective

27 F1A: Unit Cost Per Hour, Per DFRS Employee

28 Financial Perspective What 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

29 Financial Perspective What actions are planned? Monitor the next 2 fiscal years to ensure that the unit cost data becomes consistent.

30 Conclusions

31 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

32 THANK YOU Security and Emergency Response Program Division of Fire Rescue Services “NIH Fire Department”