1. 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
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.
OQM must receive your final PowerPoint presentation file by Monday, 11 November. Please this file to
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Copy this file to your computer and name it for your ASA.
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2. 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 Cost……………………………………………………………………………18
Asset Utilization……………………………………………………………………19
Unique Financial Measures..……………………………………………………..20
Conclusions and Recommendations……………………………………….21
Conclusions from FY02 ASA..……………………………………………………22
Recommendations…………………………………………………………………23
This Table of Contents lays out a recommended structure for your ASA presentation.
Notice this page describes the Main Presentation.
Keep in mind that you have 30 minutes for the presentation, including questions from the audience.

3. 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
Notice this page describes the slides that should be included in your Appendices.

4. ASA TEMPLATE

5. Replace the template shown here with page 1 of your ASA template.
To copy an Excel chart, diagram, graph, Visio chart, or MS Word narrative into PowerPoint:
1. Copy selected chart/diagram/graph/ text in Excel/Visio/Word
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Resize the copied object if necessary. Resizing the chart or graph in Excel first may give you better results. You may want to try it both ways.
In your presentation, please emphasize the value proposition and the service group strategy. Have your customers had a chance to discuss with you the the VP? What elements of the value proposition were assessed in the ASA?

6. What are we about? We handle over 4,800 telephone calls per month
Responsible for over 32 line on the telephone system
Monitor 17 CCTV’s 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

7. If we are not handling Emergencies, What
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

8. Customer Perspective
Transition Slide for your Customer Perspective data and findings.

9. OUR CUSTOMERS
ECC’s 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

10. CCTV Monitoring: DS2 From May – October 02 – Two incidents
CCTV’s are providing crime deterrence
Increased security & CCTV’s has decreased crime

12. 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)

13. Emergency Communication Center 50
Survey Distribution
Number of Surveys Distributed
Emergency Communication Center
Number of Surveys Returned
Emergency Communication Center 17
Response Rate %

14. Survey Respondents FY02 Respondents by IC

15. Radar Chart FY02 Product/Service Satisfaction Ratings
Note: The rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

16. Radar Chart Interpretations Product/Service
Comparison of ORS & ECC Product/Service Satisfaction ratings
ECC’s overall score is slightly below ORS index (ORS 8.27 vs. ECC 6.53), with ECC’s 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

17. Radar Chart FY02 Customer Service Satisfaction Ratings
Service Group Index = 6.81
Availability
10.00
7.59
7.00
Handling of
4.00
Responsiveness
Problems
7.06
6.29
1.00
Competence
5.82
Convenience
7.31
Data based on 17 respondents
Note: The rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

18. 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 ECC’s 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

19. Scatter Diagram FY02 Customer Importance and Satisfaction Ratings
Note: The Importance rating scale ranges from where “1” represents Unimportant and “10” represents Important. The Satisfaction rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding.

20. Scatter Diagram FY02 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.

21. 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.

22. These are some of the survey’s 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.

23. 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.

24. 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.

25. 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

26. 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)

27. Internal Business Process Perspective
Transition Slide for your Internal Business Process Perspective data and findings.

29. 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 CCTV’s, monitor Door Alarm Devise, and Fire Alarms.
ECC utilizes the Federal Bureau of Investigation’s National Crime Information Center (NCIC) for investigation purposes

31. 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

32. 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
Each Service Group was required to come up with a unique process measure for every discrete service. List those measures here. A simple way to do that is indicated above.
Also summarize any data that was collected on these process measures, and the findings from that data. If relevant, include graphs showing your process measures data.
You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.
For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules. Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers. You may also show how your response time to service requests has changed over time.

37. Average Time To Dispatch A Call in Minutes Control Chart
Within limits: No major signals

38. 911 Control Chart

39. Total Calls Received In The Emergency Communications Center
June 2001 – June 2002
Non-Emergency 84,693, BlP 11,868, Emergency 8, Total 84,693
76% Non-Emergency
14% Blue Light Phone
10% Emergency

40. Process Measure Findings
Beginning month 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

41. FY02 Learning and Growth (L&G) Data for the Annual Self Assessments
Service Group 13:
Operate Emergency Communications Center
26 September 2002
Summary Prepared by the Office of Quality Management
Transition Slide for your Learning and Growth Perspective data and findings.

42. Learning and Growth Data Table
If you added any unique Learning and Growth measures, list them here. Also include bulleted statements of conclusions from this data, or if insightful, insert relevant graphs.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.
Delete this slide if you have no additional unique learning and growth measures.
1 ER case out of 7 employees
14% employee turnover
About 1 award for every 2 employees
About 2 days sick leave per employee

43. Interpreting ECC’s Data
Group Turnover Rate
ECC is slightly below average
Average Hours of Sick leave Use
ECC is below average
Average Number of Awards Received
Average Number of EEC Complaints
None
Average Number of ER Cases
One case in 2001
If you added any unique Learning and Growth measures, list them here. Also include bulleted statements of conclusions from this data, or if insightful, insert relevant graphs.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.
Delete this slide if you have no additional unique learning and growth measures.

44. 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

45. Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data
Group Turnover Rate
Fourteen percent
Out of 32 SG’s 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

46. 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 SG’s, 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

47. Financial Perspective

48. 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 FTE’s
Avg. Salary $38,314
$38,314 X 11 (number of FTE’s) = $421,450 (straight time)
Avg. OT hours $27.63 X hours (total number of OT used) = $107881
Straight Sal $ & OT Sal = $ (total personnel cost)
$107881/38314 = 2.82
2/82 X $38,314 = $107881
Hiring 3 additional personnel could be a break-even point

49. 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

50. 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

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

52. Conclusions and Recommendations
Transition Slide for your Conclusions and Recommendations.

53. 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
Use this slide to summarize your conclusions from the FY02 ASA.
Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted?
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

54. 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 FTE’s.
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

55. NIH 9-1-1 what is Your Emergency?
We're Here to Serve You
NIH 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

56. Appendices
Transition Slide for your Appendices.

57. 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
It is recommended that you include all the items listed on this slide in your Appendices. This will allow anyone reviewing your ASA to obtain the full picture of your data and how you came to your conclusions and recommendations.
Again, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.

59. Survey Respondents FY02 Respondents by IC

60. Radar Chart FY02 Product/Service Satisfaction Ratings
Note: The rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

61. Radar Chart FY02 Customer Service Satisfaction Ratings
Service Group Index = 6.81
Availability
10.00
7.59
7.00
Handling of
4.00
Responsiveness
Problems
7.06
6.29
1.00
Competence
5.82
Convenience
7.31
Data based on 17 respondents
Note: The rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.

62. Scatter Diagram FY02 Customer Importance and Satisfaction Ratings
Note: The Importance rating scale ranges from where “1” represents Unimportant and “10” represents Important. The Satisfaction rating scale ranges from where “1” represents Unsatisfactory and “10” represents Outstanding.

63. Scatter Diagram FY02 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.

70. Average Time To Dispatch A Call in Minutes Control Chart
Within limits: No major signals

71. 911 Control Chart

72. 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., , hard copy)
Accompanying Memos/ messages
Timeline for distribution and return
Number of surveys to be distributed
Upon gaining approval, ASA Teams distributed surveys to customers

75. 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

76. FY02 Learning and Growth (L&G) 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 L&G data were collected and analyzed
Compare your Service Group relative to the other ORS Service Groups
What are all the L&G 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 L&G data, when compared to data in other perspectives, show potential relationship (could L&G be contributing to customer satisfaction results)?
From reviewing your Service Group’s L&G 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

88. Service Group Turnover Rate
(Oct June 2002)
Turnover Rate
Service Group Number

89. Average Hours of Sick Leave Used
(Oct June 2002)
Average Hours
Service Group Number

90. Average Number of Awards Received
(Oct June 2002)
Average number
Service Group Number

91. Average Number of EEO Complaints
(Oct June 2002)
Average Number
Service Group Number

92. Average Number of ER Cases
(Oct June 2002)
Average Number
Service Group Number

93. Average Number of ADR Cases
(Oct June 2002)
Average Number
Service Group Number