So you’ve been downsized and consolidated. Now what? Alan Probst Local Government Specialist Local...

So you’ve been downsized So you’ve been downsized and consolidated. and consolidated.

Now what?Now what?

So you’ve been downsized So you’ve been downsized and consolidated. and consolidated.

Now what?Now what?

Alan ProbstAlan ProbstLocal Government SpecialistLocal Government SpecialistLocal Government CenterLocal Government CenterUW-ExtensionUW-Extension

Board DecisionBoard DecisionBoard DecisionBoard Decision

Commonly won’t tell you what they Commonly won’t tell you what they want, just that they want to downsize or want, just that they want to downsize or consolidate departments.consolidate departments.

Staff must walk a fine line between non-Staff must walk a fine line between non-compliance and “not getting the job compliance and “not getting the job done.”done.”

First ReactionFirst ReactionFirst ReactionFirst Reaction

We can’t do everything that needs to be We can’t do everything that needs to be done?done?

The board is just going to have to The board is just going to have to reconsider!reconsider!

@(#*&%^#@!!! I quit!@(#*&%^#@!!! I quit!

First ReactionFirst ReactionFirst ReactionFirst Reaction

We can’t do everything that needs to be We can’t do everything that needs to be done? done? Yes, you can!Yes, you can!

The board is just going to have to The board is just going to have to reconsider! reconsider! No, they won’t.No, they won’t.

@(#*&%^#@!!! I quit! @(#*&%^#@!!! I quit! Yeah, that’s Yeah, that’s going to help!going to help!

First ReactionFirst Reaction

None of these reactions will help youNone of these reactions will help you You are not the first person/department to You are not the first person/department to

be downsized or consolidatedbe downsized or consolidated

a.a. US armed forces were reduced by US armed forces were reduced by HALFHALF in the 1990’s in the 1990’s

b.b. Many, if not most, US companies have downsized and Many, if not most, US companies have downsized and consolidated since 2008consolidated since 2008

A little creative thinking and discussion can A little creative thinking and discussion can lead to work place salvationlead to work place salvation

First QuestionFirst QuestionFirst QuestionFirst QuestionThe first question to ask is:The first question to ask is:

““What work that we have been doing What work that we have been doing doesn’t really have to be done?”doesn’t really have to be done?”

It is endemic to virtually every It is endemic to virtually every organization that it wastes productive organization that it wastes productive time on work that doesn’t really need to time on work that doesn’t really need to be done.be done.

Do we have to do it?Do we have to do it?Do we have to do it?Do we have to do it? Is it required by law?Is it required by law? Is it essential for board decisions?Is it essential for board decisions? Will the public genuinely suffer if you Will the public genuinely suffer if you

stop?stop? Will it adversely affect another Will it adversely affect another

department if you stop?department if you stop?

If the answer isIf the answer is “No” “No”

Do we have to do it?Do we have to do it?

STOP DOING IT!!!!STOP DOING IT!!!!

Don’t do unnecessary work!!Don’t do unnecessary work!!

STOP DOING IT!!!!STOP DOING IT!!!!

Don’t do unnecessary work!!Don’t do unnecessary work!!

CollaborationCollaborationCollaborationCollaboration Many departments do similar work or have Many departments do similar work or have

similar capabilitiessimilar capabilities Often their busy time are differentOften their busy time are different Collaborate with other departments to share Collaborate with other departments to share

personnel and/or equipment to help each personnel and/or equipment to help each other through the busier timesother through the busier times

Parks & Recreation with Streets/Highways is Parks & Recreation with Streets/Highways is a common example.a common example.

Free or No Cost HelpFree or No Cost HelpFree or No Cost HelpFree or No Cost Help

VolunteersVolunteers Student projectsStudent projects Student internsStudent interns PrisonersPrisoners USANG annual trainingUSANG annual training

Concentrate & CapitalizeConcentrate & CapitalizeConcentrate & CapitalizeConcentrate & Capitalize

Concentrate your efforts on what you Concentrate your efforts on what you do bestdo best

Capitalize on your people’s skillsCapitalize on your people’s skills

Act 10Act 10Act 10Act 10

Essentially negates union contractsEssentially negates union contracts Ends the “us vs. them” mindsetEnds the “us vs. them” mindset Gives you the opportunity to build a Gives you the opportunity to build a

true “team”true “team” You can get more done when you work You can get more done when you work

as a team and don’t have to constantly as a team and don’t have to constantly check to see what the contract sayscheck to see what the contract says

Some QuestionsSome QuestionsSome QuestionsSome Questions

Can technology make you more efficient?Can technology make you more efficient? Are there opportunities for inter-Are there opportunities for inter-

governmental cooperation?governmental cooperation? Can some of your work be privatized?Can some of your work be privatized? Are there “sacred cows” that are holding you Are there “sacred cows” that are holding you

back?back? What are others doing to improve efficiency?What are others doing to improve efficiency?

More QuestionsMore QuestionsMore QuestionsMore Questions

Is what we’re doing actually required or Is what we’re doing actually required or mandated, or is some of what we are mandated, or is some of what we are doing just what someone thought was doing just what someone thought was a good idea at one time?a good idea at one time?

How much of what we’re doing is being How much of what we’re doing is being done “because that’s the way we’ve done “because that’s the way we’ve always done it” always done it” (a likely sign of inefficiency)(a likely sign of inefficiency)??


How much is resistance to change How much is resistance to change affecting efficiency?affecting efficiency?

Have you asked your staff what can be Have you asked your staff what can be done to improve efficiency?done to improve efficiency?

Is the board asking the staff for things Is the board asking the staff for things they don’t need?they don’t need?

Does it have to be on paper or will an Does it have to be on paper or will an electronic format do just as well?electronic format do just as well?


Should a performance measurement Should a performance measurement system be instituted?system be instituted?

Does it have to be done immediately or Does it have to be done immediately or can it be done incrementally?can it be done incrementally?

Understand Unintended Understand Unintended ConsequencesConsequences

Understand Unintended Understand Unintended ConsequencesConsequences

Think through both the potential Think through both the potential positives and negatives that may occur positives and negatives that may occur as a result of an action to improve your as a result of an action to improve your

efficiency.efficiency.

Think through your ideas before you Think through your ideas before you rush into them.rush into them.

Common ApproachesCommon ApproachesCommon ApproachesCommon Approaches Performance Measurement & Performance-Performance Measurement & Performance-

Based BudgetingBased Budgeting

Lean Six SigmaLean Six Sigma

Lean GovernmentLean Government

Value Stream MappingValue Stream Mapping

Total Quality ManagementTotal Quality Management

The Idea!The Idea!The Idea!The Idea!

Quality and efficiency initiatives saved, Quality and efficiency initiatives saved, first, the Japanese auto industry, then, first, the Japanese auto industry, then, the US auto industry.the US auto industry.

Deming, Crosby, Juran, IshikawaDeming, Crosby, Juran, Ishikawa

Apply the same business/industry Apply the same business/industry techniques to governmenttechniques to government

Performance MeasurementPerformance Measurement

Performance measurement is a system of data Performance measurement is a system of data collection used to assess the performance or collection used to assess the performance or quality of government services with a quality of government services with a particular emphasis on the costs of providing particular emphasis on the costs of providing those service. those service.

Can be used in both problem-solving and Can be used in both problem-solving and strategic planning with equal effectiveness.strategic planning with equal effectiveness.

Based on the assumption that presenting Based on the assumption that presenting performance information alongside budget performance information alongside budget amounts will improve budget decision-amounts will improve budget decision-making by focusing funding choices on making by focusing funding choices on program resultsprogram results

Performance Budgeting is essentially using a Performance Budgeting is essentially using a Program BudgetProgram Budget methodology with decisions methodology with decisions based on performance measurement data.based on performance measurement data.

Performance-Based BudgetingPerformance-Based BudgetingPerformance-Based BudgetingPerformance-Based Budgeting

Lean Six SigmaLean Six SigmaLean Six SigmaLean Six SigmaSix SigmaSix Sigma seeks to improve the quality of seeks to improve the quality of

process outputs by identifying and removing process outputs by identifying and removing the causes of defects (errors) and minimizing the causes of defects (errors) and minimizing variability in manufacturing and business variability in manufacturing and business processes. It uses a set of quality processes. It uses a set of quality management methods, including statistical management methods, including statistical methods, and creates a special infrastructure methods, and creates a special infrastructure of people within the organization who are of people within the organization who are experts in these methods experts in these methods

Lean Six SigmaLean Six Sigma Six SigmaSix Sigma is designed specifically for is designed specifically for

manufacturingmanufacturing Sets a goal of 3.4 defects or less per Sets a goal of 3.4 defects or less per

million parts produced million parts produced Relies heavily upon Statistical Process Relies heavily upon Statistical Process

ControlControl Must be heavily modified to make it Must be heavily modified to make it

work for governmentwork for government

Six SigmaSix SigmaFeatures that set Six Sigma apart from previous quality Features that set Six Sigma apart from previous quality

improvement initiatives include:improvement initiatives include:

A clear focus on achieving measurable and quantifiable A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.financial returns from any Six Sigma project.

An increased emphasis on strong and passionate management An increased emphasis on strong and passionate management leadership and support.leadership and support.

A special infrastructure of "Champions," "Master Black Belts," A special infrastructure of "Champions," "Master Black Belts," "Black Belts," etc. to lead and implement the Six Sigma "Black Belts," etc. to lead and implement the Six Sigma approach.approach.

A clear commitment to making decisions on the basis of A clear commitment to making decisions on the basis of verifiable data, rather than assumptions and guesswork.verifiable data, rather than assumptions and guesswork.

Six SigmaSix Sigma

Because the very basis of achieving a Six Because the very basis of achieving a Six Sigma level of quality is Sigma level of quality is repeatabilityrepeatability, it , it can be difficult to apply to government; can be difficult to apply to government; government services cannot be government services cannot be provided in a manner that never provided in a manner that never changes from one instance to another.changes from one instance to another.

Lean GovernmentLean GovernmentLean GovernmentLean Government

The Lean philosophy is fundamentally about creating value for the customer/client while using the fewest resources possible. It’s about getting the right service in the right amount to the right person at the right time, while minimizing waste and being flexible and open to change and improvement.

Lean GovernmentLean GovernmentLean GovernmentLean Government

There are several key principles that are at the core of Lean philosophy:

Know your customer/client – who they are and what they want and when.

The customer defines value. Keep the process simple (and eliminate waste). Do “it” right the first time. Involve and empower employees. Continually improve in pursuit of perfection.

Key Lean Characteristics:Key Lean Characteristics: Pull service delivery: Services are “pulled” by the consumer, not pushed from

the service delivery end.

First-time quality: Striving for excellence/perfection, for zero defects/redoing work. Identifying & solving problems at their source; achieving higher quality and performance at the same time; teamwork & worker empowerment.

Waste minimization: Minimizing/eliminating activities that do not add value; maximizing use of resources (capital, people, and space), efficient use of just-in-time inventory.

Continuous improvement: Continually improving quality, increasing productivity/ performance, reducing costs (resources), and sharing information.

Flexibility: Being open to change; providing different mixes and/or greater diversity of services quickly, without sacrificing efficiency.

Long-Term Relationships: Building and maintaining effective long-term relationships with providers/contractors through collaborative risk-sharing, cost-sharing, and information-sharing arrangements.

Value Stream MappingValue Stream MappingValue Stream MappingValue Stream Mapping

Manufacturing technique used to Manufacturing technique used to analyze the flow of materials and analyze the flow of materials and information required to bring a product information required to bring a product or service to a customeror service to a customer

Originated with ToyotaOriginated with Toyota


Value Stream Mapping (VSM) is a visual mapping tool that outlines all the steps in a process and helps to identify ineffective procedures and waste, as well as to develop implementation action plans for making continuous improvements.


Steps:Steps:

1.1. Identify the target product, process, or serviceIdentify the target product, process, or service

2.2. Draw a current situation value map which shows the current Draw a current situation value map which shows the current steps, delays, and information flowssteps, delays, and information flows

3.3. Assess or evaluate the current state stream map for waste Assess or evaluate the current state stream map for waste and bottlenecksand bottlenecks

4.4. Draw an improved future state value stream mapDraw an improved future state value stream map

5.5. Work toward the improved future conditionWork toward the improved future condition


While the approach can be applied to While the approach can be applied to government services, it requires a government services, it requires a different perspectivedifferent perspective

Approach might be more focused on Approach might be more focused on speeding up services and eliminating speeding up services and eliminating roadblocksroadblocks

Example: Time and steps required to Example: Time and steps required to issue a building permitissue a building permit

Total Quality Management (TQM)Total Quality Management (TQM)Total Quality Management (TQM)Total Quality Management (TQM)

TQM is a set of management practices TQM is a set of management practices and principles employed throughout and principles employed throughout the organization, intended to ensure the organization, intended to ensure the organization consistently meets or the organization consistently meets or exceeds customer requirements. TQM exceeds customer requirements. TQM emphasizes process measurement and emphasizes process measurement and controls as a means of continuous controls as a means of continuous improvement.improvement.

Total Quality Management (TQM)Total Quality Management (TQM)Total Quality Management (TQM)Total Quality Management (TQM)

Originated with Originated with W. Edward DemingW. Edward Deming and and the Japanese auto industrythe Japanese auto industry

Largely credited with resurrecting the Largely credited with resurrecting the Japanese auto industryJapanese auto industry

Closely tied to Statistical Process Closely tied to Statistical Process ControlControl

Concept expanded by Concept expanded by PhilipPhilip CrosbyCrosby

TQM Principles TQM Principles TQM Principles TQM Principles

Customer FocusCustomer Focus

Continuous ImprovementContinuous Improvement

ProcessProcess

Involvement of All PersonnelInvolvement of All Personnel

TQMTQMTQMTQM

Total Quality ManagementTotal Quality Management is essentially a is essentially a conceptual methodology whereas an conceptual methodology whereas an organization constantly looks at every organization constantly looks at every aspect of what it does and questions if aspect of what it does and questions if the process can be improved, if there is the process can be improved, if there is a better way to do it, or if there is a better way to do it, or if there is something we can do to improve the something we can do to improve the process even the most routine and process even the most routine and mundane functions.mundane functions.

Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement Is based on program goals and Is based on program goals and

objectives that tie to a statement of objectives that tie to a statement of program mission or purposeprogram mission or purpose

Measures program outcomesMeasures program outcomes Provides for resource allocation Provides for resource allocation

comparisons over timecomparisons over time Measure efficiency and effectiveness Measure efficiency and effectiveness

for continuous improvementfor continuous improvement

Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement Performance standards are the expected

levels of performance associated with a performance indicator for a particular period and funding level. They link dollars and results

Performance standards are one way to demonstrate RETURN ON INVESTMENT--what we can expect to receive for our money (easier to explain to stakeholders)

Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement

Track and compile performance data over time Track and compile performance data over time to help make management decisions. Excel to help make management decisions. Excel spread sheets work fine for data collection.spread sheets work fine for data collection.

The following matrix shows how the data can The following matrix shows how the data can be displayed to facilitate decision-making.be displayed to facilitate decision-making.

Performance BudgetingPerformance BudgetingPerformance BudgetingPerformance Budgeting

Based on the assumption that presenting Based on the assumption that presenting performance information alongside performance information alongside budget amounts will improve budget budget amounts will improve budget decision-making by focusing funding decision-making by focusing funding choices on program resultschoices on program results

Performance BudgetingPerformance BudgetingPerformance BudgetingPerformance Budgeting

Performance based budgeting Performance based budgeting cannotcannot begin until a system of begin until a system of performance performance measurementmeasurement has been instituted has been instituted

A functional performance based A functional performance based budgeting system cannot be expected budgeting system cannot be expected to produce the long-term desired to produce the long-term desired results in the first year of its inceptionresults in the first year of its inception

Management ToolManagement ToolManagement ToolManagement Tool

Performance budgets focus on missions, Performance budgets focus on missions, goals, and objectives to explain why money goals, and objectives to explain why money is being spent and provide a way to allocate is being spent and provide a way to allocate resources to achieve specific resultsresources to achieve specific results

Performance budgeting is intended to be a Performance budgeting is intended to be a management tool for program improvement, management tool for program improvement, not a “carrot and stick” methodology used to not a “carrot and stick” methodology used to “punish” departments for not meeting goals“punish” departments for not meeting goals

Why is this Important?Why is this Important?Why is this Important?Why is this Important?

Most Federal grants now require outcome Most Federal grants now require outcome evaluations (performance measurement) in their evaluations (performance measurement) in their applicationsapplications

Bond sales require indicators of financial condition Bond sales require indicators of financial condition which is well presented by performance datawhich is well presented by performance data

Local government revenues are becoming Local government revenues are becoming insufficient making effective use of resources insufficient making effective use of resources imperativeimperative

Promotes the logical tie between planning and Promotes the logical tie between planning and budgetingbudgeting

Why is this Important?Why is this Important?Why is this Important?Why is this Important? Both the Government Accounting Standards Both the Government Accounting Standards

Board (GASB) and the Government Finance Board (GASB) and the Government Finance Officers Association (GFOA) are promoting Officers Association (GFOA) are promoting performance measurement indicating it may performance measurement indicating it may soon become a requirementsoon become a requirement

Provides a way to quantify to the citizens Provides a way to quantify to the citizens how well their local government is doing how well their local government is doing compared to previous years and other compared to previous years and other similar communities; i.e. “how much bang similar communities; i.e. “how much bang they’re getting for their buck”they’re getting for their buck”

Performance IndicatorsPerformance IndicatorsPerformance IndicatorsPerformance Indicators

InputInput OutputOutput EfficiencyEfficiency Service QualityService Quality OutcomeOutcome Explanatory DataExplanatory Data

Performance Indicators should:Performance Indicators should:Performance Indicators should:Performance Indicators should:

Be quantifiable and measurableBe quantifiable and measurable Be relevant, understandable, timely, Be relevant, understandable, timely,

consistent, comparable, and reliableconsistent, comparable, and reliable Constitute a family of measuresConstitute a family of measures

- inputinput- outputoutput- efficiencyefficiency- service qualityservice quality- outcome- outcome

Types of Performance IndicatorsTypes of Performance IndicatorsTypes of Performance IndicatorsTypes of Performance Indicators

Input IndicatorsInput Indicators

- resources used to produce an - resources used to produce an output output

- examples- examples costs (direct costs plus fringe benefits)costs (direct costs plus fringe benefits) labor hourslabor hours


Output IndicatorsOutput Indicators

- quantity of units produced- quantity of units produced

- typically under managerial - typically under managerial controlcontrol

- examples- examples Miles of pipe visually inspectedMiles of pipe visually inspected Clients servedClients served


Efficiency IndicatorsEfficiency Indicators

- ratio of inputs used per unit of output (or - ratio of inputs used per unit of output (or outputs per input) outputs per input)

- examples- examples Cost per unit:Cost per unit: cost per ton of refuse collected, cost cost per ton of refuse collected, cost

per prisoner boarded, cost per transaction, etc.per prisoner boarded, cost per transaction, etc. Productivity:Productivity: hours per consumer complaint, plans hours per consumer complaint, plans

reviewed per reviewer, etc.reviewed per reviewer, etc.

Efficiency vs. EffectivenessEfficiency vs. EffectivenessEfficiency vs. EffectivenessEfficiency vs. Effectiveness

Efficiency is related to cost Efficiency is related to cost effectiveness, i.e. lowest costs for a effectiveness, i.e. lowest costs for a given output levelgiven output level

Effectiveness is related to if the service Effectiveness is related to if the service level meets the demands of the citizenslevel meets the demands of the citizens


Service Quality IndicatorsService Quality Indicators

- how satisfied customers are- how satisfied customers are- how accurately a service is - how accurately a service is provided provided- how timely a service is provided- how timely a service is provided

Percentage of respondents satisfied with servicePercentage of respondents satisfied with service Frequency of repeat repairsFrequency of repeat repairs Average wait timeAverage wait time


Outcome IndicatorsOutcome Indicators

- are qualitative consequences - are qualitative consequences associated with a program/service associated with a program/service- focus on the ultimate - focus on the ultimate “why”“why” of of providing the service providing the service- examples include:- examples include: Reduction in fire deaths/injuriesReduction in fire deaths/injuries Increase in job trainees who hold a job for more than six Increase in job trainees who hold a job for more than six

monthsmonths Decrease in low birth-weight babiesDecrease in low birth-weight babies

ExampleExampleExampleExample

Service Area Objective Input Output EfficiencyService Quality Outcome

Street Reconstruction 5% $1,374,500 4 4.7% 75% 7%

Capital Facilities

Maintain contract cost growth to no more than 5

percent

Budget/actual costs

StaffProjects completed

Engineering design costs as a percent

of total project cost

Percent of projects

completed on time

Contract cost

growth (%)

BenchmarkingBenchmarkingBenchmarkingBenchmarking

““Benchmarking is the practice of being Benchmarking is the practice of being humble enough to admit that someone humble enough to admit that someone else is better at something and wise else is better at something and wise enough to try and learn how to match enough to try and learn how to match and even surpass them at it.”and even surpass them at it.”

Types of BenchmarkingTypes of BenchmarkingTypes of BenchmarkingTypes of Benchmarking

InternalInternal – commonly one year – commonly one year compared to a previous year’s compared to a previous year’s performance performance

ExternalExternal – your performance compared – your performance compared to another similar organizationto another similar organization

OperationalOperational – your recent annual or – your recent annual or periodic performanceperiodic performance

StrategicStrategic – long term performance – long term performance

BenchmarksBenchmarksBenchmarksBenchmarks Internal BenchmarksInternal Benchmarks

- Overall spending- Overall spending

- Growth in tax base- Growth in tax base

- Growth in income- Growth in income

- New home starts- New home starts

- Miles within service - Miles within service areaarea

External BenchmarksExternal Benchmarks

- Private sector wages- Private sector wages

- Neighboring cities- Neighboring cities

- Similar sized counties- Similar sized counties

- Statewide groupings- Statewide groupings

- Statewide averages- Statewide averages

Training ExampleTraining ExampleTraining ExampleTraining ExampleScenario:Scenario:The City Council of Dog Patch has The City Council of Dog Patch has

complained to the City Administrator complained to the City Administrator that the fire department’s response that the fire department’s response times are too slow, especially for times are too slow, especially for motor vehicle accidents. The City motor vehicle accidents. The City Administrator wants you, the Fire Administrator wants you, the Fire Chief, to begin tracking your Chief, to begin tracking your performance related to response times performance related to response times to:to:

Training ExampleTraining ExampleTraining ExampleTraining Example

(A) defend the department’s (A) defend the department’s response performance to the response performance to the council, andcouncil, and

(B) determine what can be done to (B) determine what can be done to improve response times.improve response times.

BenchmarksBenchmarksBenchmarksBenchmarks

Internal:Internal: Average response time for all city public safety Average response time for all city public safety

servicesservices Response time per mile traveledResponse time per mile traveled

External:External: Response times for fire departments in other Response times for fire departments in other

comparable municipalities comparable municipalities 1.1. Bug TussleBug Tussle2.2. Night OwlNight Owl3.3. Black BogBlack Bog4.4. Possum HollowPossum Hollow

Training ExampleTraining ExampleTraining ExampleTraining Example

(A) defend the department’s (A) defend the department’s response performance to the response performance to the council, andcouncil, and

(B) determine what can be done to (B) determine what can be done to improve response times.improve response times.

Four-Step MethodologyFour-Step MethodologyFour-Step MethodologyFour-Step Methodology

Step 1: Review and Evaluate Existing Step 1: Review and Evaluate Existing Department Mission and Cost Center Department Mission and Cost Center Goals:Goals:

““To provide emergency and non-To provide emergency and non-emergency services to anyone emergency services to anyone requiring assistance in our service requiring assistance in our service area.”area.”


Step 2: Identify a Service Area.Step 2: Identify a Service Area. Fire suppressionFire suppression Fire preventionFire prevention Fire prevention educationFire prevention education ExtricationExtrication Confined space rescueConfined space rescue Disaster responseDisaster response Other rescue as neededOther rescue as needed Other emergency responses not applicable to Other emergency responses not applicable to

other depts.other depts.


Step 3: Service Area ObjectivesStep 3: Service Area Objectives

““Arrival of first fire/emergency apparatus Arrival of first fire/emergency apparatus on scene within seven (7) minutes of on scene within seven (7) minutes of dispatch anywhere within municipal dispatch anywhere within municipal limits.”limits.”

Four-Step MethodologyFour-Step MethodologyFour-Step MethodologyFour-Step MethodologyStep 4: Identify indicators that measure Step 4: Identify indicators that measure

progress on objectives.progress on objectives.

Time from initial dispatch to report 10-23 on Time from initial dispatch to report 10-23 on station.station.

1.1. During normal workdayDuring normal workday2.2. Night, after darkNight, after dark3.3. Under adverse weather conditionsUnder adverse weather conditions4.4. During unusual eventsDuring unusual events5.5. Other calls requiring response at same timeOther calls requiring response at same time

Four-Step MethodologyFour-Step MethodologyFour-Step MethodologyFour-Step MethodologyStep 4: Identify indicators that measure Step 4: Identify indicators that measure

progress on objectives. (cont.)progress on objectives. (cont.)

Manning level/firefighter availability at time Manning level/firefighter availability at time of dispatchof dispatch

Equipment status/availability at time of Equipment status/availability at time of dispatchdispatch

Weather conditions at time of dispatchWeather conditions at time of dispatch

MATRIXMATRIXMATRIXMATRIX

Service Area Objective Input Output Efficiency Service Quality Outcome

Fire Suppression

To ensure arrival of first fire/

emergency apparatus on scene

within seven (7)

minutes of dispatch anywhere

within municipal

limits

Actual costsFor equipment ,

staff & firefighters

Number incidents

responded to

avg. cost per

response

avg. response time

acceptable response time

for ISO and benchmarks

Response time 7 minutes

1 engine, 1 truck,

6 firefighters,

fuel 342 $1,055

8 minutes, 4 seconds

acceptable response time

considering manning and

weather conditions

Other

Date Call Dispatch On StationRespons

time ManningWeather

conditions Other calls Conditions

5/18/2008Structure fire - 1404 Elm Street 12:45 AM 12:54 AM 9 min 75% Light rain No

Construction on E.

Washington

5/18/2008

Two car collision w/injuries at

Lake & Jackson St. 7:23 AM 7:34 AM 11 min 75% Light rain

Yes - Elm St. Fire

heavy rush hour traffic

5/18/2008

Alarm box malfunction -

Menard's 9:10 AM 9:16 AM6

minutes 75% cloudy No None

Supporting DataSupporting DataSupporting DataSupporting Data

Number of total responses during data Number of total responses during data collection period:collection period: 342342

Average response time:Average response time: 8 min 4 sec8 min 4 sec

Number of responses during periods of Number of responses during periods of reduced manning:reduced manning: 184184

(75% manning or lower)(75% manning or lower)


Supporting DataSupporting DataSupporting DataSupporting DataNumber of responses during or within 24 hours Number of responses during or within 24 hours

of 3 inch snow or ice event:of 3 inch snow or ice event: 127127Average response time:Average response time: 9 min 32 sec9 min 32 sec

Number of responses w/full manning and no Number of responses w/full manning and no weather event:weather event: 102102


Average response times for all comparable Average response times for all comparable benchmark municipalities benchmark municipalities 8 min 10 sec8 min 10 sec

Explanatory DataExplanatory DataExplanatory DataExplanatory DataData collection period was conducted Data collection period was conducted

during month of December, 2008 when during month of December, 2008 when the municipality suffered the snowiest the municipality suffered the snowiest December in recorded history and December in recorded history and budget deficits mandated 2/3 of shifts budget deficits mandated 2/3 of shifts to be manned at 75%. Some responses to be manned at 75%. Some responses experienced both snow/ice event and experienced both snow/ice event and reduced manning.reduced manning.

SummarySummarySummarySummary

The department did not reach the goal of 7 The department did not reach the goal of 7 minutes or less for each response time but minutes or less for each response time but met an acceptable level of an average of 8 met an acceptable level of an average of 8 minutes, 4 seconds from dispatch to minutes, 4 seconds from dispatch to reporting 10-23 on station because of reporting 10-23 on station because of unprecedented manning reductions and unprecedented manning reductions and record-breaking winter weather. Under record-breaking winter weather. Under normal conditions the department actually normal conditions the department actually exceeded the set goal by nearly 8 percentage exceeded the set goal by nearly 8 percentage points and one half minute and still exceeds points and one half minute and still exceeds the overall average response time of external the overall average response time of external benchmarks.benchmarks.

Management & Policy QuestionsManagement & Policy QuestionsManagement & Policy QuestionsManagement & Policy Questions

What is the maximum acceptable FD response time?What is the maximum acceptable FD response time?

Since staffing levels directly relate to response times, what staffing Since staffing levels directly relate to response times, what staffing level is optimal for an acceptable response time?level is optimal for an acceptable response time?

What coordination with or actions by the streets/public works What coordination with or actions by the streets/public works department may be necessary to improve FD response times during department may be necessary to improve FD response times during snow/ice events?snow/ice events?

Does the data suggest re-evaluating snow removal route priorities is Does the data suggest re-evaluating snow removal route priorities is in order?in order?

Was the impact of manning reductions on response time sufficient to Was the impact of manning reductions on response time sufficient to justify a change in manning policies?justify a change in manning policies?

http://lgc.uwex.edu//http://lgc.uwex.edu//http://lgc.uwex.edu//http://lgc.uwex.edu//

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