#Presentation #Research #CAFC_Data #CAFC Organizations: Metric, Key Performance Indicators Most organizations are data rich and knowledge poor! Only as good as what you do with them Classic in business is profits. Generally in relation to previous years. As well as sales volume. But, what if sales volume increases and profit decreases? In 2021 versus 2020, what do we do with that data? Let’s say we are Apple computers. Highly dependent on holding profit margins. The supply chain for microprocessors is strangled and despite sales going up the profits on devices is decreasing? How do we improve profits? We take control of our microprocessor supply chain and build better processors for less, quality improved and profits improved. How does this relate to fire services and aggregate data? Do we understand what underlying processes drive our data? Do we use statistical analysis and quality process improvement to to positively affect the metrics and KPI that we have developed? Let’s look at a real life scenarios where underlying data makes a difference: Safety Incidents: Safety incidents in a fire service are multi-factorial, there are seldom situations that are identical or repeatable. Understanding multi-factorial cause combined with understanding statistical power will help show how difficult it is to consider underlying trends and wether interventions actually make improvements. Insert power scenario. Response times: Response times are tracked by virtually all fire services, but currently we cannot benchmark response times because many of us are measuring different things to present aggregate data. To you report response times from PSAP to Fire Dispatch to include call handling? Do you report from apparatus radio reporting on route, do you report from AVL/GPS CAD data? Do you report to first due on scene? Do you report to first water on fire? Do you report to full effective fire fighting force on scene? Apples to apples comparison. What does response time actually mean and how do we improve it? We looked at a break down of the aggregate data to include PSAP call handling times, fire dispatch call handling, chute times, drive times, and so forth.. ![[Image 3.png]] Break down: steps in the process, districts, stations, career/volunteer, paging order, apparatus type, etc. Conducted a review of station layout and travel time for staff within the stations to apparatus. We were prepared to spend money renovating stations to improve FF travel time. Found a major surprise in our response times due to linear paging. Time recorded from dispatcher initiating paging of all apparatus. The apparatus with consistently long response times were stations that most often were 3rd, 4th, 5th in line for call out. Net result, it dragged our response time numbers down and it dragged the individual crews chute times down. On the surface it looked like a personnel issues. When drilling down into the data, it became evident the improvement is a systemic technology issue. Averages and percentiles do not give the whole picture Visualizing the aggregate data over time is important to find outliers, what we typically use currently is a run chart. Run charts are not related to statistical control limits, can not see major and minor tolerance limits. Does not provide enough information on the stability and trends of the process. ![[Image 4.png]] A control chart helps to understand the process and how it is performing on an ongoing basis. Determine you limits using standard deviations Watch for those that are actually outside of a normal range for your service ![[Image.jpeg]] ![[Image 1.jpeg]] An indicator is simply a measure used to capture a measurement in your business. For example, you might measure how many hours your employees work, the number of sick hours used, or the amount of paper used. It’s important to note that indicators are very likely meaningless, because they likely don’t impact your business. For example, does it really matter how many hours all of your employees have worked over the last week? It might only if you use those hours to bill clients—but otherwise, there’s nothing actionable you can do with that bit of data. - A performance indicator tracks a measure related to your organization’s performance. For example, manufacturing companies may choose to examine performance indicators around the number of raw materials sourced, the number of defects per manufactured lot, or the number of steps in your manufacturing process. But a performance indicator is missing one thing: It’s criticality to the business. And that’s where a key performance indicator comes in. - Key Performance Indicators (KPIs) are the subset of performance indicators most critical to your business at the highest level of your organization. KPIs are used to help you measure your progress toward achieving your strategic goals. In our experience, the most effective leadership teams track fewer than 25 measures that cut across the organization’s [four perspectives](https://www.clearpointstrategy.com/balanced-scorecard-perspectives/): financial, customer, process, and people. - Clarity - Reproducibility - Consistency - Meaning - Intention