Data Management and Business Practices

1. Data Management and Business Practices

2. Who I am & Why I am Here… • Brian Drolet • Associates Degree –Fire Science • Bachelor Degree –Public Administration and Technology • 25 Year Career in Municipal Fire Service in Southern Ca. • Fire Captain – Paramedic Fire Engine, 4-0 Staffing, 142 members • Deputy Fire Marshal/Arson Investigation • Technical (computer geek) Assistance – self taught, home grown • Business Owner -BLD Consulting Services (shameless plug – FireRMSData.com ) • 90 Departments across the Country -from Crystal Reporting to Defining Business Practices, Work flow and Program Management • Contractor / Supporter of Zoll Data Services • Strengths and Passion….vision, direction, problem solving, innovation, interest, contingency planning and options, puzzles, mysteries and plain old wanting to help…..

3. Henri Fayol, Engineer, CEO, Administrative Theorist (1841-1925) Developed administrative principles including: Span-of-control ~ number of subordinates supervised by a manager. Departmentation ~ grouping similar activities. Unity-of-command ~ one person - one boss. Scalar principle ~ linking organizational members in a hierarchy.

4. POSDCORB is an acronym created by Luther Gulick and Lyndall Urwick in their “Papers on the Science of Administration” (1937). • [1] Developed as a means to structure and analyze management activities, it set a new paradigm in Public Administration.

5. In 1937, Luther Gulik(2) modified Fayol's list to identify further the steps to successful management. Gulik coined the acronym POSDCORB; still in use today, it contains the following functions of management: • Planning: Determining what needs to be done and the methods for accomplishing the goals of the organization. • Organizing: The establishment of the formal structure of authority through which tasks are arranged, defined, and coordinated. • Staffing: The personnel function of bringing in and training the staff and maintaining a favorable work environment. • Directing: The continuous task of making decisions, issuing specific and general orders and instructions, and supervising the work performance. • Coordinating: The duty of interrelating the various parts of the work and making sure that necessary resources are available. • Reporting: Keeping both supervisors and subordinates informed about what is going on. This includes keeping adequate records. • Budgeting: The tasks related to fiscal planning, accounting, and control.

6. POSDCorB The acronym which formulates the responsibility of a chief executive or administrator stands for: Planning, Organizing, Staffing, Direction, Coordinating, Reporting, and Budgeting. It defines the principles as follows: • PLANNING, that is working out in broad outline the things that need .to be done and the methods for doing them to accomplish the purpose set for the enterprise; • ORGANIZING, that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined and coordinated for the defined objective; • STAFFING, that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work; • DIRECTING, that is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise; • CO-ORDINATING, that is the all-important duty of interrelating the various parts of the work; • REPORTING, that is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspections; • BUDGETING, with all that goes with budgeting in the form of fiscal planning, accounting and control

7. POSDCoRB Planning Organizing Staffing Directing Coordinating Reporting Budgeting

8. Frederick Winslow Taylor, Engineer (1856-1915) Founder of Scientific Management- applying scientific methods to work to maximize the benefits to employees, employers, and society. Developed work standards, uniform work methods, order-of-work sequences, methods of placing workers, methods of supervision, and incentive schemes.

9. Business and Data Management In Today's fire Service data is frequently collected without a defined specific purpose or use. Attempting to meet reporting requirements for collection of data without defining the use, purpose process to collect the data leads to the inability to manage data for the organization. The collection of data without an acceptable or defined purpose or use leads to frustration and lack of control of data collection business practices, the inability to meet reporting of identified data requirements. Grocery Store, Clothes Shopping, Home Shows… impulse excess and misdirection Operate like a business Business Friendly operation

10. Class Goal: This Class will assist in defining the processes of data collection and reporting for the Fire Service Through: Planning, Organizing, Staffing, Development, Coordination & Budgeting (POSDCorB).

11. The success of data management for any organization is the commitment to the development, implementation and support of business practices outlined in the goals and objectives of the organization. Data management provides the measuring tools to identify organizational direction, effectiveness of business practices, and the results of organizational effort.

12. Discuss the impacts of data management on Fire Service organizations in regards to staffing, budgets, directions, scope and delivery of services to the community.

13. Staffing • Staffing • Adequate staffing, obtainable goals and work load • Staffing Reductions • Loss of Historical reliance • Retirements • Early retirements to eliminate budget burdens • Reassignments • Reassignment of priorities • Re-establish goals and objectives for retained employees • Splitting of workload with other City Departments • Load sharing of duties and responsiblities • Permits, Inspections services, elimination of duplicated services with other depts…. • Elimination of Services • Water Salvage Assistance, Permitting, Inspections, EMS Services

14. Economic Pressures • Justifications for Retention of position • Budgets, Staffing, Programs • Public Services vs Private Services • Retirement costs, • Reduction in Revenue • Reallocation of Federal, State, County assistance

15. Fire Service Future Direction • Cost Benefit Justification • EMS Encroachment by Private Business • EMS Billing Future • Specialty Services Retention

16. Scope and Delivery of Service • Disaster • Earthquake, Flood, Construction, Economy.... • Terrorism, War, Political Strife, • Weather, • Public Education

17. Defining the role of Part II • Data • Explaining effort, actions, events, direction, purpose How many IV’s, Paramedics, Classes, Hours, $$$$$, or other descriptive items…. • data management • Defining responsibility, timelines, accountability and review of data objectives • business practices • Inspections from creation to completion of inspection • Cradle to grave steps to meet all conceived problems or needs of inspection • Apply to other facets and delivery of services • reporting requirements • EMS Data, NIFRS, Incident, Classes Taken, Classes needed, Class Hours, Credentials Earned,Expirations dates, Budgets, • Federal, State, County, Local and Department data elements planned for meeting specific need • analytical analysis • How many widgits, by whom, comparisions over time, departments, or events • Meeting organizational goals and objectives • Measuring effort to goals and grading effort direction and results toward • Increasing efficiency, streamlining processes, reducing strain and stress on staff in order to focus on the efficiency of other Department projects, programs and services. in Today's Fire Service.

18. Navigate through the data collection 'mine field' and reap the benefits of planning, effort and purpose of data collection through: • Organizational Networking, computer programs and tools, planning and defining goals and objectives, reporting requirements and measuring effort in meeting the stated goals and objectives of your Organization. • Planning - Defining processes of business, identifying data requirements the who what when where how and why of your business…. • Defining persons to be involved, process to be evaluated, • Organizing • Outlining priorities, setting timelines, participating

19. discuss: • What works in regards to data collection and reporting. • Measure, acknowledge and provide consistent baseline of effort and direction, • keep treading –dog paddle when necessary but keep moving…. • Essentials steps to ensure good data management • Defining goals or efforts of work load, accountability checks and ensuring successful efforts of personnel • Provide feedback to efforts endured, share in successes and encourage efforts • What successful data management looks like • Elimination of duplication, increase of performance, increased availablility of measures and showing of • efforts in collection and reporting of data • Tips, Tricks and adapting to a changing data world • Sharing, exploring and chasing solutions to problems or difficulties in collecting reporting or managing data • Be cautious of ‘New Shiny Objects’, establish reward of effort when trying something new or different • Fire Records Management, its use, limitations and how to exploit your efforts • Other tools, software, processes…..that can create synergy toward goals • Excel, Access, Web tools, Crystal Reports, Maps, Graphs, Charts or other metrics to explain effort and direction • Can’t measure success if you cannot define goals

20. Encourage, support, assist • Explore, question, plan • Data is a battle to bring a goal into focus • Constant review of • what are we doing & • where are we going.