Performance Management Presentation

1. Performance Management Presentation Provide Emergency Preparedness Strategies Team Members: Michael Spillane ORS National Institutes of Health 9 January 2005

2. Overview and Contents • PMP Template • Value proposition and strategy • Performance objectives and measures • Customer Perspective: Critical Measures • Customer Survey • Internal Business Process Perspective: Critical Measures • Sr. Leaders COOP meetings • Learning and Growth: Critical Measures • NIH population receiving Mass Evac Plan • Financial Perspective: Critical Measures • Reduce (Minimize) COOP and EVAC unit costs Conclusions and Action • Appendix • See the list to be created

3. Performance Management Plan (PMP) Division Approval/Date: Associate Director Approval/Date: Service Group Provide emergency preparedness strategies. Discrete Services DS1: Plan emergency preparedness strategies Value Proposition Our team is responsible for ensuring the safety of the NIH community against man made and natural disasters through an analytical process based on detailed planning and readiness training for optimal response to possible catastrophic scenarios. We blend an understanding of the likely emergency response of our diverse campus population into our knowledge of the campus buildings and the support infrastructure in order to create reliable emergency response plans that can be executed successfully. We continuously improve on our expertise in situational analysis and response while sustaining a mentor training relationship with our OEC's and making the NIH senior management officials. Service Strategy Strategy Description Division of Emergency Preparedness and Coordination (DEPC) staff will work in partnership with the NIH community to provide effective and competent emergency planning in a manner sensitive to the NIH environment and diverse workforce. As new threats (both natural and man-made) arise, the DEPC will formulate and test emergency plans to counter these threat consistent with existing regulatory requirements and industry "best practices". Team Leader Mike Spillane Team Members Mike Spillane Service Group Performance Management Plan

4. Performance Plan For FY04 – FY05

5. Strategic Objectives - Strategy Mapping

6. Strategy Mapping Conclusions and Actions • High Impact Strategic Objectives: • PerspectivesObjectives • Learning and Growth ………………….. Improve Expertise in Situational Analysis • Internal Business Processes…………...Improve Leadership Commitment to Emergency Preparedness • Financial…………………………………..Improve Resource Acquisition • Customer………………………………….Improve Safety from Man-made and Natural Disasters • Strategy Mapping Relationship Analysis: • The Manage Emergency Preparedness Strategies team will achieve its goal of keeping the NIH community safe from man made and natural disasters by ensuring its staff and contractors excel in their ability to perform effective situational analysis. The better the situational analysis capacity of our group the more effective our advice and expertise will become. As recognized experts in both preparation and response we will be better prepared to capture the leadership commitment necessary to build and prove the business case for acquiring the resources we need to execute our mission of safety for the NIH community.

7. Customer PerspectiveCritical Measures

8. C1. Increase Customer Satisfaction Critical Measures IC’s are interested and moving forward on developing COOP’s. We have a template developed from an IC Executive Officer focus group that helps guide the IC’s in developing this most important readiness device. We intend to focus our meetings on IC’s with the most evident needs for COOP.

9. Internal Business Processes Perspective Critical Measures

10. What does this Internal Business Data Tell Us?What actions does it indicate we should take? • Developing of Crisis Response Teams are critical to the on going development of emergency preparedness activities such as COOP. • Our most visible efforts are the hundreds of building evacuations we practice each spring and fall. • We will continue to involve the IC leadership in our tabletop exercises and COOP planning to get them more pro active in emergency preparedness.

11. Learning and Growth PerspectiveCritical Measures

12. Learning and Growth PerspectiveWhat does the data tell you?What actions are planned? Our learning and growth encompasses the community as well as the Emergency Preparedness staff. What this means is our responsibility is to ensure the entire NIH community is involved in the emergency preparedness planning and know how to respond in times of emergency. Our team is now focused on reaching the top leadership among the IC’s and helping them develop the process and procedures that involve their employees in understanding how to be prepared and how to respond.

13. Financial PerspectiveCritical Measures

14. What does the financial data tell us?What actions does it indicate we should take? • Our budget must grow in order to achieve the reach out mission that emergency preparedness requires. • Constructing handbooks, handouts, evacuation plans and actions are expensive and require outside contractors and other services that must be budgeted. Reaching out to a large community like NIH cannot be accomplished on our existing budgets.