A Different Kind of Size-Up
Departments that can empirically demonstrate their value are best positioned to survive economic downturns

By Todd J. LeDuc, MS, CFO, CEM

Note: This article is part of a special FireRescue magazine series on the economy and its effects on the fire service.

Successful private sector businesses have long used a data-driven approach to track performance. And, in fact, many EMS systems have well-developed quality and outcome measures that have stemmed from the work done by healthcare systems, such as the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and the Baldridge National Quality Program criteria for health systems.

Historically, the fire service has been mission-oriented, and process improvement has been approached using broad-brush lessons learned—not empirical data. However, during this global economic downturn, it has become increasingly critical for fire departments to find ways to measure their performance and the impact of proposed funding reductions on balanced scorecard functions, such as overall results, financial viability and internal and external customer performance.

By the Numbers
Does your fire department have established, results-driven measuring systems? Many fire departments that provide fire-based EMS already measure clinical performance and outcomes, such as percentage of reduction of chest pain, shortness of breath improvement and overall pain scores following pre-hospital EMS intervention. These are mission-critical parameters that demonstrate the value EMS provides related to specific patient conditions.

In addition to EMS-related duties, a fire department’s core services include extinguishing fire and reducing loss of life and property. As such, a key metric is the time between the first notification of fire and the deployment of water on the fire. Although NFPA standards outline response-time parameters and many departments measure against these standards, they are only a portion of what drives successful fireground outcomes.

It seems painfully obvious that the faster water is applied to the seat of the fire, the faster the fire is extinguished, thereby limiting the potential for loss and increasing the likelihood of occupant survivability. Additionally, the faster we can conduct primary and secondary searches for trapped victims, the greater the likelihood of saving lives. But how many departments actually measure the time to complete these tasks and then do something with the data, like comparing it to other departments and best practices?

Metric Matters
What’s so important about metrics? Anyone can argue that fire extinguishment or searches will occur faster with more personnel, but you still need to gather this data to prove your point to elected officials, the budget office and the citizens of your community.

As staffing levels are under constant attack during this economic downturn, policymakers often find themselves between the proverbial “rock and a hard place,” having to prioritize where money should be spent and what programs and services could be cut.

Considering that in many communities public safety accounts for a substantial portion of the government’s total budget expenditures, fire departments are often targeted for cuts. Using metrics can demonstrate the negative impact that staffing reductions would have on the time it takes to complete core duties like fire extinguishment and search and rescue. We know that fire grows quickly and minutes (more like seconds) matter, but if you can’t demonstrate your department’s core competencies with empirical data, it’s time to get started. Not only could it help prevent the budget axes from dropping, but you’ll likely see an improvement in performance.

With this in mind, focus your training on improving key benchmarks, such as how quickly a line is put into service and how quickly primary and secondary searches are completed.

Get the Word Out
The fire service is often only seen and heard when we’re responding to the call for service. We must be more vocal about what we do and how we do it. Once you have empiric data to show performance, share this data in any venue that will garner public notice and stakeholder buy-in. Policymakers and the public need to understand how we capture these metrics and/or why they need improvement (i.e., staffing shortages, closed companies).

One thing you can do: Provide policymakers with monthly, quarterly and year-to-date performance reports. Annual reports are often filled with volumes of data that few, if any, can remember or connect to meaningful business results. It is therefore key to make these process measures understandable so everyone can connect them to mission-critical public safety duties. Elected officials who understand our metrics may be less inclined to cut fire services when they see how severe the impact could be on the community.

Conclusion
Successful organizations measure their performance as a means of continuous improvement and validation of successful outcomes. Airlines, for example, prosper when they arrive safely and on time. They measure the arrival time of both passengers and luggage, and the results are published by industry watchdogs. Fire departments should be no different.

Although many EMS-related tasks are measured, we must begin empirically evaluating fire suppression processes and outcomes as well. After all, in economic downturns like the one we’re facing now, policymakers are being forced to make difficult decisions about how to prioritize spending. Departments that can implement empiric processes to measure their duties will be best positioned to survive.

Todd J. LeDuc, MS, CFO, CEM is deputy chief of department operations for the Broward Sheriff Fire Rescue in Fort Lauderdale, Fla., a career metro department. He has more than 20 years in the profession and publishes and lectures frequently on fire rescue leadership topics. He has participated in strategic and master planning, accreditation and department evaluations in a dozen states. Chief LeDuc may be reached via e-mail at tjlbcems@aol.com.

View the other articles from this series:

Analysis of Staffing Cuts by Fire Fighter Close Calls

Training During Tough Times

How to Inform Your Personnel about Layoffs

Creating Revenue in a Down Economy (on the FRI blog)