|
|
|
This Project Charter (Charter) describes the overall foundation, and defines the scope and overall approach for the Performance Measurement and Benchmarking Project. It includes an overview of project goals and objectives, establishes the rationale and framework for the project, provides an assessment of risk, provides an overview of the implementation strategy and deliverables, describes the project team structure, outlines roles and responsibilities, and defines the project working environment.
The contents of this document should be reviewed by project stakeholders to ensure that the project team, which includes Johnston Smith International, the Office of the Fire Marshal, and representatives from various fire departments, municipalities and the Ministry of Municipal Affairs and Housing, have a clear understanding of the goals of the project and the path to achieve them. The Charter allows all project participants to maintain common expectations and becomes the standard against which changes to scope, project duration and expected deliverables are identified and evaluated.
The implementation of a performance based measurement process, is being driven by several factors. These include:
§ The Municipal Act and the Fire Protection and Prevention Act 1997 (FPPA), which establishes increased local accountability for the efficient and effective delivery of fire protection services.
§ The Municipal Performance Measurement Program, which requires municipalities to report on performance in a number of areas, including fire service functions and processes.
§ Provincial Auditor recommendations that performance measures be developed by the OFM at both provincial and municipal levels.
§ Provincial Government’s Ontario Public Service performance measurement system which require measures be identified at various levels including the core business measures.
§ Pressures on municipal fire departments to increase their involvement in non-fire related fire protection services.
In response to these pressures, the purpose of the Performance Measurement and Benchmarking Project is to allow the key stakeholders to develop a performance based measurement process that can be applied to Ontario’s fire protection services. For the purpose of this ‘development’ project, “Fire Protection Services” is being restricted to fire-related services only (i.e. public education and prevention, fire safety standards and enforcement, and fire suppression). . The restricted application of this project focuses on fire-related services, only with the intent that the project deliverables will establish a performance management process that has broader applicability to all services delivered by fire service providers.
There is an extremely diverse range of local circumstances across Ontario and there is an equally diverse range of local fire service delivery models. This diversity means that there is a need to identify performance measures that are equally relevant and applicable to the various fire protection services’ stakeholders. Performance measures developed by stakeholders to meet the local needs will prove to be a credible and integral tool for measuring and improving performance.
There is also a need to identify the performance measures that will reflect the sophisticated and comprehensive set of “Public Fire Safety Guidelines” outlined by the Public Fire Safety model. This model for implementing a public safety approach is illustrated below:
|
The benefits that will arise as a result of the successful completion of this project are:
§ Performance measurements and framework will permit stakeholders to credibly demonstrate and communicate their progress in achieving the direction set out in the Fire Protection and Prevention Act 1997.
§ The performance management framework will enable stakeholders to align their respective strategic directions with measurable outcomes and results. This will therefore permit an early assessment of the adequacy of municipal and provincial strategies and tactics, by providing stakeholders with valid information of the quality and effectiveness of Ontario fire services.
§ The adoption of these performance measures and framework will enable fire protection service stakeholders to be aligned with the performance management direction established through the:
» Provincial Performance Measurement Project (MPMP),
» Municipal CAO’s Benchmarking Initiative (OMBI), and
» Provincial Auditor’s requirements for municipal and provincial ‘fire protection services’.
§ The adoption of this performance measurement/benchmarking framework will enable municipal and provincial fire service planning to incorporate a continuous improvement strategy, focusing on user satisfaction, process improvement and employee involvement.
The application of this “tested” benchmarking/best practice framework will enable improved service delivery through higher levels of innovation and creativity.
Project Objectives
The project objectives, as outlined in the Request for Proposal, will develop a proven and tested fire service performance management process that will:
§ Identify and develop appropriate fire service specific performance measures for current and future fire protection service activities;
§ Identify necessary data collection requirements and processes in support of appropriate data analysis and benchmarking;
§ Incorporate benchmarking and the identification of best practices; and
§ Achieve acceptance and credibility within the Fire Service, OFM and municipal management as a useful management tool, for developing a foundation for fire protection services continual improvement; for optimizing the delivery of future fire protection services; and, for monitoring effectiveness and efficiency of current operations.
|
This Project Includes: |
This Project Does Not Include: |
|
Identification and development of appropriate performance measures and framework for fire protection services stakeholders. |
• Fire Department non-fire related operations measures. • Municipal-level measures outside of the delivery of fire related services. • Department specific measures |
|
Establishment of outcome-based measures. |
• Technical measures not related to outcomes. • Does not include the setting of performance management targets for individual measures. |
|
Project will develop a web-based benchmarking and best practices framework. |
• The web-enabled application itself will not be developed in this phase of the project. |
The project will be completed in four operational phases and one “support” phase . The four operational phases are:
This phase will mobilize the project team by establishing the roles and accountabilities of the Steering Committee, recruiting stakeholder participation for the Outcome and Measures teams and confirming the project plan. At this point, the communication plan will be developed taking into consideration all relevant interest groups.
Project deliverables are defined as:
§ Kick Off Meeting
§ Project Charter submission to Steering Committee
§ Project Team Structure with defined roles, accountabilities of Steering Committee, Project Managers & team members based on common values, vision and strategies
§ Training modules and Workshops
§ Strategic communication plan including:
» Tactical implementation plan
» Evaluation plan
This phase of the project will articulate key fire protection service objectives, and then translate these strategic goals (e.g. public education, fire safety standards and fire suppression etc.) into quantifiable outcomes as they relate to core and non-core services.
There are four main parts of this phase:
1. Key OFM & muncipal fire imperatives
2. Establish logical peer groups of municipal fire service stakeholders
3. Long list of performance outcomes
4. Selection of criteria and shortlist
§ Defined imperatives & goals
§ Five facilitated workshops (in group and individual team settings)
§ Long list of outcomes for core and administrative services for both the municipal and provincial levels
§ Evaluation criteria
§ Defined segments (peer groups) of the 547 fire departments (e.g. those municipalities who have certain common elements such as size, nature of fire departments, service areas, etc.)
§ Approved outcomes for services
This phase translates the selected outcomes into specific measures that can be related to the provincial and municipal levels. Again, we will be working with the Outcomes and Measures teams via a series of interactive workshops and brainstorming sessions to define a long list of measures for stakeholder segments. We will build on the useful framework that has already been established in the Public Fire Safety Guidelines, categorizing measures into various types.
§ Scan of performance measures best practices from other jurisdictions/organizations
§ Workshop to review best practices and allocate tasks to Outcome & Measures teams
§ Workshop to review results of Outcome & Measures teams deliverables
§ Long list of proposed measures for fire services
§ List of criteria to select measures for fire services
§ Workshop to develop “short list” of measures for services
§ Detailed measures worksheet for each selected measure
§ Report evaluating existing data collection methodology
§ Selected measures for each outcome for the OFM and defined municipal segments
§ Detailed measure worksheets for each selected measure.
The final phase in the performance measure process is the development of the process for establishing the targets and/or benchmarks. The establishment of targets sets end points for the OFM and municipal fire departments to improve their performance. A key objective of comparative performance measurement (benchmarking) is that it provides a tool for municipalities to compare services and then learn from the good practices of others. The appropriate use of performance measures will provide the business case for performance improvement.
§ Assessment methodology (targets/benchmarks) which includes the processes for:
» Gathering benchmark performance data
» Methods for comparative analysis by peer group or other assessment methods
» Roles and responsibilities
§ Roles and responsibilities matrix of stakeholders’ participation in benchmarking process
§ Framework for web-enabled benchmarking and best practices sharing website.
On-going support will be provided by way of advice, individual coaching sessions and review of the on-going project plan, as required by the OFM.
§ 10 days of consulting support
This section lists any risks associated with the project that might affect the success of the project. For any significant risks, it is important to identify the actions to reduce the likelihood of their occurring (preventive actions) and the actions that will be taken in the unfortunate event that they do occur (contingent actions).
|
Potential Risk |
Preventative or Contingent Actions |
|
Lack of acceptance by municipalities and/or municipal fire departments of project outcomes & measures |
• Communciation strategy being developed to commence buy-in process • Transparent support of process by Project Steering Committee • Involvement of municipalities and fire departments in the process • Focus will be on the credibility of the measures not the quantity |
|
Difficulty in achieving work plan milestones |
• Project plan and dedicated resources • Flexibility built into the project plan |
|
Lack of project funding |
• Project benefits regularly communicated to all stakeholders • Executive sponsorship • Management prioritization • Communication strategy seeking and maintaining stakeholder involvement and support |
|
Solutions may impose unacceptable demands on fire departments |
• Identification of issue • Active involvement of fire department stakeholders • Communication strategy |
|
Team availability or conflicts with existing commitments |
• Project plan • Executive sponsorship • Management prioritization |
|
Loss of, or poor, information flow between team members and fire departments and other municipal stakeholders |
• Communication strategy • Project and change management training for team members |
|
Difficulty in keeping the Team intact for whole project |
• Agreement by Fire Chiefs to active participation of their staff • Executive sponsorship • Short duration project |
|
Lack of input/too much involvement from various stakeholders |
• Communication strategy • Detailed project scope • Involvement of senior level representatives covering range of stakeholders |
The outline of the project team is illustrated below. It is made up of representatives from the OFM, municipalities and fire departments in order to ensure a maximum degree of input and buy-in. It is critical that team members have an excellent understanding of the delivery of ‘fire protection services’ in Ontario.
Defining and clarifying the roles and responsibilities
of the various members of the project team will be critical to the success
and sustainability of the initiative. The following matrix describes the
roles and responsibilities of the project team members.
|
Project Team Member |
Role |
Responsibility |
Time Commitment |
|
Project Sponsors: • B Moyle, Fire Marshal • D Crawford, Deputy Fire Marshal |
Project Champion |
• Co-ordinate project activities and outcomes with OFM Policy Committee • Define and communicate mandate to organization. • Support and confirm resourcing. • Define and communicate “success”. • Measure and evaluate “success”. • Provide liaison with Steering Committee and other stakeholders, as required |
1 meeting per month plus informal updates every two weeks |
|
Steering Committee |
Project Direction Provide guidance to the project team by assisting with the definitions of imperatives, outcomes and measures. |
• Accept project charter & communications strategy. • Authorize key decisions – conceptual and/or directional in nature. • Assess and endorse recommendations for implementation. • Monitor progress and results. • Resolve cross-functional conflicts that cannot be resolved elsewhere. • Communicate project progress with municipal councils, fire departments, as required. |
1 meeting per month |
|
Project Managers |
Team Leadership Project Management |
• Creates the project plan & assigns work • Manages the project team & stakeholders • Ensures alignment/linkages with other projects • Provides plans and status reports to Steering Committee and Project Sponsor • Manages use of outside resources, e.g. OFM Communications, facilities etc. • Sustains a sense of urgency • Delivers the project results |
Full time |
|
Team Members |
Accountability for Results |
Accountable to the Project Manager for: • Specific deliverables within the Project Plan • Contribution to collective team success • To bring practical experience to the team work • Present project findings to home locations and seek input, as required • Be prepared to promote the implementation of project results in home location |
2-3 days per month and additional 1 day per week supported by fire departments |
§ Active participation by Fire Departments and other stakeholders
§ Strong leadership
§ Well-defined and manageable project scope
§ On-going financial support for the project
§ Integration with business planning cycles
A detailed project plan is attached which provides the outline of tasks, timelines, and resources required. Refer to attached Microsoft Project plan.
This section records the signatures of the individuals who will be held accountable for the project as well as those who will be responsible for assessing the results.
|
Names |
Signatures |
Date |
|
Doug Crawford, Deputy Fire Marshal |
|
|
|
Tony Mintoff, Office of the Fire Marshal |
|
|
| Jason Ducharme, Johnston Smith International |
|
|
Charter in pdf (713kb)
|
||||||||||||||||||
