One of the oft-cited reasons to delay (or avoid) moving to an evidence-based culture is lack of trust in data quality. The data is riddled with errors, biased, and inaccurate. If used to support decision-making, it could drive you toward the wrong decisions. Right?
Fire and Emergency Medical Services (EMS) chiefs are increasingly being asked to measure, report, and improve response performance and how they utilize their resources. They are being asked to justify budgets and expenditures in terms of expected performance, and must keep staff satisfied and healthy by rationalizing how they are utilized.
In well-run services, fractile performance improvements do not come cheaply. A one per cent gain in an eight or nine minute response target may cost millions of dollars. Moreover, it is rarely clear where that money should best be spent. The first step is to recognize and understand the wide range of interventions and investments available, and then to evaluate the benefits of each.
Strathcona County Emergency Services (SCES) provides fire suppression, rescue, and emergency medical services to Strathcona County residents. SCES turned to Darkhorse Analytics to show senior management and city council how population growth has impacted emergency response times, and how this growth would impact future response times.
The following articles comprise the published research that informs the Darkhorse approach. All of these were produced by Darkhorse research affiliate, the Centre for Excellence in Operations. Darkhorse co-founder, Daniel Haight, managed the research centre from 2005 through 2013.