1

Performance Management Presentation

Provide Police Services

Team Leader:Major Ophus Robertson

Team Members:Capt. James Novak, Lt. Joe Cox and CWO Jim Skyrm

December 29, 2003

ORS National Institutes of Health

2

Overview and Contents

•PMP Template• Value proposition and strategy• Performance objectives and measures

• Customer Perspective: Critical Measures• K-9 Scans• Criminal Investigation• Calls for Service

• Internal Business Process Perspective: Critical Measures

• Uniform Crime Reporting Statistics• Learning & Growth : Critical Measures• Individual Development Plans

• Financial Perspective: Critical Measures

• Unit cost• Conclusions and Recommendations

3

Introduction

An evaluation of the NIH Campus prior to the terrorist attack of September 11th, 2001 revealed that the campus was a likely soft target for organizations with interests contrary to the mission of the NIH. These organizations include animal rights groups and coalitions against specific areas of research (AIDS, stem cells., etc.) conducted on the campus. 

4

The attack of September 11th presented a new and much more violent group of international terrorists to the lists of groups that pose a real and serious threat to the NIH. Recent reports have indicated that when terrorists, select their targets, they favor attacks on targets that create high symbolic value, mass casualties, maximum psychological trauma or severe damage to the U.S. economy. The NIH Campus clearly meets these terror target criteria. Contemporary research and related judgments indicate that the next terrorist attack may rely on conventional explosives and a low-technology platform such as a truck bomb.

Efforts to make additional terror attacks more difficult to accomplish include operational analysis, the identification and acquisition of useful technology, and an enhanced deterrence through visible impediments including, but not limited to police presence. These objectives are of utmost importance to the NIH Division of Police.

Introduction continued…

5

Police plans and actions designed to prevent terrorist activity may be analogous to the preparation of a medical operating theater. The effort is intended to prevent or inhibit the introduction of an infection that could threaten lives or scientific procedures. In this process, the police are attempting to secure and maintain the most effective and secure environment possible to ensure the safety of persons on the NIH Campus while protecting those pursuing the mission of the NIH.

Staying with the medical analogy, preparation to address terrorist activity may be likened to providing sufficient human resources to a hospital emergency room. Although there may be no immediate demand for the use of these resources, their availability is crucial. We believe the same is true concerning police presence on the NIH Campus. As with people assigned to the emergency room who routinely perform non-surgical functions related to their mission such as handling non-emergency cases and the completion of administrative work, the NIH Police deal with an array of incidents related to security and crime.

Introduction continued…

6

The NIH Police protect people and property from the threat of terrorism, crime, or other hazards so the administration of the business and research of the NIH may progress, unimpeded. We accomplish this by assigning security/inspection posts, conducting routine patrols, and by responding to and handling emergencies and other requests for service.  Police Operations directly support Guard Force Operations by utilizing K-9 Teams to assist with the inspection of vehicles in attempts to prevent the importation of explosives and contraband and by handling all incidents where law enforcement authority and expertise are needed. We enforce laws, investigate crimes, maintain order and provide public services such as escorts and lock-out relief to those in need of assistance. We utilize crime prevention methods and techniques to reduce crime at the NIH.  The NIH Police work to ensure the safe and efficient movement of traffic on the campus. We investigate traffic accidents; enforce traffic laws and parking regulations, and direct traffic.

Introduction continued…

7

Service Strategy

NIH Police Operations provides proactive law enforcement and security related services, tailored to meet the unique law enforcement and security needs of the NIH employee, patient and visitor population. We strive to ensure that a safe and secure environment exists at the NIH campus and satellite locations by providing the appropriate level of efficient and effective professional law enforcement and security related services in accordance with the designated security alert levels.

Value Proposition

Team Leader

The NIH Police conduct routine patrols, respond to and handle emergencies, enforce laws, investigate crimes, and provide public services such as escorts and lock-out relief to those in need of assistance. We utilize crime prevention methods and techniques to reduce crime at the NIH. The NIH Police work to ensure the safe and efficient movement of traffic on the campus. We investigate traffic accidents, enforce traffic laws and parking regulations, and direct traffic. The NIH Police support the Guard Services by utilizing K-9 Teams to assist with the inspection of vehicles in attempts to prevent the importation of explosives and contraband and by handling all incidents where law enforcement authority and expertise is needed. The NIH Police conduct initial and follow-up investigations of all crimes committed against persons and property on the NIH campus and off-site locations where authority is maintained.

Strategy Description

Performance Management Plan (PMP)

DS2: Conduct criminal investigations

DS1: Police the NIH grounds and facilities

Division Approval/Date: Associate Director Approval/Date:

Provide Police Services

Service Group

Discrete Services

Maj. Ophus Robertson

Cpt. James Novak, Lt. Joe Cox, CWO Jim Skyrm

Date: December 29, 2003

Team Members

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

8

Relationship Among Performance ObjectivesHow do your objectives relate to each other and contribute to your delivering value to

your customers?

Security and Order through Police Services contributes directly to the NIH mission

Security•Protect Research, Assets, and Employees•Detect and Deter criminal activity on campus

Order• Facilitate movement of traffic and pedestrians• Expedite employees, visitors, deliveries to their destinations

Police Service•Arrest and prosecute criminals •Enforce criminal and traffic laws and regulations•Provide protection for special events

9

Customer Perspective

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

C1a. Number of patrol hours/month

Establish Baseline

CWO Skyrm

C1b. Number of hours for K-9 scans for explosives

N/A Establish Baseline

CWO Skyrm

C2a. Number of patrol hours/month

Establish Baseline

CWO Skyrm

C2b. Number of criminal investigation hours/month

Establish Baseline

CWO Skyrm

C2c. Number of calls for service fielded (e.g., thefts, trespassers, lock-out relief, escorts, etc.)

Establish Baseline

CWO Skyrm

C3a: Trail audit on customer satisfaction with police services

Establish Baseline

LT. Cox

Cus

tom

er

C1: Decrease the probability of weapons of mass destruction from entering the NIH campus

C2: Implement security strategies to protect people and property while achieving a balance between strict security and an open campus

C3: Increase customer satisfaction with the delivery of police services and improve community awareness of services provided

10

C1: Decrease probability of weapons of mass destruction entering the NIH

campus

11

C1a: Number of Patrol Operation Hours

Within a 19 week pay period from 1/03 – 9/03

56 Officers on patrol, to include traffic, K-9, and patrol officers

Total actual hours = 59,105 (excluding overtime) Overtime and Comp. Time total hours = 7,438

12

C1b: Number of hours for K-9 scans for explosives

Baseline to be established in FY-04 Statistical data for 9/01/03 – 12/31/03

Scans conducted 2,985 Vehicle 2636, Building 301, and Other 48

Total hours conducting scans – 1,025 hours

4%

94%

2%

Bldg. Scans Veh. Scans Other Scans

13

C2: Implement security strategies to protect people and property while achieving a

balance between strict security and an open campus

14

C2b: Number of criminal investigation hours

10,299 hours used investigating criminal offenses 6 Criminal Investigators 1 Criminal Investigator/IntelligenceImplement Case Management System to ensure the proper classification of reported crimes and the thorough investigation of criminal cases.

15

C2b: Number of criminal investigation hours

From June/03 through Dec/03 Total Cases assigned for investigation

104 Total arrests and warrant services

10 Outstanding warrants to be served 2 Cases closed Unfounded/Exceptional 12 Prior to June/03 exact case assignments were not kept

One larceny case is pending in front of a U.S. Grand Jury involving a million dollars worth of toner cartridges stolen from NIH. Several indictments should be forth coming.

16

0

500

1000

1500

2000

2500

2034 1710 1869 1784 1699 1645 1843 1913 2069 2285

J an Feb Mar Apr May J un J ul Aug Sep Oct

Total Calls for Service January 2002- October 2003

C2c: Number of calls for service field (e.g., thefts, trespassers, lock-out relief, escorts, etc.)

17

C3: Increase Customer Satisfaction

18

In FY03 Customer Satisfaction Survey was not conducted due to re-organization of the Division of Police and customers were redefined.

Actions: For FY04 a trail audit process was introduced to evaluate quality of police services.

C3a: Trail audit on customer satisfaction with police services

19

Internal Business

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

IB1: Achieve further reduction in thefts on the NIH campus

IB1a: Uniform Crime Reporting (UCR) statistics

Baseline < FY03 < FY04 Lt. Jensen

IB2a. Self assessment ratings of how well police/guards work as a team

Establish Baseline

Novak

IB2: Increase coordination with guards to function as an integrated team

Inte

rnal

Busin

ess

20

1B1: Achieve further reduction in thefts on the NIH campus

21

1B1a: Uniform Crime Reporting (UCR) statistics

170 Thefts occurred during FY-03 212 Thefts occurred during FY-02

Currently the NIH Police, through the UCR have identified Theft as the most problematic crime occurring within the confines of NIH.

Identified Causes of Decreased Thefts Increased security measures implemented by Police Increased prosecutions of criminals which decreased repeat offenders Education of population on awareness and preventive measures to protect personal and government property

22

1B2: Increase coordination with guards to function as an integrated team

23

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

LG1a. % of police officers with Individual Development Plans (IDPs)

=>FY02 < FY03 < FY04 Tom Scott

LG1b. % of training objectives in IDPs met during fiscal year

=>FY02 < FY03 < FY04 Tom Scott

LG2a. # of new technology tools acquired

=>FY02 < FY03 < FY04 Tom Scott

LG2b. Dollars spent for new technologies

=>FY02 < FY03 < FY04 Tom Scott

LG1: Increase knowledge, skills, and abilities of police officers

LG2: Acquire training resources and technologies for police officers and staff to stay at the cutting edge

Lear

ning

and

Gro

wth

Learning and Growth

24

1G1a: % of Police officers with Individual Development Plans (IDP’s)

1G1b: % of training objectives in IDP’s met during fiscal year

24% of Police Officers have IDP’s Remaining Police Officers will receive IDP’s during 2nd QTR FY04

95% of training objectives were completed Objectives included firearms qualification, report writing, ASP baton certification

25

LG2: Acquire training resources and technologies for police officers and staff to stay at the cutting edge

26

LG2a: Number of new technology tools acquired

Security and Emergency Response on-line Computer Based Training Modules Training Management System (TMS)

27

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

LG1a. % of police officers with =>FY02 < FY03 < FY04 Tom Scott

Fina

ncia

l

F1: Minimize unit cost for discrete services at a defined level of service

F1: Track unit costs for officer hour (staff hours for peak and non-peak)

+<FY02 < FY03 < FY04 Stevenson, Robertson and Marchand

Financial Perspective

F1: Track unit costs for officer hour

In FY-04 develop a system that captures unit cost for officer hour. Analyzes, identify and clarify what components are related to unit costing

28

Conclusions from PMP

Major Findings No domestic or foreign terrorist incidents Decrease of thefts on campus Staffing levels below authorized strength

Increased overtime to meet the staffing demand

Improvements Achieved Hired full time canine trainer Case Management System Increased canine scans Established RML field office

29

Initiatives for FY04

Meet authorized strength RML staffing to full strength Further reduction of thefts Trail audit Create system for tracking unit cost for officer hour Continue to increase number of canine officers Implement physical fitness standards for officers