1 FY02 ASA Presentation Service Group 16 Provide Security and Protection Services Presented by: Captain Billy R. Alford Office of Research Services National

1

FY02 ASA Presentation

Service Group 16Provide Security and Protection Services

Presented by:

Captain Billy R. Alford

Office of Research ServicesNational Institutes of Health

18 November 2002

2

Table of Contents

Main PresentationASA Template ……………………………….……………………………….4Customer Perspective……………………….……………………………….5

Customer Segmentation …………………….……………………………………6Customer Satisfaction……………………….…………………………………….7Customer Unique Measures………………………………………………………8/9

Internal Business Process Perspective…………………………….……….10Service Group Block Diagram………………………………………………...….11Relationship of Discrete Services………………………………………………..12Conclusions from Discrete Services Deployment Flowcharts……….………..13Process Measures………………………………..……………………………14 -21

Learning and Growth Perspective………………………….………….…….22Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data….23 - 25Unique Learning and Growth Measures……………………………………..26 - 29Analysis of Readiness Conclusions……….………………………………....30 - 41

Financial Perspective……………………………………………………….…42Unit Cost…………………………………………………………………………….----Asset Utilization…………………………………………………………………….----Unique Financial Measures..…………………………………………………..43/44

Conclusions and Recommendations………………………………………...45Conclusions from FY02 ASA..…………………………………………………..…46Recommendations…………………………………………………………………..47

3

Table of Contents

Appendices……………………………………………………49

Page 2 of your ASA Template…………………………………50

Customer segments graphs……………………………………51

-Customer segmentation graphs…………………………..52

-Customer satisfaction graphs……………………………..---Block diagram……………………………………………………53

Process maps……………………………………………………54-DS1 (Police the campus)……………………………………………55-DS2 (Monitor and control campus traffic, page 1)…….………….56

-DS2 (Monitor and control campus traffic, page 2)………………..57

-DS3 (Provide security guards) and DS4 (Clear vehicles entering campus)…………………………………………………………………58

-DS5 (Inspect vehicles entering underground parking garages…..59

-DS6 (Clear trucks/cargo headed to loading docks………………..60-DS7 (Provide secure environment for classified information…….61

-DS8 (Issue and manage temporary visitor passes)……………….62

Process measures graphs…………………………………..63/64

Learning and Growth graphs…………………………………..65

Analysis of Readiness Information………………………..66 - 82

Unit cost graphs………………………………………….….83 - 85

Asset utilization graphs…………………………………………---Any unique measures graphs………………………………….---

4

Team Members

Cap't James Novak, Lt. Jody Luke, Lt. Joseph Cox, Sergeant Gerald Watson, Master Patrol Officer Warren LaHeist, Phil Nathanson (Consultant)

Product Leadership Harvest

Captain Billy R. Alford

Operational Excellence Growth

Service Strategy

ASA Template - 2002

Customer Value Proposition

Team Leader

Provide Police and Security Services

Discrete Services

Service Group

Customer Intimacy Sustain

Provide efficient, effective, and responsive law enforcement, security, and investigative services to the National Institutes of Health (NIH) research community.

DS1: Police the Campus

DS2: Monitor and control traffic

DS3: Provide Security Guards

DS4: Clear vehicles entering campus.

DS5: Inspect vehices entering underground parking garages.

DS8: Provide secure environment for classified/confidential information.

DS6: Clear trucks/cargo headed to NIH loading docks.

DS7: Issue and manage temporary visitor passes.

xx xx

5

Customer Perspective

6

Who Are Our Customers?

• Main NIH campus community: approximately 318 acres of land with meandering roadways throughout the complex

• About 18,000 campus employees

• About 3000 daily visitors to the NIH campus

• Employees at about 19 off-campus sites

18000

3000

0

5000

10000

15000

20000

Individuals on Campus, Daily Average, 2002

Customer Segmentation - Service Group 16

Employee Visitor

7

Customer Satisfaction Survey

• In 2002, we developed our survey methodology, but did not conduct surveys.

• Next year we intend to survey as follows:• DS 1 and 2 – Police the campus, control traffic: Sample of

community• DS 3 and DS 8 - Provide security guards, issue temporary visitor

passes: A/Os who use premium guard service; sample of visitors to guarded buildings

• DS 4,5 and 6 - Vehicle inspection: sample of employees and visitors

8

Unique Measure: Customer Satisfaction Guard Service Complaints

• With heightened security after 9/11, all employees and visitors to the campus began coming into daily contact with guards and Police.

• From September 2001 to September 2002, there were a total of 11 complaints about guards recorded by the ORS Comment Line.

• Other registered complaints were about “policy.”

• The Chief of Police and Deputy Chief of Police received complaints of lesser degree, dispatching these to their Chief, Technical Operations for resolution.

• The Chief, Technical Operations registered 32 complaints, to date.

9

Unique Measure: Customer Satisfaction Guard Service Complaints

(continued)

• Complaints peaked in October 2001.

• This averages to 3 complaints per month.• 11 + 32 = 43 ÷ 14 (months) = 3.07

• Given at least 22,000 contacts with guards daily, we are pleased with the numbers!

• *22,000 (contacts) x 425 days = 9,350,000 contacts over 14 month period.

• 43 (complaints) ÷ 9,350,000 (contacts over 14 month period) =

• .0000045% (Complaint to Contact Ratio)

• *Note: Estimated 22,000 contacts based on employee population, visitors entering the campus perimeter and into facilities, and commercial

vehicles/vendors.

10

Internal Business Process Perspective

11

Block Diagram – Service Group 16

Hire, equip andtrain police and

guards

Deter and detectcrime

Provideemergency

communications

Monitor and directtraffic

Control access toperimeter,

buildings andclassified

information

12

Provide Security and Protection Services

Service Group 16

Police Branch

Police the Campus

DS-1

Provide Security Guards

DS-3

Clear Vehicles Entering Campus

DS-4Monitor and Control Campus Traffic

DS-2

Inspect Vehicles Entering Underground Parking Garages

DS-5

Clear Trucks/Cargo Headed to NIH Loading Docks

DS-6

Issue and Manage Temporary Visitor Passes

DS-8

Internal Business Process: Relationship of Discrete Services

13

• Our Service Group completed 8 deployment flowcharts for 8 discrete services

• Essentially, our processes are relatively “clean” and function adequately. Our performance deficits are due to lack of staffing and lack of training.

• We have to “triage” calls for service because of lack of enough staff to respond timely

• Guards are inadequately trained• Visitors, contractors and vendors aren’t provided enough

information about security procedures and requirements – resulting in traffic bottlenecks and complaints

Conclusions from Discrete Services Deployment Flowcharts

14

Process Measures

• List process measures for each discrete service

• DS1: Overall crime rates, 2001-2002• DS2: Number of parking tickets issued.• DS2: Number of vehicle accidents• DS3 & 8: Guard performance against

contractual requirements• DS1, DS2, DS3, DS4, DS5, DS6, & DS8:

• a. Contraband seized from entering vehicles• b. Expired/Altered NIH identification cards,

passes, and parking permits

15

Process Measure Findings• DS-1 – Police the Campus: Overall crime statistics

• Closing down the campus for security reasons had a dramatic effect on crime

• Larcenies cut 66%• Suspicious persons reports cut in half• Controlled substance arrests reduced from 11 to 1

• DS-2 – Monitor and Control Traffic• Police officer losses are crippling the department’s ability to

conduct effective traffic enforcement• Approximately 1500 fewer parking tickets issued than last year• Those prone to violate traffic laws have noticed a decline in

traffic enforcement and are consequently taking more risks• More in-coming requests from community to increase

enforcement of traffic and parking laws.

16

Process Measure Findings(continued)

• Closing down the campus for security reasons had a dramatic effect on accidents

• Reduced traffic flow• Screening out of individuals DUI, criminals, those simply using the

campus as a bypass road network

RESULT: 63% fewer traffic accidents (all types) than last year………………CY2001 = 117 accidents

CY2002* = *46 accidents

(actual number of accidents reported through October 2002 is 36)

(*For purpose of this chart, a “best guess calculation” for total number of accidents is submitted at a trend based on the previous 10-month period.)

17

Process Measures Data (continued)

• Prior to 9/11, the NIH Police had one guard contract that provided guard services to both on and off campus facilities.

• There were approximately 110 guards under this contract.

• After 9/11, the NIH Police implemented an emergency requisition for an additional guard force to meet increased security needs.

• Approximately 400 additional guards were needed.

• One company could not provide that number of guards at that time due to the call out for guard services throughout the country.

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• The NIH Police found three local guard companies eager to provide their service.

• Procured the services of Knight Security Service, Metropolitan Security Service, and Burns Security initially through credit card payments, then by purchase order.

• Companies hired individuals “fresh off the street” with no prior security experience and many of them didn’t receive any security training before going to work. If they could walk and talk, the companies could use them.

19


• The NIH Police conducted criminal background checks through the National Criminal Information Center on all guards prior to allowing them to work at NIH.

• The NIH Police weeded out many brought to the campus seeking employment due to their having criminal records.

• A couple were immediately arrested for Outstanding Warrants from other Police jurisdictions and re-entered into the Criminal Justice System.

• One arrested for an Outstanding Warrant, was charged for carrying a concealed pistol in his backpack subsequent to a search conducted after his arrest.

20


• The NIH Police has painstakingly worked at providing the necessary training to those selected to work under this temporary guard service arrangement.

• In addition to working through this, the NIH Police feverishly worked at developing a new guard contract that would consolidate all guard services into one.

• The NIH Police are currently in the selection process to identity that one company to meet its work requirement under a consolidated guard contract.

21


• DS-3 Provide Security Guards: Contract Compliance Rate

• Contract performance data to date are available for only one of the four guard companies, representing 33% of the guard force

• Going forward, the single guard contract will contain performance standards covering all guards

• From October 2001 through September 2002, Paragon Guards met contract specifications over 99% of the time. Under inspections conducted by the Crime Prevention Branch, deductions for failure to meet specifications amounted to less than 1% of the contract amount.

22

Process Measures Data (continued)• DS-4-5-6 Vehicle clearance: Contraband seized in

vehicle search process• Closing down the campus for security reasons had a dramatic

effect on identifying and confiscating concealed weapons and other dangerous instruments being brought onto the campus

• NIH Police have confiscated the following weapons and other dangerous instruments during vehicle and facility inspections since 9/11:

• Over 40 knives• 10 pistols• 6 rifles• 2 shotguns• 1 machete• 1 police night stick• Multiple rounds of ammunition for the various weapons seized

23

Weapons and other dangerous instruments seized

24

Weapons and other dangerous instruments seized (continued)

25

Weapons and other dangerous instruments seized (continued)

26

Expired/Altered NIH Credentials Seized

27

Learning and Growth Perspective

28

• Data provided is too inaccurate to yield reliable information

• 42 of the 116 personnel listed under Service Group 16 are no longer employed with DPS. One (1) listed under the service group is a “student hire.”

• Because of issues with the supplied data, we analyzed our own data for turnover and sick leave

Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data

29

Turnover

Since 9/11, the NIH Police Branch has successfully hired 30 new officers, however, 28 officers left seeking better pay and benefits.

Turnover rate = 55% since 9/11

On 9/11, NIH Police strength was 51 Police officers.

At the writing of this chart on 11-08-02, NIH Police strength

was 53 Police officers.

Conclusions:

•Our turnover rate is highest of any ORS Service Group

•With current salary and benefits, NIH Police are finding it difficult to maintain current strength, let alone to augment strength to authorized levels

30

NIH Police: About 6 eight-hour days of sick leave per employee.

NIH Guards: About 8 eight-hour days of sick leave per employee.

Conclusions:

•Our sick leave usage places us among the top 5 ORS components.

•Many months of working 12-hour shifts are taking their toll.

Sick Leave Usage (01-02 through Present):

NIH Police: 2668.75 hrs.

NIH Guards: 2497.00 hrs.

Total………………...5165.75 hrs.

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Learning and Growth Unique Measures

• LGU-1: Police authorized strength vs. police current strength

• LGU-2: NIH Police officer age vs. age of officers lost to competing departments

• LGU –3: Pay Comparison (NIH Police vs. Other Federal and Local State Jurisdictions)

32

L&G Unique Measure Findings and Conclusions

• LGU-1: Police authorized strength vs. police current strength

• We are currently at 49% of our authorized strength

• Even with the hiring of 30 new Police officers since 9/11, we have experienced a gain of only 2 Police officers.

• We had invested over $250,000 in training these officers.• Additional losses: Uniform Costs

• Consistency in Operations

• Conclusion: We must continue efforts to provide competitive salary and benefits package

33


• LGU-2: NIH Police officer age vs. age of officers lost to competing departments• Current average age, NIH Police Officers: 46 • Average age of officers lost: 34

• Conclusions: • We are losing some of our “best and brightest”• We are subsidizing the training of officers for other

Federal police departments

34


• LGU-3: Pay Comparison (NIH Police vs. Other Federal and Local State Jurisdictions)

• (See Chart, next slide)

• Conclusions: • NIH Police pay not competitive with other federal and

other local state jurisdictions.

• NIH Police cannot keep, nor attract, a sufficient pool of officers.

35

LGU-3: NIH Police Pay Comparison with Other Federal and State Jurisdictions

Starting Salary Retirement Other CompensationU.S. Library of Congress Police $39,427 Yes YesU.S. Supreme Court Police $39,427 Yes YesU.S. Capitol Police $39,427 Yes YesDefense Protective Service $38,695 Pending YesU.S. Secret Service (UD) $37,851 Yes YesU.S. Park Police $37,851 Yes YesMontgomery County Police $37,403 Yes YesGaithersburg City Police $37,403 Yes YesU.S. Bureau of Engraving $36,613 Pending NoPrince Georges County Police $34,432 Yes YesMaryland Park Police $34,432 Yes YesMaryland State Police $34,432 Yes YesU.S. Mint $34,324 Pending YesRockville City Police $33,514 Yes YesNIH Police $28,801 No No

Police Department

Police Department Rank Top Pay Cap

U.S. Capitol Police Private $57, 734

NIH Police Private $35, 623

36

Analysis of Readiness Conclusions

• Skills and Abilities

• Don’t have full complement of needed skills and abilities now because of staff shortages:

• A significant number of young, seasoned Police Officers and their inherent and learned skills and abilities have left for employment with other federal or state jurisdictions offering better Police compensation packages.

• Experiencing difficulty in attracting qualified replacement officers due to an inferior Police compensation package.

• Takes 6 to 8 months for a new Police recruit to meet minimum duty qualification standards

37

Analysis of Readiness Conclusions(continued)

• Skills and Abilities – (continued)

• Takes another 4(+/-) months for this officer to complete Field Training Officer (FTO) requirements, orientation of the NIH campus, and understand NIH specific Police operations.

38


• Training

• Within our hiring authority and capability, officers needing training will be provided all required duty position and qualification training

• Mandatory training that has been placed on hold since

9/11.• Police Manager• Police Supervisor• Other Specialized

• Train Police officers/guards on new automated technologies.

39


• Tools and Materials

• In addition to that already requested and approved under current budget authority, requests have already been submitted through the FY04 budget cycle.

• New tools and equipment, yet to be determined, will be needed as each aspect of increasing security initiatives is discussed and approved.

• This area cannot be fully developed due to current decisions being made on future security enhancements for the NIH.

40


• Ability to carry out mission for next 3 years

• To effectively and efficiently meet mission requirements, the NIH Police needs to replace those officers and qualifications lost through attrition and fill open vacancies to authorized strength of 108.

• The NIH Police are aggressively pursuing every opportunity and approach towards securing a competitive pay and benefits package to stop attrition of our trained, qualified, and experienced officers

41


• Ability to carry out mission for next 3 years (continued)

• The department is facing new challenges with consolidation of the guard contract, erection of a perimeter fence around NIH, and placement of a commercial vehicle inspection station and Visitor’s Center on the East end of the campus.

• These actions place additional requirements on the department, such as providing Quality Assurance for the new guard contract, patrolling and monitoring the fence line for security breaches, additional staffing needs for the commercial vehicle inspection station and Visitor’s Center, and training needed to learn and employ new automated technologies associated with them: for example, the vehicle x-ray units and additional explosive detectors needed for the increasing security initiatives.

42


• Ability to carry out mission for next 3 years – (continued)

• To support increasing mission requirements, need to add planners to track the progress of new or on-going initiatives and develop plans and instructions for implementation, add trainers to train new operations, multi-level investigators (i.e., off-site responsibilities, background checks), K-9, and other supporting staff, such as background checks), K-9, and other supporting staff, such as logistics, etc.

• Due to mission changes requiring additional spending over the next 2 years, the Chief of Police held special meetings with department heads to either cut requests, prioritize purchases, and/or delay purchases for other budget years when their funding might become available.

43



• All identified personnel resources, physical resources, training, and support needed for them are absolutely essential for the department to effectively carry out its mission.

• The NIH Police are reverting to a Consolidated Guard Contract mandating Operations Officers to assist quality performance of work requirements and quality assurance.

44



• Though highly appreciative of additional space allocated for Police operations, some space provided is separated from the nucleus of current Police operations.

• Crime Prevention Section• Guard Administration

• Complicates the availability of resources, adds transportation time, slowing all processes.

• Needed space was initially addressed in the FY2001 Annual Self Assessment.

45



• In identifying needed space during that assessment, the NIH Police explained the inadequacies, lack of efficiency, and general “risk” to the NIH research community, general public, and visiting dignitaries who, may inadvertently come into “harms way” during Police action solely due to the physical location of Police operations.

• We’d again like to keep this concern on the ASA agenda in hopes of securing NIH understanding of the problem and support in building a self-contained Police facility that will fully accommodate all Police operations.

46



• It’s quite obvious that Police attrition has a broad and continuing negative effect on the department’s ability to effectively carry out its mission: decreased patrol coverage, excessive work hours, high overtime costs, etc.

• Additionally, there are yet the unknowns:• Increased Police requirements brought on by:

• Impending opening of the Clinical Center CRC• Clinical Center B-2 Dock Revitalization• Etc.

47


• Implications of not having right mix of skills and abilities or tools and materials

• Inability to effectively and efficiently carry out mission

• Inability to recruit and retain Police officers• Poor stewardship of government resources• Tactical disadvantage• Safety and security of the NIH community and

its facilities will be compromised

48

Financial Perspective

49

Unique Financial Measures

• FMU-1: Overtime Costs for Police Branch• FMU-2: NIH Police training investment losses due to turnover

• Findings and Conclusions

• FMU-1: Police overtime costs more than tripled from 2001• CY2001 = $580,000• CY2002* = $1,973,000

• Conclusion: Until NIH can offer pay and benefits competitive with other federal and local state jurisdictions, overtime costs will continue at the above level.

50

Unique Financial Measures

• FMU-2: Training investment losses

• In FY 2002, we lost officers in whom we had invested more than $250,000 in training

• Conclusion: Turnover is costing NIH in many ways

• Overall Conclusion: Overtime costs combined with lost training costs equate to more than the enhanced pay and retirement benefits we are seeking!

51

Conclusions and Recommendations

52

Conclusions from FY02 ASA• Findings:

• 1. NIH Police attrition is at an all time high.• Since 9/11, NIH Police hired 30 Police officers, but lost 28.

• 2. NIH Police do not have a competitive pay/benefit/retirement plan.

• Results in high overtime costs and lost training costs.• Overtime costs combined with lost training costs equate to more

than the enhanced pay and retirement benefits we are seeking!

• 3. Reduced staffing results in reduced level of traffic enforcement, Community Policing, patrol coverage, and increased waiting time on customers for routine Police service calls.

53

Conclusions from FY02 ASA(continued)

• 4. Police sick leave usage is escalating.• Many months of working 12-hour shifts are taking its toll.

• 5. Many employees, patients, visitors, contractors, and vendors routinely bring weapons, knives, and other dangerous instruments onto the NIH campus.

• 6. Many employees, patients, visitors, contractors, and vendors fail to update their NIH identification cards, passes, and parking permits on time.

• 7. Level of training, competencies, and demeanor of guards not consistent due to absenteeism.

54


• 8. As we continue developing a more structured security program at NIH, additional funding will be needed for equipment and training to provide Police officers the necessary skills to meet their new, advanced, and increasing mission requirements.

• Improvements that have been implemented

• 1, 2, 3, and 4.

• Initiatives currently underway to improve pay, benefits, & jurisdictions of NIH Police:

55


A comprehensive package was presented to DHHS requesting the Secretary to designate the NIH Police as Federal "Law Enforcement Officers." If approved, this would enable those meeting the age restrictions to receive substantially enhanced retirement benefits that are competitive with other Federal and local law enforcement officers.

NIH has been working with OPM and other local Federal police agencies to have the "Special Rate of Pay" increased for its police officers, making pay more competitive with other Federal and local police organizations.

Through the Secretary, the NIH submitted a request to GSA to issue a new delegation of authority that would enable the NIH Police to supply some police service to off-campus facilities. This has become critical since the tragic events of 9/11. Local police agencies currently servicing these facilities can not, and will not, provide the necessary increased coverage.

56


The NIH has submitted a legislative request to the Secretary requesting enhanced pay, benefits, and jurisdiction for its police officers. This legislative proposal was accepted by the Secretary and placed high on his 04 legislative agenda.

The FOP representing the NIH officers worked with Congressperson Morella to have legislation submitted that would provide the NIH Police with enhanced pay, benefits, and jurisdiction. This bill was introduced; however, immediate action on it is not anticipated.

Personnel have been exploring the possibility of increasing the current 10% retention pay that officers through the rank of captain receive. Because of various roadblocks, this does not look very promising.

57


Attempts are being made to designate the NIH Police officers as "Special US Marshals." This would enable them to provide some police service to off-campus facilities.

• 5, 6, 7, and 8. • a. The NIH Police and guard force has increased checks of

credentials, passes, and parking permits at perimeter check points, seizing those that have expired or have been altered and requiring those in possession to report to the parking office for renewal or re-issue.

• b. The NIH Police and guard force has introduced some new automated technologies to assist the prevention and introduction of weapons of mass destruction and other dangerous instruments onto the NIH campus.

58


c. The DPS Training Administrator has secured Federal Law Enforcement Training Center (FLETC) instructors to provide “certified” law enforcement instructor training to a select group of NIH Police so that more training can be provided at the local level.

• d. Continuing supervision of NIH guard force and improved, more frequent communication with guard company supervisors about problems that are being experienced.

• 1. Assigned guards to permanent shifts and permanent posts: Monday through Friday and weekends/holidays.

• 2. Undergoing selection process for guard company under Consolidated Guard Contract.

59

• As mentioned, various initiatives to move forward with changes have already occurred.

• Legislation……• Request Secretary, HHS propose to Congress.• Request Congress pass the legislation.• Request President sign into law.

• Continue to support the initiatives undertaken by the NIH Police to improve pay and secure a retirement benefit.

• The Director,NIH has already submitted the request for delegating the NIH Police as Federal “Law Enforcement Officers” to the Secretary, HHS.

• Request the Secretary, HHS review and pass this request.

Recommendations

60

Recommendations• OPM needs to act on our request (implement a proposal) to have the

“Special Rate of Pay” increased for NIH Police officers.

• The request for delegation of authority for NIH Police to provide some police service to off-campus facilities was submitted by the Secretary, HHS to GSA.

• Request GSA approve this delegation.

• OPM increase the current 10% retention pay for NIH Police officers.• Request Personnel continue to seek approval for this provision.

• Designate NIH Police as “Special U.S. Marshals.”• Required information is currently being gathered and will be

submitted to the appropriate office within the U.S. Marshal Service for consideration.

61

Appendices

62

Appendices

• Include the following:

• Page 2 of your ASA Template• Customer segments graphs • Customer satisfaction graphs• Block diagram• Process maps• Process measure graphs• Learning and Growth graphs• Analysis of Readiness Information • Unit cost graphs• Asset utilization graphs• Any unique measures graphs

63

Number of parking tickets issued

Number of vehicle accidents

Guard performance against contractual requirements

Increase understanding of processes.

Enhance quality of work life for employees in ORS.

Identify methods to measure processes.

Learning and Growth Perspective

Financial Perspective

Performance Measure

Performance Objective

Service Group:

Overall crime rates, 2001 - 2002

Performance MeasureInternal Business Process Perspective

Complete process maps of Service Group/Discrete Services

Identify and report on process measures for Discrete Services


Increase understanding of customer base

Maintain & enhance competencies for the future organization.Analysis of Readiness Index


Awards/Recognition

Contacts/Complaints with EEO/ER/ADR

Customer PerspectivePerformance Measure

Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service

Customer segmentation of Discrete Services

Increase customer satisfaction

Contraband seizd from entering vehicles

Turnover

Sick Leave Usage

Appendix 1

ASA Template (page 2)

64

Customer Segmentation

65

Customer Segmentation

• We have 50,000 public contacts daily.

0

5000

10000

15000

20000

Individuals on Campus, Daily Average, 2002

Customer Segmentation - Service Group 16

Employee

Visitor

66

Block Diagram – Service Group 16

Hire, equip andtrain police and

guards

Deter and detectcrime

Provideemergency

communications

Monitor and directtraffic

Control access toperimeter,

buildings andclassified

information

67

Process Maps

68

Discrete Service: DS-1 Police the CampusDate: 10/31/02 Participants: ASA Team

Patrol Branch

Shift Roll Call

Disseminatecurrent information(alerts, warrants,

crime trends, etc.)

Assign officers topatrols

Mobile patrol

Fixed Post(Metro, Old

Georgetown Rd,Clinical Center)

Bike Patrol Foot Patrol K-9

Supervise guards

Enforce law asnecessary at

post

Search vehiclesand individuals . todetect explosives

as directed

Detect trafficproblems and

criminal activities

Enforce:Traffic laws and

regulationsCriminal law

Investigate crimes/refer to detectives

Documentand report asappropriate

Deter criminalactivity through

visibility

Assist individuals: Open doors Motorists Guests Public

Respond to callsfor serviceEmergency

Non-emergency

69

Discrete Service: DS2 Monitor and Control Campus TrafficDate: 8/20/02 Participants: ASA Team PAGE 1

Fire DepartmentPatrol Division TowingService

TrafficControl Coordinator

Observe trafficproblem or

receives complaint

Develop responsestrategy

Accidentreport?

Vehiclemoveable?

Respond self?

Follow steps listedunder "Patrol

Division"

Assign to PatrolDivision forresponse

yes

no

Respond toaccident scene

Abate HAZMAT

Injuries?

HAZMAT?

Transport tomedical facility

Investigate: gatherinfo, take photos

to p. 2

Determine fault;issue citations

no

Call FD

Tow vehicle

Move vehicle toimprove traffic flow

Call FD

yes

Call TowingService

no

no

yes

yes

no

Follow up asnecessary

Raises long-term traffic

control issue?

Develop andrecommend

solutions

from p. 2

yesEnd

no

yes

70

Discrete Service: DS2 Monitor and Control Campus Traffic Date: 8/27/02 Participants: ASA Team PAGE 2

Towing ServiceTraffic Control Coordinator/Patrol Division

Open warrant,suspended or

revoked license,DUI, etc.?

Movingviolation?

Respond to scene;stop car; discuss

with driver;investigate as

necessary

Issue citation orwarning at officer's

discretion

from P. 1

Arrest and detainas necessary

Parkingproblem?

Respond to scene;analyze situationand determine

traffic control needs

Assign officersand/or set up

temporary devices:

Monitor traffic flow

End interventionwhen traffic flowback to normal

Respond to scene

Routineviolation?

Blocking traffic?

Owneravailable?

Owner moves car

Serious illegalactivity?

to p. 1

Investigate; arrestand detain as

necessary

yes

yes

Tow vehicleno

yes

yes

yes

no

no

no

yes

no

yes

no

no

71

Discrete Service: DS3: Provide Security GuardsDate: 7/25/02 Participants: ASA Team

Requesting ICDPS

Facility Survey/ThreatAssessment determines potential

need

Rate/classifyfacility to

determine type ofbasic protection inaccordince withProfile Checklist

Meets criteriafor guard

protection?

No guardsprovided No

Requests guardprotection on own

initiative

Determinerequirement andprovide for basicprotection: tasks,# guards, hours

Yes

Does ICbelieve basicprotection issufficient?

Definerequirements andrequest additional

protection

No

Provide basicprotection

Charge guard servicesagainst IC CAN

Provide agreedupon level of

protection

Yes

Review requestand agree upon

level of protection

Discrete Service: DS4: Clear vehicles entering campusDate: 5/22/02 Participants: ASA Team

DPS Driver

Driver arrives at pointof entry (POE)

Determineemployee/non-

employee status

Employee?Is this a visitor

POE?

Conductinspection

More thoroughinspection:

questioning,verification

Find anythingsuspicious?

Seizure and/orarrest

appropriate?

Seizure and/orarrest

Yes

Vehicle cleared

No

Yes

No

No Vehicle cleared

Yes

No Vehicle cleared

Driver redirectedto visitor POE

FromDS5

FromDS6

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Discrete Service: DS5: Inspect vehicles entering underground parking garagesDate: 7/25/02 Participants: ASA Team

DriverDPS

Arrives at parkinggarage vehicle

inspection station

Is individual inproper parkingarea (employee

or visitor)?

No

Yes

Redirect to properparking area

TO DS 4

73

Discrete Service: DS6: Clear trucks, cargo headed to loading docksDate: 7/25/02 Participants: ASA Team

Commercial/VendorvehicleDPS

Arrives at POE

Is this POEauthorized forcommercial/

vendor entry?

No

Yes

Redirect to properPOE

TO DS 4

74

DS-7: Provide Secure Environment for Classified InformationDate: 10/7/02 Participants: ASA Team

UserDPS

Receive classifieddata

Store securely andindex according to

classfication level

Request data

Authorized?Denied

Retrieve data

Set up diary date Receive data

Data returnedby diary date?

Follow up asnecessary

Return to securestorage

yes

No

Data returned?

No

Yes

No

Yes

75

Discrete Service: DS8: Issue and Manage Temporary Visitor PassesDate: 7/25/02 Participants: Capt. Alford, Sgt. Watson; reviewed by entire ASA Team

Guard AdministrationGuard Post Issuing Passes DPS

Provide passes toGuard

Administration foruse as needed

Maintain anddistribute passesto Guard Posts as

needed

Assume post,Issue passes as

needed

Picture ID OK? Pass refused

Complete sign-inand issue ID

24-hour post?

No

Yes

No

Sufficientnumber ofpasses?

Yes

NoRequest resupply

from GuardAdministration

Upon assuming post,guard checks supply of

passes

Sufficientnumber of

passes to meetrequests?

Request additionalsupply from DPS

Sufficientnumber of

passes to meetrequests?

Resupply guardpost

Yes

Resupply GuardAdministration

Passes remain on postunder physical control of

guard

Reorder passesfrom vendor

YesNo

Yes

Return any passesto Guard

Administration

No

76

77

Process Measure Data: DS-1 – Overall Crime Statistics

Top 5 Offenses - Calendar 2001 vs. 2002

351

150

25 15 13 11

11570

9 15 9 10

100

200

300

400

Larc

eny

Sus

pici

ous

Per

son/

Act

ivity

Ann

oyin

g/O

bsce

neP

hone

Cal

ls

Van

dalis

m

Wea

pons

Offe

nses

Con

trolle

d/D

ange

rou

s S

ubst

ance

2001 2002 (annualized)*

* Actual 2002 data through September 2002

78

Police Strength

108

55

0 20 40 60 80 100 120

Authorized off icer strength*

Current strength, 9/02

* Level determined and approved as a result of FY2001 ASA.

1. As of 23 September 2002, the NIH Police has an authorized strength of 108 officers, but an actual strength of only 55 officers.

2. Since 9/11, the NIH Police has hired 30 new officers, but has lost 28 officers to other federal and state law enforcement agencies.

3. Primary reason provided for leaving the NIH Police force:

a. Lack of competitive pay.

b. No Police retirement benefit.

Unique L&G Measure #1: Officer authorized vs. on-duty strength

79

Analysis of Readiness InformationSkills and Abilities

DS-1/DS-2

• Intelligence• Common Sense• Analytical Ability• Organization• Time Management• Computer Literacy• Physical Capability (eye,

hand, coordination, balance)• Knowledge of Legal System• Read, Interpret, Apply the

Law

• Communication Skills (verbal and oral)

• Police Skills• Investigative Knowledge• Search and Seizure• Interrogation and Interview• Photography and

Fingerprinting• Court Testimony• Etc.

• Knowledge of Security Programs

80


DS-1/DS-2

• Research Skills (find and interpret)

• Proficiency with Firearm • Proficiency with Police

Equipment

• Identification of Role and Interaction within Organization

• Diversity• Driver’s License

81

Analysis of Readiness InformationSufficient Number of Police with Right Skills and Abilities

DS-1/DS-2

• Don’t have full complement of needed skills and abilities now because of staff shortages:

• A significant number of young, seasoned Police Officers and their inherent and learned skills and abilities have left for employment with other federal or state jurisdictions offering better Police compensation packages.

• Experiencing difficulty in attracting qualified replacement officers due to an inferior Police compensation package.

• Takes 6 to 8 months for a new Police recruit to meet minimum duty qualification standards

82

Analysis of Readiness InformationSufficient Number of Police with Right Skills and Abilities

DS-1/DS-2

• Takes another 4(+/-) months for this officer to complete Field Training Officer (FTO) requirements, orientation of the NIH campus, and understand NIH specific Police operations.

83

Analysis of Readiness InformationTraining Requirements

DS-1/DS-2

• Federal Law Enforcement Training Center (Police Academy):

(10 weeks)• Annual Police In-service Training (40 hours)• Investigator Course (12 weeks)• Police Manager (2 weeks)• Police Supervisor (2 weeks)• Train-the-Trainer Certification (1 week)• Firearms Instructor (2 weeks)• Other Specialized Training• Community Policing• NIH Required

• Diversity Training• Clinical Center JACHO Requirements

• New Technology• Explosive Detector Machines• X-ray Equipment

84

Analysis of Readiness InformationRight Tools and Materials for Next 3 Years

DS-1/DS-2

• Command Post• Mobile Command Post• Firing Range• Training Facility• Crowd Management Equipment• HAZMAT Equipment• Less-Than-Lethal Capability• Up-graded Communications

• Ability to communicate with multiple police agencies/jurisdictions, to include Fort Deitrik

• Repeater Relays

• Enhanced Video Capability• Vehicles

• Cargo Van• Pick-up Truck• Additional Transports

• Information Technology (IT)

85

Analysis of Readiness InformationRight Quantity of Tools and Materials for Next 3 Years

DS-1/DS-2

• In addition to that already requested and approved under current budget authority, requests have already been submitted through the FY04 budget cycle.

• New tools and equipment, yet determined, will be needed as each aspect of increasing security initiatives are discussed and approved.


86


DS-1/DS-2

• To effectively and efficiently meet mission requirements, the NIH Police needs to replace those officers and qualifications lost through attrition and fill open vacancies to authorized strength of 108.

• The NIH Police are aggressively pursuing every opportunity and approach towards securing a competitive pay and benefits package to stop attrition of our trained, qualified, and experienced officers

87


DS-1/DS-2



88


DS-1/DS-2

• To support increasing mission requirements, need to add planners to track the progress of new or on-going initiatives and develop plans and instructions for implementation, add trainers to train new operations, multi-level investigators (i.e., off-site responsibilities, background checks), K-9, and other supporting staff, such as background checks), K-9, and other supporting staff, such as logistics, etc.

• Due to mission changes requiring additional spending over the next 2 years, the Chief of Police held special meetings with department heads to either cut requests, prioritize purchases, and/or delay purchases for other budget years when their funding might become available.

89


DS-1/DS-2

• All identified personnel resources, physical resources, training, and support needed for them are absolutely essential for the department to effectively carry out its mission.

• The NIH Police are reverting to a Consolidated Guard Contract mandating Operations Officers to assist quality performance of work requirements and quality assurance.

90


DS-1/DS-2

• Though highly appreciative of additional space allocated for Police operations, some space provided is separated from the nucleus of current Police operations (Stonestreet, Poolesville, etc.).

• Complicates the availability of resources, adds transportation time, slowing all processes.

• Needed space was initially addressed in the FY2001 Annual Self Assessment.

91


DS-1/DS-2

• In identifying needed space during that assessment, the NIH Police explained the inadequacies, lack of efficiency, and general “risk” to the NIH research community, general public, and visiting dignitaries who, may inadvertently come into “harms way” during Police action solely due to the physical location of Police operations.

• We’d again like to keep this concern on the ASA agenda in hopes of securing NIH understanding of the problem and support in building a self-contained Police facility that will fully accommodate all Police operations.

92


DS-3/DS-4/DS-5/DS-6/DS8

• Communication Skills • Written and oral• Ability to understand and interpret English

• Role and Responsibilities in Overall Security Program Management• Customer Service Training• Automated Technology Training• Standard Operating Instruction (Post Orders) Training

93

Analysis of Readiness InformationSufficient Number of Guards with Right Skills and Abilities

DS-3/DS-4/DS-5/DS-6/DS-8



94

Analysis of Readiness InformationSufficient Number of Guards with Right Skills and Abilities


• In reverting to a Consolidated Guard Contract mandating Operations Officers to assist quality performance of work requirements and quality assurance.

• Good Quality Assurance Program and Quality Assurance Specialists.

• Police• Observant and knowledgeable to monitor guard performance.

95

Analysis of Readiness InformationSufficient Equipment for Guards


• New tools and equipment, yet determined, will be needed as each aspect of increasing security initiatives are discussed and approved.


96

Measure FMU 1: Growth In Police Overtime Costs to NIH -

FY 2001 vs. FY 2002

$578,719

$1,973,553

$0.00

$500,000.00

$1,000,000.00

$1,500,000.00

$2,000,000.00

$2,500,000.00

FY2001 FY2002

97

Measure FMU-2: Training Investment Losses to NIH Because of Staff Turnover - 2002

$69,400.00

$173,232.00

$10,000.00

$252,632.00

$0.00

$100,000.00

$200,000.00

$300,000.00

Dire

ctC

osts

Indi

rect

Cos

ts

Ass

ocia

ted

Cos

ts Tot

al

In the certification process of appointing new police officers, there are numerous expenses associated with each employee:

- Direct Costs: Mixed Basic Police Officer Training, Firearms training

- Indirect Costs: Man hours (salary) during training, travel, and per diem

- Associated Costs: Supplemental and advanced training such as, Leadership, Law Enforcement Supervisor, Law Enforcement Manager, Firearms Instructor, etc.

98

Training Cost Losses to NIH

(Data Collection and Breakout)

The estimated direct, indirect, and associated costs for the past year are:

Item Each Total

a. Direct Costs:

Mixed Basic Police Officer Training (16) $4,200 $67,200

Firearms qualification training (22) $ 100 $ 2,200

$69,400

b. Indirect Costs: Travel and per diem (22) $2,000 $44,000

Man-hours during training

- Basic training (16 x 400 hours) $7,108 $113,728

- LE Supervisor (3 x 80 hours) $1,675 $ 5,260

- LE Manager (1 x 80 hours) $1,782 $ 1,782

- Firearms Instructor (2 x 96 hours) $4,231 $ 8,462

$173,232

c. Associated Costs:

- Leadership 101 (1) $ 500 $ 500

- Law Enforcement Supervisor (3) $1,700 $ 5,100

- Law Enforcement Manager (1) $1,200 $ 1,200

- Firearms Instructor (2) $1,600 $ 3,200

$10,000

Grand Total: $252,632.00

Documents

1 FY02 ASA Presentation Service Group 16 Provide Security and Protection Services Presented by: Captain Billy R. Alford Office of Research Services National