1

Performance Management Report

Service Group: Provide Police Services

Team Leader:

Major Ophus Robertson

Team Members:

Lieutenant Jensen

Lieutenant Cox

Lieutenant Skyrm

ORS

National Institutes of Health

Date: 14 January 2005

2

Table of Contents

Main Presentation

PM Template ……………………………….……………………… 3

Relationships…………………………………………………………3

Customer Perspective……………………….…………………… 5

Internal Business Process Perspective………………………… 10

Learning and Growth Perspective……………………………………………………. 12

Financial Perspective……………………………………… 14

Conclusions and Recommendations……………………………….. 16

Appendices………………………………………………………………....19

3

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 Team Members

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 Lieutenant Jensen, Lieutenant Cox, Lieutenant Skyrm

Date: December 29, 2003

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

4

Relationships

12–

Value Proposition : Proactive law enforcement and security related services to ensure a safe environment at NIH and satellite locations by providing the appropriate level of law enforcement and security services in accordance with the designated security alert level.

:

Customer

InternalProcesses

Financial

Learning & Growth

,

IB1

L1

F1

,

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

-

C1

Achieve further reductions in thefts Minimize unit cost for

discrete services

Increase Knowledge, skills, and ability of police officers

High Impact Objectives- Police Operations

C2

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

Stakeholder

5

Customer Perspective

6

Customer Perspective

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

C1a. Number of patrol hours/month

Establish Baseline

Skyrm/George

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

N/A Establish Baseline

Skyrm/Johnston

Cu

sto

mer

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

7

C1. Decrease the probability of weapons of mass destruction entering the NIH campus

• C1a.Number of patrol hours & post assignments per month

• FY03: (Data not available for 03)• FY 04: Average of 6,700 (1) hours per month

• (1) (excluding OT; Note- OT varies with code levels and special assignments; OT was minimized this year due to no code orange, and fewer “special” assignments.)

• C1b. K-9 hrs on vehicle inspection and building scans per month

• FY 03: (Data not available for 03) • FY 04: 544 hours per month ( 8 teams each at 17- 20 hours

per week)

8

Customer Perspective (cont.)

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

C2a. Number of patrol hours/month

Establish Baseline

Skyrm/George

C2b. Number of criminal investigation hours/month

Establish Baseline

Skyrm/George

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

Establish Baseline

Skyrm/Jensen

cust

om

er

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

9

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

• C2a.Number of patrol hours per month• FY03 (Data Not available for 03)• FY 04 Average of 6,700 Hours per month

• C2b. Number of criminal investigation hours per month• FY03: (Data not available for 03)• FY04: Avg. of 836 hours of criminal investigations activity per month• FY04: Avg. of 16-17 Criminal Investigations initiated per month

• C2c. Number of calls for service fielded (thefts, trespassers, lock-out relief)

• FY03: (Data not available for 03)• FY04: Avg. of 2,300+ calls for police dispatch fielded per month

10

Internal Process Perspective

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

Inte

rnal

B

usi

nes

s

IB1: Achieve further reduction in thefts on the NIH campus

IB1a: Uniform Crime Reporting (UCR) statistics

Baseline < FY03 < FY04 Jensen

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IB1. Achieve further reduction in thefts on the NIH campus

• IB1a. Uniform crime reporting statistics (Thefts)• FY02: Oct 01-Sept 02 = 212• FY03: Oct 02- Sept 03 = 170• FY04: Oct 03- Sept 04 = 156

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Learning & Growth

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

LG1a. % of police officers completing in-service training

< FY03 < FY04 Tom Scott

LG1b. % of officers qualified at range with issued weapon

LG1c. % of officers qualified in soft skills

< FY03 < FY04 Tom Scott

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

Lea

rnin

g a

nd

Gro

wth

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• LG1. Increase Knowledge Skills and Abilities of police officers

• LG1a. % of police officers completing mandated in-service training• 97% completed for most topics

• 45% for legal updates• 30% for Defense tactics training• 75% for ASP

• LG1b. % of officer qualified at range with issued weapon• 98% completed for all types of issued weapons

* Note: 2% of officers on extended leave and are required to qualify upon their return

• LG1c. % officer qualified in “soft skills” (i.e. medical, EEO, Ethics)• 97% of officers complete for First Aid and CPR

• 100% complete for EMT (for whom EMT is a required skill)

• 97% fof officers or Ethics and Computer Awareness• Percent completed for Ethics training = not available

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Financial Measures

Objective MeasureFY 03 Target

FY04 Target

FY05 Target

Initiative Owner

F1: Cost for Police Response Stevenson, Robertson and Marchand

F2: Cost per Investigation +<FY02 < FY03 < FY04 Stevenson, Robertson and Marchand

Fin

anci

al

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

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• F1. Minimize unit costs to Provide Police Services of NIH

• F1a. Cost per Police Response…… TBD

(was working with Scott Marchand to develop; will work with new budget analyst)

• F1.b. Cost per Investigation hour…………$26.11

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Conclusions / Initiatives

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What improvements have we made toward accomplishing our objectives?

•Implemented manning of all vehicle entrances by sworn officers at random intervals

•Shifted K-9 focus from patrolling to vehicle and building scans

•Increased covert surveillance activities

•Implemented one inspection point for all commercial vehicles during peak hours

•Increased perimeter patrols

•Initiated development of Hazmat Response Team

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Future Improvements

•Continue Mapping Our Available Force to the most sensitive areas

•Emphasize skill training for each member of the force

•Provide Input on IDP tasks for each officer

•Develop best manning strategy for new perimeter security requirements

• - Visitor Gateway

• - Gate control and access security at vehicle entrances

• - Building patrol and special assignment security ( CCR, CVI, others)

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Appendices

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AppendicesAppendix

Page 2 of template………………………….………………………………. 22

Customer Perspective

C1a: Avg Number of Patrol Hours /post assignments per month…23

C1b: Avg Number of K-9 hrs on vehicle inspection and building scans per month……………………………………………………………………………23

C2a: Number of patrol hours per month………………………………23

C2b: Number of Criminal investigations/ hours per month………….23

C2c: Number of Calls for Service Fielded per month…………..……23

C3a: Trail audit on customer satisfaction with police services………23

Internal Business Process Perspective

IB1a: Uniform Crime Reporting Statistics…………………………….23

IB2a: # of guards trained……………………………………………….23

IB2b: Self-assessment ratings of how well police/guards work as team..25

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Page 3 of Template…………………………………………………………………………24

Learning and Growth Perspective

LG1a: Percent of Police Officers completing in-service training…………………25

LG1b: Percent of officers qualified at range with issued weapon………………..25

LG1c: Percent of officers qualified in soft skills……………………………………25

LG2a: # of new technology tools acquired ………………………………………….25

LG2b. Dollars spent for new technology……………………………………………..25

Financial Perspective

F1a: Unit Cost for Police Response………………………………………………….25

F1b: Unit Cost for Investigation……………………………………………………….25

Appendices (con’t)

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PMP- page 2Objective Measure

FY 03 Target

FY04 Target

FY05 Target

Initiative Owner

C1a. Number of patrol hours/month

Establish Baseline

Skyrm/George

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

N/A Establish

Baseline

Skyrm/Johnston

C2a. Number of patrol hours/month

Establish Baseline

Skyrm/George

C2b. Number of criminal investigation hours/month

Establish Baseline

Skyrm/George

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

Establish Baseline

Skyrm/Jensen

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

C3a: Trail audit on customer satisfaction with police services

Establish Baseline

Cox

IB1: Achieve further reduction in thefts on the NIH campus

IB1a: Uniform Crime Reporting (UCR) statistics

Baseline < FY03 < FY04 Jensen

IB2a. # of guards trained N/A 70% 100% Jensen

IB2b. Self assessment ratings of how well police/guards work as a team

Establish Baseline

Jensen

Inte

rnal

Busi

nes

sC

ust

om

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

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

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Measures - Police Operations

• C1a.Number of patrol hours & post assignments per month• 6,700 hours per month (excluding OT)

• C1b. K-9 hrs on vehicle inspection and building scans per month• 544 hours per month ( 8 teams each at 17- 20 hours per week

• C2a.Number of patrol hours per month• Average of 6,700 Hours per month

• C2b. Number of criminal investigation hours per month• Avg. of 836 hours of criminal investigations activity per month• Avg. of 16-17 Criminal Investigations initiated per month

• C2c. Number of calls for service fielded (thefts, trespassers, lock-out relief)• Avg. of 2,300+ calls for police dispatch fielded per month

• IB1a. Uniform crime reporting statistics (Thefts) • Oct 01-Sept 02 = 212• Oct 02- Sept 03 = 170• Oct 03- Sept 04 = 156

• IB2a. # of Guards Trained• 70% of Guards Trained

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PMP- page 3

LG1a. % of police officers completing in-service training

> FY03 >FY04 Tom Scott

LG1b. % of officersqualified at range

LG1c. % of officers qualified in soft skills

=>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

F1: Cost for Police Response Stevenson, Robertson and Marchand

F2: Cost per Investigation +<FY02 < FY03 < FY04 Stevenson, Robertson and Marchand

Fin

anci

al

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

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

Lea

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nd

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Measures - Police Operations• IB2b. Self Assessments – on hold pending taskings from climate survey

• LG1a. % of police officers completing mandated in-service training• 97% completed for most topics• 45% for legal updates• 30% for Defense tactics training• 75% for ASP

• LG1b. % of officer qualified at range with issued weapon• 98% completed for all types of issued weapons

• LG1c. % officer qualified in “soft skills” (i.e. medical, EEO, Ethics)Cost

• 97% complete for First Aid and CPR• 100% complete for EMT• 97% for Ethics and Computer Awareness• Percent completed for Ethics training = not available

• LG2a. # of new technology tools acquired• 3 new systems ( FIETC online; TMS, IKE)

• LG2b. Dollars spent on new technologies• $18,000

• F1a. Unit Costs-Police Response – working with budget analyst-Investigation Hr. = $ 26.11