Performance Management Presentation

1. Performance Management Presentation Provide Police Services Team Leader: Major Ophus Robertson Team Members: Capt. James Novak, Lt. Joe Cox and CWO Jim Skyrm ORS National Institutes of Health December 29, 2003

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. Introduction continued… 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.

5. Introduction continued… 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.

6. Introduction continued… 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.

8. Relationship Among Performance Objectives • How 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

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 • Baselineto 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

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/Intelligence • Implement 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. C2c: Number of calls for service field (e.g., thefts, trespassers, lock-out relief, escorts, etc.) Total Calls for Service January 2002- October 2003

17. C3: Increase Customer Satisfaction

18. C3a: Trail audit on customer satisfaction with police services • 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.

19. Internal Business

20. 1B1: Achieve further reduction in thefts on the NIH campus

21. 1B1a: Uniform Crime Reporting (UCR) statistics Currently the NIH Police, through the UCR have identified Theft as the most problematic crime occurring within the confines of NIH. • 170 Thefts occurred during FY-03 • 212 Thefts occurred during FY-02 • 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. Learning and Growth

24. 1G1a: % of Police officers with Individual Development Plans (IDP’s) • 24% of Police Officers have IDP’s • Remaining Police Officers will receive IDP’s during 2nd QTR FY04 1G1b: % of training objectives in IDP’s met during fiscal year • 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. 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