1

Performance Management Report

Service Group: Provide support services to security, fire, police, and emergency management

Team Leader:

Major Bill Alford

Team Members:

Dispatch Supervisor Guy Borden

Sergeant Mike McGraw

Corporal Bill Dougherty

ORS

National Institutes of Health

Date: 14 January 2005

2

Table of Contents

Main Presentation

PM Template ……………………………….……………………… 3

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

Internal Business Process Perspective……………………………………… 18

Learning and Growth Perspective…………………………………………… 24

Financial Perspective……………………………………… 33

Conclusions and Recommendations………………………………………….. 42

3

Value Proposition : Ensure the safety of staff and visitors by providing reliable and timely emergency communications, preliminary background checks, and community policing. We tailor these services to accommodate the unique culture and diversity of NIH.

:

Customer

InternalProcesses

Financial

Learning & Growth

IB1

L1

F1

Provide an environment that is safe and secure for personnel and others while at NIH facilities

C1

Increase the quality of service Minimize unit cost of

ECC, conducting background checks, & of community policing

Use innovative technology to enhance skills and improve performance

High Impact Objectives-Provide Support Services

4

Value Proposition

Team Members

Maj. Billy Alford

We will deliver coordinated and unified services by ensuring that internal/external lines of communications are open, working together, increasing cost effectiveness, reliability and timelines in providing emergency communications. This is done by providing highly trained staff, and a state of the art emergency communications system.

Strategy Description

To ensure the safety and security of NIH staff, patients, visitors, and property, we provide a reliable and timely emergency communications services, personal security checks on new employees and contractors, and community policing services. We tailor these services to accomodate the unique culture, history, intellectual assets and diversity of the Nation's leading biomedical research complex while adhering to federal guidelines, policies, and regulations.

Team Leader

Date: 5 Oct 2004

Service Strategy

Guy Borden, Mike McGraw, Bill Dougherty

DS3: Provide community policing

Provide support services to security, fire, police and emergency management

Service Group

Performance Management Plan (PMP)

DS2: Conduct personal security checks (change to personnel security)

DS1: Operate Emergency Communications Center

Discrete Services

Division Approval/Date: Associate Director Approval/Date:

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

5

Customer Perspective

6

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

C1a: # of requests for ECC Service

N/AEstablish/Implement

comprehensirve management plan for ECC

Guy Borden

C1b: % of calls resulting in dispatch of fire/ EMS N/A Mike McGraw

C1c: % of calls resulting in dispatch of police officer

N/A Mike McGraw

C1d: Number of personnel clearances N/A Bill Dougherty

C1e: Number of persons fingerprinted for employment/security clearences

N/A Mike McGraw

C1f. # of intelligenc items disseminated N/A Mike McGraw

C1g. # of community policing contacts, events. Articles N/A Bill Dougherty

Cust

om

er

C1: Provide an environment that is safe and secure for personnel and others while at NIH facilities.

Customer Perspective

7

Customer Measures

For ECC

8

NIH ECC Requests for Service per Week by Type

1,1801,250 1,265 1,267 1,235

1,1321,198

1,285 1,262

1,029

1,199

1,326

895839

786863 821 858 869

944901 866

915 913

215 238 231

85132 104

165 188 178 188125

218

117170 186

91

192113 115

73 82 9098 122

2,380

2,192

2,345

2,532

2,414

2,165

2,361

2,547

2,306

2,4682,4972,407

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

2,400

2,600

July-10-04 July-17-04 July-24-04 July-31-04 Aug-7-04 Aug-14-04 Aug-21-04 Aug-28-04 Sep-4-04 Sep-11-04 Sep-18-04 Sep-25-04

Phone Calls Radio Calls (Entered in CODY) Radio Calls (Non-CODY)

Incidental / Drop-in Total

C1a. Requests for Service July –Sept 04

9

Comparisons to prior years• C1. Provide an environment that is safe and

secure for personnel and others while at NIH facilities.

• C1a.Number of requests for ECC service

• Monthly Average for FY 03 • 5,550 (1)

• Monthly Average for FY 04 Quarterly Average• 9,500 - 28,500

(1) Note: Complete Data for FY 03 is was not available due to system problem

10

FY 03 FY 04 FY 04 (as a percent of total)

Q1 not available 1,209 4.2 %

Q2 1,238 1,003 3.5 %

Q3 1,290 939 3.3 %

Q4 1,241 1,219 4.3 %

* Note: Average total calls per quarter = 28,500

C1b. Percent of calls dispatching fire/EMS

11

FY 03 FY 04 FY 04 (as a percent of total)

Q1 not available 6,566 23 %

Q2 5,663 7,132 25 %

Q3 5,176 7,291 26 %

Q4 5,954 7,119 25 %

*Note: Average total calls per quarter = 28,500

C1b. Percent of calls dispatching police

12

Customer Measures (cont.)

For other support services

13

C1d. Number of Personnel Security ChecksOct - Dec 02: 788 Jan-March 04: 1871

Jan-March 03: 930 April- June 04: 1,571

April-June 03: 1,086 June-Sept 04: 1,985

July-Sept 03: 1845 Oct- Dec 04: 1,456 total for yr 4,679 Total for yr: 6,883

C1e. Number of persons fingerprintedOct- Dec 02: Not available Jan-March 04:

447Jan-March 03: Not available April-June 04:

630April-June 03: 110 June - Sep 04:

833* July-Sept 03: 239 Oct-Sept 04: 930

Total for yr: 349 Total for yr: 2872

*(started fingerprinting all new employees)

14

C1f. # of intelligence items

(Data not collected in FY03)Avg. Analyzed per day FY04: 35

Avg. Analyzed per month FY04: 770Avg. Analyzed per year FY04: 2310Avg. Analyzed per year FY04: 9240Avg. # Distributed to staff FY 04: 3 per day Mon- Fri.Avg. # of intel meetings attended per month=3

C1g. # of community policing contacts, events, articles

Oct-Dec 02: Not available Oct-Dec 03: 116

Jan-May 03: 25 Jan-Feb 04: April- June 03: 21 March –

May 04: 58July- Sept 03: 34 June –

August 04: 51

15

IB1a: Timeliness of dispatch Guy Borden

IB1b: # of calls by location and type

Mike McGraw

IB1c: # of Cody entries requiring correction

IB1d. % of ECC shifts where asigned personnel are not present

IB1e. % of trainees registrations cancelled 24 hrs or less prior to training date

IB1f. # of intelligence items analyzed

IB1g. Average turnaround time for preliminary background check

Bill Dougherty

IB1: Improve quality of service

Inte

rnal

Bus

ines

s

Internal Process Perspective

16

Internal Business Process Measures

For ECC

17

• IB1. Improve Quality of Service• IB1a. Timeliness of dispatch

• FY 03 27,331 calls at 2.9 minutes average time to dispatch• Oct-Dec 03 7,773 calls at 3.4 minutes average time to dispatch• Jan – March 8,155 calls at 2.7 minutes average time to dispatch• April – June 8,261 calls at 2.6 minutes average time to dispatch• July – Sept 8,364 calls at 3.5 minutes average time to dispatch

-Total Calls FY04: 32,553* at 3.05 minutes average time to dispatch*(reflects of 5,222 or increase in volume of 19% from FY03 with a 5%

increase in average time to dispatch)-

• IB1b. # of calls by location and type* (This measure was moved to Police Operations)

• IB1c. # of Cody entry corrections – 225 in 9 months per 25, 053 CODY dispatches

• IB1d. % of ECC shifts where assigned personnel are not present*

• % of ECC shift hours using Overtime ………… 3.5% • Avg. # of ECC hours per week …………………. 437 • Avg # of OT hours per week……………………….16

18

Internal Business Process Measures

For Other Support Services

19

• IB1. Improve Quality of Service

• IB1e. % of trainees registrations cancelled inside 24hrs (TBD)

• IB1f. # of intelligence items analyzed• Average 35 per day

• IB1g. Avg. turnaround time for personnel clearance

• 192 per week (9,984 per year) at 1.5 days average turnaround time

20

Learning and Growth Perspective

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

L & GLG1: Increase knowledge, skills and abilities of staff

LG1a: Percent of Employees qualified in soft skills (i.e. medical, EEO, Ethics)

         

LG1b: % of Sworn Police (SSB) completing mandated in-service training

         

LG1c: % of officers qualified at range with issued weapons

         

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Learning and Growth Measures

For ECC

22

• LG1. Increase Knowledge Skills and Abilities of employees

• LG1a. % employees qualified in “soft skills” (i.e. medical, EEO, Ethics)

• 25% Emergency Police Dispatch (EPD)• 25% Emergency Fire Dispatch (EFD)• 0% for all others:

• Communications ( no training in 04)• Call Processing• Dispatch Procedures• Stress Management• Disaster and major incident training• TTY training

23

Learning and Growth Measures

For other support services

24

• LG1. Increase Knowledge Skills and Abilities of employees

• LG1b. % of Sworn Police (SSB) completing mandated in-service training

• 100% completed except for:• 0% for Defense tactics training - EEO is not available• 0% for EMT

• LG1c. % of officers qualified at range with issued weapon• of all officers enrolled, 100% completed for all types of issued

weapons

25

Financial MeasuresF1: Minimize unit cost of

operating the ECCF1a: Number ofrequests

for ECC ECC service (via phone, radio, drop-in) -includes emergency and non-emergency requests

      Guy Bordon

F2: Minimize unit cost of conducting preliminary background checks

F2a: Number of preliminary background checks

        Mike McGraw

F3: Minimize unit cost of community policing

F3a: Number of community policing contacts

         

F3b: Number of community policing events

        Bill Dougherty

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Financial Measures

• F1. Minimize unit costs of operating ECC, conducting preliminary background checks, and community policing.• F1a. Cost per ECC call/contact/request……

$10.82

• F1.b. Cost per preliminary background checks…. $30.30

• F1c. Cost community policing event …….. $2,333.33

27

Conclusions / Initiatives

28

What changes have we made based on monitoring our data?

Different staffing configurations for ECC to reduce Overtime problems

Coordinate patrolling activities with community policing opportunities

Introducing K-9 teams to visitors and staff for community policing opportunity

Ramp up for new fingerprinting work load increase of 3 x previous workload

Focused distribution of daily intelligence reports

29

How do we plan to contribute in the future?

New ECC with advance remote monitoring equipment

Redundant systems hardware to protect against dispatching failure

Emphasize new technology and best practices training for all Support Service and ECC personnel

Study and compare against similar type operations to develop new methods for providing Emergency Communications Services

Expand community policing program to develop community eyes and ears for threat detection and advanced warning

Sharpen our incident response procedures and develop up to date contingency plans for dealing with personnel shortages and overload emergencies

30

AppendicesAppendix

Page 2 of template………………………….……………………………….32

Customer Perspective

C1a: Total Number of Service Requests handled by ECC……..37

C1b: Number Telephone Calls for Police, Fire, General Support Received in ECC …………………………………………………………37

C1c: Number of Personal Security checks for Access (Oct 03 – Dec 2004)

…………………………………………………37

C1d: Number of Personnel Fingerprinted for Employment and Security Clearances (Oct 03– Dec 2004)…………………………….37

C1e: Number of persons fingerprinted………………………….37

C1f: Number of Community Awareness Events………………….37

C1g: Number of Community Policing Contacts…………………….37

C2, C3: NIH Security Survey Ratings…………………………………..37

Page 3 of template……………………………………………………………33

Internal Business Process Perspective

IB1a: Timeliness of Dispatch………………………………………….38

31

Appendix (con’t)

Page 4 of Template…………………………………………………………………………34

Learning and Growth Perspective

LG1: Percent of Individual Development Plans (IDP) Tasks Completed……….39

LG2a: Number of new training technology acquired…………………………….39

LG2b: Dollars spent for new training technology…………………………………39

Page 5 of Template…………………………………………………………………………35

Financial Perspective

F1a: Number and Identification of New Systems/Technologies that Reduce Man-hours………………………………………………………………………………………..39

F1b: Total Dispatcher Overtime……………………………………………………39

F2: Number and Identification of New Systems/Technologies that Reduce Error Rate and Duplication of Effort, Resulting in Additional Lost Time for Customers…39

Table of Contents (con’t)

32

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

C1a: # of requests for ECC Service

Establish/Implement comprehensirve management

plan for ECCGuy Borden

C1b: % of calls resulting in dispatch of fire/ EMS Mike McGraw

C1c: % of calls resulting in dispatch of police officer

Mike McGraw

C1d: Number of personnel clearances Bill Dougherty

C1e: Number of persons fingerprinted for employment/security clearences

Mike McGraw

C1f. # of intelligenc items disseminated Mike McGraw

C1g. # of community policing contacts, events. Articles Bill Dougherty

Cust

om

er

C1: Provide an environment that is safe and secure for personnel and others while at NIH facilities.

Customer Perspective

33

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

C2a. # of meetings attended with internal/external customers

C2b. # of participants in ride-a-long program

C2c. # of people touring the mobile command center

C2d. Ratings on competence on Customer Scorecard (orchastrate survey so that customers are not bombarded)

C2e. Ratings on professionalism on customer scorecard (maybe ask safety question here)

C3a: # and type of customer complaints

Develop Trail Audit process and survey with OQM

Guy Borden

C3b. Customer Scorecard to Fire Dept for ECC

Develop questions with OQM for 2004 Survey

Billy Alford

C2c. Customer scorecard to Police Officers for ECC

Develop questions with OQM for 2004 Survey

Billy Alford

C2d. Customer scorecard to Police Officers and ECC for training

Develop questions with OQM for 2004 Survey

Billy Alford

C2e. Customer scorecard of Aos/ Project Officers for preliminary screeening/cleareances

Develop questions with OQM for 2004 Survey

Billy Alford

C2f: Customer Scorecard of DSER Division Heads, Facility Managers, NLM, CC for community policing

Develop questions with OQM for 2004 Survey

Billy Alford

C2. Project an Image of knowledge and competence while ensuring a professional and respectful relationtionship with our customers/stakeholders

Custo

mer

C3: Increase customer satisfaction with police support activities

Surveys on Hold

34

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

IB1a: Timeliness of dispatch Guy Borden

IB1b: # of calls by location and type

Mike McGraw

IB1c: # of Cody entries requiring correction

IB1d. % of ECC shifts where asigned personnel are not present

IB1e. % of trainees registrations cancelled 24 hrs or less prior to training date

IB1f. # of intelligence items analyzed

IB1g. Average turnaround time for preliminary background check

Bill Dougherty

IB2a: # of meetings with emails communicating content

Establish QA program for entries in Cody System

Guy Borden

IB2b: Inventory communicated to Sr. Managemetn (Required to Authorized) for police

Develop Support Services Survey with OQM

Billy Alford

IB2c. # Of intelligence items communicated

IB2d. # of Montgomery Co. Police Dept Bulletins disseminated

IB2e. # of actions taken to improve facilities and improve security from facility manager meetings

IB2f: % of NIH buildings with active community policing contact

Bill Dougherty

IB1: Improve quality of service

IB2: Improve communication and coordination among ourselves and with other NIH service providers

Inte

rnal

Bu

sin

ess

35

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

IB3a. # of communocations via MILES

IB3b. # of communocations via HARS

IB3c. # of communocations via NAWAS

IB3d. # of intellegence meetings attended with outside intellegence organizations

IB3e. # of community policing events attended outside NIH

LG1a: Hours of skill enhancement by technology type (classroom training per staff member; Web training per staff member, On the job training per staff member

LG1b: % of ECC personnel with current certification

LG1c: % compliance with all ECC mandatory training

LG1c: % compliance with all ECC mandatory training

LG1d: % of Division of Police budget spent on training

LG1d: % of IDP tasks completed

Tom Scott

Lea

rnin

g a

nd G

row

th

IB3. Maximize collaberation with relevant Federal, State, and local agencies

LG1: Increase knowledge, skills and abilities of staff

36

Objective MeasureFY 04 Target

FY05 Target

FY06 Target

Initiative Owner

LG2a: # of specilized law enforcement equipment acquired

LG2b: Web-based uptime

LG1c: # of cars added to fleet

LG1d: % of training achieved on web-based technologies

Tom Scott

F1: Minimize unit cost of operating the ECC

F1a: Number ofrequests for ECC ECC service (via phone, radio, drop-in) -includes emergency and non-emergency requests

Guy Bordon

F2: Minimize unit cost of conducting preliminary background checks

F2a: Number of preliminary background checks

Mike McGraw

F3a: Number of community policing contacts

F3b: Number of community policing events

Bill Dougherty

Fina

ncia

l

LG2: Use innovative technology to enhance skills

F3: Minimize unit cost of community policing

37

Measures – Support Services• C1a.Number of requests for ECC service

• July 04: 9,678• August 04: 9,499• Sept 04: 9,487

• C1b. % of calls dispatching fire/EMS per Quarter• Oct- Dec 03: 1,209• Jan – March 04: 1003• April - June 04: 939• July - Sept 04: 1,219

• C1c. % of calls dispatching police officer per Quarter• Oct- Dec 03: 6,566• Jan - March 04: 7,132• April - June 04: 7,291• July – Sept 04: 7,119

• C1d. Number of personal security checks• Jan-Mar 04: 1,871• April-June 04: 1,571• June-August 04: 1,985• Oct- Dec 04: 1,456 Total for 04= 6,883

• C1e. Number of persons fingerprinted• March - May 04: 319• June - August 04: 996* (started fingerprinting all new employees)

• C1f. # of intelligence items• Avg. Analyzed per day: 35• Avg. # Distributed to staff: 3 per day Mon- Fri.

• C1g. # of community policing contacts, events, articles• Oct- Dec 03: 116• Jan-Feb 04: • March – May 04: 58• June – August 04: 51

• C2 Survey Results: not available• C3 Survey Results-not available

38

Measures – Support Services• IB1a. Timeliness of dispatch

• Jan – March 8,155 calls at 2.7 minutes • April – June 8,261 calls at 2.6 minutes • July – Sept 8,364 calls at 3.5 minutes

• IB1b. # of calls by location and type* (This measure is moved to Police Operations)

• IB1c. # of Cody entry corrections – 225 in 9 months per 25, 053 CODY dispatches

• IB1d. % of ECC shifts where assigned personnel are not present*• % of ECC shift hours using Overtime …… 3.5% • Avg. # of ECC hours per week ……………. 437 • Avg # of OT hours per week………………….16

• IB1e. % of trainees registrations cancelled inside 24hrs (TBD)

• IB1f. # of intelligence items analyzed• 35 per day

• IB1g. Avg. turnaround time for preliminary background check• 192 per week at 1.5 days average turnaround time

39

Measures – Support Services

• LG1a. % employees qualified in “soft skills” (i.e. medical, EEO, Ethics)

• 25% Emergency Police Dispatch (EPD)• 25% Emergency Fire Dispatch (EFD)• 0% for all others:

• Communications ( no training in 04)• Call Processing• Dispatch Procedures• Stress Management• Disaster and major incident training• TTY training

• LG1b. % of Sworn Police (SSB) completing mandated in-service training

• 100% completed except for:• 0% for Defense tactics training -

EEO is not available• 0% for EMT

• LG1c. % of officers qualified at range with issued weapon

• 100% completed for all types of issued weapons

• F1a. Cost per ECC call/contact/request…… $10.82

• F1.b. Cost per preliminary background checks $30.30

• F1c. Cost community policing event ..$2,333.33