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Transcript of 1 Performance Management Presentation Provide Police Services Team Leader: Major Ophus Robertson...
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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
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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
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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.
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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…
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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…
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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…
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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
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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
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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
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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
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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
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C2: Implement security strategies to protect people and property while achieving a
balance between strict security and an open campus
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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.
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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.
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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.)
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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
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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
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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
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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
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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
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LG2: Acquire training resources and technologies for police officers and staff to stay at the cutting edge
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LG2a: Number of new technology tools acquired
Security and Emergency Response on-line Computer Based Training Modules Training Management System (TMS)
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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
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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