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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
ORS National Institutes of Health
December 29, 2003
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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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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.
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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.
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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.

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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

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Customer Perspective
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C1 Decrease probability of weapons of mass
destruction entering the NIH campus
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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

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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/Intelligence
• Implement 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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C2c Number of calls for service field (e.g.,
thefts, trespassers, lock-out relief, escorts,
etc.)
Total Calls for Service January 2002- October 2003
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C3 Increase Customer Satisfaction
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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.

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Internal Business
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1B1 Achieve further reduction in thefts on the
NIH campus
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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

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1B2 Increase coordination with guards to
function as an integrated team
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Learning and Growth
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1G1a of Police officers with Individual
Development Plans (IDPs)

• 24 of Police Officers have IDPs
• Remaining Police Officers will receive IDPs
  during 2nd QTR FY04

1G1b of training objectives in IDPs met
during fiscal year

• 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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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

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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