Performance Management Report Service Group: Provide Security Guard Services Team Leader: Major Patricia Haynes Team Members: Lawrence Brown Marco Kittrell Udon Cheek Triumph Technologies ORS National Institutes of Health Date: 14 January 2005

Table of Contents Main Presentation PM Template ……………………………….……………………… 3 Relationships…………………………………………………………4 Customer Perspective……………………….…………………… 5 Internal Business Process Perspective………………………… 10 Learning and Growth Perspective……………………………………………………. 13 Financial Perspective……………………………………… 16 Conclusions and Recommendations……………………………….. 19 Appendices………………………………………………………………....22 This Table of Contents lays out a recommended structure for your PM presentation. Notice this page describes the Main Presentation. Keep in mind that you have approximately 30 minutes for the presentation, including questions from the audience. The means you will need to select one or two objectives per perspective from your Performance Management Plan (PMP), one or two measures for each objective selected, and the corresponding data and graphs for each of the measures selected. All the remaining objectives, measures, graphs, and interpretation for your PMP should be placed in the Appendix.

Relationships High Impact Objectives-Provide Security Guard Services Value Proposition : Strive to reduce the probability of weaponized vehicles from entering the NIH campus, along with ensuring a safe and secure environment for NIH personnel and others both on and off campus in a manner that is sensitive to the NIH culture and diversity of its staff and visitors. : Decrease the probability of weaponized vehicles from entering the NIH Bethesda campus C1 , C2 Provide a positive environment that is safe and secure for personnel and others Stakeholder Customer IB1 Internal Increase consistency in guard service delivery to minimize disruption Financial Processes F7 Optimize available guard resources , Learning & L2 Growth Use innovative technology to enhance skills and improve performance - –

Customer Perspective

Customer Perspective

C1. Decrease the Probability of weaponized vehicles from entering the NIH Bethesda campus C1a.Number of breaches by commercial vehicles Oct-Dec 03: 28 Jan-March 04: not available March-May 04: 0 June-August 04: 0 Sept-Dec 04: 0 C1b. Number of breaches by passenger vehicles Oct-Dec 03: 19 March-May 04: 17 June-August 04: 7 Sept-Dec 04: 32 C1c. Number of failures to properly escalate positive ion reading Oct-Dec 03: not available Jan-March 03: not available Sept-Dec 04: not available

Customer Perspective (cont.)

C2. Provide an environment that is safe and secure for personnel and others while at NIH facilities C2a.Number of failures to fully screen employees Oct-Dec 03: 95 Jan- March 04: not available March-May 04: 34 June-August 04: 18 Sept-Nov 04: 20 C2b. Number of failures to fully screen visitors Oct- Dec 03: 81 Jan-March: not available March-May 04: 3 June-August 04: 0 Sept – Nov 04: 2 C2c. Number of failures to properly escalate positive ion reading Oct-Dec 03: not available Jan- March: not available March-May 04: 0 Sept-Nov 04: 0 C2d. Number of posts with current SOPs in Guard Duty Book Oct-Dec 03: not available Jan-March 04: not available March-May 04: 100% June-August 04: 100% Sept –Nov 04: 0 C2e. Hours supporting special events not avialable

Internal Processes Perspective

Internal Process Perspective

IB1. Increase the consistency in guard service delivery to minimize disruption to the NIH community IB1a. Average processing time to complete visitor vehicle inspection Oct-Dec 03: 2.7 minutes Jan-March 04: not available March-May 04: 3.1 minutes June-August 04: 3.5 minutes Sept-Nov 04: 3.5 minutes

Learning & Growth Perspective

Learning & Growth

LG2. Increase Knowledge Skills and Abilities of staff LG2a. Hours of skill enhancement by technology type FY 03 : Average 8/hrs per employee FY 04: TBD LG2b. Number of technology tools acquired to increase NIH security FY 03: = 3 significant tools (perimeter system, Visitor center, Commercial Vehicle Inspection Center FY04: = 3 significant tools

Financial Perspective

Financial Measures

F7. Optimize available guard resources F7a. Total hours per two week period = ??? F7b. Percent of weekly billing details report submitted on-time by contractor Oct- Dec 03: ??? Jan- March 04: ?? March-May 04: 100% June- Aug 04: 99% Sept-Nov 04: 100%

Conclusions / Initiatives Transition Slide for your Conclusions.

What changes have we made based on monitoring our data? QA team performs random review guard activity; Increased Disincentives on the QASP; Collect Complaint Data;

How do we plan to contribute in the future? Implement automated entry points at all perimeter entrances on a 7x24 schedule for authorized personnel Implement automated driver license scan to create access ID - Speed up vehicle and pedestrian access - Eliminates separate building security at many locations Full time 7x24 Concierge Service at Visitors’ Center Implement separate patient’s entrance with dedicated concierge (Mon – Fri from 6:00am – 6:00pm) Single entry point for all commercial vehicles with new screening technology

Appendices

Appendices Appendix Page 2 of template………………………….………………………………. 26 Customer Perspective C1a: Number of breaches by commercial vehicles not being tested using critical steps in SOP…………………………………………………………29 C1b: Number of breaches by passenger vehicles not being tested using critical steps in SOP………………………………………………………….30 C1c. Number of failures to properly escalate positive ion scan when it occurs………………………………………………………………………….31 C2a: Number of failures to fully screen employees…………………32 C2b: Number of failures to fully screen visitors………………………33 C2c: Number of failures to properly escalate positive ion scan when it occurs…………………………………………………………………………….34 C2d: Percent of posts with current SOPs in Guard Duty Book……….35 C2e: Hours Supporting Special Events………………………………….36 C3a. Number of observations of deficient professional conduct and demeanor while on duty……………………………………………………….N/A C4a: Number of substantiated complaints after adjudication……….N/A C4b: Customer Satisfaction Ratings for Security Guard Services….N/A

Appendices (con’t) Page 2 of Template…………………………………………………………………………27 Internal Business Processes IB1a: Average processing time to complete visitor vehicle inspection…………37 IB2a: Percent of guards on selected list who possess both MSGC and CPR certification (or have one pending)………………………………………N/A Learning and Growth Perspective LG1a: Percent of IDP tasks completed for Government staff………………..38 LG2a: Hours of skill enhancement by technology type……………………….. LG2b: Number of technology tools acquired to increase NIH security……… LG3a: Training Hours in PBSC………………………………………………….. LG3b. Number of benchmarking visits to other organizations………………..

Appendices (con’t) Page 3 of Template…………………………………………………………………………28 Financial Perspective F1a: Number of employees and visitors screened on-campus/month………39 F2a: Number of employees and visitors screened off-campus/month………..39 F3a: Number of vehicles screened at employees entrances/month …………..40 F4a: Number of vehicles checked at visitor gates/month………………………..40 F5a: Number of parking garage inspections……………………………………….41 F6a: Number of potential attendees per special event F7a: Total hours per 2-week period……………………………………………….42 F7b: Percent of weekly billing detail reports submitted on-time by contractor..43

PMP- page 2

PMP- page 3

PMP- page 4

C1a. Number of breaches by commercial vehicles not being tested using critical steps in SOP 1. Obtain and review driver’s license 2. Review manifest and/or bill of lading 3. Log appropriate information 4. Conduct ion-swab for steering wheel 5. Conduct ion-swab inside of cargo/storage 6. Analyze ion-swab using ion detection-scan

C1b. Number of breaches by passenger vehicles not being tested using critical steps in SOP 1. Visitor: Obtain driver’s license and review Employee: Check ID Badge 2. Visitor: Ask for destination Employee: Check parking hanger/pass 3. Log appropriate information 4. Conduct ion-swab for steering wheel 5. Conduct ion-swab inside of cargo/storage 6. Analyze ion-swab using ion detection-scan

C1c. Number of failures to properly escalate positive ion scan when it occurs 1. Attempt to keep vehicle from departing 2. Notify NIH Police 3. Notify immediate supervisor

C2a. Number of failures to fully screen employees 1. Ask for NIH badge 2. Ensure photo matches individual 3. Ensure badge isn’t expired

C2b. Number of failures to fully screen visitors 1. Obtain visitor identification (county, state, or federal) 2. Log information in sign-in sheet 3. Provide visitor pass 4. Direct person to x-ray/screening area 5. Visitor places metal objects into designated baskets 6. Visitor walks through the magnetometer 7. Repeat steps 5 & 6 if signal is activated 8. Use hand-held (wand) if signal is activated 9. Use hand-held for visitors with medical conditions 10. Packages/objects placed on conveyor belt 11. Objects scanned/food visually inspected

C2c. Number of failures to properly escalate positive ion scan when it occurs 1. Attempt to keep package/person from departing 2. Notify NIH Police 3. Notify immediate supervisor

C2d. Percent of posts with current SOPs in Guard Duty Book 1. Posts with current NIH issued SOPs

C2e. Hours supporting special events

IB1a. Average processing time to complete visitor inspection Note: Processing-time measurement begins when guard makes contact with first vehicle of inspection group

LG1a. Percent of IDP tasks completed for government tasks

F2. Number of employees and visitors screened off- campus and on-campus per week/ year/ month On Campus Totals Total weekly count = 195,763 per week Total monthly count= 783,052 per month Total yearly count= 10,179,676 per year Off-Campus Totals Total weekly count = 45,864 per week Total monthly count= 183,456 per month Total yearly count= 2,384,928 per year

F4. Vehicle Count: Typical Week At NIH = 115,456 per week Vehicle Count by location

Commercial Vehicle Count Vehicles inspected at the CVI in 2004. Cars 167,507 Trucks 113,808

F7a. Total hours for a two week period

F7b. Percent of weekly Billing Details Report submitted on-time by contactor 1. Submit “Billing Details” report on time.