1. 1 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

2. 2 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

3. 3

4. 4 Relationships – 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. : Customer Internal Processes Financial Learning & Growth, IB1 L2 F7, Decrease the probability of weaponized vehicles from entering the NIH Bethesda campus - C1 Increase consistency in guard service delivery to minimize disruption Optimize available guard resources Use innovative technology to enhance skills and improve performance C2 Provide a positive environment that is safe and secure for personnel and others Stakeholder High Impact Objectives-Provide Security Guard Services

5. 5 Customer Perspective

6. 6

7. 7 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 Jan-March 04: not available 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 March-May 04: 0 June-August 04: 0 Sept-Dec 04: not available

8. 8 Customer Perspective (cont.)

9. 9 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 June-August 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

10. 10 Internal Processes Perspective

11. 11 Internal Process Perspective

12. 12 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

13. 13 Learning & Growth Perspective

14. 14 Learning & Growth

15. 15 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

16. 16 Financial Perspective

17. 17 Financial Measures

18. 18 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%

19. 19 Conclusions / Initiatives

20. 20 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;

21. 21 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

22. 22 Appendices

23. 23 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

24. 24 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)

25. 25 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 Appendices (con’t)

26. 26 PMP- page 2

27. 27 PMP- page 3

28. 28 PMP- page 4

29. 29 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

30. 30 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

31. 31 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

32. 32 C2a. Number of failures to fully screen employees 1. Ask for NIH badge 2. Ensure photo matches individual 3. Ensure badge isn’t expired

33. 33 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

34. 34 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

35. 35 C2d. Percent of posts with current SOPs in Guard Duty Book 1. Posts with current NIH issued SOPs

36. 36 C2e. Hours supporting special events

37. 37 IB1a. Average processing time to complete visitor inspection Note: Processing-time measurement begins when guard makes contact with first vehicle of inspection group

38. 38 LG1a. Percent of IDP tasks completed for government tasks

39. 39 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

40. 40 F4. Vehicle Count: Typical Week At NIH = 115,456 per week Vehicle Count by location

41. 41 Commercial Vehicle Count Vehicles inspected at the CVI in 2004. Cars 167,507 Trucks 113,808

42. 42 F7a. Total hours for a two week period

43. 43 F7b. Percent of weekly Billing Details Report submitted on-time by contactor 1. Submit “Billing Details” report on time.