1. 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. 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. 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 Internal Processes 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. 4

5. 5 Customer Perspective

6. 6

7. 7 Customer Measures For ECC

8. 8 C1a. Requests for Service July –Sept 04

9. 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. 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. 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. 12 Customer Measures (cont.) For other support services

13. 13 C1d. Number of Personnel Security Checks Oct - 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 fingerprinted Oct- Dec 02: Not available Jan-March 04: 447 Jan-March 03: Not available April-June 04: 630 April-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. 14 C1f. # of intelligence items (Data not collected in FY03) Avg. Analyzed per day FY04: 35 Avg. Analyzed per month FY04: 770 Avg. Analyzed per year FY04: 2310 Avg. Analyzed per year FY04: 9240 Avg. # 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: 58 July- Sept 03: 34 June – August 04: 51

15. 15 Internal Process Perspective

16. 16 Internal Business Process Measures For ECC

17. 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. 18 Internal Business Process Measures For Other Support Services

19. 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. 20 Learning and Growth Perspective L & G LG1: 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

21. 21 Learning and Growth Measures For ECC

22. 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. 23 Learning and Growth Measures For other support services

24. 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. 25 Financial Measures 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 F3: Minimize unit cost of community policing F3a: Number of community policing contacts F3b: Number of community policing events Bill Dougherty

26. 26 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. 27 Conclusions / Initiatives

28. 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. 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. 30 Appendices Appendix 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. 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. 32 Customer Perspective

33. 33 Surveys on Hold

34. 34

35. 35

36. 36

37. 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. 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. 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