Performance Management Presentation Service Group

1. Performance Management PresentationService 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: 29 December 2003

2. Table of Contents • Main Presentation • PM Template ……………………………….……………………………….. • Relationship Among Performance Objectives……………………………. • Customer Perspective……………………….……………………………… • Internal Business Process Perspective…………………………………… • Learning and Growth Perspective…………………………………………. • Financial Perspective……………………………………………………….. • Conclusions…………………………………………………………………..

3. Table of Contents (con’t) • Appendix • Page 2 of template………………………….………………………………. • Customer Perspective • C1a: Total Log Number Entries Entered into Computer Automated Dispatch (CAD) • C1b: Number Telephone Calls for Police, Fire, General Support Received in ECC • C1c: Number of Background Checks of non-FTEs for Access (Oct – Dec 2003) • C1d: Number of Personnel Fingerprinted for Employment and Security Clearances (Oct – Dec 2003) • C1e: Number of Community Awareness Events • C1f: Number of Community Policing Contacts • C2b: NIH Security Survey Ratings • Page 3 of template…………………………………………………………… • Internal Business Process Perspective • IB1a: Timeliness of Dispatch

4. Table of Contents (con’t) • Appendix (con’t) • Page 4 of Template………………………………………………………………………… • Learning and Growth Perspective • LG1: Percent of Individual Development Plans (IDP) Tasks Completed • LG2a: Number of new training technology acquired • LG2b: Dollars spent for new training technology • Page 5 of Template………………………………………………………………………… • Financial Perspective • F1a: Number and Identification of New Systems/Technologies that Reduce Man-hours • F1b: Total Dispatcher Overtime • F2: Number and Identification of New Systems/Technologies that Reduce Error Rate and Duplication of Effort, Resulting in Additional Lost Time for Customers

11. RELATIONSHIP AMONG PERFORMANCE OBJECTIVES ObjectiveStrategy/Benefit Provide safe and secure ·limit Part I (high/moderate-level crimes environment ·conduct background checks of all non-FTEs ·improve/enhance community awareness Increase customer satisfaction ·gauge level of service provided to community with Security and Emergency ·consider recommendations/suggestions offered by Response Program support the community and, if within law and and reason: activities -adopt or modify operations for better service or efficiency Improve quality of service ·improved/timely dispatch of calls ·lessen work delays, delivery of service, granting of access, etc., due to waiting period for completion of background check ·reduced crime

12. RELATIONSHIP AMONG PERFORMANCE OBJECTIVES (Con’t) Improve coordination with ·coordinated/mutually supporting response to Police and Fire service providers incidents ·accurate recording and reporting of information ·CAD enhancements ·Police/Fire report interoperability Increase knowledge, skills, ·better trained personnel and abilities of staff ·improved, efficient, and effective response to community needs/requests Acquire training resources and technologies ·provide quality training on new systems/ for support services personnel and staff technologies at the cutting edge.

13. RELATIONSHIP AMONG PERFORMANCE OBJECTIVES (Con’t) Minimize unit cost of ·reduce overtime costs operating ECC ·current/new/innovative technologies such as Andover Access Control System, event-activated call-up of CCTV and alarm notification, etc., reduce cost of substantial human resources that would be needed to provide that same level of performance and service

14. RELATIONSHIP AMONG PERFORMANCE OBJECTIVES (Con’t) Minimize unit cost through ·preclude hiring/providing access to conducting preliminary individuals with criminal histories background checks or those prone to commit other serious crimes ·negate cost of formal investigations when disqualifying information is disclosed as result of preliminary background checks Minimize unit cost of ·increase number of contacts Community Policing ·improve/enhance community awareness ·Police and community share responsibility

15. RELATIONSHIP AMONG PERFORMANCE OBJECTIVES (Con’t) Value(s) Level of effort Timely response Quality service (provide for a) SAFE AND SECURE ENVIRONMENT

16. Customer Perspective

18. C1a: Total Log Number entries entered into Computer Automated Dispatch Log Number Totals: Police Dispatch……………………………………………………………………………………………………23,355 Fire Dispatch……………………………………………………………………………………………… 4,967 Combined…………………………………………………………………………………………………..28,322

19. C1b: Number Telephone Calls for Police, Fire, or General Support Received in ECC (as of 30 Nov 03) Note: March through September telephone system experienced a software virus which affected the total number of received telephone calls into the ECC. Partial data was retrieved. Though telephone data was not able to be retrieved for the above periods, data was compared to 2001 and 2003 PMP, which indicated consistency in the volume of calls.

20. C1c: Number of background checks completed

21. C1d: Number of personnel fingerprinted for employment and security clearances Note: Began data collection in August 2003.

22. C1e: Number of community awareness events/FY

23. C1f: Number of Community Policing contacts

24. Customer Scorecard Methodology C2b: NIH Security Survey Ratings Distributed 100 Community Policing surveys to employees at randomly selected off-campus facilities to determine how safe and secure they felt at work. Results of survey are as follows:

25. C2b: NIH Security Survey Ratings (Con’t)

26. C2b: NIH Security Survey Ratings (Con’t)

27. C2b: NIH Security Survey Ratings (Con’t)

28. Customer Perspective (Result of NIH Security Survey) • Of employees surveyed at off-campus facilities, most feel safe and have never been a victim of crime in their work environment. • 60% of those surveyed feel nothing else needs to be done to improve security. • 40% of those surveyed offered suggestions for change, enhancement, improvement, or modification of security.

29. Customer Perspective (Actions Planned from NIH Security Surveys) • Comments and suggestions provided by survey participants are under review by the Community Policing Officer for immediate action or coordination through respective Offices of Primary Responsibility (OPR) to determine their feasibility.

30. Internal Business Perspective

31. Internal Business Perspective

32. 1B1a: Timeliness of dispatch Total Average Dispatch Time PD…………………………………………3.75 minutes Total Average Dispatch Time FD…………………………………………3.13 minutes Industry Standards 5 minutes and under ….. Reference Association of Public-Safety Communications Officials International (APCO)

33. Learning and Growth Perspective

34. Learning and Growth Perspective

35. LG1: Percent of Individual Development Plans (IDP) tasks completed Four primary requirements mandated by the State of Maryland, Emergency Number Systems Board

36. LG2a: Number of new training technology acquired • Training Management System (TMS) • FLETC on-line • Security and Emergency Response (SER) on-line

37. Financial Perspective

38. Financial Perspective

39. F1a: Number and identification of new systems/technologies that improve dispatcher efficiency and/or reduce man-hours • Peabody Telephone Integration System: maintains Automatic Number Identification (ANI) and Automatic Location Information (ALI) for MAARS-View. • PXYIS Digital Recording System: provides digital audio recording of telephone lines and radio channels, playback of telephone and radio transmissions at dispatcher consoles. (Replacing out-dated Dictaphone tape recording system.) • VESTA PALLAS Telephone Integration System: centralizes call functionality, integrates telephone functions wit a mapping option, incident tracking, radio, CAD, digital logging, and numerous third party applications. (Will replace MAARS-View which is out-dated and near maximum working capacity.) • MAGIC 2.6 (upgrade): Software upgrade to current MAGIC that tracks and reports all in-coming and out-going calls: call totals, line identification, call length, call taker identification, and time/date of call. • Integral Digital Video Recording System: digital recording of closed circuit television (CCTV), using CD Rom archiving in lieu of VCR tapes. • Andover Access Control Workstation: capable of monitoring door alarms and deactivating access identification cards after-hours, thereby increasing security • Radionics Intrusion Detection System (IDS): capable of integrating with Andover Access Control System. (Replacing out-dated DADCO Intrusion Detection System.) • PARTS Employee Database: updated system that enables dispatchers to provide identification and location of authorized NIH parking permit holders. (Replaced PAID Employee Database.) • HARS: NIH Traffic Advisory and Radio Station.

40. F1b: Dispatcher Overtime Hours (2003)

41. F2: Number and identification of new systems/technologies that enhance security, reduce error-rate and duplication of effort, resulting in additional lost time for customers • Identix Biometric Fingerprint Enrollment Station: automated finger imprint and enrollment station that integrates with Andover Access Control, providing two (2) levels of security authentication for access into specially-protected areas. • Identix Live Scan Fingerprint System: automated finger imprint system that scans and sends fingerprints electronically to Office of Personnel Management (OPM) for purpose of security clearance background investigations. (Replaces manual imprints on fingerprint cards.)

42. Conclusions

43. Conclusions from Performance Management Plan (PMP) • Findings • a. Discovered CAD system unable to accept data into some databases, for example: • -though dispatchers enter call type on all log entries, CODY is unable to export the data into other program formats, such as reports, requiring dispatchers to open a second window and enter call type a second time. • b. Need to complete hiring of additional dispatcher FTEs to further reduce overtime and provide qualified level of supervision and quality assurance. • c. Need additional FTEs to assist in completing preliminary background checks.

44. Accomplishments • a. Once identified, informed CODY support of problem, who troubleshot system and advised on how to enter data by opening a second window and re-entering call type. • Until problem is corrected, dispatchers now enter re-enter call type into the second window so that data is accurately recorded. Lead dispatchers and the ECC Supervisor provide quality assurance to ensure call type field is being entered. • CODY to develop a software patch so that all data, once entered, will be imported into all reporting formats. Patch expected to become available in January 2004. • Dispatchers reviewed report format for missing call type field. Call type entered into missing fields and all data updated. • b. Received certifications for the two (2) vacant dispatcher FTEs approved for FY2004. Interviews currently being scheduled. • c. Filled both vacant background investigator positions.

45. Initiatives for FY04 • · Continue ECC expansion initiative. • · Determine additional staffing requirements for ECC operations due to enhancement. • · Conduct full assessment of CODY CAD system. Determine whether operational objectives can be met or if another system must be purchased. • · Increase Community Policing throughout the NIH community.