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Security Group Performance Management Report

This report details the efforts of the Security Guard Services team led by Major Patricia Haynes to decrease the likelihood of weaponized vehicles entering the NIH Bethesda campus while ensuring a safe environment for personnel. It includes data on breaches and screening failures to assess performance from various perspectives, such as customer satisfaction and internal processes. Recommendations focus on enhancing technology, improving screening protocols, and implementing automated access points.

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Security Group Performance Management Report

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  1. Performance Management ReportService 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. 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. Decrease the probability of weaponized vehicles from entering the NIH Bethesda campus 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. : 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 - –

  4. Customer Perspective

  5. Customer Perspective

  6. 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

  7. Customer Perspective (cont.)

  8. 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

  9. Internal Processes Perspective

  10. Internal Process Perspective

  11. 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

  12. Learning & Growth Perspective

  13. Learning & Growth

  14. 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

  15. Financial Perspective

  16. Financial Measures

  17. 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%

  18. Conclusions / Initiatives

  19. 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;

  20. 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

  21. Appendices

  22. 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

  23. 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………………..

  24. 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

  25. PMP- page 2

  26. PMP- page 3

  27. PMP- page 4

  28. 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

  29. 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

  30. 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

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

  32. 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

  33. 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

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

  35. C2e. Hours supporting special events

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

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

  38. 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

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

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

  41. F7a. Total hours for a two week period

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

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