# Presentation: 867529

## FY02 ASA Presentation PROVIDE CRIME PREVENTION AND ACCESS CONTROL SERVICES

**Presented by:****   Harold Dawkins**
- List Presenters
- Office of Research Services
- National Institutes of Health
**18 November  2002**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

- Main Presentation
- ASA Template ..........................................................................4
- Customer Perspective.................................................................5
- Customer Segmentation ................................................................6-8
- Customer Satisfaction.......................................................................9
- Internal Business Process Perspective..........................................10
- Service Group Block Diagram...........................................................,11
- Conclusions from Discrete Services Deployment Flowcharts...............12-13
- Process Measures......................................................................14-15
- Learning and Growth Perspective.................................................16
- Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data........17
- Analysis of Readiness Conclusions....................................................18
- Conclusions and Recommendations.............................................19
- Conclusions from FY02 ASA...........................................................  20
- Recommendations.....................................................................21-22

**Notes:**

This Table of Contents lays out a recommended structure for your ASA presentation.  

Notice this page describes the Main Presentation.

Keep in mind that you have 30 minutes for the presentation, including questions from the audience.  

## Table of Contents

- Appendices
- Page 2 of your ASA Template
- Customer segments graphs
- Process measures graphs
- Process maps
- Learning and Growth graphs
- Analysis of Readiness Information
- Asset utilization graphs

**Notes:**
Notice this page describes the slides that should be included in your Appendices.

## Slide 4

## Customer Perspective

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Customer Segmentation I

- We have converted 98% of cardkey readers on perimeter doors to the Andover system.
- 80% of campus interior and animal doors completed.
- Leased space perimeter conversion is being phased in.
**DS 3: Locksmith services**.  The distribution of trouble calls and installations for the locksmith does not show an 80-20 effect . ORS has submitted as many work requests/orders for locksmith service as the Clinical Center. The remainder of the Locksmith’s work is equally distributed amongst the Institutes with the exception of NCI.

**Customer Segmentation I**

## Customer Segmentation II

**DS 4: ID Badges**.  ID system statistics give us accurate insight into the makeup of the NIH population.  43% of the badges issued under the new ID system have been issued to non-FTE employees.  Contractors make up about 22% of the total.  (See chart on page 8).
**DS 5:  Consult on crime prevention:** ORS, NIAMS and NIDCR were our biggest customers for crime prevention consultation, presentations, and follow-ups on reports of theft.
**DS 6:  Community Policing.**  Since 9/11, community policing has been on hold because we are lacking a sufficient number of officers to provide both heightened security and community policing services.
**DS 7:  Provide security for special events.** Our primary customers are everyone who plans and stages special events.
- All approved events are channeled through us for security analysis.
-  About 80% of all special events involve 50 or  more attendees.

## Customer Segmentation

**Customer Segmentation**
**DS4: Issue and Manage ID cards**

## Customer Satisfaction

- We did not survey customers this year
- However, in 2003 we plan to survey as follows:
- DS-1 and DS-2: A/Os who interface with building entry systems
- DS-3:
- A/Os who request installations, and/or modifications
- DES project officers who request advice, and /or consultation
- Individuals requiring service on an emergency basis
- DS-4: A/Os and delegates who interact with ID Card system
- DS-5: A/Os, facility managers, Project Officers
- DS-6: Facility managers
- DS-7: Event coordinators

**Customer Satisfaction**

## Internal Business Process Perspective

## Service Group Block Diagram“A COMBINED EFFORT’

- All of the activities fit together in a proactive approach to prevent crime.
- The effectiveness of each discrete service is dependent upon each other.

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Our Service Group completed 7 deployment flowcharts for 7 discrete services
DS 1: Develop a centralized point for receiving work 		orders/requests for additions to the access control system.
               As reflected in the flow chart there is a prolonged process in          	receiving and processing requests. A centralized point for 	receiving and processing would expedite this service. 
DS 3: The efficiency of the locksmith service can be improved by 	establishing a means to transfer information onto a 	“Computerized Signature Card.” This improvement will serve to 	enhance the overall process.
DS 4: In the current process for issuing employees IDs, an 	employee 	decides whether the individual is an employee or a contractor and 	issues the appropriate ID.  However, the system already 	“knows” whether the individual is an employee or a	 	contractor.  We are modifying the system so 	that it 	automatically assigns the proper ID for the individual.  	This should save time and improve accuracy.

- DS 1: Develop a centralized point for receiving work 		orders/requests for additions to the access control system.
-                As reflected in the flow chart there is a prolonged process in          	receiving and processing requests. A centralized point for 	receiving and processing would expedite this service.
- DS 3: The efficiency of the locksmith service can be improved by 	establishing a means to transfer information onto a 	“Computerized Signature Card.” This improvement will serve to 	enhance the overall process.
- DS 4: In the current process for issuing employees IDs, an 	employee 	decides whether the individual is an employee or a contractor and 	issues the appropriate ID.  However, the system already 	“knows” whether the individual is an employee or a	 	contractor.  We are modifying the system so 	that it 	automatically assigns the proper ID for the individual.  	This should save time and improve accuracy.

**Conclusions from Discrete Services Deployment Flowcharts**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Conclusions from Discrete Services Deployment Flowcharts

- DS 7: The security of the events process relies on open 	communication/participation of all parties involved to 		comply with security requirements in order to ensure the success of this process.

**Conclusions from Discrete Services Deployment Flowcharts**

## Process Measures:

-         DS1:  System malfunctions before/after  			         installation of new equipment.
- DS3:   Total number of requests for emergency 			service.
- DS5:  Crime rates before/after crime watch 		        presentation.
- DS7:  Total time invested on the coordination of 		         special events process.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Findings from process measures data:

- DS1:  	Data on system malfunctions do not discriminate between 	system problems and mechanical problems,  therefore there 	is no data to support process measures for system 	malfunctions before/after installation of new equipment.
- DS3:   	All emergency calls are stable at approximately 100 per month.  	However, because the total workload for the locksmiths has 	increased significantly while staff has decreased.  We know 	that non-emergency response time is increasing.  We expect to 	document this in 2003.
- DS5:  	To determine the effect of our presentations, consultations etc., 	we need to measure crime rates before and after we work with 	the IC “clients.”  Because heightened security after 9/11 	reduced the incidence of crime at NIH dramatically, we will use 	FY 2002 as a baseline year and measure “before and after” 	crime rates beginning with 	2003.
**DS7: ****	****In providing security for special events, only 21% of our time is ****	****spent in actually attending the events.  The other 79% is spent ****	****in planning and coordination..  We’ve included in the Appendix ****	****a detailed description of some of these steps for a particular ****	****event.**

## Learning and Growth Perspective

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

## Our data does not reflect any significant issues.

**Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## To maintain a tactical and technical edge on those who mean NIH harm, we will need to keep up with rapidly changing security, loss prevention and crime prevention techniques, and we will need continually to invest in new equipment and systems as technology evolves. 

Because of growth in the locksmith workload, we will need at least 2 additional FTEs by 2003.   We will also need an additional FTE in Facility Access Control.  Also 2 additional FTEs in the crime prevention unit due to the expected increase in  responsibilities involving the addition of the CC, construction of a bio-defense facility, expanded security oversight of the Fort Detrick site, and other out of state NIH facilities.

Enhancement of  computer software with data management capabilities in order to provide a more efficient means of documenting relevant statistical data.

- Because of growth in the locksmith workload, we will need at least 2 additional FTEs by 2003.   We will also need an additional FTE in Facility Access Control.  Also 2 additional FTEs in the crime prevention unit due to the expected increase in  responsibilities involving the addition of the CC, construction of a bio-defense facility, expanded security oversight of the Fort Detrick site, and other out of state NIH facilities.
- Enhancement of  computer software with data management capabilities in order to provide a more efficient means of documenting relevant statistical data.

**Analysis of Readiness Conclusions**

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

**Conclusions and Recommendations **

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## Conclusions from FY02 ASA

- 	While our service group encompasses several separate organizational units, we do make up a meaningful service group. We provide a combination of  service that requires us to work together and depend on one another to help protect the NIH community.
-     There is no centralized point for receipt of work orders/requests for additions to the access control system.
- 	We are understaffed in the locksmith’s branch for the amount of required work/requests.

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## Recommendations -I

- Because of security control limitations at multi-tenant facilities (see process map 1a), we recommend that NIH  re-evaluate  future multi-tenant leases wherever possible to ensure additional security control flexibility.
- Develop security requirements to include/enhance all on and off  campus building perimeter access points.
- Create additional reporting capabilities for the Andover System that are more user friendly, and simplify system malfunctions, employee errors, security breaches, etc.,
- Improve the operation of the interface between the NIH Enterprise Directory (NED) and the Andover Continuum access control system to prevent problems that occur when downloading employee badge information.
- In year 2003, the locksmith branch should have the capability of tracking response time for non-emergency calls..

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.

## Recommendations - II

- Primarily, because of the security mandates following the events of  9/11, the NIH community should be educated regarding the special events process from approval/request for service to providing security for service.
- Non FTEs need security clearances prior to the issuance of an identification card due to the implementation of the current Andover proximity card reader system.
- Because of the current chaos in access control policies and procedures (see Process Map 1a) we recommend the creation of  an “Access Control Unit” responsible for developing and implementing access control policies and procedures.

## Appendices

**Notes:**
Transition Slide for your Appendices.

## Appendices

- Include the following:
- Page 2 of your ASA Template
- Customer segments graphs
- Customer satisfaction graphs
- Block diagram
- Process maps
- Process measure graphs
- Learning and Growth graphs
- Analysis of Readiness Information
- Unit cost graphs
- Asset utilization graphs
- Any unique measures graphs

**Notes:**
It is recommended that you include all the items listed on this slide in your Appendices.  This will allow anyone reviewing your ASA to obtain the full picture of your data and how you came to your conclusions and recommendations.

Again, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Slide 25

## Customer SegmentationDS1: Install & Maintain Building Entry and Security Systems

**Completed Conversions from Cardkey to Andover**

**Converted 98% of cardkey readers **
** ****on Perimeter doors.**
**Lease space perimeter conversion **
**  ****is being phased in.**
**Campus interior and animal doors**
**  ****are 80% complete.**

## Customer SegmentationDS3: Provide Locksmith Services.

## Customer Segmentation

**Customer Segmentation**

## Customer Segmentation

**Customer Segmentation**

## Customer Segmentation

**Customer Segmentation**

## Process Measure Graphs

**Process Measure Graphs**

## Process Measure GraphsDS3: Provide Locksmith Services

*******Jan to Sept****.**

## Process Measure GraphsDS3: Provide Locksmith Services

## Process Measures GraphsDS3: Provide Locksmith Services

## Ratio of 4 to1 for time spent planning events compared to time spent at events.  

- Ratio of 4 to1 for time spent planning events compared to time spent at events.

- n

- 1914 Total hours spent on Events.
- 1518 Hours spent for planning & coordinating (79%).
- 396 Hours spent attending events (21%)

**DS7: Coordinate and Provide Security for Events**

## Meet with event sponsors and establish a liaison 

**PLANNING AND COORDINATING SECURITY FOR SPECIAL EVENTS ON THE NIH CAMPUS:**
- Meet with event sponsors and establish a liaison
- Inform Police Managers of the event
- Establish personnel requirements and any other additional needs of the department
- Arrange for cost reimbursement from institutes
- Obtain a list of attendees/participants
- Develop a Security Plan
- Contact the building events management staff where the  event is being held

**FINDI****N****GS FROM PROCESS MEASURES DATA FROM DS7:**

## If dignitaries are attending, contact and coordinate with their protection details

- Notify the fire department and fire prevention personnel
- Make arrangements to ensure all vehicles coming onto campus are inspected
- Make parking arrangements for all vehicles associated with the event.
- Provide sufficient area for the news media
- Ensure that there is sufficient signage on campus so that  employees are aware of any road closures, detours, etc., due to the event.
-  **Some events require in-depth planning.**  Such an** event was the two day Menopausal Hormone Therapy Conference that occurred during the month of October 2002.**  In addition to Secretary Tommy Thompson, there were 15 dignitaries, 50 speakers, and one thousand attendees expected.  We worked closely with the building 45 events coordinator and management staff. Arrangements for various media staff were made.  We also made special arrangements for special guests and handicapped personnel.

**FINDI****N****GS FROM PROCESS MEASURES DATA FROM DS7:**

## FINDINGS FROM PROCESS MEASURES DATA FROM DS7:

- Since the Secretary was attending, we coordinated with his protection detail to ensure his safety.  In addition, we put additional security measures in place to ensure the safety of all visiting persons.   We had a contingency plan for any emergency that may arise.
- The K-9 explosive team was deployed to the Natcher Building to conduct a security sweep prior to the start of the event.  Once the building was swept, it was secured by designated security personnel.  Police officers were assigned various posts within the building.  Some officers were roving, and others were posted outside the building.  All vehicles entering the campus were inspected, including the non-NIH buses transporting persons to the event.  No vehicle were allowed on campus without being inspected.  K-9 officers searched the vehicles of  special guests that were cleared to parked directly in front of the Nathcer Building.  Due to the overall sensitivity of the event, there were concerns for any attempts to disrupt the conference.
- The Intelligence Branch of the NIH Police Department conducted a briefing in order to dispense all relevant information available regarding disruptive groups.

**FINDI****N****GS FROM PROCESS MEASURES DATA FROM DS7:**

## Process Maps

## Slide 40

## DS1b.

**DS1b.**

-   Maintain Building Entry and Security Systems

**Date:**

-  11/4/02

**Participants: **

- ASA Team

**ISR**

**(Contractor)**

**Automated**

**Systems Unit**

**Police 911**

**General Campus**

**System**

- Generates trouble

- message

- Initiate trouble call

- Initiate trouble call

- Respond

- Is it warranty

- issue?

- Repair

- Analyze problem

- Hardware?

- Repair

- Yes

- Handle any police

- issue

- Yes

- No

- No

## DS 2

**DS 2**

- : Operate and Maintain Building Entry and Security Systems

**Date:**

-  11/4/02

**      ****Participants: **

- ASA Team

**Facility Access**

**Control**

**Police**

**IC A/O**

- Determines need

- for access

- Is information

- on the individual

- in NED

- System?

- Inputs information

- Does individual

- have ID Card?

- to DS

- 4

- Yes

- Is individual an

- employee?

- Send e-mail

- requestfor access to

- Facility Access

- Control

- Yes

- Yes

- From

- DS 4

- No

- No

- Request NCIC

- check

- No

- Check NCIC

- OK?

- Deny request

- No

- Send e-mail to

- requestor and

- Facility Access

- Control to grant

- request

- Yes

- record

- Notify requestor by

- e-mail

## Slide 43

## Slide 44

## Slide 45

## Slide 46

## Slide 47