1 fy02 asa presentation provide crime prevention and access control services presented by: harold...

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FY02 ASA Presentation

PROVIDE CRIME PREVENTION AND ACCESS CONTROL SERVICES

Presented by: Harold Dawkins

List Presenters

Office of Research ServicesNational Institutes of Health

18 November 2002

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Main PresentationASA Template ……………………………….……………………………….4

Customer Perspective……………………….……………………………….5Customer Segmentation …………………….…………………………………6-8

Customer Satisfaction……………………….…………………………………….9

Internal Business Process Perspective……………………………………10Service Group Block Diagram…………………………………………………..,11

Conclusions from Discrete Services Deployment Flowcharts……………12-13

Process Measures…………………………………………………………….14-15

Learning and Growth Perspective………………………………………….16Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data……..17

Analysis of Readiness Conclusions…………………………………………….18

Conclusions and Recommendations………………………………………19Conclusions from FY02 ASA..………………………………………………… 20

Recommendations……………………………………………………………21-22

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Table of Contents

AppendicesPage 2 of your ASA Template

Customer segments graphs

Process measures graphs

Process maps

Learning and Growth graphs

Analysis of Readiness Information

Asset utilization graphs

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ASA Template - 2002

Customer Value Proposition

Team Leader

PROVIDE CRIME PREVENTION AND ACCESS CONTROL SERVICES

DS 5. Consult on crime Prevention

Discrete Services

Service Group

DS 3. Provide Locksmith Services

Customer Intimacy Sustain

Foster the safety and security of the NIH on-campus and off-campus through systems, education and consulting that are effective in preventing crime.

DS1. Install and Maintain Building Entry and Security Systems

DS 2. Manage andOperate Building Entry and Security Systems

DS 6. Provide Community Policing Services

DS 4. Issue and Manage ID Cards

Product Leadership Harvest

Patricia A. Haynes

Operational Excellence Growth

Service Strategy

Team Members

Alex Salah, Debbie Thomson, Gary Freeman, Harold Dawkins, Udon Cheek, Mark Knowles, Phil Nathanson (Consultant)

DS 7. Coordinate and Provide Security for Events

X

5

Customer Perspective

6

• DS1 and DS 2: Building Entry Systems. Our customers are everyone in the NIH community who depend on access control systems. We are currently converting to the Andover system, which is a proximity card reader system that is more sophisticated, and provides more security than the previous system used. As of now:

• 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

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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.

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ID Badges Issued by Type (New System)24,173 Badges Total

13827

5314

3235

1079453 265

0

2000

4000

6000

8000

10000

12000

14000

16000

FTEs Contractors Fellows Volunteers Summer Guest

Customer SegmentationDS4: Issue and Manage ID cards

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• 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

10

Internal Business Process Perspective

11

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.

Interact withcommunity to

determine needs

Evaluate needs andmake

recommendationsfor solutions

Assist inimplementation of

solutions, includingpolicing and

security solutions

Assess results;recommend

improvements, newinitiatives asnecessary

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• 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.

Conclusions from Discrete Services Deployment Flowcharts

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DS 5: The prevention process depends on the active participation, involvement,and communication of all components involved. This contributes the overall prevention of security breaches, and an effective recommendation and implementation process.

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

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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.

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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.

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Learning and Growth Perspective

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• Our data does not reflect any significant issues.

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

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• 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.

Analysis of Readiness Conclusions

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Conclusions and Recommendations

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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.

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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..

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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.

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Appendices

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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

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Actual assets utilized/planned asset utilization for each Discrete ServiceMaximize utilization of assets.

Change in Unit Cost for each Discrete Service

Customer PerspectivePerformance Measure

Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service

DS 7: Total time invested on the coordination of special events process

Turnover

Customer segmentation of Discrete Services

Increase customer satisfaction

Performance Objective

Maintain & enhance competencies for the future organization.


DS 1:: System malfunctions before/after installation of new equipment

Performance MeasureInternal Business Process Perspective

Complete process maps of Service Group/Discrete Services

Identify and report on process measures for Discrete Services

Performance Measure

Financial Perspective

Performance Measure

Analysis of Readiness Index

Awards/Recognition

Contacts/Complaints with EEO/ER/ADR

Sick Leave Usage


Increase understanding of customer base

Service Group: Provide Crime Prevention and Security Services

DS3: Total number of requests for emergency service

DS5: Crime rates before/after crime watch presentation

Minimize unit cost at a defined service level.

Increase understanding of processes.


Enhance quality of work life for employees in ORS.

Identify methods to measure processes.

Learning and Growth Perspective

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Customer SegmentationDS1: Install & Maintain Building Entry and Security Systems

Completed Conversions from Cardkey to Andover

Interior72 Card Reader

412

FDA19Off Campus

65

Animal68

•Converted 98% of cardkey readers on Perimeter doors.

•Lease space perimeter conversion is being phased in.

•Campus interior and animal doors are 80% complete.

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Customer SegmentationDS3: Provide Locksmith Services.

% Work Requests by IC (Jan 02 - Sept 02)

16.6%

9.4% 9.0%

7.9% 7.7%

6.8%

5.6%5.0% 4.8% 4.7%

22.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

NCI ORS CC NINDS NIAID NIMH NHLBI NIDDK NICHO OD ALLOTHERS

8997 Total Orders

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Customer Segmentation DS-5CPU Presentations/Surveys/Followups By IC

8/00 - 8/01

7

6 6

4

3

2 2 2 2

1 1 1 1 1 1 1 1 1

0

2

4

6

8

ORS NIAMS NIDCR NLM NICHD NIAID NHGRI FDA NIDDK FIC NIND NCI NMH NHLBI NEIM NIA NIDCD OAR

IC

# P

res

en

tati

on

s/S

urv

ey

s/F

ollo

wu

ps

Customer Segmentation

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Customer Segmentation DS-5CPU Presentations/Surveys/Followups by Building

8/2000 - 8/20019

6 6

3 3

2 2 2 2

1 1 1 1 1

0

2

4

6

8

10

Bldg 31 Bldg 13 Bldg 45 Bldg 30 Bldg 38 Bldg 6 Bldg 14 Bldg 29 Bldg 50 Bldg 2 Bldg 4 Bldg 5 Bldg 7 Bldg 21

# P

rese

nta

tio

ns/

Su

rvey

s/F

ollo

wu

ps


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DS7: Coordinate and Provide Security for Events

Number of Events by size (Oct 01 - Oct 02)

267

150

50

89

0

50

100

150

200

250

300

51-100 26-50 100 or more 0-25

Events categorized by attendance population


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Total # of Emergency Calls by Month (2002)

101

105

101

110

116

107

101

105

99

90

95

100

105

110

115

120

Jan Feb March April May June July Aug Sept

945 Calls Total

Process Measure Graphs

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Process Measure GraphsDS3: Provide Locksmith Services

*Jan to Sept.

Average Completed Work Requests (Monthly)

895

1149

1537

1466*

0

200

400

600

800

1000

1200

1400

1600

1800

1999 2000 2001 2002

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Process Measure GraphsDS3: Provide Locksmith Services

Total Jobs by Month (2002)

1292

1396

1147

1946

1378

1193

1506

1763

1574

0

500

1000

1500

2000

2500

Jan Feb March April May June July Aug Sept

13195 Total Jobs

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Process Measures GraphsDS3: Provide Locksmith Services

Total # of Jobs by Type (Jan 02 - Sept 02)

6515

2426

1096 910618 431 384

815

0

1000

2000

3000

4000

5000

6000

7000

DOOR KEYS C

UT

RETURNED K

EYS/REASSIG

NED KEYS

LOCK/C

YLINDER C

HANGES

EXPIRED 30

- DAY

KEY P

ICKUP

PADLO

CKS ISSUED/R

EMOVALS

DESK KEYS, B

AR LOCK K

EYS AND C

ABINET

KEYS

DOOR LOCK R

EPAIR

S

OTHER

13195 Total Jobs

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planning & coordinating

79%

attending events 21%

planning & coordinating

attending 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

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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

FINDINGS FROM PROCESS MEASURES DATA FROM DS7:

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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.


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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.


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Process Maps

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DS 1a: Install Building Entry and Security SystemsDate: 11/4/02 Participants: ASA Team

DES/WorkAcceptance

DES/FacilityAccess Control

Automated SystemsUnit

ISR(Contractor)

DCAB Team 5Customers

(A/Os, DES. DPS)

Identify need foraccess limitation

Easy and quickinstall?

Receive request orwork order

Replace existing/add new card keys

Replace existing/add new card keys

OK?

End

Yes

Repair/redo

Security issue?

Priority job(customer-defined)?

YesNo

Yes

No

No

Multi-tenantleased building?

Perimeteraccess issue?

Yes

Cannot install

Send installationrequest to DES/Facility Access

Control, DES WorkAcceptance Unit,

ASU, or contractor.

Assign work order

Assign work order,or forward to

Facility AccessControl

Receive request Receive request

Receive request orwork order

YesNo

Yes

Conduct qualityreview

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DS1b. Maintain Building Entry and Security SystemsDate: 11/4/02 Participants: ASA Team

ISR(Contractor)

AutomatedSystems Unit

Police 911 General CampusSystem

Generates troublemessage

Initiate trouble call Initiate trouble call

Respond

Is it warrantyissue?

Repair

Analyze problem

Hardware?

Repair

Yes

Handle any policeissue

YesNo

No

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DS 2 : Operate and Maintain Building Entry and Security SystemsDate: 11/4/02 Participants: ASA Team


PoliceIC A/O

Determines needfor access

Is informationon the individual

in NEDSystem?

Inputs information

Does individualhave ID Card?

to DS4

Yes

Is individual anemployee?

Send e-mailrequestfor access to


Yes

Yes

FromDS 4

No

No

Request NCICcheck

No

Check NCIC

OK? Deny requestNo

Send e-mail torequestor andFacility AccessControl to grant

request

Yes

record

Notify requestor bye-mail

Modify electronic record

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Provide Locksmith Services: Construction/RenovationDate: 9/27/02 Participants: Clarence Bruce, Alverta Wilson

ICA/O

ContractorProject OfficerLocksmith Section

Request review ofblueprints or

proposal

Request review ofblueprints or

proposal

Reviews for safety,security, codecompliance

Develops hardwarespecs -- equipment,contractor, keyway

Installs hardwareper specs

OKs for occupancy

Generatescylinder/key order

Removescontractor cylinders

Installs NIHcylinders

Walkthrough

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Provide Locksmith Services: Respond to Service RequestsDate: 9/27/02 Participants: Clarence Bruce, Alverta Wilson

Locksmith Section

Print and reviewrequest

against authorizedrequestor data base

Is requestorauthorized?*

Review authorizationprocedure with A/O

Is this a keyrequest?

Has individualalready beenissued key?

Reasonablebasis forrequest?

Cut key

Hold 30 days forpickup

Is this acylinder change

request?

Request goes in"miscellaneous"

FIFO queue

Customerrequestsexpeditedservice?

Has cylinderbeen changedwithin last 6

months/year?

Section Chiefevaluates

appropriateness ofrequest

Install new cylinder w/in 45 days

1-day responsecategory?**

Fufill request within1-3 days

Appropriate?

No

Yes

No

Yes

Yes

Yes

Deny requestNo

No

Process within 24hours

Handle on FIFObasis

No

No

Yes

Receives servicerequest from A/O

via ADB

Yes

No

No

Yes

Yes

** 1-day Response Categories

Employee termination Moves/renovations R eq ues t s t o exped i t e

orders in queue Emergencies

No

* Authorized Requestors

IC Executive Officer sets up anumbrella for technicians to usethe system through CIT.

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Discrete Service: DS4 Issue and Manage ID CardsDate: 9/10/02 Participants: Gary Freeman, Deborah Thomson

Andover ContinuumSystem

NED SystemID Card OfficeIndividualIC

A/O

Inputs information aboutindividual into NED system;

authorizes for ID cardissuance

Checks Andoversystem

Accepts datra

Individual'sinformation is in

system?

Refer individualto A/O

yes

no

Reports data

Downloads data toAndover Systemevery 15 minutes

Select template basedon organizational

status - employee,contractor

End

Accepts data

Presents self atoffice

FromDS-2

Issue IDAccess

Involved?

NoYes

to DS-2

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Discrete Service DS 5: Consult on CrimePreventionDate: 8/27/02 Participants: ASA Team

ICsDES/DCABDPS

Conducts building security surveys, ongoing review ofpolice reports for thefts, security breaches, etc.

Report securityconcerns

Informs DPS ofconstruction/

renovation projects

Identify specificsecurity concerns

Renovation/new

construction?

Formulate designrecommendations

Inspect building

Formulateequipment, service

and educationalrecommendations

Follow up witheducational

efforts, suggestpresentations,

etc..

Assist inimplementation ofrecommendations,deliver educationalpresentations, etc.

Monitor ongoingimplementation,

review crimestatistics, conductbuilding security

surveys

Additionalaction

necessary?

IC reviewsrecommendations,

decides onimplementation

approach

PO/Contractorreviews

recommendations,decides on

implementationstrategy

Implements allrecommenda-

tions?

Implements allrecommenda-

tions?

Yes

No

Endyes

no

yes

no

yes

no

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Discrete Service: DS7 Provide Security for EventsDate: 8/27/02 Participants: ASA Team DRAFTII

Office of the DeputyDirector, ORS IC Event Planner

Dignitary'sSecurity

TeamDPS

Request for event securityoriginates from I/C,

Director's Office

Non-emergency?

Duringbusinesshours?

Fewer than 100attendees

Assess securityneeds and costs,

developrecommendations.refer to Dep NIHDirector's Office

yes

no

yes

yes

Reviewsrecommendations

Approves eventsecurity?

End

no

no

no

Get CAN

yes

Dignitaryinvolved?

Develop event planbased on alert level::

routes, seating,snipers, reactionary

team, etc. asnecessary

no

Develop event planbased on alert level::

routes, seating,snipers, reactionary

team, etc. asnecessary

yes

Execute securityplan

Assess results forfuture

improvements

Emergencies includeterrorist threats (anthrax,bomb scare), unexpectedmovement of dignitary)

1 fy02 asa presentation provide crime prevention and access control services presented by: harold...

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