Division of Police Goals and Initiatives

Short Term Goals and Initiatives (FY 06)

Mid-Term Goals and Initiatives (FY 07)

Long-Term Goals and Initiatives (FY 08-10)

Short Term Goals and Initiatives (FY 06)

Short Term Goal Checklist

1) Improved Policies and Procedures

• Firm policies for recruiting/hiring: Develop SOPs and write standards and procedures for recruiting and hiring process. Ensure all DP officers and staff have current copies.
• Promotion policies: Develop SOPs and write standards and procedures for promotion process. Ensure all DP officers and staff have current copies.
• Assignment to specialty unit based on merit: Develop SOPs and write standards and procedures for assignment to specialty unit based on merit. Ensure all DP officers and staff have current copies.
• Major award policies: Develop SOPs and write standards and procedures for receiving major awards. Ensure all DP officers and staff have current copies.

2) Strengthen the Strategic Plans

• Updated mission/vision: Review current mission and vision statements. Develop new mission/ vision statements that are more relevant to NIH and HHS goals and direction.
• Formalized strategic planning/ Articulate Strategic Direction: Develop a process for developing and updating a strategic plan. Develop a Strategic Plan for DP.
• Training plan: Write a training plan that documents the direction and requirements for the DP-specific training needs.

3) Improved Environment/ Improve DP Operations

• Hire enough officers to reach full strength: Recruit and hire qualified officers to achieve the full strength level authorized in our current budget.
• Mobile digital terminals in cruisers: Research and acquire mobile digital terminals for DP cruisers to assist in communications
• Install outdoor magnetometers at CVI & Metro for less intrusive screening: Upgrade screening technology with magnetometers to provide higher level of service to the NIH community.
• Participate and Monitor CVI Development: Participate, along with other SER components, in monitoring the development and construction of the commercial vehicle inspection station to ensure requirements are met.
• Supervisor to manage guard ops at Metro Vehicle site: Assign supervisor to manage guard operations at Metro Vehicle site.
• Additional shift supervisors in ECC: Ease the stress on the ECC by increasing the number of shift supervisors.
• Enhancing monitoring capabilities of the ECC: Upgrade ECC technology to enhance monitoring capability similar to Clinical Center .
• Transition appropriate security & access control functions to the new division: Provide a smooth transfer of functions to new Access Control Division.
• Benchmarking operations: Identify, contact and document external agencies who can provide “best practice” parameters that DP can use as “benchmarks” for resource assignments, process development, and organizational structure.

4) Implement Management Information Systems

• Resource and budget/Automated spending plans/tracking budget execution: Develop coherent automated spending plans based on approved budget allocation and map to expected spending calendar. Track expenditures against plans.
• Staffing assignments/ Guard & Officer Deployment Tracking: Automate manpower needs based on posts, shifts, and volume of work. Work with supervisors to develop standard assignments and OT assignments. Track actual work assignments and deployments.
• IDP module: Automate the formulation of Individual Development Plans using mandatory, required, and non-mandatory training needs as well as job descriptions and performance contracts.
• Training: Automate the training request and execution process to streamline the process and to provide an audit trail for DP training transactions.

5) Strategic Alignment

• Alignment of IDPs, KSAs, PDs: ensure the alignment and linkage of Individual Development Plans, Knowledge Skills and Abilities, and Position Descriptions to ensure clarity and expectations.
• Analyze and update position descriptions for all positions: Review all PDs to ensure accuracy.

6) Improved Communication

• Regular Town-hall Meetings: Hold regular town hall meetings to provide information, to answer questions and to receive input from staff.
• Regularly Scheduled PMIEF: Hold regular Program Manager information exchange meetings to share information among all parties.

7) Improved Business Acumen

• Manage to spending plans: Develop and manage spending activity based on spending plan that is mapped to calendar.

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Mid-Term Goals and Initiatives (FY 07)

Mid-Term Goal Checklist

1) Improved Policies and Procedures

• Rewrite General Orders: Develop a comprehensive central source for polices/ procedures, forms, and SOPs. Utilize updated source documents to fully re-write a DP General Orders manual that adheres to CALEA requirements.

2) Strengthen the Strategic Plans

• Update DP Strategic Plan (Yearly Review) and Training Plan: Review strategic plan and training plan, modify based on major internal and external events/ changes.
• Incorporate Benchmarking Results: Utilize benchmarking results to justify or adjust strategies.

3) Improved Environment/ Improve DP Operations

• Cohesive Environment: Work on commitment to creating a cohesive, one-NIH environment with DP. Build new bridges.
• Create a hazmat unit: Create a team of officers who are trained to respond to hazardous material and related incidents.
• Enhance community policing: Create program and specific actions to enhance and promote community policy philosophy.
• Bring full security plan online at RML: Ensure that RML is provided with the training and resources to fully implement their role in NIH Security Plan.
• Instructional guard video: Design, produce, and film an educational video translating policies and procedures into visual examples of how situations are handled within the NIH community.
• CVI online: Implement all staffing and technical elements required to smoothly open and operate the new commercial vehicle inspection station
• Replace contractual dispatchers with fulltime dispatchers: Hire and train skilled FTEs to replace contractual dispatchers.
• Enhance capabilities to assist problems that occur in the region/COG participation: Increase participation in inter-governmental discussions and planning. Disseminate information internally to be better prepared to respond to natural disasters or regional-based needs for DP skills.
• HSPD-12 implementation through working with other SER components: Implement components of conversion to smart-card environment at NIH.
• Physical Standards Evaluation: Implement and evaluate effectiveness of physical standards program against plan.

4) Implement Management Information Systems

• Recovered Property: Automate tracking of lost/ recovered property at NIH including description of article, location found, dates, storage location, disposition, etc.
• Employee Info: Automate general employee information that is required to implement other information systems modules to avoid redundancy in data entry.
• Equipment & Supply Inventory: Provide a system module which allows update of equipment status and characteristics and produces current status on supply availability and equipment condition.
• Performance management plan and tracking: Design module that automates the PMP tracking efforts and provides management reports based on data supplied by other modules within the Management Information system.
• Automation vehicle maintenance & replacement plan: Design and program a module that tracks the status of all DP vehicles including replacement plans and notices concerning actions that must be taken to ensure required or scheduled maintenance.
• Enhance Internal & External Website: Develop/ enhance website to better reflect current operations, broadcast information, and to provide a gateway to standard forms, policies and procedures utilized by DP staff and managers.
• Hardier backup systems – ECC, communications: Ensure sufficient backup capability in case of mid-term to long-term power outages or peak usage due to emergency situations.

5) Strategic Alignment

• Make PMP meaningful management tool: DP Managers and executives analyze and discuss PMP data as input into decision-making; revise as necessary to ensure usefulness to DP.
• Use PMP as a readiness indicator: Develop definition of “readiness” in terms of manning levels, equipping levels, fitness levels required to meet various levels of response to threats, emergencies, incidents, or disasters. Use indicator as input into budget request process.

6) Improved Communication

• Continue Regular Town-hall Meetings: Hold regular town hall meetings to provide information, to answer questions and to receive input from staff.
• Continue Regularly Scheduled PMIEF: Hold regular Program Manager information exchange meetings to share information among all parties.
• Tabletops with other SER components: Conduct regular planning and information sharing discussions with other SER components to ensure cohesion of effort.

7) Improved Business Acumen

• Develop future years budget based on actual spending plan history combined with staffing assignment/deployment history and readiness indicators.

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Long-Term Goals and Initiatives (FY 08-10)

Long-Term Goal Checklist

1) Improved Policies and Procedures

• Train staff on General Orders: Disseminate and promulgate new General Orders manual. Train officers and staff on content and usage.

2) Strengthen the Strategic Plans

• Update DP Strategic Plan (Yearly Review) and Training Plan: Update strategic plan and training plan based on internal and external events.
• Scenario testing: Conduct and participate in exercises based on multiple scenarios to better ensure preparedness and readiness to respond to incidents or crisis.

3) Improved Environment/ Improve DP Operations

• Cohesive Environment: Implement initiatives designed to maintain cohesive environment (one-NIH)
• Improve ability to retain staff/Enhanced Pay & Benefits: Collect and analyze retention data. Implement program to reduce turn-over. Develop business case for enhanced pay and benefit program.
• Expand jurisdiction: Define desired jurisdictional boundaries. Develop business case for changes in jurisdiction.
• Rebuild ECC: Design and develop new physical environment for PD Emergency Communications Center. Upgrade systems and work areas designed to be more conducive to ECC –related work.
• New visitor center: Operationalize and staff new NIH visitors center
• Renovate work space: Define and renovate DP office space to provide more logical and supportive work environment and to improve traffic flow.

4) Implement Management Information Systems

• Integrate Management Information System for Managers: Integrate Management Information System modules to eliminate redundancies, provide re-use of core data, and to provide overarching and cross-cutting reporting capability.
• Auto-feed information for PMP: Where possible, develop an automatic update of PMP data from other modules within the Management Information System.
• General Orders on Web-site: Post new General Orders manual on Web-site in an easy-to use, easy to access format.

5) Strategic Alignment

• Make PMP meaningful management tool: Management to develop high-level view of PMP, through reports and analysis, to feed decision-making and to use as input into budget development.

6) Improved Communication

• Continue Regular Town-hall Meetings: Hold regular town hall meetings to provide information, to answer questions and to receive input from staff.
• Continue Regularly Scheduled PMIEF: Hold regular Program Manager information exchange meetings to share information among all parties.
• Continue Tabletops with other SER components

7) Improved Business Acumen

CALEA Accreditation: Apply for CALEA accreditation. Prepare for CALEA evaluation and feedback. Accommodate evaluators during process.

Contact Information

To obtain further information, please contact:

Division of Police
Office of Research Services
National Institutes of Health
Building 31, Room B3B17
31 Center Drive MSC 2012
Bethesda, Maryland 20892-2012
Phone: 301-496-2387
After Hours: 301-496-5685
Fax: 301-402-0394