Homeland Security
Federal Protective Service Could Better Measure the Performance of Its Control Centers
Gao ID: GAO-06-1076 September 29, 2006
The Department of Homeland Security's Federal Protective Service (FPS) through its control centers (MegaCenters) helps provide for the security and protection of federally owned and leased facilities. This report (1) identifies the services MegaCenters provide, (2) determines how FPS assesses MegaCenter performance and whether FPS links MegaCenter performance measures to FPS-wide measures, and (3) examines how MegaCenters and selected organizations compare in the services they provide. To address these issues, GAO reviewed FPS's performance measures and past MegaCenter assessments, assessed the MegaCenters' performance measures, and interviewed officials and collected relevant information at FPS, the four MegaCenters, and nine selected security organizations.
FPS MegaCenters provide three primary security services--alarm monitoring, radio monitoring, and dispatching of FPS police officers and contract guards. These and other services are provided around the clock from four locations--Battle Creek, Michigan; Denver, Colorado; Philadelphia, Pennsylvania; and Suitland, Maryland. With a fiscal year 2006 budget of $23.5 million, the MegaCenters monitor alarms at over 8,300 federal facilities, covering almost 381 million square feet, and have available for dispatch over 7,800 FPS police officers and contract guards. FPS MegaCenter managers assess MegaCenter operations through a variety of means, including reviewing data about volume and timeliness of operations, listening to and evaluating a sample of calls between operators and FPS police officers and contract guards, and receiving informal feedback about customer satisfaction. FPS managers have also developed performance measures for assessing MegaCenter operations. However, these measures are of limited use because they are not always clearly stated or measurable and do not address governmentwide priorities of efficiency, cost of service, and outcome--which are among the attributes that GAO has identified for successful performance measures. In addition, the MegaCenters do not measure a key activity--the time from alarm to officer dispatch--that would link MegaCenter performance to an FPS-wide performance measure. Without this measure, FPS is limited in its ability to evaluate the MegaCenters' contribution to the FPS-wide measure of response time. Nine selected security organizations--including federal and local police and private entities--offer some of the MegaCenters' services as well as provide and assess these services in a manner that is generally similar to the MegaCenters. Like the MegaCenters, many of the selected organizations have centralized their operations. They also use regular call reviews and volume and time measures to assess the quality of the services they provide. A major difference between the MegaCenters and some selected organizations is the use of a computer-aided dispatch system, which enables these organizations to automate many functions.
Recommendations
Our recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
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GAO-06-1076, Homeland Security: Federal Protective Service Could Better Measure the Performance of Its Control Centers
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Report to the Chairman, Committee on Government Reform, House of
Representatives:
September 2006:
Homeland Security:
Federal Protective Service Could Better Measure the Performance of Its
Control Centers:
GAO-06-1076:
GAO Highlights:
Highlights of GAO-06-1076, a report to the Chairman, Committee on
Government Reform, House of Representatives
Why GAO Did This Study:
The Department of Homeland Security‘s (DHS) Federal Protective Service
(FPS) through its control centers (MegaCenters) helps provide for the
security and protection of federally owned and leased facilities. This
report (1) identifies the services MegaCenters provide, (2) determines
how FPS assesses MegaCenter performance and whether FPS links
MegaCenter performance measures to FPS-wide measures, and (3) examines
how MegaCenters and selected organizations compare in the services they
provide. To address these issues, GAO reviewed FPS‘s performance
measures and past MegaCenter assessments, assessed the MegaCenters‘
performance measures, and interviewed officials and collected relevant
information at FPS, the four MegaCenters, and nine selected security
organizations.
What GAO Found:
FPS MegaCenters provide three primary security services”alarm
monitoring, radio monitoring, and dispatching of FPS police officers
and contract guards. These and other services are provided around the
clock from four locations”Battle Creek, Michigan; Denver, Colorado;
Philadelphia, Pennsylvania; and Suitland, Maryland. With a fiscal year
2006 budget of $23.5 million, the MegaCenters monitor alarms at over
8,300 federal facilities, covering almost 381 million square feet, and
have available for dispatch over 7,800 FPS police officers and contract
guards.
Figure: The MegaCenter Emergency Response Process:
[See PDF for Image]
Source: GAO analysis of FPS data.
[End of Figure]
FPS MegaCenter managers assess MegaCenter operations through a variety
of means, including reviewing data about volume and timeliness of
operations, listening to and evaluating a sample of calls between
operators and FPS police officers and contract guards, and receiving
informal feedback about customer satisfaction. FPS managers have also
developed performance measures for assessing MegaCenter operations.
However, these measures are of limited use because they are not always
clearly stated or measurable and do not address governmentwide
priorities of efficiency, cost of service, and outcome”which are among
the attributes that GAO has identified for successful performance
measures. In addition, the MegaCenters do not measure a key
activity”the time from alarm to officer dispatch”that would link
MegaCenter performance to an FPS-wide performance measure of response
time. Without a corresponding measure, FPS is limited in its ability to
evaluate the MegaCenters‘ contribution to the FPS-wide measure of
response time.
Nine selected security organizations”including federal and local police
and private entities”offer some of the MegaCenters‘ services as well as
provide and assess these services in a manner that is generally similar
to the MegaCenters. Like the MegaCenters, many of the selected
organizations have centralized their operations. They also use regular
call reviews and volume and time measures to assess the quality of the
services they provide. A major difference between the MegaCenters and
some selected organizations is the use of a computer-aided dispatch
system, which enables these organizations to automate many functions.
What GAO Recommends:
GAO recommends that the Secretary of Homeland Security direct FPS to
(1) establish MegaCenter performance measures that meet the attributes
of successful performance measures, (2) develop a performance measure
for the MegaCenters that corresponds to the FPS-wide performance
measure of response time, and (3) routinely assess the extent to which
MegaCenters meet established performance measures. DHS generally agreed
with the findings and recommendations in this report.
[Hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-1076].
To view the full product, including the scope and methodology, click on
the link above. For more information, contact Mathew Scire at (202) 512-
2834 or sciremj@gao.gov.
[End of Section]
Contents:
Letter:
Results in Brief:
MegaCenters Provide Alarm and Radio Monitoring and Dispatch from Four
Locations:
MegaCenters' and FPS's Performance Measures Are Not Linked:
Nine Selected Organizations Provide Some of the MegaCenters' Services
in a Generally Comparable Manner:
Conclusions:
Recommendations for Executive Action:
Agency Comments:
Appendixes:
Appendix I: Briefing for the Committee on Government Reform, U.S. House
of Representatives, August 14, 2006:
Appendix II: Comments from the Department of Homeland Security:
Appendix III: GAO Contact and Staff Acknowledgments:
Abbreviations:
CAD: computer-aided dispatch:
DHS: Department of Homeland Security:
FPS: Federal Protective Service:
GSA: General Services Administration:
ICE: U.S. Immigration and Customs Enforcement:
IT: information technology:
UL: Underwriters Laboratories:
September 29, 2006:
The Honorable Tom Davis:
Chairman:
Committee on Government Reform:
House of Representatives:
Dear Mr. Chairman:
Since the 1995 bombing of the Alfred P. Murrah Federal Building in
Oklahoma City and the September 11, 2001, attacks on the World Trade
Center and the Pentagon, terrorism has threatened the nation's
security, including the physical security of federal facilities. The
Homeland Security Act of 2002 created the Department of Homeland
Security (DHS), a new federal department with the mission of preventing
terrorist attacks within the United States, which includes safeguarding
federal facilities.[Footnote 1] DHS, through its Federal Protective
Service (FPS), provides law enforcement and security services to
federal agencies that occupy facilities under the jurisdiction of the
General Services Administration (GSA) and DHS, protecting millions of
federal employees, contractors, and citizens.[Footnote 2]As part of its
approach to facility protection, FPS provides support for its law
enforcement and security services through four control centers known as
MegaCenters that are located in Battle Creek, Michigan; Denver,
Colorado; Philadelphia, Pennsylvania; and Suitland, Maryland.
Because of the important role MegaCenters play in ensuring the safety
of federal facilities and their occupants, our objectives were to (1)
identify the services the MegaCenters provide and how they provide
them, (2) determine how FPS assesses and measures the performance of
MegaCenter operations and how FPS links MegaCenter performance measures
to FPS-wide performance measures, and (3) examine how the MegaCenters
compare to selected security organizations in the services they provide
and in the methods they use to provide them.
To determine the services offered by the MegaCenters and how the
MegaCenters provide these services, we interviewed managers at the four
MegaCenters and the MegaCenter branch chief, toured three MegaCenters-
-Denver, Philadelphia, and Suitland, collected information on services
and workload data from MegaCenter management, and conducted document
reviews. To determine how FPS assesses MegaCenter performance and how
FPS links MegaCenter performance measures to FPS-wide performance
measures, we reviewed documentation on FPS's performance measures and
past MegaCenter assessments and interviewed MegaCenter management and
FPS headquarters officials. We also assessed the MegaCenters' 11
performance measures to determine whether they were consistent with
selected attributes of successful performance measures we have
identified, that is, that they were linked to agency mission and goals;
clearly stated; contained measurable targets; sufficiently covered the
program's core activities; and addressed governmentwide priorities of
quality, timeliness, efficiency, cost of service, and outcome.[Footnote
3]
To determine how the MegaCenters compare to selected security
organizations we (1) identified criteria for selecting comparable
organizations and selected four public and five private organizations;
(2) interviewed officials at the nine selected organizations; (3)
toured four of the organizations' control centers--both public and
private--to observe their security operations, procedures, and
technology; (4) collected detailed service and workload information
from the organizations; (5) used the information gathered to compare
the MegaCenters and the selected organizations with respect to services
offered, organizational structure, quality assessment practices, and
technology utilization; and (6) interviewed officials from security
industry standard-setting and accreditation associations (associations)
because these associations were identified as having information on
security industry organizations, operations, quality assessment
practices, and technology utilization practices.[Footnote 4] We used
two approaches for selecting the private and public organizations. We
selected private organizations from industry lists of the top 20
largest security service providers and system integrators in terms of
2005 revenue that provided services such as alarm monitoring and access
control.[Footnote 5] With the help of one of the associations we
interviewed, we were able to make contact with the five security
organizations that were selected as our comparison group.[Footnote 6]
For public organization comparisons, we selected three federal
organizations: U.S. Postal Inspection Service, U.S. Customs and Border
Protection, and U.S. Park Police. We selected these federal
organizations because each had a law enforcement branch; centralized
control center(s) that offered, at a minimum, one of the MegaCenters'
primary services; and nationwide operations, characteristics most
similar to those of the MegaCenters. We also selected the Denver Police
Department to serve as a nonfederal public organization that provided
dispatch and radio monitoring services through a central control
center. Because we judgmentally selected the organizations, the
information we collected from them cannot be generalized. We conducted
our work from October 2005 through September 2006 in accordance with
generally accepted government auditing standards.
This report summarizes the information we provided to your office
during our August 14, 2006, briefing and, in addition, contains
recommendations to the Secretary of Homeland Security to improve the
MegaCenters' performance measures. The briefing slides are included in
appendix I.
Results in Brief:
The primary services that FPS MegaCenters provide are remote monitoring
of building alarm systems as well as radio monitoring and dispatch of
FPS police officers and contract guards. These and other services are
provided around the clock from four locations across the country:
Battle Creek, Denver, Philadelphia, and Suitland. Each MegaCenter has a
sister center with redundant capabilities that can serve as an
emergency backup, and each is operated by full-time federal employees
and private contractors. In fiscal year 2006, the MegaCenters had a
budget of $23.5 million--accounting for about 5 percent of FPS's total
budget--to protect and monitor over 8,300 federal facilities and
dispatch over 7,800 FPS police officers and contract guards. To provide
these services, the MegaCenters rely on a variety of information
technology (IT) systems, communications systems, and other equipment.
FPS MegaCenter managers assess MegaCenter activities through a variety
of means, including reviewing reports on the timeliness and volume of
operations, listening to and evaluating a sample of calls between
operators and FPS police officers and contract guards, and receiving
informal feedback about customer satisfaction. Also, FPS managers have
developed performance measures for assessing MegaCenter operations.
These performance measures reflect some of the attributes of successful
performance measures we have identified, but also contain some
weaknesses because they are not always clearly stated or measurable and
do not address the governmentwide priorities of efficiency, cost of
service, and outcome. In addition, the MegaCenters do not have a
performance measure that corresponds to the FPS-wide performance
measure that is applicable to the MegaCenters' operations--the patrol
and response time measure, which tracks the elapsed time from the
receipt of an alarm to a police officer's arrival on the
scene.[Footnote 7] While the FPS-wide patrol and response time measure
covers the MegaCenters' activities and reflects their performance, the
MegaCenters do not have their own measure that covers only the
activities for which they are responsible--from the receipt of the
alarm to the officer's dispatch. Without clearly stated and measurable
performance measures, including a measure that corresponds to FPS's
agencywide patrol and response time measure, FPS cannot compare the
MegaCenters' performance over time, assess their contribution to
agencywide measures, and identify opportunities for their improvement.
We are recommending that FPS (1) establish MegaCenter performance
measures that meet the attributes of successful performance measures we
have identified; (2) develop a performance measure for the MegaCenters
that corresponds to the FPS-wide patrol and response time measure and
covers the MegaCenters' operations, from alarm to dispatch; and (3)
routinely assess the extent to which the MegaCenters meet established
performance measures. In commenting on a draft of this report, DHS
generally agreed with our findings and recommendations.
The nine selected security organizations offer some of the same
security services as the MegaCenters, and the services the
organizations offer are delivered and assessed in a manner generally
similar to that of the MegaCenters. For example, like the MegaCenters,
many organizations have centralized their control center operations,
have backup capability, allocate workload among centers based on
geographic location, and use regular call reviews as well as volume and
time measures to assess the quality of the services they provide. A few
organizations offer services that the MegaCenters do not offer. One
major difference between the MegaCenters and the organizations is that
three organizations use a computer-aided dispatch (CAD) system.
Selected organizations and associations referred to CAD systems as
being beneficial for dispatching services by allowing for faster
operator response, automatic recording of all operator actions enabling
easier performance analysis, and automatic operator access to standard
operating procedures and response prioritization. MegaCenters have
identified a need and developed a plan for a CAD system, but FPS has
not allocated funding for such a system.
MegaCenters Provide Alarm and Radio Monitoring and Dispatch from Four
Locations:
FPS MegaCenters provide federal agencies with three primary security
services--alarm monitoring, radio monitoring, and dispatch--through
four locations using a variety of IT systems. MegaCenters monitor
intrusion, panic, fire/smoke, and other alarms. They also monitor FPS
police officers' and contract guards' radio communication to ensure
their safety and to provide information, such as criminal background or
license plate histories, to officers upon request. In addition, they
exercise command and control authority by dispatching FPS police
officers or contract guards. MegaCenters also provide a variety of
other services. For example, they notify federal agencies regarding
national emergencies and facility problems and remotely diagnose
problems with federal agency alarms. They also receive and transcribe
FPS police officer incident reports. Individual MegaCenters may also
provide unique services not provided by other MegaCenters, such as
facility-specific access control and remote programming of alarms via
the Internet. One MegaCenter also provides an after-hours telephone
answering service for the Drug Enforcement Administration and for GSA
building maintenance emergencies.
The MegaCenters are located in Battle Creek, Denver, Philadelphia, and
Suitland. Each MegaCenter has a sister center with redundant capability
as backup in case of a failure at that MegaCenter. Suitland is paired
with Battle Creek, and Philadelphia is paired with Denver. A force of
1,014 FPS police officers and 6,842 contract guards is available for
the MegaCenters to dispatch in response to alarms and other
emergencies. In fiscal year 2006, the MegaCenters were supported by a
budget of $23.5 million, which accounts for about 5 percent of FPS's
total budget.[Footnote 8] The MegaCenters are operated by 23 full-time
federal employees--some of whom manage the centers--and about 220
private contractors to provide around the clock security services for
over 8,300 federal facilities.
The MegaCenters rely on a variety of IT systems, communications
systems, and other equipment to provide their security services. The IT
systems enable MegaCenter staff to, among other activities, monitor
alarms and radio communications of FPS police officers and contract
guards. For communications systems, MegaCenters have regional and
national toll-free numbers for tenants and the public to contact the
MegaCenters during emergencies. Other equipment includes dictation
machines, which enable FPS police officers to dictate reports about
incidents that occur at facilities.
MegaCenters' and FPS's Performance Measures Are Not Linked:
MegaCenters use various means to assess operations, but their
performance measures have weaknesses and are not linked to FPS-wide
performance measures. MegaCenter managers assess MegaCenter operations
through a variety of means, including reviewing data about volume and
timeliness of operations, listening to and evaluating a sample of calls
between operators and FPS police officers and contract guards, and
receiving informal feedback about customer satisfaction. FPS managers
also have developed 11 performance measures for assessing MegaCenter
operations:
* distribute emergency notification reports (also known as SPOT
reports) within 30 minutes of notification;
* review problem alarm reports daily;
* obtain regular feedback about customer satisfaction from field
operations;
* continuously review all SPOT reports and other outgoing information
to ensure 100 percent accuracy;
* transcribe dictated offense and incident reports into the database
management system within 8 hours of receipt of the report;
* submit reviewed contractor billing reports and time sheets within 7
business days after the last day of the month;
* prepare and review contractor reports for quality assurance plan;
* maintain completely accurate (nonduplicative) case control numbers;
* meet Underwriters Laboratories (UL) guidelines and requirements
continuously;[Footnote 9]
* test failover of alarm, radio, and telephone systems weekly;[Footnote
10] and:
* monitor calls and review recorded call content for adherence to
standard procedures at least monthly.
The Government Performance and Results Act of 1993 requires federal
agencies to, among other things, measure agency performance in
achieving outcome-oriented goals. Measuring performance allows
organizations to track the progress they are making toward their goals
and gives managers critical information on which to base decisions for
improving their progress. We have previously reported on some of the
most important attributes of successful performance measures. These
attributes indicate that performance measures should (1) be linked to
an agency's mission and goals; (2) be clearly stated; (3) have
quantifiable targets or other measurable values; (4) be reasonably free
of significant bias or manipulation that would distort the accurate
assessment of performance; (5) provide a reliable way to assess
progress; (6) sufficiently cover the program's core activities; (7)
have limited overlap with other measures; (8) have balance or not
emphasize one or two priorities at the expense of others; and (9)
address governmentwide priorities of quality, timeliness, efficiency,
cost of service, and outcome.[Footnote 11]
We assessed the 11 FPS MegaCenter performance measures against selected
attributes: linkage to mission and goals, clarity, and measurable
targets. Ten of the 11 MegaCenter performance measures were aligned
with FPS's mission to protect federal properties and personnel and with
the MegaCenter program's mission to provide high-quality and
standardized alarm monitoring, radio monitoring, and dispatch. We found
no link between timely review of contractor time sheets and billing
statements and FPS's mission, however, primarily because this measure
seems to be related to administrative activities. In addition, while 6
of the 11 performance measures have measurable targets--a key component
for measuring performance, none of the MegaCenter performance measures
met the clarity attribute because FPS could not provide information
about how managers calculate the measures--a key component in the
clarity attribute. For example, the performance measure that the
centers test the failover ability of alarm, radio, and telephone
systems weekly is measurable because it has a quantifiable target but
does not meet the clarity attribute because FPS could not describe its
methodology for calculating it.
We also assessed whether, collectively, the MegaCenters' 11 performance
measures sufficiently cover their core program activities (i.e., alarm
monitoring, radio monitoring, and dispatch) and address governmentwide
priorities of quality, timeliness, efficiency, cost of service, and
outcome. Most of the MegaCenter performance measures relate to the
three core activities. For example, regular feedback on customer
service and monthly review of operator calls cover aspects of the
dispatch and radio-monitoring functions. Other performance measures,
like distributing emergency notification reports in 30 minutes, help
fulfill other critical support functions. However, two performance
measures--reviewing contractor quality assurance plans and timely
review of contractor time sheets and billing statements--relate to
administrative activities that are not strictly related to MegaCenter
core activities. Additionally, the MegaCenter performance measures do
not collectively address all of the governmentwide priorities. The
MegaCenter performance measures primarily address the governmentwide
priorities of quality and timeliness. For example, the MegaCenter
measures pertaining to transcribing reports within 8 hours and
reviewing recorded calls to see if the operator followed standard
operating procedures address aspects of service timeliness and quality,
respectively. None of the measures relate to the governmentwide
priorities of efficiency, cost of service, and outcome.
Finally, FPS does not link MegaCenter performance measures to FPS-wide
performance measures, specifically the patrol and response time
measure. FPS established FPS-wide performance measures to assess its
efforts to reduce or mitigate building security risks. The performance
measures that FPS established were (1) timely deployment of
countermeasures, (2) functionality of countermeasures, (3) patrol and
response time, and (4) facility security index. The one measure that
relates to the MegaCenters--patrol and response time--assesses FPS's
ability to respond to calls for service and measures the average
elapsed time from when a law enforcement request is received (e.g.,
alarm, telephonic request from a building tenant, FPS police officer-
initiated call) to the time an officer arrives at the scene. FPS's goal
is to reduce response times by 10 percent in fiscal year 2006. The
MegaCenters are responsible for part of the patrol and response
activity that is being measured because the MegaCenters receive alarms
and emergency calls and dispatch FPS police officers or contract guards
to the scene. However, although data pertaining to this activity exist
in the MegaCenters' records management system, they do not measure the
timeliness of this activity, and FPS has not developed a performance
measure that would identify the MegaCenters' contribution toward
meeting FPS's measure.
Nine Selected Organizations Provide Some of the MegaCenters' Services
in a Generally Comparable Manner:
The nine selected security organizations generally do not provide all
three of the MegaCenters' primary services. However, the services these
organizations offer are provided similarly by the MegaCenters with the
exception of a CAD system, which three organizations use and the
MegaCenters do not. The MegaCenters provide three primary services
(i.e., alarm monitoring, radio monitoring, and dispatch), and the
selected organizations provide all or some of these three main
services. For example, the Park Police provide all three services,
while the private organizations focus on providing alarm monitoring and
offer some services the MegaCenters do not. Like the MegaCenters, all
of the private organizations reviewed have centralized operations: the
number of their national control centers ranges from two to five. Work
allocation (i.e., how incoming alarms and calls are assigned) among
centers varies by organization but overall is similar to the MegaCenter
structure. For example, most of the organizations assign calls and
alarms to a specific center based on the geographic location of the
call or signal. However, the Postal Inspection Service and one private
organization are unique because they are able to allocate workload to
centers based on demand and operator availability. The organizations
use a variety of methods to measure the quality of their services, many
similar to methods used by the MegaCenters. For example, like the
MegaCenters, most review a sample of operator calls on a regular basis.
Two entities have established measurable performance goals for their
centers. While there are similarities in the services offered, number
of centers, work allocation, and service quality appraisals between the
organizations reviewed and the MegaCenters, three organizations use a
CAD system, which the MegaCenters do not. A CAD system is a tool used
by the Denver Police Department for dispatching and officer tracking
and by the Postal Inspection Service for officer tracking. The Park
Police also uses a CAD system with limited capabilities at its San
Francisco center and plans to purchase and upgrade the system for all
three of its centers. Selected organizations and associations referred
to CAD systems as being beneficial for dispatching services by allowing
for faster operator response, automatic operator access to standard
operating procedures and response prioritization, and automatic
recording of operator actions enabling easier performance analysis.
Since 2003, FPS and DHS both have assessed MegaCenter technology and
have identified needs for technology upgrades, including the
installation of a CAD system for the MegaCenters. Our guide on IT
investment decision making--based on best practices in the public and
private sector--stresses that part of achieving maximum benefits from
an IT project requires that decisions be made on a regular basis about
the status of the project.[Footnote 12] To make these decisions, senior
managers need assessments of the project's impact on mission
performance and future prospects for the project. While the MegaCenters
have assessed their technology on many occasions and have determined
that some refreshment is needed, FPS has not yet allocated the funding
for such upgrades.
Conclusions:
FPS MegaCenters play a key role in protecting federal facilities, those
who enter these facilities, and the FPS police officers and contract
guards whose calls the MegaCenters respond to and monitor. How well the
MegaCenters are fulfilling their role and carrying out their
responsibilities is uncertain because they do not generate much of the
information that would be useful for assessing their performance.
To their credit, the MegaCenters have established performance measures
for a number of their activities and operations, and these measures are
aligned with the MegaCenters' mission. However, the measures have
weaknesses, both individually and collectively, compared with the
selected attributes of successful performance measures that we have
identified. Many of the individual measures are neither quantifiable
nor clearly stated, and collectively the measures do not address the
governmentwide priorities of efficiency, cost of service, and outcome.
As a result, FPS cannot compare performance across the MegaCenters or
over time, and without such information, FPS is limited in its ability
to identify shortfalls and target improvements.
Although FPS has established an FPS-wide performance measure for
response time--from the alarm to the FPS police officer's arrival on
the scene--that incorporates the MegaCenters' operations, the
MegaCenters have not established a comparable measure for their
operations alone. Without such a measure, FPS cannot evaluate the
MegaCenters' contribution--from the alarm to the FPS police officer's
dispatch--to the FPS-wide measure for response time and identify
opportunities for improvement.
Recommendations for Executive Action:
We recommend that the Secretary of Homeland Security direct the
Director of the Federal Protective Service to take the following three
actions:
* establish MegaCenter performance measures that meet the attributes of
successful performance measures we have identified;
* develop a performance measure for the MegaCenters that is directly
linked to the FPS-wide response time measure and covers the scope of
the MegaCenters' operations, from alarm to dispatch; and:
* routinely assess the extent to which the MegaCenters meet established
performance measures.
Agency Comments:
We provided a draft of this report to DHS, the Department of the
Interior, and the U.S. Postal Service for their review and comment. DHS
provided comments in a letter dated September 6, 2006, which are
summarized below and reprinted in appendix II. DHS also provided
technical comments, which we incorporated into the report where
appropriate. The Postal Service informed us that it had no comments on
this report. The Department of the Interior did not provide comments on
this report.
DHS generally agreed with the report's findings and recommendations.
DHS stated that FPS and the U.S. Immigration and Customs Enforcement
(ICE) have undertaken a comprehensive review of the MegaCenters to
identify, among other things, ways in which performance can be better
measured. DHS noted that through this broad approach, FPS personnel
will be able to generate and track the kind of information necessary to
assess the MegaCenters' performance. This one-time review may help FPS
identify information needed to assess the MegaCenters' performance and,
therefore, develop appropriate performance measures. In order to
reliably assess performance over time, FPS should not only establish
appropriate performance measures, but also routinely assess performance
using these measures. We therefore clarified our recommendation to
include the routine use of established performance measures to assess
the MegaCenters' performance. With regard to the report's discussion of
CAD system capabilities, DHS said that ICE's Chief Information Officer
is currently assessing the MegaCenters' technology requirements and
recognizes that previous studies have identified the need for
technology upgrades. DHS indicated that the current assessment will
have a meaningful impact on FPS's technology capabilities.
As agreed with your office, unless you publicly announce the contents
of this report earlier, we plan no further distribution until 30 days
from the report date. At that time, we will send copies of this report
to other interested congressional committees and the Secretary of
Homeland Security, and DHS's Assistant Secretary for Immigration and
Customs Enforcement. We will also make copies available to others upon
request. In addition, the report will be available at no charge on the
GAO Web site at [Hyperlink, http://www.gao.gov].
If you have any questions regarding this report, please contact me at
(202) 512-2834 or sciremj@gao.gov. Contact points for our Offices of
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page of this report. GAO staff who made major contributions to this
report are listed in appendix III.
Sincerely yours,
Signed by:
Mathew J. Scire:
Acting Director, Physical Infrastructure Issues:
[End of section]
Appendix I: Briefing for the Committee on Government Reform, U.S. House
of Representatives, August 14, 2006:
Review of the Federal Protective Service's MegaCenters:
Briefing for the Committee on Government Reform:
U.S. House of Representatives:
August 14, 2006:
* Introduction and Objectives:
* Scope and Methodology:
* Results in Brief:
* Background:
* Results of GAO Work:
Introduction:
Since the 1995 bombing of the Alfred P. Murrah Federal Building in
Oklahoma City and the September 11, 2001, attacks on the World Trade
Center and Pentagon, terrorism has threatened the nation's security,
including the physical security of federal facilities.
The Homeland Security Act of 2002 created the Department of Homeland
Security (DHS), a new federal department with the mission of preventing
terrorist attacks within the United States, which includes safeguarding
federal facilities.[Footnote 13]
DHS, through its Federal Protective Service (FPS), provides law
enforcement and security services to federal agencies that occupy
almost 9,000 facilities under the jurisdiction of the General Services
Administration (GSA) and DHS, protecting millions of federal employees,
contractors, and citizens. Under agreement, FPS authority can be
extended to provide its law enforcement and security services to any
property with a significant federal interest.
As part of its approach to facility protection, FPS provides support
for its law enforcement and security services through four control
centers (known as MegaCenters) located in Battle Creek, Michigan;
Denver, Colorado; Philadelphia, Pennsylvania; and Suitland, Maryland.
Objectives:
Because of the important role MegaCenters play in assuring the safety
of federal facilities and their occupants, our objectives were to:
(1) Identify the services the MegaCenters provide and how they provide
them.
(2) Determine how FPS assesses and measures the performance of
MegaCenter operations and how FPS links MegaCenter performance measures
to FPS-wide performance measures.
(3) Examine how the MegaCenters compare to selected security
organizations in the services they provide and in the methods they use
to provide them.
Scope and Methodology:
Document review: Reviewed the Memorandum of Agreement between GSA and
FPS and other documentation related to MegaCenter services as well as
documentation related to (1) FPS's request for a computer aided
dispatch (CAD) system for the MegaCenters; (2) past FPS assessments of
MegaCenter operations; (3) FPS's performance measures; and (4) FPS's
budget for the MegaCenters.
Interviews: Interviewed FPS officials, including MegaCenter branch
chief and managers, and staff from the Program Review Office, Financial
Management Division, and other offices; Immigration and Customs
Enforcement's (ICE) Budget Enforcement Office; and officials from
selected public and private organizations; officials from security
industry standard setting and accreditation associations
(associations).
Selected organizations:
* U.S. Customs and Border Protection:
* U.S. Park Police:
* U.S. Postal Inspection Service:
* Denver Police Department:
* 5 private security companies:
We conducted our review in accordance with generally accepted
government auditing standards.
Results in Brief:
Remote monitoring of building alarm systems, radio monitoring, and
dispatching of FPS police officers and contract guards are the primary
services FPS MegaCenters provide. These and other services are provided
around the clock from four locations across the country. Each
MegaCenter has a sister center with redundant capabilities that can
serve as an emergency backup and each is operated by full-time federal
employees and private contractors. In addition, the MegaCenters have a
fiscal year 2006 budget of $23.5 million and use a variety of
information technology (IT) systems and other equipment to provide
their services.
FPS MegaCenter managers assess MegaCenter operations through a variety
of means, including reviewing information on the timeliness and volume
of operations, listening to and evaluating a sample of calls between
operators and FPS police officers and contract guards, and receiving
informal feedback about customer satisfaction. FPS managers have also
developed performance measures for assessing MegaCenter operations.
Although these MegaCenter measures reflect some attributes of
successful performance measures, they also contain some weaknesses
because they are not always clearly stated or measurable, and do not
address governmentwide priorities of efficiency, cost of service, and
outcome. In addition, they do not directly measure key operations that
would link to FPS-wide performance measures, which are (1) the timely
deployment of countermeasures, (2) functionality of countermeasures,
(3) patrol and response time, and (4) facility security index.
The nine selected organizations offer some of the MegaCenters' primary
services, and they deliver and assess the services they offer in a
generally similar manner to the MegaCenters. For example, like the
MegaCenters, many of these organizations have centralized their control
center operations, have backup capability, allocate workload among
control centers based on geographic location, and use regular call
reviews as well as volume and time measures to assess the quality of
the services they provide. A few organizations offer services the
MegaCenters do not offer. One difference between the MegaCenters and
the selected organizations is that three of these organizations use a
CAD system, which the MegaCenters do not have. The MegaCenters have
assessed their technology and have identified the need for a CAD;
however FPS has not allocated funds for such a purchase.
Background: FPS's funding structure:
FPS operations are solely funded through security fees and
reimbursements collected from federal agencies for FPS security
services.
* These security fees consist of basic and building-specific security
charges.
- The basic security charges cover the security services that FPS
provides to all federal tenants in FPS-protected buildings, which
include such services as patrol, monitoring of building perimeter
alarms and dispatching of law enforcement response (MegaCenter
operations), criminal investigations, and security surveys.
- The building-specific security charges are for FPS security measures
that are designed for a particular building and are based on the FPS
Building Security Assessment and its designated security level. Such
measures include contract guards, X-ray machines, magnetometers,
cameras, and intrusion detection alarms. Also, the tenant agencies may
request additional security services such as more guards, access
control systems, and perimeter barriers.
- The above two charges are billed monthly to the tenant agencies. The
basic security charge is the same for all tenants regardless of the
type of space occupied and is a square footage rate. The building-
specific security charge reflects FPS cost recovery for security
measures specific to a particular building and the billing is handled
differently for single-and multi-tenant buildings. Single tenant
buildings-the tenant agency is billed for the total cost of the
security measures. Multi-tenant buildings-the tenant agencies are
billed based on their pro rata share of the square feet occupied within
the respective building.
* FPS uses a reimbursable program to charge individual agencies for
additional security services and equipment that they request above the
level determined for their building.
FPS bills the tenant agencies for FPS security fees they have incurred.
* The agencies pay the fees into an FPS account in the Department of
the Treasury, which is administered by FPS. Congress exercises control
over the account through the annual appropriations process that sets an
annual limit-called obligation authority-on how much of the account FPS
can expend for various activities.
* FPS uses the security fees to finance its various activities within
the limits that Congress sets. The Department of Homeland Security
Appropriations Act for fiscal year 2006 authorized $487 million in
obligation authority for FPS expenses and operations. Through FPS's
security fees, funds are to be collected and credited to FPS's account
as an offsetting collection from tenant agencies.
Under the FPS reimbursable program, agencies request additional
security services and equipment using a funded Security Work
Authorization. Once the services are provided and the costs are
expensed, FPS bills the agency for the costs, and the funds are
transferred to the FPS account to offset the expenses FPS incurred.
The DHS Inspector General reported in 2006 that when FPS was part of
GSA it budgeted and paid for FPS's annual administrative support costs
such as financial management, human capital, and IT using funds beyond
those generated by security fees. GSA estimated these FY 2003 support
services to cost about $28 million. According to the report, beginning
in FY 2004, neither DHS's annual budget request nor DHS's
appropriations set aside funding for FPS's support services. In FY
2004, as a component of DHS, FPS paid almost $24 million for support
services using funds from security fees only; a year earlier these
services had been funded by GSA using funds not derived from fees.
Background: Evolution of the MegaCenters:
Before GSA established the MegaCenters, FPS used regional and satellite
control centers to monitor alarm systems, dispatch FPS police officers
and contract guards, and perform criminal background checks. In total,
there were 22 regional control centers and 12 satellite control
centers, which were located throughout FPS's 11 regions. Most regions
had more than 1 control center.
In 1991, GSA conducted an internal review of the control centers. The
review found that because of significant budgetary and personnel
constraints over more than a decade, the control centers no longer
performed well enough to ensure safe, effective, and efficient FPS
actions to preserve life and property. GSA contracted with Sandia
National Laboratories-the lead laboratory for U.S. Department of Energy
security systems-to conduct an in-depth study of the control centers'
operation and make recommendations.
In 1993, Sandia issued its study entitled GSA Control Center Upgrade
Program. The Sandia study identified serious shortfalls and problems
that would require a more radical upgrade of the control centers at a
much higher cost than originally believed. After validating the study's
findings, GSA determined that a multimillion dollar upgrade of all
control centers would be prohibitively expensive. The study noted that
the control centers could be consolidated to almost any level to
achieve economies of scale. However, the study recommended against a
single national-level control center because a second center would be
needed to continue operations under catastrophe or failover conditions.
GSA concluded that the control center problems that the study
identified were material weaknesses and reported them to Congress. FPS
conducted an operational and technical review of the Sandia study's
findings, which provided a critical assessment of the control centers,
a high-level concept of operations for the centers, and functional
specifications for upgrading the centers. GSA decided to upgrade 11
control centers-one in each region-and address the weaknesses that the
study had identified.
Within GSA, concerns were raised about the cost of upgrading 11 control
centers, how many control centers were really needed, and whether the
centers' operations could be outsourced. GSA established a project team
to investigate these concerns. The team contacted several public and
private sector organizations that operate control centers. The team
found that the organizations were consolidating their control centers
but were unable to assume the operations of FPS control centers. A
decision was made to consolidate additional centers and the multi-
regional control center or "MegaCenter" concept was developed. GSA
endorsed the MegaCenter concept. GSA assembled a core project team and
hired contractors to design, plan, and supervise the construction of
the centers.
In 1994, GSA issued a bid for MegaCenter technical and performance
specifications and awarded the contract.
In 1996, FPS reaffirmed that the MegaCenter concept was the best
approach for addressing the control center weaknesses. GSA selected the
MegaCenters sites: Denver, CO; Battle Creek, M I; New York, NY and
Suitland, MD.[Footnote 14]
In 1996, construction began on the Denver MegaCenter and design was
initiated on the Battle Creek MegaCenter.
In 1997, the Denver MegaCenter was opened, followed by Battle Creek in
1999, Suitland in 2000, and Philadelphia in 2001.
Objective 1: MegaCenters' primary services:
The MegaCenters' mission is to provide the highest quality, nationally
standardized dispatch, alarm monitoring, and federal law enforcement
emergency response services. Based on this mission statement, we chose
to focus on alarm monitoring, radio monitoring, and dispatch as the
primary services the FPS MegaCenters provide.
Primary services:
* Alarm monitoring: monitoring intrusion, panic, fire/smoke, elevator,
and/or environmental alarms.
* Radio monitoring: monitoring FPS police officers' and contract
guards' radio communication for safety and providing information upon
request.
* Dispatch: exercising command and control authority by dispatching FPS
police officers and/or contract guards.
Objective 1: MegaCenters provide other services:
Other services:
* Notifying federal agencies regarding national emergencies and
facility problems (also known as SPOT reports):
* Checking criminal background histories (including inquiries to the
National Crime Information Center database, which the Federal Bureau of
Investigation (FBI) maintains) for FPS police officers responding to a
call or an alarm or FPS regions and other DHS agencies requesting this
assistance:
* Receiving and transcribing FPS police officer reports:
* Providing a toll-free help desk line for agency support, including
remote diagnosis and service of alarms:
* Updating quarterly building and emergency contact information from
customer agencies to ensure accurate notifications and alerts:
Unique services (provided by individual MegaCenter):
* Monitoring and controlling access to buildings:
* Using the Internet to program, monitor, and test alarms:
* Providing after-hours telephone answering service for Drug
Enforcement Administration and for GSA maintenance:
Objective 1: MegaCenters' responses to building alarms:
Figure 1: MegaCenters' Operations for Responding to Alarms and
Emergency Calls:
[See PDF for image]
Source: GAO.
[End of figure]
Objective 1: MegaCenters provide services to a variety of clients:
Table 1: Services Provided to MegaCenter Clients:
Services: Monitor remote building alarms;
GSA, DHS, and federal agency clients: X;
FPS regions, police officers, and contract guards: X.
Services: Dispatch FPS police officers, contract guards, and other
response services;
GSA, DHS, and federal agency clients: X;
FPS regions, police officers, and contract guards: X.
Services: Monitor FPS police officers' and contract guards' radio
communications for their safety;
GSA, DHS, and federal agency clients: [Empty];
FPS regions, police officers, and contract guards: X.
Services: Keep track of FPS police officers and contract guards
locations;
GSA, DHS, and federal agency clients: [Empty];
FPS regions, police officers, and contract guards: X.
Services: Provide warrant and other information from the National Crime
Information Center;
GSA, DHS, and federal agency clients: X;
FPS regions, police officers, and contract guards: X.
Services: Help maintain lists of buildings and other contacts for
emergency notifications;
GSA, DHS, and federal agency clients: X;
FPS regions, police officers, and contract guards: X.
[End of table]
Objective 1: MegaCenters' organization for service delivery:
MegaCenters are located in four cities and are responsible for
providing various services in their respective FPS Regions:
* Philadelphia, PA (FPS Regions 1, 2, 3)
* Battle Creek, MI (FPS Regions 4, 5, 6)
* Denver, CO (FPS Regions 7, 8, 9, 10):
* Suitland, MD (FPS Region 11-National Capital Region):
Each MegaCenter is paired with a sister center:
* Suitland is paired with Battle Creek:
* Philadelphia is paired with Denver:
Sister center pairings provide for redundant capability in case of a
catastrophic failure at any MegaCenter.
Objective 1: MegaCenter workloads:
As of June 2006, MegaCenters had available to them a dispatchable force
of 1,014 FPS police officers and 6,842 contract guards to help protect
and monitor 8,328 federal facilities covering almost 381 million square
feet, which are mostly under the jurisdiction of GSA and DHS.[Footnote
15]
Figure 2: MegaCenters'' National Workload:
[See PDF for image]
Source: GAO.
[A] The Suitland MegaCenter typically does not dispatch its 4,500
contract guards. Due to the geographical area of the region and close
proximity of GSA owned or leased facilities, only FPS police officers
are dispatched.
[B] The number of facilities monitored is a monthly average.
[End of Figure]
Objective 1: FY 2006 federal and contractor staffing levels at each
MegaCenter:
MegaCenters rely upon contractor staff to carry out dispatch and
technical support services.
Each MegaCenter also has FPS officials located on site to oversee the
center's overall operations.
MegaCenters operate around the clock.
Table 2: FY 2006 Actual Federal and Contractor Staffing Levels at Each
MegaCenter:
MegaCenter: Battle Creek;
Federal staff: 9;
Primary Contractor: Wackenhut Services, Inc[A];
Contractor staff: 74.
MegaCenter: Denver;
Federal staff: 4;
Primary Contractor: Gonzales Consulting Services[A];
Contractor staff: 56.
MegaCenter: Philadelphia;
Federal staff: 6;
Primary Contractor: Gonzales Consulting Services;
Contractor staff: 49.
MegaCenter: Suitland;
Federal staff: 4;
Primary Contractor: Gonzales Consulting Services;
Contractor staff: 38.
MegaCenter: Total;
Federal staff: 23;
Primary Contractor: [Empty];
Contractor staff: 217.
[A] The Battle Creek and Denver MegaCenters have other contracts for
personnel to provide services, such as technical support, however,
these contracts are small in terms of the number of personnel provided-
three in Denver and five in Battle Creek.
[End of table]
Objective 1: Historical budget and MegaCenter allocations:
Recent FPS MegaCenter budgets:
* Fiscal year 2004 $20.0 million:
* Fiscal year 2005 $21.5 million:
* Fiscal year 2006 $23.5 million, which accounts for less than 5
percent of FPS's total budget.[Footnote 16]
Estimated fiscal year 2006 budget for each MegaCenter:
* Suitland; $6.0 million.
* Philadelphia; $5.0 million.
* Battle Creek; $6.5 million.
* Denver; $6.0 million.
MegaCenter cost information for FY 2004 and prior years is not
available since FPS transitioned from GSA's accounting system. FY 2005
and FY 2006 cost information is also not available because the ICE
accounting system was not modified to capture costs solely for the
MegaCenters. According to FPS, it is working with ICE to establish the
capability in the accounting system to capture MegaCenter costs in the
future.
Objective 1: MegaCenters rely on IT systems to deliver services:
MegaCenters depend on a variety of IT systems and equipment to deliver
their primary services.
Table 3: Information Technology Systems That Support MegaCenters'
Primary Services:
Information technology systems: Security Information System and
software (alarm receivers and signal receivers);
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: Facility and building client enterprise
information systems;
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: MegaCenter-owned telephone exchange
system and regional and national toll-free emergency numbers;
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: Remote programming software;
Alarm monitoring: X;
Radio monitoring: [Empty];
Dispatch: [Empty].
Information technology systems: Radio systems;
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: Patrol and dispatch operations logs;
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: Voice audio recorders;
Alarm monitoring: X;
Radio monitoring: X;
Dispatch: X.
Information technology systems: Software that allows MegaCenters to
access federal and statelaw enforcement databases;
Alarm monitoring: [Empty];
Radio monitoring: X;
Dispatch: X.
Source: GAO analysis of FPS data:
[End of table]
MegaCenters also depend on additional information technology systems,
such as failover equipment and servers that facilitate sharing files
with sister centers.
Figure 3: MegaCenter Operator at Consoles Used for Alarm Monitoring,
Radio Monitoring, and Dispatch.
[See PDF for image]
Source: FPS Philadelphia MegaCenter.
[End of figure]
Objective 2: MegaCenters use various means to assess operations:
Reports on operator activities-FPS MegaCenter supervisors-staff who are
responsible for overseeing operators-review information about the
timeliness and volume of operators 7activities. For example, they
review reports that describe how long it took operators to send out
emergency notifications and transcribe dictated reports and the number
of problem alarms, among other things.
Assessments of operator communications-Supervisors and designated
quality assurance staff listen to live conversations between operators
and FPS police officers and contract guards as well as regularly listen
to a sample of taped conversations to identify whether operators are
following standard operating procedures. According to MegaCenter
managers, staff sample taped calls on a monthly basis.
Comprehensive reviews of MegaCenter operations-In 2003 and 2004, the
MegaCenter managers completed a manager review of each MegaCenter.
These reviews were replaced by more comprehensive program reviews in
which FPS regional staff with subject area expertise were to review
each MegaCenter and report on concerns and best practices related to
MegaCenter management, administration, technology, and equipment. In
2005, the Philadelphia MegaCenter was the first and only MegaCenter to
undergo a program review. Program reviews were to be conducted annually
at each MegaCenter, however, the MegaCenter managers suspended these
reviews due to budgetary constraints.
Feedback on customer satisfaction-MegaCenter managers and supervisors
use informal means for gathering information about the level of
customer satisfaction. For example, they receive information from
conversations with FPS region program staff and FPS police officers
who, according to MegaCenter managers, do not hesitate to inform them
of performance concerns. Managers also obtain feedback from federal
building tenants and agencies during routine activities, such as when
they update their emergency contact database, and from regional staff
by attending regional staff meetings.
Underwriters Laboratories (UL) control center certification-Although
not an assessment by the MegaCenter staff themselves, the UL
certification process involves feedback from UL inspectors about
whether the MegaCenter meets technical and performance standards. UL
inspectors complete initial inspections to certify the MegaCenters and
conduct regular inspections once a center is certified. The Denver
MegaCenter was UL certified in 2003 and has since had a subsequent
inspection. The Philadelphia MegaCenter's initial UL inspection is
scheduled to be completed in August 2006. Initial UL inspections at the
remaining two MegaCenters have not been scheduled.
Performance measurement-FPS has established performance measures for
the MegaCenters.
Figure 4: MegaCenter Supervisors Monitoring Center Operations:
[See PDF for image]
Source: FPS Denver MegaCenter.
[End of figure]
Objective 2: MegaCenter performance measures:
FPS has identified 11 performance measures for MegaCenter operations.
* Distribute emergency notification reports (SPOT reports) within 30
minutes of notification.
* Review problem alarm reports daily.
* Obtain regular feedback about customer satisfaction from field
operations.
* Continuously review all SPOT reports and other outgoing information
to ensure 100 percent accuracy.
* Transcribe dictated offense and incident reports into database
management system within 8 hours of receipt of the report.
* Submit reviewed contractor billing reports and time sheets within 7
business days after the last day of the month.
* Prepare and review contractor reports for quality assurance plan.
* Maintain completely accurate (non-duplicative) case control numbers.
* Meet UL guidelines and requirements continuously.[Footnote 17]
* Test failover of alarm, radio, and telephone systems weekly.[Footnote
18]
* Monitor calls and review recorded call content for adherence to
standard procedures at least monthly.
Objective 2: Attributes of successful performance measures:
The Government Performance and Results Act of 1993 requires federal
agencies to develop strategic plans, link them with outcome-oriented
goals, and measure agency performance in achieving these goals.
Measuring performance allows organizations to track the progress they
are making toward their goals and gives managers critical information
on which to base decisions for improving their progress.
Organizations need to have performance measures that (1) demonstrate
results, (2) are limited to the vital few, (3) cover multiple program
priorities, and (4) provide useful information for decision making in
order to track how their programs and activities can contribute to
attaining the organization's goals and mission.
We have previously reported on some of the most important attributes of
successful performance measures. These attributes indicate that
performance measures should:
(1) Be linked to an agency's mission and goals;
(2) Be clearly stated: a measure's name and definition are consistent
with the methodology used to calculate it;
(3) Have quantifiable targets or other measurable values;
(4) Be reasonably free of significant bias or manipulation that would
distort the accurate assessment of performance;
(5) Provide a reliable way to assess progress;
(6) Sufficiently cover the program's core activities;
(7) Have limited overlap with other measures;
(8) Have balance or not emphasize one or two priorities at the expense
of others; and:
(9) Address governmentwide priorities of quality, timeliness,
efficiency, cost of service, and outcome.
Objective 2: Assessing MegaCenter performance measures:
We assessed the 11 FPS MegaCenter performance measures against selected
attributes of successful performance measures: linkage to performance
goals and mission, clarity, and measurable targets. We also assessed
whether collectively the 11 performance measures sufficiently cover the
MegaCenters' core program activities and address governmentwide
priorities of quality, timeliness, efficiency, cost of service, and
outcome.
Ten of the eleven MegaCenter performance measures were aligned with
FPS's mission to protect and secure federally owned and leased
properties and personnel and with the MegaCenter program's mission to
provide high quality and standardized alarm monitoring, radio
monitoring, and dispatch. For example, distributing emergency
notification reports (SPOT reports) to federal agencies within 30
minutes helps protect federal personnel and properties by alerting
federal managers of suspicious activities near their locations. We
could find no link between timely review of contractor time sheets and
billing statements and FPS's mission primarily because this measure
seems to be related to administrative activities.
MegaCenter performance measures lacked clarity and measurable targets.
Although some of the measures seemed clearly stated, FPS could not
provide information about how managers calculate any of the measures-a
key component in the clarity attribute. Six of eleven performance
measures have measurable targets-a key component for measuring
performance. For example, the MegaCenter measure for testing the
failover ability of alarm, radio, and telephone systems on a weekly
basis is measurable because it has a quantifiable target but does not
meet the clarity attribute because FPS could not describe the
methodology for calculating this measure.
Seven of the eleven MegaCenter performance measures relate to the
MegaCenters' core activities. For example, daily review of problem
alarm reports and weekly failover of alarm systems relate to the
MegaCenters' alarm monitoring operation. Regular feedback on customer
service and monthly review of operator calls cover aspects of the radio
monitoring and dispatch functions. Other performance measures, like
distributing emergency notification reports in 30 minutes, help fulfill
other critical support functions. However, two of the performance
measures-the timely review of contractor time sheets and preparing and
reviewing contractor quality assurance plans-seem to relate to
administrative activities and are not strictly related to MegaCenter
core activities.
The MegaCenter performance measures primarily address the
governmentwide priorities of quality and timeliness. For example,
transcribing reports within 8 hours and reviewing recorded calls to see
if the operator followed standard procedures address aspects of service
timeliness and quality, respectively. None of the measures relate to
the other governmentwide priorities of efficiency, cost of service, and
outcome.
Objective 2: FPS has established building security performance
measures:
FPS has identified four performance measures to assess its efforts to
reduce or mitigate building security risks.
One of these measures-patrol and response time-assesses FPS's ability
to respond to calls for service within certain time limit goals. It
measures the average elapsed time from when a MegaCenter receives a law
enforcement request (e.g., an alarm, telephone request from a building
tenant, FPS officer initiated call) to the time an FPS officer arrives
at the scene. In fiscal year 2005, FPS reported a national average
response time of 47 minutes. Its goal is to reduce response time by 10
percent in fiscal year 2006.
Table 4: FPS-wide Performance Measures for Facility Protection:
Performance measure: Timely deployment of countermeasures;
Purpose: To compare actual deployment dates with planned deployment
dates.
Performance measure: Countermeasure functionality (e.g., surveillance
cameras, X-ray machines);
Purpose: To gauge whether those security countermeasures for which FPS
is responsible are working as intended, once deployed.
Performance measure: Patrol and response time;
Purpose: To assess FPS's ability to respond to calls for service within
certain time limit goals.
Performance measure: Facility security index;
Purpose: To calculate FPS's average success rate for the above three
performance measures.
Source: GAO, Homeland Security. Guidance and Standards Are Needed for
Measuring the Effectiveness of Agencies' Facility Protection Efforts,
GAO-06-612 (Washington, D.C.: May 2006).
[End of table]
Objective 2: FPS response measure not linked to MegaCenters:
FPS does not link the MegaCenter performance measures to the FPS-wide
performance measures, specifically, the FPS-wide patrol and response
time measure.
The MegaCenters are responsible for part of the patrol and response
activity that is being measured because MegaCenter operators are in
control of the alarm and call response and dispatch operations.
However, although some time-related data is recorded in their records
management system, the MegaCenters do not measure the timeliness of
this activity and FPS has not developed a performance measure that
would identify the MegaCenters' contribution toward meeting the FPS-
wide measure.
Objective 3: Selected organizations' provision of MegaCenters' primary
services:
The Park Police was the only selected organization that provides all
three primary services offered by the MegaCenters. The remaining
selected organizations provide one or two of these MegaCenter primary
services.
Table 5: MegaCenters' Primary Services Offered by Selected
Organizations:
Organization: Federal Protective Services;
Alarm Monitoring: X;
Radio: X;
Dispatch: X.
Organization: U.S. Customs and Border Protection;
Alarm Monitoring: [Empty];
Radio: X;
Dispatch: [Empty].
Organization: U.S. park Police;
Alarm Monitoring: X;
Radio: X;
Dispatch: X.
Organization: U.S. Postal Inspection Service;
Alarm Monitoring: X;
Radio: X;
Dispatch: [Empty].
Organization: Denver Police Department;
Alarm Monitoring: [Empty];
Radio: [X;
Dispatch: X.
Organization: Private organizations;
Alarm Monitoring: X;
Radio: [Empty];
Dispatch: [Empty].
[End of table]
Objective 3: Selected organizations' provision of other services:
Selected organizations also offer other services the MegaCenters offer.
* Many organizations record telephone and radio communications in case
these communications need to be reviewed; officials from the
associations stated that reviewing calls to ensure procedures are
followed correctly is an important control center practice.
* All public organizations provide information to officers based on
inquires to the FBI's National Crime Information Center among other
databases.[Footnote 19]
* All private organizations provide access control services that allow
them to track and restrict facility access.
* One private organization monitors system conditions separately to
distinguish between an intrusion, door propped open, tamper, or long
access, which assists in determining the appropriate action to take.
A few organizations offer services the MegaCenters do not.
* Three private organizations provide audio and/or video monitoring
services which allow operators to remotely listen and/or view live
audio and/or video transmission from the secured site. Officials from
two organizations reported that this type of surveillance technology
minimizes the number of on-site guards required for their clients. In
addition, this surveillance technology provides operators with
additional intelligence information to help them decide what further
actions to take.
Objective 3: Workload and staffing of public organizations compared to
MegaCenters:
Workloads and staffing vary by public organization. While Postal
Inspection Service monitors more facilities than the MegaCenters, it
does not dispatch officers. Park Police, an organization that does
dispatch officers, has far fewer officers available to dispatch than
the MegaCenters and, because the Park Police has a different purpose,
it monitors far fewer facilities than the MegaCenters.
Table 6: Workload Statistics of Selected Public Organizations' Centers:
Public organization: Federal Protective Service;
Center Purpose: Monitor alarm systems of federal facilities and
dispatch FPS officers and contract guards to these facilities, if
necessary. Monitor the radios of officers and guards to ensure their
safety and to provide information to officers.
Number of centers: 4;
Facilities monitored: 8,328;
Dispatchable personnel: 7,856;
Center staffing[A]: 240.
Public organization: U.S. Customs and Border Protection;
Center Purpose: Monitor radios nationwide for all customs
investigations at ports to ensure officer safety and coordinate
response, if necessary;
Number of centers: 1;
Facilities monitored: Not applicable;
Dispatchable personnel: Not applicable;
Center staffing[A]: 71.
Public organization: U.S. Park Police;
Center Purpose: Monitor alarms and dispatch Park police officers and
law enforcement rangers to protect national monuments and parks.
Monitor officer radios to ensure officer safety and provide information
to officers;
Number of centers: 3;
Facilities monitored: 875[B];
Dispatchable personnel: 717;
Center staffing[A]: 36.
Public organization: U.S. Postal Inspection Service;
Center Purpose: Monitor postal facilities' alarm systems and radio
communication of Postal Inspection police and federal agents to ensure
officer safety and to provide information to officers;
Number of centers: 2;
Facilities monitored: 11,448;
Dispatchable personnel: Not applicable;
Center staffing[A]: 67.
Public organization: Denver Police Department;
Center Purpose: Provide emergency services to the city and county of
Denver;
Number of centers: 1;
Facilities monitored: Not applicable;
Dispatchable personnel: 1,452;
Center staffing[A]: 129[C].
[A] This includes both full-time federal employees and contract staff,
where applicable.
[B] This is the approximate number of alarms monitored by Park Police's
two centers in the District of Columbia and San Francisco. The New York
control center does not monitor alarms.
[C] One hundred and twenty-nine is an approximation. Denver Police
Department reported 131 personnel, 4 are part time.
[End of table]
Objective 3: Selected organizations' general organizational structure:
The selected organizations have organizational structures similar to
the MegaCenters.
* Like the MegaCenters, all five private organizations monitor alarms
through centralized control centers.
- Each of the five private organizations have between 2 to 5 national
central control centers.
- One private organization official stated that centralizing and
consolidating monitoring services allows for easier staffing, better
customer service, and higher quality technology.
* Like the MegaCenters, all public and private organizations have
backup ability, with the exception of Customs and Border
Protection.[Footnote 20]
- Officials from the organizations and associations we interviewed
cited the importance of center redundancy in the event of catastrophic
failure at any one control center.
Objective 3: Selected organizations' work assignment structure:
Similar to the MegaCenters, most of selected organizations assign calls
and alarms to a specific control center based on the geographic
location of the call or alarm signal.
* Some organizations reported that this type of work allocation is
beneficial because it reduces stress for the operator and provides
better customer service. For example, one private organization reported
that its operators become familiar with both the people who call the
control centers and their locations which allows them to provide better
directions to responders.
Postal Inspection Service and one private organization are able to
allocate workload to their control centers based on demand and operator
availability. For example, when an alarm signal or telephone call comes
into Postal Inspection Service, its software decides which center
should receive the signal or call based on center workload.
* Both organizations reported efficiencies from this type of work
allocation.
- Postal Inspection Service reported a reduction in required center
staff.
- The private organization reported the ability to close some of its
control centers during non-peak hours, reducing costs.
* Both organizations attribute the ability to allocate work in this
manner to more advanced technology.[Footnote 21]
Objective 3: Selected organizations' methods to assess service quality:
The selected organizations use a variety of methods to ensure centers
are meeting their goals and providing quality services, many similar to
the MegaCenters.
Table 7: Selected Organizations' Methods to Ensure Quality Service:
Organization: Federal Protective Service;
Regular review of a sample of operators calls: X;
Operator pay incentives based on performance: [Empty];
Volume and/or time measures: X;
Regular and formal process for soliciting customer feedback: [Empty].
Organization: U.S. Customs and Border Protection[A];
Regular review of a sample of operators calls: X;
Operator pay incentives based on performance: [Empty];
Volume and/or time measures: X;
Regular and formal process for soliciting customer feedback: [Empty].
Organization: U.S. park Police;
Regular review of a sample of operators calls: [Empty];
Operator pay incentives based on performance: [Empty];
Volume and/or time measures: [Empty];
Regular and formal process for soliciting customer feedback: [Empty].
Organization: U.S. Postal Inspection Service;
Regular review of a sample of operators calls: X;
Operator pay incentives based on performance: [Empty];
Volume and/or time measures: X;
Regular and formal process for soliciting customer feedback: [Empty].
Organization: Denver Police Department;
Regular review of a sample of operators calls: X;
Operator pay incentives based on performance: X;
Volume and/or time measures: [Empty];
Regular and formal process for soliciting customer feedback: [Empty].
Organization: Private security organizations;
Regular review of a sample of operators calls: X[B];
Operator pay incentives based on performance: X;
Volume and/or time measures: X[B];
Regular and formal process for soliciting customer feedback: X.
[A] Customs and Border Protection officials reported that they are in
the process of developing a formal customer survey tool.
[B] Indicates that at least one of the selected private security
organizations used these methods.
[End of table]
Regular review of calls:
* Most officials from the associations we interviewed agreed that
competent control centers have a quality assurance process that
includes regular review of a random sample of calls to ensure that the
operators asked the correct questions and provided the correct
information when dispatching and to check the timelines and timing of
responses. FPS MegaCenter supervisors monitor each of their operators
calls on a monthly basis to ensure correct procedures are followed.
Pay incentives:
* One private organization not only conducts call reviews but also ties
pay incentives to its quality assessment program by linking employee
call review evaluations to spot awards and bonuses. None of the federal
agencies reviewed, including the MegaCenters, used these types of pay
incentives.
Volume and time measurements:
* Examples of measurements are the amount of time it takes to answer a
call, time taken to act on a call, and number of complaints from
responding officers. Although the MegaCenters have volume and time
measurements, they do not report the time it takes from receipt of
alarm signal to officer dispatch. Some of the measures the MegaCenters
use include the time elapsed between an officer calling in an incident
and its entry into the records management system and the time it takes
to send emergency notification reports to higher management. They also
report volume statistics to their regions, such as the number of cases
they have opened in a month.
* Officials from Customs and Border Protection and the Commission on
Accreditation for Law Enforcement Agencies stated that many volume and
time measurements cannot be used in law enforcement because timing can
depend on circumstances. For example, the time it takes a Customs and
Border Protection operator to clear a radio call would not be an
appropriate measure because some of their functions are more tactical
in nature-for example providing radio support in an undercover
investigation-and cannot accurately be measured with time and volume
statistics only.
Customer satisfaction:
* Two private organizations regularly and formally survey their
customers to find out if operators were pleasant, delivered timely
service, and seemed to be well trained and informed.
* Other organizations, like MegaCenters, use a more informal process to
gauge customer satisfaction. To formalize its customer feedback, the
Suitland MegaCenter developed a survey to gauge officer satisfaction,
however, it is waiting for approval to use it.
- Customs and Border Protection has hired a private consultant to help
them develop a customer satisfaction survey and believe its use, in
conjunction with volume statistics, will provide a more meaningful
measure of their service quality.
Performance measures:
* One private organization and the Postal Inspection Service not only
perform assessment activities but also have established measurable
performance goals for their control centers. Examples of the private
organization's goals are: resolution of 90 percent of high priority
events within 60 seconds and resolution of 85 percent of inbound and
technical assistance specialist calls within 18 seconds.
* Postal Inspection Service has begun to establish volume and time
measurement goals, such as a 25 percent reduction in the number of
complaints in which standard operating procedures were not followed and
a 10 percent reduction in the time it takes to answer radio calls. They
intend to revise their goals in fiscal year 2007 once they have actual
experience against which to set a benchmark.
* The MegaCenters have created performance measures, however, they lack
some attributes of successful performance measures, such as measurable
targets.
Objective 3: Selected organizations use of a CAD system:
The MegaCenters perform dispatch and incident management functions
manually while Denver Police Department uses a CAD system to perform
these functions and the Postal Inspection Service uses a CAD system to
track officer locations and perform incident management functions. The
Park Police's San Francisco center also uses a CAD system with limited
capabilities, and Park Police has a plan in place to purchase and
upgrade a system for its three centers.
MegaCenter operators keep track of officers on duty and their locations
by hand or by using an Excel spreadsheet, and when they dispatch an
officer to a federal building they must enter the address location into
the database. In comparison when a Postal Inspection Service operator
tracks an officer to a building, the CAD system automatically populates
the address field and the system shows all contact information for that
building. Without a CAD system, the operators spend more time
retrieving information from different sources and entering data, such
as client contact information.
CAD systems automate dispatch and incident management functions and
allow for more efficient handling of incidents. Typical CAD system
functions include management of call routing and prioritization,
dispatching, and response procedures. For example, a CAD system can
decide which control center a call should o to based on workload,
prioritize the call for the operator, and automatically display to the
operator the actions to take. CAD systems record times of incidents,
locations, and corresponding actions by dispatchers and officers which
allows for analysis to be conducted to determine, for example, response
times, workload, the types of incidents requiring response, and
resource allocation needs.
Figure 5: Left: Postal Inspection Service Operators Using a CAD System
to Track Officer Locations, Right: Postal Inspection Service's Network
Server Room:
[See PDF for image]
Source: U.S. Postal Inspection Service's National law Enforcement
Control Center, Dulles, VA.
[End of figure]
Selected organizations and associations stated that CAD systems are
beneficial for dispatching services by allowing for faster operator
response, automatic recording of operator actions enabling easier
performance analysis, and automatic operator access to standard
operating procedures and response prioritization. For example, when a
signal comes into a Postal Inspection Service control center, the CAD
system automatically retrieves and displays the response actions for
the operator to follow.
FPS has repeatedly recognized the need for a CAD system. In 1993, the
Sandia study of FPS's former control centers recommended that the
centers have a CAD system for the most effective and time efficient
dispatch operations while using a minimum center personnel structure. A
2003 DHS MegaCenter review also stated that the MegaCenters needed a
CAD system. In January 2006, FPS issued a request for information for a
CAD system. No funding has been allocated in fiscal year 2006 for the
MegaCenters to purchase a CAD system.
Objective 3: Best practices: technology planning:
Our guide on IT investment decision-making-based on best practices in
the public and private sectors-stresses that part of achieving maximum
benefits from an IT project requires that decisions be made on a
regular basis about the status of the project. To make these decisions,
senior managers need assessments of the project's impact on mission
performance and future prospects for the project.
Senior managers should regularly question whether (1) the current
system meets organizational needs, (2) the system should be modified to
better meet these needs, (3) a new system is needed to best meet these
needs, or (4) the needs could best be met by outsourcing the work.
Included in the regular review should be costs for operation and
maintenance of the project, such as hardware upgrades, system software
changes, and ongoing user training. Successful IT management requires
that a plan be developed for the continued support and operation of
every IT project.[Footnote 22]
Objective 3: FPS technology planning:
While the MegaCenters have assessed their technology on several
occasions and have determined that some refreshment is needed, no
funding has been allocated by FPS for this use.
* When the MegaCenters were established, FPS intended scheduled
replacement of their technical systems after 5 years, but this timeline
has passed. In addition, a 2003 DHS MegaCenter review found that there
were various states of technologies in systems across centers and
proposed planning for life cycle equipment replacement. However,
according to FPS officials, no technology replacement program has been
established, and equipment is replaced on a per MegaCenter, as-needed
basis.
* A 2005 program review of the Philadelphia MegaCenter found that no
strategic plan had been established to guide and lead the MegaCenters
into the future in terms of technology and equipment. The review
suggested that a national team be assembled to focus on the
MegaCenters' communications and technology needs. Loss of IT positions
at the MegaCenters has prevented the MegaCenter branch chief from
creating this national team. However, FPS's IT program manager conducts
weekly teleconferences to discuss IT issues in the MegaCenters, which
MegaCenter IT staff attend. In addition, the MegaCenter branch chief
has developed a radio coverage plan-his main technology priority for
the MegaCenters-which outlines plans to acquire technology systems that
will ensure the MegaCenters can receive radio signals for all areas in
the regions.[Footnote 23] There has been no funding to implement this
plan.
As part of the budget justification process, FPS has submitted the
required analysis and requested funding for a technology upgrade
project for each budget year from 2003 through 2006.[Footnote 24] FPS's
proposed project is to maintain, consolidate,
standardize, and enhance current and future FPS systems and integrate
it with DHS systems. Included in the request for each year is an
Operations Reporting and Information Network (ORION) system to be used
at the MegaCenters that would provide enhanced incident capture and
tracking, officer tracking, and officer safety features and includes a
CAD system.
Although FPS has developed this investment plan, no funds have been
allocated for ORION or any other MegaCenter technology improvements. An
FPS official stated that because of limited funding, the MegaCenters
are not investing in technology, and the only money being spent on
MegaCenter technology is for maintenance so they can maintain current
operations. Another official reported that under GSA, FPS was given
funds for technology investment but since moving to DHS, FPS has not
received these extra funds and must take money from its operating
budget to fund technology purchases.
[End of section]
Appendix II: Comments from the Department of Homeland Security:
U.S. Department of Homeland Security:
Washington, DC 20528:
September 6, 2006:
Mr. Mathew J. Scire:
Acting Director:
Physical Infrastructure Issues:
U.S. Government Accountability Office:
441 G Street, NW:
Washington, DC 20548:
Dear Mr. Scire:
RE: Draft Report GAO-07-18, Homeland Security: Federal Protective
Service Could Better Measure the Performance of Its Control Centers
(GAO Job Code 543151):
The Department of Homeland Security appreciates the opportunity to
review and comment on the draft report referenced above. The Government
Accountability Office (GAO) recommends that the Director of the Federal
Protective Service (1) establish Mega Center performance measures that
meet the attributes of successful performance measures that GAO has
identified, and (2) develop a performance measure for the Mega Centers
that is directly linked to the Federal Protective Service-wide response
time measure and covers the scope of Mega Center operations. The report
also suggests that Mega Centers would benefit from computer-aided
dispatch system capabilities. The findings are specific to program
operations.
We agree in principle that it is important that Federal Protective
Service (FPS) officials identify and develop performance measures to
quantify and gauge the success of Mega Center operations. Towards that
end, FPS officials, working within U.S. Immigration and Customs
Enforcement (ICE), have undertaken a comprehensive review of the Mega
Centers to identify not only ways in which performance can be better
measured, but also methods by which efficiencies can be achieved,
processes can be improved, and capabilities can be leveraged. FPS
personnel can generate and track the kind of information necessary to
assess performance through this broad approach.
The draft report also suggests that Mega Centers would benefit from
computer-aided dispatch system capabilities. The U.S. Immigration and
Customs Enforcement's Chief Information Officer (CIO) currently is
assessing Mega Center technology requirements. We recognize that there
have been several studies and evaluations of Mega Center technology
that have identified the need for technology upgrades; however, ICE
officials anticipate that the current assessment will have a meaningful
impact on FPS technology capabilities. The CIO, reporting directly to
the ICE Assistant Secretary on the progress and findings of the study,
is reviewing radio infrastructure, voice and data circuit
infrastructure, Mega Centers as an ICE asset, and the FPS information
technology portfolio.
Technical comments have been provided under separate cover.
Sincerely,
Signed by:
Steven J. Pecinovsky:
Director:
Departmental GAO/OIG Liaison Office:
[End of section]
Appendix III: GAO Contact and Staff Acknowledgments:
GAO Contact:
Mathew J. Scire (202) 512-2834 or s [Hyperlink, sciremj@gao.gov]
ciremj@gao.gov.
Staff Acknowledgments:
Other key contributors to this report were Gerald P. Barnes, Assistant
Director; Deirdre Brown; Bess Eisenstadt; Colin Fallon; Brandon Haller;
Richard Hung; Alex Lawrence; Gail Marnik; and Josh Ormand.
(543151):
FOOTNOTES
[1] Federal facilities include government-owned and -leased space.
[2] Under agreement, FPS authority can be extended to provide its law
enforcement and security services to any property with a significant
federal interest.
[3] We did not assess whether the performance measures were objective,
reliable, overlapping, or balanced.
[4] We interviewed officials from the following associations:
Association of Public Safety Communications Officials, the Commission
on Accreditation for Law Enforcement Agencies, the National Burglar and
Fire Alarm Association, the National Fire Protection Association,
Priority Dispatch, the Security Industry Association, and Underwriters
Laboratories.
[5] We looked at two lists: one was in terms of gross revenue, the
other was in terms of revenue.
[6] In specific situations, two of the private security organizations
dispatched either contract guards or their own guards. However, because
these were situational circumstances, we did not include them as being
similar to the MegaCenters' dispatching service. For example, one
organization only uses contract guards when local jurisdictions will
not dispatch their own police officers without actual verification of
the nature of the alarm. In these cases, the organization will have a
guard check whether there is a burglary in progress, and if so, the
organization will contact the police.
[7] In addition to patrol and response time, FPS has three other
agencywide performance measures (1) timely deployment of
countermeasures, (2) functionality of countermeasures, and (3) facility
security index (an average success rate for the other measures).
[8] As of August 2006, MegaCenter officials reported a revised
MegaCenter budget of approximately $19 million for fiscal year 2006.
[9] UL certifies control centers that provide all elements of service
required by UL's standards, including appropriate operator response to
fire alarm signals and proper equipment inspection, testing, and
maintenance.
[10] "Failover" is the capability to switch over automatically to a
redundant or standby system in the event of a system failure. Each
MegaCenter tests its ability to run its sister-center's operations in
case that center has system failure.
[11] See GAO, Tax Administration: IRS Needs to Further Refine Its Tax
Filing Season Performance Measures, GAO-03-143 (Washington, D.C.: Nov.
22, 2002), pp.2-3, 46-53.
[12] GAO, Assessing Risks and Returns: A Guide for Evaluating Federal
Agencies' IT Investment Decision-making, GAO/AIMD-10.1.13 (Washington,
D.C.: February 1997).
[13] Facilities include government owned and lease space.
[14] Site selection for New York, NY was never finalized and eventually
was switched to a site in Philadelphia, PA.
[15] Under agreement, other federal agencies may obtain MegaCenter
alarm services for a fee. For example, the Denver MegaCenter provides
alarm monitoring for some National Guard Armory and Air Force units.
These units dispatch their own response teams when the MegaCenter
receives an alarm and notifies the units. At the tenant agencies'
request, private security firms also provide this service to some
facilities under the jurisdiction of GSA and DHS.
[16] As of August 2006, MegaCenter officials reported a revised
MegaCenter budget of approximately $19 million for fiscal year 2006.
[17] UL certifies centers that provide all elements of service required
by UL's standards, including appropriate operator response to fire
alarm signals and proper equipment inspection, testing, and
maintenance.
[18] Failover is the capability to switch over automatically to [A]
redundant or standby system in the event of [A] system failure. Each
MegaCenter tests its ability to run its sister-center's operation in
case that center has system failure.
[19] Like the MegaCenters, Customs and Border Protection, Postal
Inspection Service, and Park Police also retrieve information for
officers from the National Law Enforcement Telecommunication System and
the Denver Police Department retrieves information for officers from
the Colorado 33 Crime Information Center database.
[20] Park Police's control center in the District of Columbia has
backup capabilities for all three primary services. The centers in San
Francisco and New York are able to backup their radio and call taking
functions, however, the San Francisco center is not able to backup its
alarm monitoring function.
[21] Postal Inspection Service can only allocate work in this manner
for its alarm monitoring and call taking service. Radio signals must be
assigned to a specific center because the technology at the time Postal
Inspection Service built its control centers was not yet developed to
allow radio signals to be assigned to first available center.
[22] GA0, Assessing Risks and Returns: A Guide for Evaluating Federal
Agencies' IT Investment Decision-making, GAO/AIMD-10.1.13 (Washington,
D.C.: February 1997). 45:
[23] Currently there are some areas where FPS police officers' and
contract guards' radios cannot transmit signals to the MegaCenters
preventing the MegaCenter operators from being able to monitor the
radios.
[24] Each year agencies submit to the Office of Management and Budget a
Capital Asset Plan and Business Case to justify each request for a
major IT investment.
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