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Vol. LVIII, No. 14
July 14, 2006

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Another Roadmap Emerges on Campus — Establishes Direction for NIH Police

On the front page...

A thoroughly designed, well-constructed roadmap will usually take you down the proper path — whether your goal is to take a much-needed trip or achieve some life-long dream. Of more interest to the NIH community is a new, comprehensive management plan initiated by the NIH Division of Police, a component of the Office of Research Services.


On June 26, Police Chief Alvin Hinton presented hard copies of the roadmap — which has moved from the "thought" stage to "development" over the past 2 years — to his division's supervisors, management and staff. The plan, based on a structured approach to management and improvement, is the brainchild of Hinton and Deputy Chief Robert "Dan" Fuller.

Police Chief Alvin Hinton presents a copy of the new roadmap to colleague Karen Heflin.  
"It's a well-developed, fully thought-out articulation of our direction that has been received really well by our employees," said Fuller. "It includes key initiatives previously identified as issues by our (police) staff." He added that the plan was a division-wide effort with contributions from all ranks. "It's a process that will leave no doubt as to what we are trying to achieve and what contribution everyone must make in achieving these things," the deputy chief explained.

The structured approach is known as the "balanced scorecard." Devised in the early 1990's, it enables organizations to clarify their vision and strategy and propel their directives into action. Further, it provides a feedback system that promotes continuous improvement and positive results — a goal long visualized by managers in the Division of Police. The balanced scorecard approach has previously been approved and used by the Department of Health and Human Services as a way of managing its resources and has been supported by ORS's Office of Quality Management for the past several years.

At the June 26 event, Hinton outlined 7 specific objectives and the short-, mid- and long-term initiatives the division must accomplish to reap the benefit of planning efforts. High-level objectives include improving policies and procedures, implementing management information systems and improving overall operations.

The roadmap's initiatives are aligned with the NIH mission and are tied to the broader goals of HHS, according to Hinton. "It's all based on a compilation of input that we collected by going directly to the stakeholders — that is, our management and staff. Never before has it been documented in a format that establishes priorities and will be the keystone of our organization," he added. "It sets the principles in place and says 'Here is the direction we have to move forward.'"

The roadmap includes plans to staff the division to authorized levels and provide relevant staff training. For example, Fuller said, "We would like to bring a hazardous material response team on line. Our staff has not been fully trained for this — it's something both the chief and I believe is important to fulfill our mission."

The Division of Police currently consists of 87 sworn police officers and approximately 18 support employees working in three branches: Police Operations, providing patrol, K-9 officers and criminal investigators; Guard Operations, managing the contracted guard services force that supports perimeter security; and Support Services, which manages inventory, supplies and training needs of the division and provides Emergency Call Center services for the campus.

Both Hinton and Fuller agree that the roadmap will be instrumental in enhancing the work of the division and will ultimately help improve safety and security of the NIH community.

The Division of Police strategic plan is located online at

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