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​​Contact NIH Police


Bethesda, MD- Main Campus

Emergency:
On Campus: (301) 496-9911
Campus Phone: 911

Non-Emergency:
On Campus:(301) 496-5685
Campus Phone: ​311

NIH Police Office
Building 31, Room B3B17
31 Center Drive MSC 2012
Bethesda, Maryland 20892-2012
Phone: 301-496-2387
Fax: 301-402-0394
Email: policechief@nih.gov​

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Contact Information

To obtain further information, plea​se contact:

Building 31, Room B3B17
31 Center Drive MSC 2012
Bethesda, Maryland 20892-2012
Phone: 301-496-2387
Non-Emergency Calls 311 or 301-496-5685
Fax: 301-402-0394
Email: policechief@nih.gov

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Goals and Initiatives (NIH Only)

Short Term Goals and Initiatives (FY 10-11)

Objective 1: Provide for the Safety of NIH tangible and intangible assets

Goal 1.1: Improved Policies and Procedures

  • Complete the development of the post orders for off-campus guard posts
  • Upgrade all on-campus security guard post orders to ensure current and effective in meeting today’s demands
  • Convert the policy writing position from a contractor to an FTE (Policy Writer)
  • Continue to rewrite the Manual Order of Rules and Procedures
  • As appropriate, train staff on new directives as they are developed and issued
  • Begin the development of “standards of training” for the various aspects of the Division of Police (DP) training program
  • Review Written Processes and Procedures for: hiring, promotion, assignment and special units to ensure policies meet “today’s” needs. Work with Union to establish common understanding and terms of policies and create associated checklists
  • Enhance Community Policing: Assign and train personnel in Community Oriented Policing (COP) fundamentals for buildings 31, 38, and 45. Evaluate effectiveness of program and consider the expansion of the program.

Objective 2: Maximize safety with minimal inconvenience at the best price

Goal 2.1: Strengthen the Division of Police Strategic Plans

  • Update DP Strategic Plan’s  short, mid, and long-term goals and initiatives (Yearly Review and/or as necessary) by end of first quarter of calendar year
  • Update Division of Police Strategic Training Plan by end of calendar year
  • Continue meeting with various work groups of the Division of Police to enhance understanding of roles and responsibilities within the strategic plan.

Objective 3: Stay ahead of potential threats

Goal 3.1: Improve DP Operations

  • Monitor status of ORS and Departmental initiatives to attain jurisdiction
  • Commercial Vehicle Inspection (CVI) upgrade:
    • Add an x-ray machine
    • Add a connection to the National Crime Information Center (NCIC) database
    • Add an automated tag reader
  • Position Descriptions:  Ensure the appropriate security clearance level is listed on every Position Description and Performance Management Plan within the Division of Police
  • Fill the Special Response Team Leader vacancy(s)
  • Special Response Teams:  Create short, mid, and long term goals and initiatives for this team
  • Fill vacancies in the Marksman Program and ensure initial training is completed as appropriate
  • Unify the various Special Response Teams:  Integrate these teams into the overall Special Response Team concept
  • Have operational Commercial Dispatch  and Reporting System (CODY) terminal placed at Rocky Mountain National Lab (RML)
  • Have operational National Crime Information Center (NCIC) terminal placed at Rocky Mountain National Lab (RML)
  • Bring the Division of Police security components for the National Institute on Allergies and Infectious Diseases’ (NIAID’s)  Bio Safety Level – 4 (BSL-4) lab at Ft. Detrick on-line
  • Obtain equipment (card reader, turnstiles, x-ray machine, magnetometers) for the NIH Bayview campus
  • Continue and enhance the Community Oriented Policing (COP)/guard inspection and testing program at the NIH campus

Objective 4: Improve the well-being of the Division of Police workforce

Goal 4.1: Improve Environment

  • Issue a dress blouse to all uniformed officers to ensure professional appearance of the Division of Police at special functions
  •  Develop a business case for an additional officer at Ft. Detrick
  • Train staff at offsite locations on how to use the new equipment (card reader, turnstiles, x-ray machines, magnetometers, etc.) in support of equipment installation referenced above
  • Incorporate supervisor/management training component to each Police Management Information Exchange Forum

Objective 5: Maximize use of automated performance management systems

Goal 5.1: Implement Useful Management Information Systems

  • Replace the Visitor Badging System
  • Automate Vehicle Maintenance and Replacement Plan
  • Advertise and fill the Division of Police Website Manager Position (auxiliary duty FTE Division of Police position)
  • Enhance Internal and External Website
  • Populate the Division of Police Dashboard of Readiness Indicators with accurate data
  • Convert the Division of Police Dashboard of Readiness Indicators from its current foundation to the SharePoint platform
  • Monitor the Division of Police request to officially create an “Exempt Set of Records” for the majority of the Division of Police records
  • Continue efforts to modify/establish the “Records Retention” system/program for the Division of Police
    • Identify and list the appropriate Division of Police records that should be covered within the “Records Retention” system/program

Objective 6: Ensure KSAs of the workforce are in line with potential threats

6.1: Strategic Alignment

  • Complete the standup of the “Skills Manager” Program and use it to streamline the Division of Police Individual Performance Plan (IDP) process (templates, Knowledge/Skills/Abilities (KSAs), Position Descriptions (PDs), etc.), as well as housing electronic copies of the performance contracts
  • Finalize Division of Police templates/formats
  • Update all Knowledge, Skills, and Abilities (KSs), Position Descriptions (PDs) and Individual Development Plans (IDPs) in accordance with template
  • Finalize an environmental policy for the Division of Police in accordance with ORS needs and direction
  • Develop Charter for NIH DP “Training Recommendations” Committee/ Appoint members
  • Develop Charter for NIH DP “Training Standards” Committee/ Appoint members

6.2: Improved Communication

  • Hold regular Town Hall meetings to provide information, answer questions, and receive staff input
  •  Hold regular Police Management Information Exchange Forums (PMIEFs) to share information
  • Plan  management meeting for January of 2011 calendar year to update accomplishments, status of short, mid and long-term goals and initiatives

Objective 7: Maximize funding for Division Readiness

7.1: Improved Business Acumen

  • Improve knowledge and management of budget process by ensuring ongoing communications with Office of financial Management (OFM,) Office of Logistics and Acquisition Operations (OLEO) and the  Office of Business Systems and Finance (OBSF) to ensure financial integrity and lower risk in budget develop and execution process. To the best of the division of Police’s span of control, spending plans will be managed according to information provided through preliminary and final budget plans and build “business cases” for the Division of Police spending in current and “out” years.

Mid-Term Goals and Initiatives (FY 11-12)

Objective 1: Provide for the Safety of NIH tangible and intangible assets

Goal 1.1: Improved Policies and Procedures

  • Review all on-campus and off-campus security guard post orders to ensure they are efficient and effective in meeting current demands; revise as necessary
  • Complete the rewrite of Manual Order of Rules and Procedures
  • Audit operations to ensure understanding and compliance with new Manual Order of Rules and procedures
  • Complete and implement standards for training for the various aspects of the Division of Police training program
  • Implement and follow written policies and procedures for hiring, promotion, assignment, and special units; ensure common understanding with union; modify or update as required
  • Based on evaluation of NIH’s Community Oriented Policing Program (COP), and associated success or barriers, make determination on expansion or modification of the program

Objective 2: Maximize safety with minimal inconvenience at the best price

Goal 2.1: Strengthen the Division of Police Strategic Plans

  • Review and update Strategic Plan, including short, mod and long-term goals/ initiatives, as required.
  • Complete all meetings with various segments of the DP to enhance understanding of roles and responsibilities within the strategic plan
  • Continue with yearly review of DP Strategic Plan and Strategic Training Plan

Objective 3: Stay ahead of potential threats

Goal 3.1: Improve DP Operations

  • Continue to monitor status of ORS and Departmental initiatives to attain jurisdiction. If attained, begin developing implementation requirements
  • Scenario testing: Conduct and participate in exercises based on multiple scenarios to better ensure preparedness and readiness to respond to incidents or crisis
  • Complete the design of renovating DP space in Building 31 on the B-3 & B-4 levels.  Work with other NIH entities as appropriate to have plans approved and construction started.
  • Rebuild ECC: Design and develop new physical environment for PD Emergency Communications Center. Upgrade systems and work areas designed to be more conducive to ECC –related work.  (Hardier backup systems – ECC, communications: Ensure sufficient backup capability in case of mid-term to long-term power outages or peak usage due to emergency situations.)

Objective 4: Improve the well-being of the Division of Police workforce

Goal 4.1: Improve Environment

  • Issue a dress blouse to all new-hire uniformed officers to ensure consistency of professional appearance of the Division of Police at special functions
  • Implement charter for the function of a standing training committee and appoint members as appropriate
  • Support or re-submit business case for an additional officer at Ft. Detrick
  • Train new staff at offsite locations on how to use the new equipment (card reader, turnstiles, x-ray machines, magnetometers, etc.) in support of equipment installation referenced above
  • Incorporate supervisor/management training component to each Police Management Information Exchange Forum (PMIEF.)

Objective 5: Maximize use of automated performance management systems

Goal 5.1: Implement Useful Management Information Systems

  • Complete efforts to Modify/establish the “Records Retention” system/program for the DP
  • Fully develop and implement new and enhanced Division of Police website
  • Review Dashboard to gain insight into Division of Police “Readiness.” Evaluate indicators for adjustments/ additions/ deletions. Ensure Division of Police Dashboard is updated and placed on internal website with appropriate security.
  • Monitor status of request for “Exempt set of Records for Division of Police. Update as necessary. Develop implementation plan and begin training and integration of process, as approved.
  • Finalize and implement “Records Retention” system. Perform training and communication to staff as necessary. Modify necessary policies and procedures affected by changes.

Objective 6: Ensure KSAs of the workforce are in line with potential threats

6.1: Strategic Alignment

  • Update and complete all Individual development Plans (IDPs) for the Division of Police
  • Implement goals for Special Response Teams

6.2: Improved Communication

  • Continue with regular Town Hall Meeting to communicate information, answer questions, and receive staff input
  • Continue convening PMIEF  exchanges
  • Continue holding yearly (January 2012) management meeting to review accomplishments, progress, and new short, mid and long-term goals and initiatives

Objective 7: Maximize funding for Division Readiness

7.1: Improved Business Acumen

  • Continue improving communications with Budget Office, OFM, and OLEO to ensure budget integrity
  • Consider assignment of Budget liaison to work with SER Budget Officer, and other Stakeholders to ensure integrity of DP Budget Process

Long-Term Goals and Initiatives (FY 12-14)

Objective 1: Provide for the Safety of NIH tangible and intangible assets

Goal 1.1: Improved Policies and Procedures

  • Gather proofs of compliance for the Commission on Accreditation for Law Enforcement Agencies (CALEA) Accreditation
  • Continue to update Manual Order of Rules, as necessary
  • Modify/ Update on-campus and off-campus post orders as necessary
  • Update the “standards of training” for the various aspects of the DP training program, as needed

Objective 2: Maximize safety with minimal inconvenience at the best price

Goal 2.1: Strengthen the Division of Police Strategic Plans

  • Conduct gap analysis of Individual Development Plans (IDPs) and correct any deficiencies noted
  • Continue with yearly review of strategic plan/ strategic initiatives

Objective 3: Stay ahead of potential threats

Goal 3.1: Improve DP Operations

  • Commission on Accreditation for Law Enforcement Agencies (CALEA) Accreditation:  Apply for accreditation and prepare for the evaluation
  • Address and correct any Commission on Accreditation for Law Enforcement Agencies (CALEA) deficiencies

Objective 4: Improve the well-being of the Division of Police workforce

Goal 4.1: Improve Environment

  • Continue incorporating supervisor/management training into each Police Management Information Forum

Objective 5: Maximize use of automated performance management systems

Goal 5.1: Implement Useful Management Information Systems

  • Ensure accuracy population and update of “Records Retention” system. Perform system Audit
  • Ensure population and update of Individual development Plans (IDP) and other Division of Police tracking systems

Objective 6: Ensure KSAs of the workforce are in line with potential threats

6.1: Strategic Alignment

  • Review and Update Plans and coordination for Special Teams; Update/ Train as necessary

6.2: Improved Communication

  • Continue Town Hall meetings
  •  Continue Police Management Information Exchange Forum (PMIEF) and Yearly Review of Short, Medium and Long-term goals

Objective 7: Maximize funding for Division Readiness

7.1: Improved Business Acumen

  • Continue to work closely with Office of Research Services (ORS,) Office of Financial Management (OFM), Budget Office and other stakeholders in preserving DP budget integrity.
  • Appoint/ reappoint budget liaison, as necessary
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