Starbucks Core Competencies

(2) Customer’s** and stakeholders What are your key market segments, customer groups, and stakeholder groups, as appropriate?

FPS stakeholders are comprised of several federal agencies that rely on FPS law

enforcement and security services to provide protection to federal employees and

government owned and leased facilities.

What are their key requirements and expectations for your products, customer support services, and operations?

To improve law enforcement response and enhance security services in the protection of federal assets.

What are the differences in these requirements and expectations among market segments, customer groups, and stakeholder groups?

Differences in services are based on the Facility Security Level (FSL) of the

building
in which the agency resides. FSL one and two facilities require less countermeasure
security implementation for the protection of that facility in comparison to level three
and four facilities. Security requirements are established by the Interagency Security
Committee. Security levels of a facility can be increased or decreased based on
intangible factors and by request of the designated official that oversees the Facility
Security Committee (FSC).
(3) Suppliers and Partners What are your key types of suppliers, partners, and collaborators? What role do they play in your work systems, especially in producing and delivering your key products and customer support services; and in enhancing your competitiveness?
Key suppliers for FPS are resource management, training and professional
development operations, workforce planning and NPPD professional development
and training.

Resource management and professional development provide human

capital initiatives, which align FPS to a strategic plan. NPPD professional

development and training provides a training strategy and input for national training programs.

What are your key mechanisms for two-way communication with suppliers, partners, and collaborators? What role, if any, do these organizations play in contributing and implementing innovations in your organization? What are your key supply-chain requirements?

Two-way communication is achieved through daily interaction via conference call and scheduled meetings to address areas of importance and interchange ideas to enhance organizational performance. Each supplier provides essential requirements to fulfill organizational objectives. Resource management is instrumental in allocating resources for operational demands. Training and professional development insure agency training requirements are met and to improve upon methods of instruction and specialized training to improve the workforce.

P.2 Organizational Situation: What is your organization’s strategic situation?

a. Competitive

Environment
Competitive Position What is your competitive position? What are your relative size and growth in your industry or the markets you serve? How many and what types of competitors do you have?
Federal Protective Service is a federal government agency and has been charged by the Secretary of Homeland security to oversee the law enforcement protection of federal employees and security of GSA owned or leased facilities, there are no competitors.
Competitiveness Changes What key changes, if any, are affecting your competitive situation, including changes that create opportunities for innovation and collaboration, as appropriate?
At this time there are no key changes that are effecting the agency regarding competitiveness.
Comparative Data What key sources of comparative and competitive data are available from within your industry? What key sources of comparative data are available from outside your industry? What limitations, if any, affect your ability to obtain or use these data?
Agency data is obtained from the Denver Mega Center (DMC) strength report and police blotter, Enterprise Information System (EIS), FPS Gateway and activity reporting system Web RMS.
b. Strategic Context
What are your key strategic challenges and advantages in the areas of business, operations, societal responsibilities, and workforce?

• “Align the organization and human resources to complement FPS operational needs and strategic direction”, (U.S. Department of Homeland Security, 2015, p.12).

• “Develop and communicate an integrated agency-wide talent acquisition and placement strategy to shape a workforce with diverse skills and competencies”, (U.S. Department of Homeland Security, 2015, p.12).

• “Provide FPS with the tools, mechanisms, and processes to improve workforce effectiveness, agility, and retention”, (U.S. Department of Homeland Security, 2015, p.12).

• “Posture Human Resource services to be FPS’s strategic partner for all talent management issues”, (U.S. Department of Homeland Security, 2015, p.12).

c. Performance Improvement System
What are the key elements of your performance improvement system, including your processes for evaluation and improvement of key organizational projects and processes?
• “Identify resource requirements and align them to the appropriate programs, projects, and activities”, (U.S. Department of Homeland Security, 2015, p.4).

• “Prioritize the delivery of services and document performance relative to risk (e.g., the number of staff needed to mitigate a certain level of risk)”, (U.S. Department of Homeland Security, 2015, p.4).

• “Align the FY 2013 Workforce Staffing Model to the SHCP”, (U.S. Department of Homeland Security, 2015, p.4).

• “Through an activity-based costing analysis, develop a management tool to align costs and fees to the services delivered and align the SHCP and the staffing to FPS’s fee structure”, (U.S. Department of Homeland Security, 2015, p.4).