Ryan Thompson
0000 xxxxxx xxxx , xxxx , xxxxx 00000
xxx-xxx-xxxx
abc@xyz.com

 

Position:        Chief Deputy U.S. Marshal

 

KSA ESSAY RESPONSES

 

KSA #1. Addresses complaints or conflicts with or among employees.  Please be sure to

describe the situation, the actions you took, and the results of your actions.

Serving as Acting Chief Deputy in 2001, I demonstrated dynamic employee conflict/complaint resolution skills in efficiently addressing issues with a Supervisory Deputy at the Omaha, NE office to generate positive end results.  Critical issues ranged from complaints about his extended absences and unavailability as well as inefficient daily assignment scheduling to inaccurate tracking of prisoner movement and improper oversight/review of Deputy USM-7 reports.

 

After conferring with the Supervisor and finding no obvious reasons for poor performance, I decided the best strategy to proactively address the issues was to develop an effective 5-page outline of his duties, procedural explanations and expectations as a positive guidance tool for enhancing his performance. 

I then conducted a 30-day performance assessment, finding that several elements of his performance plan remained at unacceptable levels.  In response, I consulted with HRD and we collaboratively determined a Notice of Unacceptable Performance was justified. Supporting the notice, I created a 90-day Performance Improvement Plan listing specific areas of required improvement with affiliated timelines for demonstrating that improvement.  I further provided refresher training focused on supporting him in boosting his performance.  By taking a solutions-focused, proactive approach in addressing this Supervisor s performance issues, I was ultimately successful in motivating him to improve his performance and contribute to our success.

 

As Supervisory Deputy U.S. Marshal, Nebraska-Lincoln, since 1991, I have routinely been accountable for effectively addressing, troubleshooting and resolving employee complaints and/or conflicts.  As an example, in 1997 I had to make the difficult decision to terminate a staff member, a role a strong leader needs to be willing to assume for the good of the organization. 

 

An Administrative Assistant in our Lincoln sub-office was reported to be exhibiting a trend of increased absences from work without leave approval, and most of these absences would occur on Fridays or Mondays.  Complicating the issue, this employee s work performance was declining, with several components of her performance plan rated as unacceptable.

 

I first met with the employee to discuss the issues, and was able to determine that personal issues were behind both the absences and poor performance.  After allowing her a period of time to resolve the problems, there was no improvement, and after conferring with HRD, we determined the need to issue a Notice of Unacceptable Performance clearly outlining the reasons for the Notice; along with the Notice I did recommend she capitalize on the opportunity to utilize EAP and provided her with a contact number.

 

I then created a 90-day Performance Improvement Plan (PIP) detailing specific areas requiring improvement along with timelines for demonstrating improvement.  Complementing this, I provided employee refresher training. After 90 days and no improvements in performance or decreases in unscheduled absences, I met with HRD and we determined the best action for the U.S. Marshals Service was to terminate the employee.  As a leader, I made every effort to work with the employee to resolve issues and was confident that I had optimized opportunities for her to correct the problems and maintain employment with our organization prior to resorting to termination.

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Ryan Thompson                                                                                                                        Page 2 of 4

 

KSA #2.  Ensures employees have knowledge of operational procedures.  Please be sure to describe a specific example of how you have communicated operational procedures and policies to employees.

 

Having served as Acting Chief Deputy as well as Supervisory Deputy, I am highly experienced in ensuring employee knowledge of critical operational procedures through effective communication, team guidance and policy/procedural compliance enforcement on a daily basis.   It is my priority to ensure that each deputy understands that deviation from operating procedures in order to expedite prisoner movement and processing decreases the overall security of the cellblock, substantially increasing the risk of harm to all personnel assigned to this potentially volatile area.

A key action I took in maximizing employee knowledge was to create a dynamic manual addressing cellblock Standard Operating Procedures (SOPs) for our office, ensuring conformance to USMS Policy Directive 9.1. and focusing on facilitating Deputy safety while maintaining prisoner security.  The SOP Manual addresses everything from minimum staffing requirements, weapons control, Supervisor's responsibilities, provisions for prisoner meals, cellblock inspections and cleaning to prisoner intake and processing, attorney/defendant visits and logs, equipment checks, prisoner intake logs, prisoner searches, housing of juveniles, temporary transfers of custody, emergencies within the cellblock, prisoner medical issues, proper procedures, key control, prisoner property and use of restraints, and a number of related issues. 

 

To communicate and implement these SOPS, all new Deputies are trained by Senior Deputies.  I have also provided each Deputy with a copy and samples of all forms referred to in the SOPs are on file at the cellblock entrance.  To ensure relevance and effectiveness, the SOP Manual is reviewed annually and the operational staff discusses them to determine if updates/revisions or new operational procedures/ policies are required for maximum results. To further ensure knowledge of and skills in operational procedures, I strategically plan, coordinate and facilitate semi-annual emergency prisoner evacuation practices.

 

KSA #3.  Manages operational programs (e.g., Court Security, Witness Security, Warrants, Seizures, etc.)  Please be sure to describe your role in managing the program, for example, what actions did you take and what were the results (e.g., did you achieve your goals for the program?).

I have been actively involved in spearheading and managing programs and initiatives crucial to optimal operations both as Supervisory Deputy for the District of Nebraska since June, 1991 as well as while serving as Acting Chief Deputy during 11/24/1996 to 01/15/1997, 04/12/1998 to 08/01/1998, 08/15/1998 to 12/04/1999, and 05/21/2000 to 09/28/2001.

 

Over the course of many years in managing operations, there has been a major prisoner population growth within the District.  In response to this ongoing trend, I have resourcefully arranged with several local and remote jails to house prisoners.  Through proactive communications with state-wide County Sheriff offices, I have successfully secured IGA and CAP agreements vital to effectively managing the increasing prisoner population.

 

Over the past 2 years I have achieved my goal of reducing guard staff requirements by approximately 25%.  This has been largely accomplished by scrutinizing actual hours required to meet objectives and defining and implementing strategies for maximizing use of resources, consolidating cross-functional tasks and refining/streamlining daily schedule assignments as well as reassigning Deputies to cover guard duties.

 

In support of the Deputy Development Program, I ensure that staff is trained in and encouraged to work in core functions and achieve all requirements within a 3-year time frame. As an example, I make sure that at least one Deputy from my office has the opportunity to work protective detail for Justice Clarence Thomas during his frequent visits to the District of Nebraska.  I also assign a Senior Deputy to each new Deputy for training and monitoring to support them in developing their managerial skills and then review the Development Program requirements with the Senior Deputies to evaluate progress of each new team member. 

 

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In September 1994 and continuing on through July 1995, I successfully created the Youth Crime Deterrence Program for the District of Nebraska, targeting 3^rd and 4^th grade children and designed to orient students to the role of U.S. Marshals Service as well as processes leading to individuals entering the Federal criminal justice system.  This program incorporated tours of a local correctional facility, Federal courts and U.S. Marshals offices as well as discussions of careers within the criminal justice field.  

 

To enhance operational efficiencies, I have effectively integrated technologies, including developing multiple computer-generated forms and documents enabling the District of Nebraska to boost tracking of prisoner movements as well as adapting Excel USM-7 version in order to customize for each Deputy or administrative support position.

KSA #4.  Develops new policies or revises existing policies.  Please be sure to describe the policy, your role in developing it, and the level at which the policy was implemented (e.g., district, national, etc.)
    

I played an instrumental role in developing security screening policies for the Denney Federal Building in Lincoln, Nebraska, which were enacted shortly after the April 19, 1995 Murrah Building bombing in Okalahoma City, by providing expert input and drafting language for implementation of USMS operated security at this location, which houses U.S. Courts.  This included initiating and conducting meetings with the U.S. Attorney, District Judges, GSA, and FPS and developing an agreement providing that USMS would expand its security coverage from court floors of this multi-agency facility to include all entrances into the Denney Federal Building, including conducting screenings at public entrances and loading docks as well as introducing security screening process for all incoming mail and packages.
  
To alleviate public complaints of selective policy enforcement, I innovatively strengthened the new policy by obtaining support of Judges in personally submitting to security screenings and gained popular support by an overwhelming percentage of facility agencies by communicating the positive implications in enhancing their own security.

 

Complementing this, I drafted policy laying out post orders and procedures for Court Security Officers at each screening station and further provided for roving patrols.  Since its introduction, this policy has been routinely updated to maintain currency with emerging technologies; as an example, I have modified portions of the policy to address cell phone camera and varied recording device issues.

KSA #5.  Prepares financial work plans and manages budgets for an office, program, task force, etc.  Please be sure to describe your role, the situation you faced, the actions you took, and the results achieved by your actions.

In capacities of both Supervisor and Acting Chief Deputy, I have been routinely involved in financial/ budgetary planning.  For instance, I am currently developing strategies for cost-effectively managing the District s fiscal year budget.  I am responsible for planning and administering expenditures for the Lincoln sub office and maintain control over purchases of services and goods supporting safety and efficiency of operations.  With authority as Certifying Officer and Approving Official, I am responsible for reviewing, analyzing and approving expenditure requests and determining their necessity in fulfilling U.S. Marshals Service obligations.

 

The situation I routinely face is determining effective solutions for reducing operating costs while maintaining quality and safety standards.  To overcome budgetary limits and maximize use of resources, I have successfully sourced suppliers and negotiated competitive/discounted pricing structures to reduce costs while maintaining efficient office operations. 

 

As Acting Chief in 1998, I was responsible for certified funding of various requisitions for procurement of supplies, service and equipment.  In this capacity I certified the cost-effective expenditure of $24K in funding for outsourced private corporation security services to guard a hospitalized prisoner

 

 

Ryan Thompson                                                                                                                        Page 4 of 4

 

As another example, I coordinated discounted pricing with a supplier for printer ink and laser cartridges that has resulted in hundreds of dollars in annual savings. I also saved approximately $50 to $75 per vehicle repair by negotiating reductions in diagnostic charges with local vehicle repair businesses. 

 

I have similarly been able to reduce prisoner services costs.  I saved approximately 30% against Omaha office costs per prisoner lunch by negotiating a CAP agreement with Saline County that stipulates the new jail provide inmate lunches to prisoners being transported to Federal court.  Additionally, I negotiated our purchase of additional lunches from the jail as needed at a reduced cost of $3.50 per extra meal.
As a result of thorough research and approval negotiations, I was able to establish Institutional Eye Care as preferred supplier of inmate glasses at an average cost of $14.75, a substantial savings from prior costs ranging from $75 to $100 per unit.

KSA #6.  Manages the financial aspects of staffing, such as allocations, overtime budgets, guard hire, etc.  Please be sure to describe your role, the situation(s) you faced, the actions you took, and the results achieved by your actions.

In both Supervisor and Acting Chief Deputy capacities over the course of my career with the District of Nebraska, a key role has been to closely examine expenditures and spending trends in broad-scope areas of staffing, including allocations, overtime budgets and hiring of guards.  Working with a rather limited and fairly stagnant budget each year in spite of rising costs and increasing prison population, I am tasked with defining solutions for getting more out of the same volume of dollars while continuing to meet operational goals and standards.

 

 I have been able to consistently apply my creative thinking skills and resourcefulness toward controlling costs and maximizing use of financial resources through strategic allocation.  As an example, I have been able to free up monies by justifying resource requests from OCDETF.  By increasing tracking of time spent on OCDETF cases in the District through proper identification and notation of that time in Form USM-7, I provide tangible statistics to support our requests.

 

I have also been highly effective in balancing distribution of overtime to both operational and administrative personnel by clearly defining needs and then determining avenues for securing overtime monies for operations.  A solution I have developed which has generated positive results in maximizing use of overtime expenditures while simultaneously reducing animosity between operational and administrative staff is an innovative multi-faceted process.  The process includes limiting total overtime over the first 3 quarters to allow for additional overtime resources during 4^th quarter when year-end close outs demand additional administrative hours and then capitalizing on available operational staff.  I then look for other sources for overtime for operational staff to contain as much in-District overtime as possible by searching for special assignments and providing our available operational personnel for the assignments; this has included offering assistance for Judicial Security and Wit-Sec details.
   
I have successfully reduced guard hire expenditures each of the last 3 fiscal years. To slash guard hiring/costs against previous year, I have efficiently utilized LEAP time for 1811 Deputies to not only reduce guard hire, but simultaneously reduce overtime expenditures.  I also closely track and request guard hire reimbursements to cover Deputy positions when out on special assignments or other details.