And no major problems occurred with
protesters.
As each day unfolded, CSP received
word from other law-enforcement
agencies about changes in strategy and
implemented alternative plans. All in
all, the various agencies cooperated and
handled responsibilities seamlessly, Chief
Wolfinbarger says.
During the convention, CSP used
project management tools that helped
it handle procurement costs and
equipment management tasks, including overseeing the food and weapons
required by troopers. Project management techniques also allowed the
agency to maximize resources: CSP
borrowed equipment as often as possible, logged serial numbers and other
data required to track usage, and then
sent the equipment back to other
agencies.
Afterward, the team relied on the
same tools and techniques to track
documents and costs. CSP pulled
together data and records throughout
September and October—including
4,000 timesheets and trooper reports—
so it could conduct a comprehensive
financial audit. Upon completion of
the audit, the agency began preparing
reimbursements and processing overtime payments for troopers. It also
began comparing project goals to actual
results to gauge performance.
In the end, CSP met all of its cost
objectives—managing to keep overtime pay within 10 percent of projections. Chief Wolfinbarger also reports
the high degree of coordination and
cooperation among agencies resulted in
a reduction in auto crashes with fatali-ties and injuries during the week the
event took place.
It looks like President Obama
wasn’t the only one who came out
a winner after the DNC came to
town. PM
