Federal Civil Cargo Protection Bureau

The Civil Cargo Protection Bureau (CCPB) is an agency that has authority over the security of transportation of non-military cargo. Headquartered in Arlington, VA, CCPB was created as a response to the September 11, 2001 attacks. The organization was charged with developing policies to protect US transportation channels, especially facility infrastructure and preventing unlawful access of transported materials. In 2014, nearly 85% of CCPB’s 60,000 workers were stationed at airfields, train depots, and bus terminals scattered across the country as security screeners.

Despite its important mission, CCPB has recently experienced significantly bad press as a result of security lapses by screeners, unchecked cargo manifests, and employees who were hired despite criminal records and/or questionable ties to overseas organizations. Over the course of six months, employee morale dropped nearly 25%, the head of CCPB was asked to step down, and Congress recently installed CCPB’s new Chief Administrator, a retired three-star Army General. Upon entering office, the Chief Administrator’s first task was to review and revamp the current human capital operational practices of the agency, given the intense scrutiny.

CCPB has tasked Deloitte to perform a current state analysis to identify and address risks in the current cargo security screening processes, as well as the present hiring practices for security screeners. Along with the current state analysis, Deloitte must also create a human capital strategy that identifies cost-effective and streamlined approaches to security screener recruitment, training, and employee engagement initiatives. This strategy should include insights for CCPB senior leadership about how to create a cohesive and unified culture of security awareness. Key considerations: -Current CCPB field officers undergo only six weeks of on-the-job training and are not required any hours of continuing education. -CPB currently has limited access to a counterterrisom database managed by another agency due to current interagency policies. -The Chief Administrator has only previously worked in military agencies and thus has no experience with civil service organizations; most CCPB field officers are not former military members and are civil servants. -The Chief Human Resources Officer (CHRO) is excited about upcoming changes while the Chief Information Officer (CIO) is hesitant to make any changes.

Question 1: What data would you want to have to be able to move forward? Example answer: A great answer will prioritize the data needed. It will also go beyond generic data and collect information from other civil servant organizations to understand their culture and HR practices and how it may be helpful to CCPB given that the Chief Administrator has no experience in civil service organizations. A great answer will also consider the need to understand the rules and regulations of the department that governs CCPB and how this plays into the processes and policies of CCPB. Question 2: What immediate steps would you take to review screening processes and training procedures? Example answer: A: Conduct stakeholder interviews to determine the current processes B: Identify gaps and duplicative efforts in processes and procedures C: Create a responsibility assignment matrix to map our current roles and responsibilities D: Gather input from leadership and an understanding of their vision and expectations for these processes All of these options are good first steps to take when reviewing the screening process and training procedures. A great answer may also include mapping out a detailed approach with specific action steps. Question 3: How would you incorporate things like job descriptions and competencies in your review in order to build a new human capital strategy? Example answer: A great answer may include a discussion of why understanding these will help inform changes or determine areas for improvement. It would also incorporate a review of job descriptions and competencies while putting together a responsibility assignment matrix. Question 4: How will you engage and develop leadership given the Chief Administrator is new to the role and has a different background? Example answer: A great answer will give a detailed approach on engaging leadership and highlight the importance of being strategic in the approach. A detailed approach may include a strategic visioning session to gain common understanding on the culture and vision of the organization moving forward. This approach may also include developing an executive committee consisting of leaders in the organization to guide the transformation effort, advice on key decisions, and ensure the changes stay on track.