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It examines organizational structures, workflows, available data, and operational requirements to outline ways to build tools for workforce planners. The report presents the organizational context, compares primary and secondary staffing approaches, and covers implementation considerations and lessons learned for future staffing-model development.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":51,"@type":70,"position":76},"https://docshare.wps.com/template/general/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/determining-staffing-needs-for-administrative-professional-and-technical-workers-in-the-us-secret-service-methods-and-lessons-learned/241148/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/determining-staffing-needs-for-administrative-professional-and-technical-workers-in-the-us-secret-service-methods-and-lessons-learned/241148.png","ImageObject",442,249,{"name":88,"@type":89},"\tCallum ","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-09-25","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":79},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What is the main purpose of this report?","Question",{"text":108,"@type":109},"To outline methodological considerations for a study that helps the U.S. Secret Service determine staffing needs for selected administrative, professional, and technical work functions.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"Which staffing approaches does the report emphasize?",{"text":113,"@type":109},"It discusses a primary bottom-up workload estimator approach and a secondary business-case analysis approach, along with how to calibrate available information to produce staffing estimates.",{"name":115,"@type":106,"acceptedAnswer":116},"What implementation issues and lessons are covered?",{"text":117,"@type":109},"The report addresses considerations for implementing the primary and secondary approaches and summarizes conditions and insights meant to improve future staffing analyses.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},241148,1789171023,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":50,"category_name":51,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":76,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":135,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":125,"read_time":140},137451211410,"https://ap-avatar.wpscdn.com/avatar/2000bb0a9246f588df?x-image-process=image/resize,m_fixed,w_180,h_180&k=1786362646172706240","Determining Staffing Needs for Administrative, Professional, and Technical Workers in the U.S. Secret Service Methods and Lessons Learned  \nDAVID SCHULKER, NELSON LIM, ALBERT A. ROBBERT  \nHS AC  \nHOMELAND SECURITY OPERATIONAL ANALYSIS CENTER  \nAn FFRDC operated by the RAND Corporation under contract with DHS  \nPublished in 2020  \nThis report outlines methodological considerations for a study designed to help the U.S. Secret Service determine staffing needs in a subset of administrative, professional, and technical work functions. The authors analyzed organizational structures, workflows, available data, and operational needs to consider possible approaches to build tools for Secret Service workforce planners to use in making staffing determinations. The report discusses the organizational context of the service, summarizes possible approaches with a rationale for the primary and secondary approaches that the researchers adopted, and discusses implementation considerations and lessons learned for future work. The findings in this report should be of interest to decisionmakers and workforce planners in federal agencies seeking to develop and implement staffing models for their professional workforces.  \nThis research was sponsored by the U.S. Secret Service Workforce Planning Division and conducted within the Personnel and Resources Program of the Homeland Security Operational Analysis Center federally funded research and development center (FFRDC).  \nAbout the Homeland Security Operational Analysis Center  \nThe Homeland Security Act of 2002 (Section 305 of Public Law 107- 296, as codified at 6 U.S.C. § 185) authorizes the Secretary of Homeland Security, acting through the Under Secretary for Science and Technology, to establish one or more FFRDCs to provide independent  \niv Determining Staffing Needs for Workers in the U.S. Secret Service  \nanalysis of homeland security issues. The RAND Corporation operates HSOAC as an FFRDC for the U.S. Department of Homeland Security (DHS) under contract HSHQDC-16-D-00007.  \nThe HSOAC FFRDC provides the government with independent and objective analyses and advice in core areas important to the department in support of policy development, decisionmaking, alternative approaches, and new ideas on issues of significance. The HSOAC FFRDC also works with and supports other federal, state, local, tribal, and public-and private-sector organizations that make up the homeland security enterprise. The HSOAC FFRDC’s research is undertaken by mutual consent with DHS and is organized as a set of discrete tasks. This report presents the results of research and analysis conducted under task 70US0918F1DHS0071, Models for APT Workforce.  \nThe results presented in this report do not necessarily reflect official DHS opinion or policy.  \nFor more information on HSOAC, [see www.rand.org/hsoac. For](see www.rand.org/hsoac. For)[ ](see www.rand.org/hsoac. For)more information on this publication, [see www.rand.org/t/RR3206](see www.rand.org/t/RR3206) .  \nPreface ............................................................................. iii  \nFigures and Tables............................................................... vii  \nSummary .......................................................................... ix  \nAcknowledgments .............................................................. xiii  \nAbbreviations..................................................................... xv  \nCHAPTER ONE  \nIntroduction ....................................................................... 1  \nThe Focus of This Report......................................................... 3  \nAn Outline of This Report ....................................................... 4  \nCHAPTER TWO  \nSelecting the Right Staffing Model ........................................... 5  \nPlanners Can Use Any of a Variety of Methods for Determining Staffing Needs................................................................. 5  \nThe Bottom-Up Worklo","cbCaitbpZAMkq9Nu","https://ap.wps.com/l/cbCaitbpZAMkq9Nu","pdf",658717,64,"English","# Introduction\n## The Focus of This Report\n## An Outline of This Report\n# Selecting the Right Staffing Model\n## Planners Can Use Any of a Variety of Methods for Determining Staffing Needs\n## The Bottom-Up Workload Estimator Approach Is the Most Suitable Basis for the Staffing Models in the Functions Under Study\n# Considerations for Implementing Our Primary and Secondary Approaches\n## Our Primary Approach: Executing a Bottom-Up Workload Estimator Model\n## Our Secondary Approach: Business-Case Analysis\n## Calibrating All Available Information to Arrive at a Staffing Estimate\n# Alternative Approaches for Information Technology Functions\n## Software Operations and Maintenance Activities\n## Software Development Activities\n## Applying These Methods to the Applications Development Branch\n## Improving Staffing Approaches for Information Technology Functions\n# Lessons Learned for Future Analyses of Staffing Needs\n## Certain Conditions Must Exist to Maximize the Benefit of a Staffing Study\n## Even Models with Limited Quantitative Precision Help Make Planning More Transparent\n## There Is Benefit to Focused Periods of Model Development\n## Conclusion\n## References","[{\"question\":\"What is the main purpose of this report?\",\"answer\":\"To outline methodological considerations for a study that helps the U.S. Secret Service determine staffing needs for selected administrative, professional, and technical work functions.\"},{\"question\":\"Which staffing approaches does the report emphasize?\",\"answer\":\"It discusses a primary bottom-up workload estimator approach and a secondary business-case analysis approach, along with how to calibrate available information to produce staffing estimates.\"},{\"question\":\"What implementation issues and lessons are covered?\",\"answer\":\"The report addresses considerations for implementing the primary and secondary approaches and summarizes conditions and insights meant to improve future staffing analyses.\"}]","Determining Staffing Needs for Administrative, Professional, and Technical Workers in the U.S. Secret Service - Methods and Lessons Learned | PDF",22]