HomeMy WebLinkAbout25B - POLICE SERVICES WORKLOADREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
FEBRUARY 2, 2009
TITLE:
AGREEMENT WITH ICMA CONSULTING
SERVICES FOR POLICE SERVICES
WORKLOAD AND STAFFING DATA
ANALYSIS
C3~ ~ ~~----_._.
CI MANAGER
RECOMMENDED ACTION
CLERK OF COUNCIL USE ONLY:
APPROVED
^ As Recommended
^ As Amended
^ Ordinance on 1 S` Reading
^ Ordinance on 2"d Reading
^ Implementing Resolution
^ Set Public Hearing For_
CONTINUED TO
FILE NUMBER
Authorize the City Manager and Clerk of the Council to execute the attached
agreement with ICMA Consulting Services for police services workload and
staffing data analysis in an amount not to exceed $75,000 for a one-year
term, subject to non-substantive changes approved by the City Manager and
City Attorney.
DISCUSSION
It is a best practice for public safety agencies to periodically analyze
workload and staffing levels utilizing benchmarks such as calls for
service, response times, and other factors critical to the provision of
quality services to the community. The last workload and staffing analysis
for the Santa Ana Police Department (SAPD) was conducted in June 2004. ICMA
Consulting Services is a management consulting division of the
International City/County Management Association (ICMA) which has
specialized expertise in public safety service analysis, including
assessments of calls for service, workload analysis and staffing
requirements for police and fire departments.
Under the terms of the agreement, ICMA Consulting Services will analyze
data taken directly from the SAPD's Computer Aided Dispatch and Records
Management Systems. The analysis will serve to document current patrol,
specialized and detective unit workloads and performance levels including
response times for different call priorities. Based on their analysis,
ICMA will recommend any possible improvements to response time and
proactive patrol efforts with better alignment of resources and workloads.
25B-1
AGREEMENT WITH ICMA CONSULTING SERVICES
February 2, 2009
Page 2
FISCAL IMPACT
Funds are available in the General Non-Departmental Fund (account no.11-
012-6291).
APPROVED AS TO FUNDS AND ACCOUNTS:
Catherine Standiford
Assistant City Manager
City Manager's Office
Francisco Gutierrez
Executive Director
Finance & Mgmt. Services Agency
25B-2
CONSULTANT AGREEMENT
THIS AGREEMENT, made and entered into this 2"d day of February, 2009 by and
between International City/County Management Association, a 501(c)(3) non-profit corporation
(hereinafter "ICMA"), and the City of Santa Ana, a charter city and municipal corporation
organized and existing under the Constitution and laws of the State of California (hereinafter
"City").
RECITALS
A. The City desires to retain a consultant having special skill and knowledge in the field of
public entity workload and staffing analysis.
B. ICMA represents that it is able and willing to provide such services to the City.
C. In undertaking the performance of this Agreement, ICMA represents that it is
knowledgeable in its field and that any services performed by ICMA under this
Agreement will be performed in compliance with such standards as may reasonably be
expected from a professional consulting firm in the field.
NOW THEREFORE, in consideration of the mutual and respective promises, and subject to the
terms and conditions hereinafter set forth, the parties agree as follows:
1. SCOPE OF SERVICES
ICMA shall conduct a workload and staffing analysis of the Santa Ana Police
Department as set forth in ICMA Proposal dated December 16, 2008, attached hereto as Exhibit
A and incorporated by reference.
2. WARRANTIES -OWNERSHIP -WORK FOR HIRE
ICMA warrants and represents that it has the absolute right to enter into and perform this
letter agreement and will perform its obligations hereunder in accordance with standards and
practices prevailing in the industry. ICMA's contribution to the Project, including works to be
produced by ICMA hereunder, will not infringe or misappropriate the proprietary or personal
rights of any third person or party. ICMA's performance hereunder, including all suggestions,
ideas or other contributions to the Project, and the resulting works, including without limitation
videotape masters and all copies thereof, that result from the Project, shall be deemed "works
made for hire" as defined in the United States Copyright Act, and Agency will be deemed, as to
the creation of such work, the sole and exclusive author thereof. To the extent that any portion
of the works from the Project is determined not to be a "work made for hire", then ICMA hereby
assigns and transfers to Agency all worldwide right, title and interest in and to such work and
shall execute any and all documents reasonably necessary to effect or evidence such assignment
and transfer.
25B-3
3. COMPENSATION
a. City agrees to pay, and ICMA agrees to accept as total payment for its services, a flat
fee of $68,000.00, plus reimbursable costs including travel, lodging, transportation and meals.
The Consultant will submit invoices for work performed and for reimbursable costs. The first
two payment installments will be for $22,667.00, and one additional payment installment will be
for $22,666.00. All payments installments will be made out to the International City/County
Management Association. The first installment will be paid immediately upon contract
execution. The second installment will be paid within 30 days upon submission of the data
assessment report, and the third installment will be paid within 30 days upon submission of the
final project deliverable. ICMA will work with the City to reduce travel costs to the greatest
extent possible while meeting the expectations of the City. The total sum to be expended under
this Agreement shall not exceed $75,000.00 during the term of this Agreement.
b. Payment by City shall be made within thirty (30) days following receipt of proper
invoice evidencing work performed, subject to City accounting procedures. Payment need not
be made for work which fails to meet the standards of performance set forth in the Recitals
which may reasonably be expected by City.
4. TERM
This Agreement shall commence on the date first written above and terminate on
December 31, 2009, unless terminated earlier in accordance with Section 13, below. If services
are not completed by the termination date, the term maybe extended by a writing executed by
the City Manager and City Attorney.
5. INDEPENDENT CONTRACTOR
ICMA shall, during the entire term of this Agreement, be construed to be an independent
contractor and not an employee of the City. This Agreement is not intended nor shall it be
construed to create an employer-employee relationship, a joint venture relationship, or to allow
the City to exercise discretion or control over the professional manner in which ICMA performs
the services which are the subject matter of this Agreement; however, the services to be provided
by ICMA shall be provided in a manner consistent with all applicable standards and regulations
governing such services. ICMA shall pay all salaries and wages, employer's social security taxes,
unemployment insurance and similar taxes relating to employees and shall be responsible for all
applicable withholding taxes.
6. INSURANCE
Prior to undertaking performance of work under this Agreement, ICMA shall maintain
and shall require its subcontractors, if any, to obtain and maintain insurance as described below:
required.
Due to the nature of services provided, commercial general liability insurance is not
25B-4
b. Worker's Compensation Insurance. In accordance with the provisions of Section
3300 of the Labor Code, ICMA, if ICMA has any employees, is required to be insured against
liability for worker's compensation or to undertake self-insurance. Prior to commencing the
performance of the work under this Agreement, ICMA agrees to obtain and maintain any
employer's liability insurance with limits not less than $1,000,000 per accident.
7. INDEMNIFICATION
ICMA agrees to and shall indemnify and hold harmless the City, its officers, agents,
employees, consultants, special counsel, and representatives from liability: (1) for personal
injury, damages, just compensation, restitution, judicial or equitable relief arising out of claims
for personal injury, including health, and claims for property damage, which may arise from the
direct or indirect operations of ICMA or its contractors, subcontractors, agents, employees, or
other persons acting on their behalf which relates to the services described in section 1 of this
Agreement; and (2) from any claim that personal injury, damages, just compensation, restitution,
judicial or equitable relief is due by reason of the terms of or effects arising from this Agreement.
This indemnity and hold harmless agreement applies to all claims for damages, just
compensation, restitution, judicial or equitable relief suffered, or alleged to have been suffered,
by reason of the events referred to in this Section or by reason of the terms of, or effects, arising
from this Agreement.
8. CONFIDENTIALITY
If ICMA receives from the City information which due to the nature of such information
is reasonably understood to be confidential and/or proprietary, ICMA agrees that it shall not use
or disclose such information except in the performance of this Agreement, and further agrees to
exercise the same degree of care it uses to protect its own information of like importance, but in
no event less than reasonable care. "Confidential Information" shall include all nonpublic
information. Confidential information includes not only written information, but also information
transferred orally, visually, electronically, or by other means. Confidential information disclosed
to either party by any subsidiary and/or agent of the other party is covered by this Agreement.
The foregoing obligations of non-use and nondisclosure shall not apply to any information that
(a) has been disclosed in publicly available sources; (b) is, through no fault of the ICMA
disclosed in a publicly available source; (c) is in rightful possession of the ICMA without an
obligation of confidentiality; (d) is required to be disclosed by operation of law; or (e) is
independently developed by the ICMA without reference to information disclosed by the City.
9. CONFLICT OF INTEREST CLAUSE
ICMA covenants that it presently has no interests and shall not have interests, direct or
indirect, which would conflict in any manner with performance of services specified under this
Agreement.
25B-5
10. NOTICE
Any notice, tender, demand, delivery, or other communication pursuant to this
Agreement shall be in writing and shall be deemed to be properly given if delivered in person or
mailed by first class or certified mail, postage prepaid, or sent by telefacsimile or other
telegraphic communication in the manner provided in this Section, to the following persons:
To City: Clerk of the City Council
City of Santa Ana
20 Civic Center Plaza (M-30)
P.O. Box 1988
Santa Ana, CA 92702-1988
Fax 714- 647-6956
With courtesy copies to:
City Manager
City of Santa Ana
20 Civic Center Plaza (M-31)
P.O. Box 1988
Santa Ana, California 92702
Fax 714- 647-6954
and
City Attorney
City of Santa Ana
20 Civic Center Plaza (M-29)
P.O. Box 1988
Santa Ana, California 92702
Fax 714- 647-6515
To ICMA: Jeffrey Gould
Director of Grants and Contracts Administration
ICMA Consulting Services
777 North Capitol Street, Suite 500
Washington, DC 20002
A party may change its address by giving notice in writing to the other party. Thereafter,
any communication shall be addressed and transmitted to the new address. If sent by mail,
communication shall be effective or deemed to have been given three (3) days after it has been
deposited in the United States mail, duly registered or certified, with postage prepaid, and
addressed as set forth above. If sent by telefacsimile, communication shall be effective or
deemed to have been given twenty-four (24) hours after the time set forth on the transmission
report issued by the transmitting facsimile machine, addressed as set forth above. For purposes
of calculating these time frames, weekends, federal, state, County or City holidays shall be
excluded.
4
25B-6
11. EXCLUSIVITY AND AMENDMENT
This Agreement represents the complete and exclusive statement between the City and
ICMA, and supersedes any and all other agreements, oral or written, between the parties. In the
event of a conflict between the terms of this Agreement and any attachments hereto, the terms of
this Agreement shall prevail. This Agreement may not be modified except by written instrument
signed by the City and by an authorized representative of ICMA. The parties agree that any
terms or conditions of any purchase order or other instrument that are inconsistent with, or in
addition to, the terms and conditions hereof, shall not bind or obligate ICMA nor the City. Each
party to this Agreement acknowledges that no representations, inducements, promises or
agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any
party, which are not embodied herein.
12. ASSIGNMENT
Inasmuch as this Agreement is intended to secure the specialized services of ICMA,
ICMA may not assign, transfer, delegate, or subcontract any interest herein without the prior
written consent of the City and any such assignment, transfer, delegation or subcontract without
the City's prior written consent shall be considered null and void. Nothing in this Agreement
shall be construed to limit the City's ability to have any of the services which are the subject to
this Agreement performed by City personnel or by other consultants retained by City.
13. TERMINATION
This Agreement maybe terminated by the City upon thirty (30) days written notice of
termination. In such event, ICMA shall be entitled to receive and the City shall pay ICMA
compensation for all services performed by ICMA prior to receipt of such notice of termination,
subject to the following conditions:
a. As a condition of such payment, the Executive Director may require ICMA to deliver to
the City all work product completed as of such date, and in such case such work product shall be the
property of the City unless prohibited bylaw, and ICMA consents to the City's use thereof for such
purposes as the City deems appropriate.
b. Payment need not be made for work which fails to meet the standard of performance
specified in the Recitals of this Agreement.
14. DISCRIMINATION
ICMA shall not discriminate because of race, color, creed, religion, sex, marital status,
sexual orientation, age, national origin, ancestry, or disability, as defined and prohibited by
applicable law, in the recruitment, selection, training, utilization, promotion, termination or other
employment related activities. ICMA affirms that it is an equal opportunity employer and shall
comply with all applicable federal, state and local laws and regulations.
25B-7
15. JURISDICTION -VENUE
This Agreement has been executed and delivered in the State of California and the
validity, interpretation, performance, and enforcement of any of the clauses of this Agreement
shall be determined and governed by the laws of the State of California. Both parties further
agree that Orange County, California, shall be the venue for any action or proceeding that may
be brought or arise out of, in connection with or by reason of this Agreement.
16. PROFESSIONAL LICENSES
ICMA shall, throughout the term of this Agreement, maintain all necessary licenses,
permits, approvals, waivers, and exemptions necessary for the provision of the services
hereunder and required by the laws and regulations of the United States, the State of California,
the City of Santa Ana and all other governmental agencies. ICMA shall notify the City
immediately and in writing of its inability to obtain or maintain such permits, licenses, approvals,
waivers, and exemptions. Said inability shall be cause for termination of this Agreement.
17. MISCELLANEOUS PROVISIONS
a. Each undersigned represents and warrants that its signature hereinbelow has the power,
authority and right to bind their respective parties to each of the terms of this Agreement, and shall
indemnify City fully, including reasonable costs and attorney's fees, for any injuries or damages to
City in the event that such authority or power is not, in fact, held by the signatory or is withdrawn.
b. All Exhibits referenced herein and attached hereto shall be incorporated as if fully set
forth in the body of this Agreement.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year
first above written.
ATTEST: CITY OF SANTA ANA
PATRICIA E. HEALY
Clerk of the Council
APPROVED AS TO FORM:
JOSEPH W. FLETCHER
City Attorney
By:
Laura Sheedy
Assistant City Attorney
DAVID N. REAM
City Manager
ICMA
(NAME)
(Title)
Tax ID#
25B-8
EXHIBIT A
SCOPE OF SERVICES
ICMA Proposal dated 12/16/08
25B-9
Santa Ana, California
Proposal for
Police Services Workload and Staffing Data Analysis
~ ~: rat t, ,. _; r„ ~ ~. ~ E ,~ c s _ ~; ~d i r_ E s
PUBLIC SAFETY SERVICES
Submitted by:
Public Safety Services
ICMA Consulting Services
International City/County Management Association
777 North Capitol Street, NE -Suite 500
Washington, DC 20002
25B-10
Helpinq Local Governments Achieve
Measurable Results
icnnn
Leaders at the Core of Better Communities
December 16, 2008
Catherine P. Standiford
Assistant City Manager,
City of Santa Ana
City Manager's Office
20 Civic Center Plaza, 8th Floor
Santa Ana, CA 92701
Dear Mrs. Standiford:
The Public Safety Services team of ICMA Consulting Services is pleased to submit
this proposal for a comprehensive analysis of police services and a workload analysis of data
to the City of Santa Ana, California.
As you know, ICMA has provided direct services to local governments nationwide for
decades, which have helped to improve the quality of life for millions of residents in the
United States and abroad.
This proposal is specifically designed to provide your city with a thorough and
unbiased solution to the questions facing your community regarding the delivery of police
services. Because this issue will have a dramatic impact on your City and because one of
our goals is to ensure that you have complete confidence in the outcome of our report, we
have assembled what must be considered a premier team of subject matter experts with
nationally recognized expertise in a wide range of public safety services related areas.
Our entire project management staff has decades of experience supporting clients in
the local government, state and private sectors as well. Because of the expertise that each
of these persons bring, you can expect the highest qualify solution at a cost equal to
approximately one half of a full time police officer's salary with benefits for one year or less.
From an enterprise-wide perspective, we guarantee an honest-broker solution for
your jurisdiction's challenge. I, along with my colleagues at ICMA, greatly appreciate this
opportunity and would be pleased to address any comments you may have. You may
contact me at 202.962.3585 or via email at agarnett@icma.org.
Sincerely,
"y'i~li~
A.T. Garnett
Senior Manager, Marketing and Operations
ICMA Consulting Services
25B-11
ICMA Background
International City/County Management Association (ICMA)
The International City/County Management Association (ICMA) is the premier local government
leadership and management organization. Since 1914, ICMA's mission has been to create
excellence in local governance by developing and fostering professional local government
management worldwide. Toward this end, ICMA provides an information clearinghouse,
technical assistance, and training and professional development to more than 9,100 chief
appointed administrators, assistant administrators, and other individuals throughout the world.
The organization's resources and services reach thousands of local, state, and federal
government personnel, academics, private sector professionals, citizens, and other individuals
with an interest in effective management at the local government level.
ICMA's members represent the administrative center of professional municipal, county, and
regional services that affect millions of urban and rural citizens on a daily basis and are
responsible for the leadership that ensures strategic economic growth and management of
public services and infrastructure planning, investment, and development. Every day, local
government managers determine policy, programming, funding, and strategic decisions that
impact the ability of local resources to deal with situations of all types, including the
management and operations of public safety and legal departments. Local government
managers serve as the "hub of the wheel," coordinating efforts and implementing strategies for
maximum effectiveness and efficiency.
ICMA Consulting Services
The ICMA Consulting Services team helps communities solve critical problems by providing
management consulting support to local governments. One of ICMA Consulting Services'
expertise is public safety services, which encompasses the following areas and beyond:
organizational development, leadership and ethics, training, assessments of calls for service
workload, staffing requirements analysis, designing standards and hiring guidelines for police
and fire chief recruitment, police/fire consolidation, community oriented policing, and
city/county/regional mergers.
The ICMA Public Safety Services team is led by Leonard Matarese, director of public safety
services, ICMA Consulting Services. Leonard, along with a team of highly experienced, hand
selected consultants support a number of public safety services projects for jurisdictions
nationwide.
Qualifications
Among ICMA's many activities, it assists local governments through a variety of programs that
focus on specific local government concerns including public safety and fire and police
protection. ICMA's focus is on the management perspective in organizing and operating these
areas. For this purpose, ICMA Consulting Services acts as an objective and trusted broker
tapping into the knowledge of the association's membership base and combining expertise
from other appropriate experts to offer innovative ideas, lessons learned, and leading practices
to communities facing similar challenges. The program provides practical advice and resources
that local government managers and staff need to improve services and service delivery in their
communities.
25B-12
Project Staffing and Organization
The ICMA Consulting Services team the Team) includes local government practitioners and
subject matter authorities from across the country. The team will consist of a program director,
senior operations manager, and several senior public safety consultants.
Program Director
Leonard Matarese, MPA, ICMA-CM, IPMA-CP, SPHR, Director of Public Safety Services ICMA
Consulting Services
Duties
Mr. Matarese will serve as the team leader and on-site coordinator for the project. He will
communicate with administrative staff and coordinate all on-site team efforts. He will
also contribute to development of a community policing/problem solving strategy which
will contribute to scheduling configuration recommendations. He is the individual to
contact concerning questions about this proposal. See bio for Leonard Matarese in
Appendix One.
Senior Public Safety Consultants
Kenneth R. Chelst, Ph.D., Chair of the Department of Industrial and Manufacturing Engineering of
Wayne State University
• Duties
Dr. Chelst will serve as chief researcher, responsible for supervision of all data collection and
analysis. See bio for Kenneth Chelst in Appendix One.
Frank Straub, Ph.D., Commissioner of Public Safety, City of White Plains, New York
Duties
Dr. Straub will act as a subject matter expert regarding the analysis and use of patrol and
community policing data to inform patrol staffing and hiring requirements. Additionally, Dr.
Straub will make recommendations regarding performance goals and objectives, innovative
means to achieve these goals, as well as methods for tracking accomplishments and
insuring their accuracy. See bio for Frank Straub in Appendix One.
James Gabbard, ICMA Senior Public Safety Consultant, City Manager of Vero Beach, Florida
• Duties
Mr. Gabbard will coordinate with any special units regarding aspects of the project involving
criminal investigations, crime scene processing and internal affairs. See bio for James Gabbard
in Appendix One.
David Martin, Ph.D., Senior Researcher in the Center for Urban Studies, Wayne State University
• Duties
Dr. Martin will perform computer programming to support data collection, statistical analyses,
geographical information systems (GIS) analyses and presentation of alternative allocation
plans. See bio for David Martin in Appendix One.
Dov Chelst, PhD, ICMA Senior Quantitative Analyst
• Duties
Dr. Dov Chelst will be the primary day-to-day liaison with the Police Department and
Communications. He will assist in gathering~~_t~ ~d provide support for the weekly
meetings. He will also be involved in direct observations of the communications and dispatch
center. See bio for Dov Chelst in Appendix One.
ICMA's Data Driven Approach
ICMA understands that the city requires a data workload analysis study of police services for
their large and complex department that includes 350 employees and various specialty units
(e.g., traffic, K-9, etc.).
The team for this project will utilize an approach unlike other consultants by drawing raw
data from CAD systems to analyze the workload of the deployed staff, not officers per
thousand or complaint number analysis. Utilizing the workload compilation from the raw
data, a comparison is made using the day-to-day deployment in the agency and from that
comparison, critical recommendations are created.
Using the City of Santa Ana's data, ICMA can identify and provide various options that will
address its needs, including the efficient scheduling and delivery of police services. ICMA
would predict the policy, operations, and fiscal implications of each option. ICMA uses
computer models to make these predictions with a high degree of accuracy.
This approach also utilizes geocoded mapping to analyze the effectiveness of existing
deployment patterns. The geocoded data is derived directly from the raw data imported
from the CAD system.
Project Understanding Based Upon Site Visit
The Santa Ana Police Department is a well managed and well equipped law enforcement
agency. Its facilities are modern and have sophisticated technology far beyond what many
other police departments in cites of this size are afforded. The Computer Aided Dispatch (CAD)
system and Records Management Systems (RMS) are some of the most advanced in the
country, and the level of data inputs by technicians is well advanced for a city of this size.
Even though the facilities are modern and well run, the city is facing significant challenges in
staffing. Historically this department has operated with relatively low numbers of sworn
personnel in relation to its workload and the size of the population it serves. As a result of previous
city wide financial difficulties, the department has previously faced reductions in force.
The City seeks to conduct a through analysis of workload and staffing to insure that personnel
resources are being assigned in the most cost effective manner. Further it wishes to understand
what the implications would be in any reduction of force that might occur.
ICMA, using its data driven approach and operations research model, is uniquely qualified to
provide this information to the City. Although ICMA routinely conducts operations analysis for
client city police and fire departments, we do not feel that such a study is warranted for this
progressive agency and thus have not included such a study as part of this proposal. Instead,
we will bring to the table a clear understanding of appropriate deployment patters to take full
advantage of the limited personnel resources that the deportment operates under.
25B-14
Patrol Force -Analysis of Data and Patrol Force Planning
Background -Police Patrol
Police departments utilize their patrol forces in two modes: reactively to respond to calls for
service and proactively to address crime problems as well ongoing nuisance issues. (See Figure
l .) Detectives provide another element of a primarily reactive force, seeking to solve crimes that
have already been committed.
Policies 8~
_._._._,_,_._._._._._._._._. ..Procedures
Process Management
Continuous Improveme '
Feedback Loop
Data Driven
Leverage Resources 1
Flexible and Creative Resource
;Math Model - Allocation
Citizen Expectation
Citizen Complaints
Citizen Satisfaction
Response Time Reduction
~ Targeted Crime Reduction
Citizen Fear
Community Deterioration
Police Patrol: Reactive and Proactive
Reactively -citizen initiated calls
^ High priority calls -citizens expect extremely rapid response
^ Moderate Priority calls -Best practice departments manage citizens' expectation by
letting them know a realistic response time and then meeting or surpassing their
expectation. If there is an unexpected further delay, the citizen is contacted with up-
to-date information
^ Low priority calls -Best practice departments find creative strategies such as a
telephone crime reporting so as to free up the patrol force for either rapid response
to a high priority call or to continue with crime-directed activities
^ On-Scene handling: The manner in which a police officer handles himself or herself
on-scene plays a critical role in developing or discouraging citizen support for the
police department
Rapid response to the highest priority calls can sometimes mean the difference between life and
death but is unlikely to broadly influence the crime rate. Meeting or exceeding citizen
expectations reduces the number of citizen complaints and increases community support for
the police department. Community support is a critical element in developing a proactive crime
directed patrol force. With accurate and timely data, a police department can reduce
response time by adopting a philosophy of data driven continuous improvement that usually
entails first finding the multiple root causes of slow response and then changing operating
policies that contribute to the problem.
They can also reduce response time by making data driven strategic decisions that better
match patrol force levels with police patrol workloads.
Proactively -Police initiated in cooperation with citizenry
^ Police departments use detailed crime data to develop both short-term targeted
activities and long lasting strat~~ti~v~s
^ Police departments can use specially assigned units in conjunction with the in-
between call time of the patrol force
^ Performance measures and accountability of management is a critical element of
this strategy
^ Activities need to be tracked so as to determine their effectiveness and to
continually evolve so as to respond to changing crime patterns
Proposed Study
1. Document current police patrol performance and workload levels
2. Document current uniform specialized units
3. Document current Investigations unit
4. Establish a range of performance goals and objectives for the Police Department
5. Identify opportunities to improve on performance with existing resources
6. Estimate the manpower requirements and associated costs that would be needed to
achieve city and police management specified performance objectives
5. Provide guidance on routine standard reports that should be used to track performance
6. Provide current map or organization
7. Provide recommendations for most effective usage of current workload
8. Provide insight on long term implications of reduction in force depending upon data
analysis findings
Current Performance
We will analyze in-depth four weeks of summer data and four weeks of winter data and assess
variations by time of day, day of week, season and district. The analysis will include all of the
following:
a) Patrol and specialized units deployment levels
b) Average response time to different call priorities
c) Proportion of calls in each category for which response times are unacceptably
long. For example, we will determine the proportion of high priority calls that
experience response times of longer than 10 minutes
d) Document time periods during the week in which response times seem excessive
e) Average and median time spent on calls with different priorities
f) Proportion of calls with unusually long time spent on-scene
g) Proportion of calls requiring more than one patrol unit
h) Resources allocated to proactive patrol
i) Resources consumed on non-value added activities
Opportunities for Improvement
To examine whether or not patrol resources are efficiently deployed over 24-7 time period, we
will graph deployment levels against workloads by time of day, day of week, and by patrol
areas. We will analyze and graph police response time by call priority level and shift to identify
significant patterns/differences in police response. These response time analyses will also
separate out and analyze the components of police response -- call queue time, travel time,
and time on scene. Consequently, a series of trend charts, maps and data tables will describe
police response time in detail and will provide the variables needed for developing a plan
based on Operations Research methods.
We will observe and meet with dispatch operations to determine the extent of best practices
employed to efficiently dispatch patrol units. We will discuss and document the extent that the
police patrol management is applying principles of performance based management and
continuous improvement to efficiently utilize police resources. We will then employ Operations
Research models of police patrol to determine how much response time and proactive patrol
might be improved with better alignment of resources and workloads.
25B-16
Timeline
Similar projects of this magnitude that ICMA has managed were completed from between 180
to 240 days. Any proposed dates to submit the data analysis and final police reports are
contingent upon our receipt of the necessary data eight weeks prior. A key factor to the final
delivery date is the quality and timing of the CAD data received from dispatch. The quality of
the data and ability to transfer its information to ICMA in a timely manner impacts the final
completion date because ICMA bases its conclusions on the raw, collected data of the agency
and not solely on opinion of subject matter experts (SME's).
Below is a typical project flowchart for ICMA Consulting Services projects. This flowchart gives
you a visual understanding of the level of work involved in any project. As a result, we proposed
that the data analysis report by May 17, 2009 and a final report by June 17, 2009. This schedule
allows for a longer data collection process.
Public Safety Services Project Flowchart
25B-17
Shane Kev
Hatay
1
Reporting
The Team Leader will report project status to the identified City contacts at specific identified
intervals using an acceptable and agreed upon reporting template. Beyond this however,
communication will be maintained and coordinated through the Team Leader with these
contacts and other identified relevant personnel on a regular basis.
Proposed Fees
The quotation of fees and compensation shall remain firm for a period of 90 days from this
proposal submission. Three payments shall be invoiced to the City: one at the beginning of the
project period; the second after submission of the data assessment report and the third after
submission of the final report upon acceptance. If some other arrangement is deemed more
appropriate by the City, ICMA will work cooperatively for an agreement on the payment terms.
ICMA agrees to conduct the project as described above for the sum of $68,000.00 exclusive of
travel costs associated with the project. The first two installments shall be for $22,667.00. The final
installment shall be for $22,666.00 and made out to the International City/County Management
Association upon invoicing as according to the aforementioned payment schedule. ICMA
agrees to work cooperatively with the client in order to reduce such costs to the greatest extent
possible while still meeting the expectations of the City.
Contract Administrator
The individual who can make final decisions regarding the contract and has the authority to
contract for ICMA is:
Julie Pike
Director, Grants 8~ Contract Administration
International City/County Management Association (ICMA)
777 North Capitol Street, Suite 500
Washington, DC 20002
Primary Point of Contact
The primary point of contact regarding this contract and that has the authority to speak with all
involved parties for ICMA is:
Akia Garnett
Senior Manager, Marketing and Operations
ICMA Consulting Services
International City/County Management Association (ICMA)
777 North Capitol Street, Suite 500
Washington, DC 20002
Summary -Conclusion
Part of ICMA's mission is to assist local governments in achieving excellence through information
and assistance. Following this mission, ICMA Consulting Services acts as a trusted advisor,
assisting local governments in an objective manner. In particular, ICMA's experience in dealing
with public safety issues combined with its background in performance measurement,
achievement of efficiencies, and genuine community engagement, makes ICMA a unique and
beneficial partner in dealing with issues such as those being presented in this proposal. We look
forward to working with you further.
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Appendix One
Resumes of Project Team
Leonard Matarese, Director of Public Safety Programs, ICMA Consulting Services
Background
Mr. Matarese is a specialist in public sector administration with particular expertise in public
safety issues. He has 35 years experience as a law enforcement officer, police chief, public
safety director, city manager, and major city Human Resources Commissioner. He was one of
original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing
Project, which has subsequently trained thousands of municipal practitioners on the techniques
of the community policing philosophy over the past 15 years. He has conducted numerous
studies of emergency services agencies with particular attention to matching staffing issues with
calls for service workload, and is intimately familiar with the constraints on manpower
deployment resulting from a 10 hour workday. Recognized as an innovator by his law
enforcement colleagues, he served as the Chairman of the SE Quadrant, Florida, Blue Lighting
Strike Force, a 71-agency, U.S. Customs Service anti-terrorist and narcotics task force, and as
president of the Miami-Dade County Police Chief's Association.
Mr. Matarese is currently a Steering Committee Member of the Department of Justice, Law
Enforcement Leadership Initiative and a member of the Advisory Committee for the Department
of Justice, COPS - "Linking Law Enforcement Internal Affairs Practices and Community Trust
Building" project. He holds the Credentialed Manager designation from the ICMA, the Certified
Professional designation from the International Public Management Association -Human
Resources and the Senior Professional in Human Resources designation from the Society for
Human Resource Management.
Mr. Matarese holds a bachelor degree in Political Science from Rutgers University and a master's
degree in Public Administration from Florida Atlantic University.
Duties
Mr. Matarese will serve as the team leader and on-site coordinator for the project. He will
communicate with administrative staff and coordinate all on-site team efforts. He will also
contribute to development of a community policing /problem solving strategy which will
contribute to the ultimate scheduling configuration recommended. He is the individual to
contact concerning questions about this proposal.
Kenneth R. Chelst, PhD., ICMA Senior Consultant, Chair of the Department of Industrial and
Manufacturing Engineering of Wayne State University
Background
Dr. Chelst is an expert in the application of advanced mathematical models for all emergency
resources planning, especially police. He lead a demonstration project for the City of Detroit
Police Department which cut response times by 40% using continuous improvement and data
driven decision making. Over the past two decades he has studied several dozen emergency
services operations using data driven techniques to determine the most efficient organizational
structures to provide public safety services. He holds a Ph.D. degree in operations research from
M.I.T. where his dissertation topic was Mathematical Models of Police Patrol Deployment. His
research interests include operations research models applied to emergency services, structured
decision making. He is a nationally recognized expert on the merger of police and fire services
into a public safety department and on the relative performance of one versus two officer
patrol units.
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Duties
Dr. Chelst will serve as chief researcher, responsible for supervision of all data collection and
analysis.
David Martin, Ph.D., ICMA Senior Pubic Safety Consultant, Senior Researcher in the Center for
Urban Studies, Wayne State University
Background
Dr. Martin specializes in public policy analysis and program evaluation. He has worked with
several police departments to develop crime mapping and statistical analysis tools. In these
projects he has developed automated crime analysis tools and real-time, dashboard-style
performance indicator systems for police executive and command staff. Dr. Martin teaches
statistics at Wayne State University. He is also the program evaluator for four Department of
Justice Weed and Seed sites.
Duties
Dr. Martin will perform computer programming to support data collection, statistical analyses,
geographical information systems (GIS) analyses and presentation of alternative allocation
plans.
Frank Straub, Ph.D., ICMA Senior Public Safety Consultant, Commissioner of Public Safety, City of
White Plains, New York
Background
Frank Straub is an expert in data-driven performance management and an accomplished law
enforcement executive. Dr. Straub has over 20 years of experience in law enforcement at the
federal, state and local levels. He is currently the Commissioner for the Department of Public
Safety in White Plains, New York. Prior to his current position, Dr. Straub served as the Deputy
Commissioner of Training for the New York City Police Department and was responsible for all
police and civilian training. Immediately following the 9/1 1 terrorist attacks. While working in the
U.S. Department of Justice's Office of the Inspector General, Dr. Straub designed and led the
implementation of SACS, an agency-wide performance management and accountability
system.
Duties
Dr. Straub will act as a subject matter expert regarding the analysis and use of patrol and
community policing data to inform patrol staffing and hiring requirements. Additionally, Dr.
Straub will make recommendations regarding performance goals and objectives, innovative
means to achieve these goals, as well as methods for tracking accomplishments and insuring
their accuracy.
James Gabbard, ICMA Senior Public Safety Consultant, City Manager of Vero Beach, Florida
Background
James M. Gabbard is the City Manager of Vero Beach, Florida, appointed in 2005. Prior to his
appointment as City Manager he completed 37 years of law enforcement service in a series of
increasingly responsible positions. Mr. Gabbard formerly served as the Police Chief of the Vero
Beach Police Department. During his tenure as chief he served as interim city manager on
several occasions. Prior to his service with Vero Beach he was a member of the West Palm
Beach Police Department, serving in all divisions of the Department and in many assignments
including Detective Lieutenant of Homicide. Upon his promotion to Captain he was placed in
command of organized crime and organized drug crime investigations. He retired from West
Palm Beach in 1986 to accept the chief'srpQs~_ir~yri~ro Beach.
Mr. Gabbard has received numerous professional recognitions and was elected President of the
Florida Police Chiefs Association, one of the largest organizations of senior police managers in
the United States. He was cited for bravery by Governor Jeb Bush before a joint session of the
Florida Legislature for his actions during several hurricanes which stuck Vero Beach.
Duties
Mr. Gabbard will coordinate the investigations aspects of the project including criminal
investigations, crime scene processing and internal affairs investigations.
Dov Chelst, Ph. D, ICMA Senior
Background
Dr. Chelst specializes in data and statistical analysis. He's taught the subject matter for nearly 10
years and has a Ph.D. in Mathematics from Rutgers University and a B.A. Summa Cum Laude in
Mathematics and Physics from Yeshiva University.
Duties
Dr. Dov Chelst will be the primary day-to-day liaison with the Police Department and
Communications. He will assist in gathering the data and provide support for the weekly
meetings. He will also be involved in direct observations of the communications and dispatch
center.
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