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AGREEMENT TO PROVIDE PORFESSIONAL CONSULTING SERVICES TO CONDUCT AN EFFICIENCY STUDY OF THE POLICE DEPARTMENTAGREEMENT TO PROVIDE PROFESSIONAL CONSULTING SERVICES TO CLEARWATER, FLORIDA Matrix Consulting Group THIS AGREEMENT, entered into this 20th Day of November, 2008 and effective immediately by and between Matrix Consulting Group (hereinafter called the "CONSULTANT" and the City of Clearwater, Florida (hereinafter called "CITY"), WITNESSETH THAT, WHEREAS, CITY desires to engage the CONSULTANT to Conduct an Efficiency Study of the Police Department; NOW, THEREFORE, the parties hereto mutually agree as follows: (1) Employment of Consultant. CITY agrees to engage the CONSULTANT and the CONSULTANT hereby agrees to perform the services described in the CITY's Scope of Work dated October 16th, 2008 and incorporated into this Agreement as Attachment A and CONSULTANT'S revised proposal dated November 3rd, 2008 and incorporated into this Agreement as Attachment B. (2) Term. The services to be performed hereunder by the CONSULTANT shall be commence on November 20, 2008 and shall terminate on April 30, 2009, unless this Agreement is earlier terminated as provided for herein. (3) Compensation. The CITY agrees to pay the CONSULTANT a sum not to exceed one hundred and seven thousand dollars ($107,000) in CONSULTANT'S Price Proposal. CONSULTANT agrees to complete the project and all services provided herein for said sum. (4) Method of Payment. The CONSULTANT shall bill monthly for hours completed to date as described in CONSULTANT'S Price Proposal. Total payments shall not exceed the amount shown in (3), above. CITY shall pay invoices within thirty (30) days of receipt. (5) Changes. CITY may, from time to time require changes in the scope of services of the CONSULTANT to be performed hereunder. Such changes, which are mutually agreed upon by and between CITY and the CONSULTANT, shall be incorporated in written amendment to this Agreement. (6) Services and Materials to be Furnished b CITY. CITY shall furnish the CONSULTANT with all available necessary information, data, and material pertinent to the execution of this Agreement. CITY shall cooperate with the CONSULTANT in carrying out the work herein and shall provide adequate staff for liaison with the CONSULTANT. Professional Services Agreement Page 1 (7) Termination of Agreement. If, for any cause, the CONSULTANT shall fail to fulfill in timely and proper manner his obligation under this agreement, CITY shall thereupon have the right to terminate this Agreement by giving written notice to the CONSULTANT of such termination and specifying the effective date thereof, at least five (5) days before the effective date of such termination. (8) Information of Reports. The CONSULTANT shall, at such time and in form as CITY may require, furnish such periodic reports concerning the status of the project, such statements, and copies of proposed and executed plans and other information relative to project as may be requested by CITY. The CONSULTANT shall furnish CITY, upon request, with copies of all documents and other material prepared or developed in relation with or as part of project. (9) Records and Inspections. CONSULTANT shall maintain full and accurate records with respect to all matters covered under this Agreement for a period of one year after the completion of the project. CITY shall have free access at all proper times to such records, and the right to examine and audit the same and to make transcripts there from, and to inspect all program data, documents, proceedings, and activities. (10) Corn leteness of Contract. This contract and any additional or supplementary document or documents incorporated herein by specific reference contain all the terms and conditions agreed upon by the parties hereto, and no other agreements, oral or otherwise, regarding the subject matter of this contract or any part thereof shall have any validity or bind any of the parties hereto. (11) CITY Not Obligated to Third Parties. CITY shall not be obligated or liable hereunder to any party other than the CONSULTANT. (12) When Rights and Remedies Not Waived. In no event shall the making by CITY of any payment to the CONSULTANT constitute or be construed as a waiver by CITY of any breach of covenant, or any default which may exist on the part of the CONSULTANT and the making of any such payment by CITY while any such breach or default shall exist in no way impairs or prejudices any right or remedy available to CITY in respect to such breach or default. (13) Hold Harmless. Each party shall be responsible for its own acts and will be responsible for all damages, costs, fees and expenses which arise out of the performance of this Agreement and which are due to that party's own negligence, tortious acts and other unlawful conduct and the negligence, tortious action and other unlawful conduct of its respective agents, officers and employees. (14) Insurance. Consultant agrees to maintain insurance during the term of this Agreement: for comprehensive general liability in the amount of $2,000,000 per occurrence and $4,000,000 in aggregate; automobile liability insurance in the amount of $1,000,000; workers' compensation insurance in the amount of $1,000,000 and professional liability in the amount of $1,000,000. Professional Services Agreement Page 2 CONSULTANT shall provide CITY with an insurance certificate which names the CITY as an additionally insured. (15) Personnel. The CONSULTANT has all personnel required in performing the services under this Agreement. All of the services required hereunder will be performed by the CONSULTANT or under CONSULTANT'S supervision, and all personnel engaged in the work shall be qualified to perform such services. (16) Assignability. The parties hereby agree that Consultant may not assign, convey or transfer its interest, rights and duties in this Agreement without the prior written consent of CITY. (17) Notices. Any notices, bills, invoices, or reports required by this Agreement shall be sufficient if sent by the parties in the United States mail, postage paid, to the addresses noted below: TO CONSULTANT: Name. Title Agency Address City, State Zip Richard P. Brady President Matrix Consulting Group 721 Colorado Avenue, Suite 101 Palo Alto, California 94303 TO CITY Name. Title Agency Address City, State Zip Robin I. Gomez City Auditor & Hispanic-Latino Liaison City of Clearwater PO Box 4748 Clearwater FL 33758 IN WITNESS WHEREOF, CITY and the CONSULTANT have executed this agreement as of the date first written above. CITY OF CLEARWATER, FLORIDA By: See Attached Signature Page Date: MATRIX CONSULTING GROUP By: Richar P. Brad , President Date: kj - 11-68 Professional Services Agreement Page 3 Countersigned: CITY OF CLEARWATER, FLORIDA By- rank V. Hibbard William B. Horne II Mayor City Manager Approved as to form: 4?1 Pamela K. Akin City Attorney Attest: I a 4, ?? Cyn is E. Goudeau City lerk ?t?,°??'/, City of Clearwater, Florida Purpose and Scope of Work - Police Department Efficiency Review 1. Purpose: Fiscal conditions have led the City of Clearwater to consider efficiency reviews to reexamine spending and operations. The reviews are intended to help the City of Clearwater determine priority customer service areas and ways to improve efficiency and reduce costs. In completing an efficiency review, the City of Clearwater has two primary goals: (1) lowering spending and saving money in the short term, and (2) improving performance and yielding additional savings in the long term. When reviewing the Clearwater Police Department, the key focus shall be to determine and review core services, what functions need to be performed, are they being performed department-wide or citywide as efficiently as possible, and then identify budget limits and performance targets for each core service. This short-term review can clarify greater changes that can be made within the department or one of its processes to improve efficiency in the long-term. Options include maintaining a program, restructuring or cutting back a program, outsourcing a program, or eliminating the program altogether. When focusing on ways to improve departmental efficiency, the key focus should be to first determine the most effective organizational structure to deliver core services and then secondly, to develop effective performance measures. Scope of Work: A. Evaluate Existing Conditions Identify existing public perception of staffing, response times, community policing, and community responsiveness to safety/emergency needs. 2. Conduct pertinent interviews/surveys, i.e., City Council, City Manager, Police Department Management, collective bargaining unit representatives, sergeants/lieutenants, officers, and other city departments. B. Management/Administration Staffing Levels Review organizational chart and appraise responsibilities assigned to the Chief, Deputy Chiefs, and Captains and the span of control for each. 2. Evaluate responsibilities, special assignments, and workload of department sworn and non-sworn administrative staff. 3. Assess management's problem identification, long-term planning, and organizational development strategies. 4. Provide observations and recommendations regarding command structure. 5. Review of succession planning to senior management positions. 6. Evaluate communication and interaction with officers, detectives, union representatives, command, and other management staff. Attachment A C. Officer/Investigation Staffing Levels 1. Review existing facilities/substations including Main and staffing assignments by facility/substation to identify possible efficiencies, cost reductions, and overall necessity of substations. 2. Evaluate adequacy of current patrol and command deployment proportional to workloads, call frequency, response times by priority level, types and amount of officer-initiated activity, and percentage of uncommitted time per shift. 3. Assess investigation case policies, tracking system, detective caseload and status by type, levels of case coordination with patrol and neighboring law enforcement agencies. D. Operations, Support Services, and Communications Systems: (1) Criminal Investigation Supervision & Units - Violent Crime, Burglary/Theft, Juvenile, Crime Analyst, Intelligence, Economic Crimes, & Vice/Narcotics; (2) Patrol Supervision & Units - District I, II, & III, Traffic Enforcement, K-9, Crime Prevention; (3) Support Services Supervision & Units - Records, Differential Police Response, Computer Operations, General Operations, Property Unit, Planning & Fiscal; (4) Communications Supervision and Dispatch Appraise adequacy of staffing and workload of each function/unit. 2. Assess technology systems, equipment, and staff use/capability 3. Evaluate communication and interaction with other shift staff, officers, detectives, and command and management staff. 4. Evaluate current system of records retention and storage and future storage capacity. 5. Identify opportunities and recommendations for internal consolidation of functions and services that can result in efficiencies. 6. Identify opportunities and recommendations for outsourcing functions and services. E. Benchmarking Data Analysis Obtain and analyze comparable benchmarking data (i.e., sworn staff per 1,000, response times, clearance rate, arrests per 1,000) for like-sized police departments and communities Proposal to Conduct a Police Department Efficiency Review CITY OF CLEARWATER, FLORIDA ATTACHMENT B implementation and our methodologies are used by our clients for years after the completion of a study. Our approaches are comprised of the following: • Extensive employee input throughout this project. We would interview over 100 of the staff of the Clearwater Police Department individually as part of this study. This input would be augmented by an anonymous employee survey. • Detailed analysis based on intensive data collection. We are a 'fact based' firm which prides itself on detailed analysis of the subtle characteristics of workloads and service levels. • Evaluation of services in the context of law enforcement `best practices'. We have been a leader in the development and use of best practices analysis based on our 25+ years of experience working with over 250 police agencies. • An interactive study process. Our experience has been that change is better recognized and implemented through an interactive study process in which each step has a review point for quality control and directional purposes. We appreciate this opportunity to provide this proposal to the City. If we can answer any questions or need to provide additional information, please do not hesitate to contact me. Matrix Consulting Group Richard Brady President CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review 1. THE FIRM AND PROJECT TEAM In this section of the proposal is provided an introduction to the Matrix Consulting Group, a summary of the firm and the project team we would assign to this project. 1. INTRODUCTION TO THE MATRIX CONSULTING GROUP The Matrix Consulting Group is a management consulting firm dedicated to providing assistance to local and state governments. Key elements of our approach to providing consulting services to local governments in general, and to law enforcement agencies in particular, include the following: Principals of the firm manage and serve as field analysts on each of our projects. Each member of our proposed project team has experience conducting scores of law enforcement staffing, operations and management reviews. Our team is composed of management consultants who are full time law enforcement analysts. Our analysts include: - Career management consultants who are full time law enforcement analysts with scores of projects in their experience. - Select members of our team are prior law enforcement professionals with direct experience at both the executive and supervisory levels. The former law enforcement professionals we employ are not just 'project window dressing'. They are all high quality field and project analysts, effective writers and presenters of our work. • We maximize field time devoting typically over half our project budgets obtaining client input through interviews and detailed data collection. • Our place in the consulting market is providing detailed analysis for our clients. • We take pride in meeting or exceeding project objectives. • We have a strong personal commitment and track record in assisting our clients implement appropriate solutions to staffing and operational issues. While our analytical capabilities encompass all local government services, our most significant area is that of public safety. A summary of our company and its law enforcement analytical practice includes: We were formed in 2002 by senior consultants of a large firm who left to be able to provide a more personalized service than was possible in that corporate environment. However, our senior consultants have between 10 and 30 years of Matrix Consulting Group Page 1 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review analytical and law enforcement management experience working together as a team in this and in prior companies. While the Matrix Consulting Group provides a variety of analytical services to local government, our most significant area of expertise is public safety -- we have personally served over 250 law enforcement agencies in our careers in Florida and throughout the United States. We currently have 17 employees. Our firm maintains its headquarters in Palo Alto, California. However, we also have offices in Stuart (FL), Plano, TX (Dallas Metro); Edwardsville, IL (St. Louis Metro); Andover, MA (Boston Metro); Silver Spring, MD (Washington D.C. Metro); and Spokane, WA. The depth of our experience is equaled by our fact based approach to consulting. This approach is summarized in a later section of the proposal. 2. ORGANIZATION OF THE PROJECT TEAM The Matrix Consulting Group proposes to utilize a senior project team, including our President, three other managers / senior managers with direct law enforcement experience and/or public safety analytical specialization. The senior members of the team have between 10 - 30 years of professional experience as consultants and/or law enforcement professionals. The organization chart, which follows, depicts the lines of authority and responsibility with the project team: PROJECT MANAGER Richard Brady, President FIELD SERVICES DIVISION Travis Miller, Vice President Joe Bravo Senior Manager SUPPORT SERVICES Mark Carpenter, Senior Manager Greg Mathews Senior Manager FLEET, EQUIPMENT & TECHNOLOGY Greg Mathews, Senior Manager Steve Wolfberg Manager INVESTIGATIONS DIVISION Grog Mathews, Senior Manager Mark Carpenter Senior Manager ORGANIZATION AND MANAGEMENT Richard Brady, President Travis Miller Vice President Matrix Consulting Group Page 2 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review 3. PROJECT TEAM Summary descriptions of each team member are provided below. More detailed resumes for our project team follow at the conclusion of this section of the proposal. (1) Project Manager RICHARD BRADY is the President of the Matrix Consulting Group. He is the leader of our management studies and law enforcement analytical practices. He has been a consultant to local governments for twenty-seven years. During that period, he has specialized in the analysis of police services, having conducted over 150 studies of law enforcement and criminal justice systems. Mr. Brady has managed and/or significantly participated in every law enforcement study cited as experience in this proposal. Mr. Brady has conducted policing studies in the following jurisdictions just since 1990: State Illustrative Law Enforcement Management and Staffing Studies Alaska r+ncnUi Qyc Arizona Goodyear, Prescott Valley California Alameda County, Anaheim, Clearwater, Burbank, Butte County, Citrus Heights, Contra Costa County, Escondido, Galt, Gilroy, Glendale, Kern County, Los Angeles, Los Angeles County, Los Gatos, Lynwood, Monrovia, Napa, National City, Ontario, Orange, Orange County, Palmdale, Palo Alto, Pasadena, Pittsburg, Poway, Rialto, San Jose, San Bernardino, San Bernardino County, San Mateo County, San Rafael, Santa Ana, Santa Barbara County, Santa Monica, Santa Clara Countv. Sonoma County, Sunnyvale Colorado Aurora Florida Alachua County, Jacksonville, Jupiter, North Miami Beach, Orange County, Pasco County, Pinellas County, Port Richey, St. Petersburg and Venice Georgia Americus, Augusta-Richmond County, Fulton County, Hall County, Chatham County, Americus and Gainesville Louisiana Alexandria Massachusetts Beverly, Boston, Lawrence, Milford, Mansfield, Burlington, Pelham, Wavland, Westwood, Whitman Minnesota Anoka County Missouri Des Peres and Raymore Nebraska Omaha Nevada Las Vegas Metropolitan Police Department and Reno Matrix Consulting Group Page 3 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review State New Hampshire New York North Carolina Michigan Ohio South Carolina Tennessee Texas Utah Vermont nia Wash! Wisconsin Illustrative Law Enforcement Management and Portsmouth Albany, Carthage, Endicott, Vestal and Briarcliff Manor Burke County and Durham Alpena and Detroit Fairborn Clackamas County and Grants Pass York Studies Beaufort County, Charleston County, Hilton Head Island, Spartanburg Countv Nashville-Davidson County and Knox Salt Lake , Terrell, El Paso, Grand Prairie and Southlake Brattleboro Danville, Leesburg and Loudoun County Kirkland and Snohomish County Sun Prairie, Milwaukee Mr. Brady has a BA from California State University, Hayward; and a doctorate from Oxford University, U.K. (2) Project Team Members • TRAVIS MILLER is a Vice President with the firm with over twelve years of management consulting and public sector analytical experience. Recently, his law enforcement experience has included law enforcement management audits in Florida for Alachua County, Jacksonville, Orange County, Pasco County Pinellas County, Venice and Jupiter; in California for the City of Los Angeles, Monrovia, Ontario, Santa Clara County and Lynwood; in Massachusetts for Milford, Mansfield, Wayland, Whitman, Burlington, Lawrence and West Boylston; Nashville-Davidson (TN); Fulton County (GA), Augusta-Richmond County (GA), Chatham County (GA), Hall County (GA), Gainesville (GA); Alexandria (LA); Leesburg (VA); Fairborn (OH); Clackamas County (OR); Anoka County (MN); Bayonne and Ridgewood (NJ); and Alpena (MI); in Texas for Arlington, El Paso, Terrell, Texarkana, Southlake and Grand Prairie; and the Las Vegas Metropolitan Police Department (NV). Mr. Miller was a project analyst on our Matrix Consulting Group Page 4 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review study for the Regionalization Commission examining cooperative relationships in the Boston Metropolitan area. He has BA and MPA from the University of Rochester. J. MARK CARPENTER is a Senior Manager with the Matrix Consulting Group and is based in our Irving, Texas office. Mr. Carpenter has been a financial and management consultant to local government for more than seventeen years. Prior to joining the Matrix Consulting Group, he was the MAXIMUS State Manager for Texas. Prior to that, he managed the Mid-Atlantic regional Human Resources consulting practice for MAXIMUS in Raleigh, NC. Prior to working as a consultant, Mr. Carpenter worked for the City of Fort Worth, Texas as a management analyst in the Management Services Department and as the Fiscal Administrator for the Police Department. Mr. Carpenter has conducted numerous financial, human resources, and management audit studies of every local government function. His prior law enforcement analytical experience includes studies for Jacksonville (FL), Orange County (FL), Raymore (MO), Bayonne (NJ), St. Petersburg (FL), Grand Prairie (TX), El Paso (TX) and Terrell (TX). GREG MATHEWS is a Senior Manager with the Matrix Consulting Group. He has over twenty years of public sector experience, performing as both a senior management consultant and executive manager. As Deputy Director of Auditing for the Los Angeles City Controller's Office, Mr. Mathews managed the day-to- day functions of the Performance Auditing, Follow-up and Management Assessment sections. For over six years Mr. Mathews has provided public sector consulting services to cities, counties and special districts throughout the U.S., and has completed comprehensive management studies encompassing over 120 operating Departments. He has analyzed Department operations and recommended enhancements related to performance management, personnel productivity, process improvement, best management practices and strategic planning. Mr, Mathews has participated as project manager or lead consultant in over fifty consulting engagements, with emphasis in the public safety field. He recently took part in our management studies for Aurora (CO), Orange County Sheriff's Office (FL); Omaha (NE); Burbank (CA); Milwaukee (WI); and Glendale (CA) Police Departments. Most recently he completed a strategic planning study for the three Public Safety Answering Points in Washoe County, Nevada. Mr. Mathews began his career with the Pasadena Police Department as the Crime Analysis Manager and became a Level I Police Reserve during his tenure. He has an MPA from the University of Southern California. JOSEPH BRAVO is a Senior Manager with the Matrix Consulting Group, having five years of experience working with the public sector. He is our GIS analyst for public safety studies projects and serves this area from our office in Texas. Since joining our firm, he has specialized in the analysis of law enforcement, corrections, fire and EMS functions with a focus on GIS solutions. He has experience working with law enforcement agencies as a member of the project teams for our assignment in agencies as Jacksonville (FL), Orange County (FL), Milwaukee (WI), Bayonne (NJ), Venice (FL), Jupiter (FL), St. Petersburg (FL), Matrix Consulting Group Page 5 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Texarkana (TX), Southlake (TX), York (PA), Napa (CA), Sunnyvale (CA) and Las Vegas Metro (NV). He is currently assisting with the update of the Arlington Police Department (TX). His professional consulting experience includes business process improvement, management, organizational, and operational assessments, facilitation and strategic planning for government agencies. Mr. Bravo holds BS and MA degrees from the University of California Los Angeles. STEVE WOLFBERG, a Manager, was most recently the Director of Emergency Services in Martin County, Florida and has over 30 years of experience in County Government. Mr. Wolfberg also has experience as a public safety professional and consultant, is a graduate of the National Fire Academy, and is a certified firefighter and paramedic. He has extensive experience in government financial analysis, implementation of public safety re-organizations, including law enforcement and communications / E-911, as well as public administration. More extensive resumes for our project team members are provided in the following pages. Matrix Consulting Group Page 6 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review RICHARD P. BRADY President, Matrix Consulting Group Project Manager BACKGROUND Richard Brady is the Matrix Consulting Group's President. Mr. Brady has been a management consultant to local government for more than twenty-five years. Prior to joining the Matrix Consulting Group, he was the MAXIMUS national Vice President in charge of its local government consulting practice, and before that the managing partner of the California-based management consulting firm of Hughes, Heiss & Associates. Mr. Brady has conducted numerous studies of every local government function. However, the vast majority of his work is in the law enforcement and criminal justice areas. PROJECT EXPERIENCE The following points summarize Mr. Brady's project experience. Law enforcement management and operations studies covering workload, staffing, service levels, and internal procedures and policies. Recent clients served include: Alban NY PD Monrovia CA PD Alameda Count CA Napa CA PD Alpena MI PSD North Miami Beach FL PD Anaheim CA PD Nashville-Davidson Count TN PD Anchorage AK PD National City CA PD Anoka Count MN SO. Oceanside CA PD Arlington TX PD Omaha NE PD Beverly MA PD Orange Count FL SO Brattleboro VT PD Pasco Count FL SO Butte Coun CA SO Pinellas Count FL SO Burlington MA PD Ra more MO PD Charleston Count SC Reno NV PD Durham NC PD San Bernardino CA SO El Paso TX PD San Bernardino CA PD Escondido CA PD San Clemente CA PD Florence Count SC SO San Mateo CA SO Glendale CA PD San Joaquin CA SO Goodyear AZ PD San Rafael CA PD Grand Prairie TX PD Shasta CA SO Hercules CA PD Snohomish WA SO Jacksonville FL SO Sparks NV PD Kirkland WA PD Spokane WA PD Las Vegas Metro N PD Sumter County SC SO Leesburg VA PD Sunnyvale CA PSD Los Angeles CA PD Sparks NV PD Newark CA PD Thurston WA SO Milford MA PD Venice FL PD Mansfield MA PD Whitman MA PD Matrix Consulting Group Page 7 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Milwaukee WI PD West Sacramento CA PD Law Enforcement Program Studies: Mr. Brady has performed a wide variety of studies of law enforcement programs and services. Selected studies have included the following: Communications studies for Needham (MA), San Mateo County (CA), San Bernardino County (CA), and Coral Springs (FL). Personnel policies and procedures studies for Escondido (CA), Danville (VA) and Fluvanna County (VA). Support staffing needs for Clearwater and Santa Ana (CA). Regional Law Enforcement Feasibility Studies: Mr. Brady has been involved or managed several law enforcement regionalization studies. These have included the following: Regionalization Opportunities in Training and Communications for the Boston Metropolitan Area. The Regionalization Commission chose members of this project team to work with over 110 agencies on public safety regional issues. - Regional Communications Feasibility for Police, Fire and EMS agencies in Central Maine. This study for 80 agencies in Kennebec and Somerset Counties has led to the development of a regional center operated by the Maine State Police. Law Enforcement Consolidation Feasibility Study for Endicott and Vestal, New York: these two police departments have begun to consolidate all support functions (communications, records, information systems, training) as well as shift supervision as a first step to consolidation. Regional Law Enforcement Feasibility Study for San Bernardino County, California Contract Cities: Nine cities receive contracted law enforcement services from the San Bernardino County Sheriff's Office. Because the County changed its philosophy of contracting, costs increased dramatically. EDUCATION BA, California State University, Hayward Ph.D., Oxford University, United Kingdom Matrix Consulting Group Page 8 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review TRAVIS MILLER Vice President, Matrix Consulting Group BACKGROUND Has 12 years' consulting experience. Vice President with the Matrix Consulting Group, specializing in public safety issues. Previously, was a financial analyst with the investment banking firm of Goldman, Sachs. PROJECT EXPERIENCE Since joining the Matrix Consulting Group, has specialized in analysis of public safety issues and operations. Law enforcement management and operations studies covering workload, staffing, service levels, and internal procedures and policies. Recent clients served include: Alachua Count FL SO Jupiter FL PD Alban NY PD Las Vegas NV Metro PD Alexandria LA PD Leesburg VA PD Alpena MI PD Los Angeles CA PD Anoka MN SO Mansfield MA Arlington TX PD Milford MA PD Augusta - Richmond GA SO Monrovia CA PD Bayonne NJ PD Nashville - Davidson TN PD Briarcliff Manor NY PD Orange Count FL SO Burlington MA PD Pasco Count FL SO Chatham Count GA PD Port Riche FL PD Danville VA PD Prescott Valle AZ PD El Paso TX PD Ridgewood NJ PD Endicott NY PD Southlake TX DPS Fairborn OH PD Sunnyvale CA DPS Farmington Hills MI PD Terrell TX PD Florence Count SC SO Texarkana TX PD Fulton Count GA PD Venice FL PD Gainesville GA PD Vestal NY PD Grand Prairie TX PD Wayland MA PD Hall Count GA SO West Bo Iston MA PD Indian Creek Village FL PD Whitman MA PD Jacksonville FL York PA Matrix Consulting Group Page 9 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Regional Law Enforcement Feasibility Studies: Mr. Miller has been involved or managed several law enforcement regionalization studies, including: - Regionalization Opportunities in Training and Communications for the Boston Metropolitan Area (over 110 agencies). - Law Enforcement Consolidation Feasibility Study for Endicott and Vestal, New York: these two police departments consolidated support functions as a first step to organizational consolidation. EDUCATION BA and MS in Public Policy Analysis from the University of Rochester. Matrix Consulting Group Page 10 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review J. MARK CARPENTER Senior Manager, Matrix Consulting Group BACKGROUND Mark Carpenter is a Senior Manager with the Matrix Consulting Group and is based in our Irving, Texas office. Mr. Carpenter has been a financial and management consultant to local government for more than seventeen years. Prior to joining the Matrix Consulting Group, he was the MAXIMUS State Manager for Texas in charge of its local government cost analysis practice. Prior to that, he managed the Mid-Atlantic regional Human Resources consulting practice for MAXIMUS in Raleigh, NC. Prior to working as a consultant, Mr. Carpenter worked for the City of Fort Worth, Texas as a management analyst in the Management Services Department and as the Fiscal Administrator for the Police Department. Mr. Carpenter has conducted numerous financial, human resources, and management audit studies. PROJECT EXPERIENCE The following points summarize Mr. Carpenter's project experience. These studies concentrated in several areas: Operational/Management Audits Mr. Carpenter has managed and participated in a number of operational audit engagements that focused on reviewing existing operational and organizational structures and recommending restructuring, reorganization, and/or revised administrative procedures to enhance government services. Law enforcement clients include: - Buncombe County, NC - Chesterfield County, VA - El Paso, TX - Fauquier County, VA - Grand Prairie, TX - Jacksonville, FL - Loudoun County, VA --- Orange County, FL - Portsmouth, VA - Raymore, MO - San Antonio, TX - St. Petersburg, FL - Terrell, TX - Warrenton, VA User Fee Studies. Mr. Carpenter has managed/participated numerous comprehensive user fee studies in California, Texas, Virginia, Maryland and Florida. These studies determined the costs of providing local government services utilizing activity based costing principles. These studies led to recommendations that generated significant amounts of additional revenues for Matrix Consulting Group Page 11 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review local government clients. Activity Based Cost Allocation Plans Mr. Carpenter managed and conducted activity based cost allocation plan projects in Texas, Virginia and North Carolina cities, towns and counties to identify indirect and administrative costs attributable to service departments and agencies, including social services and street maintenance. Special Assessments Mr. Carpenter managed MAXIMUS' special assessment practice in Florida, which assisted counties in developing special assessment or tax districts to fund road maintenance and construction, fire and rescue, and law enforcement services. Project deliverables included recommendations on appropriate assessment levels as well as implementation strategies and assistance. These studies were conducted in Charlotte County, Osceola County, and Nassau County. EDUCATION B.A., Davidson College (NC) MPA, University of North Carolina at Chapel Hill Matrix Consulting Group Page 12 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review GREG MATHEWS Senior Manager, Matrix Consulting Group BACKGROUND Mr. Greg Mathews has over twenty years of public sector experience, performing as both a senior management consultant and executive manager. As Deputy Director of Auditing for the Los Angeles City Controller's Office, he managed the day-to-day functions of the Performance Auditing, Fallow-up and Management Assessment sections. He supervised ten professional auditing staff and was responsible for the project management of numerous performance audits. For over six years Mr. Mathews has provided public sector consulting services to cities, counties and special districts throughout the Western and Mid-Western United States. He has analyzed department operations and recommended enhancements related to organizational performance, personnel productivity, process improvement and strategic planning with particular emphasis in the pubic safety field. Mr. Mathews began his career with the Pasadena Police Department, managing the Crime Analysis Unit and becoming a Level 1 Reserve Police Officer. PROJECT EXPERIENCE Mr. Mathews has demonstrated expertise in public safety management and organizational analysis and best management practices with public safety experience at the following agencies: Alameda Count CA Orange Count CA Aurora CO Orange Count FL Burbank CA Orange Count FL Glendale CA Pasadena CA Laguna Beach CA Reno, Sparks and Washoe Count NV Laguna Nigel CA San Clemente CA Lake Forest CCA San Juan Capistrano CA Lon Beach CA San Rafael CA Los Angeles CA Santa Monica CA Milwaukee WI Simi Valle CA Mission Viejo CA South Pasadena CA Omaha NE University of Missouri, Kansas City EDUCATION BA, University of California, Davis M.P.A., University of Southern California Matrix Consulting Group Page 13 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review JOSEPH J. BRAVO Senior Manager, Matrix Consulting Group BACKGROUND Joe Bravo is a Senior Manager with the Matrix Consulting Group. He is our GIS analyst for public safety studies projects and serves this area from our office in Texas. Since joining our firm, he has specialized in the analysis of law enforcement, corrections, fire and EMS functions with a focus on GIS solutions. PROJECT EXPERIENCE Completed numerous management, operational and staffing studies of police and Sheriff's Offices for the agencies listed below. In each case, Mr. Bravo completed operational profiles, developed and analyzed workloads, and evaluated performance of organizations based on industry benchmarks. Clients served include: • Bayonne, NJ • Indio, CA • Middletown, OH • Orange County, FL • Napa, CA • North Kingstown, RI • Pinellas County, FL • Portland, OR • Seminole, FL • Sunnyvale, CA • Venice, FL • York, PA EDUCATION • Des Peres, MO • Jacksonville, FL • Las Vegas Metro, NV • Milwaukee, WI • Norwalk, CT • Peoria, IL • Plymouth, MA • Ridgewood, NJ • Southlake, TX • Texarkana, TX • Wilton, CA University of California, Los Angeles (UCLA): BA / Political Science; MS / Public Policy Matrix Consulting Group Page 14 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review 2. REFERENCES In this section of the proposal the project team is providing examples of recent and relevant experience in the analysis of law enforcement agencies in Florida as well as elsewhere in the country. This includes references whom we encourage you to contact regarding the quality and timeliness of our work. Project Description Contact Information St. Petersburg (FL) -- Organizational Study of the Police Department Brad Scott (2007) Internal Auditor (727) 893-7721 In this study the project team focused on the following major areas -- organizational structure, staffing projections for the entire Department, as assessment of their community policing program, issues related to employee recruitment and retention, and internal investigations. Principal recommendations included making community policing officers more accountable, spreading community policing responsibilities throughout the Department, seeking community assistance to community policing goals.; new strategies for retaining staff (e.g., mentoring program), and a reorganization of command staff. Jacksonville (FL) - Sheriff's Office Operations Audit (2007) Frank Mackesy Undersheriff In this just completed project, the Matrix Consulting Group analyzed the (904) 591-6745 operations and staffing of this large consolidated city and county law enforcement organization. Principle recommendations have included significant changes to call diversion approaches in patrol to include expansion and use of civilians in the field; a significant increase in the number of investigators; converting sworn positions in support functions to civilians; significant changes in the use of overtime to meet minimum staffing in communications as well as in the detention system. Because of the State's Imminent revenue generation constitutional changes we provided council on targeted budget cuts if necessa Orange County (FL) - Management and Staffing Study of the Sheriffs Eric Gassman Office (2007) Asst. County Executive Officer In this study the project team has developed a plan which the Sheriff's Office (407) 836-7383 and County Administration can use to determine resource needs now and in the future as conditions change. In Florida, constitutional officers such as Sheriff's can challenge budgetary allocations from County governing bodies. While an important check and balance, its use can spoil relations between elected and appointed officials. This study was conducted as a 'last step' before the Sheriff appealed to Tallahassee. The draft report, which was just been presented to the Sheriff and the County, the project team has recommended additional filed personnel, including the creation of a field civilian complement, selected unit changes up and down in staffing, and numerous management changes to obtain the most efficient results from staff and equipment resources. Matrix Consulting Group Page 15 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Proiact Descri tion Contact Information Jupiter (FL) Police Department Management Audit (2006) Andy Lukasik Town Manager The project was conducted following several major challenges for the Town (561) 746-5134 including rapid growth, high demands for service, budgetary challenges and investigations. This project focused on a wide range of issues including policies, internal .affairs approaches, staffing and management oversight. The study also resulted in recommendations for changed in management staffing and organization. The project team also examined opportunities to alter shift scheduling in dispatch and the feasibility of consolidating dispatch under Palm Beach Count 9-1-1. Omaha (NE) - Management and Staffing Study of the Police Department Warren Weaver (2007) Chief of Staff City Council In this study the project team conducted a comprehensive assessment of (402) 444-5518 opportunities to better match staffing requirements with workloads and the City's financial resources. In patrol, the project team recommended a modest program of field civilianization (two for each of four precincts on two shifts each) which would also result in minor reductions in police officer staffing needs; the project team also recommended the a vehicle replacement fund be developed to retire many very old cars in the fleet; in investigations. The project team recommended significant improvements in case management approaches as well as a redeployment of staff among units to better utilize workloads, In support functions, the project team recommended that several sworn managers be replaced by more technically trained civilians (human resources and information technology). This study also reviewed the labor contracts and made suggestions to help the City negotiate a 'mid level' approach to total compensation, Milwaukee (WI) - Patrol Staffing Study (2008) David Heard Exec. Director In this project, the Matrix Consulting Group was retained to analyze current Fire and Police staffing levels within the Milwaukee Police Department Patrol Bureau. This was Commission? a two-phased project which focused on two questions: 1) What is the best use (414) 286-5072 of existing resources within the Patrol Bureau and 2) What is the optimal level of patrol staffing. The project team developed a patrol staffing model which incorporated several service levels targets including: reactive workloads, administrative time, proactive time, response time targets, and other variables. Overall, the project team found that the MPD could reach optimal staffing levels if MPD Patrol Bureau resources were deployed more effectively and current operational approaches were changed. The project team also provided the City and the Department with a patrol staffing model to project future staffing needs. Aurora (CO) - Management and Staffing Study of the Police Department William Curtis Business Services In this study the project team has provided the City with a thorough Manager assessment of the 'best use' of law enforcement personnel in a City which (303) 739-6507 specifies in its comprehensive plan the funding of 2.2 officers per 1,000 population. The results of this study have included redeployment of field personnel to better match workloads and proactive targets, changes to investigative unit assignments and a wide variety of operational management changes. The stud also developed a staffing plan for the Detention Center. Matrix Consulting Group Page 16 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review 3. PROJECT WORK PLAN AND SCHEDULE This section of our proposal provides a summary of our understanding of the background to this project, a summary of our understanding of the Clearwater Police Department, our proposed work plan, and a proposed timeline for completing this project. 1. BACKGROUND TO THE PROJECT The City of Clearwater is seeking a proposal to conduct an efficiency review of its Police Department. The review will identify core service areas and determine whether these services are being performed throughout the department and city in an efficient and cost effective manner. Based on the outcome of this initial review, the Matrix Consulting Group will identify budget limits, develop performance targets for the core service areas and clarify short-term departmental or operational changes to improve efficiency in the long term. In addition to providing guidance for operational improvements, the Matrix Consulting Group will also provide options for either preserving, restructuring, scaling back, outsourcing or elimination of a program. The City of Clearwater is home to approximately 110,000 residents and host around 1.2 million visitors per year. The City's FY2008-09 General Fund Budget is approximately $123 million and directly supports 1204.2 full-time equivalent jobs. These jobs provide a spectrum of public services, including law enforcement. The Police Department's share of the fiscal pie is approximately $37 million, which is equivalent to approximately 30% of all general fund appropriations. The General Fund budget has experienced a three-year total net reduction of 0.14%. Between fiscal years 2008-09 and 2007-08 alone, the General Fund appropriation decreased by 2%. This trend is attributable to voter approved changes to the state law affecting the property tax homestead exemption and the overall deteriorating economic conditions. Both have caused a reduction in property tax revenues and the economy alone is affecting a decrease in other tax revenue sources. The Police Department is affected by these forces and has seen a nominal budget increase in the most recent three fiscal years of 2.9% for the period or an average of 0,92% per year. Likewise, its personnel count has decreased by 3.68% for the same period or an average of -1.23% per year. In FY2007, the Department had 407.9 FTEs whereas the FY2009 appropriation supports 392.2 FTEs. 2. OVERVIEW OF OUR APPROACH TO LAW ENFORCEMENT CONSULTING The following subsections provide an overview of our to analyzing police departments in general and the Clearwater Police Department specifically. The description of each of these basic analytical elements is expanded on in the task plan provided later in the proposal. Matrix Consulting Group Page 17 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review (1) "Fact Based" Approach to Data Collect and Analysis A central tenet of our approach to conducting studies is that there must be a strong analytical basis for evaluating operations and making recommendations. This methodology should be flexible enough to accommodate the unique elements of each client's own scope of work and service levels requirements. • Documenting, in detail, current demand for law enforcement services including calls for service, investigative caseload, records workload, and the like. • Concurrently, document how staff resources are deployed and utilized in all areas of the Police Department. • Document management systems and approaches to managing operations. • Evaluate and define specific staffing requirements in each function required to achieve defined or alternative service level objectives. Through these approaches the project team would develop an understanding of Clearwater's unique service environment and approaches to providing and managing these services. (2) Interactive Study Process In our extensive work with law enforcement agencies, we have found that a successful project requires staff involvement which builds "ownership" in project results. To achieve this objective, we propose a multi-faceted approach consisting of: • We would kick-off the project with departmental briefing sessions designed to allay concerns about the study and answer employee questions. • We would conduct a large number of one-on-one interviews, focusing on job content as well as issue identification, over 100 staff would be interviewed. • We would provide all employees with the opportunity for input on organizational and operational issues through the use of an anonymous survey. • Other 'stakeholders' and departments which interact with the Police Department would be contacted and interviewed. These external 'stakeholder' contacts would include resident and business associations. The internal municipal contacts would include the Human Resources, Finance and Fire Departments. • We also propose a study review process through the use of the City's Project Team as well as an internal Police Department committee. We would plan to meet with these committees at the completion of each project task. Matrix Consulting Group Page 18 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review These approaches have resulted in high rates of implementation because staff better understand the need for change and their roles in achieving it. (3) Comparative Analysis The Matrix Consulting Group has been a leader in the use of 'best practices' and 'benchmarking' analysis in law enforcement analysis since the 1980's. Through the experience we have gained working with over 250 law enforcement agencies. The project team would develop a detailed list of "best practices" for use in a diagnostic appraisal of each function in the Clearwater Police Department. This diagnostic appraisal would be utilized to identify those areas in which the organization was meeting targeted service delivery objectives. The project team would also conduct a comparative survey of other police departments in Florida to understand whether 'best practice' operational and management targets have been implemented in these peer agencies. These approaches would lead to the identification and prioritization of issues for resolution in subsequent tasks in the study. (4) Project Management We believe very strongly in the science of our craft. As a result, we utilize formal project management techniques in our studies. These techniques include: • All project work activities are defined in advance and tied to each project team member, deliverables, the schedule and the budget. • The project manager briefs each project team member of their roles and expectations. This is accomplished in writing and in person. • Internal (project team) and external (client) expectations and results are managed on a weekly basis. Formal project schedules and accountability reporting mechanisms are used to report this. • The project manager designs and personally reviews all interim and final products before they are delivered to the client. • We have frequent client review meetings to discuss the quality and direction of the project through interim deliverables. These project management approaches have resulted in all of our projects being delivered at a high level of quality, on time and on budget. 3. PROPOSED WORK APPROACH Matrix Consulting Group Page 19 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review This section describes the Matrix Consulting Group's detailed work approach for conducting this assignment, including deliverables for each task. At the conclusion of this section we also provide a schedule for conducting the work. Task 1 Identify Attitudes Toward Existing Law Enforcement Programs, Service Levels, and Major Protection Needs. To fully evaluate staffing and resource needs related to the delivery of law enforcement services in Clearwater, the project team will need to develop an in-depth understanding of attitudes towards existing service levels and the unique characteristics of policing programs and community protection needs. To provide this level of understanding, the project team will accomplish the following: • Interview City Commission members to understand key issues from their perspectives which led to the conduct of this study. • Interview the City Manager and other top management staff in the City (e.g., Human Resources, Finance), as appropriate, to obtain views on key law enforcement and support service issues and improvement opportunities. • Interview the Chief and other top management in the CPD to obtain an initial understanding of the organization, major goals and recent trends. • In these initial interviews we will identify appropriate external 'stakeholders' to meet with to discuss potential law enforcement issues. Stakeholders would include representatives from business and resident associations. • Conduct a kick-off meeting with the City's Project Team and the staff committee. • We would hold departmental briefing sessions to introduce the study, the project team and employee opportunities for participation in the process. We would also answer employee questions about the study. These initial interviews would focus on determining individual attitudes toward current law enforcement staffing, service levels, programs, and needs, including the following: • Adequacy of existing service levels. • Responsiveness to basic community public protection needs. • Perceived gaps in existing service levels. • Attitudes toward enforcement philosophies. • Issues which may be impacting or be impacted by current staffing levels. Matrix Consulting Group Page 20 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review The project team would also conduct the following activities in kicking-off the project: We would also collect basic documents which "define" the CPD internally and externally (e.g., goals and objectives, mission statements, etc.). • Finally, we would also document key population, demographic and economic characteristics and trends. Task Result: Based on the results of these interviews and initial data collection, the project team would prepare an issue list which would provide the basis for subsequent analytical steps. The project team would also finalize the project work plan. Task 2 Document Employee Attitudes Toward Strengths and Improvement Opportunities To fully evaluate an organization, it is important that the project team understand the range of employee perceptions and roles and responsibilities in the CPD. To be credible, this input needs to be accomplished at the outset of the analysis. We have found in our previous work that interviews and use of a survey instrument is an ideal way to maximize input and increase the perception of the study as an objective effort. Documentation and analysis of employee attitudes will consist of the following work steps: Interview with numerous Police Department staff, including the majority of supervisory and all management personnel. We will interview an appropriate number of staff to obtain a thorough understanding of each Department operational unit, though we anticipate that, overall, these interviews will exceed 100. Additionally, we will perform ride-alongs or other similar activities to obtain feedback from line personnel. Preparation of a confidential questionnaire (survey) to be distributed to all sworn and civilian employees. The project team will structure a questionnaire which "fits" the unique characteristics of the CPD based on the initial interviews conducted in Task 1, described above. Employees would mail the questionnaires directly to our office using pre-paid envelopes. The survey would be used to elicit responses to such issues as: - Service level capabilities. - Community relations. - Operations management. - Workload and service management. Matrix Consulting Group Page 21 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review - Staffing levels. - Opportunities for improvement in all areas. Analysis of questionnaire results, differentiating among responses by employee type (sworn versus non-sworn); functional unit (e.g., Division); managers and supervisors versus line employees. Preparation of a summary of the results and identifies specific areas which need more extensive exploration in subsequent study work tasks. Task Result: The results of the employee survey would be reviewed with the City's Project Team and the staff committee. Upon completion of the project the results would be made available to all employees in the CPD. Task 3 Profile the Organization, Staffing and Operations of the Clearwater Police Department. A key to this analysis is the development of a detailed understanding of workloads and service levels. This understanding needs to be developed in the following contexts: Quantitative indicators of service levels and workload including call for service demand; response times to calls for service by priority level; level and type of proactive activity undertaken by both patrol and other units; investigative workloads; and the like. Qualitative or more subjective indicators of existing service approaches throughout the CPD, and particularly in the administrative and operational support areas. To develop this level of understanding, we will document and analyze workload and service levels as described in the illustrative subsections, which follow (it should be noted that all CPD functions are not described in these subsections; this is representative of our approach to major functional areas). It should also be noted that while it is the project team's responsibility to collect data, assignment of a project coordinator from within the Department to assist with identification and coordination of data would be appreciated, especially as that relates to access to data from the Department's automated systems. (1) Patrol Programs and Services. We will profile and analyze patrol services in terms of the following: Matrix Consulting Group Page 22 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Employing data extracted from dispatch information and available reports, field patrol workloads and service levels will be profiled and analyzed in terms of the following: - Community-generated call for service demand by time of day and day of week for the last twelve months. This will include: •• Call frequency. •• Time required to handle calls for service. •• Availability of back-up. •• Time required for back-up. - Response times by priority of call for service handled. This will include: •• Average response times for all priorities of calls for service. •• Distribution of response times by priority of calls. •• Any variations in response time performance by time of day, day of week, or neighborhood. - Number and type of calls handled by other means including use of non- sworn personnel, and other forms of differential response. • Levels of self-initiated activity. Self-initiated activity will be documented and analyzed in terms of the following: - Various quantitative indicators of self-initiated activity will be examined. This includes such activities as: •• Field stops/field interrogations. •• Traffic stops. •• Other self-initiated activity. •• Activities resulting from directed patrols. - For a sample period, the scope and content of any patrol plans prepared for field patrol staff will be examined. This will focus on understanding: •• Time required to execute patrol plans. •• Performance expectations. •• Community oriented goals and action plans. •• Other factors, as appropriate. • Document actual field patrol deployment practices with existing staffing levels in field patrol. Through analysis of rosters and other appropriate documents, the project team will document actual field patrol deployment in terms of: - Scheduled deployment by time of day and day of week. Matrix Consulting Group Page 23 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review - Shift relief factors impacting units actually deployed compared to the number scheduled considering the following: •• On-shift court appearance requirements. •• Sick leave, vacation and other time-off requirements. •• Special assignments. •• Training. •• Other factors impacting deployment and availability. Then, the project team will evaluate field patrol staff utilization at existing staffing levels given actual deployment and workload demands. The model employed includes determination of the time available for preventive patrol and other proactive activities given actual deployment and call for service demand by time of day and day of the week. • Concurrently, the project team will interview staff at all levels in patrol services to develop a detailed understanding of how the patrol program works from a number of perspectives including: - Preferred level of uncommitted time necessary to allow field staff to direct patrol to community needs. The extent to which patrol deputies are involved in (appropriate) follow-up investigations. - As noted earlier, level and content of patrol plans based on review of any existing plans targeting community-oriented activities. Problems associated with implementing and maintaining targeted patrol levels at existing staffing levels and workloads. • Document the uses, availability and deployment of command and supervisory personnel by time of day and day of week. Through interviews, develop a detailed understanding of the mixture of command and supervisory responsibilities as well as associated issues. Based on the above, the project team will develop a set of measures to clearly define existing field patrol service levels. (2) Traffic Enforcement Traffic enforcement operations and service levels will be documented in terms of the following: • Scheduled and actual deployment of traffic enforcement personnel by time of day and day of week Matrix Consulting Group Page 24 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Current workload including the following: Accident investigations. Extent to which traffic enforcement personnel are being assigned calls for service as primary units and/or backup of other field patrol activities. • How traffic enforcement and accident investigation workloads are planned, prioritized and handled. • Level of patrol officer-initiated activity related to traffic enforcement including citation production on a per officer basis. • Service levels, measured by the current Traffic Enforcement Index, would also be evaluated. Based on the above, the project team will develop a set of measures to clearly define existing traffic enforcement service levels. (3) Investigation Services. Investigative workloads and service levels will be analyzed in terms of the following: • Current investigative policies including case screening approaches; types of cases "worked" by case type; and other policies which impact time utilization and workload of investigative personnel. • Based on interviews, document current caseloads and case status by case type. • Based on the above, evaluate existing investigative service levels from the perspectives of: - Current caseloads compared to patterns observed in other law enforcement agencies with effective case management approaches. - The extent to which cases with "leads" can be worked with a relatively high likelihood of solvability given existing staffing levels and case management approaches. - Elapsed time between initial report, assignment of a case to a detective, and actual working of that case by a detective. - Coordination of cases with patrol personnel. • Mission, workload, and results achieved by pro-active investigative units, including narcotics and special operations. Matrix Consulting Group Page 25 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Based on the above, the project team will develop a set of measures to clearly define existing investigative services. (4) Special Operations Functions. These proactive units require a variety of information to be collected to document their varied activities, including the following: • Number of formal and informal investigations initiated. • How criminal intelligence is planned, targeted and evaluated. • Number of arrests processed. • Citizen complaints responded to by type. • Assets seized. • Drugs recovered. Based on the above, the project team will develop a set of measures to clearly define existing special enforcement and operational support services in the City. (5) Communications. The project team would analyze workloads and service levels associated with Communications by applying such approaches as the following: • Document deployment of staff by shift and day of week and by function. • Document personnel availability factors such as leaves and attrition. • Document the allocation of call for service and other workload indicators by time of day and day of week. • Develop an understanding of communications support functions, including training, technical support and administration. • Document the allocation and roles of supervisory and management staff. Based on these activities the project team would summarize the current use and allocation of communications personnel for CPD purposes. Because we recently developed an assessment of dispatch staffing this portion of our work would update the previously collected data. (5) Administrative and Support Services. Matrix Consulting Group Page 26 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review The project team would analyze workloads and service levels associated with the support units in the CPD by applying such approaches as the following: • Document records processing flows by document type and volume. Identify and quantify processing turnaround times and processing backlogs which might impact CPD patrol and investigative personnel. Review systems currently available to support records processing activities so that each agency has this information on line. • Evaluate evidence inventory and control functions including hours of coverage, roles relating to evidence collection and processing, evidence audits and internal controls. • Review fiscal operations to include responsibilities and coordination with the City, timeliness and accuracy of financial processes, budget support and effectiveness in locating and securing grants. • Determine how professional standards is used not just as an investigative function but the processes utilized in recruitment and selection, media relations and risk management. To what extent is this unit utilized to continuously improve the organization? • Review internal information processing procedures and controls. • Examine information technology including current capabilities related to the following: - Crime analysis. - Investigative case management. - Mobile data terminal/laptop capabilities of patrol and other field officers. Based on the above, the project team will develop a set of measures to clearly define each support service. (5) Human Resources Programs and Services. Through interview and review of relevant documents, this sub-task would document the scope and content of the Department's recruitment and training programs including: Scope and content of in-service training provided to non-sworn staff including existence of master training program(s) and objectives; types and amount of training provided to sworn and non-sworn staff over the last 24 months; and training program costs and expenditures. Matrix Consulting Group Page 27 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Existence and content of career development plans and paths for sworn and non-sworn staff. • Current performance evaluation systems and approaches including measures and approaches employed in performance evaluations. • Approaches employed to recruit new non-sworn and sworn staff including promotional; outreach; and selection approaches and materials. • How human resources records are maintained. • How performance evaluations are conducted, reviewed and used to improve performance. • How career development is prioritized in the Department. Based on the above, the project team will develop a summary of personnel systems in place in the Clearwater Police Department. Task Result: The results of this task would be documented in the form of a narrative and statistical profile of CPD workload and service levels which will provide the basis for subsequent analysis. This profile would be circulated among key CPD staff to ensure accuracy and reviewed with the City's Project Team and the staff committee, when completed. Task 4 Identify Issues by Comparing Current Operations and Service Levels to Best Practices and Peer Organizations. In this task, the project team would conduct a diagnostic assessment of the Police Department and develop an initial set of issues with respect to the efficiency and effectiveness of its operations. This issues list would be developed through three approaches: • A list of issues associated with a review of the facts documented in Task 3, the Profile of the Organization and Operations of the Clearwater Police Department. • The project team would also develop a detailed list of "best management practices" for use in a diagnostic assessment of the programs, service and management in the CPD. The Matrix Consulting Group has been a leader in the development of 'best management practices assessments of law enforcement for over 20 years. This diagnostic assessment of the CPD would be developed to identify the following: - Those areas in which the organization was meeting targeted service delivery objectives or standards of service efficiency or effectiveness. Matrix Consulting Group Page 28 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review - Those areas in which there may be improvement opportunities. Once developed, these measures/areas of comparative evaluation would be reviewed with the project committee. The project team would develop a list of at least 8 benchmark cities against which to compare the CPD's organization, staffing and operations. While no comparison would perfectly fit Clearwater's service environment and goals, we propose to utilize factors such as those shown below to develop the comparative survey participants. Population and Economic Environmental Police Department Demographics Characteristics Characteristics Characteristics • City size • Per capita income • Urbanized • Size • Ethnicity • Tourism • Conservation areas • Composition of force • In a metro region? • Regional commerce • Transportation • Crime, activit Task Result: The results of this analytical exercise would be combined with the results of the previous tasks and documented in a best management practices or diagnostic assessment matrix as well as survey response table that included an identification of issues which would be followed up on in subsequent tasks. These documents would be discussed within the CPD and with the City's Project Team. Task 5 Identify Staffing Requirements and Alternatives for the Clearwater Police Department. Once service level alternatives have been defined, the project team will analyze staffing levels necessary to achieve the service objectives associated with each target. Basic steps in the analysis will be as follows: Employ computer models to calculate field patrol deployment necessary to achieve identified alternative service level objectives. The models provide the capability to calculate field patrol deployment requirements by shift and day of week based on workload and specific service level objectives associated with target response times and preferred levels of time available for proactive activities in an area. Relief factors and use of overtime to achieve targeted field enforcement levels would be evaluated as well as opportunities for civilianization. The project team utilizes two models for use in field operations, one which we developed and have refined over decades of use with hundreds of departments, a second is the Patrol Allocation Model (PAM) originally developed by Northwestern University's Center for Public Safety. Evaluate investigative staffing needs based on an assessment of case management techniques (including how cases are screened, assigned and monitored) as well as caseloads on an investigative specialty basis. Matrix Consulting Group Page 29 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Analyze report volumes and other information in records as well as other support functions. Important elements of this analysis are the impacts of alternative technologies on staffing and operating requirements. • Once staffing plans associated with identified service level targets have been defined, the project team would compare them to current staffing levels. • The project team would also evaluate management staffing levels in terms of spans of control, functional responsibilities, and with respect to the comparative assessment. • The project team would also evaluate further civilianization opportunities in CPD support and administrative functions. • Finally, the project team would evaluate the use of overtime in the Department and opportunities to control it as well as whether there is an alternative of staff substitution for overtime available. As part of this analysis, the project team will take a global view of redeployment opportunities between and among functions in the Department. Task Result: The results of this task would be documented and reviewed in detail with the project committee. This would include definition of staffing levels required to achieve targeted service levels and comparisons of those staffing levels and costs with current operations. Task 6 Evaluate Organizational Structure and Management Staffing Alternatives for the Clearwater Police Department. The results of the previous tasks would be analyzed to identify alternatives to the current organizational structure and levels of management staffing. In conducting this important organizational analysis, a variety of criteria will be utilized, including the following: • Are functions organized effectively to affect a well-coordinated delivery of service to the community? Does adequate coordination and/or cooperation occur among the various operating units (e.g., investigations and patrol)? • Are spans of control consistent with organizational complexity and manager responsibility? • Is the Police Department too "tiered" or too "flat" from a command and supervisory staffing perspective? • Are functions placed too high or too low in the organization in relation to their importance in meeting law enforcement and service objectives? Matrix Consulting Group Page 30 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Are lines of authority and responsibility clear to all command personnel and organizational units and are they being adhered to in day-to-day operations? • Do program gaps exist which require organizational attention? • Are management and supervisory personnel properly classified in relationship to the type of work they do? • Are there one-over-one reporting relationships which exist only to make a consistent chain of command? • Are the number of management and supervisory layers appropriate for an organization this size and complexity? • Are administrative functions adequately provided for in the organization? Or have these functions been neglected in order to address sworn staffing needs? Are there backlogs in administrative functions which impact field and investigative operational needs? • Are there information technology and related issues which impact operational efficiency and effectiveness? Task Result: The results of the analysis described above will be documented with strengths of the existing organizational structure, as well as possible improvement opportunities identified. This will be reviewed with the City's Project Team and the staff committee. Task 7 Identify Modifications Needed in Major Management Systems. In this task, the management systems and processes used to plan and control law enforcement and internal support of operations will be evaluated. The methodologies utilized for conducting these evaluations will be interviews, review of policy and procedure manuals, and assessment of management reporting systems. Analytical attention will be focused on such major management system issues as the following: • How does the CPD plan, schedule and control the work to be done in each of its organizational units? • How are goals, objectives and service level targets developed? Is community input sought? • Is the CPD organized in a manner to effectively communicate its missions, goals, and values throughout the organization? Are units accountable for meeting these goals? Matrix Consulting Group Page 31 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • Does each major organizational unit have accurate and timely measures of the performance of that unit? • Does the City receive the information that they need to provide an on-going assessment of performance? • Does the Department have the legal tools (e.g., codes and ordinances) to do its job most effectively? • Are there issues associated with the way in which the Police Department interacts with other departments? For example, are services coordinated with Fire? Are human resources policies and procedures followed? In this work task the project team will also evaluate the policies and procedures used by the CPD to support and manage achievement of its various objectives to include: • Are the manuals / documents complete? Do major gaps exist relating to operations? • Are the manuals and documents updated frequently enough to reflect legal and community changes? What is the process for updating these manuals and documents? • How are the contents of these manuals and documents and their revisions communicated throughout the Department? • Through policies and procedures as well as through personnel systems, how is liability controlled? • Are critical policies and procedures such as use of force and vehicle pursuit clearly defined and consistent with progress law enforcement agency approaches? The study team will assess the positive features and improvement opportunities which may exist in personnel management programs. Human resource issues to be addressed in the conduct of these analyses will include the following: • Evaluate methods to attract good candidates to the Police Department and programs to retain law enforcement personnel once hired. • Are recruitment and training efforts geared toward meeting the unique community law enforcement and service needs? • Content and structure of promotional systems currently in place. Matrix Consulting Group Page 32 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review • What types of training activities are provided for sworn and non-sworn personnel? What steps can be taken to enhance training effectiveness? • Do training gaps or redundancies exist? Is training adequate, for example, in community policing techniques, organizational communications and supervisory skills? • How is career development and professional growth promoted within the Police Department? • Is training provided based on a thorough assessment of skill improvement needs? Task Result: The results of the analysis described above will be documented and will provide a preliminary evaluation of CPD management systems. Strengths of existing Department management, as well as possible improvement opportunities, will be identified. This will be reviewed with the City's Project Team and the staff committee. Task 8 Evaluate Technology, Fleet and Equipment Issues. The study team will evaluate technology, vehicle and equipment adequacy in the Police Department through such approaches as: analysis of usage; review of specifications and their relationship to types of requirements they are designed to meet; plans to replace equipment and vehicles; and relate this analysis to the staffing analysis described in an earlier work task. Specifically, such issues will be addressed as the following: The project team will evaluate the current use and availability of technology within the CPD in the context of supporting the following principal activities: - Adequacy and capacity of systems available to support communications operations such as CAD and RMS. This would include patrol and other officers' access to technology for field checks and for report writing. - Support of management information needs such as workload and resource needs analysis. - Support of management information needs for program effectiveness. Identify strengths and weaknesses of current systems and technology reviewed results of this assessment in detail with the CPD. Once of the principal purposes of this review will be to develop a consensus on improvement needs and to assign priorities to potential improvements. Suggested areas for examination include: Matrix Consulting Group Page 33 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review -- Specifications development and standardization around common platforms, operating systems and peripherals. -- Resource availability and utilization of these resources. - How technology is evaluated for process improvement and costs/benefits. - Needs assessment and planning of future systems needs. - Customer support and help desk activities. - Training of users on technology. How well is the significant investment in fleet being managed? Specifically, the project team would resolve a number of key questions, including: - Are there vehicle and equipment needs which impact staffs ability to function effectively? - What types of vehicles are assigned to each organizational unit/ function; what is the rationale for vehicle types and assignments? - What percentage of the fleet is out of service at any point in time? - Do vehicles meet acceptable utilization levels as measured by miles driven or proportion of time used? - What other opportunities exist to reduce vehicle maintenance costs? • Are there issues with the storekeeping roles and responsibilities? Are there issues with inventory levels, procurement practices and resulting cost effectiveness? Are personnel levels appropriate in terms on number and type? Task Result: The results of this analysis will be a review and assessment of the Police Department's equipment and use of technology and opportunities for improvement. These results will be reviewed with the City's Project Team and the staff committee. Task 9 Document Recommendations and a Plan of Implementation in a Draft and Final Report. Once the work tasks noted above have been completed, our findings, conclusions, and recommendations will be documented in the form of a detailed management, staffing and operations plan for the CPD. This Draft and Final Report will consist of: Executive summary of all key findings and recommendations. Matrix Consulting Group Page 34 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review Detailed analysis of operations and staffing needs for each function at alternative service level targets. Moreover, analytical methodologies will be provided so that the impacts in changes to assumptions can be calculated internally. Detailed plans for implementing all recommended changes to include work steps necessary to implement; recommend responsibilities; and timing. This would include both short and long term plans. Once the draft report and implementation plan has been reviewed by CPD staff and the City's Project Team, we would make necessary corrections and then would present it to the City. 4. PROJECT SCHEDULE The chart below shows our proposed schedule for this project on a task-by-task basis. This schedule reflects a sixteen week turn-around time from a notice to proceed. Project Task/Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1. Initiation A 2. Profile 3. E Surve 4. Comparatives 5. Staffing A A 6.Organization 7. Management S. Equipment A 9. Final Report A We take pride in the fact that we have met every project schedule in our careers, unless the client has requested a slower delivery date than originally proposed. Matrix Consulting Group Page 35 CITY OF CLEARWATER, FLORIDA Proposal to Conduct a Police Department Efficiency Review 4. PROPOSED COST The Matrix Consulting Group is pleased to present a fixed price proposal of $107,000 to conduct this Efficiency Review of the Clearwater Police Department. This includes all professional fees and services as well as all reimbursable travel costs for the assignment as shown in the table below: Project Task Brad Miller Mathews Carpenter Bravo Wolfber Hours 1. Initiation 8 0 0 0 0 0 8 2. Profile 8 24 16 16 24 24 112 3. E Survey 0 0 0 0 0 8 8 4. Comparatives 8 8 8 8 8 16 56 5. Staffin 16 24 24 24 24 24 136 6.Organization 8 8 0 0 0 0 16 7. Management 8 8 8 16 8 8 56 8. Equipment 8 0 24 0 0 0 32 9. Final Report 24 16 16 16 16 0 88 Total Hours 88 88 96 80 80 80 512 Hourly Rate $225 $200 $190 $190 $175 $175 Fees $19,800 $17 600 $18,240 $15,200 $14 000 $14,000 $98,840 Expenses $8,160 Total Cost $107,000 In this revised proposal we have asked (in the Profile Task) to have a Departmental coordinator be assigned to us to assist with the identification and collection of data, especially as that relates to access to the automated systems. While data collection is still our firm's responsibility, this assignment of no more than 24 hours during the life of the project helped us reduce project costs to the amount in this revised proposal. Matrix Consulting Group Page 36