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Agenda 09-18-12-Item 11.B-Berkshire Advisors:.; • • . 4:41 . .• I - e L I 1 � II'If� k j ? ���� 4 t � R R � � � • I .. UMMAZIM Berkshire Advisors, Inc. is pleased to submit the enclosed proposal to provide consulti services to perform a management study of the Boynton Beach Police Department. Th proposal is based on our understanding of the requirements detailed in the City's RFP No.: 067-2110-12/TWH. I In addition to our extensive consulting experience, our project team includes the forme police chief of Ormond Beach, Florida. We believe this range of perspectives will help ensure that our study recommendations are both sound and capable of being implemented. I 24734 Lake Road, Bay Village, OH 44140 Telephone: (216) 496-2437 Fax: (440) 892-1158 Affirmative Action, Equal Opportunity Employer project. We are prepared to answer questions you may have and to provide any additional information you may need. President URF-Wff REM 3 I I m WA:tsi It d VA 1I — EXECUTIVE SUMMARY This executive summary outlines the key features of our proposal. The organization of this executive summary corresponds with the overall organization of the proposal. A — DESCRIPTION OF WORK PROGRAM AND SCOPE OF SERVICES r_11 117 Uen W. 11nlike some of our competitors Berkshire Advisors does not take a "one size fits all approach" to evaluating police department management, organization, and staffing. Our work focuses • understanding the expectations for service within the community being studied, assessing the extent to which those service expectations are met and developing strategies to close gaps between the services being provided and the expectations of the community. Taking this approach not only ensures that the police lepartment focuses its efforts • the law enforcement needs that are most important to citizens but also helps decision-makers understand the relationship between resources .qnd results. The RFP identifies a broad range of issues that affect the performance of the Boynton Beach Police Department. However, because the RFP so clearly delineates each element • the assessment there is a danger that the consultants who undertake this assignment will view the engagement as consisting • a number • discrete projects each with their own set of recommendations. This, we believe, would be a mistake. B contrast, our focus will be to develop a single package of recommendations that addresses the range of issues facing the department. Taking this approach will ensur that the interrelationships between the issues facing the department are taken into consideration in developing improvement recommendations. A number of features of our approach will help to ensure that we develop a detailed understanding of the myriad issues facing the Boynton Beach Police Department witho losing sight of the department's overall improvement needs. Focusing on understanding the interrelationships among study issues Keeping one's "eye on the ball" I. M 6 1 - 11[- 1 q L*j UT. =.. I a I mm, a=. r1mr mna&j=, mm-mrile ".-M 0 IM F-77aFrMT?E-7M=M m IM*ffo=- MrOMOFF mine a O EM: F To obtain the information needed to support our analysis we will gather and assemble a variety of data, review available documents, and interview and conduct focus groups with individuals both inside and outside the police department, including focus groups with community leaders. We will also conduct an employee survey and an activity analysis survey. *ur work plan consists of eleven interrelated phases, many of which are divided into a number of tasks. Phase V Conduct community interviews and focus groups 'Ing oLsI *1:1 liI 7-= 1.1 Phase V111 Perform an initial review of police department management, organization, and operations 7hase IX Perform an initial assessment of privatization opportunities Phase X Perform more detailed analysis and develop preliminary recommendations I lI;;ljI!!I 1111!1 iniurmatlun reqlebieu in x and supplemental data request lists, and serving as members of the project steering committee. VA 0 - . 1 0 0 1 gemem To a n prorMlonai stanaaras (Inciva ng ai fees and expenses) is $59,000. W Me] W �Zl L Me 1 • k I ! Al l `�• >► -11 �► f_Q97:1111 Xol I PI*`. z 0 1 . m When used with appropriate care benchmarking (coupled with best practice analysis) can be a powerful tool for improving performance. In our experience, benchmarking is especially helpful when used in the following ways. Making An Overall Assessment Of Performance Benchmarking comparisons with other organizations can be useful when making an overall assessment of a particular function or service. In particular, using benchmarkirri as a diagnostic tool — to understand where efforts to improve should be focused — can be quite beneficial. Methodological concerns about whether "apples to apples" comparisons are being made are much less relevant when the purpose of the benchmarking effort is to make an overall assessment of performance rather than to make detailed recommendations for improvement. On this engagement particular 2ftention will be focused on comparing staffing levels and expenses with benchmark irganizations. In our experience, a mythology can be created in organizations around some issues. The �e—slffdlar4uta-ratiii�,W arraIrsi-a-iffactua; information may reveal another situation entirely. ir, City of Boynton Beach. In the same way, benchmarking can be extremely helpful if focused on specific challenges facing the police department. This type of benchmarkini seeks to understand how other organizations have faced similar issues and the lessons learned by these organizations. Supporting The Change Process Benchmarking analysis can also be used to support change in an organization. All persons, regardless of their skills and expertise, are limited somewhat by their experience. Benchmarking can "open the eyes" of managers to fundamentally new, ani often better, ways of providing service. In addition, comparisons of productivity with benchmark organizations can also be helpful in getting managers to reach the point where they accept that change is both possible and needed. Benchmarking analysis can also support efforts to overcome resistance to change. In our experience, very few managers — whether in the public or the private sector — are willing to accept a new idea (no matter how sound) unless it has been tried and successfully implemented in another organization. From this perspective, most managers are from Missouri, the "show me" state. By identifying where effective practices have been implemented or especially high levels of productivity have been achieved, benchmarking can prove extremely powerful in overcoming resistance to change. The issues that should be addressed when evaluating police department staffing needs can generally be grouped into four broad categories: • Patrol staffing and scheduling • Criminal investigations staffing and scheduling • Use of specialized functions The approaches we will take to address each issue are presented below. Patrol Staffing And Scheduling ip time officers devoted to writing reports. 0 LaDor agreements would specity, tor example, now much time officers are provided tor meals and breaks. iR iu. paragraphs. m Staffing analysis. The number of criminal investigators needed • support follow-up investigations depends primarily on a number of factors: 19 Some types of crimes, such as homicides, should be investigated reaardless of the initial KII �-Ilrwl 10" IL RILOXOJPM III — •. policy and management issues. Our approach to addressing both the policy and - rporoD.Vwm;�- in the following paragraphs: 71VA71 - �Mi - �@- In m Information on the quantifiable results achieved by each function (to the extent such. information is available) Using this information as a starting point, we will work with the steering committee to 2d dress a number of questions including: a rey'M PTI M I - eel r=Tdk 1 11 IN 1 1111 • RE m Are the benefits resulting from the specialized function commensurate with the costs? m Aow do these benefits and costs compare to the benefits and costs achieved by t patrol force? I m What would the consequences to the department, the patrol and investigative forces, and to Boynton Beach's citizens and business community be if the function were discontinued? IMW= 4-- A LIKe t e community of patrol and investigative activities. M I TWVVxSxI7W- will assess, for each specialized function, whether one or more of the following criteria are met: W "Wh Kole] Ji I �Vi to] 01 WdUel 4 14q 1 0 2c) Needless to say, if community policing objectives have not been specifically defined and tracked this analysis will be difficult to perform. If detailed information is not available, n performanceproxies will be used to the extent possible. to com departmentperformance on key factors before and after community policing programs were initiated. - 0 - 0 - 0- -11611111MMO - 99 (and vice versa). . . i 0 , I • 10 1011 1114 0 1 • I a I I Ll Wj 2 MUN 0 4KOJ � k I ;?- ko olTJ I ol 10 RIM A ml m Transaction costs. These costs include the administrative and legal expenditures associated with searching for potential contractors, selecting and contracting with them, monitoring the contract, and re-contracting. PT-I variety of data, review available documents, and interview and conduct focus groups with individuals both inside and outside the police department, including focus groups with community leaders. We will also conduct an employee survey and an activity analysis survey. 0-f-TrMUTN". 27 11 . 1 -164 M70=17 1:j C-1 t-11100 0174 0 0 0 0 1 0 0 9 0 department on a regular basis. Focus Groups We will hold three focus group meetings with community leaders — selected • the City I f — in Wicii dditiaTaW4 tP_MTrTr1111r _tW_P_ -_VP_L • • a Me A M , ZM3=1 1 1"Te will develop an on-line survey to be completed by all police department employees. This survey will gather information on employee perceptions relating to a wide range of issues affecting the department. In particular, the survey will gather information on the extent to which employees perceive that the City's values — diversity, integrity, creativity and stewardship — are reflected in the police departments management and operations. In addition, the survey will gather information on employee perceptions with regard to th-- effectiveness of the approaches the police department currently uses to systematically address incidents of unprofessional conduct by department employees. The survey will also address issues relating • policing style; accountability; department policies, procedures and guidelines; quality management, organization structure; labor- management relationships; employee morale; leadership, management and supervision; training effectiveness; personnel management; recruitment; fleet management; facilities and space utilization; data and information processing; interagency relationships; standards of performance; and technology. It is worth noting that the employee survey will have the added benefit of giving all department employees the opportunity to participate in the engagement. MLS =1MOM=A 19MY1611, M 11 In .7.12 = ZMB= Phase V1 Assess service expectations and evaluate the department's overal.' performance against those expectations TI.= Phase Vill Perform an initial review of police department management, organization, and operations Phase X Perform more detailed analysis and develop preliminary recommendations CBS= �� 4 1 1 5ITTRIT 111111ITIT!"1 � 1 :1!!ff4!T �,� KE s 0 11 ■ 0 I &- ✓, cc W) + J V u y h G V a O fd N_ C CT L O N O Y Ln cv cu E aj ~ Q E t Ll Nf u w a. &- ✓, cc W) + J V u y h G V a iA 7 N C OJ E 7 V G Q M �r Ln l0 h+ 00 01 O 1-4 �1 r1 O fd N_ C CT L O N O Y Ln cv cu E aj ~ Q E t Nf u w a. C rd O a V 7 Q a O ` C C o`. 4 L v vv o Y tA r H C N m V) O 3 O t LL 4 M Ql Q Q c w a` L- D. Q OJ u 4- N Q v Q� w d 1 rd a o1 c N O- O E E y N O O O U o c 4 a v u `^ ol Q cu E �+ -F E E E v O N E u O 00 O V • y a Q L Q E u u `�' E w E a E t�L L 7 N yL� O ALL L a 0 Q U N ` Q n. L In L- a Q L a iA 7 N C OJ E 7 V G Q M �r Ln l0 h+ 00 01 O 1-4 �1 r1 4 0 0 - - 0 - •_ • nailre ana UMMMYTAUMOMInu Tor p rl.� and operations. This information will include information on calls-for-service, clearance rates, response times, number of arrests, number and types of cases accepted for prosecution, FBI Uniform Crime Report statistics, planning documents, budgets, labor 2greements, position descriptions, organization charts, staff rosters, work schedules, policies and procedures manuals, and maps. 1 0 414771:ne M M-4611 - 0 14"147 W 0 27- a; 0 9 0 0 a 0 L • is Ii appropriaxeq inTormeb aDo and that unreasonable employee fears are allayed. As a first step, we will prepare a draft memorandum for distribution to employees that introduces our study team members, outlines project objectives, and solicits support and cooperation. As part of this communication we will publish an e-mail address that employees who are not interviewed can use to offer improvement suggestions. At the same time, we will • participate in focus groups. Values 11 19=11 *To=$ 11r: M Fil CoMi F- k. I KII KE Task 3: Identify Police Departments With Which To Compare The Boynton Beach Police Department We will take two approaches to selecting jurisdictions to use for comparison. First, we will select the cities that the department currently uses for benchmarking or that are generally considered as "peer" departments by department managers. Second, we will identify police departments that are similar in size and serve communities that are demographically similar to Boynton Beach. A "master list" of potential benchmark organizations will then be developed and reviewed with the steering committee. From this list we will work with the steering committee to select between five to seven police departments to use for benchmark comparisons. We will then work with the department to contact each agency and solicit their participation in the benchmarking effort. (in our experience, government agencies are more willing to participate in an exercise such as this if they are requested to do so from a peer rather than from an outside consulting organization.) Findings 23 Clearly, the primary driver of police staffing in most local governments is the number of incidents that take place that require the intervention of the police. The geographic size of a city only becomes a major issue with regard to staffing for police departments that must serve an extremely large or irregularly shaped geographic area. W W, ! ♦ ! ! ♦ R Km cult] i oar eXpenenceslTom ng agencies across the country. MIMIE-M-HiM a W. IF-I=, w I I � . llk OT 0 � I �i morale; leadership, management and supervision; training effectiveness; personnel management; recruitment; fleet management; facilities and space utilization; data and information processing; interagency relationships; standards of performance; and technology. It is worth noting that the employee survey will have the added benefit • giving all department employees the opportunity to participate in the engagement. The employee survey process will proceed in four tasks. Task 1: Design Survey During the interviews and focus groups conducted during the previous phases we will •ain a preliminary understanding • what issues are most important to the police tepartment. We will use these results to develop a survey design and instrument. After ! rafting the preliminary survey design and instrument we will review it with the steering committee and make modifications as appropriate. 1 0 , 12411112 M 'll'orking with an appropriate police department manager we will administer the survey all department employees. To ensure confidentiality, respondents will complete the survey instrument • a secure website. Task 4: Analyze And Summarize Survey Results KN m ME a Roles and responsibility of key administrators should be clearly defined, and accountabilities should be clearly established. We will summarize the results of our inal assessment of the department's L&S-C-11MMift t Task 6: Perform An Inal Review Of Equipment And Vehicles Task 7: Perform Initial Review Of The Department's Approach To Handling Incidents Of Unprofessional Conduct By Department Employees We will begin this task by reviewing descriptions of reported incidents of unprofessional conduct by department employees over the past two years. We will then categorize these incidents to identify any potential trends. In addition, for a sample of these the incident. We will then review the actions that were taken in response to these incidents and will gather information — through interviews, focus groups, and the employee survey — on how the actions are perceived. As part of this process we will also determine the extent to which the department has established "early warning" systems to identify potential "problem" employees and to take proactive action steps to address potential problems. On the basis of this review we will determine whether incidents of unprofessional conduct by department employees are a result of systemic ineffective management style and leadership capabilities; are isolated individual acts; or, are a result of deficient or employee disregard of policies and procedures. Task 8: Assess Patrol Staffing, Scheduling, And Overtime Usage Step A: Hold focus groups with patrol officers. During this step, we will hold three focus groups - one with patrol officers, one with patrol supervisors, and one with patrol managers. The purpose of these focus groups will be to discern how patrol officers (and the expectations that have been set for them, to understand department priorities from a patrol perspective, to develop a preliminary understanding of how patrol officers spend their time, and to develop a list of activity categories that will be used to develop the activity analysis survey (which will be administered Step 13). Step B: Evaluate the time patrol officers devote to administrative activities. Three 2ctivities will be performed to evaluate the time patrol officers currently devote to 2dministrative actives: M of service. Develop and administer an activity analysis survey. Using the categories for how patrol officers spend their time developed in Step A, an activity analysis survey will be developed that asks patrol officers to indicate how they divide their time among various types • activities. Patrol officers will then • asked to compl- • - Step C: Establish expectations for how the department responds to calls. Expectations with regard to how the department responds to calls-for-service fall into three broad categories: How quickly should the department be prepared to respond to a call? Regardless of how the department responds to a call (that is, whether the respon is over the phone, by an appropriately trained civilian, or by sworn officers) the lev /I of service the department provides will be determined by the speed with which the call is handled. 3 1 24 Only citizen-initiated calls will be included in this portion of the analysis. Capacity to perform officer-initiated activity will be captured in the assessment of proactive policing needs. M I Pie] IN I I [s o 0 • M T A I In $j:j •1- , - 1. Develop databases • calls that will • included in the analysis. Based on the discussion of service expectations completed in Step C, separate databases will be created for citizen-initiated calls that can be handled by telephone, citizen-initiated calls that can be handled • appropriately trained civilians, and calls that should • handled by sworn officers. EN Step A: Assemble the information needed to assess investigative staffing and scheduling. During this task we will develop the information needed to assess investigative staffing and scheduling. The information we will collect during this task wil! include data relating to: 0 Investigator activity data. We will rely primarily • interviews to understand how investigators spend their time. As part of these interviews, we will explore the extent • which investigators currently devote their time to activities that could • delegated • support staff. M'' m I 1 11 1 1 Jil ll Are the benefits resulting from the specialized function commensurate with the costs? 7 M 1 lile me E 2 - =0 - - Me m What would the consequences to the department, the patrol force, the criminal investigations unit, and to Boynton Beach citizens and its business community be if the function were discontinued? :;J11!1i 17-17A 4 1 IZA I I I I U. IsIa-411110010h toll 11[011EE3EM� 1 QAW71 al-71- 101 WR Fin I Rou I ra To rM eacn si...) u be organized, managed, scheduled, and staffed. The results of this analysis will • revieweR with the steering committee. j Mq . j 26 If needed information on the workload of syRort functions is not readi1v available-3ye %M111 • �� • - a M . employees can effectively handle some types of calls-for-service. However, depending sworn officers to handle these calls because there is insufficient workload to keep civilian employees fully productive. In addition, response times can be increased if civilians are charged with responding to such calls and an insufficient number are deployed. We will consider these operational issues in developing our final recommendations relating to which functions and services should be assigned to sworn, volunteers, and civilian staff. Step D: Review preliminary findings with the steering committee. During this step we will review the results of our preliminary assessment with the steering committee. PHASE IX — PERFORM INITIAL ANALYSIS OF PRIVATIZATION ALTERNATIVES 47 • • • • • • Task 4: Weigh The Benefits Of Using Private Contractors Against The Costs AnIL' Risks [1mr, wom Mr. costs/risks and benefits • continuing to provide the service in-house. We will review the results of this analysis with the steering committee and will recommend specific services that should be put out to bid. iMINIM=M. FFTTMI 1 1• 11 1111 I • Log . • Rationale Privatization Approach Privatize the entire operation and get out • the business Private-sector firms have structural advantages that allow them to out- perform even the best managed governments Private firms can be used to managz random fluctuations in workload and seasonal workload peaks Privatize the entire operation and get ol E f tWe bua4ess Outsource selected functions during certain times • the year while retaining other functions in-house Privatization can be used by managers to Depending on the barrier to change a overcome barriers to change number of alternative approaches to privatization may be selected By observing contractor operations managers can identify ways to impro government performance I Privatize services in some areas while continuing to provide services in-house in others Rot enough time is available to improve E Depending on time constraints, any of t performance by changing existing alternatives along the more intensive en operations of the "privatization continuum" might b selected I Private firms have more flexibility in N Privatize the entire operation and get out acquiring needed equipment and hiring of the business if timely acquisition • needed staff in a timely manner than the equipment and hiring • staff are essential department to improving performance Risks associated with technological Privatize the entire operation and get out change can be shifted to the contractor of the business MI. m m i III 011111111111111111111illillililI 111! 11 •1: - I . We will review the draft written report with the City Manager, the Police Chief, and the steering committee. Lo of report in final form, and provide the City with 10 copies. If requested, w- • - e report to the City Commission. City staff and officials will need to support this engagement in several ways. Staff will responsible for coordinating interviews and focus groups, participating in interviews an focus groups, and providing information requested in the initial and supplemental data request lists. In addition members • the project steering committee will be expected t participate in five committee meetings. I 52 ,; This chapter is presented in three sections. The first section presents general information about Berkshire Advisors, the second section presents resumes of the personnel who would be assigned to this engagement, and the third section presents summaries and references for relevant client assignments. F- , Im:a z 911 , 11teN I'll 01*41 =- MI and tone are appropriate. Words and phrases in some contexts are "over determined" and are interpreted to mean other than what is intended. Taking care to avoid such over determined language in our reports can help to ensure our recommendations are u.Tderstood. AOU 61.1 RFV MICHAEL H. WALKER X111JIIJJF-11 Mike TTalker has extensive experience helping pub sector clients improve their organization, management, and operations. He has served as project director for more than 75 local and state governments, including all aspects • law enforcement operations. EXPERIENCE: RT71 M-1 SIZOM 11:1 [a• =nmr-T= M 64FIrMOT0=7 I =I,- I PILTArInYWYMITZ73MMM = s "arrTUMIMMOTMETer- =*MV-ni Me 161F.MT.Tere 'MIT 27. 1 and Human Services; and the Florida Highway Patrol. M EXPERIENCE: Consulting experience. Mr. Stewart served as a l- •. . eviews of police departments in: W I; �101411111 JoEllen Coe brings to this engagement expertise in improvement. 1:4 11 oj:� • Florida Highway Patrol • Ardmore, Oklahoma Police Department • Dallas, Texas Police Department • District of Columbia Metropolitan Police Departme • Independence, Missouri Police Department • Kansas City, Missouri Police Department • Memphis, Tennessee Police Department • Newport, Rhode Island Police Department • Oklahoma City, Oklahoma Police Department • Raleigh, North Carolina Police Department • Scottsdale, Arizona Police Department • St. Paul, Minnesota Police Department • Phoenix, Arziona Police Department • Ocala, Florida Police Department a ® E TINSLEY Mol W frlr.F-TT.T--T 1=1 J.JO A Services provided.* The objectives of the review of the Ocala Police Department were to assess staffing needs; examine and evaluate the delivery of services; identify potential redundancies or service duplications; analyze organizational structure; identify opportunes • consolidate operations; evaluate how well the department complies with the mandates set for assess the operational efficiency of the department; and assess how expected changes in the city may affect future needs. A systematic framework was used to identify services that might be provided more cost effectively on a shared or regional service delivery basis. A civanization analysis was completed; an employee survey was designed and administered; and linear programming and queuing analysis were used to determine how officers should be deployed and scheduled on each shift. Study outcomes: Primary recommendations were made to reassign officers in each patrol district based on the distribution of citizen-initiated calls-for-service; take steps to address perceptions relating to the department's management and leadership; recruit a more diverse workforce; and strengthen relationships between the city and the department. Other recommendations were identified in the areas of report writing; supervision; organization of the support services bureau and the investigations bureau; preliminary investigations; front desk staffing; and crime prevention. Client Reference: Ms. Catherine Cameron Assistant City Manager for Public Services, City of Ocala Telephone Number: (352) 401-3976 a =,,FI:rJMM2= RK Study outcomes: Recommendations were made based on the service expectation established in consultation with FHP managers and included detailing how current staffing — which is much lower than the number needed to meet desired service expectations — should be allocated to be consistent with the staffing needed to me service expectations. I Client Reference: Major Richard Mechlin Florida Highway Patrol Office of Strategic Services Telephone Number: (850) 617-2377 Phoenix, Arizona Police Department M2 m • the Fraternal Order • Police. Focus group discussions and community drop-in sessions were held; employee surveys, activity analysis surveys, and resource optimization surveys were disseminated; and staffing models and a resource allocation framework were developed. Study outcomes: Key recommendations included taking steps to make the department's vision for community policing a reality; revising the current organizational structure to more appropriately align functions; establishing a more rigorous approach to managing overtime including holding managers accountable for overtime expenditures; collaborating with the city to implement a new financial management operating syst- • • a system for defining performance expectations, weighting priorities, and measuring performance; revising the training curriculum and the training new managers and supervisors receive to ensure it is consistent with department values; and revising the existing patrol schedule to match the calls-for-service workload. Client Reference: Ms. Ann Mulholland Vice President, Grants and Programs, The Saint Paul Foundation (former Deputy Mayor, City • St. Paul) Telephone Number: (651) 224-5463 TkTre - T-07MIlm- T, M . -,- m Study outcomes: Recommendations included reallocating field operations resources and supervisors to provide adequate patrol coverage; revising the organizational structure to better reflect the department's overall management philosophy; assigning functions and responsibilities to ensure each division has a clearly defined role; esta,�HsIvhg a4e]l,iriy-r&sA and adjusting the case assignment practices for detectives to increase the probability that a case will be solved and accepted for prosecution. Client Reference: ills. Catherine Clark Senior Staff Analyst, City of Raleigh Telephone Number: (919) 890-3028 Petersburg, Virginia City Government Services provided: As part of a study of the entire Petersburg city government, Berkshire Advisors conducted a review of the police department. The goal for the engagement was to work with city managers and leaders to establish a management Waki !F=r� "fV"YWTWft4 that provided an overarching framework • guide the way the city does business. Study outcomes: Because Petersburg is a city with high crime and limited resources, recommendations focused on activities that are likely to have a direct and immediate impact on service to residents. Specific recommendations were to increase the size of the crime suppression unit; strengthen the process for tracking officer time between calls; recall officers assigned to regional task forces and redirect these resources to addressing crime and quality • life issues; modify the role of each lieutenant • include developing plans • reduce crime and addressing quality • life incidents; assign duties currently performed by sworn officers to civilians; and provide all employees with consistent in-service training and professional development. Client Reference: Mr. Robert Dawson Assistant County Attorney, Arlington County, VA (former City Attorney, City of Petersburg) I elephone Number: (703) 228-7106 =- UM fT-ITIT-TT173 X-1 M-3 • Services provided: Study objectives included evaluating uniform patrol deployment and scheduling; reviewing the functions of specialized units; and assessing use of department vehicles. A "function and activity" questionnaire was completed by unit managers; civilianization analysis was conducted; an assessment was conducted to determine whether functions should be performed by generalists or specialized staff-, anij queing analysis was completed to determine the number of telecommunicators needed by hour of the day and day of the week and linear programming was used to determine the optimal schedule. is Client Contact: Mr. Robert Lipscomb (former Chief Financial Offic- • • and Community Development Director, City • Me mph Telephone Number: (•01) 544-7308 1 C 1:17A 0 N 02��- U1.1 M-3 Services provided. The study of the Newport Police Department consisted of fiscal performance analysis including liabilities and expenditures; assessment of the organizational structure of each division; examination and evaluation of the delivery of services; and assessment • department management activities including communications, budgeting, and planning. Interviews and focus groups were held with the mayor, city manager, members of the city council, leaders of the Fraternal Order of Police, department employees, and representatives of community and business organizations, housing, and social service agencies. Study outcomes: Recommendations included adopting a policing approach that balances proactive and reactive strategies; providing the new police chief and his command staff with the tools and coaching necessary to revitalize the department, in particular external support and coaching; providing intensive training for managerial and supervisory staff to increase their leadership and management skills; revamping • cases, establishing a list • solvability factors, and reassigning investigators who do not achieve reasonably high productivity levels; and revising and strengthening performance evaluation and accountability processes. Client Contact: Mr. Ed La'Tallee City Manager, City • Venice, FL (former City Manager, City of Newport) Telephone Number: (941) 486-2626 R • M-30 m o Client Contact: Mr. David Kunkel University of North Texas, Executive in Residenc- • - • Police, Dallas, TX) Telephone Number: (214) 681-3922 1W officers. Other recommendations included establishing ongoing partnerships with the community and the city; focusing attention on ensuring a consistent level of quality and supervision among patrol officers; developing a long-term facilities plan and a comprehensive information technology plan that is coordinated with the city's IT plan; and ensuring a consistent focus on strategic themes such as identifying and addressing the root causes of crime and fear among residents. W determine the best way to schedule telecommunications operators and detention officers; and queuing analysis to determine the number of officers needed by time of day and day of week. Client Reference: Mr. Larry Kaufman Assistant City Manager, City of Independence Phone Number: (816) 325-7019 ri 7 2 Bur fees and expenses) is $59,000. The following table summarizes project costs by Total Expenses $10,340 73 Hourly Consultant Hours Rate Total M. Walker 156 $160 $24,960 Total Hours And Fees 416 $48,660 Total Expenses $10,340 73 m This analysis is proptietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. :14 0 1:1111 75 - 101-1101 0 0 • 21% 1 Z1101 A — EXECUTIVE SUMMARY INT-9p] 01 EMIR @l1"-fM.'P ill Tzlzm 0 more realistic estimates of the implications associated with alternative scheduling approaches. In addition, because work schedules are prepared as part of Berkshire Advisors' analysis staffing recommendations can be implemented with little additional work on the client's behalf. (Our competitors do not include work schedules as part of their study reports.) This discussion is divided into four parts. First, an overview of the approach that Berkshire Advisors uses to evaluate patrol staffing needs is presented. Next, our approach to evaluating alternative scheduling options is presented. Third, the importance of preparing work schedules as part of an analysis of staffing needs is discussed. Finally, our approach to evaluating the extent • which civans can be used to support patrol operations is presented. This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. associated with different call priorities. Moreover, because unlike our competitors the staffing recommendations consider scheduling requirements, overall staffing needs 27 are Tot--uTderstated. see SOT 0 q 6 0 (OZOIZI Wil I'll 1 tt;] I -- -joMeOT oir competitors oase staTTing recomm on aTerage-ITTorMola UTP�Mlse- of a year. Because workload fluctuates significantly by hour of day and day of week, however, this average level of staffing cannot be distributed by day of week and time of day to address variations in service demand. 0 411 77 This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. analysis results. Staffing levels are then adjusted to reflect the targeted amount of time on each shift officers should have available to support proactive activities. Staffing levels for each alternative are then compared and the standard deviation of the number of calls received per officer is calculated to compare the relative efficiency of each schedule. scheduling alternatives. 78 without the approval of Berkshire Advisors, Inc. Berkshire Advisors prepares work schedules when developing patrol staffing recommendations. Not only does this ensure that the Berkshire Advisors staffing recommendations are accurate but also reduces the effort clients must invest in implementing the study recommendations. None of our competitors prepare work schedules. 29 Please note that fractional staffing needs are not necessarily rounded up. Depending on how 31 WA 0 I WAWAN& A 6 (*MIOr�V,&aqj mzj "Plaq eir-a.11tr.11 gig is I - - 0 99 This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. III its 11:44191 •-•- TR5 I M I V I • 1 15:1 1 11 mm• • • insights into how staff should • scheduled • deployed are provided. This approach provides a single number for the number of patrol officers that need to be deployed. No guidance is provided on how to effectively deploy and schedule these resources. �Oj 11AZA ILYA 161;AM 1 10101 W. REG This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. ?ssurance that if the recommended staffing levels are achieved residents will receive 7 given level • service. 1 191619:41: -a RE wfthout the approval of Berkshire Advisors, Inc. for-service. Staffing levels are set to ensure that the time devoted to call-for-service response is kept below what is deemed an acceptable level .3 1 The purpose of limiting the time devoted to calls is to ensure time is available for patrol officers to support proactive initiatives. I : =- 1 - "feJj!F' 11 - pproacnio-Frailating al"I'M71111 needs: Staffing needs are understated. The simplicity of this staffing approach, while a strength in terms of the time required to complete the analysis, is also a major drawback. The approach calculates staffing needs based on overall workload over the course of the year but does not systematically consider how workload varies by time of day. While the practitioners of this approach sometimeS calculate staffing RE without the approval of Berkshire Advisors, Inc. 33 Recommended allocations of staffing by shift was presented in a review of the Arlington, Texas Police Department. However, it appears that mathematics rather than practica er l expience underlay the analysis because fractional ?= »<«2 <« . >< were recommended 4: »!<« 4 « shifts. For example 13.51 officers were recommended for the days 2: < «»» < - ©© recommended for the evening shift, and 17.20 officers were recommended for the night shift in one of the city's patrol districts (Matrix Consulting, Police Department Management Study- Arlington, Texas, 2003). 34 Matrix Consulting, Organization and Operations Audit- Las Vegas Metropolitan Police Department, 2005. ^ f<» « « se ? > « t« »& ?< apply the overall time devoted > »2«-4 »<.© «e over ©e course of a year to their staffing formula when developing their staffing recommendations. They JCA Please note that this analysis assumed that staffing needs did not vary by day of week. — required additional staff. 9N " m''Ma without the approval of Berkshire Advisors, Inc. 1;4=611:101 10 ± • I ! • I I - - 0 • • 39 Matrix Consulting, Final Report on the Organization, Effectiveness, Efficiency and Turnaround Study —Spokane, Washington, 2007. 0 This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. e inis appro o eTailaung patrol I sTa - M — n - g needs: 1 1 1111 " 1 11 71 ITI • . • I s - 0 1 - - - 0 ITJ Loizir-10"141VA 1� moll eem Little time is required to complete the analysis. The analysis is extremely straightforward and simple to perform. Once the current average time to respond to calls has been determined, simple algebra is all that is needed to calculate staffing needs. ----------- 03 Tia assimes Me average speea Tor patrol ofticers responding to calls is 20 miles per 1 mr. This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. Percentage Increase In Percentage Reduction In Officers Staffing (From 5 Travel Time Travel Time (From 5 Deployed Officers DeRl�oyed) (Minutes) Officers Deployed) 5 2.83 6 20.0% 2.58 -8.7% 7 40.0% 2.39 -15.5% 8 60.0% 2.24 -20.9% 9 80.0% 2.11 -25.5% 10 100.0% 2.00 11M - Mease note tnat tne number ot otticers available tor response is one ot the variables usecl ir, the equation to calculate travel time. 45 Total patrol response time is calculated by summing the time a call would • held because a i I 1=0 i M MT I Nx U-M I NX I ITZ M- I Fill M =- 0 1 07*7 11MOTTIVE IMT 2 W, 11 *T-M ME 07 1 - - 0 M This analysis is proprietary to Berkshire Advisors, Inc. and should not • shared publicly without the approval of Berkshire Advisors, Inc. SUFXUR-7nUM11W 0 0 . I Calls-for-service workload is used to determine staffing needs. As with the "distribution of workload" and "response time" approaches the level of call-for-service activity in a community is used to determine staffing needs. :1M 14 fl--Xoi9M41Q W1 I (A i i rw 1 4 ku;&�Isj or-1011 116.6 imusmor. Lei I L: Eel KgRIFIliq samen 0 4 1 L:A vj to] a 415 Of the nine consulting studies reviewed for this analysis five did not explicitly consider shift alternatives (Police Executive Research Forum, Policing Ashland, June 15, 2006; Matrix Consulting, Police Department Management Study — Arlington, Texas, 2003; Matrix Consulting, Final Report On Law Enforcement Services — Citv of Colleae ParkX-ca M. ir,#Vs;Ai %7 U without the approval of Berkshire Advisors, Inc. benefits and drawbacks of the approach used by the firm that evaluated alternative scheduling approaches in at least some • their studies and also presents the benefits the Berkshire Advisors approach. • :=I - is approgUff =Iis straignttorwara ana Me caicuiations require little effort. n--I NA ff ' J'.tf , ARAR M-9mixim7p = Ir Tn" tj,VA�F 'MWAr . _Ppr withR ut the approval of Berkshire Advisors, Inc. 1111 111 Iffill''NEII!: i � - 0 • • • • M I 11 M1 M I got; Is 1V 1 E:142 oi;�m M01 (011I Elm Item I �j 0 Iwo] m I I 1- 1 Z14 9C This analysis is proprietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. There are numerous benefits to Berkshire Advisors approach to evaluating patro scheduling alternatives: 9E This analysis is prR! rietary to Berkshire Advisors, Inc. and should not be shared publicly without the approval of Berkshire Advisors, Inc. 54 rounded when making adjustments for expected absences. When this adjustment is made for officer requirements over the course of a year, fractional staffing needs are - ounded only once. Any assessment • patrol staffing needs should consider alternative call response 54 Please note that fractional staffing needs are not necessarily rounded up. Depending on how Lim - il l -I!N 1 7 , TS P 6, )) M. C7 W. P61 =11-7 5 71M IF 6 VAC7 el I INA %7' without the approval of Berkshire Advisors, Inc. 41 � � � • ZMEN Submit RFP's To: PROCUREMENT SERVICES 100 E. Boynton Beach Boulevard P.O. Box 310 Boynton Beach, Florida 33425-0310 Telephone: (561) 742-6322 RFP Title: POLICE DEPARTMENT MANAGEMENT STUDY RFP Number: 067-2110-121TWk RFP Received By: AUGUST 22, 2012, NO LATER THAN 2:30 P.M. FUTOIIII- AIL 41 40M W 11421 A " F codes of the City. Name of Vendor: B Qr-k 5- A / A//1 n Authorized Signature Michael R. Walker Name Typed THIS PAGE TO BE SUBMITTED ALONG WITH RESPONSE IN ORDER is FOR PACKAGE TO BE CONSIDERED COMPLETE AND ACCEPTABLE • D E N • WIS PAGE T O r • • •.� • MZ144 ZNETCJ 0 im • I I j "i � • a M?-?T-TCTTI 1-7. we , M !-V11 *I I'm I I a (ir-Re Fat: a 1� W I- . General character of work performed by your compar7y W 11. Have you ever defaulted on a contract? If so, where and why?* No. THIS PAGE TO BE SUBMIT'J6�; J�jTr, W I �j I M 0 F-11 4 1111 0 1111'a-11 4 A 4 WE q� T T operations. He has conducted studies for more than 75 local and state governments, including all asp- - - operations. EXPERIENCE: WT"q M-1 to] IT] IIII "ITIM-TIT-M USL-']MMjM= Before joining Berkshire Advisors, Mr. Walker was for seven years the leader of Towers Perrin's General Management Services Public Sector Practice. Prior to becoming a consultant, Mr. Walker worked for the U.S. Department of Health and Human Services; the U.S. departments of Energy, Labor and Agriculture; Prince George's County, Maryland; and Philadelphia, Pennsylvania. 414141111 �4111HJE W.4 JoEllen Coe brings to this engagement expertise in improvement. msn-c�� • Florida Aighway Patrol • Ardmore, Oklahoma Police Department • Dallas, Texas Police Department • District of Columbia Metropolitan Police Departmenl • Independence, Missouri Police Department Kansas City, Missouri Police Department Memphis, Tennessee Police Department • Newport, Rhode Island Police Department • Oklahoma City, Oklahoma Police Department • Raleigh, North Carolina Police Department • Scottsdale, Arizona Police Department • St. Paul, Minnesota Police Department • Phoenix, Arziona Police Department • Ocala, Florida Police Department M ®E TINSLEY mmc�= 0 12. Experience in performance of work similar in importance to this project. Project $ Value Contact Name Phone # Oc alax Police $ 118,900 C atherine Camer 352 - 401 -3 977 Ph oeniax Police $ 129,500 J eff DeWitt 602 -262 -7 166 Fl orida Highway Patr $121,00 Richard Mechli 850- 617 -2 377 La MS $48,000 David Heath 35.- 343 -8888 13. Contracts on hand. * 14. Largest completed projects (include final cost). 1) D allas Police Department ($217 87) 2) Oklahoma City Police Department ($218,912) 3) K ansas City Police Department ($194,771) 15. List all lawsuits (related to similar projects) or arbitration to which you have been a party and which: * 1) arose from performance: * 2) occurred within the last 4 years: 3) provide case number and style: Name: Michael H. Walker (printed or typed) Title. _ prac; t THIS PAGE TO BE SUBMITTED ALONG WITH RESPONSE IN ORDER FOR PROPOSAL TO BE CONSIDERED COMPLETE AND ACCEPTABLE 21 Alamogordo Police Department (project will be concluded in September) Dane County Sheriffs Office (project will be concluded in September) Hamilton Ohio Fire Department Colorado Spring Police Department 10M 900119• •-U SS 1, the undersigned hereby duly sworn, depose and say that no portion of the sum herein submitted will be paid to any employees of the City of Boynton Beach as a commission, kickback, reward of gift, directly or indirectly by me or any member of my firm or by an officer of the corporation. ly: IIII NAME - SIG Sworn and subscribed before me this — / 6 day of - --/4"'q0Pf , 20 143k- Michael H. Walker NAME • .`�i[.,I I x.11- TARY PUBLIC Sta , tate of Re"ida 6 at Large President TITLE' Berkshire Advisors, Inc. mikf& =2(kn RUNI THIS PAGE TO BE SURX4TWq-r4_Q 416411111"X&LVE 22 State of ()h Countyof cli u Ab ocla Michael H- WaIkv=-r being first duly sworn, deposes and says OMM 1) Hels Pregidpnt- - Of—RArkshirp Ar3viqnr-q,__jn&e qualifier that (Title) (Name of Corporation or Firm) has submitted tWe attached RFP: (Title) President A requested form to be made a part of our files for future use and information. Please fill out an4 indicate in the appropriate spaces provided which category best describes your company. Return this form with your bid proposal sheet making it an official part of your bid response. Is your company a Minority Owned Business? Yes No x I ' , Do you possess a Certification qualifying your business as a Minority Owned Business? YES NO X If YES, Name the Organization from which this certification was obtained and date: Issuing Organization for Certification Date of Certification THIS PAGE TO BE SUBMITTED ALONG WITH RESPONSE 24 5) Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee's community by, any employee who is so convicted. 6) Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements. Ven •or's Siggnature�� THIS PAGE TO HE SUBMITTED ALONG WITH RESPONSE rN ORDER FOR 25 PACKAGE T1 BE CONSIDERED COMPLETE AND ACCEPTABLE Vlq���1111 The Contractor is aware that the Inspector General of Palm Beach County has the authority to investigate and audit matters relating to the negotiation and performance of this contract, and in furtherance thereof may demand and obtain records and testimony from the Contractor and its subcontractors and lower tier subcontractors. The contractor understands and agrees that in addition to all other remedies and consequences provided by law, the failure of the Contractor or its subcontractors or lower tier subcontractors to fully cooperate with the Inspector General when requested may be deemed by the municipality to be a material breach of this contract justifying its termination. CONTRACTOR NAME W ff 4 PI ,A Michael H. Walker Title: p rer jd an i :. Vate: AucTust 16, 2012 THIS PAGE TO BE SUBMITTED DERED OMPLETE ALONG WITH RESPONSE IN ORDER FOR 26 PACKAGE TO BE CONSI C AND ACCEPTABLE I 19 • • CD i c 0 < m --i 0 cn c co m m 0 EZ z 0 0 'n z U3 C: co 0 0 z ;o ro 0 0 z 0 n 0 0 0 z 0 T Cn m 0 z 0 cr Ln :z rt I< to z 0 cn M c 3� La rt 0 CD co 0 (D (D M 0 ;o ro m Ki rt c 0 00 z P) m 0 n U.) IN) 131 (D (D M - 0 m m 0 co -n X KM* m 0 0 ro CD rt 4h- cn x z co 0 CD z 0 CD m 0 mI Z M m > 0 Ln 90 0 C Z > X e dP n 0 • • CD i c 0 < m --i 0 cn c co m m 0 EZ z 0 0 'n z U3 C: co 0 0 z ;o ro 0 0 z 0 n 0 0 0 z 0 T Cn m 0 z Bay Village, Ohio 44140 WCIHIVOFZI� mw� Specifications too "tight", i.e., geared toward brand or manufacturer only (explain below) ��iM% T 1 11 p1l 1;j!1jpyj1�j1 1111111�jp�jp�j��� 133M33= REMARKS: B a P -- THIS PAGE TO BE SUBMITTED ALONG WITH RESPONSE IN ORDER FOR 28 PACKAGE TO BE CONSIDERED COMPLETE AND ACCEPTABLE August 16, 2012