661-Public Administration ServiPti
Administration ServiCe 7927 Jones Branch Drive. t ite 100 South, McLean, VA 22102-3322
AGREEMENT BETWEEN THE CITY OF SANFORD, FLORIDA;
AND PUBLIC ADMINISTRATION SERVICE
FOR A MANAGEMENT REVIEW OF THE POLICE DEPARTMENT
THIS AGREEMENT, made and entered into this [ "~"~day of June 1997, by and
between the City of Sanford, a political subdivision in the State of Florida, by and through its City
Commission, hereinafter referred to as "CITY," and PUBLIC ADMINISTRATION SERVICE
(PAS), a not-for-profit corporation, doing business at 7927 Jones Branch Drive, Suite 100 South,
McLean, Virginia 22102, hereafter referred to as the "SERVICE,"
WITNESSETH:
WHEREAS, the SERVICE submitted a proposal to the City of Sanford to em'O' out a
Management Review of the Police Department, dated May 13, 1997; and,
WHEREAS, the CITY selected the SERVICE as the best and most qualified applicant
to perform this study;
NOW, THEREFORE, in consideration of the mutuality of the covenants and agreements
contained herein; the parties hereto (the CITY and the SERVICE) do mutually covenant and agree
as follows:
The CITY hereby engages the SERVICE to perform the work described in its proposal
of May 13, 1997, and the CITY'S Request tbr Proposals (RFP 96/97-77), dated April 20, 1997,
incorporated by reference into this Agreement.
The SERVICE agrees to furnish the services outlined in the incorporated RFP and PAS
proposal for a fixed fee of $53,830. The CITY agrees to pay the consultant the fixed fee of $53,830
which covers services rendered and expenses incurred. Billing for the performance of such services
will be demonstrated by the submission of monthly invoices.
Public Administration Service 7927 Jones Branch Drive, Suite 100 South, McLean. VA 22102-3322
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In consideration of the a~eements on the part of the SERVICE, the CITY agrees to:
1. Assure masonable access to its officers, employees, and records.
2.Meet the requests of the SERVICE for interviews and documents
needed to carry out the study.
3.Afford prompt decisions on matters affecting the progress of the
work.
4.Provide locally reasonably required office space and telephone
service for the SERVICE during the course of project work.
5. Pay the SERVICE for work performed in accordance with this
Agreement within 30 days after submission of monthly invoices.
Such monthly invoices will be billed on a percentage of services
completion method.
DEI~E~L_CDI~ISIDERA~ID~S
1. ~ondiscrimination. In consideration of the signing of this Agreement, the parties
hereto for themselves, their agents, officials, employees, and servants agree not to discriminate in
any manner on the basis of race, color, creed, or national origin with reference to the performance
of this Agreement.
This nondiscrimination provision shall be binding on the successors and assigns of the
parties.
Pt-blic Administration Service 7927 Jones Branch Drive, Suite 100 South, McLean, VA 22102-3322
2. 32ermiuatton_ancLSuspension.
a. This Agreement will continue in full force and effect until
completion of the project as described in referenced proposal
unless it is terminated for nonperformance as outlined below.
b. If either party fails to perform as required by this Agreement,
the other party may terminate it by giving written notice of
such failure to perform and the intent to terminate. If the party
receiving such notice does not cure its failure to perform with
I0 days of such notice, the party giving such notice may then
terminate the Agreement by giving written notice of
termination to the other party.
c. In the event of termination, the SERVICE will be paid by the
CITY for all services actually, timely, and faithfully rendered
up to the receipt of the notice of termination and thereafter until
the date of termination. The SERVICE will provide all work
documents developed up to the time of termination prior to the
CITY rendering final payment for service.
3. Successors_and_Assigns. The CITY and SERVICE each bind the other and their
respectful successors and assigns, in all respects, to all of the terms, conditions, covenants, and
provisions of this Agreement, and any assignment or transfer by the SERVICE of its interest in this
Agreement without the written consent of the CITY shall be void.
blip Adrnini,qtration Service 7097 lnneq Rranch Drive R,,ite 100 South Mc'l.ean VA 22102-3322
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4. Compliaace_with I.a~. The SERVICE will comply with any and all applicable
federal, state, and local laws as the same exist and may be amended from time to time.
5. Amendment_of Ageement. This Agreement may be amended by mutual written
agreement of the parties hereto.
6. Time_for_Completion_otLServiees~ The SERVICE shall complete the study within
sixty (60) days of a notice to proceed from the CITY.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement, the day and
year first above written.
By:
ATTEST: CITY OF SANFORD
(/ff94.... By:
A ST: PUBLIC ADMINISTRATION SERVICE
George Hubler, Assistant Director
Public Administrati0,1 Service 7927 Jones Branch Drive, Suite I00 South, McLean, VA 22102-3322
Other police study clients in recent years have included St. Louis County, Missouri;
the City of Los Angeles, California; the City of Charlotte, North Carolina; Ingeiwood,
California; Bowling Green, Kentucky and Lee County, Florida.
' Local government studies, that included police departments and other law'e. nforcement
agencies included Broward County, Florida; Porapano Beach, Florida; Delray Beach, Florida; Boca
Raton, Florida; Ft. Lauderdale, Florida-; Clarke County and Athens, Georgia; Dakota County,
Minnesota; Mesa County, Colorado; Frederick County, Virginia; DuPage County, Illinois; and St.
Paul, IX, finnesota.
The approach that PAS will use in the project is based upon our proprietary PAM
system (Performance Auditing Method) in which we as~'tain whether available resources are being
used efficien~y and effectively, whether leadership and management are effective, whether polic'mg
strategies are appropriate and whether desired results are being achieved. If they are not, specific
corrective action is recommended. In th~s approach, the focus is on identifying opportunities in
organization, management, and operations that can lead to improved productivity and public
service.
Note that as a part of th~s approach, we emphasize the proper deployment and
staffmg of the patrol division as being one of the keys to efficient and effective operations and
the delivery of police services. We arrive at the most appropriate staffing and deployment
scenarios by using a computer based model that vtili~es a citizen generated calls for sexyice to
project ~a~ng needs. This requires the precise collection and use of data.
Every bit as important as PAS's institutional qualifications and approaches ere the
backgrounds ofthe PAS staff members and consultants who we propose work on this project. Note
that those we propose have carried out numerous police and general government consulting
assignments and, in addition to being skilled consultants, all have basic and high level
operational experience in local government and law enforcement. In addition, they have
knowledge of both traditional and modern, community oriented approaches to organicrig and
managing law enforcement agencies. For example, this study will be managed by the undersigned
( George Hubler) who is a former City Manager end Public Safety Director responsible for police and
fire operations. I will be assisted by Peter Bellmin, who has had experience in the Newburgh, New
York and Virginia Beach, Virginia Police Departments and served as the chief law enforcement
official in Decatur, RUmois. Mr. Bellmio has more than 10 years of experience with PAS as a
consultant end is considered an expert in patrol and investigations staffing and community policing.
Mr. Allen Chertok who will also participate has had detective, plm~Cmg, administrative services and
patrol experience in the Newport News, Virginia; where he served as a police major, and Prince
George County, Maryland, Police Department.
Public Administration Service 7927 Jones Branch Drive, Suite 100 South, McLean, VA 22102-3322
PAS looks forward to competing for this interesting and important study and to
discussing our qualifications in the interviews associated with the selection process. In th~ interim,
if additional information is desired, please call me.
', Sincerely,
GeOrge Hublet
AssiStant Director
GH:ld
[
CITY OF SANFORD, FLORIDA
POLICE DEPART1V~NT MANAGEMENT REVIEW
PROPOSAL FORM
RFP 96/97- 77
Delivery Schedule: ~/~_~:h'ln 60 days of iproieet ~.n~.t::i.a~:~.on.
Company: Pub].~.e AdmS, n~.stratS-on Serve. co
Address: 7927 Jones Branch Dr., SuS. te I00 South
City: l~eLean State: VA Zip: 22102
Telephone: (703 ) 734-8970
Bid Submitted by: George ~lub Zl. er
(type or print namc)
Title: Proposal to Conduct a l, tanagement Rev:Lev of the San£ord Police Department
NOTE: Return this page with the total mount of your proposal entered above.
MARK THE EXTERIOR OF ENVELOPE CONTAINING YOUR RESPONSE TO
SOLICITATION:
POLICE DEPARTMENT MANAGEMENT REVIEW
RFP 96/97 - 77
PROPOSAL DUE 5115197 (~ 1:30 PM
Public Administration Service 7927 Jones Branch Drive. Suite I00 South, McLean. VA 22102-3322
TABLE OF CONTENTS
Pa~e
A. PUBLIC ADMINISTRATION SERVICE QUALIt:ICATIONS ....................... 1
General Qualifications .... .................................................. 1
R~levant Law Enforcement Projects ............................................ 4
Police Studies-Narrative Description ............... '~ 4
Listing of Police Study Clients .......................................... 7
B. PUBLIC ADMINISTRATION SERVICE CONSULTING TEAM .................... 11
The Project Team ......................................................... 11
Headquarters Sup~rvisor .......................... : .................. I 1
Proje.~ Staff ....................................................... 12
C. REFERENCES .......................................................... 14
D. STUDY SCOPE OF SERVICES AND APPROACH .............................. 15
Phase 1: Project Mobi|iyntjon ................................................ 15
Task 1.1: Orient City Leadership and Receive Guid~nc,~ ..................... 15
Task 1.2: Finaliz~ Work Plan ......................................... 15
Task 1.3: Conduct an Orientutioa Session for Police Pcrsormcl ................. 15
t~s Task 1.4: Administer an Employs Work Place Survey ...................... 16
Phase 2: Evaluate Servic~ D~v. ands ........................................... 16
Task 2.1:/s,n~ly-zg Demographic and Land Use Trends ....................... 16
Task 2.2:/s,n~lyz~ Trends in Citizen Calls and Reported Crimes ............... 16
Task 2.3: Conduct Key Respondent htervi~vs in the Community and
with Elected Officials ............................................. 17
Pha-qe 3: Assess Current Department Operations .................................. 18
Task3.1: Evaluation of Policing Strategies Used .......................... 18
Task 3.2: Assess Methods for Deploying Patrol Personnel .................... 19
Task3.3: Evaluate Current Performance in Delivering Patrol Services ........... 20
Task 3.4: Evaluate Orgapi~tional Structure .............................. 20
Task 3.5 Evaluate Management Practices, Communications and Leadership ...... 21
Task 3.6: Evaluate Current Performance in Conducting Criminal Investigation ..... 21
Task 3.7: Evaluate Crime Prevention Service .............................. 21
Task 3.8: Evaluate Youth Related Services ............................... 22
Task 3.9: Identify Potential Alternative Approaches to Service Delivery .......... 22
Task 3.10: Assess the Application of Information Management Technologies
in Department Operations .......................................... 23
Public Administration Service 7927 Jones Branch Drive, Suite 100 South, McLean, VA 22102-3322
TABLE OF CONTENTS (continued)
Phase 4: Determin~ Depa~hae~t Staffing Needs .................................. 23
Task 4.1: Define Measures of Performance for Department Functions . ~ .......... 23
Task 4.2: Identify Sl2fllng l,.eveAs for Department FunCtions that Fit
Performanc~ Levels ............................................... 24'
Task 4.3: Assess the Impi~t of Leave Policies and Absences on Staff
Availability ..................................................... 24
Task 4.4: Evaluat~ Personnel Policies ................................... 24
Task 4.5: Evaluate Pro-Employment Requirements ...... 3 .................. 25
Task 4.6: Review and Evaluate Tminlng Topics and Programs Offered
by the Department ................................................ 25
Task 4.7: Evaluate and Assess Communication Tools/Techniques .............. 25
Task 4.8: Evaluate Facilities and Equipment ............................... 25
Ph~e 5: Prepare Project Reports ............................................. 26
E. PRO jEff COSTS ........................................................ 27
APPENDIX
A. PAS General Qnali~cafioas
B. Summary of Major police Studies
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322
A. PUBLIC ADMINISTRATION SERVICE QUALIFICATIONS
In this section we summmize PAS's general qualifications and specific experience in law
enforcement consulting relevant to the Qity of Sanford project.
Public Administration Service (PAS) is an international consulting finn with a nationwide
domestic and an overseas practice. We are a not-for-profit corporation that was rounded in 1933 by
associations of local government officials (such as the National League of Cities and the International
City Management Association). The initial focus was on providing organization and management
consulting services to local governments in the United States to assist them in coping with problems
that were beyond their capability to solve. Since 1933, PAS's scope of services has been broadened
to include assistance not only to local governments in the United States, but also to local, state, and
federal governments both domestically and internationally. PAS also has administered various hstice
Department programs over the years, to include L.E.A.A. (Law Enforcement Assistance
Administration), ICAP (Integrated Comprehensive Action Program) SHOCAP (Serious Habitual
Offender Comprehensive Action Program) and currently MCAP (Missing Children Action Program).
General Ouali~cations
In examining the q, ,ali~cations of competing consulting firms (in addition to focusing on
law enforcement capabilities), Sanford officials may desire to review a comprehensive picture of the
finn's operations. For this reason, PAS "law enforcement consulting" information is placed in
the context of overall PAS operations.
Public Administration Service is a professional services consulting firm consisting of the
fonowing practice areas: criminal justice/law enforcement, organization, management, information
systems, human resources, strategic planning, public works administration, general services, finance,
and utility administration.
A general summary nfselected consulting and technical assistance PAS provides to key
areas of local governments is presented below.
· Law Enforcement studies include reviews of the organiTational
design, policy and procedural analyses, patrol deployment and
scheduling of resoumes, staffing, community relations, use of
technology, facility analyses, and law enforcement master planning.
Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean. VA 22102-3322
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Organization and Management studies include documentation of
strengths and weaknesses and recommendations to solve problems
that can be readily implemented. These studies include an
implementation plan that results in positive changes in the-
organization.
· Information Systems studies and plans encompass review of existing
computer hardware, software, communications, .and related
technology and making recommendations for improving systems to
facilitate achieving the corporate goals of the orgnn~7~t. ion. The
information systems area also includes computer capacity studies,
development of hardware and software specifications, computer-aided
dispatch analyse~ analysis of vendor bids, training, and installation of
end user computers and networks. Recent work 'has included
developing artificial intelligence, e~pert systems, and decision systems
for use in local government. PAS has also helped local government
clients to plan for and install geographic information systems (GIS)
and computer-aided mapping.
· Communications studies have focused on systems to support public
safety and emergency service operations. They range from making
recommendations for integrated public ~afety communications centers
to 800 megahertz communications technology and possible local
government uses of integrated services digital networks.
· Personnel Administration studies incorporate pay, classification,
st~ng analyses, comparable worth, and organizational development.
In this practice area, PAS uses quantitative tools whenever possible
to assist in resolving personnel issues. One such tool is a factor point
position classification and pay system that takes the guesswork out of
an area that is frequently subjective.
· Maintenance Management studies which offer technical assistance
in properly administering and operating vehicle maintenance and
general maintenance systems. This includes recommendations on and
the installation of automated maintenance management systems,
· Emergency Services studies focus on ways in which fire protection,
re~,cue, and ambulance service and incident/disaster recovery can be
carried out effectively and efficiently. Recent assignments have-.
included hazardous material planning and use of modern technology
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322
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to support emergency services operations. A major product in this
practice area is emergency service master planning.
' · Privatizatlon and Divestiture Analysis. In recent years, it has been -
demonstrated that in some cases it is more cost effective and efficient
for governments to foals on providing key services while allowing the
private sector to deliver other services. PAS has a systematic
approach for assisting governments in deciding whether to privatize
and which form would be most beneficial in their circumstance. PAS
has carried out these studies in the United States and internationally
as part of the well-known Center for PrivatiTatjon in Washington,
t,"' · Strategic Planning, Budgeting, and Management Control
i-. - Systems studies to assist governments and enterprises in developing
"corporate plans" and then implementing them. In addition, PAS has
~_ developed budgeting systems and program control procedures for
local, state, and federal governments and agencies. Automated
project accounting systems have also been installed by PAS in local
governments, and systems to establish budgetary priorities have been
put in place in governments at all levels both in the United States and
internationally.
· Finance and Accounting Systems. One of PAS's specialties is the
development of a cllent's finance and accounting systems needs and
the installation of automated systems to meet these needs. This results
in integrated accounting systems that meet overall client needs in a
comprehensive manner. In addition, PAS has developed and installed
job cost and equipment management maintenance systems that
combine the features of a sound cost accounting with modern
information technology.
The above summary illustrates that PAS as an institution has broad, appropriate
experience that will be applied to the Sanford Police Department study. In addition to the breadth
of our corporate or institutional background, we are especially qualified to assist governments since
PAS employs skilled consultants with diverse backgrounds.
Public Administration Service professional employees are not only experienced, senior
consultants, but also have operational experience in government. This includes work in local
government as city and county managers, chiefs of police, police management and systemSspecialists,
public works directors, planners, sheriffs, fire/rescue directors, personnel directors, maintenance and
general service directors, community developers, and data processing directors. In state, federal, and
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean, VA 22102-3322
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international OrganiTntions, it includes former department heads end career employees at the highest
levels. This government experience is baleneed by other PAS employees with equally challenging
backgrounds in private sector companies tha1~. have reputations of be'mg well managed. The
disciplines in which PAS .employees have been training include management analysis; data~processing;
criminal justice administration; civil, mechanical, end electrical engineering; teleeommuniea~ons,
public safety, end emergency service; public works and utility administration; banking; developmental
administration; economies; end personnel administration, among others.
Relevant Law Enforcement Projects
Police Studies--Narrative Description
PAS has conducted many management studies over the past 15 years in law
enforcement agencies ranging in strength tram a 10-person uniformed force (Dublin, Ohio) to
agencies of more than 7,500 officers (Los Angeles, California). These studies have centered
primarily upon finding means to improve agency efficiency end effectiveness through development
of appropriate philosophies of law enforcement end implementation of goals, objectives, end
procedures to support a selected philosophy end mission, proper deployment of patrol forces end
utiliTa~ion of supporting functions, through development ofen appropriate organizational framework,
end through other systematic approaches. A narrative summary of major police studies carried
out by PAS over the last 10 years is presented below.
In 1997, PAS carded out a comprehensive police organiT~tion end management study
in BeHevue, Washington, that had as a major study produet, a three-year police service master
plan that assisted in preparing a new Chief of Police in preparing to provide knowledgeable
leadership in assuming command of the Police depm'uuent.
Another major project in 1997 is a study for the Sheriff of Jacksonville, Florida,
(consolidated city end county with police end sheriff functions) who had carded out a major re-
engineering of his 2500 person department based upon the recommendations of a blue ribbon
businessmen\citizen committee end wanted a police professional services firm to provide the
"details*' on how further public service delivery improvements could be made.
In 1996, PAS completed en organizational review of City Departments, to include the
Police Department, to ensure that the organizational framework supported City senAce deliven/in
St. Petersburg, Florida, a community with a strong community oriented policing programs that
fostered problem solving by generalist police officers. In 1997 we are working with St:' Petersburg
on en Information Technology Master Plan that will have a major police element.
Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean. VA 22102-3322
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In 1995, PAS completed a study for St. Louis County, Missouri, which was designed
to analyze and provide recommendations,to improve its organiT~tion, st~ffing, and management of
the county police department and make recommendations regarding the development of a law
enforcement master plan that emphasized the County's role as a provider of "municipal (and
community oriented services)," county, .%nd regional services.
In 1994, PAS completed a project designed to implement a staf~ng and resource analysis
process for use in budget preparation by the Lee County, Florida, Sh~eriff's Office. PAS also
completed a contract awarded by the Los Angeles Police Department (LAPD) to provide technical
assistance in the implementation of community oriented policing. That project included assisting
the LAPD in redesigning the patrol beat system, defining roles and responsibilities for various levels
of patrol officers, and conducting an assessment of the degree to which current information system
projects would support the LAPD's goals for community oriented policing.
During 1993, PAS conducted a comprehensive study of the operation, stnfflng, and
management of the City of Bowling Green, Kentucky, Police Department and the utiliTylion of
community oriented policing techniques. Concurrently, PAS assisted the City of Rancho
Cucamonga, California, in the preparation of a commercial security plan. That project included
preparation of a citywide commercial security needs' assessment and delivery of training in the
application of Crime Prevention Through Environmental Design.
PAS continued its long-term relationship with the Los Angeles Police Department
CLAPD) in 1992. PAS was engaged to conduct a review of patrol deployment practices for the
Department which focuses on patrol work scheduling and the management of calls for police service.
In 1991, PAS staff completed a project in Los Angeles for the LAPD that was designed
to upgrade the Department's crime analysis capabilities. With redeployment providing officers with
more proactive time, the LAPD became aware of the need to improve its crime analysis capabilities
as a means to expand directed patrol. The scope of work includes a need assessment, system design,
development of computer system specifications, database design, staff training, and management
orientation.
In 1990, PAS completed a study of overall orga-17~tion and uniformed patrol deployment
and stafang practices of the ,Iacksonville Sheriff's Office, a full-service law enforcement agency for
a consolidated city and county, with a 2,000 person staff(i,210 sworn) which includes patrol and
investigative functions as well as court and jail services. In this study, PAS recommended an
organizational design for new patrol zones, staffing, training, and improved computer support for
patrol deployment and police management. This study was well received, and PAS was awarded a
follow-on contract to assist in implementation of recommendations, to further study improving
efficiency and effectiveness in support services areas such as communications, and to acquire a state-
of- the-art computer-aided dispatch system.
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean, VA 22102-3322
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In 1990, PAS completed a study of overall management and training practices of the
Wilmington, North Carolina, Police Bepartment. Study methodology included interviews and
focus group meetillgs with all sworn staff, an attitude survey of all sworn !Personnel, telephone
interviews with former employees, interviews with community representatives, and development of
a community/police steering committee to:review police management issues and formulate plans for
a community-oriented police program.
During the last half of 1988, PAS completed a review of, the utilization of sworn
personnel by the State of Connecticut's Department of Public Safety. This project focused on
management control of overtime costs, recruitment and selection, recruit training~ emergency
management, and deployment practices.
From 1987 to 1988, PAS completed a patrol stnffng study fOr the Los Angeles Police
Department. The Police Commission in Los Angeles chose PAS to conduct the study to validate
the current formulas used to allocate patrol personnel among 18 patrol divisions within the City. As
a result of that project, PAS has been engaged by the City of Los Angeles since 1989 to assist the
LAPD in implementing the new deployment system recommended as the result of this project.
Early in 1987, PAS completed a study of patrol personnel deployment in Charlotte,
North Carolina (608 sworn personnel). This study called for detailed analysis of patrol stsffng
requirements and development of patrol productivity improvement programs. Special attention was
given to the number ofgengraphic patrol distxicts used by the Department as well as the criteria used
by the City Council to evaluate the performance of the patrol function.
Later in 1987, PAS completed an information management study for the Inglewood,
California, Police Department, a department of 249 employees. Upon completion of the
information management study, the same jurisdiction contracted with PAS to study its operational
sting requirements. This study encompassed examination of a current personnel utiliTylion and
department worktoad. The purpose of this study was to make better use of available resources of the
department and to define its staffing requirements.
In 1986, PAS was awarded a contract with the Office of Juvenile Justice and
Delinquency Prevention of the U.S. Department of Justice to provide assistance in the
implementation of a National Demonstration Project called the Serious Habitual Offender
Comprehensive Action Program (SHOCAP). That contract called for PAS to design and deliver
training and technical assistance to juvenile justice agencies, schools, and human service agencies
interested in improving methods used to deal with serious habitual juvenile offenders. The contract
work continued into 1993. A total of 21 jurisdictions around the nation are being served by the
project. Technical assistance has been provided over the last three years under this SHOCAP
program to law enforcement agencies in jurisdictions such as Hillsborough County, Fl'orida; Pima
County, Arizona; Anne Arundel County, Maryland; and Prince William County, Virginia; among
others.
Public Administration Service 7927 Jones Branch Drive. Suite I00 South. McLean. VA 22102-3322
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Also in 1986, PAS conducted a police operations and management study for the City of
Bremerton, Washington, and assisted the Berkeley, California, Police Department in devising
a new beat structure for patrol units. The system, which has been fully implemented, integrates bent
integrity with directed patrol in a way that establishes geographic accountability and at the same time
promotes teamwork in directed patrol operations In Bremerton, Washington, PAS was asked to
study the impact of United States Navy facilities on police service needs. Special attention was
placed on patrol deployment, records' management, and methods used to manage calls for senrice.
In 1985, PAS completed a comprehensive review of poli~e records' management
practices and automation needs for the Southfield, Michigan, Department of Public Safety. This
work addressed staffing of the records' function and adherence to state records' retention laws. In
Boca Raton, Florida, PAS completed a review of the Crime Analysis Unit. In the project report,
PAS recoramended changes in staeang of the units, the types of crime analysis products generated
by the unit, and the system used to analyze data. In Greenbelt, Maryland, PAS completed a
comprehensive organization and management study of the City's police depaxh~tent. The study
focused on the potential barriers to accreditation faced by the depa~ tment. The study included a
detailed analysis of sta~ng needs and organizational issues. In Grand Rapids, Michigan, PAS
analyzed current methods for handling property and evidence and for the operation of the city jail.
The scope of work called for PAS staff to prepare a revised set of written directives for property
management and jail operations and provide staff training for implementation of those new written
directivns.
In 1983, PAS completed four additional law enforcement studies. A major project was
a four-volume study of the operations and management of the Maricopa County Sheriffs Office
(I,086 employees). This study examined all aspects of the mission of the Sheriffs Office. Special
attention was given to practices used to deploy 347 deputies who provided law enforcement services
to this county which surrounds Phoenix, Arizona. Another area ofemphnsis was the operation and
staffing ofjail facilities. Amajor issue analyzed in the course of the project was the responsibility of
the County in policing federal lands used for recrention by county residents.
Listing of Police Study Clients
A listing of PAS's police studies that identifies the department and its size when studied
is presented below. It is intended to supplement the narrative description provided above.
,-~
Public Administration Service 7927 Jones Branch Drive, Suite 100 South. McLean. VA 22102-3322
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Over 500,000 ~
Honolulu, Hawaii 1,765 _-.
Lake County, Indi~-~ 228
Jacksonville. Florida ' 2.302
Los Aageles, California 7.500
Los Angeles, California 7,500
St. Louis County, Missouri 732
100.000-500,000
.An.heLm. California 320
Bellerue. Wn~hlngton 254
Berkeley. C~l~foruia 240
Charlotte, North Carolina 608
Columbia, South Carolina 290
Dayton, Ohio 686
Grand Rapids. Michigan 258
Ingi~wood. California 249
Lee County, Florida 750
Miami, Florida 948
Portsmouth, V'trgiaia 254
Stealing Heights. Michigan 212
Virginia Beach, Virginia 600
50,000-100,000
Boca Raton, Florida 136
Columbia, Missouri 101
Elyria, Ohio 73
Hamden, Counec~icut 95
Hammond, Indiana 186
Hawthorne, California 92
Largo, Horida 62
New Britain, Connecticut 146
Oak Park, Illinois 150 "
Rancho Cucamon~a, California 225
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322
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Rcdonrlo Beach, California 70
Rochester:Minnesota 97
Southfield, Michigan 150
:
Wilmington, North Carolin,~ 135
25,000-50,000
Bowling Green, Kentucky 102
B~, Massachusetts 80
Brem~rton, Washington 76
Cape Girardean, Missouri 6
Chandler, Arizona 60
Foxt Dodge, Iowa
Jacksonville Beach, Florida 44
Norfolk, N~br~k~ 39
Novi, Michigan 45
Ocont? County, Wiseone- 23
Pocatello, Idaho
~_ Riley County, K~-~ 92
Sffilwater, Oklahoma 47
Upper Merion Townchlp, Pennsylvania 51
10,000-25,000
Andover, Massachusetts 47
Avon, Conn~:ticut 33
Bloomfield, Connecticut 54
Blue Springs, Missouri 35
Bristol, Rhode Island 37
Columbus, Nebraska 38
DePere, Wisconsin 25
Evergreen Park, Illinois 52
Florence, Kentucky 34
Golden, Colorado 27
GrinbelL Maryland 50
Hanover Park, Illinois 36
Menusha, Wisconsin 42
Public Administration Service 7927 Jones Branch Drive, Suite 100 South. McLean. VA 22102-3322
10
~V,~'ord, ~V~ssachusett~ 36
Ol~p~ W~hi~on 47 :
P~ V~, ~ 28
~mt~ ~ch~ 42
Sho~ Widen 26
Ti~ ~gon 35
Two ~ven, W~ 31
V~, h~ 36
W~ ~n~ Wi~ 40
W~ ~Hto~ O~o 24
W~ Sp~, ~ois 25
W~r ~ ~ofi~ 58
Under 10,000
Bfidg~ W~ V~nla 25
Chemw, 8ou~ ~ 22
D~ O~o l0
Fox Po~L Wi~ 19
Ro~He, ~ois 26
Y~o~ ~u~ D~om 26
Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322
B. PUBLIC ADMINISTRATION SERVICE CONSULTING TEAM
The Project Team
PAS is firmly committed to the belief that a large meaSUre of its success in the
public sector is due to the thought given to assignment of key personnel to individual projects.
Uppermost in the assignment of project staff are the unique characteristics of the particular project
and the qualifications of individual staff members to be assigned. We have given these two factors
careful consideration in developing our proposed staff assignments for this project.
In the law enforcement area, we have on our staff and among our consultants current and
former police chiefs/public safety directors, sheriffs, operations supervisors and commanders, trniners,
support services managers, cemmunity relations/crime prevention experts, research supervisors, and
analysts. Experience wise, as well as academically, they understand and appreciate the problems and
potentials typically encountered in a law enforcement environment. Moreover, these consultants are
involved in advancing a number of innovative approaches to improving law enforcement operations
including: the Serious Habitual Offender Program, the Integrated Criminal Apprehension Program,
problem oriented policing, community oriented policing, volunteers in law enforcement, patrol
workload modeling, detective workload modeling case tracking, tactical action planning, strategic
planning, neighborhood policing, crime analysis, MCI, MPO, CAD systems, differential police
response, allocation and deployment schemes, microcomputer applications, and so on.
The qva!ifications of the project staff that PAS has selected to successfully complete th~s
study are presented below in summary fashion.
Headquarters Supervisor
George Flubier. PAS Assistant Director, who will provide overall supervision for this
project, has an extensive background in project management, municipal government, and law
enforcement.
Mr. Hublet served for seven years as City Manager and Public Safety Director for
Fairfax, Virginia. Prior to holding that position, he served for four years as the Assistant City
Manager in charge of budget and management for the City of Alexandda~ Virginia. During this
period, he also served on the Board of Directors of the Northern Virginia Police Academy and on
Northem Virginia Community College's Public Safety Program Curriculum Advisory Committee and
on the faculty.
11
Public Administration Service 7927 Jones Branch Drive, Suite 100 South. McLean. VA 22102-3322
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Since joining PAS in 1981, Mr. Hubler has managed and conducted orgapiT~fion,
management, and systems studies for local governments and police departments nationwide. Relevant
to the Safford project, Mr. Hublet recently supervised and participated in the completion of an
Organization and Management Study in Bellevue, Washington. Other police projects completed by
Mr. Hubler include the development of a Police Service Master Plan for St. Louis, Missouri, and the
PAS/Los Angeles, California, Police Department (LAPD) allocation, deployment, and staffing study.
He also directed a study to provide improved automated support to the LAPD crime analysis and
investigalions programs as a supplement to the deployment study. Mr. Hublet managed the PAS/City
of jacksonville Sheriffs Office allocation, deployment, and staffing study and follow-up automation
and computer-aided dispatch studies. Attesting to the quality of this work, both of these jurisdictions
continue as active clients of PAS. Also relevant is the fact that Mr. Hublet participated in
organization, management, information technology, personnel deployment, and staffing studies of
Charlotte, North Carolina, Police Department; the Bowling Green, Kentucky, Police Department; the
St. Petersburg Florida Police Department and the Maricopa County, Arizona, Sheriffs Department.
Mr. Hubler has managed and worked on organiT~fion, management, and systems projects
(that included law enforcement agencies) for the following jurisdictions: San Diego County,
California; Peoria, Arizona; Philadelphia, Pennsylvania; Naples, Florida; Park Forest, B!inois;
Bensalem Township, Pennsylvania; Wigton, North Carolina; Culpepper, Virginia; Greenbelt,
Maryland; Norfolk, Virginia; Crazy, Indiana; St Paul, Minnesota; Dakota County, Ivfirmesota; Broward
County, Florida; Reading Pennsylvania; Kent County, Michigan; Nonvalk, Conne, cticut;
Montgomery County, Virginia; Clarke County and Athens, Georgia; Mesa County, Colorado;
Holland, Michigan; York County, Virginia; Durham, North Carolina; Danville, Virginia; Champaign,
l]!inois; Delray Beach, Florida; Pompano Beach, Florida; Raleigh, North Carolina; Alachua County,
Florida; Beloit, Wisconsin; Jupiter, Florida; and Fort Lauderdale, Florida. He has also worked on
international projects in the countries of Gamhia, India, Korea, Egypt, Viemaw. Ghana, Malaysia,
Zaire, Spain, and Costa Pica.
Mr. Hubler has MBA and MPA degrees fi'om American University and has completed
doctoral studies in organiTation and management, finance, and computer systems.
Project Staff
Peter Bellmio. PAS Senior Consultant, has been associated with PAS for 15 years as
a consultant and as Director of our Criminal Justice Program. He has operational experience in law
enforcement and local government management in a variety of positions. He was employed by the
City of Newburgh. New York, Police Department as a crime analyst for a community crime
prevention program and later as the Project Director for a citywide neighborhood team policing
program. That program was part of a comprehensive community relations and organizational
development effort. Mr, Bellmio was Director of the Integrated Criminal Apprehension Program for
Public Administration Service 7927 Jones Branch Drive, Suite 100 South. McLean. VA 22102-3322
13
the Virginia Beach, Vkginia, Police Department. He has regional agency experience with the Urban
Research and Service Center in the Norfolk, Virginia, area where he served as Director. Mr. Bellmio
had department director experience as Public Safety Director (responsible for police, fire, and safety
services) hi Decatur, Illinois.
Over a period of 12 years Mr. Bellmio directed PAS's criminal justice practice and
marketed and managed PAS studies of law enforcement operations and management hi Novi,
Michigan; Oak Park, Illinois; Maricopa County, Arizona; Fort Dodge, IoWa; Bristol, Rhode Island;
Jacksonville Beach, Florida; Bloomfield, Connecticut; Paradise Valley, Arizona; Greenbelt, Maryland;
Sterling Heights, Michigan; Norfolk, Nebraska; Charlotte, North Carolina; Los Angeles, California,
and Ingelwood, California; Bowling Green, Kentucky, Knoxville, Tennessee; Bremerton, Washington,
among many others. He also managed consulting assignments that provided technical assistance to
state and federal agencies such as the Connecticut State Police and the Naval Investigafive Service
and is considered an expert on the stnfl~ng, deployment, and scheduling of patrol operations and on
managing criminal investigations. He also has an extensive background in fac'~itating group sessions
and in using organizational development techniques to improve police service delivery. His previous
experience in Jacksonville includes management of the 1990-91 patrol staffing and deployment study
and in providing technical assistance hi planning. Mr. Bellmio also managed PAS's U.S. Justice
Department Grant Programs such as the Serious Habitual Offender Comprehensive Action Program
and the Missing and Exploited Children's Program in which technical assistance was provided to more
than 150 agencies. He holds a master's degree in criminal justice from the State University of New
York at Albany.
Alan Chertok, PAS Senior Consultant, has extensive sworn police experience hi police
departments in Prince George's County, Maryland, and in Newport News, Virginia. This has included
service as Commander of a Planning and Research Division (Captain), as a Detective Sergeant in a
major crime unit, as a Detective in economic crimes, as a Patrol Officer and Sergeant and as a
Commander of Admini~h'ation and Investigations. As a consultant he has worked with PAS on police
orga~iTa~on and management studies hi Bellevue, Washington, and in Jacksonville, Florida. He has
also served as an accreditation assessor for the Commission on Accreditation of Law Enforcement
Agencies (CALEA) and as consultant/trainer for the U.S. Department of Justice International
Criminal Investigative Training and Assistance Program and in the Department of State Anti-
Terrorism program, and for the National Center for State Courts. He has a B.A. degree in
Psychology and Sociology from Salisbury State (MID), a MS in Criminal Justice from the University
of Baltimore, and an M.A. in Management and Personnel Management from Central Michigan
University and was a Fulbright Fellow in Police Studies in the United Kingdom in 1995.
Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean, VA 22102-3322
C. REFERENCES
Listed below are the names and telephone numbers of individuals who can serve as
references for relevant projects completed by P AS in recent years.
I:l:ill Howe, Diretot
Bureau of Pl~nnlnE and Development
St. Louis County Police Departmont
St. Louis, Missouri
(314) 889~2827 '~
or
Colonel Ronald A. Battelle
Chief of Police
(314) 889~2341
Gar~ A. Raymet
Chief of Police
Bowling Green Police Deptu hueat
(502) 843~5570
For work by Peter Bellmio
Mr. Hartwell Wright
Human Resources Director
City of H~dcrson, North Caxollna
(919) 431-6009
Dr. Robert Booker
Internal Auditor/Controller
County of San Diego, California
(619) 531-5413
Mr. Steve Bauer
City Manager
City of Bellevue, Washington
(206) 455-6810
Chief Darml Stephens
Chief of Police
City of St. Petersburg, Florida
(813) 892-5577
For work by Per Bellmio
Mr. George DandMake
Chief of Budget and Finance "
Jacksonville Sheriffs Office, Florida
(904) 630-2217
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Public Administration Service 7927 Jones Branch Drive, Suite 100 South, McLean, VA 22102-3322
D. STUDY SCOPE OF SERVICES AND APPROACFf
The proposed study includes five phases of work that should be undertaken to
properly examine service requirements, community satisfaction, internal communications,
facilities and equipment, performance~ organization and management of the department, to
include staffing deployment and the policing strategies in use in the City. These phases are
described in this section as are the tasks that will be performed to complete each phase. Study
methods relating to information collection and analysis will be 6xplained throughout. This proposal
is for a comprehensive study.
Phase 1: Project Mobilization
Task 1.1: Orient City Leadership and Receive Guidance
Phase I of this study was designed to establish an understanding of this project and secure
the necessary support of those who will be involved with the study team. The team will assure that
all key Sanford elected officials (governing body) and key staff members (City Manager, Chief of
Police and designated City Police Study Project Manager) are thoroughly familiar with the study
methods that will be employed to complete this project. Similarly, expectations on the part of the
City officials and representatives of the department should be dearly understood by the study team.
The project work plan will be fivali:,ed based upon these discussions shortly after the project formally
begins. It is important that this meeting take place so that all parties are clear about the services to
be delivered and the consultant team fully understands the expectations of the department.
Task 1.2: Finalize Work Plan
Based upon the input received from the above mentioned officials, PAS will ~nalize the
project work plan. This work plan will be reviewed with the commission and the designated project
manager prior to its use.
Task 1.3: Conduct an Orientation Session for Police Personnel
This session will be the first step in sharing the methods to be used by PAS with the
department. Each section of the study approach will be explained and staff will be provided the
opportunity to ask questions. By the end of this meeting, all department personnel should be fillly
familiar with the scope and activities to be included in this study.
15
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Task 1.4: Carry Out a Police Employee Workplace Survey
PAS will administer a workp. lace or attitude survey as one tool to develop leads for
further analysis and as a way to get maximum employce participation in the study. We will use a
survey instrument that makes it possible to compare the results with those of 35 other police
departments that PAS has surveyed. W'mhout comparison too other like police agencies the "police"
context of these surveys is lost and the results can be misinterpreted.
Phase 2: Evaluate Service Demands
The first step in analyzing the operations, management, and ~n~ng of an organiT~tion
is to collect information describing the service demands being placed upon the organization. Those
service demands are generated by citizen calls for police service, by conditions in the community, and
expectations of community leaders for police service. Information collected during this phase of
work will be compared with the efficiency, range and quality of services provided by the depa~haent.
Task 2.1: Analyze Demographic and Land Use Trends
Trends in the characteristics of Sanford's population can have a significant impact on
demands for police service, Increases in youth and elderly populations should be projected and
addressed through the department's long-range planning process. Similarly, trends in the development
of property can have a significant impact on calls for police service. Some types of commercial
development projects can have a negative impact on neighborhoods by reduc'mg property values and
causing blight in those areas. High density housing and increases in retail development both can
increase calls for police service.
The study team will collect information on these topics from existing reports within the
department, appropriate officials, and identified regional planning organizations.
Task 2.2: Analyze Trends in Citizen Calls and Reported Crimes
Information on trends in the number and nature of a citizen generated calls for police
service will be collected ~'om dispatch records maintained by the department. Detailed information
on calls for senAce will be obtained or estimated that describes: ~-
· Call rates by hour of the day and day of the week.
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· The priority of calls received by hour of the day and day of the week.
· ® The number of units dispatched to various types of calls.
· The geographic distribution of calls for service throughout Sanford.
Similarly, trends in reported crime will be analyzed to identEfyl changes over time in the
types of crimes reported and issues such as the number of crimes committed by juvenile offenders.
Crime rates for different types of offenses reported in Sanford will be compared with the rate of
reported crimes in cities of similar size in the midwest end in the United States.
This information will be used throughout the project to identify alternative approaches
tohandlingincomlngworldoads. Informationonthe.nmberofroutinecrimerepottstakenbypolice
officers will be used later in the project to determine Efthe telephonic reporting process is being
utilized to its fullest in Sanford.
Task 2.3: Conduct Key Respondent Interviews in the Community and with Elected Officials
Community views regarding police service needs are an important element in determining
the priorities and staffing needs of a police agency. Over the years, PAS has adopted a process for
interviewing a cross section of community leaders who can provide in-depth information on
community problems, needs, and the performance of the police in the eyes of the community. PAS
has employed this technique in cities as large as Los Angeles end as small as Norfolk, Nebraska. In
addition, it is important to ascertain the desires of citizens, as reflected by their elected Commissioner,
to policing needs and areas of interest. Accordingly all City Commissioners will be interviewed as
will the City Manager.
To establish a pool of a potential interviewee from the community, PAS requests that the
governing body and the Chief of Police assemble lists of persons who are considered community
leaders and have first hand experience in working with the department or in obtaining services from
the department. PAS will then supplement this list to be sure that it is representative of the
community at large.
An interview guide will then be developed to be used by all PAS interviewers to structure
and collect the same types of information from persons being interviewed. Interviews are designed
to last between 45 to 60 minutes. These interviews can be longer based upon issues raised by the
person being interviewed. It is anticipated that a total of 20 community leaders will be interviewed
during this project. As with the officer survey, community leaders will be guaranteed anonymity.
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Interviews will focus on defining the expectations of the public for police service and will
assist in identifying/addressing matters regarding public relations issues/concerns. Levels of patrol
response to problems that would be acceptable to the community will be defined in terms of the role
patrol offiders will be expected to play in the deliveBr of services.
Phase 3: Assess Current Department Operations
Task 3.1 Evaluation of Policing Stratl:gies Used
There are basically two approaches (in various combinations) to policing in use in the
United States today-the traditional approach in which law enforcement "is left to the experts" (the
police. This is sometimes referred to as the "medical model" with the police,be'mg the expert udoctor"
with citizens having little input. At the other extreme is the cemmtmity oriented model in which the
community and the police work together on law enforcement and may involve joint problem solving.
This is sometimes called "co-active law enforcement".
Further there are a number of different approaches to community oriented polic'mg in use.
These include:
The efficiency-based model of community policing tends to organize around changes
in modes of policing, such as deployment methods, decentraliT~tion, telephone, or walk-in reporting,
foot patrol, and permanent beats. Models that relate to efficiency use a different approach to police
work to make the best use of scarce resources. This model is most common where 911 calls are
perceived as excessively burdensome and where financial resources for police personnel are in short
supply. Addressing substantive community problems occurs within the background of the efficiency
model.
The equity-based model of community policing, perhaps the most common model,
often evolves based on demands for racial access and equity within a city. Such demands might
include more personnel resources or greater access to police services. This model typically uses
similar delivery mechanisms, such as community meetings, foot patrols, mini-stations or storefronts,
walk-and-talk programs, or mounted patrol. For the most part, it is the form of police service
delivery--designed to build trust between citizens and petice and to "empower" citizens--rather than
the substance nfdelivery that is the focus of equity-based models. Addressing substantive problems
may be part of the approach, but it is usually secondary.
The effectiveness-based model of community policing represents a focus on
substantive community problems. Although this model may use community-outreaeh approaches
such as foot patrol or commuhity meetings, the objective is to resolve substantive community
problems. Community involvement is only a mechanism for doing so. Thus, this model normally
involves identifying relevant stakeholders for specific problems, and these stakeholders vary from one
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problem to another. Normally, this is the type of community polie'mg in which generalist officers are
u~liyed well (provided staffing is sufficient to handle calls for service and carry out problem solving).
· As was alluded to above, community oriented policing is provided from spedalized units
and by generalist police patrol officen, and may or may not involve problem solving in collaboration
with the residents of the cemmunity. If done by generalist patrol officers there must be sufcient time
for patrol to respond to priority calls for service and still have approximately 35% proactive time to
work with the community on problems or directed work. Thus having a .!~good handle on" calls for
service by day of week and hour of the day is essential in determining the number of personnel to
respond to calls and do community oriented work.
Which pollring strategy (or combination of strategies such as split deployment) is best
depends on the charaaeristies of the community sewed. PAS will carry Out the research necessary
to make a firm recommendation on the strategy best for Sanford.
Task 3.2: Assess Methods for Deploying Patrol Personnel
This assessment will focus on schednllng practices, methods for managing calls for
service, and the bent stru~ure eurrentiy in use. Information will be collected 'dmt describes the
number of patrol officers scheduled for duty by hour of the day and day of the week. Site visits will
be conducted to the communications centerto evaluate policies used to assign calls for police service
to patrol officers in the field. Methods used to stack calls for service will be assessed to determine
if those policies adequately promote beat integrity. Finally, information will be collected regarding
the degree to which the current bent plan equitably distributes call for a service workload among
patrol units. Beats will also be evaluated to determine if boundaries account for neighborhood
characteristics.
Task 3.3: Evaluate Current Performance in Delivering Patrol Services
The study team will collect information that describes how patrol officers use their time
while on duty and the results their work generates. Spedfie information sought will include:
Response times for various categories of calls for service.
· Time spent by officers at the scene of calls for service.
· Time spent on administrative tasks that support the patrol operation::
· Arrests made by patrol officers by type of offense.
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· Field interviews completed.
· Time spent in making contacts with neighborhood residents.
· Traffic enforcement work completed by patrol personnel.
When compiled, this information will define the current range .9f service provided to the
commtmity by patrol personnel.
Task 3.4: Evaluate O~ganizational Structure
There is no ideal orgav;Tational structure that can simply be t~ansplanted to the Sanford
Police Department. Organizational structures tend to reflect the management style of an agency's
chief executive officer. To evaluate the structure of an Org~niTatiOn some sets of general criteria are
used to determine if an organiza~on's structure is helping it to ridfill its mission.
The structure must establish dear accountability for specific functions in the orgnniTation
and like functions should be grouped together.
The span of control for top nmagers should be reasonable. A large span of control will
makecommunicationandattentiontotheneedsofsubordinatesmoredlftlcult. Aspanofcontrolthat
is too small raises questions about the need for a management level and could promote micro-
management of subordinates.
Levels of the organization should be kept to a minimum to promote good communication
between the City Marshal and line personnel who provide services to customers. This trend of
flattening organizations has become a part of efforts to implement community-based policing
programs in a number of jurisdictions.
Another organizational structure issue that has arisen as a result of community-based
policing is that age old problem of deciding which functions should be centralized and which should
be decentralized. Where practical, services should be integrated into an expanded role for patrol
officers so that the depa~huent avoids sending two or three staffs out to do a job that could have been
performed by the first officer who handles a call or crime report.
Information that will be used to evaluate the organizational structure will come from the
employees' attitude survey, interviews with community leaders, interviews with department stafF, and
program plans already being implemented to support programs such as community-based policing.
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Task: 3.5 Evaluate Management Practices. Communications and Leadership
· Prior to this task, PAS will attain a preliminary understanding of the situation in the
Police Department through the org~niTa..tion review, a document review of official policies and
procedures, and input from the employees' workplace survey, and commission and community
interviews to prepare for a review of management practices.
Utilizing the above as background, PAS will use a structured interview technique to
determine the management practices and approaches to leadership styles in use in the department by
the Chief; Commanders and mid-level supervisors. Emphasis will be placed upon clarity of
communications and their effectiveness, goal and objective setting, follow up, performance appraisal,
the chain of command, the informal organization (including cliques and factions), evenhandexiness to
discipline and handling of a grievance, the use of internal eftairs, employee participation in decision
making and the administration of the bargaining unit contract.
Spedfie recommendations for change will be made where necessary, and methods to
bring about this change will be presented.
Task 3.6: Evaluate Current Performance in Conducting Criminal Investigations
The study teem will evaluate the process used to screen, assign, and monitor criminal
investj.,o~a~ons assigned for follow-up. Information will be collected that describes the processing of
cases in each of these steps. The results ofinvestigative effort will be evaluated in terms of outcomes
such as arrests, warrants obtained, and the number of cases cleared by various units of the
department.
Task 3.7: Evaluate Crime Prevention Services
The study team will identify the range of sentices provided through the department's
Crime Prevention Unit and the role played by patrol officers in the delivery of crime prevention
services. Attention will be givan to the application of crime analysis information in the crime analysis
process. Crime prevention programs should be built based upon an assessment of the crime risks of
potential groups of victims in Sanford. Much like criminal investigations, there should be a clear
division of labor between centralized crime prevention staff and officers assigned to patrol duty.
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Task 3.8: Evaluate Youth Related Services
· Juvenile crime and crimes against juveniles are major problems that usually~tccotmt for
more than 50 percent of the workload of the average police agency. The department's youth service
programs will be evaluated to determine t~e degree to which interagency approaches are being used
to address youth crime and the victLmb-~t~on of youth. Where available, information will b6 cellected
that documents youth services provided within the community along wi.,th the number of juvenile
cases assigned and the outcomes achieved as a result.
The role of patrol officers in youth services and juvenile investigations will b6 carefully
studied to determine if the current approach supports the implementation of programs such as
community-based policing. Linkages with schools, human service agencies, and elements of the
juvellil6 justice system will b6 reviewed and evaluated.
Task 3.9: Identify Potential Alternative Approaches to Service Delivery
With the benefit of information collec.~ed thus far in the project, the study team will
examill6 potential opportunities to makE better use of existing resources by adopting alternative
approaches to providing services to the community. To prejudge potential alteruativ6 approaches
would b6 inappropriate. Instead, PAS staff has recommended the following types of alternatives in
other studies of law enforcement agencies.
s Significantly expand the utiliTa~on of telephone reporting techniques
to reduce the number ofthues patrol officers is dispatched to routirl6
calls for se~ice.
· Transfer support services such as parking enforcement and animal
control to other departments.
· Implement user fees to support costs of policing parks and
recreational areas that demand additional police services.
· Civilian positions now being held by sworn personnel.
· Adopt new technologies to reduce time spent on administrative tasks
by patrol officers.
The criteria that will be used to identify these alternatives will be to better define the
mission of the Police Department and to make better use of sworn staff time. Potentialalternatives
identified here will be carded forward to the development of a staffing model and will be included in
the final project report as detailed recommendations.
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Task 4.5: Evaluate Pre-Empioyment Requirements
The study team will review and evaluate the minimum requirements established by City
officials f6r persons applying for police officer positions and compare such to the~regulations
established by the State. If applicable, this information will be used to provide recommendations to
City officials regarding the development of new entry level requirements for officer candidates. In
addkion, the study team will compare this information to that acquired from similar PAS police
studies.
Task 4.6: Review and Evaluate Training Topics and Programs Offered by the Department
The study team will review trainirXg topics and programs provided to new recruits and
senior officers. Specific attention will be focused on identifying training p~ograms designed to assist
officers in enhancing their skills in the areas of public relations and effectively working with crime
victims. This information will be compared to that provided by police departments known by PAS
of similar size and scope. An evaluation will be conducted by the study team and specific
recommendations provided.
Additional recommendations and information will be provided in the areas of
accreditation, ongoing educational/training requirements, and procedures for such.
Task 4.7: Evaluate and Assess Communication Tools/Techniques
The information acquired by conducting the Employee Work Place Survey and interviews
will be reviewed and analyzed by the study team to address issues regarding communication and
working relationships between the ranks, shi~s, and the City Marshal.
Task 4.8: Evaluate Facilities and Equipment
The department's facilities will be visited to evaluate the degree to which those facilities
aid or impede the department's ability to deliver services. During site visits to facilities, equipment
used by patrol and investigative personnel ~ be inspected to detcrn~ne if that equipment is adequate
in light of service demands plac.~d upon the department. Users of the equipment will be interviewed
during these site visits.
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Phase 5: Prepare Project Reports
· With material prepared by members of the study team, the P AS project supervisor will
draw together the elements of the final i~rojeet report. This process assures that there is internal
consistency within the report and that the bodies of recommendations relate to meeting the study
objectives. A drait report will be prepared and reviewed with the project manager and the
commission or their designees.
26
Public Administration Service 7927 Jones Branch Drive. Suite t00 South, McLean. VA 22102-3322
E. PROJECT COSTS
~ Public Administration Service (PAS)is bidding this project on a fixed fee basis. This
fixed fee o~'$53,830 will cover all project costs. This quotation will remain in effect for 90 days from
the date of this proposal and is negotiabl,,e.
B~! Cater;o,',, ,ff I'tpemlimre I,e,el of I.:li'ort und.'~,' (:',~t Total
of $650 per day
Suppea sen, ices at an average rate of 25 days at $132/day 3,300
$132/day
45 days at $60/day 2,700
Subsistence
Travel I0 mtmd trips -- air 8 trips at avg of $500 4,000
Ground transpormtiott--car rental 20 days at $54/day 1,080
Communications, supplies, survey 500
Total $53,830
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Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322
SCI:fEDULE
PAS will st~xt this project ~ two weeks of award and notification to proceed by the
City of Sanford and ~ complete all work on the project withh 60 calendar days (making a final
presentation subsequent to 60 days, as scheduled by the City. The "timeline ttasks" for th~ project on
are illustrated on the next two pages.
Timeline vs Tasks Sanford Project
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......... ~'~: ~I~ ~'L' ............. I.. Z.._ [ . ~_ e.._2 .__L ..'L . ~ _.
. ~,~ :.,; ~,i.:: c.~.~.,.~.~,..~.i~.~ :':'[.Z:Z:Z."Z:L~'::.Z~;.L....Z:ZZ .................
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