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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 9 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 4 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 2 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 3 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 4 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 5 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 6 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 7 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 8 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 9 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 12 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 14 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 ,--~ Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean, VA 22102-3322 16 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. Public Administration Service 7927 Jones Branch Drive, Suite I00 South. McLean. VA 22102-3322 17 · 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. Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean, VA 22102-3322 18 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 Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322 19 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. Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean, VA 22102-3322 20 · 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. Public Administration Service 7927 Jones Branch Drive. Suite 100 South. McLean. VA 22102-3322 21 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. Public Administration Service 7927 Jones Branch Drive. Suite [00 South, McLean. VA 22102-3322 22 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. Public Administration Service 7927 Jones Branch Drive. Suite 100 South, McLean, VA 22102-3322 25 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. Public Administration Service 7927 Jones Branch Drive, Suite 100 South. McLean. VA 22102-3322 26 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 27 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 ! ........................:V"ccL""'~'t'i:'I~Z'~ ........i ........' ...........' "~;; ......... ~'~: ~I~ ~'L' ............. I.. Z.._ [ . ~_ e.._2 .__L ..'L . ~ _. . ~,~ :.,; ~,i.:: c.~.~.,.~.~,..~.i~.~ :':'[.Z:Z:Z."Z:L~'::.Z~;.L....Z:ZZ ................. /~[~L:...]~.~IJ~Z'J~ .............. j ....................................................... .. ]~]~:.~. CC.~CI ~,()ljC~I~Lii~:I ~C~'i~l: ...... I ' "~'.:~'~.::. ~]M~C FCL~[~C~e::i~i~J~. ........................................................ . ~]~:.~. C~II.~UCl C~:I:I:I~i/~.~[[~Cj~]~.[I:ICI"j~'~ I .I~]~.Z: ~:U~tCL'!.li~j~.~:~l~' ...... J ............................................. . [ ~]~ ~,~: .~! ~.U31~ CLjI:IiU~ ]:l~ c~l~li~ ...... : ...................... . ~2.~: Z~::S~ ~i~jce~lj,~'~]L~:u~:~,c~ ............................................... :L~,:~ ~,~;_.~:C~]:sr~:;~ta~29 '~'~ClluC.'.c~ ....... : ............................... . ~ hh L~:.. ~.l:':~li[)~l:s~(i~;~ li~h~ .......... I ................................... ~.. .