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R-2016-004 2016-01-11RESOLUTION NO. R2016-4 A Resolution of the City Council of the City of Pearland, Texas, awarding a bid for preparation of a Police Department Utilization and Staffing Study to Berkshire Advisors in the amount of $80,800.00. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That competitive bids for Police Department Utilization and Staffing Study have been reviewed and tabulated. Section 2. That the City Council hereby awards the bid to Berkshire Advisors, in the amount of $80,800.00. Section 3. The City Manager or his designee is hereby authorized to execute a contract for the Police Department Utilization and Staffing Study. PASSED, APPROVED and ADOPTED this the 11th day of January, A.D., 2016. ATTEST: APPROVED AS TO FORM: DARRIN M. CO ER CITY ATTORNEY �U. TOM R D MAYOR 001110114 ,rpt '''''IfIlletniONNN ``` Resolution No. R2016-4 CONTRACT FOR PROFESSIONAL SERVICES THIS CONTRACT is entered into on the 19th of January. 2016. by and between the City of Pearland ("CITY") and Berkshire Advisors, Inc. ("CONSULTANT"). The CITY engages the CONSULTANT to perform professional services for a project known and described as Police Denartment Utilization and Staffing Study ("PROJECT"). SECTION I - SERVICES OF THE CONSULTANT The CONSULTANT shall perform the following professional services to CITY standards and in accordance with the degree of care and skill that a professional in Texas would exercise under the same or similar circumstances: A. The CONSULTANT shall provide a utilization and staffing study for the Pearland Police Department, per the terms and conditions of City of Pearland RFP #0915- 63, approved by City Council per Resolution #R2016-4. B. The CONSULTANT has prepared and submitted a detailed statement of cost of the PROJECT. C. The CONSULTANT acknowledges that the CITY (through its employee handbook) considers the following to be misconduct that is grounds for termination of a CITY employee: Any fraud, forgery, misappropriation of funds, receiving payment for services not performed or for hours not worked, mishandling or untruthful reporting of money transactions, destruction of assets, embezzlement, accepting materials of value from vendors, or consultants, and/or collecting reimbursement of expenses made for the benefit of the CITY. The CONSULTANT agrees that it will not, directly or indirectly; encourage a CITY employee to engage in such misconduct. D. The CONSULTANT recognizes that all documents or work product generated by the CONSULTANT under the CONTRACT shall be delivered to the CITY upon request, and shall subsequently become subject to the Open Records Laws of this State. E. The CONSULTANT shall procure and maintain for the duration of this Agreement, insurance against claims for injuries to persons, damages to property, or any errors and omissions relating to the performance of any work by the CONSULTANT, its agents, employees or subcontractors under this Agreement, as follows: Certificates of Insurance and endorsements shall be furnished to the CITY before work commences. Each insurance policy shall be endorsed to state that coverage shall not be suspended, voided, canceled, and/or reduced in coverage or in limits ("Change in Coverage") except with prior written consent of the CITY and only after the CITY has been provided with written notice of such Change in Coverage, such notice to be sent to the CITY either by hand delivery to the City Professional Services 1 of 5 PS. Revised 5/14 Manager or by certified mail, return receipt requested, and received by the City no fewer than thirty (30) days prior to the effective date of such Change in Coverage. Prior to commencing services under this CONTRACT, CONSULTANT shall furnish CITY with Certificates of Insurance, or formal endorsements as required by this CONTRACT, issued by CONSULTANT'S insurer(s), as evidence that policies providing the required coverage, conditions, and limits required by this CONTRACT are in full force and effect. F. The CONSULTANT shall indemnify and hold the CITY, its officers, agents, and employees, harmless from any claim, loss, damage, suit, and liability of every kind for which CONSULTANT is legally liable, including all expenses of litigation, court costs, and attorney's fees, for injury to or death of any person, for damage to any property, or errors in design, any of which are caused by the negligent act or omission of the CONSULTANT, his officers, employees, agents, or subcontractors under this CONTRACT. H. All parties intend that the CONSULTANT, in performing services pursuant to this CONTRACT, shall act as an independent contractor and shall have control of its own work and the manner in which it is performed. The CONSULTANT is not to be considered an agent or employee of the CITY. SECTION II - PERIOD OF SERVICE This CONTRACT will be binding upon execution and shall end one (1) year after the start date. SECTION III - CONSULTANT'S COMPENSATION A. Total compensation for the services performed shall be $80,800.00. B. The CITY shall pay the CONSULTANT based upon required deliverables and supported by detailed invoices submitted by the CONSULTANT subject to the following conditions: Progress payments shall be made based upon CONSULTANT'S successful completion of required deliverables and CITY acceptance of same. C. The CITY shall make any required payment to the CONSULTANT within thirty (30) days of receipt and approval of a detailed invoice. Invoices shall be submitted on the basis of completion of identified milestones. SECTION IV - THE CITY'S RESPONSIBILITIES A. The CITY shall designate a project manager during the term of this CONTRACT. The project manager has the authority to administer this CONTRACT and shall monitor compliance with all terms and conditions stated herein. All requests for information from or a decision by the CITY on any aspect of the work shall be directed to the project manager. Professional Services 2 of 5 11/10/2015 B. The CITY shall review submittals by the CONSULTANT and provide prompt response to questions and rendering of decisions pertaining thereto, to minimize delay in the progress of the CONSULTANT'S work. The CITY will keep the CONSULTANT advised concerning the progress of the CITY'S review of the work. The CONSULTANT agrees that the CITY'S inspection, review, acceptance or approval of CONSULTANT'S work shall not relieve CONSULTANT'S responsibility for errors or omissions of the CONSULTANT or its sub-consultant(s) or in any way affect the CONSULTANT'S status as an independent contractor of the CITY. SECTION V - TERMINATION A. The CITY, at its sole discretion, may terminate this CONTRACT for any reason - - with or without cause -- by delivering written notice to CONSULTANT personally or by certified mail at 24734 Lake Road, Bay Village, OH 44140. Immediately after receiving such written notice, the CONSULTANT shall discontinue providing the services under this CONTRACT. B. If this CONTRACT is terminated, CONSULTANT shall deliver to the CITY all reports, estimates and any and all other documents or work product generated by the CONSULTANT under the CONTRACT, entirely or partially completed, together with all unused materials supplied by the CITY on or before the 15`11 day following termination of the CONTRACT. C. In the event of such termination, the CONSULTANT shall be paid for services performed prior to receipt of the written notice of termination. The CITY shall make final payment within sixty (60) days after the CONSULTANT has delivered to the CITY a detailed invoice for services rendered and the documents or work product generated by the CONSULTANT under the CONTRACT. D. If the remuneration scheduled under this contract is based upon a fixed fee or definitely ascertainable sum, the portion of such sum payable shall be proportionate to the percentage of services completed by the CONSULTANT based upon the scope of work. E. In the event this CONTRACT is terminated, the CITY shall have the option of completing the work, or entering into a CONTRACT with another party for the completion of the work. Professional Services 3 of 11/10/2015 F. If the CITY terminates this CONTRACT for cause and/or if the CONSULTANT breaches any provision of this CONTRACT, then the CITY shall have all rights and remedies in law and/or equity against CONSULTANT. Venue for any action or dispute arising out of or relating to this CONTRACT shall be in Brazoria County, Texas. The laws of the State of Texas shall govern the terms of this CONTRACT. The prevailing party in the action shall be entitled to recover its actual damages with interest, attorney's fees, costs and expenses incurred in connection with the dispute and/or action. CONSULTANT and CITY desire an expeditious means to resolve any disputes that may arise between under this CONTRACT. To accomplish this, the parties agree to mediation as follows: If a dispute arises out of or relates to this CONTRACT, or the breach thereof, and if the dispute cannot be settled through negotiation, then the parties agree first to try in good faith, and before pursuing any legal remedies, to settle the dispute by mediation of a third party who will be selected by agreement of the parties. SECTION VI — ENTIRE AGREEMENT This CONTRACT represents the entire agreement between the CITY and the CONSULTANT and supersedes all prior negotiations, representations, or contracts, either written or oral. This CONTRACT may be amended only by written instrument signed by both parties. SECTION VII — COVENANT AGAINST CONTINGENT FEES The CONSULTANT affirms that he has not employed or retained any company or person, other than a bona fide employee working for the CONSULTANT to solicit or secure this CONTRACT, and that he has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage brokerage fee, gift, or any other consideration, contingent upon or resulting from the award or making of the CONTRACT. For breach or violation of this clause, the CITY may terminate this CONTRACT without liability and in its discretion, may deduct from the CONTRACT price or consideration, or otherwise recover, the full amount of such fee, commission, percentage brokerage fee, gift, or contingent fee that has been paid. Professional Services 4 of 11/10/2015 SECTION VIII- SUCCESSORS AND ASSIGNS This CONTRACT shall not be assignable except upon the written consent of the parties hereto. The parties have executed this CONTRACT this 19th day of January, 2016. CI OF P/ARLAND, TEXAS ///19 C N ULTAI kt - B RKSHIRE ADVISORS, INC. Professional Services 5 of5 11/10/2015 Resolution No. R2016-04 City Of Pearland, Texas PROPOSAL TO CONDUCT A POLICE DEPARTMENT UTILIZATION AND STAFFING STUDY RFP # 0915-63 October 30, 2015 liFe BERKSHIRE ADVISORS, INC. General Management Consultants rdri BERKSHIRE ADVISORS, INC. Genera! Management Consultants October 28, 2015 City Secretary Office Of The City Secretary Suite 262 City Of Pearland 3519 Liberty Drive Pearland, Texas 77581 Dear Sir or Madam: Berkshire Advisors and our partner, The ETC Institute, are pleased to present this proposal to conduct a police department utilization and staffing study for the City of Pearland. This proposal is based on our understanding of the city s needs as outlined in Request For Proposal Number 0915-63 . Berkshire Advisors and The ETC Institute are well qualified to undertake this engagement. Berkshire Advisors has considerable experience evaluating the organization, management, and operations of police departments across North America. Over the years we have conducted scores of such reviews. In addition to this consulting experience, the team we have assembled combines the perspective of both consultants and former police chiefs. In addition, The ETC Institute has vast experience conducting surveys of residents for communities throughout the nation (including a number of survey for Texas municipalities). Berkshire Advisors approach to evaluating patrol staffing is qualitatively superior to the approaches used by our most prominent competitors (Matrix. MGT, PERF. and the ICMA). For the most part, the work of our competitors focuses on ensuring that patrol officers will have adequate time to perform proactive activities (while also responding to calls and performing administrative duties) based on an assessment of average workload over the course of the year. Basing staffing needs on average workload can be deceptive and potentially dangerous. Such approaches provide no assurance that adequate staffing will be available to meet service expectations (and ensure officer safety) during the hours of the day and days of the week when expected workload will be highest. The Berkshire Advisors approach to evaluating staffing needs focuses first on ensuring adequate staffing will be available to meet service expectations during each hour of the day and week and then increases staffing as necessary to ensure officers have enough time to support proactive initiatives (as well as responding to calls and performing administrative duties). As part of this process schedules are prepared that ensure enough officers will be deployed during each hour of the day and week to meet service expectations (and promote officer safety) (Please note that if schedules are not 24734 Lake Road, Boy Village, OH 44140 Telephone: (216) 496-2437 Fcx: (440) 892-1158 Affirmative Action, Equal Opportunity Employer prepared when evaluating staffing needs there is a danger that staffing needs will be understated. There is an inherent inefficiency in scheduling which is masked by average workload analysis conducted by our competitors that essentially assumes that staffing varies precisely with workload throughout the day and week.) The following table summarizes these and other strengths of Berkshire Advisor's approach to evaluating patrol staffing as compared to the approaches used by our competitors. Berkshire Advisors Matrix PERF MGT ICMA The staffing needed to meet response time expectations is evaluated for each hour of the day Schedules are developed to ensure staff needed to meet response time expectations will be deployed Alternative scheduling approaches (8 -hour, 10 -hour, 12 -hour) are systematically evaluated Implications of the geographic size of the community for patrol staffing are systematically evaluated J J Recommended staffing levels ensure adequate time is available to allow officers to respond to calls, perform administrative activities, and support proactive initiatives J Recommended staffing levels ensure adequate resources are available to meet peak staffing needs Alternative response to selected calls is recommended (when appropriate) J J J J Implications for patrol staffing of implementing alternative response to selected calls is evaluated Activity surveys are used to systematically estimate the time J J patrol officers devote to administrative activities The same "rules of thumb" is typically used to estimate the time patrol officers devote to J J J administrative activities for all departments 5, BERKSHIRE ADVISORS, INC. General Management Consultants Berkshire Advisors Matrix PERF MGT ICMA Department specific information is used to calculate relief factors J J The same "rules of thumb" are used to estimate relief factors in all departments Opportunities to strategically use overtime to reduce full time staffing needs (and overall costs) are evaluated Staffing analysis can be modified to reflect changes in the types of calls responded to J J J We are excited to have the opportunity to work with the City Of Pearland on this important study. If you have any questions about our proposal or need additional information, please call me at (216) 496-2437. Sincerely, Michael H. Walker President Enclosure El BERKSHIRE ADVISORS, INC. General Management Consultants MIdwwns 3A11fO3x3 EXECUTIVE SUMMARY This section briefly summaries the key elements of our proposal. PROJECT CONCEPT How a police department should be organized and staffed will vary depending on what the department hopes to accomplish (its objectives), the overall philosophy that guides its approach to achieving those objectives, the practices that have been established to operationalize its policing philosophy, research on what policing practices are most effective, and the needs of the community the police department serves. Once these key parameters have been established the relationship between service demand (i.e., workload), service expectations, and staffing levels can be quantified and an approach to evaluating proactive staffing needs can be developed. These relationships will be incorporated into a staffing model that the department can use to assess staffing needs in the future. PROJECT PLAN Our project work plan is divided into 14 interrelated phases - I. Position the study for success II. Understand the context within which police services are provided III. Understand the Pearland Police Department's objectives and its policing philosophy IV. Determine what work needs to be performed and evaluate workload V. Assess level of service currently provided VI. Understand community expectations VII. Identify and assess best practices VIII. Perform benchmarking IX. Assess implications of research on effective policing practices, best practices, and community expectations X. Evaluate staffing levels XI. Determine whether sworn of civilian staff should fill positions XII. Assess supervisory needs XIII. Develop staffing model and project future staffing needs XIV. Document study recommendations 1 PRIOR EXPERIENCE Berkshire Advisors has extensive experience conducting management reviews of police departments. These include reviews for the Colorado Springs (Colorado) Police Department, the Oklahoma City (Oklahoma) Police Department, the Boynton Beach (Florida) Police Department. the Kansas City (Missouri) Police Department, the St. Paul (Minnesota) Police Department, the Ocala (Florida) Police Department, the Ardmore (Oklahoma) Police Department, the Phoenix (Arizona) Police Department, the Florida Highway Patrol, the Pawtucket (Rhode Island) Police Department, and the Dane County (Wisconsin) Sheriff's Office. Our partner, The ETC Institute - which will conduct the community survey for this engagement - has vast experience performing similar work. Clients for whom ETC has completed community surveys include the following: Dallas, Texas (2009, 2011, 2013 and 2014; Plano, Texas (2012); San Antonio, Texas (2010, 2012, and 2014); Fort Worth, Texas (2003 through 2009); Austin, Texas (2009 through 2015); Bryan, Texas (2007, 2009, and 2010); Westlake, Texas (2009, 2010, 2011, 2012, 2013 and 2015); Abilene, Texas (2009); Oklahoma City, Oklahoma (2005, 2007, 2008, 2009, 2011, 2013, and 2014); Kansas City, Missouri (2000, 2002, 2003, 2004, 2005, 2006, 2008, 2009. 2011, 2012, 2014 and 2015); King County, Washington (2009, 2012); San Francisco, California (2011); Arlington County, Virginia (2004, 2008 and 2012); Olathe, Kansas (2000 to 2013: Tamarac, Florida (2005, 2007, 2009, 2011 and 2013); Henderson, Nevada (2010 and 2014); Johnson County, Kansas (2005, 2009, 2011, and 2013); Miami Dade County, Florida (2003, 2005, 2008 and 2013); Naperville, Illinois (2006, 2008 and 2012); Las Vegas, Nevada (2013); and Tempe, Arizona (2007, 2009, 2010, 2011, 2012, and 2014). PERSONNEL Berkshire Advisors has assembled a team that is extremely well qualified to undertake this engagement. Our project team has been structured to allow the department to benefit from Berkshire Advisors' broad capabilities, to leverage the expertise of the firm's most experienced consultants, to tap expertise outside our firm, and to match the skills and experience of individual consultants with department needs. Our consulting team has also been structured to bring a broad range of perspectives to this engagement. In addition to significant consulting expertise, team members will bring to this project the perspective gained by managing police departments. The Berkshire Advisors consulting team will be supplemented by staff from The ETC Institute who will survey a representative sample of Pearland residents and visitors. A brief description of the roles each consultant will play on this engagement follows. • Michael H. Walker. Mike Walker has more than 31 years experience evaluating the staffing. organization, management, and operations of police departments and other law enforcement agencies. He will serve as the project director and will be fully accountable to the department for the quality of our work. • Jason Morado. Jason Morado will serve as the ETC Institute project manager for this engagement. Mr. Morado has more than 14 years of experience in the design, administration and analysis of community market research. He has served as the 2 project manager and senior researcher on community research projects for over 250 local governmental organizations throughout the U.S, including numerous communities in the State of Texas. • Jimmy L. Wilson. Jimmy Wilson has more than 31 years experience as a law enforcement manager. He has served as chief of police for police departments in Jackson and Canton, Mississippi and Suffolk, Virginia and chief of police/director of police and public safety for Virginia State University. For the Metropolitan Police Department of the District of Columbia Mr. Wilson served as deputy chief of police, internal affairs director, homicide commander, and captain/special investigations. On this study Mr. Wilson will serve as senior policing consultant and will be an integral member of the project team. • Renee Tinsley. Renee Tinsley has over 24 years experience evaluating the management and operations of public sector organizations. In addition, she has conducted benchmarking and best practices research and analysis for public safety agencies throughout the nation. On this project she will serve as consultant and project coordinator and will be responsible for our benchmarking, best practices research and literature review. • JoEllen Coe. JoEllen Coe brings to this engagement expertise in quantitative and qualitative data analysis and process improvement. On this engagement Ms. Coe will assist the project team in performing the quantitative analysis needed to effectively evaluate the police department's staffing and scheduling practices and will also provide general support to the project team. She has performed a similar role in Berkshire Advisors' reviews of police departments from across the nation. • Chris Tatham. Chris Tatham has managed more than 500 community surveys for local governmental organizations across the United States. He has conducted community surveys in 9 of the 20 largest U.S. cities and 11 of the 20 largest U.S. counties. Mr. Tatham will serve as a Senior Consultant and will assist the ETC Project Manager in the review and design of the survey instruments, as well as in drafting the final report. • Dr. Elaine Tatham. Dr. Tatham is a national expert in survey design and sampling methodology and has more than 35 years of research experience. Dr. Tatham has designed the research methodology for hundreds of research studies across the United States, including numerous studies in the State of Texas. She will assume the role of survey data manager for this engagement. 3 NOI1VZINVO2JO SSJNISl8 -1 I — BUSINESS ORGANIZATION This section presents information on the business organization of Berkshire Advisors, Inc. and our subcontractor The ETC Institute. BERKSHIRE ADVISORS Business Name: Berkshire Advisors, Inc. Address: 24734 Lake Road Bay Village, Ohio 44140 Office: Bay Village. Ohio Corporate Structure: Corporation State Of Incorporation: New Jersey THE ETC INSTITUTE Business Name: ETC Institute Address: 725 W. Frontier Circle, Kansas, Olathe 66061 Office: Olathe, Kansas Corporate Structure: Corporation State Of Incorporation: Kansas II - PROJECT CONCEPT AND SOLUTION II — PROJECT CONCEPT AND SOLUTION How a police department should be organized and staffed will vary depending on what the department hopes to accomplish (its objectives), the overall philosophy that guides its approach to achieving those objectives, the practices that have been established to operationalize its policing philosophy, research on what policing practices are most effective, and the needs of the community the police department serves. Once these key parameters have been established the relationship between service demand (i.e., workload), service expectations, and staffing levels can be quantified and an approach to evaluating proactive staffing needs can be developed. (These relationships will be incorporated into a staffing model that the department can use to assess staffing needs in the future.) A discussion of our approach to addressing each of these key components of this study — understanding objectives, philosophy, and operating practices identifying what policing practices are most effective; understanding community expectations, and modeling staffing needs (so both current and future staffing needs can be assessed— follows. APPROACH TO UNDERSTANDING OBJECTIVES, POLICING PHILOSOPHY, AND OPERATING PRACTICES We will begin our review of the Pearland Police Department by reviewing documentation of the department's mission, goals and objectives, priorities, and strategies. In particular, we will consider the following department objectives: • Reduce the violent crime rate • Reduce the property crime rate • Improve traffic safety by reducing traffic fatalities and serious injury collisions • Provide training to ensure officers are among the best trained in the country • Use Data Driven Approaches To Crime And Traffic Safety (DDACTS) to enhance the efficient and effective delivery of police services • Ensure response times are at industry standard or better • Remain one of the safest cities in Texas We will use this information as a starting point for discussions with the police chief and, if appropriate, steering committee about the department's overall policing philosophy and how that philosophy influences the operational practices the department employs and how it uses its resources. This understanding of the overarching philosophy the department takes to meet the need for police services in Pearland will provide a context for the review of staffing and resource utilization. Once we have developed an understanding of the department's overall policing philosophy we will conduct interviews and review procedures to understand the operating practices the department employs to achieve its mission and objectives in a manner that is consistent with its policing philosophy. APPROACH TO UNDERSTANDING WHAT POLICING PRACTICES ARE MOST EFFECTIVE We will conduct a literature review and best practice research to understand the best available thinking about what policing practices are most effective in addressing the issues relating to departmental objectives (i.e., reducing violent crime, reducing property crime, reducing traffic fatalities and serious injury collisions, and using data to enhance performance). We will use this information to consider what strategies the Pearland Police Department should take to achieve its objectives (that are consistent with its overall policing philosophy), how these strategies should be operationalized, and how staffing needs will be affected by the implementation of these strategies. In addition, we will conduct benchmarking and will review best practices relating to police staffing and utilization in cities with populations between 100,000 and 150,000. APPROACH TO UNDERSTANDING COMMUNITY EXPECTATIONS We will take a three -pronged approach to understanding community expectations for police services in Pearland. • Interview elected officials. We will interview the Mayor, the Mayor Pro -Tem and each council member to understand their perspectives on the police department and the level and quality of services provided • Conduct community focus groups. We will conduct three to five focus groups with community representatives. In addition to using these focus groups to develop an understanding of community expectations relating to the level and quality of service provided by the PPD we will discuss with focus group participants issues relating to overall perceptions of safety, how perceptions of safety vary by area of the city, crime reduction strategies and perspectives about the visibility of police officers. • Survey Pearland residents and visitors. We will survey a representative sample of Pearland residents and visitors (tourists and persons working the city but residing elsewhere) regarding their perceptions of police services. This survey will include questions regarding the visibility of police officers and perceptions of safety. The survey will be designed so that results can be benchmarked against the City of Pearland's bi-annual survey findings. APPROACH TO EVALUATING RESOURCE UTILIZATION AND STAFFING NEEDS Our assessment of staffing needs will proceed in eight steps: • Assess how strategies for achieving department objectives affect staffing needs • Determine what additional work needs to be performed • Understand administrative staffing needs • Assess reactive staffing needs 11-2 • Evaluate proactive staffing needs • Develop work schedules • Adjust staffing to reflect expected absences • Assess supervisory needs A discussion of the approach we will take to completing each of these steps follows. Assess how strategies for achieving department objectives affect staffing needs. Any police department's primary resource is its people It follows therefore that the ability of a police department to cost-effectively achieve its goals depends in large part on how department staff use their time. Any assessment of police department staffing therefore should begin by identifying the types of activities officers are expected to perform, when these activities are needed, the level of effort that should be devoted to these activities, the expected results, and how the level of effort devoted to an activity is likely to affect the results achieved Building on the assessment of the strategies the department should deploy to achieve its objectives (and how these strategies should be operationalized) we will consider how staff in each major unit should spend their time. We will begin this effort by reviewing the specific objectives the department is working to achieve, the strategies the department will employ to achieve its objectives, the role employees in each unit are expected to play in achieving these objectives, and how the time spent on specific activities will affect the department's ability to achieve these goals. We will then use these discussions to develop initial expectations for how employees should divide their time among various activities (e.g., responding to citizen requests for assistance and other workload demands, performing proactive activities, and performing administrative functions.) Next we will consider how these overall time allocations should be adjusted to reflect time of day and area of the city. For example, in areas of the city with more repressible crime (that is, crime that is most likely to be affected by directed patrol and self -initiated activities) more patrol time might be made available to support these activities. Likewise, during certain times of the day relatively more or less time might be made available to support proactive or directed activities based on an assessment of how the likely effectiveness of these efforts varies by time of day. Determine what additional work needs to be performed In addition to the activities that are needed to implement strategies for achieving department objectives other work must be performed to ensure the department functions effectively and the full range of community needs are addressed (not just strategic objectives). We will rely primarily on interviews (and a review of relevant documents) to understand the range of work activities currently being performed in each operational unit. Evaluate workload. For each of the work activities performed by the police department we will identify "workload drivers" that primarily determine the staff required to perform the activity. We will then assess the extent to which the police department currently collects information on each workload driver and will gather recent information on service demand. If the police department does not currently collect workload information for a particular activity we will, when feasible, develop templates to be used to collect II -3 workload information for a two-week period during the assignment. Please note that in collecting this information we will consider how workload varies by time of day, season, and area of the city. At a minimum we will collect information on patrol workloads, investigative workloads, staffing for special events, and support staff workloads. Determine appropriate measures of service quality. In addition to the volume of work that needs to be performed the quality of the service provided typically affects staffing needs. Other things being equal, responding to calls -for -service more quickly, for example, increases resource requirements. Likewise, for many other work activities increasing the level and quality of service increases resource requirements We will work with police department managers to define appropriate measures of service quality for each of the key workload categories for each operational unit within the police department. In particular, expectations for response times to calls for service, expectations for case clearance rates, and performance measures for other key department functions will be identified. Assess what level of service and quality is desired. We will use the measures of service quality identified to gather information on the level of service the police department currently provides in each unit. (If information on service quality is not currently tracked we will, if feasible, develop templates to gather information on service levels for a two-week period.) We will then meet with the project steering committee to assess the level of service currently provided In particular we will identify areas where service levels lag expectations — these service areas will be targeted for improvement. In addition, if current service levels exceed what is considered reasonable we will consider the implications of adjusting service levels in those areas. Understand administrative staffing needs. In addition to responding effectively to requests for police service (reactive policing) and actively taking steps to reduce crime and enhance citizen safety and security (proactive policing) department staff need time to perform required administrative duties. For functions where a full-time employee is performing administrative duties providing for adequate administrative staffing is straightforward. For functions (such as patrol and investigations) where the same officer performs proactive policing, reactive policing, and administrative functions determining the time that should be allocated to administrative duties is more difficult. We will take a two-pronged approach to address this issue. First, we will interview employees to ask them how they divide their time among their various duties. In addition, we will conduct "activity analysis" surveys in which we ask all employees performing a given function (e.g., all patrol officers) to estimate how they divide their time among various functions. (The list of activities included on activity analysis surveys would be tailored to the Pearland Police Department based on focus groups meetings held to develop activity lists.) 11-4 Assess responsive staffing needs This activity will focus on identifying the analytic tool (or tools') that should be used to model the relationship between workload, service expectations and staffing needs for each "responsive" police department function. These analytic approaches include the following: • Queuing analysis. Queuing analysis is used to address staffing needs for time sensitive activities that cannot be scheduled. Using workload information by time of day queuing analysis calculates the number of officers who will be available for response and, if no officer is available, the wait time until an officer becomes available. • Travel time analysis. Travel time analysis estimates the time required to travel to an incident based on the size of the geographic area served and the number of officers that will be available for response. • Workload analysis. The time required to complete specific activities is assessed to determine staffing needs. While these activities need to be completed within a reasonable period of time the time required to complete the activities is not the primary determinant of staffing needs (as compared to activities for which queuing analysis should be used to assess staffing needs). • Productivity analysis. The number of tasks that can successfully completed by a productive employee (for example, an employee whose productivity equals the 50`h or 601h percentile of all employees performing similar duties) is used to determine staffing needs when productivity analysis is used. Unlike workload analysis — which assumes the time required to complete a specific task does not vary significantly — productivity analysis is useful in determining staffing needs when the time required to complete a given task (for example, the time required to complete a case investigation) can vary significantly. • Position analysis. Position analysis is used for activities the staffing of which is determined by the number of positions that need to be filled rather than by workload. (For example, one position may be needed at a given location regardless of the activity at that location.) • Presence analysis. Similar to position analysis, the need for these positions does not vary with workload. Instead, staffing needs vary based on an externally determined factor — the desired presence or visibility of deployed units. Evaluate proactive staffing needs. Our assessment of proactive staffing needs will consider a number of factors. First, we will work with department and city managers to determine the relative emphasis the department should place on addressing responsive needs versus proactive needs. (This assessment will depend in part on the department's policing philosophy.) In addition, the assessment of how strategies for achieving department objectives should be operationalized will be a primary determinant 'For example, examining the relationship between staffing levels, performance expectations (e.g., response times) and workload for patrol officers who respond to calls requires using queuing analysis (to determine the likelihood that a patrol officer will be available for response) and travel time analysis (to determine — based on the number of officers available for response — how long it will take to drive to the incident scene). 11-5 of proactive staffing needs. We will also evaluate how proactive resources are currently used and will identify areas (if any) where existing proactive staff resources are ineffective and could be reduced without materially affecting the department's ability to achieve its goals. Likewise, we will identify opportunities to realign current investments in proactive resources to better reflect department priorities and/or to substantially improve performance. Develop work schedules. We will develop schedules for each major department function that will detail how many employees need to report on each shift to meet performance expectations. Where the need for staff does not vary by time of day this assessment will be straightforward. For patrol (and other functions for which service demands vary by time of day), however, linear programming2 will be used to calculate optimal schedules. We will then discuss with the steering committee whether the benefits of implementing the optimal schedule exceeds the costs associated with the disruption modifying work schedules creates. Adjust staffing to reflect expected absences. The analysis performed during the previous steps will determine the number of employees that need to be working on any shift, unit or patrol district to meet reactive service expectations, to perform administrative activities, and to perform proactive activities. During this step we will calculate a relief factor (based on actual absences experienced over the past year) and will use that relief factor to determine the number of personnel that need to be assigned to each district, unit and shift to ensure the required number of staff will be working on a given day. In addition, we will review information on employee turnover to consider how staffing levels need to be adjusted to account for turnover.3 Determine whether sworn or civilians personnel should fill positions. Berkshire Advisors takes a systematic approach to evaluating civilianization opportunities. An evaluation framework is used to assess which positions should be filled by sworn officers and which positions should be filled by civilians. This framework assumes that an affirmative case for assigning a position to a sworn officer can be made under three conditions: • The position requires the law enforcement powers of a sworn officer • The skills, training, and experience of a sworn officer are needed to effectively perform the job duties • The skills, training, and experience of a sworn officer are not required to effectively perform the job but assigning the position to a sworn officer is beneficial to residents and/or the department and the value of these benefits outweigh the costs 2 Linear programming is an operations research technique that is used to optimize a desired result against a number of constraints. In the context of this study, linear programming will be used to determine the optimal way to schedule staff to ensure that the number needed to meet service expectations will be deployed while minimizing the total number of staff employed 3 Please note that information on turnover will be modified, as appropriate, to reflect the expected success of improved retention efforts 11-6 The analysis of potential opportunities for civilianization will begin by identifying positions for which the case for assigning a sworn officer to fill the position is unambiguous. This will be the case when law enforcement powers are required to perform the functions assigned to the position; a broad range of the skills, training. and experience of a sworn officer are required; and the job functions that justify the assignment of a sworn officer comprise the preponderance of the position's job duties When an unambiguous case for assigning a sworn officer to fill a position cannot be made it may nonetheless be beneficial.' for the function to be assigned to a sworn officer. Three factors should be considered when making this determination. • Credibility. In some cases, assigning a sworn officer to fill a position provides the credibility needed to effectively perform the position's job responsibilities. For example, while civilians could conceivably recruit sworn officers they would likely not be effective because potential employees would want to discuss what police work is like with someone who has actually served as a police officer. ■ Operational knowledge and experience. For some functions, the operational knowledge and perspective of a sworn officer is helpful in performing job duties. However, the need for operational knowledge and experience should only provide a rationale fcr assigning the function to a sworn officer if the need for this knowledge and perspective is consistent and frequent and if the negative consequences that may result from not having this knowledge and perspective is sufficiently severe that the additional costs associated with assigning a sworn officer to the position are warranted. • Leadership development. In some instances, while a sworn officer is not needed to fill a position, assigning a sworn officer to the position is helpful in developing the skills of future leaders. This rationale for assigning sworn officers to a position should be used only if the level of technical skills and professional expertise needed to perform the function are not excessive (i.e.. a sworn officer rotating through the assignment can quickly develop the skills and expertise needed to perform the job) and if the best way to become familiar with the function or activity is by managing or performing it on a day-to-day basis.' This evaluation framework will be used to systematically assess the positions within the department that should be assigned to sworn and civilian staff. Assess Supervisory Needs In general assessments of supervisory spans of control should consider a number of factors: • The number of personnel being supervised ° The estimated benefits associated with assigning a sworn officer to the position should outweigh the estimated costs. 5 For some functions expertise can be developed by serving on a committee that deals with the issue rather than by managing the function directly. 11-7 • The capability and competence of the personnel being supervised • The complexity of the function being performed • The need for consistency and the consequences associated with inconsistency and mistakes • The role the supervisor is expected to play • The experience and capabilities of the supervisor • The extent to which the persons supervised are in one or many locations • The effectiveness of management systems used to communicate expectations and monitor performance6 To assess the appropriate spans of control for the various functions performed by the Pearland Police Department we will begin by gathering information on spans of control currently employed in other police departments. (While we will not use this information to dictate what spans of control should be in the Pearland Police Department the information will provide a useful check on the reasonableness of the spans of control recommended for various functions.) We will then develop an evaluation framework that incorporates the factors that affect spans of control and will use this framework to define appropriate spans of control for various PPD functions. Please note that in making this determination special attention will be focused on defining the role the manager or supervisor will play in operationalizing strategies for achieving department objectives and ensuring that managers and supervisors have the capacity to fulfill these roles. In addition, for functions where a dedicated supervisor is needed but the number of personnel supervised is lower than the number suggested by the span of control analysis we will consider whether "working supervisor"' positions should be established. APPROACH TO MODELING FUTURE STAFFING NEEDS The approach we will take to modeling and projecting future staffing needs will proceed in two steps. First, for each functional area we will model staffing needs based on two factors — the demand for the service being provided and the level of service that is desired. For the most part, these models will simply formalize the relationships between workload, work drivers, and service levels used to calculate current staffing needs. To project future staffing needs we will meet with city managers and planners to discuss how the city is expected to change over the next three to five years and how these 6 When asked what is the appropriate span of control for mid -managers Peter Drucker once replied, "It all depends. A ratio of one to seventy is appropriate for an orchestra leader because all the people supervised have the same score " ' A working supervisor is a position that spends a portion of his or her time performing supervisory duties and a portion of his or her time performing the same type of work as the individuals being supervised. 11-8 changes are likely to affect demand for service and other "drivers" of police department staffing. We will then incorporate these projections into the staffing model to calculate police department staffing needs three to five years in the future 11-9 NV1d 133('Odd - 111 III - PROJECT PLAN This section is divided into three parts work plan; deliverables and progress payments, and compliance statement, WORK PLAN Our work plan for completing this engagement is presented in the following table. (A schedule for the engagement is presented in Exhibit III -1 ) Phase I - Position The Study For Success II - Understand The Context Within Which Police Services Are Provided I11 - Understand The Pearland Police Department's Objectives And Its Policing Philosophy IV - Determine What Work Needs To Be Performed And Evaluate Workload Task 1. Hold introductory meetings with study team leaders, city managers, the police chief and key department managers Establish study steering committee we will meet with at key points in the study process to provide guidance on policy issues, review preliminary findings, and provide needed feedback Assemble background information on the city, the nature and extent of the demand for police services, and the department's organization and operations Review survey goals and objectives Develop communications strategy for introducing the study to department employees and for keeping employees, labor leaders and other stakeholders abreast of its progress Review demographic and economic information on the city Review information on Pearland' physical and geographic characteristics Review mission, goals, and objectives 2 Conduct interviews and review documents to understand the department's policing philosophy and priorities 3. Conduct interviews and review documents to understand the strategies the department currently employs to reduce violent crime, reduce property crime, improve traffic safety, and respond quickly to calls -for -service Conduct interviews and review data to develop an overall understanding of the department's organization, management, and operations 1 Conduct interviews and review documents to develop a list of key work activities 2 Identify "workload drivers" Determine what information the department currently collects PROPOSED PROJECT SCHEDULE Title a Pearland Police Utilization And Staffing Study 0 December January February March I - Position The Study For Success 1 ( ) II - Understand The Context Within Which Police Services Are Provided 2 ( __._ 1 111 - Understand The Pearland Police Department's Objectives And Its 3 i- — --- - Policing Philosophy IV - Determine What Work Needs To Be Performed And Evaluate Workload 4 V - Assess Level Of Service Currently Provided 5 1 VI - Understand Community Expectations 6 I VII - Identify An Assess Rest Practices 7 VIII - Perorm Benchmarking 8 I , IX - Assess Implications Of Research On Effective Policing Practices, Best )•-•-.--.--..-.- -- i Practices, And Community Expectations g X - Evaluate Staffing Levels 10 f XI - Determine Whether Sworn Or Civilian Staff Should Fill Positions 11 - -- XII - Assess Supervisory Needs 12 XIII - Develop Staffing Model And Project Future Staffing Needs 13 XIV - Document Study Recommendations 14 Draft Report 15 Final Report 16 0 Phase Task 4 If information on workload drivers for selected activities is not available explore approaches to obtaining information during the study process 5. Obtain information on current workload and how workload varies by time of day, day of week, and season V — Assess Level Of Service 1. Identify measures of service quality and specify performance Currently Provided measures 2 Review current performance expectations 3. Gather information on current performance VI — Understand Community 1. Interview elected officials Expectations 2. Conduct three to five focus groups with community representatives 3 Survey Pearland residents and visitors a Develop and review draft survey b Develop and review preliminary sampling plan c Finalize survey and sampling plan d. Pretest survey and review pretest results e Issue press release f. Administer survey VII — Identify And Assess 1 Conduct literature review and internet search to identify Best Practices effective practices relating to reducing violent crime, reducing property crime, reducing traffic fatalities and serious injury collisions, and using data to enhance performance 2. Identify best practices relating to reducing violent crime. reducing property crime, reducing traffic fatalities and serious injury collisions, and using data to enhance performance 3. Interview representatives of best practice departments to better understand their practices and to obtain information on the challenges associated with implementing the practices Develop preliminary approaches to tailoring best practices to the Pearland context 111-2 Phase Task VIII — Perform Benchmarking 1. Identify benchmark departments that are similar to the Pearland Police Department a. Work with Steering Committee to identify potential benchmark departments b. Gather information on each of the potential benchmark departments c. Select at least five benchmark agencies that are similar to the Pearland Police Department in terms of community dynamics, organizational structure, population, specialized traffic and special events units, forensics and communications functions intemal to the department, use of data drive decision-making models (e.g., DDACT) and Compstat 2. Develop data collection template 3 Distribute data collection templates to benchmark departments 4. Review data collected and conduct follow up interviews, as necessary, with benchmark agencies IX — Assess Implications Of 1. Review research on effective policing practices, information Research On Effective on best practices, survey results, and other information on Policing Practices, Best community expectations with the steering committee Practices, And Community Expectations 2. Work with the steering committee to define what strategies for achieving objectives should be implemented and how these strategies should be operationalized X — Evaluate Staffing Levels 3. Review information on current department performance and work with the steering committee to assess how the level and/or types of services the department offers should be modified to better meet community expectations a. Identify services, if any, that should be eliminated or curtailed b. Identify services, if any, that should be modified c. Specify desired performance expectations 4. Make a preliminary assessment of the implication of implementing strategies for achieving objectives and modifying services to better meet community expectations for how department employees spend their time Assess how implementing strategies for achieving objectives and modifying services to better meet community needs will affect how employees spend their time 111-3 Phase Task 2 Understand administrative staffing needs a. Review organization charts and staffing rosters and conduct interviews to identify position that devote 100 percent of their time to administrative activities b. Conduct interviews to assess how much time staff who devote less than 100 percent of the time to administrative duties devote to administrative activities c. Conduct activity analysis surveys, as necessary, to understand how much time employees devote to administrative activities d. Assess overall administrative staffing needs 3. Assess responsive staffing needs a. Identify analytic tool or tools (e.g., queuing analysis, travel time analysis, workload analysis, productivity analysis, position analysis, or presence analysis) that should be used to evaluate response related staffing needs for each major department function and review with department b. Gather workload information needed to apply analytic tool c Select desired performance expectations d. Assess overall responsive staffing needs 4 Evaluate proactive staffing needs a Conduct interviews, review analysis, and perform analysis to understand how proactive resources are currently used b. Identify areas (if any) where existing proactive resources are ineffective and could be reduced without materially affecting the department's ability to achieve its goals and assess the extent to which proactive staffing should be realigned c Identify where additional proactive staffing is needed to operationalize strategies for achieving department objectives and/or to better meet community expectations 5. Develop work schedules a. Review information on staffing needs by time of day and area of the city b. Use linear programming to develop schedules 111-4 Phase Task XI — Determine Whether Sworn Or Civilian Staff Should Fill Positions b Review information on the time required to recruit, hire, and train new staff c. Calculate staffing needed to account for vacant positions 1. Develop evaluation framework to be used in assessing whether positions should be filled by sworn or civilian staff 2. Apply framework XII — Assess Supervisory 1. Review information on spans of control employed in Needs benchmark police departments XIII — Develop Staffing Model And Project Future Staffing Needs 2 Develop evaluation framework 3. Apply framework 4. Evaluate spans of control 1. Formalize approaches to evaluating staffing needs into a staffing model 2 Develop documentation for using the model to calculate staffing needs over time 3. Meet with city managers and planners to discuss how the city is expected to change of the next three to five years 4. Assess how these changes will effect key drivers of police department staffing 5. Use the staffing model to project department staffing needs three to five years into the future XIV — Document Study 1. Finalize recommendations Recommendations 2. Develop implementation plans 3. Prepare draft study report (including implementation plan and executive summary) and review with appropriate department and city managers 4 Prepare final report DELIVERABLES AND PROGRESS PAYMENTS A list of steering committee meetings and the deliverables that will be presented at each meeting is present in Exhibit III -2. As this exhibit shows, we are requesting that progress payments be linked to the successful delivery of the deliverables that will be presented at each meeting (less than a 10 percent deduction that will be paid upon final acceptance by the City III -5 COMPLIANCE STATEMENT Berkshire Advisors, Inc and our subcontractor The ETC Institute agrees to comply with al applicable rules and regulations of Federal, State and Local governing entities. Berkshire Advisors, Inc. and The ETC Institute also agree to comply with the specifications and terms of this RFP. Exhibit III -2 Page 1 of 3 SCHEDULE OF STEERING COMMITTEE MEETINGS AND PROJECT DELIVERABLES Steering Committee Meeting Payment Project Deliverables First Steering Committee Meeting None ■ Preliminary data request list (Week Of December 14, 2015) ■ Draft memo introducing study to department employees ■ List of potential benchmark departments Second Steering Committee Meeting (Week Of January 18, 2016) 10% ■ List of work activities and "workload driver" • List of service quality and performance measures • Draft survey instrument and sampling plan ■ Draft press release relating to community survey • Summary of analytic tools and approaches that will be used to evaluate staffing needs for each key department function • Summary of current performance • "Snap shot" of the department's current organization, staffing and scheduling • List of criteria to be used when assessing whether functions should be performed by sworn or civilian staff • List of criteria to be used when evaluating supervisory needs • Draft activity analysis surveys • Discussion document relating to scheduling alternatives Exhibit 111-2 Page 2 of 3 SCHEDULE OF STEERING COMMITTEE MEETINGS AND PROJECT DELIVERABLES Steering Committee Meeting Third Steering Committee Meeting (Week Of February 8, 2016) Fourth Steering Committee Meeting (Week Of February 29, 2016) Fifth Steering Committee Meeting (Week Of March 14, 2016) Payment Project Deliverables 20% • Summary of interviews and focus groups with community representatives ■ Benchmarking results • Best practices analysis results • Community survey results • Literature review results ■ List of highly effective department practices • Discussion document summarizing implications of findings for Pearland's organization, management. and operations • Activity analysis survey results • Absence analysis ■ Vacancy analysis 25% • Preliminary staffing results • Preliminary scheduling analysis • Preliminary assessment of whether sworn or civilian staff should fill positions • Preliminary supervisory analysis • List of factors that will affect staffing needs over the next three to five years 25% ■ Draft study report and implementation plan • Draft staffing model • Preliminary staffing projections for the next three to five years Exhibit IH -2 Page 3 of 3 SCHEDULE OF STEERING COMMITTEE MEETINGS AND PROJECT DELIVERABLES Steering Committee Meeting Payment Project Deliverables Sixth Steering Committee Meeting And 20% • Final report Final Report Presentation • Final staffing model (Week Of March 28, 2016) • Final staffing projections IV - PROJECT MANAGEMENT STRUCTURE IV — PROJECT MANAGEMENT STRUCTURE Michael H. Walker will serve as Project Director for this engagement and all Berkshire Advisors consultants will report directly to him. Mr. Walker will be fully accountable to the City of Pearland for the quality of our work. Jason Morado of ETC, who will report to Mr. Walker, will oversee the ETC staff assigned to this engagement and will lead the development and administration of the community survey. Mr. Morado will interact directly with the City of Pearland on issues relating to the community survey but will work with Mr. Walker to ensure the survey process is integrated into the overall study effort. Exhibit IV -1 presents the organization of the study team. IV -1 Jason Morado ETC Manager ■ Chris Tatham ■ Elaine Tatham PROJECT MANAGEMENT STRUCTURE Michael Walker Project Director Renee Tinsley Consultant Exhibit IV -1 Jimmy Wilson Senior Advisor JoEllen Coe Consultant 30N3IN3dX3 2IO12id - n V — PRIOR EXPERIENCE This section describes the relevant experience of our firms. A copy of the Berkshire Advisors staffing review for the City of Colorado Springs is submitted as part of the proposal package. BERKSHIRE ADVISORS Berkshire Advisors has extensive experience conducting management reviews of police departments. Summaries of a number of relevant engagements completed within the past ten years follow. A completed reference form is presented on the following pages. Colorado Springs (Colorado) Police Department The patrol staffing and deployment study of the Colorado Springs Police Department focused on a comprehensive assessment of patrol division functions. The consultants developed detailed staffing and scheduling models that department staff can use in the future to determine the number of officers needed for each hour of the day and to determine an optimal schedule to ensure enough officers are working each hour. The models will help ensure that the department protects the safety of its officers, supports proactive police work, and delivers the best service possible to the citizens of Colorado Springs. Key recommendations. Recommendations were made to adjust staffing levels to more accurately reflect actual workload requirements; strengthen patrol supervision and discipline; and revise scheduling practices to ensure a minimum number of experienced staff is assigned to all shifts. Additional recommendations included better management of the process for follow-up investigations; increasing accountability for overtime expenditures; taking steps to reduce unproductive time at the beginning and end of each shift; and more consistently using crime analysis data to improve responsiveness to community needs. Project Title: Comprehensive Patrol Staffing And Deployment Assessment Date Completed: May 2013 Reference: Ms. Amanda Terrell -Orr Planning and Grants Administrator Colorado Springs Police Department 705 South Nevada Avenue Colorado Springs, CO Phone Number: .(719) 444-7419 Oklahoma City, Oklahoma Police Department Berkshire Advisors completed a management and manpower analysis study of the Oklahoma City Police Department, focusing on operational efficiency and effectiveness, and staffing needs. Detailed staffing models were developed for current and modified patrol schedules and a range of analytic tools was used including conjoint analysis, linear programming, queuing analysis, workflow processing, and activity analysis. In addition, a civilianization assessment was completed and benchmarking data was collected from a number of peer departments. V-1 REFERENCES FOR: Berkshire Advisors . Inc. Offeror must furnish, with this proposal, a list of five (5) references from customers with a similar or larger operation as the City of Pearland. This document, or a similar version issued by your company, must be included with your proposal. Company Name: Colorado Springs Police Department Contact: Amanda Terrell -Orr Phone Number: 719-444-7419 Fax Number Email Address: ORRAM@ci . colospgs. co. us Company Name: Oklahoma City Police Department Contact: Chief William Cittv Phone Number: 405-297-1 1 00 Fax Number: Email Address: william.citty@okc.qov Company Name: City Of Boynton Beach (Florida ) Contact: Lori LaVerriere (City Manager) Phone Number: 561-742-6010 Email Address: LaVerriereL@bbfl.us Fax Number: Company Name: Kansas City Police Department Contact: James Corwin (former Chief) Phone Number: 816-756-1850 Fax Number: Email Address: el senbarth@diocesekcsi . orq Company Name: St. Paul Police Department Contact: John Harrington ( former Chief ) Phone Number: 612-349-7201 Fax Number: Email Address: John . Harr inaton@metrotrans 1 t , ora Key recommendations. Scheduling and staffing adjustments were recommended in patrol to ensure officers are working when most needed, in crime scene investigations to match periods of peak activity, in inmate processing to reduce staffing overlaps and costs, and in the E911 communications center to strengthen operations and monitoring. Technology recommendations included exploring implementation of red light cameras and increasing investments in closed circuit television. Other recommendations were made to increase the department's intelligence -led policing analytical capacity; streamline administrative processing and systems: increase enforcement of non- compliance with taxi permit regulations and establish fees for taxi reinspections, increase investment in in-service training; and expand roll call training. Project Title: Management And Manpower Analysis Project Date Completed: October 2008 Reference: Chief William City 701 Colcord Oklahoma City, OK 73102 Phone Number: (405) 297-1100 Boynton Beach (Florida) Police Department The purpose of this engagement was to conduct a review of all police department functions, to provide suggestions for process improvements. and to develop staffing models based on workload requirements. The study included best practices research and community focus group discussions. Key recommendations. Recommendations included establishing a new vision for policing around which employees can rally and modifying the department's organizational structure to facilitate achieving this vision; establishing basic performance expectations for key positions and holding staff accountable for meeting those expectations; developing a comprehensive approach to ensuring the quality and integrity of department staff; taking a number of steps to make more effective use of patrol resources and to improve response times; conducting a space needs study and improving facility maintenance; using the budget as a management and accountability tool; and integrating code compliance into the plans the department develops to address community needs. Title Report Of A Police Department Management Study Date Completed: August 2013 Reference: Ms. Lori LaVerriere City Manager City of Boynton Beach 100 East Boynton Beach Boulevard Boynton Beach, Florida 33425-0310 Phone Number: (561) 742-6010 Kansas City, Missouri Police Department This study focused on five areas: resource allocation; accountability: management systems and processes; people development and management planning; and using information to inform decision-making. V-2 Key recommendations. To ensure that resources are allocated to better support service improvement efforts, the consultants recommended adjustment of staffing levels for patrol officers, detention facility officers, dispatchers, telephone service operators, and civilian public safety officers. Other recommendations included establishing ongoing partnerships with the community and the city; focusing attention on ensuring a consistent level of quality and supervision among patrol officers; developing a long-term facilities plan and a comprehensive information technology plan that is coordinated with the city's IT plan; and ensuring a consistent focus on strategic themes such as identifying and addressing the root causes of crime and fear among residents. Project Title: KCPD Efficiency Study Date Completed: September 2006 Reference: Mr. James Corwin (former Chief of Police, Kansas City Police Department) Catholic Diocese of Kansas City — St Joseph 20 West Ninth Street Kansas City, Missouri 64105 Phone Number: (816) 756-1850 St. Paul, Minnesota Police Department Berkshire Advisors completed a best practices assessment of the St. Paul Police Department. In keeping with the city's commitment to maintain current staffing levels, the overall goal of this assessment was to identify the most efficient and effective areas in which to add or redeploy resources and to identify strategies for improvement. Key approaches/analytical tools. Interviews were conducted with sworn and civilian police department employees, city government leaders and selected department heads, and the leader of the local police federation. Focus group discussions and community drop-in sessions were held. Staffing models and a resource allocation framework were developed. Employee surveys, activity analysis surveys, and resource optimization surveys were completed. In addition, best practice information was collected from 44 municipal and four state police departments and benchmarking data was collected from eight peer cities. Key recommendations. Key recommendations included revising the current organizational structure to more appropriately align functions; collaborating with the city to implement a new financial management operating system; revising the existing patrol schedule to match the calls -for -service workload; establishing a more rigorous approach to managing overtime; establishing a system for defining performance expectations, weighting priorities, and measuring performance; and revising the training new managers and supervisors receive and the training curriculum to ensure it is consistent with department values. V-3 Project Title. Best Practices Assessment Of The St. Paul Police Department Date Completed: June 2009 Reference: Chief John Harrington (former Chief of the St. Paul Police Department) Chief of Police Metro Transit 560 Sixth Avenue North ,Minneapolis, Minnesota 55411 Phone Number: (612) 349-7201 Ocala (Florida) Police And Fire Departments Berkshire Advisors completed reviews of the Ocala fire rescue and police departments. The consultants analyzed all aspects of the departments' organization, management, and operations; examined and evaluated the delivery of current and future services: analyzed alternative approaches to service delivery including shared or regional services; identified opportunities to consolidate operations; assessed potential redundancies and service duplications; and ensured each department is complying with the mandates set for it. Opportunities to strengthen the organization, management, and operations of the police department were identified in several areas. The consultants recommended revising the organizational structure to allow the police chief to directly manage day-to-day operations; modifying the department's take home car program; and streamlining the organization of the investigations division. Other recommendations were made to take steps to address perceptions relating to the department's management and leadership; to recruit a more diverse workforce; and to strengthen relationships between the city and the department. Fire department recommendations included developing a comprehensive approach to ensure consistent management and operational approaches across shifts and stations; establishing a conclave to determine how the city and county can provide a better coordinated response to calls: adjusting the types of calls to which the department responds; requiring firefighters to meet minimum fitness requirements; and making an investment to develop and implement a range of recruiting strategic to help ensure a diverse workforce. Project Title: Efficiency Study/Performance Audit Of Municipal Fire And Police Services Date Completed: January 2010 Reference: Ms Catherine Cameron Assistant City Manager City of Ocala City Hall 151 SE Osceola Avenue Ocala, FL 34471 Phone Number: (352) 401-3976 Ardmore, Oklahoma Police Department Berkshire Advisors completed a comprehensive review of the Ardmore Police Department including a review of the city's public safety dispatch center that serves the city's police and fire departments, the regional EMS provider, and six neighboring towns. V-4 To help ensure a broad range of participation interviews were conducted with all department employees, an online survey was disseminated, and focus groups were held with business and community leaders and social service and health care agencies. Project Title: Independent Evaluation Of The Police Department Date Completed May 2007 Reference: Mr. Dan Parrot (former Ardmore City Manager) City Manager, City of DeBary, Florida 16 Colomba Road DeBarry, Florida 32713 Phone Number: (386) 668-2040 Phoenix (Arizona) Police Department Berkshire Advisors conducted an innovation and efficiency study of the Phoenix Police Department. The primary purpose of this review was to support the department's effort to adjust to its new fiscal and service reality demands. Study objectives included establishing a baseline of the department's current performance from which to measure the impact of proposed changes and making recommendations for increasing organizational effectiveness and efficiency. Recommendations were made to adjust work schedules to eliminate unnecessary overlap; redeploy dedicated staff to more accurately reflect department needs; make more effective use of supervisory resources; consistently use formal solvability factors to determine which cases should be assigned to detectives for follow-up investigation; adjust administrative support to provide a more uniform proportion throughout the department; and modify approaches to rotating commanders and lieutenants. Title Innovation And Efficiency Review Date Completed: May 2011 Reference: Mr. Jeff DeWitt (formerly Finance Director, City of Phoenix) Chief Financial Officer City Of Washington, D.C. 1350 Pennsylvania Avenue, N.W. Suite 203 Washington, D.C. 20004 Phone Number: (202) 727-1643 Florida Highway Patrol A key focus of this staffing analysis for the Florida Highway Patrol (FHP) was to assess the staffing model the department currently uses to estimate staffing needs and to develop a new model that better reflects department needs. Study objectives were to assess FHP workload for patrol, communications, and criminal investigative functions; validate the current patrol staffing/deployment model and the reliability of data used by current staffing/deployment model; recommend changes to the current staffing/deployment model and develop implementation strategies for transitioning to a revised model; address future staffing, continuing staffing, and deployment issues; and recommend communications center staffing and deployment based on workload and contemporary deployment methods. In addition, a civilianization analysis was V-5 completed. The staffing models developed by the consultants will enable the department to assess how patrol and investigative staffing is affected by changes in workload and service expectations. Key recommendations. Recommendations were made based on the service expectations established in consultation with FHP managers and included detailing how current staffing — which is much lower than the number needed to meet desired service expectations — should be allocated to be consistent with the staffing needed to meet service expectations. Project Title: Sworn Staffing And Deployment Study Date Completed May 2011 Reference: Major Richard S Mechlin 17 Commerce Boulevard Midway, Florida 32343-6601 Phone Number: (850) 617-2377 Pawtucket (Rhode Island) Police Department The objectives of this study were to examine existing police protection services, determine the strengths and weaknesses of service delivery strategies. identify opportunities to improve efficiency, and to develop short-term and long-term strategic recommendations. The study process included extensive interviewing of department employees, extensive data collection, an activity analysis survey, focus groups with community representatives, and benchmarking and best practices resources. In particular extensive information on human resource practices in other Rhode Island police departments was obtained. Key recommendations. The study found that the department's ability to improve its performance is constrained by the staffing needed to expand proactive initiatives and labor management relationships that severely curtail management prerogatives. The study included a number of recommendations to improve the effectiveness with which resources were used that could be implemented without negotiating changes in the existing labor agreements and other recommendations that would require negotiations. In addition, the consultants recommended improvements to department facilities and equipment. Project Title: Police Performance Review And Audit Date Completed October 2015 Reference: Mr. Donald R. Grebien, Mayor 137 Roosevelt Avenue 2''d Floor, Room 200 Pawtucket, Rhode Island 02860 Phone Number: (401) 728-0500 x281 Dane County (Wisconsin) Sheriff's Office The goal of this engagement was to review the Sheriffs Office overtime policies and practices. The study emphasized future design and direction of overtime policies and practices and took into account the Sheriff's Office organizational climate, community needs and expectations, and the need for innovation, improved efficiency, and effective V-6 operations. The study included a review of all services provided, resources allocated to each service area, organizational and managerial structure, communications, and human relations. Key recommendations. Recommendations were made to take a more conservative approach to calculating relief factors for selected positions: making limited use of part- time employees to address supplemental staffing needs; varying minimum staffing levels by time of day and day of the week rather than by shift only; grouping overtime expenditures to reflect managerial control; and flexing investigator work hours and limiting the overtime paid for call -outs. Project Title: Targeted Review And Assessment Of The Overtime Policies And Practices Of The Sheriffs Office Date Completed: August 2012 Reference: Ms. Lisa MacKinnon 210 Martin Luther King Jr. Boulevard Room 106B Madison, Wisconsin 53703-3345 Phone Number: (608) 267-1529 ETC INSTITUTE The ETC Institute has extensive experience conducing community surveys for local governments. Clients for whom community surveys have been completed include the following: ■ Dallas, Texas (2009, 2011, 2013 and 2014) • Plano, Texas (2012) • San Antonio, Texas (2010, 2012, and 2014) • Fort Worth, Texas (2003 through 2009) • Austin, Texas (2009 through 2015) • Bryan, Texas (2007, 2009, and 2010) • Westlake, Texas (2009, 2010, 2011, 2012, 2013 and 2015) • Abilene, Texas (2009) • Oklahoma City, Oklahoma (2005, 2007, 2008, 2009, 2011, 2013, and 2014) • Kansas City, Missouri (2000, 2002, 2003, 2004, 2005, 2006, 2008, 2009, 2011, 2012, 2014 and 2015) ■ King County, Washington (2009, 2012) • San Francisco, California (2011) V-7 ■ Arlington County, Virginia (2004, 2008 and 2012) ■ Olathe, Kansas (2000 to 2013) ■ Tamarac, Florida (2005, 2007, 2009. 2011 and 2013) ■ Henderson, Nevada (2010 and 2014) ■ Johnson County, Kansas (2005, 2009, 2011, and 2013) ■ Miami Dade County, Florida (2003, 2005, 2008 and 2013) ■ Naperville, Illinois (2006, 2008 and 2012) ■ Las Vegas, Nevada (2013) ■ Tempe, Arizona (2007, 2009, 2010, 2011, 2012, and 2014) 13NNOSN3d - IA VI — PERSONNEL Berkshire Advisors has assembled a team that is extremely well qualified to undertake this engagement. Our project team has been structured to allow the department to benefit from Berkshire Advisors' broad capabilities, to leverage the expertise of the firm's most experienced consultants, to tap expertise outside our firm, and to match the skills and experience of individual consultants with department needs. Our consulting team has also been structured to bring a broad range of perspectives to this engagement. In addition to significant consulting expertise, team members will bring to this project the perspective gained by managing police departments. The Berkshire Advisors consulting team will be supplemented by staff from The ETC Institute who will survey a representative sample of Pearland residents and visitors. PROJECT ROLES A brief description of the roles each consultant will play on this engagement follows. • Michael H. Walker. Mike Walker has more than 31 years experience evaluating the staffing, organization, management, and operations of police departments and other law enforcement agencies. He will serve as the project director and will be fully accountable to the department for the quality of our work. Most recently he played a similar role on our reviews for police departments in Memphis, Tennessee; Dallas, Texas; Washington, D.C., St. Paul, Minnesota; Kansas City, Missouri; Petersburg, Virginia; Phoenix, Arizona; Independence, Missouri; Oklahoma City, Oklahoma; Colorado Springs, Colorado; Ocala, Florida; Seattle, Washington; and Pawtucket, Rhode Island Mr. Walker will devote approximately 30 percent of his available time to this engagement. • Jason Morado. Jason Morado will serve as the ETC Institute project manager for this engagement. Mr. Morado has more than 14 years of experience in the design, administration and analysis of community market research. He has served as the project manager and senior researcher on community research projects for over 250 local governmental organizations throughout the U.S, including numerous communities in the State of Texas. In the past year Mr. Morado has worked on community surveys for the following communities in Texas: Dallas, Fort Worth, McAllen, Plano, Sugar Land, and Westlake. Mr. Morado will devote approximately 10 percent of his available time to this engagement (for the time during which the community survey will be conducted). • Jimmy L. Wilson. Jimmy Wilson has more than 31 years experience as a law enforcement manager. He has served as chief of police for police departments in Jackson and Canton, Mississippi and Suffolk, Virginia and chief of police/director of police and public safety for Virginia State University. For the Metropolitan Police Department of the District of Columbia Mr. Wilson served as deputy chief of police, internal affairs director, homicide commander, and captain/special investigations. Mr. Wilson has provided consulting services for law enforcement agencies in Alamogordo, New Mexico; Dallas, Texas; Phoenix, Arizona; Memphis, Tennessee, Washington, D.C.; U.S. Virgin Islands; Montgomery County, Maryland; Fayetteville, North Carolina; and Louisville, Kentucky. On this study Mr. Wilson will serve as senior policing consultant and will be an integral member of the project team. Mr. Wilson will devote approximately 5 percent of his available time to this engagement. VI -1 • Renee Tinsley. Renee Tinsley has over 24 years experience evaluating the management and operations of public sector organizations. In addition, she has conducted benchmarking and best practices research and analysis for public safety agencies in Dallas, Texas; Phoenix, Arizona; Petersburg, Virginia; St. Paul, Minnesota; Dane County, Wisconsin; Boynton Beach, Florida; Pawtucket, Rhode Island: and Ocala, Florida. On this project she will serve as consultant and project coordinator and will be responsible for our benchmarking, best practices research and literature review. Ms. Tinsley will devote approximately 20 percent of her available time to this engagement. IN JoEllen Coe. JoEllen Coe brings to this engagement expertise in quantitative and qualitative data analysis and process improvement. On this engagement Ms. Coe will assist the project team in performing the quantitative analysis needed to effectively evaluate the police department's staffing and scheduling practices and will also provide general support to the project team. She performed a similar role in Berkshire Advisors' reviews of police departments in Washington, D.C.; Ocala, Florida; Colorado Springs, Colorado; Phoenix, Arizona; Kansas City, Missouri; Oklahoma City, Oklahoma; Alamogordo, New Mexico; Scottsdale, Arizona; Pawtucket, Rhode Island; and Boynton Beach, Florida. Ms. Coe will devote approximately 20 percent of her available time to this engagement. • Chris Tatham. Chris Tatham has managed more than 500 community surveys for local governmental organizations across the United States He has conducted community surveys in 9 of the 20 largest U.S. cities and 11 of the 20 largest U.S. counties. Indeed, he may have more experience with the design and interpretation of community-based survey research for local governments than anyone in the nation. He excels in using survey data to facilitate consensus about organizational priorities. Mr. Tatham will serve as a Senior Consultant and will assist the ETC Project Manager in the review and design of the survey instruments, as well as in drafting the final report. Mr. Tatham will devote approximately 5 percent of his available time to this engagement (for the time during which the community survey will be conducted). • Dr. Elaine Tatham. Dr. Tatham is a national expert in survey design and sampling methodology and has more than 35 years of research experience. Dr. Tatham has designed the research methodology for hundreds of research studies across the United States, including numerous studies in the State of Texas. She will assume the role of survey data manager for this engagement. Dr. Tatham will devote approximately 5 percent of her available time to this engagement (for the time during which the community survey will be conducted). RESUMES Resumes for each member of the project team follow. Michael H. Walker, President Summary. Mike Walker is Berkshire Advisors' President and owner. For over 31 years he has helped public -sector clients improve their organization, management, and operations. He has conducted studies for more than 100 local and state governments, including all aspects of law VI -2 enforcement operations His areas of expertise include staffing allocation, operational efficiency, strategic planning, and organizational restructuring Consulting experience Mr Walker has conducted consulting projects for the following police departments: Memphis, Tennessee, Dallas. Texas: Oklahoma City. Oklahoma, St Louis. Missouri; Kansas City, Missouri. Scottsdale, Arizona: St. Paul, Minnesota; Raleigh, North Carolina; Colorado Springs, Colorado; District of Columbia; Ardmore. Oklahoma, Houston, Texas, Beverly Hills, California; Independence, Missouri; Midland, Texas: Flint, Michigan. Newport, Rhode Island; Santa Monica. California, Colorado Springs, Colorado, Auburn, New York: Petersburg. Virginia. Alamogordo. New Mexico; Seattle. Washington, Pawtucket, Rhode Island and Phoenix, Arizona. Mr. Walker has conducted reviews of fire departments in Memphis, Tennessee; Wilmington. Delaware; Philadelphia. Pennsylvania, Thornton, Colorado; Dallas, Texas; Arlington County, Virginia; Auburn, New York; Newport. Rhode Island; Ottawa, Ontario, Pensacola, Florida, Hamilton, Ohio; and Texas City, Texas. Other local governments he has served include Jefferson and Summit counties. Colorado: Mobile and Montgomery. Alabama. Stockton and Riverside County, California; Boca Raton, Florida; Dawson County, Nebraska; North Bergen and Middlesex County. New Jersey; High Point, North Carolina; and Atlanta, Georgia State governments Mr Walker has served include the Florida departments of State and Highway Safety and Motor Vehicles, the Indiana Family and Social Services Administration; the New Jersey departments of Military and Veterans Affairs and Health and Human Services; and the Florida Highway Patrol Before joining Berkshire Advisors, Mr Walker was for seven years the leader of Towers Perrin's General Management Services Public Sector Practice Prior to becoming a consultant, Mr. Walker worked for the LIS Department of Health and Human Services, the U.S departments of Energy, Labor and Agriculture; Prince George's County. Maryland, and Philadelphia. Pennsylvania Education Mr. Walker holds a B k degree with honors from Williams College and an M B A degree with distinction from the Wharton School of the University of Pennsylvania Jason Morado, Senior Project Manager, ETC Institute Summary. Mr Morado has more than 14 years of experience in the design. administration and analysis of community market research He has served as the project manager and senior researcher on community research projects for over 250 local governmental organizations throughout the U S Customer survey research experience. Mr Morado has served as a senior researcher and project manager for Cu.tomer Satisfaction Survey Research for dozens of local governmental organizations Some of these organizations include: Auburn, CA. Columbia, MO, Austin TX, Creve Coeur MO, Blue Springs MO, Dallas. TX, Cabarrus County MO, Davenport IA, Casper WY, Des Moines IA, Fort Worth TX, Gardener KS, Greenville NC. Hallandale Beach, FL, High Point NC. Independence MO. Indio CA, Johnson County KS, Jonesboro AR, Kansas City MO, King County WA, Kirkwood MO, Las Vegas NV, Mecklenburg County, NC, Meridian ID, Midwest City OK, Mountain Brook AL. Oak Grove MO, Oklahoma City OK, Olathe KS, Pinehurst NC. Plano TX. Pueblo CO, Raymore MO, Riverside MO, Round Rock TX, San Antonio TX, Shoreline WA Springfield MO, Tyler TX. and Vancouver WA. VI -3 Education. Mr. Morado holds a B.S. degree in Marketing from Avila University and an M.B.A. degree from Webster University. Jimmy Wilson, Consultant Summary. Jimmy Wilson brings to this engagement more than 31 years experience in the field of law enforcement. His areas of expertise include law enforcement administration, organizational development, grant writing and administration, dignitary protection, emergency management, and homeland security. Law enforcement experience . Mr. Wilson has served as chief of police for police departments in Jackson and Canton, Mississippi and Suffolk, Virginia. He also held the position of chief of police/director of police and public safety for Virginia State University. For the Metropolitan Police Department of the District of Columbia Mr. Wilson served as deputy chief of police/district commander, police inspector/ internal affairs director, police captain/homicide commander, and captain/special investigations. Consulting experience. Mr Wilson served as a consultant on Berkshire Advisors' reviews of the Dallas (Texas) and Phoenix (Arizona) police departments and the Alamogordo (New Mexico) Department of Public Safety. Education. Mr. Wilson holds a B.S. degree from American University and an M.S. degree from Virginia State University. Mr. Wilson is a past president of the Hampton Roads Chiefs of Police Association. He is a member of the International Association of Chiefs of Police, the Police Management Association, and the Kiwanis International board of governors. His professional training certifications include Virginia State University Supervisors and Managers Institute, Virginia Association of Chiefs of Police, Mississippi State Police Academy, and the Senior Management Institute for Police/Police Executive Research Forum. Renee Tinsley, Consultant Summary. Renee Tinsley has over 23 years experience conducting organizational and operational studies for public safety agencies. Her areas of expertise include activity analysis, best practices research, community outreach. and communications. Experience. Ms. Tinsley has participated in reviews of law enforcement agencies in Alamogordo, New Mexico; Ardmore, Oklahoma; Boynton Beach, Florida; Colorado Springs, Colorado; Commonwealth Of Puerto Rico; Dallas, Texas; Dane County, Wisconsin; District of Columbia; Honolulu, Hawaii; Houston, Texas; Independence, Missouri; Kansas City, Missouri, Memphis, Tennessee; Oklahoma City, Oklahoma; Petersburg, Virginia; Phoenix, Arizona; Raleigh, North Carolina; Santa Monica, California; and St. Paul, Minnesota. Many of these projects included best practices research and community outreach. Ms. Tinsley participated in reviews of fire departments in Dallas, Texas; Hamilton, Ohio; Memphis, Tennessee; Ottawa, Ontario; Petersburg, Virginia; Philadelphia, Pennsylvania; West Palm Beach, Florida; and Wilmington, Delaware;. She has also participated in reviews of the North York, Ontario Parks and Recreation Department, the Delaware Department of Services to Children, Youth and Their Families, and the New Jersey Psychiatric Facilities. Prior to joining Berkshire Advisors, Ms. Tinsley helped to spearhead a major change management initiative for a $1 billion a year consulting firm where she was responsible for VI -4 communications, competency development and training, and oversight of integrated project teams. Education. Ms. Tinsley holds a B.A. degree from Marlboro College and has taken graduate courses at the New School and John Jay College of Criminal Justice. JoEllen Coe Summary. JoEllen Coe brings to this engagement expertise in quantitative and qualitative data analysis and process improvement. Experience. Ms. Coe has served as lead analyst for consulting projects for the following law enforcement clients: Alamogordo, New Mexico Department Of Public Safety; Ardmore, Oklahoma Police Department; Boynton Beach, Florida: Colorado Springs, Colorado Police Department; Dallas, Texas Police Department; District of Columbia Metropolitan Police Department; Florida Highway Patrol; Independence, Missouri Police Department; Kansas City, Missouri Police Department; Memphis, Tennessee Police Department; Newport, Rhode Island Police Department; Ocala, Florida Police Department; Oklahoma City, Oklahoma Police Department; Phoenix, Arizona Police Department; Raleigh, North Carolina Police Department; Scottsdale, Arizona Police Department; and St. Paul, Minnesota Police Department. Fire department Ms. Coe has served include Memphis, Tennessee; Philadelphia, Pennsylvania; Dallas, Texas; Newport, Rhode Island; Wilmington, Delaware; Hamilton, Ohio; and West Palm Beach, Florida. Prior to joining Berkshire Advisors, Ms. Coe spent nearly 15 years working in Telcordia Technology's Quality Center. Education/certification. Ms. Coe holds a B.A. degree, cum laude, from Hiram College; an M.S. degree from the University of Florida; and an M.B.A. degree from the Wharton School of the University of Pennsylvania. Ms. Coe is certified by the American Society of Quality as a quality engineer, reliability engineer, and quality auditor. Christopher E. Tatham, CEO, ETC Institute Summary. Mr. Tatham is one of the nation's leading authorities on the development of qualitative and quantitative customer satisfaction research for state and local governments. During the past ten years, he has designed and implemented customer satisfaction assessments for more than 500 governmental agencies in 41 states. Presentations and talks given by Mr. Tatham to regional and national audiences include: ''How to Increase Customer Satisfaction with Effective Communication," (American Waterworks Association Research Foundation - Washington, D.C.); "How Municipal Departments Can Implement Effective Customer Satisfaction Programs on a Limited Budget," (Government Training Institute of Kansas and Missouri); "Benchmarking Citizen Satisfaction with the Delivery of Governmental Services" (Mid America Regional Council - Kansas City, MO); "Best Practices in Community Survey Research," National Association of Counties - New Orleans). His representative project experience is briefly summarized below: Consulting experience. Mr. Tatham has managed Customer Survey Research for dozens of governmental and private sector clients, including the following large governmental organizations: VI -5 • Atlanta, Georgia • Austin, Texas • Buffalo, New York • Colorado Springs, Colorado • Columbus, Ohio • DeKalb County, Georgia • Denver, Colorado • Des Moines, Iowa • Detroit, Michigan • Dupage County, Illinois • Durham, North Carolina • Fairfax County, Virginia • Fort Lauderdale, Florida • Fort Worth, Texas • Fulton County. Georgia • Houston, Texas • Kansas City, Missouri • Las Vegas, Nevada • Los Angeles, California • Louisville, Kentucky • Westchester County, New York • Mesa, Arizona • Miami -Dade County, Florida • Nashville, Tennessee • Norfolk, Virginia • Oakland. California • Oklahoma City, Oklahoma • Phoenix, Arizona • Providence, Rhode Island • San Antonio, Texas • San Bernardino County, California • San Diego, California • San Francisco. California • St. Louis, Missouri • St. Paul, Minnesota • Tucson, Arizona • U.S. Army Installation Management Agency • U.S. National Parks Service • Washington, D.C. • Wayne County, Michigan Other experience. Mt. Tatham developed and implemented ETC Institute's DirectionFinder® Survey which allows more than 200 communities across the United States to objectively assess community priorities and customer satisfaction against regional and national benchmarks for a wide range of governmental services. He also developed and implemented an ongoing internal and external organizational surveys which are used by dozens of organizations to generate performance measures to assess the progress towards achieving the strategic goals and objectives and to help set priorities for operating and capital budgets. Publications on customer satisfaction related issues. Mr. Tatham has published extensively on customer satisfaction related issues. A sample of his publications include: • 'Ten Steps To Increase Customer Loyalty.' Services, Vol. 25, No. 5 (May), 2005. • 'Expand Your Roto Customer Base by Inspecting What You Expect.' RotoWorld, 2005, Vol 1, No. 2 (March -April). • 'Increase Customer Loyalty in 10 Easy Steps.' HVACR Distribution Today, Winter 2004/2005 • 'Steps to Customer Loyalty.' NAHAD News, February, 2005. • 'Inspecting What You Expect Keeps Customers Coming Back.' e-Mhoven , • 'Market Research: The Key to Creating Loyal Customers. Chemical Distributor, 2005, Vol. 27, No. 1 (Jan.). • "Customer Satisfaction and the Impact of Communications," Project 2613, American Water Works Association Research Foundation, 2004. • 'Using Market Research to Assess Customer Satisfaction. IEC Insights, November/December, 2004, Vol. 6. Education. Mr. Tatham holds a B.A. degree from Princeton University and an M.B.A. degree from Kansas State University. VI -6 Dr. Elaine Tatham, President, ETC Institute Summary. Dr. Tatham is president and 100 percent owner of ETC Institute. Her specialties include operations research, forecasting, and system simulation for management decision- making Consulting experience. Dr. Tatham has extensive experience in designing research tools in formats that encourage respondent participation. She has managed more than 500 research projects across the United States. In addition, she has unsurpassed experience in the field of developing and applying performance measurements. She developed the data collection methodology that is used for the "report card" that is published annually by Partnership for Children, one of the Midwest's leading children's advocacy groups. Education. Dr. Tatham holds a B.A. degree from Carleton College and M.A. and Ed.D. degrees from the University of Kansas, VI -7 VII - NON -COLLUSION AND NON -CONFLICT OF INTEREST NON -COLLUSION STATEMENT "The undersigned affirms that they are duly authorized to execute this contract, that this company, corporation, firm, partnership or individual has not prepared this bid in collusion with any other bidder, and that the contents of this bid as to prices, terms or conditions of said bid have not been communicated by the undersigned nor by any employee or agent to any other person engaged in this type of business prior to the official opening of this bid." Vendor Address Berkshire Advisors, Inc. 24734 Lake Road, Bay Village, Ohio 44140 Phone Number 21 6-496-2437 Fax Number 440-892-1158 Email Address berkshire11@oh.rr.com 4 e Bidder (Signature) � /J �/oiIA, Position with Company President Signature of Company Official Authorizing This Bid Company Official (Printed Name) Michael H. Walker Official Position President VIII - PROPOSAL ACCEPTANCE PERIOD VIII — PROPOSAL ACCEPTANCE PERIOD This proposal will be valid for a period of one hundred and eighty (180) calendar days subsequent to the RFP closing date of October 30, 2015. VIII -1 2:IOIVIIO03N a3ZI2loHInv - XI IX — AUTORIZED NEGOTIATOR Michael H. Walker is authorized to negotiate contract terms and render binding decisions on contract matters relating to this engagement. Mr Walker's contact information follows: Michael H. Walker President Berkshire Advisors, Inc 24734 Lake Road Bay Village, Ohio 44140 Phone. 216-496-2437 Fax: 440-892-1158 E-mail: berkshirell@oh.rr.com IX -1 IVSOdO2id 1900 - X X — COST PROPOSAL We agree to complete this engagement to our high professional standards for fees and expenses that will not exceed $80,800. Of this amount $69,800 will be devoted to the management review as summarized in the following table. Consultant Hours Rate Cost M. Walker 220 $160 $35,200 J. Wilson 40 $125 $5.000 R. Tinsley 120 $100 $12,000 J. Coe 120 $100 $12,000 Subtotal Fees 500 $64,200 Expenses $5,600 Total $69,800 In addition, fees and expenses for the community survey will not exceed $11,000. Please note that this survey will encompass a representative sample of Pearland residents only. Additional fees will be required to survey a representative sample of visitors to the city and will require a much more complex survey design. X-1 SlN3Wfl3Oa a3211f1b321- IX Bid Information Bid Creator Email Phone Fax Bid Number Title Bid Type Issue Date Close Date Need by Date City of Pearland Texas (City of Pearland Texas) Supplier Response Julie Blackmore Buyer jblackmore@ pearlandtx.gov 281 (652) 1790 0915-63 Police Department Utilization and Staffing Study Request for Proposal 10/08/2015 10/30/2015 2:00:00 PM CT Supplier Information Company Berkshire Advisors, Inc. Address 24734 Lake Road Contact Department Building Floor/Room Telephone Fax Email Viewed Signature Supplier Notes Bay Village, OH 44140 1 (216) 496 2437 1 (440) 8921158 10/9/ 0158: :48 AM CT 7////c. X. 44A Contact Information Address 3519 Liberty Drive Suite 201 Pearland, TX 77581 Contact Department Building City Hall 2nd Floor Floor/Room Telephone 281 (652) 1668 Fax 281 (652) 1738 Email ebids@pearlandtx.gov Ship to Information Address 3519 Liberty Drive Suite 262 Pearland, TX 77581 Contact Department Building Floor/Room Telephone Fax Email Email b rkshirel1@oh.rr.com Bid Notes City of Pearland seeks proposals from consultant agencies specializing in law enforcement organizations to conduct a manpower utilization study for the Pearland Police Department. Bid Activities Bid Messages Please review the following and respond where necessary 0915-63 - Page 1 of 2 The undersigned affirms that they are duly authorized to execute this contract, that this RFP has not been prepared in collusion with any other firm, and that the contents of this RFP have not been communicated to any other firm prior to the official opening of this RFP. Signed By: Title: Typed Name: Company Name: Phone No.: Fax No.: Email: President Michael H. Walker Berkshire Advisors. Inc. 216-496-2437 440-892-1158 berkshirell@oh.rr.com Bid Address: 24734 Lake Road P.O. Box or Street City, State ZIP Bay Village, Ohio 44140 Purch. Order Address: 24734 Lake Road P.O. Box or Street City, State ZIP Bay Village, Ohio 44140 Remit Address: P.O. Box or Street City, State ZIP 24734 Lake Road Bay Village, Ohio 44I4U Federal Tax ID No.: 22-3047307 Date: 10/26/15 Agreement If a Contractor intends to request that the City of Pearland execute a Contractor agreement or contract form in connection with the award of this contract, said form must be submitted with the proposal for review by the City's legal counsel during the evaluation of proposals. It shall be understood by all parties that all specifications herein shall apply to, and be construed as a binding part of, any contract awarded as a result of this RFP. Communication Prospective vendors shall communicate only with the Purchasing Division staff identified herein during the entire RFP process (from this solicitation to award). The City shall not be responsible for any verbal or non-verbal communication between a potential bidder and any other employees of the City; and such action may be cause for rejection of the 5 City of Pearland 3519 Liberty Drive Pearland, TX 77581 Purchasing Department 281.652.1790 Fax 281.652.1738 Contractor Insurance Requirements & Agreement Requirements Contractors performing work on City property or public right-of-way for the City of Pearland shall provide the City a certificate of insurance or a copy of their insurance policy(s) evidencing the coverages and coverage provisions identified herein. Contractors shall provide the City evidence that all subcontractors performing work on the project have the same types and amounts of coverages as required herein or that the subcontractors are included under the contractor's policy. All Insurance companies and coverages must be authorized by the Texas Department of Insurance to transact business in the State of Texas and must be acceptable to the City of Pearland. Listed below are the types and amounts of insurances required. The City reserves the right to amend or require additional types and amounts of coverages or provisions depending on the nature of the work. TYPE OF INSURANCE 1. Workers' Compensation Employers' Liability 2. Commercial General (Public) Liability to include coverage for: a) Premises/Operations b) Products/Completed Operations c) Independent Contractors d) Personal Injury e) Contractual Liability 3. Business Auto Liability to include coverage for: a) Owned/Leased vehicles b) Non -owned vehicles c) Hired vehicles AMOUNT OF INSURANCE PROVISIONS Statutory Limits $100,000 per occurrence Personal Injury - $1,000,000 per person; Property Damage - $1,000,000 per occurrence ; General Aggregate - $1,000,000 Combined Single Limit - S 1,000,000 City to be provided a waiver of subrogation and 30 day notice of cancellation or material change in coverage. City to be listed as Additional Insured on Contractor's policy and provided 30 day notice of cancellation or material change in coverage. City shall be provided 30 day notice of cancellation or material change in coverage. Certificate of Insurance forms may be emailed to: Purchasing Department at ebids at7pearlandtx.gov. Questions regarding required insurance should be directed to Bob Pearce, City of Pearland Purchasing Officer, at bpearce@oearlandtx.gov. This form must be signed and returned with your quotation. You are stating that you do have the required Insurance and if selected to perform work for the City, will provide a certificate of insurance, and a copy of insurance policy with the above requirements to the City. A purchase order will not be issued without evidence of required insurance. Agreement I agree to provide the above described insurance coverages within 10 working days if selected to perform work for the City of Pearland. I also agree to provide the City evidence of insurance coverage on any and all subcontractors performing work on the project. Project/Bid # RFP # 0 91 5 - 6 3 company: Berkshire Advisors. Inc. Printed Name: Michael H. Walked /4/141 /,-