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
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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
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