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HomeMy WebLinkAbout10 POLICE DEPARTMENT WORKFORCE ASSESSMENTMEETING DATE: MAY 17, 2016 TO: JEFFREY C. PARKER, CITY MANAGER—, . FROM: CHARLES F. CELANO, POLICE CHIEF SUBJECT: POLICE DEPARTMENT WORKFORCE ASSESSMENT SUMMARY: As part of the Police Department's CALEA accreditation process, a workforce assessment must be conducted at least triennially. The allocation of personnel based on the workforce assessment will have significant influence on the efficiency and effectiveness of the Police Department. Through the RFP process, the company of Hillard Heintze was selected to conduct the workforce assessment. RECOMMENDATION: It is recommended the City Council: 1. Appropriate $100,000.00 from the General Fund reserves for the assessment of every position in the Police Department, and 2. Authorize the hiring of Hillard Heintze to conduct a workforce assessment for the Police Department. FISCAL IMPACT: An assessment of every position in the Police Department will result in the additional expenditures in the General Fund reserves of approximately $100,000.00. CORRELATION TO STRATEGIC PLAN: The recommendation contributes to the fulfillment of: Goal B: Public Safety and Protection of Assets - Ensure Tustin is an attractive, safe and well maintained community in which people feel pride. Police Department May 17, 2016 Page 2 i:1�i�;(r7Z�1�J:TT1: � � ���^�'�1;�7►ta Accepted levels of personnel deployment in each unit have not been thoroughly researched and evaluated in more than 10 years. With the increase in crime, calls for service, and the increase of transient and permanent population, it is time to review the number of personnel in each organizational unit, as well as how and when they are deployed. Basing allocation of personnel on a workforce assessment can have a significant influence on the efficiency and effectiveness of the delivery of police services. Personnel strength should be consistent with the workload to prevent over and understaffing of an organizational unit. Are we utilizing the right schedules for the workload? Is geography a hindrance to delivery of police services? Are there tasks civilians can provide more efficiently? Is the right equipment available to make personnel more effective? Are we utilizing all available resources to their potential? A thorough analysis of the time spent on calls, officer proactive patrol, report preparation, investigative follow-up, and the many other facets of police services will provide a clear picture for the most effective deployment. The effective deployment of organizational units has the potential to reduce crime, allow more proactive activity, increase community confidence, and may have a cost savings. A Request for Proposal for a workforce assessment was sent out in November with only two companies submitting proposals. They varied greatly in scope of work and cost. In an effort to encourage more submissions, a second Request for Proposal was sent out with only one proposal submitted, but it was from the same company who submitted during the first RFP process. The company not selected submitted a proposal which focused on a workflow study and not an in depth workforce assessment. As part of our CALEA accreditation process, the standard for a workforce assessment states: "The agency allocates personnel to, and distributes them within, all organizational components in accordance with documented workload assessments conducted at least once every three years." Prior workforce assessments have been conducted in-house with no real recommendations for change in personnel allocation. The work required for a comprehensive workforce assessment is beyond our expertise, resources, and manpower. A recent proposal estimates a need of over 350 hours of dedicated time to conduct a thorough and complete assessment. Data will need to be examined, community expectations analyzed, and extensive discussions with those completing the work. Police Department May 17, 2016 Page 3 It is anticipated a workforce assessment will have a real impact on the delivery of police services. This opportunity will further our goal of community governance. The assessment would begin in May with a report in hand sometime in August. Attachments: 05-17-16 Agenda Report Work Force Assessment Attachment No. 1 05-17-16 Agenda Report Work Force Assessment Attachment No. 2 ATTACHMENT NO. 1 HILLARD HEINTZEm CITY OF TUSTI N, CALIFORNIA Tustin Police Department Workforce Assessment Technical Proposal February 25, 2016 HILLARD'17HEINTZE® February 25, 2016 Ms. Kristin Miller Police Support Services Manager Tustin Police Department City of Tustin 300 Centennial Way "— Tustin, California 92780 Dear Ms. Miller: Protecting What Matters Thank you for the opportunity to submit a proposal to support the Tustin Police Department by conducting a comprehensive cross -functional police workforce staffing and deployment assessment of the Department in alignment with best practices in police staffing and deployment emerging across the nation. We understand the importance of this analysis, as a vital process of self- examination - one that allows leading police departments to continue delivering the best possible services to the communities they serve. Hillard Heintze is one of this nation's leading privately held strategic advisory firms specializing in independent ethics, integrity and oversight services - with a special focus on federal, state and local law enforcement agencies including police departments and internal affairs bureaus. The firm provides the strategic thought leadership, trusted counsel and implementation services that help leading government agencies and institutions, corporations, law firms, and major public service organizations target and achieve strategic and transformational levels of excellence in law -- enforcement, security and investigations. As evidence of our success, Hillard Heintze was recently awarded a multi-year contract from the Department of Justice to support the Collaborative Reform '— Initiative for Technical Assistance for the COPS Office, providing assessment for at -risk departments. Police department workforce staffing analysis is a core competency of the Hillard Heintze team and we would be honored to undertake this critical assignment on your behalf. We look forward to the opportunity to demonstrate our capabilities in this arena. I will be your contact person. My email is arnette.heintze@hillardheintze.com. You can also reach me at the telephone number and address below. If chosen as your trusted advisor, we will serve the City of Tustin, the Tustin Police Department �– and your stakeholders with integrity and distinction. —' Sincerely, HILLARD HEINTZE LLC Arnette Heintze U Chief Executive Officer 30 South Wacker Drive, Suite 1400 - Chicago, Illinois 60606 Phone: 312.869.8500 - www.hiIlardheintze.com TABLE OF CONTENTS I. INTRODUCING OUR TEAM...........................................................................................................................4 II. OVERVIEW OF OUR APPROACH TO PROJECT SCOPE.......................................................................... 5 ThreeKey Drivers.............................................................................................................................................6 Questions We Will Ask and Help You Answer.........................................................................................6 Police Resource Allocation and Deployment............................................................................................7 KeySteps and Processes.................................................................................................................................7 Police Patrol Staffing Methodology- A Six -Step Approach................................................................. 8 Investigations Staffing Methodology.........................................................................................................9 III. PROJECT PLAN AND SCHEDULE.................................................................................................................11 IV. PROJECT TEAM QUALIFICATIONS.............................................................................................................12 © 2016 Hillard Heintze LLC 3 INTRODUCING, OUR TEAM We will support you through the Hillard Heintze Law Enforcement Advisory Group. Individually, our staff members have been personally responsible for leading the significant transformation of major city police departments and law enforcement agencies for many large municipalities. Arnette F. Heintze, Chief Operating Officer - Executive Leadership and Oversight iL As Hillard Heintze's co-founder and CEO, Arnette Heintze has transformed a small high -performing cadre of senior experts into a globally recognized strategic law enforcement advisory and consulting with strong practices in security and investigations. Heintze brings to our law enforcement clients over 38 years of experience in federal, state and local policing and law enforcement. Kenneth A. Bouche, Chief Operating Officer - Lead Subject Matter Expert Over nearly two decades, Ken Bouche has established a career as an executive leader and senior advisor at the forefront of applying best practices to the highly ,X JK' specialized needs of the law enforcement, homeland security and justice communities. Today he serves as Hillard Heintze's Chief Operating Officer, overseeing the day-to-day activities of the firm and the alignment of its resources, a expertise and capabilities with the evolving needs of clients. Bouche dedicated 23 years to the Illinois State Police (ISP) where, he rose through the ranks in Operations and then as Colonel and CIO, he was responsible for modernizing the agency's technology functions. He recently served as Interim Chief of Police in Schaumburg, Illinois for one year following Hillard Heintze's assessment of the Village's police department, which he led. He has conducted workforce assessments for the ISP, Schaumburg Police Department, Denver Sheriff Department and Metra Police Department, among others. Debra K. Kirby, Vice President - Project Manager Deb Kirby retired from the Chicago Police Department after a 25 year career of increasing responsibilities, culminating in assignments as Chief of the Bureau of Organizational Development, General Counsel for the CPD and Deputy Superintendent of the Bureau of Professional Standards. Since her retirement, she served as Deputy Chief Inspector of the national police force of Ireland, An •� Garda Sioch6na, where her responsibilities included review and recommendations for improvements of practices and policies, including workforce restructuring and modernization. She currently supports police reform efforts at Hillard Heintze, including serving as the lead subject matter expert for our collaborative reform efforts in Milwaukee and San Francisco. She earned a Master of Arts in Homeland Security from the Naval Postgraduate School and a Juris Doctor from the John Marshall Law School in Chicago. © 2016 Hillard Heintze LLC David Parilla, Jr., Senior Researcher, Law Enforcement Advisory Practice David Parillo, Jr. is a project management, administrative support and research specialist with five years of experience in progressively increasing roles of responsibility in the criminal justice and community-based collaborative reform fields. He has proven performance in supporting assessments of police agencies in diverse communities, providing evidence -based best practices for public survey support and advanced data analytics. He currently serves as a senior researcher for the Hillard Heintze collaborative reform efforts in Milwaukee. Parillo completed his Master of Science, Magna cum Laude, in Crime and Justice Studies at Suffolk University. ._ Robert Davis, Senior Vice President, Law Enforcement Advisory Practice Davis is a highly regarded and innovative national leader and expert in policing and public safety. Davis has over 4,000 hours of experience over a 17 -year period delivering law enforcement training for local police academies throughout California while working as a full-time police officer at the San Jose Police Department. This included designing and leading specialized training for the California Commission on Peace Officer Standards and Training (POST) and developing courses taught throughout California's police academies, and for POST -certified training programs at local police agencies. Davis earned several "Top Instructor" awards at the police academy in San Jose. Davis served as the Chief of Police of San Jose, California for seven years before serving as the President of the Major Cities Chiefs Association. Davis currently serves as the Project Director for our COPS Office Collaborative Reform Initiative for Technical Assistance contract with the Department of Justice. PUBLIC CLIENT REPORTS 0 WORK SAMPLES From time to time, our clients release our reports to the public, as was the case with Denver Sheriff Department, Schaumburg Police Department and Metra. For your reference these reports can be found in their entirety on our website at: http://www.hiliardheintze.com/published-content 0 2016 Hillard Heintze LLC II. OVERVIEW OF OUR APPROACH TO PROJECT SCOPE As a team of seasoned and objective experts, we have developed a systematic approach to our detailed assessments of policing and public safety operations, one that we can apply at the departmental, divisional, functional or special initiative level. Our assessment methodology is based explicitly on our experiences as major city police chiefs and leaders in in a variety of law enforcement -related fields with a focus on implementing and raising the bar on national best practices in community policing, constitutional policing issues and crime reduction. THREE KEY DRIVERS Our approach to the study of workforce staffing in police departments rests on three key elements. �. 1. We carefully examine data. We believe that it is critical to look at information about every service unit. We examine data about citizen -initiated calls for service, department -initiated ^- activities, and administrative activities. We look closely at geographic and temporal allocation, and examine work schedules to test how they affect workforce staffing. 2. We place great emphasis on using performance objectives in staffing. It is a relatively straightforward process to build a workforce staffing model based on calls for service, but most communities want police personnel to do more than simply answer calls for service or investigate crime. Our workforce staffing model will reflect community expectations about the use of discretionary time, so as to permit the agency to meet its goals in proactive patrol and investigative strategies. 3. Finally, our approach includes a great deal of discussion with the people doing the work. While we can learn a lot from looking at data, it is critical to understand the department's -- members and how they view their job. We do this through staff interviews, focus groups and ride-alongs. QUESTIONS WE WILL ASI( AND HELP YOU ANSWER Our study of Tustin Police Department's staffing will examine a number of key questions including: • Are the department's divisions staffed and organized to perform their core mission? —" • Do the agency structures support concepts of unity of command and span of control? • Are lines of authority and responsibility well defined? • Is authority temporally or spatially focused? Do senior managers have sufficient authority and accountability? • What is the mix of sworn and non -sworn positions? Are sworn personnel occupying positions that could be performed more efficiently or effectively by non -sworn personnel? • Are there opportunities to share services with other jurisdictions, or to share services among city departments? • Are shared services fully exploited to enhance efficiency and effectiveness? © 2015 Hillard Heintze LLC 6 POLICE RESOURCE ALLOCATION AND DEPLOYMENT Staffing police operations is a complex and daunting task. Almost every law enforcement executive thinks that their agency could do more if they had additional resources, but in most communities there are real budget limitations in the public safety program, so it is essential that resources be used efficiently and effectively as possible. There are a number of reasons why police agencies struggle under both perceived and real resource shortages. These include the following: • Many police organizations place a strong emphasis on response time, even when the substantial majority of calls do not require rapid response. This emphasis leads to situations in which all or most officers are assigned to calls, and are thus unavailable when more serious calls require response. Moreover, when officers believe that their principal function is to respond quickly to calls for service, they tend to use their unobligated time for waiting service calls rather than seeking out officer -initiated activities. • Police agencies often place too much emphasis on staffing benchmarks. Many communities, for example, use data provided by the FBI that allows them to estimate the number of police officers required based on population. These rates are informative, but can be problematic because there is tremendous variation by region, and because there is very little relationship between the officer/population ratio and agency performance. • Many agencies have developed minimum staffing levels for patrol that define the number of officers that must be on the street at any given time. Minimum staffing levels are becoming much more common. In many cases, the minimum staffing level is not workload - based, but it is based on measures like officer safety or desired levels of police visibility. In some cases the minimum levels are set so high that there are not enough officers in the agency to ensure that the minimum levels are routinely met. As a result, officers are regularly "hired back" on overtime to fill these positions. Ironically, the inability to routinely reach the "minimum" level tends to reinforce the notion that the department is understaffed. • Police staffing (like police budgets) tend to be largely incremental in nature. It is common for departments to evaluate workforce staffing in terms of some previously defined _ benchmark. For example, we often hear members say that the "department is ten officers below authorized strength", or that the "size of the traffic division has not changed in ten years". These statements tend to suggest that the department is understaffed, when, in fact, they may mean very little. KEY STEPS AND PROCESSES Our approach to assessing workforce staffing will involve the following: • Requesting, receiving and reviewing all policing and public safety-related documentation relevant to the approved scope of the project and available to assessors. • Developing an understanding of the TPD's mission, vision and values, as well as its history, organizational model and cultural environment. 0 2015 Hillard Heintze LLC • Based upon our preliminary interviews and review of police department written policies and procedures, conducting in-depth follow-up interviews of key personnel, such as the Police Chief, the Deputy Chiefs, the division commanders, supervisors; as well as, elected officials, the business community and the general public, if appropriate. • Undertaking site-specific inspections of the department's patrol operations, assets and activities, including ride-alongs and conducting interviews of patrol officers. + Gathering all additional information, data, observations and insights from both internal and external sources to gain a truly 360 -degree understanding of the department. • Collaborating in analyzing, discussing and integrating the results of the review process. • Finally, presenting the data and findings back to the Department in a way it is easily understood, operationalized and implemented. POLICE PATROL STAFFING METHODOLOGY - A SIX -STEP APPROACH 1. Examining the distribution of citizen -generated calls for service by hour of day, day of week and month. Calls for service can differ by hour of the day, day of the week and month of the year. Peak call times can also differ by geographic command. Knowing when peak call times occur can help agencies determine when to have their highest levels of staff on duty. 2. Examining the nature of calls. Reviewing the nature of calls can help in better understanding the work that officers are doing. Types of police work required con vary by ' area within a single jurisdiction, and require agencies to staff differing areas accordingly. --- 3. Estimating time consumed on calls for service. Determining how long a call takes, from initial response to final paper work, is key to determining the number of officers needed for a '— shift. 4. Calculation of a shift -relief factor. The shift -relief factor shows the relationship between the maximum number of days that an officer can actually work. Knowing the relief factor is rt' necessary to estimating the number of officers that should be assigned to a shift in order to ensure that the appropriate number is working each day. 5. Establishing performance objectives. This encompasses determining what fraction of an officer's shift should be devoted to citizen -generated calls for service and what portion to other activities. For example, an agency might build a workforce staffing model in which officers spend 50 percent of their shift on citizen -generated calls and 50 percent on discretionary, proactive policing activities. 6. Providing workforce staffing estimates. Staffing needs will, as noted earlier, vary by time of day, day of week, and month of year, among other variables. These numbers may also vary by the type of calls, and the time and officers they require, in each shift. For example, an agency may assign two officers to each unit in its evening shift, affecting the number of officers needed for units to respond to calls. Another agency may use alternative response methods (e.g., sending a unit during some shifts, but requesting citizens file a report in person at a station during others). Q 2015 Hillard Heintze LLC Shift D1 CFS I ADJ CFS Total Time (Hours) Units Req. 50% Ob. x1.63 33% Ob. x1.63 2300-0700 7448 3277 10725 8043 2.75 5.5 9 8.25 14 0700-1500 11446 5036 16482 12362 4.23 8.5 14 12.69 21 1500-2300 12377 5446 17823 13367 4.58 9.2 15 13.74 23 D1 Officers per shift 38 58 Shift D2 CFS ADJ CFS Total Time (Hours) Units Req. 50% Ob. x1.63 33% Ob. x1.63 2300-0700 6486 3113 9599 7199 2.47 4.9 8 7.4 13 0700-1500 11054 5305 16359 12269 4.2 8.4 14 12.6 21 1500-2300 13097 6287 19384 14538 4.98 9.9 17 14.94 25 D2 Officers per shift 39 1 59 '— For each district we have identified the percentage of district calls that were high priority calls. In our model we assume that those calls require a two -officer response. In the first column we have divided the day into three 8 -hour shifts. You will note that the number of calls during each shift in column 2. In the third column, we make the backup unit adjustments (adding the appropriate percentage of tolls). Column 4, which includes the backup unit adjustment, is the basis for our analysis. In Column 5 we estimate the total time consumed on calls (in hours) by shift. This is based on the assumption that calls take 45 minutes (.75 Hours). In the next column, we identify the number of units required to handle these calls if a unit worked every day and 365 days per year. This calculation is based on the total time consumed divided by 2920, the number of hours that an officer would work if they worked an 8 -hour shift every day. INVESTIGATIONS STAFFING METHODOLOGY One of the key challenges that law enforcement agencies face is how to allocate scarce resources. This is particularly true in the case of investigations. Most agencies do not have enough capacity to conduct complete investigations for all of the crimes reported to their agencies. This circumstance is compounded because of three factors: 1. Some incidents are of a nature such that they require follow-up investigation even when there is little chance that the case will ultimately be solved, 2. Some incidents could be relatively easily solved, but the resources required to conduct the investigation are assigned elsewhere, 3. There are incidents that, even with a significant effort, are unlikely to be solved. O 2016 Hillard Heintze LLC 9 k� Our analysis of investigative operations will focus on the following areas: 1. Management and Human Capital • Ove rti me _ • Scheduling • Equipment, Facilities, and Supplies • Policies and Procedures • Case Management • Intra- and Extra -Departmental Partnerships and Relationships • Community and Victim Relationships and Outreach 2. Forensics Issues for Investigators With respect to the use of resources, we examine three issues: 1. How does TPD assign cases for follow-up? 2. How does TPD ensure accountability and performance for investigations and investigators? 3. How does investigations division contribute to implementation of a crime control strategy? Upon completion of our analysis of TPD workforce staffing of police patrol and investigative i, operations, we will also compare the staffing analysis to your current work schedules to evaluate scheduling practices. O 2016 Hillard Heintze LLC 10 III. PROJECT PLAN AND SCHEDULE Our project plan will culminate with a report and presentation on our findings as outlined below. We are confident this project can be completed within 16 weeks of notice to proceed. Stage I - Kick -Off Meeting, Validation, Scoping, and Goal -Setting (Week 1) 1. Conduct a Project Kick -Off meeting with key stakeholders. 2. Develop an understanding of the Department's mission, vision and values as well as TPD's history, organization and cultural environment. 3. Request all available policing, public safety-related documentation and staffing data needed to initiate the analysis relevant to the approved scope of the project. Stage II - Strategic and Comprehensive Assessment Activities and Milestones (Weeks 2 to 15) 1. Undertake site-specific inspections of the TPD's operations, assets and activities, including •— ride-alongs with patrol officers, investigators and interacting with Command Officers. _ 2. Receive and review staffing documentation and data, request any additional data required. 3. Conduct the analysis relevant to the approved scope of the project as previously outlined in "— our methodology for patrol staffing. 4. Conduct interviews of key personnel and stakeholders, such as Executive Board Members; Chief Celano; Members of the TPD Senior Command Staff; representative members of all ranks within the Department; leadership and officials of TPD's collective bargaining associations; and leaders from other local, state and federal law enforcement agencies. S. Review current written policies and procedures manuals to determine whether the policies in their current form align with staffing protocols in places. 6. Conduct a detailed analysis of the current Patrol and Investigations Unit of the TPD, including identifying and recommending additional best practices, policies and procedures implemented around the country by agencies seeking to improve staffing effectiveness. 7. Present a final draft of the preliminary Workforce Staffing Assessment Report, including all key findings, recommendations and high-level proposed strategies and tactics for discussion and review by a panel of key personnel for review, discussion and feedback. 8. Based on input from this meeting, we will conclude by issuing a final independent staffing assessment report that explains the process undertaken, details of our findings, recommendations and outlines a strategic action plan for implementation of the recommendations and monitoring their effectiveness into the future. Stage 111 - Discussion of Preliminary Findings and Development of an Action Plan (Week 16) Finally, Hillard Heintze will schedule a meeting with the Chief, Deputy Chief, Senior Command and others you deem appropriate to present the final independent assessment and its key findings. Q 2016 Hillard Heintze LLC 11 IV. PR❑JECTTEAM QUALIFICATIONS U.S. DOJ COPS Office CRI -TA Program, Baltimore, Maryland - In September 2014, Hillard Heintze was named one of a select few agencies - and the only private sector firm - to provide services through the 2014 COPS Collaborative Reform Initiative for Technical Assistance (CRI -TA) Program to work with law enforcement agencies to institute collaborative reform. Our approach is designed to provide a collaborative process that works with the agency and its government and community stakeholders - both advocates and adversaries - to identify practices that are working to foster community relations and effective constitutional policing, as well as those policies and practices that tend to erode, undermine or be counter to best practices in community policing. Contact: Chief Rodney Hill Office of Professional Responsibility Baltimore Police Department (410) 935-7380 rodney.hill@baItimorepolice.org Contract Data: Contract Number: 2014CRWXK006 Contract Value: $1,125,000 (for all CRI -TA) Dates of Performance: 10/14 - Ongoing Place of Performance: Baltimore, MD Denver Sheriff Department, City and County of Denver, Colorado - Hillard Heintze has just completed a comprehensive eight-month operational and organizational assessment of the Department and is currently serving as special advisor to the City and County of Denver in the monitoring and implementation of proposed recommendations for the DSD, the DSD Internal Affairs Bureau and Denver Detention Center. The report covered 270 recommendations for corrective action over 70 pages of findings. Hillard Heintze has been retained by the City and County of Denver for technical assistance to monitor progress while during implementation. Contact: Contract Data: Stephanie O'Malley Contract Number: SAFTY-201418970-00 Executive Director of Safety Initial Contract Value: $294,000 City and County of Denver Technical Assistance Contract Value: $247,500 (720) 913-6020 Dates of Performance: 11/14 - Ongoing stephanie.omalley@denvergov.org Place of Performance: Denver, CO Schaumburg Police Department, Schaumburg, Illinois - In February 2013, amidst one of the largest corruption and narcotics scandals that has unfolded in the Chicagoland area in decades, the Village of Schaumburg engaged Hillard Heintze to conduct a comprehensive assessment of the .� Schaumburg Police Department - one of the largest suburban police departments in the Midwest and one regarded for decades as a model and regional leader in policing and public safety. This — engagement included monitoring implementation of recommended changes, providing investigative support to complaints against the Department and conducting internal affairs cases. Contact: Contract Data: Paula Hewson Contract Number: n/a Assistant Village Manager Initial Contract Value: $147,201 Village of Schaumburg Technical Assistance Contract Value: $666,800 (847) 923-4715 Dates of Performance: 02/13 - 04/14 phewson@ci.schaumburg.il.us Place of Performance: Schaumburg, IL © 2016 Hillard Heintze LLC 12 H I LLARD NV H E I NTZE° CITY OF TUSTI N, CALIFORNIA Tustin Police Department Workforce Assessment Fee Proposal February 25, 2016 HILLARD `17 HEINTZEm February 25, 2016 Ms. Kristin Miller Police Support Services Manager Tustin Police Department City of Tustin 300 Centennial Way Tustin, California 92780 Dear Ms. Miller: Protecting What Matters Thank you for the opportunity to submit a fee proposal to support the Tustin Police Department by conducting a comprehensive cross -functional police workforce staffing and deployment assessment of the Department in alignment with best practices in police staffing and deployment emerging across the nation. To support your effort, you have the ability to procure our services directly by utilizing the U.S. Government -negotiated General Services Administration (GSA) contracts. Hillard Heintze currently holds GSA Schedule 84 (GS -07F -0345W). This contract supports the ability of a wide range of U.S. federal, state and local organizations to gain access to Hillard Heintze services in specifically defined areas such as the services outlined in this proposal, quickly, easily and at a special pre -established discounted rate. Because of our interest in building a strategic relationship with the City of Tustin, we are willing to discount our GSA rates to $275 per hour. We estimate that it will require a minimum of 456 hours over a 16 -week period to undertake and deliver the services to the City of Tustin, as described in the table on the following page and outlined in our proposal. We are confident in our approach and our understanding of the tasks, and as such, we are willing to commit to a not -to -exceed price of $125,400, with approved reimbursable expenses - for travel, meals and lodging - as incurred, with no markup. This proposal is a firm offer for a 90 -day period. If chosen as your trusted advisor, we will serve the City of Tustin, the Tustin Police Department and your stakeholders with integrity and distinction. Sincerely, HILLARD HEINTZE LLC Arnette F. Heintze Chief Executive Officer y 30 South Wacker Drive, Suite 1400 - Chicago, Illinois 60606 Phone: 312.869.8500 - www.hiIlardheintze.com FEE PROPOSAL Hours I Cost Critical Task and Assessment Components Stage i. Kick -Off Meeting, Validation, Scoping, Interviews and Goal -Setting 144 $39,600 Stage il. Systemic Review of Existing Staffing, Procedures and Practices 184 $50,600 Stage III. Staffing Development, Briefing, Discussion of Report and Findings 104 $28,600 Stage IV. Presentation of Report 24 $6,600 Not -to -Exceed Total 1 456 1 $125,400 Public Meetings If public meetings are deemed necessary by the City during the course of our work, we would suggest hosting them while our team is on site conducting the assessment. Under those circumstances, we would be able to provide meeting services for the City at our hourly rate of $275 for each team member involved, or a unit cost of $1,100 for two people for a two-hour meeting. Public meetings scheduled at any other time would also incur the cost of travel. 0 2016 Hillard Heintze LLC 3 TUSTIN ,1., ,. NUII DING OUR FUTURI IIUNOKINC; OUR PATI ATTACHMENT N0. 2 CITY OF TUSTIN 300 Centennial Way Tustin, California 92780 REQUEST FOR PROPOSALS for Professional Consulting Services forthe Tustin Police Department Workforce Assessment November 2015 PROPOSAL SUBMITTALS: Responses to the Request for Proposal (RFP) are to be submitted to: Kristin Miller Police Support Services Manager Tustin Police Department City of Tustin 300 Centennial Way Tustin, California 92780 no later than 1700 hours on February 26, 2016. 3 copies of the proposal shall be submitted in a sealed envelope and marked: "Proposal for a Workforce Assessment." Proposals received after the specified time will not be accepted and will be returned unopened. Fees shall be provided in a separate sealed envelope. Questions regarding this request will be limited to written form and shall be submitted no later than 7 calendar days prior to the deadline for proposal submission. Verbal inquiries will not be accepted. Questions shall be directed to Kristin Miller at KMiller@tustinca.org. 011010 �. Project Description 2 ii. Schedule of Events 2 Scope of Work 3 IV. Proposal Requirements 4 V. General Requirements 5 VI. Consultant Evaluation & Selection Process 7 vii. Administration Specifications 7 ATTACHMENTS Attachment A - Sample Consultant Services Agreement Attachment B - Business License Ci,ry or TuSTIN TPD Workforce Assessment - RFP February 2016 Page 2 PROJECT DESCRIPTION The Tustin Police Department is seeking bids for a workforce assessment. Our goal is to ensure the personnel strength of the organization is consistent with the workload. It is the intention of the assessment to contain the 2015 calendar year. Completion of analysis, including written evaluation and recommendations should be received by the Tustin Police Department by July 1, 2016. This date may be subject to modification if necessary. 11. SCHEDULE OF EVENTS February 8, 2016 Issuance of Request for Proposals February 19, 2016 Deadline for written questions February 26, 2016 Proposals due at Tustin City Hall by 1700 Hours March 2, 2016 Anticipated proposal reviews (est. date) March 22, 2016 City Council Approval of Consultant Contract (if necessary; est. date) March 29, 2016 Issuance of notice -to -proceed (est. date) 111111. SCOPE OF WORK Although the City is attempting to identify the limits and services required, this should not unnecessarily limit the consultant in the development of a scope it believes is necessary to meet the City's goals and objectives. There are 95 total sworn full-time positions, 51 total civilian full-time positions and 11 part-time positions of various responsibilities. Each unit and position is to be assessed for effectiveness. Our expectation of the assessment is to properly evaluate staffing of each unit and the allocation of resources for each unit. The nature or number of tasks and their complexity, location and time required for completion are some of the factors expected to be assessed. The Tustin Police Department is divided into two operational components - Community Policing and Administrative services. The Community Policing Bureau is comprised of two Patrol Divisions, North Area Command and South Area Command including the Traffic Unit and the Special Enforcement Detail and the Special Operations Division including General Investigations, Gang Unit and Special Investigations Unit. The Administrative Services Bureau is comprised of the Professional Standards Division, including Personnel and Training, Community Relations, Emergency Management and Administrative Investigations, the Field Support Division, including Communications and Police Services Officers and the Operations Support Division including Records and Property and Evidence. Each employee to be used by contractor on city property or facilities may not work until the mandated documentation for eligibility to work has been received by the city and approved before the contractor's employee starts work. This includes Department of Justice (DOJ) fingerprinting and clearance. The cost associated with the fingerprinting, background checks, and DOJ clearance will be paid for by the City of Tustin. All Contractors' employees shall Crry or TuSTIN TPD Workforce Assessment - RFP February 2016 Page 3 complete the required forms and submit them to the City; cost associated with this process will be included in Contractor's bid. IV. PROPOSAL REQUIREMENTS Although the City requires no specific format, this section is intended to provide guidelines to the consultant regarding features that the City will look for and expect to be included in the proposal. 1. Content& Format The City requests that proposals submitted be organized and presented in a neat and logical format and are relevant to these services. Consultant's proposals shall be clear, accurate, and comprehensive. Excessive or irrelevant material will not be favorably received. Proposals shall contain no more than 10 typed pages using a 10 point minimum font size, including transmittal/offer letter and resumes of key people, but excluding Index/Table of Contents, tables, charts, and graphic exhibits. The purpose of these restrictions is to minimize the costs of proposal preparation and to ensure that the response to the RFP is fully relevant to the project. The proposal should include the following: • Transmittal/offer letter. • Page numbering. • Index/Table of Contents. • Approach. • Team Organization including an organization diagram and time commitment of key staff. • Statement of Qualifications including descriptions of similar projects by key staff to be assigned during the term of the contract. • Brief resumes of key staff. • Schedule of Hourly Rates and fees in a separate sealed envelope. 2. Approach A description of the firm's approach and work program to meet the city's objectives shall be included. It should explain the technical approach, methodology, and specific tasks and activities that will be performed to address the specific issues and work items. 3. Team Organization The purpose of this section is to describe the organization of the project team including subconsultants and key staff. A project manager and an alternate-proiect Ci,ry or TuSTIN TPD Workforce Assessment - RFP February 2016 Page 4 manager shall be named who shall be the prime contact and be responsible for coordinating all activities with the City. An organization diagram shall be submitted showing all key team members and illustrating the relationship between the City, the project manager, key staff, and subconsultants. There also should be a brief description of the role and responsibilities of all key staff and subconsultants identified in the team organization. 4. Statement of Qualifications The information provided in this section should describe the qualifications of the firm and key staff in performing projects within the past five years that are similar in scope and size to demonstrate competence to perform these services. The projects listed should be those the key staff named for this project were responsible for performing. Information shall include: • Names of key staff that participated on named projects and their specific responsibilities. • The client's name, contact person, addresses, and telephone numbers. • A brief description of type and extent of services provided. • Completion dates (estimated, if not yet completed). • Total costs of the projects. There should be included in the section brief resumes of key personnel who will provide these services demonstrating their qualifications and experience. Resumes should highlight education, relevant experience, licenses, and specific responsibilities for services described. 5. Fee Proposal Compensation for services provided shall be based upon the consultant's detailed fee proposal to furnish the services detailed in their proposal. A Fee Proposal shall be submitted in a separate, sealed envelope and marked as "Fee Proposal" along with the name of the project. A work program together with a breakdown of labor hours by employee billing classification together with the cost of non -labor and subconsultant services shall be included with the fee proposal. The labor breakdown shall be compiled based upon a listing of work tasks that correlates with the consultant's defined scope of work for the project proposal. This information will be used by the City staff to evaluate the reasonableness of the fee proposal and may be used in negotiating the final fee amounts for the contract agreement. The fee proposal of the three top ranked consultants will be opened at the conclusion of the consultant evaluation and selection process. Fees will not be used Ci,ry or TuSTIN TPD Workforce Assessment - RFP February 2016 Page 5 to determine the ranking of the consultants. The Fee Proposals of those consultants not ranked in the top three will be returned to them unopened upon award of contract to the selected consultant. The City will negotiate the final fee with the top ranked consultant. Reimbursable expenses shall not be allowed unless negotiated prior to a contract. Price escalations during the contract term are disfavored and will not be allowed unless negotiated prior to execution of contract. Although no public meetings are anticipated, the fee proposal shall include a unit cost for a public meeting in the event a meeting will be required. The consultant shall prepare progress billings, reflective of the project schedule and the scope of work completed, by line item and description. 6. Statement of Offer & Signature The Proposal shall contain a statement that the proposals are a firm offer for a 90 - day period and signed by an individual authorized to act on behalf of the firm. V. GENERAL REQUIREMENTS i. Insurance Requirements The consultant shall furnish with the proposal proof of the following minimum insurance coverage. These minimum levels of coverage are required to be maintained for the duration of the project: A. General Liability and Automobile Liability Coverage - $1,000,000 per occurrence for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 13. Worker's Compensation Coverage - State statutory limits. Deductibles, Self -Insurance Retentions, or Similar Forms of Coverage Limitations or Modifications, must be declared to and approved by the City of Tustin. The consultant is encouraged to contact its insurance carriers during the proposal stage to ensure that the insurance requirements can be met if selected for negotiation of a contract agreement. The City shall be named as Additional Insured and no policy may be modified or cancelled prior to thirty (30) days written notice. Crry or TvSTIN TPD Workforce Assessment - RFP Certificates of Insurance and Insurer endorsements evidencing the required Insurance shall be provided. 2. Standard Form of Agreement The consultant will enter into an agreement with the City based upon the contents of the RFP and the consultant's proposal. The City's standard form of agreement is included as Attachment A. The consultant shall carefully review the agreement, and include with the proposal a description of any exceptions requested to the standard contract. If there are no exceptions, a statement to that effect shall be included In the proposal. 3. Disclaimer This RFP does not commit the City to award a contract, or to pay any costs incurred in the preparation of the proposal. The City reserves the right to extend the due date for the proposal, to accept or reject any or all proposals received as a result of this request, to negotiate with any qualified consultant, or to cancel this RFP in part or in its entirety. The City may require the selected consultant to participate in negotiations and to submit such technical, fee, or other revisions of their proposals as may result from negotiations. 4. Assigned Representatives The City will assign a responsible representative to administer the contract, and to assist the consultant in obtaining information. The consultant also shall assign a responsible representative (project manager) and an alternate, who shall be identified in the proposal. The consultant's representative will remain in responsible charge of the consultant's duties from the notice -to -proceed through project completion. If the consultant's primary representative should be unable to continue with the project, then the alternate representative identified in the proposal shall become the project manager. The City's representative shall first approve any substitution of representatives or subconsultants; identified in the proposal in writing. The City reserves the right to review and a pprove/clisa p prove all key staff and subconsultant substitution or removal, and may consider such changes not approved to be a breach of contract. 5. City Business License A city business license will be required of the consultant and any subconsultants for services under this agreement. V1. CONSULTANT EVALUATION &SELECTION PROCESS CITY or TuSTIN TPD Workforce Assessment - RFP February 2016 Page 7 The City's consultant evaluation and selection process is based upon Qualifications Based Selection (QBS) for professional services. The following criteria will be used in evaluating the proposals using a point value system (100 points) based upon the weighting indicated below: 1. Approach and work plan to achieve specified city objectives. (25 points) 2. Qualifications and experience of the project manager and other key individuals. (40 points) 3. Results of reference checks. (15 points) Reference checks will only be conducted for a short list of firms or the top rated firm. 4. Clarity of proposal. (10 points) 5. Compliance with proposal requirements including the 10 page limitation. (10 points) The City may elect to interview a short list of qualified firms or to interview only the top rated firm based upon the proposals submitted for the project. The City staff will negotiate a contract with the best qualified firm for the desired consulting services. Should the City staff be unable to negotiate a satisfactory contract with the firm considered to be the most qualified, negotiations with that firm shall be formally terminated. Negotiations will then be undertaken with the next most qualified firm. Failing accord with the second most qualified firm, the City staff will terminate negotiations and continue the negotiation process with the next most qualified firms in order of their evaluation ranking until an agreement is reached and a firm is selected and an agreement is executed. Additional information related to the consultant selection process will be made available in the future once the City has executed this contract. Please refrain from making any verbal inquires or requests for a formal debriefing related to the subject RFP until the City of Tustin completes the ongoing contract process. VII. ADMINISTRATION SPECIFICATIONS A. The City of Tustin's Rights to Proposals All proposals, upon submission to the City of Tustin shall become its property for use as deemed appropriate. By submitting a proposal, the offer covenants not to make any claim for or have any right to damages because of any misinterpretation or misunderstanding of the specification, or because of any misinformation or lack of information. The City of Tustin has the following prerogatives with regard to proposals submitted: - to accept or reject any or all proposals; - to correct any arithmetic errors in any or all proposals submitted; - to utilize any or all the ideas from proposals submitted; - to change the proposal's due date upon appropriate notification; - to adopt any or all of an offeror's proposal; and Ci,ry or TuSTIN TPD Workforce Assessment - RFP to negotiate modifications to the scope and fee with selected offeror prior to contract award ATTACHMENTS Attachment A --- Sample Consultant Services Agreement Attachment B --- Business License