HomeMy WebLinkAbout09 POLICE DEPARTMENT WORKFORCE ASSESSMENTAgenda Item 9
Reviewed:
AGENDA REPORT City Manager
Finance Director
MEETING DATE: JULY 5, 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 $75,000.00 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 $75,000.00. The remaining
cost of the contract will be paid utilizing state grant funds (BCSS).
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 Workforce Assessment
July 5, 2016
Page 2
BACKGROUND AND DISCUSSION:
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 specifically requesting proposals 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. A workflow study follows information generated and the processes in place
to complete a work product. For example a workflow looks at when a call comes in, the
report generated, how many times the report is "processed", which software systems
are utilized, which systems "talk" to each other, and how the report ultimately ends up
submitted to court. A workflow study was conducted in 2009. The workforce
assessment evaluates people, the amount of work coming in, and time taken to
complete the work.
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
Police Department Workforce Assessment
July 5, 2016
Page 3
examined, community expectations analyzed, and extensive discussions with those
completing the work.
Hillard Heintze was chosen for the expertise in workforce assessments. With past
projects including police departments in Illinois, Colorado, and Washington, Hillard
Heintze is experienced in law enforcement specific workforce assessments. Review of
their published reports show comprehensive assessments with realistic
recommendations.
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 July with a report in hand sometime in October.
CHARLES F. CELANO, JR.
Chief of Police
KRISTIN MILLER
Operations Support Division Manager
Attachment No. 1: City of Tustin Request for Proposal, November 2015
Attachment No. 2 Hillard Heintze Technical & Fee Proposals, February 25, 2016
Attachment No. 3: Hillard Heintze Fee Proposal, April 21, 2016
TuSTIN
..I.,
81111 DING OUR FUTURI
110NORIN(, OUR PAST
ATTACHMENT NO. 1
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.
INDEX
1. Project Description 2
u. Schedule of Events 2
Ill. Scope of Work 3
IV. Proposal Requirements 4
V. General Requirements 5
V1. Consultant Evaluation & Selection Process 7
Vu. 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.
II. 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)
tlt. 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
Cn,y 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.
I. 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 alternategroiect
CITY of Tt'STIN
TPD Workforce Assessment - RFP
- na er 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 Qualificatlons
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
Crry or Tt'STIN
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. Genera% L%aibft and Automobile Llab%%% , 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.
B. 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 canceiied rnor to thI - (30) days written notice.
CITY of TuSTIN
TPD Workforce Assessment - RFP
Certificates of insurance and insurer endorsements evidencing the required
Insurance shall be provided.
i. 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 approve/disapprove 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.
VI. CONSULTANT EVALUATION & SELECTION PROCESS
CI'T'Y or Tr'STIN
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 T ustin'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
CITY or TvSTIN
TPD Workforce Assessment - RFP
February 2016
Page 8
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
ATTACHMENT NO. 2
H I LLARD v H E I NTZEm
CITY OF TUSTIN, CALIFORNIA
Tustin Police Department Workforce Assessment
Technical Proposal
February 25, 2016
HILLARD If HEINTZE'
February 25, 2016
Ms. Kristin Miller
.s 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
f -7f
Arnette Heintze
Chief Executive Officer
30 South Wacker Drive, Suite 1400 - Chicago, Illinois 60606
Phone: 312.869.8500 . www.hillardheintze.com
TABLE OF CONTENTS
I. INTRODUCING OUR TEAM ..... ............»»».....»...........»......»»......»»»»..»..»». 4
II. OVERVIEW OF OUR APPROACH TO PROJECT SCOPE.....................................................».................. S
Three Key Drivers............».»....»».......»......»..»..»...»..» ..... »........................»..»...»..»...»......».»......»»»».....6
QuestionsWe Will Ask and Help You Answer............................................................................»...........6
PoliceResource Allocation and Deployment ......... ».....................»............».»......................».».............7
KeySteps and Processes ...... »...... »........ ».... ».... »....... .....»»..»... »....... ..»..»...»... ...... . .............»....».....»»...7
Police Patrol Staffing Methodology - A Six -Step Approach.................................................................8
InvestigationsStaffing Methodology.........................................................................................................9
III. PROJECT PLAN AND SCHEDULE .............. ............ ..»...... »....... »...... »...................... ».................... »..»......11
IV. PROJECT TEAM QUALIFICATIONS ......... .».»..»....................... ».................................... »........................... 12
O 2016 Hillard Heintze LLC
3
1. 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
As Hillard Heintze's co-founder and CEO, Arnette Heintze has transformed a
-- r 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
specialized needs of the law enforcement, homeland security and justice
--
Lexpertise
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,
and capabilities with the evolving needs of clients. Bouche dedicated 23
A 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 Siochana, 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.
0 2016 Hillard Heintze LLC
David Parilla, Jr., Senior Researcher, Law Enforcement Advisory Practice
David Parilla, 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.
Parilla 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 Son 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 & 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.hillordheintze.com/published-content
0 2016 Hillard Heintze LLC
if. 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 ASK 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?
0 2015 Hillard Heintze LLC
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 fad,
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.
® 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 can 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
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.
S. 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).
0 2015 Hillard Heintze LLC
Police District
Shift 131 CFS 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 I 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
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
calls). 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.
C 2016 Hillard Heintze LLC
Our analysis of investigative operations will focus on the following areas:
1. Management and Human Capital
• Overtime
• 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
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.
5. 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 III - 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.
® 2016 Hillard Heintze LLC
11
IV. PROJECT TEAM 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@baltimorepolice.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
a -- engagement included monitoring implementation of recommended changes, providing
investigative support to complaints against the Department and conducting internal affairs cases.
Contact:
Paula Hewson
Assistant Village Manager
Village of Schaumburg
(847) 923-4715
phewson@ci.schoumburg.il.us
® 2016 Hillard Heintze LLC
Contract Data:
Contract Number: n/a
Initial Contract Value: $147,201
Technical Assistance Contract Value: $666,800
Dates of Performance: 02/13 - 04/14
Place of Performance: Schaumburg, IL
12
L
HILLARD If HEINTZE'
CITY OF TUSTIN, CALIFORNIA
Tustin Police Department Workforce Assessment
Fee Proposal
Februery 25, 2016
HILLARD v HEINTZE'
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
30 South Wacker Drive, Suite 1400 - Chicago, Illinois 60606
Phone: 312.869.8500 - www.hillordheintze.com
FEE PROPOSAL
Critical Task and Assessment Components
Hours
Cost
Stage I. Kick -Off Meeting, Validation, Scoping, Interviews and Goal -Setting i
144
$39,600
Stage II. 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
456
$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
ATTACHMENT NO. 3
HILLARD `'17 HEINTZE"
CITY OF TUSTIN, CALIFORNIA
Tustin Police Department Workforce Assessment
FEE PROPOSAL
April 21, 2016
HILLARD'HEINTZE
April 21, 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 363 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 $99,825, 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
30 South Wacker D= vo, Su to 1400 • Chicago, 311,no„ 60606
Phoge, 312 M9.8S00 - www. hillordheintze,cam
FEE PROPOSAL
Hours I Cost
Critical Task and Assessment Components
Stage I. Kick -Off Meeting, Validation, Scoping, Interviews and Goal -Setting 115 $31,625
Stage II. Systemic Review of Existing Staffing, Procedures and Proctices 144 $39,600
Stage III. Staffing Development, Briefing, Discussion of Report and Findings 80 $22,000
Stage IV. Presentation of Report 24 $6,600
Not -to -Exceed Total 363 $99,825
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.
Expenses
Consistent with standard consulting industry practice, Hillard Heintze bills pre -approved
reimbursable expenses - for travel, meals and lodging - as incurred, with no markup. For purposes
of this engagement, Hillard Heintze will accept and bill the per diem allowance for lodging, meals
and incidental expenses set forth by the General Services Administration (GSA) guidelines.
0 2016 Hillard Heintze LLC