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Home My WebLink AboutRESPONSE - RFP - P1057 ANALYSIS OF POLICE CAPACITY AND DEPLOYMENT OPTIONSAdministrative Services Purchasing Division 215 North Mason Street • 2nd Floor • P.O. Box 580 • Fort Collins, CO 80522-0580 • (970) 221-6775 • FAX (970) 221-6707 Work generated by the community through its requests for service usually is manifested through telephone calls for service and through crimes that the public reports to the police. These demands are addressed through call taking and dispatch operations, patrol officer response, gathering of and reporting on evidence that indicates a crime was committed, and follow-up investigations by detectives. Our approach to measuring this workload will involve looking at both the current and recent - past calls for service demand, the amount of time that is required to respond to service requests, the number of crimes that are reported and the level of investigative effort required for thorough investigations. We will take into account as we examine the work currently being performed the implicit, or explicit policy choices that have been in place, such as; response time goals; the amount of patrol officer time that is to be consumed on calls for service compared to other patrol objectives such as, self -initiated activity, citizen interaction and community policing, and administrative time; and the level of effort to be expended on reported crimes based on solvability factors, and criteria in place to determine when a case no longer merits intensive investigative effort. The second major police work category, which is more indirect and is created by police initiatives in response to community conditions, is more discretionary. For example, the department's mission statement states that Fort Collins Police Services exists "to enhance the quality of life in our community by providing quality, cost-effective service in the areas of law enforcement, public safety, and community well-being." PERF will determine what specific activities the department devotes to quality of life enhancement and what "quality, cost-effective services" FCPS delivers to promote "community well-being" that are outside law enforcement and public safety. The level of effort in such areas usually depends more on choices made by an agency's managers than through measurable public demand. Additionally, the resources allocated to such areas as traffic enforcement and anti -vice and drug enforcement depend more on management choices than on citizen service requests. We recognize that citizen actions do have an impact on the work devoted to such areas. Citizens may request educational programs. Complaints may be received about gang and drug activities. Neighborhood speeding and traffic crashes may reach a level that the public finds unacceptable. However, the resources that a police department devotes to such actions is based much more on management discretion than are the resources devoted to call for service response and criminal investigation. After we have determined the amount of work that needs to be performed in these "core" work areas, we will examine the work that needs to be performed to support front-line operations. Levels of staffing needed in Administration, Dispatch, Records, Lab -Evidence and other specialized units such as professional standards, training and evidence and property depend predominantly on the number of people allocated to direct service areas and the nature and amount of the work they perform. Other functions that will be assessed include discretionary operations such as public information, school resource officers and victim assistance. PERF's Response to RFP Number P1057 9 We will accomplish these tasks through a combination of interviews with departmental employees, coupled with extracting and manipulating information from the various departmental sources. Our focus will be on descriptions, both quantitative and qualitative, of the work measures each unit currently maintains and on the methods used to allocate personnel to accomplish the work performed. The starting point will be an examination of patrol and investigations. Determining the staffing in these two operations is critical because the efforts of most other parts of the department depend to a large extent on the number and function of the staff in direct operations. For each of the support operations we will establish the work that is performed, the work that needs to be performed, and the number of employees — sworn and civilian — by rank, best suited to perform the work. Below are samples of some of the approaches we will use. Based on the review, we will determine if the current match between workload and staff is ideal, and will offer recommendations as needed. 2.1. Determine Patrol Staffing. • We will examine the department's current workload data, to determine actual patrol activity and to identify workload trends. To the extent permitted by the available data, we will determine the amount of time required to handle the current workload, with a focus on identifying committed time (time devoted to handling calls for service, self -initiated activities and other uses) and uncommitted time. • Our efforts in this area will begin with an examination of o Community demographics, population trends, socioeconomic characteristics, legal requirements, land use patterns, residential, commercial and industrial growth and other factors which influence police service demands; o The consequent changes in the type, frequency, distribution and relative seriousness of routine and emergency service demands; o Community preferences for relationships and interactions between the FCPD and the community as established through current practice; o Calls for service —received and dispatched (geographically, and by time - of -day and day -of -week); o Response times; o Crime and traffic (current and projected trends); o Self -initiated or proactive work; o Administrative responsibilities; o Community policing; o Problem -solving; o Matters unrelated to crime (quality of life issues); o Unique features that may generate police workload (in Fort Collins this will include work load resulting from `party enforcement' and the needs of the Old Town Business District policing effort; o Resources attainable from other law enforcement agencies such as the Colorado PERF's Response to RFP Number P1057 10 State University Police Department; and Assistance attainable from mutual aid, memoranda of understanding with other departments, or joint operations. • PERF will use the three years of FCPD workload data to examine trends in workload, annual averages, and a three year average. The fields needed include the following: (The best format is an ASCII delimited file — although we work with Abf files, Excel files, and Access files — with one record for each unit on each dispatch event with the following information in each record) o Event/Incident number o Date of the Event/Incident o Day of the Week o Nature/Type of Incident (shooting, homicide, suspicious person, traffic stop, etc.) This may be a set of codes. o Police Beat, Zone, Sector, etc. of the event/incident (this may be several fields) o Address of the incident o Unit Number o Whether the unit is staffed by 1 or 2 officers (but counting the unit as a one officer unit if the second officer is in field training status) o Received Time (the best format is two separate fields — received HH (hour) and received MM minutes. Seconds are not needed. o Dispatched Time (again best format is dispatched HH and dispatched MM) o Arrived Time (arrived HH and arrived MM) o Cleared Time (cleared HH and cleared MM) o Event/Incident Disposition o Priority o Source (citizen call for service, officer initiated, administrative task, etc.) In addition, PERF will request Patrol Roster Information. The ideal information will be the average number of officers that are assigned to work in a patrol response capacity by shift and by day for each of the three years and the average number of officers that actually "show -up" to work in a patrol response capacity. This show -up rate will allow a determination of the absences that can be expected due to vacation, illness, training and other time lost to patrol response. This analysis will allow PERF to meet the RFP requirements: to assess frequency data regarding the FCPD's workload over the last three years, to assess the distribution of the workload by Police District; day of the week; and the time of day; and to provide an estimate of the total patrol staff requirements for FCPD under its current District and shift configurations, categorized by administrative, reactive, self - initiated, and uncommitted patrol time. The estimate will also include requirements for field supervision of patrol staff. PERF's Response to RFP Number P1057 11 2.2. Determine Investigations Staffing • We will assess the police department's investigative capacity through an analysis of caseload and crime rates. The division of labor between the patrol and investigative functions will be examined to determine the extent to which the department's investigators are being used to maximize their effectiveness. Additionally, case management issues, especially those related to major cases, will be identified and examined. • We will examine investigative policies, including case -screening approaches; types of cases "worked" by case type; and other policies that have an impact on how time is allocated and the workload of investigative personnel. This review will include: o Documenting current caseloads and case status by case type; o Assessing the extent to which cases with "leads" can be worked with a relatively high likelihood of solvability given existing investigative staffing commitments and case management approaches; o Establishing by case type the time required by contact only cases, less complex investigations, typical investigations and more complex investigations; o Calculating other time not devoted to case investigation including court time (not all cases result in court appearances), obtaining/serving warrants, collateral duties, and administrative time not related to specific case investigations; o Determining the elapsed time between initial crime reports, assignment of a case to an investigator and actual working of that case by an investigator; and o Determining the average number of investigators assigned and the "show -up" rate. After we have determined the workload for investigations and investigative staffing we will project the need for investigations support staffing. Consideration will be given to the use of civilian investigative aides and the level of technological support that is currently available. 2.3. Determine Staffing for Other Units • Samples of PERF's approach to assessing staffing levels for units other than patrol and investigations are show below. • Traffic o Determine measures of traffic workload including collisions and citizen complaints about traffic. o Examine policies and practices regarding enforcement priorities and their relationship to collision reduction. o Examine traffic enforcement and accident investigation staffing, scheduling and allocation of personnel. • Administration o The workload and staffing for this function will depend on our analysis of PERF's Response to RFP Number P1057 12 other support and of direct operations staffing. Our recommendations might include organizational restructuring to enhance efficiency and mission accomplishment. Dispatch o Examine the communications function to determine the workload related to call answering, call transfer to other departments/agencies and to dispatchers. Assess levels of dispatch traffic between Communications and the field, the impact of technology (mobile data computers and automatic vehicle locations systems) and requests by officers for information look -ups. o Examine the role of Communications and any resulting workload from telephone reporting, data entry, and training/certification requirements. • Records o Review the workload of the records function, to include workload related to report flow, security, data entry, records maintenance (retention and destruction), and records retrieval, both public and internal. Assess the level of technological support and field reporting. • Lab -Evidence o An assessment will be made of the volume and types of laboratory services including crime scene processing, evidence collection, storage and analysis, and arrestee and suspect identification procedures. Other Specialized Functions o Assess the nature of each other specialty function performed within the department. Evaluate the need for each organizational component by determining what is actually being done and how that compares to legal mandates, organizational needs, and community expectations and how each contributes to effective policing initiatives. As a result of the tasks performed for Deliverable #2, PERF will provide estimates of the total staff requirement for the Fort Collins Police Department under current conditions. RFP DELIVERABLE #3 Using the chosen staffing methodology, the performance expectations developed through Deliverable # 1 and the workload analysis that is specified in Deliverable # 2 to develop an optimal distribution of Police patrol personnel by District, workday, and shift This deliverable should indicate the number of Police patrol personnel necessary to implement the optimal distribution according to administrative, reactive, self -initiated, and uncommitted patrol The distribution should also include requirements for field supervision of patrol staff PERF's Response to RFP Number P1057 13 The conclusions will need to take into consideration FCPD's performance expectations and operational objectives This analysis must identify any limitations that existing collective bargaining agreements place on the implementation of the optimal allocation 3. Tasks to achieve the third deliverable include the following: 3.1. Having completed our review of workload PERF will make recommendations for how the organization should be optimally staffed. Recommendations will include how its personnel should be allocated for optimum effectiveness and efficiency. These recommendations will be designed so the department and city can replicate staffing formulae based on workload and policy decisions to estimate the impact that FCPD staffing and deployment alternatives have on level of service to the community. This analysis will take into account any information the City may provide regarding the potential reconfiguration of Police Districts. We will also highlight any areas where vital work is not being performed at optimal levels because of current staffing shortages, and work that is being performed that may not fit the department's current mission. We may also discover areas where the police department might not be the most appropriate organization to perform certain work as well as areas where new work initiatives by the police in Fort Collins may be needed to better meet citizen expectations. 3.2. PERF staff will make recommendations for an optimum orizanizational structure for the police department using both currently accepted standards of police organizational theory and best practice as well as the unique policing needs of Fort Collins. This will include recommendations covering: o Evaluating the department's current rank structure. The analysis will include assessing the current number of managers and supervisors allocated for every level and function, and the authority provided at each level of the chain of command for accomplishing assigned work. o Documenting the delineation of command and supervisory responsibilities and the contact each manager has with subordinates. o Determining the availability and deployment of command and supervisory personnel by time of day and day of week. o Determining whether the organizational structure complies with professionally accepted practices, such as: unity of command; span of control; and the logical grouping of activities, functions and organizational components. o Providing recommendations for enhancements that may be justified in the future, in the event of additional staffing and/or modification of the organization structure. 3.3. PERF will consider the optimum mix of sworn and civilian positions. We will consider legal requirements, available potential candidates, training requirements and aspects of PERF's Response to RFP Number P1057 14 career development. Line, supervisory, management and executive level personnel will all be considered in this regard. 4. PERF will deliver a first draft of the optimal distribution to the FCPD management for its review within 45 days or less of the City's notification to proceed with the project. 5. PERF will develop a final draft of an optimal allocation within forty-five days of the City's transmittal of its comments and questions regarding the first draft. This written report will include complete documentation of findings and recommendations pertaining to all Deliverables. 6. PERF will attend all required meetings and make presentations as specified in the RFP. PERF's Response to RFP Number P 1057 15 QUALIFICATIONS AND EXPERIENCE Founded in 1977, the Police Executive Research Forum (PERF) is both a premier police research organization and a provider of high quality management services, technical assistance, and training to support law enforcement and the criminal justice system. As a private, non profit 510 (c) (3) organization, PERF was formed to improve the delivery of police services and the effectiveness of crime control through: 1. The exercise of strong national leadership; 2. Public debate of police and criminal justice issues; 3. Research and policy development; and 4. The provision of vital management and leadership services to police agencies. PERF projects have covered a wide range of police and criminal justice topics. Our experience has not only demonstrated PERF's competence in successfully conducting in-depth research and analytical studies but also has attested to PERF's capability to report meaningful findings to the police community. The Police Executive Research Forum is one of four agencies responsible for the development of the national accreditation program for law enforcement agencies. Because of this effort, hundreds of law enforcement agencies have reached accredited status and hundreds more are currently pursuing accreditation by the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). PERF developed many of the benchmarks against which agencies are measured in order to become accredited. PERF's founding principles include promoting the improvement of police service by upgrading and continuing to professionalize police executive management; fostering research and growth of knowledge of police science and administration; and supporting the continuing development and implementation of standards to improve police performance. PERF has an extensive history of measuring all aspects of police agency performance, striving to find the best policing practices and then disseminating that knowledge to police agencies in the United States and around the world. PERF is often a developer and compiler of police best practices. Many of the benchmarks that are established for police operations are the result of work performed by PERF. In addition, through its extensive management studies/performance appraisal experience, PERF is aware of the innovative and productive operations in a wide array of police departments. PERF uniquely offers management services that are interrelated with the best research knowledge about policing. As our research discovers, confirms, and documents the best policing practices, our management services staff integrates them in our organizational reviews. Conversely, as we discover field issues and practices that concern police agencies and their citizens, this information helps to shape PERF's research agenda. PERF's Response to RFP Number P1057 16 PERF's Management Services Division offers a full range of management services to member and non-member police organizations of all sizes, including: • Comprehensive management surveys, performance audits, and organizational studies; • Resource allocation studies, workload assessments, and beat planning; • Human resource management reviews; • Productivity analysis and improvement recommendations; • On -site assistance in implementing recommendations; • Education and training development, delivery, and review; • Technology and automation needs assessments, RFP development, and assistance with vendor selection; • Organizational climate review and organizational development planning; • Core process identification and process mapping; and • Strategic planning assistance. PERF has provided technical assistance in specialized areas such as records and information processing, budget, communications, crime prevention, management of criminal investigations, and police handling of special populations. Our management services staff has conducted scores of comprehensive management studies of law enforcement agencies across the United States. Through this work and PERF's close relationship with all levels of police practitioners, PERF enjoys an excellent reputation for being in touch with contemporary law enforcement leadership styles, effective organizational structures, operations and tactics - and how they relate to individual agency missions, professional values, and the expectations of the public. Over just the last 12 years, PERF has worked with the following agencies on projects focusing on police management issues and how to address those issues to improve organizational effectiveness and efficiency. These studies have covered both in-depth analysis of key elements of police operations as well as complete organizational reviews. Comprehensive Management Studies - Including Resource Allocation Lakewood, CO Police Department Oakland, CA Police Department San Jose, CA Police Department Medford, OR Police Department Riverton, WY Police Department Lake Park, FL Police Department University Circle, OH Police Department Grass Valley, CA Police Department Killeen, TX Police Department West Palm Beach, FL Police Dept. North Carolina State Univ. Police Dept. Raleigh, NC Police Department Shelby County, TN Sheriff's Office Clinton, CT Police Department Wilmington, NC Police Department Ashland, OR Police Department Savannah Chatham GA Metropolitan Police Department Management Planning and Information S stems Stamford, CT Police Department Kansas City, MO Police Department Information System Studies Greenbelt, MD Police Department Temple, TX Police Department PERF's Response to RFP Number P 1057 17 Annapolis, MD Police Department Milwaukee, WI Police Department Bell County, TX Police Departments and Sheriff's Office Technology Implementation Evaluation Pasadena, CA Police Department Arlington, TX Police Department Lowell, MA Police Department Police Overtime Utilization U.S. Attorney, DC Resource Allocation Studies Kiawah Island, SC Corvallis, OR Police Department Wright County, MN Sheriff s Office Prince George's County, MD Sheriff Office Overland Park, KS Police Department The Federal Protective Service, DC Maryland Transportation Police Department New Castle County, DE Police Department Tuscaloosa County, AL Sheriffs Office Yarmouth, MA Police Department University Circle, OH Police Department St. Louis Metropolitan Police Department Training Review The Law Enforcement Management Institute of Texas The Minnesota State Patrol Massachusetts Criminal Justice Training Council (Basic Curriculum Development) The New Jersey State Police Strategic Planning Assistance University of Illinois at Chicago Police Department Denver, CO Police Department Charlotte/Mecklenburg, NC Police Department Washington, DC Metropolitan Police Department Disciplinary System and Internal Affairs Reviews Indianapolis, IN Police Department I St. Petersbur , FL Police Department Metropolitan Nashville Police Department I Eugene, OR Police Department Organizational Climate and Strategic Planning Assistance Tacoma, WA Police Department Eugene, OR Police Department Leadership Training and Development Nassau County, NY Police Department Lakewood, CO Police Department Broward County, FL Sheriff s Office DNA Evidence Utilization National Commission on the Future of DNA Evidence Process Studies of Investigations Arlington, TX Police Department Lakewood, CO Police Department Naperville, IL Police Department West Palm Beach, FL Police Department Chicago, IL Police Department Phoenix, AZ Police Department Thames Valley, United Kingdom Police Force Charlotte -Mecklenburg, NC Police Department Nashville, TN Police Department Alternative Police Service Contract Assessments Destin, FL, City Council Police Service Alternative Rockville, MD Police Department PERF's Response to RFP Number P1057 18 RESPONSE TO REQUEST FOR PROPOSALS FOR ANALYSIS OF CAPACITY AND DEPLOYMENT OPTIONS FOR THE FORT COLLINS POLICE DEPARTMENT, RFP NUMBER P1057 March 19, 2007 P-OUCI EXE(IMYE RESEAR(li FORUM THE POLICE EXECUTIVE RESEARCH FORUM 1120 CONNECTICUT AVENUE NW SUITE 930 WASHINGTON DC 20036 202-466-7820 FAX: 202-466-7826 Management Services Sta Dr. Craig Fraser directs PERF's Management Studies group and will direct this project. He returned to PERF in June 2005 after having been Director of the Public Safety practice area for MAXIMUS, Inc for 2 '/Z years. He has managed over 100 studies of police agencies and operations over the last twelve years, for both large and small agencies. Recent PERF clients have included the St. Louis Metropolitan Police Department, the University Circle OH Police Department, the New Castle County DE Police Department and the Tuscaloosa County AL Sheriff's Office. His MAXIMUS clients included the Chandler AZ Police Department, the City of Moreno Valley CA, the Rockville MD Police Department, the Ft. McDowell Yavapai Tribal Police and the Phoenix AZ Police Department. He has specific substantive expertise in police technology, training and resource allocation. In addition to his management studies experience, Dr. Fraser held a joint position of Director of Training, Richmond Police Department and Director of the Criminology/Criminal Justice Program, Virginia Union University. He has worked as: Planning and Budget Manager for the Santa Ana, California Police Department; Director, Training, Education, and Accreditation Division for the Massachusetts Metropolitan Police; and Director, Management Information Division for the Winston-Salem, NC Police Department. Additionally he has held appointments at Boston University, Florida State University, Washburn University, and the University of Kansas. His undergraduate degree is from Duke University and his M.A. and Ph.D. are from Purdue University. Tony Narr is Director of PERF's Senior Management Institute for Police (SMIP). As Director of SMIP and a senior research associate with the Police Executive Research Forum, Mr. Narr is responsible for management services programs, research, and special projects. He has headed major projects, such as PERF's program on police response to homeless people, the development of model polices, the investigative protocol for the investigation of elder abuse, and PERF's Americans with Disabilities Act project. He has served on several national advisory boards, including: The National Institutes of Health; The Epilepsy Foundation of America; The National Speech -Language -Hearing Association; and other boards concerned with police response and unique investigative obligations relative to special populations. Mr. Narr has represented PERF and American law enforcement in the United States and abroad. He is regularly called upon by the U.S. Department of State and the U.S. Information Agency to present an overview of American policing to visiting police officials from other nations. As Director of the Senior Management Institute for Police, Mr. Narr is responsible for curriculum development, selection and supervision of faculty, and all other administrative aspects for one of the best police leadership schools in the United States. Prior to joining PERF, Mr. Narr served as a captain with the Prince George's County Police in Maryland, retiring after over 20 years. Captain Narr served as the Accreditation Manager responsible for the national accreditation of this department of 1,700 personnel in 1991, and he has served as an accreditation assessor for the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). Prior to this role, Captain Narr served in a great many command capacities: Commander of the department's Personnel Division; Sector Commander PERF's Response to RFP Number P1057 19 (overseeing patrol and investigative functions); Executive Officer; Assistant to the Chief of Police; and Crime Prevention Coordinator. Prior to entering police service, Captain Narr spent five years as a member of the Prince George's County Fire Department. He holds an undergraduate degree in technology and management and a master's degree in personnel administration. Robert L. Stewart is president and CEO of Bobcat Training and Consulting, Inc., a company which conducts training and provides consulting services in the law enforcement and criminal justice communities. The company's primary focus is on executive, command level, managerial and supervisory functions and personnel, with a particular focus on profiling and data collection, use of force, minority recruitment and promotion, human diversity and community policing. Prior to his current position, Mr. Stewart held assignments that included Interim Police Director with the Camden NJ Police Department, Interim Director of Public Safety at the Rutgers University/Newark Campus, Director of Training with the Louisville Metro Police Department, Executive Director of the National Organization of Black Law Enforcement Executives and Chief of Police, Ormond Beach Police Department. Mr. Stewart began his career as a patrol officer with the Metropolitan Police Department in Washington, D.C. In addition to having completed several pos- graduate programs, Mr. Stewart holds a bachelor's degree in political science from Howard University. Riley Spoon will be a project associate and consultant to PERF. He recently retired from the Winston-Salem Police Department as a Lieutenant. After working in patrol and investigations, he headed the department's IT section. He supervised a staff of four technicians, three Crime Analysts, two False Alarm Coordinators, and was responsible for 24x7x365 support of Police and Fire Department's critical IT infrastructure. He developed applications and reports to support Crime Analysis functions including identifying critical information necessary to support field operations. Over his career he has developed a wide range of applications to support collection of information and reporting for specialized units (Investigative, Narcotics, Intelligence, Crime Scene Processing, Domestic Violence). He implemented a mobile data support with support for integrated field reporting. In addition he provided technical design specifications for a shared data system now being used by numerous agencies in at least four states. Mr. Spoon has worked on a variety of staffing studies with PERF, including work on PERF's studies in Mesa AZ, Savannah GA and St Louis MO. Eileen McDermott is an Associate with PERF's Management Services Group. Her work experience includes two years with the Illinois Criminal Justice Information Authority and three years with the Justice Research and Statistics Association. She also served with the Montgomery County Police Department. She has a B.S. in Criminal Justice and an M.A. in Criminal Justice, both from Loyola University in Chicago. She has worked on PERF Management Services studies on the St. Louis Police Department, the Mesa AZ Police Department, the Fort Lee NJ Police Department and on a project sponsored by the Bureau of Justice Assistance about law enforcement leadership development. PERF's Response to RFP Number P1057 20 REFERENCES New Castle County (DE) Police Department Public Safety Director Guy Sapp 87 Reads Way New Castle, DE 19720 Phone: (302) 573-2800 New Castle County contracted the Police Executive Research Forum to conduct a staffing review of the New Castle County Police Department. Management Services staff assessed departmental resources throughout the organization. The PERF team also held meetings with most of the county council members and several focus groups from the community to determine desired priorities for police officer activity. Recommendations included an increase to staffing levels and strategies to solidify the relationship between the community, command staff and the department as a whole. Eugene (OR) Police Department Chief Robert Lehner 777 Pearl Street Eugene OR 97401 Phone: (541) 682-5102 PERF was contracted to conduct a review of the circumstances surrounding the dismissal - and incarceration - of two officers for on -duty criminal misconduct. In addition to reviewing the department's actions that led to a criminal investigation in this matter, and a review of the actual investigation that took place, PERF was charged to review the hiring practices that were in place at the time of the officers' hiring and at the time of the PERF review as well as the department's current internal investigations policies and procedures. Recommendations for change were offered. Savannah Chatham (GA) Metropolitan Police Department City Manager Michael Brown City of Savannah P.O. Box 1027 Savannah, GA 31402 Phone: (912) 651-6415 PERF conducted a comprehensive management study of the Savannah Chatham Metropolitan Police Department, a department formed in 2004 by merging the Chatham County and City of Savannah Police Departments. PERF's review covered the organizational structure, departmental management, patrol and special operations, communications and dispatch, investigations, drug enforcement, offender interdictions, information systems and internal affairs. The department intends to use the PERF report, in part, as a road map to enhance management and operations for the newly hired chief of police. PERF's Response to RFP Number P1057 21 St. Louis Metropolitan Police Department Lieutenant Colonel David Heath Deputy Chief, Bureau of Professional Standards 1200 Clarck Avenue St. Louis, MO 63103 Phone: (314) 444-5401 PERF conducted a comprehensive evaluation of the Metropolitan St. Louis Police Department, including an examination of its stated mission, values and objectives, to determine if they were supported by the agency's organizational and staffing structures. Workload and staffing levels were analyzed in every component and function within the department to provide recommendations of the number and type of personnel necessary to provide effective police service. A review of the rank structure of the SLPD was performed to assess the proper number of managers and supervisors allocated by function and authority. The department's investigative capacity was assessed through an examination of policy, practices, case management and clearance rates. PERF's Response to RFP Number P1057 22 PERF'S EXPECTATIONS OF FORT COLLINS POLICE SERVICES PERF will review all pertinent department data. At minimum, we will request the following: • Three years of dispatch data • Patrol Roster Information • Investigations Case Management Data for a one-year period • Annual reports for the police department, during the last four years • UCR reports for four years, if not included in the annual reports (Part 1 and Part 2 UCR information, including arrest and clearance data) • For the past four years, by each year, position allocations for each unit, by rank • Policy and Procedure manuals for the department • Work schedules for each unit • External contracts, memoranda of understanding (MOUs), mutual aid programs, etc., made between the Police Department and other justice and law enforcement agencies • Prior audits and studies of the Police Department • Past workload data and analyses • Internal agreements with employee organizations — contracts, MOUs, etc. PERF's Response to RFP Number P 1057 23 PROJECT BUDGET The proposed budget below is presented as a fixed fee, all inclusive budget. It includes PERF's indirect — general and administrative — costs as approved and required by the U.S. Department of Justice. Staff time commitments to each task are identified. Fraser Narr Stewart Soon McDermott Hours Cost TASK 1.1 Kick Off Meeting 2 2 4 $323 1.2 Benchmark survey 4 40 4 $1,956 1.3 Develop indicators parameters 8 24 16 12 60 $4,444 1.4 Project Advisory Group Meeting 4 4 8 $646 2.1 Patrol staffing 24 4 32 12 72 $5,094 2.2 Investigations staffing 4 32 2 8 38 $3,745 2.3 Other units staffing 8 16 16 8 16 48 $4,372 3.1 Recommend optimal staffing 24 12 4 8 48 $4,218 3.2 Recommend optimal organizational structure 2 8 4 14 $1,176 3.3 Recommend sworn/civilian mix 2 8 2 12 $1,051 4. Draft Report 28 10 8 10 56 $4,572 5. Final Report 20 8 4 12 44 $3,426 6. Presentations 8 8 16 $1,292 Total Staff Hours 138 118 74 48 110 424 Total Personnel Costs $36,315 Expenses $7,585 Indirect Costs Total Project Cost $21, 379 $65,279 PERF's Response to RFP Number P1057 24 PROJECT TIMELINE PERF anticipates the following time line for project completion. WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 TASK 1.1 Kick Off Meeting x 1.2 Benchmark survey x x x x 1.3 Develop indicators parameters x x 1.4 Project Advisory Group Meeting x 2.1 Patrol staffing x x x x 2.2 Investigations staffing x x x x 2.3 Other units staffing x x x x 3.1 Recommend optimal staffing x x 3.2 Recommend optimal organizational structure x I x 3.3 Recommend sworn/civilian mix x x 4. Draft Report x tx 5. Final Report * * * x x x 6. Presentations * * * x In order to meet the six week deadline to develop the draft report, PERF will perform a number of project activities simultaneously. The kick-off meeting with the City Manager and Police Department management will occur during the first week of the project. Study team members will also be on -site to conduct interviews and gather data for the second group of deliverables. Another first week task will be the development of the benchmark survey instrument. The kick- off meeting will be used to confirm the items to include in the survey and the desired respondents. PERF's experience is that such surveys can sometimes take several weeks to complete. Because the results are needed to develop the parameters for the performance indicators for the Advisory Group, this meeting will be held the beginning of the fourth week of the project. The outcome of this meeting will then be used to finalize the optimal staffing recommendations which will have been "roughed in." PERF's timeline estimates three weeks for the police department to complete the response to the first draft. PERF will then create the final draft over a three week period once comments are received. The final two weeks in the timeline are reserved for presentations. PERF's Response to RFP Number P1057 25 PROJECT STAFF RESUMES PERF's Response to RFP Number P1057 26 CRAIG B. FRASER, PH.D. THE POLICE EXECUTIVE RESEARCH FORUM 1120 CONNECTICUT AvE., NW, SUITE 930 WASHINGTON DC 20036 202-466-7820 WORK EXPERIENCE June 2005 — Present Police Executive Research Forum (Washington, DC) Director, Management Services Directs and oversees the completion of all management studies and technical assistance projects. Assembles and manages study teams from full time PERF staff, visiting research fellows, as well as subject matter experts and practitioners from throughout the law enforcement profession. 2003 — 2005 MAXIMUS, Inc. (Headquarters: Reston, VA) Director, Public Safety Practice 1994 — 2003 Police Executive Research Forum (Washington, DC) Director, Management Services 1992 —1994 Richmond Police Dept. and Virginia Union University (Richmond, VA) Joint position as Director of Training, Richmond Police Dept., and Chairperson, Dept. of Criminology/Criminal Justice, Virginia Union University 1989 — 1992 Santa Ana Police Department (Santa Ana, CA) Police Planning and Budget Manager 1987 — 1989 Metropolitan Police (Boston, MA) Director of Training, Education, and Accreditation Division 1987 — 1989 Boston University Department of Urban Affairs and Criminal Justice (Boston, MA) Adjunct Professor 1986 — 1987 URSA Institute / Polaris Research & Development (Bethesda, MD) Senior Associate 1982 — 1986 Winston-Salem Police Dept. (Winston-Salem, NC) Director, Management Information Division 1978 — 1982 Florida State University School of Criminology, Southeastern Criminal Justice Training Center (Tallahassee, FL) Associate Director and Associate in Research PERF's Response to RFP Number P1057 27 1976 —1978 Washburn University Department of Corrections and Criminal Justice (Topeka, KS) Assistant Director, Criminal Justice Training Center Director, Technical Assistance Resource Center 1975 —1976 University of Kansas Institute of Public Affairs and Community Development (Lawrence, KS) Research Associate 1973 —1975 The Police Foundation (Washington, DC) Project Director and Analyst, Kansas City Evaluation Office EDUCATION Ph.D., Political Science Purdue University M.A., Political Science Purdue University A.B., Political Science Duke University SIGNIFICANT PROJECTS (PERF) • Eight jurisdiction study of applying process mapping to police investigations • Creation of a statewide community policing recruit curriculum • Comprehensive police agency management studies and performance audits • Police personnel and resource allocation studies • Police information system needs assessment and functional specification development • Assisting with strategic planning for community policing implementation SIGNIFICANT PROJECTS (MAXIMUS • Comprehensive management study of suburban Arizona police department • Staffing needs for California police agency contracting with sheriff's department • Cost sharing and best management practice of two adjacent Illinois police departments • Staffing needs for suburban Maryland police agency • Information technology needs analysis of large urban Arizona police department • Executive search assistance for Superintendent of the Chicago, Illinois Police Department PERF's Response to RFP Number P1057 28 POLICE ExECUTIVE RESEARCH FORUM Chuck Wexler Executive Director 19 March 2007 Darin Atteberry, City Manager Dennis V. Harrison, Chief of Police City of Fort Collins Fort Collins, CO 80521 Re: Letter of Transmittal, RFP # P 1057 Police Executive Research Forum 1120 Connecticut Avenue, NW Suite 930 Washington, D.C. 20036 Craig Fraser, Ph.D. Director, Management Services cfraser(a-)policeforum.org Ph:202-466-7820 Fax:202-466-7826 City Manager Atteberry and Chief Harrison: The Police Executive Research Forum (PERF) is pleased to present this proposal to conduct an Analysis of Capacity and Deployment Options for the Fort Collins Police Department. PERF, now almost 30 years old, exists to improve the delivery of police services and the effectiveness of crime control. We are a private, non-profit 501 (c) (3) membership organization with our members and staff dedicated to exercising strong national leadership and public debate on police and criminal justice issues. We perform police research and policy development and provide vital management and leadership service to police agencies. Because of our long-standing progressive leadership in policing issues, PERF is the nation's foremost provider of police management services and technical assistance. Our Management Services team will bring to this engagement extensive knowledge of policing and experience with police agencies including organizations similar to Fort Collins Police Services. Our recent experience includes completing over 120 studies and evaluations of state, county and local police departments, sheriff's offices, and federal law enforcement agencies, both within the United States and internationally. We have in-depth experience in performing studies like that requested by the City of Fort Collins and each principal member of our team has honed specific skills and amassed considerable knowledge because we all have been upper -level managers in progressive police departments. We believe our blend of practical knowledge and study experience provides us with unparalleled qualifications to serve Fort Collins. • Shared services study for four suburban Wisconsin police agencies • Information strategy and staffing study for suburban Illinois suburban police department • Best practice analysis for Virginia County for public safety agencies, including Sheriff, Fire, EMS, animal control, and Clerk of Courts departments • Review of Georgia county Sheriff's Department and EMS agency • Policy and procedures revisions for North Carolina Police Department • Best practice review for North Carolina city police and fire departments • Development of Investigator Training Course for a state Attorney General's office UNIVERSITY TEACHING EXPERIENCE • Departmental Chair and Associate Professor, Virginia Union University (Richmond, Virginia): Introduction to Criminal Justice Criminal Law Analyzing Community Crime Problems • Adjunct Professor, Boston University, Department of Urban Affairs and Criminal Justice Urban Analytical Methods Microcomputer Applications Workshop in Urban Affairs and Planning Special Topics: Organized Crime • Adjunct Professor, Washburn University (Topeka, Kansas), Department of Corrections and Criminal Justice Police -Community Relations TRAINING COURSES TAUGHT • Vision and Values • The Framework for Community Policing • Community Policing Management Seminar • Statistics for Police Planning and Research • Implementing Community Policing • Community Policing • Crime Analysis • Resource Allocation PERF's Response to RFP Number P1057 29 • Community -Based Evaluation Research in Law Enforcement • American Police Organization • Police Records Management • Computer Applications for Police Research • Police Planning and Research Methods PERF's Response to RFP Number P1057 30 TONY NARR WORK EXPERIENCE 1998 — Present Police Executive Research Forum (Washington, DC) Director, Management Education Responsible for administration of the Senior Management Institute for Police and other management/leadership training programs. Additionally, assists with management services programs, research, and special projects and represents PERF and American law enforcement in the United States and abroad. 2002 — 2004 Acting Director, Management Services 1992 —1998 Senior Research Associate 1972 — 1992 Prince George's County Police Department Retired as captain with twenty years of service; also served as Accreditation Manager, Accreditation Assessor for Commission of Accreditation for Law Enforcement Agencies, Inc., and several other command capacities EDUCATION Master's degree in personnel administration Central Michigan University (Mt. Pleasant, MI) Undergraduate degree in technology and management Maryland University (College Park, MD) PERF's Response to RFP Number P1057 31 ROBERT L. STEWART 9775 Wyntree Lane Tallahassee, FL 32317 (850) 656-7604 voice (850) 656-9140 fax (850)321-6682 cell E-mail: Bobcattraining(a��aol.com Bob0500)aol.com WORK EXPERIENCE: 2000 - Present Police Management Consultant President and CEO, Bobcat Training and Consulting, Inc. Conduct training and provide consulting services in the law enforcement and criminal justice communities. Primary focus is on executive, command level, managerial and supervisory functions and personnel, with a particular focus on profiling and data collection, use of force, minority recruitment and promotion, human diversity and community policing. Consulting engagements have included the following: Director — NOBLE Center for Law Enforcement Training Monitor — Settlement Agreement, Plaintiffs vs. Hobbs NM Police Dept. Lead Consultant — USDOJ Civil Rights Investigation, Portland Maine Human Diversity Instructor — EPA Criminal Investigations Division Lead Consultant — Use of Force Study, Louisville, Kentucky Consultant — Executive Search Process, Richmond, Virginia Lead Instructor — Biased Based Policing, Charlottesville, Virginia Instructor — Community Policing Consortium Consultant — Albuquerque PD Study, MGT of America Advisory Board Member: NJ State Police Racial Profiling Training Project Advisor — MPRI, Alexandria Group Advisor — Civilian Police International Advisor - USDOJ —Former AAG (Deborah Daniels) Senior Consulting Associate, Strategic Policy Partners Rutgers University PD — Boston University PD Senior Consulting Associate, Berkshire Advisors Dallas PD — Kansas City PD — Memphis PD — Independence PD — Newport PD — Ardmore PD Senior Consulting Associate, Ti - Training 2006 Camden NJ Police Department — Interim Police Director Performed duties of Police Director under authority of Supercession Order of NJ Attorney General. February — August, 2006. PERF's Response to RFP Number P1057 32 2005 Rutgers University/Newark Campus — Interim Director of Public Safety Performed duties as chief of police while search for permanent selection was conducted. May — September, 2005. 2004-2005 Director of Training Louisville Metro Police Department Assisted with the merger of former Jefferson County and Louisville (Ky.) Police Departments. Served as key advisor to the Chief of Police. Consolidated and reorganized the training operation. Conducted critical analysis of recruit, in-service, firearms and use of force training. 1998-2000 Executive Director National Organization of Black Law Enforcement Executives Alexandria, Virginia Managed national office, staff, special projects and programs as Chief Executive Officer. Implemented, executed and assisted in the formation and initiation of programs and policies. Managed and administered the annual budget and fiscal affairs. Supervised and directed all activities associated with the Annual Conference and special meetings. Developed relations with government agencies, foundations, corporations and other private sector organizations to secure and maintain support and financial resources for NOBLE programs. Testified before Congress, state and local legislative bodies, official committees and boards. 1997-1998 Assistant Executive Director National Organization of Black Law Enforcement Executives Alexandria, Virginia NOBLE's representative to the Community Policing Consortium Management Team. Coordinated all training and deliverable materials contracted by the C.O.P.S. Office. Planned, directed, coordinated and reviewed all training, participant evaluations and quality control reports. Reviewed and approved articles for NOBLE publications. Coordinated activities of NOBLE chapters with National Office. Acted as Executive Director in absence of incumbent. 1992-1997 Chief of Police Ormond Beach Police Department Ormond Beach, Florida Chief of full service law enforcement agency. Commanded eighty sworn officers and twenty civilian employees. Managed annual budget of approximately $4.5 million. Implemented Citizens' Police Academy, Police Athletic League and Law Enforcement Advisory Board. PERF's Response to RFP Number P1057 33 Restructured Department, revised SOP program, instituted Computer Aided Dispatch and 800 MHz Radio systems. Served as President of Volusia County Police Chiefs Association. 1991-1992 Major, Commander General Services Bureau Tallahassee Police Department Tallahassee, Florida 1989-1991 Captain, Promotional Process Coordinator, Administrative Services Bureau Metropolitan Police Department Washington, D.C. 1987-1989 Captain, Commander, Patrol Support Section, Fourth District, Field Operations Bureau 1985-1987 Captain, Watch Commander Third District, Field Operations Bureau 1984 - 1985 Captain, Deputy Director Planning and Development Division 1983 - 1984 Lieutenant, Commander, Executive Protection Unit Field Operations Bureau 1981-1983 Lieutenant Human Resource Development Branch Planning and Development Division 1980-1981 Lieutenant, Administrative Aide Seventh District, Field Operations Bureau 1980 Lieutenant, Platoon Commander Seventh District, Field Operations Bureau 1978-1980 Sergeant, Supervisor, Directive Development Section Planning and Development Division 1978 Sergeant, Squad Supervisor First District, Field Operations Bureau 1971-1978 Officer Metropolitan Police Department Washington, D.C. 1969-1971 United States Army PERF's Response to RFP Number P1057 34 1969 Officer Metropolitan Police Department Washington, D.C. MILITARY EXPERIENCE: U.S. ARMY 1969-1971 - HONORABLE DISCHARGE EDUCATION 1974 Howard University - B.A. POST GRADUATE STUDY 1974 -1975 American University 1975-1976 American University 1985 University of Virginia (FBI Academy) 1985-1986 University of the District of Columbia 1991 George Washington University 1992 Florida State University PROFESSIONAL AFFILIATIONS Political Science Public Administration Administration of Justice Administration of Justice Public Policy Contemporary Executive Development Public Administration National Organization of Black Law Enforcement Executives International Association of Chiefs of Police Pi Alpha, National Honor Society in Public Affairs and Administration Police Executive Research Forum Graduate FBI National Academy Florida Commission on African American Affairs Omega Psi Phi Fraternity, Inc. Urban League 100 Black Men of Tallahassee and 100 Black Men of Central Florida Board of Counselors, Bethune Cookman College National Black Police Association International Association of Directors of Law Enforcement Standards and Training Florida Task Force on Minority Seat Belt Use NAACP DOT/NHTSA Blue Ribbon Panel on African American Seat Belt Use American Society of Law Enforcement Trainers Florida Police Chiefs Association Ormond Beach Trails Kiwanis PERF's Response to RFP Number P1057 35 2639 Club Park Road Phone(336)722-4303 Winston-Salem NC 27104 E-mail rileys@triad.rr.com Riley Spoon Professional Winston-Salem Police Department Winston-Salem NC experience 1977-2004 Lieutenant, Technical Services Supervisor 1993-2004 Supervise staff of 4 technicians, 3 Crime Analysts, 2 Alarm Coordinators, responsible for 24x7x365 support of Police and Fire Department's critical IT infrastructure, Crime Analysis and False Alarm Reduction. Primary IT support for all network cable plant, Cisco routers and switches, 12 Servers (hardware platforms including Dell, HP and SUN) Operating systems (Solaris, Red Hat, Novell, Windows NT/2000/2003) Oracle and MS SQL databases, AT&T Definity PBX with IP telephony; 250+ Dell desktop PCs with Windows XP, 2000, 98; 85+ HP printers (laser, deskjet, plotters); 230+ mobile data devices installed in Police and Fire vehicles. ■ Database administrator for Oracle 9 and MS SQL database. • System administrator for Novell Netware 6 and Novell GroupWise e- mail systems. • Application development and support using MS FoxPro and MS Visual FoxPro. • System Administrator for OTG document imaging system. ■ System Administrator for Windows NT domain and 2003 Active Directory. Sergeant , Police Administration 1990-1993 ■ Application Development using MS Foxpro ■ Install and administer IBM Token Ring Network for Police Department and Forsyth County District Attorney's Office. ■ Begin migration plans for moving Police main frame applications to PC client server model. Patrolman- Senior Officer, Patrol, Planning, Criminal Investigations Division, Special Investigations Division 1977-1990 Routine police patrol functions. Planning and Crime Analysis functions. Investigative functions. Washington Metropolitan Area Transit Authority —Washington DC Patrolman 1975-1977 ■ Routine Transit police patrol functions. PERF's Response to RFP Number P 1057 36 US Army 1971-1975 • Army Signal Corps Military District of Washington. High School Diploma — Reynolds High School Winston-Salem NC Education 2 years High Point College (Information Systems Program) Certified Dell Technician, Power Edge Severs, Optiplex and Dimension desktops, Latitude and Inspiron laptops. PERF's Response to RFP Number P1057 37 EILEEN MCDERMOTT The Police Executive Research Forum 1120 Connecticut AV., NW Suite 930 Washington DC 20036 (202) 466-7820 emcdermott@policeforum.org EXPERIENCE 2006-Present Police Executive Research Forum Washington, DC Associate, Management Services ■ Works with Management Services, and other PERF staff, to assemble qualitative and quantitative information for written reports. • Participates as a team member in police department management surveys, performance audits, and organizational studies. ■ Conducts resource allocation studies and workload assessments. ■ Assists in police education and training development and review projects. 2005-2006 Montgomery County Department of Police Montgomery County, MD Police Officer 1/Police Officer Candidate ■ Graduated from Montgomery County's Public Safety Training Academy following six months of law enforcement training. ■ Patrolled a designated area in the County to preserve the peace and to prevent and discover the commission of crime. ■ Conducted preliminary investigations at the scene of a crime and, if necessary, notified the appropriate departmental investigative section. ■ Wrote reports detailing events, arrests, and evidence found. ■ Enforced motor vehicle laws and parking regulations within the County. 2002-2005 Justice Research and Statistics Association Washington, DC Research Analyst/Program Assistant ■ Collected and analyzed Government Performance and Results Act data for the Office of Justice Program's, Community Capacity Development Office's, Weed and Seed initiative. ■ Prepared computer -based maps and demographic reports for the sites. ■ Generated various data reports utilizing databases, mapping, statistical and presentation software as appropriate. • Aided in the Association's data entry and analysis, and program evaluation efforts as necessary. • Wrote and disseminated weekly and monthly publications to the Association membership detailing funding opportunities and current events. 2001-2002 Illinois Criminal Justice Information Authority Chicago, IL Administrative/Research Assistant ■ Collected and analyzed qualitative and quantitative data on numerous research projects, such as Cook County's Disproportionate Minority Confinement study and the Chicago Homicide Dataset. ■ Coordinated quarterly meetings for the agency's Planning & Research Committee and Institutional Review Board. ■ Ensured data quality by reviewing program files and project databases. ■ Planned trainnngs for the staff of the Research and Analysis Unit. PERF's Response to RFP Number P 1057 38 Our proposal provides details on our organizational experience, our project team and our approach to the requested services. Our review and analysis of Fort Collins Police Services will provide a task -based methodology that allows conclusions to be drawn regarding the difference between existing staffing levels and optimal staffing levels. The methodology will also provide implementation strategies that will enable FCPS to apply the staffing recommendations effectively. Our study will consider local factors affecting policing in Fort Collins in combination with nationally recognized best practices. Please consider this letter an acknowledgement that we have received Addendum number one. PERF very much looks forward to the opportunity to work with Fort Collins Police Services to complete this study. Should you have any questions, please contact me at (202) 466-7820. Thank you, again, for the opportunity to offer this proposal. Sincerely, Craig Fraser, Ph.D. Director, Management Services EDUCATION 2005-2006 Montgomery County Public Safety Training Academy Rockville, MD ■ Completed six months of training in laws of arrest, preliminary investigations, evidence processing, standardized field sobriety testing, report writing, community oriented policing, physical fitness, defensive tactics, and a number of other relevant law enforcement subject areas. 2000-2002 Loyola University Chicago ■ Master of Arts in Criminal Justice. Chicago, IL ■ Relevant courses taken while at Loyola University include: Juvenile Justice System, Critninal Justice Research Methods, Criminal Justice Statistics, Theory and Research on Crime and Delinquency, Communication and Conflict Resolution, and Management and Organization Techniques. 1996-2000 Loyola University Chicago ■ Bachelor of Science in Criminal Justice. ADDITIONALSKILLS Chicago, IL ■ Computer Skills: Intemet-based research, Microsoft Word, PowerPoint, Access, Excel, SPSS, and Map Info Professional. ■ Language Skills: Proficient in Spanish. ■ Awards: Captain James E. Daly Award given by the Police Academy staff to the recruit officer who best exemplifies the ideals of guidance, knowledge, courage, skill, and dedication to public service. ■ Certifications: Provisional Certified Pokce Officer, Maryland Police Training Commission; Firrt Responder, Maryland Institute for Emergency Medical Services Systems. PERF's Response to RFP Number P1057 39 TABLE OF CONTENTS Overview and Project Understanding.......................................................................5 Project Approach and Implementation......................................................................6 Qualifications and Experience...............................................................................16 References......................................................................................................21 PERF's Expectations of Fort Collins Police Services...................................................23 ProjectBudget.................................................................................................24 ProjectTimeline...............................................................................................25 Project Staff Resumes.......................................................................................26 PERF's Response to RFP Number P 1057 4 OVERVIEW AND PROJECT UNDERSTANDING The City of Fort Collins is asking for an analysis of staff capacity and deployment options for the Fort Collins Police Department (FCPD)1 due to the challenge associated with sustaining the present budgetary commitment. PERF understands that the study should determine the appropriate level of staffing in patrol, traffic, detectives, administration, dispatch, records, and lab -evidence, and should develop deployment strategies that use staff in the most effective manner. We are aware of the importance of taking into account the relationship between staffing levels for each unit and we recognize the need for the FCPS to interact closely with the Colorado State University Police Department as a result of the challenges of policing a college town. PERF understands that the study should provide details regarding the differences between current staffing levels and the number of staff required to provide desired police service levels as well as an implementation methodology that enables the department to apply recommended strategies. Currently, according to the FCPS website, the department has a staffing level of 248.75 with 161 sworn personnel and 87.75 civilian personnel to serve a population of approximately 142,000 and is organized into four specialized divisions: Office of the Chief, Patrol Services, Investigative Services, and Information Services. These four divisions support FCPS efforts to accomplish its primary objective of providing a safe, secure community environment for all residents. To summarize: the PERF study team will determine how many people the FCPS needs, how they should be organized, how they should be efficiently deployed and how the department's staffing needs can be expected to change in the future. ' Throughout the RFP reference is made to the Fort Collins Police Department. The website for the police in Fort Collins refers to "Fort Collins Police Services." The two terms are used interchangeably in this proposal. PERF's Response to RFP Number P1057 PROJECT APPROACH AND IMPLEMENTATION Listed below are the deliverables as specified in the RFP and the how PERF proposes to achieve each requirement to provide the City of Fort Collins with a Police Staffing Study that: Helps to determine the appropriate level of staffing in Patrol, Traffic, Detectives, Administration, Dispatch, Records, Lab -Evidence for the Department to meet its staffing requirements; and Helps develop deployment strategies that use staff in the most effective manner. RFP DELIVERABLES #1 Facilitate the development of staffing formulae which will serve the City for many years This effort must involve the Fort Collins Police Department management and the City Manager's Office, the City Council Public Safety sub -committee, as well as any other individuals the City chooses to assign The purpose of these performance expectations is to ensure that recommendations about FCPD staffing and deployment are made in the context of level of service, and so that management will be able to estimate the impact that FCDP staffing and deployment alternatives have on level of service to the community This effort should be able to compare the performance expectations used in the study with the performance of police staffs in other North American cities that are similar to Fort Collins in terms of population density and crime rates This effort should also take into consideration the impact that performance expectations will have on crime reduction and citizen perceptions of police responsiveness 1. To meet the requirements of the first set of deliverables, PERF will perform the following tasks: 1.1. Meet with the City Manager and Police Chief to determine the make-up of the project advisory group, confirm the project approach and work plan and confirm the benchmark iurisdictions. This "kick off' meeting is designed to ensure that PERF's proposed work plan fully meets the city's requirements. In addition, the project needs interaction between the study team and a project advisory group composed of personnel from the City Manager's Office, FCPS management, the City Council Public Safety sub- committee and others assigned by the City. An additional outcome of the kick-off meeting is to confirm the cities to be surveyed for benchmarks comparable to Fort Collins. 1.2. Conduct the benchmark survey. PERF will conduct a survey of cities similar to Fort Collins to determine staffing ratios, business practices and use of technology. It is expected that peer cities will include jurisdictions from the following group: PERF's Response to RFP Number P1057 Arm Arbor, MI Boulder CO Garland TX Olathe, KS Richardson, TX Eugene, OR Broken Arrow, OK Naperville, IL Overland Park, KS Scottsdale, AZ Bellevue, WA Fremont, CA Norman, OK Plano, TX PERF's regular contacts with police departments and extensive network of police executives who are PERF members will facilitate accomplishment of this task. 1.3. Develop parameters for Ft. Collins police performance indicators. PERF will develop information for each of the listed performance indicators as well as explore some additional measures of investigations performance. The information on each performance indicator will be supplied to the Project Advisory Group to determine the "best" measures to be used in Fort Collins. PERF has sorted the measures displayed in the RFP into those that are "policy preferences," those that are "policy decisions informed by department data," those that require "data review," and those that pertain to outcomes of this study. The measures are: Indicators that are policy preferences: • Response time to Priority 1, 2, 3, and 4 calls (Specific response time goals for each priority). • Amount of time for proactive policing (unobligated time). The development of this expectation should take into account the tradeoffs between proactive policing and response time. • Minimum level of patrol visibility in each Police District. • Supervisory/Management ratios (Span of Control and Numbers versus Need) • Ability to practice Community Oriented Policing. Indicators that are policy decisions informed by department data: • Review of the use of overtime versus additional staff to meet increasing needs. • What vacancy factor should be used when looking at police staffing availability? • Deployment of human resources, 3-12's, 4-10's, 5-8's proportionally based. Indicators that are based on review of existing data: Review the history of growth and crime in Fort Collins. What are the projected growth trends in Fort Collins? Review staffing in Patrol, Traffic, Detectives, Administration, Dispatch, Records, and Lab -Evidence. Indicators that are outcome questions to be determined by the recommendations produced by the study: • How can the FCPD adequately respond to the current demand? • What is the FCPD ability to meet the growth in demand? • Ability to meet the special needs of `Party' enforcement in a college town and the needs of the Old Town Business District policing effort • Projection of localized number or plan to meet service needs, current and future. PERF's Response to RFP Number P1057 PERF will develop a set of parameters for each measure based on the benchmark survey, our professional knowledge of policing "best practices," and data from the police department and the city. 1.4. Meet with Project Advisory Group. Prior to this meeting, PERF will present to the advisory group members a "menu" of parameters for each indicator. These menus will combine benchmarks from other jurisdictions, historical data from Fort Collins, and PERF's knowledge of best practices in policing. The outcome of this meeting will be a set of performance expectations that will guide a determination of optimal staffing for the Fort Collins Police Department. RFP DELIVERABLES #2 Review various staffing methodologies with the City. Use the selected methodology to document current FCPD patrol practices. The purpose of this Deliverable is to help evaluate the adequacy of both existing patrol staffing levels and their deployment to Police Districts and shifts. The consultant chosen for the engagement will use three years of FCPD workload data in order to document the FCPD's workload and allocation of staff to that workload. The documentation should include: • Frequency data regarding the FCPD's workload over the last three years, organized according to the Department's call for service codes. • An analysis of the distribution of the workload by Police District; day of the week; and the time of day. The analysis should quantify the disparity between workload and available staff by District and by shift. The analysis should take into account FCPD's operational objectives and performance expectations, as defined under Deliverable #1. • An estimate of the total patrol staff requirements for FCPD under its current District and shift configurations. The estimate should categorize the patrol staff requirements according to administrative, reactive, self -initiated, and uncommitted patrol. The estimate should also include requirements for field supervision of patrol staff. 2. Overview: Reviewing Police Staffing. In general, the work that a police agency like FCPS performs can be grouped into several major categories: work undertaken directly in response to citizen demands; work that is more indirect, created by police initiatives responding to community conditions; and the work needed to support employees performing front line activities in the first two categories. The number of people needed in each area depends both on external work demands and on policy decisions — sometimes stated, sometimes unstated — about the quantity and methods by which services will be delivered to the public. Additional police work in a community may be generated by certain community characteristics. In Fort Collins, as referenced in the RFP, this includes special needs of "Party" enforcement resulting from the presence of Colorado State University, and the needs of the Old Town Business District policing effort. PERF's Response to RFP Number P1057 8