08-151.00 ICMA: Law Enforcement Services Assessmentr
AGREEMENT FOR PROFESSIONAL SERVICES
TI HS AGREEMENT is made by and between the City of Spokane Valley. a code City ofthe
State of Washington. hereinafter "City -and the International City /County Management Association.
hereinafter `'Consultant. "jointly referred to as "parties."
IN CONSIDERATION of the terms and conditions contained herein the parties agree as
follows:
I. Work to Be Performed. The Consultant will provide all labor, services and material
to satisl'uctorily complete the attached Scope of Services.
A. Administration. The City Manager or designee shall administer and be the
primary contact for Consultant. Prior to commencement of work. Consultant shall contact the City
Manager or designee to review the Scope of Work. schedule and date of completion. Upon notice
from the City Manager or designee. Consultant shall commence work. perform the requested tasks in
the Scope of Work. stop work and promptly cure any failure in performance under this agreement.
B. Representations. The City has relied upon the qualifications of the
Consultant in entering into this agreement. By execution of this agreement. Consultant represents it
possesses the ability. skill and resources necessary to perform the work and is familiar with all current
laws. rules and reeulations which reasonably relate to the Scope of Work. No substitutions of agreed
upon personnel shall be made without the written consent of the City.
Consultant shall be responsible for the technical accuracy of its services and
documents resulting therefrom, and City shall not be responsible for discovering deficiencies therein.
Consultant shall correct such deficiencies without additional compensation except to the extent such
action is directly attributable to deficiencies in City furnished information.
C. Modifications. The City may modify this agreement and order changes in the
work whenever necessary or advisable. The Consultant will accept modifications when ordered in
writing by the City Manager or designee. Compensation for such mod ifications or changes shall be as
mutually agreed between the parties. The Consultant shall make such revisions in the work as are
necessary to correct errors or omissions appearing therein when required to do so by the Ciro without
additional compensation.
2. Term of Contract. This agreement shall be in full force and effect upon execution
and shall remain in effect until completion of all contractual requirements have been met.
Either party may terminate this agreement by ten days written notice to the other
party. In the event of such termination. the City shall pay, the Consultant for all work previoush
authorized and satisfactorily performed prior to the termination date.
3. Compensation. The City agrees to pay the Consultant as provided herein in Exhibit
A to this agreement.
Agreement for Professional Services
Page 1 .1725
C08 -151
4. Payment. The Consultant shall be paid upon presentation of all invoices as
according to the payment schedule described in Exhibit A. Applications for payment shall be sent to
the City Clerk at the below stated address.
The City reserves the right to withhold payment under this agreement which is determined in
the reasonable judgment of the City Manager or designee to be noncompliant with the Scope of Work,
City Standards, City ordinances and federal or state standards.
5. Notice. Notice shall be given in writing as follows:
TO THE CITY: TO THE CONSULTANT:
Name: Christine Bainbridge, City Clerk Name: Akia Garnett, Sr. Manager
Phone Number: (509)921 -1000 Marketing and Operations
Address: 11707 East Sprague Ave, Suite 106 Phone Number: 202.962.3585
Spokane Valley, WA 99206 Address: 777 North Capitol Street, NE
Washington, DC 20002
6. Applicable Laws and Standards. The parties, in the performance of this agreement,
agree to comply with all applicable Federal, State, local laws, ordinances, and regulations.
7. Relationship of the Parties. It is understood, agreed and declared that the
Consultant shall be an independent Consultant and not the agent or employee ofthe City, that the City
is interested in only the results to be achieved, and that the right to control the particular manner,
method and means in which the services are performed is solely within the discretion of the
Consultant. Any and all employees who provide services to the City under this agreement shall be
deemed employees solely ofthe Consultant. The Consultant shall be solely responsible for the conduct
and actions of all its employees under this agreement and any liability that may attach thereto.
8. Ownership of Documents. All drawings, plans, specifications, and other related
documents prepared by the Consultant under this agreement are and shall be the property ofthe City,
and may be subject to disclosure pursuant to RCW 42.56 or other applicable public record laws.
9. Records. The City or State Auditor or any of their representatives shall have full
access to and the right to examine during normal business hours all of the Consultant's records with
respect to all matters covered in this contract. Such representatives shall be permitted to audit,
examine and make excerpts or transcripts from such records and to make audits of all contracts,
invoices, materials, payrolls and record of matters covered by this contract for a period of three years
from the date final payment is made hereunder.
10. Insurance. The Consultant shall procure and maintain for the duration of the
agreement, insurance against claims for injuries to persons or damage to property which may arise
from or in connection with the performance of the work hereunder by the Consultant, its agents,
representatives, or employees.
Agreement for Professional Services Page 2 of 25
A. Liability. Consultant's maintenance of insurance as required by the agreement shall not be
construed to limit the liability of the Consultant to the coverage provided by such insurance, or
otherwise limit the City's recourse to any remedy available at law or in equity. However, Consultant's
liability under this Agreement, regardless of the form of action. shall not in the aggregate exceed the
total amount paid for the Licensed Services under the Agreement. This shall be the City of Spokane
Valleys exclusive remedy. Except for an action for non - payment, no action. regardless of form.
arising out of this Agreement, may be brought by either party more than one (I ) year after the cause of
action has accrued..
B. Minimum Scope of Insurance. Consultant shall obtain insurance of the types described
below:
L Automobile Liability insurance covering all owned. non - owned. hired and leased vehicles.
Coverage shall be written on Insurance Services Oflicc (ISO) form CA 00 01 or a substitute form
providing equivalent liability coverage. If necessary. the policy shall be endorsed to provide
contractual liability coverage.
2. Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01
and shall cover liability arising from premises. operations, independent contractors and personal injury
and advertising injury. The City shall be named as an insured under the Consultant's Commercial
General Liability insurance policy with respect to the work performed for the City.
3. Iforkers'Compensotion coverage as required by the Industrial Insurance laws of the State of
Washington.
4. Professional Liability insurance appropriate to the Consultant's profession.
C. Minimum. Amounts of Insurance. Consultant shall maintain the following insurance limits
I. Automobile Liability insurance with a minimum combined single limit for bodily injury and
property damage of $1.000.000 per accident.
2. Commercial General Liability insurance shall be written with limits no less than $1,000,000
each occurrence. $2,000,000 general aggregate.
3. Professional Liability insurance shall be written with limits no less than $1,000,000 perclaim
and $1,000.000 policy aggregate limit.
D. Other Insurance Provisions. The insurance policies are to contain, or be endorsed to contain,
the following provisions for Automobile Liability, Professional Liability and Commercial General
Liability insurance:
1. The Consultant's insurance coverage shall be primary insurance as respect the City. Any
insurance, self - insurance, or insurance pool coverage maintained by the City shall be excess of the
Consultant's insurance and shall not contribute with it.
2. Cancellation of Consultant's insurance shall be governed by either
Agreement for Professional Services Page 3 of 25
a. the policy shall be endorsed to state that coverage shal I not be cancel led by tither party, except after
thirty days prior written notice by certified mail. return receipt requested. has been given to the City, or
Is. the Consultant shall provide at least 30 days prior written notice by certified mail, return receipt
requested of a cancellation.
E. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Hest
rating of not less than A: VII.
F. Evidence of Coverage. As evidence of the insurance coverages required by this contract. the
Consultant shall furnish acceptable insurance certificates to the City at the time the Consultant returns
the signed contract. The certificate shall specify all of the parties who are additional insureds, and will
include applicable policy endorsements, and the deduction or retention level. Insuring companies or
entities are subject to City acceptance. If requested, complete copies of insurance policies shall be
provided to the City. The Consultant shall be financially responsible for all pertinent deductibles. sell'
insured retentions, and/or self- insurance.
11. Indemnification and Hold Harmless. The Consultant shall defend. indemnify and
hold the City, its officers, officials, employees and volunteers harmless from any and all claims,
injuries, damages, losses or suits including attorney fees, arising out of or in connection with the
performance of this agreement, except for injuries and damages caused by the sole negligence of the
Citv.
Should a court of competent jurisdiction determine that this Agreement is subject to RCv
424.115, then. in the event of liability for damages arising out of bodily injury to persons or damages
to property caused by or resulting from the concurrent negligence of the Consultant and the City. its
officers, officials. employees. and volunteers. the Consultant's liability hereunder shall be only to the
extent of the Consultant 's negligence. It is further specificalh, and expressly understood that the
indemnification provided herein constitutes the Consultant's waiver of immunity under Industrial
Insurance. Title 51 RCW. solely for the purposes of this indemnification. This waiver has been
mutually negotiated by the parties. The provisions of this section shall survive the expiration or
termination of the agreement
12. Waver. No officer, employee, agent or other individual acting on behalf of either
party has the power, right or authority to waive any of the conditions or provisions of this agreement.
No waiver in one instance shall be held to be waiver of any other subsequent breach or
nonperformance. All remedies afforded in this agreement or by law. shall be taken and construed as
cumulative, and in addition to every other remedy provided herein or by law. Failure of either party to
enforce at any time any of the provisions of this agreement or to require at any time performance by
the other party of any provision hereof shall in no way, be construed to be a waiver of such provisions
nor shall it affect the validity of this agreement or any part thereof.
13. Assignment and Delegat ion. Neither party shall assign. transfer or delegate any or
all of the responsibilities of this agreement or the benefits received hereunder without first obtaining
the written consent of the other pam.
Agreement for Professional Services Page 4 of 25
14. Subcontracts. Except as otherwise provided herein in Exhibit "A ". the Consultant
shall not enter into any subcontracts for any of the work contemplated under this agreement without
obtaining prior written approval of the City.
15. Confidentiality. Consultant may. from time to dine. receive information which is
deemed by the Citv to be confidential. Consultant shall not disclose such information without the
express written consent of the City or upon order of a Court of competent jurisdiction.
16. Jurisdiction and Venue. This agreement is entered into in Spokane County.
Washington. Venue shall be in Spokane County. State of Washington.
17. Cost and Attorney's Fees. In the event a lawsuit is brought with respect to this
agreement. the prevailing party shall be awarded its costs and attorney's fees in the amount to be
determined by the Court as reasonable. Unless provided otherwise by statute. Consultant's attorney
fees payable by the City shall not exceed the total sum amount paid under this agreement.
18. Entire Agreement. This written agreement constitutes the entire and complete
agreement between the parties and supercedes any prior oral or written agreements. This agreement
may not be changed. modified or altered except in writing signed by the parties hereto.
19. Anti - kickback. No officer or employee of the City. having the power or duty to
perform an official act or action related to this agreement shall have or acquire any interest in this
agreement. or have solicited. accepted or granted a present or future gift, favor. service or other thing
of value from any person with an interest in this agreement.
20. Business Registration. Prior to commencement of work under this agreement.
Consultant shall register with the City as a business.
21. Severability. Ifany section. sentence clause orphrase of this agreement should be
held to be invalid for any reason by a court of eompetenijurisdiction. such invalidity shall not affect
the validity of any other section. sentence. clause or phrase of this agreement.
22. Exhibits. Exhibits attached and incorporated into this agreement are:
A. Consultants Final Proposal for Public Safety Services
B. Certificate of Insurance
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IN WITNESS WHEREOF, the parties have executed this agreement this
day of�A AJp Mb0 it 2008.
SPO E V LEY:
David Mercier, City LEY,
David
ATTEST:
d Yv 40yx- A16-
Christine Bainbridge, City Clerk
Consultant:
Owner
Tax ID No. REDACTED
APPROVED AS TO FORM:
Office o e City orney
This document contains confidential tax information and
has been redacted pursuant to RCW 82.32.330.
You may petition for a review of our findings pertaining to any
redacted or withheld documents pursuant to Spokane Valley
Municipal Code (SVMC) 2.75.080; and obtain judicial review
pursuant to RCW 42.56.550.
Agreement for Professional Services Page 6 of 25
ICMA
Leaders at the Core of Better Communities
Exhibit A
Proposal
Assessment of Law Enforcement Services
for
The City of Spokane Valley, Washington
October 21, 2008
Submitted by:
ICMA Consulting Services
International City /County Management Association
777 North Capitol Street, NE -Suite 500
Washington, DC 20002
aaarnett @icma.ora
202.962.3585
Agreement for Professional Services Page 7 of 25
October 21, 2008
Mr. David Mercier
City Manager,
City of Spokane Valley
11707 E. Sprague Avenue, Suite 106
Spokane Valley, WA 99206
Dear Mr. Mercier:
The Public Safety Services team of ICMA Consulting Services is pleased to submit this
proposal for an assessment of law enforcement services to the City of Spokane Valley,
Washington.
As you know, ICMA has provided direct services to local governments nationwide for
decades, which have helped to improve the quality of life for millions of residents in the United
States and abroad. This proposal is specifically designed to provide your city with a thorough
and unbiased solution to the questions facing your community regarding the delivery of police
services. Because this issue will have a dramatic impact on the City of Spokane Valley for many
years, and because the City must have complete confidence in the outcome of our report, we
have assembled what must be considered a premier team of subject matter experts with
nationally recognized expertise in a wide range of law enforcement related areas.
ICMA is focused on fully addressing all of the issues that should be studied in advance of
the decision making process so that you and your elected officials will have a complete, in-
depth review not only of the current levels of police services but what the options are for the
future.
Our entire project management staff has decades of experience supporting clients in
the local government, state and private sectors as well. Because of the expertise that,each of
these persons bring, you can expect the highest qualify solution at a cost equal to
approximately that of one full time police officer with benefits for one year or less.
From an enterprise -wide perspective, we guarantee an honest- broker solution for your
jurisdiction's challenge. I, along . with my colleagues at ICMA, greatly appreciate this
opportunity and would be pleased to address any comments you may have. You may contact
me at 202.962.3585 or via email at agarnett @icma.org.
Sincerely,
4V
A.T. Garnett
Senior Manager, Marketing and Operations, ICMA Consulting Services
Agreement for Professional Services Page 8 of 25
ICMA Background
International City/County Management Association (ICMA)
The International City /County Management Association (ICMA) is the premier local government
leadership and management organization. Since 1914, ICMA's mission has been to create
excellence in local governance by developing and fostering professional local government
management worldwide. Toward this end, ICMA provides an information clearinghouse,
technical assistance, and training and professional development to more than 9,100 chief
appointed administrators, assistant administrators, and other individuals throughout the world.
The organization's resources and services reach thousands of local, state, and federal
government personnel, academics, private sector professionals, citizens, and other individuals
with an interest in effective management at the local government level.
ICMA's members represent the administrative center of professional municipal, county, and
regional services that affect millions of urban and rural citizens on a daily basis and are
responsible for the leadership that ensures strategic economic growth and management of
public services and infrastructure planning, investment, and development. Every day, local
government managers determine policy, programming, funding, and strategic decisions that
impact the ability of local resources to deal with situations of all types, including the
management and operations of public safety and legal departments. Local government
managers serve as the 'hub of the wheel," coordinating efforts and implementing strategies for
maximum effectiveness and efficiency.
ICMA Consulting Services
The ICMA Consulting Services team helps communities solve critical problems by providing
management consulting support to local governments. One of ICMA Consulting Services'
expertise is public safety services, which encompasses the following areas and beyond:
organizational development, leadership and ethics, training, assessments of calls for service
workload, staffing requirements analysis, designing standards and hiring guidelines for police and
fire chief recruitment, police /fire consolidation, community oriented policing, and
city /county /regional mergers.
The ICMA Public Safety Services team is led by Leonard Matarese, director of public safety
services, ICMA Consulting Services. Leonard, along with a team of highly experienced, hand
selected consultants support a number of public safety services projects for jurisdictions
nationwide.
Qualifications
Among ICMA's many activities, if assists local governments through a variety of programs that
focus on specific local government concerns including public safety and fire and police
protection. ICMA's focus is on the management perspective in organizing and operating these
areas. For this purpose, ICMA Consulting Services acts as an objective and trusted broker
tapping into the knowledge of the association's membership base and combining expertise
from other appropriate experts to offer innovative ideas, lessons learned, and leading practices
to communities facing similar challenges. The program provides practical advice and resources
that local government managers and staff need to improve services and service delivery in their
communities.
Agreement for Professional Services Page 9 of 25
Project Understanding Based Upon Site Visit
Based upon a site visit conducted by Leonard Matarese ICMA Consulting Services offers the
following synopsis of Spokane Valley's current needs.
The city wishes to determine the effectiveness of a relationship between the County Sheriff's
Department of Spokane Valley. The city wishes to have in place processes and procedures to
measure service performance. This will involve provision of quantitative methods to determine
the appropriate staffing levels within the city's fiscal constraints and the city's policies regarding
levels of public safety service.
The City of Spokane Valley currently contracts for police services with the Spokane County
Sheriff's Department. The primary objective of this project is to present to the City with an
unbiased review of the positive and negative ramifications of renewing its contract with the
Sheriff's Department. The city also has an interest to introduce routine performance
measurement and to establish current levels of performance and workload in police and to
identify opportunities for improved performance.
Based upon the information generated by this project the city elected officials will be positioned
to establish a long range strategic plan for the delivery of police services to the community.
Project's Scope of Services
The City of Spokane Valley currently contracts for police services with the Spokane County
Sheriff's Department. The primary obiective of this project is to Present to the City with an
unbiased review of the positive and negative ramifications of renewing its contract with the
Sheriff's Department.
The project will consist of nine STAGES with a total lifetime of 120 days. The proposed timefrome
is from July 1•'- November lit. Some of the stages will occur simultaneously. ICMA will assemble
a team comprised of ICMA professional staff as well as subject matter experts. Each stage of
the project will be led by a SME, assisted by other members of the team.
Perform an analysis of crime trends identify strengths and weaknesses opportunities or threats
This is an integral Dart of the Workload and Deployment Analysis described in Stage Two
Identify strategic obiectives for Spokane Valley law enforcement Stage Three line operations
assessment and Stage Two Workload and Deployment Analysis includes these tasks
Perform a tactical analysis of crime statistics trends and recommended best deployment of
resources in response Again this is an integral Dart of Stages Two and Three
Identify current baseline performance fbenchmarkinal so service levels can be determined and
performance measures can be established These performance measurements are developed
as Dart of Stage Two.
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The ICMA approach to departmental analysis is data driven and designed to provide elected
officials with fact based information by which they can make well informed policy decisions.
While we can provide detailed analysis of existing performance standards, identifying the
appropriate performance levels of the police service for any particular community is a policy
matter, directly related to staffing, organizational design, enforcement priorities, etc.
The City has identified twenty -eight areas of inquiry as shown below. The proposal addresses
each of these areas, and we identify the specific stage in which the specific area will be
addressed.
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A breakdown of what will occur in each stage follows:
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Area of Inquiry
Stae3e Addressed
1.
Calls for Service based deployment.
2
2.
Command and Control Authority
3
3.
Risk management
6
4.
Liability
6
5.
Performance measures
2
6.
Staffing levels - ri ht sized
2
7.
Work schedules
3
8.
Facilities needs
4
9.
Fleets needs
4
10.
Communications equipment
4
11.
Sustainable funding
5
12.
Financial impacts - budgetary
considerations - contract escalation
5
13.
Grant opportunities
5
14.
Cost efficiencies
5
15.
Specialty squads
4
16.
SCOPE or other volunteer programs -
7
17.
Property crimes - allocation of
resources
7
18.
Dispatch services and priorities
4
19.
multiple vehicle response to scenes
3
20.
Release of extra unit on scene
3
21.
Community oriented policing
7
22.
Internal Affairs
7
23.
Handling citizen complaints
7
24.
Ethics
9
25.
Hiring practices
8
26.
Regional services
4
27.
Standards / Certifications
4
28.
Training
9
Agreement for Professional Services Page 12 of 25
Stage One (Completed) - Preliminary On -Site Assessment. The on -site assessment allowed ICMA
to better understand the city's operations, tour the city, visit police station and to meet with the
sheriff and command staff.
Stage Leader: Leonard Matarese
Stage Two - Workload and Deployment Analysis - ICMA will provide Spokane Valley with a
current, highly detailed workload and deployment analysis. Utilizing operations research
mathematical approaches this stage includes analyzing the city's calls for service demand as
well as officer initiated activities; officer deployment, performance measures, staffing levels (right
sizing), and work schedules. A full response time analysis will be provided as well. This report will
be provided with detailed charts and graphs as well as in depth written analysis.
Stage Leader: Kenneth Chelst, Ph.D. '
Stage Three - Police Line Operations Assessment - Review in detail the daily field operations of
the agency, communications and record keeping, comparing it to best practices. This stage
includes a review of command and control of patrol forces, specialty squads, criminal
investigations, crime scene forensics.
Stage Leader: James Gabbard '
Stage Four- Police Staff Operations Assessment - This stage will review in detail the staff
operations utilized by the Sheriff's Office to provide services to the city, including
communications, equipment and facilities, uniforms, weapons, radios, etc. It will identify the
equipment and facilities which would need to be acquired by the city should an independent
department be established. Special attention will be given to identification of state of the art
technologies currently available to police leaders. Additionally, ICMA will explore regional
possibilities with the City of Spokane and Sheriff's office and other municipal entities that are in
close enough proximity where it makes sense to partner. This phase will also include a
commentary on the values of obtaining departmental accreditation.
Stage Leader: William Berger, Esq.
Stage Five - Financial Analysis - Review current financial situation and costs to maintain current
department reviewing future costs associated with contract. Determine operational impacts.
This stage includes reviewing the city's sustainable funding, financial impacts and budgetary
considerations.
Stage Leader: Patricia Kettles, Vice President & Director of Quantitative Services, Consulting
Services, Springsted Inc.
Stage Six - Legal /Risk Management /Comparison Contracts Analysis - Review of current and
future contract arrangements Review will include Police contracts between King County and
Pierce County and the Washington cities with which they respectively contract for law
enforcement services with focus to be identifying provisions which may be of value to
incorporate into the Spokane Valley contract This stage includes risk management and
determining current and future liabilities.
Stage Leader: George Aylesworth, Esq.
Stage Seven - Community Policing/ Internal Affairs/ Victims Services - Review of existing systems
to provide citizen access to complaint system, internal affairs processes, community policing
efforts and crime victim services.
Stage Leader: Christine Cole
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Stage Eight - Recruitment /Selection - Current Sheriff's Offices practices will be reviewed and
compared to best practices with particular attention to identification of recruiting / selection
activities designed to attract and retain high service oriented officers, utilizing systems
developed by the Department of Justice, Community Oriented Police Office, Hiring in the Spirit
of Service Project (HSS). Additionally, this stage will focus on promotional processes consistent
with the Law Enforcement Leadership Initiative (LELI) project of the Department of Justice,
Bureau of Justice Assistance.
Stage Leader: Leonard Matorese
Stage Nine - Ethics /Training - Current practices will be viewed with an emphasis on the level of
commitment made to strengthening ethics component of in- service training activities.
Additional focus will be placed on tactical and operational training and developing problem
solving capabilities within patrol force. Outline will be developed describing 'best practices"
training approach to be adopted with establishment of new agency.
Stage Leader: Frank Straub, Ph.D.
Opportunities for Improvement
To examine whether or not patrol resources are efficiently deployed over 24 -7 time period, we
will graph deployment levels against workloads by time of day, day of week, and by patrol
areas. We will analyze and graph police response time by call priority level and shift to identify
significant patterns /differences in police response. These response time analyses will also
separate out and analyze the components of police response -- call queue time, travel time,
and time on scene. Consequently, a series of trend charts, maps and data tables will describe
police response time in detail and will provide the variables needed for developing a plan
based on Operations Research methods.
We will observe and meet with dispatch operations to determine the extent of best practices
employed to efficiently dispatch patrol units. We will discuss and document the extent that the
police patrol management is applying principles of performance based management and
continuous improvement to efficiently utilize police resources. We will explore with the patrol
division, detective division and special operations strategies for improving crime prevention and
crime solution activities. We will then employ Operations Research models of police patrol to
determine how much response time and proactive patrol might be improved with better
alignment of resources and workloads.
Agreement for Professional Services Page 14 of 25
Patrol Force - Analysis of Data and Patrol Force Plannina
Background - Police Patrol -
Police departments utilize their patrol forces in two modes: reactively to respond to calls for
service and proactively to address crime problems as well ongoing nuisance issues. (See Figure
1.) Detectives provide another element of a primarily reactive force, seeking to solve crimes that
have already been committed.
Policies &
Process Management
Continuous Improy_etg0_
Leverage Resoureas_
i Flexible and Creative Resource
�.Math.MOdal_ _ _ _ _ _ _ Allocation
Citizen Expectation
Citizen Complaints
and Proactive
Citizen Fear
Reactively - citizen initiated calls
• High priority calls - citizens expect extremely rapid response
• Moderate Priority calls - Best practice departments manage citizens' expectation by
letting them know a realistic response time and then meeting or surpassing their
expectation. If there is an unexpected further delay, the citizen is contacted with up-
to -date information
• Low priority calls - Best practice departments find creative strategies such as a
telephone crime reporting so as to free up the patrol force for either rapid response
to a high priority call or to continue with crime- directed activities.
• On -Scene handling: The manner in which a police officer handles himself or herself
on -scene plays a critical role in developing or discouraging citizen support for the
police department
Rapid response to the highest priority calls can sometimes mean the difference between life
and death but is unlikely to broadly influence the crime rate. Meeting or exceeding citizen
expectations reduces the number of citizen complaints and increases community support for
the police department. Community support is a critical element in developing a proactive crime
directed patrol force. With accurate and timely data, a police department can reduce
Agreement for Professional Services Page 15 of 25
response time by adopting a philosophy of data driven continuous improvement that usually
entails first finding the multiple root causes of slow response and then changing operating
policies that contribute to the problem. They can also reduce response time by making data
driven strategic decisions that better match patrol force levels with police patrol workloads.
Proactively - Police initiated in cooperation with citizenry
❑ Police departments use detailed crime data to develop both short -term targeted
activities and long lasting strategic initiatives
❑ Police departments can use specially assigned units in conjunction with the in-
between call time of the patrol force
❑ Performance measures and accountability of management is a critical element of
this strategy
❑ Activities need to be tracked so as to determine their effectiveness and to
continually evolve so as to respond to changing crime patterns
Project Data Analysis
I . Document current police patrol performance and workload levels
2. Establish a range of performance goals and objectives for the Police Department
3. Identify opportunities to improve on performance with existing resources
4. Estimate the manpower requirements and associated costs that would be needed to
achieve city and police management specified performance objectives
5. Provide guidance on routine standard reports that should be used to track performance
6. Evaluate the city's crime rate and conduct a crime analysis to identify "hot spots" and
evaluate current policing strategies to deal with them.
7. Review organizational structure and staffing and propose appropriate changes.
Current Performance
We will analyze in -depth four weeks of summer data and four weeks of winter data and assess
variations by time of day, day of week, season and district. The analysis will include all of the
following:
a) Patrol deployment levels
b) Average response time to different call priorities
c) Proportion of calls in each category for which response times are unacceptably
long. For example, we will determine the proportion of high priority calls that
experience response times of longer than 10 minutes
d) Document time periods during the week in which response times seem excessive
e) Average and median time spent on calls with different priorities
f) Proportion of calls with unusually long time spent on -scene
g) Proportion of calls requiring more than one patrol unit
h) Resources allocated to proactive patrol
i) Resources consumed on non -value added activities
Agreement for Professional Services Page 16 of 25
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Agreement for Professional Services
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Page 17 of 25
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Agreement for Professional Services
POMCIa
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Page 17 of 25
Project Director, ICMA Director of Public Safety Programs
Leonard Matarese, M.P.A., Director of Public Safety Programs,
ICMA Consulting Services
Role
Mr. Matarese will serve as the team leader and on -site coordinator for the project. He will
communicate with administrative staff and coordinate all on -site team efforts. He will also
contribute to development of a community policing /problem solving strategy which will
contribute to the ultimate scheduling configuration recommended. He is the individual to
contact concerning questions about this proposal.
Background
Mr. Matarese is a specialist in public sector administration with particular expertise in public
safety issues. He has 39 years experience as a law enforcement officer, police chief, public
safety director, city manager and major city Human Resources Commissioner. He was one of
original advisory board members and trainer for the first NIJ /ICMA Community Oriented
Policing Project. He has conducted numerous studies of emergency services agencies with
particular attention to matching staffing issues with calls for service workload, and is
intimately familiar with the constraints on manpower deployment resulting from a 10 hour
workday. Recognized as on innovator by his law enforcement colleagues he served as the
Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71 agency, U.S. Customs
Service anti - terrorist and narcotics task force and as president of the Miami -Dade County
Police Chief's Association.
He is currently a Steering Committee Member of the Department of Justice, Law
Enforcement Leadership Initiative and a member of the Advisory Committee for the
Department of Justice, COPS - "Linking Law Enforcement Internal Affairs Practices and
Community Trust Building" project. He holds the Credentialed Manager designation from the
ICMA, the Certified Professional designation from the International Public Management
Association - Human Resources and the Senior Professional in Human Resources designation
from the Society for Human Resource Management.
ICMA Staff Assigned to Project
A.T. "Akio" Garnett, M.B.A., Senior Operations 8 Marketing Manager - ICMA
Consulting Services
Role
Akio Garnett will serve as the primary point of contact and will manage the entire project
schedule from contract execution to completion of final project deliverable. As account
manager and liaison to the City, ICMA project management staff and consultants, she will
work closely with entire project team to ensure that all project milestones have been met
and to maintain quality assurance.
Agreement for Professional Services Page 18 of 25
Dov Chelst, Ph.D., Senior Research Analyst — ICMA Public Safety Programs — ICMA
Consulting Services
Role
Dr. Chelst will serve as researcher responsible for supervision of data collection and analysis.
He will work closely Wayne State University's Dr. Kenneth Chelst throughout the data
collection and analysis stage of this project and will coordinate the assembly of the
preliminary report.
ICMA Senior Public Safety Consultant — Public Safety Operations Research
Kenneth R. Chelst, Ph.D., Chair of the Department of Industrial and Manufacturing
Engineering of Wayne State University
Role
Dr. Chelst will serve as chief researcher, responsible for supervision of all data collection and
analysis. '
Background
Dr. Chelst is an expert in the application of advanced mathematical models for all
emergency resources planning, especially police. He lead a demonstration project for the
City of Detroit Police Department which cut response times by 40% using continuous
improvement and data driven decision making. Over the past two decades he has studied
several dozen emergency services operations using data driven techniques to determine the
most efficient organizational structures to provide public safety services.
He holds a Ph.D. degree in operations research from M.I.T. where his dissertation topic was
Mathematical Models of Police Patrol Deployment. His research interests include operations
research models applied to emergency services, structured decision making. He is a
nationally recognized expert on the merger of police and fire services into a public safety
department and on the relative performance of one versus two officer patrol units.
ICMA Senior Public Safety Consultant — Data Collection and Analysis
David Martin, Ph.D., Senior Researcher in the Center for Urban Studies,
Wayne State University
Role
Dr. Martin will perform computer programming to support data collection, statistical
analyses, geographical information systems (GIS) analyses and presentation of alternative
allocation plans.
Background
Dr. Martin specializes in public policy analysis and program evaluation. He has worked with
several police departments to develop crime mapping and statistical analysis tools. In these
projects he has developed automated crime analysis fools and real -time, dashboard -style
performance indicator systems for police executive and command staff. Dr. Martin teaches
statistics at Wayne State University. He is also the program evaluator for four Department of
Justice Weed and Seed sites.
Agreement for Professional Services Page 19 of 25
ICMA Senior Public Safety Consultant - Police Training and Ethics Issues
Frank Straub, Ph.D., Commissioner of Public safety, White Plains, New York, (former
NYPD Deputy Commissioner for Training).
Role
Dr. Straub will act as a subject matter expert regarding the analysis of current training
practices, with particular attention to the issues of ethics training both in pre - employment
and in- service:
Background
Frank Straub is an expert in police ethics and training and an accomplished law
enforcement executive. Dr. Straub has over 20 years of experience in law enforcement at
the federal, state and local levels. He is currently the Commissioner for the Department of
Public Safety in White Plains, New York.
Prior to his current position, Dr. Straub served as the Deputy Commissioner of Training for the
New York City Police Department and was responsible for all police and civilian training.
Immediately following the 9/11 terrorist attacks. While working in the U.S. Department of
Justice's Office of the Inspector General, Dr. Straub designed and led the implementation of
SACS, an agency -wide performance management and accountability system.
ICMA Senior Public Safety Consultant - Police Line Operations
James Gabbard, City Manager of Vero Beach, Florida, Former Chief of Police, Vero
Beach and former Captain of Detectives, West Palm Beach, Florida
Role
Mr. Gabbard will coordinate the detailed review of daily line operations of the agency
comparing it to best practices including patrol, investigations, and specialized units such as
motor and marine patrol as well as crime scene forensics. This stage includes a review of
command and control of patrol forces.
Background
James M. Gabbard is the City Manager of Vero Beach, Florida, appointed in 2005. Prior to
his appointment as City Manager he completed 37 years of law enforcement service in a
series of increasingly responsible positions. Mr. Gabbard formerly served as the Police Chief
of the Vero Beach Police Department. During his tenure as chief he served as interim city
manager on several occasions. Prior to his service with Vero Beach he was a member of the
West Palm Beach Police Department, serving in all divisions of the Department and in many
assignments including Detective Lieutenant of Homicide. Upon his promotion to Captain he
was placed in command of organized crime and organized drug crime investigations. He
retired from West Palm Beach in 1986 to accept the chief's position in Vero Beach.
Mr. Gabbard has received numerous professional recognitions and was elected President of
the Florida Police Chiefs Association, one of the largest organizations of senior police
managers in the United States. He was cited for bravery by Governor Jeb Bush before a joint
session of the Florida Legislature for his actions during several hurricanes which stuck Vero
Beach.
Agreement for Professional Services Page 20 of 25
ICMA Senior Public Safety Consultant - Police Legal Issues
George Aylesworth, J.D., Retired Police Major and Chief of Legal Bureau, Miami -Dade
Police Department, Miami, Florida
Role
Mr. Aylesworth will be responsible for examination of existing contractual arrangements with
the Spokane Sheriff's Office including compliance with internal controls, regulations and
laws. He will supervise the review of citizen's complaints and internal affairs procedures as
well as risk management and liability issues. Additionally he will participate in the review of
news media procedures and coordination with the prosecuting attorney.
Background
George Aylesworth is a retired Miami -Dade Police Department (MDPD) Major who, for more
than 25 years, was in charge of the Miami -Dade Police Legal Bureau. Mr. Aylesworth began
his career with MDPD as a uniformed Police Officer in 1975, shortly after graduating from the
University of Miami School of Law. He worked in that capacity until 1978, when he was
assigned to the Police Legal Bureau. Promoted to command the Legal Bureau in 1980, he
remained in that position until refiring.
During his tenure with the Police Legal Bureau, Mr. Aylesworth had the opportunity to work on
many challenging issues, such as those involving imposition of special prohibitions and use of
mutual aid agreements during a state of emergency, police use of force, and internal
discipline. Also, as a result of his affiliation with international, state and local law enforcement
associations, he had the opportunity to work with and assist many police chiefs, sheriffs and
other law enforcement agency heads. Additionally, Mr. Aylesworth worked extensively on
the state legislative programs of these associations.
ICMA Senior Public Safety Consultant - Police Staff Operations
William Berger, M.A., J.D., Chief of Police, Palm Bay, Florida. Former President of the
International Association of Chiefs of Police (IACP).
Role
Chief Berger will conduct a thorough assessment of all staff functions of the department, '
including communications, equipment and facilities, records, uniforms, weapons, vehicles,
vessels, specialized equipment. He will pay particular attention to the state of the art
technologies available and will develop the needs of a new police agency.
Background
Bill Berger is a nationally recognized expert in police management with particular expertise in
law enforcement technologies. He is currently Chief of the Palm Bay, Florida Police
Department serving a population of over 100,000 over 100 square miles. There he is
implementing numerous new technologies in cooperation with public and private sector
organizations including programs involving DNA collection, enhanced rapid police response
to in progress crimes and use of UAV (unmanned aircraft vehicles); currently testing and
working with FAA to fly for police surveillance unmanned aircraft; first in nation.
Previously he served as Chief of Police of North Miami Beach, Florida for 15 years where he
routinely gained national recognition for his implementation of new technologies, including
speech recognition for in car police computers. Prior to his appointment as Chief of Police he
served with the City of Miami Police Department, working as Executive Commander of the
Agreement for Professional Services Page 21 of 25
Training Unit and Police Academy, Executive Commander of Communications and
Commander of the Homicide and Sexual Battery Unit.
ICMA Senior Public Safety Consultant - Citizen and Victim Relations
Christine Cole, M.A., M.P.A., Executive Director, Program in Criminal Justice Policy
and Management, Harvard University, John F. Kennedy School of Government
Role
Ms. Cole will conduct an analysis of existing systems that provide citizen access to law
enforcements services and which provide opportunities for communicating complaints
about police services. Additionally she will access community policing efforts and crime
victim services.
Background
Ms. Cole is Executive Director of the Program in Criminal Justice Policy and Management at
Harvard University where she convenes and moderates public and private discussions
among scholars and practitioners on law enforcement issues. She has previously served as
the Chief of Staff for the Executive Office of Public Safety for the Commonwealth of
Massachusetts where she designed and led policy and operational reforms in a wide range
of public safety issues.
She was the Community Liaison and Policy Advisor to the Superintendent of Police of the
Lowell Police department where she linked the community policing efforts of the 300
member agency and implemented a community policing effort that saw a 1007o increase in
community groups in six years. She also supervised the city's "weed and Seed" project as
well as obtaining grants in excess of $10 million. Prior to this assignment she was the Victim
Witness Advocate for the Middlesex District Attorney in Cambridge where she implemented
the Victim's Rights Law in Massachusetts's largest district attorneys office. -
ICMA Strategic Partner - Springsted Incorporated
Patricia Kettles, Vice President, Director of Quantitative Services, Consulting Services,
Springsted Incorporated
Role
Ms. Kettles, along with additional Springsted Incorporated associates, will conduct an
analysis of the existing financial systems, including the city's sustainable funding, and the final
budgetary impacts that both extending the current contract with the Sheriff's Office and
starting a new police department would have on the city's overall budget. _
Background
Ms. Kettles is the Director of Quantitative Services for the Management Consulting Services
group of Springsted Incorporated. Throughout her career she has led projects that involve
managing and supervising analytical support staff for structuring debt, to reviewing financial
options, to writing recommendations that explain the plan of finance, and reviewing official
statements and legal documents related to financing. Additionally, Ms. Kettles has led
various projects that involve presenting technical analyses in completing studies in areas
such as fiscal impact analysis, utility rate analysis, revenue diversification /cost recovery,
financial feasibility, financing options, capital improvement programming and debt
management. She has supported clients in several states. Some of them include Wisconsin,
Virginia, Iowa, Kansas, Minnesota, Missouri, North Carolina, and North Dakota.
Agreement for Professional Services Page 22 of 25
Detailed resumes of all participants are available upon request.
Project Timeline -
Similar projects of this magnitude that ICMA has managed were completed from between 120 to
240 days. As a result, we propose the following schedule:
We will provide a preliminary report by March 1, 2009, and a final report by April 1, 2009.
The proposed dates to submit the preliminary police report and the final reports are contingent
upon our receipt of the necessary data eight weeks prior. If some other arrangement is deemed
more appropriate by the client, ICMA will work cooperatively for an agreement on the proposed
delivery timeline.
Reporting
The Project Leader will report project status to the identified City contacts at specific identified
intervals using an acceptable and agreed upon reporting template. Beyond this however,
communication will be maintained and coordinated through the Team Leader with these
contacts and other identified relevant personnel on a regular basis.
Proposed Fees
The quotation of fees and compensation shall remain firm for a period of 90 days from this
proposal submission. Two payments shall be invoiced to client: one at the beginning of the
project period; the second after submission of the final report, as approved by the City. If some
other arrangement is deemed more appropriate by the client, ICMA will work cooperatively for
an agreement on the payment terms. -
ICMA agrees to conduct the project as described above for the sum of $69,000, exclusive of
travel costs associated with the project. Each installment shall be for $34.500.00 and made out
to the International City /County Management Association upon invoicing as according to the
aforementioned payment schedule. ICMA agrees to work cooperatively with the client in order
to reduce such costs to the greatest extent possible while still meeting the expectations of the
City.
Proposed Travel Fees
The above project fees do not include travel expenses which will be invoiced separately to the
City. We anticipate that this project will require approximately 18 days of on site assessment
work. ICMA agrees to reduce travel costs as much as possible, consistent with the high quality of
work the Association provides. ICMA travel guidelines are consistent with federal government
travel regulations. ICMA agrees that travel costs will not exceed $10,500.
Contract Administrator '
The individual who can make final decisions regarding the contract and has the authority to
contract for ICMA is:
Agreement for Professional Services Page 23 of-25
Uma Ramesh
Chief Financial Officer
International City /County Management Association (ICMA)
777 North Capitol Street, Suite 500
Washington, DC 20002
Primary Point of Contact
The primary point of contact regarding this contract and that has the authority to speak with all
involved parties for ICMA is:
Akia Garnett
Senior Manager, Marketing and Operations
ICMA Consulting Services
International City /County Management Association (ICMA)
777 North Capitol Street, Suite 500
Washington, DC 20002
Additional Professional Services
We understand that the City may wish to pursue additional research concerning the creation of
an independent police department of the city's option. ICMA is prepared to provide such
services, building upon the work performed in the original study described above. Such a project
would include a comparison of the positive and negative effects of such a decision, including
financial and operational impacts. ICMA is prepared to conduct such an additional analysis for
the sum of $45,000 with travel expenses not to exceed $7,500 under similar terms and conditions
as described above.
Summary - Conclusion
Part of ICMA's mission is to assist local governments in achieving excellence through information
and assistance. Following this mission, ICMA Consulting Services acts as a trusted advisor,
assisting local governments in an objective manner. In particular, ICMA's experience in dealing
with public safety issues combined with its background in performance measurement,
achievement of efficiencies, and genuine community engagement, makes ICMA a unique and
beneficial partner in dealing with issues such as those being presented in this proposal. We look
forward to working with you further.
Agreement for Professional Services • Page 24 of 25
EXHIBIT B
(Certificate of Insurance)
Agreement for Professional Services Page 25 of 25
ACORD CERTIFICATE OF LIABILITY INSURANCE
DATE 6/2o e'
PRODUCER (703) 471 -4701 FAX: (703) 689 -8996
Cassedy Insurance Agency, Inc.
742 Lynn Street
PO Box 1069
Herndon VA 20172 -1069
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
INSURERS AFFORDING COVERAGE
NAIC #
INSURED
International City County Management Assoc.
777 N. Capitol Street, NE
Suite #500
Washington DC 20002
INSURERA. Hartford Casualty Ins Cc
29424
INSURERB.Rated by Multiple Comp
00914
INSURER C:
12/31/2007
INSURER D
EACH OCCURRENCE
INSURER E'
DAMAGE TO RENTED
PREMISES Ea omunence
THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING AN
REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN,
THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.
AGGREGATE LIMITS SHOWN MAY HAVE BEE I REDUCED BY PAID CLAIMS.
INSR
ADD'L
TYPE OF INSURANCE
POLICY NUMBER
POLICY TE I EFFECTIVE
POLICY EXPIRATION
LIMITS
A
GENERAL LIABILITY
X COMMERCIAL GENERAL LIABILITY
CLAIMS MADE ❑ OCCUR
42UUNAC5964
12/31/2007
12/31/2008
EACH OCCURRENCE
$ 1,000,000
DAMAGE TO RENTED
PREMISES Ea omunence
$ 300,000
MED EXP (Any one person)
$ 10,000
PERSONAL B ADV INJURY
$ 1,000,000
GENERAL AGGREGATE
$ 2,000,000
GEN'L AGGREGATE LIMIT APPLIES PER
X POLICY JECT LOC
PRODUCTS - COMPIOP AGG
$ 2,000,000
A
AUTOMOBILE
LIABILITY
ANY AUTO
ALL OWNED AUTOS
SCHEDULED AUTOS
HIRED AUTOS
NON-OWNED AUTOS
42WNAC5964
12/31/2007
12/31/2008
COMBINED SINGLE LIMIT
(Ea accident)
$ 1,000,000
BODILY INJURY
(Per person)
$
X
BODILY INJURY
(Per accident)
$
X
PROPERTY DAMAGE
(Per accident)
S
GARAGE LIABILITY
ANY AUTO
AUTO ONLY - EA ACCIDENT
S
OTHER THAN FA ACC
AUTO ONLY AGG
S
S
A
EXCESSIUMBRELI -A LIABILITY
X OCCUR CLAIMS MADE
FI
DEDUCTIBLE
X RETENTION $10,000
42MUBA2006
12/31/2007
12/31/2008
LACH OCCURRENCE
4,000,000
AGGREGATE
S 4,000,000
Is
S
$
WORKERS COMPENSATION AND
EMPLOYERS LIABILITY
ANY PROPRIETORIPARTNERIEXECUTIVE
OFFICERIMEMBER EXCLUDED?
It yes, desonbe under
SPECIAL PROVISIONS NA.
42WENK1153
12/31/2007
12/31/2008
X WCyTATU- OTH-
E. L. EACH ACCIDENT
S 1,000,000
E . DISEASE - EA EMPLOYEE
S 1,000,000
E. L. DISEASE - POLICY LIMIT
$ 1,000,000
OTHER
DESCRIPTION OF OPER nONSILOCATIONMEHICLESIEXCLUS10NS ADDED BY ENDORSEMENTISPECIAL PROVISIONS
Evidence of•Insurance
Spokane Valley, Washington
Attn: David R. Mercier
11707 E. Sprague Ave. Ste. 106
Spokane Valley, WA 99206
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE
EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL
10 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT
FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE
AUTHORIZED REPRESENTATIVE
James Cassedy /JESSIE��
ACORD 25 (2001108) 0 ACORD CORPORATION 1988
ulcrnco., oe„e. �,I
IMPORTANT
If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. A statement on this
certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an
endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such
endorsement(s).
DISCLAIMER
The Certificate of Insurance on the reverse side of this form does not constitute a contract between the issuing
insurer(s), authorized representative or producer, and the certificate holder, nor does it affirmatively or negatively
amend, extend or alter the coverage afforded by the policies listed thereon.
a,
AGORO 25 (2001108)
IN S025 (0108).08a Page 2 of 2