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Center for Public Safety Management LLC; 2018-12-17;
CONTRACT FOR INDEPENDENT CONTRACTOR/PROFESSIONAL SERVICES This Contract is made as of the Jmay of~. , 2018 by and between the City of Carlsbad, a municipal corporation of the State of California, (hereinafter "the CITY"), and the Center for Public Safety Management, LLC (CPSM) the exclusive provider of public safety technical assistance for the International City/County Management Association, a Domestic Limited Liability Company, organized under the laws of the District of Columbia whose principal office is located at 475 K Street, NW, Suite 702, Washington, D.C. 20001, (hereinafter "the CONTRACTOR") and whose Federal I.D. number is 46-5366606. WHEREAS, the CITY desires to retain the CONTRACTOR, and the CONTRACTOR desires to be retained, pursuant to the proposal scope of services attached hereto as Exhibit "A" and incorporated herein in its entirety; NOW, THEREFORE, in consideration of the mutual promises contained herein, the CITY and the CONTRACTOR agree as follows: ARTICLE 1 -SERVICES The services to be rendered by CONTRACTOR under this Contract are set forth in Exhibit "A" (proposal) attached hereto. ARTICLE 2 -SCHEDULE The schedule for services to be rendered by CONTRACTOR is set forth in Exhibit "A" (The Proposal) attached hereto. The Project Launch date as described in Exhibit A shall be five days after execution of this contract. The project and final deliverables shall be completed per the schedule in the attached proposals, Exhibit "A", which is approximately one hundred thirty- five (135) days after this Agreement is fully executed, subject to a mutually agreeable extension if necessary. The delivery of an "Operations" and "Data Analysis" draft report shall indicate conclusion of the work anticipated in the proposal. Following delivery of the draft reports, the CITY shall have 30 days to submit any changes it finds prudent or necessary. Sixty days from the delivery of the draft reports, the final report shall be produced and transmitted electronically. Both time periods shall be in addition to the time period for conducting the analysis and will not require extensions of the contract. The CITY may elect to engage optional language in the contract to request a final in-person presentation which shall be done outside of the time parameters of this contract. ARTICLE 3 -PAYMENTS TO CONTRACTOR Invoices shall be due and payable upon receipt. Payments received more than 30 days after invoice date will incur a 2% late fee. Payment by the CITY under this Contract shall be governed by Exhibit "A". Payments by direct deposit (preferred method) shall be sent to: Routing No.: 052000113 Account No. : 9856252680 Payments by check to the CONTRACTOR shall be sent to: CPSM P.O. Box 871 Amherst, NY 14226 Center for Public Safety Management, LLC Page 1 of 6 Invoices to the CITY should be sent to: Cindy Anderson 2560 Orion Way Carlsbad, CA 92010 Cindy.Anderson@ca rlsbadca .gov (760) 931-2170 ARTICLE 4 -TERMINATION Unless the CONTRACTOR is in breach of the Contract, the CONTRACTOR shall be paid for services rendered to the CITY's satisfaction through the date of termination. This is a legal-binding contract and cannot be terminated without cause or convenience. After receipt of a termination notice and except as otherwise directed by the CITY, the CONTRACTOR shall: A. Stop work on the date and to the extent specified; B. Transfer all work in process, completed work, and other materials related to the terminated work to the CITY; and C. Continue and complete all parts of the work that have not been terminated. ARTICLE 5 -PERSONNEL The CONTRACTOR is, and shall be, in the performance of all work, services and activities under this Contract, an independent contractor, and not an employee, or agent of the CITY. All persons engaged in any of the work or services performed pursuant to this Contract shall at all times, and in all places, be subject to the CONTRACTOR's sole direction, supervision, and control. The CONTRACTOR shall exercise control over the means and manner in which it and its emptoyees perform the work, and in all respects the CONTRACTOR's relationship and the relationship of its employees to the CITY shall be that of an independent contractor and not as employees or agents of the CITY. The CONTRACTOR represents that it has, or will secure at its own expense, all necessary personnel required to perform the services under this Contract. Such personnel shall not be employees of or have any contractual relationship with the CITY, nor shall such personnel be entitled to any benefits of the CITY including, but not limited to, pension, health and workers' compensation benefits. The CONTRACTOR warrants that all services shall be performed by skilled and competent personnel consistent with applicable technical and professional standards in the field. ARTICLE 6 -AVAILABILITY OF FUNDS The CITY's elected body has appropriated sufficient funds in the operating budget(s) for which the work to be performed will occur and until the contract has been fully executed. ARTICLE 7 -INSURANCE REQUIREMENTS The CONTRACTOR will be required to provide certificates of insurance showing that it carries, or has in force, automobile liability insurance, general liability insurance and professional liability insurance. Limits of liability for automobile liability insurance shall be, at a minimum, $1,000,000.00 combined single limit. Limits of liability for general liability insurance shall be, at a minimum, $1,000,000.00 per occurrence, $1,000,000.00 personal and advertising injury, $1,000,000.00 general aggregate and $1,000,000.00 products/completed operations aggregate. General liability insurance will include coverage for contractually assumed liability. Limits of liability for professional liability insurance shall be, at a minimum, $1,000,000.00 per occurrence/claim and $1,000,000.00 aggregate. If the general liability insurance coverage and/or the professional liability insurance coverage Center for Public Safety Management, LLC Page 2 of 6 is on a claims-made basis, the CONTRACTOR will maintain coverage in force for a period of two (2) years following the termination of the contract at the limits specified in this paragraph. The CONTRACTOR is responsible for the payment of any deductibles or self- insured retentions. The CITY will be named as additional insured under the CONTRACTOR's general liability insurance and automobile liability insurance policies. The CONTRACTOR agrees to indemnify, hold harmless, and defend the CITY, its officials, representatives, agents, servants, and employees from and against any and all claims, actions, lawsuits, damages, judgments, liability and expense, including attorney's fees and litigation expenses, in whole or in part arising out of, connected with, or in any way associated with the activities of the CONTRACTOR, its employees, or its sub-contractors in connection with the work to be performed under this contract. ARTICLE 8 -SUCCESSORS AND ASSIGNS The CITY and the CONTRACTOR each binds itself and its partners, successors, executors, administrators and assigns to the other party and to the partners, successors, executors, administrators and assigns of such other party, in respect to all covenants of this Contract. Except as stated above, neither the CITY nor the CONTRACTOR shall assign, sublet, convey or transfer its interest in this Contract without the written consent of the other. Nothing herein shall be construed as giving any rights or benefits hereunder to anyone other than the CITY and the CONTRACTOR. ARTICLE 9 -LAW GOVERNING THIS CONTRACT The laws of the State of C,\t....\f"oi'4,,1A shall govern the Contract. Any and all legal action necessary to enforce the Contract will be held in Sv\N t>ta:D County. No remedy herein conferred upon any party is intended to be exclusive of any other remedy, and each and every such remedy shall be cumulative and shall be in addition to every other remedy given hereunder or now or herea~er existing at law, in equity, by statute or otherwise. No single or partial exercise by any party of any right, power, or remedy hereunder shall preclude any other or further exercise thereof. Dispute Resolution In case of a dispute regarding the interpretation of any part of this Contract, the Parties shall use their best efforts to arrive at a mutually acceptable resolution. The CONTRACTOR shall proceed diligently with its performance of the work under this Contract pending the final resolution of any dispute arising or relating to this Contract. The Client shall continue to pay the CONTRACTOR for its performance under the Contract except for those items related to the dispute. ARTICLE 10 -CONFLICT OF INTEREST The CONTRACTOR represents that it has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance of services required. CONTRACTOR employees, subject matter experts, or subcontractors may undertake outside professional activities provided such activity and involvement does not conflict or interfere with this Contract. In addition, employees, subject matter experts, or subcontractors will not directly or indirectly, alone or with others, engage in or have any interest in any person, firm, or entity that engages in any business activity that is competitive with the business performed under this Contract. Center for Public Safety Management, LLC Page 3 of 6 ARTICLE 11 -EXCUSABLE DELAYS The PARTIES shall not be considered in default by reason of any failure in performance if such failure arises out of causes reasonably beyond the control of the PARTIES and without their fault or negligence. Such causes include but are not limited to: acts of God; natural or public health emergencies; and abnormally severe and unusual weather conditions. Upon either PARTY'S request, the other PARTY shall consider the facts and extent of any failure to perform the work and, if the PARTY'S failure to perform was without its fault or negligence, the Contract Schedule and/or any other affected provision of this Contract shall be revised accordingly to a newly agreed upon timeline. It shall be the responsibility of the PARTIES to notify the other PARTY promptly in writing whenever a delay is anticipated or experienced, and to inform the other PARTY of all facts and details related to the delay. ARTICLE 12 -DISCLOSURE AND OWNERSHIP OF DOCUMENTS All written and oral information not in the public domain or not previously known, and all information and data obtained, developed, or supplied by the CITY or at its expense will be kept confidential by the CONTRACTOR and will not be disclosed to any other party, directly or indirectly, without the CITY's prior written consent unless required by a lawful order. All drawings, maps, sketches, programs, data base, reports and other data developed, or purchased, under this Contract for or at the CITY's expense shall be and remain the CITY property and may be reproduced and reused at the discretion of the CITY. All covenants, agreements, representations and warranties made herein, or otherwise made in writing by any party pursuant hereto, including but not limited to any representations made herein relating to disclosure or ownership of documents, shall survive the execution and delivery of this Contract and the consummation of the transactions contemplated hereby. ARTICLE 13 -NONDISCRIMINATION The CONTRACTOR warrants and represents that all of its employees are treated equally during employment without regard to race, color, religion, disability, sex, age, national origin, ancestry, marital status, and sexual orientation. ARTICLE 14 -ENFORCEMENT COSTS If any legal action or other proceeding is brought for the enforcement of this Contract, or because of an alleged dispute, breach, default or misrepresentation in connection with any provision of this Contract, the successful or prevailing party will be entitled to recover reasonable attorney's fees, court costs and all expenses (including taxes) even if not taxable as court costs (including, without limitation, all such fees, costs and expenses incident to appeals), incurred in that action or proceeding, in addition to any other relief to which such party may be entitled. ARTICLE 15 -SEVERABILITY If any term or provision of this Contract, or the application thereof to any person or circumstances shall, to any extent, be held invalid or unenforceable, the remainder of this Contract, or the application of such terms or provision, to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected, and every other term and provision of this Contract shall be deemed valid and enforceable to the extent permitted by law. ARTICLE 16 -ENTIRETY OF CONTRACTUAL AGREEMENT The CITY and the CONTRACTOR agree that this Contract together with the Exhibits hereto, sets forth the entire agreement between the parties, and that there are no promises or understandings other than those stated herein. None of the provisions, terms and conditions Center for Public Safety Management, LLC Page 4 of 6 contained in this Contract may be added to, modified, superseded or otherwise altered, except by written instrument executed by the Parties hereto in accordance with Article 17 - Modification and Changes. In the event of any conflict or inconsistency between this Contract and the provisions in the incorporated Exhibits, the terms of this contract will supersede and prevail over the terms in the incorporated Exhibits. ARTICLE 17 -MODIFICATIONS AND CHANGES Only the CITY's Contracting Officer or his/her representative has authority to issue modifications to this Contract that materially change or modify any of the specifications, terms, or conditions of this Contract. Only the CITY's Contracting Officer may, by written order, make changes within the scope of work of this contract including but not limited to any one or more of the following: (a) description of services to be performed; and (b) period of performance. No change order shall be binding unless so issued by the CITY's Contracting Officer in writing and, until approved by the CONTRACTOR'S Contracting Administrator or their designated representative unless they are of an administrative matter. ARTICLE 18 -NOTICE All notices given under this Contract shall be sent by certified mail, return receipt requested, and if sent to the (name of client) shall be mailed to: Cindy Anderson 2560 Orion Way Carlsbad, CA 92010 Cindy.Anderson@carlsbadca.gov (760) 931-2170 and if sent to the CONTRACTOR shall be mailed to: Director of Research & Project Development Center for Public Safety Management, LLC 475 K Street NW, Suite 702 Washington, DC 20001 IN WITNESS WHEREOF, the Parties hereto agreed to all that is written herein and included within Exhibit "A". CITY oFUJr:lsbua/ STATE OF -C--P'r----APPROVED AS TO FORM Cela~, ~ _, SIGNED Print Name :_N_E_I_L_G_A_L_L_U_C_C_I ___ _ Title: __ _ CHIEF OF POLICE Date: 12/13/2018 Center for Public Safety Management, LLC ATTEST By: , __ Asst/Deputy City Attorney City of Carlsbad, CA BY:~~• Print Name: ~I }a Crili, dV) Date: /J._ -/ 7.-/ ~ Page 5 of 6 CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC (CPSM) SIGNED BY: Print Name: Leonard Matarese Title: Managing Partner Date: December 2, 2018 Center for Public Safety Management, LLC Page 6 of 6 PROPOSAL FOR POLICE STAFFING STUDY UPDATE CARLSBAD, CA CPSM ® CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC 475 K STREET NW STE 702 • WASHINGTON , DC 20001 WWW.CPSM.US • 800-998-3392 1€MA Exclusive Provider of Public Safety Technical SeNices for International City/County Management Association CPSM ® Center for Public Safety Management, LLC December 3, 2018 Neil Gallucci Police Chief Carlsbad Police Department 2560 Orion Way Carlsbad, CA 920 l 0 Dear Mr. Chief Gallucci: The Center for Public Safety Management, LLC, (CPSM) as the exclusive provider of public safety technical assistance for the International City/County Management Association, is pleased to submit this proposal for a police staffing study for Carlsbad. This project will build on our prior work with your agency. We understand that the Department is seeking to identify staffing required to provide optimum service to community, not just bare minimum staffing. We will complete the project prior to March 1, 2019. Based upon our discussion with your team, we focus on the following topics: Patrol • Patrol staffing overall and a review of out minimum patrol staffing numbers o Response times for priority 1, 2 and 3 calls within t he different beats Records o Reponses to public records requests o Switching from UCR to NIBRS o Impact of NIBRS report review o Redacting of BWC video o Delays in report approval by records Traffic Unit o Motor staffing o Responses to complaints o Service to schools o Accidents Dispatch o Staffing, call volume o Need to access more technology -LPR's, traffic cameras, 3SI tracking devices (bait) Investigations Investigations o Staffing in general investigations/property crime investigations Additionally we will consider and report on the impact of: • Calls for service -dispatched calls increase, officer-initiated decreased over 1 0 years • Tri-City Hospital Behavioral Health Unit closure -increase in drive time • Ho meless issue increase (average 400-450 calls for service per month) • Jail intake processing time • Added technology: BWC, LPR's, bait products • Critical infrastructures, Legoland, water treatment facility, beaches ICMA has provided direct services to local governments worldwide for over 103 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. I, along with my colleagues at CPSM, greatly appreciate this opportunity and would be pleased to address any comments you may have. You may contact me at 716.969.1360 or via email at lmatarese@cpsm.us. We look forward to working with your excellent department again. Sincerely, Leonard A. Matarese, ICMA-CM, IPMA-SCP Managing Partner Center for Public Safety Management. LLC . CPSM. -- THE ASSOCIATION & THE COMPANY The International City/County Management Association (ICMA) is a 103-year old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to its citizens in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org publications, research, professional development, and membership. The ICMA Center for Public Safety Management (ICMA/CPSM) was launched by ICMA to provide support to local governments in the areas of police, fire, and Emergency Medical Services. The Center also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security. In 2014 as part of a restructuring at ICMA the Center for Public Safety Management, (CPSM) spun out as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association's members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA, COPS, NFPA, etc. The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it had for ICMA. CPSM's local government technical assistance experience includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices. We have conducted over 315 such studies in 41 states and provinces and 225 communities ranging in size from 8,000 population Boone, IA to 800,000 population Indianapolis, IN. . --~ --~ --------- CPSM. PROJECT STAFFING For this project CPSM will assemble a premier team of experts from a variety of disciplines and from across the United States. The goal is to develop recommendations that will enable it to produce the outcomes necessary to provide critical emergency services consistent with the community's financial capabilities. The team will consist of a project team leader, two Operations Leaders and several senior public safety Subject Matter Experts selected from our team specifically to meet the needs of the municipality. The management organizational chart for the project includes the following Key Team Members CPSM3 PROJECT MANAGER Leonard Matarese, MPA -~ ~ ------- PROJECT MANAGER LEONARD A. MATARESE, MPA, ICMA-CM, IPMA-SCP Director of Research and Project Development, Center for Public Safety Management BACKGROUND Mr. Matarese is a specialist in public sector administration with particular expertise in public safety issues. He has 49 years' experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing Project which has subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with attention to matching staffing issues with calls for service workload. Recognized as an 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 -one of America's largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director, he has managed fire/ EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs. Mr. Matarese has presented before most major public administration organizations annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linkoping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain. He has a Master's degree in Public Administration and a Bachelor's degree in Political Science. He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management Association- Human Resources. He a lso has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a life member of the International Association of Chiefs of Police and the ICMA. . ' -------~ - CPSM. DATA ASSESSMENT TEAM DOV C HELST, PH.D. Director of Quantitative Analysis BACKGROUND Dr. Chelst is an expert in analyzing public safety department's workload and deployment. He manages the analysis of all public safety data for the Center. He is involved in all phases of The Center's studies from initial data collection, on-site review, large-scale dataset processing, statistical analysis, and designing data reports. To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000. Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has taught mathematics, physics, and statistics, at the university level for 9 years. He has conducted research in complex analysis, mathematical physics, and wireless communication networks and has presented his academic research at local, national, and international conferences, and participated in workshops across the country. SENIOR PUBLIC SAFETY SUBJECT MATTER EXPERT DAVID MARTIN, PH.D. Senior Researcher in the Center for Urban Studies, Wayne State University BACKGROUND Dr. David Martin is Director of the Center for Urban Studies' Urban Safety Unit. He specializes in criminal justice research and program evaluation. He has had a close working relationship with the Detroit Police Department since 1993 and is currently working with Wayne State's police department on Midtown COM PST AT, a collaborative policing and crime prevention initiative. He has developed real-time crime mapping and analysis tools to track crime, arrests and offender recidivism in Detroit and other communities. Dr. Martin has also conducted evaluations of innovative policing projects, including evaluations of Detroit Empowerment Zone Community Policing Initiative and federally-supported Weed and Seed Initiatives in the City of Detroit, City of Inkster and City of Highland Park, Michigan. He has also conducted several recidivism studies that examine the impact of offender rehabilitation programs in Wayne County. PUBLIC SAFETY DATA ANALYST SHAN ZHOU , PH.D. BACKGROUND Dr. Shan Zhou specializes in the analysis of police data. Shan brings extensive experienc e in scientific and clinical data analysis. Prior to CPSM, she worked as an associate scientist at Yale School of Medic ine. Shan has a MS in Business Analytics and Project Management from University of Connecticut and a PhD in Cell biology, Genetics, and Development from University of Minnesota. -----~ CPSM~ SENIOR PUBLIC SAFETY DATA ANALYST PRISC ILA M O NACHESI, M.S., B.A. BACKGROUND Priscila Monachesi is a Senior Data Analyst with CPSM and has worked on over 40 data analysis projects for city and county public safety agencies. She has over ten years' experience as a Project Leader/Senior System Analyst in auto manufacturing and financial systems. She has a M.S in Statistics from Montclair State University, a B.A. in Economics from Montclair State University, and a Technical Degree in Data Processing from Pontiffcia Universidade Catolica in Brazil. SENIOR PUBLIC SAFETY DATA ANALYST SARAH WEADON, B.A. BACKGROUND Sarah Weadon has over 15 years' experience consulting with local, state, and federal government agencies in the areas of data and geospatial analysis, database and application development, and project management. She has worked with over 40 public safety agencies across the U.S. and Canada, providing data and geospatial analysis o f response times, call trends, and station locations. Her skill in understanding the results of the analyses in the broader context of each client's budget, political, and overall reality, supports the development of practical, actionable recommendations. Ms. Weadon holds a Bachelor's degree in Classical Languages. PUBLIC SAFETY DATA ANALYST RY AN JOHNSON, B.A. BACKGROUND Ryan Johnson is a new addition to the CPSM data analyst team, specializing in the analysis of fire data. He has helped complete fire analysis projects for several cities and has handled ad hoc requests for modeling optimum staffing levels for police departments. Ryan brings experience in financial data analysis from the telecom expense industry, w here he was the lead analyst for four clients; 3 Fortune 500 companies and the Top Architectural Engineering Firm in the country. He also brings experience in spatial analytics from his time with Homeland Security. Ryan has a B.S. in Economics from Georgia State University and he is completing his M.A. in Economics from Rutgers University. ------- CPSM~ OPERATIONS ASSESSMENT TEAM -POLICE UNIT SENIOR ASSOCIATE DEPUTY C HIEF WAY NE HILTZ (RET) Former Interim Chief of Police at Pasadena and Irwindale Police Departments BACKGROUND Wayne has 33 years of experience in municipal law enforcement. This includes a broad range of experience in nearly every facet of policing from patrol, gang enforcement, and undercover narcotics to internal affairs investigations and community relations. The last 13 years were spent at command and executive levels. In his capacity as Deputy Police Chief, he served as the chief operating officer of the Pasadena Police Department, responsible for all day to day operations including internal audits and inspections. As well, he was responsible for operations related to the Tournament of Roses Parade and Rose Bowl events to include World Cup Soccer and BCS Championship games. For a period of nearly two years, he served in the capacity of Interim Chief of Police at both the Pasadena and Irwindale Police Departments. He has extensive experience in managing budgets, and has served as a budget instructor for the California Commission on Peace Officer Standards and Training. The Los Angeles County Police Chiefs Association selected him to represent the 45-member agencies in negotiations for Homeland Security Grants for a three-year period. He also served as President of the San Gabriel Peace Officers Association. He has served on the boards of community based organizations with focus on addressing homeless issues, substance abuse, and juvenile violence. Wayne holds a Bachelor of Science degree in Police Science and Administration from California State University at Los Angeles. Executive training includes the FBI Southwest Command College and the Senior Management Institute for Police. SENIOR ASSOCIATE INSPECTOR JAMES E. MCCABE, (RET.) PH.D., M. PHIL., M.A., B.A. Professor of Criminal Justice, Sacred Heart University, Retired NYPD Inspector BACKGROUND Dr. McCabe retired as an Inspector with the New York City Police Department after 20 years of service. As Inspector his assignments included Commanding Officer of the NYPD Office of Labor Relations and Commanding Officer of the Training Bureau. As a Deputy Inspector he was the Commanding Officer of the Police Academy with direct supervision of over 750 staff officers and 2,000 recruits. As Executive Officer, Police Commissioner's Office. His field experience includes, Commanding Officer, 110th Precinct, Executive Officer, 113th Precinct. assignment to the Operations Division/Office of Emergency Management and uniform patrol as on officer and Sergeant in Manhattan. He hos published extensively and presented to numerous conference including Academy of Criminal Justice Sciences: He holds a Ph.D. and M. Phil, in Criminal Justice, from CUNY Graduate Center, an M.A. in Criminal Justice, from John Jay College, on M.A. in Labor and Policy Studies, SUNY Empire State College, and B.A. in Psychology, CUNY Queens College, June 1989. He is a graduate of the Executive Management Program, Harvard University's John F. Kennedy School of Government, and the FBI Notional Academy. ---- ---- CPsM· ASSOCIATE CHIEF CRAIG JUNGINGER, (RET.) BS, MPA Chief of Police, Gresham, Oregon BACKGROUND Chief Junginger served for over 38 years as a law enforcement professional. He served as the Chief of the Gresham, Oregon Police Department from December 2008 until his retirement in June 2016. Gresham is a community with a population of 110,000 just to the east of Portland, and he led a department of 130 sworn officers, 47 civilian employees, with a budget of $31 million. He also served on the board of the Oregon Police Chief's Association. Chief Junginger began his career at the Bell-Cudahy Police department in 1979. He worked as a K-9 Officer, Detective, and Patrol Officer. In 1985 he transferred to the Huntington Beach Police Department where he was a Patrol Officer, Beach Detail Officer, Field Training Officer, SWAT Officer, Traffic Motor Officers, Community Policing Officer, and Narcotics Detective. He promoted to Sergeant where he worked Patrol, Downtown Foot Beat, Support Services, Vice and Intelligence and Internal Affairs. As a Lieutenant he worked as the Community Policing Commander responsible for a ll the city's major event planning, Watch Commander and as the Chief's Executive Officer. In 2008 he retired at the rank of Captain when he accepted the Chief's position in Gresham. He holds a Master's Degree from California State University, Long Beach, a Bachelor's Degree from University of La Verne and an Associate's Degree from Rio Hondo Community College. He attended the FBI National Academy Class #224, California Post Command College, West Point Leadership Program, POST Executive Development Program and the POST Supervisory Leadership Institute. While in Command College he was published for his article "How will we train police recruits of the millennial generation in the year 2012," and, as the Chief of Gresham, he was published for an article he authored on leadership. He was awarded the Medal of Valor in 1989 for his encounter with an armed bank robber. Upon retirement, he served as an interim Police Chief, and also as a part-time instructor in the Criminal Justice Program at the local community college. CPSM. II. Patrol Operations Police agencies routinely speak about "recommended officers per 1,000 population" or a "National Standard" for staffing or comparisons to other municipalities. There are no such standards, nor are there "recommended numbers of "officer per thousand". The International Association of Chiefs of Police (IACP) states; "Ready-made, universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are totally inappropriate as a basis for staffing decisions." Staffing decisions, particularly in patrol, must be made based upon actual workload and very few police agencies have the capability of conducting that analysis. Once an analysis of the actual workload is made, then a determination can be made as to the amount of discretionary patrol time that should exist, consistent with the local government's ability to fund. CPSM's team of doctoral level experts in Operations Research in Public Safety have created in The CPSM Patrol Workload & Deployment Analysis System© the ability to produce detailed information on workload even in those agencies without sophisticated management information systems. Using the raw data extracted from the police department's CAD system our team converts calls for service into police services workload and then effectively graphs workload reflecting seasonally, weekday / weekend and time of day variables. Using this information, the police department can contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as time commitments to other police activities. Police service workload differentiates from calls for service in that calls for service are a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of police time required to handle calls for service from inception to completion. Various types of police service calls require differing amounts of time (and thus affect staffing requirements). As such, call volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a specific area as a percentage of total workload. The graph below demonstrates this difference in units. CPSM has found that the most effective way to manage operations, including policing, is to make decisions based upon the interpretation and analysis of data and information. To achieve this, a data analysis of police department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct operations, staffing expansion and/or reductions can be determined and projected. Additionally. the time necessary to conduct proactive police activities (such as team-led enforcement, directed patrol, community policing and selected traffic enforcement) will be reviewed to provide the city with a meaningful methodology to determine appropriate costing allocation models. Workload vs. deployment analysis sample This is one of the ways we show the amount of available, non-committed patrol time compared to workload. As you can see we break out the various activities, convert them to time and then compare to available manpower. The deployment is based upon actual hours worked. So, in this example, at noon there are approximately 9 hours of work (including citizen initiated & officer initiated calls for services, including traffic) and administrative activities (meals, vehicle, reports, etc.). There are approximately 15-man hours of available resources meaning that at that hour, on average, of the 15 officers on duty 9 are busy on activities. The area shown in green and brown is uncommitted time. This is the area where staffing decisions impact -it becomes a policy issue as to how much uncommitted time a city wants, and is willing to pay for. --- CPSM~ Figure 7: Deployment and Main Workload, Weekdays, Summer qi C C 15 ~ 10 £ 5 0 Hour 1 3 5 7 9 11 13 15 17 19 21 23 • Patrol • Directed patrol v.ork • Out-of-service v.ork • Police-Initiated v.ork • Other-Initiated v.ork Figure 8: Workload Percentage by Hour, Weekdays, Summer 100 80 41 g' 60 .., C 41 ~ £ 40 ----------------------------------------------------- 20 ------------------------------------------------------------- 0+--~~-~-~-~-~-~-~~-~-~--' 0 2 4 6 8 W U M ~ W W n Hour Workload vs. Deployment -Weekdays, Summer Avg. Workload: Avg.% Deployed (SI}: Peak SI: Peak SI Time: CPSM. 6.5 officers per hour 57 percent 89 percent 6:15a.m. The CPSM study will result in the calculation of seNice demands placed on the department, workload levels, seNice times for calls for service, and response times. This information is developed by first extracting data from the departments CAD system. The extracted information is then processed, and workload is calculated. This workload is then compared to deployment levels. The product of this analysis is the variance between seNice demands and available personnel, and appropriate recommendations made for staffing levels and an optimal deployment schedule to meet these seNice demands. This permits exploration of the following questions: • What are the service demands made by the public as measured through the CAD system? • What is the workload? • Based on this workload is the alignment of Districts and Divisions appropriate? • Based on the workload is the shift schedule aligned appropriately and what alternatives to the current shift plan are most efficient? • How many police officers and supeNisors are needed to staff the patrol function to meet the workload demands placed on the agency? • How long does it take to respond to calls for seNice (both response time and total time) and what ways are there to reduce these times? • How many officers are assigned to each call and what are the ways to minimize these assignments? • What categories of call, and in what frequency, does the agency handle and what measures can be adopted to minimize unnecessary responses? • How much time is spent on administrative duties? • How much time is spent on directed patrol activities and specialized enforcement? The study will determine the gaps in patrol coverage and recommendations for modifying temporal and spatial deployment. With the appropriate "best fit" of patrol coverage identified, a determination can be made about the exact number of officers required to meet seNice demands, and in what shift/district/division combinations to maximize resources. In addition to the analysis of patrol operations from the CAD system and workload, the CPSM study will focus on the qualitative aspects of patrol. The study will observe officers on patrol through ride-alongs, inteNiews, and general obseNations. We will amass all available documents, plans, and data available to understand the patrol approach in the department. We will obseNe the special operations teams, the problem/nuisance unit, etc. to evaluate their role within the overall mission of the department and patrol operations. We will evaluate the performance of the units, identify improvement opportunities, and justify and recommend appropriate staffing levels The CPSM study will also evaluate the implementation of technology on patrol, weapons available, and equipment used with opportunities for improvement. CPSM advocates community policing as its operational philosophy. The CPSM study would evaluate the implementation of community policing, in quantifiable and anecdotal terms, and identify improvement opportunities where appropriate. Similarly, the CPSM study would evaluate the relationship of patrol operations with the rest of the department. To what extent does this bureau work, coordinate, and communicate with the other operational and support functions of the department? How should it? What are the strategic, management. and planning functions of the department with regards to the patrol function and how does patrol operations respond to the mission of the organization? How are crime, traffic, disorder, and quality of life problems handled? -- CPSM. PROPOSED FEES The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission. CPSM will conduct the analysis of the police department for $34,800 inclusive of travel. The project would be billed in three installments: 40% upon signing the contract; 40% with delivery of the police draft data analysis; 20% with delivery of the draft final report. Following delivery of the draft reports, the city will have 30 days to provide comments as to accuracy and a final report will be delivered within 30 days of the comment period. Travel expenses will be billed as incurred as actual cost with no overhead or administrative fees. Deliverables Draft reports will be provided for department review in electronic format. To be ecologically friendly, CPSM will deliver the final report in computer readable material either by email or CD or both. The final reports will incorporate the operational as well as data analysis. Should the municipality desire additional copies of the report, CPSM will produce and deliver whatever number of copies the client request and will invoice the client at cost. Should the local government desire additional support or in-person presentation of findings, CPSM will assign staff for such meetings at a cost of $2,500 per day/per person along with reimbursement of travel expenses. - CPSM. CONCLUSION Part of ICMA's mission is to assist local governments in achieving excellence through information and assistance. Following this mission, Center for Public Safety Management, LLC acts as a trusted advisor, assisting local governments in an objective manner. CPSM's experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes CPSM 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. CPSM. PAST & CURRENT ENGAGMENTS LOCALITY ST PROJECT Edmonton Intl Airport AB Comprehensive Analysis of Fire Services. Leduc County AB Fire Consolidation Plan Leduc, Canada AB Comprehensive Analysis of Fire Services. Kenai AK Comprehensive Analysis of Fire Services Anniston AL Comprehensive Analysis of Police Services Auburn AL Comprehensive Analysis of Fire Services Auburn AL Comprehensive Analysis of Police Services Dothan AL Comprehensive Analysis of Police Services Casa Grande AZ Comprehensive Analysis of Police Services Florence AZ Comprehensive Analysis of Police Services Glendale AZ Fire Department Data Analysis Lake Havasu AZ Comprehensive Analysis of Police Services Lake Havasu AZ Comprehensive Analysis of Fire Services Pinal County AZ Comprehensive Analysis of Sheriff's Office Prescott AZ Comprehensive Analysis of Fire Services Prescott AZ Comprehensive Analysis of Police Services Queen Creek AZ Police Strategic Plan Queen Creek AZ Comprehensive Analysis of Fire services Scottsdale AZ Comprehensive Analysis of Police Services Tucson AZ Comprehensive Analysis of Police Services Youngtown AZ Comprehensive Analysis of Police Services Alameda CA Comprehensive Analysis of Fire Services Alameda CA Comprehensive Analysis of Police Services Burbank CA Analysis of Investigations Workload / Staffing Carlsbad CA Comprehensive Analysis of Police Services El Centro CA Comprehensive Analysis of Police Services El Centro CA Comprehensive Analysis of Fire services Fairfield CA Comprehensive Analysis of Police Services Greenfield CA Comprehensive Analysis of Police Services Hermosa Beach CA Comprehensive Analysis of Fire services Hermosa Beach CA Comprehensive Analysis of Police Services Indio CA Police Department Workload Analysis Kern County CA Comprehensive Analysis of Fire services Laguna Woods CA Review of Sheriff's Office Services 2016 Laguna Woods CA Review of Sheriff's Office Services 2018 Morgan Hill CA Comprehensive Analysis of Police Services Morgan Hill CA Comprehensive Analysis of Fire Services Palm Desert CA Comprehensive Analysis of Fire Services Palo Alto CA Comprehensive Analysis of Fire Services Placentia CA Comprehensive Analysis of Police Services Rohnert Park CA Public Safety Study ----- CPSM. 13 Salinas CA Analysis of Police Services Overtime Salinas CA Analysis of Fire Services Overtime San Jose CA Fire Operations Review San Jose CA Police Operations Review San Mateo Co. CA Dispatch Operations Review Santa Ana CA Comprehensive Analysis of Police Services Santa Clara CA Comprehensive Analysis of Police Services Santa Cruz CA Comprehensive Analysis of Police Services Santa Monica CA Police Chief Selection Sonoma County CA Performance Measurement Analysis Stockton CA Comprehensive Analysis of Police Services Stockton CA Comprehensive Analysis of Fire Services Union City CA Fire Workload Analysis Woodland CA Police Chief Selection Yuba City CA Comprehensive Analysis of Fire Services Yuba City CA Comprehensive Analysis of Police Services Federal Heights co Comprehensive analysis of Police Services Federal Heights co Comprehensive analysis of Fire Services Littleton co Comprehensive Analysis of Fire Services Littleton co Analysis of Fire Consolidation Steamboat Springs co Comprehensive Analysis of Fire Services Cheshire CT Police Management Review Southington CT Comprehensive Analysis of Fire Services Bethany Beach DE EMS Study Dover DE Comprehensive Analysis of Police Department Dover DE Comprehensive Analysis of Fire Services Alachua FL Expert Witness Law Enforcement Issues BCCMA FL Analysis of Sheriff's Contract Services Citrus County FL Comprehensive Analysis of Fire Services Cocoa FL Comprehensive Analysis of Police Services Coconut Creek FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Fire Services Dunedin FL Police Consolidation Review Hollywood FL Police Internal Affairs Review Indian River Shores FL Public Safety Staffing Analysis Indian River Shores FL Public Safety Study Jacksonville Beach FL Police Chief Selection Jupiter FL Police and Fire Jupiter Island FL Public Safety Consolidation Kenneth FL Comprehensive Analysis of Police Services Miami Beach FL Comprehensive analysis of Fire Services Naples FL Presentation North Port FL Comprehensive Analysis of Police Services Orange County FL Expert Witness Law Enforcement Issues Parkland FL City Wide Safety & Security Study ~ - CPSM. 14 Pasco County FL Comprehensive analysis of Fire Services Pasco County FL Sheriff Budget Analysis Pompano Beach FL Comprehensive Analysis of Police Services Venice FL Comprehensive Analysis of Fire Services Alpharetta GA Comprehensive Analysis of Fire Services Alpharetta GA Comprehensive Analysis of Police Services Camden County GA Comprehensive Analysis of Fire Services Camden County GA Fire Consolidation St Marys Camden County GA Police Consolidation Study Garden City GA Preliminary Analysis Public Safety Merger Johns Creek GA Analysis of Fire Services Kingsland GA Fire Consolidation Study Sandy Springs GA Comprehensive Analysis of Police Department St. Marys GA Fire Consolidation Study Ankeny IA Police Chief Selection Boone IA Public Safety Consolidation Boone IA Performance Measurement of Municipal Operations Hayden ID Comprehensive Analysis of Police Services Jerome ID Analysis of Police Services Algonquin IL Performance Measurement Analysis Glenview IL Comprehensive Analysis of Police & Fire Services Glenview IL Comprehensive Analysis of Police Services Glenview IL Dispatch Operations Review Highland IL Comprehensive Analysis of Fire Services Highland Park IL Comprehensive Analysis of Fire Consolidation Highwood IL Comprehensive Analysis of Fire Consolidation Lake Bluff IL Analysis of Fire Consolidation Lake Bluff IL Fire Data Review Lake Forest IL Analysis of Fire Consolidation Lake Zurich IL Comprehensive Analysis of Fire Services Naperville IL Workload, Staffing & Schedule Design Roselle IL Comprehensive Analysis of Police Services Skokie IL Police Study Western Springs IL Comprehensive Analysis of Police Services Indianapolis IN Analysis of Police Workload & Deployment Services Plainfield IN Comprehensive Analysis of Police Services Topeka KS Preliminary review of Fire Department Northborough MA Comprehensive Analysis of Police Services Northborough MA Comprehensive Analysis of Fire Services Algonquin MD Performance Measurement Study Annapolis MD Comprehensive Analysis of Police Services Ocean City MD Dispatch Operations Review Rockville MD Comprehensive Analysis of Police Services Ann Arbor Ml Comprehensive Analysis of Fire Services Auburn Hills Ml Comprehensive Analysis of Fire Services Auburn Hills Ml Comprehensive Analysis of Police Services --- - CPSM. 15 Benton Harbor Ml Public Safety Consolidation Charlevoix Ml EMS Study Chesterfield Twp. Ml Comprehensive Analysis of Police Services Delta Township Ml Comprehensive Analysis of Police Services Delta Township Ml Comprehensive Analysis of Fire Services Detroit Public Schools Ml Police Department Review Douglas Ml Comprehensive Analysis of Police Services Flint Ml Comprehensive Analysis of Fire Services Flint Ml Comprehensive Analysis of Police Services Grand Rapids Ml Comprehensive Analysis of Police Services Grand Rapids Ml Comprehensive Analysis of Fire Services Grand Travers Fire Dept. Ml Comprehensive Analysis of Fire Services Green Lake Twp. Ml Comprehensive Analysis of Fire Services Grosse Pointe Ml Public Safety Consolidation Grosse Pointe Park Ml Public Safety Consolidation Hamtramck Ml Police Study Kentwood Ml Comprehensive Analysis of Police & Fire Services Kentwood Ml Analysis of Police Services Consolidation Kentwood Ml Analysis of Fire Services Consolidation Mott Community Coll. Ml Comprehensive Analysis of Public Safety Services Novi Ml Comprehensive Analysis of Police Services Novi Ml Comprehensive analysis of Fire Services Oshtemo Township Ml Police Workload / Contract for Services Analysis Ottawa County Ml Comprehensive Analysis of Sheriffs Office Petoskey Ml Public Safety Consolidation Plymouth Ml Fire Services Consolidation Plymouth Ml Fire Service Analysis Plymouth Ml Public Safety Analysis Royal Oak Ml Comprehensive Analysis of Police Services Royal Oak Ml Comprehensive Analysis of Fire Services Saginaw Ml Comprehensive Analysis of Police Services Saginaw Ml Comprehensive Analysis of Fire Services So. Kalamazoo Fire Auth. Ml Financia l Analysis of Fire Authority St. Joseph Ml Public Safety Consolidation Sturgis Ml Public Safety Analysis Troy Ml Comprehensive Analysis of Police Services Troy Ml Review of Fire Administration and Inspections Wyoming Ml Comprehensive Analysis of Police Services 2012 Wyoming Ml Comprehensive Analysis of Fire Services 2012 Wyoming Ml Comprehensive Analysis of Police Services 2009 Wyoming Ml Comprehensive Analysis of Fire Services 2009 Forest Lake MN Comprehensive Analysis of Police Services Mankato MN Public Safety Study Moorhead MN Comprehensive Analysis of Fire Services North St. Paul MN Public Safety Strategic Plan Development St. Cloud MN Police Strategic Planning Review -- CPSM& 16 St. Cloud MN Comprehensive Analysis of Police Services Stearns County MN Comprehensive Analysis of Sheriff's Office & Jail Brentwood MO Comprehensive Analysis of Police Services St. Louis MO Comprehensive Analysis of Fire Services St. Louis MO Comprehensive Analysis of Police Services St. Louis MO Standard of Response Cover and risk assessment Bozeman MT Fire Protection Master Plan Kalispell MT Comprehensive Analysis of EMS Services Bald Head Island NC Public Safety Staffing Review Bald Head Island NC Public Safety Consolidation Chapel Hill NC Comprehensive Analysis of police services Cornelius NC Fire Consolidation Study Davidson NC Fire Consolidation Study Greenville NC Comprehensive Analysis of Fire Services Matthews NC Comprehensive Analysis of Police Services Oxford NC Comprehensive Analysis of Fire Services Oxford NC Comprehensive Analysis of Police Services Rocky Mount NC AED Grant assistance Rocky Mount NC Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Fire Services South Sioux City NE Fire Services Strategic Plan East Brunswick NJ EMS Study Oradell NJ Comprehensive Analysis of Police Services Paterson NJ Comprehensive Analysis of Police Services South Orange NJ Comprehensive Analysis of Police Services Westwood NJ Comprehensive Analysis of Police Services Bernalillo NM Comprehensive Analysis of Fire Services Las Cruces NM Comprehensive Analysis of Fire Services Las Cruces NM Comprehensive Analysis of Police Services Ruidoso NM Comprehensive Analysis of Police Services Boulder City NV Police Organizational Study Henderson NV Comprehensive Analysis of Police Services Las Vegas NV Comprehensive Analysis of Fire Services Las Vegas NV Analysis of Department of Public Safety Las Vegas NV Fire / EMS Standards Review North Las Vegas NV Fire Workload Analysis Briar Cliff Manor NY Analysis of police consolidation Canandaigua NY Reginal Fire Study Garden City NY Comprehensive Analysis of Fire Services Long Beach NY Comprehensive Analysis of Fire and EMS services North Castle NY Comprehensive Analysis of Police Services Oneonta NY Comprehensive Analysis of Fire and EMS services Oneonta NY Fire Apparatus Review Orchard Park NY Comprehensive Analysis of Police Services Ossining Town NY Analysis of police consolidation ----- CPSM. 17 Ossining Village NY Analysis of police consolidation Rye NY Police Chief Selection Watertown NY Comprehensive Analysis of Fire Services Cincinnati OH Police Dispatch Review Dayton OH Police Internal A ff airs Review Huron OH Comprehensive Analysis of Police Services Huron OH Comprehensive Analysis of Fire Services Independence OH Comprehensive Analysis of Police Services Independence OH Comprehensive Analysis of Fire Services Sandusky OH Fire Study Sandusky OH Police Study Broken Arrow OK Comprehensive Analysis of Police Services Broken Arrow OK Comprehensive Analysis of Fire Services Edmond OK Comprehensive Analysis of Police Services Jenks OK Comprehensive Analysis of Police Services Jenks OK Comprehensive Analysis of Fire Services Muskogee OK Comprehensive Analysis of Police Services Tulsa OK Comprehensive Analysis of Fire Services Bend OR Comprehensive Analysis of Police Services Grants Pass OR Comprehensive Analysis of Fire Services Grants Pass OR Comprehensive Analysis of Police Services Grants Pass OR Public Safety Strategic Plan Development Ontario OR Comprehensive Analysis of Police Services Ontario OR Comprehensive Analysis of Fire Services Cumru Township PA Comprehensive Analysis of Police Services Cumru Township PA Police Chief Selection Ephrata PA Comprehensive Analysis of Police Services Farrell PA Comprehensive Analysis of Police Services Jamestown PA Comprehensive Analysis of Police Services Lower Windsor Twp. PA Comprehensive Analysis of Police Services Manheim Township PA Police Study Tredyffrin Township PA Comprehensive Analysis of Police Services East Providence RI Comprehensive Analysis of Fire Services East Providence RI Expert Witness Fire Issues Beaufort SC Review of Fire Service Contract Beaufort SC Comprehensive Analysis of Police Services Beaufort SC Comprehensive Analysis of Fire Services Walterboro SC Comprehensive Analysis of Public Safety Dept. Rapid City SD Comprehensive Analysis of Fire Services Germantown TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Police Services -------- CPSMa 18 Baytown TX EMS Study Belton TX Comprehensive Analysis of Police Services Belton TX Comprehensive Analysis of Fire Services Belton TX Police Chief Selection Belton TX Fire Chief Selection Buda TX Comprehensive Analysis of Police Services Cedar Park TX Comprehensive Analysis of Police Services Conroe TX Fire Services Analysis and Standard of Response Frisco TX Comprehensive Analysis of Fire Services Highland Village TX Fire Review Hutto TX Comprehensive Analysis of Fire Services Lucas TX Fire and EMS Analysis Lufkin TX Comprehensive Analysis of Fire Services New Braunfels TX Fire Study New Braunfels TX Police Study Prosper TX Comprehensive Analysis of Police Services Round Rock TX Comprehensive Analysis of Fire Services Sugarland TX Fire Department Overtime Analysis Sugarland TX Comprehensive Analysis of Fire Services Sugarland TX Comprehensive Analysis of Police Services Victoria TX Comprehensive Analysis of Police Services Washington City UT Comprehensive Public Safety Analysis Hampton VA Police Chief Selection Loudoun County VA Comprehensive Analysis of Sheriff Services Loudoun County VA Comprehensive Analysis of Fire Services Bonney Lake WA Comprehensive Analysis of Police Services Duvall WA Police Staffing Study Kelso WA Comprehensive Analysis of Police Services Lacey WA Comprehensive Analysis of Fire Services Marysville WA Comprehensive Analysis of Police Services Marysville WA Comprehensive Analysis of Fire Services Mill Creek WA Comprehensive Analysis of Police Services Mill Creek WA Comprehensive Analysis of Fire Services Snoqualmie WA Police Workload & Deployment Analysis Spokane Valley WA Comprehensive Analysis of Police Services Vancouver WA Comprehensive Analysis of Police Services Vancouver WA Police Chie f Selection Dunn County WI Sheriff Office Study Wauwatosa WI Comprehensive Analysis of Fire Services Wauwatosa WI Comprehensive Analysis of Police Services Casper WI Comprehensive Analysis of Police Services Jackson Hole WY Police Consolidation Review Laramie WY Comprehensive Analysis of Police Services Teton County WY Police Consolidation Review CPSM. 19