The vendor is required to provide for a comprehensive analysis of police services to assist with positioning the department for optimal functionality and growth.
- The comprehensive analysis of police services should involve the following major outcomes:
• Conduct data-driven, operation research analysis to identify actual workload.
• Identify and recommend appropriate staffing and deployment levels for every operational and support function in the department.
• Examine the department’s organizational structure and culture.
• Recommend a management framework to ensure accountability, increased efficiency, and improved performance.
• Identify community expectations for the police department by conducting meetings with municipal stakeholders.
• Solicit department membership input, both sworn and civilian, by conducting ride-a-longs and focus groups.
• Conduct on-site operational reviews; on-site reviews should consist of interviews with management and supervisors, as well as rank and file officers; attendance at roll calls and ride-along with officers.
• Review case files with investigators and observations of dispatch operations to assess compliance with standards, policies, and best practice. - The analysis should utilize an approach that includes:
a. Benchmark the community
• It is essential to understand the service levels, protection needs, community dynamics, and overall environment within which the police department operates.
• The comprehensive analysis should involve interviews directed at stakeholders in the community, which could include elected officials and employee labor representatives who would be contacted to solicit their opinions about the department, the public safety needs of their constituency, and the perceived gaps in service levels currently provided.
• Analyst may work with agency contacts to identify community members that can provide this important information. additionally, the department should be compared to organizations of similar size with respect to crime, demographics, and cost-efficiency.
b. Operations
• A data analysis of police department operational workload, staffing and deployment should be conducted to objectively looking at the availability of deployed hours and compare those to the hours necessary to conduct operations.
• Staffing expansion and reductions needs should be determined and projected.
• Additionally, the time necessary to conduct proactive police activities should be reviewed to provide the city with a meaningful methodology to determine appropriate costing allocation models.
c. Administration and support: an evaluation of every administrative and support unit in the police department should be conducted; the evaluation should involve:
• Staffing.
• Workload.
• Civilianization possibilities.
• Cost saving opportunities.
• Outsourcing opportunities.
• Best practice comparisons and opportunities for improvement
d. Organizational culture
• The operational evaluation described above; organizational culture should be evaluated.
• The culture of a police organization reflects its members and the community it serves.
• Through focus groups, interviews, and observations, analyst should evaluate operational performance and need.
• This part of the analysis is critical to the overall success of the project as it provides a better understanding of the police department and how the workload, staffing, and community dynamics shape the mission, goals, operations, and needs of the organization. in addition, as an option, every member of the department should be given the opportunity to participate in an anonymous survey.
e. Additional components
• A departmental structure recommendation that details optimal practices regarding command structure and operational functionality.
• A workforce size recommendation that will support the needs of the city and its current and growing population for the next 5-7 years.
• A review of the current police career ladder, including the development of appropriate internal relationship guidelines.
• Recruitment strategies that will aid in attracting a qualified, diverse pool of applicants in a competitive law enforcement profession; and
• Retention strategies aimed at maintaining the qualified sworn staff.
• Award is expected to be made no later than late spring 2025 and work should be completed no later than 105-135 days after award is made.
- Contract Period/Term: 3 years
- Questions/Inquires Deadline: March 20, 2025