The vendor is required to provide for a comprehensive staffing and workload analysis across multiple cities.
- This study will evaluate current workload demands, assess future service needs based on projected geographic growth, and identify opportunities for operational improvements.
1. Workload analysis
a. Cataloging work requirements
• Using existing documentation from the city’s 2025 compensation and classification study and other resources to develop a comprehensive list of duties and assessing an fulltime employees (FTEs) time allocation to ensure a clear overview of their daily workload, including directed time proactive time, and administrative tasks for all positions in each division.
• Conducting a position inventory that provides insights into the composition of departments
b. Assessing current staffing & workload distribution
• Providing an overview of existing staffing levels by pertinent geographic designations for each department, functional area, activity, and schedule. this includes field operations and the appropriate management span of control.
• Compare current staffing levels with service demands that require overtime, such as emergency weather events and special events within city limits, to better understand the staffing resources needed to respond effectively.
• Identifying and reporting current workload metrics, as well as effectiveness metrics (e.g., task completion rate, work backlogs).
• Evaluating workload models (e.g., ratio-based, time-motion studies, simulation modeling), providing pros and cons for each, that the city can use to manage workload moving forward, including how to allocate personnel based on workload drivers and industry standards.
• Summarizing workload trends, providing insights into peak vs. off-peak demand, prioritized business hours, overtime usage, absenteeism, vacancies, and turnover.
• Providing insights into the training time required for employees to work independently as required by their roles.
• Identifying technological and process improvement opportunities to optimize workloads.
2. Geographic growth analysis
a. Reviewing existing data, reports, etc.
• Collecting previously completed studies and evaluation that will help to project growth impacts on selected service areas.
• This includes the city of strategic plan and business plans, as relevant; comprehensive plan and appropriate area plans; past staffing studies and planning studies; planned facility investments and expansions; 5-year CIP; and 10-year financial model.
• Reviewing and assessing existing planning documents as well as any forthcoming or in-development growth projections - such as the city 2030 comprehensive plan update, the plan wake comprehensive plan, and the triangle regional model generation developed and maintained by state capital area metropolitan planning organization - to inform recommendations.
• As needed to complement other analysis, consult with the human resources department, budget and management services, planning and development department, and other departments, organizations, and entities recommended by the city to understand changing land use patterns and impacts of the future land use map within developed areas of the city of experiencing greater density and height and to anticipate pressures associated with annexation.
b. Projecting future resource needs
• Using available data to forecast geographic-based FTEs needed over the next 10 years to meet changing service demands, broken down by type of FTE required. while the primary focus of this project is to ensure appropriate staffing levels for calls for service, it is also important to highlight the need for additional supervisory and administrative support, the potential impact of emerging technologies on staffing needs, and industry trends that support more efficient or contextually appropriate service delivery.
• Identifying the type of skills needed due to changing technology, industry best practices, etc.
3. Staffing schedule analysis
a. Benchmarking schedules
• Conducting a benchmark review with similar local governments, sister cities, and top performing municipalities as well as industry standards and best practices.
• Identify workload benchmark outliers and provide a description of the underlying factors contributing to their deviation from the norm.
• Recommending proposed key performance metrics and performance standards/service delivery expectations for each department.
• Offering benchmarking methodology options that align with best practices and regulations while balancing existing resources.
b. Recommending staffing models
• Recommending shift structures (e.g., fixed, rotating, staggered; 8-. 10-. 12-hour shifts) and reporting on their potential impact on current workload, span of control, staffing gaps, retention, recruitment, morale/fatigue, etc. pros and cons associated with each shift structure recommendation.
• Analyzing opportunities to consolidate departmental resources more efficiently or effectively.
• Identifying opportunities to leverage contracted resources to complement city services while the city works to staff to optimized levels, providing pros and cons for each opportunity.
4. Task civilianization
a. conducting a current state assessment
• Conducting a comprehensive inventory of sworn positions and their assigned duties.
• Analyzing time allocated to each identified duties (percentage of time sworn personnel spend on various tasks).
• Comparing identified duties and/or current staffing models with industry benchmarks (e.g., how similar municipalities use civilian roles).
b. Identifying civilianization opportunities
• Assessing which non-enforcement tasks currently handled by sworn officers can be transferred to civilians – for example:
o Administrative work
o Crime scene processing (some forensic and evidence-handling roles)
o Non-criminal calls for service (e.g., welfare checks, minor traffic accidents)
o Public information and community outreach
o Court liaison and records management
o Training coordination and recruitment
o Parking enforcement and non-emergency traffic control
o Background investigations
o Mental health crisis response
• Assessing which tasks must remain sworn functions due to a need for legal authority or to ensure effectiveness of public safety
c. Conducting a cost analysis
• Providing estimated costs for any sworn vs. civilian task re-distribution, including training and recruitment cost comparisons.
- Questions/Inquires Deadline: May 23, 2025