Lower Merion Township Police Proposal

Proposal to Provide Police – Community

Relations Consulting Services

LOWER MERION TOWNSHIP, PENNSYLVANIA

matrixconsu l t i ng g roup

TABLE OF CONTENTS

Proposal Section Page

LETTER OF TRANSMITTAL

I

1. QUALIFICATIONS OF THE FIRM AND PROJECT TEAM 1 2. PROJECT WORK PLAN AND SCHEDULE 6 3. COST PROPOSAL 16 ATTACHMENT – RESUMES 17

April 26, 2016 Mr. Ernie B. McNeely Township Manager Lower Merion Township 75 E. Lancaster Avenue Ardmore, PA 19003 Dear Mr. McNeely:

The Matrix Consulting Group is pleased to present our qualifications to provide Police – Community Relations Consulting Services to Lower Merion Township. Our proposal is based on our review of the Request for Township’s Request for Proposals and our review of the the Police Department and the background to this study, as well as our experience analyzing hundreds of police departments in Pennsylvania and across the country, including many larger agencies.

This study is designed to provide an assessment of the Township’s community relations and engagement efforts and provide strategies to improve interactions with the community based on benchmarks, best practices and what is best for the Township.

Our firm and its senior staff have extensive experience as law enforcement analysts and professionals. The following paragraphs summarize our experience:

• The Matrix Consulting Group project team has conducted operational and

strategic planning studies of more than 300 police and sheriff’s departments throughout the country, in 40 states plus Canada. The depth of our experience is demonstrated in the following table of recent clients:

Arlington, Texas Arlington, Washington Aurora, Colorado Bayonne, New Jersey Berkeley, California Beverly Hills, California Birmingham, Alabama Carlisle, Pennsylvania Chula Vista, California Clearwater, Florida Columbia, Missouri Coral Gables, Florida Corvallis, Oregon Fort Morgan, Colorado

Hayward, California Lansing, Illinois Lawrence Township New Jersey Lowell, Massachusetts Manchester, New Hampshire Mendham, New Jersey Milwaukee, Wisconsin Montville, New Jersey Mt. Lebanon, Pennsylvania Napa, California Nashville-Davidson, Tennessee Newburgh, New York Omaha, Nebraska Onondaga County, New York

Phoenix, Arizona Portland, Oregon Raleigh, North Carolina Redding, California Richmond, Virginia San Antonio, Texas Seaside, California Spokane, Washington St. Petersburg, Florida Suffolk, Virginia Tacoma, Washington Vancouver, Washington Winnipeg, Manitoba (Canada) York, Pennsylvania

matrixconsu l t i ng g roup

We are completing a community policing study for Austin (TX) and staffing studies for Mahwah (NJ), Roseville (CA) and Ramsey County (MN). Also note that the study for Carlisle (PA) was just completed and the Borough Manager is provided as a reference for this project. That study included an important management component.

• Our project team is comprised of senior analysts and police managers, many of

whom have worked extensively together for several years.

– I would lead the team. I have over 35 years of experience as a law enforcement consultant. I have conducted and/or led over 200 police and sheriff’s office studies in my career and I am the President of our firm.

– Our team is augmented by staff analysts with prior careers as law

enforcement professionals and managers. These staff members include:

•• Byron Pipkin, a Senior Manager, who has been a law enforcement consultant for 10 years. He was a Deputy Chief in the Sunnyvale (CA) Public Safety Department.

•• Jerry Hoover, a Manager with for over 35 years of experience as

chief of Police and consultant at the local, state, national and international levels.

•• Ian Brady, a Senior Consultant, with police analytical experience

encompassing over 30 studies in the past 4 years, including our recent study for Carlisle (PA).

We are proud of the work we have done for police departments around the

country and the positive changes these have brought and them. I am available via the letterhead address and phone / fax numbers. I can also be reached at [email protected].

We appreciate the opportunity to provide this proposal response and look

forward to the opportunity to work with you. Richard P. Brady

Matrix Consulting Group Richard Brady President

UPPER MERION TOWNSHIP, PENNSYLVANIA Proposal to Provide Police – Community Relations Consulting Services

Matrix Consulting Group Page 1

2. QUALIFICATIONS OF THE FIRM AND

PROJECT TEAM In this section of the proposal is provided a general introduction to the Matrix Consulting Group as well as the answers to specific questions in the RFP for which answers are requested in this response. 1. INTRODUCTION TO THE MATRIX CONSULTING GROUP

The Matrix Consulting Group, Ltd. was formed by senior consultants who created

it in order to pursue a service in which the senior people actually do the work in a low overhead environment. Our only business focus is the provision of organization and management analytical services to local government, as summarized below: • We were founded in 2002. However, the principals and senior staff of our firm

have worked together in this and other firms as one team for 10 to 30 years. • We are domestically incorporated in the State of California. Our firm maintains

offices in California, Massachusetts, Texas, Illinois, Washington and New York. • Our only market and service focus is management, staffing and operations

analysis of local government. • Our most significant service area is public safety. The Matrix Consulting Group

project team has conducted staffing studies of more than 300 police and sheriff’s departments in Pennsylvania and throughout the United States.

• We currently have 15 full-time and 5 part-time staff.

All of the proposed project team members who would be assigned to this project are staff in the firm; we have not proposed the use of subcontractors nor do we believe in their use – we have the requisite qualifications in our staff and the use of sub contractors leads to inconsistent customer service and analytical quality. 2. LAW ENFORCEMENT PROJECT EXPERIENCE

The Matrix Consulting Group project team has conducted staffing studies of more than 300 police and sheriff’s departments in Pennsylvania and throughout the United States. We have extensive and recent experience working law enforcement agencies of all sizes and situations, and in 40 states and in Canada, as the following table of clients demonstrates:



Arlington, Texas Arlington, Washington Aurora, Colorado Bayonne, New Jersey Berkeley, California Beverly Hills, California Birmingham, Alabama Carlisle, Pennsylvania Chula Vista, California Clearwater, Florida Columbia, Missouri Coral Gables, Florida Corvallis, Oregon Fort Morgan, Colorado

Hayward, California Lansing, Illinois Lawrence Township New Jersey Lowell, Massachusetts Manchester, New Hampshire Mendham, New Jersey Milwaukee, Wisconsin Montville, New Jersey Mt. Lebanon, Pennsylvania Napa, California Nashville-Davidson, Tennessee Newburgh, New York Omaha, Nebraska Onondaga County, New York

Phoenix, Arizona Portland, Oregon Raleigh, North Carolina Redding, California Richmond, Virginia San Antonio, Texas Seaside, California Spokane, Washington St. Petersburg, Florida Suffolk, Virginia Tacoma, Washington Vancouver, Washington Winnipeg, Manitoba (Canada) York, Pennsylvania

We are completing a community policing study for Austin (TX) and staffing

studies for Mahwah (NJ), Roseville (CA) and Ramsey County (MN). Also note that the study for Carlisle (PA) was just completed and the Borough Manager is provided as a reference for this project. That study included an important management component.

3. REFERENCES

The following table provides references for law enforcement projects recently

completed by the firm. However, these are not merely general ‘corporate’ references – members of our proposed project team played lead roles in each of these projects. In addition, we understand that this is not a police operational or staffing study. Rather, this is a study about organizational culture and behaviors and the support provided to effective community relations though leadership and management, policies and procedures, training and first line supervision. The following study references included this scope in whole or in significant part.

Client

Project Summary

Reference

Carlisle, Pennsylvania Police Department Organizational Review 2015

In this just completed study the project the Matrix Consulting Group developed a management and staffing plan for the Police Department. Coming a time of significant change in home rule the study laid out a management plan for the Chief, Borough Manager and Borough Council to better provide oversight and performance expectations. The study also reviewed operations to include improvements in community service, patrol and case management and crime analysis.

Matthew Candland Borough Manager (717) 240-6921



Client

Project Summary

Reference

Asheville, North Carolina Police Department Management and Organizational Assessment 2015

The Matrix Consulting Group took an in-depth examination of all management systems in the department including human resources processes that contributed to employee retention and recruitment. The project team thoroughly reviewed and evaluated the Department compared to “best management practices” as well as the current practices of comparative cities. The study provided over 60 recommendations for the short term for the Interim Police Chief to address to stabilize the Department and for the long range to direct the Department to be a best practice agency. Recommendations covered internal and external communications, goal setting, policies and procedures, recruitment and retention as well as other human resources issues.

Paul Featherston Assistant City Manager (828) 424-5169

Mendham, New Jersey Police Department Management Study 2015 – 2016

The Matrix Consulting Group just completed this study for the small community in central New Jersey. Though a small department of only 10 officers and supervisors plus a chief, internal communications had broken down and there was conflict between the chief and governing body. The project team recommended ‘rules of engagement’ internally and externally which included accountability for performance and service to the community. A team building process was recommended. Finally, an administrative position was recommended to facilitate the return of sergeants to the field.

Richard Merkt Business Administrator (973) 543-7152

Arlington, Washington Police Department Study 2014

In this project the Matrix Consulting Group worked closely with the City and the Police Department to evaluate and resolve a number of management issues pertaining to interaction with the community, internal communications, and the lack of performance metrics and planning. These issues were leading to citizen and employee dissatisfaction. Recommendations to address this included creation of a public safety director, development of a community policing plan, and improved information and internal communications. The project team also recommended an increase in patrol positions and changes in the use of field supervisors and commanders.

Allen Johnson City Administrator (360) 403-3441



Client

Project Summary

Reference

Elko, Nevada Management Study of the Police Department 2013

In this study the project team evaluated the Police Department at a time of concern evidenced by high employee turnover and dissatisfaction. Key recommendations to improve management systems and internal communications were critical. Recommendations were also made to improve regionalization, to improve records and especially property and evidence functions.

Curtis Calder City Manager (775) 777-7126

We would be pleased to provide contact information and references for any project in our experience. 4. PROPOSED PROJECT TEAM

The Matrix Consulting Group proposes to utilize a very experienced project team to complete this assignment which includes the President of the firm and the leadership of it public safety practice.

The organization of this team can be seen in the following chart.

RICHARD BRADY is the President of the Matrix Consulting Group. He is the leader of our management studies and law enforcement analytical practices. He has been a consultant to local governments for over thirty-five years. During that period, he has specialized in the analysis of police services – having conducted over 200 studies of law enforcement and criminal justice systems. Mr. Brady has managed and/or significantly participated in every law enforcement study cited as experience in this proposal. Recently, that has included all of our recent reviews for – Birmingham (AL), DeKalb County (GA), Hennepin County (MN), Portland (OR), Raleigh (NC), Hayward (CA), Mendham (NJ), Carlisle (PA), Elko (NV), San Antonio (TX) and Winnipeg (MB) as well as Carlisle (PA), Columbia (MO), Berkeley (CA) and Hayward (CA). Mr. Brady has a BA from California State University, Hayward; and a doctorate from Oxford University, U.K.

Richard BradyPresident

Byron PipkinSenior Manager

Jerry HooverManager

Ian BradySenior Consultant



BYRON PIPKIN is a Senior Manager with the Matrix Consulting Group, with over 32 years of law enforcement experience. Mr. Pipkin has experience as a public safety officer through the rank of Deputy Chief in the Sunnyvale (CA) Department of Public Safety. Byron Pipkin has extensive experience, which includes analysis of law enforcement operations for Sunnyvale’s Department of Public Safety as a client project coordinator. Mr. Pipkin has recently completed studies of the police departments in Carlisle (PA), Phoenix (AZ), Newburgh (NY), Winnipeg (Manitoba, Canada), Springdale (AR), Vancouver (WA), Spokane (WA), Grants Pass (OR), Beverly Hills (CA), Cotati (CA), San Antonio (TX), Arlington (TX), Omaha (NE), Birmingham (AL) and Portland (OR). He also led our police feasibility and contract review studies for La Quinta and Laguna Hills (CA). Mr. Pipkin has a B.S. in Administration of Justice, California State University at Lower Merion Township. JERRY HOOVER is a Senior Manager with the Matrix Consulting Group. He has a strong background in law enforcement, including having previously served as the Chief of Police in Reno, Nevada and in the City of St Joseph, Missouri. Mr. Hoover is regularly asked to lecture at Universities and conferences throughout the country. He has also served as the Senior Police Advisor to the U.S. Department of State, and as a consultant to the Royal New Zealand Police. Among his many distinguished roles, Mr. Hoover has served as interim Police Commissioner to the United Nations in Sudan, and was recently Contingent Commander in support of police training in Afghanistan. He has worked with Matrix Consulting Group on recent police assignments in Portland (OR), Elko (NV) and Pacifica (CA). IAN BRADY is a Consultant with the Matrix Consulting Group as part of our Management Services Division, and is based in our Mountain View office. Recently, Mr. Brady has worked on police management studies for the Birmingham (AL), Suffolk (VA), Lansing (IL), Carlisle (PA), Hayward (CA) and Portland (OR). Winnipeg (Canada), Hanford (CA), Berkeley (CA), Columbia (MO), Roseville (CA), Raleigh (NC), Laguna Hills (CA), Huntington Beach (CA) and Arlington (WA). Ian was the lead analyst including his development of our GIS and statistical analytical approaches for evaluating existing and alternative beat structures as well as staffing models for use as clients grow and change. He has been with the firm for four years as a staff person and previously as an intern. He received his BA in Political Science from Willamette University in Salem, Oregon. More extensive resumes for the senior law enforcement project team members can be found in the Attachment of this proposal.



3. PROJECT WORK PLAN AND SCHEDULE

In this section of the proposal is provided our proposed approach to this project including a task plan and description of key deliverables. This section begins, however, with a discussion on the background to this study and the scope of work for this assignment. 1. OUR UNDERSTANDING OF UPPER MERION TOWNSHIP’S LAW

ENFORCEMENT ENVIRONMENT AND THE SCOPE OF WORK FOR THIS ASSESSMENT.

The Township is seeking a comprehensive Police Department Community

Relations assessment. This project is designed to understand, evaluate all aspects of Police Department’s Community Relations programs and efforts to enable it to be a higher functioning and transparent organization in its services to the public. As a result, key issues to address in a project like this are: • Are Department mission, goals and values consistent with a community oriented

and efficiency directed police department? • Are managers, supervisors and staff selected, trained and supported through

policy and reviews in meeting the appropriate mission, values and goals? • Does the Department effectively recruit, train initially and annually its personnel? • Are effective management systems in place for Department and Township

officials, and the public to see if service goals are being met? While the recent interest in this study arose in the aftermath of two events which occurred in the Township involving Police response and on scene actions, these are fundamental questions for any organization, but especially for a law enforcement organization in America today. It is not enough for police departments to exist as paramilitary organizations. They must demonstrate that they have the people and the management systems in place to be community oriented and responsive as well as internally efficient and effective. As a result, the scope of work for this study includes: • A review of citizen oriented policies and incidents against these policies. • A review of employee training in the Academy, field an annual in service for

elements supporting effective community relations. • A review of police / community interactions and proactive methods of outreach.



• A review of data collect, data management and oversight for the LMPD. • A review of government oversight including the Township’s Board of

Commissioners and the Community Relations Committee. • A comparison of the Police Department against ‘best practices’ in its community

relations efforts. It is important to note that the Lower Merion Township Police Department has not been standing still waiting for this study and other efforts to play out. Being an accredited agency it has a tradition of reflection and continuous improvement to improve the management of its services and the delivery of service to the community. Some of the recent changes made to address Police / Community relations not only demonstrate a commitment to this but are innovative and of unusual depth. For example: • Public meetings to discuss Police / Community relations together with action

plans to address further improvements. • Research on improving training and training methods in issues beyond traditional

police officer skills to include community relations, de-escalation techniques, etc. Immediate opportunities for addressing community relations (such as a program offered by the Anti-Defamation League).

• Involvement in the Police – Community Relations Committee as a continuing

forum for input. Meetings with other community groups (e.g., St. Mary’s Episcopal Church) and other Township entities (such as the Human Relations Commission).

• A commitment to implementing appropriate elements of the President’s

Taskforce in 21st Century Policing. • The development of an analytical approach to understanding community

interactions. • Adjusting deployment strategies to enhance community interface. • A variety of community program enhancements such as “Coffee with a Cop”. These are the foundation for change that may still be needed. Moreover, it shows something critical for this process interest in and the capacity for change.



2. PROPOSED WORK APPROACH The following task plan provides a detailed description of the approaches which the project team would take to conduct this important project for Lower Merion Township. Task 1 Conduct Initial Interviews to Develop an Understanding of the

Existing Culture, Policies, Procedures and Management Systems in the Lower Merion Township Police Department.

To become informed and knowledgeable regarding the relevant policies,

practices and management issues involved in this study the project team will need to conduct interviews of people in and outside the Police Department. This interview items include the existing culture of the organization, human resource practices, employee performance expectations and operational / Department management. To provide this level of understanding, the project team will accomplish the following: • Interview the Township Manager and the Board of Commissioners individually to

obtain an understanding of the factors and events that have led to this study. • Hold an open meeting with the Board of Commissioners to provide their

collective input on the study and its objectives. • Conduct similar interview(s) the the Chair and other representatives of the Police

Community Relations Committee. • Interview the Police Chief and other staff in the LMPD to obtain an initial

understanding of the organizational and management philosophies in the Department.

• Interview other staff in the Township who interact with the Police Department

(e.g., Township Attorney and Human Resources Director) to understand key issues that led to this study.

• Interview a representative of the collective bargaining group to obtain their

perspective on management systems and organizational development issues. Task Result: At the completion of this task, the project team will have an initial understanding of the culture, philosophies and management of the LMPD. Task 2 Develop an Understanding of Organizational Development and

Management Systems and Issues in the Department.

During this task, the project team would interview other staff in the Lower Merion Township Police Department and collect and/or review basic documents, policies,



procedures and practices of the Department relating to the scope of work. These include: • The systems used to manage the Department including, goals and objectives,

performance management principles, methods of internal and external communication, etc.

• Department policies related to operations management, employee supervision

and accountability, training and disciplinary processes, as well as how policy revisions are communicated.

• Roles and responsibilities of command and supervisory officers. • Basic and in-service training provided to officers; focusing not just on technical

aspects of the job but also on integrity, professionalism and career development. • Recruitment, recruitment plans, hiring, promotional and retention programs of the

Department, including the promotional processes and results in the past three years.

• “Early warning” systems that may be in place within the LMPD. • Complaint handling and internal investigation processes. Department disciplinary

processes and the roles and responsibilities of any external review to the disciplinary process (e.g. Township Attorney or Township Administrator).

Task Result: The project team would develop a ‘profile’ of the guiding policies and management systems in place in the Lower Merion Township Police Department. Task 3 Document Staff Attitudes Toward Service Strengths and

Improvement Opportunities in Police – Community Relations.

To fully evaluate the delivery of community services, it is important that the project team understand the range of employee perceptions in the Lower Merion Police Department. To be credible, this input needs to be accomplished at the outset of the analysis of the various staffing alternatives to be considered during the project. We have found in our previous work that use of a survey instrument is an ideal way to maximize input and increase the perception of the study as an objective effort. Documentation and analysis of employee attitudes will consist of: • Preparation of a confidential questionnaire to be distributed to all employees.

The project team would structure this questionnaire to "fit" the unique characteristics of the Lower Merion Police Department. Employees would respond online utilizing SurveyMonkey.



• Eliciting responses to such issues as:

– Service level capabilities and realities. – Community relations. – Reactive and proactive approaches to work. – Policies and procedures – consistency, etc. – Human resources issues – recruitment, training and staff development – Supervisory and management relations

• Analysis of questionnaire results, differentiating responses by managers /

supervisors versus line employees. Task Result: Upon completion of the project the summary results would be made available to all employees in the LMPD. Task 4 Document Citizen Views Toward Key Strengths and Improvement

Opportunities Within the Lower Merion Township Police Department in Its Dealings with the Community.

Critical to this project is the development of citizen views toward community services provided by and management of these services by the Police Department. The project team would utilize two approaches to document these views – a combination of on line surveys and focus group meetings to develop this input. These approaches are described in the following subsections. (1) Community Survey

We would conduct an online electronic survey that could be completed by any member of the public, to provide input to the project team regarding the community services provided by the Lower Merion Township Police Department. The use of an on line survey would be to get as much input as possible from members of the public. Attitudes toward some of the following questions would be sought: • Document attitudes toward the types, levels and quality of police services

provided. • Document attitudes toward responsiveness of GCPD personnel to call for

service. • Document perceptions regarding key management issues. • Identify service gaps and new programmatic and service needs.

Questionnaires would be confidential and completed via an online survey instrument (SurveyMonkey). Once questionnaires are completed, we will analyze results and prepare an analytical summary that documents response patterns.



(2) Community Meetings

While surveys are useful techniques to garner a large number of views, they are limited in terms of the depth of the issues identified. As a result, in this sub-task the Matrix Consulting Group will utilize this technique in a “Town Hall” format, in open meetings in which greater depth to a discussion of issues could be accomplished. To accomplish this we would:

• An introduction to the study, its processes and goals. • Discussion of the strengths of Police Department services. • A review of issues of concern to attendees, such as those described above in the

community survey.

The Matrix Consulting Group would conduct two (2) Town Hall meetings. Participants can either be invited or the meetings could be open.

The Town Hall participants would be led through a two-hour discussion by the

Matrix Consulting Group – to really understand why citizens feel the way they do about a particular patrol issue.

Once the Town Hall meetings are completed, the Matrix Consulting Group would complete an analysis of the results and prepare an interim report regarding the resulting issues. This interim report would be reviewed with project steering committee. Task Result: Based on the results of the survey and focus group meetings, the project team would identify prevailing themes in terms of strengths and potential issues existing within the LMPD in an interim report to review with the project steering committee. Task 5 Develop an Assessment of the Lower Merion Police Department

Through a Comparison of Current Service to “Best Practices’.

The project team will identify issues impacting this assessment of the Lower Merion Police Department not only through its professional judgment after conducting the fact finding described in the previous tasks but also in a structured comparative way against ‘best practices’. The project team will develop a detailed list of "best management practices" for use in a “diagnostic assessment” of each service function in the Police Department as a way to identify management and service issues. This diagnostic assessment would be developed to identify those areas in which the Department is meeting targeted management and community service objectives or standards of service efficiency or effectiveness. These ‘standards’ represent the project team’s experience working with police agencies over the past 20+ years as well as ‘standards’ from other organizations (e.g., CALEA, IACP).



• The project team will use the data collection and input activities conducted in

previous tasks to assess the degree to which services or service levels conform to the benchmark.

• Each service area diagnostic element would consist of the following:

– A definition of the management, service level or efficiency target. – A description of the current performance. – Identification of areas which meet or exceeded the target(s). – Identification of areas which represent improvement opportunities. – A description of the next steps which the project team should take.

Task Result: The results of this analytical exercise will be documented in an assessment of issues in the context of comparisons to best practices in law enforcement. Task 6 Assess Overall, Operational and Personnel Management Systems

the Police Department With the factual basis developed and issues identified through conduct of the previous tasks in this study, the project team will be in a position to evaluate the organization, management and “culture” within the Lower Merion Police Department. The issues will be assessed in each area as described in the following subsections: (1) Department Management and Supervisory Systems

The management systems and processes used to plan and control operations

will be evaluated. Analytical attention will be focused on such major management system issues as the following: • Are missions, goals, and values effectively communicated throughout the

organization? Are the units accountable for meeting these goals? • How are goals, objectives and service level targets developed? • How does the Department plan, schedule and control the work to be done in

patrol services and other work units involved in the scope of this study? • How is the community policing program developed, enacted, reviewed and

communicated internally and externally? Is community input sought? Is it directed through some intelligence led policing data techniques?

• How is this productivity evaluated? • Is the level of openness within the Department adequate? If not, what positive

changes can be made?



• Are management responsibilities ’pushed down’ or delegated in the Department?

How are managers and supervisors supported in this? • Do managers and supervisors have the background and training to function

effectively in their designated capacities in the Department. • Are managers and supervisors developed as current and future leaders? • What are the most appropriate oversight roles for the Community Relations

Committee? • Do the Township Manager and Board of Commissioners receive the information

that they need to provide an on-going assessment of the performance of police services?

(2) Organizational Culture

The study team will also assess the positive features and improvement

opportunities which may exist in the Department’s “organizational culture” – that is, how it works as a team, how individuals interact, how diversity is encouraged and supported. Some of the issues which will receive attention in this sub-task include the following: • How does the Department promote team building and a positive work

environment? • How are effective internal communications encouraged. • How is diversity promoted internally and externally. • How does the Department promote ethics in all of its actions? • How does the Department deal with any reported peer control issues? (3) Human Resource Management

The study team will also assess the positive features and improvement opportunities in the Department’s human resource management components relating to recruitment and selection, training and career development and how this contributes to a positive organization. Some of the issues which will receive attention include: • Is the Police Department recruiting and hiring high quality candidates? Is the

testing and background investigation process adequate? • Are academy and field training used to promote positive values.



• What types of in service training are provided to police personnel? Is the training sufficient and of high quality? Do training gaps exist?

• Is the best use of training facilities made? • Is police ethics a priority in training? Is diversity and sensitivity to these issues a

priority? • How is career development and professional growth promoted? • Is turnover examined for patterns and trends? Are exit interviews performed? • Is the performance appraisal system adequate, both from the perspective of

forms employed and as executed by managers and supervisors within the Department?

• Is an “early warning” system in place to assist supervisors? • Is there fairness and consistency in the handling of complaints, investigation of

complaints, and the disciplinary process? Is there an adequate appeal opportunity for individuals in the disciplinary process?

(4) Policies and Procedures

The project team will evaluate the policies and procedures used by the Lower Merion Township Police Department to support and manage achievement of its various objectives. Members of the project team will review departmental operating policies and procedures in general and specifically relating to the major commands to address the following:

• Are operating policy and procedure documents complete? Do major gaps exist? • Are the operating policy and procedure manuals and documents updated

frequently enough to reflect legal, LMPD and community changes? What is the process for updating these manuals and documents?

• How are the contents of these manuals and documents and their revisions

communicated throughout the Police Department? • How is liability controlled? • Are critical policies and procedures such as use of force and vehicle pursuit

clearly defined and consistent with progressive approaches?



Task Result: The result of this task will be a thorough assessment of all general management, operational, policies and human resource management systems in the Lower Merion Township Police Department. Task 7 Provide Recommendations and an Implementation Plan in a Final

Report.

Once the work tasks noted above have been completed, our findings and recommendations will be documented in the form of a detailed management and operations plan for the LMPD. This Draft and Final Report will consist of:

• A summary of the facts developed during the study as well as summaries of the

employee and citizen input processes conducted as part of the study. • Executive summary of all key findings and recommendations. • Detailed analysis, findings and recommendations related to the scope of work. • The necessary steps required to implement the recommended changes, the

person(s) responsible for implementation, and timing. We will conduct a second review session with the Township’s Board of Commissioners to review the report and associated implementation plan. We can also review the report with the Public Safety Committee for greater public exposure. Task Result: The final report and implementation plan will be developed. Once necessary reviews have been completed and the report is finalized, we are prepared to present the final report to the Board of Commissioners. 4. SCHEDULE The table, below, portrays our recommended schedule for this study on a task basis. We recommend a 14 week schedule. As can be seen in the chart, below.

Project Task 1 2

3

4

5

6

7

8

9

10

11

12

13

14 1. Initiation 2. Management Systems 3. Employee Input 4. Citizen Input 5. Issues Assessment 6. Management Alts. 7. Draft / Final Report



3. COST PROPOSAL

The Matrix Consulting Group proposes to conduct this Police Department –

Community Relations Assessment for Lower Merion Township for a fixed price of $44,000. This price was derived by determining the level of effort required for each of the tasks described in our proposed project plan. The detailed calculations of this pricing are provided below.

Project Task Project

Manager Senior

Managers

Consultant Total 1. Initiation 8 0 0 8 2. Management Systems 8 32 8 48 3. Employee Input 4 0 8 12 4. Citizen Input 4 0 8 12 5. Issues Assessment 8 24 8 40 6. Management Alts. 8 40 0 48 7. Draft / Final Report 8 32 8 48 Total Staff Hours 48 128 40 216 Hourly Billing Rates $225 $175 $125 Professional Staff Time Cost $10,800 $22,400 $5,000 $38,200 Travel-Related Cost $5,800 TOTAL COST $44,000

We typically contract on a fixed price basis with monthly billings representing our

progress on the project. We are, however, open to other approaches for payment.



RICHARD P. BRADY President, Matrix Consulting Group Project Manager BACKGROUND Richard Brady is the Matrix Consulting Group's President. Mr. Brady has been a management consultant to local government for more than 35 years. Prior to joining the Matrix Consulting Group, he was the MAXIMUS national Vice President in charge of its local government consulting practice, and before that the managing partner of the California-based management consulting firm of Hughes, Heiss & Associates. Mr. Brady has conducted numerous studies of every local government function. However, the vast majority of his work is in the law enforcement, criminal justice and public safety areas. EXPERIENCE IN LAW ENFORCEMENT The following points summarize Mr. Brady's project experience. • Law enforcement management and operations studies covering workload,

staffing, service levels, and internal procedures and policies. Clients served include:

State Law Enforcement Management and Staffing Studies Alaska

Anchorage

Arizona

Goodyear, Phoenix, Prescott Valley

California

Alameda County, Anaheim, Berkeley, Butte County, Chula Vista, Citrus Heights, Contra Costa County, Galt, Gilroy, Goleta, Glendale, Hayward, Kern County, Laguna Hills, Los Angeles, Los Angeles County, Los Gatos, Lynwood, Monrovia, Napa, Ontario, Orange County, Palmdale, Palo Alto, Pittsburg, Poway, Roseville, Lower Merion Township, Pasadena, Patterson, San Bernardino, San Bernardino County, San Mateo County, San Rafael, Santa Ana, Santa Barbara County, Santa Monica, Sonoma County, Sunnyvale and Vernon

Colorado

Aurora

Connecticut

Stamford

Florida

Alachua County, Coral Gables, Jacksonville, Jupiter, North Miami Beach, Orange County, Pasco County, Pinellas County, Port Richey and Venice

Georgia

Americus, Augusta-Richmond County, DeKalb County, Fulton County, Hall County, Chatham County

Illinois

Lansing

Louisiana

Alexandria



State Law Enforcement Management and Staffing Studies Massachusetts

Beverly, Boston, Lawrence, Milford, Mansfield, Burlington, Pelham, Watertown, Wayland, Westwood, Whitman

Minnesota

Anoka County and Hennepin County

Missouri

Columbia, Des Peres and Raymore

Nebraska

Omaha

Nevada

Las Vegas Metropolitan Police Department, Sparks and Reno

New Hampshire

Portsmouth

New Mexico

Albuquerque

New Jersey

Lawrence Township, Franklin Township, Montvale, Woodcliff Lake and Park Ridge

New York

Albany, Carthage, Endicott, Newburgh, Vestal and Briarcliff Manor

North Carolina

Burke County, Raleigh and Durham

Michigan

Alpena and Detroit

Ohio

Fairborn

Oregon

Clackamas County, Portland and Grants Pass

Pennsylvania

Carlisle and York

South Carolina

Beaufort County, Charleston County, Hilton Head Island, Spartanburg County

Tennessee

Nashville-Davidson County and Knox County

Texas

Arlington, San Antonio, Terrell, El Paso, Grand Prairie and Southlake

Utah

Salt Lake City

Vermont

Brattleboro and Montpelier

Virginia

Richmond, Leesburg and Loudoun County

Washington

Arlington, Spokane, Kirkland and Snohomish County

Wisconsin

Sun Prairie, Milwaukee, Dane County

Canada

Winnipeg

Law Enforcement Program Studies: Mr. Brady has performed a wide variety of studies of law enforcement programs and services. Selected studies have included the following:



• Emergency Communications – over 75 studies of existing communications centers (e.g., Monterey County, CA) as well as consolidation alternatives (e.g., San Mateo County, CA).

• Personnel policies and procedures studies for Escondido (CA), Danville (VA)

and Fluvanna County (VA). Secondary employment policy development for all San Mateo County (CA) police agencies and the Sheriff’s Office.

• Support staffing needs for Beverly Hills and Santa Ana (CA). • Regional Law Enforcement Feasibility Studies: Mr. Brady has been involved

or managed several law enforcement regionalization studies. These have included the following: - Regionalization Opportunities in Training and Communications for

the Boston Metropolitan Area. The Regionalization Commission chose members of this project team to work with over 110 agencies on public safety regional issues.

- Law Enforcement Consolidation Feasibility Study for Broome

County, New York: all Police Departments have begun to consolidate all support functions (communications, records, information systems, training) as well as shift supervision as a first step to consolidation.

- Regional Law Enforcement Feasibility Study for San Bernardino

County, California Contract Cities: Nine cities receive contracted law enforcement services from the San Bernardino County Sheriff’s Office. Because the County changed its philosophy of contracting, costs increased dramatically.

– Three Community Police Consolidation Feasibility Study – for

Montvale, Woodcliff Lake and Park Ridge (NJ).

EDUCATION BA, California State University, Hayward Ph.D., Oxford University, United Kingdom



BYRON K. PIPKIN Senior Manager, Matrix Consulting Group BACKGROUND Byron Pipkin brings a public safety manager's perspective to the project team. He has thirty-two years experience in law enforcement and fire service, including fourteen years in management positions in the Sunnyvale Department of Public Safety (CA) – a fully integrated police and fire agency. During his career he managed every major law enforcement and administrative function, including patrol operations, investigations, narcotics/vice operations, internal affairs, records, recruiting and hiring, training, administration, school resource officers, traffic operations, crime prevention, emergency preparedness, the mobile field force, and the SWAT team. He has also instructed for the California Peace Officer Standards and Training Executive Development Course, teaching a course on effective management of law enforcement organizations. Mr. Pipkin is a Senior Manager with the Matrix Consulting Group. PROJECT EXPERIENCE Mr. Pipkin has experience as a lead with the following Police and public safety projects. Arlington (TX) Arlington (WA) Asheville (NC) Aurora (CO) Berkeley (CA) Beverly Hills (CA) Birmingham (AL) California Office of Traffic Safety Campbell (CA) Cotati (CA) Danville/Lafayette/Orinda (CA) DeKalb County (GA) Galt, (CA) Gilroy (CA) Goodyear (AZ) Gresham (OR) Grants Pass (OR) Huntington Beach (CA) Laguna Hills (CA)

La Quinta (CA) Newburgh (NY) Omaha (NE) Onondaga County (NY) Pacifica (CA) Park Ridge/Montvale/Woodcliff Lake (NJ) Peachtree City (GA) Phoenix (AZ) Placer County (CA) Portland (OR) Red Bluff (CA) Rio Rancho (NM) Sacramento (CA) San Mateo County (CA) Spokane (WA) Springdale (AR) University of Missouri (KS) Vancouver (WA) Winnipeg (Canada)

MANAGEMENT ASSIGNMENTS Command of Sunnyvale DPS Special Operations Bureau, 2001-2005 Liaison with the FBI and the Joint Terrorism Task Force 2004-2005 Command of Police Field Operations Bureau, 2000-2001 Special Assistant to the Chief, 1999-2000 Fire Marshal, managed the Fire Prevention Bureau, 1997-1999 Command of Police Field Operations Bureau, 1994-1997



Community Services Bureau, Recruitment and Hiring, Training and Records, 1991-1994 EDUCATION Graduate of the FBI National Academy, Quantico, Virginia B.S. in Administration of Justice, California State University, San Jose PROFESSIONAL CERTIFICATES P.O.S.T. Management Certificate, 1993 P.O.S.T. Supervisory Certificate, 1986 California Community College Lifetime Teaching Credential, 1983 P.O.S.T. Advanced Certificate, 1980



JERRY L. HOOVER Senior Manager, Matrix Consulting Group BACKGROUND Jerry Hoover is a Senior Manager with the Matrix Consulting Group. He has a strong background in law enforcement including having previously served as the Chief of Police in Reno, Nevada and in the City of St Joseph, Missouri. A demonstrated leader and national recognized expert in his field with broad expertise in police training and operations consulting, Mr. Hoover is regularly chosen to lecture at Universities and conferences throughout the country and is an Assistant Professor, coordinating the Criminal Justice Program for Feather River College. He has also served as the Senior Police Advisor to the U.S. Service of State, and as a consultant to the Royal New Zealand Police. Among his many distinguished roles, Mr. Hoover has served as interim Police Commissioner to the United Nations in Sudan, and was recently selected by Dyncorp International as the Principal Deputy Training Manager and Contingent Commander in support of police training in Afghanistan. EXPERIENCE IN POLICE SERVICES AND TRAINING Chief Hoover has spent more than 35 years in police service and advisory roles, including the following selected capacities: • Coordinator, Administrative Justice Program, Feather River College, California • Principal Deputy Program Manager/Contingent Commander, Afghanistan • Senior Police Advisor, U.S. Service of State (D.C.) • International Police Transition Team Leader, U.S. Dept. of State, Iraq • Interim Police Commissioner, United Nations, Sudan • Police Reform and Restructuring Coordinator, United Nations, Sudan • Chief of Police, Reno Police Service, Nevada • Chief of Police, St. Joseph Police Service, Missouri • Commander, City of Boulder Police Department, Colorado • Lieutenant, City of Boulder Police Department, Colorado Chief Hoover has taught more than 200 national seminars to law enforcement agencies in police training, ethics, community policing and problem solving. Areas of interest include Forensic anthropology, terrorism, government response to terrorist activities, new religious movements, adult-learning methodology, and policing in conflict-torn nations. Additionally, Chief Hoover has authored a range of publications and training manuals and has received national recognition for his services, including such awards as the Champions of Industry Award, for Innovation in Government and the Community Oriented Policing Services (COPS) Award from the Service of Justice, for most innovative COPS funded project.



ADDITIONAL RELATED EXPERIENCE AND ACCOMPLISHMENTS • Consultant to Royal New Zealand Police, Wellington, N.Z. • Police Advisor to U.S. State Service, Kathmandu, Nepal. • Consultant to Sacramento Fusion Center – Training course for terrorism analysts • International Law Enforcement Academy in Botswana, Africa. Taught counter-

terrorism class for FBI/FLETC. • National consultant to police and presenter at national conferences on topics of

Community and Problem-Oriented Policing and Leadership. • Committee on Terrorism (2003-2006), International Association of Chiefs of

Police (IACP). • Commission on Substance Abuse and Treatment (1997-99), Governor’s

appointee. • Chair, Committee on Community Policing (1996-97), Missouri Police Chief’s

Association. • University of Nevada: Adjunct lecturer, teaching courses in leadership and

terrorism. • Nevada State College: Adjunct lecturer, teaching courses in public

administration. • Pennsylvania State University: Instructor for national seminar program on

leadership. • Sam Houston State University: Instructor for seminar on Community Policing. • Illinois Law Enforcement Training and Standards Board: Instructor for seminar in

Executive Institute. ASSOCIATION AFFILIATIONS Chief Hoover maintains memberships in the following associations: • Police Executive Research Forum • American Anthropological Association • International Association of Chiefs of Police • Society for Applied Anthropology EDUCATION AND TRAINING Chief Hoover has a Master of Public Administration from Harvard University, John F. Kennedy School of Government. He received his Associates degree in Law Enforcement from Southwestern College, his BA in Anthropology from San Diego State University, and an MA in Anthropology from Colorado State University. Chief Hoover also trained at the FBI Academy and the Law Enforcement Executive Training School.



IAN BRADY Senior Consultant, Matrix Consulting Group BACKGROUND Ian Brady is a Senior Consultant with the Matrix Consulting Group as part of our Management Services Division, and is based in our Mountain View (CA) office. He began with the firm as an intern, but now has 4 years of consulting experience. He specializes in public safety and is dedicated to providing analytical support for all of our police, fire, emergency communications and criminal just system studies. Mr. Brady also developed the firm’s GIS analytical tools for analyzing field service workloads and service levels, beat design and efficiency, and alternatives to deployment and scheduling of resources. EXPERIENCE IN POLICE STUDIES Mr. Brady has experience conducting law enforcement management, staffing and operations studies, including recently for the following clients: • Arlington, Washington • Berkeley, California • Birmingham, Alabama • DeKalb County, Georgia • Hanford, California • Hayward, California • Laguna Hills, California • Orange County, Florida • Patterson, California • Portland, Oregon • Raleigh, North Carolina • Suffolk, Virginia • Winnipeg (Manitoba) EDUCATION Mr. Brady received his BA in Political Science from Willamette University in Oregon.

Lower Merion Township Police Proposal

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Transcript of Lower Merion Township Police Proposal