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R-02-1161
J-02-920 10/21/02 RESOLUTION NO. 02-1161 A RESOLUTION OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT(S), AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT, IN SUBSTANTIALLY THE ATTACHED FORM, WITH MGT OF AMERICA, INC., SELECTED AS A RESULT OF THE COMPETITIVE SELECTION PROCESS TO PROVIDE A POLICE RESOURCE ALLOCATION STUDY ON THE LAW ENFORCEMENT ENVIRONMENT, ORGANIZATIONAL STRUCTURE, MANAGEMENT PRACTICES, STAFFING AND SUPPORT RESOURCES, FOR AN INITIAL PERIOD OF SEVEN MONTHS, WITH THE OPTION TO EXTEND FOR AN ADDITIONAL THREE MONTHS, FOR A TOTAL CONTRACT AMOUNT NOT TO EXCEED $325,000; ALLOCATING FUNDS FROM CAPITAL IMPROVEMENT PROJECT NO. 311047. BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The City Manager is authorized" to execute a Professional Services Agreement, in substantially the attached form, with MGT of America, Inc., selected as a result of the competitive selection process, to provide a police resource allocation study on the law enforcement environment, 1� The herein authorization is further subject to compliance with all requirements that may be imposed by the City Attorney, including but not limited to those prescribed by applicable provisions of the City Charter and Code. C0,711 A Iyl CITY COMMISSION MEETiNr. 6P OCT 2 9 2002 Resolution No. organizational structure, management practices, staffing, and support resources, for an initial period of seven months, with the option to extend for an additional three months, for a total contract amount not to exceed $325,000, with funds allocated from Capital Improvement Project No. 311047. Section 2. This Resolution shall become effective immediately upon its adoption and signature of the Mayor.2/ PASSED AND ADOPTED this 29th ATTEST: PRISCILLA A. T OMPSON CITY CLERK day of October , 2002. 4*0 a W14 a4 a* n - UEL A. DIAZ, MAYO APPROVEII^S 59b FORM AND CORRECTNESS: ORO T410TRELLO TTORNEY KRM W6657:tr:AS:BSS 2/ If the Mayor does not sign this Resolution, it shall become effective at the end of ten calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective immediately upon override of the veto by the City Commission. Page 2 of 2 SERVICES AGREEMENT OR PROFESSIONAL SERVICES AGREEMENT This Agreement is entered into this day of , 200_, by and between the City of Miami, a municipal corporation of the State of Florida ("City") and MGT OF AMERICA, a Florida corporation ("Provider") RECITAL A. The City has issued a Request for Proposals ("RFP") for the provision of resource allocation services ("Services") and Provider's proposal ("Proposal"), in response thereto, has been selected as the most qualified proposal for the provision of the Services. The RFP and the Proposal are sometimes referred to herein, collectively, as the Solicitation Documents, and are by this reference incorporated into and made a part of this Agreement. B. The Commission of the City of Miami, by Resolution No. - , adopted on , 200_, approved the selection of Provider and authorized the City Manager to execute a contract, under the terms and conditions set forth herein. NOW, THEREFORE, in consideration of the mutual covenants and promises herein contained, Provider and the City agree as follows: TERMS 1. RECITALS: The recitals are true and correct and are hereby incorporated into and made a part of this Agreement. 2. TERM: The term of this Agreement shall be seven (7) months commencing on the effective date hereof. ©2--x.161 3. OPTION TO EXTEND: The City shall have the option to extend the term hereof for a period of three (3) months. 4. SCOPE OF SERVICE: A. Provider agrees to provide the Services as specifically described, and under the special terms and conditions set forth in Attachment "A" hereto, which by this reference is incorporated into and made a part of this Agreement. B. Provider represents and warrants to the City that: (i) it possesses all qualifications, licenses and expertise required under the Solicitation Documents for the performance of the Services; (ii) all personnel assigned to perform the Services are and shall be, at all times during the term hereof, fully qualified and trained to perform the tasks assigned to each; and (iii) the Services will be performed in the manner described in Attachment "A". 5. COMPENSATION: A. The amount of compensation payable by the City to Provider shall be based on the rates and schedules described in Attachment `B" hereto, which by this reference is incorporated into this Agreement; provided, however, that in no event shall the amount of compensation exceed $325,000.00 [per year]. B. Unless otherwise specifically provided in Attachment `B", payment shall be made within forty five (45) days after receipt of Provider's invoice, which shall be accompanied by sufficient supporting documentation and contain sufficient detail, to allow a proper audit of City's expenditures, should City require one to be performed. If Provider is entitled to reimbursement of travel expenses [i.e., Attachment `B" includes travel expenses as a specific item of compensation], then all bills for travel expenses shall be submitted in accordance with Section 112.061, Florida Statutes. krm:K-0200526 MGT OF AMERICA - PSA 2 1161 6. OWNERSHIP OF DOCUMENTS: Provider understands and agrees that any information, document, report or any other material whatsoever which is given by the City to Provider or which is otherwise obtained or prepared by Provider pursuant to or under the terms of this Agreement is and shall at all times remain the property of the City. Provider agrees not to use any such information, document, report or material for any other purpose whatsoever without the written consent of City, which may be withheld or conditioned by the City in its sole discretion. 7. AUDIT AND INSPECTION RIGHTS: A. The City may, at reasonable times, and for a period of up to three (3) years following the date of final payment by the City to Provider under this Agreement, audit, or cause to be audited, those books and records of Provider which are related to Provider's performance under this Agreement. Provider agrees to maintain all such books and records at its principal place of business for a period of three (3) years after final payment is made under this Agreement. B. The City may, at reasonable times during the term hereof, inspect Provider's facilities and perform such tests, as the City deems reasonably necessary, to determine whether the goods or services required to be provided by Provider under this Agreement conform to the terms hereof and/or the terms of the Solicitation Documents, if applicable. Provider shall make available to the City all reasonable facilities and assistance to facilitate the performance of tests or inspections by City representatives. All tests and inspections shall be subject to, and made in accordance with, the provisions of Section 18-55.2 of the Code of the City of Miami, Florida, as same may be amended or supplemented, from time to time. krm:K-0200526 MGT OF AMERICA - PSA 3 q 8. AWARD OF AGREEMENT: Provider represents and warrants to the City that it has not employed or retained any person or company employed by the City to solicit or secure this Agreement and that it has not offered to pay, paid, or agreed to pay any person any fee, commission, percentage, brokerage fee, or gift of any kind contingent upon or in connection with, the award of this Agreement. 9. PUBLIC RECORDS: Provider understands that the public shall have access, at all reasonable times, to all documents and information pertaining to City contracts, subject to the provisions of Chapter 119, Florida Statutes, and agrees to allow access by the City and the public to all documents subject to disclosure under applicable law. Provider's failure or refusal to comply with the provisions of this section shall result in the immediate cancellation of this Agreement by the City. 10. COMPLIANCE WITH FEDERAL, STATE AND LOCAL LAWS: Provider understands that agreements between private entities and local governments are subject to certain laws and regulations, including laws pertaining to public records, conflict of interest, record keeping, etc. City and Provider agree to comply with and observe all applicable laws, codes and ordinances as the may be amended from time to time. 11. INDEMNIFICATION: Provider agrees to indemnify and save the City harmless from and against any and all claims, liabilities, losses, and causes of action, which may arise out of Provider's activities under this Agreement, whether caused by any action or omission of Provider or any of its employees or agents, or by any person whatsoever acting for or on its behalf. Provider further indemnifies the City as to all liabilities, costs and expenses, including legal fees at all levels, incurred in the defense and/or investigation of any such claims. krm:K-0200526 MGT OF AMERICA - PSA 4 ®2-1161 12. DEFAULT: If Provider fails to comply with any term or condition of this Agreement, or fails to perform any of its obligations hereunder, then Provider shall be in default. Upon the occurrence of a default hereunder the City, in addition to all remedies available to it by law, may immediately, upon written notice to Provider, terminate this Agreement whereupon all payments, advances, or other compensation paid by the City to Provider while Provider was in default shall be immediately returned to the City. Provider understands and agrees that termination of this Agreement under this section shall not release Provider from any obligation accruing prior to the effective date of termination. Should Provider be unable or unwilling to commence to perform the Services within the time provided or contemplated herein, then, in addition to the foregoing, Provider shall be liable to the City for all expenses incurred by the City in preparation and negotiation of this Agreement, as well as all costs and expenses incurred by the City in the re - procurement of the Services. 13. RESOLUTION OF CONTRACT DISPUTES: Provider understands and agrees that all disputes between Provider and the City based upon an alleged violation of the terms of this Agreement by the City shall be submitted to the City Manager for his/her resolution, prior to Provider being entitled to seek judicial relief in connection therewith. In the event that the amount of compensation hereunder exceeds $4,500, the City Manager's decision shall be approved or disapproved by the City Commission. Provider shall not be entitled to seek judicial relief unless: (i) it has first received City Manager's written decision, approved by the City Commission if the amount of compensation hereunder exceeds $4,500, or (ii) a period of sixty (60) days has expired, after submitting to the City Manager a detailed statement of the dispute, accompanied by all supporting documentation (90 days if City Manager's decision is subject to krm:K-0200526 MGT OF AMERICA - PSA 5 02-1161 City Commission approval); or (iii) City has waived compliance with the procedure set forth in this section by written instruments, signed by the City Manager. 14. CITY'S TERMINATION RIGHTS: A. The City shall have the right to terminate this Agreement, in its sole discretion, at any time, by giving written notice to Provider at least five (5) business days prior to the effective date of such termination. In such event, the City shall pay to Provider compensation for services rendered and expenses incurred prior to the effective date of termination. B. The City shall have the right to terminate this Agreement, without notice to Provider, upon the occurrence of an event of default hereunder. In such event, the City shall not be obligated to pay any amounts to Provider and Provider shall reimburse to the City all amounts received while Provider was in default under this Agreement. 15. INSURANCE: Provider shall, at all times during the term hereof, maintain such insurance coverage as may be required by the City. Upon the City's request, Provider shall submit to the City evidence of compliance with City's insurance requirements. 16. NONDISCRIMINATION: Provider represents and warrants to the City that Provider does not and will not engage in discriminatory practices and that there shall be no discrimination in connection with Provider's performance under this Agreement on account of race, color, sex, religion, age, handicap, marital status or national origin. Provider further covenants that no otherwise qualified individual shall, solely by reason of his/her race, color, sex, religion, age, handicap, marital status or national origin, be excluded from participation in, be denied services, or be subject to discrimination under any provision of this Agreement. 17. MINORITY AND WOMEN BUSINESS AFFAIRS AND PROCUREMENT PROGRAM: The City has established a Minority and Women Business Affairs and krm:K-0200526 MGT OF AMERICA - PSA 6 _ 116 Procurement Program (the "M/WBE Program") designed to increase the volume of City procurement and contracts with Blacks, Hispanic and Women -owned business. The M/WBE Program is found in Ordinance No. 10062, a copy of which has been delivered to, and receipt of which is hereby acknowledged by, Provider. Provider understands and agrees that the City shall have the right to terminate and cancel this Agreement, without notice or penalty to the City, and to eliminate Provider from consideration and participation in future City contracts if Provider, in the preparation and/or submission of the Proposal, submitted false of misleading information as to its status as Black, Hispanic and/or Women owned business and/or the quality and/or type of minority or women owned business participation. 18. ASSIGNMENT: This Agreement shall not be assigned by Provider, in whole or in part, without the prior written consent of the City's, which may be withheld or conditioned, in the City's sole discretion. 19. NOTICES: All notices or other communications required under this Agreement shall be in writing and shall be given by hand -delivery or by registered or certified U.S. Mail, return receipt requested, addressed to the other party at the address indicated herein or to such other address as a party may designate by notice given as herein provided. Notice shall be deemed given on the day on which personally delivered; or, if by mail, on the fifth day after being posted or the date of actual receipt, whichever is earlier. krm:K-0200526 MGT OF AMERICA - PSA 7 02-1161 TO PROVIDER: Steve Humphrey, Sr. Partner MGT of America, Inc. 2123 Centre Pointe Blvd. Tallahassee, FL 32308 TO THE CITY: Chief James Chambliss Police Department City of Miami 400 N.W. 2nd Ave. Miami, FL 33128 20. MISCELLANEOUS PROVISIONS: A. This Agreement shall be construed and enforced according to the laws of the State of Florida. B. Title and paragraph headings are for convenient reference and are not a part of this Agreement. C. No waiver or breach of any provision of this Agreement shall constitute a waiver of any subsequent breach of the same or any other provision hereof, and no waiver shall be effective unless made in writing. D. Should any provision, paragraph, sentence, word or phrase contained in this Agreement be determined by a court of competent jurisdiction to be invalid, illegal or otherwise unenforceable under the laws of the State of Florida or the City of Miami, such provision, paragraph, sentence, word or phrase shall be deemed modified to the extent necessary in order to conform with such laws, or if not modifiable, then same shall be deemed severable, and in either event, the remaining terms and provisions of this Agreement shall remain unmodified and in full force and effect or limitation of its use. krm:K-0200526 MGT OF AMERICA - PSA 8 02-1161 E. This Agreement constitutes the sole and entire agreement between the parties hereto. No modification or amendment hereto shall be valid unless in writing and executed by property authorized representatives of the parties hereto. 21. SUCCESSORS AND ASSIGNS: This Agreement shall be binding upon the parties hereto, their heirs, executors, legal representatives, successors, or assigns. 22. INDEPENDENT CONTRACTOR: Provider has been procured and is being engaged to provide services to the City as an independent contractor, and not as an agent or employee of the City. Accordingly, Provider shall not attain, nor be entitled to, any rights or benefits under the Civil Service or Pension Ordinances of the City, nor any rights generally afforded classified or unclassified employees. Provider further understands that Florida Workers' Compensation benefits available to employees of the City are not available to Provider, and agrees to provide workers' compensation insurance for any employee or agent of Provider rendering services to the City under this Agreement. 23. CONTINGENCY CLAUSE: Funding for this Agreement is contingent on the availability of funds and continued authorization for program activities and is subject to amendment or termination due to lack of funds, reduction of funds and/or change in regulations. 24. REAFIRMATION OF REPRESENTATIONS: Provider hereby reaffirms all of the representations contained in the Solicitation Documents. 25. ENTIRE AGREEMENT: This instrument and its attachments constitute the sole and only agreement of the parties relating to the subject matter hereof and correctly set forth the rights, duties, and obligations of each to the other as of its date. Any prior agreements, promises, negotiations, or representations not expressly set forth in this Agreement are of no force or effect. krm:K-0200526 MGT OF AMERICA - PSA 0 26. COUNTERPARTS: This Agreement may be executed in two or more counterparts, each of which shall constitute an original but all of which, when taken together, shall constitute one and the same agreement. krm:K-0200526 MGT OF AMERICA - PSA 10 IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed by their respective officials thereunto duly authorized, this the day and year above written. ATTEST: Priscilla A. Thompson, City Clerk ATTEST: Print Name: Witness APPROVED AS TO FORM AND CORRECTNESS: Alejandro Vilarello City Attorney "City" CITY OF MIAMI, a municipal corporation By: Carlos A. Gimenez, City Manager "Provider" MGT of America, Inc. a Florida corporation By: Print Name: Stephen Humphrey Title: Partner APPROVED AS TO INSURANCE REQUIREMENTS: Elliot Fixler Acting Administrator Risk Management Division krm:K-0200526 MGT OF AMERICA - PSA 11 ��-1161 ATTACHMENT A SERVICES krm:K-0200526 MGT OF AMERICA - PSA 12 02-1161 PHASE I PROJECT INITIATION AND PLANNING Task 1.0: initiate Project Task 2.0: Conduct Peer Analysis Planning Task 3.0: Develop Preliminary Profiles of Operating and Administration Units 11 TASK 1.0: INITIATE PROJECT Objectives: ■ Gain a comprehensive understanding of the project's background and goals. ■ Identify, in more detail, the Miami Police Department objectives for the resource allocation study, and assess how well this initial work plan accomplishes those objectives. ■ Collect and review any existing studies, audits, reports, and databases. ■ Collect and review relevant sources of local, state, and national data. ■ Assess the impact of existing studies, reports, databases, etc., on the work plan for the project. ■ Identify any needed modifications in the work plan, expected outcomes, time lines, or deliverables. ■ Establish a mutually agreed upon project work plan, time lines, deliverables, and monitoring procedures that will lead to the successful accomplishment of all project objectives. Work Activities: 1.1 Meet with the Project Manager to establish working relationships, determine communication lines, and finalize contractual arrangements. 1.2 Meet with the Project Manager and Police Department senior staff to review the objectives of the resource allocation study. Identify policy concerns to be addressed while conducting the study. 1.3 Meet on-site with MPD officials to establish rapport and make logistical arrangements for the study and future on-site visits. Ma Page 1 ° '4= 02-1161 1.4 Obtain pertinent reports and background materials relevant to the performance audit from the Contract Administrator and the Police Department. Determine the availability of data from the Police Department, such as: ■ strategic or comprehensive plan, mission statement, goals and objectives; ■ recent financial audits, auditor's management letters and internal audit management reports; ■ previous and current management studies; ■ budgets, both operational and capital; ■ staffing levels; ■ operating procedures and policies; ■ personnel classification and pay plan, and performance evaluation program; and ■ staffing allocation plans and personnel statistics such as turnover, workers' compensation claims, and sick leave utilization. 1.5 Determine the availability of electronic or manual data from the MPD such as: ■ Organizational chart of the department and all units. Charts will be needed of the department, the major divisions, and all individual units. If formal charts do not exist to this level of detail, they will need to be created. ■ Staffing assignment information. Detailed staffing information showing all authorized, filled, and vacant positions. Detailed information on positions for the last three (3) years by unit. ■ All available work load data: calls for service, crime, arrests, activity reports of all units, etc. ■ Any and all statistical abstract information. Any reports that are produced by the MIS system. ■ Policies, Procedures, Rules, Regulations that are applicable to MPD. Complete Policy Manuals, SOP manuals, General Orders, Rules & Regulations, or any other form that may be used by the department or its various units. ■ Internal reports, memos, documents detailing any aspect of the operation of the department that might be relevant to this assessment. ■ Areas of special interest or concern, including any internal reports detailing known problem areas or areas of concern. MGT Page 2 af!A.. 02-1161 1.6 Prepare a written summary of data availability issues and restrictions that may affect project analyses and outcomes, along with proposed solutions to overcome any concerns. 1.7 Prepare tentative outline of final report. 1.8 Revise original work plan and finalize the time lines for each project task with the City's Project Manager. Confirm the: ■ data collection approach; ■ interim milestones and deliverables; and ■ monitoring procedures. Deliverables: ■ Revised work plan and time lines as needed ■ Tentative outline of the final report TASK 2:0: CONDUCT PEER ANALYSIS PLANNING Objectives: ■ Conduct peer identification and benchmarking analysis. ■ Identify peer agencies for comparison. ■ Determine the most effective and efficient approach for conducting the peer analysis. Work Activities: 2.1 Develop a preliminary list of peer agencies. Among the factors to be considered will be: ■ Comparable community size and demographics. ■ Comparable police agency size and complexity of operations. ■ Comparable budget of city and/or department. 2.2 Identify key functional and administrative areas where peer comparisons are appropriate. 2.3 Areas of comparison include resource allocations for personnel, equipment, capital, and operating budget data. The number of supervisory and management positions relative to the number of other staff will be captured and reviewed. MGT Page 3 t�2-9.16. 2.4 Capture data regarding the use of force and "chase" policies and compare to the policies of the selected peer departments. 2.5 Determine whether data exists within MPD to ensure that peer comparisons are possible. 2.6 Where data do not exist, request that data be collected by MPD for the purpose of developing a database for peer comparison. 2.7 Obtain high level assistance from the City regarding signatures for any written requests for data from peer agencies. 2.8 Develop a list of key questions that will generate meaningful comparative data. 2.9 Submit comparative peer agency questions for City review. 2.10 Make appropriate modifications to the set of questions designed to capture comparative peer agency data. 2.11 Conduct survey with peer agencies. Deliverables: ■ Peer review questionnaire ■ Results as a part of the final report TASK 30: PRELIMINARY PROFILESOF OPERATING AND ADMINISTRATIVE UNITS Objectives: ■ Develop an understanding of the department's operating and administrative units. ■ Perform preliminary analyses of MPD management and operational data. ■ Capture critical operational and administrative data. ■ Develop a profile of each unit within the Miami Police Department. Work Activities: 3.1 Review relevant laws and regulations that affect the management and operations of the Police Department. 3.2 Identify all operational and administrative units for which profiles would be established. Ma Page 4 q 09--1161 3.3 Identify the type of data that is commonly available throughout MPD that would enable the consulting team to create profiles for cross -unit evaluation. 3.4 Cooperatively identify the data elements that would be requested and evaluated by the consulting team. 3.5 Identify the primary purpose and main function of each unit. 3.6 Capture standard and typical data that would serve as a database for the department profile, including: ■ Mission ■ Organization Chart ■ Staffing – numbers of officers/staff ■ Deployment and Key Operating Strategies—how are employees and other resources utilized? ■ Outcome Measures—how does the department measure the effectiveness of the unit? 3.7 Conduct preliminary review of departmental data including: ■ results of the most recent financial audits; ■ organizational charts; ■ budgets, both operational and capital (administrative costs vs. operational costs); ■ mission statements, goals and objectives, and other performance- based outcome measures; ■ operating procedures; ■ personnel classification, pay plan, and performance evaluation program; ■ staffing levels, staffing schedules (4-10) and allocation plans and personnel statistics such as turnover, workers' compensation claims, and sick leave utilization; 3.7 Review each of the profiles with MPD to ensure accuracy of information. Deliverable: ■ Preliminary profiles MGT Page 5 02-1161 PHASE II STAKEHOLDER INVOLVEMENT AND DIAGNOSTIC REVIEW Task 4.0: Survey Community Perceptions' Task 5.0: Conduct Diagnostic Review of Police Department Management and Administrative Functions, Organizational Structures, and Operations i Task 6.0: Finalize the On -Site Detailed Review Plan for the Study TASK 40: SURVEY COMMUNITY PERCEPTIONS THROUGH FOCUS GROUPS Objectives: ■ Allow community residents to express their views on the management and operations of the Police Department. ■ Generate information about public perceptions, issues, and opinions about the Police Department. Work Activities: 4.1 Conduct on-site focus groups with community and business leaders and associations to identify key issues. ■ Identify, in cooperation with the Project Manager, a sample of community and business leaders for focus groups. ■ Prepare draft protocols for conducting focus groups and review with the Project Manager. ■ Conduct individual focus group sessions. Focus group leaders will be well -experienced in conducting these group activities. Each focus group will be designed to solicit perceptions on Police Department operations and input into the study. ■ We envision separate focus group sessions with community/ business leaders, community activists, and other groups. ■ Analyze results of the focus groups. 4.2 Conduct initial individual interviews with elected officials as well as community leaders. Ma Page 6 A=*,� ■ Identify and gauge openness to change and determine what barriers to change exist. Identify the major change agents. ■ Obtain information on the major strengths and weaknesses of the Police Department. ■ Obtain insight into the key issues or opportunities for improvement. ■ Obtain reactions for the issues and concerns raised by Metro Council members and other community and business leaders. ■ Determine how the elected officials and community leaders define and measure success, and obtain feedback on major issues such as program delivery, accountability, etc. ■ Summarize interview results. 4.3 Identify, from the information gathered from public input, those concerns and issues that should be given high priority in the resource allocation study. 4.4 Review the summarized concerns and issues with Project Manager. Deliverable: ■ Summary of community issues and concerns as they relate to resource allocation for the Police Department TASK 510: CONDUCT DIAGNOSTIC REVIEW OF POLICE DEPARTMENT MANAGEMENT AND ADMINISTRATIVE FUNCTIONS, ORGAMIZATIONAL STRUCTURES, AND OPERATIONS Objectives: ■ Conduct an overall review of the operations of the organization, and management practices to identify areas for detailed analyses. ■ Identify exemplary structures, programs, and operations which should be maintained and augmented. ■ Identify potential areas where improvements in efficiency or effectiveness in the organization and management of the Police Department can be achieved. Work Activities: 5.1 Interview selected Police Department officials. 5.2 Conduct focus group interviews with selected Police Department staff: MGT Page 7 of Arr�erkat 02-1161 ■ Meet with Project Manager to determine exactly who should be interviewed. ■ Prepare interview guides to ensure consistency and thoroughness of interviews. ■ Schedule interviews. ■ Conduct interviews. ■ Prepare summary of findings. 5.3 Conduct more detailed reviews of existing policies, procedures, program staffing levels, organizational structures, programs, budgets, enrollments, workloads, etc. (from data and documents obtained in Phase 1). ■ Review documents and data in more depth. ■ Conduct follow-up interviews with appropriate staff to fully understand existing structures, programs, and operations. ■ Prepare appropriate analytical tables (e.g., program staffing, expenditures, workloads). ■ Prepare lists of both exemplary operations and major issue areas as identified from existing documents. 5.4 Prepare a summary of findings from the diagnostic review consisting of: ■ a list of apparent exemplary programs/operations/structures. ■ a list of apparent major organizational areas and management practices, as well as, positions requiring a detailed evaluation in Phase III. Deliverables: ■ Summary results of interviews with managers and a cross section of Police Department employees ■ Summary of findings from existing policies, procedures, structures, and programs ■ List of exemplary structures, management practices, and operations ■ List of major organizational areas, management practices, and positions requiring a more detailed evaluation MGTPage 8 o 02-1161 TASK 6:0: FINALIZE THE ON-SITE DETAILED REVIEW PLAN FOR THE STUDY Objectives: ■ Ensure that the methodology reflects unique conditions in the Police Department, the results of the diagnostic review, community input, and officials' input. ■ Develop a specific set of on-site review plans and instruments for the in-depth study of the Police Department. Work Activities: 6.1 Define and target the on-site review plan for the resource allocation study based upon: ■ areas of need identified in the RFP; ■ results of the diagnostic review; ■ public input from focus groups and interviews; and ■ issues identified in previous reports and background materials. 6.2 Tailor project procedures to the unique circumstances of the Police Department, and the priorities and concerns expressed by City officials, Police Department officials, and the community. 6.3 Develop information and data collection instruments to include: ■ interview instruments; ■ resource deployment analyses; ■ operational analyses; ■ organizational analyses; ■ workload analyses; ■ staffing analyses; ■ facility analyses; ■ financial analyses; and ■ effectiveness/efficiency analyses. 6.4 Review the tailored procedures data instruments with the Project Manager and make appropriate changes in preparation for the on-site audit. Deliverable: ■ On-site review plans and instruments tailored for the study of the Police Department MGT Page 9 TASK 7.0: REVIEW MPD ORGANIZATIONAL STRUCTURE :1 Objectives: ■ Determine whether MPD has a clearly stated mission, policies, and objectives for evaluating management performance and measuring personnel outcomes. ■ Obtain senior managers' perspective on management accountability issues and implementation. ■ Identify any structural, management or fiscal problems that may hinder the implementation and achievement of the policies and objectives. ■ Review the methods used by MPD to evaluate its workload, staffing requirements, and productivity. ■ Determine how MPD may increase the efficiency and effectiveness of its admin;strative structure. Work Activities: 7.1 Schedule on-site reviews. 7.2 Notify MPD of the types of information needed, the interviews to be conducted, and offices to be visited during the on-site reviews. 7.3 Finalize the interview guide to ensure that issues and questions identified in the scope of work in the RFP are addressed. MGT Page 10 ofd 02-1161 PHASE Ill ON-SITE FIELD WORK Task 7.0: Review MPD Organizational Structure Task 8.0: Review Police Operations Task 9.0: Review Financial Management Task 10.0: Review Personnel Management Task 11.0: Review Support Functions' Task 12.0: Review the Use of Information Technology Task 13.0: Prepare Preliminary Findings TASK 7.0: REVIEW MPD ORGANIZATIONAL STRUCTURE :1 Objectives: ■ Determine whether MPD has a clearly stated mission, policies, and objectives for evaluating management performance and measuring personnel outcomes. ■ Obtain senior managers' perspective on management accountability issues and implementation. ■ Identify any structural, management or fiscal problems that may hinder the implementation and achievement of the policies and objectives. ■ Review the methods used by MPD to evaluate its workload, staffing requirements, and productivity. ■ Determine how MPD may increase the efficiency and effectiveness of its admin;strative structure. Work Activities: 7.1 Schedule on-site reviews. 7.2 Notify MPD of the types of information needed, the interviews to be conducted, and offices to be visited during the on-site reviews. 7.3 Finalize the interview guide to ensure that issues and questions identified in the scope of work in the RFP are addressed. MGT Page 10 ofd 02-1161 7.4 Conduct personal interviews (using the procedures developed earlier) with MPD top administrators, staff, and appropriate Division managers. 7.5 Conduct detailed reviews of the efficiency and effectiveness of MPD management and organization structures, as follows: ■ missions, goals, and objectives (clear delineation of goals, clear understanding of goals, effectiveness, team work, accountability for goal achievement, relationship between career advancement and goal achievement, and assessment of input versus outcome measures); ■ MPD structure (roles and responsibilities); ■ major policies and procedures (development, approval, and implementation), including traffic enforcement policies and practices, and community policing strategy; ■ administrative and decision-making authority and responsibilities; and ■ communication hierarchy. 7.6 Develop findings relative to the efficiency and effectiveness of the: ■ organization and management structure; ■ chain of command; ■ strategic planning process; ■ overall management; ■ implementation of major policies; ■ administrative structure and functions; ■ decision-making authority and responsibility; ■ internal control practices; ■ communications hierarchy; and ■ adequacy of the Operational Plan. 7.7 Prepare draft findings and issues on organization structure and management. 7.8 Conduct follow-up analysis for the final report. Deliverables: ■ Draft findings on organization and management structure and issues ■ Identification of any cost benefits and operational efficiencies possible through improvements to the organization and management structure MGTPage 11 a2-1161 TASK 8.0: REVIEW POLICE OPERATIONS Objectives: ■ Obtain a detailed understanding of police operations. ■ Identify critical internal operational and administrative issues. ■ Document data and assess operational components. ■ Conduct evaluations in reference to the Department's structure. ■ Consolidate observations and data for reporting purposes. Work Activities: 8.1 Review all data collected from previous tasks to ensure a good base of understanding of operational and administrative functions. 8.2 Build upon the existing base of information and understanding to develop appropriate methodologies for reviewing each organizational unit. 8.3 Review all service delivery components of MPD's operations, including field operations and internal support functions. Among the areas to be reviewed are: ■ workload management (staff allocation, staffing ratios, workload analysis, productivity management) for patrol and traffic functions; ■ the 4-10 staffing schedule; ■ investigative functions (criminal, special, etc.); ■ Internal Affairs; ■ compl-iint processing; ■ procedures for shooting investigations; ■ assignment of civilian versus sworn positions to functions; and ■ deployment in the context of the City's Five Year Plan. 8.4 Conduct high level interviews with the Chief of Police and Command Staff to discuss issues, challenges, resource concerns, community issues, and external and internal needs. An overview briefing from the Chief and the senior department managers are important first steps to understanding the department and it's major issues. These meetings may be held jointly or may be a combination of individual and group meetings. We would prefer to have an initial meeting with the Chief to ensure we have developed a clear mutual understanding on major aspects of the project. MGT Page 12 �f 02-1161 8.5 Conduct individual interviews with Commanders. 8.6 Conduct individual interviews with Division Head level senior supervisors. 8.7 Conduct structured interviews with groups of employees, including supervisors and employees of units. In the larger units, such meetings, by necessity, will be held with a selected sample of employees and supervisors rather than all employees. 8.8 Conduct employee interviews separate from supervisor interviews. In our experience, employees are more likely to raise issues or concerns if supervisors are not present. 8.9 Assess the current use of information (crime and operations analysis) to solve crimes, initiate community policing efforts, manage investigations, and deploy resources. 8.10 Follow up on any additional data collection needs that are identified during the course of the on-site interviews with staff, including workload or activity data from each unit. 8.11 Participate in tours of relevant facilities and offices. We will tour the main facility and such other satellite operations as MPD may operate. The facility or facilities utilized by each operating unit of the department will be visited. 8.12 Conduct an assessment as to the adequacy of the work space provided to employees. 8.13 Conduct on-site, direct observation of operations. For some of the major operations, such as Patrol, we will do selected "Ride Alongs." We have found that talking to Patrol Officers and Supervisors in the field, supplemented by direct field observations, assists us in better understanding the significance of many issues. Depending on the final defined scope of work, there may be additional areas in which such direct observation is determined to be helpful. 8.14 Attend briefings as part of the overall effort to observe operations and communications. 8.15 Conduct a comprehensive evaluation of operations based on existing data, observations, input from staff and other key stakeholders, and others in the community. 8.16 Conduct evaluation of Police Operations. Deliverable: ■ A draft and final report that concisely and comprehensively evaluates each aspect of police operations noted in the RFP MGT Page 13 q € 2-1161 TASK 9.0: REVIEW FINANCIAL MANAGEMENT Objectives: ■ Analyze the department's budget and expenditure levels and determine resource usage. ■ Analyze the revenue sources and expenditures by object code comparing the revenue and expenditure pattern in recent years. ■ Examine the current system of internal allocation of resources with the department's objectives to identify how resources may be reallocated to enable the department to operate more effectively and efficiently. Work Activities: 9.1 Schedule on-site visit. 9.2 Notify the department of the types of information needed, the interviews to be conducted, and staff to be interviewed in the assessment. 9.3 Conduct personal interviews with financial management staff. 9.4 Conduct review of resource allocation issues. ■ Review use of budgets (expenditure controls, management tool). ■ Assess discretion in spending. ■ Assess if goals and objectives are clear, quantifiable and achievable, and whether they are based on inputs or critical outcomes. ■ Review revenue levels and the sources of revenue. ■ Review financial management functions generally as they relate to resource allocation issues. 9.5 Assess the department's methods of internal controls. ■ Review annual financial audits and auditor's management letters to identify issues. ■ Review current year and past internal audit reports. 9.6 Develop findings related (as applicable) to: ■ resource utilization; and ■ financial management and internal controls. MGT Page 14 q i��-1161 9.7 Prepare draft findings and evaluate issue areas. 9.8 Make appropriate revisions and follow-up, as appropriate. Deliverable: ■ Draft findings of the financial management of MPD TASK 10.0: REVIEW PERSONNEL MANAGEMENT Objectives: ■ Determine the adherence to sound human resources management practices. ■ Analyze whether personnel practices are consistent with adopted policies. ■ Analyze recruiting, employment, and retention practices and determine if practices are efficient and effective. ■ Determine whether MPD has an efficient and well-maintained personnel record keeping system. ■ Examine MPD's training and staff development program for professional and support personnel. Work Activities: 10.1 Schedule on-site reviews. 10.2 Conduct personal interviews using the on-site procedures and guidelines. 10.3 Obtain additional data, information, documents, etc., needed for this portion of the assessment. 10.4 Conduct analyses of the human resources functions: ■ review major personnel policies and procedures; ■ review management of personnel records (efficiency of personnel records, protection of confidentiality, in-service records, record storage, updating of files, interested applicant file); ■ review present policies and procedures for recruitment, selection, hiring and training of police recruits and civilian dispatchers; ■ examine the promotional processes for sworn and civilian employees; and MGT Page 15 ofn�' 02-1161 ■ staff development policies, procedures, and practices (opportunities provided for all personnel; mentoring programs, effectiveness and efficiency of staff development, management and control. 10.5 Review the MPD's training program and whether the content of training appears to be relevant to performance. Answer the question as to whether the training function should be outsourced or maintained internally. Look closely at training provided in reference to use of force and chase policies. 10.6 Develop findings and issue areas relative to: ■ personnel policies, procedures, and practices; ■ planning for personnel needs; ■ comprehensives and effectiveness of the training program; ■ recruitment and hiring; and ■ staff involvement in interview and selection process. 10.7 Prepare draft findings on human resources management. Deliverable: ■ Draft findings on human resources management I TASK 11.0 REVIEW SUPPORT FUNCTIONS I Objective: ■ Review critical support functions and activities to ensure effective service, sufficiency of structure, and ability to meet prescribed standards. Activities: 11.1 Schedule on-site review. 11.2 Notify MPD of the types of information needed, the interviews to be conducted and the locations to be visited. 11.3 Schedule interviews with MPD personnel charged with support functions and activities. 11.4 Request copies of current documentation used by MPD. 11.5 Interview MPD personnel charged with managing the activities. MGTPage 16 f` 02-1161 11.6 Review the following components in MPD, including evidence handling, recovered property management, suspect identification, emergency operations center, and related functions and activities. 11.7 Review the fleet program for the MPD, including the provision of services to ensure an efficient operation, as well as the level of equipment and technology in the vehicles. Review the distribution and assignment of vehicles. 11.8 Within this portion of the review, we will review the adequacy of the physical facility and current equipment to ensure that MPD is able to fulfill its mission effectively. 11.9 Prepare draft findings regarding critical support functions. Deliverables: ■ Evaluation of MPD's support functions ■ Findings and issues relating to support activities TASK12.0 REVIEW THE USE OF INFORMATION TECHNOLOGY ■ Review the use of information technology in the MPD. ■ Identify strengths and weaknesses in the use of automation. ■ Assess the efficiency and adequacy of technology in the department. 12.1 Schedule on-site review. 12.2 Notify MPD of the types of information needed, the interviews to be conducted and the locations to be visited. 12.3 Obtain copies of documents, data, information, and documents needed to compete this portion of the review. 12.4 Schedule interviews with appropriate personnel and selected end users regarding type and use of existing technology. 12.5 Conduct personal interviews with selected MIS and MPD staff. 12.6 Conduct analysis of the efficiency and effectiveness of information technology used and the potential for the expansion of technology beyond current systems. 12.7 Assess the use of information technology. ■ Determine level of service being provided. ■ Evaluate and identify strengths and weakness in the use of automation. MGT Page 17 f 6-x.161. ■ Identify program needs that will improve operations and administrative functions. 12.8 Develop draft findings regarding the use of technology in MPD and its effectiveness in supporting operations. Deliverables: ■ Draft findings on the use of information technology TASK 13.0 PREPARE PRELIMINARY FINDINGS Objective: ■ Combine the work from Phases I, II, and III into a single preliminary report of findings. Work Activities: 13.1 Produce draft report of findings. 13.2 Review the report with the Project Manager and make appropriate revisions. 13.3 Present preliminary findings to appropriate staff as designated by the Project Manager. Deliverables: ■ Preliminary findings to include: results of community interviews and focus groups results of internal findings of fact and observation on the Police Department structure, staffing, management and operations identification of areas of concern - recommendations for areas of improvements from Phase I, II, and III review ■ Oral presentation of Preliminary Findings MGT Page 18 PHASE IV PEER REVIEW ANALYSIS Task 14.0: Assess the Peer Review Data Task 15.0: Analyze the Peer Review Data In Phase I (Task 2), we outline how the peer review process should be undertaken in terms of how to select peer agencies and how to ensure the data collection is successful. In Phase IV (below), we describe how the information collected will be assessed for validity, reliability, and usability. TASK 14.0 ASSESS THE PEER REVIEW DATA Objectives: ■ Conduct data collection for peer review. ■ Ensure that peer review data are properly evaluated. Work Activities: 14.1 Select appropriate benchmarks. Decisions will need to be made as to what information will be compared. Benchmark indicators will need to meet the following criteria: ■ Be relevant—show something of value—does this matter? ■ Be measurable—be such that they can be accurately measured— can this be counted? Not just a qualitative measure, but is a quantitative measure. ■ Be comparable—be things that other agencies will also monitor— does anyone else recognize this as a worthwhile thing to measure? ■ Be verifiable—be such that the accuracy of the measure can be ensured—is there an official source for the information? Can the data be collected in a way that will yield consistent results? 14.2 Ensure that MPD has basic data for the items compared. 14.3 Analyze data of peer agencies collected in Phase I, Task 2. MGT o Arnnica Page 19 14.4 Contact representatives of the peer agencies to ensure cooperation in the prompt collection of the additional needed data. 14.5 Verify completeness of data. 14.6 Verify validity and reliability of data. ■ Review data to ensure it is usable. ■ Determine if standard measures have been used. ■ Ensure the data have been provided in a format that will require its conversion for peer review analysis. Deliverable: ■ Data assessment component TASK 15.0 ANALYZE THE PEER REVIEW DATA Objective: ■ Conduct analysis of peer data. Work Activities: 15.1 Analyze data. After the data from the peer agencies are collected they must be analyzed. The data will be evaluated in several different ways, to include: ■ Why are data on this indicator useful—why does this factor matter? ■ What do these data show—what does a high rate or a low rate for this factor mean? ■ Should these data be routinely collected—is it worth keeping on an ongoing basis? ■ What is the average for this indicator within the peer group? ■ What is the range (low to high) for this indicator? ■ How does MPD measure against the peers? 15.2 Develop findings and prepare recommendations based on peer review analysis. Deliverable: ■ Formal Peer Review Analysis (detailing how well the Metro Police Department compares against peer agencies using selected benchmarks) MGT Page 20 ofd 02-1161 PHASE V PROJECT REPORTING Task 16.0: Prepare Draft and Final! Reports TASK 16.0: PREPARE DRAFT AND FINAL REPORTS Objectives: ■ Utilize findings from Tasks 7-15 to recommend strategies for improving the efficiency and effectiveness of the Miami Police Department. ■ Prepare recommendations including costicost savings and benefits information. ■ Develop a pian for implementing recommendations. Work Activities: 16.1 From the revised reports of findings of the major areas (Tasks 7-15) of the performance audit, combine the findings into one overall report for the MPD. 16.2 Based on the consolidated findings, develop recommendations to improve the operations and performance results of the Police Department. Develop a suggested implementation plan, including strategies and time lines for MPD to accomplish the recommendations. 16.3 Prepare a comprehensive draft report on the MPD. The report will include, but not be limited to: ■ background information, in lay terms, explaining the Police Department's: - organizational structure, - programs and operations, - key issues facing the Police Department, and - key performance measures; ■ methodology used; ■ explanation of supported documented findings; ■ results including narrative and quantitative information; ■ step-by-step, action -oriented recommendations including a discussion of financial impact, benefits, and operational implications; MGT Page 21 02""'11.61 ■ potential implementation strategies for recommendations as well as procedures for a transition process to achieve recommendations, as appropriate; ■ major strengths and weaknesses for all operational areas, including significant contributing factors behind those strengths and weakness; ■ all relevant findings and recommendations for any areas where MPD's performance should be improved; and ■ a description of any instances of non-compliance with laws and regulations, fraud and abuse, or illegal acts coming to the proposer's attention (Any such instances noted should include a quantification of the financial impact, if applicable and determinable). 16.4 Submit a draft report. 16.4 Meet with Department and MPD officials to review the draft report and to verify the accuracy of the findings. 16.5 Based on the comments on the draft report, make appropriate revisions and prepare the final report. 16.6 Present the final report to officials, as appropriate. Deliverables: ■ Draft report and final report ■ Final oral presentation Time Line Exhibit 1 provides MGT's proposed six month time line for the completion of the study. An accelerated approach can be discussed as needed. We are providing the MPD with a time line by task indicating initiation and completion of the study. The deliverables specified in the work plan for each task will be delivered upon completion of each task. Draft findings will be provided within four months of study initiation. A draft report will be provided at the five month mark. A final report will be delivered within three weeks following draft report feedback. This proposed schedule provides for study initiation in August 2002. Performance monitoring is described in the fee proposal. MGT Page 22 62-1161 EXHIBIT 1 STUDY OF MIAMI POLICE DEPARTMENT PROPOSED PROJECT TIME LINE MST Page 23 E CT08E€t':: ..................:.....:............................. Nf YE1VIBE i:::DEGEAiIBER:: �IANUAki� i :.IFEErREIARY :.: MQ12CW Af?I IL. PHASE I -PROJECT INITIATION AND PLANNING 1.0 Initiate Project 2.0 Conduct Peer Analysis Planning 3.0 Develop Preliminary Profiles of Operating and Administration Units PHASE 11 - STAKEHOLDER INVOLVEMENT AND DIAGNOSTIC REVIEW 4.0 Survey Community Perceptions 5.0 Conduct Diagnostic Review of Police Department Management and Administration Functions, Organizational Structures, and Operations 6.0 Finalize the On -Site Detailed Review Plan for the Police Department PHASE Ill - ON-SITE FIELD WORK 7.0 Review MPD Organization and Management 8.0 Review Police Operations 9.0 Review Financial Management 10.0 Review Human Resources Management 11.0 Review Support Functions 12.0 Review the Use of Information Technology 13.0 Prepare Preliminary Findings _ PHASE IV - PEER REVIEW ANALYSIS 14.0 Assess the Peer Review Data 15.0 Analyze the Peer Review Data PHASE V - PROJECT REPORTING 16.0 Pre are Draft and Final Reports MST Page 23 ATTACHMENT B RATES AND SCHEDULES krm:K-0200526 MGT OF AMERICA - PSA 13 02-1161 Payment Schedule by Phase and Deliverable Phase Deliverable Pa rnent Phase I - Project Initiation ■ Revised work plan and time lines as needed $65,000 And Planning ■ Tentative outline of the final report ■ Peer review questionnaire ■ Results as a part of the final report ■ Preliminary profiles Phase II - Stakeholder ■ Summary of community issues and concerns as they relate to resource $65,000 Involvement And Diagnostic allocation for the Police Department Review ■ Summary results of interviews with managers and a cross section of Police Department employees ■ Summary of findings from existing policies, procedures, structures, and programs ■ List of exemplary structures, management practices, and operations ■ List of major organizational areas, management practices, and positions requiring a more detailed evaluation ■ On-site review plans and instruments tailored for the study of the Police Department Phase III - On -Site Field ■ Draft findings on organization and management structure and issues $65,000 Work ■ Identification of any cost benefits and operational efficiencies possible through improvements to the organization and management structure ■ A draft and final report that concisely and comprehensively evaluates each aspect of police operations noted in the RFP ■ Draft findings of the financial management of MPD ■ Draft findings on human resources management ■ Evaluation of MPD's support functions ■ Findings and issues relating to support activities ■ Draft findings on the use of information technology ■ Preliminary findings to include: - results of community interviews and focus groups results of internal findings of fact and observation on the Police Department structure, staffing, management and operations - identification of areas of concern - recommendations for areas of improvements from Phase I, II, and III review ■ Oral presentation of Preliminary Findings Phase IV - Peer Review ■ Data assessment component $65,000 Analysis ■ Formal Peer Review Analysis (detailing how well the Metro Police Department compares against peer agencies using selected benchmarks) Phase V - Project Reporting ■ Draft report and final report $65,000 ■ Final oral presentation N:proposal/032/02prop/MNPD\payment schedule.doc ;2-1161 CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM The Honorable Mayor and Members ro : of the City Commission DATE SUBJECT: s A. G' enez REFERENCES: City Manag ENCLOSURES: RECOMMENDATION CA -8 n� 17 7^ FILE: Consulting Services for Police Resource Allocation Study; RFP 01-02-174R It is respectfully recommended that the City Commission adopt the attached Resolution authorizing the City Manager to execute a contract, in a form acceptable to the City Attorney, with MGT of America, a non-local/non-minority vendor located at 2123 Centre Pointe Boulevard, Tallahassee, Florida 32308, in an amount no to exceed $325,000.00, for a period of one (1) year, with the option to extend for one (1) additional year. Funding is to be provided from the Capital Improvement Program, Project No. 311047. BACKGROUND Following the directive of the City Commission, the City issued a Request for Proposals (RFP) on May 16, 2002, seeking a qualified and experienced consulting firm to provide a detailed review and analysis of the existing law enforcement environment, organizational structure, management practices, staffing and support resources of the Miami Police Department. The City received six (6) proposals by the advertised deadline of June 10, 2002, and one proposal was deemed non-responsive. An Evaluation Committee was appointed by the City Manager to evaluate all proposals received pursuant to the RFP. The Evaluation Committee evaluated the proposals, short-listed proposals to the two (2) top ranked firms; and selected the firm most qualified to provide the required consulting services in the following rank order: 1) MGT of America, Inc., and 2) International Association of Chiefs of Police. On July 25, 2002, the City Commission per Resolution No. 02-855, authorized the City Manager to negotiate a contract with the top ranked firm, MGT of America, Inc., for the provision of Consulting Services for Police Resource Allocation Study. The City of Miami and the top ranked firm negotiated, and the City is now seeking authorization to execute an agreement, in a form acceptable to the City Attorney. CAG/��JC/lr 62-1161