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HomeMy WebLinkAboutAltmeyer Proposal Proposal for the City of San Luis Obispo For Stategic Planning Services Altmayer Consulting, Inc. December 2022 R Page 1 Introduction and Background Law enforcement across the country is facing unique challenges as the expectations and demands on the profession evolve. With calls for service increasing, these demands become even more challenging to navigate. Law enforcement agencies are tasked with protecting its citizens, but also engaging the community, improving organizational accountability, and integrating technology to increase operational performance. Given this backdrop, the City of San Luis Obispo (“City”) has issued a request for proposal to assist the City’s Police Department (“Department”) develop a strategic plan. Altmayer Consulting presents this proposal to conduct a Strategic Plan for the Department. Tom Altmayer has completed over 20 strategic plans with a focus on public sector agencies. Our experience includes working with law enforcement agencies in a variety of capacities. A sampling of our law enforcement experience includes work with the Los Angeles Sheriff, Los Angeles County Probation, Los Angeles Metro Security Services and the Orange County District Attorney’s Office. Team Experience and Qualifications Altmayer Consulting presents this proposal to develop a strategic plan for the Department. Tom Altmayer will serve as the project manager on this engagement. Tom’s practice focuses on a results-oriented approach to governance by assisting clients to clearly define their mission, employ evidenced-based decision making to promote effective planning, design efficient business processes, and develop a system of accountability for performance. He has over twenty-five years of experience in working with public and community-based organizations. Tom graduated from the University of California at Irvine with a Bachelor of Arts and from the University of Southern California with a Juris Doctorate. Relevant Strategic Planning Experience Altmayer Consulting has completed dozens of strategic plans for public agencies and community-based organizations with a focus on clients who provide services to vulnerable populations. City of Pasadena Public Health Department – Altmayer Consulting is currently finalizing a five-year strategic plan for Pasadena Public Health Department. Activities included stakeholder feedback with community-based organizations, elected officials and health care providers. Feedback from the environmental scan was presented to the PPHD leadership team where the vision, mission and goals were defined. Using staff from PPHD, teams were assigned to develop objectives and strategies for each of the five proposed Page 2 goals areas. The leadership team reviewed the work from the strategy teams and developed an overall framework for the plan. The plan is currently being finalized. Pathways LA – Altmayer Consulting recently developed a strategic plan for Pathways LA, a resource and referral agency within the County of Los Angeles. Our workplan included interviews with 20 different stakeholders, partners, and staff to develop a comprehensive understanding of the environment within which Pathways is operating. Upon completion of the scan, we facilitated a series of retreats with the agency’s leadership team to develop the strategic planning framework and the overall plan. The plan was completed in 2022. First 5 Fresno County/Help Me Grow Fresno County – Altmayer Consulting completed a Strategic Plan and Governance Structure for Help Me Grow Fresno County (HMG FC). The project included a comprehensive scan of Fresno County’s developmental screening system. We conducted interviews and focus groups with representatives from a wide variety of service sectors including health plans, pediatricians, hospitals, regional centers, public health agencies, school districts and community-based organizations. We facilitated a planning process that included two half-day retreats with the Leadership Team to formulate the elements of the strategic planning framework. Once completed, the strategic planning framework was presented to a focus group of key stakeholders for additional review and feedback. A final plan was developed. Following the completion of the plan, we worked with HMG FC to refine its governance structure to maximize effective representation on the Leadership Team as well as develop a system for routine review of progress on the implementation of the Plan. Strategic and Planning – Additional strategic planning experience includes the following clients: LA County Probation, OC Parks, Orange County Transportation Authority, First 5 San Diego, Los Angeles Opportunity Youth Collaborative, First Tee Fresno, City of Portland Transportation Department, and several departments at the County of Los Angeles including Auditor-Controller, Human Resources, Chief Administrative Office, and Regional Planning. Other Relevant Experience Los Angeles County Auditor-Controller and Sheriff’s Department Working with BCA Watson Rice, Altmayer Consulting was retained to provide assistance to the Los Angeles County Sheriff to evaluate (1) potential sources of additional revenue for the department, (2) use and tracking of overtime within the department, (3) use of non-sworn staffing in support an administrative roles, and (4) budgeting practices used by the department in collaboration with the Chief Executive Office. Working collaboratively with the Sheriff’s department, we developed a series of recommendations related to each of the four subject areas. Page 3 Orange County District Attorney’s Office Altmayer Consulting conducted a staffing, workload and financial assessment of the Orange County District Attorney’s Office. The primary objective of the studies was to review current staffing levels within each major unit of the office – including investigative staff -- and make recommendations for staffing adjustments where appropriate and in accordance with budgeted authority. The studies were conducted in three phases. Phase I defined the existing workload within each of the thirteen Legal and thirteen Investigative units. To accomplish this task, we reviewed existing workload documentation, conducted interviews with staff and supervisors, participated in “side-by-side” analysis of job functions and validated our findings using focus groups and interviews with senior management. In Phase II, we evaluated the degree to which non-professional staff could be more effectively utilized to reduce current workloads. This involved an analysis of how the DA’s Office (1) leverages non-attorney staff to reduce attorney workload, (2) effectively utilizes internal administrative and management demands, and (3) uses technology to support case management and workload. Recommendations were made to reduce workload demands within specific units and were included within the overall workload calculation. Finally, in Phase III we recommended specific caseloads and staffing for each of the Office’s Legal and Investigative Units. The conclusions were reached based on our initial workload reviews, additional interviews with staff and supervisors, a review of historical data and impact of an implementation of recommendations related to more efficient use of non-professional resources. We also looked to external benchmarking comparisons to balance our findings with “industry standards.” Los Angeles County Probation Department Altmayer Consulting was retained by the Probation Department to assess the executive management organizational structure and develop recommendations to strengthen the effectiveness of the management team and its capacity to provide leadership, implement change, and set and enforce standards of accountability to meet the Board’s critical priorities. The scope included a proposed reorganization of the executive structure, and other structural changes to increase the Department’s integration of functions, reduce silos, and develop the internal expertise and leadership necessary for long- term success. The scope also included the design and implementation of a process to set executive performance expectations and evaluate incumbents’ strengths and opportunities for improvement that will subsequently enable an evaluation of executive/management team members by the Chief Probation Officer. Page 4 Work Program Our approach to strategic planning goes beyond traditional planning to include elements of outcomes-based accountability, stakeholder engagement and performance management. Each strategic plan we complete is unique to the nature of the project and the community involved. The first step in our approach is to tailor stakeholder engagement to gain a meaningful understanding of the setting in which law enforcement services are provided. A successful community and stakeholder engagement strategy sets the stage for a robust and refined discussion on key issues affecting the community. Through skilled facilitation and providing different opportunities to participate, our methods garner a distinctive and comprehensive understanding of the environment. The second step is to use this understanding to develop an integrated, thoughtful, and pragmatic set of strategies to address the needs identified. A strategic plan is not simply a high-level recitation of what is important but serves as a tool for operational decision-making and, ultimately, the evaluation of how successful the agency is in achieving its mission. For this strategic planning process, we propose a three-phased work plan to developing a strategic plan for the Department: Phase I: Environmental Scan Task 1.1 -- Project Kickoff We will hold a project launch meeting with select members of the Department to validate the approach set forth below and work to develop a Strategic Planning Team (SPT) within the Department. This SPT will be responsible for oversight of the process on behalf of the Department and will provide key feedback on form and content during the process. Once the SPT is formed, we will set a meeting to: § Review the strategic planning approach and timeline. § Review the current challenges and opportunities in providing services within the community. § Identify key partners and stakeholders to be included in the strategic planning process and the most effective means to engage those individuals and organizations. Task 1.2 – Community and Stakeholder Engagement Our environmental scan is designed to gain an understanding of the challenges of providing law enforcement services within the community. We will conduct a series of town halls, focus groups and individual interviews to engage the community and key stakeholders. While the SPT will assist in determining the scope of the community engagement, we anticipate the following types of activities: Page 5 § Community Engagement Focus Groups – We conduct a series of community engagement focus groups. These meetings will focus on how to increase community safety but also on other issues including how to increase positive police-community interactions. These focus groups could include Neighborhood Action groups, faith- based organizations, the Chamber of Commerce, business owners and other community groups identified by the SPT. § Focus Group with Police Advisory Committee and the Police Roundtable – Building off existing relationships, we would recommend a facilitated session(s) with the Police Advisory Committee and the Police Roundtable. The goal of this session would be to gain a better understanding of the Department, its strengths and potential opportunities moving forward. § Interviews with Key Partners and Stakeholders – We would conduct a series of interviews with the Department’s key partners and stakeholders within the City. This could include representatives from some or all of the following: Cal Poly, the District Attorney’s Office, the City Homelessness Response Manager, the City Manager’s Office (and other select City Departments), members of the City Council, SLO County Behavioral Health, and the Transitions Mental Health Association. The focus of these interviews will be to identify the challenges facing the community and how the Department can play a role in addressing those challenges. Task 1.3 – Department Personnel Engagement The second stage of our engagement process will involve Departmental staff. We will conduct a series of individual interviews with select managers within both the Operations and Administrative Bureaus. The meetings will be designed to gain a more detailed understanding of existing operations and administrative functions. We will use these interviews to highlight successes of the existing functions and look to identify new opportunities moving forwarded. Additionally, we will conduct at least three to four focus groups with varying levels of sworn and non-sworn staff. The goal of the focus groups will be to develop a more comprehensive grasp of the day-to-day issues and challenges faced by the Department and potential options for moving forward. We will use a SWOT or NOISE analysis (Needs, Opportunities, Improvements, Strengths, and Exceptions) to frame issues in terms of solutions rather than just problems by focusing on identifying obstacles and finding opportunities to overcome those barriers. Task 1.4 – Summary Staff, Stakeholder, Community and Provider Input We will provide a Summary of Findings that highlights the key themes and perspectives that emerged from the foregoing focus groups, interviews and discussions. We will present Page 6 these findings to the SPT to review and identify any areas of weakness in the process and/or conclusions. If additional interviews are needed to address gaps in the analysis, we will conduct those interviews. A formal Summary of Findings will be made available to the full Leadership Team prior to their retreat. Deliverable: Overall Summary of Findings Phase II: Developing the Strategic Planning Framework This phase is where the key elements of the Strategic Plan Framework will be developed. The Strategic Plan Framework includes the vision, mission, values, goals, objectives, strategies, and key performance indicators (KPIs). The core elements of the plan will be developed during a two-day strategic planning retreat that includes the Department’s Leadership Team. This retreat may include additional team building exercises at various points throughout the two days as desired. Task 2.1 – Retreat Planning At the completion of Phase I and SPT’s review and approval of the Summary of Findings, we will develop an agenda for the two-day retreat to be discussed an approved by the SPT. The focus of these discussions will be on optimizing the retreat time and developing strategies that will lead to rigorous and productive discussions at the retreat. Task 2.2 – Two-Day Retreat The retreat will be structured in stages. A sample of potential stages is summarized as follows: § Stage 1: This initial portion of the retreat will focus on reviewing and discussing the Summary of Findings from Phase I. This will include a structured discussion around the major themes identified during the environmental scan. § Stage 2: This portion of the retreat will include a SWOT or NOISE analysis. Using the themes identified in Stage 1, the Leadership Team will be separated into break-out groups to discuss individual themes. Each group will be asked to develop a SWOT or NOISE analysis and present their findings to the larger group. This larger group will then attempt to reach consensus on the major challenges facing the organization and the potential opportunities to address them. § Stage 3: Following the discussion of challenges and opportunities, the retreat will focus on setting a path forward. This stage will include review and discussion of the Department’s Vision, Mission, and Values. These core elements constitute the foundation of the Plan. Page 7 § Stage 4: Using the Vision, Mission, and Values as the structure, we will facilitate a discussion to identify the strategic priorities (goals) of the Department. Focused on the question of “what do we want to achieve”, we will work to develop a set of 4 to 7 goal areas. These goal areas will represent externally and internally focused priorities. We will provide samples of other peer agency goals as an example, but the discussion will be tailored to the unique challenges faced by the Department. § End of Day 1 § Stage 5: Using the Goals Areas developed in Stage 5, we will establish “strategy teams” for each of the goal areas. Each strategy team will meet in the morning to develop objectives and strategies for the goal areas. This intensive process will be designed to determine the tangible desired outcomes (objectives) within each goal area, and the initial set of strategies to achieve those objectives. This stage will likely occupy the entire morning of the retreat. At the conclusion of this stage, each strategy team will have a draft set of objectives and strategies that will be presented to the entire Leadership Team. § Stage 6: Each strategy team will present the objectives and strategies associated with their goal area. We will facilitate a large group discussion for each goal area to develop a draft set objectives and strategies. At the conclusion of this stage, we will have a completed draft framework of the plan. § State 7: Based on the development of the draft framework, we will facilitate a discussion concerning staffing and the ability of the Department to achieve its objectives with existing staffing resources. We will work to identify potential gaps in staffing and develop an approach for a future staffing study. Deliverables: Retreat Agenda; Draft Strategic Plan Framework Phase III: Develop and Finalize Strategic Plan Document and Implementation Matrix Task 3.1 – Review and Refine the Strategic Plan Framework This task will focus on reviewing and refining the Strategic Plan Framework completed during Phase II. We will meet with the SPT and, where appropriate, we will facilitate additional discussions on individual areas to ensure the final framework is complete and represents the long-term vision of the organization. Task 3.2 – Develop Five-Year Implementation Matrix Once the refinement of the framework is completed by the SPT, we will develop a draft narrative for the plan. The narrative will provide an overview of the strategic planning process, summarize the findings from Phase I, set forth the Strategic Plan Framework and Page 8 provide a detailed review of the objectives and strategies within each goal area. This draft will be distributed to the SPT for review and the opportunity to provide input on the draft plan. Based on feedback provided, we will present the plan to the Leadership Team of the Department and the City for approval. Page 9 Proposal Summary Form The undersigned declares that she or he has carefully examined the City’s Request for Proposal for Strategic Planning Services which is hereby made a part of this proposal; is thoroughly familiar with its contents; is authorized to represent the proposing firm; and agrees to perform the specified work for the following cost quoted in full: Bid Item: Total Base Price: $55,000. This includes all expenses including taxes. Professional Fees are charged at $175 per hour. Delivery of the final product is expected to be within six months of contract execution. Certificates of Insurance Certificates are attached with an A.M. Best Rating of A+ Firm Name and Address Altmayer Consulting, Inc. 600 Carroll Way Pasadena, CA 91107 Contact: Tom Altmayer, 626-399-1486, tom@altmayerconsulting.com Thomas Altmayer, President December 2, 2022 Page 10 References Altmayer Consulting, Inc. has been providing the services included within the scope of specifications under the present business name since 2000. The following are three recent references related to strategic planning: City of Pasadena, Department of Public Health Manuel Carmona, Acting Director of Public Health 626.744.8122 mcarmona@cityofpasadena.net 100 North Garfield Avenue Pasadena, CA 91102 Scope: Developed a strategic plan for the Department of Public Health. Cost: $25,000 Dates: Completed December of 2022 Project Outcome: In process of completion. Final plan pending approval. Pathways LA Lisa Cahill, Chief Operating Officer 213.219.0749 lcahill@pathwaysla.org 3325 Willshire Blvd, Suite 1100 Los Angeles, CA 90010 Scope: Developed a strategic plan and implementation plan for Pathways LA. Cost: $35,000 Dates: Completed January of 2022 Project Outcome: Final Strategic Plan and Implementation Plan completed and approved by the Board. First 5 Fresno Hannah Norman, Project Director 559.558.4912 hnorman@first5fresno.org 2405 Tulare Street, Suite 200 Fresno, CA 93721 Scope: Develop strategic plan and governance structure of Help Me Grow Fresno County Cost: $55,000 Dates: Completed February 2018 Project Outcome: Final Strategic Plan and Governance Structure finalized on-time. 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