HomeMy WebLinkAbout08-16-2016 Item 07 Consultant Services Agreement with CityGate Associates Meeting Date: 8/16/2016
FROM: Deanna Cantrell, Police Chief
SUBJECT: CONSULTANT SERVICES AGREEMENT WITH CITYGATE ASSOCIATES,
LLC FOR COMPREHENSIVE SERVICES DELIVERY AND STAFFING
REVIEW OF THE SAN LUIS OBISPO POLICE DEPARTMENT
RECOMMENDATION
Approve and authorize the City Manager to execute a Consultant Services Agreement with
Citygate Associates, LLC (“Citygate”), in a form approved by the City Attorney, for a
comprehensive services delivery and staffing review of the Police Department for $68,500.
DISCUSSION
Service Delivery and staffing review
The San Luis Obispo Police Department (SLOPD) is requesting a comprehensive study to assess
the efficiency and effectiveness of Police Department operations, to identify strengths and
improvement opportunities relating to service delivery, organizational effectiveness and staffing
as well as management. Department leadership has worked and will continue to work diligently
to devise more efficient and effective operational methods. This assessment cannot be
accomplished internally with existing staff resources and an outside consultant can provide an
external perspective which is helpful in identifying opportunities to improve service.
The study will help the department determine the appropriate level of staff to adequately and
effectively respond to emergencies, investigate crime, provide other critical services, and to
proactively reduce crime as critical services to residents and visitors to San Luis Obispo.
The recent and future growth in San Luis Obispo further impacts service levels and needs to be
evaluated. The Citygate proposal will provide the Department with a review of current and future
delivery of services and recommendations for opportunities to implement and meet best practices
and appropriate staffing levels. This work plan will include all facets of operations including 1)
Field Services, 2) Crime Prevention, 3) Training, Investigations and Support Services including
Fiscal, 4) Crime Prevention, 5) Training, 6) Policy and Procedures, 7) Public Relations, 8)
Internal Affairs, 9) Professional Standards, 10) Communications / 9-1-1, and 11) other specialty
services.
Justification for Sole Source Contract
It is recommended that Citygate complete the complex analysis of Police Department Services
due to their expertise in this specific area and lack of city resources to otherwise perform the
needed work. Additionally, Citygate has an extensive background working with numerous law
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enforcement agencies throughout the country and has assembled a team that knows many details
about the City and can provide technical expertise in recommending best practices and future
staffing needs. It is recommended that the City negotiate directly with Citygate to perform the
analysis. Citygate recently completed a San Luis Obispo City Fire Department study, which
included a Standards of Response Coverage planning analysis to examine the levels of fire
department services by occupancy type and land use classifications. The study assessed fire
services to both California Polytechnic State University and the incorporated areas of San Luis
Obispo. The study included fire station and staffing infrastructure triggers for additional
resources, an analysis of headquarters and prevention systems, as well as order of magnitude
costs and possible financing strategies.
As part of the Fire Department study, Citygate recently completed a review of projected growth
in the City’s current General Plan, an assessment of fire service funding sources and an SOC
(Standard of Cover) update. Significant savings can be realized by sourcing this project to
Citygate due to its in-depth knowledge of the city, future city growth and annexations, CAD
structure from working with the Fire Department, and savings from other city departments for
data research. A portion of the staffing and workload study that will be completed for the Police
Department includes response times and future growth impacts both in the city and at Cal Poly.
Having thorough knowledge of the City will save both time and money while conducting the
recommended analysis. Direct contracting for consultant services is allowed with City Council
approval per the City’s Financial Management Manual1 under these circumstances.
Scope of Work
The scope of work for such analysis would include:
1. Assess current sworn and professional (non-sworn) staff levels. Evaluate the adequacy of
staffing levels for current workload and meeting the Police Department’s goals without
curtailing service or requiring excessive overtime work. Citygate will consider existing
schedules, time for training, professional development, legal mandates, time off, lost time
from illness, injuries, and attrition.
2. Provide a structured and defensible methodology for Police Department staff to use in
projecting future staffing needs.
3. Recommend staffing levels that will allow the Police Department to maintain or increase
its current high levels of service, including: responding to all crimes and requests for
service; maintaining robust crime prevention and community service programs; and
maintaining youth services, investigation and forensic crime scene evidence collection,
crime suppression, and other services currently offered by the Police Department.
4. Analyze the impact on staffing levels and calls for service resulting from current and
future City plans for economic development and future annexations.
5. Wherever possible, use existing data for the analysis, such as the City’s General Plan and
other published planning documents, crime statistics, payroll and overtime work records,
and computer-aided dispatch data. The San Luis Obispo Police Department staff will help
provide historical data from the agency’s computer systems and other City sources.
1 If it is determined that it is in the best interest of the City for services to be provided by a specific consultant-----with contract terms, workscope
and compensation to be determined based on direct negotiations-----contract award will be made by the Council. Page 295-3
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6. Use a compilation of community oriented policing, predictive policing, and data driven
policing strategies. Assess efficiencies of calls for service. Assess community-policing
efforts as an on-going strategy; leverage the performance and evaluative processes in
place, verifying the current effectiveness and efficiencies of the agency. This includes
evaluating and contrasting data to overlay response time standards, officer safety, and call
prioritization.
7. Conduct interviews with stakeholders, including, City management and Police
Department staff, to assess goals, expectations, and perceived workload levels. Public
input is a critical component of this effort. Citygate will engage public input most notably
through two meetings: one public meeting with the City’s Planning Commission and one
public meeting with the City Council. These meetings will take place early in the process
to ensure the opportunity to incorporate feedback relevant to this effort.
The final work product will be a formal report and presentation to the City Council during a
regular meeting with key policy questions and options clearly identified.
FISCAL IMPACT
Carryover funds of $68,500 from FY 2014-15 development review revenue will be used to fund
this project because the need for the study is being driven by development activity. This funding
is currently in the Police Department FY 2014-15 budget and there will be no additional fiscal
impact.
ALTERNATIVE
1. Do not approve the contract with Citygate and direct the Police Department to issue a
request for proposal. This is not recommended due to Citygate’s recent work conducted
reference SLO Fire and projected growth in the city, as well as experience performing
similar services for the City.
2. Do not conduct an analysis of police-based emergency services in the City.
Attachments:
a - Citygate - San Luis Obispo Police Review Proposal (07-14-16)
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Over the last 15 years, Citygate
has performed over 280 public
safety studies.
July 14, 2016
Ms. Deanna Cantrell
Police Chief
City of San Luis Obispo
1042 Walnut Street
San Luis Obispo, CA 93401
dcantrell@slocity.org
RE: PROPOSAL TO PERFORM A COMPREHENSIVE SERVICES DELIVERY AND STAFFING
REVIEW OF THE SAN LUIS OBISPO POLICE DEPARTMENT
Dear Chief Cantrell:
Citygate Associates, LLC is pleased to present our proposal to the City of San Luis Obispo’s
Police Department to perform a Comprehensive Services Delivery and Staffing Review. This
introductory letter explains why Citygate is exceptionally qualified to perform this engagement.
First, Citygate has an extensive background in public
safety field services deployment, support services
staffing assessments, and financial analysis and
strategies. Over the last 15 years, Citygate has
performed over 280 public safety studies. Within
recent years, we have completed significant law
enforcement reviews for the cities of Santa Monica, CA; Rancho Cucamonga, CA; Brea, CA;
Glendale, AZ; Goodyear, AZ; Maricopa, AZ; and Provo, UT. We are also completing
comprehensive services delivery and staffing reviews for the Monterey County Sheriff’s Office
and the Eloy, AZ Police Department.
Second, Citygate has an extensive consulting history with San Luis Obispo. We performed a fire
services deployment study and master plan in 2009 and recently completed a fire services master
plan update which was very well received. As such, we are familiar with projected development
in planned growth areas of the City. We have also assisted the City’s Community Development
Department on several engagements, including an organizational assessment in 2013,
implementation assistance in 2014, and customer service consulting for the Building and Safety
Division in 2015. Our familiarity with San Luis Obispo’s planning and growth aspects relative to
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Chief Cantrell
July 14, 2016
Page 2
sphere of influence and annexation potentials provides us with unique insight and experience that
will enhance the depth of this study while reducing the cost.
We look forward to the opportunity to partner with the City once again on this important
assessment of police service delivery and staffing, especially with the City’s plans for economic
development and future annexations that will impact police services.
Third, Citygate’s proposed Project Team includes Chief Sam Spiegel, who recently retired from
a distinguished career in law enforcement, not only as a Police Chief, but as an Assistant City
Manager and City Manager. Through this professional experience, Chief Spiegel understands
what it is like to sit in both of the chairs as a City Manager and a Police Chief, and therefore
intuitively relates to the potential challenges and available synergies between these two roles. He
has extensive experience in fast growth development and associated public safety impacts of
annexations and spheres of influence. Chief Spiegel will serve as Citygate’s Project Director on
this engagement.
James Lewis, the recently retired Undersheriff for Sacramento County, will serve as Citygate’s
Project Manager. After serving for over 30 years in law enforcement, James has a wide range of
experience in virtually every function of law enforcement. James was responsible for day-to-day
operation of a staff of approximately 2,100 employees, 1,390 of which were sworn, serving a
population of 1.2 million citizens in a jurisdiction covering more than 700 square miles.
Jay Corey, a Principal with Citygate, has been with the firm for 13 years and will serve as a
member of Citygate’s Project Team. He has served at the senior executive level in city
manager’s offices for over 30 years. Mr. Corey has been highly involved in performance
management and performance measurement, budgeting, scheduling, workload balancing,
costing, contracting out, and strategic financial planning.
Comm Center Solutions, including Lynn Freeman and Danita Crombach, will join our team with
public safety communications expertise. Comm Center Solutions’ experience includes personnel
issues, operations, staffing, investigations, incident reconstruction, quality assurance, Next
Generation 9-1-1, and project management. Comm Center Solutions offers balanced, insightful,
and tested solutions for 9-1-1 challenges. With over 70 years of combined service in dispatch
centers, Comm Center Solutions’ experience is unmatched.
Chief Stewart Gary, Citygate’s Public Safety Principal, will also join the team. He will serve as
the local knowledge and experience connection to help leverage the information gained in the
recently completed Fire Master Plan about southern City area growth and Cal Poly Master Plan
needs to both accelerate and provide cost savings to the police services study.
As the City will learn from our references, Citygate has an outstanding track record with our
clients. We strongly encourage the City to call our key project references—they are golden. As
the County of San Diego former CAO stated: “We work with consultants, obviously, all the time,
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Chief Cantrell
July 14, 2016
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Citygate is supremely positioned
to offer you an independent,
objective, third-party analysis
that will be thorough, incisive,
even-handed, and fair.
but the work that Citygate did on this report is some of the best I’ve seen in my tenure here.”
(Watch the video clip at this link: www.citygateassociates.com/sdcountyvideo)
This is not an isolated comment by one client, rather
it is the rule. Time after time our clients say at the end
of public presentations, “this was the best report/study
we have ever received and now we finally understand
the issues and choices…”
As you will see while reviewing Citygate’s proposal,
our firm is supremely positioned to offer you an
independent, objective, third-party analysis that will be thorough, incisive, even-handed, and fair.
The City of San Luis Obispo will receive recommendations in our Final Report that will promote
a spirit of continuous improvement, geared to help your Police Department and City adapt to the
ever-changing conditions and expectations of local law enforcement.
* * *
As President of the firm, I am authorized to execute a binding contract on behalf of Citygate
Associates, LLC. Please feel free to contact me at our headquarters office, located in Folsom,
California at (916) 458-5100, extension 101 or via e-mail at dderoos@citygateassociates.com if
you wish further information.
Sincerely,
David C. DeRoos, MPA, CMC
President
cc: Project Team
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Table of Contents page i
TABLE OF CONTENTS
Section Page
Cover Letter ...................................................................................... Precedes Table of Contents
Section 1—Work Plan and Scope of Work .................................................................................1
1.1 Overview of Project ............................................................................................ 1
1.2 Scope of Work .................................................................................................... 1
1.3 Staffing Analysis Methodology .......................................................................... 2
1.4 Work Plan Task Sequence .................................................................................. 3
1.5 Final Report Components ................................................................................... 9
1.6 Study Components With Which the Police Department Must Assist .............. 10
1.7 Project Schedule ............................................................................................... 10
1.8 Sample Presentation Graphics .......................................................................... 11
Section 2—Citygate Organization and Project Team ..............................................................14
2.1 Citygate’s Project Team ................................................................................... 14
2.2 Necessary Project Team Skills ......................................................................... 14
2.3 Project Team / Project Roles ............................................................................ 15
2.4 Project Team Organization Chart ..................................................................... 20
Section 3—Summary of Related Experience .............................................................................22
3.1 Citygate Associates Project Experience ........................................................... 22
3.2 Project Descriptions ......................................................................................... 22
3.3 Client References ............................................................................................. 27
3.4 Citygate’s Distinguishing Characteristics in the Marketplace ......................... 28
Section 4—Pricing Proposal........................................................................................................29
4.1 Project Cost/Billing .......................................................................................... 29
4.1.1 Overall Project Cost ............................................................................... 29
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Table of Contents page ii
4.2 Citygate Cost and Billing Terms ...................................................................... 29
4.3 Standard Hourly Billing Rates ......................................................................... 30
Appendices
Appendix A Code of Ethics
Appendix B Project Team Resumes
Sam Spiegel, MSM ..................................................................................................1
James Lewis .............................................................................................................6
Jay Corey, MPA .......................................................................................................7
Lynn Freeman, MA, ENP ......................................................................................10
Danita Crombach, ENP ..........................................................................................12
Eric Lind, MA ........................................................................................................16
David DeRoos, MPA, CMC ..................................................................................20
Stewart Gary, MPA ................................................................................................22
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 1
SECTION 1—WORK PLAN AND SCOPE OF WORK
1.1 OVERVIEW OF PROJECT
Citygate Associates, LLC’s Work Plan to provide a Comprehensive Services Delivery and
Staffing Review of the San Luis Obispo Police Department is presented in this section. Our
Work Plan is designed to help determine how to best staff the Police Department to meet its
mission. A performance review of the current delivery of services and recommendations of
alternatives needed to meet current best practices is essential in determining the appropriate
staffing levels. As such, our Work Plan addresses all facets of field, command, and support
operations, including, but not limited to: Field Services Division, including Patrol and
Investigations; and the Support Services Division, including Fiscal, Crime Prevention, Training,
Policy and Procedures, Public Relations, Internal Affairs, Professional Standards,
Communications / 9-1-1, and other specialty services. Animal Control has been excluded from
this study.
1.2 SCOPE OF WORK
Citygate’s review of the Police Department will:
Assess current sworn and professional (non-sworn) staff levels. We will evaluate
the adequacy of staffing levels for current workload and meeting the Police
Department’s goals without curtailing service or requiring excessive overtime
work. We will consider existing schedules, time for training, professional
development, legal mandates, time off, illness, injuries, and attrition.
Provide a structured and defensible methodology for Police Department’s staff to
use in projecting future staffing needs.
Recommend staffing levels that will allow the Police Department to maintain or
increase its current high levels of service, including: responding to all crimes and
requests for service; maintaining robust crime prevention and community service
programs; and maintaining youth services, investigation and forensic crime scene
evidence collection, crime suppression, and other services currently offered by the
Police Department.
Analyze the impact on staffing levels and calls for service resulting from current
and future City plans for economic development and future annexations.
Wherever possible, use existing data for the analysis, such as the City’s General
Plan and other published planning documents, crime statistics, payroll and
overtime work records, and computer-aided dispatch data. Police Department
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 2
staff will help provide historical data from the agency’s computer systems and
other City sources.
Use a compilation of community oriented policing, predictive policing, and data-
driven policing strategies. We will assess efficiencies of calls for service. We will
assess community-policing efforts as an on-going strategy; we will leverage the
performance and evaluative processes in place, verifying the current effectiveness
and efficiencies of the agency. This includes evaluating and contrasting data to
overlay response time standards, officer safety, and call prioritization.
Conduct interviews with stakeholders, including, City management and Police
Department staff, to assess goals, expectations, and perceived workload levels.
1.3 STAFFING ANALYSIS METHODOLOGY
Staffing ratios in the form of officers or employees per 1,000 population and response times have
been the traditional guide for determining staffing levels. And although these indicators are still
widely used and have some value, they have been touted for decades as the appropriate measures
of “law enforcement performance.” By today’s standards in many aspects of the United States,
they are no longer recognized as the best means for measuring law enforcement outcomes. There
is a growing recognition that many of these measurements have not accurately reflected the
benefits that should be realized as a consequence of good policing.
This is because such measures capture only a small portion of the value that law enforcement can
provide, and minimally capture their accomplishments.
Current thinking about police staffing and performance reflects a move away from a more
dominant focus on inputs and toward measuring the achievement of desired outcomes. It also
reflects a greater interest in measuring overall organizational effectiveness, rather than merel y
citing various efficiencies that are often used as a poor substitute for the results or outcomes the
public expects and deserves.
To be clear, this should not become an argument in favor of simply discarding or ignoring these
more traditional measures. Such measures can be of value in comparing certain aspects of
organizations, evaluating various types of cost and performance efficiencies, and assessing
trends. However, many of those traditional measures are not the most reliable or accurate for
capturing or evaluating results and effectiveness (which we define as something that is desired
and actually accomplished as a direct result of our activities and inputs). Better and more refined
measures can and should be adopted in the future, but those will likely be of minimal value
unless known resource needs (personnel, support, and technology) and gaps are addressed first.
And that is what this comprehensive services delivery and staffing review can help provide for
the San Luis Obispo Police Department.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 3
1.4 WORK PLAN TASK SEQUENCE
Our Work Plan for the comprehensive services delivery and staffing review of the Police
Department is comprised of six (6) tasks. We intend to review our Work Plan and schedule with
the City / Police Department project team prior to beginning work. After obtaining additional
input, we will finalize our Work Plan and the accompanying schedule.
Citygate’s Work Plan has been developed consistent with our Project Team members’
experience in law enforcement management.
Task 1: Initiate and Manage the Project
Subtasks
Develop detailed Work Plan schedule for the project.
We will develop a detailed integrated work schedule and final project
timeline. These tools will assist both the consultants and Police
Department staff to monitor the progress of the study.
Conduct conference call with Police Department staff representatives to initiate
study.
A key to a successful consulting engagement is a mutual understanding of
the project’s scope and objectives. The senior members of our team will
meet with Police Department and City representatives to correlate our
understandings of the study’s scope, and ensure that our Work Plan and
project schedule are mutually agreeable.
Obtain and review City / Police Department documentation.
We will develop and submit a list of all documents relevant to this project,
including the City’s General Plan, growth forecasts, any appropriate prior
studies, Police Department documentation including (as available)
dispatch data, fleet inventory, facility condition assessments, current
personnel, equipment, other operating costs, and a myriad of other
information. We will prepare a custom list of needed documents for the
study and establish Dropbox folders for the Police Department to securely
and easily transfer all electronic files. This preliminary step in the
engagement ensures that our time on site is used effectively and
efficiently.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 4
This may require San Luis Obispo’s IT Department to give the team
members the ability to accept and install Dropbox. To assure timely
response to the document requests and establish a shared repository for
those, our experience has proven Dropbox a secure, simple means to
accomplish this.
Interview City of San Luis Obispo leadership.
To enhance our understanding of the issues at stake in this project, we will
interview via teleconference, as appropriate and directed, members of the
City Council, the City Manager, and members of City staff who frequently
interact with or have an interdependent relationship with the Police
Department.
Interview Police Department staff.
To enhance our understanding of the issues at stake in this project, we will
interview via teleconference, as appropriate and directed, the members of
the Police Department, including, but not limited to, the Chief of Police,
Command staff, and supervisor.
This usually entails the sworn manager levels of the organization (or
civilian managers), and in some cases, supervisory personnel.
Meetings
There will be two teleconference meetings during this task to kick-off the project, establish
relationships, conduct stakeholder interviews, and set the information gathering into agreement
and motion.
Task 2: Law Enforcement Services Delivery System Review
Subtasks
Conduct a complete deployment review to analyze staffing needs and service
demands.
We will begin our deployment review with an assessment of community
risks and vulnerabilities, including infrastructure, demographics, gang and
crime activity, regional anomalies, and public venues (including
entertainment). Our vulnerabilities assessment will also include an
assessment of the adequacy of Police Department technology.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 5
We will collect and analyze patrol data over a period of time to document
calls for service, response time, and self-initiated activity by beat, shift,
and day of the week.
This review will consider prior incident response statistics to measure the
effectiveness to desired goals, response time criteria, and call prioritization
relative to the current deployment plan.
Identify appropriate Departmental levels of officer availability.
Based on the above data, we will develop a graphical representation of the
officer availability by time of day and day of week. The amount of
available patrol time generally used by officers for directed patrol, special
projects, and community involvement varies from agency to agency. The
Project Team will examine the nexus between officer availability and the
Department’s Values, Vision, Mission, Goals, and industry best practices.
Perform data analysis.
Given our lengthy conversations with the City about the data availability
for this project, Citygate will rely on the San Luis Obispo Police
Department to provide a series of reports and data outputs.
We know how to assess the accuracy and reliability of data, how to
determine relevancy of data in correlation to decision making processes,
how to best convert insights into actionable content for varying analysis,
and how to structure actionable content for optimal usability without
additional workload for the client.
(Optional) Conduct employee survey.1
As an option for the Department to consider, Citygate will conduct an on-
line likert-scale survey of sworn Department members, professional staff,
and volunteers on their attitudes concerning issues including, but not
limited to, work load, scheduling, morale, reputation of the Department;
attitudes towards the philosophy of Community Policing and Problem
Solving, and other items deemed appropriate for this study.
1 The employee survey will be internet-based. The City will be responsible for photocopying, distribution, and any other charges
relating to hard copy versions of the survey, should that be needed. We assume that the survey will be created and launched in
English only. If the City desires the survey to be available in other languages, the extra time necessary to build the additional
surveys would be an additional cost.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 6
(Optional) Conduct resident survey.2
As an option for the Department to consider, Citygate will conduct a
resident survey to provide us with perspectives from the residents and
businesses in the community. Through this survey we will gain an
understanding about what services are priorities to the public, what
services are meeting expectations, and if there are any gaps between
citizen expectations and the delivery of services. The survey will be
developed in coordination with the City.
Meetings
There will be no meetings in this task.
Task 3: In-Depth Review of Department Functions and Staffing
Subtasks
Perform in-depth review of Police Department.
We will further review agency documents to examine current resource
utilization; schedules and attendance records; staff retention; and
productivity and performance measures of major units. Our previous data
analysis will be contrasted to deployment strategies and work schedules,
as described in this task.
We will conduct interviews with the following personnel: Command staff;
Officers in Charge (OICs) of the Patrol and Investigations Divisions,
Training, Administrative Services, Professional Standards, City 9-1-1 /
Center, and Field Services; and selected department managers and City
Human Resources staff.
Citygate will conduct additional interviews as determined in the kick-off
phone meeting with the Police Department and City representatives.
2 The resident survey is limited to 200 respondents. The resident survey will be internet-based and Citygate assumes the City will
pay for any necessary postage, photocopying, or data entry. We would require the assistance of the City in providing email
addresses (if possible) and developing and mailing invitation letters/postcards and other survey-related materials that may be
necessary to encourage survey participation. We assume that the survey will be created and launched in English only. If the City
desires the survey to be available in other languages, the extra time necessary to build the additional surveys would be an
additional cost.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 7
We will review the communication flow within the Department, the
current organizational structure, the span of control, unity of command,
and decision-making authority of the ranks in the Police Department.
We will review best practices regarding Community-Oriented Policing
and Problem Solving (COPPS), Intelligence-Led Policing, and Data-
Driven Policing to provide options for the best fit for the City of San Luis
Obispo.
Analyze the impact on staffing levels and calls for service resulting from
current and future City plans for economic development and future
annexations.
At a high level, we will assess whether efficiencies can be realized
through schedule changes.
Once the Police Department review is completed, Citygate will integrate
the data analysis, Police Department goals, and deployment strategies to
build integrated findings, recommendations, and implementation
strategies.
Meetings
There will be one two-day on-site trip in this task to conduct the interviews for the command
staff functions review.
Task 4: Conduct a Mid-Project Review
Subtasks
Conduct mid-project teleconference review with the City Manager, Chief of
Police, and executive staff.
We have found it productive, upon the completion of the initial service delivery
and in-depth Department review work, to conduct a mid-project review before
writing the Draft Report. The purpose of this review is to meet with the client and
principal staff to review the conclusions and tentative recommendations of the
study. This will also be an opportunity for the Police Department and consultants
to perform fact-checks and make any mid-course corrections before additional
work occurs.
The Citygate team will brief the City’s leadership team via teleconference
regarding our working opinions using PowerPoint and incident statistics.
Examples of the exhibits we provide are found in Section 1.8.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 8
Meetings
There will be a teleconference to review the overall project’s initial findings and
recommendations, and fact-check the data on which the findings are developed. Citygate will
utilize a short PowerPoint presentation to discuss the highlights of the study to date.
Task 5: Forecast Resource Needs; Conduct Final Service Deli very Models
and Prepare Draft Reports
Subtasks
The entire Citygate team will prepare a comprehensive long-range Services
Delivery and Staffing Draft Report. In the this Draft Report we will:
Summarize the strengths of the Police Department and opportunities for
improvement.
Present a review of how our approach and analyses were conducted.
Describe major findings by work unit service delivery area.
Present an explanation of improvements we identified and our integrated
recommendations for their resolution in order to improve operations.
Describe a methodology for monitoring implementation status.
Upon completion of the Services Delivery and Staffing Draft Report, an
electronic version in MS-Word will be sent to the City’s / Police Department’s
project manager for comments using the “track changes” and “insert comments”
tools in MS-Word. Our normal practice is to review a draft of our report with
management personnel to ensure that the factual basis for our recommendations is
correct and to allow time for a thorough review. In addition, we take time to
discuss any areas that require further clarification or amplification. It is during
this time that understandings beyond the written text can be communicated.
Meetings
We will schedule a teleconference meeting with Police Department leadership to discuss and
fact-check the Services Delivery and Staffing Draft Report, answer any questions, and agree on
elements for the Final Report.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 9
Task 6: Prepare and Deliver the Final Report with Executive Summary and
Recommendations
Subtasks
The process of Final Report preparation is an important one. Implicit in this
process is the need for a sound understanding of how our review was conducted,
what issues were identified, why our recommendations were made, and how
implementation should be accomplished.
Prepare Final Report and oral presentation.
Based on the results of our Draft Report review process, we will then
prepare a Final Report to the City Manager and Chief of Police. We also
will make an oral presentation using a PowerPoint presentation to the
Police Department leadership team and/or the City Council as directed.
Meetings
There will be one on-site meeting to make an oral presentation of the Final Report to the City
Council or a group of the City Manager’s choosing.
1.5 FINAL REPORT COMPONENTS
Citygate’s Comprehensive Services Delivery and Staffing Final Report will include:
1. An analysis of the efficiency of the current deployment scheme of resources and
station locations.
2. An analysis of the Department’s ability to meet the listed standards.
3. If required, recommendations for changes in deployment methods to meet the
current needs of the work units and to optimize service delivery.
4. A comprehensive analysis of current Police Department services and staffing in
Field Services Division, including Patrol and Investigations; and the Support
Services Division, including Fiscal, Crime Prevention, Training, Policy and
Procedures, Public Relations, Internal Affairs, Professional Standards,
Communications / 9-1-1, and other specialty services.
5. The analysis will be combined with a forecast of future demands into a multi-year
staffing and services plan for the Police Department.
6. Provision of supporting data and rationale for all recommendations.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 10
7. Provision of supporting statistics and other visual data to fully illustrate the
current situation and consultant recommendations. This information shall be
provided in both hard copy format and computerized format with accompanying
Microsoft PowerPoint presentation.
1.6 STUDY COMPONENTS WITH WHICH THE POLICE DEPARTMENT MUST ASSIST
The Police Department is in the best position to provide most, if not all, of the internal data
needed to complete the scope of work required for this project. Therefore, Citygate anticipates
that the Police Department will assist with this project by:
Providing electronic incident response data in a format requested by Citygate .
This will include response reporting from the CAD system, along with caseload
information from the RMS system.
Providing a series of reports and data outputs.
Identifying and making initial contact with community members that Citygate
will interview in Task 3.
Via a document request questionnaire issued by Citygate, submitting existing
Police Department documents describing organization, services, budgets,
expenses, and performance measures, if any.
Providing other Police Department data timely as requested by Citygate.
For the optional employee and resident surveys, providing email addresses and
mailing invitation letters/postcards and other survey-related materials that may be
necessary to encourage survey participation (for resident survey).
1.7 PROJECT SCHEDULE
Citygate anticipates this project will span four to five months. Citygate is available to start the
project in September, upon the award of a contract. A sample project schedule is shown below:
Work Plan Timeline
Task Month 1 Month 2 Month 3 Month 4 Month 5
1: Initiate and Manage Project
2: Delivery System Review
3: In-Depth Agency Review
4: Mid-Point Project Briefing
5: Forecasting and Draft Report
6: Prepare and Deliver Final Report
On-site meeting
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 11
1.8 SAMPLE PRESENTATION GRAPHICS
The following are several exhibits that illustrate the type of charts we offer in our reports.
Figure 1—Percentage of P1 and P2 Calls Responded to in 5 Minutes or Less (2011-2015)
Figure 2—Percentage of P3 Calls Responded to in 15 Minutes or Less (2011-2015)
62.9%
72.4%74.2%77.2%74.3%
46.7%
56.9%57.9%56.9%54.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2011 2012 2013 2014 2015
Response Time Trend -Priority 1 and 2
Priority 1 Priority 2
77.3%76.5%
78.3%
88.4%88.0%
0%
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100%
2011 2012 2013 2014 2015
Response Time Trend -Priority 3
Priority 3
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 12
Figure 3—Violent Crime Trend (2005-2015)
Figure 4—Response Time – Priority 1 and 2 Calls for Service
21 24 18 18 21 13 22 11 16 21 13
85 74 54 66 54 46 44 52 49
112 103
393
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420 385
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335 350 342
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2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Violent Crime Trend
Homicide Rape Robbery Agg. Assault
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Response Time - Priority 1 and 2 Calls for Service
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 1—Work Plan and Scope of Work page 13
Figure 5—Gateway Patrol Division – Calls for Service (July 1, 2014 – June 30, 2015)
Hour Mon Tue Wed Thu Fri Sat Sun Total
00 429 393 444 509 499 642 701 3,617
01 359 349 402 465 459 652 635 3,321
02 297 321 348 341 395 510 527 2,739
03 247 245 259 251 257 374 383 2,016
04 198 169 142 149 158 224 268 1,308
05 180 143 124 164 141 167 169 1,088
06 257 304 282 260 217 191 170 1,681
07 489 572 538 473 403 275 269 3,019
08 636 657 676 581 472 374 314 3,710
09 652 763 729 652 525 484 435 4,240
10 621 632 583 565 513 427 447 3,788
11 587 596 569 546 541 450 426 3,715
12 598 699 711 598 566 442 465 4,079
13 623 698 714 660 554 457 456 4,162
14 719 736 844 725 649 596 529 4,798
15 739 782 761 731 707 514 520 4,754
16 650 734 680 622 628 509 522 4,345
17 562 637 615 576 611 535 563 4,099
18 602 635 663 591 651 497 536 4,175
19 510 606 562 571 593 575 599 4,016
20 526 537 534 565 598 642 557 3,959
21 494 537 543 552 619 648 543 3,936
22 494 587 559 575 691 814 558 4,278
23 425 481 521 522 674 777 475 3,875
Total 11,894 12,813 12,803 12,244 12,121 11,776 11,067 84,718
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 14
SECTION 2—CITYGATE ORGANIZATION AND PROJECT TEAM
2.1 CITYGATE’S PROJECT TEAM
Citygate’s capabilities for this service can be simply stated: the experience and talents of our
Project Team members! We know that successful results come from Citygate’s agility to handle,
as necessary, six critical roles in cooperation with the Department team: (1) champion; (2)
stakeholder listener; (3) subject matter trainer/expert; (4) meeting facilitator; (5) coach and
content expert; and (6) final strategist/advisor.
Citygate’s team members, in their agency and consulting careers, have successfully walked the
talk on public safety review efforts by focusing on the inclusion of culture and communication
with rigorous analytic methods to build a business case that elected officials and agency
employees can both understand.
The Citygate team has a multi-disciplinary approach that includes the full range of skills required
to execute this challenging project. The diverse group of specialists comprising Citygate’s
proposed Project Team (described below) has worked on prior projects to integrate their
respective expertise into comprehensive, compelling, and creative strategies to accomplish an
agency’s objectives.
2.2 NECESSARY PROJECT TEAM SKILLS
Citygate’s team members possess the skills necessary to successfully complete this project,
including:
Law enforcement deployment principles and practices
Law enforcement staffing
Law enforcement command and organizational structure
Law enforcement performance measurement
Law enforcement investigations, special operations, and community risk
reduction
Dispatch, communications, and 9-1-1 experience
Operating and capital budgeting
City management and cost of services analysis
Fleet management
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 15
Public safety technology
Safety and training
Professional standards, compliance, and auditing
Land use planning
Strategic, master, and business planning.
2.3 PROJECT TEAM / PROJECT ROLES
The qualifications of the Project Team are critical, as it is the expertise and the capabilities of the
consultants involved in the project that ultimately determine the success of the project. We have
carefully assembled the team members to provide the knowledge, depth, judgment, and
sensitivity required to perform this engagement. Please note that the role of each team member is
described in italics at the end of his biographical paragraph. Full resumes for each consultant are
presented in Appendix B. Primary members of our Project Team include the following
experienced consultants:
Chief Sam L. Spiegel, MSM, Law Enforcement Services Senior Specialist and
Project Director
Sam Spiegel retired as Chief of Police and Director of Emergency Services
for the City of Folsom, California in November of 2010. He served in that
capacity for over nine and a half years. During his tenure as Chief, he also
served as the interim City Manager / Assistant City Manager. A 39-year
veteran in law enforcement, he is recognized as a successful leader and
problem solver with strong organizational and leadership development skills.
He has proven experience working with community groups, labor unions,
departments, developers, elected boards, and both state and federal
legislators.
Throughout his tenure in law enforcement, he performed a myriad of assignments, and is a
recognized subject matter expert on Pursuit Policy, Emergency / Critical Incident Management
and 9-1-1 / Next Generation technologies. He has instructed and assisted in the development of
many training programs that included Employee and Leadership Development, Continuous
Improvement Teams, Interest Based Negotiating, Pursuit Policy Guidelines, Internal Affairs
Investigations, High Risk Stops, Role of the Executive Assistant to the Chief, and Crime
Prevention Through Environmental Design. He has worked extensively on Economic
Development, Business Retention, and Planning issues in fast-paced developing communities.
He has not only overseen, but been actively engaged in all aspects of law enforcement, including
animal control, communications, and records management. He has also provided focused
leadership on inter-department collaborations during his interim City Manager tenure.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 16
As an accomplished and visionary police executive, he created the Police Service Delivery Plan
model and has authored two of these for the City of Folsom. His insight into staffing and
organizational analysis produced the plan that guided a seven-year growth of an agency whose
community growth had outpaced the staffing growth of the police department.
Appointed by the last three California Attorneys General, Chief Spiegel has served ten years on
the California Law Enforcement Telecommunications Advisory Committee (CLETS), serving
the last three years as the committee Chair. He has ten years service to the Governor’s Office of
Emergency Services, 9-1-1 Advisory Committee, a gubernatorial appointment.
He currently provides law enforcement consulting services in many areas, including
Organizational and Operational Analysis, Futures – Next Generation Technologies, Continuous
Improvement, Leadership Development, Critical Incident / Disaster Planning, Systems Analysis,
and Advocacy Navigation. He was the Project Manager for Citygate’s police department review
for the City of Glendale, AZ and is currently directing Citygate’s reviews for the City of Eloy,
AZ Police Department and Monterey County Sheriff’s Office.
Chief Spiegel will serve as the Project Director for this engagement. He will be a primary team
interviewer and, in addition to his extensive law enforcement experience, will provide annexation
and development impact experience to the team.
Undersheriff James E. Lewis, Law Enforcement Services Specialist and Project
Manager
Undersheriff James (Jamie) Lewis was hired by the Sacramento County
Sheriff’s Department in April 1985. Serving more than 30 years with
Sacramento County, James has held assignments in virtually every division
of the Department, including commands in air operations, patrol, and security
services. Currently serving as the Undersheriff, James is responsible for day-
to-day operation of a staff of approximately 2,100 employees, 1,390 of which
are sworn, serving a population of 1.2 million citizens in a jurisdiction
covering more than 700 square miles. James’ expertise spans the myriad of
law enforcement functions with an emphasis on corrections, public relations, and patrol
operations. James has a Bachelor’s degree in Law Enforcement Management, and is a graduate
of the LAPD West Point Leadership program.
Undersheriff Lewis is responsible for day-to-day management of the project, including direction
of project personnel, detailed planning and scheduling of tasks, preparation of work products,
direct participation in key activities and meetings as the key interface with the client, delegation
of activities to project consultants, and synthesis of the study data into a meaningful and useful
study report.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 17
Jay Corey, MPA, Citygate Principal
Mr. Corey is a Principal with Citygate Associates, and has been with the firm
for 13 years. Since joining Citygate, he has conducted numerous significant
operational and performance audits. Prior to his work with Citygate, he
served at the senior executive level in city manager’s offices for over 30
years. Mr. Corey has been highly involved in performance management and
performance measurement, budgeting, scheduling, workload balancing,
costing, contracting out, coordination with developers, and delivery of
complex development projects. Mr. Corey specializes in strategic financial
planning and interdepartmental coordination. Mr. Corey holds a Master’s degree in public
administration (MPA) from the University of Southern California. He received his undergraduate
education from the University of California, Davis, with a Bachelor’s degree in political science.
Mr. Corey will perform analysis as needed and co-author reports.
Comm Center Solutions, Public Safety Communications Specialists
Recognizing a void in public safety 9-1-1 professional consultants and specialists, Comm Center
Solutions was formed by Danita Crombach and Lynn Freeman as an all-inclusive consulting
agency to address any and all issues in public safety communications centers. Specializing in
providing public safety agencies with an array of services to meet the increasing challenges in
today’s public safety communications, Comm Center Solutions’ expertise includes personnel
issues, operations, staffing, investigations, incident reconstruction, quality assurance, Next
Generation 9-1-1 and project management. Comm Center Solutions offers balanced, insightful,
and tested solutions for 9-1-1 challenges. With over 70 years of combined service in dispatch
centers, Comm Center Solutions’ experience is unmatched.
The following are biographies for Danita and Lynn:
Lynn A. Freeman, MA, ENP, Public Safety Communications Specialist
Lynn Freeman is one of the principal consultants/co-founders of Comm Center
Solutions. In addition to consulting, Lynn holds the position of Deputy
Director of the Critical Support and Logistics Division for the Simi Valley
Police Department. Reporting directly to the Chief of Police, Lynn is
responsible for administrative oversight of five civilian units including:
Communications (9-1-1/Dispatch), Crime Analysis, Fiscal, Records
Management, and Fleet and Facility Management. Lynn is tasked with
development and implementation of Department’s $29 million budget and
directs staff of 40 employees, including five managers.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 18
Lynn has worked for the Simi Valley Police Department for 37 years in a variety of assignments ,
including communications manager, a position Lynn held for thirteen years, with responsibility
for oversight of day-to-day operations of the Communications Unit. Lynn has built dispatch
centers literally from the ground up including a new facility in 1998 and the total remodel of
communication centers with the most recent in 2012. In addition, Lynn has managed a multitude
of projects and upgrades including implementation of two computer aided dispatch (CAD)
systems, voice logging recorders, 9-1-1 systems and satellite/back-up facility.
Lynn is a certified Emergency Number Professional (ENP), holds a Center Manager Certificate,
Public Safety Telecommunications Certificate and Civil Litigation Certificate. Lynn’s formal
education accomplishments include an Associate’s Degree in Administrative of Justice, and
Bachelor’s and Master’s degrees in Emergency Management with a minor in Public Safety
Telecommunications. Ms. Freeman works from her offices in Simi Valley, CA, and Orlando, FL.
Danita L. Crombach, ENP, Public Safety Communications Specialist
Danita Crombach is one of the principle consultants/co-founders of Comm
Center Solutions. Danita is widely recognized as a leader in many areas of
public safety communications with over 30 years of experience. Danita has
been actively involved in organizations such as the National Emergency
Number Association (NENA), most recently as President of the California
chapter of NENA (CALNENA). She is a Senior Member with the
Association of Public-Safety Communications Officials, International
(APCO), and served as Secretary for the Southern California chapter
(CPRA). Danita has also worked closely with the California State 9-1-1 Office as a member of
the Working Group and has twice been involved in determining the funding model that is used to
disseminate State Emergency Telephone Number Account (SETNA) funds to California public
safety answering points (PSAPs). Danita last served as the communications manager with the
Ventura County Sheriff’s Office, where she instituted a wide variety of changes and programs—
all designed to enhance efficiency and employee retention, while improving service to the public.
Danita is a long-standing certified Emergency Number Professional (ENP), holds a Center
Manager Certificate, Academy Instructor Certificate, Public Safety Telecommunications
Certificate, and numerous other certificates for course completion specific to public safety
communications and leadership. She was instrumental in the development of the California
POST 120-hour Basic Dispatcher Course and has been a presenter at basic, intermediate, and
advanced courses.
Comm Center Solutions will analyze the workload and needs of the Communications / 9-1-1
Center and overlay best practices for embracing the changing police dynamics and supporting
those strategies.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 19
Eric Lind, MA, Statistical and Operational Analysis Associate
Eric’s 18 years’ experience spans several industries, including 2 years in
municipal government as a performance improvement analyst. His municipal
government experience has largely focused on public safety performance
improvement projects. He has developed baseline system-wide EMS response
time capability and testing alternative models, reviewed MPDS systems and
dispatch priorities for EMS systems, and improved Public Safety dispatch
process flow. He has also performed an administrative performance
assessment of civilian police staff, a fire facilities location study, and
alternative fire service delivery modeling.
Eric has used performance improvement and business transformation techniques throughout his
career across the globe. He is skilled with developing and conducting statistical research to
answer operations questions. He is equally comfortable with survey research. Eric has two
published survey research papers, including one he developed for Rotary International.
Eric is a Lean Six Sigma Certified Black Belt and has a Bachelors and two Masters Degrees in
International Business, each from a different country.
Mr. Lind will provide statistical analysis and data verification.
David C. DeRoos, MPA, CMC, Citygate President
Mr. DeRoos has 30 years experience as a consultant to local government,
preceded by 5 years as an assistant to the City Administrator. He earned his
undergraduate degree in Political Science/Public Service (Phi Beta Kappa)
from the University of California, Davis and holds a Master of Public
Administration degree from the University of Southern California. Prior to
becoming a Principal in Citygate in 1991, he was a Senior Manager in the local
government consulting division of Ernst & Young.
Mr. DeRoos is responsible for ensuring the project is conducted smoothly and efficiently within
the schedule and budget allocated, and that project deliverables meet Citygate’s and the client’s
quality standards. Mr. DeRoos will also assist with on-site interviews.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 20
Chief Stewart W. Gary, MPA, Public Safety Principal and Local Knowledge
Connection
Chief Gary is the Public Safety Principal for Citygate Associates. Chief Gary is
the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda
County, California. For the past fourteen years, he has been a lead instructor,
program content developer and consultant for the Standards of Response
Coverage process. For many years he annually taught a 40-hour course on this
systems approach for fire deployment at the California Fire Academy and he
teaches and consults across the United States and Canada on the Standards of
Response Coverage process. Over the last fourteen years, he has performed
over 280 organizational and deployment studies for departments large and small, including many
police departments. He directed Citygate’s police and fire department reviews for the City of
Glendale, AZ and Citygate’s 2009 Fire Department Master Plan and most recent 2016 Master
Plan Update for the City of San Luis Obispo. As such, he is familiar with the City’s projected
development in planned growth areas of the City.
Chief Gary will serve as the local knowledge and experience connection to help leverage the
information gained in the recently completed Fire Master Plan about southern City area growth
and Cal Poly Master Plan needs to both accelerate and provide cost savings to the police
services study.
2.4 PROJECT TEAM ORGANIZATION CHART
Shown on the following page is a Project Team organization chart. Citygate’s consultants adhere
to the Code of Ethics found in Appendix A.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 2—Citygate Organization and Project Team page 21
Project Team Organization Chart
City of
San Luis Obispo, CA
David DeRoos, MPA, CMC
Citygate President
Stewart Gary, MPA
Public Safety Principal &
Local Knowledge Connection
Project Oversight
CommCenter Solutions
Lynn Freeman, MA, ENP
Danita Crombach, ENP
Public Safety
Communications Specialists
Sam Spiegel, MSM
Law Enforcement Services Senior
Specialist and Project Director
James Lewis, Undersheriff
Law Enforcement Services
Specialist and Project Manager
Jay Corey, MPA
Citygate Principal
Eric Lind, MA
Statistical and
Operational Analysis
Associate
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 22
“We work with consultants,
obviously, all the time, but the
work that Citygate did on this
report is some of the best I’ve
seen in my tenure here.”
-Former San Diego County CAO
SECTION 3—SUMMARY OF RELATED EXPERIENCE
3.1 CITYGATE ASSOCIATES PROJECT EXPERIENCE
Citygate Associates, LLC, founded in 1990, is
dedicated to assisting public sector agencies to improve
services. Citygate’s Public Safety practice area conducts
deployment analyses, staffing studies, master and
strategic plans, consolidation feasibility analyses,
organizational efficiency studies, risk assessment
studies, performance audits, and GIS for cities,
counties, and districts throughout the United States.
Citygate has completed many recent projects that are very similar to the services delivery and
staffing work requested in this study. Below Citygate provides a description of our previous
related law enforcement engagements and other engagements performed for the City of San Luis
Obispo. Following the description of our related studies, we provide an integrated list of
references. For additional information, please visit our website at www.citygateassociates.com.
3.2 PROJECT DESCRIPTIONS
City of Glendale, AZ – Comprehensive Public Safety Deployment and Performance Review of
the Police and Fire Departments
Citygate completed a comprehensive Deployment and Performance Review for the Glendale, AZ
Fire and Police Departments. For the Police Department, this study included reviewing the
adequacy of the existing deployment system, scheduling, and staffing. Our report included a
detailed analysis of the response, crime, and call data that drives the recommendations for
staffing in Patrol, Investigations, and Communications as well as an assessment of the staffing of
the support functions in the Department.
City of Eloy, AZ – Comprehensive Services Delivery and Staffing Review of the Police
Department
Citygate is currently performing a comprehensive services delivery and staffing review of the
Eloy Police Department. Our review includes all facets of field, command, and support
operations, including, but not limited to: Field Services Division, including Patrol and
Investigations; and the Support Services Division, including Fiscal, Fleet, Crime Prevention,
Training, Policy and Procedures, Public Relations, Internal Affairs, Professional Standards, and
other specialty services.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 23
Monterey County, CA – Comprehensive Services Delivery and Staffing Review of the Sheriff’s
Office
Citygate is currently performing a comprehensive services delivery and staffing review of the
Monterey County Sheriff’s Office. This study will address all facets of field, command, and
support operations, including, but not limited to: Enforcement Operations (patrol), Corrections
Operations (jail), Administration, Investigations, Internal Affairs, Professional Standards,
Training, Records, Support Services, Civil Services, Coroner Services, and other specialty
services.
City of Goodyear, AZ – Police Department Management Study
Spurred by allegations of officer misconduct, Citygate conducted a management review of the
Goodyear Police Department. The study examined the Police Department’s leadership,
management, and internal and external communication processes. The study also covered the
internal affairs program, policy development, training and development, organizational structure
and the criminal investigations division. The study resulted in numerous organizational and
policy changes in the Department.
City of Maricopa, AZ – Police Department Management and Organizational Review
Citygate completed a limited and focused engagement of the Maricopa Police Department to
review, analyze, and make actionable recommendations regarding the leadership and
management systems in the Police Department based on best practices. Specifically, Citygate
Associates examined the following areas: leadership and management practices; organizational
structure; internal affairs investigation process; disciplinary procedures; professional standards of
conduct; and the criminal investigations division. The review resulted in 29 recommendations,
16 of which were immediately implemented by the client.
City of Provo, UT – Police Department Review
Citygate completed a focused review of the Provo Police Department. This study reviewed the
Police Department’s leadership and management approach to implementing its policies regarding
the standards of conduct and ethics. Specifically, Citygate Associates examined six key areas
including: citizens’ complaint process; professional standards of conduct; officer training;
leadership and management; hiring and retention; and community relations. The study resulted in
27 specific action items designed to improve the effectiveness and performance of the Provo
Police Department.
City of Folsom, CA – Police Department Service Delivery Plan
Chief Spiegel developed the model and produced two Police Service Delivery Plans (SDP) for
the City of Folsom. This plan is still in place today, and was reviewed and revised by Chief
Spiegel until he retired in 2010. The SDP encompassed an overview and needs assessment of the
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 24
Folsom Police Department’s organizational components, responsibilities, and staffing levels. The
overview plan provided an understanding of the agency’s various divisions and bureaus, how
services are currently provided, and what resources and technologies would be required over the
next five years.
The plan examined data and trends that offered insights into Folsom’s crime picture and the
demand for police services of both sworn and professional staff. The study provided insights into
events and trends, and illustrated a range of needs for the Department that included: improved
and expanded data management (CAD and RMS) systems; the importance of improving the
application and management of existing resources; a greater ability to identify, respond to, and
monitor workload and staffing requirements; and improvements that would help in dealing with
a myriad of administrative and oversight responsibilities essential to effective and cost-efficient
policing. Most significant was that the study debunked the linear use of staffing ratios per 1,000
population for planned staffing, and provided a methodology for service delivery staffing.
While examining staffing needs and efficiencies, the plan identified several known issues that
would likely impact crime and police service demands in the near future. Those included a
noticeable growth in, or the presence of, various gang entities in the City and the region; the
importance of maintaining and expanding on crime prevention strategies; the need to stress and
improve upon succession planning and professional development within the Police Department;
and the overall importance of employing new and evolving technologies that have become
increasingly important in the course of improving the ability of police to effectively respond to
and reduce crime and disorder in the community. Chief Spiegel, who leads the proposed Citygate
Project Team, formulated this Police Department Service Delivery Plan while he was Folsom’s
Police Chief. To view a digital copy of the Service Delivery Plan, please visit:
www.citygateassociates.com/ServiceDeliveryPlan
Santa Monica, CA – Patrol Division Workload and Alternative Scheduling Plan Review
Citygate completed a far-reaching Patrol Division work load and alternative scheduling plan
review for the Santa Monica Police Department. Citygate conducted a data evaluation, literature
review, and interviews in an effort to analyze the Department’s performance and work schedule
performance impacts. Citygate’s strategic partner, The Omega Group, creators of CrimeView™,
performed data analysis for this project. The Police Chief and the City’s executive leadership are
using the findings and recommendations from Citygate’s report to make key decisions regarding
staffing, scheduling, beat configuration, and related operational and officer safety configurations
essential for the effectiveness and efficiency of the Police Department.
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Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 25
Rancho Cucamonga – Police Service Analysis
Citygate performed a police service analysis for the City of Rancho Cucamonga to assist in
evaluating the current police services provided to the City by the San Bernardino County
Sheriff’s Department and other potential service options. The scope of the study included
evaluating: (1) how the current contract compares to similarly situated cities that also contract for
law enforcement services; (2) if establishing an in-house police department is feasible,
considering start-up and ongoing operational costs; (3) whether there are viable law enforcement
agencies in the region that could provide law enforcement services or partners to form a JPA;
and (4) whether there is a tipping point beyond which the City should consider a police services
alternative.
Cities of Hesperia, Adelanto, Victorville, Town of Apple Valley – Public Safety JPA
Feasibility Study
Citygate conducted a feasibility study for the Cities of Hesperia, Adelanto, Victorville, and the
Town of Apple Valley to determine the potential for a Public Safety JPA to manage Police
and/or Fire services among the agencies.
Cities of Brea, Buena Park, Fullerton, La Habra, Yorba Linda, and Placentia, CA – Police
Services and Dispatch Merger Feasibility Studies
Citygate performed a police services consolidation and contract for shared services analysis. The
study addressed opportunities for improvement in (1) efficiency and effectiveness; (2) enhancing
or expanding services; (3) reducing and/or avoiding costs and duplications; (4) coordinating
regional planning and eliminating artificial boundaries; (5) standardizing services and programs;
(6) enhancing the opportunities for future grant funding; and (7) enhancing customer service.
Citygate also performed a dispatch study to evaluate opportunities for regional police including
evaluating opportunities for shared dispatching between two or more of the study partners that
might achieve improvements in some or all of the following: (1) efficiency and effectiveness; (2)
enhancing or expanding services; (3) reducing and/or avoiding costs and duplications; (4)
standardizing services and programs; (5) enhancing opportunities for future grant funding; and
(6) enhancing customer service.
Cities of Burlingame and San Mateo, CA – Police Department Consolidation Analysis
Citygate conducted a study to analyze the feasibility of merging all or a portion of the cities’
Police Service operations in order to (1) reduce costs while retaining, at a minimum, the current
service levels for each city, and (2) where possible, improve service levels without additional
costs. Thus, this study addressed the possibilities from full consolidation of the agency police
services to partial sharing of various services.
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Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 26
Port of Oakland, CA – Domain Awareness Center Staffing Plan Development
Citygate Associates was engaged to conduct a review of the proposed Security Operations
Monitoring (SOM) staffing plan as designed in the Port of Oakland staff’s Concept of
Operations. Our Work Plan included numerous meetings with the stakeholders to understand the
mission of the Security Operations project and the organizational challenges associated with its
operations and structure. Citygate then assisted the Port in creating an RFP and job descriptions
for the additional positions required to staff the center.
Ogden City, UT – Rotating Management and Staffing Audits (Including Police)
Citygate Associates performed general management and staffing studies for eight Ogden City
departments, including Police. Each study analyzed the management, operations, policies,
performance measurement, and procedures of the departments. We examined issues related to
the philosophy and mission; organizational structure and management systems; organizational
relationships; relationships with citizens; allocation of employees and other resources; personnel
management and training; data management; records management, communications and
information systems; facilities and equipment; management methodologies; maintenance
functions; and fiscal management of each department. Other departments reviewed by Citygate
include Fire, Community Development, Community Services, Public Works, Animal Services,
Redevelopment Agency, and Code Enforcement.
Placer County, CA – Law Enforcement Cost Study for New Developments
Citygate was contracted by Placer County to recommend a law enforcement operational plan for
each of three new developments planned for the County: Placer Vineyards, De La Salle, and
Placer Ranch. In establishing the operational plan, Citygate was asked to review and recommend
methodologies and criteria for determining an urban level of staffing, equipment and facilities for
each development, comparing the recommended operational plans to appropriate nearby
jurisdictions or developments, and finally using a methodology and criteria that could be used by
the County in assessing the law enforcement cost impact of future developments.
City of Folsom, CA – Police Chief Recruitment Assistance
Citygate assisted the City of Folsom with the recruitment of a new Police Chief by applying
character and behavior psychometric instrumentation to existing command staff as well as
potential Police Chief candidates. This process had two objectives: (1) determining the
scientifically quantifiable character and behavior of the existing command staff, and (2)
determining the character and behavior profile of Police Chief candidates and assessing the “fit”
of the recruitment candidates with the existing command staff.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 27
City of San Luis Obispo, CA – Fire Department Deployment Study and Master Plan
Citygate performed a fire department planning study, which included a Standards of Response
Coverage planning analysis to examine the levels of fire department services by occupancy type
and land use classifications. The study included assessing fire services to California Polytechnic
State University, San Luis Obispo. The study also included fire station and staffing infrastructure
triggers for additional resources, an analysis of headquarters and prevention systems, as well as
order of magnitude costs and possible financing strategies.
Update Standards of Response Cover Plan – Citygate recently completed a review of projected
growth in the City’s current General Plan and an assessment of fire service funding sources and
an SOC update. Citygate assessed the addition of a fifth fire station, or redistribution of the
existing four stations, to serve new development in planned growth areas of the City.
3.3 CLIENT REFERENCES
Below, Citygate provides a list of references for related engagements. We strongly encourage the
City to contact these references to see why agencies continue to call on Citygate.
City of Glendale, AZ
Project: Comprehensive Public Safety
Deployment and Performance Review of the
Police and Fire Departments
Ms. Debora Black, Police Chief of Glendale, AZ
(through July 15, 2016)
(623) 930-2277
After July 18, 2016, Police Chief of Prescott, AZ
(928) 777-1900
City of Folsom, CA
Project: Police Department Service Delivery
Plan
Mr. Evert Palmer, City Manager
(916) 355-7220
City of Goodyear, AZ
Project: Police Department Management Study
Mr. Mario Saldamando, Executive Management
Assistant to the City Manager
(623) 882-7066
Santa Monica, CA
Project: Patrol Division Workload and
Alternative Scheduling Plan Review
Ms. Jacqueline Seabrooks, Police Chief
(310) 458-8384
City of Maricopa, AZ
Project: Police Department Management and
Organizational Review
Ms. Brenda Fischer, former City Manager
(702) 550-7930
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 3—Summary of Related Experience page 28
3.4 CITYGATE’S DISTINGUISHING CHARACTERISTICS IN THE MARKETPLACE
In one word – trust – founded on these core values:
Ethics: We will use rational information to help elected officials make informed policy
choices. Our opinions are not for “sale” to those that might want to slant a
recommendation because they are paying for the advice.
Quality: We deliver a complete work product that meets the client’s local needs. We do
not use one-size-fits-all reports. Our reports clearly use facts to frame
appropriate recommendations that the civilian reader can understand. We do not
use industry jargon or jump to conclusions that only a law enforcement
individual would understand.
Timeliness: We will offer our clients a realistic timeline and always complete our work
within that timeline. Where we have not, it is due to the client needing more
time to schedule events or to produce background information.
Sensitivity: We will understand at the project kick-off what the stakeholder issues are and
what information will be needed to completely address them. We are careful to
respect local issues. We do not take sides. We rationally analyze information
and present policy choices. We are quiet, “backstage” experts who let the local
officials set and explain public policy.
Independence: Citygate provides a dependable independent voice (perspective, viewpoint,
evaluation, assessment). Citygate is not aligned with any special interest group
or association.
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 4—Pricing Proposal page 29
SECTION 4—PRICING PROPOSAL
4.1 PROJECT COST/BILLING
Our charges are based on actual time spent by our consultants at their established billing rates,
plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support
services related to the engagement. We will undertake this study for the “not-to-exceed” total
costs presented below.
4.1.1 Overall Project Cost
Hourly Fees of Project
Team
Reimbursable
Expenses
Administration
(5% of Hourly Fees)
Total Citygate Project
Amount
$60,575 (331 hours) $4,896 $3,029 $68,500
Cost Options
Our Work Plan describes several options for obtaining additional employee input and resident
feedback. The cost for these options is presented below.
Option Cost
Employee Survey $5,000
Resident Survey $5,000
Total With All Options $78,500
4.2 CITYGATE COST AND BILLING TERMS
The price quoted above is effective for 30 days from the date of receipt for this proposal and
includes one (1) draft cycle as described in Task 5 of our Work Plan to be completed by Citygate
and the City within 10 working days. Additional Draft Report cycles or processing delays
requested by the City would be billed in addition to the contracted amount at our time and
materials rates. When changes are agreed upon, Citygate will provide up to six (6) bound color
copies of the Final Reports and one (1) reproducible master copy on CD-ROM. The Draft
Reports will be considered to be Final if there are no suggested changes within thirty (30) days
of the delivery of the Draft Reports.
If the City decides to delay our final presentation in Task 6 after acceptance of the final work
products, Citygate will accommodate such a request, but will charge two administrative hours
per month to keep the project in suspense until the presentation is delivered. If this causes the
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San Luis Obispo Police Department
Proposal to Perform a Comprehensive Services Delivery and Staffing Review
Section 4—Pricing Proposal page 30
billing to exceed the contracted amount, the City will be billed for the additional hours above the
contracted amount.
We will bill monthly for time, reimbursable expenses incurred at actual costs (travel), plus a five
percent (5%) administration charge in lieu of individual charges for copies, phone, etc. Our
invoices are payable within thirty (30) days. Citygate’s billing terms are net thirty (30) days plus
two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter. Our practice
is to send both our monthly status report and invoice electronically. Once we are selected for this
project, we will request the email for the appropriate recipients of the electronic documents. Hard
copies of these documents will be provided only upon request. We prefer to receive payment by
direct deposit, if available.
We request that ten percent (10%) of the project cost be advanced at the execution of the
contract, to be used to offset our start-up costs. This advance would be credited to our last
invoice.
4.3 STANDARD HOURLY BILLING RATES
Classification Rate Consultant
Citygate President $ 225 per hour David DeRoos
Public Safety Principal and Local
Knowledge Connection $ 250 per hour Stewart Gary
Law Enforcement Services Senior
Specialist and Project Director $ 225 per hour Sam Spiegel
Law Enforcement Services Specialist
and Project Manager $ 175 per hour James Lewis
Citygate Principal $ 210 per hour Jay Corey
Statistical and Operational Analysis
Associate $ 170 per hour Eric Lind
Report Project Administrator $ 125 per hour Chad Jackson
Administrative $ 95 per hour Various
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APPENDIX A
CODE OF ETHICS
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Appendix A—Code of Ethics Page 1
CODE OF ETHICS
CLIENTS
1. We will serve our clients with integrity, competence, and objectivity.
2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client’s permission.
3. We will not take advantage of confidential client information for ourselves or our firms.
4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor’s permission.
ENGAGEMENTS
5. We will accept only engagements for which we are qualified by our experience and competence.
6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.
FEES
8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients.
PROFESSION
10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission.
11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc.
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APPENDIX B
PROJECT TEAM RESUMES
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Appendix B—Project Team Resumes Page 1
CITYGATE ASSOCIATES, LLC CHIEF SAMUEL L. SPIEGEL, MA
Sam Spiegel retired as Chief of Police and Director of Emergency Services for the City of
Folsom, California in November of 2010. He served in that capacity for over nine and a half
years. During his tenure as Chief, he also served as the interim City Manager / Assistant City
Manager. A 39-year veteran in law enforcement, he is recognized as a successful leader and
problem solver with strong organizational and leadership development skills. He has proven
experience working with community groups, labor unions, city departments, developers, City
Councils, and both state and federal legislators.
Throughout his tenure in law enforcement, he performed a myriad of assignments, and is a
recognized subject matter expert on Pursuit Policy and Emergency / Critical Incident
Management. He has instructed and assisted in the development of many training programs that
included Employee and Leadership Development, Continuous Improvement Teams, Interest
Based Negotiating, Pursuit Policy Guidelines, Internal Affairs Investigations, High Risk Stops,
Role of the Executive Assistant to the Chief, and Crime Prevention Through Environmental
Design. He has worked extensively on Economic Development, Business Retention, and
Planning issues in fast-paced developing communities.
He holds a Master’s Degree in Management, a Bachelor’s Degree in Criminal Justice, his State
teaching credential, and is a graduate of the P.O.S.T. Command College and the FBI National
Academy.
Until his retirement, Chief Spiegel was the Chairman of the Law and Legislative Committee for
the California Police Chiefs Association, Past-President of the California Peace Officers
Association, and former member of the California Homeland Security Public Safety Advisory
Council. He has ten years service to the Governor’s Office of Emergency Services, 9-1-1
Advisory Committee, a gubernatorial appointment. He previously served six years as a member
of the Commission on Peace Officer Standards and Training Advisory Committee.
Locally, he was the Chairman of the Sacramento Operational Area for emergency preparedness
and response, and a member of the Administrative Authority that reviews and awards grant
funding for the region.
Appointed in April of 2001, Chief Spiegel guided the growth and development of the Folsom
Police Department (FPD) from a small agency of forty-seven sworn officers to a mid-size
organization with a staff of ninety sworn personnel. During his tenure, the reputation of the
Department expanded as the leadership developed and professionalism grew. The Department is
highly regarded statewide for its innovation and expansive programs, both in the community and
public safety profession. With members of the Department now serving on State Training
committees and as faculty members for instructional institutions, FPD serves as a training
component in the innovative Patrol Training Officer Program, regarded as the premiere training
model for police officers.
Under Chief Spiegel’s leadership, the Law Enforcement Service Delivery Plan model was
created. It is still used today to guide the growth of Folsom Police Department. Other innovative
programs included the Continuous Improvement Team, Folsom Mounted Unit, Honor Guard,
Commercial Enforcement Program, Community Clergy Group, Advisory Committee on
Homeless in Folsom and many others. The City of Folsom has been the safest community in
Sacramento County for several recent years. Chief Spiegel credits that to the dedication of the
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Appendix B—Project Team Resumes Page 2
men and woman of the Police Department and the tremendous support and collaboration of the
community.
Related Experience Includes:
Currently serving as Law Enforcement Services Senior Specialist and Project
Manager to perform a comprehensive services delivery and staffing review for the
City of Eloy, AZ.
Currently serving as Law Enforcement Services Senior Specialist and Project
Manager to perform a comprehensive services delivery and staffing review for the
Monterey County Sheriff’s Department.
Served as Police Services Senior Specialist to perform a comprehensive public
safety deployment and performance review of the Police and Fire Departments for
the City of Glendale, AZ.
Recently served as Project Manager to perform a survey and cost comparison for
recently constructed public safety facilities/projects for the City of Claremont.
Served as Law Enforcement Practice Leader for a fire and police service impacts
for the Millbrae Station area plan.
Currently serving as Law Enforcement Senior Specialist to conduct a
comprehensive community risk assessment, Standards of Cover Study and station
location and fire services deployment study for the City of Sunnyvale Public
Safety Department.
Professional Experience Includes:
2001 – 2010, Chief of Police, City of Folsom, California
Jan 1 – Oct 15, 2006, Assistant City Manager, City Manager, Chief of
Police, City of Folsom – During this period of time, in addition to Chief of
Police, was responsible for overall operations and oversight of all
departments in the City as City Manager. FY budget was $193.3 million;
$58.7 million for the General Fund, $41.3 million for Enterprise Fund
operations, $28 million for Special Revenue Funds, $12.4 million for Debt
Service Funds, and $37.9 million for Capital Improvement Program (CIP)
projects.
Chief of Police – Responsible for the planning, direction and review of all
facets of the Police Department and City policing programs. Provided
leadership and administrative direction in accordance with Federal, State
and local laws; implemented leadership program for professional
development and succession planning. Oversight of activities and
operation of the Police Department law enforcement investigations,
community policing, protection of life and property, crime prevention,
administrative support services, community outreach and public relations.
Coordinated assigned activities with other City departments and outside
agencies; updated the City-wide Emergency Operations Plan; assuming
the responsibilities as the Emergency Services Director. Provided highly
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responsible and complex administrative support to the City Manager;
exercised direct technical and functional supervisor over sworn, technical,
and clerical staff.
Supervised and participated in the development and administration of the
Police Department budget; selected, trained, motivated, and evaluated
personnel; created the Continuous Improvement Team – a cross-section
representation of all levels in the Department empowered to address, solve
and implement changes for the overall improvement of the Department
and its service to the community. Maintained and fostered positive
community relations; cooperated with local and regional law enforcement.
Was actively involved in regional law enforcement issues, training, and
collaborations. Championed diversity in the community and work place,
maintaining open, accessible and sincere communications with employees,
labor unions, department heads, community groups, and City Council.
Maintained strong presence in the community working collaboratively to
enhance the quality of life in Folsom. Annual budget: $20,000,000.
1996 – 2001, Captain, City of Corona, California
Division Commander, Administrative Services Division – which includes
Communications, Records, Administration, Community Relations - Crime
Prevention, Volunteer Services, Personnel and Training, Computer
Services, Development Plan Review, Grant Administration, Budget
Development and Fiscal Management of annual budget. Field Services
Division – (106 total personnel) which has included Community Policing
Patrol, Canine Teams, Special Response Team (SWAT), FLEX Team
(formerly Street Problem Solving & Gang Detail), Problem Oriented
Policing Team, Traffic, Reserves, Field Training Officer Program and
Mounted Unit.
1985 – 1996, Police Lieutenant, City of Corona, California - Bureau Commander
Responsible for one of six major bureaus of a department of 200 full-time
employees; performed duties of acting captain. Responsibilities included:
presentations before City committees and civic groups; department budget
development and management; administrative review and discipline; legal
liaison with city attorney; conducted sensitive internal investigations
related to city liability; field operations (patrol, traffic, special events,
canines) and criminal investigations; crime prevention; personnel hiring
and training, records and communications, professional standards and
planning. Significant achievements included: design and implementation
of Community Policing community office; assisted in design and
implementation of Department’s strategic plan; writing of federal and state
grants; initiated, developed, and delivered community policing-problem
solving training department-wide; design of department rules, regulations
and policies; enhancement of department radio/communications system;
developed, designed, and implemented critical incident/disaster plan,
protocol and training.
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1982 – 1985, Police Sergeant, City of Corona, California
Patrol & Traffic Sergeant, acting lieutenant and watch commander;
supervised traffic officers and related investigations; developed and
managed traffic citation/records system; served as liaison with city traffic
engineer on circulation planning; coordinated Department's responses to
developmental plan reviews with City planning; coordinated training of
personnel; developed training programs; conducted personnel
investigations; conducted disaster preparedness; coordinated hazardous
materials response; prepared budgets.
1974 – 1982, Police Cadet / Officer / Deputy Sheriff / Detective, City of
Corona/County of Riverside, California
Assigned to a variety of positions including Schools, Dispatch, Patrol,
Traffic and Commercial Enforcement, Traffic Accident Investigation and
Criminal Investigation.
Administrative assignments included developing municipal code
ordinances relating to traffic.
Crimes Persons and Property Detective, responsible for investigation of
major crimes including narcotics investigation; development of special
funding plans for equipment acquisition; initiated, developed and
implemented criminal intelligence program; trained new detectives; and
developed expertise as an expert witness in court.
Specific Achievements and/or Experience:
Emergency Operations Plan
Mobile Command & Communications Unit
Updating to equipment and technologies / Standardization of firearms
Dispatch upgrade
Expanding the Volunteer Program to encompass the Fire Service and CERT
Public Safety Awards and Community Recognition events
Special Activities and Awards:
Appointed by Governor Schwarzenegger to State 9-1-1 Advisory Committee
Chair, Sacramento Operational Area Council
Member six years, Commission on Peace Officer Standards and Training,
Advisory Committee
Member, Governor’s Office of Homeland Security Advisory Council
Police Chief of the Year 2003 Presented by WE-TIP National
Member, C.L.E.T.S. Advisory Board – California Law Enforcement
Telecommunications System
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Presenter, League of California Cities – “Collaborative Efforts of Public Safety
and Public Works Departments”
Presenter, League of California Cities – “Collaborative Efforts of Public Safety in
the face of Terrorism”
Presenter, Views from the FBI, L.E.T.N., Standardized Emergency Management
Systems
Subject Matter Expert; Pursuit Driving Guidelines, California Commission on
P.O.S.T.
Presenter, California Commission on P.O.S.T. Chiefs, Sheriffs and Command
Officers Course, Standardized Emergency Management System, Palm Springs,
CA
Member, Riverside County Multi-Casualty Incident Planning Task Force
Presenter, California Commission on P.O.S.T. Chiefs, Sheriffs and Command
Officers Courses, New Technologies Facing Law Enforcement, Incident
Command System for Executive Staff
California Legislature; Certificates of Appreciation
American Legion, Citation for Aircraft Crash Rescue
Professional Affiliations:
American Leadership Forum
Former Law & Legislative Chairman - California Police Chiefs Association
Past President, Executive Board Member, California Peace Officers' Association
Command College Alumni Association
FBI National Academy Associates
California Public Radio Association
California Law Enforcement Association of Records Supervisors
American Radio Relay League
Police Legal Advisors, California Peace Officers Association
Corona Police Officers' Association, Former Vice-President
National Airborne Law Enforcement Association
International Association of Chiefs of Police
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CITYGATE ASSOCIATES, LLC JAMES E. LEWIS, UNDERSHERIFF
Undersheriff James (Jamie) Lewis was hired by the Sacramento County Sheriff’s department in
April 1985. Serving more than 30 years with Sacramento County, James has held assignments in
virtually every division of the Department, including commands in air operations, patrol, and
security services. Currently serving as the Undersheriff, James is responsible for day to day
operation of a staff of approximately 2100 employees, 1390 of which are sworn, serving a
population of 1.2 million citizens in a jurisdiction covering more than 700 square miles. James’
expertise spans the myriad of law enforcement functions with an emphasis on corrections, public
relations, and patrol operations.
Serving for more than 6 years as the Chief Deputy in charge of Corrections and Court Security,
James was responsible for managing two traditional incarceration facilities with an average daily
population of 4100 inmates and a jail staff of more than 600, in addition to an alternative to
traditional custody operation with an average daily population of more than 2000, which includes
Work Project, Home Detention, and alternative sentencing.
James was on the forefront of implementing the department’s response to realignment, and for
the first four years following the passage of AB-109, served as the Co-Chair to the region’s
Community Corrections Partnership (CCP). As the Co-Chair, James oversaw an influx to the
Sheriff’s Department of more than 68 percent of the CCP allocation to enhance existing and
establish new inmate programs directed at reducing recidivism. These educational, vocational,
and rehabilitative programs, which exist today, maximize opportunities for offenders to
successfully reintegrate back into the community.
James has a Bachelor’s degree in Law Enforcement Management, and is a graduate of the LAPD
West Point Leadership program.
Related Experience Includes:
Currently serving as Corrections and Law Enforcement Services Specialist to
perform a comprehensive services delivery and staffing review for the Monterey
County Sheriff’s Department.
Currently serving as Law Enforcement Services Specialist to perform a
comprehensive services delivery and staffing review for the City of Eloy, AZ.
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CITYGATE ASSOCIATES, LLC JAY M. COREY, MPA
Mr. Corey is a Principal with Citygate Associates. He has served at the senior executive level in
cities for over 30 years. Mr. Corey specializes in organizational structure and staffing issues,
financial stabilization plans, municipal wealth creation, and performance management. He
began his association with Citygate in 1999, taking leave in 2002 to be of service to the City of
Richmond as Assistant City Manager, Acting Finance Director and Interim City Manager. Mr.
Corey has been highly involved in performance management and performance measurement,
budgeting, scheduling, workload balancing, costing, contracting out, coordination with
developers, and delivery of complex development projects. Mr. Corey specializes in strategic
financial planning and interdepartmental coordination. Mr. Corey holds a Master’s degree in
public administration (MPA) from the University of Southern California. He received his
undergraduate education from the University of California, Davis, with a Bachelor’s degree in
political science.
Related Experience Includes:
Served as team leader in developing an award-winning, comprehensive five-year
capital improvement program (CIP) for the fastest growing city in the state of
California (Brentwood). In order to facilitate policy decisions, the CIP included
detailed Prioritization Criteria and a Performance Accountability Strategy. The
CIP earned the California Society of Municipal Finance Officers Award and
National Government Finance Officers Association Award of Merit.
Currently serving as Citygate Principal to perform a comprehensive services
delivery and staffing review for the City of Eloy, AZ.
Served as Project Manager for an organizational assessment of the City of San
Luis Obispo Community Development Department including the Economic
Development Program. Mr. Corey then provided technical assistance for
implementation of the Community Development Department’s Strategic Action
Plan.
Served as Project Manager for an organizational analysis and strategic plan for the
Community and Economic Development Department for the City of Salinas, CA.
Served as Project Manager for a citywide organizational and staffing review for
the City of Albany, CA. The purpose of the study was to review the City’s
organizational structure to investigate potential cost savings and service
improvements and to develop strategies for providing services in a tight fiscal
environment.
Served as the Project Manager for a citywide management assessment of the City
of Covina, California. The municipal departments included in this assessment
were: City Manager’s Office; Redevelopment and Housing; Parks and Recreation;
Development Services; Public Works; Finance; the City Clerk office; Personnel
and Risk Management; and the City Library.
Served as Project manager and Lead Consultant for a management audit for the
City of Pasadena Housing and Community Development Agency (HCDA). The
study involved a comprehensive review of the Agency including service delivery
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capabilities, resource allocation/management, use of automated support,
organizational structure, and related areas. The project also included a focused
review of the City’s development review procedures and systems. The report
identified over 60 recommendations for operational and management
improvements.
Served as Project Manager for Citygate’s performance review of the Community
Development Department for the City of Modesto, CA. Separately, Citygate
provided redevelopment and economic development technical assistance services
for the City of Modesto.
Served as Project Manager for the Fresno Redevelopment Agency’s Historic
Chinatown Project.
Served as Project Manager for Citygate’s performance audit of Sacramento
County’s Planning and Environmental Review and Assessment departments.
Served as Principal Consultant for a two-phased study in which Citygate
conducted extensive interviews regarding the effectiveness of Salt Lake City’s
planning program and processes, and based on issues identified in Phase I,
performed a detailed analysis of the planning program in Phase II.
Served as Project Manager for Citygate’s efficiency review of the Development
Permitting Programs in the Planning and Engineering Operations for the City of
Pittsburg, CA. The objective of this study was to provide an analysis of the
policies, procedures, management and operations of these development permitting
programs as they exist, and to design a creative strategy for improvement, if
needed.
Served as team leader for development of five-year capital and operating plans for
municipal water, wastewater, and solid waste operations serving what was at the
time the most rapidly growing city in the State of California. The three plans
included identification of all fixed assets, life cycle costing, development of full-
cost accounting, capital facility replacement, and successful justification of
substantial multi-year rate increases to cover operating and plant expansion costs.
Served as Project Manager for Citygate’s organizational and functional analysis
of the Department of Planning and Land Use and associated land development
services for San Diego County, CA.
Assembled and led the team of experts that developed the City of Richmond (CA)
Financial Recovery Plan which set the course for the City to eliminate its
massive operating deficit and cash flow problem. The Bond Buyer in January,
2005 reported “Moody’s Investors Service restored Richmond, California’s issuer
credit rating to investment grade this week, citing a financial turnaround for the
San Francisco Bay area city a year after it discovered a $35 million budget
deficit.”
Developed a Three-year Extraordinary Financial Plan for a Southern California
municipality (Fontana) that was facing a $13.9 million operating deficit in its $44
million general fund.
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Served as team leader in the successful structuring and issuance of over
$500,000,000 in tax exempt bonds for various projects including community
facilities (police and fire stations, city halls), streets and roads, water and
wastewater facilities, affordable housing, and economic development projects.
Served as project manager for planning and development of a 44-acre civic center
complex.
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COMM CENTER SOLUTIONS LYNN A. FREEMAN
Lynn A. Freeman is one of the principal consultants/co-founders of Comm Center Solutions. In
addition to consulting, Lynn holds the position of Deputy Director of the Critical Support and
Logistics Division for the Simi Valley Police Department. Lynn has worked for the Simi Valley
Police Department for 37 years in a variety of assignments. She started in the dispatch center as a
Public Safety 9-1-1 Dispatcher, promoted to Communications Manager and then most recently to
Deputy Director. Reporting directly to the Chief of Police, Lynn is responsible for administrative
oversight of five civilian units including: Communications (9-1-1/Dispatch), Crime Analysis,
Fiscal, Records Management, and Fleet and Facility Management. Lynn is tasked with
development and implementation of Department’s $29 million budget and directs staff of 40
employees, including five managers.
Previously, she was the communications manager at Simi Valley Police Department, a position
Lynn held from 1990 to 2013, Lynn was responsible for oversight of day-to-day operations of the
Communications Unit. In 2012, Lynn served as project co-manager for $1.6 million, highly
complex, highly efficient, fully redundant, multi-agency, regional Next Generation 9-1-1 system
serving four different locations.
Lynn has built dispatch centers literally from the ground up, including a new facility in 1998 and
the total remodel of communication centers with the most recent in 2012. In addition, Lynn has
managed a multitude of projects and upgrades, including implementation of two computer aided
dispatch (CAD) systems, voice logging recorders, 9-1-1 systems, and satellite/back-up facility.
While the communications manager, Lynn developed new positions in the Center, including shift
supervisors, initiated job-sharing opportunities, and secured part-time assistance.
Lynn was employed as a civil litigation paralegal for a personal injury law firm from 1981 to 2007.
Lynn’s responsibilities included assisting attorneys with personal injury and medical malpractice
litigation, managing a caseload of over 200 clients. Lynn’s duties included preparing court
documents, conducting research, and client communications.
Lynn is a certified Emergency Number Professional, holds a Center Manager Certificate, Public
Safety Telecommunications Certificate and Civil Litigation Certificate. Lynn’s formal education
accomplishments include an Associate’s Degree in Administrative of Justice, and Bachelor’s and
Master’s degrees in Emergency Management, with a minor in Public Safety Telecommunications.
Professional Experience Includes:
2013 – Present, Co-founder & Principal Consultant, Comm Center Solutions
Providing consulting services through comprehensive analysis to develop
realistic solutions for issues challenging public safety communications
centers and civilian law enforcement personnel.
1977 – Present, Simi Valley Police Department
Deputy Director – Police Administration, Critical Support & Logistics
(2012 – Present) – Reporting directly to the Chief of Police, responsible
for administrative oversight of five civilian units including:
Communications (9-1-1/Dispatch), Crime Analysis, Fiscal, Records
Management, and Fleet and Facility Management.
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Communications Manager (1990 – 2012) – Responsible for oversight of
day-to-day operations of the Communications Unit and all personnel
issues.
Dispatcher/Training Dispatcher (1977 – 1990) – Received, processed, and
dispatched police calls for service. Assisted officers and citizens. Trained
new personnel.
1981 – 2007 – L.M. Schulner & Associates
Civil Litigation Paralegal – Assisted attorneys with personal injury and
medical malpractice litigation.
Specific Achievements and/or Experience:
Communications Center walk-station implementation, 2009
Routing on Empirical Data (RED) project to reroute wireless 9-1-1 calls, 2006 –
2011
Operation Unveil, Opening of Air Force One at Reagan Library, 2005
Operation Serenade, President Reagan’s Funeral, 2004
Developed Tactical Dispatcher Team, 2002
Coordinated Alternate Public Safety Answer Point, East County Sheriff’s Station,
2000
Implemented Computer Aided Dispatch (CAD) systems, 1994 and 2004
Developed Senior Dispatcher rank, 1997
Supervised installation of original 9-1-1 system, 1983
Managed Communications Center remodels, 1983, 1998, and 2012
Special Activities and Awards:
Meritorious Service Award, Chief’s Award, Simi Valley Police Department, 2010
Leadership Simi Valley, graduate, 2010
Civilian of the Year, Simi Valley Police Department, 2006
Chaired Recognition Committee, 2001 – 2009
Professional Affiliations:
National Emergency Number Association (NENA)
Association of Public-Safety Communications Officials, International (APCO)
Municipal Management Association of Southern California
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COMM CENTER SOLUTIONS DANITA L. CROMBACH
Recognizing a void in public safety 9-1-1 professional consultants and specialists, Danita and her
partner formed an all-inclusive consulting agency to address any and all issues in public safety
communications centers. Specializing in providing public safety agencies with an array of services
to meet the increasing challenges in today’s public safety communications, Comm Center
Solutions’ expertise includes personnel issues, operations, staffing, investigations, incident
reconstruction, quality assurance, Next Generation 9-1-1, and project management. Comm Center
Solutions offers balanced, insightful, and tested solutions for 9-1-1 challenges. With over 70 years
of combined service in dispatch centers, Comm Center Solutions’ experience is unmatched.
Danita L. Crombach is one of the principle consultants/co-founders of Comm Center Solutions.
Danita is widely recognized as a leader in many areas of public safety communications. Danita has
been actively involved in organizations such as the National Emergency Number Association
(NENA), most recently as President of the California chapter of NENA (CALNENA). She is a
Senior Member with the Association of Public-Safety Communications Officials, International
(APCO), and served as Secretary for the Southern California chapter (CPRA). Danita has also been
involved with the Commission on Peace Officer Standards and Training (POST) and, at POST’s
request, has participated in many committees, most notably as the POST Region 8 (Ventura
County, Santa Barbara County and San Luis Obispo County) Representative on the Public Safety
Dispatcher Advisory Council (PSDAC). After completing her term, Danita was asked to remain on
the PSDAC as a legislative advisor and as a member of the Best Practices Committee.
In her role as CALNENA President, Danita ignited a groundswell of action within the public safety
communications industry, the Federal Communications Commission (FCC), and the wireless
service providers with a filing that demonstrated a radical reduction in the delivery of accurate
wireless 9-1-1 caller information in recent years. As a result, FCC workshops were conducted,
meetings were held, and proposed rules are nearing implementation. Once finalized, the FCC will
have the ability to take enforcement action with wireless service providers that do not comply with
the rules in the specified timeline and provide the best level of service available to the public.
Danita has also worked closely with the California State 9-1-1 Office as a member of the Working
Group and has twice been involved in determining the funding model that is used to disseminate
State Emergency Telephone Number Account (SETNA) funds to California public safety
answering points (PSAPs). With a long-standing, and well deserved, reputation for partnership,
creativity and success, Danita has routinely been called upon by the State 9-1-1 Office to spearhead
pilot projects such as a $1.6 million state-of-the-art Next Generation 9-1-1 Regional Hosted
Solution in Ventura County that included four PSAPs and the Routing on Empirical Data (RED)
project to reroute wireless 9-1-1 calls to the appropriate PSAP.
In her last assignment as the communications manager with the Ventura County Sheriff’s Office,
Danita instituted a wide variety of changes and programs—all designed to enhance efficiency and
employee retention, while improving service to the public. To begin with, she replaced a sworn
captain as the Department’s first civilian manager—something she had previously done with
Inglewood Police and Fire Departments. She promptly replaced the sergeants with civilian
supervisors and restructured the chain of command. Danita also updated and eventually replaced
the computer aided dispatch (CAD) system. After overseeing fundamental and innovative changes
to recruiting and training, Danita secured significant, warranted increases in employee
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compensation. Once implemented, these changes helped recruit and retain a staff of more than 35,
including two managers and six supervisors.
Danita’s project management skills were initially developed as a supervisor with the Oxnard Police
and Fire Departments, when the communications center was moved to a new location within the
building. Following that, she was recruited and joined the project management team with the San
Jose Police and Fire Departments as they built their communications center from the ground up. As
a participant in this project, Danita worked with a team tasked with everything from equipment,
furniture and carpet selection to recruiting, hiring, and training a team of more than 190
telecommunicators, trainers, and supervisors from across the United States.
Danita is a long-standing certified Emergency Number Professional, holds a Center Manager
Certificate, Academy Instructor Certificate, Public Safety Telecommunications Certificate, and
numerous certificates for course completion specific to public safety communications and
leadership. She was instrumental in the development of the California POST 120-hour Basic
Dispatcher Course and has been a presenter at basic, intermediate, and advanced courses.
Professional Experience Includes:
2013-Present – Co-founder & Principal Consultant, Comm Center Solutions
Providing consulting services through comprehensive analysis to develop
realistic solutions for issues challenging public safety communications
centers.
1997-2014 – Communications Manager, Ventura County Sheriff’s Office
Responsible for oversight of day-to-day operations of the Communications
Center, with 35 employees, serving more than 350,000 people in five
contract cities and the unincorporated areas of Ventura County.
Collaborate with allied agency managers, State 9-1-1 Office
representatives, POST and others. Project co-manager on $1.6 million
Next Generation 9-1-1 Regional Hosted Solution. Project manager on
facility reconfiguration and upgrade in 2012. Managed projects to replace
and upgrade CAD systems, 9-1-1 phone systems, voice logging recorders,
and facility design.
1994-1997 – Communications Manager, Inglewood Police & Fire Departments
Responsible for managing daily operations and long-term planning for a
consolidated police and fire 9-1-1 emergency communications center with
23 employees and $1.2 million budget. Introduced 9-1-1 for Kids
program, implemented a quality assurance program, developed
performance standards, revised operations training manual, revised
policies and procedures manual, and replaced divisional recruitment,
testing, and selection process. Completed a $750,000 communications
center renovation, which included procuring new radio and telephone
equipment, as well as ergonomic furniture.
1992-1994 – Director of Operations, A & R Financial and Insurance
Recruited to oversee business operations of a financial services agency
with sole responsibility for improving efficiency and professionalism.
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Responsible for quality assurance, customer service, and coordinating
reporting procedures to the Peace Officers Research Association of
California (PORAC).
1989-1992 – Public Safety Communications Instructor, San Jose Police & Fire
Departments
Member of the original management team responsible for the multi-
million dollar development and start-up of the new San Jose Police and
Fire Communications Center (co-located). Also responsible for providing
supervision and formal classroom training for 190 public safety
communications employees of all levels and coordinating the Critical
Incident Stress Debriefing (CISD) program and the Communications
Training Officer (CTO) permanent curriculum committee. Responsible for
budget forecasting, course development, scheduling, labor relations,
evaluation of students, and recruiting and selecting new employees.
1989-1992 – Instructor (Part-time), Ventura College, West Valley College,
Evergreen College
Instructor for various POST-certified courses including topics such as
ethics, leadership, evaluation procedures, presentation skills, negligent
performance, communication skills, and telephone/radio procedures.
1982-1989 – Public Safety Dispatch Supervisor, Oxnard Police and Fire
Departments
Participated in consolidation of police and fire communications center.
Responsible for supervising up to five dispatchers in a consolidated
police/fire communications center. Created and implemented
communications training officer (CTO) program. Developed policies and
procedures.
Specific Achievements and/or Experience:
Influenced FCC rulemaking on the timely delivery of accurate caller location
information on wireless 9-1-1 calls
Appointed to the POST Public Safety Dispatcher Advisory Council, Region 8
Representative, Legislative Representative and Best Practices Committee
Appointed to State 9-1-1 Office Working Group to review current funding model
Elected and served as President of the California chapter of the National
Emergency Number Association (NENA)
Reduced overtime by $200,000 in early 2010 when compared to 2009
Participated as the Beta, and follow-up, site for the State of California’s Routing
on Empirical Data (RED) project
In response to emergency evacuation, oversaw renovation of a warehouse and
relocated the Sheriff’s Communications Center within 32 days, April 2006
Retained staffing by securing a 42% pay increase for dispatchers in July 2006
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Replaced the CAD system in 2002
Civilianized the supervisor positions in the SCC in 2000
Coordinated Alternate Public Safety Answer Point, East County Sheriff’s Station,
2000
Completed $750,000 communications center renovation in Inglewood within
budget and on time
Developed and implemented the San Jose Communications Training Officer
(CTO) program
Special Activities and Awards:
2009 nominee for “Superior Customer Service” and “Integrity” Management
Council Awards
2008 nominee for “Integrity” Management Council Award
Profiled in APCO, International, Magazine, January 2007
2006 Public Servant of the Year, Camarillo Chamber of Commerce
2002 recipient of the “Mentoring” Management Council Award
1996 Employee of the Year, Inglewood Police Department
Received the San Jose Police Department’s Special Achievement Award for
developing and coordinating the Communications Critical Incident Stress
Debriefing (CISD) team
Received a California State Senate Commendation in 1989 for developing a CTO
program, recruiting program and founding the Tri-Counties Communications
Association
Professional Affiliations:
National Emergency Number Association (NENA), President California chapter
(active since 1996)
Association of Public-Safety Communications Officials, International (APCO),
Senior Member and former Secretary of California chapter (active since 1986)
POST Public Safety Dispatcher Advisory Council (2010 – Present)
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CITYGATE ASSOCIATES, LLC ERIC LIND, MA
Eric’s 18 years’ experience spans several industries, including two years in municipal
government as a performance improvement analyst. His municipal government experience has
largely focused on public safety performance improvement projects. He has performed an
administrative performance assessment of civilian police staff, a fire facilities location study, and
an alternative fire service delivery modeling. He has developed baseline system-wide EMS
response time capability and testing alternative models, reviewed MPDS systems and dispatch
priorities for EMS systems, and improved Fire/EMS dispatch process flow.
Eric has used performance improvement and business transformation techniques throughout his
career across the globe. He is skilled with developing and conducting statistical research to
answer operations questions. He is equally comfortable with survey research. Eric has two
published survey research papers; including one he developed for Rotary International.
Eric is a Lean Six Sigma Certified Black Belt and has a Bachelors and two Masters Degrees in
International Business; each from a different country.
Relevant Experience Includes:
Currently serving as Statistical and Operational Analysis Associate to perform a
comprehensive services delivery and staffing review for the City of Eloy, AZ.
Currently serving as Statistical and Operational Analysis Associate to provide
EMS System Consultation Services for the Alameda County Health Care Services
Agency.
Performed an administrative performance assessment of civilian police staff.
Modeled baseline system-wide EMS response time capability and testing
alternative models.
Analyzed and reviewed MPDS systems and dispatch priorities for EMS systems.
Analyzed and improved of Fire/EMS dispatch process flow.
Experience:
Performance Analyst
City of Vancouver, WA September 2012 – August 2014
Worked with directors across the city to obtain requirements for business
transformation projects and led the development, testing, and implementation of
business solutions. Provided training to 200+ city staff on Lean Six-Sigma
concepts and tools, including the DMAIC method, statistical process control,
hypothesis testing, and others.
Worked closely with the Police chief and his staff to review several administrative
functions with the goal of staffing the East Precinct front desk within existing
budget constraints. Analysis revealed that the purchasing, inventory, and grants
management functions could be simplified and reconfigured in order to staff the
East Precinct front desk with no additional labor cost.
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Worked closely with the Fire Chief and key staff to define objectives for business
transformation projects:
Use SUVs to respond to medical calls reduce response time and cost, and
maintain/ improve the quality of patient care. Although test results were
favorable, alternative tactical configurations were recommended to
improve results, and will be tested this year.
Assess the optimum composition, configuration, and geographic
placement of fire stations given population growth, call volume and
location, and budgetary constraints. Results revealed that moving two fire
stations would improve response time for critical service areas as well as
improve tactical capability.
Worked with city and county partners to examine Clawson code types and
prioritize them appropriately. For example, assaults and attempted suicides
were reduced from priority 1 to priority 2 because police must secure the
scene prior to EMS providing service.
Conducted a variety of full life-cycle survey projects from birth-to-earth
including: identifying research questions, survey development, data gathering and
cleanup, analysis, interpretation, and making recommendations.
With the CFO and finance team, scoped and defined a project aimed at reducing
error and cycle time in the Procure-to-Pay process.
Trained and led a team of fire department analysts on the scientific method to help
them execute pilot projects successfully from problem definition to solution
implementation.
Volunteer Research Analyst
Rotary International, Evanston, IL. May 2011 – December 2011
In collaboration with the CIO and Rotarians across the world, completed a full-
scale global marketing research study to determine how Rotary International
might better leverage social media technology to help Rotarian volunteers be
more effective in their Rotary work.
Worked with Rotary’s Chief Information Officer to identify the research question
and develop a scientifically robust survey instrument for testing.
Rotarians were interviewed to develop a qualitative framework of concepts
relevant to the research question, and a quantitative survey instrument was
developed out of the conceptual framework.
After a pilot test of the survey, a 66 question survey was developed around 14
statistically valid and reliable constructs.
The survey was translated to seven languages, back translated, and distributed to
26,500 Rotarians world-wide, with 1100+ valid responses coming from 72
countries. A final 58-page statistical analysis with strategic recommendations was
provided to the board of directors, including that Rotary should increase its
Facebook presence because it is a significant factor (p<.000 @ 18% of the
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variance) in driving club engagement among Rotarians; particularly for Rotarians
who are involved in international, vocational, and youth service projects.
Consultant
Confidential Client, China April 2011 – August 2011
Client requested assistance with handling a variety of human resource challenges
in advance of a major acquisition-based market expansion. The focus of the
project was to identify tools and techniques to facilitate transfer of corporate
policy and processes to improve post-acquisition integration. Particular focus was
given to knowledge transfer due to Chinese labor market conditions, because job-
hopping was commonplace in China at the time.
Identified that labor market competitive advantage in the Chinese labor market
could be achieved through employee performance planning. E.g. employees with
specific objectives to achieve, coupled with corporate support in training,
motivation, and performance rewards are better equipped to retain key talent.
Demonstrated how Lean Six Sigma can foster the transfer of tacit knowledge to
explicit knowledge with careful inquiry and documentation.
Demonstrated how Lean Six-Sigma is an excellent method to measure
performance for continued employee development, knowledge management, and
process quality control.
Demonstrated how performance planning helps companies improve quality by
partnering with employees to establish mission-aligned performance goals.
Recommended enhancements to company’s corporate training & education
programs to improve the reach and effectiveness of employee training, while
simultaneously reducing training costs.
Graduate Student
ESC Rennes School of Business, Rennes, France September 2010 – April 2012
Completed a dual M.A. in International Business at ESC Rennes School of
Business (otherwise known as Ecole supérieure de Commerce de Rennes) and
Open University (Milton-Keynes, UK). Courses for both degrees were held in
France.
Project Manager
AT&T Global Network Services, Southbury, CT May 1999 – June 2010
AT&T Global Services provides virtual private network (VPN) services to
enterprise customers via its global data network backbone. The Service Delivery
team manages an average WIP of 3,500 customer projects daily, with annual
revenues of approx. $4.7 billion world-wide (as of year-end 2010). Directed daily
provisioning operations; supervising six provisioning teams consisting of 65
individuals in the U.S. Supported 130+ upstream project managers, and 100+
network engineers, in North & South America, Europe, and Asia-Pacific.
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Defined and led multiple process improvement projects with statistically
significant improvements in cycle-time and variance. Received a
Customer Service Excellence award for these improvement projects;
awarded to less than 0.1% of employees world-wide.
Developed a variety of tools and reports to help detect, control, eliminate,
and mitigate process errors, as well as improve flow and cycle time.
Used quantitative data to analyze operational trends and develop and
implement strategic quality improvement projects.
Developed and provided training to hundreds of employees in North &
South America, Europe, and Asia-Pacific.
Provided regular progress reports and presentations on quality
improvement projects to the division VP and other senior management.
Other job functions at AT&T:
Transport Manager (03-06) - Primarily responsible for ensuring delivery
of network services (circuits and PVCs) for client projects.
Circuit Build Coordinator (01-03) Primarily responsible for data circuit
engineering and circuit delivery.
Circuit Order Writer (99-01) Primarily responsible for placing vendor
purchase orders for data circuits.
Technical Service Manager
TJS Electronics & Peripherals Inc., Bradford, CT February 1997 – May 1999
Tested and assembled product for delivery. Managed product returns and
customer service for enterprise clients. Provided training and support to customers
as needed.
Slashed average daily inventories by USD $50,000 per month (or 5% of
annual revenues) through Just-In-Time/Toyota Production System
techniques.
Co-developed one of the first USB external hard discs.
Education:
M.A., INTERNATIONAL BUSINESS, Ecole Supérieure de Commerce de
Rennes, Sep ’10 – Apr ’12
M.A., INTERNATIONAL BUSINESS, Open University, Sep ’10 – Apr ’12
B.S., INTERNATIONAL BUSINESS, Quinnipiac University, Aug ’03 – Jan ‘08
Magna Cum Laude
Certificates:
Lean Six Sigma Black Belt, Pyzdek Institute LLC Sep ‘14
Lean Six-Sigma Green Belt, AT&T (Juran Institute) Oct ‘08
Lean Six-Sigma Yellow Belt, AT&T (Juran Institute) Apr ‘08
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CITYGATE ASSOCIATES, LLC DAVID C. DEROOS, CMC, MPA
Mr. DeRoos is the President of Citygate Associates. He earned his undergraduate degree in
Political Science/Public Service (Phi Beta Kappa) from the University of California, Davis and
holds a Master of Public Administration degree from the University of Southern California. Mr.
DeRoos has over five years of operational experience as a local government administrator in
budgeting, personnel, and land use planning, as well as thirty years of consulting experience
performing operations and management reviews of local government functions. Prior to becoming
a Principal in Citygate in 1991 he was a Senior Manager in the local government consulting
division of Ernst & Young.
Relevant Experience Includes:
For each of the Citygate public safety projects shown below, Mr. DeRoos
reviewed work products and was responsible for ensuring that each project was
conducted smoothly and efficiently within the schedule and budget allocated, and
that the project deliverables were in conformance to Citygate’s and the client’s
quality standards.
Served in an oversight capacity to perform a comprehensive public safety
deployment and performance review of the Police and Fire Departments for the
City of Glendale, AZ.
Currently serving in an oversight capacity to perform a comprehensive services
delivery and staffing review for the City of Eloy, AZ.
Currently serving in an oversight capacity to perform a comprehensive services
delivery and staffing review of the Monterey County Sheriff’s Department.
Served as in an oversight capacity for a Fire Master Plan and Standards of
Response Cover Deployment analysis for the City of San Luis Obispo, CA.
Served in an oversight capacity for an organizational assessment of the City of
San Luis Obispo Community Development Department. Citygate also provided
implementation assistance to the City.
Recently served in an oversight capacity to provide customer service consulting
for the Community Development Department’s Building and Safety Division for
the City of San Luis Obispo.
Served in an oversight capacity for a Management Review of the Police
Department for the City of Maricopa, AZ.
Served in an oversight capacity for Citygate’s review of the Goodyear, AZ Police
Department.
Served in an oversight capacity for a patrol division work load and alternative
scheduling plan for the Santa Monica Police Department.
Served in an oversight capacity for a law enforcement cost study for new
development for Placer County. Citygate was contracted by Placer County to
recommend a law enforcement operational plan for each of three new
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developments planned for the County: Placer Vineyards, De La Salle, and Placer
Ranch.
Served in an oversight capacity for Citygate’s high-level assessment of the
feasibility of fire agency consolidation for the cities of Monterey, Pacific Grove,
and Carmel.
Served in an oversight capacity for a police services consolidation or contract for
shared services analysis for the cities of Brea, Buena Park, Fullerton, La Habra
and Yorba Linda.
Served in an oversight capacity for the City of Rancho Cucamonga Police
Services Analysis.
Served in an oversight capacity for a police dispatch shared services analysis for
the cities of Brea, Buena Park, Fullerton, La Habra and Placentia.
Served in an oversight capacity for Citygate’s police department consolidation
feasibility assessment for the cities of Burlingame and San Mateo, CA.
Served as Project Director for California’s statewide Parole Agent III workload
and staffing study. The scope of the study involved the identification of social
service- and correctional-related tasks; the frequency and time required for
completion; the determination of required staffing levels; and the development of
formulae for determining sufficient supervisory staffing levels.
Performed eight General Management and Operations Studies for the City of
Corona’s Police Department, Fire Department, Management Services Department
(including Human Resources), Housing and Development Department, Building
and Planning Departments, Public Works Department, Utility Services
Department, and Public Library. These studies examined such crucial factors as
performance measures, organizational structure, human resource management and
allocation, department policies and procedures, strategy and planning, leadership,
operations, resource allocation, training, and management information systems.
Mr. DeRoos is a member of several professional and civic associations. He has taught for the
U.C. Davis Extension College and for graduate classes in Public Administration, Administrative
Theory and Labor Relations for Golden Gate University, and Non Profit and Association
Management for the University of Southern California. He speaks and trains frequently on the
topic of Leadership, Character and Values, and has also been a speaker for the American
Planning Association (APA), written for the California APA Newsletter and the California
Redevelopment Journal, and has been a speaker on redevelopment, Base Closures, and related
issues across the US. Mr. DeRoos holds a certificate in Public Sector Labor Management
Relations from U.C. Davis, and is a Certified Management Consultant (CMC).
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CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA
Chief Gary is the Public Safety Principal for Citygate Associates. He is currently directing the
Rancho Cucamonga police services analysis, recently directed the Hesperia partners JPA
feasibility study, and has been working on public safety studies of all types for over a decade.
Chief Gary is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda
County, California. Over the last fourteen years, he has performed over 250 organizational,
staffing, and deployment studies. He has worked with The Omega Group for over a decade and
understands how to draw staffing and deployment conclusions from data.
Mr. Gary has both a Bachelor’s and Master’s degree in Public Administration from San Diego
State University. He holds an Associate in Fire Science Degree from Miramar Community
College in San Diego, a Certificate in Fire Protection Administration from San Diego State, and
he has attended hundreds of hours of seminar course work in fire protection.
Mr. Gary has served in elected professional positions, including: President, California League of
Cities, Fire Chiefs Department and Chairperson, San Diego County Paramedic Agencies. He has
been involved in progressive responsibility for creating or implementing public safety policy on
the local, state and national levels. He has served as a Board Member representing cities on the
California Office of Emergency Services-Firescope Board, and served two terms as the Fire
Chief representative on the California League of Cities Board of Directors. Mr. Gary served on
the Livermore School District Board, and presently serves as an elected official on the City of
Livermore City Council.
Consulting Experience Includes:
Since starting his consulting career with Citygate Associates in 2001, Chief Gary has
successfully worked on, managed or directed over 280 consulting projects. Some of the
highlights and recent projects are:
For all Citygate Public Safety projects, Mr. Gary has served as our Public Safety
Practice Principal.
Served as Project Manager for a Standards of Response Cover deployment
analysis and Fire Master Plan for the City of San Luis Obispo, CA.
Served as Fire Practice principal and project Director for a Fire Services Master
Plan update for the City of San Luis Obispo, CA.
Currently serving as Public Safety Principal to perform a comprehensive services
delivery and staffing review for the City of Eloy, AZ.
Currently serving as Public Safety Principal to perform a comprehensive services
delivery and staffing review of the Monterey County Sheriff’s Department.
Served as Public Safety Principal to perform a comprehensive public safety
deployment and performance review of the Police and Fire Departments for the
City of Glendale, AZ.
Served as Public Safety Principal for a patrol division work load and alternative
scheduling plan for the Santa Monica Police Department.
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Served as Fire Practice Principal and Project Director for a police services
consolidation or contract for shared services analysis for the cities of Brea, Buena
Park, Fullerton, La Habra and Yorba Linda.
Served as Fire Practice Principal and Project Director for a police dispatch shared
services analysis for the cities of Brea, Buena Park, Fullerton, La Habra and
Placentia.
Served as Project Manager for the Master Needs Assessment for the City of
Cloverdale Police and Fire Development Impact Fees.
Currently serving as Public Safety Principal for a fire and police service impacts
for the Millbrae Station Area Plan.
Served as Project Manager, Fire Practice Principal, and Merger Specialist for the
City of Rancho Cucamonga Police Services Analysis.
Currently serving as Public Safety Principal and Project Manager to conduct a
comprehensive fiscal feasibility analysis and to facilitate the development of a
governance and Joint powers Authority (JPA) agreement for the formation of a 9-
1-1 Emergency Communications JPA for the Monterey County public safety
agencies.
Served as Public Safety Practice Principal for Citygate’s police department
consolidation feasibility assessment for the Cities of Burlingame and San Mateo,
CA.
Served as Project Director to conduct a strategic planning process for the Los
Angeles County Fire Chiefs Association to provide a framework for regionalizing
training across all 31 fire departments in the area.
Other non-Citygate Relevant Experience Includes:
In 2002, Mr. Gary led a seminar that taught the Standards of Response Cover
(SOC) methodology to members of the Clark County Fire Department.
In 2000, Mr. Gary was the lead deployment consultant on a team that developed a
new strategic plan for the San Jose Fire Department. The final plan, which used
the accreditation system methods and Standards of Response Coverage tools, was
well received by the Department and City Council, which accepted the new
strategic plan on a 9-0 vote.
In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer
merger of the Livermore and Pleasanton Fire Departments into one seamless ten-
company department for which he served as Chief. The LPFD represents one of
the few successful city-to-city fire mergers in California. The LPFD consisted of
128 total personnel with an operating budget for FY 00/01 of $18M. Service was
provided from eight stations and a training facility, and two additional stations
were under construction.
In 1995, Mr. Gary began working with the International Association of Fire
Chiefs and International City Management Association Accreditation project on
the Standards of Cover system for fire service deployment. He re-worked the
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Appendix B—Project Team Resumes Page 24
material into a California manual and annually taught a 40-hour course for the
California Fire Academy for many years. He conducts seminars on this
deployment methodology for the International Fire Chiefs across the United
States and Canada.
Mr. Gary has been a speaker on the proper design of information systems at
several seminars for the California League of Cities and the Fortune 100. He has
authored articles on technology and deployment for national service publications.
Instructor and Lecturer:
Instructor and lecturer on Fire Service Deployment for the Commission on Fire
Accreditation (now the Center for Public Safety Excellence) Standards of Cover
Methodology. Over the last five years, Mr. Gary has presented one-day
workshops across the U.S. and Canada to fire chiefs. Presentations have included:
The International Association of Fire Chiefs Convention;
U.S. Navy Fire Chiefs in Norfolk, Virginia;
U.S. Air Force Fire Chiefs at the USAF Academy, Colorado Springs,
Colorado;
Seattle area Fire Chiefs;
Vancouver British Columbia Fire Chiefs Association;
The Michigan/Indiana Fire Chiefs Association School at Notre Dame
University;
The California Fire training Officers annual workshop.
Developed and taught for seven years, the 40-hour course in fire deployment
methods for the California Fire Academy. Over 250 fire officers have been
trained in this course.
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