1. Firm Overview
Jones Hall is a firm comprised of 16 attorneys, all of whom practice exclusively in the area of municipal finance as bond counsel, disclosure counsel, underwriter's counsel and special tax counsel. The firm operates as a professional law corporation from a single office in San Francisco, California, and has been practicing continuously for more than 40 years. Of our 16 attorneys, 13 are partners, two are associates, and one is senior counsel. Support staff includes seven paralegals, five of whom work in the firm's Closing Department.
Jones Hall is the largest California -based law firm that focuses its practice exclusively in the area of municipal finance. This specialization allows us to orient our practice to the peculiar requirements of public finance, without the need to suit other, unrelated areas of the legal business. No other law firm in California can offer the City a greater depth and breadth of public finance experience.
In 2020 according to Thomson Reuters, Jones Hall acted as bond counsel on more than 210 financings in California (the second most of any firm in California), and as disclosure counsel on more than 150 financings in California (the second most of any firm in California).
Jones Hall has consistently ranked as one of the top two disclosure counsel firms nationally (based on the number of transactions) over the last ten years. Given our size, we are extremely proud of these achievements.
2. Management and Staffing
Juan Galvan would serve as the lead attorney on the City's financing. As lead attorney, Juan would handle the day-to-day responsibilities on our engagement with the City. Katie Dobson would serve as disclosure counsel on the City's financing. Brief biographies for Juan and Katie are provided below.
Juan M. Galvan, Shareholder. Juan Galvan has practiced law for more than a decade, and joined the partnership at Jones Hall in 2016. He is a creative problem -solver and strategist.
He devotes his practice to raising funds for vital public infrastructure for communities across northern and southern California. He has served as bond counsel and disclosure counsel to a variety of public issuers in California, including many counties, cities, and special districts.
Juan's experience includes serving as bond and/or disclosure counsel to the County of Santa Cruz, City of San Jose, the City of Oakland, the City and County of San Francisco, the City of Oakley, the City of Fairfield, the City of Santa Rosa, and the City of Oakley.
Juan attended California State University, Northridge where he received his B.S. in Accounting in 2002 (graduating magna cum laude) and the University of California, Berkeley, School of Law where he received his J.D. in 2007. He is admitted to the California Bar and is a member of the National Association of Bond Lawyers.
After earning his law degree from Berkeley Law and before focusing on public finance, Juan honed his problem -solving skills representing financial institutions in hundreds of complex
A PROFESSIONAL LAW CORPORATION
Exhibit 4
153
www.joneshall.com
City of Bell Gardens
January 27, 2022
commercial financings and debt restructurings. Prior to attending law school, Juan worked in the Los Angeles office of a Big 4 public accounting firm where he provided accounting advice to a wide range of companies and governmental agencies. Juan remains qualified as an inactive Certified Public Accountant in California.
Juan's most recent experience with pension obligation bonds includes the following:
• Bond counsel to the County of Santa Cruz ($124.2 million original principal amount) • Disclosure counsel to the City of Buena Park ($96,385,000 million original principal amount)
• Bond, disclosure and validation counsel to the City of San Fernando ($36 million original principal amount)
• Bond and disclosure counsel to the City of Downey ($113.6 million original principal amount)
• Disclosure counsel to the City of Torrance (approximately $350 million original principal amount; structured as lease revenue bonds)
• Underwriter's counsel on pension obligation bonds by the cities Orange, Coachella, Poway, and Maywood.
In addition, Juan is currently serving as bond counsel to the Santa Cruz Metropolitan Transit District, as bond and disclosure counsel to the City of Watsonville, and as disclosure and validation counsel to the cities of Santa Rosa and Barstow, in connection with their proposed pension obligation bonds.
Katie J. Dobson, Shareholder. Katie Dobson graduated from New York University School of Law in 2008, and has spent her entire career as a finance attorney. Katie joined Jones Hall in 2013 with a focus on representing California issuers with general obligation bond elections and subsequent issuances, and, in calendar year 2020 alone, has represented California issuers and underwriters on more than 70 financing transactions. Katie was admitted to the California Bar in 2012, after three years of legal practice in New York City, and is a member of the National Association of Bond Lawyers. She graduated summa cum laude with a B.A. from the University of Arizona in 2004.
Katie is currently serving as disclosure counsel to the Santa Cruz Metropolitan Transit District in connection with its proposed bonds.
3. Prior Related Firm Experience.
(a) Recent Experience. Since January 1, 2017, Jones Hall has served as bond and disclosure counsel on 13 series of pension obligation bonds by California public agencies, with an aggregate principal amount in excess of $500 million. In addition, Jones Hall is currently serving as bond and disclosure counsel on an additional eight proposed series of pension bonds by local agencies with anticipated closing dates in 2022.
A PROFESSIONAL LAW CORPORATION
Exhibit 4
154
www.joneshall.com
City of Bell Gardens
January 27, 2022
(b) Innovative Legal Structures. Jones Hall is the largest California -based law firm that focuses its practice exclusively in the area of municipal finance, and one of the most active municipal finance firms in the country. Our focus enables us to identify innovative legal structures to assist our clients achieve their goals.
With respect to pension obligation bonds, in 2020, Jones Hall served as bond and disclosure counsel to the City of Torrance and the Torrance Joint Powers Financing Authority in connection with a general fund lease financing to fund the City of Torrance's pension obligations. This financing used public streets in the City of Torrance as the leased asset. As bond and disclosure counsel, Jones Hall assisted the City to structure the financing to address a number of requirements under California law. To our knowledge, very few issuers in California have utilized this structure to finance their pension obligations to date. Lease revenue bonds of this type do not require the issuer to obtain a judicial validation judgment in order to issue bonds. We encourage our clients to consider lease revenue bonds in instances where there is a desire to avoid the time and expense of a judicial validation, and/or there is a concern that a judicial validation action will be challenged in court by an interested third party. The use of streets as the leased asset also gives cities with insufficient city -owned assets an alternative to traditional pension obligation bonds.
In addition, currently, Jones Hall is serving as bond and disclosure counsel to the Santa Cruz Metropolitan Transit District in connection with a proposed bond issuance to finance the District's pension obligations to CaIPERS. Juan, as bond counsel, and Katie, as disclosure counsel, in concert with Urban Futures, as municipal advisor to the District, have identified a legal structure utilizing certain of the District's sales tax revenues to secure a series of sales tax revenue bonds. The proceeds of such bonds are anticipated to be used to pay the District's obligations to CaIPERS. To our knowledge, when issued, this will be the first series of sales tax revenue bonds issued by a local agency to refund its obligations to CaIPERS. This financing is expected to close in March 2022.
(c) Firm Experience with Judicial Validation. As previously described, since January 1, 2017, Jones Hall has served as bond and disclosure counsel on 13 series of pension obligation bonds by California public agencies, with an aggregate principal amount in excess of $500 million. We served as validation counsel on all but two of those issuances because a validation judgment had been previously obtained by the issuer. To date, Jones Hall has never failed to obtain a successful judgment in an uncontested validation action relating to pension obligation bonds.
In our experience, a judicial validation takes an average of 90 to 120 days from the date the validation action is commenced to the date the court issues a validation judgment. In some instances, it may take longer. With respect to Los Angeles County, we most recently served as validation counsel to the City of San Fernando. In that case, Jones Hall (with Juan as the lead attorney) obtained a validation judgment from the Court in approximately 90 days from the date the City's validation action was commenced with the Court. We attribute that success to our hands on and proactive approach to all validations.
A PROFESSIONAL LAW CORPORATION
Exhibit 4
155
www.joneshall.com
City of Bell Gardens
January 27, 2022
In an effort to expedite the City's validation action, we would take the following steps, among others: (1) request that the City provide copies of all agreements with CalPERS as soon as our engagement with the City is confirmed; (2) prepare the City's validation complaint and other documents necessary to commence the validation action contemporaneously with the preparation of the initial bond documents to ensure City staff and the City Attorney have sufficient time to review and comment; (3) request that the City provide a signed copy of the resolution approving the bonds as soon as possible; (4) publish the summons on the first available date; (5) file all documents with the Court on the first available dates under California law; and (6) highlight in the City's validation papers the daily cost to the City in terms of lost savings for each day that the City is unable to issue its pension obligation bonds. In addition, we would communicate directly and regularly with the Court Clerk and the clerk of the assigned judge at the outset of the case to ensure they understand the nature of the City's validation action and answer any questions.
(d) References.
County of Santa Cruz. Juan served as bond counsel and validation counsel to the County of Santa Cruz in connection with a series of pension obligation bonds, which closed successfully in September 2021.
Jason M. Heath
County Counsel
County of Santa Cruz
701 Ocean Street, Room 505
Santa Cruz, California 95060
Phone: (831) 454-2049
Email: [email protected]
Marcus Pimentel
County Budget Manager
701 Ocean Street, Room 505
Santa Cruz, California 95060
Phone: (831) 454-6531
Email:
Marcus. [email protected]
City of Downey. Juan served as bond counsel to the City of Downey in connection with a series of pension obligation bonds, which closed successfully in February 2021.
Yvette M. Abich Garcia
City Attorney
City of Downey
11111 Brookshire Avenue
Downey, California 90241
Phone: (562) 904-7288
Email: [email protected]
Anil H. Gandhy
Finance Director
City of Downey
11111 Brookshire Avenue
Downey, California 90241
Phone: (562) 904-7265
Email: [email protected]
A PROFESSIONAL LAW CORPORATION
Exhibit 4
156
www.joneshall.com
City of Bell Gardens
January 27, 2022
City of San Fernando. Juan served as bond counsel, validation counsel and disclosure counsel to the City of San Fernando in connection with two series of pension obligation bonds, which closed successfully in August 2021.
J. Diego Ibanez
Director of Finance
City of San Fernando
117 Macneil Street
San Fernando, California 91340
Phone: (818) 898-7307
Email: [email protected]
4. Cost and Pricing.
We propose the following flat fees to serve as bond counsel, disclosure counsel and validation counsel to the City in connection with its pension obligation bonds:
• Bond Counsel: $45,000
• Disclosure Counsel: $30,000
• Validation Counsel: $5,000 (if uncontested)
In addition, we would ask to be reimbursed for (i) all out of pocket expenses incurred by Jones Hall in connection with the City's judicial validation action, if any, including any court filing fees and publication fees, without limit, and (ii) any other out of pocket fees and expenses incurred by Jones Hall in our role as bond and disclosure counsel to the City in an amount not to exceed $1,000.
Our bond and disclosure counsel fees and expenses would be strictly contingent upon the closing of the City's pension obligation bonds and payable when such bonds are issued.
Our proposed validation counsel fee assumes that an answer to the City's validation complaint is not filed with the Court. If such action is contested by a third party, Jones Hall would not be required to render additional legal services with respect to the validation proceedings unless such services are mutually agreed to between the City and Jones Hall. Our validation counsel fees and expenses would not be contingent on the closing of the City's pension obligation bonds. However, at the City's request, such fees could be payable at closing of the bonds. In the event the City were to determine not to proceed with the issuance of the bonds after completion of the validation action, we would ask that our validation counsel fees be paid by the City upon receipt of an invoice from Jones Hall.
The fees proposed above assume that the City's bond issuance will be completed within a nine -month time frame from the commencement thereof.
A PROFESSIONAL LAW CORPORATION
Exhibit 4
157
www.joneshall.com
City of Bell Gardens
January 27, 2022
5. ADDITIONS OR EXCEPTIONS TO THE CITY'S REQUEST FOR PROPOSAL.
NUM
Jones Hall proposes the following change to the terms and conditions set forth in the • The Scope of Services section in the RFP states that the legal services to be provided include rendering a bond opinion with all relevant information for support of the opinion, such as, among other things, the eligibility of the bonds for investment by various fiduciaries and other regulated investors. In our role as bond counsel to the City, we cannot provide investment advice. Therefore, our bond counsel opinion to the City would not include such matters.
6. Proposed Contract.
Our proposed form of legal services agreement is attached as Exhibit A. If selected as bond and disclosure counsel to the City, we would ask the City to enter into a substantially similar agreement with Jones Hall.
A PROFESSIONAL LAW CORPORATION
Exhibit 4
158
www.joneshall.com
EXHIBIT A
FORM OF AGREEMENT FOR LEGAL SERVICES
BETWEEN CITY OF BELL GARDENS AND
JONES HALL, A PROFESSIONAL LAW CORPORATION,
FOR BOND COUNSEL, SPECIAL COUNSEL AND DISCLOSURE COUNSEL
SERVICES IN CONNECTION WITH PENSION OBLIGATION BONDS
This AGREEMENT FOR LEGAL SERVICES is entered into this day of , 2022, between the CITY OF BELL GARDENS (the "Client" or "City") and .ZONES HALL, A PROFESSIONAL LAW CORPORATION, San Francisco, California ("Attorneys" or "Consultant") collectively "the Parties".
BACKGROUND:
1. The City Council of the Client is proceeding to authorize the issuance of long-term bonds of the Client (the "Bonds") for the purpose of refinancing the obligations of the Client relating to retirement benefits provided by the California Public Employees' Retirement System.
2. A judicial validation action will be required prior to the preparation of documents setting forth the terms for sale of the Bonds.
3. In order to undertake the judicial validation action and issue and sell the Bonds, the Client requires the services of nationally recognized bond counsel, special counsel and disclosure counsel.
AGREEMENT:
In consideration of the foregoing and the mutual covenants contained in this Agreement, the Client and Attorneys agree as follows:
Section 1. Attorney -Client Relationship. Upon execution of this Agreement, the Client will be Attorney's client and an attorney -client relationship will exist between Client and Attorneys.
Attorneys assume that all other parties will retain such counsel, as they deem necessary and appropriate to represent their interests in this transaction. Attorneys further assume that all other parties understand that in this transaction Attorneys represent only the Client, Attorneys are not counsel to any other party, and Attorneys are not acting as an intermediary among the parties.
Attorneys' services as bond counsel, special counsel and disclosure counsel are limited to those contracted for in this Agreement; the Clients execution of this Agreement will constitute an acknowledgment of those limitations. Attorneys' representation of the Client will not affect, however, our responsibility to render an objective Bond Opinion.
Section 2. Scope of Engagement as Bond Counsel and Special Counsel. Attorneys shall perform all of the following services as bond counsel and special counsel in connection with the issuance and sale of the Bonds and judicial validation:
a. Consultation and cooperation with Client and Client staff to assist in the formulation of a coordinated financial and legal issuance of the Bonds.
Exhibit 4 159
b. Preparation of all legal proceedings for the authorization, issuance and delivery of the Bonds by the Client; including (a) preparation of a resolution of the governing board of the Client authorizing the issuance and sale of the Bonds and approving related documents and actions, (b) preparation of all financing documents, including an indenture of trust, (c) preparation of all documents required for the closing of the issue, (d) supervising the closing, and (e) preparation of all other proceedings incidental to or in connection with the issuance and sale of the Bonds.
c. Working with the City Attorney to draft and file all required documentation for the judicial validation of the Bonds in the Los Angeles County Superior Court and act as special counsel to the Client in connection therewith until said court issues a decision on the validation action; provided that if such action is contested by a third party, Attorneys are not required to render additional legal services with respect to the validation proceedings unless such services are mutually agreed to between the Client and Attorneys pursuant to an amendment to this Agreement.
d. Upon completion of proceedings to Attorneys' satisfaction, providing a legal opinion (the "Bond Opinion") approving the validity and enforceability of the proceedings for the authorization, issuance and delivery of the Bonds, and stating that interest on the Bonds is exempt from California personal income taxation. The Bond Opinion will be addressed to the Client, and may also be addressed to the underwriter of the Bonds and other participants in the financing.
e. Review those sections of the official statement or other form of offering or disclosure document to be disseminated in connection with the sale of the Bonds involving summary descriptions of the Bonds, the legal proceedings leading to the authorization and sale of the Bonds, the legal documents under which the Bonds will be issued, and federal tax law and securities law provisions applicable to the Bonds, as to completeness and accuracy.
f. Assist the Client in presenting information to bond rating organizations and providers of credit enhancement relating to legal issues affecting the issuance of the Bonds.
g. Such other and further services as are normally performed by bond counsel in connection with similar financings.
Attorneys' Bond Opinion will be delivered by Attorneys on the date the Bonds are exchanged for their purchase price (the "Closing).
The Bond Opinion will be based on facts and law existing as of its date, will cover certain matters not directly addressed by such authorities, and will represent Attorneys' judgment as to the proper treatment of the Bonds for federal income tax purposes.
In rendering the Bond Opinion, Attorneys will rely upon the certified proceedings and other certifications of public officials and other persons furnished to Attorneys without -2-
Exhibit 4 160
undertaking to verify the same by independent investigation and upon the judicial validation judgement, and Attorneys will assume continuing compliance by the Client with applicable laws relating to the Bonds.
Section 3. Scope of Engagement as Disclosure Counsel. Attorneys shall perform all of the following services as disclosure counsel in connection with the issuance and sale of the Bonds:
a. Prepare the Official Statement (both preliminary and final) or other disclosure documents in connection with the offering of the Bonds. b. Confer and consult with the officers and administrative staff of the Client as to matters relating to the Official Statement.
c. Attend all meetings of the Client and any administrative meetings at which the Official Statement is to be discussed, deemed necessary by Attorneys for the proper exercise of their due diligence with respect to the Official Statement, or when specifically requested by the Client to attend.
d. On behalf of the Client, prepare the bond purchase contract pursuant to which the Bonds will be sold to the underwriter and a continuing disclosure certificate of the Client to assist the underwriter with complying with Securities and Exchange Commission Rule 15c2-12.
e. Subject to the completion of proceedings to the satisfaction of Attorneys, provide a letter of Attorneys addressed to the Client and the underwriter that, although Attorneys are not passing upon and do not assume any responsibility for the accuracy, completeness or fairness of the statements contained in the Official Statement and make no representation that Attorneys have independently verified the accuracy, completeness or fairness of any such statements, no facts have come to Attorneys' attention that cause Attorneys to believe that the Official Statement (except for any financial and statistical data and forecasts, numbers, estimates, assumptions and expressions of opinion, and information concerning the Bond Insurance Policy and the Insurer, and information concerning the Depository Trust Company and the book -entry system for the Bonds, contained or incorporated by reference in the Official Statement and the appendices to the Official Statement, which Attorneys will expressly exclude from the scope of this sentence) as of the date of the Official Statement or the date hereof contains any untrue statement of a material fact or omits to state any material fact necessary in order to make the statements therein, in the light of the circumstances under which they were made, not misleading.
Section 4. Excluded Services. Our duties in this engagement are limited to those expressly set forth above in Section 2 and Section 3, except as expressly set forth in a written amendment to this Agreement. Among other things, our duties do not include:
a. Preparing requests for tax rulings from the Internal Revenue Service, or "no -action" letters from the Securities and Exchange Commission. b. Preparing blue sky or investment surveys with respect to the Bonds. -3-
Exhibit 4 161
c. Except as described in paragraph 2(b) above, drafting state constitutional or legislative amendments.
d. Pursuing test cases or other litigation, such as contested validation proceedings, except as set forth above.
e. Making an investigation or expressing any view as to the creditworthiness of the Client or the Bonds.
f. After Closing, providing advice concerning any actions necessary to assure compliance with any continuing disclosure undertaking under Securities and Exchange Commission Rule 15c2-12.
g. Representing the Client in Internal Revenue Service examinations, audits or inquiries, or Securities and Exchange Commission investigations.
After Closing, unless specifically requested to do so by Client, and agreed to by Attorneys, providing continuing advice to the Client or any other party concerning any actions that need to be taken regarding the Bonds; e.g., actions necessary to assure that interest paid on the Bonds will continue to be excludable from gross income for federal income tax purposes (e.g., our engagement does not include rebate calculations for the Bonds).
Reviewing or opining on the business terms of, validity, or federal tax consequences of any investment agreement that the Client may choose as an investment vehicle for the proceeds of the Bonds, unless the Client and Attorneys agree on the terms of such review and compensation for such review.
Reviewing or opining on the business terms of, validity, or federal tax consequences of any derivative financial products, such as an interest rate swap agreement, that the Client may choose to enter into in connection with the issuance of the Bonds, unless the Client and Attorneys agree on the terms of such review and compensation for such review.
Other than explaining legal requirements or considerations, advising on financial or business decisions with respect to a proposed issue, such as the par amount of the debt to be issued or other pricing variables.
Addressing any other matter not specifically set forth above that is not required to render our Bond Opinion.
Section 5. Conflicts; Prospective Consent. Attorneys represent many political subdivisions, investment banking firms and financial advisory firms. It is possible that during the time that Attorneys are representing the Client, one or more of Attorneys present or future clients will have transactions with the Client. It is also possible that Attorneys may be asked to represent, in an unrelated matter, one or more of the entities involved in the issuance of the Bonds. Attorneys do not believe such representation, if it occurs, will adversely affect Attorneys' ability to represent you as provided in this Agreement, either because such matters will be sufficiently different from the issuance of the Bonds so as to make such representations not adverse to our representation of you, or because the potential for such adversity is remote or -4-
Exhibit 4 162
minor and outweighed by the consideration that it is unlikely that advice given to the other client will be relevant to any aspect of the issuance of the Bonds. Execution of this Agreement will signify the Clients consent to Attorneys' representation of others consistent with the circumstances described in this paragraph.
Section 6. Compensation. For the bond counsel and special counsel services performed by Attorneys under Section 2 above, the Client will pay Attorneys a fee equal to the sum of the following:
a) For the services described in Section 2 other than those related to the judicial validation action, $45,000.
b) For the services described in Section 2 related to the judicial validation action, $5,000. c) For the Disclosure Counsel services performed by Attorneys under Section 3 above, the Client will pay Attorneys a flat fee of $30,000.
In addition, the Client shall pay to Attorneys all direct out-of-pocket expenses for travel outside the State of California (if any), messenger and delivery service, photocopying, closing costs, legal publication expenses and other costs and expenses incurred by Attorneys in connection with their services hereunder.
Payment of Attorneys' Bond Counsel fees or costs described in clause a) above and Disclosure Counsel fees or costs is entirely contingent on the successful issuance of the Bonds, will be due and payable upon the delivery of the Bonds and will be payable solely from the proceeds of the Bonds and from no other funds of the Client, and is due upon the issuance of the Bonds. Such fees are not set by law but are negotiable between Attorneys and Client. The special counsel fees described in clause b) above are payable upon completion of the validation proceedings.
Section 7. Responsibilities of the Client. The Client will cooperate with Attorneys and furnish Attorneys with certified copies of all proceedings taken by the Client, or otherwise deemed necessary by Attorneys to render an opinion upon the validity of the proceedings. During the course of this engagement, Attorneys will rely on Client to provide Attorneys with complete and timely information on all developments pertaining to any aspect of the Bonds and their security.
Attorneys are not responsible for costs and expenses incurred incidental to the actual issuance and delivery of the Bonds, including the cost of preparing certified copies of proceedings required by Attorneys in connection with the issuance of the Bonds, and printing and publication costs.
Section 8. Independent Contractor. Attorneys will act as an independent contractor in performing the services required under this Agreement, and under no circumstances shall Attorneys be considered an agent, partner, or employee of the Client.
Section 9. Assignment. Attorneys may not assign their rights or delegate their obligations under this Agreement, in whole or in part, except with the prior written consent of the Client.
Section 10. Termination of Agreement.
(a) Termination by Client. This Agreement may be terminated at any time by the Client with or without cause upon written notice to Attorneys. -5-
Exhibit 4 163
(b) Termination by Attorneys. This Agreement may be terminated by Attorneys upon 15 days' written notice to Client if Client fails to follow written legal advice given by Attorneys. (c) Termination Upon Issuance of Bonds. This Agreement shall terminate upon the issuance of the Bonds.
(d) Consequences of Termination. In the event of termination, all finished and unfinished documents shall at the option of the Client become its property and shall be delivered to the Client by Attorneys.
IN WITNESS WHEREOF, the Client and Attorneys have executed this Agreement as of the date first above written.
CITY OF BELL GARDENS
Manuel Carrillo
Director of Finance and Administrative Services
JONES HALL, A PROFESSIONAL LAW
CORPORATION
Juan M. Galvan
Vice President
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Exhibit 4 164
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CITY OF BELL GARDENS
OFFICE OF THE CITY MANAGER
AGENDA REPORT
Item 9.
TO: Honorable Mayor and City Council Members
FROM: Michael B. O'Kelly, City Manager
BY: Grissel Chavez, Director of Public Works
Douglas Benash, P.E., City Engineer
SUBJECT: APPROVAL OF PLANS AND SPECS AND AUTHORIZATION TO SOLICIT
BIDS FOR THE VARIOUS RESIDENTIAL STREET IMPROVEMENTS
PROJECT (CIP# 3909)
DAT E: February 28, 2022
RECOMMENDATION:
It is staff's recommendation that the City Council by motion;
1. Approve plans and specifications for the FY 21-22 Various Residential Street Improvements Project; and
2. Authorize staff to solicit competitive bids and publish the Notice Inviting Bids (NIB); and
3. Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(c).
BACKGROUND/DISCUSSION:
Engineering staff has completed the design and construction documents for this project. The project scope of work consists of concrete repairs of the curb, gutters, cross gutters, and sidewalks, concrete pavement repairs, installation of ADA access ramps, pavement grinding and asphalt paving, signing and striping improvements on the below listed City streets. • Lanto Street from Ajax to Selinda
• Lanto Street from Selinda to Colmar
• Darwell Street from Florence to Lubec
• Darwell Street from Gage to Agra
• Darwell Street from Agra to Watcher
• Chalet Street from Hannon to Gage
• Scout Avenue and Florence Place Intersection
The specifications indicate that the contractor shall complete all work in every detail within forty (40) working days.
Upon authorization by the City Council, staff will proceed with the bid phase of the project. Publishin the NIB ensures that the City follows the competitive bidding process, which involves advertisemei and solicitation of sealed bids, publicly opening of bids and awarding the contract to the lower responsive and responsible bidder at a future City Council meeting. Staff will publish the N I B in a loc, newspaper of general circulation and other electronic media and post the plans and specifications o 166
the City's website. The published NI B shall state the time and place for the receiving and opening c sealed bids and distinctly describe the project. The notice shall be published a for a minimum period c fourteen (14) calendar days before the date of opening the bids in a newspaper of general circulatio per Public Contract Code Section 22037.
Bid Schedule:
C • •H
• Bid Opening:
• Anticipated Award of Contract:
March 2, through March 16, 2022
March 16, 2022 at 11:00 AM
April 11, 2022
LEGAL AND PROGRAM REQUIREMENTS:
Government Code Section 830.6 provides, "Neither a public entity nor a public employee is liable. for an injury caused by the plan or design of a construction of, or an improvement to, public properi where such plan or design has been approved in advance of the construction or improvement by th legislative body ... or employee exercising discretionary authority to give such approval or where suc plan or design is prepared in conformity with standards previously approved." In order to bid the project and provide California design immunity, per Government Code Sectio 830.6, the City Council must approve the plans and specifications prior to the construction biddin process. The intent of Section 830.6 is to prevent a judge or jury from second-guessing discretional approvals made by the public agency and its employees regarding a plan or design for a constructio project. Staff's recommendation is for the approval of the plans and specifications to proceed wit formal bidding of the project.
ENVI RONMENTAL ANALYSIS:
Pursuant to Section 6004 (23 U.S.C. 326) and Section 15301(c) of the CEQA Guidelines (Class 1, Existing Facilities) the proposed project has been reviewed to determine whether it is exempt from NEPA and CEQA. The proposed project will not involve or affect any sensitive environments or habitats, scenic resources, historical buildings, historic resources or any hazardous waste sites.
Therefore, under Section 6004(d1) and Section 15301(c) of the CEQA Guidelines (Class 1, Existing Facilities), it has been determined that the project is exempt from NEPA and CEQA pursuant to categorical exemptions. A Notice of Exemption will be prepared and filed with the County Clerk's Office.
CONCLUSION:
Upon authorization by the City Council, staff will proceed with the bid phase of the project.
FISCAL IMPACT:
The Engineer's estimate to complete this work, including a 10% contingency, is $622,476. The City' C I P budget includes $725,406 of Measure M and R Funds to complete the project. Upon receipt c bids, if additional funding is needed, a budget appropriation will be requested at the time of award c contract.
167
ATTACHMENTS:
Exhibit 1 - Notice Inviting Bids
Exhibit 2 - Radius Map
APPROVED ELECTRONICALLY BY:
Michael B. O'Kelly, City Manager
Stephanie Vasquez, Assistant City Attorney for Rick R. Olivarez, City Attorney Manuel Carrillo, Director of Finance and Administrative Services 168
NOTICE INVITING SEALED BID
FOR
VARIOUS RESIDENTIAL STREET IMPROVEMENTS
FY 2021-2022
IN THE CITY OF BELL GARDENS
PUBLIC NOTICE IS HEREBY GIVEN that the City of Bell Gardens as AGENCY, invites sealed bids for the above -stated project and will receive such bids in the offices of the City Clerk, City Hall, 7100 South Garfield Avenue, Bell Gardens, California 90201, up to the hour of 11:00 AM on March 16, 2022, at which time they will be publicly opened.
Copies of the Plans, Specifications, and contract documents are available on the City's website at https://www.belIgardens.org/i-want-to/view-bids-rfps/rfps-and-bids and at dbenash(a)-infengr.com or sengineer(a)-infengr.com. In order to be on the Plan Holders List for this project, each bidder must submit a Bidder's Information Sheet which is also available on the City's website. Bids will not be accepted unless the bidder is on the Plan Holder List.
To comply with SB 854, beginning January 1, 2015 the following applies:
1. No contractor or subcontractor may be listed on a bid proposal for public works project (submitted on or after March 1, 2015) unless registered with the Department of Industrial Relations (DIR) pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)].
2. No contractor or subcontractor may be awarded a contract for public works on a public works project awarded on or after April 1, 2015, unless registered with the DIR.
3. The project is subject to compliance monitoring and enforcement by the DIR.
4. Require the prime contractor to post job site notices prescribed by regulation (regulation not created yet) or the City must post the notices itself.
The Contractor shall fill in the Department of Industrial Relations (DIR) Contractor Registration Number Form provided in Appendix "B" and submit it with the sealed Bid.
Any contract entered into pursuant to this notice will incorporate the provisions of the State Labor Code. Pursuant to the provisions of Section 1773.2 of the Labor Code of the State of California, the minimum prevailing rate of per hourly wages for each craft, classification or type of workman needed to execute the contract shall be those Exhibit 1 169
determined by the Director of Industrial Relations of the State of California, which are on file at the City Hall, City of Bell Gardens, 7100 South Garfield Avenue, Bell Gardens, California 90201, and are available to any interested party on request.
Attention is directed to the provisions of Section 1777.5 (Chapter 1141, Statutes of 1968) and 1777.5 of the Labor Code concerning the employment of apprentices by the Contractor or any such subcontractor under him. Affirmative action to ensure against discrimination in employment practices on the basis of race, color, national origin, age, marital status, ancestry, sex, religion, or handicap will also be required.
The AGENCY will deduct 5 percent retention from all progress payments as specified in Section 9-3.2 of these specifications. The Contractor may substitute an escrow holder surety of equal value to the retention. The Contractor shall be beneficial owner of the surety and shall receive any interest thereon. Contractor shall provide AGENCY with weekly payroll reports.
The AGENCY hereby affirmatively ensures that minority business enterprises will be afforded full opportunity to submit bids in response to this notice and will not be discriminated against on the basis of race, color, national origin, age, marital status, ancestry, sex, religion, sexual orientation or handicap in any consideration leading to the award of contract.
In entering into a public works contract, or a subcontract, to supply goods, services, or material pursuant to a public works contract, the Contractor, or subcontractor, offers and agrees to assign to the awarding body all rights, title and interest in, and to, all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Section 15) or under the Cartwright Act (Chapter 2 [commencing with Section 16700] of part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services, or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time the awarding body tenders final payment to the Contractor, without further acknowledgment by the parties.
Bids must be prepared on the approved Proposal forms or copies thereof in conformance with the Instructions to Bidders and submitted in a sealed envelope plainly marked on the outside as follows:
VARIOUS RESIDENTIAL STREET IMPROVEMENTS
FY 2021-2022
The bid must be accompanied by cash, a certified or cashier's check, or bidder's bond, issued by an "admitted surety insurer" made payable to the AGENCY for an amount no less than 10 percent of the total base bid amount.
All bidders shall be licensed in accordance with the provisions of the Business and Professions Code and shall possess a State Contractor's License, Class A, at the time of Exhibit 1 170
bid submittal. The successful Contractor and each of his subcontractors will be required to possess a Business License from the City.
The liquidated damages for this project is five hundred dollars ($500.00) per calendar day the project is not completed within the contract time.
The AGENCY reserves the right to reject any or all bids, to waive any irregularity and to take all bids under advertisement for a period of sixty (60) days.
The total contract period for this project is forty (40) working days from the effective date of the Notice -to -Proceed to be issued by the City. This includes five (5) working days as move -in period and thirty-five (35) working days for construction work.
BY ORDER OF the City of Bell Gardens, California.
Dated: , 2022
Exhibit 1 171
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CITY OF BELL GARDENS
OFFICE OF THE CITY MANAGER
AG E N DA RE P O RT
Item 10.
TO: Honorable Mayor and City Council Members
FROM: Michael B. O'Kelly, City Manager
BY: Jane Halstead, CMC City Clerk
SUBJECT: CONSIDERATION AND APPROVAL OF A30-DAY RESOLUTION
REGARDING THE CONDUCT OF TELECONFERENCED MEETINGS OF
THE CITY COUNCILAND OTHER CITY BODIES UNDER THE MODIFIED RULES SET FORTH UNDER GOVERNMENT CODE SECTION 54953(E)
DATE: February 28, 2022
RECOMMENDATION:
It is staff's recommendation that the City Council adopt or approve the attached Resolution permitting the City conduct public meetings virtually for all public bodies subject to the Brown Act in accordance with the requirements of AB 361, which will require reauthorization every (thirty) 30 days.
BACKGROUND/DISCUSSION:
On March 4, 2020, Governor Gavin Newsom proclaimed a State of Emergency throughout the state of California, in response to the rapid spread and threat of the Novel Coronavirus (COVID- 19). On the same day, the Los Angeles County Board of Supervisors and Los Angeles County Department of Public Health ("LACDPH") declared a local emergency and local public health emergency throughout Los Angeles County. On March 17, 2020, the City of Bell Gardens City Council ("City Council") declared a local emergency due to COVID-19 and have reviewed the need for a local emergency at least once every 60 days since the initial declaration pursuant to Government Code Section 8630(c).
Currently, the state -declared emergency remains in effect. In addition, LACDPH has issued a series of Health Officer Orders containing mandates and recommendations for keeping individuals safe, reducing risk, and preventing the spread of COVID-19. On January 5, 2022, LACDPH issued a Health Order all individuals, regardless of vaccination status, wear a mask in all indoor public settings. On February 25, 2022, LACDPH's amended Health Officer Order permits establishments, businesses, and venues to implement a voluntary exemption for the mask requirement for all fully vaccinated customers and visitors.
On September 16, 2021, Governor Newsom signed Assembly Bill (AB) 361 (Rivas, 2021), which authorizes local agencies to continue to hold public meetings remotely under modified teleconferencing requirements set forth in the Brown Act (Government Code section 54953(b)(3)) during a state -declared emergency, as that term is defined, and when either state or local health officials have imposed or recommended measures to promote social distancing, or in situations when the legislative body has determined that meeting in person would present imminent risks to the health or safety of attendees. AB 361 went into effect immediately and sunsets on January 1, 177
2024.
On Monday, February 14, 2022, the City passed Resolution Number 2022-12, ratifying the proclamation of a State of Emergency by Governor Newsom on March 4, 2020, and re- authorizing remote teleconference meetings of the City Council, City Boards, and all Commissions of the City of Bell Gardens, for the period from February 14, 2022, through March 16, 2022, pursuant to Brown Act provisions.
Under AB 361, legislative bodies of the City can meet remotely during a declared State of Emergency by the Governor that includes the jurisdictional boundaries of the City, if the legislative body determines that one of the following is also true:
1. State or local officials have imposed or recommended social distancing; or
2. To determine, by a majority vote, whether to hold remote meetings as a result of the State of Emergency, because meeting in person would present imminent risks to the health or safety of attendees; or
3. The legislative body holds a meeting having already determined by a majority vote to hold remote meetings.
Modified Brown Act requirements underAB 361, include, among other provisions, that:
Members of the public must be allowed to address the body and offer comments in real-time during the meeting.
In the event of a technical disruption, the public agency cannot take any further action on the agenda until the issue is resolved.
Public agencies may not require public comments be submitted in advance (this is still a permissible option but cannot be the only option).
Members of the public must be given a reasonable time to register to provide public comment, if necessary, and agencies that provide a timed public comment period shall not close the remote public comment option until that timed period has expired.
Once the initial authorizing resolution is adopted, ongoing authorization every thirty (30) days is required by majority vote. If the legislative body desires to continue using the teleconference exception, it must confirm the circumstances of the State of Emergency thirty (30) days after the first teleconference meeting and every thirty (30) days thereafter. In an effort to avoid a lapse of Resolution Number 2022-12, staff recommends the City Council adopt the attached resolution.
CONCLUSION:
If approved, the following will be adopted or approved:
1) The attached Resolution authorizing the City conduct public meetings virtually for all public bodies subject to the Brown Act in accordance with the requirements of AB 361, which will require reauthorization every (thirty) 30 days.
178
FISCAL IMPACT:
There is no fiscal impact to the City.
ATTACHMENTS:
Exhibit 1 - Resolution No. 2022-18
APPROVED ELECTRONICALLY BY:
Michael B. O'Kelly, City Manager
Stephanie Vasquez, Assistant CityAttorneyfor Rick R. Olivarez, City Attorney Manuel Carrillo, Director of Finance and Administrative Services 179
RESOLUTION NO. 2022-18
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELL
GARDENS, CALIFORNIA, RATIFYING THE PROCLAMATION OF A
STATE OF EMERGENCY BY GOVERNOR NEWSOM ON MARCH 4,
2020, AND AUTHORIZING REMOTE TELECONFERENCE MEETINGS
OF THE CITY COUNCIL, CITY BOARDS, AND ALL COMMISSIONS OF
THE CITY OF BELL GARDENS, FOR THE PERIOD FROM
FEBRUARY 28, 2022, THROUGH MARCH 30, 2022, PURSUANT TO
BROWN ACT PROVISIONS
WHEREAS, Coronavirus, also known as COVID-19, was first reported in China in December 2019, it has now spread throughout the state of California, including throughout the City of Bell Gardens ("City");
WHEREAS, on March 4, 2020, California Governor Gavin Newsom declared a State of Emergency in response to the rising cases of COVID-19 throughout the state of California;
WHEREAS, on March 4, 2020, the Los Angeles County Board of Supervisors and Los Angeles County Department of Public Health ("LACDPH") declared a local emergency and local public health emergency in response to the spread of COVID-19 throughout the County;
WHEREAS, on March 13, 2020, the President of the United States declared a National Emergency due to the continued spread and the effects of COVID-19; WHEREAS, on March 17, 2020, the City of Bell Gardens City Council ("City Council') declared a local emergency due to COVID-19, and have reviewed the need for a local emergency at least once every 60 days since the initial declaration pursuant to Government Code Section 8630(c);
WHEREAS, on March 17, 2020, Governor Newsom issued Executive Order N-29- 20, which allowed local governments meet remotely without adherence to the traditional teleconferencing rules set forth in the Ralph M. Brown Act ("Brown Act"), this waiver was extended through September 30, 2021, by Executive Order N-08-21; WHEREAS, on September 16, 2021, Governor Newsom signed into IawAssembly Bill No. 361 ("AB 361 "), which, until January 1, 2024, authorizes a local agency to use teleconferencing without complying with the teleconferencing requirements imposed by the Brown Act, when a legislative body of a local agency holds a meeting during a declared State of Emergency, as that term is defined, when state or local health officials have imposed or recommended measures to promote social distancing or when the legislative body has determined that meeting in person would present imminent risks to the health or safety of attendees;
Exhibit 1 180
Resolution No. 2022-18
WHEREAS, on January 5, 2022, LACDPH issued an Order requiring indoor masking by all individuals, regardless of vaccination status; WHEREAS, on February 25, 2022, LACDPH amended their current Health Officer Order to permit establishments, businesses, and venues implement a voluntary exemption for the mask requirement for all fully vaccinated customers and visitors; WHEREAS, AB 361 requires legislative bodies that hold teleconferenced meetings under its abbreviated teleconferencing procedures to give notice of the meeting and post agendas, as described, to allow members of the public to access the meeting and address the legislative body, to give notice of the means by which members of the public may access the meeting and offer public comment, including an opportunity for all persons to attend via a call -in option or an internet-based service option, and to conduct the meeting in a manner that protects the statutory and constitutional rights of the parties and the public appearing before the legislative body;
WHEREAS, AB 361 requires the legislative body take no further action on agenda items when there is a disruption which prevents the public agency from broadcasting the meeting, or in the event of a disruption within the local agency's control which prevents members of the public from offering public comments, until public access is restored; WHEREAS, AB 361 prohibits the legislative body from requiring public comments to be submitted in advance of the meeting and specifies that the legislative body must provide an opportunity for the public to address the legislative body and offer comment in real time;
WHEREAS, AB 361 prohibits the legislative body from closing the public comment period and the opportunity to register to provide public comment, until the public comment period has elapsed or until a reasonable amount of time has elapsed, as specified; WHEREAS, all City Council, Board, and Commission meetings are open and public, as required by the Brown Act, so that any member of the public may attend, participate, and watch the City Council or City Commission conduct their business; WHEREAS, on December 13, 2021, the City Council adopted Resolution No. 2021-105 ratifying the proclamation of a State of Emergency by Governor Newsom on March 4, 2020, and authorizing remote teleconference meetings of the City Council, City Boards, and all Commissions of the City of Bell Gardens, for the period from December 13, 2021, through January 12, 2022, pursuant to Brown Act provisions; WHEREAS, on January 10, 2022, the City Council adopted Resolution 2022-03 extending Resolution 2021-105 through February 9, 2022; WHEREAS, on January 24, 2022, the City Council adopted Resolution 2022-08, extending Resolution 2022-03 through February 23, 2022; 2 of 4
Exhibit 1 181
Resolution No. 2022-18
WHEREAS, on February 14, 2022, the City Council adopted Resolution 2022-12, extending Resolution 2022-08 through March 16, 2022;
WHEREAS, the City finds that the continuous spread of COVID-19, specifically the Omicron variant of COVID-19, throughout the community has caused, and will continue to cause, conditions of peril to the safety of persons within the City that are likely to be beyond the control of the City;
WHEREAS, the City continues to enforce measures to promote social distancing which include requiring staff and civilians wear masks in City buildings as well as posting COVID-19 safety measures throughout City buildings and on the City's social media accounts;
WHEREAS, in light of the continuing State declaration of emergency resulting from the COVID-19 pandemic, the Order of the Los Angeles County Department of Public Health, and the imminent risks to the health and safety of attendees at meetings conducted in person due to the spread of COVID-19, the City Council desires to make the findings required by AB 361 to allow the City Council and all City Boards and Commissions to continue to meet under AB 361's abbreviated teleconferencing procedures.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Bell Gardens as follows:
SECTION 1. The above recitals are true and correct and are incorporated herein by reference.
SECTION 2. The City Council finds that local officials, specifically, the Los Angeles County Department of Public Health, has continued to recommend social distancing measures.
SECTION 3. The City Council hereby ratifies the Governor of the State of California's Proclamation of State of Emergency, effective as of its issuance date of March 4, 2020.
SECTION 4. The City Manager or designee and legislative bodies of the City are hereby authorized and directed to take all actions necessary to carry out the intent and purpose of this Resolution including, continuing to conduct open and public meetings in accordance with Government Code section 54953(e) and other applicable provisions of the Brown Act.
SECTION 5. This Resolution shall take effect immediately upon its adoption and shall be effective starting February 28, 2022, until the earlier of March 30, 2022, or such time as the City Council adopts a subsequent resolution in accordance with Government Code section 54953(e)(3) to extend the time during which the legislative bodies of the 3 of 4
Exhibit 1 182
Resolution No. 2022-18
City of Bell Gardens may continue to teleconference without compliance with paragraph (3) of subdivision (b) of section 54953.
SECTION 6. All portions of this Resolution are severable. If any section, subsection, sentence, clause, phrase or portion of this Resolution is for any reason held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Resolution.
SECTION 7. The City Clerk shall attest and certify to the passage and adoption of this Resolution and enter it into the book of original resolutions, and it shall become effective immediately upon its approval.
PASSED, APPROVED and ADOPTED this 28t" day of February 2022.
THE CITY OF BELL GARDENS
Maria Pulido, Mayor
APPROVED AS TO FORM: ATTEST:
Rick Olivarez
City Attorney
4 of 4
Jane Halstead
City Clerk
Exhibit 1 183
CITY OF BELL GARDENS
OFFICE OF THE CITY MANAGER
AG E N DA RE P O RT
Item 11.
TO: Honorable Mayor and City Council Members
FROM: Michael B. O'Kelly, City Manager
BY: Hailes H. Soto, Senior Management Analyst
SUBJECT: POLICE DEPARTMENT EFFICIENCY STUDY
DATE: February 28, 2022
RECOMMENDATION:
It is staff's recommendation that the City Council by motion:
1. Discuss Police Department Efficiency Study Request for Proposal; and
2. Authorize the City Manager to finalize the terms and conditions of the Professional Services Agreement subject to the proposal attached hereto and subject to approval by the City Attorney and appropriate funds in the Fiscal Year 2021-2022 budget.
BACKGROUND/DISCUSSION:
During the approval process of the Fiscal Year 2020-2021 Budget, staff was directed to issue a Request for Proposal ("RFP") for a Police Department Efficiency Study. The RFP was available from November 3, 2021 to December 20, 2021. A copy of the circulated RFP is included as an attachment. The City Clerk's Office received a total of three (3) proposals from qualified firms that provide public safety needs assessment. The RFP indicated that a qualified professional shall collect and interpret data to identify public safety needs specific to Bell Gardens based on demographics, calls for service, crime statistics, community feedback, etc. The qualified firms shall identify main categories of need, such as calls for service related to mental health, homelessness, noise complaints, traffic, parking, violent crime, etc.
The RFP requested a scope of work including but not limited to:
1. Public Safety Needs Assessment
2. Evaluation of Services
• Overview of Service
• Comparison
• Analysis
• Recommendation
• Police Services
• Field Services
• Criminal Investigations
• Support Services
• Office of The Chief
• Organization (overall organizational structure and top management positions) • Other/Potential Services
184
• Comparable Jurisdictions
• Confirm Scope of Work and Objectives and Establish a Timeline • Initial Observations and Findings/Draft Report
• Final Report
The City Clerk's Office received proposals from three firms: Citygate Associates, LLC out of Folsom, California; Raftelis out of Cincinnati, Ohio; and AH Datalytics, LLC out of New Orleans, Louisiana. The three proposals were reviewed and rated by staff including City Manager Michael B. O'Kelly, Chief of Police B. Scott Fairfield, Director of Public Works Grissel Chavez, and Senior Management Analyst Hailes H. Soto.
#
FIRM
PRICE
TIMING
1 Citygate Associates, LLC
$74,247
6 Months
2 Raftelis
$84,000
3 Months
3 Datalytics, LLC
$40,000
3 Months
After carefully and diligently reviewing all proposals, the four (4) raters unanimously concluded that Citygate Associates, LLC submitted the most comprehensive proposal. Even though it was the second most expensive proposal, Citygate Associates, LLC have the most experience producing police department efficiency studies.
CONCLUSION:
If the City Council votes to to proceed with the police department efficiency study, the City Council will direct the City Manager to finalize the Professional Services Agreement with Citygate Associates, LLC to conduct a police department efficiency study.
FISCAL IMPACT:
As part of the 2020-2021 Fiscal Year Process, the City Council allocated General Fund money for the Police Department Efficiency Study. If approved, the City Council will need to allocate new General Fund money for the 2021-2022 Fiscal Year in an amount of $74,247. The cost of this study represents less than half of one percent of the Police Department budget.
ATTACHMENTS:
Exhibit 1
- Resolution No. 2022-19
Exhibit 2
- Sample Professional Services Agreement
Exhibit 3
- Police Department Efficiency Study RFP
Exhibit 4
- Proposal Submitted by Citygate
Exhibit 5
- Proposal Submitted by Raftelis
Exhibit 6
- Proposal Submitted byAH Datalytics, LLC
APPROVED ELECTRONICALLY BY:
Michael B. O'Kelly, City Manager
Stephanie Vasquez, Assistant CityAttorneyfor Rick R. Olivarez, City Attorney Manuel Carrillo, Director of Finance and Administrative Services 185
RESOLUTION NO. 2022-19
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELL
GARDENS, CALIFORNIA, AUTHORIZING THE CITY MANAGER TO
EXECUTE AN AGREEMENT WITH CITYGATE ASSOCIATES LLC FOR
POLICE DEPARTMENT EFFICIENCY STUDY
WHEREAS, the City of Bell Gardens ("City") is a general law city incorporated under the laws of the State of California;
WHEREAS, the City released a Request for Proposals on November 3, 2021 for Police Department Efficiency Study;
WHEREAS, the City received three (3) proposal for the award of the Police Department Efficiency Study Agreement;
WHEREAS, after evaluating the Proposals, staff identified Citygate Associates, LLC as the police department efficiency study firm who would be able to best provide services on an as -needed basis; and
WHEREAS, the City Council desires to enter into a contract with Citygate Associates, LLC for Police Department Efficiency Study for a term of 1 (one) year.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Bell Gardens as follows:
SECTION 1. The City Council finds that the above recitals are true and correct and incorporate them herein.
SECTION 2. The City Council finds that the City has complied with its bidding procedures for professional services pursuant to Bell Gardens Municipal Code Section
3.04.105.
SECTION 3. The City Council hereby awards an agreement for Police Department Efficiency Study to Citygate Associates, LLC.
SECTION 4. The City Council hereby awards an agreement for Police Department Efficiency Study to Citygate Associates, LLC for an amount in accordance with the fee schedule incorporated in the agreement.
SECTION 5. The City Council further authorizes the City Manager to execute the agreement with Citygate Associates, LLC, subject to approval by the City Attorney.
SECTION 6. The City Clerk shall attest and certify to the passage and adoption of this Resolution and enter it into the book of original resolutions, and it shall become effective immediately upon its approval.
Exhibit 1 186
Resolution No. 2022-19
PASSED, APPROVED AND ADOPTED this 28t" day of February, 2022.
THE CITY OF BELL GARDENS
Maria Pulido, Mayor
APPROVED AS TO FORM: ATTEST:
Rick Olivarez
City Attorney
Jane Halstead
City Clerk
2 of 2
Exhibit 1 187
2020
PROFESSIONAL SERVICES AGREEMENT
(Engagement- INSERT ENGAGEMENT DESCRIPTION)
(Parties: City of Bell Gardens and INSERT CONSULTANT )
1. IDENTIFICATION
THIS PROFESSIONAL SERVICES AGREEMENT ("Agreement") is entered into by and between the City of Bell Gardens, a California municipal corporation ("City") and INSERT CONSULTANT ("Consultant").
2. RECITALS
WHEREAS, City has determined that it requ
from a consultant: INSERT DESCRIPTION
WHEREAS, City issued a Request for Prop;
WHEREAS, Consultant represents, that
professional services described in this Agreemer
training, education and expertise of its principals
represents that it is willing to accept, responsib
accordance with the terms and conditions set forth
WHEREAS, City
skills and training nece:
NOW, THEREF
conditions herein conta
3. DEFINITIONS
3.1 "Effective
4. SCOPE OF WOi
the follow
IRED WO
ional services
on
s fully, qualified to perform the
virtue of its experience and the
d employees. Consultant further
for performing such services in
his Agreement; and
that Consultant possesses the experience,
rovide such services to City; and
for and in""coideration of the mutual covenants and
City and Consultant agree as follows:
Date of when Agreement is fully executed by all Parties.
4.1 Subject to the terms and conditions of this Agreement, Consultant agrees to provide the services and tasks described in that certain Request for Proposals of City entitled "INSERT TITLE " issued INSERT DATE RFP WAS ISSUED, (hereinafter, "City RFP") and the written proposal of Consultant entitled "INSERT TITLE OF CONSULTANT L" (hereinafter, the "Consultant Proposal") dated INSERT DATE OF PROPOSAL. The City RFP and the Consultant Proposal are attached and incorporated hereto as Exhibit "A" and "B" respectively. The term "Scope of Work" shall be a collective reference to the City RFP and the Consultant Proposal. The capitalized term "Work" shall be a collective reference to all the various services and tasks referenced in the Scope of Work. In the event of any conflict or inconsistency between the provisions of the document entitled City RFP and the provisions of the document entitled Consultant Exhibit 2 188
Proposal, the requirements of the document entitled City RFP shall govern and control but only to the extent of the conflict or inconsistency and no further. In the event of any conflict or inconsistency between the provisions of the Scope of Work and the provisions of this Agreement to which the Scope of Work is attached, the provisions of this Agreement shall govern and control.
5. PROSECUTION OF WORK
5.1 Time is of the essence of this Agreement and each and every provision contained herein. The Work shall be commenced within three (3) calendar days of City's issuance of a Notice to Proceed. Consultant shall complete the various tasks identified in the Scope of Work, defined above, and shall complete all services and tasks contemplated under this Agreement by [INSERT COMPLETION DAT_ ] (the "Completion Date").
5.2 Consultant shall perform the Work continuously and with due diligence so as to complete the Work by the Completion Date. Consultant shall cooperate with City and in no manner interfere with the work of City, its employees or other consultants, contractors or agents.
5.3 Consultant shall not claim or be entitled to receive any compensation or damage because of the failure of Consultant, or, its subconsultants, to have related services or tasks completed in a timely manner.
5.4 Consultant shall at all ti
Consultant's employees.
5.5 Consultant, at it
similar taxes required by law.
strict discipline and good order among
hall pay all sales, consumer, use or other
5.6 Consultant shall obtain 'a City business license prior to commencing performance under this Agreement. Consultant shall perform all work to the highest professional standards of' Consultant's profession and in a manner, reasonably satisfactory to City. Consultant shall comply with all applicable federal, state, and local laws and regulations (including the conflict of interest provisions of Government Code Section 1090 and the Political Reform Act (Government Code Section 81000 et seq.)).
During the term of this Agreement, Consultant shall not perform any work for another person or entity for whom Consultant was not working at the Commencement Date if both (i) such work would require Consultant to abstain from a decision under this Agreement pursuant to a conflict of interest statute; and (ii) City has not consented in writing to Consultant's performance of such work.
5.7 Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services identified in the Scope of Services. All such services shall be performed by Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such services. Consultant shall identify a project administrator and shall have direct responsibility for management of Consultant's performance under this Agreement. No change shall be made in Exhibit 2 189
Consultant's project administrator without City's prior written consent.
5.8 Consultant understands the nature and scope of the Work to be performed under this Agreement as well as any and all schedules of performance;
5.9 All of Consultant's employees and agents possess sufficient skill, knowledge, training and experience to perform those services and tasks assigned to them by Consultant; and
5.10 All of Consultant's employees and agents (including, but not limited to, subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all such licenses, permits, certificates, qualifications and approvals will be maintained throughout the term of this Agreement and made available to City for copying and inspection.
5.11 The Parties acknowledge
Consultant's own cost and expense an
services necessary to correct any errors
comply with the standard of care set fortl
part of Consultant's employees, agents, c
Such effort by Consultant to correct
immediately upon their discovery by eith(
calendar days from the date of discovery c
by the City Representative in writing and ii
acknowledge and agree that Gity's accer
on Consultant's behalf will not constitt
performance. The Parties further ackr,
relied upon the foregoing representation:
representation that Consultant possesses
necessary to perform the Work skillfully,
Consultant's ° profession,
A
and agree that Consultant will perform, at
1 without any, reimbursement from City, any
r omisIs'ions caused by Consultant's failure to
under this Section or by any like failure on the
)ntractors, subcontractors and subconsultants.
ny errors or omissions will be commenced
r Party and will be completed within seven (7)
r such other extended period of time authorized
i their sole and absolute discretion. The Parties
lance of any work performed by Consultant or
to a release of any deficiency or delay in
vledge, understand and agree that CITY has
"'of., Consultant, including but not limited to the
the skills, training, knowledge and experience
competently and to the highest standards of
6.1 City agrees to compensate Consultant for the services provided under this Agreement and Consultant agrees to accept payment in full satisfaction for such services as set forth under Attachment "C" entitled "INSERT FEE SCHEDULETITLE".
6.2 The foregoing notwithstanding, Consultant's total compensation for the performance of all Work contemplated under this Agreement, will not exceed the total budgeted aggregate sum of INSERT NOT -TO -EXCEED AMOUNT ($ INSERT DOLLAR AMOUNT) (hereinafter, the "Not -to -Exceed Sum") during the term of the Agreement, unless such added expenditure is first approved to exceed the Not -to -Exceed Sum prior to the expiration of this Agreement, City may suspend Consultant's performance pending City approval of any anticipated expenditures in excess of the Not -to -Exceed Sum or any other City approved amendment to the compensation terms of this Agreement.
Exhibit 2 190
6.3 The Not -to -Exceed Sum will be paid to Consultant in monthly increments as the Work is completed. Following the conclusion of each calendar month, Consultant will submit to City an itemized invoice indicating the services performed and tasks completed during the recently concluded calendar month, including services and tasks performed and the reimbursable out-of-pocket expenses incurred. If the amount of Consultant's monthly compensation is a function of hours worked by Consultant's personnel, the invoice should indicate the number of hours worked in the recently concluded calendar month, the persons responsible for performing the Work, the rate of compensation at which such services and tasks were performed, the subtotal for each task and service performed and a grand total for all services performed. Within thirty (30) calendar days of receipt of each invoice, City will notify Consultant in writing of any disputed amounts included in the invoice. Within forty-five (45) calendar days of receipt of each invoice, City will pay all undisputed amounts included on the invoice. City will not withhold applicable taxes or other authorized deductions from payments made to Consultant.
7. OWNERSHIP OF WRITTEN PRODUCTS
All reports, documents or other written material '("written products") developed by Consultant in the performance of this Agreement hall be and remain the property of City without restriction or limitation upon its use or dissemination by City.
V 4 w_ll 11010 611: 11 ;K01 M 1
Consultant is, and shall at
contractor. Consultant shall have no p
behalf of City or otherwise to ci .on beh,
officers, employees or agent&shalJ,havE
Consultant's employees, except, as'°,sei
represent that it is, or that any of its age
of City. Consultant is not, nor shall becc
services provided under this Agreement
but not limited to health insurance. den
unemployment insura
9. CONFIDENTU
mes remain as to City, a wholly independent
)wer to incur any debt, obligation, or liability on
ilf of City as an agent. Neither City nor any of its
control over the conduct of Consultant or any of
forth in this Agreement. Consultant shall not
its or employees are, in any manner employees
me,"by virtue of performance of the professional
entitled to any City employee benefits, including
al insurance, vacation pay, retirement pension,
npensation insurance.
All data, documents, 'discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without prior written consent by City. City shall grant such consent if disclosure is legally required. Upon request, all City data and any copies thereof shall be returned to City upon the termination or expiration of this Agreement.
10. INDEMNIFICATION
10.1 The Parties agree that City and City's elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the "City Indemnitees") should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys' fees, litigation costs, or any other cost arising out of or in any way related to the performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to Exhibit 2 191
provide the City Indemnitees with the fullest protection possible under the law. Consultant acknowledges that City would not enter into this Agreement in the absence of Consultant's commitment to indemnify, defend and protect City as set forth herein.
Notwithstanding the foregoing, to the extent Consultant's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to Claims that arise out of, pertain to, or relate to the negligence, recklessness, orwillful misconduct of the Consultant. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its officials, officers, employees, agents or volunteers.
10.2 To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend the City Indemnitees from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs, and fees of litigation) of every nature arising out of or' in connection with Consultant's performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage, which is caused by the sole negligence or willful misconduct of the City.
10.3 City shall have the right to offset against the amount of any compensation due to Consultant under this Agreement, any amount due to:City from Consultant as a result of Consultant's failure to either pay City promptly for any costs associated with Consultant's obligations to indemnify the City Indemnitees under this Article, or related to Consultant's failure to either (i) pay, taxes on amounts received pursuant to this Agreement, or (ii) comply with applicable workers'' compensation laws.
10.4 The obliaations of Con
provisions of any workers' compensatic
its statutory immunity under uch ' stq
appointed officials, officers, employees,
ender this Article will not be limited by the
or similar act. Consultant expressly waives
Dr laws as to City and City's elected and
ts. and volunteers.
10.5 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth herein this Article from each and every subcontractor or any other person or entity involved by; for, with or on behalf of Consultant in the performance of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required herein, Consultant agrees to be fully responsible and indemnify, hold harmless'and defend City and City's elected and appointed officials, officers, employees, agents, and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of CONSULTANT's subcontractors or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys' fees incurred by counsel of CITY's choice.
10.6 City does not, and shall not waive any rights that it may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies Exhibit 2 192
are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.
10.7 This Article and all provisions contained herein (including but not limited to the duty to indemnify, defend, and hold free and harmless) shall survive the termination or normal expiration of this Agreement and is in addition to any other rights or remedies which the CITY may have at law or in equity.
11. INSURANCE
11.1 During the term of this Agreement, Consultant shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with Consultant's performance of this Agreement. Such insurance shall be of the types and :in the amounts as set forth below:
11.1.1 Comprehensive General Liability Insurance with coverage limits of not less than One Million Dollars ($1,000,000),including ,products and Completed operations hazard, contractual, insurance, broad form property damage, independent Consultants, personal injury.
11.1.2 Automobile Liability Insurance for vehicles used in connection with the performance of this Agreement with minimum limits of One Million Dollars ($1,000,000) ;per claimant and One Million dollars ($1,000,000) per incident.
11.1.3 Professional liability (Errors & Omissions) insurance. Consultant shall, maintain professional liability insurance that covers the Services to be,,performed in connection with this Agreement, in the minimum amounf'of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this Agreement and Consultant agrees to maintain continuous coverage through a period no less than three (3) years after , completion of the services required by this ent.
Compensation insurance as required by the laws of the
alifornia.
11.2 Consultant shall require each of its subcontractors, if any, to maintain insurance coverage that meets all of the requirements of this Agreement.
11.3 The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A:VII in the latest edition of Best's Insurance Guide.
11.4 Consultant agrees that if it does not keep the aforesaid insurance in full force and effect City may either (i) immediately terminate this Agreement; or (ii) take out the necessary insurance and pay, at Consultant's expense, the premium thereon.
Exhibit 2 193
11.5 At all times during the term of this Agreement, Consultant shall maintain on file with City's Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming the City as an additional insured. Consultant shall, prior to commencement of work under this Agreement, file with City's Risk Manager such certificate(s).
11.6 Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two (2) weeks prior to the expiration of the coverages.
11.7 The general liability and automobile policies of insurance required by this Agreement shall contain an endorsement naming City, its officers, employees, agents and volunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty (30) days' prior written notice to City. Consultant agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes,no obligation, and to delete the word "endeavor" with regard to any notice provisions.
11.8 The insurance provided by Consultant shall be primary to any coverage available to City. Any insurance or self-insurance maintained by City, its officers, employees, agents or volunteers, shall be in excess of Consultant's insurance and shall not contribute with it.
11.9 Any deductibles or self -insured retentions must be declared to and approved by the City. At the„option of City, Consultant shall either reduce or eliminate the deductibles or self-insured,rateptions with respect to City, or Consultant shall procure a bond guaranteeing payment oflosses and expenses.
11.10 Procurernont of insurance bConsultant shall not be construed as a limitation of Consultant's liability or = as full performance of Consultant's duties to indemnify; hold harmless and defend under Section 10 of this Agreement.
City shall' provide Consultant with complete access to information for the proper performance of Consultant's services under this Agreement.
13. Consultant shall maintain full and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. City shall have the right to access and examine such records, without charge, during normal business hours. City shall further have the right to audit such records, to make transcripts therefrom and to inspect all program data, documents, proceedings, and activities.
14. PERMITS AND APPROVALS
7 Exhibit 2 194
Consultant shall obtain, at its sole cost and expense, all permits and regulatory approvals necessary in the performance of this Agreement.
15. NOTICES
Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (i) the day of delivery if delivered by hand, facsimile or overnight courier service during Consultant's and City's regular business hours; or (ii) on the third (3rd) business day following deposit in the United States mail if delivered by mail, postage prepaid, to the addresses listed below (or to such other addresses as the parties may, from time to time, designate in writing).
If to CITY:
City of Bell Gardens
7100 S. Garfield Ave.
Bell Gardens, California 90201
With a courtesy copy to:
Rick Olivarez,
Olivarez Madruga Lemieux
500 S. Grand Ave. Floor 12
Los Angeles, CA 90071
Telephone: (213)744-0099
Facsimile: (213)744-0093
16. 12,
17. If to CONTRACTOR:
9MMUMIll
at the covenants contained in Sections 9 and 10 and Section survive the expiration or termination of this Agreement.
17.1. City may immediately terminate this Agreement at anytime for convenience and without cause by,giving prior written notice of City's intent to terminate this Agreement which notice shall specify the effective date of such termination. Upon such termination for convenience, Consultant will be compensated only for those services and tasks which have been performed by Consultant up to the effective date of the termination. Consultant may not terminate this Agreement except for cause as provided under Section 17.2, below. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data, and other information of any kind prepared by Consultant in connection with the performance of the Work. Consultant will be required to provide such Documents and Data within fifteen (15) calendar days of City's written request. No actual or asserted breach of this Agreement on the part of City Exhibit 2 195
Exhibit 2
pursuant to Section 17.2, below, will operate to prohibit or otherwise restrict City's ability to terminate this Agreement for convenience as provided under this Section.
17.2 In the event either Party fails to perform any duty, obligation, service or task set forth under this Agreement (or fails to timely perform or properly perform any such duty, obligation, service or task set forth under this Agreement), an event of default (hereinafter, "Event of Default") will occur. For all Events of Default, the Party alleging an Event of Default will give written notice to the defaulting Party (hereinafter referred to as a "Default Notice") which will specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default will be cured, which will not be less than the applicable cure period set forth under Sections 17.3 and 17.4, below, or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion. The Event of Default will constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement.
17.3. CONSULTANT will cure the Event of Default within the following time periods:
i. Within ten (10) busi
for any failure of CONSULTANT
agents with any information and/c
which CONSULTANT is obligati
agents under this Agreement. F
CONSULTANT may, submit a wri
of Default upon a showing that C,
Event of Default and that the E(
the 10-day cure period: '=The fo
obligation to grant additional tim
Section 5.2B.i. that exceeds seuE
re oerioa or
less days of CITY's issuance of a Default Notice
to timely provide CITY or''CITY's employees or
it written reports, documentation or work product
sd to provide to CITY or CITY's employees or
riot 'to the expiration of the 10-day cure period,
:ten request far additional time to cure the Event
ASULTANT has commenced efforts to cure the
ant of Default cannot be reasonably cured within
`going notwithstanding, CITY will be under no
for: the cure of an Event of Default under this
n (7) calendar days from the end of the initial 10-
ii. Within fourteen (14) calendar days of CITY's issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 14-day, cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be treasonably cured within the 14-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 17.3(ii) that exceeds thirty (30) calendar days from the end of the initial 14-day cure period.
17.4 In addition to any other failure on the part of Consultant to perform any duty, obligation, service or task set forth under this Agreement (or the failure to timely perform or properly perform any such duty, obligation, service or task), an Event of Default on the part of Consultant will include, but will not be limited to the following: (i) Consultant's refusal or failure to perform any of the services or tasks called for under the Scope of Work; (ii) Consultant's failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (iii) 9 196
Consultant's and/or its employees' disregard or violation of any federal, state, local law, rule, procedure or regulation; (iv) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to Consultant, whether voluntary of involuntary; (v) Consultant's refusal or failure to perform or observe any covenant, condition, obligation or provision of this Agreement; and/or (vii) City's discovery that a statement representation or warranty by Consultant relating to this Agreement is false, misleading or erroneous in any material respect.
17.5. City will cure any Event of Default asserted by Consultant within forty-five (45) calendar days of Consultant's issuance of a Default Notice, unless the Event of Default cannot reasonably be cured within the 45-day cure period. Prior to the expiration of the 45-day cure period, City may submit a written request for additional time to cure the Event of Default upon a showing that City has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 45-day cure period. The foregoing notwithstanding, an Event of Default dealing with City's failure to timely pay any undisputed sums to Consultant will be cured by City within five (5) calendar days from the date of Consultant's Default Notice to City.
17.6. City, in its sole and absolut
Consultant's performance under this AgreE
of Default by giving Consultant written nc
performance (hereinafter, a "Suspension N
at any time upon the occurrence of; an
Consultant will be compensated only for
rendered by Consultant to the reasonable
the suspension. No actual csr asserted brE
operate to prohibit or otherwise restrict
provided herein.
17.7. No
constitute a waiN
oenetit, privilege, of
Party any contractu
and remedies availab
obligations, rights anc
other remedies availa
of this Agreement, Ci
more of the following'
discretion, may also immediately suspend
ment pending Consultant's cure of any Event
rice of City's intent to suspend Consultant's
)tire"). City may issue the Suspension Notice
Event of''Default. Upon such suspension,
those services and tasks which have been
>atisfaction of City up to the effective date of
ach of this Agreement on the part of City will
"ity's' ability to suspend this Agreement as
r of any Event of Default or breach under this Agreement will iny,other or subsequent Event of Default or breach. No waiver, rvice Voluntarily given or performed by a Party will give the other ghts by custom, estoppel, or otherwise.
ies and obligations imposed under this Agreement and the rights le hereunder will be in addition to and not a limitation of any duties, remedies otherwise imposed or available by law. In addition to any ble to City at law or under this Agreement in the event of any breach ty7 in its sole and absolute discretion, may also pursue any one or remedies:
i. Upon written notice to Consultant, the City may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to Consultant, the City may extend the time of performance;
10 Exhibit 2 197
iii. The City may proceed by appropriate court action to enforce the terms of the Agreement to recover damages for Consultant's breach of the Agreement or to terminate the Agreement; or
iv. The City may exercise any other available and lawful right or remedy.
17.9 Consultant will be liable for all legal fees plus other costs and expenses that City incurs upon a breach of this Agreement or in the City's exercise of its remedies under this Agreement.
17.10. In the event City is in breach of this Agreement, Consultant's sole remedy will be the suspension or termination of this Agreement and/or'the recovery of any unpaid sums lawfully owed to Consultant under this Agreement for completed services and tasks.
18. GENERAL PROVISIONS
18.1 Consultant shall not delegate, transfer,, subcontract or assign its duties or rights hereunder, either in whole or in part, without City's prior written consent; and any attempt to do so shall be void and of no effect. City shall not be obligated or liable under this Agreement to any party other than Consultant.'
18.2 In the performance of' this Agreement; Consultant shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation. Consultant will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, without regard to theirrace, color, creed, religion, sex, marital �n
status, national origin, ancestry, age,, physical or mental handicap, medical condition or sexual orientation.___.
18.3 The captions' appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement: Should there be any conflict between such heading, and the section or paragraph thereof at the head of which it appears, the section or paragraph thereof, as the case may be,,and not such heading, shall control and govern in the construction of this Agreement, Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).
18.4 The waiver by City or Consultant of any breach of any term, covenant or condition herein contained shall not be deemed to be a waiver of such term, covenant or condition or of any subsequent breach of the same or any other term, covenant or condition herein contained. No term, covenant or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing.
18.5 Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence that such failure was due to causes beyond the control and without the fault or negligence of Consultant.
11 Exhibit 2 198
18.6 Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such party of any of all of such other rights, powers or remedies. In the event legal action shall be necessary to enforce any term, covenant or condition herein contained, the party prevailing in such action, whether reduced to judgment or not, shall be entitled to its reasonable court costs, including accountants' fees, if any, and attorneys' fees expended in such action subject to the limitations contained in Section 10. The venue for any litigation shall be Los Angeles County, California.
18.7 If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to, , the extent necessary to cure such invalidity or unenforceability, and in its amended form shall be enforceable. In such event, the remainder of this Agreement, or the application of`such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and each term and provision of'this Agreement shall be valid and be enforced to the fullest extent permitted by law.
18.8 This Agreement sha
laws of the State of California.
18.9 All documents reference
incorporated in this Agreement. In the
express provisions of this Agreement a
herein by reference, the provisions, cif
contains the entire Agreement, betwE
transactions contemplated herein. No:c
upon the parties. Amendments hereto
bindino only if made in writino' and exec
TO EFFECTUATI
representatives to
"City"
City of Bell Gardens
construed in accordance with the
as exhibits in this Agreement are hereby
went of',any material discrepancy between the
I the provisions of any document incorporated
,iis Agreement shall prevail. This instrument
n ;Pity and Consultant with respect to the
ier prior oral or written agreements are binding
or deviations herefrom shall be effective and
ed by City and Consultant.
REEMENT, the parties have caused their duly authorized
is Agreement on the dates set forth below.
By: By:
Michael B. O'Kelly, City Manager
Date:
"Consultant"
INSERT CONSULTANT
Date:
12 Exhibit 2 199
Approved as to form:
By:
Rick Olivarez, City Attorney
13 Exhibit 2 200
14 Exhibit 2 201
15 Exhibit 2 202
CITY OF BELL GARDENS
REQUEST FOR PROPOSAL FOR
POLICE DEPARTMENT EFFICIENCY STUDY
ISSUED DATE: November 3, 2021
SUBMISSION DEADLINE: December 20, 2021, 5:00 pm
LOCATION: City of Bell Gardens, City Clerk's Office
7100 Garfield Avenue
Bell Gardens, CA 90201
I. GENERAL INFORMATION ABOUT CITY
The City of Bell Gardens was incorporated as a general law city in 1961 and is as rich in history. It is bordered by the City of Commerce, Cudahy, Downey, South Gate, and Bell.
As of the 2020 United States Census, the City had a population of approximately 39,501 in an area of 2.4 square miles and is located in the southeastern part of Los Angeles County.
The City utilizes a city council/city manager form of government. The City Council provides political leadership and policy direction, and the City Manager works under the direction of the City Council and functions as the manager of the city employees and department heads. All City elections are governed by the California Elections Code.
The Bell Gardens Police Department consists of 84 dedicated professionals including 51 sworn officers, 21 civilian staff and 12 part-time staff.
II. DESCRIPTION AND SCOPE OF SERVICES NEEDED
A. General Description: The City is soliciting proposals from qualified professionals to provide public safety needs assessment. Qualified professional shall collect and interpret data to identify public safety needs specific to Bell Gardens based on demographics, calls for service, crime statistics, community feedback, etc. Identify main categories of need, such as calls for service related to mental health, homelessness, noise complaints, traffic, parking, violent crime, etc. These categories along with their assessment will be used to make recommendations for each service under the Evaluation of Services.
B. Project Timing: The timing of the Police Department Efficiency Study services to be provided is constrained. Such services will commence upon contract award. The selected proposer must be able to complete the scope of services within this constrained time frame. It is estimated that an agreement will be awarded in January/February 2022 to the selected candidate.
C. Preliminary Scope of Work: Project tasks include, but are not limited to:
RFP Police Department Efficiency Study Page 1 of 9
Exhibit 3 203
1. Public Safety Needs Assessment
Collect and interpret data to identify public safety needs specific to Bell Gardens based on demographics, calls for service, crime statistics, community feedback, etc. Identify main categories of need, such as calls for service related to mental health, homelessness, noise complaints, traffic, parking, violent crime, etc. These categories along with their assessment will be used to make recommendations for each service under the Evaluation of Services.
2. Evaluation of Services
Provide the following (a-d) for each service listed under Police Services (preliminary):
a. Overview of Service
Provide an overview and description of the service and identify the needs this service addresses as it pertains to the Public Safety Needs Assessment.
b. Comparison
Compare this service with equivalent services offered in similar jurisdictions (See List of Comparable Jurisdictions).
c. Analysis
Objectively evaluate the efficiency of this service in achieving public safety in Bell Gardens, while also taking into account ideas or practices not limited to similar/surrounding jurisdictions. The purpose of this approach is to prevent a false sense of operation and fiscal efficiency and public safety by overfocusing on a limited set of neighboring cities.
d. Recommendation
Provide a recommendation including improvements or alternatives based on the Public Safety Needs Assessment and Analysis of the service. Each recommendation will also provide the fiscal impact (i.e. cost savings of following the recommendation or implementing the alternative).
Police Services
1. Field Services
a. Patrol (deployment and practices)
b. Emergency services
2. Criminal Investigations
a. Division responsible for conducting follow-up investigations and providing proactive investigations of vice and narcotics issues
RFP Police Department Efficiency Study
Exhibit 3 204
3. Support Services
a. Personnel, staffing levels and resource allocation (sworn and non -sworn staffing), overtime budgets, etc.
b. Internal Affairs, Training, Front Desk / Telephone Reporting, Property, Facility Maintenance, Fiscal Services, Records, Payroll and the Communications Section., Information
Technology Management
4. Office of The Chief
a. Command staff. Deputy Chiefs, Legal Services, Community Outreach, Public Information Office and Public Safety
Grants.
5. Organization (overall organizational structure and top management positions)
6. Other/Potential Services
a. Civilianization of public safety positions
b. Performance measures and service levels for each program or division
c. Neighborhood Watch
d. Public safety commission
List of Comparable Jurisdictions (preliminary)
Comparable* jurisdictions to be considered for the study may include but are not limited to:
*Comparable jurisdictions used in the study should correlate in statistical data, demographics, socioeconomic, and/or business conditions (i.e. crime rates, population density, casino, shopping center, auto dealer, etc.) - Downey Police Department
- Huntington Park Police Department
- Bell Police Department
- South Gate Police Department
- Lynwood Public Safety / Sheriff's Department
- Paramount Public Safety / Sheriff's Department
- Commerce Public Safety / Sheriff's Department
- Pico Rivera Public Safety / Sheriff's Department
Confirm Scope of Work and Objectives and Establish a Timeline The consultant's project team will review the scope of work with city staff, including the project objectives and tasks and confirm the timeline; review RFP Police Department Efficiency Study
Exhibit 3 205
products to be delivered and identify communication channels and reporting relationships and responsibilities of project staff and establish a specific timeline for all deliverables.
Initial Observations and Findings/Draft Report
The initial observations and findings will be presented in an informal report which makes preliminary findings. The report should also identify any issues outside the identified scope of work that may impact the department and require further analysis or actions on the part of the City. Following review of the draft with the project team the report will be amended as needed.
Final Report
The consultant will work with the Project Team to produce a final written report formulated from the Public Safety Needs Assessment and Evaluation of Services. The Report will aggregate the proposed recommendations along with fiscal impact and develop potential implementation strategies.
The final report will be presented to City management, and ultimately to the City Council to assist in the budgeting process.
III. MINIMUM QUALIFICATIONS
To be considered for selection, Proposers must demonstrate knowledge and experience in the following areas: California local government procedures; performing high quality work in a timely and efficient manner.
IV. PROPOSAL CONTENT AND SUBMITTAL INSTRUCTIONS
A. Deadline: Proposals must be received no later than 5:00 PM on Monday, December 20, 2021.
B. Location: Proposals can be submitted via dtyclleirkdeslk d�lbellll airdens.oirc OR the City Clerk's Office at 7100 Garfield Avenue, Bell Gardens, CA 90201, up to the hour of 5:00 p.m. on December 20, 2021. Proposals received after this time will be considered to be non -responsive (see subsection D. Submission).
C. Content: Proposals must be clearly labeled "City of Bell Gardens — Police Department Efficiency Study" and include the following information:
RFP Police Department Efficiency Study
Exhibit 3 206
1) Firm profile and qualifications including specific experience in police department efficiency studies in California, with number of government agencies represented and success rate.
2) Recommended project approach and specific project steps including the use of any subcontractors and/or partners
3) Proposed schedule of work.
4) Expectations of the type and amount of tasks/support requested of City staff to assist in the process.
5) Identification of the project manager and key staff members who will be assigned to the daily work of the project; include the qualifications and relevant experience for the identified team members.
6) Project budget and total cost of service for police department efficiency study, itemized to the extent possible and including a fee schedule for additional services.
7) Complete contact information for a minimum of two recent clients for whom similar services described in the RFP have been performed.
D. Submission: Proposals must be complete and received by the due date. Late submissions or delivery via facsimile will not be considered. The City assumes no responsibility for delays caused by mail or delivery service. Postmarking by the due date will not substitute for actual receipt. Proposals may be submitted as one of the following three options:
1) Electronic: Proposals must be submitted in PDF format via [email protected] up to the hour of 5:00 p.m. on December 20, 2021. Only require one copy of the entire proposal is necessary. 2) Personal Delivery by messenger services to the City Clerk's Office located at 7100 Garfield Avenue, Bell Gardens, CA 90201. Proposals must be submitted in an envelope, and clearly marked "City of Bell Gardens— Police Department Efficiency Study." Four (4) bound copies of the proposal must be submitted along with a PDF copy of the proposal on an USB thumb drive. 3) Mail: If submitting by mail, please ensure "City of Bell Gardens — Police Department Efficiency Study" is written in the lower left-hand corner of the envelope. Four (4) bound copies of the proposal must be submitted along with a PDF copy of the proposal on an USB thumb drive.
RFP Police Department Efficiency Study
Exhibit 3 207
V. POINT OF CONTACT
This RFP is issued by the City, and the City Manager will be the sole point of contact ("Point of Contact") during the RFP submission and procurement process.
Communications initiated by respondents to this RFP with members of the City Council, or officers, personnel or employees of the City, other than via the Point of Contact, may be grounds for disqualification. Any inquiries or requests during this submission or procurement process shall be submitted in writing to the following Point of Contact:
City of Bell Gardens
Attention: Michael B. O'Kelly, City Manager
7100 Garfield Avenue
Bell Gardens, CA 90201
(562) 806-7700 ext. 7702
Email: irn.oIk llll Cd�lbellll airdens.oirc�
VI. EX PARTE COMMUNICATIONS
Proposers and Proposers' representatives should not communicate with the City Council members about this RFP. In addition, Proposers and Proposers' representatives should not communicate outside the procedures set forth in this RFP with an officer, employee or agent of the City, including any member of the evaluation panel, with the exception of the RFP Facilitator and the City Manager (or his designee), regarding this RFP until after Contract Award. Proposers and their representatives are not prohibited, however, from making oral statements or presentations in public to one or more representatives of the City during a public meeting.
A "Proposer" or "Proposer's representative" includes all of the Proposer's employees, officers, directors, consultants and agents, any subcontractors or suppliers listed in the Proposer's proposal, and any individual or entity who has been requested by the Proposer to contact the City on the Proposer's behalf.
VII. PROFESSIONAL SERVICES CONTRACT
The successful Proposer will be required to enter into a professional services agreement with the City. The successful Proposer will enter into contract negotiations with the City in substantial conformity with the selected proposal and the form of the City's standard Agreement which attached and incorporated as Exhibit "A". Depending on the value of services to be performed, the Agreement may be awarded by the City Manager or City Council.
Proposers should be aware that the RFP and the contents of the successful proposal will become a part of any subsequent contractual documents that may arise from this RFP.
In the case of a discrepancy between the RFP and the proposal, the contract will supersede. All responses to this RFP shall become the property of the City and will be retained or disposed of in the City's discretion.
RFP Police Department Efficiency Study Page 6 of 9
Exhibit 3 208
The proposal process, contract negotiations and execution, and subsequent actions will be conducted by the City in accordance with applicable law. Proposers should carefully review this document, which constitutes the formal RFP, to ensure a clear understanding of the City's needs and objectives and scope of work.
VIII. PUBLIC NATURE OF PROPOSAL MATERIAL
Responses to this RFP become the exclusive property of the City. At such time as the Administrative Lieutenant or City Manager recommends a Proposal to the City Council, all responses to the RFP received become a matter of public record and shall be regarded as public records, with the exception of those elements in each proposal which are defined by the Proposer as business or trade secrets and plainly marked as "Confidential," "Trade Secret," or "Proprietary." The City shall not in any way be liable or responsible for the disclosure of any such proposal or portions thereof, if they are not plainly marked as "Confidential," "Trade Secret," or "Proprietary" or if disclosure is required under the Public Records Act. Any proposal which contains language purporting to render all or significant portions of the proposal "Confidential," "Trade Secret," or "Proprietary" shall be regarded as non -responsive.
Although the California Public Records Act recognizes that certain confidential trade secret information may be protected from disclosure, The City of Bell Gardens may not be in a position to establish that the information that a Proposer submits is a trade secret.
If a request is made for information marked "Confidential," "Trade Secret," or "Proprietary," the City will provide the Proposer who submitted the information with reasonable notice to allow the Proposer to seek protection from disclosure by a court of competent jurisdiction.
IX. EVALUATION OF PROPOSALS
Proposals will be evaluated on the Proposer's ability to provide services that meet the requirements set forth in this RFP.
The City reserves the right to make such investigations as it deems necessary to determine the ability of the proposer to provide services meeting a satisfactory level of performance in accordance with the City's requirements. The proposer shall furnish such information and data for this purpose as the City may request, at no cost to the City. Interviews and presentations by one, several, or all the proposers submitting a proposal may be requested if deemed necessary to fully understand and evaluate the proposer's capabilities and qualifications. The adequacy, depth, and clarity of the proposal will influence, to a considerable degree, its evaluation.
X. GENERAL INSTRUCTIONS, TERMS AND CONDITIONS
A. Proposals shall be prepared simply and economically, providing a straightforward, concise description of the proposer's ability to meet the RFP Police Department Efficiency Study
Exhibit 3 209
requirements of this RFP. Emphasis shall be on the quality, completeness, clarity of content, responsiveness to the requirements, and an understanding of City's objectives.
B. Proposers shall carefully read the information contained in this RFP and submit a complete response to all requirements and questions as directed. Incomplete proposals may be considered non -responsive and may be rejected in the City's discretion.
C. Proposers shall prepare and develop proposals at their sole cost and expense.
D. The City reserves the right to accept or reject any or all responses received in response to this request. The City also reserves the right to waive any informality, technical defect or clerical error or irregularity in any response.
Additionally, the City may, for any reason, decide not to award an agreement based on this RFP. The City reserves the right to cancel this RFP. The City shall not be obligated to respond to any responses submitted, nor be legally bound in any manner by the submission of the response. The City reserves the right to negotiate deliverables and associated costs.
E. Failure to comply with all requirements contained in this RFP may result in the rejection of a proposal.
F. Receipt of an addendum of the RFP by a proposal must be acknowledged by submitting the signed addendum with the proposal.
G. A proposal may be modified or withdrawn in person at any time before the scheduled due date, provided a receipt for the withdrawn proposal is signed by the proposer's authorized representative. The City reserves the right to request proof of authorization to withdraw a proposal.
H. The City may evaluate the proposals based on the anticipated completion of all or any portion of the project. The City reserves the right to divide the project into multiple parts, to reject any and all proposals and re -solicit for new proposals, or to reject any and all proposals and temporarily or permanently abandon the project.
The City may, in the evaluation of proposals, request clarification from proposers regarding their proposals, obtain additional material or literature, and pursue other avenues of research as necessary to ensure that a thorough evaluation is conducted.
J. By submitting a proposal in response to this RFP, the proposer accepts the evaluation process and acknowledges and accepts that determination will require subjective judgments by the City.
RFP Police Department Efficiency Study
Exhibit 3 210
K. The City of Bell Gardens expects the highest level of ethical conduct from proposers, including adherence to all applicable laws and local ordinances regarding ethical behavior.
L. If an agreement cannot be reached with the highest ranked proposer, City reserves the right to terminate negotiations with that party and enter negotiations with the next highest ranked proposer.
M. Finalists in the selection process may be asked to attend a virtual interview once the RFP process is complete.
N. Acceptance of any proposal is contingent upon the proposer's certification and agreement by submittal of its offer, to comply and act in accordance with all provisions of the City's Municipal Code.
O. Any explanation desired by a proposer regarding the meaning or interpretation any part of this RFP must be requested in writing and received in the City's Office not less than five (5) calendar days prior to due date of proposals. Oral explanations or instructions given prior to the opening of the offer shall not be binding. The City shall issue any official Addendums in writing or via h. itii:n��t/vin:biirf p to all
proposers.
[END OF REQUEST FOR PROPOSALS]
RFP Police Department Efficiency Study
Exhibit 3 211
EXHIBIT A
2020
PROFESSIONAL SERVICES AGREEMENT
(Engagement- INSERT ENGAGEMENT DESCRIPTION)
(Parties: City of Bell Gardens and INSERT CONSULTANT )
1. IDENTIFICATION
THIS PROFESSIONAL SERVICES AGREEMENT ("Agreement") is entered into by and between the City of Bell Gardens, a California municipal corporation ("City") and INSERT CONSULTANT ("Consultant").
2. RECITALS
WHEREAS, City has determined that it requires'Jhe following professional services from a consultant: INSERT DESCRIPTION OF, REQUIRED; and WHEREAS, City issued a Request for Proposals on I T T ; and WHEREAS, Consultant represents that it is fully qualified to perform the professional services described in this Agreement by virtue of its experience and the training, education and expertise of its principals and employees. Consultant further represents that it is willing to accept responsibility for performing such services in accordance with the terms and conditions set forth in this Agreement; and WHEREAS, City staff has determ ned that Consultant possesses the experience, skills and training Necessary to competently provide such services to City; and NOW, THEREFORE, for and inconsideration of the mutual covenants and conditions herein contained! City -and Consultant agree as follows:
3. DEFINITIONS
3.1 "Effective Date Date of when Agreement is fully executed by all Parties.
C �'iKol»
4.1 Subject to the terms and conditions of this Agreement, Consultant agrees to provide the services and tasks described in that certain Request for Proposals of City entitled "INSERT TITLE " issued INSERT DATE RFP WAS ISSUED, (hereinafter, "City RFP") and the written proposal of Consultant entitled "INSERT TITLE OF CONSULTANT L" (hereinafter, the "Consultant Proposal') dated INSERT DATE OF PROPOSAL. The City RFP and the Consultant Proposal are attached and incorporated hereto as Exhibit "A" and "B" respectively. The term "Scope of Work" shall be a collective reference to the City RFP and the Consultant Proposal. The capitalized term "Work" shall be a collective reference to all the various services and tasks referenced Exhibit 3 212
in the Scope of Work. In the event of any conflict or inconsistency between the provisions of the document entitled City RFP and the provisions of the document entitled Consultant Proposal, the requirements of the document entitled City RFP shall govern and control but only to the extent of the conflict or inconsistency and no further. In the event of any conflict or inconsistency between the provisions of the Scope of Work and the provisions of this Agreement to which the Scope of Work is attached, the provisions of this Agreement shall govern and control.
5. PROSECUTION OF WORK
5.1 Time is of the essence of this Agreement and each and every provision contained herein. The Work shall be commenced within three (3) calendar days of City's issuance of a Notice to Proceed. Consultant shall complete the various tasks identified in the Scope of Work, defined above, and shall complete all services and tasks contemplated under this Agreement by [INSERTCOMPLETION, DATE] (the "Completion Date").
5.2 Consultant shall perform the Work continuously and with ,due diligence so as to complete the Work by the Completion Date.. Consultant shall cooperate with City and in no manner interfere with the work of City, its employees or other consultants, contractors or agents.
5.3 Consultant shall not claim or be entitled to receive any compensation or damage because of the failure of Consultant, or its subconsultants, to have related services or tasks completed in a timely manner,
5.4 Consultant shall of"all times enforce strict discipline and good order among Consultant's employees.
5.5 Consultant, at its sole expense, shall pay all sales, consumer, use or other similar taxes requi
5.6 Consultant shall obtaina City business license prior to commencing performance under this Agreement. Consultant shall perform all work to the highest professional standards of Consultant's profession and in a manner, reasonably satisfactory to City. Consultant shall comply with all applicable federal, state, and local laws and regulations (including the conflict of interest provisions of Government Code Section 1090 and the Political Reform Act (Government Code Section 81000 et seq.)).
During the term of this Agreement, Consultant shall not perform any work for another person or entity for whom Consultant was not working at the Commencement Date if both (i) such work would require Consultant to abstain from a decision under this Agreement pursuant to a conflict of interest statute; and (ii) City has not consented in writing to Consultant's performance of such work.
5.7 Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services identified in the Scope of Services. All such services shall be performed by Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such services. Consultant shall identify Exhibit 3 213
a project administrator and shall have direct responsibility for management of Consultant's performance under this Agreement. No change shall be made in Consultant's project administrator without City's prior written consent.
5.8 Consultant understands the nature and scope of the Work to be performed under this Agreement as well as any and all schedules of performance;
5.9 All of Consultant's employees and agents possess sufficient skill, knowledge, training and experience to perform those services and tasks assigned to them by Consultant; and
5.10 All of Consultant's employees and agents (including, but not limited to, subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all.such licenses, permits, certificates, qualifications and approvals will be maintained throughout the term of this Agreement and made available to City for copying and inspection.
5.11 The Parties acknowledge and agree that Consultant will perform, at Consultant's own cost and expense and without any reimbursement from City, any services necessary to correct any errors or omissionscaused by,Consultant's failure to comply with the standard of care set forth under this Section or by any like failure on the part of Consultant's employees, agents, contractors, subcontractors and subconsultants.
Such effort by Consultant to correct any errors ar omissions will be commenced immediately upon their discovery by either Party and will be completed within seven (7) calendar days from the date'of discovery or such other extended period of time authorized by the City Representative in writing and in their sole and absolute discretion. The Parties acknowledge and agree that City's aooptance of any work performed by Consultant or on Consultant's behalf will not constitute ;,a; release of any deficiency or delay in performance. The Parties further acknowledge, understand and agree that CITY has relied upon the foregoing representations of Consultant, including but not limited to the representation that Consultant possesses the skills, training, knowledge and experience necessary to perform the Work skillfully, competently and to the highest standards of Consultant's profession.
A
6.1 City agrees to compensate Consultant for the services provided under this Agreement and Consultant agrees to accept payment in full satisfaction for such services as set forth under Attachment "C" entitled "INSERT FEE SCHEDULETITLE".
6.2 The foregoing notwithstanding, Consultant's total compensation for the performance of all Work contemplated under this Agreement, will not exceed the total budgeted aggregate sum of INSERT NOT -TO -EXCEED AMOUNT ($ INSERT DOLLAR AMOUNT) (hereinafter, the "Not -to -Exceed Sum") during the term of the Agreement, unless such added expenditure is first approved to exceed the Not -to -Exceed Sum prior to the expiration of this Agreement, City may suspend Consultant's performance pending City approval of any anticipated expenditures in excess of the Not -to -Exceed Sum or any Exhibit 3 214
other City approved amendment to the compensation terms of this Agreement.
6.3 The Not -to -Exceed Sum will be paid to Consultant in monthly increments as the Work is completed. Following the conclusion of each calendar month, Consultant will submit to City an itemized invoice indicating the services performed and tasks completed during the recently concluded calendar month, including services and tasks performed and the reimbursable out-of-pocket expenses incurred. If the amount of Consultant's monthly compensation is a function of hours worked by Consultant's personnel, the invoice should indicate the number of hours worked in the recently concluded calendar month, the persons responsible for performing the Work, the rate of compensation at which such services and tasks were performed, the subtotal for each task and service performed and a grand total for all services performed. Within thirty (30) calendar days of receipt of each invoice, City will notify Consultant in writing of any disputed amounts included in the invoice. Within forty-five (45) calendar days -of receipt of each invoice, City will pay all undisputed amounts included on the invoice.: City will not withhold applicable taxes or other authorized deductions from payments made to Consultant.
7. All reports, documents or other written material ("written products") developed by Consultant in the performance of this Agreement shalt be and remain the property of City without restriction or limitation upon its use or dissemination by City.
8. RELATIONSHIP OF PARTIE
Consultant is, and shill at all times remain as to City, a wholly independent contractor. Consultant shall haveno power to incur any debt, obligation, or liability on behalf of City or otherwise to act on behalf bf'City as an agent. Neither City nor any of its officers, employees' or agents shall have "cdntrol over the conduct of Consultant or any of Consultant's employees,, except as set forth in this Agreement. Consultant shall not represent that it is, or that any of its agents or employees are, in any manner employees of City. Consultant is not, nor shall become, by virtue of performance of the professional services provided under this Agreement, entitled to any City employee benefits, including but not limited to health insurance, dental insurance, vacation pay, retirement pension, unemployment insurance or workers' compensation insurance.
9. CONFIDENTIALITY
All data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without prior written consent by City. City shall grant such consent if disclosure is legally required. Upon request, all City data and any copies thereof shall be returned to City upon the termination or expiration of this Agreement.
10. INDEMNIFICATION
10.1 The Parties agree that City and City's elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the "City Indemnitees") should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys' fees, litigation costs, or any other cost arising out Exhibit 3 215
of or in any way related to the performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the City Indemnitees with the fullest protection possible under the law. Consultant acknowledges that City would not enter into this Agreement in the absence of Consultant's commitment to indemnify, defend and protect City as set forth herein.
Notwithstanding the foregoing, to the extent Consultant's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to Claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its officials, officers, employees, agents or volunteers.
10.2 To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend the City Indemnitees from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs, and fees of litigation) of every nature arising out of or in connection with Consultant's performance of work hereunder or its :failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole negligence or willful misco
10.3 City shall have the right to offset against the amount of any compensation due to Consultant under this Agreement, any amount due to City, from Consultant as a result of Consultant's failure to eitherpay City promptly for any costs associated with Consultant's obligations to indemnify the City lndemnitees under this Article, or related to Consultant's failure to either (i) pay taxes on amounts received pursuant to this Agreement, or (ii) complywithapplicable workers' compensation laws.
10.4 The obligations of Consultant under this Article will not be limited by the provisions of any workers' compensation ,act or similar act. Consultant expressly waives its statutory immunity under such statutes"orlaws as to City and City's elected and appointed officials, officers employed, agents, and volunteers. 105 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth herein this Article from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required herein, Consultant agrees to be fully responsible and indemnify, hold harmless and defend City and City's elected and appointed officials, officers, employees, agents, and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of CONSULTANT's subcontractors or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys' fees incurred by counsel of CITY's choice.
10.6 City does not, and shall not waive any rights that it may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and Exhibit 3 216
indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.
10.7 This Article and all provisions contained herein (including but not limited to the duty to indemnify, defend, and hold free and harmless) shall survive the termination or normal expiration of this Agreement and is in addition to any other rights or remedies which the CITY may have at law or in equity.
11. INSURANCE
11.1 During the term of this Agreement, Consultant shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with Consultant's performance of this Agreement. Such insurance shall be of the types and in the amounts as set forth below:
11.1.1 Comprehensive General Liability Insurance with coverage limits of not less than One Million Dollars ($1,000,000) including products and Completed operatiohs� hazard contractual insurance, broad form property damage, independent Consultants, personal injury.
11.1.2 Automobile Liability Insurance for vehicles used in connection with the performance of this Agreement with minimum limits of One Million Dollars (1,000000) per claimant and One Million dollars ($1,000,000) per incident.
11.1.3 Professional liability (Errors & Omissions) insurance. Consultant shall maintain professional' liability insurance that covers the Services to be perfbrmed in connection with this Agreement, in the minimum amount of $1;00�0,000 per claim and in the aggregate. Any policy, inception date, continuity date, or retroactive date must be before the effective date of this Agreement and Consultant agrees to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this Aareement.
11.1.4 Worker's Compensation insurance as required by the laws of the State of California.
11.2 Consultant shall require each of its subcontractors, if any, to maintain insurance coverage that meets all of the requirements of this Agreement.
11.3 The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A:VII in the latest edition of Best's Insurance Guide.
11.4 Consultant agrees that if it does not keep the aforesaid insurance in full force and effect City may either (i) immediately terminate this Agreement; or (ii) take out the necessary insurance and pay, at Consultant's expense, the premium thereon.
Exhibit 3 217
11.5 At all times during the term of this Agreement, Consultant shall maintain on file with City's Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming the City as an additional insured. Consultant shall, prior to commencement of work under this Agreement, file with City's Risk Manager such certificate(s).
11.6 Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two (2) weeks prior to the expiration of the coverages.
11.7 The general liability and automobile policies of insurance required by this Agreement shall contain an endorsement naming City, its officers, employees, agents and volunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty (30) days' prior written notice to City. Consultant agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word "endeavor" with regard to any notice provisions.
11.8 The insurance provided by Consultant shall be,, primary to any coverage available to City. Any insurance or self-insurance maintained by City, its officers, employees, agents or volunteers, shall be in excess of Consultant's insurance and shall not contribute with it.
11.9 Any deductibles or self=insured retentions must be declared to and approved by the City. At the,pption of City, Consultant, shall either reduce or eliminate the deductibles or self -insured retelptions with respect to City, or Consultant shall procure a bond guaranteeing payment of, losses andexpenses.
11.10 Procurement of insurance by"' Consultant shall not be construed as a limitation of Consultant's liability or as full performance of Consultant's duties to indemnify, hold harmless and defend under Section 10 of this Agreement.
12. MUTUAL COOPERATION
City shall provide Consultant with complete access to information for the proper performance of Consultant's services under this Agreement.
13. Consultant shall maintain full and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. City shall have the right to access and examine such records, without charge, during normal business hours. City shall further have the right to audit such records, to make transcripts therefrom and to inspect all program data, documents, proceedings, and activities.
14. PERMITS AND APPROVALS
7 Exhibit 3 218
Consultant shall obtain, at its sole cost and expense, all permits and regulatory approvals necessary in the performance of this Agreement.
15. NOTICES
Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (i) the day of delivery if delivered by hand, facsimile or overnight courier service during Consultant's and City's regular business hours; or (ii) on the third (3rd) business day following deposit in the United States mail if delivered by mail, postage prepaid, to the addresses listed below (or to such other addresses as the parties may, from time to time, designate in writing).
If to CITY:
City of Bell Gardens
7100 S. Garfield Ave.
Bell Gardens, California 90201
With a courtesy copy to:
Rick Olivarez,
Olivarez Madruga Lemieux
500 S. Grand Ave. Floor 12
Los Angeles, CA 90071
Telephone: (213)744-0099
Facsimile: (213)744-0093
16. 12,
17. If to CONTRACTOR:
IM
in Sections 9 and 10 and Section
survive the expiration or termination of this Agreement.
17.1. City may immediately terminate this Agreement at anytime for convenience and without cause by,giving prior written notice of City's intent to terminate this Agreement which notice shall specify the effective date of such termination. Upon such termination for convenience, Consultant will be compensated only for those services and tasks which have been performed by Consultant up to the effective date of the termination. Consultant may not terminate this Agreement except for cause as provided under Section 17.2, below. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data, and other information of any kind prepared by Consultant in connection with the performance of the Work. Consultant will be required to provide such Documents and Data within fifteen (15) calendar days of City's written request. No actual or asserted breach of this Agreement on the part of City s
Exhibit 3 219
Exhibit 3
pursuant to Section 17.2, below, will operate to prohibit or otherwise restrict City's ability to terminate this Agreement for convenience as provided under this Section.
17.2 In the event either Party fails to perform any duty, obligation, service or task set forth under this Agreement (or fails to timely perform or properly perform any such duty, obligation, service or task set forth under this Agreement), an event of default (hereinafter, "Event of Default") will occur. For all Events of Default, the Party alleging an Event of Default will give written notice to the defaulting Party (hereinafter referred to as a "Default Notice") which will specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default will be cured, which will not be less than the applicable cure period set forth under Sections 17.3 and 17.4, below, or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion. The Event of Default will constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement.
17.3. CONSULTANT will cure the
periods:
i. Within ten (10) busin
for any failure of CONSULTANT t
agents with any information and/or
which CONSULTANT is obligated
agents under this Agreement. Pri
CONSULTANT may submit a writt
of Default upon a showing. that CO
Event of Default and that the,�uen
the 10-day cure period.'' The fora
obligation to grant additional time
Section 5.2B. i. that exceeds seven
day cure period: or `
ult with
time
o
e
ess days of CITY's issuance of a Default Notice
timely provide CITY or'CITY's employees or
written reports, documentation or work product
Jo provide to CITY or C ITY's employees or
or to the expiration of the 10-day cure period,
n request for additional time to cure the Event
NSULTANT has commenced efforts to cure the
t of Default cannot be reasonably cured within
going notwithstanding, CITY will be under no
for the cure of an Event of Default under this
(7) calendar days from the end of the initial 10-
ii. Within fourteen (14) calendar days of CITY's issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 14=day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be, reasonably cured within the 14-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 17.3(ii) that exceeds thirty (30) calendar days from the end of the initial 14-day cure period.
17.4 In addition to any other failure on the part of Consultant to perform any duty, obligation, service or task set forth under this Agreement (or the failure to timely perform or properly perform any such duty, obligation, service or task), an Event of Default on the part of Consultant will include, but will not be limited to the following: (i) Consultant's refusal or failure to perform any of the services or tasks called for under the Scope of Work; (ii) Consultant's failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (iii) 9 220
Consultant's and/or its employees' disregard or violation of any federal, state, local law, rule, procedure or regulation; (iv) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to Consultant, whether voluntary of involuntary; (v) Consultant's refusal or failure to perform or observe any covenant, condition, obligation or provision of this Agreement; and/or (vii) City's discovery that a statement representation or warranty by Consultant relating to this Agreement is false, misleading or erroneous in any material respect.
17.5. City will cure any Event of Default asserted by Consultant within forty-five (45) calendar days of Consultant's issuance of a Default Notice, unless the Event of Default cannot reasonably be cured within the 45-day cure period. Prior to the expiration of the 45-day cure period, City may submit a written request for additional time to cure the Event of Default upon a showing that City has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 45-day cure period. The foregoing notwithstanding, an Event of Default dealing with City's failure to timely pay any undisputed sums to Consultant will be cured by City within five (5) calendar days from the date of Consultant's Default Notice to City.
17.6. City, in its sole and absolute discretion, may also immediately suspend Consultant's performance under this Agreement pending Consultant's cure of any Event of Default by giving Consultant written notice of City's intent to suspend Consultant's performance (hereinafter, a "Suspension Notice"). City may issue the Suspension Notice at any time upon the occurrence of an Event of Default. Upon such suspension, Consultant will be compensated only fcr those services and tasks which have been rendered by Consultant to the reasonable satisfaction of City up to the effective date of the suspension. No actual or asserted breach of this Agreement on the part of City will operate to prohibit or otherwise; restrict City's" ability to suspend this Agreement as provided herein.
17.7. No waiver of any Event of Default or breach under this Agreement will constitute a waiver of any,other or subsequent Event of Default or breach. No waiver, benefit, privilege, or, service voluntarily given or performed by a Party will give the other Party any contractual rights by custom, estoppel, or otherwise. 178. The duties and obligations imposed under this Agreement and the rights and remo�dies� available hereunder will be in addition to and not a limitation of any duties, obligations, rights and remedies otherwise imposed or available by law. In addition to any other remedies available to City at law or under this Agreement in the event of any breach of this Agreement,- City, in its sole and absolute discretion, may also pursue any one or more of the following'remedies:
i. Upon written notice to Consultant, the City may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to Consultant, the City may extend the time of performance;
10 Exhibit 3 221
iii. The City may proceed by appropriate court action to enforce the terms of the Agreement to recover damages for Consultant's breach of the Agreement or to terminate the Agreement; or
iv. The City may exercise any other available and lawful right or remedy.
17.9 Consultant will be liable for all legal fees plus other costs and expenses that City incurs upon a breach of this Agreement or in the City's exercise of its remedies under this Agreement.
17.10. In the event City is in breach of this Agreement, Consultant's sole remedy will be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to Consultant under this Agreement for completed services and tasks.
18. GENERAL PROVISIONS
18.1 Consultant shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without City's prior written consent, and any attempt to do so shall be void and of no effect. City shall not be obligated or liable under this Agreement to any party other than Consultant".
18.2 In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor or applicant far employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation. Consultant will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, with, regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, aga, physical or mental handicap, medical condition or sexual orientation.
18.3 The captions appearing,at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement. Should there be any conflict between such heading, and the section or paragraph thereof at the head of which it appears, the section or paragraph thereof, as the case may be, and not such heading, shall control and govern in the construction of this Agreement: Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).
18.4 The waiver by City or Consultant of any breach of any term, covenant or condition herein contained shall not be deemed to be a waiver of such term, covenant or condition or of any subsequent breach of the same or any other term, covenant or condition herein contained. No term, covenant or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing.
18.5 Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence that such failure was due to causes beyond the control and without the fault or negligence of Consultant.
11 Exhibit 3 222
18.6 Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such party of any of all of such other rights, powers or remedies. In the event legal action shall be necessary to enforce any term, covenant or condition herein contained, the party prevailing in such action, whether reduced to judgment or not, shall be entitled to its reasonable court costs, including accountants' fees, if any, and attorneys' fees expended in such action subject to the limitations contained in Section 10. The venue for any litigation shall be Los Angeles County, California.
18.7 If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to, the extent necessary to cure such invalidity or unenforceability, and in its amended form shall be enforceable. In such event, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is, held invalid or unenforceable, shall not be affected thereby, and each term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law.
18.8 This Agreement sha
laws of the State of California.
18.9 All documents reference
incorporated in this Agreerrierlt. , In the
express provisions of this Agreement a
herein by reference, the provisi�ons�, of
contains the entire Agreement betw(
transactions contemplated herein. No c
upon the parties. Amendments hereto
bindina'ohly if made in writina' and exec
TO EFFECTUATI
representatives to
"City"
City of Bell Gardens
construed in accordance with the
J as exhibits 'in this Agreement are hereby
event of'any material discrepancy between the
id the provisions of any document incorporated
this Agreement shall prevail. This instrument
en ,,pity and Consultant with respect to the
ther prior oral or written agreements are binding
i or deviations herefrom shall be effective and
ited by City and Consultant.
EEMENT, the parties have caused their duly authorized
Agreement on the dates set forth below.
In
Michael B. O'Kelly, City Manager
Date:
"Consultant"
INSERT CONSULTANT
Date:
12 Exhibit 3 223
Approved as to form:
By:
Rick Olivarez, City Attorney
13 Exhibit 3 224
14 Exhibit 3 225
15 Exhibit 3 226
POLICE DEPARTMENT
"n"CIDUlf flSSON(IffitS, LL(,,'
WWW..0 ll'TYGATIEASSO C 1I ATIES..0 0 IM
600 COOLIDGE DR.,, STIE. 150 PHOINE: 458-5100
FOLSOM, CA 95630 FAX: (91GIINE-2090
Exhibit 4 227
�.r,rali tfi 18rfei,, u4e 1'5:0 in Coh,.;c n, .mA 95630 in Ff `f16 15,,,,',51 0 in FAX 916.98131 209f'b December 20, 2021
Michael B. O'Kelly
City Manager
7100 Garfield Avenue
Bell Gardens, CA 90201
mokellyLbellgardens.org
RE: CITY OF BELL GARDENS — POLICE DEPARTMENT EFFICIENCY STUDY Dear Mr. O'Kelly:
Citygate Associates, LLC (Citygate), founded in 1990, is pleased to present our proposal to serve the City of Bell Gardens (City) by conducting an efficiency study for the Police Department (Department). We are confident,
upon your review of our proposal and unique
qualifications, you will find Citygate's team of multi- disciplinary consultants exceeds the City's expectations! "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. "
-Fortner Sara Diego County CpAO
We applaud the City for its initiative to thoughtfully review the efficiency of the Department's service delivery specific to the City's demographics, calls for service, crime statistics, quality of service, service delivery expectations, community engagement, community priorities, Departmental organization, and staffing and deployment. We will conduct a Public Safety Needs Assessment that will identify categories of need, especially regarding calls for service, that will impact our recommendations for Department functions including Field Services, Criminal Investigations, Support Services, Office of The Chief, the Department overall, as well as other potential services such as Neighborhood Watch and the Public Safety Commission. Our evaluation of each of these services will include an overview of the service, a comparison of each service with equivalent services offered in comparable jurisdictions, an evaluation of each service's efficiency, and recommendations that are implementable, tailored to the Department, and include fiscal impacts.
This study will assist with establishing efficiencies to ensure City, Department, and community needs are met. Efficient and effective structure and resource utilization supports continued efforts to reduce crime, reduce the fear of crime, respond to all types of public safety calls for service, and maintain high levels of community partnerships and engagement while achieving goals, missions, Exhibit 4 228
Mr. O'Kelly
December 20, 2021
and objectives identified by the City Council and Department. Given our extensive qualifications and tailored Work Plan, Citygate can ensure an accurate assessment is completed correctly, the first time.
Citygate's qualifications to perform this important and complex study are exceptional! Citygate's multi -disciplinary team for the City of Bell Gardens includes the following highly qualified individuals:
Chief Stewart Gary, Citygate's Public Safety Principal with over 35 years of public safety experience including service as the Chief of two departments as well as two elected positions including as a City Council member and school board member. As a consultant he has conducted over 400 public safety projects, primarily in the Western United States.
He will direct the project.
Undersheri Gary Elliott, a Senior Police Associate with 35 years of public safety experience including 30 years of law enforcement experience with the Solano County Sheriff s Office where he attained the rank of Undersheriff, and 35 years with the United States Army Reserves where he retired at the rank of full colonel. He will be the Project Manager and primary point of contact for Citygate.
Captain Stephen Crane, a Senior Police Associate with over 25 years of law enforcement experience in multiple police agencies including urban, suburban, and rural departments.
Chief John Carli, a Senior Police Associate with over 32 years of law enforcement experience including the last seven years as the Police Chief of the City of Vacaville. He currently serves as the chair of the California Police Chief s Association Data Sharing Task Force and as a representative on the California Attorney General's Advisory Committee.
Chief Ralph Brown, a Senior Police Associate with over 29 years of law enforcement experience working in both municipal police agencies as well as the Contra Costa County Sheriffs' Office where he retired as a Lieutenant. Chief Brown served the last seven years of his career at the California Commission on Peace Officer Standards retiring at the level of Bureau Chief.
♦ Eric Lind, a Statistical and Operational Analysis Associate with over 18 years of experience spanning several industries including two years in municipal government. He is a Lean Sigma Six Certified Black Belt who is skilled with developing and conducting statistical research and analysis to answer operational questions.
Also, Citygate's public safety experience in Los Angeles County is exceptional, with clients including Los Angeles County (current) and the cities of Los Angeles (current), Beverly Hills, Covina, Long Beach (current), Pasadena, Santa Monica, and West Hollywood (current), as well as the Ports of Los Angeles and Long Beach. We were the vendor quickly selected by the Los Angeles N
Exhibit 4 229
Mr. O'Kelly
December 20, 2021
County Chief Executive Officer to conduct the Woolsey Fire Disaster AAR. The County's Task Force and Board of Supervisors unanimously accepted Citygate's Woolsey Fire AAR Final Report. The Board also passed a motion to retain Citygate for implementation support.
Citygate's projects are built upon the core principle of helping build better government. Citygate is known as the "tough" problem team. We are frequently selected when the situation is polarizing and the stakeholders cannot risk a poor project outcome.
Citygate's California police experience also includes significant law enforcement reviews for the California Cities of Adelanto, Apple Valley, Brea, Buena Park, Burlingame, Coachella (currently), Elk Grove (currently), Fullerton, Hesperia, Jurupa Valley, La Habra, Placentia, Rancho Cucamonga, Riverside, San Luis Obispo, Santa Monica, Temecula (currently), Victorville, and Yorba Linda.
Citygate has an outstanding track record with our clients. When Citygate commits to a client, we commit to that client's long-term success, far beyond the scope of an initial project. That is why 70 percent of Citygate's revenue results from repeat business, referrals, and sole source procurements. We strongly encourage the City to contact our project references —they are golden.
As the County of San Diego former CAO stated: "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. " You can trust us to personally meet with your staff, to develop genuine relationships with them, and to listen to them with the specific goal of learning not only what they do, but how they do it.
Then, after developing a sufficiently informed foundation of knowledge of the Department and completing a thorough analysis of your data and all relevant reports, procedures, and practices, we will offer recommendations that will be implementable and tailored to the Department. Citygate's consultants know well that the City will have to live with the outcome of our recommendations.
Therefore, they are not "one -size -fits -all." We will offer the City recommendations that are measured against best practices, taking into account the experience of our consultants and the knowledge gleaned from the City's unique culture as well as comparable jurisdictions. On this basis, we enthusiastically look forward to serving the City of Bell Gardens as it strives to provide its community with the most effective level of policing! As President of the firm, I am authorized to execute a binding contract on behalf of Citygate. For questions concerning this proposal, please contact Stewart Gary, Citygate's Public Safety Services Principal, at (916) 458-5100, extension 305 or via email at sary(a cityateassociates.com.
Sincerely, r�
�avi C. DeRoos, MPA, CMC, President
N
Exhibit 4 230
City of Bell Gardens — Police Department Efficiency Study
TABLE OF CONTENTS
Section Page
Cover Letter.....................................................................................................................Precedes Table of Contents Section 1—Citygate Background and Qualifications...............................................................................................1
1.1 Citygate's Public Safety Expertise................................................................................................1
1.2 Citygate Qualifications and Success Rate.....................................................................................2 Section 2—Project Approach and Work Plan..........................................................................................................9
2.1 Project Understanding...................................................................................................................9
2.2 Project Approach...........................................................................................................................9
2.2.1 Scope of Work................................................................................................................10
2.2.2 Project Deliverables........................................................................................................10
2.2.3 Value and Use of Data.................................................................................................... I I
2.2.4 Approach to Community Engagement............................................................................11
2.2.5 Contractor Awareness of Labor Relations in Public Safety Services Planning ..............13
2.3 Proposed Work Plan....................................................................................................................13 Section 3—Proposed Project Schedule....................................................................................................................21
3.1 Proposed Project Schedule..........................................................................................................21 Section 4—Assistance Expectations of City Staff...................................................................................................22
4.1 Study Components with Which the City Staff Must Assist.........................................................22
4.2 Project Meetings..........................................................................................................................22 Section5—Project Team...........................................................................................................................................24
5.1 Project Team................................................................................................................................24
5.2 Project Team Chart ......................................................................................................................29 Section6—Project Costs...........................................................................................................................................30
6.1 Proposal Costs.............................................................................................................................30
6.1.1 Core Project Cost............................................................................................................30
6.1.2 Optional Project Costs....................................................................................................30
6.2 Hourly Rates................................................................................................................................31
6.3 Billing Schedule..........................................................................................................................31 Section7—Client References....................................................................................................................................32 Appendices
Appendix A Code of Ethics
Appendix B Project Team Resumes
StewartGary, MPA...........................................................................................................................
I
GaryElliott, MS................................................................................................................................6 StephenCrane, MPSLA..................................................................................................................10 JohnCarli, MSSL............................................................................................................................13 RalphBrown, MIS..........................................................................................................................16 EricLind, MA.................................................................................................................................19 DavidDeRoos, MPA, CMC............................................................................................................24 Table of Contents
Exhibit 4 231
page i
City of Bell Gardens — Police Department Efficiency Study SECTION 1—CITYGATE BACKGROUND AND QUALIFICATIONS
Citygate Associates, LLC (Citygate), founded in
1990, is a cause -driven, character -based company Over the last 19 years, Citygate dedicated to "The Business of Better has performed over 400 public Government." We believe our qualifications to safety studies. In recent years perform this review are exceptional. Over the last
19 years, Citygate has performed over 400 public alone, We have served over 30 safety studies. And within recent years, we have law enforcement agencies. conducted or are currently conducting significant
law enforcement reviews for cities inside and outside California.
Significant to the City of Bell Garden's (City's) contemplated study, Citygate is currently conducting a staffing and efficiency study, including organizational and operational elements, for the City of Elk Grove Police Department. We also recently conducted a police department facilities review and headquarters/facilities siting study for the City of Riverside that included an evaluation of the adequacy of staffing levels for current workload and meeting Department command staff s goals and objectives related to staffing and community service level expectations. We are also conducting a full comprehensive operational and organizational review and strategic plan (including staffing and efficiency) study for a mid -size city in Eastern Washington experiencing rapid growth and incorporating changing twenty-first century policing legislation. We also recently completed a police department Master Plan / community social justice study for a mid- sized Midwest city. In fact, this city's competitive procurement included an elaborate interview process with a community selection committee, requiring the top three vendors to each conduct several videoconference public forums to facilitate a mock discussion of the project and perceived law enforcement issues in the community. We were told by the City that the selection committee appreciated how we listened more than we spoke.
We have reviewed the operations and staffing of the Monterey County and Yuba County Sheriff s Departments, and recently assessed the feasibility of establishing a police services Joint Powers Authority (JPA) for up to seven cities in Riverside County, California, as well a city -provided police department study in the City of Jurupa Valley.
We completed studies for San Luis Obispo, California, and for Glendale and Surprise, Arizona, which were comprehensive reviews of staffing, operations, deployment, data, and headquarters/support functions for police services, including the communications/dispatch function. Our Surprise, Arizona, review, which was a Public Safety Master Plan designed to serve as a blueprint for public safety's 15-year goals, with specific three-year implementation steps, concluded with a final City Council presentation that was very well received.
Exhibit 4
Section 1—Citygate Background and Qualifications page 1 232
City of Bell Gardens — Police Department Efficiency Study One of the keys to success in the rapidly changing environment of policing in the modern era is flexibility. Our commitment to active listening, and collaboration with your community allows us to provide practical and implementable recommendations for the City of Bell Garden's Police Department to thrive in the evolving environment of policing in the 21" century.
Citygate's Project Team has decades of experience and vast responsibilities in community engagement and accountability while pursuing equity and justice. Citygate's multi -disciplinary team for the City of Bell Gardens consists of a former Police Chief, a former Undersheriff, a former POST Bureau Chief, a former Police Captain, and a statistical and data specialist who will obtain and model the police workload data.
Citygate's Public Safety Principal, Stewart Gary, has extensive public safety consulting and project management skills. This is not purely a team of law enforcement professionals. Broader expertise is needed to adequately conduct community and City Hall listening from a "non -police" viewpoint and analyze the fiscal and personnel practice implications of recommendations. Also, if previously unidentified issues arise that require additional expertise, Citygate can call upon a staff of more than 30 proven professionals and subject matter experts from varied local government disciplines to ensure the City receives the most up-to-date and workable recommendations. This flexibility represents the power and foundation of Citygate's unique philosophy of a Virtual City Hall. Few, if any, firms can offer this overall depth of expertise.
As the City will learn from our references, Citygate has an outstanding track record and success rate 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, but the work that Citygate did on this report is some of the best I've seen in my tenure here." 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."
All our recent studies presented in this section have been received and the recommendations accepted by the Department, City Management, and the City Council. All had multi -year phased recommendations and the Councils were told the recommendations would come back as budget requests. Each jurisdiction is unique; however, many of our recommendations for recent studies have incorporated elements of the following:
♦ Use of alternatives to non -sworn response models such as community service officers
♦ Use of alternative responses models such as mental health co -response units ♦ Use of data to show patrol committed time versus time available for community engagement.
Section 1—Citygate Background and Qualifications
..
page 2
Exhibit 4 233
City of Bell Gardens — Police Department Efficiency Study Also, regarding Citygate's success rate, our reports have never been dismissed out of hand by elected officials, management, or labor. We have never been fired from an engagement, nor has another consultant been hired to fix our work — but we have been repeatedly hired as the "clean- up " consultant.
The following is a small sample of Citygate's relevant experience providing services similar to those requested in the City's RFP, including many current or recent projects in California. For additional information, please visit our website at www.ciiygateassociates.com .
City of Elk Grove, CA — Police Stag and Efficiency Study Citygate is currently performing a police staffing and efficiency study for the City of Elk Grove, California. This study will determine an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, and Departmental organization. In addition, this study will forecast future needs, taking into consideration both short- and long-term objectives, community growth, and any other factors that could impact staffing requirements.
City of San Luis Obispo, CA —Police Department Comprehensive Services Delivery and Sta fan E iciency Review
Citygate performed a comprehensive services delivery and staffing efficiency review of the San Luis Obispo Police Department. The study included a review of the adequacy of the existing deployment system, scheduling, and staffing. Citygate's report included a detailed analysis of the response time, crime, and call data that drives the recommendations for staffing in Patrol, as well as an assessment of the staffing of the support functions in the Department.
The Police Master Plan was very well received by executive management and then the City Council. The plan continues to drive annual budget decisions in a very tough environment to fund improvements.
Monterey County, CA — Comprehensive Services Delivery and StafflLg E iciency Review ofthe Sheriff's Department
Citygate performed a comprehensive services delivery and staffing efficiency review of the Monterey County Sheriff's Department. This study addressed 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.
Citygate provided 26 findings and 34 recommendations across seven themes, primarily focused on a multi -year plan to make significant staffing adjustments to increase departmental efficiency and balance Department patrol workload. The report was very well received by the Department, which provided a glowing review of Citygate and the Final Report.
Section 1—Citygate Background and Qualifications
Exhibit 4 234
page 3
City of Bell Gardens — Police Department Efficiency Study City of Riverside, CA — Police Department Headquarters and Facilities SitiLg Study Citygate recently conducted a police department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community. Citygate provided an evaluation of the three existing policing facilities' functions, operations, and physical locations related to the community they serve. Based on the evaluation of the facilities, Citygate determined what, if any, adjustments to policing operations would be recommended to meet both current and projected future needs of the City. We also prepared an analysis of what policing functions the proposed new police headquarters, and potential sub-station(s), should provide, and the approximate size of both sworn and professional workforce needed within the proposed police facilities. To determine this, Citygate evaluated the adequacy of staffing levels for current workload and meeting Department command staff s goals and objectives related to staffing and community service level expectations.
City of Pasco, WA — Police Department Strategic Plan and SlafflLiZ E iciency Study Citygate is currently performing a Police Department Strategic Plan for the City of Pasco, Washington, to review current and future service delivery, quality of service, service delivery expectations, community engagement, community priorities, Departmental organization, and staffing and deployment feasibility to maintain current and future organizational efficiency. This review will examine current service delivery models; staffing levels; programming; management structure; operational efficiency; and sustainability of mission, vision, and values. This study included an online community survey conducted in English and Spanish, as well as two community workshops with Spanish translation provided.
City of Jurupa Valley, CA — Comprehensive City -Provided Police Department Feasibility Study Citygate recently conducted a feasibility analysis for the City of Jurupa Valley, California, to determine the viability of separating from the Riverside County Sheriff s Department and directly providing police services. Using Citygate's recent police services JPA feasibility assessment as a foundation, which included the City, Citygate conducted a more in-depth analysis of policing needs in the City, the risks to be protected, and the likely growth, leading to a refined police department size estimation and allowing for a close model of early -years' operating costs and capital and start-up expenses. This study also provided a likely conversion -of -services timeline.
The result, in effect, provided the City Council and the community with a police services Master Plan and cost model. This study included an online community survey conducted in English and Spanish.
Lawrence, KS — Police Department Comprehensive Management Study Including Sta an E icienc
Citygate recently performed a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas. Citygate's assessment included a detailed analysis of every type Exhibit 4
Section 1—Citygate Background and Qualifications page 4 235
City of Bell Gardens — Police Department Efficiency Study of delivered services by the Department, covering its internal support services, community relations, and community oversight. A data -driven review considered the adequacy of the existing deployment system, scheduling, and staffing. We reviewed response time, crime, and call data that drives the recommendations for staffing in Patrol. The project also entailed formal community listening sessions with approximately 100 diverse community stakeholders including the faith - based community, civic organizations, students, elected officials, law enforcement, as well as the elderly, LGBTQ, African American, and Native American communities. In addition to interviews with the City Manager, the Chief of Police, and other key positions, this study also included an internet-based community survey to allow the public to provide feedback regarding current and future service.
Los Angeles County, CA — Auer Action Review of the Woolsev Fire Incident; Development, Implementation, and Monitoring ofan After -Action Plan for the Woolsev Fire Incident Citygate recently assisted the Los Angeles County Office We were the vendor quickly
of Emergency Management in preparing a comprehensive
selected by the Los Angeles
and neutral external After -Action Review (AAR) of the
Woolsey Fire Incident on behalf of the County and
County Chief Executive
inclusive of the major agencies that interacted with and Officer to conduct the
assisted the County during the historic event. Specifically, Woolsey Fire Disaster AAR.
the Citygate law enforcement team reviewed the Sheriff's The County's Task Force and
Department's actions leading up to, during, and after the Board of Supervisors
disaster which included a rapid, large-scale evacuation unanimously accepted
and later repopulation of the area involving several cities and an unincorporated area. The law enforcement review
Citygate's Woolsey Fire AAR
included multiple agencies and a large volume of incident Final Report. The Board also
data, oral interviews, and photographic and public
passed a motion to retain
testimony. This AAR was completed over 11 months,
Citygate for implementation
incorporating all the best practice elements as
support related to the report's
recommended by the California Governor's Office of
recommendations.
Emergency Services. The 25-member County's Woolsey
Task Force and then the Board of Supervisors unanimously accepted Citygate's Woolsey Fire AAR Final Report. The Board also retained Citygate for neutral oversight implementation support related to the report's recommendations. The Final AAR Report can be viewed at this link:
https://www.cilygateassociates.com/fire/after-action-review-for-la-county/ As a follow-up, Citygate has been retained to assist with the development, implementation, and monitoring of an After -Action Plan (AAP). The AAP will address each recommendation from the AAR, determine the sub -deliverables and individual tasks necessary to implement each recommendation, identify the County departments responsible for each deliverable and task, and estimate macro costs and a feasible timeline for implementation.
Exhibit 4
Section 1—Citygate Background and Qualifications page 5 236
City of Bell Gardens — Police Department Efficiency Study City of Woodbury, MN — Public Safety SlafflLg Study
Citygate completed a public safety staffing study for the City of Woodbury, Minnesota, that included a police, fire, and emergency medical services integrated analysis. The police assessment involved an analysis of data related to crime, calls for service, and response times, as well an analysis of the following organizational units: Patrol
Division, Investigations Division (General Investigations and Street Crimes Unit), Special Services Division,
Support Services, and Administration.
"We looked at a lot of firms
and we picked Citygate
because we knew they
wouldn't tell us just what we
wanted to hear but what we
needed to hear. "
-Lee Vague, I„�ublic Safety Director
Folice Chief, Woodbury, MN
City of Orem, UT — Operations Assessment for the Police and Fire Departments Citygate recently completed an operations assessment for the Police and Fire Departments in the City of Orem, Utah. This assessment entailed an examination of the current staffing needs and anticipated workload increases based on community growth; a review of the feasibility of continuing to operate a public safety answering point; and a review of performance and operational data to evaluate productivity and recommend improvements, where possible. As part of this study, Citygate performed a Fire Department Standards of Coverage assessment and a police field operations review.
Cities of Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar, CA — Feasibility Assessment ofEstablishing up to a Seven -City Police Services Joint Powers Authority
Citygate assessed the feasibility of establishing a Police services Joint Powers Authority (JPA) for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. This assessment compared the cost of the current agreement with the Riverside County Sheriff's Department with the likely initial JPA costs regarding personnel.
City of Glendale, AZ — Comprehensive Public Safety Deployment and Performance Review o� the Police and Fire Departments
Citygate performed a comprehensive deployment and performance review for the Police and Fire Departments in Glendale, Arizona. This review included a police services analysis, a Standards of Coverage and headquarters assessment for fire services, as well as an advanced data overview for both Departments. Citygate also conducted a staffing analysis. This project was very well received by leadership of the Departments and the City Council members.
Section 1—Citygate Background and Qualifications page 6 Exhibit 4 237
City of Bell Gardens — Police Department Efficiency Study City of Surprise, AZ — Public Safeiy Master Plan Including Comprehensive Review ofPolice and Fire Departments
Citygate assisted the City of Surprise by developing a comprehensive Public Safety Master Plan that will enable the Police and Fire -Medical Departments to complete their organizational and programmatic goals while falling in line with the City of Surprise General Plan 2035 and City Council Strategic Plan. We developed an organizational strategy that serves as a blueprint for public safety's 15-year goals, but also details specific three-year implementation steps. To accomplish these objectives, Citygate comprehensively assessed all facets of the current public safety operations, including mission, goals, policies, practices, deployment, facilities, equipment, programming, organizational structure, and staffing levels. Animal services was included within the scope of the Police Department review. Both the Police and Fire Master Plans were very well received by executive management and then the City Council. The plans continue to drive annual budget decisions.
Cities of Brea, Buena Park, Fullerton, La Habra, and Placentia, CA — Police Dispatch Merger Feasibiliiy Study
Citygate completed 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: efficiency and effectiveness, enhancing or expanding services, reducing and/or avoiding costs and duplications, standardizing services and programs, enhancing opportunities for future grant funding, and enhancing customer service.
Cities of Hesperia, Adelanto, and Victorville and the Town of Apple Valley — Public Safety Joint Powers Authority 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.
The City Managers accepted Citygate's in-depth analysis with pros and cons of a public safety JPA. At that time in California, the implementation of the CalPERS PEPRA plans was not well known for JPAs; subsequent legislation would later fix this. Given the cost projections at that time, the economic model to separate from the Sheriff's Department did not show enough gains to justify the risks.
City of Rancho Cucamonga, CA — Police Service Analysis
Citygate completed 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, as well as other potential service options. The scope of the study included evaluating how the current contract compares to similarly situated cities that also contract for law enforcement Exhibit 4
Section 1—Citygate Background and Qualifications page 7 238
City of Bell Gardens — Police Department Efficiency Study services; if establishing an in-house police department is feasible, considering start-up and ongoing operational costs; whether there are viable law enforcement agencies in the region that could provide law enforcement services or partners to form a Joint Powers Authority; and whether there is a tipping point beyond which the City should consider a police services alternative.
Section 1—Citygate Background and Qualifications
Exhibit 4 239
page 8
City of Bell Gardens — Police Department Efficiency Study SECTION 2—PROJECT APPROACH AND WORK PLAN
Citygate understands the City of Bell Gardens
desires an efficiency study to include a Public
Safety Needs Assessment and evaluation of
services for each division (service) of the Police
Department (Department). Citygate will collect
and interpret data to identify the City's specific
public safety needs based on demographics, calls
for service, crime statistics, and community
feedback, among other things. We will identify
categories of need such as calls for service related
As recent pra ticingprofessionals
in public administration with more
than 30 years 0f experience in all
aspects of public governance, we
believe ourseasoned team provides
the necessary frontline experience
to meet City and Department goals
far Bell Gardens.
to mental health, homelessness, noise complaints, traffic, parking, and violent crime, to name a few. We will then use these categories to make recommendations for each Police Service listed under the Police Services section of the RFP. Citygate will also review organizational structure, operational functions, staffing and service levels, and Department efficiencies to ensure current and future needs are met through efficient and effective operations. Efficient and effective structure and resource utilization supports continued efforts to reduce crime, reduce the fear of crime, respond to all types of public safety calls for service, and maintain high levels of community partnerships and engagement.
Our work will be independent, meeting the City's unique needs, while using nationally recognized guidelines and best practices, federal and state mandates, and relevant local and regional policies and operating procedures, as appropriate. Our comprehensive work will provide the foundation for future Department planning relative to the provision of public safety services.
In addition to conducting a data -driven Police Department efficiency study, all aspects of our services review will incorporate relevant measurable Department and City data, as well as provide additional information and data the Department and City may find useful in guiding future growth and development, operating and capital budgets, and other financial and operating commitments.
Citygate's project approach is consistent with our Project Team members' experience in public safety administration, as well as best practices and guidelines. As recent practicing professionals in public administration with more than 30 years of experience in all aspects of public governance, we believe our seasoned team provides the necessary frontline experience to meet City and Department goals. We strongly encourage the Police Department to create an internal Project Team that will be a representative cross-section of key managers, line personnel, Department data analysts, and labor leadership to not only assist in growing Citygate's understanding of the Section 2—Project Approach and Work Plan page 9
Exhibit 4 240
City of Bell Gardens — Police Department Efficiency Study Department but also to be coached by Citygate in learning state-of-the-art deployment and planning methods and tools.
2.2.1 Scope of Work
Citygate will collect and interpret the necessary data to identify public safety needs specific to Bell Gardens based on demographics, calls for service, crime statistics, community feedback, etc. We will identify main categories of need, such as calls for service related to mental health, homelessness, noise complaints, traffic, parking, violent crime, etc. These categories along with their assessment will be used to make recommendations for each service under the Evaluation of Services.
Evaluation of Services
For each service listed under Police Services in the City's RFP, Citygate will provide an overview of the service, including identifying the needs the service addresses as it relates to the Public Safety Needs Assessment. We will compare each service with equivalent services from similar jurisdictions, using those provided in the List of Comparable Jurisdictions in the RFP. An objective analysis of the efficiency of each service in achieving public safety in the City as well as recommendations for improvements, including the fiscal impact of such recommendations, will also be included.
Section 2.3 presents Citygate's Work Plan, which demonstrates our understanding of the scope of work listed in the RFP, the City's objectives for the project, the products that will be delivered, and the communications, reports, and responsibilities of the Project Team. A proposed project timeline is included in Section 3.
2.2.2 Project Deliverables
Citygate will present the initial observations and findings at the Mid -Project Presentation which is done via videoconference and in the form of a PowerPoint presentation. The presentation will be informal and will include Project Team members and typically the Police Chief and/or the City Manager or their representatives. The presentation will include preliminary findings and will identify any issues outside the identified scope of work that may impact the Department and require further analysis or actions on the part of the City.
Following the Mid -Project PowerPoint Presentation, Citygate will incorporate feedback from the Department and prepare the Draft Report for review using Microsoft Word and the "track changes" feature.
Exhibit 4
Section 2—Project Approach and Work Plan page 10
241
City of Bell Gardens — Police Department Efficiency Study Once the Draft Report has been returned from the Department with "track changes" incorporated, Citygate with produce the Final Report which will be based on the Public Safety Needs Assessment and the Evaluation of Service of the Department. The Final Report will aggregate the proposed recommendations along with fiscal impacts and will include potential implementation strategies.
The Final Report will be produced in PDF format and will be presented to City management.
Citygate will also present a summarized version of the Final Report to the City Council in PowerPoint format to assist the City in the budgeting process.
Citygate has incorporated the City's project deliverables within our proposed Work Plan and project schedule.
2.2.3 Value and Use of Data
Citygate's approach to all projects is data driven. We excel at mining agency incident and programs data along with community socio-economic metrics. A neutral, best practices public safety evaluation must be grounded in data, not personal opinions or hearsay. Metrics help to focus the conversation on what is really occurring and open doors to enhanced listening by all project stakeholders.
For analysis, we not only use our public safety members, but we also use highly trained statisticians, including —for the Field Services assessment —an analyst who works full-time with statistics and is not married to the police view of the world but follows the data trends as they are presented. 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, and how to structure actionable content for optimal usability without additional workload for the client.
2.2.4 Approach to Community Engagement
The involvement of stakeholders, both internal and external, is essential for the project to have a successful outcome and to produce tailored recommendations that will address the real issues in the community regarding public safety services. We have found there is sometimes a disconnect between what the jurisdiction's elected officials and/or staff perceive to be major issues, and what the broader stakeholders and public believe to be their important issues and needs. An important principle of community -centered public service is the essential prerequisite of listening to members of the public, really hearing them, and then actively responding to what is heard, seen, and learned. Listening is the first and most important step local governments can take to become more relevant and more valued by members of their community.
Citygate has significant experience working with internal and external stakeholders, community groups, and police advisory and review boards. This experience and recognition of value allows the establishment of building and maintaining trust, confidence, and support in policing. Citygate Exhibit 4
Section 2—Project Approach and Work Plan page 11
242
City of Bell Gardens — Police Department Efficiency Study has also conducted hundreds of surveys, focus groups, and public forums for local government agencies since our establishment in 1990. For example, the After -Action Review of the Woolsey Fire Incident Citygate performed for Los Angeles County involved two large public forums and task force sub -committee and committee meetings that also had public involvement.
Citygate will assess all available City methods to receive input and generate notices for community input and then, in cooperation with the City and Department, will optionally develop a stakeholder survey to evaluate community satisfaction and identify areas of improvement. Citygate will conduct an analysis including findings and recommendations for the community satisfaction survey results. All of our team members have the technical skills to conduct themselves as active, caring listeners along with the technical savvy to use videoconference tools like Zoom and other internet collaboration methods in a time significantly challenged by COVID-19. We have significant experience gathering multiple forms of stakeholder input and can see trends and themes in the various forms of feedback.
Our scope of work approach includes Citygate working closely with the City to identify key community influencers who not only provide input, but in doing so, will also learn to trust the project's values to reveal the truth as shown by the Citygate team's actual actions. We walk the talk in reaching for understanding. We want to partner with the Departments and the community to do the project "with you, not to you. " Key Departmental, City, and community influencers are best positioned to promote the legitimacy of the project and convince potential contributors of the value their input holds to its success.
At the City's option, Citygate can additionally conduct two public engagement workshops (including Spanish translation) to gather community input on their perception of police services in the City. Citygate would develop the content for these forums and facilitate the sessions, but will need assistance from the City to schedule these meetings and invite participants. As of this writing, we would anticipate these meetings to be conducted via videoconference, although we have presented costs for these to be conducted either by videoconference or on -site at the City's preference.
Exhibit 4
Section 2—Project Approach and Work Plan page 12
243
City of Bell Gardens — Police Department Efficiency Study
2.2.5 Contractor Awareness of Labor Relations in Public Safety Services Planning Citygate Project Team members have extensive California department head experience in various aspects of
employee -employer relations and understand the
importance of the Meyer-Milias-Brown Act, the City's
Personnel Rules, Departmental published standards, and
the Public Safety Officers Bill of Rights Act (" POBAR" ).
We do not make lofty recommendations that cannot
survive a positive labor-management relationship. A core Citygate value is "first, do no harm." Citygate will work to collaborate and coordinate with the Council, City
Manager, and employee organizations to ensure potential recommendations are transparent within the process and
do not violate regulations. In any change, culture is
paramount. Trampling labor relations all but ensures the failure of recommendations being fully implemented.
Citygate Project Team
members have extensive
California department head
experience in various aspects
of employee -employer
relations and understand the
importance of the Meyer-
Milias-Brown Act, the City's
Personnel Rules,
Departmental published
standards, and the Peace
Officers' Bill of Rights.
Our Work Plan for this efficiency assessment for the Department is comprised of six tasks and addresses the project objectives and deliverables described in the City's RFP. We intend to review our Work Plan and schedule with the City and Department Project Team prior to beginning work.
After obtaining additional input, we will finalize our Work Plan and the accompanying schedule.
Throughout the entire project duration, we will monitor engagement progress and completion of tasks, including providing monthly written status reports and oral communications, as needed, to Department leadership as described in the project scope of work and deliverables. ♦ 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 Project Team and City staff to monitor the progress of the study.
♦ Obtain and review City/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; Department documentation, including organizational charts, employee rosters and schedules, Computer Aided Dispatch (CAD) data and Records Management Section 2—Project Approach and Work Plan
Exhibit 4 244
page 13
City of Bell Gardens — Police Department Efficiency Study System (RMS) data, budget documents including budget narratives; and other necessary information.
Conduct videoconference kick-off call with City and Department 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 conduct a videoconference with City managers and executives to introduce team members, discuss project schedule, and review scope of work and available data. Citygate will prepare the agenda and meeting minutes.
Conduct initial interviews with key stakeholders.
➢ To enhance our understanding of the issues at stake in this project, we will interview via videoconference, as appropriate and directed, the City Manager, Chief of Police, members of the City Council (if desired), and other key stakeholders.
Issue SWOT (strengths, weaknesses, opportunities, and threats) questionnaire. ➢ Assess Department member perceptions and expectations of their services by issuing SWOT questionnaires to employees and, as appropriate, other agency employees that interact with the Department to obtain perceptions of the Department and how it is or is not meeting needs.
♦ Citygate will analyze and interpret collected data to identify public safety needs and priorities specific to Bell Gardens. Needs and priorities will be based on demographics, calls for service, crime statistics, and community feedback and to include the following:
➢ Review and analysis of community risks and vulnerabilities, including infrastructure, demographics, crime activity, regional anomalies, and public venues (including entertainment).
➢ Review and analysis of available data relative to calls for service (CFS). Based on CFS review, Citygate will identify the primary categories of need such as:
o Mental health response needs
o Homelessness
o Violent crime
o Traffic and/or parking enforcement
o Noise complaints or other quality of life issues.
Section 2—Project Approach and Work Plan
Exhibit 4 245
page 14
City of Bell Gardens — Police Department Efficiency Study Based upon the identified categories of needs and/or priorities from the Public Safety Needs Assessment in Task 42, Citygate will conduct an evaluation of services for each line of service provided by the Police Department as follows:
♦ Conduct interviews with Department, City, and Police Officers' Association members. ➢ To continue to enhance our understanding of the issues at stake in this project, we will interview, as appropriate and directed, command staff, managers, supervisors, and officers in -charge of the Department's divisions and others responsible for the various units of the Department; representative(s) of the Police Officers' Association; and members of City staff who frequently interact with or have an interdependent relationship with the Department.
➢ Citygate recognizes the importance of professional staff to the overall public safety mission of the Department. As such, we believe it is important to conduct interviews with professional staff including, but not limited to, dispatch, records, clerical staff, and volunteers to understand their perspectives. ♦ Conduct interviews with community members.
➢ The Citygate team has always found it useful to interview key members of the community who have regular contact with the Department and are either positional or informal leaders. Citygate will strive to identify and meet with key external stakeholders. We will work closely with the client on the selection of these individuals. This subtask is a core part of our Work Plan and is distinct from the optional Community Engagement Workshops described later in this task. ♦ Review Field Services including Patrol and Emergency Services. ➢ Citygate will provide an overview and description of Field Services and identify the needs Field Services addresses pertaining to the Public Safety Needs Assessment.
➢ Citygate will benchmark Field Services with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate Bell Gardens' Field Services efficiency in achieving public safety within the City, considering promising practices from other jurisdictions.
➢ Citygate will provide actionable recommendations to improve Field Services based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
Section 2—Project Approach and Work Plan
Exhibit 4 246
page 15
City of Bell Gardens — Police Department Efficiency Study ♦
Review Criminal Investigations including both general (follow-up) investigations as well as proactive investigations (such as vice and narcotics). ➢ Citygate will provide an overview and description of all Criminal Investigative services and identify the needs Criminal Investigative services addresses pertaining to the Public Safety Needs Assessment.
➢ Citygate will benchmark Criminal Investigative services with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate Criminal Investigative services efficiency in achieving public safety within the City, considering promising practices from other jurisdictions.
➢ Citygate will provide actionable recommendations to improve Criminal Investigative services based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
Review Support Services including Personnel, Internal Affairs, Training, Front Desk / Telephone Reporting, Property, Facilities, Fiscal services, Records, Payroll, Communications, and Information Technology.
➢ Citygate will provide an overview and description of all Support Services and identify the needs they address pertaining to the Public Safety Needs Assessment. ➢ Citygate will benchmark Support Services, as necessary, with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate Support Services efficiency in achieving public safety within the City, considering promising practices from other jurisdictions. ➢ Citygate will provide actionable recommendations to improve Criminal Investigative services based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
Review Office of The Chief including Command Staff, Legal Services, Community Outreach, Public Information, and Public Safety Grants. ➢ Citygate will provide an overview and description of the Office of The Chief and identify the needs the Chief s office addresses pertaining to the Public Safety Needs Assessment.
Section 2—Project Approach and Work Plan
Exhibit 4 247
page 16
City of Bell Gardens — Police Department Efficiency Study ➢ Citygate will benchmark the Office of The Chief with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate the Office of The Chief s efficiency in achieving public safety within the City, taking into account promising practices from other jurisdictions.
➢ Citygate will provide actionable recommendations to improve the Office of The Chief based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
Review the Department organization including overall structure and top management positions.
➢ Citygate will provide an overview of the Police Department organizational structure, and the needs it addresses pertaining to the Public Safety Needs Assessment.
➢ Citygate will benchmark the organizational structure with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate the organizational structure including top management positions, considering promising practices from other jurisdictions. ➢ Citygate will provide actionable recommendations to improve the Police Department organizational structure based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
Review other potential services including non -sworn positions, performance measures, crime prevention (e.g., Neighborhood Watch), and Public Safety Commission. ➢ Citygate will provide an overview of other potential services and the needs they address pertaining to the Public Safety Needs Assessment. ➢ Citygate will benchmark other potential services with comparable jurisdictions which may include those listed in the RFP as well as other benchmark data Citygate has used in other studies.
➢ Citygate will objectively evaluate other potential services, taking into account promising practices from other jurisdictions.
Section 2—Project Approach and Work Plan
Exhibit 4 248
page 17
City of Bell Gardens — Police Department Efficiency Study ➢ Citygate will provide actionable recommendations to improve other potential services based upon the identified needs from the Public Safety Needs Assessment and provide the fiscal impact of each recommendation.
♦ (Optional) Conduct community survey on public safety needs / priorities.1 ➢ At the City's option, Citygate can conduct an online community survey of the Public Safety Needs / Priorities. This data is in addition to community feedback interviews of select stakeholders. Citygate can conduct this survey in English and Spanish as we have done recently for other agencies. Our team includes a Spanish translator.
(Optional) Hold public engagement workshops, if desired. ➢ At the City's option, Citygate can conduct two public engagement workshops to gather community input on their perception of police services. Citygate would develop the content for these forums and facilitate the sessions and will need assistance from the City to schedule these meetings and invite participants. As of this writing, we would anticipate these meetings to be conducted via videoconference, although we have presented costs for these to be conducted either by videoconference or on -site at the City's preference. Citygate's Spanish translator would also participate in these workshops if desired.
The review of Citygate's initial observations and findings will be presented in the form of a PowerPoint presentation to the City Manager, Chief of Police, and/or others as desired. ➢ After completing the Public Safety Needs Assessment and an in-depth evaluation of services for each line of service of the Department, we will conduct the Mid - Project Review of initial observations and findings utilizing an MS PowerPoint presentation. This will also be an opportunity for the Department and consultants to perform fact -checks and make any mid -course corrections before our recommendations are finalized.
➢ This review will also identify any issues outside the identified scope of work that may impact the Department and require further analysis or actions on the part of the City. Citygate includes a mid -project review in nearly every project we perform, 1 The community survey will be internet-based. We would require the assistance of the City in promoting the survey via available City and Department online and social media platforms.
Section 2—Project Approach and Work Plan
Exhibit 4 249
page 18
City of Bell Gardens — Police Department Efficiency Study and clients greatly value this mid -project session to discuss proposed recommendations before the Draft Report is written.
The entire Citygate team will prepare a Draft Report which will:
➢ Summarize the strengths of the Department and opportunities for improvement. ➢ Present a review of how our approach and analyses were conducted. ➢ Present findings of interviews conducted with City staff, outside entities, and/or the public.
➢ Explain the assumptions underlying the analysis and recommendations. ➢ Present recommendations.
➢ Discuss the financial implications of the recommendations.
Upon completion of the Draft Report, an electronic version in MS Word will be sent to the City 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. The City will be provided 30 calendar days to review the Draft Report.
Discuss Draft Report with City.
➢ Citygate will conduct a videoconference with the City Project Team to present and review the Draft Report.
♦ Prepare and present the Final Report to City management. ➢ Based on the results of our Draft Report review process, we will then prepare and deliver a Final Report to the City that will aggregate the proposed recommendations along with their fiscal impacts and will outline potential implementation strategies the City could or should take.
Section 2—Project Approach and Work Plan
Exhibit 4 250
page 19
City of Bell Gardens — Police Department Efficiency Study ♦ Present the Final Report to the City Council.
➢ We will make an oral presentation using MS PowerPoint to the Mayor and City Council.
Section 2—Project Approach and Work Plan
Exhibit 4 251
page 20
City of Bell Gardens — Police Department Efficiency Study SECTION 3-PROPOSED PROJECT SCHEDULE
Citygate anticipates this project will span approximately six months. Citygate is available to start the project upon contract award. The following schedule shows the completion time per task and key milestones and deliverables throughout the engagement.
Proposed Proiect Schedule
Task
1: Initiate Project
Month 1
Month 2
Month 3
Month 4
Month
5 Month
6 Public Safety--.
Assessment
3: Evaluation of Services
Mid
- Findings Recommendations
•5:
Draft Report
6: Final Report and Presentation
0 Issue Document Request List
Issue SWOT Questionnaire
O Optional Community Survey
Submit/Discuss Draft Report
® Project Kick -Off Videoconference
0 Interviews with Department Members
Optional Community Engagement Workshops
® Submit Final Report
Section 3—Proposed Project Schedule
Interviews with City/Dept. Leadership
is Interviews with Community Stakeholders
0 Mid -Project Briefing
Final Report Presentation
..
page 21 5
Exhibit 4 252
City of Bell Gardens — Police Department Efficiency Study SECTION 4-ASSISTANCE EXPECTATIONS OF CITY STAFF
# .#
The Department staff have the best capability to collect much of the required data that can assist the Citygate study. Therefore, the Department will assist Citygate with:
♦ Providing data and documents describing the organization, services, and performance measures, and other information as requested by Citygate, as available. ♦ Identifying a single point of contact for this project. ♦ Creating a Planning Assessment Team to include a representative cross-section of key Department managers, operational staff, data analysts, and other stakeholders as identified.
The following is the proposed schedule of meetings to facilitate the gathering of information for the project and to explain/present the project's findings and recommendations. In addition to these meetings, we are available throughout the course of the study for periodic status update discussions with the City.
Citygate's proposed Work Plan includes on -site travel for the Final Report presentation and optional travel for other meetings. Due to COVID-19 unknowns and potential City and County restrictions, Citygate remains flexible throughout this process. Our ability over the past eighteen months to be successful with our clients and city councils via Zoom or Microsoft Teams video conferences allows the flexibility to work with the City of Bell Gardens on budgeted travel expenses for proposed on -site visits and meetings. Citygate Project Team members have received their COVID-19 vaccinations. Citygate is confident we can accomplish the required Work Plan through the utilization of virtual meetings, which is occurring nationally with other clients. If on - site visits are not possible, the City will not be charged for the budgeted travel expenses. ♦ Task 1 — There will be one videoconference during this task to kick off the project. We will also conduct the initial interviews via videoconference with the City Manager, Chief of Police, members of the City Council (if desired), and other key stakeholders as necessary.
The Project Team is available to conduct the kick-off meeting on -site at the City's request (option).
♦ Task 2 — Citygate will conduct videoconference and/or telephone calls with police mid - managers. In collaboration with the City, Citygate is available to conduct an on -site visit. ♦ Task 3 — Citygate will conduct video conference or telephone interviews with key members of the Department and other key stakeholders necessary to complete the Evaluation of Services. We will also conduct the optional community input workshops and community survey if so directed.
Section 4—Assistance Expectations of City Staff
..
page 22
Exhibit 4 253
City of Bell Gardens — Police Department Efficiency Study ♦ Task 4 — The Mid -Project Presentation of initial observations and findings will be done with the City Manager, Chief of Police, and/or others as desired, via videoconference.
Task 5 — We will conduct a videoconference meeting with the City Manager, Chief of Police, and/or others as desired to discuss and fact -check the Draft Report, answer any questions, and agree on elements for the Final Report.
Task 6 — Citygate will present the Final Report to City and/or Department management as directed via videoconference and the City Council on -site.
Section 4—Assistance Expectations of City Staff
Exhibit 4 254
page 23
City of Bell Gardens — Police Department Efficiency Study SECTION 5-PROJECT TEAM
M2•
Citygate has assembled a Project Team of consultants from varied disciplines with decades of combined law enforcement, statistical analysis, and community listening experience. Specific to police, this experience covers a broad array of rural and urban policing, local and county -level policing, and mid -size and large-scale organizational demands while meeting state-wide and national best practices. Please note that the role of each team member is described in italics at the end of their biographical paragraph. Full resumes for each consultant are presented in Appendix B. Each consultant adheres to the Code of Ethics presented in Appendix A. Primary members of our Project Team include the following experienced consultants:
Chief Stewart Gary, MPA, Public Safety Principal — Project Director Chief Gary is the Public Safety Principal for Citygate Associates. Over the last 18 years, he has performed over 400 organizational and deployment studies on public safety departments and has led numerous police services projects, policy evaluations, and Citygate's most recent after -action review for Los Angeles County. Chief Gary is the retired Fire Chief of the Livermore - Pleasanton Fire Department in Alameda County, California. For 15 years, he has led Citygate's fire, emergency medical services, and police practices. After he led Citygate's law enforcement and fire services teams to successfully complete the Woolsey AAR for Los Angeles County, the Board passed a motion to retain him specifically, by name, for implementation oversight related to the report's recommendations. He also has eight years of experience as an elected official, five of which were as a city council member. He understands the needs of the policy makers to represent their community.
Chief Gary will provide leadership and project planning, coordination to the police consultants, and assist with the community and City Hall listening with a "non -police " viewpoint to ensure focus and cross connection on project deliverables. He will review all reports and co -present briefings.
Undersheriff Gary Elliott, MS, Police Services Senior Associate — Project Manager Undersheriff Elliott has over 35 years of public safety service, including 30 years of law enforcement experience and 35 years in the United States Army Reserve. As the Second in Command of a medium sized Sheriff s Office in Northern California, Undersheriff Elliott was responsible for the day-to-day operations of the organization, which included over 560 full-time employees and a budget in excess of $110 million. His Sheriffs Office experience includes 18 years on the SWAT Team as a tactical operator, team leader, and commander. Undersheriff Elliott also served in the Investigations Bureau for Section 5—Project Team
Exhibit 4 255
page 24
City of Bell Gardens — Police Department Efficiency Study many years, first as detective, then as detective sergeant (supervisor), and finally as the Investigative Services Commander. He has investigated, supervised, or managed hundreds of criminal cases ranging from low-level property crimes, such as fraud, to complex homicide investigations. While serving as the Lieutenant in charge of patrol, Undersheriff Elliott was the project lead for installing in -car video cameras throughout the Sheriff s Office patrol fleet. As the Undersheriff, he implemented an agency -wide early intervention software system to enhance agency accountability. Undersheriff Elliott also has extensive leadership experience as a commissioned officer in the United States Army Reserve. He retired at the rank of full Colonel in September of 2018 after 35 years of service.
UndersheriElliott will be Citygate 's Project Manager with primary responsibility for completion of all project deliverables. He will be involved with all aspects of the Public Safety Needs Assessment and the Evaluation of Services and will be the primary report writer and briefing presenter.
Captain Stephen Crane, MPSLA, Police Services Senior Associate Captain Stephen Crane has 25 years of law enforcement experience. Prior to his retirement in April 2019, he served for the Seattle Police Department, the i
Sonoma County Sheriff s Department, and the Fairfield Police Department.
He has served at the rank of officer, Detective, Sergeant, Lieutenant, and Captain. As a Captain with the Fairfield Police Department, he managed the day-to-day operations of the organization, which included 190 full-time employees and a budget of approximately $38 million. Captain Crane has management experience during numerous organizational transitions, has managed operational and organizational re -alignments, and served as a liaison and organizational coordinator for a department -wide workload analysis study. Captain Crane implemented a department -wide Body Worn Camera program in Fairfeld in 2013 and co-authored a Federal Grant to manage and implement the second generation of Body Worn Cameras for the organization in 2018. He also managed the implementation of IA Pro and Blue Team within the organization.
Captain Crane's community engagement responsibilities in the diverse City of Fairfield included collaboration on a Racial and Ethnic Disparities workgroup with the W. Haywood Burns Institute for Justice, Fairness, and Equity, managing annual volunteer academies, and involvement in many other community partnerships and forums. Captain Crane worked on a county -wide Mentally Ill Offender Crime Reduction program and managed a Homeless Intervention Team transition that included the application of professional staff outside of sworn personnel resources. He has led and held responsibilities in Patrol Operations, the Emergency Services Unit, the Mobile Field Force Team, the Investigations Bureau, the Traffic Unit, the Homeless Intervention Team, the Honor Guard, the Crisis Intervention Team, Peer Support, Code Enforcement, Crime Prevention, School Resource Officers, the Police Activities League, Volunteers In Policing, Administrative Services, Fleet Maintenance, Personnel and Recruitment, Records, Property and Evidence, Dispatch, Facilities, Budget and Grants, a regional training facility, and the Emergency Operations Center.
Exhibit 4
Section 5—Project Team page 25
256
City of Bell Gardens — Police Department Efficiency Study He has a bachelor's degree in business administration from Sonoma State University and has earned a master's degree in public safety leadership and administration at Arizona State University.
Captain Crane will assist with the Public Safety Needs Assessment and the Evaluation of Services.
His primary focus will be on Field Services and other potential services. He will assist with the Draft and Final Report and will co present the Mid -Project and Final Report presentations.
Chief John Carli, MSSL, Police Services Senior Associate Chief John Carli has 32 years of experience in law enforcement and is recognized as a progressive, innovative leader who promotes best practices in officer safety and wellness. Even after retiring in March 2021, Chief Carli has been an outspoken advocate and thought leader for the profession, with his most relevant work focusing on national best practices in policing, community engagement, and officer safety and wellness. He was instrumental in implementing body -worn cameras to all officers in his agency as early as 2009. In the summer of 2016, Chief Carli was summoned to the White House to meet with President Obama in the wake of national high -profile officer -involved fatal encounters. Since then, he has dedicated his time and efforts to improve the profession and implement meaningful change. More recently in 2020, the Vacaville Police Department, under his leadership, received the National Law Enforcement Memorial Fund Destination Zero Award within the category of General Officer Safety. Chief Carli is a nationally recognized authority regarding use -of -force and de-escalation in policing, particularly addressing public trust and police legitimacy. Even after retirement, Chief Carli continues to serve as chair of the California Police Chief Association's Data Sharing Task Force, which works closely with industry stakeholders, technology leaders, and the California Department of Justice. He is also a representative on the California Attorney General's Advisory Committee. He holds a Master of Science degree in Strategic Leadership and is a graduate of PERF's Senior Management Institute for Police.
Chief Carli will assist with the Public Safety Needs Assessment and Evaluation of Services. His primary focus will be on Criminal Investigations and The Office of the Chief. He will assist with the Draft and Final Report and will co present the Mid -Project and Final Report presentations.
Exhibit 4
Section 5—Project Team page 26
257
City of Bell Gardens — Police Department Efficiency Study Chief Ralph Brown, MIS, Police Services Senior Associate Chief Brown has 29 years of law enforcement experience, most recently as a California Peace Officer's Standards and Training (POST) Bureau Chief. He started his law enforcement career with the Suisun City Police Department in 1990, then he served with the Fairfield Police Department from 1993 to 2000.
He joined the Contra Costa County Office of the Sheriff as a Deputy in October 2001, where he served for 11 years before retiring at the rank of Lieutenant. During his tenure, he held assignments in custody, patrol, training, and administration. Chief Brown sat on several volunteer committees, including the Sheriffs Technical Advisory Committee, which was charged with developing technology solutions to increase efficiency. He was the project manager and developer of the Sheriffs Intranet project. Collaborating with the Technical Services Division, he designed and deployed an intranet server and created an internal website to house information for employees and all worksite locations. The project provided all -hours access to forms, vacancies, events, and promotional opportunities. Chief Brown retired from the Sheriffs Office in 2013. In June 2014, Chief Brown accepted a position as a law enforcement consultant with the California Commission on Peace Officer Standards and Training. He served in the Basic Training Bureau as the basic course certification and review manager auditing police academies across the State. Chief Brown also served as the Legislative Liaison and PIO. He has experience reviewing, amending, and proposing legislation. He has also testified before the California Legislature on behalf of POST.
In 2016, he was promoted to Bureau Chief, where he managed the Training Program Services and Training Delivery and Compliance Bureaus. He and his staff ensured quality training programs were delivered to over 80,000 peace officers and 9,000 public safety dispatchers, while certifying over 4,000 courses. He earned a bachelor's degree in business management and a master's degree in information services.
ChiefBrown will assist with the Public Safety Needs Assessment and Evaluation of Services. His primary focus will be on Support Services. He will assist with the Draft and Final Report and will co present the Mid -Project and Final Report presentations.
Eric Lind, MA, Statistical and Operational Analysis Associate Mr. Lind'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 developed baseline system -wide EMS response time capability and testing alternative models, reviewed medical priority dispatch 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. Mr. Lind has used performance Exhibit 4
Section 5—Project Team page 27
258
City of Bell Gardens — Police Department Efficiency Study improvement and business transformation techniques throughout his career across the globe. He is skilled with developing and conducting statistical research to answer operations questions. Mr.
Lind is a Lean Six Sigma Certified Black Belt and has a bachelor's and two master's degrees in international business, each from a different country.
Mr. Lind will provide police incident and program delivery statistical analysis insight for the police incident and workload analysis.
David DeRoos, MPA, CMC, Citygate President
Mr. DeRoos has 30 years' experience as a consultant to local government, preceded by five 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 he 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.
Section 5—Project Team
Exhibit 4 259
page 28
City of Bell Gardens — Police Department Efficiency Study Citygate's Project Team organization is shown in the following graphic.
Section 5—Project Team
Exhibit 4 260
page 29
City of Bell Gardens — Police Deportment Efficiency Study SECTION 6-PROJECT COSTS
'.••;
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 a "not -to -exceed" total cost based on our Work Plan and scope of work, outlined in the following table.
6.1.1 Core Project Cost
Task 1: Initiate and Manage the Project
$6,480
$324
$0
$6,804
Task 2: Conduct Public Safety Needs Assessment
$14,000
$700
$0
$14,700
Task 3: Conduct Evaluation of Services
$12,245
$612
$0
$12,857
Task 4: Conduct a Mid -Project Review of Initial
$6,700
$335
$0
$7,035
Observations and Findings
Task 5: Prepare and Review Draft Report
$17,170
$859
$0
$18,029
Task 6: Prepare and Present Final Report
$11,475
$574
$2,773
$14,822
Total
$68,070
$3,404
$2,773
$74,247
This cost proposal reflects Citygate's best effort to be responsive to the City's needs at a reasonable cost. If the proposed scope of work and/or costs are not in alignment with the City's needs or expectations, Citygate is open to discussing modification of the proposed scope of work and associated costs.
6.1.2 Optional Project Costs
Citygate presents the cost for the Work Plan options in the following table.
SRI
On -Site Project Kick -Off Meeting
7!7$
$3,853
(Assumes three consultants will attend the meeting)
Two Public Engagement Workshops (Videoconference)
(Assumes up to three consultants and Spanish translator will attend the videoconferences) Two Public Engagement Workshops (On -Site / Successive Days) $9,951
(Assumes up to three consultants and Spanish translator will attend the workshops) Online Community Survey
$8 227
(Conducted in English and Spanish with involvement of Spanish translator) On -Site Visit
$4,317
(As needed throughout project; assumes two consultants up to six hours on -site) Section 6—Project Costs
Exhibit 4 261
page 30
City of Bell Gardens — Police Department Efficiency Study Our price quote is effective for 90 days from the date of receipt of this proposal and includes one (1) draft review cycle as described in Task 5 of the Work Plan, to be completed by Citygate and the City within 30 calendar days of the City receiving the Draft Report. Additional Draft Report cycles or processing delays requested by the city would be billed in addition to the contracted amount at Citygate's time and materials rates. When changes are agreed upon, Citygate will provide the Final Report in PDF format.
is
Citygate President
$250 per hour
D7Gary
Public Safety Principal — Project Director
$250 per hour
St
Police Services Senior Associate — Project Manager
$195 per hour
Gary Elliott
Police Services Senior Associate
$195 per hour
Stephen Crane
Police Services Senior Associate
$195 per hour
John Carli
Police Services Senior Associate
$195 per hour
Ralph Brown
Statistical and Operational Analysis Associate
$195 per hour
Eric Lind
Spanish Translator
$175 per hour
Various
Report Project Administrator
$135 per hour
Various
Administrative Support
$95 per hour
Various
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. If 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 through ACH Transfer, 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.
Exhibit 4
Section 6—Project Costs page 31
262
City of Bell Gardens — Police Department Efficiency Study SECTION 7-CLIENT REFERENCES
We strongly encourage the City to contact our project references.
City of Elk Grove, CA —Police Stag and E aciency Study (Current) Timothy Albright, Chief of Police 18400 Laguna Palms Way, Elk Grove, CA 95758 talbrightLelkgrovepd.org 1 (916) 627-3300
City of Jurupa Valley, CA — Comprehensive Ciiy-Provided Police Department Feasibility Study
Mike Flad, Assistant City Manager 18930 Limonite Ave., Jurupa Valley, CA 92509 mflad(ce iurupavalley.org 1 (951) 332-6464 ext. 201
Cities of Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar, CA — Feasibiliiy Assessment ofEstablishinZ up to a Seven -City Police Services Joint Powers Authority
Brendan Rafferty, Fiscal Officer 1 130 South Main Street, Lake Elsinore, CA 92530 braffeL!yL,lake-elsinore.org 1 (951) 674-3124 ext. 298
City of Lawrence, KS — Police Department Comprehensive Manygement Study Brandon McGuire, Assistant City Manager 16 East 6th Street, Lawrence, KS 66044 bmcguireglawrenceks.org 1 (785) 832-3466
City of Orem, UT —Operations Assessment for the Police and Fire Departments Josh Adams, Chief of Police 156 North State Street, Orem, UT 84057 1 jtadams(c�r�,orem.org (801) 229-7062
City of Woodbury, MN — Public Safiy Stag Study
Lee Vague, Public Safety Director / Police Chief 12100 Radio Drive, Woodbury, MN 55125 lee.vague(c�r�,woodburymn.gov 1 (651) 714-3600
City of Pasco, WA — Police Department Sta mg and Services Analysis with Strategic Plan Current
Ken Roske, Chief of Police 1 215 W. Sylvester Pasco, WA 993011 roskekgpasco-wa.gov (509) 545-3437
Section 7—Client References
Exhibit 4 263
page 32
APPENDIX A
CODE OF ETHICS
Exhibit 4 264
Exhibit 4
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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Code of Ethics
265
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PROJECT TEAM RESUMES
Exhibit 4 266
CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA
Mr. Gary is the Public Safety Principal for Citygate Associates. Over the last 18 years, he has performed over 400 organizational and deployment studies on public safety departments and has led numerous police services projects, policy evaluations, and Citygate's most recent after -action review for Los Angeles County. Chief Gary is the retired Fire Chief of the Livermore -Pleasanton Fire Department in Alameda County, California. For 15 years, he has led Citygate's fire, emergency medical services, and police practices. After he led Citygate's law enforcement and fire services teams to successfully complete the Woolsey AAR for Los Angeles County, the Board passed a motion to retain him specifically, by name, for implementation oversight related to the report's recommendations. He also has eight years of experience as an elected official, five of which were as a city council member. He understands the needs of the policy makers to represent their community.
Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief / Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, California in January 1994, and two years later, he successfully facilitated the peer -to - peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam Award for Excellence and Innovation by the California League of Cities in 1999.
Mr. Gary has both a bachelor's and master's degree in Public Administration from San Diego State University. He holds an associate degree in fire science from Miramar Community College in San Diego and 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 fire protection 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 served as an elected official on the City of Livermore City Council.
Relevant Experience:
Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed, or directed over 400 consulting projects. Some of the highlights and recent projects include:
Currently serving as Public Safety Principal and Project Director for a police staffing and efficiency study for the City of Elk Grove, California.
Project Team Resumes page 1
Exhibit 4 267
♦ Served as Public Safety Principal, Joint Powers Authority Feasibility Specialist, and Project Manager for a comprehensive City -provided police department feasibility study for the City of Jurupa Valley, California. ♦ Served as Public Safety Principal, Joint Powers Authority Feasibility Specialist, and Project Manager for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar.
♦ Currently serving as Public Safety Principal and Project Director for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas.
♦ Served as Public Safety Principal and Fire Project Manager for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a fire department Standards of Coverage assessment and a police field operations review.
♦ Served as Public Safety Principal for a public safety staffing study for the City of Woodbury, Minnesota, which entailed a fire services Standards of Coverage and headquarters assessment and a police, fire, and emergency medical services integrated analysis overview.
♦ Currently serving as Public Safety Principal and Project Director for a Police Department Strategic Plan for the City of Pasco, Washington. ♦ Served as Public Safety Principal for a comprehensive services delivery and staffing review of the San Luis Obispo Police Department. ♦ Served 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 for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
♦ Currently serving as Public Safety Principal and Lead Project Director to assist with the development, implementation, and monitoring of an After Action Plan for Los Angeles County that addresses all of the recommendations from Citygate's After Action Review of the Woolsey Fire.
♦ 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, Arizona.
♦ Served as Public Safety Principal and Project Manager for a comprehensive public safety Master Plan enabling the Police and Fire -Medical Departments to complete their organizational programmatic goals while falling in line with the General Plan 2035 for the City of Surprise, Arizona, and the City Council Strategic Plan.
Project Team Resumes page 2 <1W
Exhibit 4 268
♦ Served as Public Safety Principal for a comprehensive services delivery and staffing review for the Police Department for the City of Eloy, Arizona. ♦ Served as Public Safety Principal and Project Director for a police dispatch shared services analysis for the Cities of Brea, Buena Park, Fullerton, La Habra, and Placentia, California.
♦ Served as Public Safety Principal and Project Director for a police services consolidation and contract for shared services analysis for the Cities of Brea, Buena Park, Fullerton, La Habra, and Yorba Linda, California. ♦ Served as Project Director for a project to provide a feasibility study for a public safety Joint Powers Authority for the Cities of Adelanto, Hesperia, and Victorville and the Town of Apple Valley, California.
Relevant Non-Citygate Experience:
♦ In 2002, Mr. Gary led a seminar that taught the Standards of Coverage (SOC) methodology to members of the Clark County Fire Department. ♦ In 2005 and into 2006, Mr. Gary coached and assisted the Clark County Fire Department with the initial draft of their rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area.
♦ 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 SOC 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 10-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 fiscal year 2000/2001 of $18 million.
Service was provided from eight stations and a training facility, with two additional stations under construction.
♦ In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the SOC system for fire service deployment. He reworked the 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. ♦ In 1994, Mr. Gary effectively led the Livermore Fire Department's addition of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under -serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully revoted after Proposition Project Team Resumes page 3 <1W
Exhibit 4 269
218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters' union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the northwest area of Livermore. ♦ During his tenure in Carlsbad, he successfully master -planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council.
Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore Fire Department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department, including plan check and inspection services for two years; and master -planned future growth in the north Livermore area for an additional 30,000 people in a "new town" area.
♦ Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore.
Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities, and the Fortune 100. He has authored articles on technology and deployment for national fire service publications.
Mr. Gary is experienced as an educator in teaching firefighting, paramedicine, and citizen CPR programs. As a community college instructor, he taught management and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program.
Instructor and Lecturer:
Instructor and lecturer on fire service deployment for the Commission on Fire Accreditation SOC methodology. Over the last five years, Mr. Gary has presented one -day workshops across the US and Canada to fire chiefs. Presentations have included:
➢ The International Association of Fire Chiefs Convention ➢ US Navy Fire Chiefs in Norfolk, Virginia
➢ US Air Force Fire Chiefs at the USAF Academy in Colorado Springs, Colorado
➢ Seattle -area Fire Chiefs
➢ Fire Chiefs Association of British Columbia in Vancouver ➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame University
➢ The California Fire Training Officers annual workshop Project Team Resumes page 4<1W
Exhibit 4 270
♦ Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course.
Presentations:
"Mapping the Future of Fire." First -ever fire service technology conference, October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS mapping and mobile data technologies in the fire service.
Publications:
♦ Edited, partially wrote, and co -developed the second, third, and fourth editions of the Commission on Fire Accreditation Standards ofResponse Cover Manual. ♦ "System of Cover: Using the Accreditation Commission's SOC systems approach for deployment," Fire Chief, February 2001.
"Data to Go: Designing and implementing wireless data technologies for the fire service," Fire Chief, December 2000.
Memberships:
♦ International Association of Fire Chiefs — Fairfax, Virginia ♦ California Fire Chiefs Association — Rio Linda, California ♦ National Fire Protection Association — Quincy, Massachusetts Project Team Resumes page 5 <1W
Exhibit 4 271
CITYGATE ASSOCIATES, LLC
GARY T. ELLIOTT, JR., MS
Gary Elliott has 30 years of experience in law enforcement at all levels of the organization culminating as the second in command of a medium-sized Sheriff's Office in California, with duties and authority across the entire spectrum of the agency. His experience with the Department includes 18 years on the Special Weapons and Tactics Team as a tactical operator, team leader, and commander. He also served in the Investigations Bureau for approximately seven years, first as detective, then as detective sergeant (supervisor), and finally as the Investigative Services Commander. He investigated, supervised, or managed hundreds of criminal cases ranging from low-level property crimes, such as fraud, to complex homicide investigations. Mr. Elliott also has extensive leadership experience as a commissioned officer in the United States Army Reserve. He retired at the full rank of Colonel in September of 2018 after with 36 years of service.
Relevant Experience:
The following is a selection of Mr. Elliott's consulting experience since joining Citygate:
♦ Served as Police Services Senior Specialist for a comprehensive City -provided police department feasibility study for the City of Jurupa Valley, California. ♦ Served as Police Services Senior Associate for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. ♦ Served as Senior Police Services Associate for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a Fire Department Standards of Coverage assessment and a police field operations review.
♦ Currently serving Police Services Senior Associate for a Police Department Strategic Plan for the City of Pasco, Washington.
♦ Served as Police Services Senior Associate for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
♦ Served as Law Enforcement Services Specialist to assist with a comprehensive and neutral external review of the Woolsey Fire Incident on behalf of the Los Angeles County Office of Emergency Management.
♦ Currently serving as Police Services Senior Associate to assist the City Council in the City of Coachella, California, in a workshop discussion to consider the methods of studying policing services.
♦ Currently serving as Police Services Specialist to assist the City of Temecula, California, in estimating the size and likely parcel assessment needed for a single in -town police facility.
Project Team Resumes page 6<1W
Exhibit 4 272
Employment:
Undersheriff
Solano County Sheriff's Office, Fairfield, California February 1989February 2019 ♦ Managed the day-to-day operations of the organization, including four major functional divisions: Field Operations, Custody, Office of Emergency Services, and Administration.
♦ Spent over 18 years as member of the Department's Special Weapons and Tactics Team as a tactical operator, team leader, and commander. ➢ Participated in, planned, supervised, and/or commanded practically every critical incident that the Department was involved in during tenure on the team.
♦ Served in the Investigations Bureau for approximately seven years, first as Detective, then as the Detective Sergeant (supervisor), and finally as the Investigative Services Commander.
➢ Investigated, supervised, and/or managed hundreds of criminal cases ranging from low-level property crimes, such as fraud, to complex homicide investigations.
♦ As a Captain and Custody Division Commander, served as the Sheriff's principle advisor on prison realignment.
➢ Entailed a paradigm shift in responsibilities for managing some criminal offenders from the state prison system to the county jail and probation systems.
Colonel
United States Army Reserve, Mountain View, California January 1983September 2018 ♦ Served as the Operations Officer of a Military Intelligence Battalion in Iraq during Operation Iraqi Freedom from November 2004 to October 2005. ➢ Awarded the Bronze Star Medal for meritorious service. ♦ Served as a small group leader (instructor) for the US Army's Command and General Staff Officer's Course for three years.
➢ As a junior military police officer in the California Army National Guard, deployed to several domestic support operations to assist public safety during local emergencies, including wildfires, floods, and riots.
Education:
♦ Master of Science in Administration of Justice and Security, University of Phoenix — 2011
♦ Bachelor of Science in Management, Upper Iowa University — June 2003 ➢ Graduate with Honors
Project Team Resumes page 7<1W
Exhibit 4 273
Associate of Science in Business Administration, Solano Community College — 1993
Certificates:
California Commission on Peace Officer Standards and Training Management Certificate
FBI National Academy Session 235 Certificate in Police Management — December 2008
US Army Command and General Staff Officer Course Certificate in Leadership — June 2008
♦ Robert Presley Institute of Criminal Investigation Certificate in Homicide Investigation — 2000
Project Team Resumes page 8 <1W
Exhibit 4 274
CITYGATE ASSOCIATES, LLC STEPHEN CRANE, MPSLA
Captain Crane has 25 years of law enforcement experience. Having served in the Seattle Police Department, the Sonoma County Sheriff's Department, and the Fairfield Police Department, he retired in April 2019. He has served at the rank of officer, Detective, Sergeant, Lieutenant, and Captain. As a Captain with the Fairfield Police Department, he managed the day-to-day operations of the organization, which included 190 full-time employees and an approximate $38 million budget. He has led and held responsibilities in Patrol Operations, the Emergency Services Unit, the Mobile Field Force team, the Investigations Bureau, the Traffic Unit, the Homeless Intervention Team, the Honor Guard, the Crisis Intervention Team, Peer Support, Code Enforcement, Crime Prevention, School Resource Officers, the Police Activities League, Volunteers In Policing, Administrative Services, Fleet Maintenance, Personnel and Recruitment, Records, Property and Evidence, Dispatch, Facilities, Budget and Grants, a regional training facility, and the Emergency Operations Center. Mr. Crane has a bachelor's degree in business administration from Sonoma State University and has earned a Master of Public Safety Leadership and Administration degree at Arizona State University.
Relevant Experience:
The following is a selection of Mr. Crane's consulting experience since joining Citygate:
♦ Currently serving as Police Services Senior Associate for a police staffing and efficiency study for the City of Elk Grove, California. ♦ Served as Police Services Senior Specialist for a comprehensive City -provided police department feasibility study for the City of Jurupa Valley, California. ♦ Served as Police Services Senior Associate for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. ♦ Currently serving as Police Services Senior Associate for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas. ♦ Served as Police Services Senior Associate for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a police field operations review and Fire Department Standards of Coverage assessment.
♦ Currently serving as Police Services Senior Associate and Project Manager for a Police Department Strategic Plan for the City of Pasco, Washington. ♦ Served as Police Services Senior Associate for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
♦ Currently serving as Police Services Specialist to develop a staffing and operations plan for the City of West Hollywood's Aquatic and Recreation Center. Phase 1 of this project will be focused on the Center's staffing and human resources needs and Project Team Resumes page 9<1W
Exhibit 4 275
any other proposed contracts predicted to be required for operation. Phase 2 will complete the Center's operational policies, procedures, and guidelines.
Employment:
Fairfield Police Department, Fairfield, California
Captain May 2015 April 2019
♦ Managed the day-to-day operations of the organization, including field operations, investigations, administrative services, support services, facilities, and Department budget.
➢ Management responsibilities included but not limited to: Code Enforcement, Crime Prevention, School Resource Officers, Police Activities League, Inter -Agency Youth Foundation, Public Safety Academy, Volunteers -in -Policing, Diversion, Administrative Services Unit, Personnel, Training Recruitment, Professional Standards, Fleet Maintenance, Records, Property, Dispatch, Facilities, Patrol, Investigations, Special Operations Team, Narcotic Investigation Unit, Gang Unit, Electronic Crimes Unit, Homeless Intervention Team, Traffic Unit, and Emergency Services Unit (Special Weapons and Tactics, Crisis Negotiation Team, K-9, Mobile Field Force, Terrorism Liaison Unit).
Held extensive experience in planning, supervision, and management of critical incidents.
➢ Experience includes risk management, claims, civil liability, and department policy management.
♦ Supervised and managed hundreds of complex criminal investigations. ♦ Facilitated a Department -wide work analysis consultation — 2018. ♦ Facilitated a Countywide racial and ethnic disparity work group — 2018-2019. ♦ Procured and implemented a Department of Justice, Bureau of Justice Assistance Body -Worn Camera Grant — 2017-2019.
♦ Developed and implemented Social Service Coordinator position — 2017.
Implemented the Crisis Intervention Team — 2016.
Procured, facilitated, and implemented the California Office of Emergency Services Sexual Assault Grant — 2015.
Facilitated the Mentally Ill Offender Crime Reduction Grant implementation work group — 2015.
Led the Homeless Intervention Team — 2015-2019.
♦ Planned, prepared, and implemented Department -wide Body -Worn Camera program — 2013.
♦ Coordinated and collaborated to install closed circuit television — 2011-2019. ♦ Led neighborhood revitalization efforts.
Project Team Resumes page 10<1W
Exhibit 4 276
Lieutenant May 2011—May 2015
♦ Served as Patrol Watch Commander, Investigations Bureau Commander, and Mobile Field Force Commander.
Sergeant May 2008—May 2011
Assignments included Patrol, General Investigation Unit, Narcotic Investigation Unit, and Professional Standards Unit.
Officer November 2002—May 2008
Assignments included Patrol, Mobile Field Force, Narcotic Investigation Unit, Crime Suppression Unit, Gang Unit, and Countywide narcotic detective.
Sonoma County Sheriff's Department, Santa Rosa, California Officer October 2001 November 2002
♦ Assignments included Patrol Deputy and Court Detail.
Seattle Police Department, Seattle Washington
Officer December 1993October 2001
♦ Assignments included Patrol, Anti -Crime Unit, Crime Analysis, crowd control, and neighborhood projects.
Education:
♦ Master of Public Safety Leadership and Administration from Arizona State University — 2021
Bachelor of Arts in Business Administration from Sonoma State University — 1992 Associate of Arts in General Education from Santa Rosa Junior College — 1989 Certificates, Honors, and Awards:
California Peace Officer Standards and Training Management Certificate Senior Management Institute for Police — 2015
Travis Air Force Base Honorary Commander — 2017
Officer of the Year Nominee — 2003-2005
♦ Seattle Police Department Police Officer of the Year — 1995 Professional Memberships:
♦ Police Executive Research Forum
♦ California Police Chiefs Association
♦ California Peace Officers' Association
♦ International Association of Chiefs of Police
Community Involvement:
♦ Host Family, EF International Exchange — 2019-2020
Project Team Resumes page 11<1W
Exhibit 4 277
♦ Rotary International Youth Exchange host family — 2015-2016 ♦ Police Officer Association and Police Manager Association Board Member ♦ Youth basketball coach — 2003-2007
Peace Officer Memorial Run — Seattle to San Francisco — 1997 Project Team Resumes page 12
Exhibit 4 278
CITYGATE ASSOCIATES, LLC JOHN CARLI, MS
Chief John Carli has 32 years of experience in law enforcement and is recognized as a progressive and innovative leader who promotes best practices in officer safety and wellness. Even after retiring in March 2021, Chief Carli has been an outspoken advocate and thought leader for the profession, with his most relevant work focusing on national best practices in policing, community engagement, and officer safety and wellness. He was instrumental in implementing body -worn cameras to all officers in his agency as early as 2009. In the summer of 2016, Chief Carli was summoned to the White House to meet with President Obama in the wake of national high -profile officer -involved fatal encounters. Since then, he has dedicated his time and efforts to improve the profession and implement meaningful change. His preventive approach to promoting this culture of wellness led to the development of a unique law enforcement wellness app that was recently highlighted at the Police Executive Research Forum (PERF) national town hall meeting focusing on police officer suicides. More recently in 2020, the Vacaville Police Department, under his leadership, received the National Law Enforcement Memorial Fund Destination Zero Award within the category of General Officer Safety.
Chief Carli is a nationally recognized authority regarding use -of -force and de-escalation in policing, particularly addressing public trust and police legitimacy. He is an Executive Fellow with the National Police Foundation, focusing on the continuous improvement within the policing profession throughout his career. Even after retirement, Chief Carli continues to serve as chair of the California Police Chief Association's Data Sharing Task Force, which works closely with industry stakeholders, technology leaders, and the California Department of Justice. He is also a representative on the California Attorney General's Advisory Committee. He holds a master of science degree in Strategic Leadership and is a graduate of PERF's Senior Management Institute for Police.
Employment:
Vacaville Police Department in Vacaville, California
Chief ofPolice
20142021
Led a municipal police department of more than 200 employees and an annual budget of $42 million that was responsible for the safety and security of a resident population of 103,000.
♦ Maintained FBI "Secret" security clearance status; managed the Department's Criminal Justice Information System security requirements per FBI and California Department of Justice standards.
♦ Implemented hardware/software solutions to improve public safety and security, including a Citywide license plate recognition camera system, a computer -aided dispatch / records management system, intelligence monitoring, body -worn cameras, and a new regional public safety radio communication system, including the development of radio towers.
Participated in a national summit on high hazard professions, serving as a subject - matter expert on de-escalation and use -of -force policy and providing input and testimony on proposed legislation.
Project Team Resumes page 13
Exhibit 4 279
♦ Created several best -practice solutions, including the development of a first responder wellness app software platform, which includes resources and access to tele-therapy.
Recognized as the top agency in the nation in 2020 by the National Law Enforcement Officers Memorial Fund, receiving the Destination Zero Award in the area of Officer Safety and Wellness.
♦ Developed an advanced learning model for critical decision -making and implemented a virtual reality training center for police officers.
Senior Police Lieutenant 20102014
♦ Served as Investigative Services Division Commander, the senior Second -in - Command officer within the Department from 2011 to 2014. ➢ Managed all operations within the Investigative Services Division, including hiring, staffing, training, professional development, and support of all programs and personnel; acted as Department public information officer during critical events.
➢ Provided direction and guidance to managers and supervisors within the following Department sections: Investigations, Narcotics, Crime Suppression, Evidence, Youth Services, Special Victims Unit, Family Resource Center, Crime Prevention, and Crime Analysis.
➢ Established a computer crime response lab with advanced technical capabilities and trained staff capable of the highest level of expert investigative techniques.
♦ Served as Field Operations Division Commander from 2010 to 2011. ➢ Managed all operations within the Patrol and Traffic sections, including staffing, training, and professional development.
➢ Offered direction and guidance to managers and supervisors and mentored personnel.
➢ Developed and implemented Department policies, wrote grants, and managed budgets.
➢ Appointed as the SWAT Commander; deployed the SWAT / Hostage / Mobile Field Force specialized units and directed field operations and coordinated police response during critical incidents.
Senior Police Sergeant 20052010
Served as the Office of Professional Standards Supervisor from 2009 to 2010, performing complex internal investigations and investigating citizen complaints involving police personnel; assisting in state and federal civil litigations; working closely with the City Attorney's Office; and implementing a body -worn video recorder program for officers to reduce liability, improve professionalism, and increase credibility in criminal prosecutions.
Project Team Resumes page 14
Exhibit 4 280
Served as Technical Projects Manager from 2005 to 2009, coordinating technology projects, including public video monitoring, a Countywide Emergency Notification System, mobile computers, Automated Crime Analysis, and Wireless 9-1-1.
Served on Solano Regional geographic information systems initiatives and worked closely with other City department managers in a collaborative effort to share innovative technology applications.
Police Sergeant 20032005
♦ As Patrol Supervisor, supervised and directed police operations and managed comprehensive community events; served as Critical Incident Negotiating Team Supervisor, managing critical incidents; and served as a Firearms Instructor Supervisor, responsible for all Department firearms training and the management of the shooting range.
Vacaville Police Department and the Northern California Computer Crimes Task Force Police Detective / Computer Crimes Investigator
19992003
Vacaville Police Department and Rohnert Park Department of Public Safety Police Officer /K9 Officer /Field Training Officer
19891999
Napa Community College
Police Academy Instructor
20012016
ABC Events
Regional Event Security Manager
19972009
Education:
Master of Science in Strategic Leadership, Mountain State University — 2009
Bachelor of Science in Criminal Justice Management, Union Institute and
University — 2005
Associate of Science in Criminal Justice, Solano Community College — 2001
Certificates and Professional Development:
♦ California Commission on Peace Officer Standards and Training Executive
Certificate — 2016
Graduate of the Senior Management Institute for Police, Police Executive Research Forum in Boston, Massachusetts — 2013
Graduate of the Los Angeles Police Department Leadership Program — 2012
Professional Affiliations:
♦ National Police Foundation — Executive Fellow
♦ International Association of Chiefs of Police
♦ California Police Chiefs Association
Project Team Resumes
page 15
Exhibit 4 281
CITYGATE ASSOCIATES, LLC RALPH BROWN, MIS
Mr. Brown joined the Contra Costa County Office of the Sheriff as a deputy in October 2001, where he served for 11 years before retiring at the rank of Lieutenant. During his tenure, he held assignments in custody, patrol, training, and administration. As a Lieutenant, Mr. Brown served as the assistant Patrol Division commander and watch commander. He was responsible to represent the Sheriff's Office at various public meetings, track all personnel in the Division, and complete numerous projects under budget and on time. As a Sergeant, Mr. Brown served in the Professional Standards Unit investigating policy and criminal complaints, revising policy, assisting risk management, and providing perspective at round table meetings with Sheriff's Office executive staff. He also served in the Patrol and Custody Divisions. As a Deputy, Mr. Brown served in the Patrol, Custody, and Training Divisions. During his service in the Training Division, he served as the department training coordinator. He was responsible to ensure the training compliance of all sworn personnel to Standards and Training for Corrections and the California Commission on Peace Officer Standards and Training (POST) standards.
During his tenure with the Contra Costa County Sheriff's Office, Mr. Brown sat on several volunteer committees, including the Sheriff's Technical Advisory Committee, which was charged with developing technology solutions to increase efficiency. He was the project manager and developer of the Sheriff's Intranet project. Collaborating with the Technical Services Division, he designed and deployed an Intranet server and created an internal website to house information for employees and all worksite locations. The project provided all -hours access to forms, vacancies, events, and promotional opportunities.
In June 2014, Mr. Brown accepted a position as a law enforcement consultant with POST. He served in the Basic Training Bureau as the basic course certification and review manager auditing police academies across the State. He investigated a college academy that ultimately resulted in decertification. He also served as the legislative consultant and public information officer. In 2016, he was promoted to Bureau Chief where he managed the Training Program Services and Training Delivery and Compliance Bureaus. He and his staff ensured quality training programs were delivered to over 80,000 peace officers and 9,000 public safety dispatchers, while certifying over 4,000 courses. He managed over $7 million in contractual training services and oversaw more than 20 personnel to ensure compliance with California Department of Human Resources standards.
Beginning in 1993, Mr. Brown served in the Fairfield Police Department for seven years as a patrol officer and community -orientated policing and problem -solving officer in the Special Investigations Division. He began his career in law enforcement in 1990 at the Suisun City Police Department, where he served as a patrol officer and field training officer.
During his career, Mr. Brown was on the boards of numerous charitable groups related to civic and law enforcement, including as a board member for the One Hundred Club of Contra Costa County, which provides financial assistance to the surviving families of peace officers and fire personnel killed in the line of duty. He has a bachelor's degree in business management and a master's degree in information systems.
Relevant Experience:
The following is a selection of Mr. Brown's consulting experience since joining Citygate:
Currently serving as Police Services Senior Associate for a police staffing and efficiency study for the City of Elk Grove, California.
Project Team Resumes page 16
Exhibit 4 282
Currently serving Police Services Senior Associate and Project Manager for a Police Department Strategic Plan for the City of Pasco, Washington.
Employment:
California Commission on Peace Officer Standards and Training 2014-2020 Bureau Chief
Led personnel during organizational change to foster operational efficiency and personal accountability; managed organizational change for the Training Delivery and Compliance Bureau; assisted with POST's first up -stream evaluation process; developed desk manuals; created the Bureau Operations Manual; and established training manual consultants.
Law Enforcement Consultant
♦ Monitored over 200 bills; authored bill amendments; collaborated with legislators and their staff, testified at committee hearings; and authored bill analysis for the Governor's Office.
Contra Costa County Sheriff's Office 2001-2012
Sheriff's Lieutenant
♦ Provided leadership through organization and budgeting, and led personnel to improve public safety and enhance the quality of life while advancing the mission of the Sheriffs Office.
♦ As Assistant Patrol Division Commander, tracked Field Operations personnel through lateral and promotional moves; supervised the Field Training Officer program; supervised office support staff, managed multiple projects with various completion deadlines; and represented the Division Commander at allied agency meetings.
As Patrol Watch Commander for the entire County, served as highest ranking member of the Office during evening hours; managed resources to ensure service delivery; and met with custody, patrol, and communications supervisors to ensure needs were met.
Sheriff's Sergeant
♦ Responsible for the development, evaluation, and behavioral correction of staff, held positions of custody Sergeant, patrol Sergeant, and internal affairs Sergeant.
Sheriff's Deputy
While serving within various positions within the Custody, Patrol, and Training Divisions, ensured Title 15 Standards were met in custodial environment while maintaining control of facility operations; responded to various calls for service; assisted allied agencies; and investigated simple and complex crimes.
Project Team Resumes page 17
Exhibit 4 283
Fairfield Police Department/Suisun City Police Department 1990-2001 Police Officer
Performed general enforcement duties, including traffic enforcement, collision investigation, and street crimes enforcement; served as a community -orientated policing and problem -solving officer, using crime reduction techniques while collaborating with various agencies provide safe neighborhoods.
Education and Certification:
Master of Information Systems from University of Phoenix — 2008 Bachelor of Arts in Business Management from Saint Mary's College — 2004 ♦ Sherman Block Supervisory Leadership Institute at POST, Class 4278 — 2006 ♦ POST Management Certificate
Project Team Resumes page 18
Exhibit 4 284
CITYGATE ASSOCIATES, LLC
ERIc LIND, MBA
Mr. Lind has broad experience in multiple industries, including the high-tech sector and municipal government, the latter of which included two years as a performance improvement analyst. His municipal government experience has largely focused on police, fire, and EMS performance; staffing analysis; facilities location studies; and alternative service delivery modeling. He has used data and business transformation techniques throughout his career across the globe. Mr. Lind is skilled with developing and conducting statistical research to answer operations questions, and he is equally comfortable with survey research. He has two published survey research papers, including one he developed for Rotary International. Mr. Lind is a Lean Six Sigma Certified Black Belt and has a bachelor's degree and two master's degrees in International Business, all from different countries.
Relevant Experience:
The following is a selection of Mr. Lind's consulting experience since joining Citygate:
♦ Currently serving as Statistical and Operational Analysis Associate for a police staffing and efficiency study for the City of Elk Grove, California. ♦ Served as Statistical, GIS, and Operational Analysis Associate for a comprehensive City -provided police department feasibility study for the City of Jurupa Valley, California.
♦ Served as Statistical, GIS, and Operational Analysis Associate for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. ♦ Currently serving as Statistical and Operational Analysis Associate for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas.
♦ Served as Statistical, GIS, and Operations Analysis Associate for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a Fire Department Standards of Coverage assessment and a police field operations review.
Served as Statistical, Geographic Information Systems, and Operational Analysis Associate for a public safety staffing study for the City of Woodbury, Minnesota, which entailed a fire services Standards of Coverage and headquarters assessment and a police, fire, and emergency medical services integrated analysis overview. ♦ Currently serving as Statistical and Operational Analysis Associate for a Police Department Strategic Plan for the City of Pasco, Washington. ♦ Served as Statistical and Operational Analysis Associate to perform a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.
♦ Served as Statistical and Operational Analysis Associate to perform a comprehensive services delivery and staffing review for the Monterey County Sheriff's Department.
Project Team Resumes page 19
Exhibit 4 285
♦ Served as Statistical and Operational Analysis Associate for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community. ♦ Served as Statistical, Geographic Information Systems, and Operational Analysis Specialist to perform a comprehensive public safety Master Plan that will enable the Police and Fire -Medical Departments to complete their organizational programmatic goals while falling in line with the General Plan 2035 for the City of Surprise, Arizona, and the City Council Strategic Plan. ♦ Served as Statistical, Geographic Information Systems, and Operational Analysis Specialist to perform a comprehensive services delivery and staffing review for the Yuba County Sheriff s Department.
♦ Served as Statistical and Operational Analysis Associate for a comprehensive services delivery and staffing review for the Police Department in the City of Eloy, Arizona.
Currently serving as Statistical and Operations Analysis Associate for the first -ever independent Standards of Coverage evaluation of the Los Angeles Fire Department's fire and emergency medical services deployment system. ♦ Currently serving as Statistical and Operational Analysis Associate to provide specialty assistance to San Bernardino County in exploring various options for the development of a joint venture partnership agreement between area fire agencies, the contract ambulance provider, and the County.
Employment:
Performance Analyst
City of Vancouver, Washington
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 more than 200 City staff on Lean Six Sigma concepts and tools, including the DMAIC (design, measure, analyze, improve, and control) 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 to staff the East Precinct front desk with no additional labor cost.
Worked closely with the Fire Chief and key staff to define objectives for business transformation projects:
➢ Assessed the use of SUVs to respond to medical calls to reduce response time and cost and to maintain/improve the quality of patient care. Although test results were favorable, alternative tactical configurations were recommended to improve results.
Project Team Resumes page 20 <1W
Exhibit 4 286
➢ Assessed 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 medical priority dispatch system 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, Illinois
May 2011 December 2011
In collaboration with the Chief Information Officer 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 worldwide, with more than 1,100 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 percent of the variance) in driving club engagement among Rotarians, particularly for Rotarians who are involved in international, vocational, and youth service projects.
Project Team Resumes page 21
Exhibit 4 287
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 and 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 2010April2012
♦ Completed a dual master of arts degree in international business at ESC Rennes School of Business (otherwise known as Ecole Sup6rieure de Commerce de Rennes) and Open University in Milton -Keynes, United Kingdom. Courses for both degrees were held in France.
Project Manager
AT&T Global Network Services, Southbury, Connecticut
May 1999 June 2010
♦ AT&T Global Services provides virtual private network services to enterprise customers via its global data network backbone. The Service Delivery team manages an average work in progress of 3,500 customer projects daily, with annual revenues of approximately $4.7 billion worldwide (as of year-end 2010). Directed daily provisioning operations, supervising six provisioning teams consisting of 65 individuals in the US. Supported more than 130 upstream project managers and more than 100 network engineers in North and South America, Europe, and Asia. ➢ Defined and led multiple process improvement projects with statistically significant improvements in cycle -time and variance. Received a Customer Project Team Resumes page 22<1W
Exhibit 4 288
Service Excellence Award for these improvement projects, which is awarded to less than 0.1 percent of employees worldwide. ➢ 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 and South America, Europe, and Asia.
➢ Provided regular progress reports and presentations on quality improvement projects to the division vice president and other senior management.
Other job functions at AT&T included the following:
➢ Transport Manager (2003-2006) — Primarily responsible for ensuring delivery of network services (circuits and permanent virtual circuits) for client projects.
➢ Circuit Build Coordinator (2001-2003) — Primarily responsible for data circuit engineering and circuit delivery.
➢ Circuit Order Writer (1999-2001) — Primarily responsible for placing vendor purchase orders for data circuits.
Technical Service Manager
TIS Electronics & Peripherals Inc., Bradford, Connecticut 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 $50,000 USD per month (or five percent of annual revenues) through Just -In -Time / Toyota Production System techniques.
➢ Co -developed one of the first USB external hard discs.
Education:
Master of Arts in International Business from Ecole Sup6rieure de Commerce de Rennes — 2012
Master of Arts in International Business from Open University — 2012 Bachelor of Science in International Business from Quinnipiac University — 2008 ➢ Magna Cum Laude
Certificates:
♦ Lean Six Sigma Black Belt, Pyzdek Institute, LLC — September 2014 Lean Six Sigma Green Belt, AT&T (Juran Institute) — October 2008 Lean Six Sigma Yellow Belt, AT&T (Juran Institute) — April 2008 Project Team Resumes page 23 <1W
Exhibit 4 289
CITYGATE ASSOCIATES, LLC
DAVID C. DERoos, MPA, CMC
Mr. DeRoos is the President of Citygate Associates, LLC and former Deputy Director of the California Redevelopment Association. He earned his undergraduate degree in political science / public service (Phi Beta Kappa) from the University of California, Davis, and he holds a master's degree in public administration from the University of Southern California. Mr. DeRoos has over five years of operational experience as a local government administrator in land use planning, budgeting, and personnel and 30 years of consulting experience performing operations and management reviews of local government functions. Prior to joining Citygate in 1991, he was a Senior Manager in the State and Local government consulting division of Ernst & Young.
Relevant Experience:
For all Citygate projects, Mr. DeRoos reviews work products and is responsible for ensuring that each project is conducted smoothly and efficiently within the schedule and budget allocated and that the project deliverables are in conformance to Citygate's quality standards.
Currently serving in an oversight capacity for a police staffing and efficiency study for the City of Elk Grove, California.
Served in an oversight capacity for a comprehensive City -provided police department feasibility study for the City of Jurupa Valley, California. ♦ Served in an oversight capacity for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar.
Currently serving in an oversight capacity for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas.
Served in an oversight capacity for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a fire department Standards of Coverage assessment and a police field operations review. ♦ Served in an oversight capacity for a public safety staffing study for the City of Woodbury, Minnesota, which entailed a fire services Standards of Coverage and headquarters assessment and a police, fire, and emergency medical services integrated analysis overview.
Currently serving in an oversight capacity for a Police Department Strategic Plan for the City of Pasco, Washington.
Served in an oversight capacity to perform a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.
Served in an oversight capacity to perform a comprehensive services delivery and staffing review of the Monterey County Sheriff's Department.
Served in an oversight capacity for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the Project Team Resumes page 24<1W
Exhibit 4 290
goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
Currently serving in an oversight capacity to assist with the development, implementation, and monitoring of an After Action Plan for Los Angeles County that addresses all of the recommendations from Citygate's After Action Review of the Woolsey Fire.
Served in an oversight capacity for a comprehensive public safety deployment and performance review of the Police and Fire Departments for the City of Glendale, Arizona.
Served in an oversight capacity to perform a comprehensive public safety Master Plan that will enable the Police and Fire -Medical Departments to complete their organizational programmatic goals while falling in line with the General Plan 2035 for the City of Surprise, Arizona, and the City Council Strategic Plan.
Served in an oversight capacity to perform a comprehensive services delivery and staffing review for the Yuba County Sheriff's Department.
Served in an oversight capacity for a comprehensive services delivery and staffing review for the Police Department for the City of Eloy, Arizona.
Served in an oversight capacity for a management review of the Police Department for the City of Maricopa, Arizona.
♦ Served in an oversight capacity for Citygate's review of the Police Department for the City of Goodyear, Arizona.
♦ Served in an oversight capacity for a police dispatch shared services analysis for the Cities of Brea, Buena Park, Fullerton, La Habra, and Placentia, California. ♦ Served in an oversight capacity for a police services consolidation and contract for shared services analysis for the Cities of Brea, Buena Park, Fullerton, La Habra, and Yorba Linda, California.
♦ Served in an oversight capacity for a project to provide a feasibility study for a public safety Joint Powers Authority for the Cities of Adelanto, Hesperia, and Victorville and the Town of Apple Valley, California.
Mr. DeRoos is a member of several professional and civic associations. He has taught for the UC Davis Extension College and for graduate classes in public administration, administrative theory, and labor relations for Golden Gate University and nonprofit 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 UC Davis and is a Certified Management Consultant (CMC).
Project Team Resumes page 25 <1W
Exhibit 4 291
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City of Bell Gardens
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Mr. Michael B. O'Kelly
City Manager
City of Bell Gardens
7100 Garfield Avenue
Bell Gardens, CA 90201
Subject: Proposal for Police Department Efficiency Study Dear Mr. O'Kelly:
On behalf of Raftelis, I am excited to submit this proposal for an efficiency study of the City of Bell Gardens (City) Police Department. Our focus has always been to help local government clients solve their financial, organizational, and technology challenges. We appreciate the opportunity to submit our proposal, which has been developed to provide the City with concise yet thorough information that introduces our approach to organizational assessments and staffing analyses.
Raftelis was established to provide financial and management consulting services of the highest quality to the public sector. The Raftelis brand strengthened with the 2020 acquisition of The Novak Consulting Group (TNCG), which deepens our management consulting expertise specific to local governments, including law enforcement agencies.
We believe our firm offers the City several distinct advantages:
A workable and insightful approach: Our team's approach specifically addresses the City's goals and will help provide an assessment of local public safety needs and recommendations on how to appropriately staff for and address them. The City's desire for gained organizational/operational efficiencies and effectiveness that best meets local needs is the exact type of consulting work our firm performs.
An experienced team who knows challenges and opportunities faced by local governments: We are skilled professionals with direct experience in all facets of local government operations, including law enforcement. We work solely for local governments, and many of our team members were local government leaders in some of the best organizations across the country. Our team members understand what is required to deliver effective local law enforcement services and how law enforcement agencies fit into the policymaking and financial context of the local government as a whole. Our subject matter expert is a former police chief with a history of innovation and operational improvement while ensuring an inclusive and engaging approach with the community.
Personal service from senior -level consultants: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out -of -the -box thinking. While some firms may assign your business to junior -level people, we offer exceptional service from senior -level consultants. All work will be done by Raftelis employees; no subcontractors are proposed for this engagement. 19 GarfWld 1:11ace, Su ll e"00, ClinclininA, 0IIN 4520
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A skilled team of experts: Our Project Manager for this engagement, Jonathan Ingram, has over 14 years of local government consulting experience and a specialty in law enforcement and public safety. Our Subject Matter Expert, Cassandra Deck -Brown, spent 34 years rising through the ranks of the Raleigh, NC, Police Department to the rank of Chief. She is nationally known as a speaker and expert on reimagining public safety.
We are proud of the resources that we can offer and welcome the opportunity to assist the City in this engagement. I am authorized to represent the firm. If you have any questions, please do not hesitate to contact our Organizational Assessment Practice Lead using the following contact information:
Michelle Ferguson, Vice President — Organizational Assessment Phone: 828.777.6588 / Email: [email protected]
Sincerely,
Julia Novak
Executive Vice President
19 GarfWld 1:11ace, Su ll e"00, ClinclininA, 0IIN 4520
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Firm Profile
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TNCG is Now Raftelis
The Novak Consulting Group (TNCG) and Raftelis have always shared a focus on delivering lasting solutions for local government agencies. In January 2020, TNCG joined Raftelis. Today, we provide our clients with wide-ranging capabilities and resources in financial, management, technology, and communications consulting for all areas of local government. Our clients now have the expertise of more than 120 of the country's leading local government and utility consultants, who have decades of experience. We know that our combined capabilities and resources will provide added value to our clients, and we're excited about what we can accomplish together. + VISIT RAFTELIS.COM TO LEARN MORE
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City of Gilroy C/%
Reference: Captain Joseph H. Deras
P: 408.846.0310 / E: [email protected]
The City of Gilroy (City) hired TNCG, now Raftelis, to analyze police department staffing and shift schedules. The City has felt a significant impact from AB 109, and staffing was at low levels after reductions that followed the 2008 recession.
We worked closely with the Chief and command staff to understand the context in which the City operates and analyzed data from the City's CAD system to understand staffing demands and make recommendations for optimization. The firm also completed a review of the City's E-911 dispatch services and investigations division.
Exhibit 5 299
City of Hollister C/%
Reference: Chief David Westrick (Retired) (currently Public Information Officer for County of San Benito, CA) P: 831.636.4168 / E: [email protected]
In February 2019, the City of Hollister (City) engaged TNCG, now Raftelis, to conduct an organizational assessment of the City's Police Department. The focus of this assessment was to evaluate staffing levels, scheduling practices, and policies and procedures to ensure that the Department is well -structured to meet policing workload demands, best practices, and anticipated community growth. The assessment detailed a series of recommendations designed to augment patrol and investigative staffing while also adjusting the department's command structure to support service delivery.
Long Beach Transit CA
Reference: Lisa Patton, Executive Director and Vice President P: 562.599.8511 / E: [email protected]
Long Beach Transit contracted with TNCG, now Raftelis, to evaluate the transit police function, which is provided through a contract with the Long Beach Police Department. The firm conducted a workload -based staffing and deployment analysis and recommended staffing levels, schedule options, and proactive deployment approaches to maximize the effectiveness of the transit policing function. Also, we recommended an evidence -based structure to proactively monitor outcomes and make timely adjustments to evolving trends.
City of Edina III''G'Yfilll»
Reference: Scott Neal, City Manager
P: 952.927.8861 / E: [email protected]
The City of Edina (City) engaged TNCG, now Raftelis, to complete a comprehensive staffing and operational assessment of the Police and Fire Departments. The City of Edina, a first -tier inner -ring suburb of the Twin Cities, is experiencing increases in demand for police and fire services, and changes in the type of service required in the community. TNCG worked closely with Police and Fire Department personnel to develop a detailed understanding of the public safety service delivery context and priorities in the community. We then analyzed workload trends and patterns within the framework of those priorities and developed staffing and structure recommendations that better positioned the departments to meet their service level targets. In addition, we identified several process and technology improvements that serve to increase the available capacity of existing personnel. The result is a clearly articulated staffing and deployment model that has positioned the City to elevate public safety service levels.
Exhibit 5 300
City of Aurora Cca,
Reference: Michelle Wolfe, Former Deputy City Manager (current City Manager of Blaine, Minnesota) P: 763.785.6120 / E: [email protected]
The City of Aurora (City) contracted with TNCG, now Raftelis, to conduct a comprehensive review of its Police Department and Emergency Communications Center. Aurora is the second-largest city in Colorado and has more than 650 sworn personnel. The scope of work included assessing community survey and policing expectations, determining appropriate staffing for patrol functions, and use and integration of special detail assignments, as well as the use of Civilian staff in light of the City's two collective bargaining consent decrees that mandate numbers of sworn personnel.
The Woodlands ""IrX
Reference: Karen Dempsey, Project Manager
P: 281.210.3808 / E: [email protected] The Woodlands (Township) is an internationally recognized planned community in the Houston Metropolitan Area with over 100,000 residents. The Woodlands is the only special district Township in the state of Texas; that designation permits the Township to directly provide many municipal services. However, some core services, such as law enforcement, are provided by county agencies. The Township contracted with TNCG, now Raftelis, to develop an operations and financial model that articulates the cost and service level impact associated with incorporating as a city.
One of the major requirements of that process was to determine what options exist for The Woodlands to stand-up its own police department. The first step in that process was to document existing law enforcement programs and service levels; the broad policy direction from the Township Board of Directors was to maintain or enhance existing service levels. The Woodlands is divided across two counties, and law enforcement services are provided by three county agencies. These agencies provide the basic level of service that is provided to all unincorporated areas of their counties.
However, the Township also contracts for enhanced services to include dedicated patrol, special investigative units, community policing teams, and enhanced support services.
Our project team worked closely with those agencies and the Township to define how they staffed Township operations and, just as importantly, to clarify the back -office services that support deputies and constables in the field. We worked with each agency to define each program and the labor hours dedicated to those services, as well as to quantify the specific workload generated within the Township. We then developed operating and financial models for three service delivery options. The first option was to maintain the current contract service model. The second option was to create a standalone full -service department that replicated all core and specialty services provided by contract agencies. The third option was a hybrid model that developed a significant in-house patrol, investigative, and support services staffing contingent but tapped county agencies for specialized services such as SWAT, forensic analysis, and vice. In each model, we identified the ongoing operating costs; initial start-up costs for facilities, vehicles, and PPE; and the ongoing capital replacement costs for fleet and technology. These models allowed the Township to fully assess the cost/benefit of establishing its own Police Department without compromising service quality.
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Public safety is one of the primary reasons that local government exists. Communities form to govern themselves, establish standards and laws, and determine how to best enforce those rules through a variety of governmental services. Police departments engage in protecting the public and exist to provide whatever level of service the community deems appropriate. While there are standards and "best practices" for various public safety philosophies, ultimately, the local community decides what level of service it desires and is willing to fund.
We approach reviews of public safety operations and staffing with this in mind. As we evaluate the level of service that is provided, we also look for indicators of satisfaction or dissatisfaction with the current standards and help identify solutions to provide a better fit for each community. Our approach is to understand what the community needs and identify potential solutions to help achieve those goals.
The City of Bell Gardens is seeking a professional consultant to conduct a public safety needs assessment for the Police Department. The goal of this engagement is to review and analyze data to identify public safety needs specifics to Bell Gardens across a variety of categories including mental health, homelessness, noise complaints, traffic, parking, violent crime, and more, and to recommend appropriate staffing levels, organization structure, and means to improve public safety services to the community.
We have extensive experience working with local government and public safety clients. Our focus is on providing solutions that work within the available resources and culture of the organizations we assist. The most innovative solutions in the world are valueless if they cannot be implemented or will not be accepted by the community. We pride ourselves on our ability to listen, analyze, and work with our clients to find not just a random selection of best practices taken from a manual, but real solutions that can be implemented effectively. There is no value to a consulting study that, once completed, occupies shelf space never to be opened again. We are pleased that our prior engagements have resulted in corresponding actions by our clients to implement the recommendations that we have jointly developed.
Maintaining planned, proactive approaches consistently generates a better, more cost-effective result. Every organization develops traditions, practices, and routines. It is essential that these are subject to regular review and analysis to ensure that they continue to represent best practices that meet the needs of the community. Our staff has substantial experience in developing performance measurement systems, so communities and departments can track progress over time. We have helped our clients create benchmarks that establish a baseline for performance and objectives for the future.
To effectively complete this work, Raftelis will use our "Six R" approach. It is a comprehensive strategy that includes both a qualitative and quantitative review of your organizational structure, staffing resources, operational performance, and customer experience. This approach is depicted in the following graphic:
Exhibit 5 307
Are there
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Responsibilities — What drives the need for your services? It might be the organization's vision or mission, Federal, State, or local ordinance, or community service standards or expectations. We review these drivers to better understand service level constraints and opportunities for change.
Resources — What assets are available to achieve your responsibilities? These may include time, human resources, staffing, management capacity, financial position, contractual services, technology, and equipment and facilities. We assess the adequacy of these resources based on the service level expectations.
Requirements — What direction is provided to staff? The method by which staff approach service delivery is often guided by laws, codes, policies and procedures, or informal mechanisms like past practices or on-the-job training. These sources provided staff with direction on how they approach tasks and complete their work. We review these business processes to determine opportunities for improvement.
Results — What are the outcomes of your services? Our approach connects your responsibilities, resources, and requirements with the outcomes expected of your services. We assess measures of efficiency and effectiveness to assist in data -driven decision -making.
Recommendations — Are there opportunities for improvement? Based on our qualitative and quantitative analysis of your programs and services, we develop recommendations for improving organizational performance. These changes can range from high-level considerations (i.e., should we be in this business) to strategic issues (should we consider alternative service sources) to tactical issues (how can we improve the productivity, efficiency, and effectiveness of the activity or service).
Roadmap — How do we get there? We develop a plan that will guide the organization through the implementation of the recommendations for improvement. The Roadmap offers the recommended priority order of implementation, suggestions Exhibit 5 308
for phasing, and key milestones for success. The Roadmap also serves as a valuable tool for the organization as well as the community to promote accountability and communicate progress toward implementation.
Activity 1: Begin and Manage Engagement
We will begin this engagement by meeting with the City's project team to review the details and expectations of this effort and to finalize the project schedule. We will discuss the City's interest in this study, the strengths and weaknesses of current Police Department processes, structure, and operations, and other issues relevant to our work. We will identify a City staff member with whom we can work to make logistical requests such as scheduling interviews, reserving rooms, etc. as necessary. We will also begin to identify key staff members for interviews and review the list of jurisdictions in the RFP for use in benchmarking.
An initial meeting will be held with the Police Chief to gain his perspectives on the Department's current and potential future operations and service needs. Our team will next meet with the Command Staff as a group to review the project schedule and work plan, and to engage them in this process.
We will request and review all relevant general background information, such as budgets, previous studies, strategic plans, work plans, annual reports, organizational charts, and other data. Our team will provide the City with a shared drive for easy uploading and sharing of documents.
Throughout the project, our team will provide the City with status reports and check -ins designed to maintain project progress and budget, identify and resolve project issues, and review project work products. In addition to formal status reporting, we anticipate numerous informal opportunities for the City and Police Department to discuss various project and operating issues with our project manager and team. We welcome this informal dialogue since we believe it will contribute to a more successful project.
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• Kick-off meeting agenda
• Document request
Activity 2: Conduct Public Safety Needs Assessment
In Activity 2, we will analyze department service requests in order to understand the current workload, service levels provided, and the needs of the community. This includes the following activities:
• We will prepare and provide the Department with a detailed data request for calls for service (CFS) and other similar data to inform our work and assess workload across service categories. • We will develop a workload demand profile for all work units in the Department. • We will review staffing and shift schedules.
• We will review general orders and labor agreements.
A key task is to assess Department organizational structure and staffing requirements. Our team will analyze data drawn from the Computer Aided Dispatch (CAD) system detailing, for each day of the week and each hour of the day over a three-year period, the amount of officer time consumed responding to emergency calls for service, engaging in officer - initiated activity, and completing administrative duties. We will analyze this data by type of call and call priority and will analyze seasonal variation in patrol workload. Using this analysis, we will develop a statistical staffing model, built Exhibit 5 309
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on Bell Gardens' unique workload profile, to project the number of officers that would be required to consistently meet best practice proactive policing guidelines.
Based on the myriad of research available on community -policing strategies and the impact of proactive policing, the International Association of Chiefs of Police (IACP) recommends that at least 33% of a patrol unit's time be allocated to proactive policing. The remaining 66% of an officer's time would then be divided equally among dispatched calls for service (DCFS) response and administrative duties. In other words, when the IACP standard is applied, an officer would spend an average of 20 minutes per hour completing proactive policing activities, 20 minutes responding to DCFS, and 20 minutes completing derivative administrative responsibilities. This guideline is called the "33 Percent Rule." An analysis of the call data will allow us to determine peak demand, based actual experience of officers, as shown in the following example.
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Our Staffing Utilization Model will demonstrate how many officers are needed to concisely meet the 33 Percent guideline. Our model will also go a step further by matching potential shift and deployment configurations to the Department's unique patrol workload profile. We will demonstrate not only how many officers are needed to meet proactive policing guidelines, but what shift schedule can be applied to meet these guidelines in the most efficient way possible, as demonstrated in the following example.
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leverage Officers Ih ceded for IReactive Call If espor�se Officers Scheduled by (Hour Based upon everything learned, we will develop a demand profile for all work units, compare this with staffing and shift schedules, quantify field services staffing requirements, analyze how general orders and labor agreements impact staffing and service delivery, and validate with the Department. 1 III !III //`%, III '„
• CFS data request
• Draft and final demand profile and field services staffing requirements Activity 3: Evaluate Services
While the statistical model discussed above is an important component of our proposed staffing analysis methodology, we also recognize and value that policing is not simply about numbers. There are many factors that must be given equal consideration in an evaluation of local public safety needs and current service provision.
We will schedule and conduct confidential interviews with key personnel throughout the Department. The interviews will cover the organization, structure, and volume of work; the business processes used to accomplish work; supervisory relationships; performance management; and perceived strengths and weaknesses.
Our project team will participate in a patrol ride -along to make observations and learn about the Department's local context and geography to see how it impacts public safety needs.
We will also evaluate the organization and structure of the Department to assess its impacts on program operations now and in the future. We will look at both the organizational alignment of divisions as well as how the Department integrates with the overall structure of the City of Bell Gardens' government, informed by the interviews and surveys conducted in prior activities. We will conduct the assessment from the following aspects of organizational design:
Exhibit 5 311
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• The number of organizational levels and reporting procedures and the impacts on the size and composition of the organization's command structure
• Alignment of leadership, management, and supervision
• Functional assignments
• The relative importance of specific operations regarding organizational placement • Adequacy of communication and coordination between and among operating units • Spans of control and management supervision, including supervisory and lead officer workload • Overlapping or duplicated functions
• Clear lines of authority and responsibility
• Sufficiency of supervisory ratios
• Distinct work units to carry out important functions
Going beyond staffing levels, we will evaluate the structure and operations of the Police Department as they compare to industry standards of performance. We have developed industry best practices in many areas of local government service, including public safety, developed from previous work with professional associations and industry groups as well as other sources. We will compare and contrast management practices, organizational structure, staffing, use of technology, and services in the Police Department with the best practices of other successful law enforcement organizations and with the eight regional agencies listed in the City's RFP (Downey, Huntington Park, Bell, South Gate, Lynwood, Paramount, Commerce, and Pico Rivera). We will identify best practices and develop recommendations for closing any gaps and improving efficiency. Additionally, recommendations for streamlining processes, reallocating personnel, and other appropriate recommendations will be prepared and reviewed with the City.
The following are some of the key questions impacting potential recommendations that we will explore as we look at the application of best practices and opportunities for innovation:
• How does the training schedule impact shift staffing? • Is the report writing process efficient?
• Are there areas where technology can increase the time available to patrol the streets? • Are there special safety concerns that need to be considered? • How do leave scheduling practices impact shift staffing? • Are sworn officers performing work that civilians should perform or vice -versa? • How are civilian/professional personnel used to support patrol operations? • Are officers responsible for any criminal investigations? If so, which elements and how much time is spent? • Are there special assignments or teams that direct officers from emergency call response or proactive patrols? • What are the major sources of overtime?
• How is court time scheduled, and what is the impact on shift staffing? • Is there adequate supervisory coverage for each shift, and how is supervision handled when a sergeant is on leave?
• What kind of crime trend and intelligence information is shared with patrol officers regularly? • Are there mutual aid agreements with neighboring departments, and when are they utilized? • Are there unique community characteristics that impact workload? • What are the geographical characteristics of the community that impact operations? • How are residential and commercial areas located through the community, and how does the configuration impact operations?
• How do the City's transportation infrastructure and traffic patterns impact the patrol function? • How are the beats structured to meet the City's unique service profile? • What changes are projected to take place within the community in the next 5 to 10 years that will impact law enforcement services?
Exhibit 5 312
What recruitment and retention challenges is the Department experiencing and what impact does this have on service levels?
Are there internal process or policy challenges that impede service delivery, communication, or organizational effectiveness?
We will consider the issues identified in conjunction with our analysis of patrol calls for service data, investigative caseload data, and support services workload drivers, to determine how many staff, and under what configuration and schedule, are needed to adequately respond to the Department's workload. Not only will we define the staffing complement necessary to meet proactive policing best practice guidelines, but we will also recommend improvements to the ancillary processes and practices that have a direct impact on efficiency, and, therefore, staffing needs.
We will also evaluate the impact of the policing workload on civilian and support units of the Police Department. The administrative and support burden of modern policing is considerable, and, to maximize the ability of sworn personnel to respond to and prevent crime in the community, it is necessary to ensure that adequate support is available. We will quantify and clarify the impact that any recommended adjustments in sworn staffing, organizational structure, or process may have on civilian support units such as records, IT, and emergency communications.
At this point in the project, our project team will have conducted interviews, observations, structure analysis, and assessed CFS and other workload in order to ensure staffing and structure to best meet community needs and ways to improve public safety services. These issues will be ranked in order of importance and summarized.
At the completion of the above tasks, we will prepare a summary of our observations and preliminary recommendations and will meet with the City's project team to review the summary and answer questions. Additional follow-up on issues or analysis will be conducted as needed, and our team will finalize its recommendations.
IIMIINI II IINI
• Preliminary observations and recommendations including benchmarking results Activity 4: Prepare Project Report
Once recommendations are finalized, we will prepare a comprehensive draft report which encapsulates both the needs assessment and evaluation of services. The report will include an executive summary, our methodology and approach for this engagement, and a thorough description of all recommendations, with justification, for the City. The draft report will be provided to the City for review and discussion. We will prepare the final report based on feedback from the City.
The final report will include the Roadmap, introduced previously, to provide additional detail on recommendations such as phasing, cost impacts, and performance measures, and to support implementation efforts by the Police Department and the City.
Our team will present the final report to City management. 1 III !III //`%, III '„
• Draft report
• Final report
• Implementation Roadmap
Exhibit 5 313
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A proposed project schedule is included. We expect to refine this with the City during Activity 1. 2022
FEB MAR APR MAY
Activity 1 - Begin and Manage
Engagement
Activity 2 - Conduct Public
Safety Needs Assessment
Activity 3 - Evaluate Services
Activity 4 - Prepare Project
Report
Exhibit 5 314
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At the start of this engagement, Raftelis will work with the City to identify specific resources needed for this work. We have found that it is always helpful to have a primary point person with the City to assist us with scheduling interviews and other project logistics. We estimate the following support needs for this engagement:
1. City staff assisting in the provision of data
At the start of the engagement, we will request a variety of background materials to inform our work, including DCFS data. However, the majority of this information will be data that is readily available. Documents can be uploaded electronically to a shared drive which we will provide for your use.
2. City staff in providing interviews
Generally, interviews require approximately 60 to 90 minutes each. Some direct follow up with staff may be needed, based on the findings of our work.
3. Project Team in meetings and coordination
A minimum of three meetings can be expected with the City's Project Team to review project status.
Exhibit 5 315
Key Staff
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Our project team is made up of senior -level consultants with direct local government experience. What sets our project team apart is our ability to explore and relate to local community values while at the same time investigating realistic approaches for cost-effective solutions.
An organizational chart of our project team is as follows and resumes are included on the following pages. No subcontractors will be used as we have qualified in-house staff to perform the work.
CITY OF
BELL GARDENS
Michelle Ferguson
�111���9J�111 �,�Il Ilille.IN //2,aolll lll�d� IIMIIDilief.11 II �d� III i III�III'III�d�IV'° Jonathan Ingram Cassandra Deck -Brown
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Rebekka Hosken
Kelsey Engelking
Exhibit 5 316
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Vice President
As Project Director, Michelle will be responsible for overall project accountability and will be available to provide quality assurance and control, industry perspective, and insights into the project.
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Michelle has nearly 25 years of management experience with and for local governments across the country.
As organizational assessment practice leader for TNCG, Michelle spearheaded the work of nearly 200 local government reviews in some of the foremost governments across the country. Michelle has completed detailed organizational reviews of entire jurisdictions and recommended improvements to the structure, staffing, and processes within departments of all sizes. Specific department reviews have included development review, parks and recreation, public works, human services, human resources, capital budgeting, and finance.
As a Lean certified professional, Michelle excels at helping local governments continuously improve and rely on data to make informed choices about services to the public. She is skilled in project management, process improvement strategies, performance measurement, consent building, and public process design. Additionally, she has provided customized training in the development and use of performance measures to assist numerous organizations continuously improve service delivery.
Michelle is also a skilled facilitator, able to bring diverse groups of people together to articulate shared visions and priorities. She has led strategic planning engagements at the community, organizational, and department levels, and she has facilitated numerous staff and governing body retreats.
Specialties
Organizational assessment
Staffing analysis
Process improvement
Performance management
Capital planning
Strategic planning
Facilitation
Community engagement
Professional History
• Raftelis/The Novak Consulting
Group: Vice President (2021-
present); Organizational
Assessment Practice Leader (2009-
2020)
• Management Partners: Senior
Management Advisor (2005-2009)
• Arlington County, Virginia: Assistant
County Manager (2002-2005)
City of Overland Park, Kansas:
Assistant City Manager (1996-2002)
Education
• Master of Public Administration -
University of Kansas (1998)
• Bachelor of Arts in Political Science
- Loyola University, Chicago (1996)
Certifications
� Lean Certified
Professional Memberships
• International City/County
Management Association (ICMA)
• Engaging Local Government
Leaders (ELGL)
Michelle began her consulting career in 2005 following ten years of direct experience in local government management, which included serving as assistant county manager in Arlington County, Virginia. During her tenure with Arlington County, Michelle oversaw the daily management and implementation of the County's capital program. She also led the organization -wide performance measurement initiative establishing their Balanced Scorecard. Before Arlington County, Michelle served as assistant city manager in Overland Park, Kansas.
Michelle earned a bachelor's degree in political science from Loyola University -Chicago and a master's degree in public administration from the University of Kansas. She is a member of the International City/County Management Association. She also served as the president of the Metropolitan Association of Local Government Assistants in Washington, D.C, and has presented at state and national conferences on topics such as strategic planning, effective governing bodies, and council -staff relations.
Exhibit 5 317
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Jonathan will manage the day-to-day aspects of the project ensuring it is within budget, on schedule, and effectively meets the City's objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. Jonathan will serve as the City's main point of contact for the project.
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Jonathan has 16 years of experience in management consulting and local government management, most recently as budget manager in the City of Cincinnati, Ohio, budget office. Before that, Jonathan served as a management consultant and worked in the city manager's office for the City of Highland Park, Illinois.
Jonathan is a skilled consultant who has developed an expertise in public safety operations and staffing; in fact, Jonathan developed our firm's patrol staffing methodology. He co-authored with Denise Turner the article, "Policing Parameters:
How Gilroy, California Met New Workload Demands," which was published by the International City/County Management Association (ICMA).
As a consultant, Jonathan has completed operations reviews for over 200 local governments and has helped to improve service delivery for a broad range of �rwr�m
f
Specialties
Staffing and operations assessment
Public safety staffing and operations
Financial management and planning
Process improvement
Professional History
Raftelis/The Novak Consulting
Group: Senior Manager (2021-
present); Senior Associate (2012-
2020)
City of Cincinnati, Ohio: Budget
Manager (2010-2012)
Management Partners: Senior
Management Advisor (2005-2010)
Education
Master of Public Administration -
Northern Illinois University (2005)
Bachelor of Arts in Political Science
- Aurora University (2003)
Professional Memberships
International City/County
Management Association (ICMA)
Ohio City/County Management
Association (OCMA)
departments — from police to public works. He has developed staffing and deployment plans for city operating departments, analyzed and facilitated intergovernmental consolidations, helped local governments develop custom performance management systems, and facilitated the development of long-term strategic plans and financial models.
Jonathan's areas of expertise are in local government budgeting and finance, operations analysis, project management, public safety staffing analysis, process improvement, and performance measurement. He is adept at quickly assessing strengths and opportunities within a municipality, analyzing and developing actionable recommendations for improvement, and communicating findings and next steps to a wide variety of audiences, including staff, elected officials, and the public.
During his tenure with the City of Cincinnati, Jonathan managed the development and administration of a $1 billion operating budget. He also conducted special analysis projects, served on the City's collective bargaining team, and co - managed the implementation of an enterprise budget system.
Jonathan earned a bachelor's degree in political science from Aurora University and a master's degree in public administration from Northern Illinois University. He is a member of the International City/County Management Association and the Ohio City/County Management Association.
Exhibit 5 318
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"ilr.,, ����„ I�IIII� Y�IIII� 1�.�� IIII Y!!� "�/� IIII ��.���;,,."POLO �G% IIII./Yll,
I CIE SUBJECT MATTER EXPERT
Prilncilpall fins ull-tangy - PoIllicling and Law Enforcement Cassandra will provide input and guidance as a Subject Matter Expert for this project.
Specialties
Policing and public safety
����Gm iiiii ������ III III �������
� Law enforcement policy formation
Cassandra Deck -Brown led the Raleigh, North Carolina Police Department (RPD) as & Community engagement
the Chief of Police. After 34 years of service navigating her way through the RPD & Personnel management
& crisis Management
ranks, Cassandra was often the first woman or the first African American to assume a role or obtain a rank. During her career, Cassandra implemented and oversaw high- professional History
profile initiatives nationally recognized programs that embodied community Principal Consultant - Raftelis
engagement and law enforcement best practices. As a consultant, she helps to focus (2021-Present)
agencies nationwide on reimagining policing in the 21sr century. of,,, Police Chief— City of Raleigh, NC
(2013-2021)
of,,, Raleigh Police Officer - Various
Leading the RPD during a pandemic and period of civil unrest, she directed numerous Ranks (1987-2021)
projects that were wellness -based, or which assessed police operations during civil Grants Manager - City of Raleigh
Police Department (2002-2003)
unrest. In 2018, she launched a multi -year research project with a major academic institution to assess the organizational wellness of personnel via the use of virtual Education
reality and scenario -based platforms. Cassandra also led an 18-month community & Master of Public Administration —
engagement effort and testing initiative for the implementation of a $4.7M body worn North Carolina State University
camera project. She travelled to Israel in 2017 as a member of a law enforcement (1995)
Bachelor of science in criminal
delegation to promote community policing in a predominately military state.
Justice - East Carolina University
(1987)
In 2016, she partnered with an international research company to evaluate the racial Certifications disproportionality of traffic stops. She also had an active role in helping to create and & Certified Instructor - NCDOJ develop the current City of Raleigh Strategic Plan. She established a Citizen's Police (1995-Present)
Academy and youth summit as well to reduce barriers between police and the Leadership in Homeland Security —
community. She has effectively forecasted budget needs premised on crime data, Harvard (2018)
predictive policing models, and Intelligence -Led Policing. Her leadership was professional Memberships
instrumental in model policy formation for body worn cameras, understanding the International Association of Police
LGBT community, unmanned aerial systems, community policing, and designing a Chiefs (IACP)
60,000 square foot training facility and police museum. She also directed services for Major Cities Chiefs Association
the greater community specific to homelessness and mental health. (MCCA)Police Executive Research Forum
(PERF)
National Organization of Black Law
Enforcement Executives (NOBLE)
Cassandra is a nationally -known speaker regarding public safety and has made many National Executive Institute (FBI -
presentations including "Recruiting and Retaining Female Leaders" at the Axon NEI)
Accelerate Conference; "Grace, Grit and Resolve," at the IIR and Valor Webinar; Georgia -Israel Law Enforcement
Exchange — Georgia State
"Leading in a Crisis," for the United Nations Council of Women; "Four US Police University (GILLEE)
Chiefs on the Need for Change," on CBS This Morning with Gayle King; "Leveling Anti -Defamation League (ADL)
the Playing Field," at the NOBLE Conference; "Community Engagement," at the 2018 IACP Conference, "Breaking the Glass Ceiling," for the NBC-Megyn Kelly Today" Show, and "Addressing the Homeless and Mental Health," with Victor Blackwell for CNN.
Exhibit 5 319
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1��� IIIU �ll
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PROJECT SUPPORT
®r
Manager
�
���DIIIII
Specialties
Rebekka will work at the direction of Jonathan in conducting research and Organizational assessment
analysis and assisting with deliverables in support of the project.
Budgeting and financial analysisBusiness
process improvement
Strategic planning
I!!�11 ��°0 ���� ����� �������
�t Staffing analysis
Rebekka joined Raftelis in 2020 with 16 years of direct service to local Professional History
governments and 10 years of management consulting experience. As an & Raftelis: Manager (2020-present)
experienced consultant, Rebekka has led organizational assessments for a broad of,,, City of La Canada Flintridge,
range of operating departments and offices in cities, counties, universities, and California; Finance Director (2017-
special districts, including police, public works, administration, community 2020)
city of Simi valley, California;
development, and city attorney departments. This breadth of knowledge makes Budget Officer (2012-2017)
her skillful in quickly identifying organizational strengths and opportunities, City of Burbank, California; Senior
analyzing operations through creation of process maps and workflows, preparing Management Analyst (2010-2012)
actionable recommendations for improvement, and communicating findings to a Management Partners; Senior
Consultant (1999-2010)
wide variety of audiences. She has consulted for over 100 clients, including Village of La Grange Park, Illinois;
performing a position utilization and civilianization analysis for the Boston Assistant Village Manager (1996-
Police Department and an assessment of the Manhattan Beach (CA) Police 1999)
city of Appleton, Wisconsin;
Department.
Assistant to the Mayor (1994-1996)
of,,, Town of Lexington, Massachusetts;
Rebekka served as finance director for the City of La Canada Flintridge, Management Intern (1992-1993)
California, a contract city north of Los Angeles. She prepared the annual budget Education
and financial audit, as well as managed daily accounts payable, accounts Master of Business Administration -
receivable, payroll, and financial planning functions. As the City's second Boston University (1993)
finance director, she automated several previously manual operations, including Certificate in Local Government and
business licensing and payroll processing, and managed the implementation of a Non -Profit Management — Boston
University (1993)
new financial software system. During her tenure, she identified and successfully Bachelor of Arts in Russian Studies
obtained a State loan for the financing of the City's new city hall as well as - University of Michigan (1989)
communicating all financial impacts of the project to management and City Council.
Professional Memberships
of,,, Government Finance Officers
Association
Previously, Rebekka was the budget officer for the City of Simi Valley, California Society of Municipal California, a full -service community in the Los Angeles region. She prepared the Finance Officers City's $196 million annual budget and $160 million capital improvement program, as well as the City's cost allocation plan. She managed the budget and capital projects module training and setup for a comprehensive citywide enterprise resource planning (ERP) system implementation across nine operating departments.
Rebekka earned a master's degree in Business Administration with a Certificate in Local Government and Non -Profit Management from Boston University, and a Bachelor of Arts from the University of Michigan - Ann Arbor. She has published articles in Public Management magazine and served as a trainer in sessions at International City/County Management Association (ICMA) conferences.
Exhibit 5 320
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�����II
Kelsey will work at the direction of Jonathan in conducting research and analysis and assisting with deliverables in support of the project.
I'' lll!?r;;;;Ir III'""III III
Kelsey has a background in physics, chemistry, and sustainability as well as experience providing residential energy efficiency consulting. She also has experience working with local governments and the public. Kelsey has worked on strategic planning and organizational assessment projects across the country.
Some of Kelsey's key project experience with Raftelis includes assisting with both in -person and virtual workshops and focus groups, conducting interviews, identifying industry key performance indicators, analyzing benchmarking comparisons, and creating deliverables and materials for an organizational assessment of the Anchorage (AK) Water and Wastewater Utility and Solid Waste Services Departments; assisting Fairfax Water (VA) with a strategic planning update and organizational structure review to aid in building a strong foundation for future employees and customers; assisting Charlotte Water (NC) in 2019 with development of an updated strategic plan and support during the first year of implementation, where Kelsey assisted with workshops, focus groups, stakeholder interviews, and preparation of deliverables and implementation plans; and conducting an organizational assessment for the City of Tampa (FL) Water Department, developing deliverables, including a workforce competency summary and implementation plan. Kelsey also prepared a revised strategic plan for the City of Roseville (CA) Environmental Utilities Department; assisted with benchmarking and development of metrics for the Sacramento Regional Water Utility Collaboration (CA); and performed interviews, benchmarking, and analysis for a continuous improvement initiative for the City of Austin (TX).
Specialties
Project management
Data analysis
CRM (salesforce.com)
Professional History
Raftelis: Associate Consultant
(2019-present)
CLEAResult: Associate Program
Manager (2015-2019); Energy
Advisor (2013-2015)
Education
Bachelor of Arts in Physics,
University of Colorado at Boulder
Bachelor of Arts in Chemistry,
University of Colorado at Boulder
Certifications
AWWA Risk & Resiliency
Certification (2020)
Building Analyst Professional
Certification, Building Performance
Institute (BPI)
Undergraduate Energy Certificate,
Renewable & Sustainable Energy
Institute
Professional Memberships
(�f, AWWA
Exhibit 5 321
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The total fixed fee for completion of the scope of work is $84,000. This includes all professional fees and expenses. Of this amount, $76,600 is for professional services and $7,400 is for expenses.
No.
Description
Total Cost
1 Begin and Manage Engagement
$5,275
2 Conduct Public Safety Needs Assessment
$21,200
3 Evaluate Services
$35,275
4 Prepare Project Report
$22,250
TOTAL
$84,000
The City will be invoiced monthly as tasks are completed.
Exhibit 5 322
C IIII III 1: CO fC S
Client Contacts
We have included references for the clients described previously in our proposal and urge you to contact them to better understand our capabilities and the quality of service that we provide.
City of Gilroy C/%
Reference: Captain Joseph H. Deras
P: 408.846.0310 / E: [email protected]
City of Hollister C/%
Reference: Chief David Westrick (Retired) (currently Public Information Officer for County of San Benito, CA) P: 831.636.4168 / E: [email protected]
Long Beach Transit CA
Reference: Lisa Patton, Executive Director and Vice President P: 562.599.8511 / E: [email protected]
City of Edina III''G'Yfilll»
Reference: Scott Neal, City Manager
P: 952.927.8861 / E: [email protected]
City of Aurora Cca,
Reference: Michelle Wolfe, Former Deputy City Manager (current City Manager of Blaine, Minnesota) P: 763.785.6120 / E: [email protected]
The Woodlands ""IrX
Reference: Karen Dempsey, Project Manager
P: 281.210.3808 / E: [email protected] Exhibit 5 323
Exceptions
We request that the City consider making the following modifications, shown in red below, to the Professional Services Agreement. Please contact us if you have any questions or concerns about these modifications.
5. PROSECUTION OF WORK
5.6 Consultant shall obtain a City business license prior to commencing performance under this Agreement. Consultant shall perform all work to the highest professional standards of Consultant's profession, applicable at the time and place the work is being performed, and in a manner, reasonably satisfactory to City. Consultant shall comply with all applicable federal, state, and local laws...
7. OWNERSHIP OF WRITTEN PRODUCTS
All reports, documents or other written material ("written products") developed by Consultant in the performance of this Agreement shall be and remain the property of City without restriction or limitation upon its use or dissemination by City; provided, however, any use of the written products other than as contemplated in this Agreement or any modification of the written products shall be at the sole risk of City.
10. INDEMNIFICATION
10.1 The Parties agree that City and City's elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the "City Indemnitees") should, to the fullest extent permitted by law, be indemnified and held harrriless from R-y�o loss, injury, damage, claim, lawsuit, cost, expense, attorneys' fees, litigation costs, or a4i-y other cost caused by the breach of the performance of this Agreement. Accordingly, the provisions of this indemnity provision...
10.2 To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend the City Indemnitees from and against a1 liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs, and fees of litigation) cen e-c4 °n with Consultant's negligence, gross negligence or willful misconduct of Consultant in the performance of work hereunder or its failure to comply with any of its obligations contained...
10.5 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth herein this Article from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required herein, Consultant agrees to be responsible and indemnify, hold harmless and defend City and City's elected and appointed officials, officers, employees, agents, and volunteers from and against s a " claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property-ft ®'*iHn fF n caused by alleged intentional, reckless, negligent, or otherwise...
17. TERMINATION
17.9 ! } It snt r711 1v l7 si l r sll I I f� o I®br tl rtc 1 that ! `°t . 1e i f th r �x tza�-sr `v >:er-a�ccr-`°pr "",�a-xrar^c'sti�--"rain 'pnsr-s' rera-2a-ris If an action is brought by either party under this
Agreement, the prevailing party shall be entitled to an award of attorney's fees in the court's discretion.
Exhibit 5 324
Proposal: City of Bell Gardens
Police Department Efficiency
Study
Exhibit 6 325
Firm Profile and Qualifications
3 Background
3 Speciality
3 Experience
4 Project Approach
5 Proposed Schedule
6 Expectations of City Staff
7 Project Management
8 Project Budget
10 References
11 Exhibit 6 326
Background
Full names
AH Datalytics, LLC
Date organizede
April 2019
Addresse
5970 General Haig Street, New Orleans, LA 70124
Websitee
www.andatglytics.com
Contacts
Ben Horwitz (co-founder)
314-803,7457
Speciality
MIN
AH Datalytics is a consulting firm dedicated to incorporating 21st-century analytics into the foundation of organizations that serve the public good. Our goal is to build innovative solutions that expand your organization's capacity to embrace data -driven decision -making. We bring a wealth of expertise in analyzing, disseminating, and presenting information to key decision -makers and assist organizations in effectively conveying their analytics to the public.
Our expertise is at the intersection of data, policy, and criminal justice. We help communities, law enforcement agencies, and prosecutors across the country use analytics. These organizations are then able to identify and address trends, opportunities, and challenges in ensuring a more equitable criminal justice system. We firmly believe that "what gets measured, gets managed" and are committed to putting this philosophy into practice.
3 Exhibit 6 327
Experience
Center for Policing Equity: AH Datalytics provided analysis on behalf of the Center for Policing Equity to support the City of Ithaca and Tompkins County (New York) Public Safety, Reima. fined ro ect. AH Datalytics analyzed Calls for Service to evaluate how officers were spending their time and to identify more efficient and effective means of deploying officers.
Orlando Police Department: AH Datalytics provided an analysis of an OPD pilot program to respond to mental health Calls for Service with alternative responders. Our analysis helped OPD to evaluate the effectiveness of the pilot during its initial launch and make appropriate alterations to the program to ensure a more robust response.
Ferguson, Missouri Police Department: AH Datalytics conducted a data needs assessment focused on Consent Decree compliance supplemented by analytical solutions including internal and external dashboards as well as change management documentation.
Ferguson PD dashboard can be found here
Ferguson PD gap analysis can be found here
Albuquerque Police Department: AH Datalytics conducted a data needs assessment focused on Consent Decree compliance on behalf of the Department of Justice.
Albuquerque Police Department ga analysis can be found here Clemson University Police Department: AH Datalytics created a set of public dashboards for the Clemson University Police Department. These dashboards cover such topics as calls for service, crime, misconduct, use of force, traffic stops, and training.
Clemson University Police Departmment dashboard can be found here rd
Exhibit 6 328
0 4 . Ik 4 4 0 .
AH Datalytics will conduct a police department efficiency study to identify public safety needs in Bell Gardens, CA. This analysis will serve as a critical component for better understanding how to improve response efficiency and maximize alternative responses. AH Datalytics has conducted similar analyses for numerous law enforcement agencies and community groups nationwide to support better understanding of their public safety needs.
AH Datalytics will collect and analyze data on Calls for Service and crime statistics to identify public safety needs and provide recommendations to best address those needs. This analysis will be informed by a comparison of equivalent services in multiple comparable jurisdictions. AH Datalytics will work with Bell Gardens to acquire Calls for Service data for these other jurisdictions to ensure an accurate assessment can be completed.
Simultaneously, AH Datalytics will conduct a needs assessment to better understand how police services are delivered in Bell Gardens. This aspect of the project will entail interviews with field services, criminal investigations, support services, the Office of The Chief, and any other police service providers that the department sees fit. The needs assessment will help identify which public services the department wishes to be providing. This will complement the efficiency study by highlighting the degree to which the level of police services are being met. 5 Exhibit 6 329
• * ` I.; _:
AH Datalytics can begin the project immediately. The timeline below represents the key milestones that will take place from the estimated date of the award through the completion of the project.
Date
Task
Upon the project being awarded.
Schedule project kick-off meeting to occur as
soon as practicable.
Begin bi-weekly project management calls.
Begin scheduling interviews for police services
needs assessment.
Week 1
Begin process for data acquisition in Bell
Gardens and comparable jurisdictions.
Begin police services needs assessment
interviews
Week 4
Complete police services needs assessment
interviews.
By week 8
Deliver initial drafts of efficiency study and
needs assessment
By week 10
Receive feedback of initial drafts.
By week 12
Deliver final report and present to City
personnel as needed.
M
Exhibit 6 330
Expectations of the type and amount of tasks/support requested of City Staff to assist in the process include facilitating data requests and interviews as needed and attending biweekly project management meetings. City Staff may also be needed to help acquire data for building an assessment of comparable jurisdictions.
7 Exhibit 6 331
Ben Horwitz, Co -Founder, New Orleans, LA: will lead the project management responsibilities for this project. Ben co-founded AH Datalytics with Jeff Asher in April 2019.
Ben is a nationally recognized expert in data -driven policy management and criminal justice data systems. Ben's work has been instrumental in analyzing organizational problems, evaluating possible solutions, and building data -driven organizations.
Before launching AH Datalytics, Ben worked as the Director of Analytics for the New Orleans Police Department, where he instituted a crime analyst unit and implemented the nationally recognized Management Analytics for Excellence (MAX). This platform assists in optimizing police management in the areas of crime, community policing, consent decree compliance, and much more.
Ben's influential collaborations have been with the U.S. Department of Justice, National Police Foundation, Ferguson Missouri Police Department, Puerto Rico Police Bureau, the Baltimore Police Department, and others. Ben has a master's degree in Public Policy and Management from Carnegie Mellon University that specializes in the intersection of data, information systems, and public policy.
Ben holds a Bachelor's of Arts from American University.
Jeff Asher, Co -Founder, New Orleans, LA: will be the primarily analyst on this project.
Jeff co-founded AH Datalytics with Ben Horwitz in April 2019.
Jeff is a nationally recognized data analyst with expertise in evaluating criminal justice data. Jeff's work has been instrumental in informing the public discourse on the challenges of using incomplete data to support analyses and inform decisions to solve complex problems.
Jeff has pioneered the use of data visualizations to display compelling insights into the New Orleans criminal justice system in his role as a public safety consultant for the New Orleans City Council. He has refined his authority as an analyst through ingenuity, creativity, and a strong belief that 21 st Century analytics is the key to helping organizations access the information that matters.
Jeff's work has been published in numerous national publications, including FiveThirtyEight, The New York Times, Slate, and more. Jeff obtained his master's degree from George Washington University and has a bachelor's degree from the University of Texas.
Rosana Guernica, Analyst and Project Manager, Pittsburgh, PA: will assist in leading the police services needs assessment and provide overall project management support. Rosana Guernica joined AH Datalytics in June 2020.
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Exhibit 6 332
Rosana is an Analyst and Project Manager at AH Datalytics. Since joining, she has worked on multiple capacity -building projects for police departments as well as expert analyses for community organizations and local governments. Her work has also contributed to numerous efforts supporting AH Datalytics' mission to provide 21 st Century analytics to organizations serving the public good.
Rosana has assisted in identifying dashboard business requirements for the South Bend Empowerment Zone and New Orleans District Attorney. She has contributed to project management efforts for collaborations with the Albuquerque Police Department and the Puerto Rico Police Bureau.
Rosana's work uses behavioral science, public policy, and data to tackle complex social and policy issues and improve individual and collective decision -making.
Rosana has a master's degree in Public Policy and Management and a bachelor's degree in Decision Science from Carnegie Mellon University.
Rachel Weinstein, Research Analyst, New Orleans, LA: will serve as an analyst on this project. Rachel joined AH Datalytics in fall of 2021.
Rachel is a research analyst at AH Datalytics. She is passionate about improving the health and quality of life of populations with data -driven decision making.
Before joining AH Datalytics, Rachel was the senior data analyst at The Data Center of Southeast Louisiana. She built an automated data system that produced an up-to-date data profile for all 72 neighborhoods of New Orleans.
Additionally, she was awarded a grant to study life expectancy at the neighborhood level. She was on the front lines of analyzing, interpreting, and visualizing COVID-19 data as early as March 2020 for the New Orleans Metro area. She released several publications that enhanced local understanding of the pandemic and informed policy response. Prior to The Data Center, Rachel was a data analyst for Making Connections, a project within Mayor Mitch Landrieu's NOLA FOR LIFE, comprehensive Murder Reduction Strategy. Rachel's work as an analyst, researcher and science communicator has led to more equitable policy and programming decisions across the region.
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Exhibit 6 333
AH Datalytics proposes a budget of $40,000 for this project. The budget would be broken down as:
• $25,000 for creation of police department efficiency study including evaluation of Bell Gardens Police Department and comparable jurisdictions. • $10,000 for police services needs assessment.
• $5,000 for administrative needs, presentation of materials, and other project requirements as needed.
AH Datalytics proposes a fee schedule largely based around completion of our work. • $10,000 at initiation of the project.
• $20,000 at acceptance of police department efficiency study and police services needs assessment report.
• $10,000 at completion of presentation of findings.
10 Exhibit 6 334
New Orleans City Council
Contact Andrew Tuozollo
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Flhone Number 504-444-3995
-------------------------------------------------------- Email Address [email protected]
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Da'Ies of Service July 2018 - present
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Total Cost $150,000 per year
------------------------------------------------------------------------------------------------------------------------- Descrip'lion AH Datalytics serves as the public safety consultants for the New Orleans City Council. This engagement has involved crafting reports and analyses, building data dashboards, briefing Council members, presenting findings to the Council during public hearings, and evaluating potential legislation and budgetary changes.
Puerto Rico Police Bureau
Contact Dr. Juan C Rivera Vazquez
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Flhone Number 787-914-7749
------------------------------------------------------------ Email Address [email protected]
------------------------------------------------------------- Da'Ies of Service October 2020 - June 2021
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Total Cost $165,000
------------------------------------------------------------------------------------------------------------------------ Descrip'lion AH Datalytics conducted a data needs assessment focused on Consent Decree compliance for the Puerto Rico Police Bureau, Department of Justice, and the Court. AH Datalytics will be performing the data site solution under a separate contract.
11 Exhibit 6 335
Orlando Police Department
Contact David S. Arnott
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Flhone Number 407-246-3114
------------------------------------------------------------------- Email Address [email protected]
---------------------------------------------------------------- Da'tes of Service September - December 2021
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Total Cost $15,000
------------------------------------------------------------------------------------------------------------------- Descrip'tion AH Datalytics conducted an assessment of Orlando Police Department's Alternative Mental Health Response pilot program.
12 Exhibit 6 336