CPSM Police Proposal

City of El Mirage — Regular Meeting (2021-09-21)

Extracted text (via pymupdf) 84932 characters

Proposal for

Consultant Service:
Police Department Study, EM21-PDS01
City of El Mirage, Arizona
August 30, 2021 1:30 pm Arizona Time
CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
475 K STREET NW STE 702 • WASHINGTON, DC 20001
WWW.CPSM.US • 800-998-3392
Exclusive Provider of Public Safety Technical Services for International
City/County Management Association
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August 30, 2021
Ms. Valerie Ojeda, City of El Mirage Procurement Administrator
City of El Mirage
10000 N. El Mirage Road
El Mirage, AZ 85335
Submitted via email to vojeda@elmirageaz.gov
Dear Ms. Ojeda:
Request for Proposals for Police Department Study, Solicitation Number: EM21-PDS01
The Center for Public Safety Management, LLC (CPSM), the exclusive provider of public safety technical assistance for the
International City/County Management Association (ICMA), is pleased to submit this proposal in response to the City of El
Mirage, Arizona for its Request for Proposals for a Police Department Study, EM21-PDS01.
CPSM specializes in local government technical assistance focusing on the comprehensive evaluation and analysis of police,
fire, rescue, and emergency medical services using our unique, systematic methodology and leading industry subject matter
expertise. Depending on our client's specific needs, we may examine such aspects as department organizational structure and
culture, identify workload and staffing needs, and align department operations with industry best practices. We have
conducted more than 329 such studies in 44 states and provinces and 264 communities ranging in population from 8,000
(Boone, Iowa) to 800,000 (Indianapolis, Indiana). In addition to providing recommendations to municipal clients based on the
results of these evaluation studies, for some clients, we prepare strategic plans that provide municipalities and departments
with a roadmap for the implementation of priority initiatives and enhancements.
Our project team has been selected specifically for the City of El Mirage project and collectively offers hundreds of years of
practical experience managing police departments; a record of research, academic, teaching and training, and professional
publications; and extensive consulting experience completing hundreds of similar studies nationwide. Our team comprises true
industry subject matter experts, not research assistants, interns, or generic management consultants. Our operational
assessments and recommendations reflect lessons learned from the hands-on police department experience of our leading
industry experts as well as our experience in performing similar assessments for police departments nationwide and in-depth
knowledge and understanding of applicable standards and best practices.
CPSM has a track record of completing its projects within established schedule and budget constraints and providing its clients
with quality deliverables that offer practical recommendations for improving agency operations. We are currently working on a
similar study for the El Mirage Fire Department.
We accept the City’s contract specifications and terms and conditions as stated in the RFP.
My colleagues at CPSM and I greatly appreciate this opportunity and would be pleased to address any comments you may
have. You may contact me at 616.813.3782 or via email at twieczorek@cpsm.us.
Sincerely,

Thomas Wieczorek, Director
Center for Public Safety Management, LLC

Contents

Qualifications and Expertise ........................................................................................................... 1

Firm Overview ................................................................................................................... 1

Areas of Specialty .................................................................................................. 1

Experience in Providing Similar Services for Small, Municipal Police Departments ............... 2

Three Similar Projects within Last Five Years ...................................................................... 3

Contracts Cancelled, Revoked, or Renewed within Past Five Years ...................................... 6

Pending Litigation .............................................................................................................. 6

Key Personnel Resumes ..................................................................................................... 6

Project Manager — Leonard Matarese .................................................................. 9

Police Operations Lead — Chief Craig Junginger, BS, MPA .................................... 10

Senior Associate — Paul O’Connell, PhD, JD ......................................................... 10

Senior Associate — Captain John Clark (Ret.), BA ................................................. 11

Data Assessment Lead — Dov Chelst, PhD ........................................................... 11

Senior Public Safety Subject Matter Expert — David Martin, PhD ......................... 12

Public Safety Data Analyst — Shan Zhou, PhD ...................................................... 12

Senior Public Safety Data Analyst — Sarah Weadon, BA ....................................... 12

Professional References ................................................................................................... 12

Project Completion Timeline ............................................................................................ 12

Why is CPSM the Best Choice to Perform the Police Department Study for the City of El
Mirage? ........................................................................................................................... 13

Project Understanding and Proposed Methodology ...................................................................... 15

Understanding of the Requested Study ............................................................................ 15

Project Management and Coordination with City Staff ..................................................... 15

Location of Office Performing Services ............................................................................. 16

Experience in Preparing Report Findings/Recommendations for Operational, Data
Collection, and Financial Plans for Police .......................................................................... 16
Work Plan ........................................................................................................... 16
Information/Data Needed ................................................................................... 17
Project Kick-off Meeting ...................................................................................... 17
Data Collection .................................................................................................... 18
Onsite Operational Review .................................................................................. 18
Benchmark the Community ................................................................................. 19
Patrol Operations ................................................................................................ 19
Workload vs. Deployment Analysis Sample .......................................................... 20
Investigations ...................................................................................................... 22
Administration and Support ................................................................................ 22
Organizational Culture ......................................................................................... 22
Organizational Structure and Administration ....................................................... 23
Performance Management .................................................................................. 23
Deliverables ........................................................................................................ 23

Price/Cost Consideration .............................................................................................................. 24

iii

Figures
Figure 1. CPSM’s Principals offer significant experience in similar Police Department Studies.................... 1
Figure 2. Project Organizational Chart ...................................................................................................... 6
Figure 3. El Mirage Police Department Study Elements ........................................................................... 15
Figure 4. Deployment and Main Workload, Weekdays, Summer ............................................................. 20
Figure 5. Workload Percentage by Hour, Weekdays, Summer ................................................................. 20

Tables
Table 1. Representative List of Similar Projects Within Last Five Years ...................................................... 3
Table 2. Key Personnel Summary ............................................................................................................. 7
Table 3. Project Milestones and Schedule............................................................................................... 12

Qualifications and Expertise
Firm Overview
The Center for Public Safety Management’s (CPSM’s) business is exclusively focused on working with municipal
governments and agencies responsible for the administration and/or operation of police, fire, or EMS services.
CPSM was part of the International City/County Management Association (ICMA), a non-profit organization
founded in 1914 and dedicated to assisting local governments and their managers in providing services to their
citizens in an efficient and effective manner. ICMA launched the Center for Public Safety in 2007 to provide support
to local governments in the areas of police, fire, and EMS services. In 2014, as part of a restructuring at ICMA, CPSM
was spun out as a separate company and is now the exclusive provider of public safety technical assistance for
ICMA. CPSM maintains the same team of individuals performing the same level of service as when it was a
component of ICMA.
The firm’s principals are shown in Figure 1. All three principals have been with CPSM since its inception.

Figure 1. CPSM’s Principals offer significant experience in similar Police Department Studies.
CPSM is headquartered in Washington, DC with a quantitative analysis group based in West Orange, New Jersey
and subject matter experts throughout the U.S. CPSM’s staff includes eight full-time employees and 21 part-time
subject matter experts who routinely support CPSM projects similar to that required by the City of El Mirage.
Areas of Specialty
CPSM specializes in local government technical assistance, including workload and deployment analysis for police,
fire, rescue, and EMS services. Using our unique methodology, our subject matter experts examine department
organizational structure and culture, identify workload and staffing needs, and recommend industry best practices.
CPSM’s process is based on national standards such as the Center for Public Safety Excellence, Commission on
Accreditation of Law Enforcement Agencies, and Commission of Fire Accreditation International’s (CFAI’s)
Standards of Response Coverage methodology. The firm is the exclusive provider of public safety technical services
for the ICMA.
CPSM leverages research, consulting, and experience in managing over 300 public safety agencies to assess the
workload and/or operations of client agencies. This involves data collection and analysis, interviews, comparison
analysis, and observation. Recommendations are developed for balancing workload and service needs within local
Director
Thomas Wieczorek
•Expert in fire and EMS operations
•Served as a police officer, fire chief,
director of public safety and city
manager and is former Executive
Director of the Center for Public
Safety Excellence (formerly the
Commission on Fire Accreditation
International, Inc.)
•Managed hundreds of studies similar
to those required by the City of El
Mirage
Managing Partner
Leonard Matarese
•Specialist in public sector
administration with particular
expertise in public safety issues
•44 years’ experience as a law
enforcement officer, police chief,
public safety director, city manager
and major city Human Resources
Commissioner
•Managed several hundred studies of
emergency services agencies
Managing Partner
Dov Chelst, PhD
•Leads the company’s quantitative
analysis unit
•Supported by data analysts
specializing in the analysis of public
safety data
•Managed and performed provided
data analysis for hundreds of similar
municipal police, fire, and EMS
studies

budgets. Our services are designed to assist our clients in achieving more efficient and effective public safety
service delivery that is grounded in data and best practices.
CPSM provides training and research for ICMA’s members and represents ICMA in its dealings with the federal
government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA,
COPS, NFPA, and others.
The CPSM Approach
CPSM's approach is unique and more comprehensive than ordinary accreditation or competitor studies. In general,
our analysis involves the following major tasks:

Conduct a data-driven forensic analysis to identify actual workload;

Identify and recommend appropriate staffing and deployment levels for every discrete operational and
support function in the department;

Examine the department's organizational structure and culture;

Perform gap analysis, comparing the "as-is" state of the department to industry best practices and
standards;

Recommend a management framework to ensure accountability, increased efficiency, and improved
performance.

CPSM does not have any potential conflicts of interest related to performance of the required police department
study.
Experience in Providing Similar Services for Small, Municipal Police Departments
CPSM has conducted similar studies in 44 states and provinces for more than 320 public clients. CPSM leverages
research, consulting, and experience in managing public safety agencies to assess the workload and/or operations,
training, accountability, and community engagement of municipal police departments, as well as fire, rescue, and
EMS departments. This involves data collection and analysis, interviews, comparison analysis, and observation.
Recommendations, grounded in data and best practices, are developed to enhance public safety service delivery
effectiveness and efficiency and to address future needs.
CPSM has conducted more than 225 police/law enforcement projects and more than 130 urban fire and
emergency medical services projects with comprehensive management, operational, and staffing analyses. Studies
have included report components and recommendations following national standards, including those of the
Center for Public Safety Excellence, Commission on Accreditation of Law Enforcement Agencies, and Commission
on Fire Accreditation International. These projects have involved law enforcement studies, workload matching to
staffing, review of investigations and specialized units, community risk assessments, fire and EMS consolidation
analyses, analysis of emergency communications centers, fire and EMS department strategic plans, fire and EMS
department staffing plans, and fiscal analyses.
CPSM has a record of completing its projects on time, within the established budget, and in compliance with
contractual requirements. We offer client references as evidence of our performance. Many of our clients are
repeat clients, coming back to us for additional studies or to update previously performed studies.

CPSM conducts a series of focus groups with stakeholders, including staff members (both sworn and civilian),
senior management, elected officials, and other community members. CPSM has performed comprehensive
assessments of small, medium, and large metropolitan police, fire, and EMS departments located in rural,
suburban, and urban areas.
CPSM routinely conducts public engagement on its projects both to solicit information from stakeholders on their
perceptions of department needs and performance and to brief stakeholders on study results at the request of its
clients. All of CPSM’s law enforcement subject matter experts are highly experienced in public engagement both
through their roles in law enforcement and their conduct of similar studies for CPSM.
Our law enforcement experts have demonstrated outstanding communication skills in their verbal communications
with department personnel, municipal representatives, the public, and other stakeholders. Our staff is accustomed
to interacting with and presenting the results of our studies to a variety of stakeholders with differing interests. In
addition, we produce clearly written reports that use visually attractive charts and graphics to illustrate data.
CPSM has completed 30+ police department studies for law enforcement agencies since February 2019 with
another 12 similar projects in progress. CPSM has a track record of successfully completing its projects within the
established schedules and budgets. We have never had a cost overrun or failed to meet an established project
schedule.

Three Similar Projects within Last Five Years
Table 1 provides descriptions of and references for four similar client projects completed within the last five years.
In addition, as evidence of our work products, if requested, we would be pleased to provide an example study
report.
Table 1. Representative List of Similar Projects Within Last Five Years
Client Name/
Location/
Project/Services Provided
Project Dates/
Project Staff
Client Reference Name/
Phone Number/
Email Address
City of Coconut Creek, FL
4800 West Copans Road
Coconut Creek, FL 33063
Police Operations and Data Analysis
July 2017 – Feb 2018
Albert “Butch” Arenal, Police Chief
(954) 973-6717
barenal@coconutcreek.net
Project Description: CPSM assessed the operations of the Coconut Creek Police Department (CCPD). Our analysis covered all
aspects of the department’s operations with focus on identifying appropriate department staffing given the workload,
Among the similarly sized, small municipal police departments for which we have performed similar studies are
Queen Creek, Arizona (~population 33,649); Cornelius, North Carolina (~population 28,515); Matthews, North
Carolina (~population 31,600); Myrtle Beach, South Carolina (~population 32,710); Grants Pass, Oregon
(~population 35,272); Plainfield, Illinois (~population 39,000); and Prescott, Arizona (~population 40,590).
Because we have performed similar studies not only of similarly sized police departments, but also for a broad
range of police departments of varying sizes and demographics, we are well prepared to evaluate and make
recommendations for the El Mirage Police Department.

Client Name/
Location/
Project/Services Provided
Project Dates/
Project Staff
Client Reference Name/
Phone Number/
Email Address
community demographics, and crime levels; the effectiveness of the organizational structure; and efficiency of division/unit
processes.
CPSM analyzed the department workload using operations research methodology and compared that workload to staffing
and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of
service demand on current staffing.
Our study involved data collection, interviews with key police and administration personnel, focus groups with department
personnel and volunteers/community members, on-site observations of the job environment, data analysis, comparative
analysis, SWOT analysis, and the development of alternatives and recommendations.
Based on CPSM’s detailed review of the Coconut Creek Police Department, we prepared a report that included our
methodology, findings, and recommendations to ensure that police resources are optimally deployed, operations are
streamlined for efficiency, and services proved are cost-effective, all while maintaining the high level of police services
provided to the citizens of Coconut Creek, Florida.
City of Sugar Land, TX
2700 Town Center Blvd. North
Sugar Land, TX 77479
Police Operations and Data Analysis
Aug 2017 – Mar 2018
Mike Goodrum, City Manager
(281) 275-2700
citymgr@sugarlandtx.gov
Project Description: For the Sugar Land Police Department (SLPD), CPSM performed a comprehensive operational review
and data analysis that addressed all aspects of the department’s operations. This study included identifying appropriate
department staffing given the workload, community demographics, and crime levels; the effectiveness of the organizational
structure; and efficiency of division/unit processes.
Using operations research methodology, we analyzed the department workload and compared that workload to staffing
and deployment levels. We reviewed other performance indicators to understand the implications of service demand on
current staffing. Our study involved data collection, interviews with key police and administration personnel, focus groups
with department personnel and volunteers/community members, onsite observations of the job environment, data
analysis, comparative analysis, SWOT analysis, and development of alternatives and recommendations.
Based on CPSM’s detailed review of the SLPD, we provided recommendations throughout the project report designed to
enhance the operation of Department, including by ensuring that police resources are optimally deployed, operations are
streamlined for efficiency, and services provided are cost-effective.
City of Billings, MT
210 North 27th Street
Billings, MT 59101
Police Operations and Data Analysis
Aug 2020 – Feb 2021
Kevin Iffland, Assistant City
Administrator
(406) 657-8478
ifflandk@billingsmt.gov
Project Description: CPSM assessed the operations of the Billings Police Department, including all aspects of the
department’s operations. Our study identified appropriate staffing considering the department’s workload, community
demographics, and crime levels; effectiveness of the organizational structure; and efficiency and effectiveness of
division/unit processes.
CPSM analyzed department workload using operations research methodology and compared workload to staffing and
deployment levels. Other performance indicators were reviewed to understand the implications of service demand on
current staffing. We collected data, interviewed key operational and administrative personnel, conducted focus groups with

Client Name/
Location/
Project/Services Provided
Project Dates/
Project Staff
Client Reference Name/
Phone Number/
Email Address
line-level department personnel, performed onsite observation of the job environment, analyzed data, performed
comparative analyses, and developed alternatives and recommendations.
Based on our detailed assessment of the Billings Police Department, we made comprehensive recommendations related to
operational challenges facing the department related to: (1) facilities, (2) staffing at both mid-level supervisory and line
levels, and (3) organizational structure. Recommendations made included, for example, the creation of new job
classifications and reassignment/repurposing of job duties to other sections and units. The recommendations were intended
to form the basis of a long-term improvement plan for the city and department.
City of Culver City, CA
9770 Culver Blvd.
Culver City, CA 90232
Police Operations and Data Analysis
Jul 2020 – Dec 2020
John Nachbar, City Manager
(310) 253-6000
john.nachbar@culvercity.org
Project Description: CPSM assessed the review the operations of the Culver City Police Department. While our analysis
covered all aspects of the department’s operations, particular areas of focus of this study included: identifying appropriate
staffing of the department given the workload, community demographics, and crime levels; the effectiveness of the
organizational structure; and efficiency and effectiveness of bureau/unit processes.
CPSM analyzed the department workload using operations research methodology and compared that workload to staffing
and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of
service demand on current staffing.
Our study involved data collection, interviews with key operational and administrative personnel, focus groups with line-
level department personnel, onsite observations of the job environment, data analysis, comparative analysis, and the
development of alternatives and recommendations.
Based upon CPSM’s detailed assessment of the Culver City Police Department, it is our conclusion that the department,
overall, provides quality law enforcement services. The staff is professional and dedicated to the mission of the department.
Through this report, we will strive to allow the reader to look inside the department to understand its strengths and its
challenges. We sincerely hope that all parties utilize the information and recommendations contained herein in a
constructive manner to make a fine law enforcement agency even better.
As part of this Executive Summary, below we have listed general observations that we believe identify some of the more
significant issues facing the department. Many of these address department-wide issues rather than specific unit
operations. Additionally, we have included a master list of unit-specific recommendations for consideration. We believe
these recommendations will enhance organizational effectiveness. Some of these recommendations involve the creation of
new job classifications. Others involve the reassignment/repurposing of job duties to other sections and units. It is
important to note that in this report we will examine specific sections and units of the department. As we do so, and as
appropriate, we will offer a detailed discussion of our general observations and recommendations for each.
The list of recommendations is extensive. Should Culver City and the Culver City Police Department choose to implement
any or all recommendations, it must be recognized that this process will not take just weeks or even months to complete,
but perhaps years. The recommendations are intended to form the basis of a long-term improvement for the city and
department.
We would like to emphasize that this list of recommendations, though lengthy, is a common phenomenon in our
operational assessments of agencies around the country and should in no way be interpreted as an indictment of what we

Client Name/
Location/
Project/Services Provided
Project Dates/
Project Staff
Client Reference Name/
Phone Number/
Email Address
consider to be a fine department. Our work, by design, focuses on potential areas for improvement. Had we listed areas in
which the department excels, that list would dwarf the number of recommendations.

Contracts Cancelled, Revoked, or Renewed within Past Five Years
CPSM has not had any contracts cancelled or revoked within the past five years. The firm has been engaged by
existing and past clients to perform additional work scope such as follow-on studies for clients such as Queens
Creek, Arizona and Sugar Land, Texas, for which we performed both police and fire department studies.
Pending Litigation
CPSM does not have any, nor has it had any, pending litigation during the past five years.

Key Personnel Resumes
For this project, CPSM has assembled a premier team of experts led by our Project Manager supported by our
Police Operations Lead and Data Analysis Lead. Each lead will be supported by senior public safety subject matter
experts selected from our team specifically to meet the needs of the City of El Mirage project. CPSM’s project
organization is shown in Figure 2. Table 2 provides a summary of our key team members and their qualifications,
experience, and project role. Brief resumes for our key personnel follow the table.
CPSM performs all work using in-house resources and does not subcontract any portion of the work scope.
CPSM’s key personnel typically support multiple, concurrent studies at any given time, and the firm has sufficient
subject matter experts to adequately handle its projected workload. CPSM’s proposed key personnel will be
available to support the project as needed throughout the project duration. In the event that one of our project
team members becomes unavailable such as due to COVID-19 restrictions or illness, our proposed project team has
adequate depth to ensure successful project completion on schedule.

Figure 2. Project Organizational Chart
Project Manager
Thomas Wieczorek
Police Operations Lead
Chief Craig Junginger, BS, MPA
Police
Subject Matter Experts
Data Analysis Lead
Dov Chelst, PhD
Data Analysts

Our Police Operations Lead for this project is Chief Craig Junginger, who reports directly to CPSM’s project
manager, Leonard Matarese. Chief Junginger offers expertise gained from his 40-year career in law enforcement
and from completing similar studies for CPSM’s municipal clients. As the Chief of the Gresham, Oregon, Police
Department for eight years, he led a department of 140 sworn personnel and 30 civilian personnel with a budget of
$33 million for a community of 120,000 population just to the east of the City of Portland, Oregon. He will lead our
assessment of the El Mirage Police Department and report preparation.
Table 2. Key Personnel Summary
Name/Title
Qualifications
Relevant Experience
Project Role
Project Manager
Leonard A.
Matarese,
MPA, ICMA-
CM, IPMA-
SCP
Managing
Partner

Specialist in public sector
administration with particular
expertise in public safety
issues.

Recognized as an innovator
by his law enforcement
colleagues, served as
Chairman of SE Quadrant,
Florida, Blue Lighting Strike
Force, a 71-agency, U.S.
Customs Service antiterrorist
and narcotics task force and
as president of the Miami-
Dade County Police Chief’s
Association.

Master’s degree in Public
Administration and a
bachelor’s degree in Political
Science

44 years’ experience as a law
enforcement officer, police
chief, public safety director,
city manager and major city
Human Resources
Commissioner.

One of the original advisory
board members and trainer
for the first NIJ/ICMA
Community Oriented Policing
Project.

Managed several hundred
studies of emergency services
agencies with attention to
matching staffing issues with
calls for service workload.
Project Manager
Police Operations Team
Chief Craig
Junginger, BS,
MPA
Senior
Associate
 40 years’ professional law
enforcement experience
 Master’s degree from California
State University, Long Beach,
bachelor’s degree from the
University of La Verne, and
associate’s degree from Rio Hondo
Community College.
 Attended FBI National Academy Class
224 in Quantico Virginia, California
Post Command College, West Point
Leadership Program, POST Executive
Development Program, and the POST
Supervisory Leadership Institute.
 Awarded Medal of Valor in 1989 and
Distinguished Service Medal upon
retirement from Gresham PD
 On staff at Golden West Community
College, instructing in their criminal
justice program and police academy
 Served as Chief of Gresham, Oregon,
Police Department for eight years
 Since retirement, active in law
enforcement with three interim
police chief positions, as well as
performing administrative personnel
investigations for cities, counties,
universities, and assorted municipal
district entities
 For Bell-Cudahy Police department,
worked as a K-9 Officer, Detective,
and Patrol Officer
 While with Huntington Beach Police
Department, he was a Patrol Officer,
Beach Detail Officer, Field Training
Officer, SWAT Officer, Traffic Motor
Officers, Community Policing Officer,
and Narcotics Detective.
 Promoted to Sergeant, worked
Patrol, Downtown Foot Beat, Support
Police Operations
Lead

Name/Title
Qualifications
Relevant Experience
Project Role
Services, Vice, and Intelligence and
Internal Affairs
 As Lieutenant, worked as the
Community Policing Commander,
Watch Commander, and Chief’s
Executive Officer
 As Captain assigned to Administrative
Operations
Paul
O’Connell,
PhD, JD
Senior
Associate
 39-year career in law enforcement,
practice of law, and consulting
services to municipalities related to
performance measurement,
assessment and strategic planning
 Ph.D. in Criminal Justice, Public
Management, City University of New
York, John Jay College of Criminal
Justice
 Juris Doctorate Degree, St. John’s
University School of Law
 M.Phil. MPA, City University of New
York, John Jay College
 Bachelor’s Degree in History, St.
John’s University
 Provides technical advice and
training to municipalities regarding
strategic planning, assessment,
training, management, and
performance measurement in the
field of public safety
 Has consulted with municipalities
since 1997
 Former NYC police officer
 provides technical advice and
training to municipalities regarding
strategic planning, assessment,
training, management, and
performance measurement in the
field of public safety
Police Subject
Matter Expert
John Clark
Senior
Associate

 33 years of experience with the Los
Angeles County Sheriff’s Department
 Broad experience includes
command, administrative,
operational and tactical assignments
in Patrol, Detective, Custody, Court,
and Administrative divisions
 Bachelor of Arts in Criminal Justice
from California State University,
Fullerton
 Member of the International
Association of Financial Crimes
Investigators, Southern California Jail
Managers Association, Los Angeles
Superior Court Management Group,
and San Gabriel Valley Peace
Officers Association
 As Captain in the Los Angeles County
Sheriff’s Department, he was in
command of various units including
internal investigations, financial and
cybercrimes, custody operations and
inmate transportation
 Managed Southern California High
Tech Taskforce comprised of Federal,
State and local agencies
 Command and operations level
member of a county-wide team
responsible for managing all
department resources during natural
disasters, civil disturbances and
other high-profile events
Subject Matter
Expert
Data Assessment Team
Dov Chelst,
PhD
Director of
Quantitative
Analysis
 Subject Matter Expert in analyzing
public safety department’s workload
and deployment
 PhD Mathematics
 BA Magna Cum Laude in
Mathematics and Physics
 Managed over 140 data analysis
projects for city and county agencies
ranging in population size from 8,000
to 800,000
Data Assessment
Lead
David Martin,
PhD
 Expert in mapping technology to
analyze calls for service workload
and deployments.
 Senior Researcher in the Center for
Urban Studies, Wayne State
University
Senior Public
Safety Subject
Matter Expert

Name/Title
Qualifications
Relevant Experience
Project Role
GIS Analyst
 Teaches statistics at Wayne State
University
 Program Evaluator for four
Department of Justice Weed and
Seed sites
Shan Zhou,
PhD
Senior Public
Safety Data
Analyst

Specializes in analysis of police
data

Extensive experience in scientific
and clinical data analysis

MS in Business Analytics and
Project Management

PhD in Cell biology, Genetics and
Development
 Prior to CPSM, she worked as an
associate scientist at Yale School of
Medicine
Data Analyst
Sarah
Weadon, BA
Senior Public
Safety Data
Analyst

15+ years’ experience consulting
with local, state, and federal
government agencies in data and
geospatial analysis, database and
application development, and
project management

Bachelor’s degree in Classical
Languages

Worked with 40+ public safety
agencies across the U.S. and
Canada, providing data and
geospatial analysis of response
times, call trends, and station
locations
Data Analyst

Project Manager — Leonard Matarese
Director of Research and Project Development, Center for Public Safety Management
Mr. Matarese is a specialist in public sector administration with particular expertise in public safety issues. He has
44 years’ experience as a law enforcement officer, police chief, public safety director, city manager and major city
Human Resources Commissioner. He was one of the original advisory board members and trainer for the first
NIJ/ICMA Community Oriented Policing Project, which has subsequently trained thousands of municipal
practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed
several hundred studies of emergency services agencies with attention to matching staffing issues with calls for
service workload.
Recognized as an innovator by his law enforcement colleagues, he served as the Chairman of the SE Quadrant,
Florida, Blue Lighting Strike Force, a 71-agency, U.S. Customs Service antiterrorist and narcotics task force and as
president of the Miami-Dade County Police Chief’s Association— one of America’s largest regional police
associations. He represents ICMA on national projects involving the United States Department of Homeland
Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of
Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject
matter expert on several ICMA / USAID police projects in Central America. As a public safety director, he has
managed fire / EMS systems including ALS transport. He was an early proponent of public access and police
response with AEDs.
Mr. Matarese has presented before most major public administration organizations annual conferences on
numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at
the 2011 TAMSEC Homeland security conference in Linköping, Sweden and at the 2010 UN Habitat PPUD
Conference in Barcelona, Spain.

He has a master’s degree in Public Administration and a Bachelor’s degree in Political Science. He is a member of
two national honor societies and has served as an adjunct faculty member for several universities. He holds the
ICMA Credentialed Manager designation, as well as
Certified Professional designation from the International Public Management Association- Human Resources. He
has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a
life member of the International Association of Chiefs of Police and ICMA.

Police Operations Lead — Chief Craig Junginger, BS, MPA
Chief of Police (retired), Gresham, Oregon
Chief Junginger has 40 years’ experience as a law enforcement professional. In his last position before retirement,
he served as the Chief of the Gresham, Oregon, Police Department for eight years. Gresham is a community of
120,000 population just to the east of the City of Portland, Oregon. He led a department of 140 sworn personnel,
30 civilian personnel with a budget of $33 million.
Since retirement in 2016, Junginger has remained active in law enforcement by doing three interim police chief
positions, as well as performing administrative personnel investigations for cities, counties, universities, and
assorted municipal district entities. He is currently on staff at Golden West Community College and instructs in their
criminal justice program and police academy.
Chief Junginger began his career at the Bell-Cudahy Police department in 1979. He worked as a K-9 Officer,
Detective, and Patrol Officer. In 1985 he transferred to the Huntington Beach Police Department, where he
remained until his retirement in November 2008. While at Huntington Beach, he was a Patrol Officer, Beach Detail
Officer, Field Training Officer, SWAT Officer, Traffic Motor Officers, Community Policing Officer, and Narcotics
Detective. In 1999 after promotion to Sergeant, he worked Patrol, Downtown Foot Beat, Support Services, Vice,
and Intelligence and Internal Affairs. He promoted to Lieutenant in 2003 and worked as the Community Policing
Commander responsible for all major event planning, Watch Commander, and as the Chief’s Executive Officer. In
2007 he promoted to the rank of Captain and was assigned to Administrative Operations consisting of
Communications, Budget, Personnel, and Property and Evidence.
He holds a master’s degree from California State University, Long Beach, a bachelor’s degree from the University of
La Verne, and an associate’s degree from Rio Hondo Community College.
He attended the FBI National Academy Class 224 in Quantico Virginia, California Post Command College, West Point
Leadership Program, POST Executive Development Program, and the POST Supervisory Leadership Institute.
He was awarded the Medal of Valor in 1989 for his encounter with an armed bank robber while at HBPD and the
Distinguished Service Medal upon retirement from Gresham PD.

Senior Associate — Paul O’Connell, PhD, JD
Chair of Criminal Justice Department, Iona College, New Rochelle, New York; Former NYPD Training Officer
Dr. O’Connell is a leading expert on the application of Compstat model Police Management principles to public
administration organizations. He has been a full-time member of the Criminal Justice faculty at Iona College in New
Rochelle since 1994. He received his Ph.D. from CUNY where his doctoral thesis was the history and development
of the Compstat model of Police Management. Dr. O’Connell began his professional career in criminal justice in
1981, serving the New York City Police Department first as a police officer, and then as a Police Academy instructor,
in-service trainer and curriculum developer. After receiving an MPA in 1984 and J.D. in 1989, he worked as a trial

attorney with the firm of Cummings & Lockwood in Stamford, CT. Presently, he is the chair of Iona College’s
Criminal Justice department, where he also conducts funded research, publishes scholarly papers and lectures
widely on the topics of police performance measurement, integrity management and law enforcement training
systems.
Dr. O’Connell has provided consulting services to a variety of government agencies, including assessment of
existing policing policies and practices and development of proactive management strategies. Over the years, he
has collaborated with the Center for Technology in Government (Albany, NY), Giuliani Partners (New York, NY) and
the Center for Society, Law and Justice (University of New Orleans). Dr. O’Connell recently was awarded a Fulbright
Grant working with the Turkish National Police.

Senior Associate — Captain John Clark (Ret.), BA
Los Angeles County Sheriff’s Department
John Clark served with the Los Angeles County Sheriff’s Department for more than 33 years. His broad experience
includes command, administrative, operational, and tactical assignments in Patrol, Detective, Custody, Court, and
Administrative divisions. The last eight years were spent at command-level posts.
As Captain, he was in command of various units including internal investigations, financial and cyber-crimes, and
custody operations, and inmate transportation, and was responsible for the administrative and operational
management of each. Captain Clark also managed the Southern California High Tech Taskforce, which comprised
Federal, State, and local agencies, as part of his command duties.
Throughout his career, Captain Clark was a command and operations level member of a county-wide team
responsible for managing all department resources during natural disasters, civil disturbances, and other high-
profile events such as political conventions and sporting events. He was a member of the International Association
of Financial Crimes Investigators, Southern California Jail Managers Association, Los Angeles Superior Court
Management Group, and San Gabriel Valley Peace Officers Association. He served as an adjunct faculty member for
a local community college. He holds a bachelor of arts degree in Criminal Justice from the California State
University, Fullerton.

Data Assessment Lead — Dov Chelst, PhD
Director of Quantitative Analysis
Dov Chelst is an expert in analyzing public safety department workload and deployment. He manages the analysis
of all public safety data for CPSM. He is involved in all phases of CPSM’s studies from initial data collection, onsite
review, large-scale dataset processing, statistical analysis, and data report design. To date, he has managed over
140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000.
Dr. Chelst has a Ph.D. in Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and
Physics from Yeshiva University. He has taught mathematics, physics, and statistics at the university level for nine
years. He has conducted research in complex analysis, mathematical physics, and wireless communication
networks, presented his academic research at local, national, and international conferences, and participated in
workshops across the country.

Senior Public Safety Subject Matter Expert — David Martin, PhD
Senior Researcher in the Center for Urban Studies, Wayne State University
Dr. David Martin is Director of the Center for Urban Studies' Urban Safety Unit. He specializes in criminal justice
research and program evaluation. He has had a close working relationship with the Detroit Police Department since
1993 and is currently working with Wayne State's police department on Midtown COMPSTAT, a collaborative
policing and crime prevention initiative. He has developed real-time crime mapping and analysis tools to track
crime, arrests, and offender recidivism in Detroit and other communities. Dr. Martin has also conducted
evaluations of innovative policing projects, including evaluations of Detroit Empowerment Zone Community
Policing Initiative and federally supported Weed and Seed Initiatives in the City of Detroit, City of Inkster, and City
of Highland Park, Michigan. He has also conducted several recidivism studies that examine the impact of offender
rehabilitation programs in Wayne County.

Public Safety Data Analyst — Shan Zhou, PhD
Dr. Shan Zhou specializes in the analysis of police data. She brings extensive experience in scientific and clinical data
analysis. Prior to CPSM, she worked as an associate scientist at Yale School of Medicine. Dr. Zhou has a Master of
Science degree in Business Analytics and Project Management from the University of Connecticut and a PhD in Cell
Biology, Genetics, and Development from the University of Minnesota.

Senior Public Safety Data Analyst — Sarah Weadon, BA
Sarah Weadon has over 15 years’ experience consulting with local, state, and federal government agencies in the
areas of data and geospatial analysis, database and application development, and project management. She has
worked with over 40 public safety agencies across the U.S. and Canada, providing data and geospatial analysis of
response times, call trends, and station locations. Her skill in understanding the results of the analyses in the
broader context of each client’s budget, political, and overall reality, supports the development of practical,
actionable recommendations. Ms. Weadon holds a bachelor’s degree in Classical Languages.
Professional References
Please refer to the professional references provided in Table 1 of this proposal.
Project Completion Timeline
A draft timeline for the project is shown in Table 3. The schedule will be discussed with the City/Department in the
project kick-off meeting and finalized based on the discussions.
Table 3. Project Milestones and Schedule
Milestone
Description
Milestone 1 – Full execution of the
agreement
Agreement will identify Project kickoff date.
Milestone 2 – Project Kick-off Meeting
We will conduct a meeting and/or telephone conference with City/Department points
of contact. Our project leads will kick off the project by clarifying and confirming
expectations, detailing assessment parameters, discussing schedule, identifying agency
point of contacts, and commencing information gathering.
Milestone 3a – Information Gathering and
Data Extraction – 30 Days
Immediately following project kickoff, our operations leads will deliver an information
request to the Department. When necessary, we will hold a teleconference to discuss

Milestone
Description
items contained in the request. The team lead will review this material prior to an
onsite visit.
Milestone 3b – Data Extraction and
Analysis
– 14 Days
Also immediately following the project kickoff, our Data Lead will submit a preliminary
data request, which will evaluate the quality of the CAD system data. This will be
followed by a comprehensive request for data from the CAD system to conduct the
response and workload analysis. The data team will extract one year’s worth of CFS
from the CAD system.
Milestone 3c – Data Certification – 14 days
Once the Data Team is confident the data are accurate, they will certify that they have
all the data necessary to complete the analysis.
Milestone 4a – Delivery of Draft Data
Report – 30 days
Within 30 days of data certification, the analysis will be completed, and a draft,
unedited data report will be delivered to the City/Department for review and comment.
After the data draft report is delivered, an onsite visit by the operations team will be
scheduled.
Milestone 4b– City/Department Review of
Draft Data Report – 14 days
The City/Department will have 14 days to review and comment on draft data report.
Milestone 5 – Conduct Onsite Visit – 30
days
Subject matter experts will perform a site visit to review operations, interview staff, and
conduct stakeholder meetings.
Milestone 6a – Draft Study Report– 30
days
CPSM will produce the draft study report.
Milestone 6b– City/Department Review of
Draft Study Report– 14 days
The City/Department will have 14 days to review and comment on draft study report.
Milestone 7 – Final Report
– 14 days
Once review comments are received, we will address comments, finalize the report,
and deliver the final study report to the City/Department.
Milestone 8a – Draft Operational and
Financial Plan – 30 days
CPSM will develop an operational and financial plan demonstrating the City's financial
capacity and possibility of tiered growth, including planning thresholds to address
current and future service requirements.
Milestone 8b – Final Operational and
Financial Plan – 14 days
CPSM will finalize the operational and financial plan based on comments received and
deliver the final plan.
Milestone 9 – Presentation
– 14 days
Presentation on the final report to City Council.
Total Elapsed Time: ~180 days (There will be overlap between tasks, milestone estimates are not necessarily sequential.)

Why is CPSM the Best Choice to Perform the Police Department Study for the City of El Mirage?
CPSM is uniquely qualified to perform the required Police Quantitative Workload Assessment/Staffing Study for the
City of El Mirage because of its data-driven focus. We use data to explain to the community what is happening
during its current deployment of staffing. What responses are driving deployment? Are there alternatives? Does
the current staffing provide enough resources to handle the calls for service (CFS)? Can the existing staffing handle
additional calls, or does it exhaust resource availability?

CPSM’s team has created the models used not just by CPSM, but that have been adopted by most major policing
organizations as well as most other consultants. The CPSM operations research model is regularly cited by these
entities as the basis by which deployment should occur. CPSM’s subject matter experts are not academics that
have never engaged in practice; they are practitioners who have proven their capability under actual conditions
and that are regularly engaged in academics because of their expertise and insights. They bring hundreds of years
of experience with best practices drawn from around the world. Our recognition as “best” is not made lightly by
ICMA, which selected CPSM as its exclusive provider of public safety services. CPSM’s team continues to engage in
establishing staffing models through participation at the local, state, and federal levels.
CPSM has developed or been a participant in the processes used to create optimal performance for modern-day
policing. Decades of research through ICMA led to the creation of the methodology used by CPSM. Other
components of this research led to the models used for the Commission on Accreditation of Law Enforcement
Agencies (CALEA) as well as fire and EMS accreditation. The “Rule of 60” white paper was researched and authored
by CPSM and ICMA and is regularly used to evaluate and deploy police patrols. CALEA recommends that the
staffing methodology be conducted every three years as part of its accreditation process.
CPSM uses virtual, online, and in-person processes to assess police departments and develop recommendations for
police deployment. Because of COVID-19, many departments have requested more virtual and online interaction,
but the CPSM team has continued its in-person focus groups, one-on-one interviews, and face-to-face efforts to
gather perspectives on current staffing and processes. Delivery of the final report can be in-person or virtual. Most
local governments have been conducting council meetings virtually with CPSM as a participant.
CPSM has experienced challenges related to COVID-19. During the pandemic, some communities have experienced
significant staffing issues that delayed projects. CPSM completed the projects at no additional cost and adapted to
measures that had been instituted such as no in-person ride alongs, limited person-to-person engagement, virtual
interviews, and focus groups, etc. Our subject matter experts have the experience to adapt as needed to the
challenges presented by the pandemic while still producing comprehensive department assessments.

Project Understanding and Proposed Methodology
Understanding of the Requested Study
The City of El Mirage, Arizona seeks a qualified consultant to perform a comprehensive, independent study of the
operational efficiency and status of its Police Department and to identify future needs for strategic planning. The
study is to include an assessment of the El Mirage Police Department (EMPD) as shown in Figure 3. Study objectives
will include an evaluation and comparison with departments from similarly sized communities, assessment of the
current primary Public Safety Answering Point, and evaluation of department resources including facilities, staff,
equipment, and materials.

Figure 3. El Mirage Police Department Study Elements
The study will be documented in a final report that includes the following analyses and components:

Operational and Management

Staffing

Patrol Scheduling and Deployment

Overtime

Community Policing

Capital Infrastructure

Support Resources

Supporting Data

Recommendations

CPSM’s approach to performing the requested study of the EMPD is described in Section 2.d. below.
Project Management and Coordination with City Staff
This section describes CPSM’s approach to project management and coordination with the City of El Mirage. CPSM
assigns a project manager to each project it performs. Our project manager is responsible for all aspects of project
execution and contractual compliance. Leonard Materese, one of CPSM’s Managing Partners, will be the project
manager for this contract. He will lead our project team in performing the required scope of services in accordance
with the contract scope of work, CPSM’s quality standards, and the established project budget and schedule. As the
project manager, he serves as a principal point of contact with the City of El Mirage.
After contract award, at the project kickoff meeting, our project manager will solicit City input on our proposed
approach and schedule and document the mutually agreed upon final plan that CPSM will follow to complete the
project.
Assessment of
Management
Structure and
Operations
Identification of
Potential Risks
Associated with
Current Practices
Analysis of Organizational
Structure, Calls for Service,
Staffing, Overtime,
Personnel and Equipment
Deployment, Emergency
Communications, Strategic
Planning, Crime Prevention
and Community Engage-
ment Education Efforts

Leonard has led more than one hundred similar projects and will ensure that CPSM performs the required Police
Department Study for the City of El Mirage with the same exceptional quality and service for which CPSM is
recognized.
CPSM begins its projects with a project kickoff meeting in which we will introduce our project team to the City of El
Mirage’s project team and share our team’s contact information, proposed work plan, the draft project schedule,
and information needs. This step establishes a foundation for effective project communication and performance.
Throughout the project performance, our project manager and Police Operations Team Lead will work
collaboratively with the City and keep the City’s project team apprised of project status and planned activities,
while being careful not to disrupt normal operations. We will coordinate any stakeholder interviews, meetings,
surveys, etc. with the City’s project lead to ensure agreement on methods, participants, and schedule.
Location of Office Performing Services
CPSM is headquartered in Washington, DC with a quantitative analysis group based in West Orange, New Jersey
and subject matter experts throughout the U.S. Our Project Manager, Leonard Matarese, is based in Buffalo, New
York. Our staff are accustomed to collaborating with other project team members located in remote locations.
Experience in Preparing Report Findings/Recommendations for Operational, Data Collection, and Financial
Plans for Police
CPSM specializes in performing independent assessments of law enforcement agencies nationwide and has
completed more than 225 such studies of law enforcement organizations, as well as more than 130 similar studies
of fire and EMS agencies. Quantitative workload assessment/staffing studies are a key element of our assessments.
CPSM’s subject matter experts routinely work with police resource allocation, shift schedules, community relations,
CAD logs/records, crime reports and statistics, department policies and state laws, police management and
supervision, and more.
Our team of police subject matter experts brings to this project extensive law enforcement career background,
experience performing similar workload assessments/staffing studies for other municipalities, and knowledge of
best practices employed nationwide that will result in a comprehensive study that yields practical
recommendations designed to assist the EMPD in optimizing efficiencies and effectiveness.
Work Plan
CPSM will perform an independent, comprehensive assessment of the EMPD’s current status based on data
gathered and analyzed, evaluation of previous reports and recommendations, and information we collect via
interviews, meetings, and survey tools, as appropriate. This will include reviewing the Department’s mission and
strategic priorities, completing interviews of key stakeholders to gain an understanding of the current community
needs, evaluation of current allocation and distribution of resources, and an evaluation of the current delivery of
police services. We will use the results of our comprehensive assessment of the EMPD to develop
recommendations for optimal staffing requirements for sworn and civilian staff and a recommended strategy for
anticipated staffing needs for the next 10 years that considers potential population and economic growth and
community needs.
For this project, CPSM has assembled a team of law enforcement subject matter experts with experience
performing similar assessments of and strategic planning for police departments nationwide. Under the direction
of our Project Manager, Leonard Matarese, Chief Craig Junginger will lead our project team in performing the
assessment of the EMPD, developing recommendations, and preparing the report.

CPSM will follow the standardized approach we developed to conduct analyses of police departments by
combining the experience sets of dozens of subject matter experts, which is outlined below. Our quality control
process includes peer technical review of all data analyses and reports to ensure the quality of our work products.
All projects are performed on a fixed-price basis, which ensures our projects are completed within established
budgets. Our project manager manages schedule performance to ensure timely completion of project deliverables.
CPSM’s workload assessment of the EMPD will address, but will not be limited to, the following:

The volume of CFS received, response time, and completion time

Allocated time of personnel for responding to CFS, completing paperwork, and administrative tasks

Unallocated time provided to allow for proactive police activity, crime prevention, and community
engagement

Shift relief factors (i.e., absence due to regular scheduled days off, employee leave, fulfilling training
requirements, employee injury, etc.)

Immediate recommendations for optimal staffing requirements for sworn and civilian staff

Recommended strategy for anticipated staffing needs for the next 10 years in consideration of potential
population, economic growth, and community needs.
Information/Data Needed
After contract award, CPSM will submit to the EMPD a detailed list of information/data needed for our assessment
along with instructions for electronic submittal. This list will include the following types of information/data:

Department policies, procedures, plans, including
HR information

Organization charts (City and Department)

City and Department Missions, Vision, Values
statements

Previous assessments, standards of cover reports,
and strategic planning documents

Department rosters, work schedules, staffing
assignments, staffing models, etc.

Training program information

Rules and regulations

Maps such as jurisdictional, response area, etc.

Fleet and equipment inventories

Budgets
In order to optimize performance of the assessment, CPSM will need to communicate effectively with and work
closely with agency management and staff. Through our performance of hundreds of similar assessments, CPSM
has refined its process such that we are able to effectively and efficiently obtain the information needed to
complete our assessment while minimizing the impact on agency personnel’s busy schedules. EMPD staff will be
requested to provide the information required upon project start and participate in interviews and discussions for
the purpose of collecting information for the assessment. Agency participation in the project will be discussed
further in the project kickoff meeting to ensure our mutual understanding of expectations.
Project Kick-off Meeting
After contract award, CPSM will participate in a project kick-off meeting with the EMPD’s project team to introduce
team members, review our proposed work plan and schedule, and discuss our initial call for information/data. This
multi-purpose meeting will provide an opportunity for the project team to get acquainted and discuss points of
contact, ensure mutual understanding of, and agreement on, our approach to performing the project, and discuss
the initial information/data needed.

Data Collection
Immediately following project kick-off, CPSM’s Police Operations Lead, Chief Craig Junginger, will deliver an
information request to the Department. This will be an extensive request for information that will provide us with a
detailed understanding of the Department's operations. This will involve collection of data that will provide an
understanding of crime trends, policing philosophy, resources, and assets. Our experience is that it typically takes
an agency several weeks to accumulate and digitize the information. We will provide instructions concerning
uploading materials to our website. When necessary, our Police Operations Lead will conduct a telephone
conference to discuss items contained in the request. Our Police Operations Lead will review information received
prior to our onsite visit.
Also immediately following the project kickoff, our Data Analysis Lead will submit a preliminary request for data
that will allow us to evaluate the quality of the Computer-Aided Dispatch (CAD) system data. This will be followed
by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This
request requires a concerted effort and focused response from your Department to ensure the timely production
of data required for analysis. Delays in this process may extend the entire project and impact the delivery of the
final report.
Our Data Analysis team will extract one year’s worth of Calls for Service (CFS) from the CAD system. Once the Data
Analysis Team is confident the data are accurate, they will certify that we have all the data necessary to complete
the analysis. CPSM’s Data Analysis team has extensive experience working with CAD/RMS databases through the
assessments we have performed for hundreds of municipalities.
We will extract raw data on CFS from the agency’s CAD system. The data will be sorted and analyzed to identify
performance indicators (e.g., response times, workload by time, multiple unit dispatching, etc.) for comparison to
industry benchmarks. Performance indicators are valuable measures of agency efficiency and effectiveness. The
findings will be presented in tabular and graphic form and follow our standard format for the presentation of the
analyzed data.
Onsite Operational Review
CPSM will conduct an onsite operational review of the EMPD. Here the performance indicators will serve as the
basis for the operational reviews. Prior to the onsite arrival of CPSM’s team, we will ask the Department to compile
key operational documents (e.g., policies and procedures, assets list, staffing plan, etc.). The operational review will
involve an evaluation of all Department operational divisions, sections, units, and specialized assignments. Onsite
operational reviews will involve interviews with management and supervisors, as well as rank and file officers,
attendance at roll calls, and ride-alongs with officers. We will review case files with investigators and observe
dispatch operations to assess compliance with the provided written documentation.
Based on our onsite visits and data assessments, our subject matter experts will produce a Department SWOT
analysis (strengths, weaknesses, opportunities, and threats). We have found that following this standardized
approach ensures that we consider, measure, and observe all the critical components of agencies.
CPSM’s approach to studying, understanding, evaluating, and reporting on police departments around the country
is described below. Although no two police departments are the same, a standardized approach to department
evaluation ensures a rigorous and methodological process that permits benchmarking, comparing, and assessing
within the context of the best practices of American law enforcement. Each locality has unique characteristics that
present policing challenges. Integrating a standardized approach within the context of local variability permits an
accurate assessment of the organization in its political environment, and further permits CPSM to offer
recommendations that comport with the best practices in policing, while tailored to the specific community.

Benchmark the Community
To understand the service levels, protection needs, community dynamics, and overall environment in which the
EMPD operates, CPSM’s study will involve interviews with community stakeholders, which could include elected
officials and employee labor representatives who would be contacted to solicit their opinions about the
Department, public safety needs of their constituency, and perceived gaps in service levels currently provided. We
will meet with key stakeholders, both within and outside of the City organization. Working with the City, we will
identify community members that can provide this important information, e.g., residents, businesses, and civic
groups, and others. During our project kick-off meeting, we will discuss with the City/Department the specific key
stakeholders to be included. Additionally, we will compare the EMPD to similar size organizations regarding crime,
demographics, and cost-efficiency.
Patrol Operations
Police agencies routinely speak about “recommended officers per 1,000 population” or a “National Standard” for
staffing or comparisons to other municipalities. There are no such standards, nor are there “recommended
numbers of “officers per thousand.” The International Association of Chiefs of Police (IACP) states: “Ready-made,
universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are
inappropriate as a basis for staffing decisions.” Staffing decisions, particularly in patrol, must be made based upon
actual workload, and very few police agencies have the capability to conduct that analysis. Once we complete an
analysis of the Department’s actual workload, a determination can be made as to the amount of discretionary
patrol time that should exist, consistent with the local government’s ability to fund.
CPSM’s team of doctoral-level experts in Operations Research in Public Safety have created The CPSM Patrol
Workload & Deployment Analysis System©, which allows us to produce detailed information on workload even in
those agencies without sophisticated management information systems. Using raw data extracted from the
Department’s CAD system, our team converts CFS into police services workload and effectively graphs workload
reflecting seasonal, weekday / weekend, and time-of-day variables. Using this information, the Department can
contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as
time commitments to other police activities).
Police service workload is differentiated from CFS, which reflect the incidents recorded. Workload is a time
measurement recording the actual amount of police time required to handle CFS from inception to completion.
Various types of service calls require differing amounts of time (and thus affect staffing requirements). As such, call
volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a
specific area as a percentage of total workload. The graph in Figure 4 demonstrates this difference in units.

CPSM has found that the most
effective way to manage
operations, including policing, is to
make decisions based upon data
and information interpretation and
analysis. To achieve this, we will
conduct an analysis of police
department workload, staffing, and
deployment. By objectively looking
at the availability of deployed hours
and comparing those to the hours
necessary to conduct operations,
staffing expansion and/or
reductions can be determined and
projected. Additionally, the time
necessary to conduct proactive
police activities (such as team-led
enforcement, directed patrol,
community policing, and selected traffic
enforcement) will be reviewed to
provide the Department with a meaningful methodology to determine appropriate costing allocation models.
Workload vs. Deployment Analysis Sample
Workload vs. Deployment Analysis is one way we show the amount of available, non-committed patrol time
compared to workload. As you can see in Figure 4, we break out the various activities, convert them to time and
then compare them to available manpower. The deployment is based upon actual hours worked.

Workload vs. Deployment – Weekdays,
Summer

Avg. Workload:
Avg. % Deployed
(SI):
89 percent Peak
SI Time:
6.5 officers per
hour
57 percent Peak
SI
6:15 a.m.
Figure 5. Workload Percentage by Hour, Weekdays, Summer

Figure 4. Deployment and Main Workload, Weekdays, Summer

In this example, at noon there are approximately nine hours of work (including citizen-initiated and officer-initiated
CFS, including traffic) and administrative activities (meals, vehicle, reports, etc.). There are approximately 15-man
hours of available resources meaning, at that hour, on average, of the 15 officers on duty, nine are busy on
activities. The area shown in green, and brown is uncommitted time. This is the area where staffing decisions
impact — it becomes a policy issue as to how much uncommitted time a city wants and is willing to pay.
CPSM’s study will include the calculation of service demands placed on the Department, workload levels, service
times for CFS, and response times. This information is developed by first extracting data from the Department’s
CAD system. The extracted information is then processed, and workload is calculated. This workload is then
compared to deployment levels. The product of this analysis is the variance between service demands and
available personnel, and appropriate recommendations are made for staffing levels and an optimal deployment
schedule to meet these service demands. This permits exploration of the following questions:

What are the service demands made by the public as measured through the CAD system?

What is the workload?

Based on this workload, is the alignment of Districts and Divisions appropriate?
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Based on workload, is shift schedule aligned appropriately, and what alternatives are most efficient?
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How many police officers and supervisors are needed to staff patrol function to meet workload demands?
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How long does it take to respond to CFS (both response and total time), and how can these be reduced?
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How many officers are assigned to each call, and how can these assignments be minimized?
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What categories of call does the agency handle, and in what frequency, and what measures can be
adopted to minimize unnecessary responses?
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How much time is spent on administrative duties?
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How much time is spent on directed patrol activities and specialized enforcement?
The study will determine the gaps in patrol coverage and recommendations for modifying temporal and spatial
deployment. With the appropriate “best fit” of patrol coverage identified, a determination can be made about the
exact number of officers required to meet service demands, and in what shift/district/division combinations to
maximize resources.
In addition to the analysis of patrol operations from the CAD system and workload, the CPSM study will focus on
the qualitative aspects of patrol. The study will observe officers on patrol through ride-alongs, interviews, and
general observations. We will amass all available documents, plans, and data available to understand the patrol
approach in the Department. We will observe the special operations teams, e.g., the problem/nuisance unit, etc. to
evaluate their role within the overall Department mission and patrol operations. We will evaluate the performance
of the units, identify improvement opportunities, and justify and recommend appropriate staffing levels.
The CPSM study will also evaluate the implementation of technology on patrol, weapons available, and equipment
used, as well as opportunities for improvement.
CPSM advocates community policing as its operational philosophy. The CPSM study will evaluate the
implementation of community policing, in quantifiable and anecdotal terms, and identify improvement
opportunities where appropriate.
Similarly, the CPSM study will evaluate the relationship of patrol operations to the rest of the Department. To what
extent does this bureau work, coordinate, and communicate with the other Department operational and support
functions? How should it? What are the Department strategic, management, and planning functions with regards
to the patrol function and how do patrol operations respond to the mission of the organization? How are crime,
traffic, disorder, and quality of life problems handled?

Investigations
The CPSM study will assess investigations – both reactive and proactive. We will explore:

Staffing — Are there sufficient investigators available to handle the workload?

Workload — What is the workload? How many cases do investigators handle? Is the specialization
appropriate?
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Case management— Is there an effective case management system in place?

Effectiveness & Efficiency — How much time does it take to investigate cases? Are victims kept informed?
Are cases cleared and offenders held accountable? How much overtime is spent?

Intelligence — How is intelligence gathered and disseminated (inside and outside the department)? Does
the investigations function make use of intelligence?

Civilianization opportunities — What are the potential areas for civilianization?

Technological opportunities — Is technology leveraged to improve investigations?

Crime scene — Are crime scenes processed efficiently and are appropriate follow-ups conducted?

Proactive investigations — the same approach and inquiries found in sections above are applied to each of
the Department’s specialized investigative units.
CPSM will essentially evaluate each investigative unit operating in the agency. This evaluation will assess the
performance of the unit, how the unit operates within the overall Department mission, compare operations to best
practices in law enforcement, identify improvement opportunities, and identify appropriate staffing levels.
Administration and Support
CPSM will evaluate every Department administrative and support unit. This evaluation will involve staffing,
workload, civilianization possibilities, cost-saving opportunities, outsourcing opportunities, best practice
comparisons, and opportunities for improvement.
Our police management and administration subject matter experts will explore administration and support
activities in the area of professional standards (internal investigations, hiring and recruitment, disciplinary system,
promotional system), training (both academy and in-service), and records management. We will evaluate critical,
frequent, and high-liability policies, as well as facility, fleet, equipment, IT, property management system,
laboratory, planning and research, sick-time management, overtime, communications, and dispatch, etc. In
general, we look at every unit identified as a discrete operational/support entity for the following:

Functions of the unit;
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Performance of the unit (in most cases, this is a quantitative evaluation);

Identification of improvement opportunities; and
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An evaluation, justification, and recommendation for appropriate staffing levels.
Organizational Culture
During the operational evaluation, organizational themes emerge. What does the Department think about
providing police service to the community, and how does this thinking align with the stated mission and
Department policies? How does the Department interact with the community and internally with its own
members? In general, what is the organization culture?
The culture of a police organization reflects its members and the community it serves. Through focus groups,
interviews, and observations, CPSM will evaluate operational readiness and need. This part of our study is critical to
the overall project success, as it provides a better understanding of the Department and how the workload,
staffing, and community dynamics shape the organization mission, goals, operations, and needs. As an option,

every Department member can be given the opportunity to participate in an anonymous survey. This survey is
designed to understand the Department culture, assess internal and external communications, and determine
what it “thinks” about various elements of organizational life.
Organizational Structure and Administration
Based on the above, we can analyze current management structure and practice and make recommendations to
improve organizational administration. The product of this analysis is a proposed staffing mode, generally a leaner,
flatter, and more efficient organizational design.
Performance Management
CPSM’s overarching philosophy is to evaluate the Department in terms of performance management. Identifying
workload, staffing, and best practices is just the beginning. It is also important to assess the organization’s ability to
carry out its mission. Essentially, does the Department know its goals, and how does it know they are being met? It
is difficult for an organization to succeed at any given level of staffing unless it has a clear picture of success. How
does the department “think” about its mission? How does it identify and measure what’s important to the
community? How does it communicate internally and externally? How does it hold managers accountable? And
how does it know the job is getting done? CPSM will evaluate the Department and make recommendations to
assist with improving capacity in this area, if necessary.
Deliverables
CPSM will document its findings and recommendations in a study report that will be provided as a draft to the City
Manager and Chief of Police in electronic and written format for review. The report will address, but not be limited
to, the items specified in the City’s scope of work for this study. CPSM will revise the draft report based on City
comments and deliver electronic and hard copy versions of the final report to the City Manager and Chief of Police.
We will also prepare a draft operational and financial plan that addresses the City’s financial capacity and possibility
of tiered growth, including planning thresholds for current and future service requirements. The draft report will be
finalized based on comments received, and the final report will be delivered to the City Manager and Chief of Police
in both electronic and hard copy formats.
Additionally, we will make a formal presentation of the report findings and recommendations at a City Council
Meeting scheduled at the request of the City. This will be a multi-media presentation prepared based on the final
report. The presentation will include visual aids such as PowerPoint slides. We will include a question-and-answer
session immediately following our presentation to address any questions.
CPSM’s report will provide the data, findings, and recommendations from our study of the EMPD. The report will
include:

Executive summary

Description of assessment /study methodology

Findings from assessment

Data analysis including graphics

Immediate recommendations for optimizing department efficiency and effectiveness

Recommendations for the next 10 years

Recommendations will offer City officials short and long-term approaches to prioritize services and to assure
services are effectively delivered based on best management practices and community service-level demands.

Price/Cost Consideration
CPSM’s all-inclusive cost to perform the EMPD Study, including all time and materials to complete the study in
accordance with all requirements listed in the RFP is:
Total Lump Sum Amount for El Mirage Police Department 2021 Study:
Fifty seven thousand five hundred dollars $ 57,500
CPSM will bill the project in three installments: 40% upon signing the contract; 40% with delivery of the draft data
analysis; 20% with delivery of the draft final report.