Res 22-76 RESOLUTION NO. 22-76
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF DELRAY BEACH, FLORIDA, AUTHORIZING NEGOTI-
ATION, AWARD AND EXECUTION OF A CITY CONTRACT ~
FOR CONSULTING SERVICES INCLUDING THE CON-
DUCTING OF AN INVESTIGATION AND MANAGEMENT
STUDY OF THE POLICE DEPARTMENT OF THE CITY OF
DELRAY BEACH.
WHEREAS, the City Council has by Resolution No. 19-76, dated April
12, 1976, decided that an Investigation and Management Study be made of
the Police Department of the City of Delray Beach; and,
WHEREAS, the City Council, after due consideration of consulting
firms capable of making the Investigation and Management Study desired,
agreed to secure the services of Cresap, McCormick and Paget ,Inc., 1776
K Street, N. W. Washington, D.C.; and,
WHEREAS, a contract has been negotiated relative to said Investi-
gation and Management Study of the Police Department to be executed by
the City of Delray Beach and the Consultant, Cresap, McCormick and Paget,
Inc., a copy of said contract being attached hereto and made a part of
this Resolution,
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF DELRAY BEACH, FLORIDA, AS FOLLOWS:
Section 1. That the negotiation and provisions of said contract,
a copy of which is attached hereto and made a part of this Resolution,
are hereby ratified and approved; and that the contract for the consulting
services described therein be awarded to Cresap, McCormick and Paget, Inc.,
.whose compensation shall not exceed Twenty-Eight Thousand Dollars
($28,000.00), as provided in said contract, and that said contract be
executed by the City and said Consultant.
PASSED AND ADOPTED in regular session on this 26th day of April,
1976.
/- MAY
ATTEST:
C~y Clerk
CONTRACT FOR CONSULTING SERVICES
TO
CONDUCT A POLICE DEPARTmeNT '
INVESTIGATION ~qD b~NAGE~iENT STUDY
FOR TIIE CITY OF DELRAY BEACH
THIS AGREEMENT entered into this day of April,
1976, by and between the City of Delray Beach, Delray Beach,
Florida, hereinafter, called "City", and Cresap, McCormick and
Paget, Inc., 1776 K. Street, N. W. Washington, D.C., herein-
after called "Consultant":
WITNESSETH:
WHEREAS, complaints have been made to the City
Council of the City of Delray Beach contending that improper
retention and discharge procedures have been and are being
followed by supervisory personnel of and in its Police De-
partment; and,
~{EREAS, supervisory officers have been accused of
using and deploying personnel of the Police Department on the
basis of favoritism and personal friendship rather than on
merit or ability; and
WHEREAS, it haS been charged that individuals in the
Police Department destroyed that Department's records to
hinder an investigation which might lead to the discharge of
certain individuals within the Department; and
WHEREAS, it has been alleged that certain individuals
may have falsified Police reports with the knowledge and con-
donement of supervisory officers of the Police Department; and
WHEREAS, it is the desire of the City to thoroughly
and impartially investigate those complaints, accusations,
charges and allegations and to determine:
(a) If proper retention and discharge procedures
have or have not been followed;
(b) If Police Department personnel have or have
not been used or deployed on the basis of favoritism and
personal friendship rather than on merit or ability;
(c) If Police Department records have or have
not been destroyed to hinder an investigation and possibly
the discharge of certain individuals;
(d) If Police reports have or have not been
falsified with the knowledge and condonement of supervisory
officers of the Police Department;
(e) If grounds exist for the discharge of any
person acting in a supervisory capacity relative to the Police
Department;
and to have an overall management study and evaluation made
of its Police Department; and
WHEREAS, the City desires to engage the services of
the ConsultanZ for the purposes of making such investigation
and management study:
NOW, IT IS AGREED between the parties' as follows:
1. The City agrees to engage the services of the
Consultant for the purpose of conducting an Investigation and
Management Study of its Police Department .for the City of
Delray Beach in accordance with the proposals contained in
the letter of the Consultant to Mr. J. Eldon Mariott, City
Manager, City of Delray Beach, dated February 10, 1976,
marked Exhibit A and attached hereto and the letter of the
Consultant to Mr. Roger Saberson, City Attorney, City of
Delray Beach, dated February 23, 1976, marked Exhibit B and
also attached hereto. Both of said letters are incorporated
by reference and made a part of this Agreement.
2. The time period for the Investigation called
for by this Agreement shall be from January 1, 1974 to April
26, 1976. The scope of the investigation shall contain all
of the information set forth in the above WHEREAS clauses.
3. The Consultant shall secure, at its own expense,
all personnel required to perform its services under this
Agreement and shall submit to Roger Saberson, City Attorney,
the names of such employees other than strictly clerical
employees assigned to this project and such personnel shall
meet with the approval of the City Attorney. The Project
Manager shall be Bill G. Evans, and the principle on site
consultants shall be Joseph N. Laseau and Donald E. Deutsche.
~ 4. The Consultant shall provide all equipment and
office space necessary to carry out the services provided in
this Agreement, with the exception that the City shall provide
space for performing services under this Agreement, which are
necessarily carried out on the premises of the City. The
Consultant shall commence work forthwith after the execution
of this Agreement. The Consultant shall make an oral presen-
tation of their findings to the City Council not later than
forty-five (45) days from April 22, 1976, as to the Investigation,
and not later than ninety (90) days from April 22, 1976, as to
the Management Study and evaluation. When the oral presentation
is made on both the investigation and evaluation, the Consultant
will submit its final written report as to each.
5. The compensation to be paid by the City to the
Consultant shall not exceed TWeNTY-EIGHT THOUSAND DOLLARS
($28,000.00). The Consultant shall submit its invoice every
thirty (30) days on the basis of normal daily billing rates
of the individuals involved in this project and the City will
. make payment in the normal course of business. In the event
the total amount billed~equals the sum of TWENTY-EIGHT THOUSAND
DOLLARS ($28,000.00), and the work has not been completed, the
Consultant will continue the work with the same high degree of
professional competence until the work is accomplished at no
additional cost to the City. The City.shall withhold ten per-
cent (10%) of each invoiced amount until all work under this
Agreement has been completed satisfactorily to the City, except
for the ten (10) man days follow-up work. The cuinpensation
referred to above shall include the additional ten (10) man days
of follow-up work to see that the City properly implements the
Consultant's recommendations. The ten (10) man days follow-up
work shall be arranged so that not more than three (3) man days
are expended p~r calendar quarter. Travel expense of the
Consultant and its personnel is included in the compensation
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referred to above, except the travel expense relative to the
ten (10) man days follow-up work.
6. The Consultant will submit draft copies of the
final report to the City Manager and the City Attorney for
review. After reviewing the final report with them, the Con-
sultant will print seventy-five (75) copies of the report and
deliver them to the City.
7. All material developed or acquired by the Con-
sultant for work done under this Agreement shall become the
property of the City. No material or information shall be
released to the public or press relative to the Agreement
until after the Consultant has made its oral presentation to
the City Council of both the Investigation and the Management
Study, except to the extent required by Chapter 119 of the
Florida Statutes. A copy of what is released by the Consul-
rant shall be given to the City at the same time such information
is released.
8. No reports, maps or other documents produced in
whole or in part under this Agreement shall be the subject of
an application for copyright by or on behalf of the Consultant.
9. The Consultant shall not assign any interest in
this Agreement and shall not transfer any interest, whatsoever,
in the same (whether by assignment or novation), without the
prior written consent of the City.
10. The Consultant shall accept full responsibility
· for payment of unemployment insurance, premiums for workmen's
compensation and social security, as well as all income deduc-
tions and any other terms of payroll deductions required by
law for its employees engaged in the work authorized by this
Agreement.
11. The Consultant shall save harmless the City from
all suits, actions, or claims brought on account of any
injuries or damages sustained by any person or property for
which the Consultant's professional negligence is the primary
cause, or on account of any claims or amount recovered for
any negligent infringement of patent, trademark, or copyright,
or from claims or amounts arising or recovered against the
Consultant under their Workmen's Compensation Policy. The
Consultant represents that its personnel possesses a high
degree of professional competence, with respect to the services
to be performed hereunder and that it will perform its services
and duties in accordance with the standard of care commensurate
with such professional competence. The Consultant shall also
save the City harmless from all suits, actions, or claims
· brought on account of the City's reliance upon the veracity
of the findings of the Consultant.
12. The City agrees to make available to the Consul-
tant all records and data on file that will assist the Consul-
tant in the discharge of the services herein agreed.
13. The Consultant agrees to comply with all applicable
laws to the end that no person shall on the grounds of. race,
creed, sex, color, or national origin be excluded from partici-
pation in, be denied the benefits of, or be otherwise subject
to discrimination under the Investigation and Management Study
to be made by the Consultant under the terms of this Agreement.
The Consultant will conduct its investigation so as to conform
-3-
to the rights of law enforcement officers as set out in PART IV
of Chapter 112, of the Florida Statutes. It is also understood
that the Consultant will abide by and comply with any relevant
provisions growing out of the present consultations and negoti-
ations between the City and the Palm Beach County Police
Benevolent Association to the extent that such provisions become
binding upon the City during the Investigation or Management
Study.
14. The Consultant covenants that he presently has
no interest and shall not acquire any interest, direct or in-
direct, which would conflict in any manner or degree with the
performance of his services hereunder. The Consultant further
covenants that in the performance of this Agreement no person
having such interest shall be employed.
15. This Agreement can be amended or extended only
upon written agreement between the City and Consultant.
16. The Consultant shall be in all respects an inde-
pendent contractor and shall accept sole.responsibility for
the actions of his project manager and all of its employees
and shall be responsible for all materials, services secured,
subcontracts entered into or liabilities incurred in the per-
formance of this Agreement.
17. If the Consultant finds that specific grounds
for discharge exist as to any person acting in a supervisory
capacity pertaining to the Police Department, then the Consul-
tant shall make specific findings of fact in support of those
grounds and submit them to the City Council.
18. The Consultant shall make specific findingS of
fact on the question of whether or not proper retention and
discharge procedures have been followed.
19. In the conduct of the investigation set forth in
this Agreement the consultant agrees t.hat it will take sworn
statements from all those who are interviewed.
20. If, through any cause, the Consultant shall fail
to fulfill in timely and proper manner his obligations under
this Agreement, or if the Consultant shall violate any of the
covenants, agreements, or stipulations of this Agreement, the
City shall thereupon have the right to terminate this Agree-
ment by giving written notice to the Consultant of such termi-
nation and specifying the effective date thereof, at least
five (5) days before the effective date of such termination.
· In that event, all finished or unfinished documents, data,
studies, surveys, drawings, maps, models, photographs, and
reports Or otker material prepared by the Consultant under
this Agreement shall, at the option of the City, become its
property and the Consultant shall be entitled to receive just
and equitable compensation for any satisfactory work completed
on such documents and other materials.
Notwithstanding the above, the Consultant shall
not be relieved of liability to the City for damages sustained
by the City by virtue of any breach of the Agreement by the
Consultant and the City may withhold any payments to the
Consultant for the purpose of set-off, until such time as the
exact amount of damages due the City from the Consultant is
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determined.
21. The City may terminate this Agreement at any time
by giving written notice to the Consultant of such termination
and specifying the effective date tkereof, at least 15 days
before the effective date of such termination. In that event,
all finished or unfinished documents and other materials as
described in Paragraph 20 above shall, at the option of the
City, become its property. If the Agreement is terminated by
the City as provided herein, the Consultant will be paid an
amount which bears the same ratio to the total compensation
as the services actually performed there to the'total services
of the Consultant covered by this Agreement, less payments of
compensation previously made: Provided, however, that if
less than 60% of the services covered by this Agreement have
been performed upon the effective date of such termination,
the Consultant shall be reimbursed (in addition to the above
payment) for that portion of the actual out of pocket expenses
(not otherwise reimbursed under this Agreement) incurred by
the uncompleted portion of the services covered by this Agree-
ment. If this Agreement is terminated due to the fault of
the Consultant Paragraph 20 hereof relative to termination
shall apply.
EXECUTED THIS day of April, 1976.
City of Delray Beach
ATTEST BY
MAYOR
City Clerk
APPROVED AS TO FORM
ROGER SABERSON
City Attorney
ATTEST: CONSULTANT:
CRESAP, MCCORMICK AND PAGET, INC.
BY:
BILL G. EVANS
Vice President
"EXHIBIT A"
(Dresap, IX/IcCormiok and Paget
London * M.Ibourno · S6o P~ulo
February 10, 1976
Mr. 3. Eldon Mariott
City Manager
City of Delray Beach
100 N.W. First Avenue
Delray Beach, Florida 33444
Dear Mr. Mariott:
We appreciate the opportunity to present this proposal to conduct a
co~prehensive management study of the Delray Beach Police Department
on behalf of the City government. This proposal is based on our understanding
of the City's require~nents as discerned from your letter of February 2, 1976,
and discussions with you and Chief Cochran during my visit on October 18,
1974'.
~Ve are interested in this study because of its potential for favorable
impact on the City and the Department. Furthermore, we believe Cresap,.
McCormick and Paget Inc. to be especially well qualified to undertake it.
We have conducted comparable projects for a wide range of n~unicipalities,
including: Williamsburg, Richmond, Chesterfield and Fairfax -Counties,
Virginia; Elgin, Evanston, Des P[aines and South Holland in Illinois; Appleton,
Kenosha and Milwaukee, Wisconsin; Fort Collins, Colorado; Concord, New
Hampshire; and Albany and Troy, New York; Greenville, South Carolina; as
well as numerous other county and state governrnents. We are also thoroughly
versed in all other aspects of the criminal justice system related to police
operations, having completed studies of a wide variety of prosecutor's offices,
court systems, and probation and corrections programs. We .have conducted
criminal justice projects in some 60 cities and counties in 18 states.
The remainder of this proposal outlines our understanding of the back-
ground of the project you contemplate, its objectives and scope, the approach
we would take in conducting it, a more detailed statement of our qualifications,
the manner in which we would staff the study, and an estimate of costs. If we
have not interpreted your requirements precisely, we would be pleased to
modify this proposal to meet them more explicitly. Further, we would be
pleased to come to Delray Beach to discuss this proposal with you or others,
as may be desired, answer questions, or do anything else which might be
helpful to its consideration.
Mr. J. Eldon Mariott -Z- Fcbruary 10, 1976
OBJECTIVES AND
SCOPE OF THE STUDY
As we understand your requirements, the objectives of the project
would be to:
-. Examine the need for police service in the City of Delray Beach,
now and in the foreseeable future
- Determine the extent to which the mission of the Police Department
has been clearly delineated, and goals and objectives for achieve-
ment have been set; the degree to which these are uniformly
understood, and whether they are appropriate to the needs of
the City
- Assess the organizational philosophy, management systems,
operational techniques and leadership methods of the Department
- Give particular attention to the utilization Of manpower resources,
to evaluate whether they are employed in the most effective
manner, and whether there are opportunities for increasing
productivity by use of more modern technology, management,'
or operational techniques
- Specifically determine manpower and other resource levels
required to provide adequate police service in Delray Beach,
identifying whether opportunities exist to economize in Police
Department operations or whether conditions exist that warrant
further investment for police purposes
- Isk>late problem areas and opportunities for improvement; and
produce specific recommendations to solve the problems or
seize the opportunities for improvement
- Document all study findings, conclusions and recommendations
in a formal study report, including a concrete, time-phased
Plan of Action for implementation of study recommendations
- Make oral presentations of the results of the study to the City
Council, Chief of Police and member-q of the Police Department
to assist in achieving full understanding of its outcome and the
implications of recommendations.
Mr. J. Eldon Mariott -3- February 10, 1976
APPR OACII TO
THE PROJECT
Co.mplcte objectivity would underlie our basic approach. While we have
extensive experience in evaluating municipal police management, we have
no preconceived ideas regarding a single ."best" way to manage a police
department, and we have no "packaged" solutions. The Delray.Beach Po]ice
Department is a unique organization Serving a unique community; we would
view it as such.
In conducting the study, we would review available statistics on Delray
Beach's past and projected future growth in terms of p6pulation density and
characteristics, housing patterns, economic development, evidence of crime
and juvenile delinquency, and other factors relevant to determining needs for
police service. We would review the City Charter, pertinent ordinances,
budgetary documents, and other useful background materials to gain perspective
on the City and the Department.. We would examine available police records
to assess the frequency of calls for police assistance, response time, rates
of reported crime, and investigation, solution and disposition of cases. We
would interview key municipal officials, knowledgeable private cicizens, and
most members of the Police Department. We would make on-the-scene obser-
vations of police operations in the headquarters and on the street, accompanying
police officers on patrol, invesiigative and other assignments. We would also
interview key officials of the judicial system who regularly interact with
members of the Police Department.
Specifically, w'e visualize the study encompassing the following seven
aspects.
Overall 1V~ission Of The l~olice De~art~ent And Its Relationships With
Other Public A~encies
This would involve an analysis of the basic purposes of the l~olice
Department, its mission and functions, and i~s relationships with other
City departTnents, the State Attorney, the courts, and other law enforcement
bodies and public agencies with which it regularly interacts. We would assess
the suitability of the Department's basic objectives, and the extent to which
it has been able, within the resources available, to meet the expectations
set for it by the officials and citizens of Delray Beach.
Arr. 3. EldonMariott -4- February 10, 1975
We would consider whether there are functions.that properly should be
assumed by the Police Departn%ent, which are not now being perfor]ned at
~11 or arc being performed by another agency; and whether there are functions
now being undertaken by the Police Departnae. nt that should be discontinued
or transferred to another agency. These factor's wo'uld be examined in the
context of the probable future develop~ent of Delray Beach, and its projected
needs for police and police-re',ated services.
Organizational Str. ucture And Ma'na~e~nent Systems
We would assess whether the present n~anagement philosophy, organi-
zation structure and management systems are designed to emphasize the
n~ost important aspects of the Department's objectives, whether they promote
effective operations and efficient use of resources; and whether they provide
adequate opportunities for career developn~ent of men, bets of the police force.
The adequacy of both sworn and civilian staffing would be explored, and
weighed against present w. orkload volume and the fiscal capabilities of the
City. Leadership and supervisory techniques would be reviewed, as would
the capacity for planning, budgeting and financial management.
...Operational Techniclues And Allocation Of i%{anpower
The adequacy.of the Department's operational concepts, rules, regulations
and techniques' would be assessed· This includes assessing the effectiveness
of patrol, complaint response, traffic, investigative and'crime prevention
operations. %.Ye would determine 'whether the system for allocating manpoxver
among various functions, by shift and by geographic area, is suitable; and
whether the bes~ use is made of available manpower and .equipment. We
would exan%ine the procedures for scheduling officers for appearance in court,
and their training and preparation for such appearances. We would evaluate
the suitability of procedures and facilities for handling.persons taken into
custody; their booking, processing, safeguarding and confinement; and transfer
to the parish jail or release. We would also review juvenile crime prevention
and control practices, and the Department's contingency plans for major police
emergencies or natural disasters.
Pets onnel Manage]nent
An important part of the study.would be a review of the personnel
management system. This would involve examining the system for deter-
mining recruiting requirements; the recruiting process, including standards
for en%ploy~nent, and the procedures for testing and screening applicants;
· suitability of basic, in-service and advanced training programs, if any;
Mr. J. EldonMariott -5- February 10, 1976
adequacy of the, grade structure; compensation, inci. uding fringe benefits,
i~centives and overtime; provisions for emplo~n~nent security, discipline
or discharge, and retirement; opportunities for advancement, including
the system for performance appraisal and prom. orion; and educational oppor-
tunities and incentives offered, if any. We would, of course, tak'e full
cognizance of the provisions of Florida law relating to police personnel.
Communications, Records And Information Systems
We would examine ~he Depart~ent's policies, procedures and systen~s
for internal and interagency communications, including written and oral
communications, and the flow of information up and down the chain of
command. This would include the receipt and handling of complaints,
dispatching, and provisions for alternate em'ergency communications.
W~ would also study the Department's record-keeping activities, including
investigative, identification, arrest, custodial and administrative records
systems. We would assess current procedures for processing reports,
and for the collection, storage, retrieval, manipulation, dissemination
and use of a wide range of pertinent information.
?r. operty. Management And Physical Space
A survey would be made of the space and personal property now under
the control the the Department, including motor vehicles, weapons, uniforms,
and other equipnaent and supplies, as well as evidence obtained in criminal
cases, 'to determine..the adequacy of the facilities and equipment, and whether
they are efficienily utilized, properly maintained and safeguarded.
Police'-Community Relations
We would examine the condition of police-community relations in
Delray Beach, including means by which any deterioration in public support
for, and acceptance of, the Department is discovered and monitored, and
remedial action is taken.
* * * * .,
Following the conclusion of on-site fact-finding and analysis, we would
prepare a comprehensive written r~port covering ali aspects of the study.
This report would contain our findings, recommendations, and the facts
and rationale relied on in formulating conclusions. Recommendations
presented would be sufficiently specific to indicate what should be done,
by whom, in what order of priority, and when. .They would be practical,
Mr. J. Eldon Mariott -6- February 10, 1976
and capable of implementation within the economic capability of the City,
and with the personnel likely to be available to accomplish them. ' Included
in the report would be a "Plan of Action" encompassing, in summary form,
all of the principal recommendations floxving from the study. This Plan
would serve both as a guide to implementation of study recomn~endations,
and a device by xvhich such jmplen~entation could later be evaluated. We
would provide 100 copies of the report.
After the written report is produced, we would be available to make
oral presentations of the study results to the City Council, the Chief .of
Police and the officers and men of the Department, or others who nuay be
designated, to answer questions or elaborate on any aspect of the report.
Following .action on our recommendations by the £ity, we would be
available for assistance in implementing the adopted recommendations
and monitoring implementation progress, if desired.
TIMING
We are prepared to commence the project x'vithin 30 days of notification
of our engagement to undertake it. On-site observation and analysis would
require approximately two months. Preparation and printing of the reports
would require approximately one additional month, with presentation of these
documents and oral presentations to follow immediately thereafter. This
period could be shortened should the Gity so desire, but a total of three
months is ~he preferable period of time.
QUA LIFICA TIONS OF
j~CR.ESAP, McC..ORMICK And PAGE_.T Inc.
Cresap,. McCormick and Paget Inc. is one of the nation's largest general
management consulting firms, in business Z9 years, with offices in Washington,
D.C., New York City, Ghicago, San Francisco~ London, SaG Paulo and
Melbourne. We are now a wholly-owned subsidiary of Citicorp, the holding
company which also owns the First National City Bank of New York. We are
a member of the Association of Consulting Management Engineers.
Our clients include a substantial number of the world's leading corporations
and institutions, representing a broad range of type and purpose - autmnobile,
airfra]~e, chemical, steel and electronics manufacturers; airlines, railroads
and shipping companies; dcpart~ent and specialty stores and other retail
stores; ba~ks and trust companies; stock brokerage and investment banking
fir.~x~s;.and universities, colleges, schools, hospitals, trade associations,
Mr. J. Eldon Mariott -7- February 10, 1976
private foundations, ~:eligious and charitable institutions, and federal, state
and local gover~zrnent units of all types. In industry and business, we have
worked for one out of eight firms listed on the New York Stock Exchange.
In 'government, we have worked for eight of the 1Z main federal depart-
ments, often on numerous projects for each, and for a number of other federal
agencies. %re have performed over 100 projects for state governments'. In
local government, we have xvorked recently with the cities of Los Angeles,
Seattle, New York, Philadelphia, Baltimore, Buffalo, St. Paul, Minneap~)lis,
Bos.tgn, Miami, Chicago, Cleveland and others.
In the field of criminal justice, our experience is extensive, recent and
varied. Our criminal justice projects have ranged from overall planning and
implementation studies of all aspects of the criminal justice systems for state
'and regional planning agencies to specific management improvement projects,'
'for individual sheriff's and police depart~vaents, prosecutor's offices, court
systems and other criminal justice agencies. Descript-igns of selected ex-
'amples of such engagements are presented in this section.
.Appleton Police Department. We recently completed a comprehensive
management study of the Appteton, Wisconsin Police Depart~nent. Essentially
all of the redommendations have been adopted by the City and are being
executed. The recommendations Will resu.[t in substantial increase in the
capability of the Department to combat crime and to provide services to
citizens, while lowering annual costs some $100,000. Substantial }estructuring,
new deployment techniques and new management concepts are being executed,
while the equipmen£/manpow&r mix is being Mtered to improve productivity.
.Richm'ond, ¥irginia, Bureau of Police. Two years ago, we conducted
a comprehensive organizational and operational analysis of the Richmond
Bureau of Police. We found that a major' dcterrent to increasing the effective-
ness of th'e Bureau xvis an overly specialized organization structure, which had
contributed to reduced levels of field enforcement activity, and unacceptably
low levels of performance as measured by complaint response time and
criminal case clearance and conviction data. Our recommendations resulted
in su.bstantially improved police protection to the City achieved with a modest
reduction ~n police personnel. A broad range of improvements in patrol con-
figurati.on, deployment and operations, and in the management of Bureau
investigative personnel has subsequently been undertaken in a major effort
to strengthen thc productivity of the police force.' Significant increases in
clearance rates for felony crime have been achieved following implementation
of study recommendations.
Mr. Y.,Eldon Mariott -8- February 10, 1976
Troy,' New York. We conducted an overall management project designed
tO '~.nhance the operational effectiveness of the Troy Bureau of Police. The
first phase of this project consisted of a comprehensive management analysis
of the Bureau, and formulation of a 57-point plan to upgrade its.performance.
Following acceptance of this plan by municipal officials, we worked with the
Bureau over a one-year period to ensure actual implementation of major
study recommendations. Specific assistance rendered has included: aid in
recruiting and iacumbent for the previously vacant positio'n of Public Safety
Commissioner; development of improved administrative systems, including
refincment and documentation of Bureau rules and regulations, and personnel
policies; design of strengthened workload analysis, field deployment and
command and control systems, and related records management systems;
and training of command-rank officers' and others in management principles
and techniques. In addition, we have assisted in obtaining grants to support
imp].ementation of many study propo'sals; initiation of an in-service training
program for all Bureau personnel; and expansion of the Bureau's inventory of
motor vehicles, cameras, identification equipment and other professional gr:ar.
Suburban Cook County police study. We conducted for the Cook County
Committee on Criminal Justice, a comprehensive study of the some 124 police
agencies in suburban Cook County. This study was aimed at identifying mea~s
of improvf, ng police service in suburban Cook Countjr at reasonable costs.
Opportunities for improvement were identified and several .nexv concepts were
developed for achieving coordination and cooperation among suburban poli.ce
agencies, including a concept for differentiation of law enforcement functions
bylevel of'government, calling for performance of certain police functions
by the county in' support of municipalities, and the performance of other police
functions by municipalities in behalf of the. county. This project included in-
depth ~nanagenxent studies of the police departnnents of Evanston, Des Plai~;es,
La Grange, Chicago Heights, Buffalo Grove, Markham and Maywood, all of
which were the subject of separate reports and recommendations for improve-
merit.
.C. pok County Sheriff's Police Department. We completed a comprehensive
study of the Cook County Sheriff's Police Department, a police force of some
400 sworn employees operating in unincorporated areas and providing support
to a number of municipal police departments. The study recommendations
resulted in a strengthm:ed managepaent system, and more effective utilization
of the Department's manpower in relation to the significant crime problems
in the county.
Mr. J. EldonMariott -9- February 10, 1976
~l,~i~//nt I]]in_qois, Poli.c.c Dcpart~ent. %Ate conducted a comprehensive man-
agemcnt study of thc IClgin, Illinois, Police Department in early 1972, following
the resignation of thc Chief after a period of difficult relationships. All of
some 53 recommendations in our re. port were adopted by unanimous vote of
thc City Counci. 1 with fxfll support of thc City Manager, new Chief of Police,
other intermediate supervisors, and thc men of the police force. These
"recommendations have been implemenl:cd, and havc brought harmony and
productivity to.the Department, more effective police protection for Elgin,
and a dramatic rise in the solution rate of index crime in the city, from
beloxv the national average to more than double the average. -.
Greenville, South Carolina, Police Department. We completed an
organizational and operational analysis of the Greenville, South Carolina,
Police Department. JCvery recommendation was adopted by unanimous vote
of the City Council, with the full support of the City Manager, the Chief of
l~olice, and the overxxqaelming majority of the members of the Police Depart-
merit. A broad range of improvements in patrol cdnf[.guration, deployment
and operations, and in the management of Department investigative personnel,
has subsequently been implemented in a major effort to strengthen the
productivity of the force. Significant improvements in police protection
afforded to the community have been achieved with only modest increases
in cost.
Albany, Nhxv York, Po]ice Department. We concluded an evaluation study
of the highly regarded Neighborhood.Police Unit (NPU) p'rogran~ of the Albany
Police Department. The results 0f our work indicated that this program has
had a very beneficial impact on the City, and has fully justified the support
provided for this decentralization of po]ice forces in an ~.~rban setting.
However, comparisons with other cities which have undertaken similar pro-
jects without achieving comparable benefits indicated that certain unique
characteristics of the poD. ce environment in Albany we're critical determinants
of the success of the NPU program. These included broad delegation of
,authority and management flexibility to the Chief of Police; vigorous and highly
respected leadership of the Department; fully adequate manpower and other
resources; and firm municipal commitment to continuation of the program
following expiration of initial federal grant support.
Illinols Bureau of Investigation. In 1974, we completed a thorough man-
agemen~ reconnaissance of the Illinois Bureau of Investigation (1131). This
study identified numerous opportunities for improvement in the Bureau's
mission, organization, operating concepts, dep].oyment emphasis, and
· supportive functions and services including personnel management and
administration. Substantive proposals were offered to correct each of
Mr. Y. Mariott -10- February 10, 1976
timsc, and to chart a more effcctivc course for the Bureau to £ollow in
thc £uturc. Following review of our findings 'by thc IBI Superintendent and
the Director of the Dcl~artmcnt of Law Enforcement, Ihcsc recommendations
are now in the process of irnptemcntation, with £unding support made avaitabtc
through State and Illinois Law Enforcement Co:nmission channels.
Illinois Divlsi. on of State Police. Following the successful conclusion of
our work for the 1331, we completed a comprehensive Six-month management
analysis of thc 1,750-man Illinois ,.State Police (ISP). In addition to surveying
the organization, staffing and operational performance of the.ISP, xve conducted
an in-depth review of the State's present merit personnel system, and examined
comparative resources and features of other forces re_garded as leaders in thc
field, such as thc Michigan State Police.
State of West Virginia. We have completed a similar comprehensive
study of the West Virginia State Police Force. This project xvas under-
taken on behalf of the Public Saf. ety Subcommittee of the Joint Commission' on
Government Operations and Finance of the We'st Virginia State Legislature.
Cleveland, Ohio, 'Po'lice Department. We assisted the Cleveland Police
Department and the architects who designed a new police headquarters as
part of a multi-million dollar city/county criminal justice center in do.,-.-n-.
town Cleveland. As part of this work, we vi. sited the new Nexv York City
police headquarters, and arranged to conduct the poli'ce chief and architects
on a tour of the new Milwaukee police headquarters, and to con-let with the
poli. ce chief and staff of the Milxvaukee police department and their architects
concerning the design features of modern police structures. We also pro-
vided advice on police organization and operations, centralization/decentra-
lization, ahd juxtaposition of police operating elements in the new building and
in the older retained structure.
Fairfax County, Virginia, Police Department. We accomplished a
reconnaissance-type study of thc Police Department of this fast -g rowi.ng
suburb of Washington, D.C., which is the largest local government jur-
isdiction in Virginia, organized under the urban county form of government.
The study has resulted in reorganizing the Police Department and a nmnber
of improvements in police service to meet the needs of this rapidly urbanizing
and fast.'-growing jurisdiction. The County Executive has expressed his
appreciation for our significant contribution to the quality of police service
in Fairfax County.
Mr. J. EldonMariott -11- February 10, 1976
Latimer County_ Sheriff's Dcpartmont and Fort Collins Police Departmcnl'.
We conducted a comprehensive a~,alysi:; of the Sheriff's Department of Latimer
County and the Police Department of Fort Collins, Colorado. Thc objectives
of this project were to determine opportunities for improvement in each
Department, pro jo, ct future needs for staffing, equip~ncnt and physical facilities
for 5, 10 and 15 years, and to determine ways in which they can share systems,
equipment and facilities to their mutual benefit. Latimer County is large,
some Z, 700 square miles, and Fort Collins is a rapidly growing city with a
major university. As a follow-up to this project, we conducted a study of
the entire city government of Fort Collins.
Lebanon County Police Study. We conducted a' comprehensive study
of police services in Lebanon County, Pennsylvania, focused on the' levels
of service provided in the suburban and rural areas of the County, outside
the' City of Lebanon. This effort is directed at the identification of oppor-
tunities to strengthen police services in the affected area through various
forms of productive col.laboration and intergovernmental.'cooperation; and'
incorporated a limited exploration of the City Police Department's
relationship with the departments serving surrounding communities, as
well as an examination of opportunities for more extensive use of the
Department's records and communications systems by its neighbors.
Mecklenburg County, North Carolina. We have recently completed a study
of the organization and operations of the Mecklenburg County Police Depart-
ment on behalf of the County Board of Commissioners. This study was con-
cerned xvith the provision of effective police services in a relatively affluent
area surrounding tbg City of Charlotte, and experiencing considerable popu-
lation growth. We recommended a reduction in police personnel approximating
Z0 per cent', which is projected to save the County $500,000 annually while pro-
riding improved police protection.
Monroe County, Illinois. We completed, for the Board of Commissioners
of Monroe County, Illinois, a comprehensive plan to meet law enforcement
needs through 1987 in this county within the metropolitan St. Louis area,
whiEh is the projected site for the major new airport to serve the St. Louis
region. This study encompassed the municipal police departments, Sheriff's
Office, State's Attorney's Office, and the Circuit Court. The project incor-
porated.an analysis of the County's future requirements, and resulted in
detailed, recommendations for strengthening local law enforcement to meet
unprecendented growth iu police work].oad.
Mr. 3. Eldon Mariott -1Z- February 10, 1976
Wil[iamsburgt__V_i_lr~_ni¢, Pc, lice Department. We recently completed a
study of thc Police Deparh-ncnt o£ Willia~sburg, Virginia, the recommendations
of which have been adopted by the City Council. In addition to a number of or-
ganizational and operational changes, our recommendations included the
employment of a new police chie£ and a slight reduction in the number o[ police
o£fic e r s.
Chesterfield Coun. t}~, Virginia_. We are currently in Phase II of a con-~-
prehensive improvement project for the Chesterfield Comity Police Depart-
ment, xvhike recommendations we provided in Phase I of the study are b. eing.
implemented.
OtherTpo]ice studies. In recent years we have also served the
politan Dade Counter Police Safety Department; the Miami Police.Department;
the Buffalo, New York, Police Department; the Sumter County, South Carolina;
Sheriff's Departmen. t; the Library of Co~}gress Po!i'ce Force; and the Concord,
New Hampshire, Police Department. We ha<~e completdd studies of Police
Dep.artments in South Milwaukee, Wisconsin, and'South Holland, Illinois.
Other Related Experience
State of %~¥omi. n.g. We conducted an objective evaluation o'fthe programs
of the Wyoming Governor!s Committee for Criminal Justice Administration,
the designa, ted' State Law Enforcement Planning Agency chaired by the State
Attorney General. This work entailed assessment of the operations of the
municipal police agencies, county sheriffs' offices, State Highway Patrol,
county and prosecuting attorneys, all of the criminal courts, and correction
facilities and programs throughout the State. In essence, this project xvas
'designed to answer these questions~ What has happened' in Wyoming in the
past four years because of the Omnibus Crime Control and Safe Streets Act
of 19687 What opportunities exist for improvements in the criminal justice
system and in the operations of the Governor's Committee? Are plans for
the future on the right track? What should be done to ensure that resources
available to support the criminal justice system are used in the most
effective way? The study included a review of the organization and operations
of the Committee and its staff, and resulted in recornmendations for substantial
changes in both organization and procedures.
State of South Dakota. 'We are now conducting a similar study for the
State of South Dakota. This study will encompass a reconnaissance-type
survey of the entire criminal justice system of the State, and an in-depth
· evaluation of thc organization and operations of thc Division of Law En-
forcemcn, t Assistance of the State Department of Public Safety.
lVlr. fr, Eldon'Mariott -13- February 10, 1976
t-Iarris County .Iovcniic ]3oard. We conducted a'comprchcnsivc survey
of thc juvenile justice systen~ in IIarris County and Houston, Texas. The
Board is thc primary policy-n~aking body f. or County-operated programs
and facilities serving ~roubled youth, and consists of 15 judges fron~ ~he
County, Juvenile, Domestic Relations, and Civil and Crin~inal ]District
Courts. This study covered analysis of thc organization and operations
of all clcnncnts of the juvenile justice systcnn, including police, prosecution,
courts, corrections and probation functions/ A nnajor ~ask in thc project
was to evaluate all aspects of ~he resources available for in~prove~r~ent of
the law cnforce~nent/criminal justice system at the national and state, levels,
and to identify vehicles for increasing public awareness of and support for
improvement in the juvenil'e justice systen~ in the County. A second key
element of the study xvas thc devclopn~ent of a design concept for a Youth
Services A4anagement l~lanning and Control System, to be operated by the
l~roba~ion Departnoe.nt of thc County'Juvenile Court. The systen~ integrates
data on the needs of all youth referred to thc Departmcnt with available
resources, to provide an individual with the ~nost appropriate comn~unity
service. It is believed to be the only systcna of its kind in thc country.
Since cornplction of our study, Harris County has received rmord ~han
$1 million in funding to support a proposed decentralization of youth services
in the County and the city of Houston. In addition, a coordinating council
representing ali. youth programs is being esiablishcd and a ~ajor progrann
of public education has been undertaken.
.I.11.ino!s S~ate's Attorneys Association. We conducted a land~ark study'
of the pros6cutorial function in Illinois for the Association. This effort
involved in-depth nnanagement studies of State's Attorneys' offices in 13
Illinois counites of different size and type. One aspcct of this study was the
exan~ina~ion of the mechanisms for communication, flow of information and
extent of cooperation with other agencies with which the State's Attorneys
regularly do business, including the sheriff, police, correction agencies,
both insitutional and community, the judiciary, county boards and municipal
governrnents. The plan of action recomn3ended was adopted by lhe Association
at its annual convention in Chicago in Dcccn~ber 197Z. Copies of the report
were distributed to all State's Atgorneys in the state, all sitting judges, thc
chairnnen of all county boards, members of the Illinois General Assembly
and others. Also produced during this study were the Illinois Prosecutor's
Office 1Vianage~ncnt ]k4anual, distributed to all State's Attorneys, and individual
reports to each of the State's Attorneys whose offices were studied.
Mr, J. Eldon Mariott -14- February 10, 1976
Other prosccutorlal studies. Since concluding our work for this
Association, we have also performed organizat, ion and operations studies
for thc Cook County, Illinois, State's Attorney's Office, one of the largest
in the nation; and for the Rock Island County, Illinois, States Attorney's
Office. We are conducting a comparable study of thc Henncpin County
Attorney's Office; thc Office is 'responsible for felony-level prosecution
ifithe County, which includes Minneapolis, Minnesota.
Court studies. We have compictc.d studies for the Supreme Bench of
Baltimore City, and the County Court of Hcnrico County, Virginia; and we
recently finished a study of the Montgomery County, Maryland, Circuit
Court, one of the major jurisdictions of the Metropolitan Washington; D.C.
area. We have also served the Franklin County (Columbus), Ohio, Court.
lmrobation departnaent studies. A few years ago we conducted a major
study of the Los Angeles Probation Department, one of the nation's largest.
We recently concluded studies ~f the New York City I>robation Department,
and probation services provided in the 20th Judicial Circuit'of Illinois.
Detention studies. A few years ago, we completed two regional
'corrections studies for the Nebraska Commission on Law Enforcement
and Criminal Justice. We are currently conducting .an exhaustive study
of d'e~ention facilities and systems in Cook County, Illinois.
S TA F FIN G
Our staff includes more than 100 full-time professional consultants xvho
are both generalists and specialists in almost every facet of management
science. Because of the uncertainty of the beginning date of this project,
our other cormaaitments and requirements for scheduling, it is difficult to
spe. cify precisely the members of the study team at this time·
As the firm's Director of Criminal Justice Services, I would be in
personal charge of the project, participate throughout, and be fully accountable
for its results. Tl~is section presents my resume and resumes of other staff
members from among xvhom the cgnsulting team would probably be chosen.
All would, of course, be from our full-tithe staff and be thoroughly versed in
the area of law enforcement.
Mr. J. EldonMariott -15- February 10, 1976
]3. G. Evans ]s ~ Vicc .President and thc firm's Director of Cr3,ninal
Justice Services. I-lc dcsigncd and directed our ]andn~ark study of some
1Z4 police departments in suburban Cool< county, Illinois, and has been
'engagement ~nanagcr for naany of our s~udics of law enforcement agencies,
including the police departments of Appleton, Wisconsin; Richnaond,
Concord, New ltampshire;.Greenville, South Carolina; Fort Collins, Colorado;
and }glgin, Des Plaints, Evanston, Mayxvood, I~a Grange, Markham and
· Buffalo Grove, Rlinois. He directed our studies of State's Attorney's Officr, s
in 15 Illinois cnuntics, and our comprehens;ve crinainal justice studies
the State of Wyoming, and the Santee-Watcree Region of South Carolina;
our studies of the Cook County Sheriff's Police Department, and the Sunater
County, South Carolina; and Latimer County, Colorado, Sheriffs' Offices.
He performed projects for the Clcvelahd Police Department, and ~he Fairfax
County, Virginia, and Prince George's Counts., Maryland, Police Depart-
ments. I]e directed our studies of ~etentlon facilities in Coo]< County,
~li¢ois; and our studies for the State of South Dakota and Mecklenburg
County, North Carol. ina. Currently, he is directing our studies of the
West Virginia State' Police, the County Attorney's Office in Minneapolis,
and the LubBock, Texas, Police Department. He has also conducted brief
surveys of the Metropolitan Dade County Department of Public Safety, and
the Police Departments of Hudson County, New Jersey, and White Plains,
New York. In addition, Mr. Evans has served local governments, regional ·
planning agencies, universities, trade associations, private foundations,
hospitals and others. Mr. Evans l~as directed our studies of police and fire
departments in South Holland, ~linois; South MilwaM~cc, Wisconsin; and of
fire departments in Holden, Massachusetts; and Michigan City, Indiana.
While in military service, he was awarded the Legion of Merit f~r out-
standing performance in designing managenacnt information systems for
the Secretary of the Army while a member of the Office, Chief of Staff,
U.S. Army. He is a graduate of thc University of Maryland and the U.S.
Army Command and General Staff College, and has two years of graduate-
level education in the field of mknagement.
Louis I-1. Ifnapp is a Principal of the firm who holds a B.S. degree in
economics from the University of Maryland and an M.]3. A. degree "with
distinction" frona the University of Michigan. Mr. K~apphas led or par-
gicipated in studies for a broad range of criminal justice agencies. He
xvas a key member of the consulting team that performed the study of Cook
County suburban police departments, and was prhnary on-site consultant
for studies of the departments serving Evanston, La Grange and Buffalo
Mr. J. I~ldon Mariott -16- February 10, 1976
Grove, Illinois. I-]e xvas also a lead n~ember of the study team on our
project for the I]]inois State's Attorneys Association, ~vorklng specificMly'
in Coolk, Sangannon, Madison and Bond Counties. Among projects Mr.
Knapp has led are a crinainal justice planning study.for the Middle Rio
Grande Devclop]ncnt Council in Texas; and our work for the Supreme
Bench of Baltimore City and the Montgomery County Circuit Court.
directed our.projects for the Troy, Nexv York, Police Bureau and the
'Albauy, New York, Police Department, as well as our studies of law
enforcement services in Lebanon County, ~ennsylvania, and Monroe
County, Illinois. Last year, he served as engagement ~nanager of our
in-depth reconnaissance of the Illinois Bureau of Investigatiou. He
recently directed our comprehensive organization and operations surgey
o~the Illinois State Police, and our studies of police departments in
Ghesterfield Gounty, Virginia; and Nenosha, Wisconsin. Prior to joining
~ur firm, Mr. Knapp was associated for several years with the I(aiser
Aluminum and Ghemical Corporation, serving in a variety of U.S. locations.
Donald E. Deutsche ~olds a B.S. degree in industrial engineering
and an M.B.A. degree from Gornell University. Mr. Deutsche has been
a member of the consulting team for our projects for.the Dlinois State's
Attorneys Association; the Williamsburg and Richmond, Virginia, and
Troy, New York, Bureaus of Police; the Albany, New York, P015. ce Depart-
merit; the Montgmpery County, Maryland, Gircuit Gourt; a financial manage-
'ment systems-study for the U.S. Navy; and a study for the Rock Island Gonnty,
Illinois, State's Attorney's Office. He participated in a-systems study for the
Air Transport Association and our study of the Fort Gollins city government;
he also serx~ed as principal on-site consultant in our police services study for
Lebanon Gounty, Pennsylvania; was a key participant in public safety studies
in South Milwaukee, Wisconsin, and Michigan City, Indikna; and our study of
police and fire services in South Holland, Illinois. Gurrently, he is par-
tlcipating in our studies of police departments in Appleton, Wisconsin; and
Ghesterfield Gom~ty, Virginia. Prior to joining our firm, Mr. Deutsche
was for several, years xvith a maj.or federal department, x~q~ere his respon-
sibilities inc)uded design of electronic data processing systems, and for-
mulation of selection standards for computer hardware.
Charles F. Hendricks holds an M.B.A. from the Wharton Graduate
School of the University of Pennsylvania, and an A.B. from Rutgers Uni-
versity, and has over eight years of management consulting experience.
Mr. Hendricks xvas the principal on-site consultant for our study of the
Mecklenburg Gounty Police Department, and our study of the Williamsburg,
Virginia, Police Department. In addition, he has extensive experience
conducting organizational, personnel, management and operational studies
1Mr. 2[. Eldon Mariot~ -17- Fcbruary'10, 1976
for many f,~ovcrnment~.l clio, nfs and private.firms, including t:he U.S.
Lnv~ronmcntal Protection ~gency, thc U.S. ~tomic Energy Con~m~ssion,
the General Services Administration, the U.S. Depart]nent of. Transportation,
thc ]3ureau of Eng'raving and Prin¢ing, thc Washington Metropolitan Area
Transit Authority, The Alexandria Hospital., the Intcr-An~crican Development
Bank, ARA Services, Philip Morris, Gallaudct Co]Icg'e, thc Arab Maritime
Tra~isport: Academy and the Bay ~rea Rapid Transit Authority.. Prior to
'joining CMP in 1974, hc was a Prbmipal with Frs~ Consu]tXnts; and prior to
· 1971 he was a' cons~tant with Price Waterhousc Co.
V. yon SchleKc]] holds a bachelor's dcgrcc in psychology, a master's
~egrec in business administration and a ~astcr's degree in educational
administration from Stanford University. Mi'. yon Schlcgell served as an
on-site consultant on our study of the Fort Collins, Colorado, Police
· Dcpartnacnt'and thc Larinacr County Sheriff's Office; in an organizational
and personnel man~gcnacn~ study for the Southern California Rapid Transit
District in Los Angeles; and a study of thc Fort Collins City govermnent, a
project for the Desert ~iuseun~ in Tucson, Arizona; and for thc Liiaml
County Water District. He, is currently studying the Public Works Depart-
]rient in Appleton, V~risconsin.
Peter K. Beck ho]ds a B.A. degree frona ttarvard'University and an
A4. J3. A. from the. Graduate Sch6ol of Business of the University.of Chicago.
'r~-nlzational effectiveness
}lc has conop]~ted a nm'nber of assignn.aen/s in 0~aa
and productivity for governmental and private clients since .joining CMP.
For the Federal Supplsr Service, he identified opportunities for improving
organizational effectiveness 'and utilization of resources ih reruns of savings
in procurement and n~aterials distribution for thc Federal Government. He
has-studied the effectiveness of manage~nent controls and operating pro-
ccdurcs for a n~abcr of naajor banks and manufacturing concerns. He
participated in CMP's study of the Troy~ New York, Po]ice Depart~ncnt,
and in our study of police and fire services for the City of South Milwaukee,
Wisconsin. He was principal on-site consultant for our s~udy of the Fire
Department in Michigan City, Indiana, and recently completed studies of
thc New Jersey Dcpartn%ent of Transportation and of the Port of Portsmouth,
Virginia. Before joining CMP, Mr. Beck held several line and staff
positions in materials opera~ions and systems naanagement and served
in the U.S. Air Force for five years.
]Vlr. J. Eldon Ivlariott -18- February ].0, 1976
/oscph N. L:~seau specializes in consulting fo~: local govcrnn]cnts.
He is on-s~te con~;ultant for our study of thc }<cnosha, ~Visconsin,.
Police Dcp.artn~ent, and was a lnellubcr of our consulting team studying
the \%rt:st Virginia St~te l°olicc. I~e currently is on-site consultant in our
study of the Lubboc]<,.Texas, 1Police Departn]ent. I%4r. Lascau ]]as a B. S.
degree from thc University of Omaha, an M.A. fro]ri Pacific Luthcrn
University and is a graduate Of thc U.S. Army Connmand and General Staff
Coil. epee. I-lc served several years in a large Fcdcral dcpartnlent as an
organizational ~tnd systcn%s planner and deve]o]>er, and he received a special
naanag'en~cnt innprovcnnent av,,ard frol~n the President of thc United States for
an innovative systc~n hc developed tO save l~nillions of dollars annually. In
military service, he held a variety of staff and con-n~and positions.
ES TIA.¢A T E
OF COSTS
Our horn]al practice is to bill clients monthly.f~r actual professional
t~mc expended on a project, and for expenses at actual cost to us. Expenses
include travel, lod~%'ing, telephone, report preparation and printing, and
naiscellaneous out-of-pocket costs.
It is difficult to estinnate precisely the effort required for k study of this
type. Bas ed on the approach outlined in this proposal, and our experience in
sin~ilar studies, x~e'estimate that charges for fees and expenses ~vill not
exceed] $19', 000. Should the study' r. equire'less effort than we now anticipate,
our charges will be proportionately loxver. Should the project require more
effort than ave now anticipate, we will nevertheless con~plete it to our high
professional standards and %vill guarantee that total charges will not exceed
$19, 000· This guarantee protects the City from the effe'ct of any cost overrun
while holding out the potential of cost savings.
We arc very much interested in this project, and look forward to
joining with the City of Delray Beach in undertaking it. If there are
questions, or if you wish rne to return to discuss the proposal, please call.
Since~
B.G. Evans
· Principal and Director of
Criminal Justice Services
"EXIilBIT B"
Cresap, IMlcCormick amd Paget
177(] K S%'REET. NW.. WAOHINGTON, O.(~. 20001~ * Telop~.ome; C20~) B33-~350 , Cable: Pubm,nc0n Washington,
Weoh~ngton , No~ York . Chicago , San Franol5co
Lon~on · Melbourne · ~60 Peulo
February 23, 1976
Mr. Roger Saberson
City Attorney
City of Delray Rzach
1 SE 4th Avenue
Delray Beach, Florida 33444
Dear Mr. Saberson:
Fol/owing my visit to Delray Beach and discussions with a number of
city officials and members of the Police Department, the question of whether
we could conduct an "investigation", independently or together with an
"evaluation" of the Delray Beach Police Department was carefully considered·
A number of issues are involved which are difficult to resolve. First,
there appear to be divergent views concerning the purposes and expected
outcome of an investigation and/or an evaluation, and views about what might
Be achieved by either of these·
The thinking generally appears to follow the idea that an investigation
would settle, with documented facts, a number of personnel issues which
have developed since January 1, 1974 concerning the-performance of various
present and former members of the Police Department, and whether certain
disciplinary actions and terminations were just· An evaluation, many seem
to feel, on the other hand would be aimed at achieving operational efficiencies
of a more impersonal nature.
To resort to simple dictionary definitions, investigation means "to
observe and study by close examination and systematic inquiry", while
evaluation is "to examine and judge"·
My impression is that what all of the interested parties appear to want
is the development of a plan of action for the city to take xvhich will allow
the Del~ay Beach Police Department to function effectively and in a way
%hat its managcn~ent and operation' is not a source of undue concern to
city officials or to members of the Department, or is the subject of
lawsuits.
·
Mr. l~ogcr S;~bcrson -Z- February 23, 1976
A police department is an org~nization of pc.ople. There is no way
to properly, evaluz~tc ~ police department without cvMuating the performance
of its individual members in all ranks. Thc objectives of such an (;valuation
are outlined hx our proposal of February 10, 1976 addressed to Mr. Marlott.
Our understanding is that the City of Delray Beach desires an investigation
of the police department that would be more definitlvc than xvould be produced
in the course of a comprehensive management study,' and that woul'd have as
its objective of determining and documenting facts that would bear on issues
which arise in one or more civil suits filed against the city related to personnel
actions affecting members or former members of the t~olice' Department.
· Such an invcstig~tion would involve ex~censive interviews with present and
former police officers and other persons, may involve the use of supeona
power, and thc taking of statements under oath.
We believe that such an [nvestlgation xvould overlap considerably xvith
a comprehensive management study, and that if conducted concurrently,
would reduce overall costs, and cause less interruption of normal operatio, n
of the l~olice Department.
The cost of the comprehensive management study, as indicated in our
proposal of February 10, is estimated not to exceed $19,000.
The cost of the detailed investigation, if conducted in conjunction
with the management study is estimated to not exceed $9,000 additional;
if conducted without the management study, the cost of the investigation
is estimated at not to exceed $14,000.
Thus, if accomplished together, the cost would be $28, 000 or less.
'We are prepared to initiate xvork within 30 days, as a maximum,
after notice of our selection to perform it, and may be able to commence
within 10 days, depending on when notice is received. It would be desirable
to have about Z months for completion of the investigation, and 2 additional
months for completion of the comprehensive management study. This time
could be shortened if thought necessary by the city.
Mr. Roger Sabcrson -3- February Z3, 1976
As .indicated to you orally, I would be [n personal charge of the
project, participate throughout, and be fully responsible to the city
for the results. Other team members would be selected from among
the consultants ~vhose resumes you have. Chving to his pre-consulting
experience in the U.S. Army, where he conducted numerous formal
investigations under Article 3Z of the UCN,iJ, his n~aster's degree in
human relations, and his consulting experience with police departments,
Mr. Joseph N. Laseau would likely be assigned .as principal on-site
consultant.
~$hould there be questions, or should you wish me to. return to
Pelray Beach for further discussions, please call.
Vice President and Director
of Crin~inal Justice Services