SR-03-19-2013-3JFri
lama City of City Council Report
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City Council Meeting: March 19, 2013
Agenda Item:
To: Mayor and City Council
From: Jacqueline Seabrooks, Chief of Police
Subject: Compressed Work Schedule Review
Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and
execute a professional services agreement with Citygate Associates LLC, A California -
based company, in an amount not to exceed $89,814 to provide an analytical review of
the Police Department's compressed work schedules.
Executive Summary
The Santa Monica Police Department's employees currently work a variety of
compressed work schedules. These different work schedules have impacted police
operations, intra- agency communications, and efficiency improvement efforts. The
Police Department is seeking an objective assessment of how the current three -day per
week, twelve and one half (3/12.5) day work schedule affects all aspects of the
Department's operation in conjunction with prioritized recommendations on optimum
alternatives. Citygate Associates, LLC is recommended to provide this assessment at a
cost of $89,814.
Discussion
The Santa Monica Police Department (SMPD) employs compressed work schedules for
all its employees and has done so for many years. The majority of the Department is
scheduled in accordance with a nine day, eighty hour (9/80) work schedule. Specialized
units, such as Detectives, work the four day, ten hour (4/10) work schedule. Civilian
staff assigned in the Jail and in Police Communications work a three day, twelve hour
(3/12) schedule. During the first quarter of 2009, staff researched the feasibility of
shifting from the 4/10 to a three day, twelve and one half hour (3/12.5) work schedule
for all of the police officers assigned in the Operations (Patrol) Division. Following
presentations to the Department's executive staff, a six -month pilot program was
implemented. In June 2009, the 3/12.5 schedule was implemented. An initial review of
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the 3/12.5 work schedule reflected an increase in the amount of time spent in the field
by officers, a circumstance which resulted in reduced overtime expenditures. The
Department also achieved additional expenditure savings by utilizing the 8 -hour
payback day to offset overtime staffing for holidays and other demand specific periods.
Reductions in sick -leave use were also achieved. At the conclusion of the six -month
test period, the Operations (Patrol) Division continued working the 3/12.5 schedule
without interruption.
Following a change in its leadership, in May 2012, the Police Department initiated an
organizational assessment to examine the Department's operating systems, particularly
relating to staffing. The City was beginning to experience an increase in reported crime
and patrol staffing was stretched thin given the need to utilize sworn personnel in other
critical areas of the Police Department. In an effort to more specifically address the
increase in reported crime through increased police staffing levels on patrol, officers
were moved from various specialty assignments to the Operations (Patrol) Division.
The next phase of addressing patrol staffing involves a neutral review of the
Department's service delivery data. This review would provide a comprehensive
assessment of the Department's multi- faceted operation, particularly the interface of the
Operations (Patrol) Division with other internal divisions, with other City departments,
the Courts, and other entities. This assessment would review internal data systems to
make recommendation regarding optimal work schedules, internal communication
improvement measures, and enhanced performance efficiency measures. These
recommendations would be evaluated and compared against the best practices of
contemporary police departments.
Consultant Selection
In January 2013, staff requested proposals from three qualified applicants identified as
a result of an inquiry posted via the California Police Chiefs Association. The three
firms with the highest recommendations were invited to submit proposals based upon
the scope of work which addressed compressed work schedules, a beat plan revision,
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and agency communication needs. Three proposals were submitted. The competitive
proposals were evaluated based on price, timeline, and the stated ability to meet the
requirements set forth in the scope of work. Citygate Associates, LLC was selected as
the best bidder; although Citygate Associates, LLC was not the least expensive, staff
found that its proposal best met the provisions contained in the scope of work.
Financial Impacts & Budget Actions
The professional agreement to be awarded to Citygate Associated LLC is for an amount
not to exceed $89,814. Funds are available in the Police Department's FY 2012 -13
budget. The agreement will be charged to account 21304.544390.
Prepared by: Al Venegas, Deputy Chief of Police
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Forwarded to Council:
Rod Gould
City Manager
Reference Contract No.
9721 (CCS)