HomeMy WebLinkAbout11785 ORD - 11/14/1973JRR:cd:hb:11- 14- 73:2nd
r �?
AN ORDINANCE--
AUTHORIZING AND DIRECTING. CITY MANAGER
TO EMPLOY#PEAT, MARWICK, M LL AND COMPANY
AS CONSULTANTS FOR THE POLI E ORGANIZATIONAL
AND MANAGEMENT STUDY UNDER A LAW ENFORCEMENT
ASSISTANCE AGENCY AND CRIMINAL JUSTICE COUN-
CIL GRANT APPROVED ON JUNE 27, 1973, SAID
EMPLOYMENT TO BE IN ACCORDANCE WITH THE
PROPOSAL OF SAID CONSULTANTS, A COPY OF WHICH
IS ATTACHED HERETO AND MADE A PART HEREOF,
MARRED EXHIBIT "A "; AND DECLARING AN EMERGENCY.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
CORPUS CHRISTI, TEXAS:
SECTION 1. That the City Manager be, and he is
hereby, authorized and directed to employ Peat, Marwick,
Mitchell and Company as consultants for the Police Organiza-
•
tional and Management Study under the Law Enforcement Assistance
Agency and Criminal Justice Council Grant approved on June 27,
1973, for a total consideration payable not to exceed the total
sum of the said Grant plus the total sum of the local share
committed by said Grant, said study to be completed within the
six -month term allowed by said Grant or any extensions received
by the City of Corpus Christi, and said employment to be in
accordance with the proposal of said consultants, a copy of
which is attached hereto and made a pat-t hereof, marked
Exhibit "e".
SECTION 2. The necessity to immediately authorize
the employment of the consultants for the police organizational
and management study as aforesaid creates a public emergency and
an imperative public necessity requiring the suspension of the
Charter rule that no ordinance or resolution shall be passed
finally on the date of its introduction and that such ordinance
or resolution shall be read at three several meetings of the
City Council, and the Mayor having declared that such emergency
and necessity exist, and having requested the suspension of
the Charter rule and that this ordinance be passed finally
11.'79%
on the date of its introduction and take effect and be in
full force and effect from and after its passage, IT IS ACCORD-
INGLY SO ORDAINED this the 14th day of November, 1973.
ATTEST-
City Secreta
APPROVED:
14thDAY F VEMBER, 1973:
City t orney�
� •l"ff�O" L
MAY a ' � -'� ��- �
THE CITY OF CORPUS CHRISTI, TEXAS
'1
i�
0 . .. . '. . 1. :.- 0
PROPOSAL FOR
ORANIZATIONAL/MANAGEMENT STUDY
POLICE DEPARTMENT
CITY OF CORPUS CHRISTI, TEXAS
"174 / ;rr
•
C,
PEAT, MABwicH, MITCHELL & C.O.
AUSTIN NATIONAL BANK BUILDING
AUSTIN, TEXAS 78701
September 4, 1973
Chief James H. Avant
Chief of Police
City of Corpus Christi
P. 0. Box 9277
Corpus Christi, Texas 78408
Dear Chief Avant:
In accordance with your request, we are pleased to submit this
letter outlining the nature of the services we would propose to render
to the City of Corpus Christi in conducting an organizational /management
study of the Corpus Christi Police Department.
MCKCROUND
,1 \1) OBJECTIVE
Corpus Christi, the seventh- ranked city in population in Texas, has
experienced tremendous growth in the 20th century. As late as 1940, it
w.1s snore than doubling its population over the previous ten years, and
tl„• last three decades have seen only slightly less percentage increase.
how ,v,•r 200,000, this bilingual City faces police problems of a metro-
politan area, and its complex background as a major industrial, tourist
,111,1 seaport city assure it of more than the normal share of criminal activi-
tic^• Because problems will continue to grow as the City grows, you have
in,licated interest in an organizational /management study which will review
0- present status of the Department and make recommendations for improve -
^�nt in management and operations of the Department.
"hivetive of this engagement would thus be to conduct an organiza-
t i.n.il hn.mo±tement study of the Department, and develop for the City a plan
tion Z'i'on which to base decisions for improvement of the Department,
tI' tt "111 •1 management and an operational standpoint.
a CO.
•
Chief James H. Avant
September 4, 1973
33 2
OUR APPROACH
i7 To accomplish the objective of the engagement, we would proceed
in the following steps:
1. Examine functioning of Police Department and the role
and scope of its operation, reviewing both statutory and ordinance
functions, responsibilities, and requirements.
0 2. Examine the organization and physical facilities of the
Department. This examination would include:
a. Relationship of the Department to neighboring Police
Departments, the Nueces County Sheriff's Department,
the Regional Police Academy, the Nueces County District
and County Attorney's Office, and other related law
enforcement organizations, including private security
agencies.
b. The feasibility and appropriateness of cooperative
actions with neighboring municipalities, including
use of the state legislation authorizing mutual aid
pacts, and H. B. '646, 62nd Legislature, 1971, authori-
zing inter -local contracts for cooperative use of
manpower, facilities, equipment, and services.
C. Relationship of the Police Department within the
total organizational framework of the City government.
d. Organization of the Police Department internally to
perform its responsibilities. This phase would include
an examination of the informal as well as the formal
organizational structure. It would also look at whether
the Department's internal divisions constitute logical
groupings based on the flow of work and similarity of
functions. Interviews would be conducted with all
i personnel in management positions, and a sampling of
non - supervisory personnel.
e. Examination of the physical facilities of the Depart-
ment including space available for administration,
operations, jail, records, training, and all other
necessary functions of the Department.
�C
a CO. •
Chief James H. Avant
September 4, 1973
3
3. Review the administrative and management procedures of
f the Department, This section would include a review of:
a. Planning and research; an examination of the current
F status of planning and research activities in the
Department.
b. Decision - making:
ti
(1) Management information and reporting system -
what means are currently being employed to provide
management with information and reports for timely
and effective decision - making?
(2) Command decisions - what are the processes of
decision- making and communicating decisions to
the field?
C. Internal inspection and control.
d. Financial management:
(1) What is the current budgeting procedure? How
does it relate program requirements to funds
available?
w (2) What is the current purchasing procedure? Does
it maximize the available dollar?
e. Personnel management, including a general review of:
(1) Job classification machinery and procedures pre-
sently employed in arriving at salary levels and
positions.
(2) Testing, including an examination of tests used
for both entrance and promotion, and recommendations
concerning additional tests, if any, which might
be employed.
(3) Disciplinary procedures and processes.
(4) Recruitment and selection, pre - service and in- service
r training, and other elements of personnel management.
r
(5) Promotion, performance evaluation, career development,
employee relations, and fringe benefits.
. a CO.
Chief James H. Avant
September 4, 1973
4
f. Manpower utilization and allocation by time, function
and area. A separate, intensive review of this critical
phase of personnel management, including:
(1) An examination of the techniques and formula for
maximizing utilization of personnel, particularly
for crime prevention, criminal apprehension, and
traffic control operations.
(2) Use of non - commissioned personnel including an
examination of usage of such personnel for community
service activities, clerical tasks and similar
possibilities.
g. Community relations:
(1) Role of Department in relating to the youth of
the community, including possible sponsorship
of youth activities, and other avenues of work-
ing with youth.
(2) Relationship of Department to its "special
publics ", including the business community,
housewives, and others.
(3) Review of the "public image" of the Department
as reflected by the community.
4. Examine the operations of the Department.- This would include
review of:
a. Criminal prevention activities. The study of this
element would include a review of current activities
in the fields of:
(1) Education and information - dissemination of
information to the community to assist in pre-
venting the occurrence of crime.
(2) Working relationships with other agencies in the
community to prevent crime.
•
Chief James H. Avant
September 4, 1973
6
(2)
Consideration of alternate methods of handling
certain cases, including alcoholics.
(3)
Consideration of joint jail or correctional faci-
lities, including use of the County jail.
e. Communication and record activities of the Department.
The
study of this element would include a review of
current activities in these support areas:
(1)
Communication - an examination of present capabi-
lities and problems in this area, with emphasis on
coordination with the State of Texas and regional
systems now being designed.
(2)
Records -
u
(a) The complexity and time required of the field
officer for record purposes.
(b) The present method of providing the field
officer with comprehensive and timely infor-
mation.
(c) The status of record keeping and reports to
aid local police administration, coordinate
police activity among the jurisdictions of
the metropolitan area and provide required
reports to State and Federal authorities.
x�
(d) The status of information storage and retrieval
systems.
f. Other support activities of the Department including:
(1)
Property management - handling of evidence acquired
in the process of investigation and arrest.
(2)
Equipment management, including present provisions
_-
for repair and maintenance of vehicles and other
y�
equipment.
a CO. •
Chief James H. Avant
September 4, 1973
U 7
g. Other activities of the Department including:
(1) Relation to emergency ambulance service in the City.
(2) Relation to the City's Municipal Court and prosecutor,
including serving of warrants.
5. Discuss findings with appropriate officials as designated
by the City Manager.
6. Write draft report with recommendations. The report will
contain recommendations for organization, manpower, facilities, and
equipment.
7. Review draft report with appropriate officials.
8. Write and submit final report.
CLIENT
PARTICIPATION
It has been our experience that, in order for a program of this
magnitude to be successful, client participation is essential. We would
work with management personnel of the Department and would assume that
our staff would have access to pertinent records and reports of the Depart-
ment.
QUALIFICATIONS
Peat, Marwick, Mitchell & Co. is a large and diversified international
public accounting and consulting firm, and has provided management consulting,
auditing, and tax services to governmental, institutional, financial, indus-
trial, and commercial clients for more than 70 years.
Our staff includes individuals with intensive knowledge of management
science and techniques, and extensive experience in working with state and
local governments. This experience comprises not only a wide range of consul-
ting assignments with all types of such units, but also background as opera-
ting officers in governmental agencies. This variety of knowledge and ex-
perience provides us with a broad range of resources with which to assist
all levels of governments.
Attached to this proposal is a detailed listing of some of the Firm's
representative experience in the criminal justice field.
40. a CO. •
Chief James N. Avant
September 4, 1973
8
STAFFING
The responsibility for this engagement would be assumed by
Mr. Terrell Blodgett, Principal, who has over 20 years experience
in state and local government.
Consultants on the engagement would include at least one with
direct police departmental experience and one with broad budget and
research experience in a major city. Biographical sketches of Mr.
Blodgett and the two consultants likely to be assigned to this project
are attached.
REPORTING
We would expect to have periodic progress meetings with the City
during the course of the engagement to relate progress to date and
discuss any problems encountered.
At the conclusion of the engagement, we would furnish the City
with a written report in twenty -five copies.
TIME AND COST
We estimate that the work herein can be completed within six to
eight months of starting time.
Our fees for professional services are based on our standard rates
applied to the staff and management time required to complete an assign-
ment. In addition to our fees for professional services, we are reimbursed
for out -of- pocket expenses incurred for travel, subsistence, report re-
production and similar expenditures.
We understand that another certified public accounting firm has
been requested to submit a proposal for this engagement. The regulations
of the Texas State Board of Public Accountancy prohibit our quoting a
`
fee of any kind when two or more CPA firms are invited to respond to a
request for proposal. It is our belief that the work can be completed
within the amount contemplated by the City in its application for Criminal
s
Justice Council funds.
Waco.
•
Chief James H. Avant
September 4, 1973
9
1
We appreciate the opportunity to submit this proposal and look
forward to working with you.
Very truly yours,
PEAT, MARWICK, MITCHHEELLLL & CO.
Tr/r/
r Bt, Princi 1
TB: OILS
REPRESENTATIVE
BIOGRAPHICAL
SKETCHES
•
LJ
TERRELL BLODGETT
Terrell Blodgett is a principal with Peat, Marwick, Mitchell & Co. and is
responsible for governmental consulting activities in the Southwest region.
As a principal with PNX&Co., Mr. Blodgett has had responsibility for the
conduct of the following engagements in the areas of law enforcement and
criminal justice:
' Review of the prosecutors' offices in the State of
Texas, including analysis and evaluation of operational
systems and procedures, logistical structuring of respon-
sibility, organization, staffing requirements and levels,
and facility and equipment requirements.
• Analysis and evaluation of the judicial processes being
used by the counties and municipalities of the NORTEX
Regional Planning Commission area to define potential
areas for improved administrative procedures and coordi-
nation within the judicial processes, including the
procedures of the District Attorney's Office.
• Development of comprehensive inventory data concerning
law enforcement and criminal justice in the North
Central Texas Region, including identification of
priorities for the initiation of programs required to
fill demonstrated needs of the region and design of
procedures for maintenance and updating of inventory
data and other information developed during the project.
Development of comprehensive regional law enforcement
plans for four different Councils of Governments in
Texas and Arkansas..
Prior to joining .Peat, Marwick, Mitchell & Co., Mr. Blodgett served as
Administrative Assistant to Texas Governor John Connally. In this capacity
he was primarily responsible for principal staff work in the field of
intergovernmental relations and planning. He established and supervised
the State's initial planning efforts in the criminal justice field under
the Omnibus Crime Control and Safe Streets Act of 1968. He was also
responsible for monitoring proposed Federal legislation and administrative
regulations which affected state and local government, and in this capac-
ity was concerned with highway safety, comprehensive health planning, and
a wide variety of other Federal legislation. Mr. Blodgett headed the
State's planning councils in the fields of natural resources and human
resources.
•
k '
TERRELL BLODGETT, Continued
I;
Prior to joining Governor Connally's staff, Mr. Blodgett served as City
Manager of Garland, Texas, a city of approximately 60,000, and Waco,
Texas, a city of approximately 100,000, for a total of four years.
He has also been a Research Associate with the Institute of Public Affairs
of the University of Texas for three years..
Mr. Blodgett holds a B. A. degree in political science from Baylor
University, and a M.S. degree in public administration from Syracuse
University.
)
4�
LARRY R. WALTON
Larry Walton is a special consultant in police administration and operations.
His experience includes twenty -one years with the Los Angeles Police Depart-
ment where he rose from patrolman to a captain. During that time, he served
in virtually every area of responsibility with which that Department is
concerned - general patrol, accident investigation, jail division, planning
and research, vice, and property management.
His final four -year assignment with the Department was as Commander, Central
" Patrol Division. In this position, he supervised two hundred and fifty
officers including a fifteen -man vice detail. This division covered the
civic center area of Los Angeles, including many industrial, commercial and
governmental complexes. The four years in that command necessitated plan-
ning, coordination, implementation and direction of a degree rarely found
in a police command.
As a consultant, Mr. Walton has:
Performed the major technical work in a management
survey of the Hurst Police Department.
Participated in a feasibility consolidation survey for the
City of Mineral Wells and Palo Pinto County, Texas.
Participated in a seven county police management study
including detailed analysis of Bell County Sheriff's
Office and Temple, Killeen, Belton, Parker Heights and
Copperas Cove Police Departments for the Central Texas
Council of Governments.
Served as Consultant for college level police science
programs.
Experience as an oral examiner for entrance level
and promotional candidates for Pasadena, San Bernardino
and Los Angeles cities.
Reviewed training program curriculum for Texas Department
of Public Safety.
Participated in a police training project for the Beaumont
E Police Department.
Mr. Walton has taught at the University of Southern California, Los Angeles
State College, Cerritos Junior College, and the Los Angeles Police Academy.
Mr. Walton graduated cum laude with a B. S. degree in Public Administration
fl from the University of Southern California majoring in law enforcement.
He also has one year of graduate work at the same institution.
'7
S. MARCUS JAHNS
Mr. Jahns is a consultant in the Dallas office of Peat, Marwick, Mitchell
& Co. As a consultant with the Firm, Mr. Jahns is currently participating
in a Goals Program for the City of Orange, Texas and a Police- Sheriff Coop-
eration Study in Mineral Wells, Texas.
Prior to joining PMM&Co., Mr. Jahns served as Budget Director for the City
of San Buenaventura, California. There he assisted the City Manager and
City Council in the development and administration of budgetary and finan-
cial policy. One of his first tasks was the conversion of the City's
manual, line -item budget to an automated program budget process and the
implementation of the financial information system.
Mr. Jahns has also served as an Administrative Analyst in the Research
and Budget Department of the City of Fort Worth, Texas. There he was
responsible for reviewing and analyzing departmental budget requests and
making recommendations to the City Manager and City Council. During this
time, Mr. Jahns was primarily responsible for the preparation and adminis-
tration of the Fort Worth Police Department budget. He was also responsi-
ble for conducting various police oriented research projects including:
a comprehensive police time utilization study, a reorganization of the
police offense reporting system, and a cost benefit analysis regarding the
deployment of police vehicles. While with Fort Worth, Mr. Jahns also
served in the business office of the Public Library and as a Housing
Specialist in the Neighborhood Improvement Program.
Mr. Jahns holds a Bachelor's Degree in Public Administration and Economics
and a Master of Public Administration Degree from Texas Christian Univer-
sity.
Professional associations include the American Society for Public Adminis-
tration and the International City Management Association which has honored
Mr. Jahns with selection to its Young Professionals Task Force.
REPRESENTATIVE
MANAGEMENT CONSULTING
ENGAGEMENTS IN THE
CRIMINAL JUSTICE AREA
Fj •
FIRM BACKGROUND
•
Peat, Marwick, Mitchell & Co. is a large and diversified international
public accounting and consulting firm. We have provided management con-
sulting, auditing and tax services to governmental, institutional,
financial, industrial and commercial clients for more than 75 years.
The firm now has approximately 100 offices in the United States, and
approximately 250 offices in the metropolitan centers of the world.
We are well known for our extensive management consulting activities in
the United States and abroad. In addition to our large audit and tax
staff, approximately 800 professional personnel devote full time to
management consulting in the United States. These consultants serve an
important array of governmental clients as well as non- profit and commer-
cial organizations.
We have found we can best serve the needs of our clients through staff
personnel who concentrate their efforts in providing services especially
tailored to the needs of specific industries and segments of the economy.
One area which has been given such attention by our firm is that of law
enforcement.
Law enforcement problems arise from a broad spectrum of quite diverse
activities, and are developing at an ever increasing pace. The necessity
for using specialized assistance in applying the most modern management
techniques to police, prosecution, courts and correctional operations
has become more and more apparent as an increasing proportion of the tax-
payers' income is being expended by federal, state and local law enforce-
ment agencies.
SPECIFIC QUALIFICATIONS
The following engagements are representative of our experience in providing
management consulting services to criminal justice planning agencies, police
and sheriff departments, courts and prosecution offices, correctional insti-
tutions, and other law enforcement agencies.
CRIMINAL JUSTICE PLANNING
Our management consulting experience in the criminal justice field includes
many engagements concerned with the basic planning process. We have assisted
states, regional councils of governments, counties, and cities in their crim-
inal justice planning process and have also conducted training seminars to
follow up preparation of actual plans. The following engagements are repre-
sentative of our experience.
. National Advisory Commission on Criminal Justice Standards and Goals
Created in 1971, this Commission was tasked to provide a ten year
blueprint for the attack on crime. It has just completed the develop-
ment of nearly 400 standards touching on all functions of the state
and local criminal justice system — police, courts, corrections, and
community crime prevention. Many of the standards are far - reaching
and innovative. Others codify some presently generally accepted
practices.
For the Commission's Executive Director, PMM&Co. has provided advice
and technical assistance since January, 1972. This assistance has
embraced both management of the Commission's efforts (over 300 people
involved) and substantive technical contributions.
In the management area, PMM&Co. developed an organizational plan
for the staff, personnel qualifications, and activity network, a
series of management and technical policy guides, and schedules.
The firm also provided management support to two of the task forces -
courts and community crime prevention. A methodology was developed
to facilitate a logical and hierarchial meshing of standards and
goals.
r In the technical area, PMM&Co. designed, coordinated, and analyzed
the output of two surveys: one dealing with establishing crime
priorities and the other dealing with criminal justice functions
and activity priorities.
�i
I
-2-
PMM&Co. has also borne the major burden of preparing that
section of the Commission report dealing with implementation
and 'evaluation strategies. The section includes recommendations
to state and local governments on activities they should under-
take, schedules for implementing standards, responsibility
assessments, guidelines on costs, and recommendations for
system integration. PMM&Co.'s report assesses the impact on
crime for each standard, and the degree of difficulty to be
expected in implementing each standard. It also contains a
model for each jurisdiction to follow in establishing priorities
and in initiating legislative action where required.
. Law Enforcement Assistance Administration, Washington, D.C.
PMM&Co. has been engaged to again organize and conduct two
conferences in organized crime following three very successful
conferences in 1972. The training conferences in 1972,
for state and local law enforcement officials, were attended
by 500 to 600 investigators and prosecutors at various
levels of government. The training program covers the basic
elements of organized crime activities, the effects of organized
crime on society, and methods of overcoming public apathy towards
organized crime. Attendees are also instructed in specific
techniques for fighting organized crime, including the use of
various prosecutional approaches, investigative methods, corrup-
tion control, and internal security systems. In developing the
training conference format, we performed the necessary research
including interviews with law enforcement officials at federal,
state and local levels of government-to determine training con-
ference needs regarding content, instruction method, and resource
personnel requirements. We also assisted in the engagement of
law enforcement experts to serve as instructors.,
. Kentucky Crime Commission, Frankfort, Kentucky
•
PMM&Co. surveyed the manpower requirements of Kentucky law enforce -
ment and correctional agencies for the Kentucky state criminal
-� justice planning agency. The engagement included a projection of
the numbers of law enforcement and correctional personnel to be
ps, needed in the future, together with a recommendation as to the
b -; types and levels of education and training required to provide the
capabilities required in these fields. The engagement required
try, extensive interviews with personnel in the field, and resulted in
k the publication of a report which will form part of a master plan
for the education and training of criminal justice personnel in
.,� Kentucky.
�,•tr�
14
. �
-3
City and County of Dallas, Texas Impact Program
PMM&Co, assisted the Dallas Metropolitan Area Criminal Justice
Council in preparing its initial plans for participation in the
national IMPACT program. The plan was required by LEAH as a
prerequisite for receiving some $20 million over a five -year
period to fight stranger -to- stranger crime and burglary in the
Dallas area. Dallas was one of eight metropolitan areas ori-
ginally chosen by LEAA for this pilot demonstration project.
California Council on Criminal Justice
}
PMM&Co. developed a training program and planning manual to
meet the needs of criminal justice planners in California.
r
The primary goals of this project were:
1. to assist the California Council on Criminal Justice
in improving the planning process related to the prep-
aration of California's Comprehensive Plan for Criminal
Justice;
2. to develop and conduct a concentrated training program
'
for members of the Regional Advisory Boards and Task
Forces; and
3. to develop and publish a planning guide for use by
regional personnel.
University of Colorado
PMM&Co. recently completed a study for the University of Colorado
(the Technical Assistance grantee in HEW Region VIII) to assist
in determining the progress and status of the juvenile delinquency
planning grants for three state - designated agencies within Region
VIII. This project included a two -day presentation by PMM &Co, to
five state agencies and other representatives of HEW on juvenile
delinquency planning. The review also entailed:
- on -site visits to state planning offices with juvenile
delinquency programs;
- preparation of reports on the present status of Title I
.w planning projects; and
- summary reports to the management of the regional offices
and oral and written reports to the individual states on
-� the results of the study.
9
•
_w
. State of Alaska
PMM&Co. developed Alaska's initial action program for FY 1969
under the Crime Control and Safe Streets Act. The first phase
of this effort included the development of a single -year program
plan and an examination of the requirements and feasibility of
introducing a uniform system for the collection and analysis
of crime information. The second phase was concerned with inte-
grating the State's juvenile delinquency activities into the
overall law enforcement plan, and examining the long -range pro-
gram implications of both the crime control and juvenile delin-
quency control acts.
. U S. Department of Health Education and Welfare
PMM&Co. recently completed a brochure on principles of planning
for the Office of Youth Development and Delinquency Prevention
Administration (YDDPA), DREW. The purpose of this brochure was
to provide some general guidelines to individuals interested in
formulating plans to achieve the objectives of the Juvenile
Delinquency Prevention and Control Act of 1968 at the local,
regional and state levels. The brochure will be distributed to
state and local agencies by YDDPA.
State of Rhode Island
PMM&Co. developed the initial plan for Rhode Island's law enforce-
ment planning agency. The plan concentrated on the activities to
be completed during the development of a comprehensive law enforce-
ment plan. In addition to the plan, included as part of the State's
application for planning funds, PMM&Co. developed.a study guideline
intended for use by planning task groups.
. State of Texas
PMM&Co. has assisted four Councils of Governments in Texas in the
preparation of their comprehensive law enforcement plans in the
past four years. The plans included analysis of the crime prob-
lem and the needs of the law enforcement system at the local level.
Recommendations were divided into programs requiring local action,
programs- requiring regional cooperation through the Councils of
Governments, and programs requiring State and /or legislative action
to be implemented.
d
0
'. TWO OR MORE ELEMENTS
Our management consulting experience has involved two or more elements of
the criminal justice process on several occasions. The engagements below
detail work which we have done to try to bring better coordination between
various elements of the total spectrum.
Nortex Regional Planning Commission, Wichita Falls, Texas
PMM&Co, completed an engagement for Nortex Regional Planning
I. Commission which analyzed and developed recommendations for
changes in the judicial process to optimize use of personnel,
facilities and equipment. Analysis and evaluation of the process
was conducted from the point of arrest to the point of conviction/
appeal. Organizations included in the study included law enforce-
ment agencies, prosecution, clerk's offices, state and local
courts, and local corrections agencies.
Wayne County (Detroit) Juvenile Court
PMM&Co. was engaged for the first phase of a major study of Wayne
County's Juvenile detention and rehabilitation programs and all
Juvenile court facilities. A system -wide analysis was made of
problems involved in the flow of individuals through the system,
examination of needs for all Court services, facility needs,
coordination with nondelinquent health and social services, need
and feasibility for a residential rehabilitation facility for
short -term training programs, staffing needs, and financial plans
to carrying out programs and construction.
Ark -Tex Council of Governments, Texarkana, Texas
PMM&Co. recently conducted an engagement with the Ark -Tex COG
which analyzed and evaluated the prosecution processes in the
nine - county East Texas region. The study included a review of
organization and procedures in prosecutors' offices, court
clerks, probation offices, and state and local courts.
City of Mineral Wells and Palo Pinto County, Texas
The firm has just completed a consolidation feasibility study
for the two local entities which recommended functional consol-
idation of the City of Mineral Wells Police Department and the
Palo Pinto County Sheriff's Department in communication, records,
and operation of a jail facility. The study also recommended
several secondary areas of consolidation. The two units of govern-
ment are in the initial stages of carrying out the firm's recommen-
dations.
. East Texas Council of Governments
The firm conducted a juvenile justice system study for the four-
teen- county area covered by ETCOG. The study included a survey
and recommendations for improved juvenile procedures in the law
enforcement area, the juvenile court area, and the function of
the juvenile probation officer.
-7-
POLICE AND
rm SHERIFF DEPARTMENTS
V Our management consulting services to police and sheriff departments have
included management audits, organization and staffing studies, systems and
procedures reviews, automated information systems, manual record - keeping
systems, accounting systems, and education and training needs. The follow-
ing engagements are illustrative of our experience.
St. Louis Metropolitan Police Department, Missouri
PMM&Co. assisted the Police Department in developing a means to
analyze and control civilian salary costs through a study of
organization, methods and procedures, and clerical work scheduling.
As part of the organization and systems review, we identified
functions being performed which were of questionable value; identi-
fied opportunities for achieving savings by combining organizational
units; determined whether duties performed in one division could be
accomplished more effectively in another; and determined the level
within the organization where certain functions could be performed
most efficiently. In addition, we evaluated information systems
and clerical procedures in order to. determine modifications that
would reduce civilian staffing requirements and /or improve quality
or control of internal information.
. Will County Law Enforcement Commission, Illinois - t
PMM&Co. recently performed police management studies of the
municipal police departments in Will County and the Will County
Sheriff's Department. We reviewed and made recommendations in
the following areas: information systems, organizational struc-
ture, administrative and management procedures, allocation and
utilization of manpower, personnel management, operational pro-
cedures, communications, records management, service functions,
physical plant, supplies, and equipment.
Puerto Rico Police Department
PMM&Co. recently developed a revised curriculum for the Police
Academy in response to the public's image of "what makes a good
policeman." Our recommendations were based on a survey we con-
ducted, utilizing questionnaires, to define public opinion.
Curriculum revisions were designed to cake the police more
responsive to public needs.
-8
Province of Quebec, Canada
PMM&Co. recommended the establishment of a criminal information
data bank accessible to all police forces in the Province of
Quebec. Implementation programs were defined, including the re-
quired participation at all levels of several government depart-
ments. The roles and relationships of the various provincial
and municipal governmental bodies were identified. Technical
considerations did not include the selection of a specific com-
puter, but identified key criteria to be considered in the EDP
and real -time communication system. Implementation costs and
probable timetables were included.
St. Louis Police Department
PMM&Co. described and recommended the implementation of a
Management Control and Reporting System for the St. Louis
Metropolitan Police Department. The system is designed to
help the department:
- measure performance;
- improve operation efficiency;
- serve as a base for developing service charge rates;
- provide a basis for conducting comparative cost analyses
of alternative support systems.
In performing this engagement, PMM&Co. analyzed the financial
management needs of the department, particularly regarding develop-
ment and utilization of cost accounting information. Operating
unit commanders were actively engaged in developing the specifica-
tions for a useful and economical system.
San Jose Police Department, California
PMM&Co. studied the Police Department in order to develop the
most effective and simple records system. The new system was
designed to reduce the record - keeping burden on police in the
field and in the office, thus effectively increasing the time
devoted to other police duties.
0 r •
-9-
Baton Rouge, Louisiana
k
PMM&Co. performed a comprehensive study of the organization, manage-
r meat and financial systems for the consolidated City of Baton Rouge
j and Parish of East Baton Rouge governments. Included in the study
is an in -depth review, analysis, and evaluation of the law enforce -
ment administrative and operating functions. The specific objectives
of this.phase were to provide:
- an effective administration program;
- an integrated reporting system; and
- efficient utilization of manpower, equipment, and facilities.
State of Illinois Board of Higher Education
This engagement was conducted for the State of Illinois Board of
Higher Education and consisted of surveying police educational and
training needs as expressed by selected Municipal Police Depart-
ments in Illinois. The purpose is three -fold.
1. Obtaining information concerning the education require-
ments and needs of personnel employed by the Municipal
Police Departments of Illinois.
C
j; 2. To provide the staff of the Illinois Board of Higher
Education with meaningful and accurate selective data
analyzed and evaluated concerning the educational needs
of Municipal Police Departments which may be used as a
`y basis for the development of higher education programs
in the field of police education.
3. To conduct a sampling of selected Municipal Police Depart-
ments to determine current educational levels of their
employees and to ascertain immediate and future educational
needs of these selected law enforcement agencies.
. East St. Louis Police Department
This engagement included a review and priority recommendations in
the following areas:
- Administrative and management procedures
- Financial management and budgeting procedures
- Personnel management
- Purchasing and inventory control
- Records management.
The firm is now engaged in assisting the Police Chief and Division
Commanders in implementing the recommendations.
-10-
. City of Hurst, Texas
This suburban city of 30,000 employed Mmo. to conduct a manage-
ment and operational study of the Police Department. The study
examined Departmental organization, administration, operations,
support activities and all aspects of police management. The City
Council has recently appropriated over $80,000 to implement re-
commendations contained in the study. The contract specifically
called for implementation assistance and an evaluation of the pro-
ject at the end of the grant period.
Texas Criminal Justice Council, Austin Texas
PMM&Co. has begun an engagement to survey the approximately one
dozen law enforcement retirement and pension plans in the State
of Texas including three statewide systems and several individual
city systems. The survey will identify principal characteristics
and features of each system preparatory to beginning consideration
of the feasibility of a system or systems which would provide trans-
�j
ferability of credits for police work in more than one jurisdiction.
_J
City of Garland, Texas
f ;.
The firm is presently engaged in a police management study for
this North Texas city of 100,000. The study is examining all
administrative and operational aspects of the department. The
department already makes extensive use of computers and many
modern management techniques - the report will build these
on
capabilities and project police services for the next five years
in this industrialized suburban city adjacent to Dallas.
Our management consulting services to courts and prosecution offices have
included automated information and calendaring systems, management audits,
systems and procedures reviews, and training seminars. The following en-
gagements are representative of our experience.
Office of Crime Analysis, Washington, D. C.
PMM&Co. assisted the Office of Crime Analysis in the design and
implementation of a computer -based system for the U. S. Attorney's
Office in Washington, D. C., which will aid in the prosecution of
criminal cases. The system identifies problems to be resolved in
cases awaiting trial, ranks in order of priority the cases sche-
duled for trial on a given day so that the prosecutor can allocate
resources properly, and notifies the principals in the cases of
the time and date of trial. In addition, the system enables the
U. S. Attorney's Office to develop profiles on the types of
criminal offenses and defendants and to analyze the manner in
which the charges are disposed of in the criminal justice system.
The basic computer system became operational January 1, 1971.
Improvements are being implemented on an ongoing basis.
Criminal Justice Office Texas
PMM&Co. recently performed a management study of 15 selected
District and County Attorneys in Texas ranging from the largest
prosecution offices (e.g., Houston, Dallas) to the smallest.
We analyzed and provided recommendations for improvements in
the areas of systems and procedures, staffing,-compensation,
and facilities and equipment.
United States Attorney's Office, Washington, D. C.
PMM&Co. developed improved case processing techniques and adminis-
trative procedures. We performed analysis in the following areas:
processing felony cases until a grand jury indictment is returned
for both the District Court and the newly organized Superior Court;
processing misdemeanor cases for the Superior Court to reduce the
rate of dismissals for want of prosecution, (DWP's) and Nolles;
and general administrative procedures and organizational realign-
ment for the overall office.
�-
-11-
4'
COURTS AND
` PROSECUTION OFFICES
Our management consulting services to courts and prosecution offices have
included automated information and calendaring systems, management audits,
systems and procedures reviews, and training seminars. The following en-
gagements are representative of our experience.
Office of Crime Analysis, Washington, D. C.
PMM&Co. assisted the Office of Crime Analysis in the design and
implementation of a computer -based system for the U. S. Attorney's
Office in Washington, D. C., which will aid in the prosecution of
criminal cases. The system identifies problems to be resolved in
cases awaiting trial, ranks in order of priority the cases sche-
duled for trial on a given day so that the prosecutor can allocate
resources properly, and notifies the principals in the cases of
the time and date of trial. In addition, the system enables the
U. S. Attorney's Office to develop profiles on the types of
criminal offenses and defendants and to analyze the manner in
which the charges are disposed of in the criminal justice system.
The basic computer system became operational January 1, 1971.
Improvements are being implemented on an ongoing basis.
Criminal Justice Office Texas
PMM&Co. recently performed a management study of 15 selected
District and County Attorneys in Texas ranging from the largest
prosecution offices (e.g., Houston, Dallas) to the smallest.
We analyzed and provided recommendations for improvements in
the areas of systems and procedures, staffing,-compensation,
and facilities and equipment.
United States Attorney's Office, Washington, D. C.
PMM&Co. developed improved case processing techniques and adminis-
trative procedures. We performed analysis in the following areas:
processing felony cases until a grand jury indictment is returned
for both the District Court and the newly organized Superior Court;
processing misdemeanor cases for the Superior Court to reduce the
rate of dismissals for want of prosecution, (DWP's) and Nolles;
and general administrative procedures and organizational realign-
ment for the overall office.
-12-
Office of the Corporation Counsel Washington, D. C.
PMM&Co. recently performed a systems and procedure review to make
recommendations aimed at increasing the efficiency of case pro=
ceasing. The Corporation Counsel is responsible for prosecuting
cases involving traffic violations, public disorders, and infrac-
tions of the environmental controls legislation within the city
of Washington, D. C.
U. S. Department of Transportation
PMM&Co. has been retained by the National Highway-Traffic Safety
Agency of the Department of Transportation to develop a technical
and instructional approach for nationwide training of traffic
court judges. The objective is to provide judges with information
and methods that will assist them in making maximum contribution
to traffic safety while dispensing justice, including
- developing respect for the law among those brought
before the court;
- establishing clear connection with traffic safety
objectives, using quasi- punitive measures such as
traffic schools for offenders;
- interaction of the court with the other elements of
the Traffic Safety System; such as police traffic
divisions, departments of motor vehicles, etc.
- effect of publicity concerning judicial attitudes
upon public regard for traffic safety laws.
Specifically, PMM&Co.'s engagement includes:
- analysis of the needs, expressed by various types
of people active in traffic safety and judicial
fields, for training in the safety aspects of the
traffic case disposition process;
- development of a curriculum specification based
on the needs analysis; and
- design and development of the specific curriculum
package, including survey and incorporation of
applicable existing materials.
•
-13-
The resulting curriculum will be used to provide orientation and
training in all states to members of the judiciary and administra-
tors who process or hear traffic cases.
. Commonwealth of Virginia
PMM&Co. was engaged to conduct a study of the traffic court opera-
tions in the Commonwealth of Virginia in relation to their impact
on highway safety and, during the study, to determine the degree
of conformance with the National Highway Safety Standards dealing
with operation of the traffic courts (Volume 7, National Highway
Safety Program Manual). This study was constituted under Virginia's
comprehensive Highway Safety Program Plan and was funded by a grant
from the National Highway Safety Bureau.
The study included a series of interviews in which several repre-
sentative courts were visited and judges interviewed to obtain an
understanding of their administrative procedures and a feeling for
their problems in adjudicating the traffic laws of the Commonwealth.
Interviews were also held with representatives of the Supreme
Judicial Court, the State Police, the Department of Motor Vehicles,
the Justice of the Peace Association, and the Attorney General of
the Commonwealth.
The results of these interviews were analyzed in a systems analysis
framework to identify areas where specific recommendations for im-
provements could be made, as well as areas where further study
might be required
St. Clair County, Illinois, Court Clerk
PMM&Co. was engaged to perform an operations analysis of the office
of the Circuit Court Clerk. We developed forms, instructions, and
procedures for all functions, of which the more important were,
- trial dockets;
- case records;
- judgements and executions;
- control of bails;
- fines and fees; and
- microfilming court records.
. Harris County, Texas, District Attorney's Office
The firm conducted an administrative systems study of the Harris
County District Attorney's Office, the largest prosecutors' office
in the State of Texas with almost one hundred professional staff.
This study provided an operating manual for the Office which is
. Texas Criminal Justice Council, Austin, Texas
The firm prepared a procedure manual for use by county and
district clerks throughout the State of Texas. The manual in-
cludes both civil and criminal procedures with emphasis on the
latter. Procedures in the handling of misdemeanor cases
(county clerks) and felony cases (district clerks) are spelled
out in detail with appropriate statutory and other references
footnoted to assist the new or veteran clerk in performing his
duties.
-14-
optimizing the handling of the more than 40,000 felony
and
misdeameanor cases which flow through this Office each
year
'M
and also providing a_control system for monitoring the
work
of the Assistant District Attorneys on the staff of that Office.
. Texas Criminal Justice Council, Austin, Texas
The firm prepared a procedure manual for use by county and
district clerks throughout the State of Texas. The manual in-
cludes both civil and criminal procedures with emphasis on the
latter. Procedures in the handling of misdemeanor cases
(county clerks) and felony cases (district clerks) are spelled
out in detail with appropriate statutory and other references
footnoted to assist the new or veteran clerk in performing his
duties.
-is-
CORRECTIONAL
DEPARTMENTS AND OFFICES
Our management consulting services to correctional institutions have included
organization and management reviews, marketing studies, and accounting systems.
The following engagements are illustrative of our experience.
Illinois Department of Corrections
PMM&Co. conducted a job survey for the Illinois Department of
Corrections in order to define types of skills in demand and gen-
eral employment conditions in various areas and cities throughout
the state. The survey recommended locations for the establishment
of new community -based work - release centers and developed a target
list of key employers which could provide a network of re -entry
channels for departing inmates.
PMM&Co. developed a sound -on -slide presentation of work - release
concepts to be used for obtaining job pledges from key employers.
The show has also been used for generating community acceptance
of work - release centers, for acquainting government and civic
groups with work - release concepts, and for the training of correc-
tions personnel. Job developers were also shown how to obtain
appointments with top executives of major employers and how to
make effective presentations.
PMM&Co, conducted an extensive survey of work - release projects
currently in operation throughout the nation. Data were collected
from Federal, state and county facilities which had on -going work -
release programs. Survey data were used to develop a blue -print
model for states which had not as yet initiated such programs.
The model, presented in a proposal to the State of Missouri, in-
cluded a step -by -step action program for implementation.
Illinois Department of Corrections
PMM&Co. assisted the Illinois Department of Corrections to
coordinate the efforts of various Federal, State, local and
voluntary agencies involved in procuring jobs for inmates.
The objective is the development of a single unified plan for
generating approximately 1,000 jobs per year.
Federal Prison Industries, Inc.
Under contract to the Federal Prison Industries, Inc. (FPI),
PMM&Co. performed a management study and analysis of FPI's Atlanta
-16-
(Georgia) Textile and Mattress operations. The study consisted
primarily of an in -depth review of the overall FPI organization
and operations, the establishment of proper functional responsi-
bilities, and the evaluation of management coordination.
The engagement was performed through (1) an organization and
functional analysis to:
- document the organizational missions and responsibilities
and the delegation of authority and accountability;
- identify the management functions performed and the
effectiveness of each; and
- establish the limits of performance of organizational
functions by determining organizational interface,
interrelationships, and information interdependencies;
and (2) a decision analysis to develop a profile of management
decision- making. This second step included the construction of
an analytical model to represent the textile organization by
dominant type of management functions, to establish the "ideal"
division of management decision authority and the procedural and
organizational interrelationships within and between functions
and between line and staff organizations. The existing manage-
ment organization and procedures were then analyzed against the
"ideal" structure of the model and recommendations for improve-
ment were developed.
FPI is currently implementing several of PMM&Co.'s recommendations
related to this study, including restructuring of the total Atlanta
management operation to broaden the management base, re- emphasize
corporate objectives and better communicate these objectives to
all levels of management.
. Federal Prison Industries, Inc.
Peat, Marwick, Mitchell & Co. was engaged by Federal Prison
Industries, Inc. (FPI) to undertake a study to identify new and
complementary products and services, subject to constraints, that
will rehabilitate inmates in skills that are in demand by the
labor market.
Based on techniques formulated and utilized during the study,
PMM&Co, developed a methodology for coordinating the selection
of products and services with skill demands. A methodology was
also developed for future use by FPI personnel to evaluate and
upgrade, on a continual basis, the skill development opportuni-
ties for inmates participating in the FPI program
•
-17
As a result of this study, FPI has now embarked on a review of
these aspects of its operations and is drawing upon the recom-
mendations of the report.
State of Missouri
PMM&Co. was engaged by the State of Missouri to perform a pilot
project for the design, testing, and implementation of a manage-
ment- oriented program budgeting system for the State. The State
Department of Corrections was selected as the pilot test agency
for the system. During the course of the engagement, PMM&Co.
performed a complete analysis of the Department's programs, de-
fined its program structure, established related objectives and
measurement criteria, and assisted in the preparation of its
first program budget.
Mississippi State Penitentiary
PMM&Co. reviewed the organization, accounting system, internal
controls and management reports of the Mississippi State
Penitentiary. Improvements were recommended and implemented in
all areas of the study which led to: (1) the establishment of
an organization with clearly defined functional responsibilities;
(2) the establishment of an accounting system that provides timely
and useful information; and (3) improved control over operations
made possible by the availability of information required by
management to make day -to -day operational decisions.
Arkansas State Penitentiary
PMMS,Co. developed improved record- keeping, accounting, and
reporting procedures for the State Prison System. The recom-
mended improvements were designed to provide financial data
for effective management and control of the Prison System and
to insure compliance with the reporting and budgetary require-
ments of the State of Arkansas. The recommended improvements
provide accountability for revenues and expenditures and the
generation of financial data reports that may be effectively
used in decisions concerning the Prison System
. Cook County (Illinois) Jail
In conjunction with Dr. Carl Meninger, the John Howard Association
and others, PMM&Co. developed a comprehensive plan for establishing
rehabilitation programs for the Cook County Jail. The plan specified
-1s-
manpower requirements, operating expenses, and organizational
relationships. It also proposed specific goal - setting tasks for
those who would be hired to develop inside skills training pro-
grams and those charged with the responsibility of developing
jobs.
y_i
Corpus Christi, Texas
/31-41 day of /r�dv 19_ 3
TO THE MEMBERS OF THE CITY COUNCIL
Corpus Christi, Texas
For the reasons set forth in the emergency clause of the foregoing
ordinance, a public emergency and imperative necessity exist for the suspen-
sion of the Charter rule or requirement that no ordinance or resolution shall
be passed finally on the date it is introduced, and that such ordinance or
resolution shall be read at three meetings of the City Council; I, therefore,
request that you suspend said Charter rule or requirement and pass this ordi-
nance finally on the date it is introduced, or at the present meeting of the
City Council.
Respectfully,
MAYOR
THE CITY OF CORPUS CHRISTI, TEXAS
The Charter rule was suspended by the following vote:
Jason Luby
James T. Acuff
Rev. Harold T. Branch
Thomas V. Gonzales
Ricardo Gonzalez C
Gabe Lozano, Sr.
J. Howard Stark
The above ordinance was passed by the following vote:
Jason Luby�[.r
James T. Acuff �U7/
Rev. Harold T. Branch
Thomas V. Gonzales
Ricardo Gonzalez
Gabe Lozano, Sr.
J. Howard Stark Q-CA