R-99-03-25-10A1 - 3/25/1999December 4
• Confidential
• Consolidated Working Papers
• Copy l of 5
Operational Review
Round Rock Police Department
•
•
L
• Review Process
• Findings
• Reconupendations
• Conclu$ion
• Next Stps
CONTENTS
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• • • • • • • •
REVIEW PROCESS
rojict Scgpe set with City Administration and Police Chief
4...to' assess 'ileadership and organization of the Police Department and recommend
djustments'to meet the challenges of Round Rock's growth and changing
emographi,s ..."
Chief announced retirement that further focused project as: "...direction for new
hief..."
et with Police Chief to Define and Schedule Project Activities
onductec, On -Site Data Gathering and Interviews
6 Indivi Captain Interviews
4 Focus Groups
Lieutenants
Se r eants
Patrol
Administration
onsolidatd Data
ubmitted'Management Letter Report to City Administrator
• • • • •
•
•
•
FINDINGS MAIN MESSAGE
A leadership breakdown in the Police
epartment is limiting the Department's
ity to focus police activity on the emerging
needs of the community,
• • • • • •
•
FINDINGS PERFORMANCE OVERVIEW
The Poliee',!Department's external indicators of performance all
appear to be excellent. Examples:
High ae+eptance in the community
r Below state average on "staff:population" ratio
Level or improving measures of crinjie rates
Ftom t e clients perspective, the Police Department appears to be
Itt
doing a good job.
ur concern is the decay of leader$hip which may inhibit the
epartmet in meeting emerging police needs.
T I
his concein calls into question the validity of external measures:
Is the positive community acceptance caused by a few programs?
Is the job less intense than comparative groups?
Is law eiforcement relatively easy in Round Rock?
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• • • •
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FINDINGS CHIEF & CAPTAINS
The decay in leadership starts at the top.
All members of this group agree that they cannot get along.
— Theil, squabbling is well known throughout the Department.
Neither the Chief nor the captains' group have been able to
effectively articulate a vision that captures the
Department's future and engages its management and staff.
The result is a police department without focus where
people ;eel under stress and blame lack of resources for the
stress.
7
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FINDINGS CHIEF & CAPTAINS
What is the root cause of this group's inability to lead?
: It has lost the right to lead. Leadership is based on trust that emanates
from personal integrity. Too many incidents related to this group have
eroded personal integrity. Whether factually accurate or not, myths and
legends have been created that strip the group of its ability to lead
What bas caused this?
The Police Department was small and internal rules were created and
acCepte4 within "the family," There has been a code that accepted loose
personali behavior and favoritism in work matters such as promotions.
Now the4 family is extended and those on the periphery of power see and
resent giestionable behavior and double standards
• •
• •
• •
8
CHIEF & CAPTAINS
ORGANIZATIONAL STRUCTURE
• The organizational structure is a direct outgrowth of the
code of favoritism.
• There i$ little logic to the structure beyond the desire to get
some extra status and pay to some friends.
- This reality is well known within the Department and future abuses
are secured by the policy that lets the Chief hand pick captains.
• Although most did not agree on structural changes, there
was common support to take the captain title away from
the administrative job:
— As evidence of just how petty the squabbling has become, removal
of a title from a senior colleague is viewed as a victory.
• • •
9
FINDINGS LIEUTENANTS & SERGEANTS
This grc p is in the middle.
It gets ni consistent vision or direction from the top but is
su o,sei troops.
to provide focus to the trop
pp P p
Niot surisingly, this group is not doing an effective job of two -
way communication between the troops and the top.
Often, the attitude of the group seems to be perfunctory and
cynical.
...h " n't ask why, just do it..."
— "...N sense asking a question, you won't get an answer..."
• There are also some structural issues with this group:
— More captains than lieutenants
- One s{�rgeant in patrol
— Traffic resources matrixed to a sergeant
Putting forward a slate of new sergeants without posting
• •
10
FINDINGS PATROL & ADMINISTRATION
s usual, all of the inadequacies of management have the biggest impact on the
ontllne.
This group feels under stress and sees the answer to its problems as "...more
resources, .." Yet stress is also caused by other factors:
— Lack of focus
— Poor vvork processes (lack of integrated technology)
—, Unnecessary activities (false alarm calls, multiple car responses)
Ill fo nded policies (refreshments while on duty)
- Poor esource allocation practices (changing territory, responding & not solving)
•' This gro also feels under attack and has created its own job insecurity myth
around th0 "...right to work..."
- ".,.The city manager said so..."
—I, "..,They've gotten rid of others they didn't like..."
"...thO, redress process is not impartial..."
• CQmnurijcation to this group is so poor that it sees itself as overworked when
the data (e.g. report writing) does not support the perception; and top
management views the group as whiners, while it really just wants to
become iieaningfully engaged.
• • •
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11
1 NEW CHIEF
2
3 QRGA T IZATION STRUCTURE
WORT. PRACTICES
WORK POLICIES
VISION & VALUES
RECOMMENDATIONS
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• • • • • • . •
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RECOMMENDATIONS
1, NEW CiIIEF
The current group of captains has not proven their capability to lead.
Several captains have the potential to develop to Chief; but for the
moment, they carry too much baggage. It is difficult to see the new
Chef c,orping from within
Although the new chief must have police experience, the immediate
role will be:
— To date a vision for the Department that stops the squabbling
anno ` the captains by setting a vision and operating values
T To e trust as the basis for opening up two-way
g p Y
communication
• . • • • •
13
2' VI'SI+ & VALUES
The new Vision has to be set within the context of Round Rock's
growth a d must accommodate competing demands for community
policing, atrol and traffic, and special units. In effect, the vision will
have to focus on one stream and accommodate other priorities to it.
The Department needs a statement of values — what it stands for:
— Busiiess Values — There are three core business values: customer care,
qualiti service, and respect for employees. The Department seems to do
well Here although it may have to enhance "respect for employees."
— Personal Values — This comes down to integrity, trust and personal
behavior. This has been the Department's Achilles' heel. This is where
leadership has broken its bond with the troops. The going forward policy
must'be no tolerance — particularly in the management ranks. The
Depatment needs a nepotism policy that is enforced.
RECOMMENDATIONS
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• • • • • • • •
14
•
RECOMMENDATIONS
3.i ORGANIZATION STRUCTURE
The new 'prganization structure should follow the vision as put forward
by the new Chief. It should follow recognized organization principles
such as tese:
Brad spans of control to reduce management layers and facilitate
counication
Balan e at the level of operating units — that is, reasonable symmetry in
size
The currnt personnel situation means that a new structure cannot be
implemedted immediately without "breaking glass." It is likely that
the new structure will evolve and people can be protected through
"grandfa tiering;" however, it is important to have a structural target.
• • • •
15
3 ORGA fIZATION STRUCTURE (CONTINUED)
There w ll be pressure to create an "Assistant Chief" to download
operattoh.l responsibilities while the Chief looks outward to the City
Administration, Council, and community. Avoid setting up this
position. The Chief's biggest immediate challenge is internal — do
not place .a barrier between the Chief and the organization. It is critical
tlat the new Chief evaluates, coaches, and develops the management
talent.
RECOMMENDATIONS
There are also some promotional actions in the pipeline: Assistant
Chief and reclassifications to sergeant. These should be put on hold.
There should be no management level transactions until the new Chief
formulateis a vision and defines the supporting structure.
• • • • • • • •
16
PRELIMINARY RECOMMENDATIONS
4 WORK PRACTICES
Do not accede to requests for resource increases without a thorough
evaluation of work processes and practices. Here are some tips:
Work Processes — Establish work teams to eliminate low value work
and to create efficient processes. Some steps are listed below:
• Iddntify high volume activities and find ways to eliminate those that do not
provide value:
- Is the output used?
- Will broader risk eliminate work?
- Is a needless control or policy generating work?
- Are some situations over serviced?
— Are root causes being solved?
• • • • • • • •
17
•
RECOMMENDATIONS
4. WORK rRACTICES (CONTINUED)
Technology — Invest in integrated technologies to create resource savings
and efficiencies. It is a core improvement strategy. Do not wait for the
perfect solution — often investing in a small work around, such as new
softw4r.'e, can produce large benefits. Study processes and design efficient
ones before automating them.
* This presents a large opportunity for improvement. There seems to be a lot of
no , -value added or duplicate data capture.
• • • • • • • •
18
5. WORK POLICIES
RECOMMENDATIONS
There are several policy issues that should be addressed:
Captain Selection
The Chief should not have sole discretion in choosing the captains'
team. There is no logic for this policy. Of all positions the captain
selections should be open to scrutiny from areas such as City HR and
an extern.l hiring council.
•
• •
19
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•
•
RECOMMENDATIONS
5. WORK 'POLICIES (CONTINUED)
Reclassifications
Reclassif.pations, when legitimate, are a useful management tool.
When us0 to distort the pay system, they become a source of
cynicism;' Reclassification should be a tool of last resort in the
Departmdnt and should be bureaucratized with strong controls, such as
City HR involvement and authorization. If pay for exceptional
performance is an issue, then the City should design an incentive
program,
• • • • • • •
20
•
RECOMMENDATIONS
5. WORK POLICIES (CONTINUED)
At Will
Texas is an "at will" state: however, "at will" has not been used to
dismiss people in the Police Department. As a practice, the Department
uses a progressive discipline process. By highlighting "at will," the
Department is receiving nothing but negative impacts.
Redress Process
The redress process should be opened up to objective input. At the
moment, 'he process is closed — issues progress up the line of
command. The complainant does not get an impartial hearing. The
process does not encourage resolution of workplace issues. Use redress
teams, possibly chaired by City HR.
0 • • •
W
21
•
RECOMMENDATIONS
5. WORK'FpLICIES (CONTINUED)
Policy Mnua1
The policy manual and standard operating procedures should be
simplified and made consistent. Policies and procedures should be
reviewed for relevance, their impact or work, and their affect on
employee morale.
•
•
CONCLUSION
• The Police Department is not in cardiac arrest. It is
meeting its main mission, which is to serve the community.
• A few focused adjustments will get the Department back
on track, The retirement of the current Chief will facilitate
implementing the needed changes.
22
•
W atson Wyatt
Worldwide
February 19, 1999
Ms. Joanne Land
Assistant City Manager
City of Round Rock
221 E. Main
Round Rock, TX 78664
Dear Joanne:
Watson Wyatt & Company
Suite 2400
2121 San Jacinto Street
Dallas, TX 75201 -2772
Telephone 214 978 3400
Fax 214 978 3650
Subject: Police Department Management Audit
We are looking forward to the opportunity to meet and work with the new Chief of Police, Mr.
Paul Conner. The purpose of this letter is to summarize the work that has been conducted to
date with respect to the Police Department, and to provide an overview of the work we
recommend be completed with Paul's involvement.
Completed Project Steps
The project steps completed thus far are as follows:
• Scoping and planning with the City
• Individual interviews with the chief and the captains
• Five focus groups interviews with other department employees
• Professional assessment of key findings to include issue clarification and
recommendations
• Informal overview presentation of initial findings with City management
• Management letter
• Project results feedback meeting with Captains
• Birkman assessments and individual feedback sessions for captains
• Birkman team feedback session with captains
For the above steps, we have billed fees of $47,800 plus expenses and administrative fees.
Ms. Joanne Land
February 19, 1999
Page 2
Outstanding Project Steps
Once Chief Paul Conner has settled in, we will work with him to conclude our work with the
Police Department.
Step One
The first step will be to administer and interpret the Birkman for Paul. After Paul has
completed the Birkman, Sarah Hutchinson will plan to spend one half day on site to
accomplish the following:
1. Interpret Birkman in one -on -one meeting with Paul. (1 -1/2 hours)
2. Share Birlcman team profiles with Paul. (1 hour)
3. Meet with Paul and the five captains to share `updated" team profiles, that is, a team
profile including the new chief. (1 -1/2 hours)
Fees for this step will include meeting preparation.
Step Two
The second step will be for Bud Taylor to meet with Paul in a one -day meeting to do the
following:
1. Review initial findings as presented in the "management letter ".
2. Understand these findings in within the context of Chief Connor's vision of the
Department;
3. Hold a meeting with the Chief and Captains to begin developing a common vision for the
Department.
Remaining Fees
The estimated fees for the remaining project steps are as follows:
Step One - $3,000 — 3,500
Step Two - $4000 — 4,500
The estimated fees above are for professional services only. In addition Watson Wyatt
charges separately for out -of- pocket expenses for travel, special mailing, etc. Lastly, Watson
Wyatt follows the standard practice for our industry and charges an additional Technical and
Administrative Services fee of 5 %. This charge helps to recover our ongoing investment in
technical and administrative services (i.e., computer systems, software, and hardware) that
enable us to work more effectively and efficiently on our clients' behalf.
W
Ms. Joanne Land
February 19, 1999
Page 3
Watson Wyatt bills monthly All invoices are payable on receipt; a monthly fmance charge of
1% will be applied to all invoices remaining unpaid after 30 days.
Summary
Joanne, please let us know if you need any other information.
If you agree with the terms of this letter please execute both originals and retum one signed
copy for our files.
If you agree with the terms of this letter please execute both originals and return one signed
copy for our files.
Sincerely,
Sarah Hutchinson Charles Culpepper
Senior Consultant Mayor
sth
c: Bud Taylor
Mayor
Charles Culpepper
Mayor Pro-tem
Robert SWata
Commit Members
Earl M. Hairston
Rick Street rt
Earl Palmer
Martha Chavez
Jimmy Joseph
City Manager
Rohr/ L. Bennett, Jr.
City Attorney
Stephan L. Sheets
CITY OF ROUND ROCK
April 15, 1999
Ms. Sarah Hutchinson, CCP, SPHR
Watson Wyatt & Company
2121 San Jacinto Street, Suite 2400
Dallas, TX 75201 -2772
Dear b c Zson:
The Round Rock City Council approved Resolution No. R- 99- 03- 25 -10A1
at their regularly scheduled meeting on March 25, 1999. This resolution
approves the agreement for a Police Department Management Audit.
Enclosed is a copy of the resolution and original contract for your files. If
you have any questions, please do not hesitate to call.
Sincerely,
Joanne Land
Assistant City Manager/
City Secretary
Enclosures
Fax: 512 - 218-7097
1- 800 - 735- 2989TDD 1 -800- 735 -2988 Voice
www. ci. pound -rock tx. us
221 East Main Street
Round Rock, Texas 78664
512 - 218-5400
WHEREAS, the City of Round Rock desires to retain
professional services to conduct a Police Department management
audit, and
WHEREAS, Watson Wyatt has submitted an agreement to provide
said services, and
WHEREAS, the City Council desires to enter into said
agreement with Watson Wyatt, Now Therefore
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF ROUND ROCK,
TEXAS,
That the Mayor is hereby authorized and directed to execute on
behalf of the City an agreement with Watson Wyatt, to conduct a
Police Department management audit, a copy of said agreement being
attached hereto and incorporated herein for all purposes.
The City Council hereby finds and declares that written notice
of the date, hour, place and subject of the meeting at which this
Resolution was adopted was posted and that such meeting was open to
the public as required by law at all times during which this
Resolution and the subject matter hereof were discussed, considered
and formally acted upon, all as required by the Open Meetings Act,
Chapter 551, Texas Government Code, as amended, and the Act.
RESOLVED this 25th day of March r99
ATTEST:
ANNE LAND, City Secretary
K:\ WPDOCS \RESOLDTI \R94325AI.WPD /SC9
RESOLUTION NO. R- 99- 03- 25 -10A1
CHARLES CULP PLrRrTayor
City of Round Rock, Texas
W7
Watson Wyatt
Worldwide
February 19, 1999
Ms. Joanne Land
Assistant City Manager
City of Round Rock
221 E. Main
Round Rock, TX 78664
Dear Joanne:
Subject: Police Department Management Audit
We are looking forward to the opportunity to meet and work with the new Chief of Police, Mr.
Paul Conner. The purpose of this letter is to summarize the work that has been conducted to
date with respect to the Police Department, and to provide an overview of the work we
recommend be completed with Paul's involvement.
Completed Project Steps
The project steps completed thus far are as follows:
• Scoping and planning with the City
• Individual interviews with the chief and the captains
• Five focus groups interviews with other department employees
• Professional assessment of key findings to include issue clarification and
recommendations
• Informal overview presentation of initial findings with City management
Telephone 214 978 3400.
Fax 214 978 3650
• Management letter
• Project results feedback meeting with Captains
• Birlunan assessments and individual feedback sessions for captains
• Birkman team feedback session with captains
For the above steps, we have billed fees of $47,800 plus expenses and administrative fees.
Watson Wyatt & Company
Suite 2400
2121 San Jacinto Street
Dallas, TX 75201 2772
Ms. Joanne Land
February 19, 1999
Page 2
Outstanding Project Steps
Once Chief Paul Conner has settled in, we will work with him to conclude our work with the
Police Department.
Step One
The first step will be to administer and interpret the Birkman for Paul. After Paul has
completed the Birkman, Sarah Hutchinson will plan to spend one half day on site to
accomplish the following:
1. Interpret Birkman in one -on -one meeting with Paul. (1 -1/2 hours)
2. Share Birkman team profiles with Paul. (1 hour)
3. Meet with Paul and the five captains to share "updated" team profiles, that is, a team
profile including the new chief. (1 -1/2 hours)
Fees for this step will include meeting preparation.
Step Two
The second step will be for Bud Taylor to meet with Paul in a one -day meeting to do the
following:
1. Review initial findings as presented in the "management letter".
2. Understand these findings in within the context of Chief Connor's vision of the
Department;
3. Hold a meeting with the Chief and Captains to begin developing a common vision for the
Department.
Remaining Fees
The estimated fees for the remaining project steps are as follows:
Step One - $3,000 — 3,500
Step Two - $4000 — 4,500
The estimated fees above are for professional services only. In addition Watson Wyatt
charges separately for out -of- pocket expenses for travel, special mailing, etc. Lastly, Watson
Wyatt follows the standard practice for our industry and charges an additional Technical and
Administrative Services fee of 5 %. This charge helps to recover our ongoing investment in
technical and administrative services (i.e., computer systems, software, and hardware) that
enable us to work more effectively and efficiently on our clients' behalf.
Ms. Joanne Land
February 19, 1999
Page 3
Watson Wyatt bills monthly. All invoices are payable on receipt; a monthly finance charge of
1% will be applied to all invoices remaining unpaid after 30 days.
Summary
Joanne, please let us know if you need any other information.
If you agree with the terms of this letter please execute both originals and return one signed
copy for our files.
If you agree with the terms of this letter please execute both originals and return one signed
copy for our files.
Sincerely,
Sarah Hutchinson Charles Culpepper
Senior Consultant Mayor
sth
c: Bud Taylor
DATE: March 19, 1999
SUBJECT: City Council Meeting — March 25, 1999
ITEM: 10.A.1. Consider a resolution authorizing the Mayor to execute an
agreement with Watson Wyatt & Company for a Police Department
Management Audit. Consider a resolution authorizing the Mayor to
execute an agreement with Watson Wyatt & Company for a Police
Department Management Audit. The Management Audit/Review of
the various City Departments was planned as the next step following
the implementation of the results of the Market Survey completed by
Watson Wyatt in 1997 and the implementation of the Performance
Management Process. The Performance Management Process was
officially implemented during 1998 and the Police Department was
identified as the first department to be reviewed. This resolution
authorizes payment to Watson Wyatt for completed work as well as
authorizes the completion of Step Two of the Process. It is anticipated
that another City Department will be reviewed this year with at least
one other department reviewed in Fiscal 99/2000. Staff Resource
Person: Teresa Bledsoe, Human Resources Director.