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HomeMy WebLinkAbout2015-01-24 PACKET 0840 8:40 AM 2014 OUTCOMES / CONTINUOUS IMPROVEMENT INITIATIVE CITY COUNCIL MISSION Provide excellence in the delivery of public services to community residents, businesses and owners of property. CITY COUIVCIL VISION An accessible community with an appreciation for our environment, trees, hills, ravines, landscapes and river including quality park, green and open space areas A good place to raise a family through its life cycle who are proud of their community ofwell maintained neighborhoods and property To create and maintain a base of strong businesses that complement and engage with the community and providejobs for the City and surrounding area Afiscally responsible, engaged governmentwith well maintained infrastructure, access to quality inter- and intra-community transportation and transit and safe residential and commercial neighborhoods and public spaces COMMUNICATIONS PLAN 3 2014 Notable Projects addressed by the City Council Improvements to Land 1.Leafline Labs LLC *3 months of research on issues/mitigation *3 months of collaboration with applicant toward State registration * purchased 23.87 acres for $1,715,632; sold 21.836 acres for $3,119,331; retained 2.034 acre outlot for storm ponding 2.2014 Pavement Management Project * Impacted 549 homes; total project cost of $2.5 million with minimal disruption th 3.70 and Meadowgrass Signalization *County project but run by City to address myriad community concerns 4.Significant Park System Improvements *Includes Bell Helmet funded West Draw Bike Park *Includes Cedarhurst Meadows concept park *Includes initiating development of Camel’s Hump Park *Includes completion of phase one of Sunnyhill Park *Includes River Oaks Scenic Overlook Grant Program and Improvements *Includes myriad upgrades to River Oaks Golf Course 5.Significant Subdivision/Housing Development *Includes two phases of East Ridge Woods by D.R. Horton *Includes Cayden Glen by Newland/Lennar th *Includes Everwood 4 Addition by Custom One Homes *Includes Oak Cove by Meridian Land *Includes Concept approval of Bothe 302 Lots and Riverstone 383 Lots *Includes Approval of 86 Unit Summerhill Sr Housing Project *Includes Substantial Renovation of HRA Woodlands Apartments 6.Facilitated a number of business additions to the Community *KCR Development agreement resulted in AT&T, Noodles, and Chipotle *Old Thyme Fudge, Goodwill, American Donor, My Dog Spot, American Nursing Institute, Famous Dave’s, G-Will Liquors were new business locations *Kok, Burger King, Taco Bell, Manufacturing Solutions, Target, Hope Glen, John P. Furber Banquet Center, Renewal by Andersen, Aggregate Industries, 61 Marine and Sports remodeled or expanded *Park Place Storage approved in December for 2015 Construction 7.Received Funding Allocation to HERO Center ($1.46 million) *Collaborative with IHCC, Regions, Woodbury, and Cottage Grove 8.Gained approval of SWWD projects and land exchange *SWWD began Clear Channel Project *SWWD Board approved contribution of East Ravine Land to City 9.Initiated Work on several 2015/16 Infrastructure/Facility Projects th *Includes Joint County improvement to Jamaica Ave north of 70 *Includes 2015 Pavement Management Project *Includes pending 9.2 acre land transfer for HERO Center *Includes $3.3 million improvements to Ravine Park th *Includes 70 Street Safety and Management Enhancements by 2017 Policy and Operational Initiatives at Council Table 1.Creation of Arts Commission 2.Establishment of Park Improvement Fund 3.Myriad Community Events, Contests and Award Programs 4.Joint Service Agreements *Washington County Water Supply Intergovernmental Agreement *DNR North/ East Metro Groundwater Management Area Study *Multi-City Sweeping, striping, crackfilling, marking project *Service contracts for Inspections/code enforcement *Woodhaven water service agreement (Woodbury) 5.Initiated Water Tower Coating Design Build process 6.Clean Audit Report, CAFR Award, 2015/16 Budget and 2015-19 CIP 7.Approved 3 year labor agreements with Police Federation, Public Works 49 and Fire, two year approval for Fire POC, single year Council approvals for PT, Exempt and Fire Relief guarantee 8.Ramped up Commercial Landscape Review 9.Completed 3M Ambient Air Monitoring Project Documents: 2014 Notable Projects 010215 Capital Improvements Prioritization 23-Mar-13 City Council Workshop 2013-2016 Update Local Mandate Jamaica Mill 90th -70th 500 Jamaica 70th to Indian Blvd in 2016 (county project)/90th to Indian (CIP post 2019) Pavement B1 487 CIP for 2016 Pavement F1 487 Completed 2014 Pavement F2 487 Pavement Management Scheduled 2015 Pavement F3 487 CIP 2017 Pavement D2 487 CIP for 2016 90th Mill Jamaica - Jewel 460 Scheduled 2015 80th Mill Overlay 446 CIP for 2018 Reclaim Well #12 350 West Draw Water Tower Repair 311 Wa" Completed 2014 81 st Water Tower Repair 303 Scheduled 2015 Bike Park 169 Pa Completed 2014 - Restoration work ongoing Prioritv Proqram CR 19 Bridge 511 CSAH 19 and EPD - 2016 County Project? Hadley 90th - 100th 481 TBD w/ Riverstone Jamaica North of 70th 411 Roadway Upgrades Scheduled 2016-17 80th Street Bridge upgrade 383 70th/Hardwood 375 TE Grant Submitted 2014 for Underpass/Roadway Imp 2017 97th Extension 338 Scheduled 2015 Ravine Phase 3 310 Development Dependant Ravine Horton Park 263 Parks Completed 2014 Ravine Meadows Park 259 Scheduled 2015 Fire Station #2 232 Space Needs Budget in 2015 BEC TI's 106 City Facilities Completed and as needed Desired Proqram Ravine Phase 4 310 Roadway Upgrades Development Dependant WPD Redevelopment 268 C/I Development Park Storage in 2015 SE Metro PS Training Facility 252 City Facilities State Bonding 2014/15 Wlder Open Space 248 Dodge Ownership 2013 Community Center/YMCA 226 Hamlet Park Redevelopment 195 Par Inclusive Playground 186 Utilty Infrastructure Stub - 2015 Hamlet Park Expansion 181 Not Prioritized with Ratinq over 180 Hadley 65th to Woodbury 260 Roadway Upgrades EPD Phase 2 235 Temp Completed 2014 Ravine Parkway Park � 216 Par Development Dependant Hardwood Street Lights S of 70th 215 Street Lights Completed 2014 95th Extension to SPP 197 Roadway Up grades Development Dependant Hamlet Park North = 182 Parks � 2012 Resident Survey in Comparison to 2008 Resident Survey Both Completed by Decision Resources Inc. 2012 Was a Limited Scope Survey Summary Notes (not all inclusive; low percentile answers dropped off) 2012 2008 #2 Like Most about CG: Quiet/Peaceful 26% 12% Small Town Feel 20% 17% Friendly 15% 9% Location 12% 7% Housing/Neighborhood 9% 6% Close to Family/Friends 7% 10% Rural/Open Space 5% 8% #3 Most Serious Problem High Taxes 16% 18% Nothing 15% 2% Lack of Jobs 14% ---- Lack of Retail 14% 11% Nothing for Youth 9% 4% Too Much Growth 8% 32% Don’t Know 6% 10% Pollution 5% 5% Crime 4% 2% #4 Quality of Life Excellent 29% 23% Good 66% 72% Fair/Poor 6% 5% #5 Value of Services for Prop. Tax Excellent 8% 5% Good 71% 71% Fair/Poor 17% 20% #6 Relative Property Tax Very High 8% 14% Somewhat High 37% 33% About Average 48% 43% Low 2% 2% #7 Police Protection Excellent 46% 25% Good 50% 59% Fair/Poor 4% 16% #8 Fire Protection Excellent 54% 28% Good 40% 64% Fair/Poor 1% 4% #9 Park Maintenance Excellent 35% 13% Good 54% 70% Fair/Poor 7% 11% #10 Trail Maintenance Excellent 31% 14% Good 51% 65% Fair/Poor 8% 10% #11 Rec Programs Excellent 11% 8% Good 52% 57% Fair/Poor 19% 20% #12 Street Repair Excellent 5% 12% Good 59% 63% Fair/Poor 36% 25% #13 Areas Where feel unsafe Yes 11% 12% No 89% 88% #16 Police Patrol in neighborhood Too much 0% 3% About Right amount 87% 74% Not Enough 12% 24% #17 Traffic Enforcement in Neighborhood Too much 1% 2% About Right Amount 86% 75% Not Enough 12% 23% #18 Quality of Community Parks Do Not Use 33% 33% Excellent 36% 19% Good 29% 46% Fair/Poor 3% 3% #19 Quality of Neighborhood Parks Do Not Use 34% 34% Excellent 31% 19% Good 32% 44% Fair/Poor 3% 4% #20 Quality of Trails Do Not Use 31% 30% Excellent 35% 30% Good 28% 17% Fair/Poor 6% 5% #21 Quality of Ballfields/Soccer Do Not Use 52% 46% Excellent 18% 15% Good 26% 36% Fair/Poor 5% 4% #22 Quality of Ice Arena Do Not Use 67% 69% Excellent 11% 6% Good 19% 21% Fair/Poor 2% 3% #23 Quality of River Oaks Do Not Use 62% 71% Excellent 13% 11% Good 20% 16% Fair/Poor 4% 0% #35 Have a say how City Runs Things Yes 54% 55% No 40% 43% #36 Aware of Work of Council A great Deal 6% 5% A Fair Amount 52% 50% Very Little 32% 36% None 10% 9% #37 Approve/Disapprove of Council Strongly Approve 4% 8% Approve 65% 47% Disapprove 15% 26% Strongly Disapprove 3% 6% Don’t Know 13% 15% #38 Contact With City Staff Quite a Bit 4% 2% Some 51% 22% Very Little 33% 40% None 12% 36% #39 Rate Job Performance of City Staff Excellent 5% 7% Good 76% 47% Only Fair 12% 8% Poor 1% 1% #40 Principal Source of Information on CG Local Newspaper 39% 63% City Newsletter 28% 16% City Website 10% 5% Word of Mouth 9% 4% Cable Television 8% 8% City Meetings 4% ---- Documents: 2012 Resident Survey in Comparison to 2008 Resident Survey Departmental Five Year Goals Scorecard Administration ObjectiveMeasureTargetInitiativesAccomplishment Customer Impacts 1. CommunicationsIncrease CG AwarenessPress Releases Picked Up5 Stories/monthPositive MessagingTarget met 2. Elections0% ErrorsBallot rejections0 ErrorsTraining0 Errors 3. Licensing100% SatisfactionComplaints0 ComplaintsEarly Notification0 Complaints Employee Impacts 1. HR ProgramCustomer Centric ProgramER/EE costIncreases below medianCommittee InvolvementAt median Operational Impacts 1. River Oaks Cash FlowAchieve Break Even OperationYear End Operating At $0 or BetterBus. Plan/Remodel/POS/MrktgImproved but not met 2. HR ProgramMinimize ER impactsCost to ERPremium increase below 20%Plan ReviewPremium @ 11% 3. Fund Capacity BuildingBudget toward Fund Balance TargetsReduce overal Gap to TargetsReduce gap by $100,000Target adoption by Council2015 Budget Item Departmental Five Year Goals Scorecard Economic Development ObjectiveMeasureTargetInitiativesAccomplishment Customer Impacts 1. Business Park Assist to increase business park expansion and development Square footages300,000SF of additional Outreach efforts/relationship building41,500 sq ft of approved expansion in 2014 Upper level office - 52% rented, lower level office-38% rented, lower level production space yet to be rented (5,227 sq ft) 2. BECLease to quality tenants and maintain quality growthVacancy rate/tenantsContinued growthIncreased marketing 15% vacancy in commercial/office. Redevelopment of Rainbow/HD gets us to 7% 3. Retail/Office VacancyAchieve and maintain retail/office vacancy of 5-7%Vacancy rate5-7% vacancyIncreased marketing 4. Shoppes at Cottage ViewRealize developmentStatus of development - % developedDevelopers and retailersICSC and retailer/developer outreachContinue to pursue Continued communicaton with brokers, Continue to monitor and will pursue further - land owner Status of plan land owners, and MNDOTdependent 5. West Pt Douglas (80th-Jamaica)Gain approval of a development plan for Wt Pt Douglas Land owners, developers, MNDOT Stories picked up in the media or outlets that information is distributed through as well as posting jobs available at CG Citizens, retailers, potential businesses, businesses (retail/office/and industrial)developers 6. CommunicationMake people aware of jobs, business creation, development, etcIncreased Achieved and will continue to pursue even further Departmental Five Year Goals Scorecard Community Development ObjectiveMeasureTargetInitiatives Customer Impacts Planning ServicesDev Consistant w/Comp Plan & PoliciesIncreased building permitsQuality DevelopmentsCode Rev/Tech Review/Training Design and Construction ServicesCost Effective/Long-Term Planing/SafetyCIP/Estimate vs Actual ContractEng Service 18%/ProjectIncreased In-House Engineering/Water Conservation Plan Code Enforcement ActivitiesImprove Neighborhood Health,Safety,ValueCode Compliant PropertiesAverage 90 Site Inspection/MonthLandscape/Code Changes/Proactive/Education Safe Structures for Public w/Great Costumer 3 Day Plan Review Response & Same ServiceDay Inspections Building Inspection and Plan Review ServicesNo structure failuresTraining for Licensing Employee Impacts Mapping ServicesProfessional & Accurate Mapping0% ErrorsUniform Base MappingTraining/File Structure/County Data Import Operational Impacts Sustainable and Evironmentally Friendly CommunityAchieve Green Step 3 City2 Initiatives/YearGreen Step 3 City Environmental Commission Workplan Emergency Management Active Partner w/PSWell Coordinated EOCEfficient Response to EventTable Top Exercises/Training Departmental Five Year Goals Scorecard IT ObjectiveMeasureTargetInitiativesAccomplishment Customer Impacts Employee Impacts all computers replaced in 2014. current version of Manage Hardware options for the operating systems, most cost effective and functional Replace PC's/laptops on a 3 year Access to all technology Evaluate best option for each outlook e-mail and phone presentation of services across rotation to assure all users on same Ease of use between departments/divisions. resources necessary for efficient different operation (desktop, systems. Consistent departmentssoftware/operating systems. Clear communications. performance of job functions.laptop, tablet etc.)across all users. Operational Impacts all computers replaced in 2014. current version of Manage Hardware options for the Replace PC's/laptops on a 3 year Processing speed highest operating systems, most cost effective and functional rotation to assure all users on same possible for operations. Hardware updates. Evaluate best outlook e-mail and phone presentation of services across software/operating systems. Replace Ease of use between departments/divisions. 'Downtime' reduced. Maintain option for each different operation systems. Consistent departmentsservers on 5 year rotation.Clear communications. safety/security of data.(desktop, laptop, tablet etc.)across all users. Evaluate applications for Integrate as many software integration/duplication of applications as possible to information. Encourage provide seamless/transparent Optimize number of software Right software at right price to accomplish Reduce duplication of effort. simplification (single presentation of data.applications supported. required operations. Eliminate redundant data entry.entry/multiple output). Departmental Five Year Goals Scorecard Parks and Recreation ObjectiveMeasureTargetInitiativesAccomplishment Customer Impacts Have all employees trained on program to 1. PolicyTraining of all employeesAccomplished Create and promote policies that improve park Fully integrate facility management and point of maximize functionality user experiencesale at Ice Arena Create plan with stakeholders and get Accomplished Create and implement Athletic Facility approval from Commission/Council Improvements Plan Accomplished Amend Public Landscapes Initiative to meet Amend PLI current needs Accomplished Increase diversification of urban forestReduce ash population by 3% and diversify Increase quantity of planted species with multiple speciestypes Improve public outreach to residents regarding Improve communication methods and More engagement with Council, Improved-multiple presentations, meetings and more from urban forest managementdeliveriesCommissions, residents and mediaForester 2. Progams/EventsImproved marketing Create and promote programs to improve Commemorate Safety Camp 20th AnniversaryFill program to capacityImproved but not filled to capacity health, well-being and vitality of community. Accomplished Develop 3-5 year youth lacrosse program planCreate plan with stakeholdersCreate plan agreeable to both participants, City and CGAA Continue and enhance volunteer programsIncrease volunteer opportunities in Parks Volunteer Rangers, brush hauling events, Accomplished-3 additional events in 14 and Recreation functionsseed gathering, Arbor Day, etc. 3. FacilitiesAccomplished Create and promote places that enable active Create and inclusive playground for the Implemenet a task force to champion the Locate, design and develop financing plan living for a healthier and more activie communityinclusive playground project community. Create two new parks in Upper East Ravine Open Cedarhurst Meadows Parks - East Manage construction projectsEast Park is 70% complete, west park is 15% complete Neighborhoodsand West Create active park within Gateway North Open Construct parking lot, trails, viewing Manage construction project Park is 50% complete Spacegalleries and signage for Camel's Hump area 4. Land Management Improve land management practicesSuccessfully implement turf management programComplete all phases of turf management Spray schedule, fertilizing schedule, top Spraying/fertilizing accomplished. Seeding is improving. program including spraying, fertilizing, dress/overseed, irrigate seeding, etc. Seek grant funding for park native habitat Native habitat restoration in areas such as Apply for grants for restoration projects Approved grants for GNOS, RO Overlook. HV grant restoration projectsGNOS, River Oaks overlook, Hidden Valley.and complete projectspending. Improved management of 5-year boulevard tree Assure all trees trimmed properly every Map plan, implement into PM, improve Map developed, synched with PM, quality improvements trimming planfive years for tree health, right of way contractor communcation, improve in- safety and aeshetics. house trimming. Landscape Kingston Park EntrancesLandscape Kingston Park to beautify Plant aesthetically pleasing gardens with Accomplished entrances and manage stormwater runoffrain/rock gardens to manage parking lot water runoff Not Accomplished Develop Landscaping Maintenance PlanDevelop plan that clearly outlines maint Develop easy to understand plan for all needs, products, desirable outcomes, current and future employees to challenges and functionsreference for planning, budgeting, etc Employee Impacts 1. Job ExperiencesAssure job experiences are valuable to Improved hiring, training, mentoring, growth, team Improve seasonal training programsSignificant improvement Growth in programs to improve job employees and communityprogramsImprove training opportunitiesSignificant increase in training opps experiences Improve communicationEstablished communication plan Increase responsibilityProviding for more independence in areas of strength Operational Impacts 1. Arena Revenue IncreaseIncrease Arena revenue by 5%Year End Operating 5% increased revenueIncrease advertising opportunities Improved but not met 2. Arena Air QualityBe a leader in air quality standardsSuccessfully follow air quality standardsNo violations, timely reportingEmployee engagement/understanding Accomplished Departmental Five Year Goals Scorecard Public Works Impacts-Operations, Employees, CustomersObjectiveMeasureTargetInitiativesAccomplishment Realign Public Works organizational structure to meet future growing needs of Meeting with employees and gathering Collected other cities organizational charts, had meetings the City by 2014- Plan in Place information. OrganizationStatus of plan Employees to discuss options. Achieve standard PCI of 70. Maintain acceptable level of infrastructure (above and below ground) maintenance for residents. Provide level of maintenance commitment per PMP as necessary to achieve maximum Continue to monitor and will continue to pursue. Working our way through the entire pavement and curb and gutter life cycle by implementing specific pavement management cycle. May be maintenance cycles and engineering standards as required by the Pavement Management Task Force report. difficult with current structure. InfrastructurePCI numberEngineers, employees, customers Developed a list of what we want in a system. Discussed with many other cities, developed a list of what they are using in regards to a maintenance program and fuel program. We will be touring other cities to see how different programs work at the end of the month. We Meeting with other cities, reps and Create an automated Shop Management System that integrates and demoed 3 different programs via webinar so far. streamlines billing, inventory and work orders. employees. Shop OperationsStatus of plan Employees, customers Developed a calendar for maintenance scheduling/seasonal equipment. Established a priority Multiple meetings with shop Foreman and system to streamline work orders. Will continue to pursue crew. Maintenance Cost of maintenanceEmployees Reduce maintenance cost on all vehicles and equipment by 10% further with fleet program. 100% OSHA compliant with training. Continue to look for Percentage of OSHA compliant training and OSHA inspections, employee outreach, more training opportunities in house and will expand on Achieve 100% compliance with OSHA-required safety training and implementation of in-house training plan. status of planincreased research. SafetyEmployees the training for equipment operation. Departmental Five Year Goals Scorecard Public Safety Dept. ObjectiveMeasureTargetInitiativesAccomplishment Customer Impacts 1. Primary Fire EMS 2014 FF #'s 5 & 6 hired of 8 2 CG ALS Ambulance available 24/7 to cityPrimary Fire medics, secondary PD medicsAccelerate FF hires in 5 yr. plan Total 8 FF/medics, 10 PO/medics & PT FF 2. EOC & All Hazard Prep. Continuity of City services during a disasterEOC room preparation, personnel trainingSpace readiness in EOC, Tabletop exerciseComputers, phones, wallboards in EOCStaff Prep, computers, phones 3. Fire Station 2 Const. Central Station to accom. 24/7 Duty CrewMaintain consistent Fire and EMS response timesConsilidate apparatus, 100' Ladder purchaseIn 2015 CIP 10k, 2017 $7,000,000 Const.2014 mostly to HERO Center 4. Improve Dispatch Delays Improve In Progress Calls and Calls in WaitingResponse times, efficient use of personnelControl of auto triggers in dispatchingMulti year process of RMS/CAD buildLEIT, Tiburon committees 5. Improve Reporting Data Obtain PSD summary data for citizensReal time online mapping of activitiesTiburon will have RAIDS onlinePursued DDACTS grant, not eligibleGrant authored for LPR's 6. Ensure PPE for all PSE's Reduction of Work Comp & OT coverage costsInjury rates, OT shift coverage costsDevelop a healthy resilient workforceEE Wellness Programs, proper equip.SCBA's for Fire, Pads for LE 7. HERO Center Shared facility pre/post employment 1st resp.Police, Fire, EMS education, ongoing trainingRange would have public useEstablish IHCC EMS & LE needs$1.6 state funding for design Technology More accessibility to data & servicesOnline licensing, payments, data requestsSatisfactory mgmt. of multiple systemsRAIDS, Licensing (permit works), TIP 411Lic. App., updated, TIP 411 Employee Impacts 1. Primary Fire EMS Fire to cover 100% 1st call, 80% 2nd calls2 FF/medics, 1EMT nights, 1 FT, 1PT FF/medic daysPolice Sched. Assign. Bid by true seniorityAccelerate FF hires, targeted PT hires (.6)2014 2 FF/medics (del.PO hires) 2.EOC & All Hazard Prep. All PSD, relevent city staff to know roles & resp.Readiness through tabletops, All Hazard PlanReady physical space, bins and assignmentsOrientation with city departmentsComm.Dev., PW and Finance 3. Fire Station 2 Const. Provide a central facility to support 24/7 ops.Accommodate Duty Crew response vs. call outSpace needs 2015, Construction 2017$10K budgeted for space needs in 2015Apparatus consolidation est. 4. Improve Dispatch Delays Improve call dispatch delays/personnel useLess personal calling of ofc. By loss preventionImprovement of In Progress ArrestsTiburon deployment expected 2015LEIT, Tiburon development 5. Improve Reporting Data Improved summary data for Annual ReportsLess hand mining for dataAccurate data for strategic planningTiburon deployment expected 20152014 Annual Report 6. Ensure PPE for all PSE's Reduce Injury Rates, improve EE safetyReduction of lost EE time from Injury, work comp.Improve wellness, safety awareness in PSDFire SCBA's, PD protective pads to trainRev. Inj. Reports w supvrs. 7. HERO Center Secure long range needs for PSD TrainingAvailable range time, flexible training spacesA shared multi use Training/Range facilityPartner with IHCC, Regions & WdbyState Funding, Letters of Intent 8. Technology Data driven ops, system integrationsFunctional, updated and maintained OSSecure integrated access to OSMobile, and desk access (Sharepoint)Tech Comm. POSS, Operational Impacts 1. Primary Fire EMS Efficient use of PS personnel on scheduleComb. 4-5 FT & PT Fire, PO medics in reservePD assign and duties irregardless of medicDelayed PO hires to accel. FF hires# 5 & # 6 FF/Para hired.Delay PO's 2. EOC & All Hazard Prep. Training of all PSD to understand roles & Resp.Conduct a local scaled exerciseActive shooter 3 ECHO trainingCoord. PD, Fire & EMS responseConducted 3 ECHO Training 3. Fire Station 2 Const. 24/7 Duty Crew model best fits central stationCentral station for staff, training and equipmentCurrent Sta. 2 is inadequate/poor conditionTour other facilities, space needs studyInitial phase of 24/7 Duty Crew 4. Improve Dispatch Delays Reduce radio congestion, delayed callsDedicated dispatchers, Tiburon efficienciesTiburon RMS/CAD 2015?Multi year project, numerous delaysLEIT, Tiburon Advisory Comm. 5. Improve Reporting Data Use of data to properly deploy resourcesAnnual Reports, Activity tracking/trendsTiburon RMS/CAD 2015?Multi year project, numerous delaysLEIT, Tiburon Advisory Comm. 6. Ensure PPE for all PSE's Decrease overuse of personnel to cover injuriesMonitor # of injuries, lost time and costsMaintaining a safe and healthy workforceSupervisor training for injury reductionsReview all injury w/Supervisors 7. HERO Center Secure range and training facility for PSD needsCampus enviornment to train and recruitCampus for EMS and LE studentsIHCC now only interested in LE rangeID entity space needs/costs 8. Technology OS integrations (mult. Forensic syst.)Ability to handle investigative demands/forensicsData driven, investigations, eff. Case mgmt.Forensic suites, PO cell phone forensicsUsed forf. $$ for forensic suites To: Honorable Mayor and City Council From: Joe Fischbach- Human Resources Manager Date: January 16, 2015 Subject: Retreat Memo Regarding HR Items Evaluate current staffing resources vs. business needs Included with this memo is a list of all regular, full and part-time positions for 2015, broken out by department/division. It equates to about 136.5 full-time equivalents (FTEs). Also included is a spreadsheet detailing all the regular, full and part-time hiring activity since 2009. I have highlighted those positions that have been added or replaced a position that was vacant for a period of time. Since 2009, we have added approximately 14.75 FTE. Each year, during the budget process, all departments submit budget additions for consideration. These budget additions include position additions. These requests are reviewed by the City Administrator and/or the City Council for approval. While there are several factors that go in to approval or denial of a particular request, there are two major factors. One, does a documented, long-term increased workload and/or new initiative justify the request? Two, does the proposed budget have the funding capacity to support the position long-term? If those two questions are answered in the affirmative, the positions are usually approved. Update for talent development and training In 2011, a group of employees from each department took on the task of updating the Travel/Training policy. All aspects of the policy were reviewed. There were two points of note. One, the group recommended that the educational reimbursement language be removed from the policy since the City did not have the funds to support the program and would not in the foreseeable future. It was also the belief of a majority of the group that any additional funds, if any, be added to department training budgets, not educational reimbursement. The rationale was that more employees would benefit from more training dollars rather than the educational approach. The second change of note is the decentralization of approval. Before 2011, the City Administrator signed off on all training requests. Now, he only signs off of those that meet this criteria: Approval at City Administrator’s (or Designee) Level All course requests that:  exceed $2,500 in non-labor costs; or  are National training; or  are not part of the approved Department training plan Annually, each department submits a training plan for review by the Administration department. There are two things that are looked for. One, does the proposed expenses stay within the limit of the approved budget. Two, does the plan treat employees of the department as equal as possible. The training plans are a guide to help manage training in each department. There may be needs that come up during the year that cause a deviation from the plan. One good example is the promotion of a new Police Sergeant. They will attend several leadership/management training sessions in the first year after they are promoted. This might not necessarily be identified in the training plan, especially if the vacancy is sudden. Additionally, there are some employees that try to maximize training opportunities and others that only go to training when required. Each department head is tasked with balancing these dynamics. Generally, a training form should be completed by an employee when they attend training that has a cost and/or is offsite. Below is the breakdown of training requests by department. These do not include in-house training that is done. Most in-house training is done in the Police, Fire and Public Works/Parks & Recreation departments. Some examples include use of force, weekly fire/EMS drills and tree trimming/felling safety. Additionally, many employees belong to a group of peers within the same profession that meet monthly or quarterly. These meetings usually have some sort of training component but are not necessarily a training event because they are part of the regular meeting and there is no cost involved. For example, I am part of a HR group that meets monthly and we had a speaker two months ago regarding employee investigations. 18 General Government (Admin, Finance, Economic Development & Golf Course) 40 Parks & Recreation 20 EMS 21 Fire 126 Police 71 Public Works We are currently in the second year of giving out GOLD awards to employees. This is a training program that is above and beyond the traditional training program. Department heads nominate employees who they believe are exceptional performers, demonstrate a positive work attitude and show a desire to improve themselves and the organization. Department heads do this by putting forth an employee’s accomplishments and characteristics and how they think they would benefit from the award. The leadership team then reviews all the nominations and agree on who will get awards. Employees are then recognized and presented with the award. Employees are then given the opportunity to look for and attend training that has a personal and organizational benefit. We are also planning one or two days of city-wide training this year. We did a training survey for all employees to tell us what kind of training they would like to attend. We have selected Leading Edge as the trainers. Everyone who has attended one of their trainings has recommended them. The training topic(s) are still being developed. That training will occur in April. It is possible that there will another one in the fall. These past two years, we have made an effort to recognize employees on a more personal level. In years past, employees were given their service award at an annual Third Thursday event and were just given a certificate. Recently, department heads have been giving employees their award at a staff meeting, roll call, etc., in the month of their service date. The awards are now given in a quality frame suitable for hanging in their office or work area. We have also purchased recognition coins. These coins will be given out on the recommendation of a department head and consensus of the department head team. They will be given out to recognize an employee for dedicated work they have done over the long term, exceptional work on a specific project or any other circumstance that would seem appropriate. One of the coins will be brought to the retreat. Are organizational and department leaders addressing performance problems? Annually, all regular, full and part-time employees are supposed to receive a performance review from their supervisor and/or department head. This document should candidly address the employee’s strengths and areas of improvement. Additionally, all supervisors are expected to be continuously observing the behaviors and performance of all the employees that they supervise. When they notice something that needs to be addressed, positive or negative, they are expected to acknowledge it immediately with the employee. This is done in several ways from a positive recognition at a staff meeting to a recommended severing of the employment relationship. When it deals with poor behavior or work performance, departments are encouraged to work with the Administration department to get it resolved. As with any organization, there are some employees that perform at a level that is less than what is expected. The leadership team has made an concerted effort to help these employees recognize what is expected of them, where they fall short and provide them with the resources they need to make a positive change. Not all of these efforts are successful but the effort is being made. We have also been increasing our efforts during the hiring process to ensure we are getting the best candidates hired. This includes more interviews, more background and reference checks and testing. In the past year we have begun sending part-time Firefighter candidates to psychological exams. Previously, we just sent sworn Officers and full-time Firefighters. We have also increased the number positions that we send to management assessments- a version of a psychological exam. Our goal is to identify behaviors that would not make a positive impact on the organization. If there are too many negatives and/or they are too severe, we pass on hiring the candidate. It also assists candidates that we do hire in that the report identifies their strengths and areas of improvement. By identifying the areas of improvement, the employee can work on those. We have also been using NovaCare the past few years. We have always done medical assessments on employees in physically demanding position but this takes it a step further. Candidates now do the medical assessment plus NovaCare. NovaCare observes employees in real life scenarios to ensure they can handle the job. For example, a Police Officer candidate has to run after a suspect, over a fence, and maintain radio contact in an allotted time period. Is Fire Dept duty crew model working? Public Safety Director Woolery has indicated that there has been some positive change in response time since the duty crew model has been implemented. He will provide some data and discuss this further at the retreat. Continuous Improvement Initiative Attached are the five years goals for each department that were identified at last year’s retreat. They have been put in a scorecard format with the goal stated and what progress has been made thus far. Department heads will be prepared to answer any questions that you may have. EmployeeJob TitleFTEReports To Administration 1 SchroederCity AdministratorCity Council 1 BelscamperAdministrative AssistantCity Administrator 1 StranskyCity ClerkCity Administrator 1 MadsenCommunications CoordinatorCity Administrator 1 FischbachHR ManagerCity Administrator Administration5 Economic Development 1 ParrEconomic Development DirectorCity Administrator 1 McMonigalEconomic Development AssistantEconomic Development Director Economic Development2 Finance 1 RolandFinance DirectorCity Administrator 1 MalinowskiAssistant Finance DirectorFinance Director 1 MohrAccountantFinance Director 1 NacarAccounting Clerk II- AP/ARFinance Director 1 BixbyAccounting Clerk II- Utility BillingFinance Director 1 AndersonPayroll ClerkFinance Director 1 BlySecretaryFinance Director 0.6 JenningsMIS Coordinator- PTFinance Director 0.75 KalkaMIS Specialist- PTMIS Coordinator- PT 0.75 BluhmMIS Specialist- PTMIS Coordinator- PT Finance9.1 Community Development 1 LevittComm. Dev. Director/City EngineerCity Administrator 1 LaBrosseChief Building OfficialComm. Dev. Director/City Engineer 1 McLeanBuilding InspectorChief Building Official 1 MostBuilding InspectorChief Building Official 1 SchmitzCode Enforcement OfficerComm. Dev. Director/City Engineer 1 DillonSecretary- BuildingComm. Dev. Director/City Engineer 1 DennisSecretary- PlanningComm. Dev. Director/City Engineer 1 BurbankSenior PlannerComm. Dev. Director/City Engineer 1 McCoolSenior PlannerComm. Dev. Director/City Engineer 1 BurfeindProject EngineerComm. Dev. Director/City Engineer 0.5 New 2015Facilities Maintenance WorkerComm. Dev. Director/City Engineer Community Development 10.5 Parks & Recreation 1 DockterParks & Recreation DirectorCity Administrator 1 NilesWorking Foreman- Parks MaintenanceParks & Recreation Director 1 FohrmanLead Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 BoweForesterWorking Foreman- Parks Maintenance 1 HeggemeyerPublic Service Worker- Parks- LandscapingWorking Foreman- Parks Maintenance 1 RigginsPublic Service Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 open Public Service Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 WaldoPublic Service Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 UeckerPublic Service Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 StewartPublic Service Worker- Parks MaintenanceWorking Foreman- Parks Maintenance 1 HirmanArena ManagerParks & Recreation Director 1 NewtonAssistant Arena ManagerArena Manager 1 BurtmanPublic Service Worker- ArenaArena Manager 1 PietruszewskiRecreation SupervisorParks & Recreation Director 1 SchneiderRecreation AssistantRecreation Supervisor 0.5 KathOffice Clerk II- Arena/Recreation- PTRecreation Supervisor 0.5 HeardOffice Clerk II- Arena/Recreation- PTRecreation Supervisor Parks & Recreation16 Public Works 1 BurshtenPublic Works DirectorCity Administrator 1 TaylorPublic Works SupervisorPublic Works Director 1 AltWorking Foreman- UtilitiesPublic Works Supervisor 1 RhodeLead Worker- UtilitiesWorking Foreman- Utilities 1 ZittelPublic Service Worker- UtilitiesWorking Foreman- Utilities 1 EngerPublic Service Worker- UtilitiesWorking Foreman- Utilities 1 BurtonPublic Service Worker- UtilitiesWorking Foreman- Utilities 1 MoenPublic Service Worker- UtilitiesWorking Foreman- Utilities 1 TreptowPublic Service Worker- UtilitiesWorking Foreman- Utilities 1 OrloffWorking Foreman- StreetsPublic Works Supervisor 1 JaworskiLead Worker- StreetsWorking Foreman- Streets 1 GoebelPublic Service Worker- Streets/StormwaterWorking Foreman- Streets 1 GorgusPublic Service Worker- StreetsWorking Foreman- Streets 1 SteeberPublic Service Worker- StreetsWorking Foreman- Streets 1 ReimanPublic Service Worker- StreetsWorking Foreman- Streets 1 DeBaerePublic Service Worker- StreetsWorking Foreman- Streets 1 GerryPublic Service Worker- StreetsWorking Foreman- Streets 1 BrayPublic Service Worker- Streets/SignsWorking Foreman- Streets 1 WeberPublic Service Worker- StreetsWorking Foreman- Streets 1 HendricksonPublic Service Worker- StreetsWorking Foreman- Streets 1 DoughtyPublic Service Worker- StreetsWorking Foreman- Streets 1 OlsonWorking Foreman- MechanicPublic Works Supervisor 1 JohnsonLead Worker- MechanicWorking Foreman- Mechanic 1 LickMechanicWorking Foreman- Mechanic 1 AndersonMechanicWorking Foreman- Mechanic 1 MoshierManagement AssistantPublic Works Director 1 BarnesSecretary- Public WorksPublic Works Director 1 AndersonAdministrative SecretaryPublic Works Director Public Works 28 Sworn Police 1 WooleryPublic Safety DirectorCity Administrator 1 KoernerPolice Captain- Investigations/Support ServicesPublic Safety Director 1 RinzelPolice Captain- PatrolPublic Safety Director 1 CoffeyPolice Sergeant/ParamedicPolice Captain- Patrol 1 MartinPolice Sergeant/ParamedicPolice Captain- Patrol 1 McCormickPolice SergeantPolice Captain- Patrol 1 McCarthyPolice SergeantPolice Captain- Patrol 1 LindeenPolice SergeantPolice Captain- Patrol 1 McAlisterPolice Sergeant- InvestigationsPolice Captain- Investigations/Support Services 1 UelandDetectivePolice Sergeant- Investigations 1 MalcolmDetectivePolice Sergeant- Investigations 1 OverbeyDetectivePolice Sergeant- Investigations 1 NickleSRO/DetectivePolice Sergeant- Investigations 1 GriffithSRO/DetectivePolice Sergeant- Investigations 1 PierrePolice OfficerPolice Sergeant 1 HenselerPolice OfficerPolice Sergeant 1 RydeenPolice OfficerPolice Sergeant 1 StrehloPolice OfficerPolice Sergeant 1 CampbellPolice OfficerPolice Sergeant 1 openPolice OfficerPolice Sergeant 1 RaymondPolice OfficerPolice Sergeant 1 BusheyPolice OfficerPolice Sergeant 1 BaileyPolice OfficerPolice Sergeant 1 LandkamerPolice OfficerPolice Sergeant 1 SchillPolice OfficerPolice Sergeant 1 FranckPolice OfficerPolice Sergeant 1 ShaverPolice OfficerPolice Sergeant 1 PeltonPolice OfficerPolice Sergeant 1 SchoenPolice OfficerPolice Sergeant 1 TorningPolice OfficerPolice Sergeant 1 LiermannPolice OfficerPolice Sergeant 1 VandervortPolice Officer/Paramedic/K9Police Sergeant 1 BoylePolice Officer/ParamedicPolice Sergeant 1 openPolice Officer/ParamedicPolice Sergeant 1 EbelingPolice Officer/ParamedicPolice Sergeant 1 PetersenPolice Officer/ParamedicPolice Sergeant 1 WanekPolice Officer/ParamedicPolice Sergeant 1 ClausenPolice Officer/ParamedicPolice Sergeant 1 ZiebarthPolice Officer/ParamedicPolice Sergeant 1 openPolice Officer/ParamedicPolice Sergeant Sworn Police40 Police Support 1 EngferAssistant to the Public Safety DirectorPublic Safety Director 1 GetschelManagement AnalystPublic Safety Director 1 McCabeInvestigative AidePolice Sergeant- Investigations 0.725 YoungProperty Room TechnicianPolice Sergeant- Investigations 1 BussSupport Services SupervisorPolice Captain- Investigations/Support Services 1 PostRecords CoordinatorSupport Services Supervisor 1 BergSecretarySupport Services Supervisor 1 SchymaSecretarySupport Services Supervisor Transcriptionist- PT0.5 BrinkmanSupport Services Supervisor 0.25 openTranscriptionist- PTSupport Services Supervisor 0.5 WeberCommunity Service OfficerPolice Sergeant 0.5 BobickCommunity Service OfficerPolice Sergeant 0.5 MalcolmCommunity Service OfficerPolice Sergeant 0.5 HenkCommunity Service OfficerPolice Sergeant 0.5 CahillCommunity Service OfficerPolice Sergeant Police Support10.975 Fire 1 RedeniusFire ChiefPublic Safety Director 1 McMahonDeputy Chief- Fire MarshalFire Chief 1 HalvorsenDeputy Chief- EMS CoordinatorFire Chief 1 PlaceFirefighter/ParamedicDeputy Fire Chiefs 1 ShannonFirefighter/ParamedicDeputy Fire Chiefs 1 WesselsFirefighter/ParamedicDeputy Fire Chiefs 1 MorningFirefighter/ParamedicDeputy Fire Chiefs 1 ArrigoniFirefighter/ParamedicDeputy Fire Chiefs 1 Den HerderFirefighter/ParamedicDeputy Fire Chiefs 1 New 2015Firefighter/ParamedicDeputy Fire Chiefs Fire10 Golf Course 1 AndersonGolf ManagerCity Administrator 1 O'ConnelFood & Beverage ManagerGolf Manager 1 KiekhoeferAsst Food & Beverage Manager/ChefFood & Beverage Manager 1 RatzlaffGolf SuperintendentGolf Manager 1 HansonAssistant Golf SuperintendentGolf Superintendent Golf Course5 136.575 Total FTE NEW NEW OR VACATED POSITIONINCUMBENTREASONFILLED BYINTERNAL/ DATE FILLED POSITION OR EXTERNAL VACANCY APPOINTMENT DATE 4/14/2009Police OfficerMatthew RischetteResignationNils TorningExternal7/27/2009 4/15/2009Finance DirectorRon HedbergResignationRobin RolandExternal11/30/2009 6/2/2009Police Officer/ParamedicBrad ReznyResignationAdam PeltonExternal7/27/2009 7/27/2009CSONils TorningPromotionMatthew DahlquistInternal9/25/2009 7/27/2009CSOAdam PeltonPromotionDave BrownExternal11/2/2009 7/27/2009CSON/AAdditional PersonnelNick BaileyExternal11/16/2009 10/2/2009Public Service Worker- UtilitiesRyan JanssenResignationKevin ZittelInternal10/5/2009 10/5/2009Public Service Worker- ParksKevin ZittelTransferJosh StewartExternal2/22/2010 12/31/2009CSODarin JahnkeResignationJonathan StrehloExternal9/28/2011 3/3/2010Police CaptainBrian WilsonMedicalGreg RinzelInternal6/17/2010 3/6/2010Chef/Asst Food & Beverage ManagerChris ChamberlainResignationRuss KiekhoeferInternal4/12/2010 5/5/2010Public Service Worker- UtilitiesJeff PodollResignationCraig TreptowInternal6/1/2010 6/1/2010Public Service Worker- FleetCraig TreptowTransferCaleb SmithExternal8/24/2010 6/17/2010Police SergeantGreg RinzelPromotionGwen MartinInternal6/17/2010 6/17/2010Police Officer/ParamedicGwen MartinPromotionJohn RayExternal10/4/2010 6/30/2010Senior Public Service WorkerMarcos VillanuevaTerminationNoah UeckerExternal9/21/2010 8/5/2010CSODave BrownResignationJeffrey RydeenExternal9/29/2011 11/12/2010Lead Worker- Fleet- backfilled with PSW-MechanicGary PetersonRetirementEric JohnsonExternal3/22/2011 12/9/2010Economic Development CoordinatorJesse SwensonResignationN/AN/AN/A 2/28/2011Public Service Worker-StreetsJay JohnsonRetirementMark GorgusInternal5/23/2011 3/31/2011Community Development DirectorHoward BlinResignationDanette ParrExternal5/31/2011 4/4/2011Office Clerk IIN/ANew PositionSandy PinskiInternal8/1/2011 5/19/2011Parks and Recreation DirectorN/ANew PositionZac DockterInternal5/19/2011 5/19/2011Arena ManagerZac DockterPromotionJordan HirmanExternal9/6/2011 5/23/2011Public Service Worker- ParksMark GorgusTransferJustin PaulExternal5/23/2011 6/1/2011CSON/AAdditional PersonnelScott ShaverInternal10/2/2011 7/29/2011Management AnalystBrian VoelkerLayoffN/AN/AN/A 8/1/2011Economic Development SpecialistN/ANew PositionLaura BolstadExternal12/5/2011 8/26/2011Senior Public Service WorkerRichard OhlandRetirementJustin DvorakExternal9/19/2011 10/7/2011SecretaryMary KockRetirementTammy AndersonInternal10/10/2011 10/10/2011Office Clerk II- ArenaTammy AndersonPromotionCarol KathExternal3/19/2012 1/3/2012Public Service Worker- FleetCaleb SmithResignationBrian LickExternal3/26/2012 2/17/2012Code Enforcement OfficerBen PiersonResignationEmily SchmitzInternal1/7/2013 4/23/2012Public Service Worker- ParksJustin PaulResignationBrian WaldoInternal7/31/2012 5/1/2012CSOMatt DahlquistResignationKasey DeJonkerInternal9/5/2012 6/13/2012Police OfficerJohn RayResignationAndy BusheyInternal8/20/2012 8/20/2012Public Service Worker- StreetsAndy BusheyTransferMike WeberExternal10/1/2012 8/31/2012Fire ChiefBob ByerlyResignationRick RedeniusExternal11/26/2012 NEW NEW OR VACATED POSITIONINCUMBENTREASONFILLED BYINTERNAL/ DATE FILLED POSITION OR EXTERNAL VACANCY APPOINTMENT DATE 9/26/2012Communications CoordinatorKen SmithResignationSharon MadsenExternal1/14/2013 10/11/2012Police OfficerKevin KaszasResignationNick BaileyInternal1/14/2013 12/31/2012MIS TechnicianN/AAdditional PersonnelBrian BluhmExternal6/11/2013 1/14/2013CSOScott ShaverPromotionAndy LeMayInternal5/7/2013 1/14/2013Police OfficerN/AAdditional PersonnelScott ShaverInternal1/14/2013 1/14/2013CSONick BaileyPromotionBilly HenkInternal5/8/2013 1/14/2013Deputy Fire Chief/Fire MarshalN/AAdditional PersonnelPJ McMahonInternal1/14/2013 1/14/2013Firefighter/ParamedicPJ McMahonPromotionAndrea PlaceInternal1/14/2013 2/25/2013Firefighter/ParamedicN/AAdditional PersonnelKristen ShannonInternal2/25/2013 3/25/2013Public Service Worker- ParksN/AAdditional PersonnelLindsay HeggemeyerInternal3/25/2013 3/25/2013Police Officer/ParamedicDon JohnstonRetirementBrian CampbellExternal6/24/2013 5/31/2013Allan LarsonRetirementRyan BurfeindExternal6/17/2013 Engineering Tech- replaced with Graduate Engineer 6/3/2013Laura BolstadResignationMace WescottExternal7/29/2013 Economic Development Specialist (Technician) 7/1/2013Firefighter/ParamedicN/AAdditional PersonnelTimothy WesselsInternal7/15/2013 7/12/2013Public Service Worker- SignsLes WickRetirementRobert BrayExternal7/8/2013 8/23/2013Sandy PinskiResignationAlicia McMonigalExternal12/2/2013 Office Clerk II replaced with Secretary 9/6/2013Chad SnuggerudResignationJoel HansonExternal12/9/2013 Asst Golf Course Superintendent 10/11/2013CSOAndy LemayResignationPrincewill AgbaraExternal11/27/2013 10/11/2013Dave OlundResignationMike NewtonInternal11/18/2013 Asst Ice Arena Manager 11/7/2013N/AAdditional PersonnelElizabeth BillingsExternal1/29/2014 Office Clerk II- Arena- Part-time 12/17/2013Police SergeantGreg BryskyRetirementAndrea LindeenInternal6/2/2014 12/17/2013Police OfficerAndrea LindeenPromotionJonathan StrehloInternal3/24/2014 12/30/2013Public Service Worker- StreetsJesse DvorakResignationTyson GerryExternal3/17/2014 1/13/2014Police OfficerTim MorningTransferRyan PierreExternal3/24/2014 1/13/2014Firefighter/ParamedicN/AAdditional PersonnelTim MorningInternal1/13/2014 1/13/2014N/ANew PositionAdam MoshierInternal1/13/2014 Management Assistant 1/15/2014Firefighter/ParamedicN/AAdditional PersonnelNick ArrigoniInternal1/15/2014 1/30/2014Mace WescottResignationAlicia McMonigalInternal4/7/2014 Economic Development Technician 1/31/2014Police OfficerGina LamersRetirementJeff RydeenInternal3/24/2014 3/1/2014Police OfficerMike McCormickPromotionJustin HenselerExternal3/24/2014 3/6/2014MechanicMark BertramResignationBret AndersonExternal7/21/2014 3/24/2014CSOJonathan StrehloPromotionRyan MalcolmExternal3/3/2014 3/24/2014CSOJeff RydeenPromotionEd Weber External3/4/2014 4/4/2014Firefighter/ParamedicBen MairMedicalBlake Den HerderInternal7/9/2014 4/7/2014Alicia McMonigalPromotionStephanie BlyExternal4/21/2014 Secretary 5/2/2014Police SergeantJim SmithRetirementMike McCormickInternal6/2/2014 5/14/2014Administrative SecretaryPatty StorbyRetirementTammy AndersonInternal5/19/2014 5/19/2014SecretaryTammy AndersonPromotionChristine BarnesExternal8/4/2014 NEW NEW OR VACATED POSITIONINCUMBENTREASONFILLED BYINTERNAL/ DATE FILLED POSITION OR EXTERNAL VACANCY APPOINTMENT DATE 6/2/2014Public Service Worker- StreetsN/AAdditional PersonnelDustin DoughtyExternal6/2/2014 6/13/2014Transcriptionist- Part-timeSue BilottaRetirementAly BrinkmanExternal9/15/2014 8/29/2014CSOPrincewill AgbaraResignationAlec BobickExternal1/10/2015 9/11/2014Elizabeth BillingsResignationKellen HeardExternal11/24/2014 Office Assistant II- Arena- Part-time 9/19/2014Police OfficerBryan MassmanResignationExternal 9/19/2014Police Officer/ParamedicMatt FoucaultResignationExternal 9/24/2014CSOKasey DeJonkerResignationDan CahillExternal1/10/2015 10/26/2014Transcriptionist- Part-timeJoanne SvendsenRetirementExternal 10/31/2014Police Officer/ParamedicConnie WylieResignationExternal 12/10/2014Public Service Worker- ParksTony FlandrichResignationExternal 1/1/2015Firefighter/ParamedicAdditional Personnel 1/1/2015Facilities Maintenance Worker- Part-timeNew PositionExternal City of Cottage Grove Memo Public Safety – Police/Fire/EMS To: Honorable Mayor and City Council From:Craig Woolery, Director of Public Safety Date:January 16, 2015 Subject:Duty Crew Update ______________________________________________________________________ Introduction The implementation of a Duty Crew system in the fire department has significantly improved response times, the stabilization of labor costs and at the same time accommodated annual ambulance run increases of nearly 9% a year. The Duty Crew model is now becoming the standard for fire based EMS services in the metropolitan area. Scheduling part time employees for a 24/7 response has proved beneficial to the service in response times and to the employees for having a known schedule to balance work life needs. Discussion Prior to 2013 it was becoming increasingly apparent the difficulty in sustaining the police paramedic model. On the fire side, too much was being asked of our paid on call personnel in responding to increasing call volumes. As a result, response times were affected, employee burnout and turnover was increasing. In 2013 the City Council authorized a transition to a primary Firefighter/Paramedic EMS model with Police/Paramedics serving in a secondary back up role. The plan was to hire 8 full time firefighter/paramedics over 5 years through 2018. A contingent of 10-12 police paramedics would remain. An unexpected impact to this transition was the attrition of several police officer paramedics. Using a combination of saved wages through postponement of replacements, implementation of a Duty Crew system and budget additions the firefighter/paramedic hiring was accelerated. As th of January 2014, 7 firefighter/paramedics have been authorized. The 8 firefighter is scheduled for January of 2017. Three part time (.5 FTE) paramedics are also being hired through wage savings of delayed police officer replacements. The end goal is to staff two ALS ambulances 24/7 and a fire engine staffed by two firefighter/paramedics, two part time Firefighter/EMT’s. Police Officer/paramedics to handle multiple ambulance calls and Woodbury Public Safety for shared mutual aid. Impacts of a Duty Crew System Duty crew response times have remained consistent. An average response time for an ALS ambulance for every type of medical emergency is less than 9 minutes. The metro average is 10 minutes for an ALS ambulance. Cottage Grove EMS provides an ALS ambulance on average 05:20 seconds to the citizens of Cottage Grove. There are a number of notable fire incidents that occurred in 2014 where the duty crew arrived to successfully knock down the fire preventing significant structural losses. The Duty Crew is able to absorb multiple calls for service 91% of the time. Prior to the Duty Crew, personnel costs would be directly affected by call volume. The remaining 9% of multiple calls are covered by page outs and mutual aid. Overall, there are multiple fire and EMS calls occurring about 28% of the time. “All Call” and “Station Pages” have also been reduced since incorporating daytime shared service to Woodbury and better staffing at night. HealthEast is also being used on the less frequent third out Medicals, rather than nightly responder pages. As for the impacts on part time paid on call firefighters, they now have a consistent schedule, staffing is scheduled and controlled towards high demand periods verses peaks and valley responses through page outs. The average number of hours in 2014 a PT paid on call firefighter put in was Fire Duty Crew Hours 15.4 33.24% EMS Duty Crew Hours 23.89 51.56% Fire Training Hours 4.8 10.36% EMS Training Hours 2.24 4.83% 46.33/month 100% 11.58 hrs/week Looking Ahead for 2015 Beginning in 2015, the Newport Fire Department will be assisting our duty crew on EMS calls. They are responding to car accidents, patient lifting and all cardiac arrests. They are trained to work in the ambulance with our crews so we can keep some of our duty crew back for additional calls. th In 2015 the pending 8 firefighter spot on the schedule will be covered by .5 PT paramedics targeting weekend shifts that are difficult to fill. Full time firefighters will work 11 hour shifts during the weekdays and 12 hour shifts during the weekends. Officers work officer only shifts and will be scheduled to work them. The goal is to have one officer on every day. The officer is responsible for running the fire station and the EMS/Fire operations during the peak hours. In 2015 the PT firefighter commitment has been decreased from 48 hours to 40 hours of duty crew. A major focus has been to hire and schedule personnel for specific time periods verses past practices of too many on at a given time and not enough when personnel are actually needed. Police Officer paramedic only and Police officer EMT only agreements have been approved by the Police Officers Union. This will allow vacant shifts to be filled by police officer paramedics and EMTs reducing the demands on paid on call personnel and keeping our workforce working in the city verses going to other cities for additional employment. A First Responder Program for police officers who do not have medical training is being implemented to improve response times and provide assistance to duty crews. Conclusion The Duty Crew system has made a significant impact in providing a consistent high level of service to our citizen customers. The transition to a fire based ems system is not complete and as with any transition there are adjustments made as the transition occurs. The public safety service model we are utilizing is being adopted around the region as the most cost effective and consistent means of meeting service demands of a community.