HomeMy WebLinkAbout1998-07-15 PACKET 12.C.REQUEST OF CITY COUNCIL ACTION COUNCIL AGENDA
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DATE 7/15/98 �oC . Ci.
PREPARED BY Administratian R. Srhroeder/M. Wolfe
ORIGINATING DEPARTMENT STAFF RUTHOR
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COUNCIL ACTION REQUEST
Discuss and provide direction in the recruiYment of a Pubiic Safety Director/Police Chief and in
the future direction of the department.
BUDGET IMPLICATION
SUPPORTING DOCUMENTS
BUDGETED AMOUNT ACTUAL fiMOUNT
❑ MEMO/LETTER:
❑ RESOLUTION:
❑ ORDINANCE:
❑ ENGINEERING RECOMMENDATION:
❑ LEGAL RECOMMENDATION:
� OTHER: Staff Report from Ryan Schroeder and Michelle Wolfe
I
Date
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COUNCIL ACTION TAKEN: ❑ APPROVED ❑ DENIED ❑ OTNER
F:1GR�Ql1PSVPER ECpN\MAIMGC ItemsVDirector - Chlef Gover.dac
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STAFF REPORT
RECOMMENDATIONS FOR RECRUITMENT OF
DIRECTOR OF PUBLIC SAFETY/POLICE CHIEF
AND
FOR THE FUTURE DIRECTION OF THE DEPARMENT
� . . ;�
Prepared by
Ryan R. Schroeder, City Administrator
Michelle A. Woife, Assistant City Administrator
BACKGROUND
The City of Cottage Grove currently has a vacancy in the position of Public
�afety Director. The previous Director, Dennis Cusick, retired in April 1998.
When Mr. C�sick was hired, it was as a Police Chief. Later, the positio� was
changed to a Director of Pubiic Safety, with Mr. Cusick assuming responsibilities
for police, fire, emergency management, emergency medical services, and
animal control. With the retirement of Director Cusick, staifi undertook a process
to evaluate the needs and direction of the department for the future.
INTERVIEWS WITH PUBLIC SAFETY PERSONNEL
The first major step in this process was to interview all interested members of the
Pubiic Safety Department. Over the course of several weeks, the City
Administrator and Assistant City Administrator met with thirty-six (36) employees
of the Public Safety Department. These interviews consisted of a list of
questions, which are outlined in Exhibit A. These were very in-depth interviews
which were very educational. A Summary of the results of these interviews is
attached as Exhibif 8.
At the end of Exhibit B you will see a page entitied "Items for Public Safety
Follow-up". This is a list of additional information staff would like to obtain in
order to develop a work plan for the future of the department. These tasks will be
divided into those which can be done in the short-term, versus those that will be
part of the new Director/ChieFs work plan. While staff learned a great deal from
the interviews, the follow-up items are necessary to make informed decisions
about the future of the department.
PUBLIC SAFETY DEPARTMENT VS.
SEPARATE POLICE AND FIRE DEPARTMENTS
In addition to using past experience and the results of the employee interviews,
staff reviewed a report prepared by the City of Red Wing in 1996. The report,
entitled "City of Red Wing Public Safety Director Study", was prepared when the
City was evaluating whether or not to consolidate the city's police and fire
departments. Red Wing adopted a nominai consolidation, which occurs when
departments are separate, but operate under the direction of a Public Safety
Director. This is essentially the same model we have in Cottage Grove. The
primary conclusiorr to be drawn from this study is that there are several kinds of
consolidation, and the advantages and disadvantages vary depending on the
kind of consolidation and the needs of the City. Following is an excerpt from the
conclusions of the Red Wing report:
1
Minnesofa communifies selected were fhose wifh programs most closely resembling the
model being considered by Red Wing, nominal consolidation. All have a Public Safety
Director with separafe police and fire departments and each has developed a program
which is unique to theirrespective communities.
Four ouf-of-state cities were visited, all who have experienced full or selecfed area
consolidation. All out-ot-state cifies visrted except one have reverted back to separate
pofice and fire departments with individual department heads. Reasons given for
refurning to conventiona/ models were almosf entirely polifical.
Staff also reviewed additional reports for information regarding consolidation.
These reports included the following:
"Pubiic Safety: A Viable Alternative" by C. Brian Bodine, Public Safety Associates
"Public safety departments: combining the police and fire functions." Management
Information Service (MIS) Report, Internationai City Management Association, July
1976.
"Update: pubiic safety departments-combining the po(ice and fire functions"
Management Information Service (MIS) Report, International City Management
Association, November 1982.
All of these discussed the concept of public safety largely as it relates to
combining police and fire protection. In other words, departments with Public
Safety Officers who perform police patrol functions as well as fire fighting
functions. Therefo�e, most of the advantages and disadvantages discussed
pertain to the police-fire role, which really does not exist here. While ail of the
articles discuss nominal consolidation, very little information is provided about
this particu�ar pubiic safety model.
In the Bodine article, the author notes that nominal consolidation "generally
occurs in larger cities where the administration deems an additional level of
management is needed to effectively supervise the operation of these
departments. This type of consolidation offers no reduction in service delivery
cost, and in this time of reductions in middle management, its usefulness is
questionable." Of course, Cottage Grove varies from the "typical" nominal modei,
in that we do have the potential for some reduction in service delivery cost via the
ambulance program.
in the 1976 MIS Report, many arguments against consolidation are presented. It
is noted that most of these arguments have been developed by the most vocal
opponents of consolidation: The Internationai Association of Fire Chiefs, the
International Association of FireFghters, and the American Insurance
Association. Most of the arguments against consolidation focus on the
consolidation of police patrot and firefighting functions, and therefore do not apply
in Cottage Grove. One disadvantage that may apply is that it can be difficuit to
find proper leadership for a combined department. Others include potentiai
problem areas such as chain of command, suitable rules and regulations,
responsibility for discipline, morale of personnel, priority of fire service over other
activities, and development of standard operating procedures for the fire service.
Some of the reasons for continuing with a Public Safety Department, as
described in the summary of interviews, include the foilowing:
➢ Coordinate the emergency medical service
➢ Coordinate the communications function (dispatch)
➢ Mediate difficulties between the police and fire divisions
➢ Coordinate disaster response efforts
Another advantage, as listed in the Red Wing study, is that a Public Safety
Director may help to assure continuity in the area of operational efficiencies. The
4976 MIS report notes that consolidation can eliminate duplication in areas of
radio, communication networks, records systems, office staff, training costs and
budget preparation. The report further states that consolidation establishes a
singie line of command and accomplishes more effective cooperation between
departments in the common public safety effort. The report concludes that in
cities which have tried different types of public safety cooperation only to
ultimately abandon them, the problems encountered seemed to be for the most
part political in nature rather than technical. In the 1982 MIS report, it is stated
that a single hierarchy of command wili result, with less duplication and better
planning, coordination, public relations, training, and communications.
Many advantages are not stated here, because they reiate more specifically to
other public safety models. Some of the advantages listed here may or may not
apply in Cottage Grove, since every city is unique. In fact, the 1982 MIS report
states the following:
Every community is unique and fherefore no public safefy program should be adopted
exactly as developed in another community, Consider your own community's
characterisfics, be flexible, and establish an on-going eva/uafion process.
RECOMIVIENDATIONS
Public Safety vs. Separate departments
At this time, staff is recommending that we continue to operate a Public Safety
Department.
Job Description
The next step will be carefuliy prepare and review an appropriate job description.
Attached as Exhibit C is the most recent job description which appears in the
Department of Public Safety Policy Manual. While this job description describes
some of the duties of the position, it is from 1986 and it does not outline any of
the requirements for the position. However, it can be used as a basis to develop
an updated description.
3
Minimum requirements usually consist of experience and education requirements
for a position. The job description can also Iist qualifications that are "desirable"
or "preferrecl." At this time, staff is recommending:
♦ Associates Degree in law enforcement or a related field required
♦ Master's Degree is preferred
♦ Seven to ten years law enforcement experience required
♦ Five to seven years progressively responsible law enforcement experience at
the rank of Sergeant or above required
♦ Eligible to be P.O.S.T. licensed required
♦ Valid driver's Iicense required
♦ Experience in fire service and/or emergency medical service preferred
♦ Proficiency in personal computers desired
Attached as Exhibit D is a copy of a report prepared by former Assistant
Administrator Kelly Frawley. Mr. Frawley worked with members of the Police
Department in 1996 to develop promotional criteria for supervisory positions.
This criteria was reviewed by the City Councii and City Administration. At that
time, it was determined that this would be the criteria used for future appointment
processes. The recommendation stated that the position of Sergeant would
require an Associates Degree as a minimum. The positions of Captain and
Public Safety Director would require a Bachelor's Degree. This may be useful to
consider in the discussion of minimum requirements, because department
employees were informed of these requirements so they could prepare
adequately for future openings.
Recruitment Process
The first step is to advertise the position. Suggestions for advertising include the
fiollowing:
❑ Washington County Bulletin (required by policy as the official City publication)
❑ St. Paul Pioneer Press and Minneapolis STAR Tribune (small ads listing the
position, salary range, closing date, and job line phone number)
o �eague of Minnesota Cities Bulfetin
o Mail job posting to Affirmative Action list and to other Minnesota cities
❑ Minnesota Workforce Center (they will put it on the internet)
❑ National Association of Chiefs of Police pubiication
❑ International Association of Fire Chiefs publication
o P.O.S.T. Board hotline
❑ State Police Chief Association
The next step is to determine and prepare any testing process which the City
wishes to use. Some options (and approximate costs) include:
o Training and Experience Rating (T&E) No cost-do internally
a Oral Exam (Structured Panel Intervievv) Na cast-do internally
❑ in-basket exercise Consuitant: $250 + $85/cand.
❑ Role Play Consultant: $250 + $85/cand.
o Group Discussion Exercise Consultant: $250 +$85/cand.
❑ Accomplishment Record Index Consultant: depends on role`*
❑ Staff Feedback No cost-in house
❑ Cognitive and Personality Testing and
interview with Psychologist Consultant: $300 - $1000/cand.
o Written Tests Consultant: $10 - $20/test
o Incident Command Simulations Consultant: depends on role"
o Practical Exams(Exercises Consultant: depends on role*�
'p/us $50 for narrative resutts
"depends on how much we can do in-house and how much the consultant does; we
would do as much in-house as possible
Staff recommends as a minimum that the training and experience rating be
performed, that an structured interview process take place, and that the top
candidate be sent for a psychological and physical examination. Staff further
recommends that there be additional testing, but there needs to be discussion
about the goals for the testing and the wiilingness to hire a consuitant.
There should also be discussion about the role that City Council will play in this
process. There are severai options, which should be discussed at a workshop
session.
Conclusions
City Councii needs to discuss and provide direction in the following areas:
1. Public Safety Department or separate departments
2. Minimum job requirements
3. Recruitment process — advertising
4. Recruitment process — role of City Council
5. Recruitment process — testing
Exhibits attached
Revised 7/14/98
F:\GROUPS\PER ECON\MAW�HIRWG\Public Safery DirectorlReport to Council.doc
Exhibit A
QUESTIONS REGARDING THE NEEDS OF
COTTAGE GROVE PUBUC SAFETY DEPARTMENT
1. Which approach do you feel is most favorable for the City and why: a Department
of Public Safety, or two separate departments of Police and Fire? Do you know
of any outside resources we could use in trying to assess the advantages and
disadvantages of each approach?
2. Do you feel the Cottage Grove Public Safety Department (CGPSD) is meeting
the needs of the public (providing the services desired to the degree desired) in
the following areas: (Please note any strengths and weaknesses of current
service provision in these areas, and also any suggestions for improvements):
a.
b.
c.
d.
e.
f.
9•
h.
�
Crime Prevention
DARE/School Liaison
investigations
Traffic
Community Education
Community Policing
Emergency Management
Fire Preve�tian
Fire Fighting
Ambuiance/Medic
D ispatch/Communications
Other
3. Do you think the next Director/Chief should be:
a.
b.
c.
d.
2.
f.
9�
a visionary concentrating on long range planning,
a technocrat, ensuring that the department is at the forefront of
technology improvements,
an operations person concentrating on day to day management,
a hands-on person in the trenches with everyone else,
a political mastermind ensuring that legislation is going our way both
Iocally and on state issues,
a visible advocate of the community police officer, belonging to
community groups such as the Chamber of Commerce or Lions, or
Some other definition?
4. What changes within the department or within the City organization as a whole
do you think need to occur to improve the chances for the next Director/Chief to
be successful? Would you answer the same way for ways to improve the
success of the department as a whole?
5. Do you have anything to add that has not been touched on by the above
questions?
F:\GROUPS\PER_ECON\MAVNHIRING\PUblic Safety Directo�iDepartmentQuestions.doc
Exhibit B
SUMMARY OF RESPONSES
REGARDING THE NEEDS OF COTT,4GE (�ROVE
PUBLIC SAFETY DEPARTMENT
Which approach do you fee! is most favorable for the City and why: a
Departmenf of Public Safety, or two separate departments of Police and
Fire? Do you know of any outside resources we could use in trying to
assess the advantages and disadvantages of each approach?
Of thirty-six (36) respo�de�ts, 9 felt we should have a Pubiic Safety Director
regardiess of how the Paramedic Program is run (even if it's outsourced).
Thirteen feit we should have a Director because of the Paramedic Program and
the coordination required to run that program. Ten respondents recommended
Chief and 4 more thought either system could work.
Some suggestions included, calling the City Attorney and Kevin Raun for their
advice. There were several comments that the Paramedic Program is a good
morale builder and creates positive citizen impact for the patrol officer where that
opportunity does not often occur. There was a suggestion that police/paramedic
programs are the trend of the future with more in-home care. Also, under the
current organizational structure continuity in budgeting, allocation of resources,
and conflict resolution is easier.
There were severai comments regarding the interaction between the Fire
Department and the Police Department with suggestions to improve
communication and interaction. Included were suggestions to get the iwo
departments together occasionally, perhaps joint training or team building
meetings. Also, with a Director in the Police Department the Fire Department
needs improved access to the Director from the present situation. There was
aiso some discussion with this question and others that response situations,
equipment, and who is in charge in various types of responses, needs to be
clarified (either way). While many noted concerns about the police/fire
relationship, many also noted that it has improved.
Some who favored separate departments of Police and Fire, and hiring a Police
Chief, felt that we have a Fire Chief and just need a Police Chief. There is a
large amount of work necessary to run the Police Department, so let the Fire
Chief run the Fire Department. However, they still need to work together to avoid
dupiication of services.
Comments recommending a Public Safety Director included simply that police
want to be able to tell Fire what to do. In addition, there were concerns about
conflict of interest and "turf wars" between the departments, which a director
could mediate. However, some felt that the Fire Chief needs a little more
freedom under this system. While many noted the Paramedic Program as a
reason for maintaining a Public Safety approach, several also mentioned that the
Communications Center was another strong reason. Dispatchers seemed mostly
to favor the Public Safety system.
2. Do you feel fhe Cottage Grove Pub(ic Safety Department (CGPSD) is
meeting the needs of the public (providing the services desired to the
degree desired) in the following areas: (Please note any strengths and
weaknesses of current service provision in these areas, and a/so any
suggestions for improvements)
a. Crime Prevention
It seems that most respondents feel comfortabie with the crime prevention
programs. Communicating just what those programs are to the entire
Public Safety Department needs to occur in an ongoing way. There is
some feeling that these and other programs tend to be detrimental to
street strength on occasion. There is a fairly widespread agreement that
utilizing non-sworn personnel to run these programs are the way to go and
that the satellite office was an exceilent improvement. We should
evaluate overtime usage related to this and other programs. There is
some interest in programming being spread around through the
department to give other officers a chance to try new ideas. There is
mixed opinion about the value of the TV show "Your Public Safety". There
seems to be agreement that over the long-term we should transition police
officers out of this function in favor of non-sworn personnel.
b. DARE/School Liaison
There is almost complete acknowledgement that the SRO (School
Resource Officer) program is a good thing and needs to be continued.
The rationale is that prior to start of the program, the street ofFicers spent a
fair amount of time responding to calls to the schools in a fairly inefficient
manner (time expenditure). That no longer occurs. Further, the SRO
receives a large amount of waik-by information that would not othenvise
be available. The net end result has been that crime statistics at the
schools have been reduced as a result. We need to verify that intuitive
knowledge however.
In contrast, there is a fairly widespread opinion that the DARE program
probabiy does not have a measurabie impact upon drug use. However,
there were several comments that the interaction with the kids, the
positive PR, and positive impact to the officer were valuable. There were
some suggestions that tne locaily developed Counter Act program, which
E
has a shorter duration, should be considered. Or, perhaps, a SRO or
other program that gets the officer contact of DARE should be utilized.
There was the implication that DARE, however, is relatively self-
supporting through grant programs. That should be verified with analysis
for the duration of this support for budget purposes. We aiso need to
request funding assistance from St. Paul Park if they are not currently
providing assistance within their Jr. High.
c. Investigations
Most respondents felt the investigative unit was overworked, understaffed,
and underexperienced. Most agreed that the addition of the Sergeant
position was a good decisio� and that that position should have a longer
(tenure) rotation system. Most respondents felt that the organization
needed to retain the ability to move people from the investigative unit if
they become stale or if performance reviews showed lack of productiv+ty.
The greatest concern seemed to be the quality of work produced by the
unit and the level of communication between investigations, the
communication center, and the patrol unit. Tnere were many suggestions
that communication could improve in both directions. Both patrol and the
communication center need to know to whom cases are assigned. That
does not always occur.
Many felt that the Sergeant should continue to handle a caseload.
However, others expressed concern that the Sergeant needed to
supervise and coordinate, not be tied down with a lot of cases. The
Investigative Aide position was not mentioned with any regularity but when
it was, the jury was still out as to whether that position would prove to
have value, but it was hoped that it would.
On going phrases throughout the discussions included: communication,
stability, need for permanency, consistency, and experience. There was
agreement in the opinion that it takes time to learn and become effective
in investigations. It is very different than the patrol function, and there is a
need to establish a nefivork of contacts. About 75% of respondents felt
that in addition to the Sergeant there needed to be at least one additional
investigator with a relatively permanent position (subject to perFormance
standards). Over haif feit there needed to be tv✓o such positions. A few
stated that at least 2 years in the position was necessary.
The staff also felt that the opportunity to provide for rotational assignments
was of benefit. Most feit that a rotation of a year or longer should be
considered. Many also felt that the summer 3-month rotation provided a
good opportunity for patrol to get some levei of understanding of the
function making them better patroi officers.
Ail in all, it seems that the preferred staffing level is a sergeant, two semi-
permanent positions, and additional rotational opportunities to the extent
possible without reducing street strength below necessary levels. It was
aiso suggested that we need to tie the investigative camputer system to
the main ENFORS system and that we should take a look at fire
investigations.
d. Traffic
There is not complete consensus on the issue of traffic within the
department. Generally, it seems the lowest tenured officers tend to write
the most traffic tickets. Longer tenured officers give more warnings.
There were several comments on the use of traffic for employee
evaluations and a concern that the system needs to be revamped. For
instance, the State Patrol logs the number of citizen contacts, not tickets.
Many have suggested that more can be accomplished by issuing warnings
rather than tickets and therefore, tickets should not be the driving force
behind positive performance reviews.
Many o�cers' felt that we should spend more time on residential patrol
since that is where most citizen comments are from regarding traffic
issues. Aiternatively, on night shifts it seems to be thought that DUI
(Driving Under the Influence) enforcement on Hwy. 61 is appropriate. All
in ail, it seems that balance is what is suggested.
Many comments were made that the more traffic a department does the
more crime wili be found. Often violations such as drugs are found during
traffic stops. As a result, many officers have suggested use of a traffic car
dedicated oniy to running traffic. This officer would be removed from the
rotation and use the unmarked/uncharacteristicaliy looking squad car.
Some o�cers also suggested use of a canine unit for drug searches and
other common canine uses. There was one suggestion that we need to
purchase stop sticks, which couid be carried in the sergeant vehicle.
Another suggestion was that we send an officer to commercial vehicle
school, primarily for use on Hwy. 61.
There was a recurring comment that we do not have enough staff to
routinely run traffic due to the EMS program pulling officers off the street
and out of town. It was noted that doing traffic is the biggest deterrent to
crime, reduces accidents, and visibility is important. There was also a
concern that during activities such as Operation Nightcap the dispatch
center is not able to keep up at its current staffing level. MDT's are the
suggestion for improving that situation and for allowing the department to
run more traffic without significantly overloading the communications
center. Another concern regarding the communication center, as it relates
to traffic, is the officer safety issue as the dispatcher attempts to keep
0
track of officers on traffic stops. it was suggested that CAD (Computer
Aided Dispatch} would be heipful in that regard.
�inally, the issue of fraffic is a somewhef controversiai one within the
department. Many felt that traffic and how we handle it, runs the
department through the messages we send such as traffic points. The
issue needs to be more thoroughly discussed within the department
including:
i. How traffic is dealt with on evaluations;
ii. How we determine where to spend traffic time (i.e. 61 vs.
residential, how many officers assigned and how often); and
iii. What technology or other capital outlay should be pursued to assist
with tra�c enforcement and officer safety.
e./f. Community Education/Community Poticing
There is somewhat of a disparate opinion about the issue of Community
Education. For example, staff appear to think citizens watching the TV
show may get something out of it generally, however, it is thought that not
a large percentage of the citizenry see it. However, there were many who
noted that it was being watched, and perhaps just needs to be re-vamped.
Further, a program such as that one brings on the discussion of dedication
of resources on or off the street. Throughout the discussions there
seemed to be a feeling the street should be the first priority and
programming should not occur unless and until that is handled. Aiso,
there would be a need for additional resources (employees and money).
A�ternatively, programs like Gun Safety and Parkside are desired. Many
noted the very high citizen demand for gun safety courses. There is fairly
widespread opinion that we are forced to run the Parkside program due to
the levei of crime generated from that site. However, it is also felt that
scheduling should be reviewed in that we seem spend a lot of overtime
hours there. Also, it is felt that we should not be shouldering that burden
but that the HRA should. Also, the HRA needs to be more aggressive
about screening and removing tenants when shown to be a problem.
This, in the opinion of the officers, needs to be a top priority.
Again, the Neighborhood Watch program was noted as being top notch,
particulariy the person, Ceil Peterson, running it. Again, as well, it is noted
that the non-sworn nature of that position is a major benefit and that
simi�ar placements shouid occur in the future. Bike patrol was mentioned
by a few as a good program for interaction with the public.
Ali in all, it seems to be felt that some PR and some educational
programming needs to occur but not to the detriment of the street.
5
It is widely felt that Community Oriented Policing is not a lot more than a
buzz phrase. Further, most interviewed felt that the department has been
doi^g this for a!o^g time and just recent!y put a name and program
together for an ongoing philosophy. Beyond that, the officers generally felt
that the District meetings were not worthwhile and should only occur after
a need is identified for solving a problem or upon request by biock
captains. Further, when we become aware of a problem the officers
should be allowed to address that problem with individual creativity rather
than usi�g a structured program format. The officers need to be able to
act in a mediation role.
There are several officers who mentioned that we do need to continue this
philosophy, but that we cannot push a"big city" program on a suburb.
Ratfier, we need to adapt the C.O.P. philosophy to the needs of our
community.
We need to determine what is being spent on YPS, Crime Watch, the
Apartments Coalition program, Parkside and other programming in order
to truly evaluate if the citizenry is benefiting to the extent of the
expenditure.
g. Emergency Management
There seems to be a general feeling that we are not as prepared in the
civil defense-storm response area as may be necessary from time to time.
However, there also seems to be the opinion that one cannot be
compfetely prepared for this type of thing.
However, much of the staff is unsure of their role in a natural, chemical or
plane/raii disaster, Most do not know where the manual is and there is a
recurring ciaim that many do not know who is in charge, aithough it is
often felt the Fire Department should be in charge of this type of disaster.
It is felt that more training would be valuable and that training should
include Fire Department personnel, officers, dispatchers and perhaps
others. Also, in preparing responses to emergencies the dispatchers
should be included where that may not have occurred in the past.
A specific point that needs review is the 3M masks that apparently were to
be provided to the police officers. If they are available the staff does not
seem to be aware of it. Another is that there seems to be a concern with
communications and radio tra�c. A few mentioned the new CAN
(Community Alert Netwark) system. They felt this was a positive system
for the City. Various persons have suggested that in a disaster the
Communication Center is a zoo. The department perhaps should review
communications between the Fire DepartmenUPolice Department and
�
Public Works with suggestions for improvements. Finally, it needs to be
abundantly clear as to who is in charge during what type of situation and
that needs to be regularly communicated to all staff (inciuding non-public
safefy personnel}.
h. Fire Prevention
Fire Fighting
The Police Department doesn't seem to know much about what the Fire
Department is doing in the area of prevention. Many felt there should be
some education and training for poiice officers in this area. One concern
noted was the Vack of inspections of buildings during operation (e.g.
Rodeo on a Saturday night).
In the area of fire fighting, it is often feit that additional full time staff woufd
help the times were deficient but that the City may not be able to justify the
expense. There is a concern that the Fire Department responds to all
incidents with a"Code 3" (lights and sirens), even when it is known that it
is a minor incident. There was a suggestion that dispatch should
determine the Ievel of response. Another concern is that part-time fire
personnef wifl respond to a biazing fire but wili not respond to a lessor or
EMT cail. Further, there was concern that if they respond they get paid,
even if the response was not timely. (Note: Staffis in the process of
evaluating this concern.) An additional concern is daytime response,
primarily for medicais but also for fires. Other than that, it is generally felt
that Cottage Grove has a well-equipped and trained Fire Department. It
seems that the Fire Department and Police Department need to conduct
joint training and other activities to improve the working relationships
between departments.
j. Am6ulance/Medic
The preponderance of respondents felt that Cottage Grove should
continue to run the EMS program. While almost everyone felt it was a
wonderful service to the community, with the exceilent medic response
times and excellent paramedics, a good PR program for the Police
Department and an efficient delivery model it was aiso widely suggested
that improvements or alternative response methods should be considered.
It was also repeated regularly that the paramedic program often resulted
in scheduling problems and below minimum staffing levels with o�cers on
out-of-town runs. Many voiced a concern about driver response time (fire
EMT's} and with the amount of time spent in St. Paul Park and Newport.
Among items suggested for further consideration are:
Full-time fire Paramedics
ii.
iii
iv
vi.
vii.
viii
ix.
�
�
E�1�J
Greater use of CSO/Paramedics
EMT Response Teams
Sleep over EMT's
Housing an ambulance at the Police Depertment with paramedics
responding to the scene in the ambulance and an EMT responding
to the scene and picking up the ambulance from there.
Working with Woodbury on a joint program.
Direct that paramedics assig�ed to other duties such as Captains,
Investigators, or Parkside, DARE and SRO respond on daytime
paramedic runs.
Recreate volunteer paramedic training program.
Look at paramedics responding to scene but a private or other
service providing the transport.
Provide standby/pageout options for paramedics or EMT's.
Look at contracting billing to increase coliection rations.
Look at take home cars to increase response.
Look at level of EMT response and who gets paid for response
(EMT's are bei�g paid even if response is too late for ambulance?).
Discuss which calls by the Fire Department are hot calls and who
decides.
xv. Look at EMT medical response that are either non-Fire Department
personnel or Fire Department personnel that respond to only EMS
calls, not Fire calls.
xvi. Look at assigning officers to programs after minimum staffing is
provided for EMS and patrol.
xvii. Contracting out the entire service.
xviii. Examine use of ambulances. Is there a need to purchase another
replacement (4 truck).
k. Dispatch/Communications
Most of the Police Department desires to continue with the Dispatch
Center in-house. Those expressing an aiternative view mentioned that
MDT's would be nice to have and having dispatching by the County or
others with the addition of MDT°s would generate a cost savings and
would not negatively impact their level of work or safety. That, however, is
a minority opinion. Comments supporting the effectiveness of the
Communication Center included the importance of officer safety, and the
role they play in that. Many listed the large number of functions performed
by the Dispatchers, such as non-police calls for information, and watching
prisoners in the jails. MTD's cannot replace Dispatchers, they only
enhance what officers can do. if the center ciosed, we'd still need office
and jailing staff.
Interestingly, most persons, including dispatchers, feel that consolidation
with Woodbury, St. Paul Park and Newport and, perhaps, Oakdale, has
many advantages. (Specificaily, many noted that we used to dispatch for
St. Paul Park and Newport, which was a good system. Most would like to
see them come back.) While the preference in such a consolidation would
be to onntinue the operation here, many felt the advantages of the
consolitlation were significant regardless so long as the location was in
south Washington County. In fact, some felt that the County couid
operate this south Dispatch Center.
There is a great deal of comfort with the level of service provided to the
public and the police o�cer by the Communications Center and the
Dispatchers. Even so, there is a strong desire to supplement with MDT's.
While some feel that technology will reduce our need for dispatch staff,
most felt that the opposite might just as easily be true. However, it was
felt that the officers couid more efficiently run traffic with MDT's. It could
be the case that we need a CAD system in order to fully benefit by the
MDT's but that the technology is not fuily understood by the officers.
Some noted that MDT's will be outdated. There were some concerns
noted about the radio equipment currentiy used, it is aging and out-dated.
Radio traffic and staffing during emergency situations has been a
discussion topic. There is some feeling that we need additional staffing in
the Communications Center to provide for that and for peak periods.
There was also some discussion regarding dispatcher work tasks during
luli times. There were comments about citizen contacts, waik-in and on
the phone, as well as records, clerical and other tasks. For further
discussion, what specific tasks are accomplished and could certai� time
periods be more fully utilized. Also, we are currently providing services
such as finger printing, which we perhaps shouid be charging a fee.
Apparentiy 4 P.M. to 1 A.M: are the busiest times during which
dispatchers requested a minimum of two staff persons.
I. Other
There seems to be more Public Safety personnel opposed to the level of
SRT team invoivement by Cottage Grove than in support of it. Even
supporters recognize that the SRT team represents a very large
expenditure of time for the level of benefit directly received by Cottage
Grove residents. Many existing staff persons have never been on shift
when the team responded to a Cottage Grove incident. There is a
somewhat widespread opinion that the City of Oakdale is the prime
beneficiary of the team at present. The expenditures come primarily in
equipment and training. Apparentiy, training is currently one time each
month, which is seen as excessive and puliing training resources away
from the rest of the department.
�
There was a suggestion that the combination of the team into Washington
County, Woodbury, Oakdale and Cottage Grove has resulted in a new
Joint Powers Agreement. (Exhibit E, attached.) If so, Council should
r�view that against the team budget and the benefit {evel received by
Cottage Grove. There were several comments that the few times Cottage
Grove will call out the SRT team the response takes just as long with the
team housed here as it wouid if it were housed elsewhere. Further, St.
Paul or other communities wouid probably respond as quickly as our
team. The downside of an outside response is that the team wouid control
the scene rather than Cottage Grove officers.
If the team continues to be supported by Cottage Grove there seems to be
a desire on the part of the staff to see its level of influence downsized.
There is concern for the impact of training on minimum staffing levels. It
was felt that some SRT type training for non-SRT officers may be of some
value. Many noted that the recent consolidation with the County was a
move in the right direction, especially the number of Cottage Grove
Officers on the team being decreased by two.
Two other topics discussed during this discussion were the Part-Time
Officer program and a Canine unit. We did not specifically ask about
either one. However, on more than one occasion officers expressed
concern about Iiability created by the Part-Time Officer program. Another
concem is the proposal by the Post Board to grandfather part-time
licensure as fuli-time status. Also, there was a request on a couple of
occasions to consider a Canine unit. It was felt that in incidents such as
trouble at the Majestic a canine would be extremely helpful. Another area
mentioned was the Hazardous Materials Team. As with SRT, this
program's equipment takes up valuable space and uses valuable
resources, but cauid, perhaps be provided by other means. This should
be researched further.
3. Do you think the next Direcfor/Chief should be:
a. A visionary concentrating on long-range planning,
b. A technocrat, ensuring that the deparfinenf is at the forefront of
technology improvements,
c. An operations person concentrating on day-to-day management,
d, A hands-on person in the trenches with everyone else,
e. A political mastermind ensuring that /egis/afion is going our way
both locally and on state issues,
f. A visible advocate of fhe community police officer, belonging to
community groups such as the Chamber of Commerce or Lions, or
g. Some other definition?
10
First and foremost, the department is looking for integrity and honesty in a
Chief. Beyond that they are looking for inclusiveness in decision-making,
someane who will listen to their input, and share information.
Communication and people skills were frequently mentioned as being
critical. They are looking for someone who wiil support the officers and
stand up for the Department. It would also be helpful as a morale builder
to demand that the Chief get out into the car and into programs on a
regular basis. it is important that he know the staff on ali shifts and have a
presence on ditferent shifts once in a while.
It seems that the Department wants someone who is less legislatively
active than in the past, but who is politicaily "savvy" and follows legislation
that relates to public safety. It is important that this person would be an
active community member, but that doesn't necessarily translate into
membership with all of the community organizations. They want someone
who provides the mission and allows his operations person to carry out
that mission within the parameters that have been set.
In terms of skiils and knowledge, education was frequently mentioned as
important. The Chief should have good "street cop" experience,
remember what it is like to work the street, and not be afraid to work it
once in a while. The Chief should have a good knowledge of technology.
Paramedic experience and fire experience is desirable but not required, in
the opinion of most,
Several of those interviewed mentioned that there are internal candidates
they would support for the position.
4. What changes within the Department or within fhe City organizations as a
whole do you think need to occur to improve the chances for the next
Director/Chief to be successful? Would you answer the same way for ways
to improve fhe success of the deparfinent as a whole?
For the most part it seems that the department expects more involvement from
management than they have experienced in the distant or recent past. There is
some feeling that the Police Chief is never questioned and that they think that
should change. Alternatively, they believe that if management sets the Chief
clear goais and direction the Chief should be held accountabie for achievement
of those goals and should be allowed to accompiish those goals within the
parameters. They also feei that management, including Council should be more
visible and more aware of persons, personalities and programs of the
department. They are looking for understanding and a feeling that they and their
jobs mission matter. Many requested that the new Chief be given necessary
resources to begin his/her tenure. Several noted that management and the new
Chief should continue to get empioyee input via such means as the Operations
Committee, a Labor-Management Committee, and a process like these recent
fiil
department interviews. A need to balance programs with policing was
mentioned, with Administration playing a large role.
ii:'
Items for Public Safety follow-up:
♦ Statistics on DARE, SRO. (SRO reducing calls?) Status of grants.
♦ Funding on DARE—schoois paying? SPP for juniar high?
♦ Overtime for crime prevention programs
♦ 3M masks
♦ Mickelson and Dally plan with Kent Griffith of Regions re: paramedic service
♦ Costs of Fire Haz Mat – is it needed (Regionai HazMat could respond)
♦ Grant for getting lap tops?
♦ Evaluate Counter Act program as alternative to DARE
♦ Investigations staffing
♦ Traffic Evaluation:
1. How traffiic is deait with on evaluations (points-for just tickets or citizen
contacts?)
2. How we determine where to spend traffic time (example, residential vs.
Highway 61), and how much time to spend on traffic.
3. What technology or other capital outlay should be pursued to assist with
traffic enforcement and o�cer safety?
♦ What is being spent on, YPS (Your Public Safety), Crime Watch, Apartments
Coalition, Parkside, other programs
♦ Review communications between Fire and Police and Public Works during
emergencies for suggested improvements
♦ More training, education about the emergency plan, who is in charge, etc.
include involvement of Dispatch
♦ Review use of Code 3 response
♦ Ambulance/Medic: List of items to consider, i. through xviii.
e Dispatch: review South Washington Comm Center options with other
communities, County
♦ Evaluate MDT's, CAD other technology for cost and effectiveness
♦ Identify tasks accomplished by dispatchers, staffing issues
♦ Costs of SRT; new Joint Powers Agreement (Councii review against the team
budget and the benefit levei received by the City). identify other response
sources. Review possibility of further downsizing.
♦ Review cost benefit of Haz Mat team
♦ Work on relationship/communications between police and fire
o Operations Committee; continue as is or re-vamp? Labor Management
Committee instead?
♦ Possibility of trainee dispatchers (interns) through the schoois?
51CG_FS�\SYS\GROUPS\PER_ECON\MAVJ�HIRING\Pubiic Safery Director\Items for Pub Safety followup.doc
Exhibit C
`� COTTAGE GROVE DEPARTMENT OF PUBLIC SAFETY � EFfECT1VE DATE SECTtON NUMBER
POLICE DIYISiON - MANUAL ; December 1986 8-400.00
. �
!
SUBJECT: Job Descriptton - Director of ; DISTRI6UT10Nc RESCINDS: R!!
Pubtic Safety/Chtef of Polfce ; Aii Personnei other orders fn
( confitct
-------------------------------------------------------°---------------
SCOPE: To deftne the Job descriptton for the positton of Director of
PuGiic Safety/Chtef of Poiice.
B-901.00 ACCOUNTABI.E T0: Cierk/Admtntstrator
8-902.00 PRIMARY 08JECTIVES OF POSITION
To orc,.anize, direct the tmplementatton of, a�d coordinate the
supervision of alt Public Safety act(vities wM ch inciude law
enforcement, emergency medicai services/paramedfc program and
an(mat control. The Publtc Safety Director is the chief lax
enforcement officer ++ithin the city and is responsible for the
protection of 11fe and property tn accordance w(th Federal,
State, County and locai laNS and ordlnancea.
8-903.00 MAJOR AREAS OF ACCOUN7ABI�ITY
A) Dtrocts and coordtnates the adm{ntstrntion of the Department
oP Public Safety to assure that the destred levei of service
is betng provided.
i) Assists, in cooperatlon w{th the Personnei Dlrector,
in hiring, dfsctplining and dlrecting employees under
his control in accordance with the City's Perso�net
Policies, the Oepartment Rules of Conduct and/or appro-
priate labor contracte.
� '
2) Coordinates project "Crime Stop" Joint powers agreement
on cooperative policing, coamunications and records.
3) Coordinates the Emergency Medicat Services/Paremedic
Program Within the city of Cottage Grove and other parti-
cipating cortmunities.
4) Pians and coordinates the training needs of the
Department to assure�personal growth and development of
personnei.
5) Revfexs the performance of aii Department employees and
evaluates the performance of empioyees directiy responst°
bie to him o� a regutar baete.
6) Defines and detegates authority and responsibility to
appropr{ate subordtnates.
Q�
�EPARTMENT MANUAL
� TITLE: Job Oescrtption - Director of Pubitc ; SECTION N0: 8-900.00
Safety/Chief of Poitce �
7) Administers the Deqartment's budget and purchases.
8} Maintains liaison with ail votunteer personnei assfgned
to the Oepartment and Cortmissions relating to pubiic
safety and assists them in the performance of their
responsibilities.
8) Prov(des advice and recortmendations to the
Clerk/Administrator, other staff inembers and the City
Council regarding Public Safety matters.
1} Prepares factual, clear and concise written reoorts
as reauired, or as necessary.
2) Serves as an active member of varlous management staff
corm{ttees created to deai xith speciftc problems and/or
issues.
3) Revfews proposais submftted by other manaqement staff
members and makes approcrlate comnents and recortmenda-
tions.
4) Keeps the Cierk/Administrator and aperoprtate mana9ement
staff inembers informed on important developments whlch
may affect the administration of city government.
5} Maintain current knowledoe of tnnovattve ideas and
develoanents and recortmends changes tn current operations
and practfces Hhere apal(cabie.
6) Attends meetings of corrmissions and councit as necessary
or arranges for Departrnent staff attendance.
C) Preoares an annual department budget with appropriate juati-
fication and aids in the development of the proposed annuai
city budget.
1) Police
2) Emergency Medical Services/Pa�amedte pro9ram
3) Communicatian
4) Animat Control
0) Conttnually rev4ews and evaluates aii phases of the ongoing
; poitce department and other aubife safety operatfons and
� record keeptng as a basls for develoPtng lmproved
organizat(on, methods �nd c�oifcfes.
-2-
D��A�fiM€Nfi MANUAL�,__ ��. — --
',°
,
TITLE: Job Descriptton - Oirector of Pubitc ; SECTION NOi 8-900.00
Safety/Chief of Police �
1) Directs and oversees coordinatfon of operations with
other taw enforcement agencies.
Z} Prepares staff reports and recomnends aetlon.
3} Revtews reaorts on crfine, acctdents and miscelianeous
tncidents and makes recortmendations for actton.
E) Actively assists with the Personnei Director and Clerk/
Admin{strator in the development and negotiation of labor
contracts relating to Pubiic Safety personnei.
r) Keeps the Cierk/Administrator informed of police activities
and other pubiic safety matters so he wiii be aopraised of
present or potenttai proGlems.
i} Keeps other deoartments informed of public safety matters
as necessary.
G) The Director of Pubtic Safety is the officiai custodian of
the poiice department and other publlc safety records.
H) Makes public presentations and deals with the public an an
individual basis.
I) Gives presentations to cortmunity and governmental or-
ganlzations.
2) Answers citizen calls and complaints.
I) Represents the city tn metropoiitan, state and natto�al
organizations where deleaated and where the interests of the
Cottage Grove cortmunity are invoived.
J) Attends schools, semfnars and meetf�gs coneerntn9
work-retated matters to remain current on deveioanents in
public safety.
1) Law enforcement
2) Emergency medical services
3) Records
4) Cortmunications
5} Animai control
K} Performs ather dutfes and assumes ather responsib(lities as
aPParent:or assigned. '
c
-3-
Exhibit D
CITY OF COTTAGE GROVE
� ••• �
To: ✓Sergeant Sohn Mickelson
. Patrol Officer Greg Brysky
FROM:
DATE:
Kelly Frawley, Assistant to City
March 15, 1994
' is rator
SU$JECT: PROMOTIONAL CRITERIA AITHIN THE DEPARTMENT OF PIIBLIC
SAFETY
The City Council and City Administration have had the opportunity
to review the promotional criteria established during the past few
months. At this time the comment period has elapsed. I have not
received any feedback that would require revision of the
promotional criteria.
Based on input from both of you, the Employee Operations Committee,
City Administration and City Council, I consider the attached
criteria to meet the needs of the Department's future and will
utilize the criteria in future appointment process.
If you have any questions, comments, or concerns, please feel free
to contact me (ext. 882).
��l! , . � . .� . �.
A. Must be eligible to meet the State of Minnesota P.O.S.T. Board
requirements for licensing as a full-time police officer at
the time of appointment.
8. Must successfully complete the evaluation process in place by
the City of Cottage Grove at the time of appointment.
PROMOTION TO SERGEANT •
A. Must be eligible to meet the State of Minnesota P.O.S.T. Board
requirements for licensing as a full-time police officer at
the time of apoointment.
H .
C.
D .
Must successfully complete the evaluation process in place by
the City of Cottage Grove at the time of the appointment.
Must have at least three years of progressively responsible
experience as a police officer.
Must have an Associate of Arts Degree in Law Enforcement, or
a higher degree in a job related field of study, OR
E. Must meet the requirement outlined in D on or before January
1, 1997.
PROMOTION TO CAPTAIIV
A. Must be eligible to meet the State of Minnesota P.O.S.T. Board
requirements for licensing as a full-time police officer at
the time of apoointment.
B. Must successfully complete the evaluation process in place by
the City of Cottage Grove at the time of appointment.
C. Must have at least
experience in the
Sergeant or above.
D .
E.
five years of praqressively responsible
law enforcement field at the rank of
Must have a Bachelor of ArtsJScience Degree in Law Enfarcement
or related field of s�udy, OR
Must meet the requirement outlined in D on or be£ore January
1, 1997.
i• � • • • • •��
A. Must be eligible to meet the State of Minnesota 2�.O.S.T. �oard
requirements for licensing as a full-time palice officer at
the time of aaoointment.
S. Must successfully complete the evaluation process in place by .
the City of Cottage Grove at the time of the appointment.
C. Must have at least seven years of progressively responsible
e�cperience in law enforcement at the rank of Sergeant or
above.
D. Must have a Bachelor of Arts/Science Degree in Law
Enforcement, Criminal Sustice, Public Administration,
Management, or another job related field of study.
J
EXHIBIT E
MEMORANDUM Exhibit E
TO: All SRT Persannel —Tac.ical, Negotiations, Ccmmuricatians
FROM: Captain Michaei D. Zurbey �
DATE May 28, 1998
SUBJECT: COMPLETION OF S.R.T. MERGER
On May 27, 1898, the four (4) Chief Law Enforcement O�cers signed off on the "Multi-
Jurisdictional Special Response Team Policy Serving Washingtnn County' which is
attached for your review. Effective that date, we officiaily became one team.
I'd like to thank everyone involved for worfcing so hard this past year to make this
happen. The effort put forth by the people organizing the training and by everyone
when they are at training has been outstanding.
We recently got in a new order of team pafches. Everyone should have these on your
uniform by the June 9`" summer practical.
Thanks.
MDZ/djm
cc: Sheriff Frank
Chief Kinsey
Chief Orth
Chief Suliivan
Chief Deputy Pott
•: .
SPECIAL RESPONSE TEAM DATE IS5UED NUMBER
�TA111�/aF�D �F�Ef�/aTll�l� �i�� �o-oo�
PROCEDURE
T0: SRT PERSONIVEL DATE EFFECTiVE PAGES
4/1/98 11
SUBJECT: MULTI-JURISDiC11DNAL SPEClAL REfENTiON APPRWAL
RESPONSETEAM POL/CYS�RVW6
WASN/NGTON CDUIVTY Indefinite
f1���:Til�lirNiGP►I
To successfuliy resotve a tactacai situation an administrator must have the proper tacticai
options at his/her disposal. The best tactical option availabfe is a properiytrained and equipped
unit. The muityurisdictional special response team (S.R.T.) is the best solution for smali and
medium size agencies where the need e�rists, however, personnel and/or budget constraints
prohibit a single agency from accepting the full responsibility.
1.0 PURPOSE
The specific objectives of this policy are:
A. Create a mufti-iurisdictional Speciai Response Team ( S.A.T.) fnr Washington County.
B. Ennance the capa6ifities of tfie Speciai Response Team to handie high risk tactical
situations.
C. Provide a framework upon which this mufta-agency Speciai Response Team wilt be
administered
2.0 MISStON AND GOAL
The safety and preservation of ali human 6fe is the team's primary mission. The
Special Response Team unli accomplish it's goals tn achieve that mission by acting as a
multi-agency law enforceme�t support unit which will be speciallytrained and equipped
to respond to and resoive crit9cal incidents and other high risk law enforcemern
functions in Washington County and other counties as requested.
Page 1
5.2 Team Commander -The TeamC,�mmander is selected by the C.1.E0. Board. The Team
Commander reporrs to the C.LEO. 8oard and is responsibte for administrative duties
which include, but are not limited to; training requiremerns, policy development, budget
preparation, recommend personnef selection, and personnei assignments, year-end
summary repor� whrch cavers team uses, training and budye� expenditures. The Team
Commander wili serve as chairperson of the Participating Agencies Representatives
Committee.
5.3 Participatinc�.Aaencies Represent�tives Gommittee-The commiixee is made up of
representatives from each pardcipating agency who are appointed by each agency's
C.LE.O. The committee reports to the G.LE.O. Board. The Team Commander wiil be the
chairperson of this commitxee. This group is responsibie for representing each
parpcipating agency at reguiar meetings during the year. The committee wiil make
recommendations in areas which include, but are not limited tA: training curciculum,
instructor development, training records and lessan pians, policy developmenG budget
preparation, personnel selectiort and assignments, and input committee selection.
5.4 inoutGommitteesfoQtional]-CommitteesmaybeforcnedbytheTeamCommanderto
get input from team members and participating agencies regarding areas which inciude
but are notlimited to, training, policy development and equipment selection.
S.A.T. Feld Operations Organization (See at�achment 2�
5.5 Ghief �aw Enforcement Officer/Incident Commander-The Chief Law Enforcement
Officer or their designee will have overall scene respo�sibility and will be the Incident
Commander. The Incident Commander will worktogether with the Team Commander
and will deLermine the mission assignment (a mission assignment is the general plan to
contain, control, and resolve a critacal incident). The Incidertt Commander v�nll authonze
any pianned tactical response by S.R.T; e.g. pre-planned use of deadly force by a S.R.T.
marksman, delivery of chemicai munitions into a suvcture, tacticai S.R.T. ernry to locate
or have direct contact with a criracal incident suspect
The incident Commander wiii coordinate widi the on ducy sLreet supervisorto insure
that any support services [e.g. tr�affic controt, cammand post seeurity, etc.] are provided.
5.6 Team Commander-The Team Commander reports to the Incident Commander. They
will meet to determine what the mission assignmerrt is. The Team Commander wiil work
together with the Incident Commander to resolve the critical incident, Once the mission
assignment has been set by the incident Commander, the Team CAmmander wiil be
responsible for the tacticai decision-making to compiete the mission assignment The
Team Commander wili meet with the incident Commander during Lhe criticai incident to
revise the mission assignment as needed
Page 3
5J Tactical Command Staff-The Tacticai Cammand staff shal( be sefected by the Team
Commander. The C.LEO. Board wiil review and give finai approvai to those selections.
If the Team Commander is not present, the first responding member of the Command
Staff usrill assume the duties of �he Team Commander. The Comm�nd �taff �nnl! report
Lo the Team Commander and wiil assist in S.R.T. personnel assignments, tactical
Planning and decision making. :
5.8 Tacticai Containment Element-Containment personnei report to the Team
Commander. They wili provide inner perimeter security and cover fire, deliver chemical
munitions conduct reconnaissance, make arrests and complete other tactical duties
as assigned.
5.9 �acticai Entry Efement-Erttry personnel report to the Team Commander. They wiii
perfortn buiiding entries for search and arrest, hosLage rescue operations,
officer/c'itizen rescue and complete othertactical duties as assigned.
5.1 O Negotiation Element - Negotiators report to the Team Commander. They are
responsible for communicating with the person(s) in crisis who are the focus of the
S.R.T. caii out They wili also complete intelligence gathering duraes and provide
technical equipment assistance during the caurse of a team cali out
5.11 Gommunication Elemerrt-Communication personnei wiil reportto the Team
Commander. They are responsibie for providing communication between S.R.T.
members and the S.R.T. command pos� They wilf compiete a detaifed log of the
call out events.
5.12 Emerqency Action - Section five [5) of this policy reflects the 'normal flow" of command,
control, and communications during a critical incident Nothing in this policy
prohibits the use of force, including deadfy forca by any S.A.T. member, as authorized
under Minnesota State Statute 609.06, 609.066, 629.32. 629.33, or their
individual departmerrt policies.
6.0 S.R.T. ACTNATION
L�i��[��
There are occasinns where it may be preferabie to use certain segmenrs o� select
personnel from S.R.T. ratherthan non-tacticai peace otficers. When these situations
arise, a request wn'll be made by the requesting departmern head or his designee to the
Team Gommander or in his absence any member of the fl.R.T. Tacticai Command Staff.
The Team Commander or their designee will determine the appropriate number of
personnei and will arrange forthe notfication of the selected personnel.
Page 4
. - • . ...
The C.LEO. of each agency wiii have in place a poiicy designating who in the agency is
a�.�thor:zed to ca!! out S.R T. Those individsials so assigned have the euthority t� initiate
the cail outthrough the Washington County Communications Center. ff less than full
team activation is requested, a member of theTactical Command Staff must be advised
and concur. ff there is a disagreement, the Team Commander wili determine the
resources needed.
Nonparticipating jurisdctions within Washington County shall request S.R.T. assistance
through the Washingtnn County SherifPs Qffice: The Sheriff wiii develop poiicy and
procedures which will address nonparticipating agencies requests for S.R.T. These
policies and procedures wiii be retiewed and approved bythe C.LEO. Board.
Requests for S.R.T. assistance to operate outside nf Washington County, or S.R.T.
requests for S.WAT. team assistance from another agency wiii require approval by a
majority of available C.LE.O. Board Members.
7.0 STAFFiNG
The Tactical Command Staff will meet with the C.LE.O. Board prior to April 1 s& each
year. Based upon input from the Staff, the total number of S.R.T. personnel and number
of personnel from each agencywiil be set bythe C.LEO. Board.
Selection, withdrewaf, and removai criteria for S.R.T. members will be estatilished by
S.R.T. policy.
8.0 FINANCING
The Participating Agencies Representatives Committee wifi meet with the C.LEO. Board
prior to Aprii 1 st each year. The commitxee will su6mit a budget proposai fnr ttie next
budget year, wfiich may include equipment acquisa9on and replacement, special'¢ed
training and other incidental costs. The committee wil! aiso provide the C.LEO. Board
with a currertt irnentory list to assist in the budget review process.
The C.L.E.O. Board wiii give final approvai for a S.R.T. budget and determine the budget
percentage of eacfi participating agency.
Upon approvai of individuai agency budgets, the C.LEO. Board v�nii determine which
agency will receive aIl budget funding for the purpose of administering tf�e S.RT.
budget fnr the budget year.
Salary and incurred overtime, normal costs of operation, inciuding nonspeciai'¢ed
training of team members, sha(i be the responsibi(ity of participating member agencies
for their own personnel.
Page 5
New personnei initiai unifortn and equipment costs shall be incurred bythe perso�nel's
agency. This cost is outside the S.R.T. budget An inidal uniform and equipment list
will be estabiished.
•��' ��
Participating agencies shaif make ail reasonabie efforts to send their S.R.T. personnel to
scheduled training. An annual training plan wiii be developed bythe Tactical Command
Staff.
� • •: �
Each participsting agency is responsible fnr any and all liabil'ity associated with claims
arising from it's respective employer/employee relationship including all selection,
termination and equal opportunity issues. Each agency sha11 provide it's own
Workers Compensatio� coverage, as required by law, and to the extent authorized by
la•�v, defend and indemnify the other agencies for any claims as a result of S.R.T. actions.
11.0 CONFLICTS
In any situatio� that is not addressed by S.A.T. policies, personnel wiii adhere tA their
agency's policy manual.
If any team member becomes aware of a co�flict in policy or procedure between S.R.i'.
poiicy and an agency policy, tiiat member wiil immediately notify a member of the
Tactical Command Staff. Conflict issues wili be broughtto the C.LE.O. Board for
resolutaon.
12.0 WITH�RAWAL FROM PAR71ClPAT10N
Participating agencies may withdraw its personnei from S.A.T. participation by g�ving
120 days prior writxen notice of its interit to withdraw to the other participating
agencies.
The withdrawing agency may reciaim arry equipmerrt it initially corttributed to S.R.T. when
it first joined the team. The withdrawing agency is nat ent5ded ta a refund of any budget
monies for that current year. The agency is not entided to any assets which had been
purcfiased through the combinerl S.R.T. budget process.
_.-:
13.0 TERMINATiON OF AGREEMEM
This agreement can be terminated if more than 50 percant of the C.I�O. Board
memhers vote to do sa. The termination date for this agreement wiii tiafce effect
120 days after the date of the wte.
Upon termination of this agreement, S.A.T. assets will be dispersed per the steps
outtined in the Termination of S.R.T. Disbursement of Assets Plan Addendum (See
attachment 3).
14.0 POIJCY REVIEW
This poiicywiil be approved bythe C.LE.O. Board and wili be reviewed on a yeariy
basis.
Page 7
Ai sACH�4IEN?1
S.R:T. ADj1J11N1S i RATION OP.GANfZAT10N
CHIEF LAW ENFORCEMENT OFF(CERS BOARD
TEAM COMMANDER
PARTICIPATING AGENCfES
REPRESENTATIVES
CO MMIT�'E�
( Team Cammander — Designated Chairperso�j
OPTIONAL
(NPUT COMM(TTEES
TRAlNING I� DEVELOPMENT I� EQUfPMENT
•..- .
ATTACHMENT2
S.R.T. FIELD.OPERATiON ORGANIZATlON
�
CHIE� LAW ENFORCEMENT OFFICER
OR THE1R DESIGNEE
TEAM COMMANDER
ON DUTY
SUi'ERVISOR
FOR SUPPORT
SERVICES
COMMUNICATIONS
ELEMENT
TACTICAL
CONTAINMENT
ELEMENT
TACT'(CAL
ENTRY
ELEMENT
TACTICAL
COMMAND STAFF
NEGOTIATIONS
ELEMENT
Page 9
ATT'ACHMENT 9
�' • • � - a� o
• - _- • • -�.
The disbursement plan wiii foilow a five (5� step process:
Steo 1
Originai equipment contributed to S.R.T. by participating agencies wifl be rewmed to those agencies.
Project North 5tar (U.S. �overnment) equipment wiil be returned to the agency that signed for that
equipment
Equipment contributed to S.R.T. by the group fnrmaliy known as tfie Emergency Response Team
(Cottage Grove, Oakdale and Woodbury) wili be returned to those agencies. Those agencies wiil
divide up equipment by mutuai agreemen� If mutuai agreement cannot be reached, a lotzery selection
process wiii be implemented.
-Agencies drawnumbers 1-3.
- �ottery selection process of equipment items is as folfows:
-1.2,3,3,2,1,1,2,3, etc., until a11 equipment is dispersed.
SteP 2
The current suppiy of ordinance, including ammunition, chemicai munitions, noise distraction devices,
smoke canisters, etc., shail be divided equaily among the participata�g agencies.
Step 3
Individual items of equipment purchased with a combined S.A.T. budgeL shaii be divided up by
mutual agreemen� If mutual agreement cannot 6e reached a tottery selection process wili be
implemented.
- Agencies draw numbers (number of participating agencies)
- Lottery selectio� process of equipmertL items is as foilows:
-1,2,3,4,4,3,2.1,1,2,3,4, etc., uritii equipment is dispersed.
Step 4
Any monies not spentforthat yeer's S.R.T. budget wiil be rewrned to each participating agency based
upon the percentage Uiey provided for that year's budgeG
�teo 5
Ail disputes regarding equipment, supplies, ordinance or assets shafl be resolved by submitting the
issue(s) to the Washington County Attorney`s Office. The Washington County Atwrney shaif select
an AssisLanL County Auorney to acL as an arbitrato� to resolve these disputes. The arbitrator's rulings
are final.
Page 10
Signature of Agreement
The below signed representative of the Chief Law Enforcement ONicer's Board
recognizes the Special Response Team Standard Operating Procedure SOP
AB-001 as the exclusive policythat governs the administration of the Multi-
Jurisdictionai Special Response Team serving Washington County, Minnesota.
In the event a court should determine that any portion of this policy, or any
suppiementai policies, are unconstitutaonal, iilegal or otherwise invafid, the
same shall not be held to effect tf�e remaining portion of the policy in questaon.
Q � ;
� � L.,--. -._... .<:
J es Kinsey, Director of P ety James Franl� 5he�iff '~^
ty of Cottage Grove Washington County Sheriff s Department
�
Greg Orth. 0' ctor of Public Safety
City of Woodbury
Date: c�-7 9 �
��,..p.,..� ��...�..�.,.�
Wiiliam Sullivan, Chief of Police
City of Oakdale
Page 11