HomeMy WebLinkAboutStudy Session Packet 07/25/2011STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
Council Chambers
7500 W . 29th Ave.
July 25, 2011
Upon adjournment of Council Meeting
Individuals with disabilities are encouraged to participate in all public meetings
sponsored by the City of Wheat Ridge . Call Heather Geyer, Public Information
Officer at 303-235-2826 at least one week in advance of a meeting if you are
interested in participating and need inclusion assistance.
APPROVALOFAGENDA
.1. Presentation and update of Customer Service Action Plan
~ Bus Bench Shelters
jterlt, .
... ~ '4 ~ "' City of
r?."Wheat&_dge ~ADM I NISTRATIVE SERVICES
Memorandum
TO: Mayor and City Council
Patrick Goff, City Manager D.A THROUGH:
FROM: Heather Geyer, Administrative Services Director/PIG
DATE: July 25, 2011
SUBJECT: Presentation and update on Customer Service Action Plan
The purpose of this memorandum is to provide you with an update of the City's Customer
Service Action Plan as well as a presentation of the Executive Management Team's (EMT) core
values mission rollout program.
Customer Service Action Plan
In the 2007-2008 City Council Strategic Plan document, Council had identified a Management
Agenda Priority titled "Customer Service Enhancements." In 2007, the City Manager's Office
and Human Resources Division put together a framework for identifying what customer service
enhancements would look like for the organization over the next two to three years. EMT
identified the first step in development to be the rollout of the Denison Culture Survey or what
we have come to call the Wheat Ridge cultural survey .
What do we know about s uccessful cultures?
• Culture must be aligned across all levels of an organi zation
o Leadership cannot be delegated, must exist at a ll levels
• Culture must be integrated, yet differentiated
o Growth requires differentiation within a structure
• Growth cultures are externally focused
o Inward looking cultures do not grow
o Strong sens e of mission is required for transformation
Therefore, the EMT moved forward operating under the following assumptions:
• Great cities recognize what their culture is
• Value benchmarking best practices of other great organizations, private and public
• Honor the City's previous work on customer service to date and not reinvent the wheel
• Provide consistency and continuity with customer service from year to year based on
available resources and strategic priorities
Critical to the Customer Service Action Plan was to find a methodology that staff could use to
create a baseline and measure the accomplishments of the organization. For several years, the
Presentation and update on Customer Service Action Plan
July 25, 2011
Page2
City administered a bi-annual citizen survey which included a sampling of 3,000 households in
the community, asking residents to respond to several questions regarding the quality of services
in each of the operational areas. The survey has not been budgeted for in 201 0 or 2011 due to
budget cuts.
The Denison Cultural Survey is not intended to replace the bi-annual citizen survey, rather to
serve as an additional tool to me·asure how well the organization is doing.
The Denison Culture Survey is a 60-question survey, conducted online, benchmarked against
880 other organizations. The survey obtains opinions about how employees perceive the way the
organization operates or the culture of how we get things done. The survey measures opinions
and perceptions, which means there is no "right" or "wrong" responses. A sample smvey
evaluation statement is: People work like they are part of a team. The employees rated the
organization on a six-point scale of: strongly disagree, disagree, neutral, agree, strongly agree or
n/a.
The survey results provide the organization with information that can be used for planning
purposes . Overall, the survey provides a starting point, a foundation upon which to measme
future performance/achievement.
The EMT supported the use of the Denison Cultural Survey recognizing the following benefits:
• Opportunity to recognize what we do well and how we need to better communicate om
successes
• Identify our strengths and weaknesses as an organization
• Identify opportunities for continuous improvement
Additionally, the questions included in the Denison Cultural Survey are structured to garner
feedback addressing impot1ant customer service re lated questions: ·
• Do individuals at all levels of the organization embrace and 'own' customer service as a
performance priority?
• Are individuals at all levels held accountable for providing quality customer service?
• Are individuals empowered, trained and provided resomces to act on the customer's
behalf?
• Are customer service decisions made at the level where the most information resides?
• Are systems in place to provide integrated, seamless responses to customer needs?
• Are customer concerns sought and integrated into strategic decisions and goals?
Denison Cultural Survey
With the above in mind, the EMT moved forward with the rollout of the Denison Cultural
Survey in the fall o£2008 . Participation in the survey was voluntary and the City had a high
level of participation.
Presentation and update on Customer Service Action Plan
July 25 ,2011
Page 3
In the spring of2009, the City Manager's Office held City-wide meetings with all full-time
employees at which time the cultural survey results were shared and employees from each
department had an opportunity to participate in discussion about the results and identify next
steps for each department.
The basic framework of the cultural survey is four quadrants measuring the following :
1. Adaptability
2. Mission
3. Consistency
4. Involvement
Each quadrant has three indexes made up of five survey items for a total of sixty survey
questions.
Each of the four traits has three indexes:
Adaptability
Patterns ... Trends ... Market Place
Translatmg the demands of the busmess
environment into act1on
"Are we listening to the marketplace?"
indexes :
•Creating Change
•Customer Focus
•Organizational Leammg
Involvement
Commitment. .. Ownershlp ...
Responsibility
BUJ idmg human capability, ownership and
responsibility .
"Are our people aligned and engaged?"
indexes
•Empowerment
• Team Orientation
•Capability Development
Mission
Direction ... Purpose ... Biueprint
Defmmg a meamngfu/long ·term d1rectton
fo r the organization
"Do we know where we are gomg7"
mdexes
•Strateg1c D1rect1on and Intent
•Goal s and Objectives
•VISIOO
Consistency
Systemi ... Structures ... Processu
C>~firii'IQ t~diUe!i drtJ ~' "IC:m~ 0 .:U ct•t II
CJ.!s1s of stro iJ u'tur,.
Does ou· sy<;tem <rt!.ttf te..,r. 1ge •
nde:s.es
•Core Values
•AqreemE'll
•C.oord 1nat10n and 'ntE.>grat!On j
Each of these indexes is made up of five survey Items for a total of sixty Items.
The cultural survey shown on the following page is an example of a high performing
organization. The rule of thumb with this survey is the more evenly distributed color, the better.
P resentation and update on Customer Service Action Plan
July 25, 2011
Page4
External Focus
Flexible
Internal Focus
Stable
The cultura l survey shown below is an example of a weaker perform in g organizatio n lacking in
key areas that have been (scientificall y) linked to the success of organization.
External Focus
Flexible Stable
Internal Focus
Presentation and update on Customer Service Action Plan
July 25, 2011
Page 5
The Wheat Ridge Denison Cultural Survey results did not show that the organization was
broken; instead, it showed there are similar areas for improvement across departments. Culture
in its simplest form could be described as, "the way things get done around here." So why does
that matter? Some of the ways a positive culture can be reflected include:
• Continually increasing community/customer needs and expectations
• Ongoing changes in the public sector
• Increasing demands to be efficient and effective
• Desire to attract and reta1n great employees
• Increasing need to innovate and create new member/customer solutions
• Desire to be all that we can be as an organization
Culture also matters in the area of Performance Management because there is an inherent gap
between current performance and potential performance. What is possible? How do we close
that gap? Our 'culture' will either support our success -or prevent us from going forward.
Culture change is a journey. Building a high performing culture takes time and is an investment.
Four Phases in. Creating a High Performance C-ulture
... developing leadership & building organizational cofflperence
FISHER CONSUL ,NG GROUP 2009
"Moving the needle" is a phrase that we use in the City as a result of the cultural survey work.
This phrase helps describe the changes that we are making to be more efficient and provide
better customer service. Given the economic pressures and challenges, we are continually
assessing how we can work different and better in the way we provide services to not only
produce cost savings but to also do thing s that make sense for the organization. Again, our
culture will either help support our success or prevent us from moving forward as a community.
Culture is repres ented at all levels ofthe organization, therefore, setting clear expectations
Presentation and update on Customer Service Action Plan
July 25, 2011
Page6
through identification of organizational core values, helps provide objectivity and direction to
employees.
The following table shows how the performance areas measured by the cultural survey are linked
to customer service/business results.
Quality of
Revenue/ Pr<Kklcts
ProfitabilityfROA Sales Growth ·Market Share Innovation & Services
MISSION MISSION MISSION PtiSSION: Goals
INVOLVEMENT INVOLVEMNT INVOLVEMENT ADAPTABILilY:
ADAYI'ABILI1Y ADAYI'ABILITY ADAPTABiliTY ADAYI'ABIL1Y INVOLVEMENT:
Empowerment
ffiNSISI'ENCY CONSISTENCY C<J4SI Sl'Et«:Y:
Coord & lntegr.
New City Core Values
As a result of the survey, the EMT chose to move forward with the development of
organizational core values which supported better defining and communicating the mission of
the organization. The core values developed by EMT were not new core values, rather values
that we saw employees demonstrating on a daily basis.
The mission of the City is to be: Leaders Committed to Excellence and ACTION! Action is
demonstrated by the following six core values:
• Accountability
• Change
• Teamwork
• Integrity
• Opportunity
• Now!
Each of the six core values is further described as follows:
Accountability
Employees take responsibility for their actions , decisions and recommendations and are
accountable to each other and the community.
Change
Employees are strategic thinkers who initiate creative ideas for the improvement of the
organization and community.
Presentation and update on Customer Service Action Plan
July 25, 2011
Page 7
Teamwork
Employees value teamwork as a collaborative effort, with each person contributing unique skills,
knowledge and training to achieve common goals.
Integrity
Employees uphold the highest ethical standards, recognize the importance of public trust and
adhere to the values of the organization.
Opportunity
Employees are empowered to grow professionally, develop best practices and seek challenges to
advance the City.
Now!
Employees are proactive, timely and efficient in responding to the needs of the organization and
the community -NOW!
EMT asked a committee of employees from each department to come up with a creative way to
rollout the new values. The committee developed the ACTION! Log (in-house) with special
thanks to Debbie Rainguet for the art below. Other committee members included Karen Van
Ert, Cheryl Keller, Debbie Rainguet, Kathy Field, Karen Scott, and me.
The City Manager 's Office hosted several employee mission rollout meetings in the spring of
20 I 0. At these meetings, EMT shared a video, produced by the City Manager's Office, which
will be shared with you at the Study Session on July 25 1h. The video was unscripted and shot by
Jesse Johnson our contract videographer. EMT received overwhelmingly positive feedback from
employees following these meeting. The timing of the meetings was important to the executive
management transition and the video is currently shown as part of the City 's new hire orientation
process.
At the mission rollout meetings , employees received new lanyards for their ID badges with the
core values incorporated on the lanyard. Each employee also received a small note card that
communicates the core values that is placed in each ID badge pouch.
Presentation and update on Customer Service Action Plan
July 25 , 2011
Page 8
Integration of Cultural Survey
In addition to the mission rollout meetings, departments have implemented other customer
service enhancements:
• Ongoing implementation of departmental audit recommendations
• Development of department mission and value statements
• Development/finalization of department strategic plans
• Use of new core values in the City's existing performance evaluation to determine staff
goals
• Use of Mission Rollout video in new hire orientations
• New hire sign-off on customer service expectations (Attachment 1)
• Identification and integration of new technology, i.e., online sales tax payments
• Launch of City Website
• Rollout of City Who Ya' Gonna Call quick guide to City phone listings and other useful
information on a county and regional level, i.e., DMV phone number, etc.
• Repositioning the Front Desk Receptionist position with desk/phone coverage
expectations as well as providing administrative assistance to departments when needed
• Cross-training within departments
• Departmental front desk coverage expectations, i.e., departments request assistance from
other departments to help provide desk coverage when needed due to a staff meeting ,
strategic planning session, etc.
Work Under-way
• Integration of the core values into the Performance Management Project (PMP) update of
the City's performance appraisal system
• Integration of the core values into the City's Employee Recognition program
• Continually looking for ways to improve customer service through workflow efficiencies
and use of technology
• Assessment of the City phone tree
Day-to-day customer service
The City uses a service request tracking system that has been operational for several years. City
staff uses the system to track complaints and requests for service using this system. Not all
requests that are received via voicemail, phone, or email are logged into the service request
tracking system; especially if the request can be responded to rather quickly, i.e., where do I find
a garage sale permit on the City Website? A service request button is on the City Website
homepage. Those requests are emailed to our Front Desk Receptionist who responds or forwards
them to the appropriate department.
In addition to providing customer service daily, there are several ways that the City
solicits/makes available the opportunity for customer feedback.
Presentation and update on Customer Service Action Plan
July 25, 2011
Page 9
• Departmental customer comment cards
• Staff contact information on the City Website with email, phone numbers etc.
• Front Desk Receptionist assistance
• Councilmember information posted on the City Website and provided if requested by
citizens
• Internal staff surveys, i.e., Human Resources conducts a survey of hiring
managers/supervisors following each recruitment
For example, the Parks and Recreation Department has used customer surveys to measure
customer satisfaction. Two surveys have been completed to date including the Recreation Center
Customer Satisfaction Survey -April 13, 2011 and the Community Assessment Survey for Older
Adults conducted in 2010.
Included as part of Attachment 2 are sample surveys that particular departments use to provide
customers with a way to provide feedback. Attached surveys also include internal surveys used
by staff such as in Human Resources to measure performance of the recruitment process.
Future Customer Service Action Items
In 2012, the City plans to submit this program for a 3CMA communications Savvy award based
on the creativity and success of the program.
We hope that you find this information useful. Please let us know if there is additional
information we can provide to you.
/hmg
Attachments:
1. EMT Core Values and Customer Service Standards
2. Customer Comment Cards
EXECUTIVE MANAGEMENT TEAM'S (EMT) ORGANIZATIONAL
MISSION AND VALUES
The City of Wheat Ridge is committed to Excellence and ACTION!:
Accountability: Employees t<l;ke responsibility for their actions, decisions and recommendations
and are accountable to each other and the community.
Change: Adapts to changing organizational needs , conditions, and work responsibilities.
Teamwork: Employees value teamwork as a collaborative effort, with each person
contributing unique skills, knowledge and training to achieve common goals.
Integrity: Employees uphold the highest ethical standards, recognize the importance of
public and customer trust and adheres to the values of the organization.
Opportunity: Employees are empowered to grow professionally, develop best practices and
seek challenges to advance the City.
NO WI: Employees are proactive, timely and efficient in responding to the needs of the
organization and the community -NOW!
CUSTOMER SERVICE STANDARDS
CRITERIA OF EFFECTIVENESS
Prompt, timely response to inquiries
Being respectful, polite, and courteous
Implementing a customer focused attitude
Providing visible results for the customer
Residents of Wheat Ridge
Mayor and City Council
WfiOARE0UR CUSTOMERS?
Co-workers throughout the City
Outside agencies and organizations
PERFORMANCE ELEMENT
SERVICE AND PROFESSIONALISM
The degree to which the individual is courteous, tactful , and respectful to citizens and customers,
intemally (co-workers) and externally. Includes respect for diversity in others; conveying a
professional image while performing duties in a responsive manner and accepting responsibility
for actions; communication (written , verbal and non-verbal) skills required for the position such as
active listening and the ability to clearly express thoughts and direction in an organized manner.
PERFORMANCE ELEMENT
TEAMWORK AND COOPERATION
The degree to which the employee cooperates respectfully with others to achieve department goals
and city objectives. Includes being: reliable and dependable, punctual ; as well as working
independently without excessive supervision, and following instructions. The degree to which the
employee can be depended upon to follow through on assignments, managing and adjusting to the
changing circumstances constructively.
Attachment 1
Heather Geyer
From:
Sent:
To:
Subject:
Ile athe r,
Ken neth Jo h ns t o n e
Tuesday, July 19, 20 11 8:28 AM
H eather Geye r
Customer Serv ice Ac t io n Pl an
As a res ult of o ur De p a rtm e nta l Assess me nt that was fin a li zed in 2008, \Ne he ld a two-day re treat w hi c h
c ulmina te d in the developme nt o fth c fo ll ow in g: I) De p artme nt Mi ss io n S t at e m e nt; 2) D e p a rt m ent Co re V a lu es;
and 3 ) D e p a rtm e nt S tr at egic Pl a n.
As a result o f b oth the Departm ent A ssessm ent and th e C ultura l S urvey, w e ha ve m ad e s ig nifica;1t effo rt to
impro v e o ur c ustome r serv ice throug h ex pand e d front desk cover age. Bo th o ur Building Di v is io n a nd Pl a nning
fr o nt d esk a re ph ys ic all y st a ffed full y from 8-5, w ith th e excepti o n of so m e s ta ndin g weekl y s taff m eet in gs. W e
ha ve c ro ss-tra in ed the D c pat1me nt A d min Ass is tant to be a bl e to cover th e B uilding Di vis io n front d esk d urin g
th e Pem1it Techni c ian 's lunc h. Thi s cover age in clud es th e ability to process a nd issu e m ost building
p ermits . We ha ve a lso had additiona l fi e ld c ro ss-training bet ween buildin g and c urre nt planning fo r th ose s taff
to be abl e to be tte r unders t a nd the scop e o f wo rk of ea ch o thcr·s positi o ns.
In the Building Divis io n, b ased in part o n th e Building Di v is ion Assess m e nt , we have impl em e nted a numbe r o f
c us to m er ser v ic e e nh a n cem e nts , including : re du ced fees, m o r e over the co unte r pe rmits, e limin at ed the
require ments fo r pe nnits fo r cert a in mino r res id e ntial proj ects, s uc h as s m a ll s h ed s and fe n ces. W e also n ow
prov ide 30 minute in sp ecti o n ·'ca ll-a heacl s·· f o r the conveni e nce of o ur co ntra c t ors a nd pro pe rt y o wne rs.
A ls o in the Building Di v is io n , fo r every ce1iifi c at e o f co mpl e ti o n o r ce rtifi ca te of occupa n cy th a t is issu e d in
associated w ith a co mpl e ted building pe rmit, we provid e a n a no n ym o us c us to m e r serv ice s urvey that ra tes our
perfo rma nce on everything fro m o ur plan rev iew q u a lit y and s p eed to th e qua lity, tim e liness a nd co urtesy o f o ur
ins p ecti o n s .
Most re c e ntl y, we h ave impl emented a n ex p and e d use of our ADO buil d in g p e m1it softw a re to d o a be tt er j o b of
ti·acking the s tatus of building p ennit plan r eview am o ng th e 3 div is io ns in vo lved in tha t rev iew p rocess
(planning, building and e ng ineerin g). Thi s impro v eme nt a ll ows fo r bette r co mmuni c ati o n of project revi ew
s t atus both inte rn a ll y an d ext erna ll y, res ultin g in b etter c us tom e r serv ice. W e a nti c ipat e th ese impro vem e nt w ill
b e e nhan ced when we recei ve the new vers ion of A DO for building p em1it s late r thi s ye a r.
Ken .Johnstone, AICP
(. 11111111Uilily De\ t'lnpment Dtr..:.:t,,r
7500 \\'.29th ,,\ L"lllll:
\\'lwat Ridge. Col1,rad,, X0033
Ofli,·..: P lmn.:. JOJ-.::!3:i-.::!X-t-l
r '~'-· 1tn-2J-l-2x2-t
\1\\ \\ .CI \\ hcatndgl'.L"Il.tl~
Attachment 2
CONF IDENT IA LI TY NOT ICE: Th is e-mail cont ai ns busin ess-conlidential in for ma tion. It is in te nded onl y for the usc of the in divid ua l 01 enti ty muncd above. If you
arc not th <.: in tended rec ipient, yo u are notifi ed tha t any di sc losure. copyin g, d istri but ion. el ec tronic s t orag~: or usc of this C01nm un1 ca tion is pn>hibitcu . If you received
C it y of Wheat Ridge Mun ic ipa l Buil d in g 7500 W. 29'h !\ vc. Wheat Ridge, CO 80033-800 I P: 303 .23 5.284 6 F: 3 03 .2 35 .285 7
Dear p ermit a pplic ant,
A s a pru1 o f our ongo in g e ffort s to regul a rl y e v aluate a nd improve the ser v ices tha t we p rov ide to the co mmunity ,
we h ave e ncl osed a b ri e f s urvey in w hi c h yo u have th e o ppo rtunity to share feedback o n your ex pe ri e nce wi th the
Building Di vis io n . Yo ur o pini o ns a nd c o mme nts ru·e very impo rtant to us a nd w ill be given the utm o s t
con s ide ra ti o n . ft woul d be o f g reat valu e to us if yo u woul d ta ke a few m o me nts to p rovid e yo m feedback by
c omple ting and re turnjng th e e nc lo s e d s urvey. A self-a ddressed stamped e n ve lo pe i s p rov id ed fo r yo ur
con veme nce.
S h o uld you have concern s o r comme nt s th a t you w is h to s ha re o utside of t he s urvey form a t , please fee l free to
contact m e a t a nyt ime . r can be reache d by pho ne a t 3 0 3 -235 -2853 o r v ia e-m a il a t
jschumac h e r({i ci. \Vhe a tr id gc.cu.us . Tha nk yo u fo r yo ur e ffo rt s to a ssis t us in provid ing the hi g hes t q ua lity
serv ice p oss i bl e.
\V hent Rid ~t>, Coin, ado FOtJ ~ >
O fl i c·. Plwne: 30'i-2 ~'-·.:.;;_~
ra -.;: _:n 1-23l-28 .51
,_, '' ,., ci.~eatridg,o.:.cQ.u~
C ity of Wheat Ridge f\1uni c ipal Building 7500 W. 29'h Ave . Wheat Ridge, CO 80033-800 1 P : 303.235.2846 F: 303.235.2857
Building Division Customer Service Survey
The Building Divis ion is reques ting yo ur ass is tance in evaluating th e ser v ices that we provide. rn an effort to
evaluate and continuously improve th e quality of services provided, we have enclosed a bri e f s urvey that w ill
allow you to provide u s with input th a t will be va luable to us in the evaluation process. Please compl e te the
enclosed s urvey and re turn to u s in th e provided self-addressed s tamped e n ve lope.
1. As it relates to your dealings with the Building Divi sion, are you :
Check all that app ly
[ 1 Property Owner [ 1 Contractor [ 1 Architect/Engineer [ 1 Developer [] Othe r -Explain
2. What kind of project are you working with the Divi sion:
[ 1 Single -Family {]Multi-Fami ly [ 1 Commercial/Industrial [ 1 Other -Explain
3. What l eve l of work was done on the project:
f 1 New f 1 Addition [] Majo r Remodel [ 1 Minor Rem ode l
4 . The pri mary purpose of your busin ess with the City of Wheat Ridge Building Division was:
Check all that apply
[] Permitting []Pl an Revi e w [] Meeting []Licensing [] Inspe ctions [] Code Violation
5. My needs w ere addressed i n a timely manner:
[ 1 Strongly agree [ ] Agree [] Neutra l [] Disag ree [ 1 Strongly Disagree
If Disagree, why?
6. My questions were answered in a clear and concis e manner:
[ ] Strongly agree [ 1 Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree
If Disagree , why?
7. The staff was courteous, helpful, knowledge able and ha s a profess i o nal attitude:
[]Strongly agree [ 1 Agree [ ] Neutral [] Disag re e [ 1 Strongly Disagree
If Disagree, why?
8. I received consistent information, suggestions and advice from one staff m ember to another:
[ ] Strongly agree f ] Agree [ ] Neutral f ] Disagree [ ] Strongly Disa gree
If Disagree, why?
9. The in spe ction staff provided m e with options/alternatives/referrals that addressed my co nce rn s:
[] Strongly agree [ 1 Agree [] Neutral [] Di sagree [ 1 Strongly Disagree
If Disagree, why?
""" .ci. \\ h e a trilh.:c .co. u ~
10. It was simple and easy to schedule inspections:
[)Strongly agree [)Agree [I Neutral []Disagree [ 1 Strongly Disagree
If Disagree, why?
11. Was the inspection performed within one business day of your request?
[) Yes [) No
If no, why?
12. If you requested a time for your inspection, was it performed during the time that you requested?
[I Yes []No
If no, why?
13. The building inspector or code enforcement officer was professional
[ ] Strongly agree []Agree [] Neutral [ ] Disagree [)Strongly Disagree
If Disagree, why?
14. Name of staff member(s) who assisted you:
15. Rate the turnaround time for your plan/permit application:
[) Excellent [ 1 Good [ ] Average [] Poor [ 1 Very poor
If poor, why?
16. Rate the content and usefu l ness of the plan review provided:
[] Excellent [) Good [) Average [] Poor [] Very poor
If poor, why?
17. Rate the overall experience with the building division staff:
[ ] Excellent [ ] Good [ 1 Average [ ] Poor [ ) Very poor
If poor, why?
18. If you accessed the department's website, Rate the content and ease of use of the site:
[ ] Excellent [ ] Good [)Average [ ) Poor [ 1 Very poor
If poor, why?
Suggestions and Comments:
Thank you for taking the time to complete this evaluation. Please return the survey in the enclosed self-addressed
stamped envelope.
~ ~ I
"" City of
.. ~Whe at~ge ~OLICE D EPARTMENT
City of Wheat Ridge Municipal Building 7500 W. 29th Ave. Wheat Ridge, CO 80033 -8001 P: 303.237.2220 F: 303.235.294 9
City of Wheat Ridge Police Department Customer Satisfaction Survey
Since you have had recent contact with our department as a D Reporting Party D Witness D Subject of a Report,
w e are i nte rested i n your impression of the quality of service you received . The purpose of this survey is:
• To interact with our community members and seek out their trust, cooperation , assistance, and insight.
• To ensure the Police Department's priorities reflect the priorities of the residents of Wheat Ridge ; and if found not to be the
same, to tailor our priorities to meet the needs of the community.
• To channel police resour ces and manpower to be more effective and to improve customer service and satisfaction.
Please take a minute to complete this suNey and return to the Police Departmen t. Yo ur participatio n is appreciated. Thank you.
An important factor in shaping people's opinions about their level of satisfaction with the police is their direct contact
with officers -how police behave when they interact with residents.
Residents should rightfully expect police officers to treat every law abiding citizen with courtesy and respect and to be
competent in their knowledge, skills and abilities of their profession.
1. Was the officer courteous and respectful, presenting a positive and professional image by their speech, demeanor, and
mannerisms? DYes DNo
2. Did the officer take appropriate and reasonable action necessary in controlling crime, maintaining order, and providing
realistic police services? DYes DNo
Comments: -------------------------------------------------------------------------------
Another important component in making people satisfied with the police is people's perceptions about the quality of
their lives -their "sense of safety".
1. How "safe " do you feel: In the City of Wheat Ridge , in general? D Not Safe D Somewhat Safe D Safe D Very Safe
In your own neighborhood? D Not Safe D Somewhat Safe D Safe D Very Safe
Shopping at your local grocery store? D Not Safe D Somewhat Safe D Safe D Very Safe
At a local park I playground I trail? D Not Safe D Somewhat Safe D Safe D Very Safe
2. In the past one-two years , do you think your feeling of safety has D Improved D Stayed the Same D Declined
3. How well are the police doing in terms of working with people in your neighborhood to solve local problems?
D Not at all D Somewhat D Good D Excellent
Comments: ______________________________________________________________________________ _
•• ~ .. _ City o f • Y/7"~he at&_dge ~OLICE DEPARTMENT
Community policing is the cornerstone of everything we do at the Wheat Ridge Police Department. Our Mission Statement reads :
"The Wheat Ridge Police Department is committed to providing the highest standards of service in partnership with the community,"
and we remain committed to achieving that ideal. Successful community policing requires a joint respons ibility and comm itment by
both the department and the commun ity members in working together cooperatively in solving problems , addressing quality of l ife
i ssues , preventing crime before it occurs in our neighborhoods, with a great emphasis on beat officers rectifying problems w ith
members of the commun ity as they occur. We realize that together, we can achieve what we cannot do alone.
When you initially called the police department:
[]Yes 0No 1. Was your call handled in a timely manner?
2. Did the dispatcher handle your call in a professional manner? DYes 0No
3. Did the dispatcher provide you with helpful infonnation? Dves 0No
One method citizens commonly use to rate their satisfaction with police departments is · by response time. Without a
clear understanding of the complexity of police work, it is difficult to rate how well they are doing their job. Due to
varying call loads and the variety of requests for service, police departments are required to develop a prioritization
and a range of responses to calls, based on the seriousness of the call. Calls can range from a life-threatening crime in
progress, to a property damage crime in progress, to an incident which occurred two days prior, to a barking dog.
Sending officers immediately to all types of calls is not only unnecessary, but a huge drain on police resources. With
this in mind:
1. Did the officer respond in a timely manner? DYes DNo
Comments :
2. Did you feel the officer took the appropriate actions, and explained them? DYes DNo
Comments:
Further Suggestions or Comments Regarding Police Service Satisfaction:
The Wheat Ridge Police Department accepts both positive and negative comments from the public in regards to police services.
DYes, I have further items to discuss. I would like to be contacted by a Wheat Ridge offteer working in the district in which
my neighborhood is located.
Name: Address:
Phone : Email Address:
• To sign up to send/receive police information via email, go to : http://www .ci.wheatridge.co.us/list.aspx Your input is important to us! Thank yo u for your response!
City o f ffWheat~ge
...?'MUN I U PA L COURI
TO:
THROUGH:
FROM:
DATE:
SUBJECT:
Memorandum
H eather Geyer, Admini strati ve Servi ces Directo r
C hri s to ph er D. Rand all , Pres idin g Jud ge ~
Kers te n Arm stro ng, Court A dmini s trato~pL;
W edn es day, Jul y 13,20 11
C usto mer Serv ice Acti o n Plan -Mu nicipal Co urt
The Muni cipal Court S taff s tri ves to prov id e excepti o nal cus to me r se rv ice to a ll of o ur int e rn a l
a nd external c ustome rs. T h e ex tern a l c usto mers may in c lud e, but are no t limited to, defen da nt s,
a tt orn eys, witn esses, juro rs, and lega l g ua rdi a ns. T he int c m al cus to me rs may in c lud e, but ar c not
limited to, to vari o us di vis io ns of th e Po li ce De partm e nt , Co mmunit y Develo pm e nt , Sa les T ax,
Finan ce, and Human Reso urces.
ll o no rabl c Chri s toph er D. Randall , Pres idin g Judge/Departm ent Director es ta bli s hed a Goa ls and
Mi ss io n Stateme nt fo r th e Muni cip a l Co urt Staff in 2009. The Muni c ipa l CoUii G oa ls a nd
Mi ss io n S tatement id entifi es va ri o us acti on it e ms with a direct focus o n c us to me r se rvice. Th ese
a re hi ghli ghted below:
•!• Provide effi c ie nt and pro fess io nal service to c us to me rs. Ass ist custo mers to the ex tent
pe rmitted by law.
•!• Trea t eac h c us tom er eq ua ll y rega rdl ess of gend er, race , nati o nali ty, econo mi c
c irc um stan ces, or cultura l background.
•!• Provide a sa fe en viro nm ent fo r empl oyees and cu sto mers .
•!• Deve lo p ways to pro vid e se rvi ces more effec ti ve ly and effi c ie ntl y.
•!• Usc vari o us meas ure me nt too ls as a pr ocess o f eva luati o n to ali g n c us to me r service lev el
ex pec tati o ns to avail abl e perso nn e l a nd fi sca l resources.
•!• Deve lo p a custo mer serv ice acti o n plan
•!• In crease c us to mer 's access to info m1 ati o n regardin g co uti servi ces thro ug h maintenance
and improve ment of th e co urt web si te.
A t th e initi a ti ve of a me mb e r o f th e M uni cip al Co ut1 S taff, a new co mm e nt ca rd form was
d evelop ed (A tt achm e nt A). Th e Mu n icip al Co UJi Sta ff s hared ideas in th e fi nali za tio n o f th e
CoUii Eva lua ti o n Fom1 at th e Muni c ipa l Co urt monthl y staff meetin gs . T he Co UJt Eva lu ati o n
Fo rm was fin a li zed in Octob er, 20 I 0. T hese fonns are ava il abl e a t th e c usto mer serv ice
w in dows of th e Court C lerk 's O ffi ce a nd at th e Ba ili ff tabl e in th e co wiroo m when Co urt is in
SeSS IOn .
C u s t o m e r Service Actio n Pl an -Mu nic ipa l Cow1 P age 2
The comm ent ca rd s a re reviewed on a da il y basis by th e Comi Ad m in is tra to r a nd a n y follow up
requeste d b y the c us to m e r is compl et ed at th at time. T he comment card s are r eviewed o n a
m o nthl y basis a t the M unic ipa l Court m o nthl y s taf f m eetin gs. The di scussio n in cl ud es
recogni z in g s taff f o r e xcep ti o nal c ust o m e r service. Di scussio n may a lso in cl ude sta ted r easons
id e ntifi e d as to uns ati s fact o r y c us to m e r serv ic e. T h e Munic ipa l CoUI1 S taff seck ways each
m o nth a t m o nthl y staff m eetin g to improve c us to m e r ser v ice.
T he Muni c ipa l Co u1i is in th e d esig n a nd pl a nnin g phase to rem o d e l the fr o nt counte r a rea. T h e
o bj ecti ves of thi s r e m o de l inc lud e in c r easing th e o ne m a in c us to m e r serv ice w indow to two
c usto m e r serv ice w indows. In add iti o n, th e wor k s ta ti o ns a t each w indow wo ul d be full y
functi o na l a nd m ann ed work s ta ti o ns. C urre ntl y, c us to m ers ring a be ll a t th e m a in counte r a nd a
s t aff m e mbe r leaves the ir wo rk s ta ti o n a nd proceed s to the m a in co unte r to a ssis t the c us to m e r.
The s t a ti o n s a t each w in dow w ill be th e full-tim e work stati o n fo r e mpl oyees of the Court S taff.
T hi s w ill resul t in the c ustom er be in g g reeted upo n approachin g the w indow versus h avin g to
ring a bell fo r servi ce in the m aj orit y of c u s t o m e r contacts.
T he Munic ipa l Co urt has compl eted a B ud get R e quest fo r 20 12 to im p le m e n t the accepta nce o f
o n-line p aym e nts fo r c us t o m e rs. Multipl e courts in th e a rea, in c ludin g th e S ta te Co urt Syste m ,
accept o n -line paym e nts. Thi s has resulted in a n expect atio n fro m th e publi c th a t Wh eat Rid ge
Muni c ipa l Co urt accept p aym e nt s o n-lin e, 2 4 h o urs p e r da y, seven d ays a week . Impl e m e nta ti o n
o f o n -lin e paym ent s would r esult in a s ig nifi cant c u s to m e r serv ice e nh a ncem e nt , re du ce s taff
time c urre ntl y s pe nt o n acceptin g pay me nts a t the counte r, v ia pho ne, o r in t he m a il , in crease
a ccuracy, a nd a ll ow fo r s ta lT resources to b e d evot ed to o the r im port a n t CoUJ1 m a tters.
A ttach ed is a s m a ll sampl e of the comme nt card s tha t have b een received by th e Muni c ipa l Court
fo r yo ur r eview. Let me know i f yo u need a n y a dd i ti o n a l sampl es o r need a n y furth er
in fo rm atio n .
/kna
A ttachm e nts:
B la nk Court Evalu ati o n Fo rm
Sa mpl e compl e ted Court Eva lu a ti o n Fo rms
COURT EVALUATION FORM
Scheduled Court Appearance Time: Date: ------
Following your encounte r with court staff, please rate their performance and provide any co mments or
suggestions . We appreciate your candid and honest answers. If yo u need additional room, please
use the back side of this form and indicate to which staff member(s) your comment(s) applies. You
may not encounter all staff. Comments on those you do are greatly appreciated. Pro viding
meaningful , constructive, and specific feedback will help us improve our customer service.
Were you
greeted in a Were you Was the Court
courteous treated staff
COURT STAFF manner? respectfully? knowledgeable? Other Comments:
SECURITY
BAILIFF
JUDGE
COURTROOM CLERK
ASST. CITY ATTORNE'v
PROBATION OFFICER
WINDOW CLERK
STAY OFFICER
COURT MARSHAL
OTHER
What did you like or dis lik e about the service you received (please be specific)?
Please rat e your overa ll Court ex pe rienc e:r Exce!lent r Good r Average r Fair r Poor
If you have additional co nstructive comments/suggestions, please list them here :
If you'd like to have a Supervisor contact you regarding you r comments. please leave your contact information:
Name: -------------Daytime Ph one: ___________ _
Address: Em ail : ----------------------------
Thank you for taking the time to complete this comment card. Your feedback is very important
to us for improving customer service and your time is very much appreciated.
..._.
J Forms\Court E':a!ua tton Comment Card .... 1 ~
Wheat Ridge Municipal Court
Attn : Court Administrator
7500 W. 29th Avenue
Wheat Ridge, CO 80033
Please affix postage
as Post Office wi ll not
deliver withou t pro per
po stage
L \ d-J. ~ \.Q_Q
CITY O F WHEAT RIDGE
RECRUITMENT EVALUATION FORM
POSITION:
Excellet Good Average
Pool of Candidates D D D
Structured Oral Interview D D D
Ability to Assess Skills/Knowledge and D D D Abilities
Assessment Exercise Tools (if applicable) D D D
Recruitment System-Ease of Use D D D
My recruiter ...........
Strongly Agree Agree Dis agree
Responds to voicemails and emails in a D D D timely manner
Provides consistent and friendly D D D customer service.
Is flexible and adapts quickly to shifting D D D priorities.
Seeks management input and D D D incorporates ideas to increase efficiency.
Has spent time with me, or members of D D D my team, to learn about our business.
Effectively partners with me to achieve
my staffing goals. Adds value to my D D D
business.
Does a good job of screening candidates
so that I am only interviewing the D D D
desired amount of top candidates.
Successfully identifies and manages
candidate expectations to facilitate D D D
closing the candidate.
Please mark one :
Excellent Above Average Average
Overall I would rate my recruiter's D D D customer service skills as:
My recruiter's understanding and D D D knowledge of our business is:
Compared to other organizations, I
D D would rank my recruiter's recruiting f D . -t 1-1 skills as:
Fair
D
D
D
D
D
Strongly
Disagree
D
D
D
D
D
D
D
D
Below Average
D
D
' .... D
Did your recruiter meet with you to define the requirements of your open position?
0 Yes
0 No
Our goal is to respond to emails and voicemails within 42 hours. Did your recruiter provide timely
responses?
0 Yes
0 No
Was the process fair and equitable to all candidates? 0 Yes 0 No
Comments/Suggestions:
NAME DATE __
Please return to Barbara in Human Resources
I
\
CITY OF WHEAT RIDGE
RECRUITMENT EVALUATION FORM
POSITION:
Pool of Candidates
Structured Oral Interview
Ability to Assess Skills/Knowledge and Abilities
Assessment Exercise Tools (if applicable)
Recruitment System-Ease of Use
Please mark one:
Overall I would rate my
recruiter's customer
service skills as:
Excellent
~.
, . -
Excellet Good
c c
c c
E c
c c
c c
Above Average Average
c
Average
c
c
c
c
c
Our goal is to respond to emails and voicemails within 42 hours. Did your recruiter provide timely responses?
C Yes
C No
Was the process fair and equitable to all candidates? 0 Yes 0 No
Comments/Suggestions:
Fair
c
c
c
c
c
Below Average
c
ITB-09-28 Independence Street Bridge Redecking
Image· Heho, on behalf of the City cf Wheat lbdoe, you are ~nvrted to oa!'I>Clpate on a very short but omportant bod survey . Thank rou'" ad.ance for
•our llme and tnouohtful feedback. Respectful!). unda Tnmble CPPO, CPPS
I . Please rate the f4·1a•la blhtv and Olssem•naoon of the B•d Documents, Plan Holders List, 4ddendums, B•d Tab Sheet, and Award !nformaoon
Excellent
2. Please r ate the thoroughness of the Scope of Work and Oes,.ed Outcomes
Excenent
3. Pl ease rate the "Open and Falf Compeooon· of the overall B1d Process
Good
4 Please rate the o•eraU Length of Tme from Sohotabon to Award
Exoe llent
5 Please rate the P rofe>s•ona ~sm and Customer Sen-ICe o/ the Purchas10o and Contracting Office
E.xcenent
6. we w•nt to hear from you. ProVtd e comments on wh•t we: •re domg v..eU and where we c~n unprove with regards to the Bt d Process .
Most e>:cellent oty to work wtth. There was no confu s,on and 1nfonnat:1on -Nas releasea Qulddy. Tha nr-you for a JOb well done
7 Wo uld you let us l.now the proJect) ou subrn.tted on and your f!Oll.
lndepend-x.e street Dr1dge r e·a edcmg , NK:k Chnsto, A & 8 Co nstructton, u c. 303-810 -2678, ntck.bu~tde r:.vmall.c.o m, ,
Police Vehicle -Internal
Comote oor Ttme lui ] 2COc; 1 :20P~
ae I .. ,, e .t.•H·-~
GreebnQs. The Purct1 as1no Olflce 1nvttes you to paroapate 1n a bnef but Important performance b1d survey. 'Thank you '" advance for your tune and
thoughtful feedbat'k. Respectfully, L1nda Tnmble, CPPO, CPPB
l . PlEase rate the overall Knowledge and Slolls of the Purchas1ng Office '" pr"Panno your bid oocuments.
Excellent
2. Please rate the Tllllehness/Schedule of your proJect.
Excellent
3. Please rate rour Cu•tomer Sennce Expenence w¢h the Purct1a•1ng staff.
Excellent
4. Please rate the Profess1onahsm of the Purthas•no and ContractlnQ office.
Excellent
5 . we want to hear from you Pro·nde comment s on what we are dotng well and v.here v.e can omprove with reoards to the 81d Process
6 . Your Name
W ade Hammond
Campleuon T•me: Jun 2, 2009 10:39AM
1. Please rat e the overall knowledge and slolls of the Purchasing office to prepare your bid documents for the above project.
Exce llent
2. Please rate the bmefiness/schedule of your pro)ect.
Exc ellent
3. Please rate your customer service experience with the Purchasing staff.
Excellent
4. Please rate the professoonailsm of the Purchasing and Contracting office.
Excellent
5. Please t ell us of any noteworthy experiences orjilny comments for improvement.
Thank yo u for all your hard work
--
Bridge Redecking -Internal
C omclea.or T1me: Jul 1, ~:t9 2:'J6CM
Greeonos. The Purchas•no Office tn\tres you to partJCtPare tn a bnel bur omportant performance b1d •un;ey. Thanlc vou •n advance lor your t1me and
thoughtful feedback. Respectfunv, Linda Tnmble, CPPO, CPI'B
1. Please rate the overall Knowledge and SkiHs of the Purchas•no Office tn prepanno your bid doruments.
Excellent
2. Please rate the Tameltness /Sthedule of your proJect
Exce ll ent
3. Please ~te vour Cu'itomer serv1ce Exoenence wt}h the Purchasano staff.
Excellent
4 . Please rate the Proless•onaltsm ol the PurchaSing and Conrr3cbng office.
Excellent
5. We want to hear from vou. Pro,nde commentS on what we etre dorno well and where we c.J~n unoro'"'e with reo.lrds to the a.a Process .
~e Purd'las1ng 0tv1s1on al ways puts out professtonal ana on tJmt. b10s . They are easy t o work w1tn and out extra effort. •nto aU they oo tor the Darks and
~eaeatJo n Dep artment
6. Your Name
MarK Ruote •. ProJect Coordtn at:or
\VJ !E.-\T RrnGF
R C.CRE/\li ON Ct=:NTFR
Customer Comment Card
The puq)()se of this fon11 is tu reg istc1 your concerns. q uc struns. rccomme ndatr ons, o r
com plim ent s so that we can Se i\'e your interests to th e be -.t nf(Hit ~hilitres. Pl ease be as
s pec ific as p ossib le. If th1 s is ~n u rgt:nt matter or a problem 111<11 needs to be addressed
immediatel y. p lease ask for the r ac ilit y Assistan l on duty.
C us lorner Name
Ph one Number ---
1\rea nf CoiH..t:rn (ci1cle):
Employee Com ments
Dak -----
T!Illc
t'\ct i\ it y (C la ss)
B<1sketbal l Gym
Aq u atic~ Fitness Fl on1 Locke r Rooms
Ma inl c n;mce Employee O ther
-----·····---
---·----------------· (ll~C rel·t!ISt ~Ilk: I I IICt:t:SSilry)
C us tomer Comment C ard
·----------
-OFFICE USE ONLY
Superv isor I Coordinator Comments __ ---------------
-----
Class Evaluation
Your opinion is important to us. We appreciate your time in answering some
questions about the class or program you have just completed. We will use your
comments and suggestions to help improve our services and to better meet your
needs. Please return your completed evaluation to:
Robin Lofton
Wheat Ridge Parks and Recreation
4005 Kipling St.
Wheat Ridge, CO 80033
1. Name of class: --------------------------...,,----
2. Why did you decide to take this class? _______________ _
3. How did you find out about this class?
4. Were you satisfied with the class? Yes No
5. Were you satisfied with the instructor? Yes No
6. Did the class meet your expectations? Yes No
If not, please tell us why?
7. Did you like the day and time this class is offered? Yes No
If not, what would work better for you?
8. The fee for the class was: Too expensive Appropriate A good value
9. What did you like best about this class?
1 0. How could this class have been better? -----------------
1 1 . Please take the opportunity to offer additional comments or suggestions about this class:
Thank you for taking the time to complete this so that we can better serve you and others!
Wheat Ridge Recreation Center
Children's Pavilion Evaluation
In o rde r to improve th e C hild r en Pavilion services we need you r feedback!! We would app reciate if yo u could take
the tim e to fill oul U1is eva luation. We w ill use yo ur comm ents and s u ggestio ns t o h elp us i mprove and to be tter
meet your needs. When you a re finished p lease return the co mpleted eva lu atio n to th e front des k to give to S usan
Lints. 1-poor 5-excellent
How well does the service we provide fulfill your childcare needs?
How friendly a nd a pproachable was th e C h ildca re A ttendant?
How would you rate the staff's overall performance?
How would you rate the Pavilion_' s cleanl iness?
How would you rate the Pavilion's fees in terms of affordability?
How convenie nt are the Pavilion's hours are for you?
How would you rate the Pavilion's toys?
What time do you u s u a ll y bring yo ur child(ren) to the pavilion?
Morning Evening Saturday
1
1
1
1
1
1
1
2 3 4 5
2 3 4 5
2 3 4 5
2 " ,) 4 5
2 3 4 5
2 3 4: 5
2 3 4 5
What a r e the age(s) of your child(ren)? ____________________ _
What do you like mos t a bout the pavilion? _____________________ _
If you gave a score of 1 or 2 o n any of the above questions, please let us know h ow we can
improve. _____________________________________ _
Please feel free to g ive suggesti ons co mme nts or co nce rns r e la ted to the C hildren's Pavilion
h ere. ______________________________________________________________ ___
Program Offerings!
Please mark the acti v ities tha t your child would like to participate in.
See the cur rent Ac ti v ities Guide for more informa ti o n on current programs being offer ed.
Parent/fot C lasses Presch ool Youth
(6 mo.-3 years) (ages 3-6) (ages 6-12)
Arl
_Music
Movemen t
_Sign Language
_Tumbling
_T u mblin g _Tennis
_Art Art _Safety
_Fi tn ess Dan ce
Licensed P re-Sch ool
_Martial Arts
_Mu sic Classes
Movement C lasses
_Safety C lasses
_Tiny Tennis
Dance
Drama C lasses _Movem e nt
_Bowling Lessons _Mu sic
_S ummer Day Camp _Ma rtial A r ts
_Mad Science Ca m ps _Soccer
O utdoor Recreation _Gymnastics
_H orseback Rid in g Lesson
Would you like us to contact you regarding upcoming e vents or prog rams?_Yes_No
If you marked y es please fill out following information:
Name: Day Phone: _________ _
4005 Kip ling St.
Wheat Ridge, CO 80033
303 -23 1-1300
www.ci. whea tridg e.co.u s
,
{
Wheat Ridge Parks and Recreation
Volleyball COED-REC League Evaluation
Thank you for your involvement in our Adult Volleyball League. Plea se take a
few moments to complete this short evaluation form so that we may improve the
quality of your re creation experience.
Information (circle your response)
You found out about this league by: Activities Guide Flyer
Other: ---------------------------------------------------
Volleyball Program (circle your response)
Volleyball COED-REC league was fun and challenging
Volleyball equipment was suitable
Days and times were suitable
Comments:
Yes No
Yes No
Yes No
------------------------------------------------------
Officials (circle your response)
Official was adequately trained/knowledgeable
Official was courteous and communicated well
Comments:
Yes No
Ye s No
------------------------------------------------------
Facilities (circle your response)
The facility was suitable for program
The location of the facility was suitable
Comments:
Yes No
Yes No
------------------------------------------------------
Rules (circle your response)
Are you in favor of side out scoring? Yes No
Are you in favor of spiking at the REC level? Yes No
Are you in favor of keeping the "ghost player" rule? Yes No
Comments/Other Rules you feel should be evaluated: __________ _
OVER
Overall Evaluation of Activity (circle your response)
Would you rate this league as: Excellent Good Average Poor
Comments: __________________________ _
What could be done differently to more effectively implement a fun and fair Volleyball
COED-REC league?
Additional Comments
THANK YOU!
If you would like to be contacted regarding this eval uation form please l eave your
name and number below:
Name: Phone Number: -----------------------
~ A'
...... r City of
:?."WheatRi_dge ~P UBLIC W ORKS
Memorandum
TO: Patrick Goff, City Manager Db
FROM: Tim Paranto, Director of Public Works
DATE: July 19,2011
SUBJECT: Bus Bench Shelters
As you are aware, the City has been awarded a state FASTER grant to purchase and install 30
bus stop shelters. The shelters will include benches and trash receptacles. The project is
estimated at $360,000, with $288,000 in state grant monies and $72,000 in local matching funds.
The proposed locations of the new shelters are shown on the attached map. Locations were
selected based on the number of average daily bus hoardings, available rights-of-way and
constructability.
Staff has identified several common shelter designs that will serve the City's transit riding
residents and are expected to be easily maintained and repaired. Mesh wall inserts will be used
instead of glass or Plexiglas to minimize damage and graffiti. The primary difference in the
shelter designs is the type of roof utilized; flat, dome or hip. Once a final choice is made, the
project plans will be completed. A shelter frame color must also be selected. The photos of
shelter designs are attached.
Bus Shelter Installation Map
The Niagara Shelter Line
8' Low Peak roof. perforated metal rear wall.
recycle slat bench with loops and expanded
metal trash receQ--=-=-ta'--=-'cl--=--e __
~
TOLAR
The Niagara Shelter Line
12' dome roof ad shelter, flat BTB kiosk. white
Lexan roof panels, custom agency glass branding
12' hip roof ad shelter with BTB kiosk and
glass at the rear, end and partial front wall
TOLAR
d
r-
)>
~
~
w
() c
(/) ....
0
3
-o
0
(/) ........
(/)
()
c
(/) .......
0
3
co
ru
(/)
(/)
(/)
0
ru
"""I
ru
(/)
(/)
~
Q)
(/)
.
.-I
:::T
CD
m s::: ......
0
en
:::T
CD
-· ::l
CD
.
-
T
h
e
S
i
e
r
r
a
S
h
e
l
t
e
r
L
i
n
e
Dome roof shelter
w
i
t
h
V
i
c
t
o
r
i
a
n
s
t
y
l
e
g
l
a
s
s
1
3
'
d
o
r
m
e
r
r
o
o
f
c
u
s
t
o
m
w
i
t
h
a
l
u
m
i
n
u
m
r
o
o
f
p
a
n
e
l
s
T
O
L
A
R