HomeMy WebLinkAbout06/13/2005 Study Session
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STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
MUNICIPAL BUlL/DING
7500 W. 29TH AVE.
June 13. 2005
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Item 1. STRATEGIC PLAN- POLICE DEPARTMENT ORGANIZATIONAL
ASSESSMENT
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CITY OF WHEAT RIDGE, COLORADO
PUBLIC WORKS SHOP
11220 W. 45th Ave. (45th & Pierson)
Mav 16. 2005
Mayor pro tem Larry Schulz called the meeting to order at 7.17 p.m City Council
members present: Karen Berry, Wanda Sang, Dean Gokey, Karen Adams, Mike Stites,
Larry Schulz, Lena Rotola. Mayor Gretchen Cerveny and Jerry DiTullio were absent.
Also present: City Clerk Pam Anderson, Randy Young, City Manager; Patrick Goff,
Deputy City Manager; Tim Paranto, Director of Public Works, Alan White, Director of
Community Development; staff
The following members of the Board of Adjustment were also present for Agenda
Item 2 Betty Jo Page, Robert Blair, Robert Howard, Thomas Abbott, Janet Bell, Daniel
Bybee, and Paul Hovland
Item 1.
Public Works Shop Tour (6:00 p.m.)
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Council members, staff and a few members of the Board of Adjustment participated in a
tour of several project sites and the buildings and facilities at the public works shop
Item 2.
Joint Meeting with the Board of Adjustment
Mayor pro tem introduced the discussion of Council Bill 05-2005 An Ordinance
Amending Section 2-53 (d) of the Wheat Ridge Code of Laws Pertaining to Voting Rules
for the Board of Adjustment.
Mr Gokey stated that other municipalities vary in their approach and voting procedures.
He stated that he was not particularly opposed to continuing the way it is
Board of Adjustment member Abbott distributed a white paper outlining his reasons for
opposing the changes on the voting procedures They included the Board should be
conservative in the variance of a previously approved ordinance because an ordinance
passed by elected officials should not be easily varied by appointed designees, public
dissatisfaction with the super-majority vote is minimal, Board approvals run with the
land, not the appellant. Mr Abbott described the "hardship" test for approval and his
belief that application of a simple majority will only change the outcome of a very few
marginal cases. He suggested that an alternative approach might be to lessen the
"hardship" test or broadening the ordinance language with respect to setbacks
Board member Blair suggested the use of alternates on the Boari to insure a full
attendance of members. He supported maintaining the current voting procedures.
STUDY SESSION MINUTES: May 16, 2005
2
Board member Hovland stated that if the laws are good in the first place, you don't need
to water down the rules He said that the super-majority rules are a good idea Mrs
Sang agreed that the use of alternates was a good option
Ms Berry stated that she did not feel that we need to make a change right now, and
that broader criteria considering impacts, a more performance-based zoning, should be
considered
Board member Bybee stated he did not see a compelling reason why the rules should
be changed Board member Howard discussed the issue of legal protest. Board
member Bell stated that alternates were an option, and discussed the difficulty in
applying one rule to such a variety of cases, due to the nature of the current zoning in
the City
Mr Stites stated that possibly modernizing the system should be considered and that a
simple majority should be an option to look at.
Recess called at 8.27 p m The meeting resumed at 8 37 p m
Approval of the Minutes of May 2, 2005
Approval of the AQenda
Mr Gokey asked to add an Item 5 A brief discussion of the general study sessions.
Approval of the agenda as amended
Item 3.
Staff Reports
3a Budget Supplemental Appropriation - Senior Community Center Staff Position
City Manager Randy Young introduced the item and Deputy City Manager Patrick Goff
presented the staff report. He briefed the Council on the upcoming proposal to reinstate
the 5 FTE Recreation Clerk at the Senior Center
Mr Stites stated that we should look very carefully at the issue and consider the
spending Mrs. Adams said that the seniors were a part of the sales tax issue
Item 4.
No Proof of Insurance Penalty Ordinance
Mr Goff presented that staff report regarding amending the No Proof of Insurance
penalty provisions of the Colorado Municipal Traffic Code to conform to the changes in
the Colorado qevised Statutes 9 42-4-1409 The draft ordinance will be scheduled to
come before Council at a regular City Council meeting
STUDY SESSION MINUTES: May 16, 2005
3
Item 5.
A Brief Discussion of the General Study Sessions
Mr Gokey stated his desire for the cancelled Study Session of July 4, 2005 to be
rescheduled for Wednesday, July 6, 2005 There was no direction given
A discussion followed on the scheduling of agenda items on the tentative future council
agenda list. Mr Gokey also stated that he feels that the topic of the procedures for the
Manager evaluation should be scheduled
Meeting adjourned at 9'05 p m
APPROVED BY CITY COUNCIL ON JUNE 20, 2005 BY A VOTE OF _ to _
Lena Rotola, Council President
WHEAT RIDGE POLICE DEPARTMENT
MEMORANDUM
TO: Mayor Gretchen Cerveny and City Council
VIA: Randy Young, City Manager
FROM: Daniel Brennan, Chief of Police
DATE: June 9, 2005
SUBJECT: Organizational Assessment Executive Summary
A police department is only as good on the outside as it is on the inside To provide
better service to the community, one must begin with internal change first. The Police
Department Organizational Assessment Report completed by Dr Jerry Williams and Dr
Fred Rainquet in December, 2004 provides a roadmap for the department to make the
internal changes necessary to provide better service to our customers
This memorandum serves as an executive summary of a comprehensive Police
Department Organizational Assessment Strategic Plan, to address the fourteen (14)
recommendations made by the G L. Williams Group, LLC Although the assessment
report outlined fourteen (14) major recommendations, the report contained additional
recommendations on how to achieve those goals The department's strate'gic plan is
available to City Council if requested
The Police Department's Command Staff began the process of developing a Strategic
Plan to implement each of the recommendations in January, 2005 Each
recommendation was reviewed and developed into a set of goals and objectives Each
objective was assigned to a specific position or person, has an attainment date and
performance outcomes assigned to it. Because of the complexity and costs associated
with some of the recommendations, the Command Staff felt it was important to be
strategic in the implementation of these recommendations, thus the plan of
implementation stretches into the year 2007 The projected costs can be found on
attachment A.
Listed below is a summary of the Organizational Assessment's Strategic Plan
Recommendation #1 Mission. Core Values & Vision
Create and Implement an Organizational Mission, set of Core Values and establish
a Vision for all Employees of the Wheat Ridge Police Department through a series
of Facilitated Team Building Sessions.
Outcomes
The police department has contracted with Greg Giesen
Associates to facilitate the development of a Core Mission
Statement and Core Values. Mr Giesen is a teacher at Denver
University and has an extensive background as a facilitator and
instructor in the areas of leadership, communication and team
building A cross section of employees from the department met
and developed a new Vision, Mission Statement and Core Values
for the department. These have been shared with all department
personnel and are awaiting their input prior to finalizing the new
Vision, Mission Statement and Core Values The department has
also instituted several new programs that should enhance
communication within the department. Completion date of 2005
Recommendation # 2 Create Crime Analyst
Create the position of a non-sworn Crime Analyst within the Wheat Ridge Police
Department.
Outcomes
The department in cooperation with Human Resources has
completed a staff report, including a job description and pay
range Command Staff will be evaluating the position with its other
priorities and will include the request for this position in the 2006
Budget position requests Funding for software and hardware
needs will be included. Completion date in 2006
Recommendation # 3 Develop. Enhance and/or Formalize Communications
Outcomes.
The department has taken several steps to enhance and formalize
communications within the organization Listed below are just a
few of the efforts staff has undertaken on improvements in this
area.
.
The Police Chief meets with Command Staff on a
weekly basis and with Supervisors on a monthly basis.
.
The Police Chief attends Bureau meetings on at least a
quarterly basis.
.
The Police Chief has formed an Employee
Representation Committee, consisting of employees
representing units from throughout the department
(sworn and non-sworn) The Police Chief meets with
the Employee Representation Committee on at least a
quarterly basis
.
The department newsletter, "The Score Card" is
distributed monthly
.
Command Staff has been given goals to attend roll call
briefings and complete a ride-along quarterly In
addition, the department's Command Staff have been
given specific goals addressing modeling professional
behavior at all times, enhancing communications, and
utilizing a participatory model of leadership with
employees Members of Command Staff will be
evaluated on their ability to use a participatory model of
leadership
Recommendation # 4 Patrol Issues
Establish patrol beats/sectors/districts, implement minimum staffing levels for all
shifts, conduct a comprehensive patrol/traffic workload analysis and implement
an over-hire process for patrol.
Outcomes.
An announcement went to all department personnel asking for
interested personnel to sit on a Patrol DistricUSector committee to
discuss how the City should be divided, number of districts, and
length of time officers would be assigned to districts The
committee has divided the City into two distinct districts, "east"
and "west" Work continues on subdividing the districts into
"beats" and conducting a comprehensive patrol/traffic workload
analysis.
The department is currently reviewing alternative methods of
service delivery In addition, a staff study is being conducted on
sworn and non-sworn positions This information will be used for
justification of over hiring personnel for various positions within the
police department. To date, over-hire positions have been
approved for APCE and the communications center A report on
over-hires for patrol officers will be completed soon.
Finally, this recommendation is a part of the Police Chief's
strategic vision of developing a community policing based police
department that is proactive, solution based and community
driven. This is an on going goal
Recommendation # 5 Deputv Police Chief Elimination
Eliminate the Deputy Police Chief position and develop an organizational
structure of three bureaus consisting of Patrol, Investigations and Support
Services.
Outcomes
The Deputy Chief position was eliminated and the person occupying that
position assumed the role of Commander of the Support Services
Bureau. The department was reorganized as recommended in the
organizational assessment, pending City Council approval of the
Administrative Sergeant, Telephone Reporting Unit and Crime Analyst
positions Goal partially completed.
Recommendation # 6 Police Radio System
Enhance or Replace the current Police Radio System to remove the dead spots
and address the unreliability and incompatibility of the current police radio
systems.
Outcomes
The Cities of Denver, Wheat Ridge, and the Wheat Ridge Fire Protection
District were the recipient of a 2003 U.A.S I grant in the amount of
$1,6-9,18500 t, provide a M/A-COM radio system to the City of Wheat
Ridge and the Wheat Ridge Fire Protection District. The department will
be partnering with the West Metro Fire Protection District and the
Lakewood Police Department to provide actual radio coverage
IGA's are in the final stages of development. This agreement will allow
an immediate enhancement of radio coverage and improve the
interoperability of the radio system.
Recommendation # 7 CAD/RMS
WRPD must determine whether to make a firm operational commitment to the
complete utilization of the available technology throughout the organization by all
members; or to abandon the concept of technological advancement and continue
in the current mode, which is merely a passing nod to technology while actually
accomplishing the work through the use of pen, paper, and staff hours.
Outcomes'
Secure an independent and competent technology consultant to review
the current CAD/RMS systems, and make recommendations concerning
the continued use of the current systems, or replacement of the current
systems The department will work with the City's IT team and a
consultant to determine the best course of action. This project will begin
in 2006
Recommendation #8 Policies and Procedures - Accreditation
Adopt as a "Best Practices" model the Commission on Accreditation for Law
Enforcement Agencies Standards as an organizational template for all future
policies and procedures development.
Outcomes.
Hard copy editions of the Policy Directive Manual were assembled and
strategically placed throughout the department. The department will soon
form a committee of sworn and non-sworn members from throughout the
department to begin a systematic review of the Policy Directive Manual to
update, simplify and meet national accreditation standards. In addition,
the department will identify opportunities to provide training on the
purpose of the department Policy and Procedure manual. Lastly, training
on effective communication skills will be provided to develop trust
between all levels of the department.
The department will begin working with other accredited agencies in the
Rocky Mountain Accreditation Network and with the Commission on
Accreditation for Law Enforcement Agencies, Inc. to determine the costs
and benefits of becoming nationally accredited. This goal is on going The
policy manual review will begin in 2006 and a recommendation on
national accreditation should be made in late 2006
Recommendation #9 Compensation Issues
The City of Wheat Ridge should consider the adoption of a specific pay and
benefits policy for the police department. This WRPD Policy would establish an
on going competitive position or target range to maintain with other front range
municipal police agencies in both salary and total benefit package components,
including condensing salary steps and reducing the retirement vesting schedule.
This policy should contain a tin :l frame tt. reach the competitive range target.
Outcomes.
City Council adopted a plan that compresses the range to reach the
maximum pay step from nine years to six years and moves the salary
range from the bottom 25th percentile to the 70th percentile of
comparative agencies The costs for the new sworn pay plan are
$198,000 in 2005 and $365,000 in 2006 This plan will take effect on July
2, 2005
The Pension Board agreed to consider reducing the pension plan vesting
schedule, once the new service provider is selected A recommendation
is expected in late 2005 or early 2006
Recommendation # 10 Process and Position Evaluation
Develop a fair, objective, and comprehensive process and position evaluation
process and use this process to conduct an assessment of certain positions and
organizational processes within the WRPD to ascertain to what degree
modifications need to be considered for possible implementation to those
processes and positions. This evaluation initially should include at a minimum,
the Police Special Tactics and Response Team, the Forensic Detective positions
(2), CORE Detective positions. Recruitment and Hiring Process for both sworn and
non-sworn, and finally the Animal Parks Code Enforcement Officer positions.
Outcomes
This is a challenging recommendation requiring the department to
develop a fair, objective and comprehensive process and position
evaluation policy Hiring a Crime Analyst will assist the department in
conducting a workload analysis of different functions Work has already
begun on identifying factors for workload analysis for these positions.
These will be on going reviews that should be completed by late 2007
A department Recruitment Team consisting of sworn and non-sworn
personnel has been formed and has begun to work on recruitment issues.
This will be an on going project.
Recommendation #11 Evaluations
Develop a fair and equitable evaluation system for all employees. The new system
should be implemented department wide as soon as possible, with all employees
being held to the same high standards and expectations.
Objectives.
The department will form a committee, including Human Resources, to
review various performance evaluations from other agencies and
compare them to our current forms This committee will make
recommendations on the type of evaluation system that would best suit
our agency, and perhaps the City The evaluation system will encompass
the new Vision, Mission Statement and Core Values of the department.
The committee would assist Command/Supervisory staff with evaluation
criteria.
Recommendation # 12 Service Delivery Alternatives
Evaluate alternatives for police service delivery methodologies and move forward
toward the implementation of service request alternatives, where appropriate, to
the traditional methods in place throughout the organization.
Outcomes.
Research and develop an alternative program to handle cold
calls for service The department has finished a study on a Telephone
Reporting Unit (TRU) for handling cold calls for service A
recommendation will be forthcoming asking City Council for two civilian
clerk positions to handle cold calls for service This will result in a
substantial time savings for patrol officers and will result in a more
proactive, solution based policing model for the community The
department will also continue to evaluate other cost saving alternative
means of service delivery This recommendation is on going.
Recommendation #13 Awards Ceremonies
The Wheat Ridge Police Department should develop and implement at least semi-
annual and at best quarterly awards programs for all police employees.
Outcomes
The department is in the process of redeveloping the current department
policy to increase the frequency and participation in the departmental
awards program In addition, the department has approached several of
the local service clubs requesting they consider sponsoring awards that
will provide additional avenues of recognition for our sworn and non-
sworn employees.
Recommendation #14 Detective Case ManaQement
Refine and enhance the Detective Case Management Accountability System.
Outcomes.
The Investigations Bureau has implemented a basic Case Management
system that utilizes solvability factors, enhances accountability, and
allows for the statistical analysis of the Investigations Bureau workload.
The Investigations Bureau and Command Staff are in the process of
evaluating this system and looking for opportunities to refine and enhance
it. The goal is to create a system that encompasses the best practices of
other agencies policies and systems, and technology needs The system
should consider the value in meeting community expectations, contain
proven solvability factors and be a dynamic system that provides
statistical data to improve the efficiency and quality of criminal
investigations This is on going.
The total projected costs for 2005 are $494,578 and the projected costs for 2006 are
$635,911
In closing, thanks to all of you for the support you have shown me and this police
department in our efforts to implement many of these recommendations, and for your
continued support in the police department's efforts to address the remaining
recommendations It has been an honor to be part of such progressive and proactive
change that will make this department a professional, proactive and solution based
service provider to the citizens of Wheat Ridge. As always, I am available to answer any
questions you or the community may have regarding the Wheat Ridge Police
Department.
DB
ORGANIZATIONAL ASSESSMENT PROJECTED COSTS
Recommendation #1 Mission. Core Values & Vision
Facilitation of Vision, Mission and Core Values
Subtotal*
Recommendation # 2 Create Crime Analvst
Crime Analyst position
Software
Hardware
Furniture
Subtotal 2005
Subtotal 2006
$1,250 (Existing Police Department Budget)
$1,250 (Existing Police Department Budget)
$25,940 (2005 salary cost)
$51,881 (2006 salary cost)
$30,000 (projected) initial purchase
$8,000 annually projected for software
maintenance.
$5,000 initial for computer
$2,000 projected
$62,940 (salary and startup costs)
$59,881 (salary & annual software costs)
Recommendation # 3 Develop. Enhance and/or Formalize Communications
T eambuilding facilitation w/ supervisors
Additional facilitation
Subtotal*
Recommendation # 4 Patrol Issues
Some of these costs are contained in the software costs
for the crime analysis software No other identified costs
at this time
Recommendation # 5 DelJutv Police Chief Elimination
Administrative Sergeant Position (new sergeant)
Subtotal 2005
Subtotal 2006
RecolT.mendation # 6 Police Radio System
$3,200 (Existing Police Department Budget)
$3,000 (Existing Police Departme_nt Budget)
$6,200 (Existing Police Department Budget)
$63,627
$31,813
$63,627
New Radio System and Radios
$1,553 52970 (UASI grant dollars)
$157,691 (City costs approved)
West Metro Fire Protection District IGA
Includes annual software, hardware and one-half
salary for a technician There is a 5% annual cap
on increases.
$83,525
Subtotal 2005*
$157,691
$ 83,535
Subtotal 2006
Recommendation # 7 CAD/RMS
Consultant study
Unknown
Recommendation #8 Policies and Procedures - Accreditation
National Accreditation Process
(These costs will be identified as the department
conducts a self-assessment)
Unknown
Rocky Mountain Accreditation Network Membership
$250
Subtotal
$250
Recommendation #9 Compensation Issues
2005 costs for Sworn Pay Plan
$198,000 (Approved by City Council)
2006 costs for Sworn Pay Plan
$365,000 (Approved by City Council)
Subtotal 2006*
$198,000
$365,000
Subtotal 2005*
Recommendation # 10 Process and Position Evaluation
Training and process evaluation costs unknown at this time
Recommendation #11 Evaluations
Training, development and implementation costs unknown at this time.
Recomm mdation # 12 - Service Delivery Alternatives
Telephone Reporting Unit (TRU)
Two TRU clerks
$29,434 (2005 salary costs)
$58,868 (2006 salary costs)
Hardware
$3,000
$4,000
Furniture
Costs for other service delivery alternatives to be determined
Subtotal 2006
$36,434
$58,868
Subtotal 2005
Recommendation #13 Awards Ceremonies
No additional identified fixed costs to implement.
Recommendation #14 Detective Case Manaaement
TOTAL 2006 PROJECTED COSTS
$5,000
$5,000
$494,578
$635,911
Case Management System software
Subtotal
TOT AL 2005 PROJECTED COSTS
*Please note that these projected costs include previously approved budget requests, e.g.
-i sworn salary pay plan, radio system costs, and budgeted training dollars.