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HomeMy WebLinkAbout06/13/2005 Study Session ~ STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO MUNICIPAL BUlL/DING 7500 W. 29TH AVE. June 13. 2005 !Z:"'li..~J VUv\-1-G1 r' ,/ I I/IA. 1 tL \;J Lli- Cc c- ( (;l'W(t r-ru\~ :" Iz~L r I }J(rvl'.)( rJ,v 1c1tv/ S~u.,t) I , ~~ -- 1?c y1"td- o~ 11l~~ '-/-:~ 0,,' '.-' (} 0,- 51"\ rl-; -\ 90 \,\\\\-L ~ 1,t9<:jVv Cel'\Kj1 ( l Item 1. STRATEGIC PLAN- POLICE DEPARTMENT ORGANIZATIONAL ASSESSMENT -'T)~U.:{~I '-JvVLO ! \A. f-uT~L -4l ~ Il '-f d C-'l.~ T,>("" C l "''L-tn." G"t%w--..~ 6" ~rM ~ <fJ ,~ . II ~ ".J ,f" ,j) ( r ~ tl',",~ + C 'j'" ,,,,i"~jJ ",*",,-J- <'Ai) ,'~ r~~ ~~1'!, [ 1 vv. -~ ro. ,l" r { "~ 4- 1/" ,,,,,,,,~,",J4,(,,,"- . L11 A -it J (.cnJ:~/ D.JJ. ;Jw f c-{ cd- 6' ;? () ~ J('Yl'1-l)I/VlLLl C-vJ--r:AA...R} tz:/- [, .1u P Ii J ( , .. 1. I Ykf' f("-'1A-Qr u€ {t.d?-{ju ~/'~ p,-<-,-~, 1'.{.l.:.(.~J-loVfIc..V-j -Iz ch i \/1 (Wd I I ~; 3,5 rL ~&mm~ 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.) - 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.