HomeMy WebLinkAboutStudy Session Agenda Packet 12-15-14STUDY SESSION AGENDA
CITY COUNCIL
CITY OF WHEAT RIDGE, COLORADO
7500 W. 29th Ave.
Wheat Ridge CO
December 15, 2014
6:30p.m.
Individuals with disabtlittes are encouraged to partictpate in all public meetings sponsored by the
City of Wheat Ridge. Call Heather Geyer, Admmistrative Services Director at 303-235-2826 at
least one week in advance of a meeting if you are mterested in participatmg and need inclusion
assistance.
PUBLIC COMMENT ON AGENDA ITEMS
APPROVAL OF AGENDA
.L Staff Report(s)
2. Jefferson Area Innovation Plan -Superintendent Dan McMinimee and
Chief School Effectiveness Officer Terry Elliott
~ Records Management Regionalization
4. Traffic Accidents in Wheat Ridge
~ Elected Offici als' Report(s)
ADJOURNMENT
~
.... Ci ly of ~Wheat&_dge ~Oma OF THE CnY MANAGER
Memorandum
FROM:
Mayor and City Council
Patrick Goff. City Manager~ TO:
DATE: December 1 0, 20 14
SUBJ ECT: The Jefferson Area innovation Plan
In an effort to provide Jefferson area students with educational choices that are
responsive to the community's diverse needs and will support improved student
achievement, six Jefferson area principals, working with SIET, have developed a
framework to create the "Jefferson-Area Innovation Plan." The Plan includes creating a
Stevens Elementary PK-6 School on the current Wheat Ridge 5-8 campus and a high
school for grades 7-12 at Jefferson in Edgewater.
Dan McMinimee, Jeffco Public Schools Superintendent, and Terry Elliott, Chief School
Effectiveness Officer, have been invited to the December 15111 study session to provide a
summary of the Plan and to solicit input from the Mayor and City Council.
ATTACHMENTS:
1. The Jefferson Area Innovation Plan, December 2014
2. Jefferson Area Innovation Pl an Talking Points
The Jefferson Area Innovation Plan Q!!!fc9o2 Unlocking the Power of Our People
llklltll"' 11~111 fullltrJ
December 2014
Developed by the Jefferson Articulation Area Prindpals, Jefferson Area Innovation Plan (The Jefferson Plan), is a
framework to significantly increase student achievement in reaching college and career pathways during the PK-12
matriculation.
The framework focuses on strategies that can be implemented in a timely and cost effective manner. The practices
contained in the framework are supported by research and experiences connected to the student leamers of the Jefferson
area. The key tenants of the framework are focused on student and staff needs and they provide the systemic supports
the area principals know will make a significant impact on achievement and options for post-secondary endeavors.
The Implementation of this plan will require a close review of current initiatives at the district, articulation, and school
levels to determine which Initiatives are aligned with the plan and should continue versus those that are not aligned and
will not be supported moving forward. Narrowing the focus of the strategies employed at each school and leveraging the
collective efforts of the area schools is an essential component to the success of this plan.
What is the
Jefferson
Framework?
How will we
measure
success?
Next Steps
Key Element 1: People
• Retain and recruit effective educators committed to collaboration, professional growth,
and additional time to improve their skills, knowledge, to support student achievement
• Additional classroom supports aligned to the needs of the school population (e.g.
bilingual para-professionals to support interventions, area substitute pool}
• School based supports, leveraging area resources, to provide a safe, warm, welcoming
school that can address the multi-faceted needs of the community to ensure students
arrive to school and are ready to learn
• Review and consider seeking waivers related to:
o Work day/year
o Evaluation process honors the key elements of the framework
Key Element 2: Structures
• Implementation of t1ghtly defined and rigorously facilitated PLCs for all Jefferson Area
Schools
• Coordinated wrap around community services
• For 2015-16 School year
o Creation of 7-12 Jefferson Pre-College/Career Academy High School
o Establish Stevens ES PK-6 on vacated WR 5-8 campus
• Allow facilities to repurpose current Stevens PK-4 campus
Key Element 3: Programming (Phase I)
• Implementing Language Development Instructional Strategies for K-12
• Continuation of Dual Language programs for K-12
• 7-12 focus on Problem Based Learning as part ofthe multiple pathways offerings
• Initial pathways for secondary students identified
Our goal is to ensure every Jefferson Area student is engaged daily 1n their teaming, feels
supported and valued in their school community, and has a foundation-academically, sodally,
behaviorally-to thrive in their post-secondary endeavors. The plan Includes goals and metrlcs to
ensure students are successful In meeting these goals.
During the next four to six weeks, school leaders will be gathering Input from staff and the
Jefferson area community on the framework. This feedback along with input from district support
staff will be utilized to help draft a final plan for presentation to the BoE as well as the Jefferson
Community.
Attachment 1
TALKING POINTS
JEFFERSON AREA INNOVATION PLAN
December 9, 2014
• In an effort to provide Jefferson-Area students with educational choices that are responsive to
the community's diverse needs and will support improved student achievement, six Jefferson-
area principals, working with SIET have, have developed a framework to create the "Jefferson-
Area Innovation Plan."
• The framework for the plan has been introduced to the teachers and employees of Jefferson
High School, Wheat Ridge S-8 School and Edgewater, Lumberg, Molholm and Stevens
Elementary. Community input on the framework will be obtained through upcoming school-
level accountability committee meetings and public forums. Staff members will be providing
input through meetings at each school on Tuesday, Jan. 6
• The framework proposes changes to, and additional support for, people, structures and
programs. Highlights of the framework include:
-Continue to retain and recruit effective educators.
-Identify and obtain additional classroom support.
-Leverage and coordinate community resources.
-If necessary, apply for "Innovation Plan" status from the Colorado Department of Education.
-Create strategic Professional Learning Communities (PLC) across all Jefferson-area schools.
-For the 2015-16 school year, create a neighborhood school for grades 7-12 with a pre-
college/career academy focus on the Jefferson High School campus.
-For 2015-16 school year, establish Stevens Elementary PK-6 School on the current Wheat Ridge
5-8 campus.
-Develop a dual language program for kindergarten through 12'"-grade students.
-Enhance academic language development for students.
-Utilize Problem Based Learning (PBL) for grades 7-12.
-Identify Initial pathways for all secondary students.
-Include specific, measurable, outcomes for student and staff in the plan.
• Approximately 35 percent of Jefferson High School students scored advanced/proficient on the
2014 TCAP reading assessments. Four percent scored advanced/proficient on the math
assessment.
• More than 87 percent of Jefferson High School students qualify for free and reduced lunch (Oct.
2013) and more than 44 percent are classified as English Language Learners.
• Forty-three percent of Wheat Ridge S-8 students scored advanced/proficient on the 2014 TCAP
reading assessment. Twenty-five percent of Wheat Ridge 5-8 students scored
advanced/proficient on the 2014 TCAP math assessment.
• Eighty-six percent of Wheat Ridge 5-8 students qualify for free and reduced lunch (Oct. 2013).
Thirty-five percent are classified as English l anguage learners.
Attachment 2
~ . , ~~ r City of ~Wheat&_,dge ~OLI C E D EPARTMENT
TO:
THROUG H:
FROM :
DATE:
SUBJECT:
ISSUE
Memorandum
Mayor Jay and City Council(\ ~
Patrick Goff. City ManagerW
Daniel Brennan, Chief of Po lice
December 15,2014
Regionalized Records Management System
Every law enforcement agency has a records management system (RMS), which is usuall y
paired with a computer-aided dispatch (CAD) system and a field reporting system. These
systems are critical components of a modem law enforcement agency. An RMS provides for the
storage, retrieval, retention, manipulation, archiving, and viewing of all information. records,
documents, or files directly related to law enforcement operations. These records include
incident and crime reports, traffic collision reports, arrests, citations, warrants. case management.
field contacts and other operations-oriented records. An RMS system requires a systems
administrator and lnfom1ation Technology (IT) support.
The Wheat Ridge Police Department purchased its current RMS, CAD and field reporting
systems in 1999. The department had an older RMS, which was not considered Y2K comp liant,
so a new CAD/RMS system from Logistics Systems (Logisys) was purchased.
Recent discussions by law enforcement Chief Executive Officers regarding regionalization
efforts, Jed to the development of a law enforcement consortium to explore a regional RMS.
Some agencies needed to replace aging systems immediately, and several agencies had to decide
between upgrading or replacing existing systems.
The Police Department's Leadership Team recognized that the department would need to
complete an assessment of the current CADIRMS system to determine the efficiency and
effectiveness of each system. as well as prepare a strategic plan for either upgrading or replacing
these systems. Participating in this consortium provided us with an opportunity to explore
options and move foJWard with a new records management system at a reduced cost.
PRIOR ACTION
In 2004, the City contracted for an organizational assessment of the Wheat Ridge Police
Department. One of the recommendations was for the department to " ... determine whether to
make a firm operational commitment to the complete utili~ation of the available technology
throughout tlze organization by all members; or to abandon the concept ofteclmological
Staff Report: Regional Records Management System
December 15, 2014
Page 2
advaucemellf, and continue in the currellf mode, which is m erely a passing nod to technology
while ach1ally accomplislziffg the work through the use of pen, paper, and !!.1aff hours."
The department recognized that moving to a new CAD/RMS system was not financially feasible,
nor could the department resort to the use of pen and paper. A designated department team
worked with City IT staff and representatives from Logisys. on addressing the issues identified
with the Logisys CAD/RMS system. A considerable amount of training was conducted with
department members to more fully utilize this system. Staff recognized that a new CAD/RMS
system would need to be considered at some point. These options are not inexpensive, and
required a plan to build a reserve to pay or assist in paying for this eventuality. This message
was communicated to the Citizen Budget Oversight Committee, the City Manager and to
previous City Councils, leading to the creation of the Capital Equipment Fund.
The Police Department has sought out opportunities to regionali7c law enforcement services
since 2005. These efforts included regionalizing crime scene forensic services, an 800 MHz
radio backbone infrastructure agreement with West Metro Fire, a regionali7ed SWAT Team, and
regionalized forensic crime laboratory services. Current efforts include regionalization of the
RMS and a regionalized communications center.
FINANCIAL IMPACT
As noted. Lhe financial impact of purchasing a new computer-aided dispatch and field reporting
systems would be over one million dollars, depending on the quaJity of the systems. Besides the
hard dollar costs for software and hardware, the soft costs, including personnel to manage and
implement the project, would be significant. Currently. the annual software maintenance fee for
the Logisys product is $88,847 per year,'' ith an expected increase of 3°'o yearly, and one
member of lhe City IT stafT assigned to maintain CAD and RMS.
Under the regional proposal, the Wheat Ridge Police Department accounts for 13% of the sworn
membership of this co nsorti um. Since the implementation of the chosen Niche product wiJI be a
phased approach, the payment schedule for Wheat Ridge to participate in this regionalized effort
consists of milestone payments. training, hardware, and system administrator costs. These costs
are broken down as follows:
201 4 -$10,479
2015 -$86.555
2016 -$97.287
2017 -$52,645
The total cost to the City of Wheat Ridge to participate in this consortium through 2017 is
approximately $246,966. On-going maintenance costs would be $52,645 annually for Niche
support and maintenance, hardware sustainability, and a system administrator.
The department will continue to maintain the Logisys system through the full implementation of
this project. The Colorado Municipal Records Retention Schedule requires the department
maintain criminal justice records for a period of time. depending on lhe type of record. We
believe the costs of converting thi s data are prohibitive. Additional research is being done to
explore how other law enforcement agencies have addressed the issue of records retention.
StaffReport: Regional Records Management System
December 15, 2014
Page 3
BACKGROUND
Beginning in 2008, the Pol ice Chiefs from Arvada, Golden, Lakewood, Wheat Ridge and the
Jefferson County Sheriff met to discuss our agencies' commitment to examining public safety
services that could be consolidated or regionalized. These discussions focused on efforts that
would enhance services to our citizens, broaden expertise within the profession, provide cost
effective delivery of Jaw enforcement services and consistency in delivering these services
throughout Jefferson County. One of the areas identified for consideration was a regionalized
records management system. Representatives from these agencies began to work on this project,
and ""ere later joined by the Edgewater and Mountain View Police Departments. Each
participating agency had a need to replace or upgrade their current RMS System, as either an
immediate or short-tenn need.
The Jefferson County Regionalized Public Safety and Technology Consortium was fonned to
identify the most technologically reliable, effective and efficient RMS for the Jaw enforcement
agencies of the Jefferson County region. The need for good record-keeping and infonnation
sharing practices has taken on added significance in today's environment. The benefits of this
approach include the potential for cost savings, data-sharing between participating agencies,
sharing of infonnation technology resources and improved efficiencies between law enforcement
agencies and the District Attorney's Office.
Beginning in 2012, this !,TfOUp collaborated on the development of a Request for lnfonnation
(RF l). The RFI was sent out in 2013, and interested vendors were identified. After on-site
demonstrations, three finalists were selected. A regional team. consisting of members from the
involved law enforcement agencies, including records managers and IT staff, conducted actual
on-site visits with law enforcement agencies currently utilizing the selected systems.
The team scored each of the finalists, based upon identified criteria, and selected Niche
unanimously, as the preferred RMS. Niche's pricing structure is straight forward and is based on
the agency's number of authorized sworn staff. Niche requires a minimum of 500 sworn officers
for their system. Additionally, Niche had experience working with large regionalized systems
throughout the English speaking world, and has an excellent reputation for customer service.
Niche was compatible with current internet web-based technology standards, which enhance
information sharing between agencies and giving agencies the opportunity to use a new
generation of devices.
A regionalized approach presents a significant cost savings for each participating agency in
sharing the costs for software, hardware and system administrator costs. A system administrator
would report to the Jefferson County Regionalized Public Safety and TechnolO!,')' Consortium
(JCRPSTC), and would be responsible for managing, administering and supporting the system at
the enterprise level. Each agency would share the costs for infrastructure development, the RMS
and annual maintenance costs. ln addition, the City of Arvada's IT staffhas taken the lead with
the implementation of this system and on-going maintenance. The Consortium will share the
purchase of hardware (servers. storage. switches). as well as creating a sustainability fund to
provide for a five-year replacement schedule. This system also includes a field reporting
module.
Staff Report: Regional Records Management System
December I 5. 2014
Page4
Since this project began, the Jefferson County Shcrifrs Office has withdrawn from the project,
citing the need for a proven jail management module. which Niche docs not provide. This
increases the costs sli ghtly, mostly for inrrastructurc; however. the total costs arc significantly
below \Vhat it would cost the department to purchase a standalone system. Project costs have
been identified for 2014 and beyond.
The current plan calls for Golden and Edgewater to migrate to the new RMS in 2015. Arvada
and Lakewood will migrate in 2016, and Wheat Ridge in 2017. Mountain View just joined the
Consorti um. and I do not have an updated timetable for this agency to migrate. An
intergovernmental agreement has been written to create a regional criminal justice records
management system . The proposed IGA has been reviewed by each agency's attorneys, and is
read y to be brought to City Council in early 20 I 5.
RECOMMENDATION
The Police Department is recommending that the City participate in this eftort to regionalize
criminal justice RMS. A regional law enforcement RMS is not new, and there are numerous
regional and national examples of successful endeavors in thi s area. The costs for 2014 and
2015 have been budgeted.
The benefits to our communities include taking advantage of significant financial cost savings
inherent in shared services: an anticipated reduction in personnel resources to manage an in-
house RMS by City IT staff: a standardization of workflow processes across Jefferson County
that will support crime analysis and better identification of crime trends: and conti nuity of
criminal justice records management sef\ ices between law enforcement and the District
Attorney's office. At a minimum. this regionalized approach will save the City a significant
amount of taxpayer dollars compared to purchasing a standalone system.
The Police Department will be bringing a proposal forward for City Council's review for a
consolidated 911 communications center in the near future. whkh will address several
challenges. including the need for a new CAD system.
DB/ck
' .. ~ ..
.. r-City of ffWlie at&_,dge ~OL I CE DEPARTMENT
Memorandum
TO: Mayor Jay and City Council
T HROUGH: Patrick Goff, City Manager
FROM: Daniel Brennan, Chief of Po lice
DATE: December 15.2015
SU BJECT: Traffic Accidents in Wheat Ridge
There have been three recent traffic acciden ts involving pedestrians and automobiles that have
resulted in serious injuries and fatalities. These accidents have resulted in citizens contacting the
Police Department, Public Works and elected oft1cials. Accidents invol\ ing pedestrians and
bicyclists are one aspect of a larger set of problems related to travel and road safety.
Last month. I asked the department's crime analyst to do a study of traffic accidents involving
pedestrians and bicyclists reported to the Police Department from 2012 to date. The analysis took
into account temporal factors. accident locations. the physical environment. special conditions if
known, and a review of violations that would give us an indication of dri\ er and pedestrian
bchavior(s). In addition to the traffic violation, there could be design or environmentaJ factors
that contribute to an accident or accidents that are identified over time.
Since .January 20 12, there have been 4,530 reported accidents in Wheat Ridge. Accidents
involvi ng an automobi le and pedestrian or bicyclist account for 1.3% of these accidents. There
have been 4 1 accidents involving an automob ile and a pedestrian, and 19 involvi ng an
automobile and a bicycle. In 55% of these accidents. the driver of the automobile was at fault.
The majority, or 55%, of these accidents occurred at or near intersections and 48% occurred
within crosswalks. Forty percent of the accidents resulted in injuries and 3% oftbe accidents
resulted in a fatality. In 5% of these accidents. the driver of the au tomobile was cited for driving
under the influence and either vehicular assault or vehicular homicide.
I wi ll have a presentation for City Council that will address these types of accidents, as well as
an update on traffic accidents throughout the City.
DB