Loading...
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