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<br /> <br />5 <br /> <br />anticipate the department may be able to implement all the phase four recommendations by the end <br />of the 3rd quarter of 2026 depending on staff levels. <br />PHASE FOUR: QUARTER 2-3, 2026 PROGRESS PLAN COST <br />Recommendation #4: Divide the Department into <br />two divisions: one for patrol operations, and a <br />second for investigations and administrative <br />services. Create two lieutenant positions to lead <br />each division. <br />Pending Create additional <br />positions once <br />staffing levels reach <br />at least 26 officers. <br />2026 <br />~$12K <br />2027 <br />~$27K <br />Recommendation #21: A pay equity study should <br />be conducted for the CSO position. <br />Pending Conduct a pay <br />equity study. <br />Staff <br />Time <br />Recommendation #26: Consider developing a <br />replacement policy which facilitates earlier <br />identiflcation of vehicles to be replaced to <br />account for extended vehicle delivery and build- <br />up times. <br />Pending Perform cost <br />analysis study of <br />fieet replacement <br />strategies. <br />TBD <br />Recommendation #27: The creation of two Police <br />Lieutenant positions should be reflned to include <br />one of the positions being assigned to <br />investigative and administrative services as their <br />primary area of focus. <br />Pending Identify key duties <br />and responsibilities <br />and assign <br />accordingly. <br />Staff <br />Time <br />Recommendation #28: The Deputy Director and <br />Captain positions should be reclassifled as <br />Lieutenants and their job duties should be <br />balanced during this evaluation. Having two <br />command positions within the organization with <br />different titles is not in alignment with best- <br />practice professional standards. <br />Pending Identify key duties <br />and responsibilities <br />and promote when <br />staffing levels <br />permit. <br />Staff <br />Time <br />Recommendation #29: Further reflnement of the <br />new Lieutenant duties and the Investigative <br />Sergeant duties would be supported by the <br />investment in a records management system <br />(RMS) that includes an investigative case <br />management module. This type of software will <br />allow data mining and analysis by everyone within <br />the agency, management of Investigator <br />caseloads, and the monitoring of crime trends, as <br />well as resource allocations within both <br />Investigation services and Patrol operations to <br />address crime trends within the City. <br />Pending Anoka County law <br />enforcement <br />agencies have <br />identifled a new RMS <br />platform which staff <br />will assess to <br />determine if it is <br />suitable for case <br />management. <br />Staff <br />Time <br />Recommendation #30: Command staff, working <br />with the Public Safety Director, should work out the <br />details of the future Investigation unit staffing model, <br />establishing whether any of the three Investigator <br />positions should be permanent. If a permanent <br />Investigator position is decided against, command <br />staff should evaluate the length of assignment and <br />Pending Investigators <br />currently have a <br />three-year <br />assignment. The <br />plan is to keep the <br />existing rotation and <br />explore a specialty <br />Staff <br />Time