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HomeMy WebLinkAbout2012-043 Council Resolution• CITY OF LINO LAKES RESOLUTION NO. 12 -43 RESOLUTION AMENDING THE 2012 GENERAL OPERATING BUDGET BY ADDING A CAPTAIN POSITION TO THE POLICE DEPARTMENT WHEREAS, the City Council has adopted a general operating budget for 2012; and WHEREAS, the Chief of Police has prepared an organization assessment of the Police Department; and WHEREAS, a change is proposed, which will add a position within the department; and WHEREAS, proposed changes within the Police Department will result in the need to amend the department's 2012 budget; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lino Lakes, Minnesota, that the general operating budget for 2012 be amended as follows: EXPENDITURES: ACCOUNT ADJUSTMENT AMOUNT 101- 420 - 4101 -111 Personnel 101- 420 - 4300 -000 Professional Services ($7,500) $7,500 BE IT FURTHER RESOLVED that one Captain position will be added to the Police Department within the existing authorized personnel level. Adopted by the City Council of the City of Lino Lakes this 14th day of May, 2012. The motion for the adoption of the foregoing resolution was introduced by Council Member Roe se r and was duly seconded by Council Member S-1tt e s z and upon vote being taken thereon, the following voted in favor thereof: 'Reese:', St-aesz - Z.-F ,Fe y, nel I, Rez✓er -t The following voted against same: hone ATTEST: Juli e Bartell, City Cler Jeff Reine STAFF ORIGINATOR: MEETING DATE: TOPIC: VOTE REQUIRED: INTRODUCTION CITY COUNCIL AGENDA ITEM 4A Chief John Swenson May 14, 2012 Consideration of Police Department Organizational Assessment, Department Re- Organization & Resolution # 12 -43 Amending the Police Department Budget 3/5 The police department completed an organizational assessment which identified an organizational change that will result in budget savings and continue to deliver high quality public safety service to the Lino Lakes community. BACKGROUND At the May 7, 2012 Council Work Session, the Police Department Organizational Assessment was presented and discussed. The organizational assessment found the police department delivers public safety services in an efficient and effective manner. With the resignation of the Community Relations Coordinator on March 30, 2012, an opportunity presented itself to reorganize the command structure of the Police Department which would result in budget savings while maintaining the same level of service. The police department is proposing to promote a second Captain in order to oversee duties and tasks formerly performed by the Community Relations Coordinator as well as provide oversight of the investigative function of the department. As a result of promoting a Sergeant to Captain, the Police Department proposes to backfill the vacant Sergeant position by promoting an Officer to the rank of Sergeant. In order to maintain patrol staffing levels, the Police Department would no longer staff an Officer full -time at the community elementary schools. The Police Department is committed to continuing to have a presence in our community elementary schools. Department staff has begun to meet with Centennial School District staff to determine how the Police Department can continue to be a strong community partner with our elementary schools. If approved as recommended, the estimated budgetary savings for 2012 would be $39,616.75 and $65,553.00 for 2013. • As part of this proposal the department requests the 2012 Approved Police Department Budget be amended to transfer $ 7,500.00 from the Personnel Salary budget line (101- 420 - 4101 -111) to the Contracted Services budget line (101- 420 - 4410 -000). This transfer would cover the costs associated with the Captain and Sergeant promotional testing processes. • RECOMMENDATION Staff is recommending that Council authorize the reorganization of the police department as outlined in the Lino Lakes Police Department Organization Assessment report dated May 1, 2012 to include Council Resolution 12 -43 authorizing the 2012 Police Department budget be amended. ATTACHMENTS 1. Lino Lakes Police Department Organizational Assessment 2. Proposed Police Department Organizational Chart 3. Council Resolution # 12 -43 • • • Lino Lakes Police Department Organizational Assessment Prepared By: John Swenson Public Safety Director / Chief of Police May 1, 2012 • Lino Lakes Police Department Organizational Assessment Background City Administrator Jeff Karlson was directed by the City Council to complete an organizational assessment in October, 2010. This directive stemmed from a May 2009 strategic planning session conducted by Lynn & Associates. During this strategic planning session, a key strategic goal was to "study, measure and improve core work processes to deliver effective and efficient services and programs." Mr. Karlson completed a comprehensive assessment of all city departments, with one exception. Mr. Karlson only assessed the front office staff and Community Relations Coordinator position within the police department. This stemmed from the hiring of a new Chief of Police in April 2011, and the decision was made to have the new Chief of Police conduct the organizational assessment. The initial time set for the Chief was July 1, 2012 for completion of the organizational assessment. Mr. Karlson's organizational assessment came with several recommendations, one of which directly impacted the police department. Mr. Karlson's assessment determined that both front office employees were performing the same job tasks; therefore, Mr. Karlson recommended that both positions be classified as Records Technicians. Mr. Karlson brought this recommendation to the Council on June 27, 2011, and the job re- classification was approved. On March 30, 2012 the Community Relations Coordinator resigned, which created a situation that required the Chief of Police to complete the organizational assessment of the police department prior to the July 1, 2012 deadline. Front Office Staff The police department has two full time Records Technicians. The primary duties of the Records Technicians include: • customer service at the police department service window • review, code, and scan all police reports and related documents to records management system (RMS) • maintain police department records • respond to all data requests from the public • complete records checks for Public Service Department, permit to purchase firearms applications, respond to other agencies' records inquires • maintain the Court Subpoena calendar for all sworn personnel for both the City and County Attorneys • manage the Harassment /Restraining Order file • serve as the Technical (TAC) with Minnesota Bureau of Criminal Apprehension • • • • assist front office volunteers • general clerical assist The current level of staffing is required due to daily mandatory tasks and timely processing of police reports as required by state and federal mandates. Community Service Officer The police department employs two part time Community Service Officers (CSO). The CSO program is designed to serve as recruitment tool for the Police Officer position. The CSOs are enrolled in either a Criminal Justice or Law Enforcement program and are limited to three years of employment with the police department. During a department restructuring that took place in 2008, the police department employed four part- time CSOs. The CSOs primary duties are: • respond to ordinance calls for service • delivery of packets to elected officials and City Commission members • delivery and pick up of evidence and /or other items from Anoka County Lab, BCA Lab, or other locations as directed • assist patrol officers as directed to maximize sworn staff availability • coordinator and /or assist at various community events • cover Front Office staff during vacations and training • other duties as assigned. Currently the police department employs two part-time CSOs, which requires the police department to utilize sworn staff to perform some duties that had been performed by CSOs in the past. This is not the preferred method of staff utilization but the difficult economic times of the last several years have required tough staffing decisions. Officer The police department employs eighteen Police Officers. The officer rank is currently assigned as follows. • 2 - Investigators (3 year assignment) • 2 - School Resource Officers (1 assigned in the Middle School & 1 assigned to the 3 elementary schools) • 1- Drug Enforcement Agency (DEA) Task Force Officer 1— Preventative Policing Officer (PPO) 12 — Officers assigned to patrol • • • The City of Lino Lakes has one of the lowest crime rates in Anoka County and the police department's primary goal is to further lower our crime rate through a proactive /preventative policing model. The deployment of department staff is reflective of this model and maximizes department staff to further our department mission. The Patrol Division is divided into 4 patrol teams working 12 hour shifts. This shift configuration has afforded the department an opportunity to enhance our staffing model, which has resulted in better patrol coverage for our community, increase safety for officers, and the ability to proactively address crime trends in a preventative manner. Sergeant The police department employs five Sergeants consisting of four Patrol Sergeants and one Administrative /Investigation Sergeant. The Sergeant rank provides first line supervision of department personnel and plays an integral role in the management of the department. Each Sergeant has additional administrative duties assigned to them. Below is a list of those duties: • Grant Research and Proposal • Training Coordination Management • Explorer Program • Chaplain Program • Public Information Officer • Community Emergency Response Team • Crime Prevention Through Environmental Design • PTO • Equipment Management • Police Reserve Unit • Special Events • Predatory Offender Point of Contact • Traffic Safety Coordination • Youth Safety Education Taser Coordination Anoka County Peer Support Preventative Policing Forfeiture Management • • • Evidence /Property Management • Mediation Services Contact • Lethality Assessment Coordination • Public Safety Citizens Commission The Sergeants assigned to the Patrol Division work 10 hour shifts. This shift configuration enables the police department to have all Sergeants work on the same day at least twice per month, which allows the management team to conduct regular and consistent Supervisor meetings. These meetings have resulted in better communication, enhanced employee engagement, and the creation of the LLPD Action Plan. Administrative /Management Team The Administrative /Management Team of the police department consist of the Chief of Police, Captain, and Community Relations Coordinator (CRC). The CRC position is currently vacant and is budgeted at the .75 full -time equivalent. This position was established in February, 2008 as part of a department reorganization to better position the police department to utilize volunteers to enhance public safety service delivery. This position is a command level position to enable the delegation of tasks and supervision of both sworn and non -sworn police department staff. The police department has one Captain position that serves as the second in command. The Captain oversees department operations, provides direct supervision of all Sergeants, and has taken on significant IT related matters. The Chief of Police is charged with oversight of the entire police department and is the primary contact for community members, elected officials, City staff, and strategic public safety partners. In addition to supervising all police department staff and tasks the Management Team duties include: • Emergency Management • Supervision -Front Office /CSO • ACE Management Volunteer Coordination Crime Prevention Court Notification Management Community Relations Supervision - Sergeants Grant Management • • Payroll Recordkeeping • Overtime Scheduling/Billing • Department Data Files • IT Coordination • Budget Management • Purchasing Recommendation The vacant CRC position has provided the police department with an opportunity to conduct an assessment of the department in order to identify any potential cost saving measures to assist with current difficult budgetary times. The CRC position significantly increased the police department's use of volunteers and community engagement. Utilization of volunteers within the police department has enabled sworn staff to maximize their presence in the community. Furthermore, the volunteers serve as a conduit for the police department in our community for public safety communications. The police department believes that staffing a command level position to oversee the duties previously managed by the CRC is vital to maintain current service levels. If the police department were to pursue the hiring of another CRC, it would result in an increase to the police department budget. However, we believe that reorganizing the police department would result in budget savings while maintaining current service levels. It is recommended that the police department create a second Captain position. This position would be filled with one of the current Sergeants, which would create a promotional opportunity for one officer to be promoted to the rank of Sergeant. The police department would not hire a new police officer to back fill; rather the Elementary School Resource Officer position would be eliminated. This would ensure that current staffing levels are maintained by re- allocating the Elementary Officer position into the Patrol Division. The Elementary School Resource Officer is completely funded by the City with no financial assistance from the Centennial School District. The Elementary School Resource Officer is assigned full -time during the school year to the three elementary schools in Lino Lakes and teaches all DARE instruction. Staff is currently meeting with the Centennial School District officials to determine how the police department can continue to have a positive presence in our community's elementary schools. The police department recognizes the importance of a positive police presence in the schools and will ensure that we are engaged in our community's elementary schools. • • The total budget savings recognized in 2012 is estimated to be $39,616.75 and $65,5530 in 2013. Below is a full financial break down: 2012* 2013��TM_. Promotion of Captain ** $ 3,660.00 $ 7,320.00 Promotion of Sergeant ** $ 2,280.00 $ 4,560.00 Cost of Promotional Testing $ 7,500.00 $ - Cost of Promotions $ 13,440.00 $ 11,880.00 Budgeted Amount $ 77,433.00 $77,433.00 Amount Spent on Community Relations Coordinator (CRC) in 2012 Q1 $ 29, 982.00 Grant Reimbursement $ 5,605.75 Total Expense for CRC $ 24,376.25 Total Savings $ 39,616.75 $65,553.00 * The amounts ** Amount listed for Captain reflects the Sgt. Promotion increased costs reflect wages, wages for Quarter PERA, 3 & 4 of 2012 Medicare & Worke r Comp Patrol Sergeant • Patrol Sergeant Patrol Shift CERT Advisor Emergency Management Equipment Committee • • Proposed Police Organization Chart Chief of Police Patrol Shift Chaplain Advisor Explorer Advisor Canine Patrol Sergeant ti Patrol Shift Training Firearms Instructors Use of Force p 1 Instructors J Patrol Sergeant Patrol Shift Reserve Advisor Traffic Enforcement rSpecial Events \ Coordinator i Investigations Sergeant Investigators Public Safety Citizens Commission Advisor Evidence SRO Captain Record Technicians (Community Service Officers Volunteer Programs LLVIPS, CERT, PSCC Reserves, Explorers, Admin, Chaplains May 7, 2012