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HomeMy WebLinkAboutItem 04Memorandum To: From: Date: Subject: Mayor and City Council Steve Mielke, City Administrator Dennis Feller, Finance Director August 28, 2013 Personnel The City Council, at its August 28 work session, requested information on the proposed new employee positions. The proposed new employee positions are as follows: Position Engineering Technician Forester Code Enforcement Officer (PT) Police CSO (2 - Seasonal) Police Investigator Street Fleet Supervisor Police Officer Asst Fire Chief Proposed Start Date 1/1/2014 1/1/2014 4/1/2014 5/30/2014 7/1/2014 8/1/2014 7/1/2015 1/1/2015 Department Heads will be present at the September 9 work session to discuss the proposed positions. Information related to each of the positions is attached. City of Lakeville Primary Financing Exhibit User Fees A Environ. Fees B User Fees C Property Taxes D Property Taxes E Property Taxes F Property Taxes E Property Taxes G Engineering Division - Engineering Technician - 2014 1. Data supporting new positions. 1) Workload Impacts: - Provides for ongoing pavement condition evaluation. - Observes street reconstruction and patching projects for compliance with plans and specifications. - Supports the completion of preliminary layout and drawings, the collection and evaluation of engineering data, development of cost estimates, and updating of utility base maps. Supports field surveys and construction site staking for line and grade and the location of property lines and monuments. - Measures and verifies quantities to validate contractor pay requests. - Directly interacts with builders and homeowners at new and existing developments and reviews certificates of survey and building permits. 2) Cost Savings: Eliminates need for one consulting inspector. Position funded by annual street reconstruction project. 3) Efficiencies Gained: Allows the division to respond in detail to requests for information, prepare maps and graphic illustrations. - Improves the turnaround time for building permits, reviews of project plans, and the preparation of project specifications. - Improves the ability to meet customer expectations for information on plans, utility locations, benchmarks, and service ties. - Reduces reliance upon consulting staff. 2. Alternatives to gain efficiencies using technology. 1) Access to and use of a GPS location device for collection of data regarding asset management such as patches and reconstruction of street segments. 2) Access to and use of distance measuring equipment to determine area and quantities for street patching and reconstruction projects. 1 Department: Public Works - Engineering Division Position: Engineering Technician Hiring Date: 2 January 2014 Job Description: The primary duty of this position is the preparation of municipal improvement project plans, performing construction related services, and review of building permits for proper grading and drainage. The Engineering Technician will be responsible for the preparation of cost estimates, legal descriptions and handle moderately complex tasks and problems related to the design and plan preparation of public improvement projects, construction observation and survey work as directed by the Assistant City Engineer. Justification: • This position provides for ongoing pavement condition evaluation and observation of street reconstruction for compliance with plans and specifications in support of the street reconstruction program. • This position supports a variety of tasks within the Engineering Division for the completion of preliminary layout and drawings, the collection and evaluation of engineering data, development of cost estimates, updating of utility base maps, and pavement condition evaluations. • This position supports field surveys and construction site staking for line and grade and the location of property lines and monuments. • This position provides for additional staff presence in the field to observe ongoing construction projects for compliance to plans and specifications and measures and verifies quantities to validate contractor pay requests. • This position allows direct staff interaction with builders and homeowners issues at new and existing developments and reviews certificates of survey and building permits. • This addition of this position allows the division to respond in detail to requests for information, prepare maps and graphic illustrations to support City Council decisions, and meet customer expectations for information on plans, utility locations, benchmarks, and service ties. 2 Environmental Resources - City Forester - 2014 1. Data supporting new positions. 1) Workload Impacts: Interacts with residents and offers technical assistance /information to the concerning tree identification, disease control, tree maintenance, and current laws governing tree removal of diseased or infested trees. - Establishes standards, plans, procedures for implementation of a City wide Emerald Ash Borer Management Plan. - Develops and maintains a GIS inventory of City trees and identifies and prioritizes removals, reforestation, and possible treatment areas. - Develops a long -range forest and tree resource management plan. - Researches and proposes public policies addressing shade tree disease (Oak Wilt and Dutch Elm Disease) that manages and minimizes annual removal and treatment costs. - Develops a boulevard tree management plan protects the City's investment in its own street and public trees and ensures the health and preservation of existing trees. - Reviews and designs the planting of trees and shrubs on public property including the selection and staking of plant material, site preparation, installation, and post - establishment care for all public road and park improvement projects. - Develops, inspects and enforces noxious weed ordinance. 2) Cost Savings: None, increased level of service to community. 3) Efficiencies Gained: - Increases efficiency by having one staff member coordinate the removal of hazardous or storm damaged trees on public property and in association with street reconstruction projects. - Relieves workload pressure on the Public Works and Parks & Recreation Departments by developing a maintenance plan for scheduling, prioritizing, and providing public notice for annual boulevard and park tree maintenance, pruning and removals. - Relieves workload on the Planning Department by reviewing landscape and buffer yard requirements on new developments and conducts final field inspections. 2. Alternatives to gain efficiencies using technology. 1) Access to and use of a GPS location device for collection of data regarding asset management such as the location and status of trees on City owned property and in public right of way. 1 STAFF INCREASE JUSTIFICATION PERMANENT FULL -TIME POSITIONS Department: Public Works - Engineering Division Position: City Forester Hiring Date: 1 January 2014 Job Description: City Forester is responsible for the planning and administration of a comprehensive program of urban forestry management for the City of Lakeville. Areas of responsibility include implementation and administration of the Tree Preservation Ordinance, shade tree disease and infestation control programs, landscaping and reforestation of public lands and parks, maintenance of trees and shrubs and technical assistance to property owners. Special emphasis is also placed on the development and delivery of public education and environmental awareness programs. Administration - 50 %, Field Administration - 25%, Field Work - 25% Justification: • Responds to public inquiries and offers technical assistance /information to the residents of Lakeville concerning tree identification, disease control, tree maintenance, and current laws governing tree removal of diseased or infested trees. • Establishes standards, plans, procedures for implementation of a City wide Emerald Ash Borer Management Plan. Establishing standards are a necessary planning tool for scheduling maintenance and replacement and ensures the efficient use of resources. • Creates and maintains a GIS inventory of City trees and identifies and prioritizes removals, reforestation and possible treatment areas. Creating a tree inventory is a necessary planning tool to schedule maintenance and disease treatment, determine areas for additional plantings, locate unsafe conditions requiring removal and to assess the value of the tree system as part of the City's fixed assets. • Creates long -range forest and tree resource management plans; researches and proposes public policies addressing shade tree disease (Oak Wilt and Dutch Elm Disease) that manages and minimizes annual removal and treatment costs. • Developing a boulevard tree management plan protects the City's investment in its own street and public trees and contributes to higher property values (including, indirectly to private properties) and ensures the health and preservation of existing trees. • Increases efficiency by having one staff coordinate the removal of hazard or storm damaged tree on public property and street reconstruction projects. • Relieves workload pressure on the Public Works and Parks Department by developing a maintenance plan for scheduling, prioritizing, and providing public notice for annual boulevard and park tree maintenance, pruning and removals. 2 • Relieves workload on the Planning Department by reviewing landscape and buffer yard requirements on new developments and conducts final field inspections. • Reviews and designs the planting of trees and shrubs on public property including the selection and staking of plant material, site preparation, installation, and post - establishment care for all public road and park improvement projects. • Develops, inspects and enforces noxious weed ordinance. 3 Memorandum To: David Olson, Community and Economic Development Director From: Gene Abbott, Building Official Date: July 22, 2013 Subject: Current Workload Information for Inspections The primary responsibility of the Inspections Division is to review permit applications, issue permits and conduct various field inspections to ensure compliance with State construction codes. The Inspections Division is also responsible for code enforcement to preserve the livability and integrity of residential and commercial districts and prevent deterioration and blighted influences within the community. With the elimination of the Code Enforcement position in 2008, the Inspections Division has taken on the work load with certain zoning complaints, monitoring of vacant /abandoned homes and weed and long grass complaints. Historically, the Inspections Division has been adequately staffed to meet the growing needs of our customers. The following standards of service were developed from direct input from contractors and residents: Service standards: • Process applications, perform plan review and issue permits for new residential and commercial projects. (Review complete applications within 8 -10 business days) • Process applications, perform plan review and issue permits for existing residential and commercial projects including decks, additions and remodeling. (Review complete applications within 3 -5 business days) • Perform code compliance inspections. (Conduct inspection within 24 hours of request) City of Lakeville Building Inspections • Respond to customer complaints concerning construction sites, city code violations, long weeds and grass, refuse storage, and other zoning and housing maintenance issues. (Inspect site within 3 days and respond if violations) • Assist designers, contractors and homeowners with interpretations on code related questions. (Answer live call, meet at the counter or return message within 24 hours) Service 2011 2012 2013 (thru 6/30/13) 2013 Estimated 2014 Estimated 2015 Estimated New Single family plan review 126 298 200 315 345 370 Decks and additions plan review 782 761 413 800 840 880 Field Inspections 9948 11088 5561 11200 11800 12500 Weeds and long grass* 99 91 55 100 110* 120* Zoning complaints* 97 154 59 120 130* 140* Vacant Buildings* 95 61 38 50 50* 50* Staff time for zoning issues (hours)* 565 427 187 500 530* 560* With the current work load, we are not always able to provide next day inspections. There have been several instances where we have been up to 2 -3 days out on inspections. Plan reviews and permit issuances are also pushing the envelope on residential decks and additions. We have been balancing plan reviews and inspections in an effort to stay within our parameters. The plan review inspector and I have been used in busy times to conduct field inspections. When the plan reviewer or I are out on inspections there is no one here to answer code questions at the counter or on the phone in addition plan reviews and permit issuance starts to backup. The following statistics have been compiled to measure our work load. Workload Projections (10/23/13) *Duties subject to transfer to new Zoning Code Enforcement position. Projections would indicate that we are going to have a productive year in 2013 exceeding 2012 activity. Our standards of customer service will suffer and push the established standards to the limit if we do activity that surpasses 2012 levels. We have experienced that already this spring and summer by not being able to provide next day inspection service. Any increase in work load exceeding those experienced in 2012 will have a direct effect on our service levels that we provide in 2013 and into the future. Memorandum To: Dennis Feller From: John Arvidson Date: July 7, 2013 Subject: Increase staffing of seasonal CSOs City of Lakeville Police Department Summer activity at the public boat launch at Casperson Park and at Antlers Park has steadily become more demanding on our resources. Theft, assault, underage drinking and disagreements are resulting in a need for a law enforcement presence to maintain the quality of life expected of our citizens and to facilitate smooth operations at both locations. The general observation and enforcement of the rules of the parks were to primarily be administered by the seasonal CSOs, next the full -time CSOs /Animal Control Officer, and finally the sworn patrol officers. Within the last few years we are finding that the boat launch is monitored and operated primarily by the seasonal CSOs and that Antlers Park is monitored by the sworn patrol officers. Monitoring of the boat launch has now become the primary duties of our seasonal CSOs every weekend from sunrise to sunset. This responsibility prohibits them from other park duties resulting in sworn patrol officers filling the void. Due to the increased demand of services of the Animal Control Officer and the full time CSO, their assistance to the parks cannot be a consistent resource for park safety issues. Overview of current staffing: 1- Animal Control -Full time 1 -CSO -Full time 4 -part -time CSO's 3- seasonal CSO's Issues: • Highly paid sworn patrol officers performing duties of part-time seasonal employees • Current staffing levels are not meeting management's desired requirements of job description • Citizens quality of life expectations are deteriorating Considerations: Would a camera system at the parks reduce crime? It is our belief that a camera system would only provide us additional means to solve a crime but not necessarily prevent crimes. If a crime is taking place and we relied solely on cameras it is extremely unlikely the suspect would still be in the area upon our arrival. Camera placement and quality of the video would be a factor in catching or recognizing the suspect. The process of having an event happen, taking a report, watching a video, identifying the suspect is very time consuming, reactive, and creates a greater probability of never solving the crime. Would placing a car and a uniformed CSO in the park have any impact on citizen behavior? Yes. By placing any marked unit in a park and having any uniformed person in the park, whether sworn or not, we believe would have a positive impact on reducing crime. Marked vehicles and a uniformed person in the park automatically changes behavior, creating an environment in which people are more respectful and law abiding. Can a CSO address the issue or is a sworn officer needed? Most park issues are relatively small in nature but can escalate if not addressed appropriately and immediately. CSO staff are trained when to contact officers, if the situation should require, and are able to provide any assisting /responding officer with important information. By being seen more often and providing immediate information to responding officers it is our belief problems in the park will be reduced and those that do occur can be minimized in severity and likely solved. Recommendation: Request two additional seasonal CSO positions in 2014. Their primary duties will be the boat launch and then Antlers Park, if time allows. The additional staffing will allow for the current seasonal CSOs to perform the duties expected of the position at a higher level and more thoroughly (this includes more dedicated time in Antlers Park). These employees would work a timeframe similar to the current seasonal CSOs -720 hours from mid -May through mid - September. Memorandum To: Dennis Feller From: Captain Arvidson Date: 8/22/13 Subject: 2014 and 2015 staffing level overview The following is information provided as an overview of our staffing plan and its impact on our ability to manage our resources more effectively. Our 2013 estimated staffing levels for sworn is 52.6 officers and 12.2 civilians for a total of 64.8 employees. In 2014, it is estimated to be 54 sworn and 12.5 civilians for a total of 66.5 employees. This is estimated only to increase by one sworn officer in 2015 for a total of 67.5 employees. The civilian staff numbers remain the same in 2015. Police Sworn officers Chief Captains Sergeants Investigators Narcotics Task Force Officer Patrol Officers Total sworn officers 2013 2014 2015 Estimated Estimated Estimated 1.0 3.0 7.8 5.0 1.0 34.8 52.6 1.0 3.0 8.0 6.0 1.0 35.0 54.0 1.0 3.0 8.0 6.0 1.0 36.0 55.0 Evidence Technician 1.0 1.0 1.0 Comnanity Service Officers 3.8 3.8 3.8 Seasonal Community Service Officers - 0.3 0.3 Animal Control Officer 1.0 1.0 1.0 Records Supervisor 1.0 1.0 1.0 Records Administrative Assistants 5.4 5.4 5.4 Total police 64.8 66.5 67.5 City of Lakeville Police Department The change in staffing levels are a result of request for one sworn officer in 2014 which will be placed in the patrol division but is considered a back -fill since it is our intention to assign /remove one current patrol officer and place him /her in the investigative division. This need is based on the success of our new computer forensics lab and the increased demand on this investigator's time (see memorandum dated 8 /4 /13- Personnel request- Detective). Also a request was made for two additional seasonal CSO employees to assist in oversight of the parks. The purpose for the request for additional staff is to minimize crimes /problems in the parks through and increased uniform presence. The CSO employees would also be an immediate source of information to sworn officers if they are called upon (see memorandum dated 7/7/13- Increase staffing of seasonal CSO's). Under our current staffing levels parks often go with no CSO presence in them or requiring a sworn officer assigned in the area, which results in a much greater fiscal cost. In 2015, one additional sworn officer is being requested and is explained in several memorandums (4 /15 /13- Personnel Request for 2014 and 2015, 7/5/13 -5 Year Personnel Projection, 2014 - 201808 /22 /13- Additioanl Personnel Memo for 2014 and 2015). These memorandums illustrate the success of our specialty units, how they bring value to our organization, and how we are responding to citizen concerns in our community by being proactive. Continually we hear complaints on traffic, drugs, and on -going problems in residential areas. These assignments allow us the ability to immediately address the issue with a strong presence and proven positive results. These incidents are often followed up by our crime prevention officer who explains ways to prevent future problems from occurring. This process ultimately reduces our call load, reduces crime, and increases the quality of life for our citizens. These specialty programs have moved four patrol officers away from street patrol. We are asking to backfill those positions in patrol, with one officer in 2015 so we can continue to provide a high quality service to those citizens that call on us for service. Service which includes response time and the needed time to appropriately handle the call for service. Police Investigator (2014) The specific data supporting the 2014 Police Investigator request is as follows: • 14.6% increase in criminal cases referred to investigation from 2011 to 2012 • 19% increase in burglary cases from 2011 to 2012 — burglary cases are particularly time intensive investigations and draw heavily on Investigative staff resources • 23% increase in fraud cases from 2011 to 2012 — fraud cases draw heavily on investigative resources • 1200% increase in computer and digital forensic examinations in the first full year of operation of the digital forensics unit. Nearly every criminal investigation has a nexus to digital forensic examinations • 835 hours of dedicated time spent on computer forensic examinations in the first full year of operation of the digital forensic unit • Current core investigative group consists of one permanent, three on- going, and one patrol rotating investigator for a total of five. We have had the same core five investigators since 1997 when Lakeville's population was 37,303 • 2012 was the first year in several years that our overall clearance rate of Part 1 and Part 2 crimes went down. Investigators are heavily involved in closing cases which impact our overall clearance rate of criminal cases. • Future Trend — expected increase in crimes involving technology (and Internet based investigations) will require increasing the number of forensic examinations to the point that we will soon lose Detective Helmueller as a general investigator Police Officer (2015) Over the past few years, several things have taken place to get us to this point. And though I feel that all of the modifications have helped to make the police department more productive and successful in our mission, it has come at a cost to the patrol division and how they function. It should be our primary goal in staffing to build the patrol division back to a reasonable level before we create any additional programs. Patrol work, after all, is one of our primary functions and is definitely one of the most visible to our citizens. Below are some of the reasons that our patrol schedule is at minimum staffing levels a good portion of the time. • In the past 18 months we have created four special assignments that have been taken directly from the patrol schedule and placed in these assignments. o The two officers in the Street Crimes Unit are very active and have proven their worth in proactively combatting street level crimes. However they are not subject to calls from dispatch and tend to create more activity for the marked unit just by the nature of their actions. They were also taken off the patrol schedule due to the nature of this assignment. o The Traffic Unit has also been a very productive addition to our arsenal of tools and does at times take the traffic accident call for an officer working the street, however it is an additional body off the schedule and does not work a regular /routine schedule so as to supplement one schedule or another. It also is not subject to regular patrol calls from dispatch. o The fourth position is the Community Liaison /Crime Prevention Officer, which again is a very valuable resource and is proving to be a community favorite. However, it took another person completely off the patrol schedule to do a job that was being done on a part-time basis by four different officers as a supplemental assignment, when they had the time to do it. A much better plan for this position, but a detriment to the patrol schedule. Minimum Staffing Levels Our patrol division operates somewhat different than the rest of our department in that we require a minimum number of officers to be working at a given time for a multitude of reasons. First and foremost, is so that we can provide the quality of service that our citizens have come to expect, including a reasonable response time to calls for service. Minimum manpower should be just that, the "least" number of officer that can provide the minimum acceptable service. Recently, because of many of the reasons listed above, our minimums have become the rule instead of the exception. When this happens over an extended period of time it affects how the officers do their jobs in many ways. • Officers become much more responsive when their shift is at minimums and proactive policing falls off a tremendous amount. A tank of gas analogy was made to me the other day. If you have a quarter tank of gas, and you know that there is no gas station in the area for you to get more anytime soon, you are going to conserve your gas and not drive long distances or at a fast pace. This is in a sense what happens to officers when they work minimums shift after shift. They conserve their proactive manpower to make sure they are available to respond should they be called. • Projects and special details that patrol would do, such as bike patrol and plain clothes details, have fallen by the wayside because of the lack of resources during times of minimum scheduling. • Training, outside of the minimum required, has been held to a minimum over the past several years. • Working at minimums on a regular basis results in denial of vacation time and other earned benefits to the officers. Also, when officers call in sick or an officer is injured or has medical leave of some sort, this generally results in higher overtime numbers because we need to get our manpower back up to minimum levels. • Lastly, but certainly not least, officer safety and wellbeing suffers when we are continually running at minimum staffing levels. Though not an every shift occurrence, it is becoming a much more frequent situation where the officers working are tied up on high priority calls and an additional emergency call comes out, that requires someone to clear what they are on to respond to the pending call. And because they are clearing a multiple officer call to respond by themselves to a multi officer call, both officers safety is obviously compromised. Mutual aid from neighboring agencies is becoming a more frequent occurrence, but even in these cases, back up is usually pretty far away. The officers that work for this organization are among the most dedicated that I know and they do their best to improvise and adjust to situations as they present themselves, but running continually on a low tank of gas will ultimately lead to issues in the long run. Other Considerations Crime rates nationally have been falling since the mid- 2000s. And the statistical numbers for Lakeville show a very similar pattern, however CAD incident numbers for 2012 showed a rise of over 9% from the previous year. Given the turn in the economy in recent months, and the growth of our city, we would expect this trend to continue into the future. We have seen over the last few years that mass transit has brought several issues to our city to deal with. In recent history a first degree burglary suspect who fled from our officers was caught trying to escape our city on a transit bus. Also, large retail stores like Wal -Mart have obviously had an impact on our call numbers for theft and suspicion to their new location. Obviously as our city grows and prospers, our calls for service will expand with it. Our citizens expect a certain level of service from our police department and in order to maintain that service we need to be ahead of the snowball in order to maintain the same quality that they have come to expect from our police services. Below are 4 categories we feel best provide a general numerical overview for the justification for additional officers. It is important to understand that these categories all contain several variables which may impact the year -end total and the reader should be aware that this is a "snapshot" of officer activity and this document would best be used to create further discussion. Categories: 2010 2011 2012 2013 Jan -July 18 Response Times 6.80 6.82 6.68 7.11 CAD 33923 31269 35505 15912 Reports Generated 5122 5120 5042 2577 Self- Initiated 16549 13755 16019 6659 Comparison Response times from other municipalities: Eagan 6.9 7.0 7.06 6.81 Apple Valley 6.0 5.97 6.10 6.17 2011 2011 2011 City NOS pop Ratio Bloomington 112 83013 1.34 Richfield 44 35280 1.24 St Louis Park 51 45315 1.12 Minnetonka 55 49806 1.1 Edina 50 48012 1.03 Shakopee 45 37233 1.2 Eden Prairie 65 60885 1.06 Brooklyn Park 105 75891 1.37 Maple Grove 62 61657 1 Inver Grove Hgts 31 33932 0.91 Maplewood 51 38065 1.33 Roseville 48 33701 1.42 Burnsville 74 60398 1.22 Plymouth 66 70678 0.93 Apple Valley 48 49159 0.97 Woodbury 64 62184 1.03 Coon Rapids 60 61593 0.97 Eagan 69 64303 1.07 Blaine 58 57295 1.01 Cottage Grove 39 34715 1.12 Lakeville 52 56041 0.92 Below are 4 categories we feel best provide a general numerical overview for the justification for additional officers. It is important to understand that these categories all contain several variables which may impact the year -end total and the reader should be aware that this is a "snapshot" of officer activity and this document would best be used to create further discussion. Categories: 2010 2011 2012 2013 Jan -July 18 Response Times 6.80 6.82 6.68 7.11 CAD 33923 31269 35505 15912 Reports Generated 5122 5120 5042 2577 Self- Initiated 16549 13755 16019 6659 Comparison Response times from other municipalities: Eagan 6.9 7.0 7.06 6.81 Apple Valley 6.0 5.97 6.10 6.17 Variables That Impact Patrol Response Statistics: • Staffing levels may vary because of unplanned military deployment or medical leaves • Most calls for service are non - emergency with a routine response • Traffic stops are included which would indicate only seconds for a response time • Most self- initiated activity is traffic related • An increase in self- initiated activity most likely would increase CAD totals and reduce response times • Unable to determine length of time spent on any CAD incident • Each CAD incident reflects one officer even though many could have been involved on the incident Street Division - Fleet Supervisor - 2014 1. Data supporting new positions. 1) Workload Impacts: - Relieves workload pressure on the Streets Superintendent and Supervisor in the management of the fleet inventory and scheduling of maintenance and repairs. - Enables benchmarking of fleet performance through the monitoring of fuel usage, engine idle time, hours of use, and miles driven. - Manages shop operations and shop equipment ensuring hoists and cranes are properly inspected, parts are inventoried, and fuel and lubricants are stocked. Oversees operation and maintenance of the fuel system and individual components, i.e. hoses, pumps, nozzles, data readers, fuel rings, nozzles readers, etc. Evaluates equipment for replacement and researches and recommends best alternatives to meet user needs. - Oversees and supervises fleet technicians, assigning daily tasks with the Fleet Lead and establishing maintenance schedules. - Monitors both the fleet and fuel management systems and uses data in fleet benchmarking, developing work orders, and reporting of fleet issues. - Establishes and maintains an inventory of parts and tracks parts use on work orders. - Assists in the preparation of capital improvement plans, annual capital equipment purchases, and department operating budgets. 2) Cost Savings: Assumed cost savings based on efficiencies gained, but not quantified. 3) Efficiencies Gained: - Returns the Fleet Lead to the maintenance bays to troubleshoot problems and perform maintenance on equipment. - Alleviates the immediate need for additional Fleet Technician - Improves turnaround time on preventive maintenance services as well as unscheduled repairs. - Contributes to a higher percentage of equipment operational and ready for use. 2. Alternatives to gain efficiencies using technology. a. Street Division - Fleet Supervisor 1) Access to electronic vehicle diagnostics with computers available at individual maintenance stations for fleet service technicians to use when working on vehicles and equipment to reduce the time spent both trouble shooting equipment problems and locating repair parts. 1 2) Use of a parts inventory and control system to catalogue stocked parts and notify staff for reorder to reduce the amount of parts stocked and providing for parts replenishment as needed for equipment maintenance. 3) Installation of GPS tracking devices on specific equipment to establish vehicle operations benchmarks to improve scheduling and completion of preventive maintenance services and explore cost savings in vehicle operations. 3. Data regarding fleet operations. a. Lakeville fleet size - approximately 417 total vehicles and other pieces of equipment. Rolling stock including trailers and riding lawn mowers is 241. Vehicles, trucks, and large equipment only is 200. b. 39 Department of Transportation inspections performed each year on 1 -ton and larger trucks and trailers. Staff inspects components of each vehicle including brakes, exhaust system, lights, steering, suspension, fuel system, frame, tires, wheels, and rims, and windshields. c. Approximately 2000 repair orders completed annually on vehicles and equipment encompassing all maintenance and repair activities from preventive maintenance (oil changes and tire rotations) to hydraulic and electrical system repairs and engine and rear differential repairs. d. Performed 559 preventive maintenance services. e. Cities with Fleet Managers /Supervisors: Approx Fleet City Size Edina 177 Apple Valley 148 Woodbury 179 k 2 STAFF INCREASE JUSTIFICATION PERMANENT FULL -TIME POSITIONS Department: Public Works - Streets Division Position: Fleet Supervisor Hiring Date: 1 June 2014 Job Description: Supervise, assign, review, and participate in the work of staff responsible for providing equipment maintenance services within the Fleet Maintenance Section. Perform a variety of technical tasks relative to the assigned area of responsibility. Provide staff assistance to the Streets Superintendent. Shall be available for extended work days, call backs, and shift schedules as required for the City's maintenance operations. Justification: • Relieves workload pressure on the Streets Superintendent and Supervisor in the management of the fleet inventory and scheduling of maintenance and repairs. • Enables benchmarking of fleet performance through the monitoring of fuel usage, engine idle time, hours of use, and miles driven. • Manages shop operations and shop equipment ensuring hoists and cranes are properly inspected, parts are inventoried, and fuel and lubricants are stocked. • Oversees operation and maintenance of the fuel system and individual components, i.e. hoses, pumps, nozzles, data readers, fuel rings, nozzles readers, etc. • Evaluates equipment for replacement and researches and recommends best alternatives to meet user needs. • Oversees and supervises fleet technicians, assigning daily tasks with the Fleet Lead and establishing maintenance schedules. • Monitors both the fleet and fuel management systems and uses data in fleet benchmarking, developing work orders, and reporting of fleet issues. • Establishes and maintains an inventory of parts and tracks parts use on work orders. • Assists in the preparation of capital improvement plans, annual capital equipment purchases, and department operating budgets. 3 Memorandum To: Steve Mielke, City Administrator Dennis Feller, Finance Director From: Copy: Mike Meyer, Fire Chief Dave Lang, Senior Accountant Tom Nesseth, Senior Accountant Julie Werner, Senior Accountant Date: August 7, 2013 Subject: Assistant Fire Chief/ Training Officer Position City of Lakeville Fire Department Preparation and readiness is the cornerstone of the firefighting occupation. Successful response to emergencies requires preparing for the unexpected. Firefighters follow established procedures and they are trained to quickly and independently gauge the situation, make a number of assessments, and choose from a variety of actions. It is in our best interest to make sure our current staff of volunteer firefighters are properly trained and supervised to operate under safe conditions. The Assistant Fire Chief/Training Officer position will ensure that our department is meeting all NFPA, OSHA, Federal and State mandated training. The Lakeville Fire Department is proposing to hire a full -time Assistant Fire Chief to start January, 2015. As our city continues to grow, our Fire Department encounters new and challenging demands. These challenges create concerns with safety, training, and undue stress on the current volunteer appointed District Chief of Training and the other two District Chief positions. Currently, this officer is managing 80 plus paid on call firefighter's training requirements. This position as a paid -on -call position requires a minimum of 15 hours per week to manage the training program. This does not include the time necessary to maintain their personal call percentage and training requirements required by all firefighters on the department. The job description (attached below) states what is required of the current training officer. The District Chief of Training, as well as the two other District Chiefs, has limited availability during business hours due to their fulltime job obligations plus they have to manage the operations of our department. Due to this limited access, many business items are directed to the Chief because they need to be taken care of in a timely manner. This Assistant Fire Chief/Training Officer would be responsible for developing, coordinating, planning, implementing, and evaluation of a successful department training program for 80+ fire personnel. This Officer will aid in providing leadership to the Fire Department staff and assist the Fire Chief to define, establish, and attain overall goals and objectives of the Fire Department. Additionally, on an emergency scene, the Assistant Fire Chief/Training Officer provides command level leadership directing overall strategies and tactics, individually and as part of a command team. This is an important position to continually improve department conduct, morale, and attendance while meeting the goals and objectives of the department. Funding: In 2014 we will apply for a SAFER Grant through FEMA to assist in funding this position which will help offset the initial expenses. The SAFER Grant is a three -year grant program. The first two years the city would be responsible to contribute 25% of the expense. The third year the city would be responsible to contribute 65% of the expense. With the start of this position we will reduce from three to two District Chiefs which will be a savings of $5,460. Our department has reached the point of needing a dedicated position to organize, lead, and deliver training as well as being a recognized leader of the department in the Chief's absence. PRIMARY OBJECTIVE OF THE POSITION; provide leadership, direction, and supervision to Captains, Lieutenants and firefighters and ensure effective delivery of public safety services consistent with fire department objectives. . MAJOR AREAS OF ACCOUNTABILITY: 1. Responsible for management and supervision of the department training program. • Develops, delivers, and evaluates basic and advanced fire training courses for members of the Department. • Collects and organizes training material and provides direction and objectives to fire training assistants. • May deliver lectures and classroom training, both basic and advanced. • Coordinates and tracks certifications and /or re- certifications of staff as required; • Serves as advisor to Department on state and federally mandated training, national standard making organization training, fire fighting related training and educational requirements set forth by NFPA, OSHA and the State of Minnesota. • Maintains records for training and safety, including lesson plan creation and filing course rosters, etc. • Establishes and maintains timetable, including scheduling of training programs. • Assists with developing and implementing policies and guidelines as they relate to training and department objectives. • Manages and provides input for department training budget. • Provides a single point of contact for department training items. 2. Assists in the management and supervision of fire station(s) as related to training. • Provides direction for assigned officers as required to accomplish tasks associated with the administration of the fire station(s). • Communicates with other Chief Officers on matters of mutual concern. • Completes employee evaluations in a timely manner. Documents supervision and employee discussion. • Conveys written and oral communications to all levels of personnel when applicable. • Conducts meetings with subordinates. 3. Responds to all emergency incidents when available, assumes command of emergency scenes when needed, coordinates and deploys personnel for appropriate strategic and tactical response for the incident. 4. Ensures adherence to established safety practices. Ensures conformance to established rules and regulations of the Fire Department and City. • Maintains discipline in accordance with City and departmental guidelines. • Councils and coaches employees with identified issues. Documents discussions and results. Develops improvement guidelines for employee. • Recommends employee disciplinary actions to the Fire Chief. • Evaluates and makes recommendations for change to enhance the effectiveness of the department. 5. Performs numerous and varied administrative and inspection duties. • Assists in annual budget preparation. • Interacts with citizens, community groups and businesses. • Documents and advises other Chief Officer on actions and resolution, develops and recommends strategy to assure a favorable outcome. • Assists with community fire education projects. • Assists in fire pre - planning activities. SCHEDULE: • On Call: Carries a pager and responds to emergency call as required by department policy. QUALIFICATIONS: • Must successfully pass initial and periodic City administered physical examination, stress test. • Must possess valid Minnesota driver's license. • Must have served the following years of service: ➢ Seven (7) years fire service experience; Four (4) years of which must be with the Lakeville Fire Department. • Must meet department call and training requirements. • Must meet qualifications for Captain. • Must also complete the following courses (or equivalent) prior to appointment: > Fire Instructor 2 or approved equivalent > Fire Officer 2 or approved equivalent > Incident Command Blue Card Certification • Must complete a minimum of twelve (12) hours of continuing education per year. • National Incident Management Systems (N.I.M.S.) ICS 400. • Must display a positive example of attitude and duties as an officer. • Must be familiar with fire codes, related fire safety ordinances, and NFPA requirements that relate to the position. • Ability to lead, direct and supervise personnel effectively, to maintain discipline, to exercise sound judgment, and to cooperate in a manner with other municipal officers. • Ability to plan, schedule, direct, supervise, and review the performance of subordinates in a manner conducive to productivity and high morale. • Ability to maintain effective working relationships with the public, other fire departments, and other local agencies; ability to communicate clearly and concisely, both orally and writing.