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Home My WebLink AboutItem 08.b M e To: From: Date: Subject: The City be consid Fire D A D Police P Huma A Financ S The Depa and answ F P H F e mor Mayo Allyn Denni Octob 2015 B Council, at it dered in con epartment Assistant Fi r Duty Crews e Departmen Police Office n Resource Administrati ce Senior Accou artment Dire wer question ire olice Human Resou inance r and r and Counc Kuennen, In s Feller, Fina ber 14, 2014 Budget – Sta ts October 1 njunction wit re Chief nt er es ive Asst. untant ectors will be ns. Documen urces d u m cil terim City A nce Director ffing 14 work sess th the 2015 S t D 5 9 6 5 6 e present at ntation relat Pages 2 – 6 7 – 12 13 – 15 16 – 17 1 m Administrato r sion, request budget as sh t art Date /1/2015 /1/2015 /1/2015 /1/2015 /1/2015 t the Octobe ting to each 5 7 or ted that fou hown below 2015 93,8$ 46,5$ 22,2$ 64,2$ er 27 meetin position is a Cit Finance r proposed s w. 820 $ 558 $ 270 $ 271 $ g to discuss attached. ty of Lakev e Departm staffing posi 2016 170,607 84,803 33,396 89,859 the position ville ment itions ns M e To: City Adm From: Date: Subject: DUTY CR The Lake our depa As a paid normal b normal w The pro incidents preventi items. firefighte would b duty crew As a paid business with tha calls dur when th The duty credit tow The majo hours sh e mo Mayo ministrator Mike M Augus Duty C REWS eville Fire De artment’s da  Ensur  Impro  More d on call de business ho work week. gram would s. The dut on visits, p With the im ers on the d e a supplem w would pro d on call de s day and wh t we have f ring those b e majority o y crew wou ward their c ority of the ifts (8 hour) rand r and City C Meyer, Fire C st 25, 2014 Crew Progra epartment is aytime respo e adequate ove response efficient use epartment, ours which d also ben ty crew wo re-planning mplementat epartment t ment to maj ovide an imm epartment w here the ma fewer firefig business ho of our calls ld help elim call percenta firefighters d u m ouncil Chief m / Assistan s proposing onse to incid personnel f e times e of volunte the majority in turn give efit our co uld comple of high ris tion of a d to provide a jor incident mediate res we are part ajority of our ghters that h ours. Firefig s occur duri minate some age when th (64%) favo 2 m nt Fire Chief to impleme dents. The for day time eer firefighte y of our fire es us a limi mmunity b ete tasks, su sk facilities, duty crew p a 2 person c ts where a s ponse to th of growing r firefighters have the ab ghters strug ng normal b e of that str hey work a d or duty crew ent a duty cr objective is e responses ers efighters wo ted numbe by providing uch as wee increase fi program, w crew to resp station(s) w at incident. g trend in lim s are at their bility to leav ggle to main business ho ruggle and duty crew. ws. If there Cit Fire rew program to ork fulltime er of respon g faster res ekly equipm re inspectio we would u pond to calls would still be mited perso r fulltime em ve their wor ntain their c ours when t provide an is a duty cr ty of Lakev e Departm m to supplem jobs during nders during sponse time ment checks ons to list a use only cu s. The duty e paged bu onnel during mployment. rk to respon call percent they are at w avenue to rew – 80% s ville ment ment g the g the es to s, fire a few urrent crew ut the g the Also nd to tages work. earn see 4 3 Pros Cons Staffing M thru F 9‐5 Cost of program will increase department budget, noted above Decrease in response times Work hours is limited to 28 hours (FF) Approx. 80% of daytime calls can be handled by Duty Crew Use current staff/POC, could be days when we have 1 or no FF to fill Decrease call load on FF that are not available during workday This will be a change in our department culture Avenue to increase inspections/prevention visits COMPENSATION With a duty program responding to daytime calls, we could reduce the daytime station response by approximately 30% which results in the total cost of pay-for-call costs. There would be no benefits, training or additional equipment costs for the program being we would be using current staff and equipment. The firefighters would be limited to working an average of 28 hours per work week. 1. Reduction a. Paging protocols would be changed; i. Three Station Structure Fires (All Call) ii. Medical Response Charlie thru Delta calls iii. Day time call volume could be reduced Station Year Pre ‐ DC DC 1 2013/1 64 21 33% 2 2013/1 42 18 43% 3 2013/1 45 16 36% 4 2013/1 76 25 33% 227 80 35% 1 2013/2 91 36 40% 2 2013/2 35 17 49% 3 2013/2 50 19 38% 4 2013/2 95 32 34% 271 104 38% Station Year Pre - DC 4 iv. Could reduce LPD response to medicals 2. Turnout response by Firefighters a. Structure Fires average (24) b. Medicals average (10) FD Station Response Percentage Half Station Weekend Day Night Total Weekend % Day % Night % 2010_1H FS1 55 62 39 156 35% 40% 25% 2010_2H FS1 62 69 53 184 34% 38% 29% 117 131 92 340 34%39% 27% 2011_1H FS1 54 75 35 164 33% 46% 21% 2011_2H FS1 54 102 40 196 28% 52% 20% 108 177 75 360 30%49% 21% 2012_1H FS1 48 80 44 172 28% 47% 26% 2012_2H FS1 74 78 42 194 38% 40% 22% 122 158 86 366 33%43% 23% 2013_1H FS1 53 57 37 147 36% 39% 25% 2013_2H FS1 47 91 49 187 25% 49% 26% 100 148 86 334 30%44% 26% 447 614 339 1400 32%44% 24% 2010_1H FS2 48 52 29 129 37% 40% 22% 2010_2H FS2 53 54 32 139 38% 39% 23% 101 106 61 268 38%40% 23% 2011_1H FS2 48 58 38 144 33% 40% 26% 2011_2H FS2 44 63 41 148 30% 43% 28% 92 121 79 292 32%41% 27% 2012_1H FS2 44 47 36 127 35% 37% 28% 2012_2H FS2 49 48 28 125 39% 38% 22% 93 95 64 252 37%38% 25% 2013_1H FS2 25 36 32 93 27% 39% 34% 2013_2H FS2 28 35 32 95 29% 37% 34% 53 71 64 188 28%38% 34% 339 393 268 1000 34%39% 27% DC 1 2013/1 64 21 33% 2 2013/1 42 18 43% 3 2013/1 45 16 36% 4 2013/1 76 25 33% 227 80 35% 1 2013/2 91 36 40% 2 2013/2 35 17 49% 3 2013/2 50 19 38% 4 2013/2 95 32 34% 271 104 38% 5 2010_1H FS3 35 44 22 101 35% 44% 22% 2010_2H FS3 48 59 35 142 34% 42% 25% 83 103 57 243 34%42% 23% 2011_1H FS3 31 40 38 109 28% 37% 35% 2011_2H FS3 52 60 32 144 36% 42% 22% 83 100 70 253 33%40% 28% 2012_1H FS3 43 46 24 113 38% 41% 21% 2012_2H FS3 38 57 27 122 31% 47% 22% 81 103 51 235 34%44% 22% 2013_1H FS3 28 38 31 97 29% 39% 32% 2013_2H FS3 45 50 32 127 35% 39% 25% 73 88 63 224 33%39% 28% 320 394 241 955 34%41% 25% 2010_1H FS4 35 96 25 156 22% 62% 16% 2010_2H FS4 32 112 34 178 18% 63% 19% 67 208 59 334 20%62% 18% 2011_1H FS4 27 100 27 154 18% 65% 18% 2011_2H FS4 25 140 38 203 12% 69% 19% 52 240 65 357 15%67% 18% 2012_1H FS4 44 104 30 178 25% 58% 17% 2012_2H FS4 30 130 17 177 17% 73% 10% 74 234 47 355 21%66% 13% 2013_1H FS4 18 76 30 124 15% 61% 24% 2013_2H FS4 19 95 21 135 14% 70% 16% 37 171 51 259 14%66% 20% 230 853 222 1305 18%65% 17% ASSISTANT FIRE CHIEF / TRAINING OFFICER The Assistant Fire Chief / Training Officer is being proposed to  Supervise Duty Crews  Volunteer Fire Fighter training  Assist the Fire Chief to define, establish, and attain overall goals and objectives.  Assist with managing department  Eliminate 1 District Chief position (-$5,460) 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. 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 6 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 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. Our department has reached a critical 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. Cost and Financing The proposed Duty Crews and Assistant Fire Chief position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Fire Asst. Fire Chief 1/2015 05/01/15 8 12 74,924$ 113,890$ Duty Crews 09/01/15 4 12 18,896 56,717 Total 93,820 170,607 Number months TOTAL COST With the start of this position, we will reduce our staff from three District Chiefs to two, which will be a savings of $5,460. M e To: From: Date: Subject: Patrol O The Polic As the n organizat perspect an accur necessar As part documen and liste has beco Lakeville Departm response Some ba and we c crime sta progress shift tow I find Lak requestin faceted examinat number o e mor Mayo Interim Jeff Lo Augus Police Officer ce Departme new Lakevil tional struc ive to help d rate picture ry to make th of my prep nts, consulte ned to city ome clear to have com ment. I will la e. ckground on can simply s atistics shou ive police a wards a socia keville uniqu ng 1 additio and will loo tion of the of officers n r and r and City C m City Adm ong, Police C st 25, 2014 e – Patrol Of ent is hereby le Police Ch cture and s develop our of our nee he decision o paration for ed with othe leaders in o o me over me to expec ter explain t n my beliefs say that “Cit uld be the s agency. The l services mo ue in many w nal patrol of ok at sever relationship ecessary to d u m ouncil inistrator Chief fficer y proposing t hief, I have staffing nee personnel r ds and to p of how to be r this budg ers that have order to gras the last sev ct, and app that a police ; I do not su ty X” has 50 ingle factor responsibili odel, which ways and wi fficer for the ral factors a p between maintain ou 7 m to add one f had the a eds, with a requests. My provide our est allocate c eting proce e previously sp the servic veral month preciate, a e officer’s ro ubscribe to t officers, so determinin ities for law often times ll curtail our e year 2015 and influenc population, ur level of se full time Pat dvantage o fresh set y goal with t city leaders city resource ess, I have been involv ce level that hs that the personalize ole is no long the theory th o we need 5 ng the need w enforceme has no tie t r request ba . Our appro ces. In this , total num ervice. In add Cit Police rol Officer p of examining of eyes. I this memora s with the e es. examined o ved in our b t this comm residents an ed response ger a “Just t hat all comm 0 also. Nor for personn ent have ta o crime. ased on thos ach for this document ber of hou dition we ha ty of Lakev e Departm position. g our perso have used andum is to educational our past bu udgeting pro munity desire nd business e by the P the facts Ma munities are do I believe nel in a mo ken a signif se needs. W request is m you will se seholds and ave looked a ville ment onnel, d this paint data udget ocess es. It es of Police a’am” alike e that dern, ficant We are multi‐ ee an d the at our 8 response times, dedicated patrol time and closely examined why we have had several departures from our department. First, I have placed charts on this page that show a snapshot of Lakeville over the last 34 years. This budget document will make frequent references to that display. This chart examines several relationships regarding police services, which will be described in detail. Snap Shot of Lakeville Since 1980: YEAR CALLS POP HOUSEHOLDS PATROL OFFICERS CALLS per POP CALLS per OFFICER CALLS per HH 1980 9939.00 14790.00 4337.00 10.00 0.67 993.90 2.29 1990 14395.00 24854.00 7851.00 12.00 0.58 1199.58 1.83 1995 18481.00 34900.00 9286.00 22.00 0.53 840.05 1.99 2005 43179.00 51722.00 16853.00 29.00 0.83 1488.93 2.56 2010 38721.00 55954.00 18683.00 31.00 0.69 1249.06 2.07 2011 33881.00 56534.00 18813.00 31.00 0.60 1092.94 1.80 2012 38893.00 57048.00 19046.00 31.00 0.68 1254.61 2.04 2013 33318.00 58242.00 19444.00 31.00 0.57 1074.77 1.71 Future predictions based on calls per population 2014 37888.00 59200.00 19809.00 32.97 0.64 1149.00 1.99 2015 38581.12 60283.00 20254.00 33.58 0.64 1149.00 1.99 2016 39368.32 61513.00 20657.00 34.26 0.64 1149.00 1.99 2017 40131.20 62705.00 21068.00 34.93 0.64 1149.00 1.99 2018 40908.80 63920.00 21486.00 35.60 0.64 1149.00 1.99 Future predictions based on calls per household 2014 39419.91 59200.00 19809.00 34.31 0.64 1149.00 1.99 2015 40305.46 60283.00 20254.00 35.08 0.64 1149.00 1.99 2016 41107.43 61513.00 20657.00 35.78 0.64 1149.00 1.99 2017 41925.32 62705.00 21068.00 36.49 0.64 1149.00 1.99 2018 42757.14 63920.00 21486.00 37.21 0.64 1149.00 1.99 ______________________________________________________________________ Patrol Officers needed to maintain current service levels by a combined average of household and population Year Calls Per Pop Calls Per HH Number of Patrol Officers Staffing Increase Total sworn 2014 32.97 34.31 33.64 1.00 54.00 2015 33.58 35.08 34.33 1.00 55.00 2016 34.26 35.78 35.02 1.00 56.00 2017 34.93 36.49 35.71 1.00 57.00 2018 35.60 37.21 36.41 1.00 58.00 9 We have been able to establish a direct relationship between the number of residents, the total number of calls received annually and the staff necessary to handle these calls. The first relationship we examined relates to the number of police calls per resident (not household). The average number of calls received, per resident, since 1980 is .645. The median is .6356. We have maintained a ratio very close to the median for 34 years. To maintain this level of service, we have proportionately increased the number of patrol officers since 1980 as the population has increased. The number of calls per patrol officer annually is an additional factor we looked at. The average number of calls handled by each patrol officer has been 1149.12. The median number of calls answered is 1146. This number has also been consistent for 34 years. The last category defined on this chart is the number of calls per household. The average number of calls per household over the last 34 years was 1.99. Elimination of the one highest and one lowest year again indicates that as the number of households increase, so does the demand for resources. Finally, the lower chart on the previous page projects our needs thorough 2018. Based only on Lakeville’s historical measurements, there will be a need to add one officer a year through 2018 to maintain the service we have provided over the last 34 years. I do wish to emphasize one key point that was learned from speaking to those that have previously worked with our budget. A major change occurred in the way our numbers were documented after merging with the Dakota County Communications Center. Our officers have been discouraged from using our computer aided dispatch system due to the cost. Any increase in our incidents, equates to an increase in dispatch costs to the city. Since 2008, the number of CAD incidents created by officers has been reduced to save money. This, in effect, reduces our ability to accurately demonstrate activities performed by our staff. There are several other factors that we have taken into account to provide a quantitative approach to staffing. We often explain at community meetings that our service expectations are difficult to articulate. If we sold gadgets we could focus on production, sales and profit margins. However, in law enforcement there has been a clear shift over the last 25 years to provide a social service based approach to our customers. It is difficult to quantify the crime, or calls for service, that we have prevented by working closely in partnership with many community based organizations. One indicator that demonstrates this shift relates to the increase in “dedicated” time. To help adequately monitor our communities need for police department resources, we watch our “Dedicated” and “Non Dedicated” time. Much of the current research conducted by groups 10 such as the International City Managers Association (ICMA) cautions us not to focus on crime numbers, but on the overall workload and response times. Dedicated work time is synonymous with “reactive policing” or simply responding to calls. Non‐dedicated refers to “proactive policing” in areas such as parks or enforcing laws. The research indicates that organizations that are committed to “Community Policing” and crime prevention should have a 50/50 split during peak times. The suggestion from ICMA is that the month of August be used as peak time examples. For the month of August 2013 in Lakeville, our dedicated time was at 55%. This number is concerning for a community that expects pro‐active policing. Due to staffing issues, the reactive model has been in place since I arrived in January. This model is even more concerning because we have had four officers resign to take jobs in agencies such as Bloomington, Edina and the BCA. This signals stress in the organization. The common theme as to why people are leaving is to seek more opportunity. Those opportunities are similar to our positions such as Traffic Officer, Crime Prevention Officer, and participating in units such as “Street crimes”. In 2013 our agency experienced a significant number of absences in the patrol division due to illness, injuries, and family leave requests. These absences are becoming more common in today’s workplace. Last year we lost approximately 1.5 FTEs out of the patrol division. That represents a reduction of patrol resources of approximately 5.2%. These shortages, which can be expected to continue, have forced us to suspend our supplemental positions, which are Lakeville’s “opportunities”. Those opportunities are available elsewhere, which is a luring appeal to young and assertive officers that feel stagnant. As current policing methods continue to embrace the social service model, time on calls does increase. The time we have spent on calls over the last three years is documented below. Total Minutes on Calls for All Officers  2011: 676, 787  2012: 684,599  2013: 703,547 When there are fewer officers to take calls, and the officers that are on duty are spending more time on calls, it has been shown to take longer for our officers to respond to calls that do not require an immediate response. Our overall response time, for all priority levels, over the past four years is as follows: 11 2010: 6.36 minutes 2011: 6.34 minutes 2012: 5.57 minutes 2013: 6.59 minutes  Our calls are divided into three priorities labeled 1 – 3. Level one is the least urgent and level three is the most critical. The above chart merges all three of those response times together. However, a realistic wait time for calls such as a theft, would have been over 11 minutes in 2013. This is where my concern is centered for personnel. We are seeing more time required to complete our calls, our response times are climbing, dedicated time is increasing beyond what is an acceptable standard, opportunity for employees is declining and officers are leaving. This is a very real threat to the stability and tradition of our organization. The potential impacts of not adding an additional officer to the patrol division in 2015 are two‐ fold.  We are temporarily operating without our specialty units which are traffic, crime prevention, and street crimes. Once replacements for the officers who left have been hired and trained, we will have 29 officers assigned to patrol duty when we re‐establish the specialty units. For comparison purposes, our department also had 29 officers assigned to patrol duty in 2005, shortly before the poor economy had an impact on staffing. If we choose to keep the specialty duty officers on patrol, then we will lose a majority of the benefits associated with those specialties , such as 1,618 self‐initiated (proactive) activities generated by our traffic unit in 2013. We would also lose the 38 drug arrests made by our street crimes unit, as well as the 32 search warrants served.  Due to our current personnel shortages, and call load, we are operating without our specialty units, which include our traffic car and street crimes. Once our hiring is complete and we re‐establish our specialty units, we will have 29 officers assigned to patrol duty. For comparison purposes, our department also had 29 officers assigned to patrol duty in 2005, which was shortly before the poor economy had an impact on staffing. Additionally, the population was 51,722 in 2005 and 58,242 in 2013. Without the added officer, we are looking at options, which include, eliminating one School Liaison Officer, the traffic car or street crimes.  With the major reconstruction of the County Road 50/County Road 60 interchange that will be occurring in 2015, we have every expectation that additional patrol resources will need to be allocated for extended periods of time to address multiple public safety needs associated with the project. To do so with the same number of officers increases the likelihood that response times will continue to increase for routine calls for service. This construction will also occur during our peak time for service calls. 12 As stated at the beginning of this document, I have had the opportunity to look at staffing with a fresh set of eyes. My goal has been to present a realistic picture of why we are requesting the resources that we are. This memorandum has documented our past history of resource allocation, why some statistics might not accurately reflect our demands and how future staffing (or lack of) affects our ability to attract and maintain the best employees. I respectfully submit this memorandum and encourage any questions that may clarify the data noted. Staffing History Police 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Sworn officers Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.8 1.0 1.0 Deputy Chief 0.7 1.0 Captains 2.0 2.0 2.0 2.0 2.0 2.0 2.0 3.0 1.2 Lieutenants 2.8 4.0 Sergeants 8.0 9.0 10.0 10.0 10.0 10.0 9.4 7.5 4.4 5.0 Investigators 6.0 6.0 6.0 6.0 6.0 6.0 5.0 5.0 5.0 6.0 Narcotics Task Force Officer 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Patrol Officers 31.5 32.2 32.8 31.0 31.5 31.9 34.6 32.9 36.0 36.0 Total sworn officers 49.5 51.2 52.8 51.0 51.5 51.9 53.0 50.2 52.1 54.0 Cost and Financing The proposed Patrol Officer position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Patrol Officer 01/01/15 12 12 79,813$ 84,803$ Number months TOTAL COST M e To: From: Date: Subject: Admin Human R projects. however administ      Health In and our e currently working provide c Our cons employe family m human r Since it’s processe e mor City C Interim Cindi J Augus HR – A istrative A Resources st . Many of th r, we find ou tration. The  Health In  Recruitm  Compens  Systems A  Professio nsurance. H employees. y offered. In through IRS coverage. sultants hav ees may con embers in t esources sta s not directly es to insure a r and ouncil m City Adm Joosten, Hum st 25, 2014 Administrativ Assistant taff is increa hese project urselves spen e Administra surance. ent sation Audits nal Develop Health Insur Employees n order to he S regulation ve provided duct their re he decision aff. In additi y connected accuracy. d u m inistrator man Resourc ve Assistant singly relied s have been nding most ative Assista pment rance is incr s are now res elp with thes s, health sav us with acce esearch at h making pro ion, the soft d to our LOG 13 m ces Manager d upon to pr n projected t of our time ant would p easingly bec sponsible fo se decisions vings vehicle ess to an on ome. This e ocess. This a tware is time GIS systems, r rovide assist to be compl on recruitm rovide servi coming mo or choosing s, staff has b es, and the v -line enrollm encourages also translate e consuming there is mo Cit Hum tance in reg leted on an ment and be ices related re costly for one of the n ecome very various netw ment softwa the involve es to more q g to build an re need for ty of Lakev man Resou ular, ongoin annual basi enefits to r both the Ci nine plans y involved in works that are so that ment of oth questions of nd maintain regular aud ville rces ng s; ity n her f the n. it 14 Wellness programs are needed to encourage healthy behaviors. In order to provide a program that will better meet the needs of our employees, we’ve begun working with a consultant to achieve a new program. Wellness is extremely important in maintaining the cost of health insurance claims; the tradeoff will be the time needed to run the program correctly. Recruitment. The City approved the purchase of NEOGOV, an on-line application process which will assist with recruitment. This data for the program must be built and maintained. Staff has recruited the assistance of IT to build the program and will need to rewrite job descriptions so that they can be uploaded. In the short-term, we plan to add one position at a time. However, with additional staff we would be able to review and update these job descriptions on a regular basis. Compensation. In the past, we worked with consultants to conduct regular market studies in an attempt to maintain competitive wages for recruitment. Staff has been asked to move away from using consultants and complete the work in-house. In addition to wages, various benefits will also be analyzed and a compensation statement will be produced so that employees will be able to see the true cost of their position. Because our benefits software and our payroll software currently do not integrate, we will need to build and maintain a separate database. The market studies and compensation statements will take additional staff hours to complete. Systems Audits. Regular system audits and back-up training should be conducted. In the event of extended leaves or resignation, human resources staff would find it extremely difficult to produce payroll. As our systems become more automated through technology, more knowledge is needed to be well-versed in the use of the systems. Professional Development. In order to insure that our staff is trained and continue to provide effective service, a program for professional development needs to be addressed. Training should be provided annually to all employees and, in addition, a process should be put into place which will determine future leaders and mentor these future leaders to be successful. In order to stay on top of new legislation, maintain current employee relations needs, maintain costs, and provide effective information to employees, staff is requesting the addition of a part-time Human Resources Administrative. 15 Staffing History The Payroll Technician position was reduced to 32 hours per week in 2009 in response to the “Great Recession” budget adjustments. 2006 …2015 Human Resources Manager 1.0 1.0 Benefits Specialist 1.0 1.0 Payroll Technician 0.9 0.8 Administrative Asst.‐ 0.7 Total 2.9 3.5 Cost and Financing The proposed Administrative Assistant position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 AdminIstrative Assistant (28 hrs)05/01/15 8 12 22,270 33,396 Number months TOTAL COST M e To: From: Date: Subject: Senior An addit address summati  T  A  La  D  F  F Approva  C R e  L a a  T a p  F  S e mor Mayo Interim Denni Augus Financ Accounta tional full-tim resource re ion of increa reasury man Antenna leas akeville Are Dakota Comm inance Com ive Year pro l of the prop Comprehens eport is com arly May com ong-term f nd analysis n overview Treasury ma utomated p rocessing ap ees and rat pecial proje r and r and Counc m City Admi is Feller, Fina st 25, 2014 ce: Senior A ant me Senior A equirements ased resourc nagement: ses. nas (2007) munications mmittee (201 ojections (20 posed Senio sive Annua mpleted the mmencing i financial pla of financial of long-rang anagement payments, pplications te analysis. ects. d u m cil nistrator ance Directo ccountant Accountant i s and achie ce requirem credit card s Center (20 1) 014) or Accountan al Financia first week o in 2016 for f an. Provide issues in co ge outcome t. Impleme automated and purchas 16 m r s proposed ve organiza ents in rece processing 08) nt position i l Report. of June. Th fiscal year en e intermedi onjunction w es. entation of p bank reco sing cards. for the Fina ational obje ent years. and electro is intended The Comp he objective nding 2015 ate and lon with annual processes in onciliations, Cit Finance ance Depart ectives. Th nic funds tra to achieve t rehensive A is to compl reporting pe ng term fina budget in ncluding bu expansion ty of Lakev e Departm tment in ord he following ansactions the followin Annual Fina ete the repo eriod. ncial projec order to pro ut not limite n of credit ville ment der to g is a g: ancial ort in ctions ovide ed to card 17 Finance Department Staffing - Historical Perspective The following is a historical perspective of Finance Department staffing. Proposed 2007 2008 2009 2010 2011 2012 2013 2014 2015 Position Title Finance Director 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Senior Accountants 2.6 2.6 2.6 2.6 2.2 3.0 3.0 3.0 4.0 Accountant II 1.0 1.0 0.9 0.8 0.8 1.0 1.0 1.0 1.0 Accounts Payable Technician 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Finance Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total general government 6.6 6.6 6.5 6.4 6.0 7.0 7.0 7.0 8.0 Utility fund Utility Billing Technician 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Senior Accountant positions are salaried – exempt from overtime. The positions are currently working in excess of a normal work day. Cost and Financing The proposed Senior Accountant position is proposed to be financed with property taxes. Effective 2015 2016 2015 2016 Finance Senior Accountant 06/01/15 7 12 49,583 89,859 Furniture and Equip for new position 14,688 ‐ Total 64,271$ 89,859$ Number months TOTAL COST The position is financed with property taxes.