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07.11.16 Work Session Packet
City of Farmington Mssion Statement 430 Third Street Through teamwork and Farmington,MN 55024 cooperation, the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP July 11, 2016 6:30 PM Farmington City Hall 1. CALL TO ORDER 2. APPROVE AGENDA 3. DISCUSSION ITEMS (a) Emerald Ash Borer Management Scenarios (b) 2017 Draft Budgets (c) Discuss Police Department Organizational Study 4. CITY ADMINISTRATOR UPDATE 5. ADJOURN j/104, City of Farmington 430 Third Street Farmington,Minnesota 651.280.6800 -Fax 651.280.6899 www.cifarmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Jennifer Dullum SUBJECT: Emerald Ash Borer Management Scenarios DATE: July 11, 2016 INTRODUCTION Emerald Ash Borer(EAB) is an introduced pest from Asia that was first discovered near Detroit,Michigan in 2002. EAB has been moving west and in 2009 was found in St. Paul. Currently EAB has been confirmed in twelve Minnesota counties:Anoka, Chisago, Dakota, Fillmore, Hennepin, Houston, Olmsted,Ramsey, Scott, Wabasha, Washington, and Winona counties, and Park Point in St. Louis County. DISCUSSION Attached you will find an example of a few of the maps that will be provided at the meeting. Trees represented in these maps have been surveyed and are located in the city's GIS system as part of this ash tree survey. Information collected includes the development, address and location of the ash tree on the property, diameter, condition and any other relevant comments. The condition rating given to the ash trees are good (green dot), fair(yellow dot)and poor(red dot). The maps provided are a subset of the ash trees currently surveyed. One map shows the current state of trees in the Dakota County Estates neighborhood. The next three maps highlight what the area would look like if one-third of the poor quality ash trees were removed over a series of three years. The resulting map (showing all poor quality trees removed)would be the result of this staged approach or could be done in one year if all poor quality trees were to be removed at once. Additional management scenarios that will be presented at the meeting will include: Removal of fair quality trees all at once and over a series of 3 years • Removal of good quality trees all at once and over a series of 3 years • Removal and replacement on poor quality trees all at once and over a series of 3 years • Removal and replacement on fair quality trees all at once and over a series of 3 years • Removal and replacement on good quality trees all at once and over a series of 3 years • Treatment of fair quality trees every 3 years • Rotational treatment of good quality trees every 3 years Treatment opportunities would be made available to residents at a potentially reduced cost negotiated with a professional contractor by the city though an"Adopt-An-Ash"program. Maps and associated costs will be presented along with the above scenarios. BUDGET IMPACT Ultimate, city-wide cost associated with EAB management will vary depending on the scenario(s) council decides on. On one end of the management"scale"removal only(with stump grinding), of just poor quality trees,would result in a cost of approximately$196,000. If the city council should choose the other extreme, removal and replacement of all ash trees citywide, the cost could total as much as $2.2 million dollars. Additionally, there is the potential to treat the city's fair and good quality ash trees to slow the spread of EAB. Cost associated with this could reach as high as $11,000 total over a three year period. ACTION REQUESTED Discuss this issue and provide staff with direction on how to proceed. ATTACHMENTS; Type Description a Exhibit 2016 Ash Tree Scenarios D Exhibit surrounding cities survey d Exhibit current tree snapshot-Dakota County Estates © Exhibit 1/3 poor ash tree removal DCE © Exhibit 2nd 1/3 poor ash tree removal DCE Exhibit 1/3 poor ash tree removal_or All At 121 Once DCE city of Farmington EAB management scenarios Development It ash trees Poor Fair Good Other Dakota County Estates 417 87 287 43 502 Nelson Hills Farm 168 23 104 42 519 Remove(includes stump grinding) N all at once 1/3 1/3 1/3 Total Trees 0) Poor $30,450.00 $10,150.00 $10,150.00 $10,150.00 87 tri $100,450.00 $33,250.00 $33,250.00 $33,250.00 287 +-'v1 Good $15,050.00 $4,900.00 $4,900.00 $5,250.00 43 W Remove and Replace C all at once 1/3 1/3 1/3 Total Trees =0 Poor $62,640.00 $20,880.00 $20,880.00 $20,880.00 87 U Fair $206,640.00 $68,400.00 $69,120.00 $69,120.00 287. CD Good $30,960.00 $10,080.00 $10,080.00 $10,800.00 43! 0 ...M Treat CD I 1/3 1/3 1/3 Total Trees Total Cost Fair(8"-19") $380.00 $384.00 $384.00 287 $1,148.00 Good(8"-19") $56.00 $56.00 $60.00 43 $172.00 Remove(includes stump grinding) all at once 1/3 1/3 1/3 Total Trees Poor $8,050.00 $2,450.00 $2,800.00 $2,800.00 23 E Fair $36,400.00 $11,900.00 $12,250.00 $12,250.00 104 Good $14,700.00 $4,900.00 $4,900.00 $4,900.00 42 L.L.CO v) Remove and Replace all at once 1/3 1/3 1/3 Total Trees 2 Poor $16,560.00 $5,040.00 $5,760.00 $5,760.00 23 C Fair $74,880.00 $24,480.00 $25,200.00 $25,200.00 104 of Good $30,240.00 $10,080.00 $10,080.00 $10,080.00 42 N Z Treat $4/DBH Inch 1/3 1/3 1/3 Total Trees Total Cost Fair(8"-19") $136.00 $140.00 $140.00 104 $416.00 Good(8"-19") $56.00 $56.00 $56.00 42 $168.00 O m O O a aO oO 000 IUf) > m it N 'd M l0 l0 N 0l N r-I .0 0 e-I t. 0 C W C C1.1 a) tn In IA Uf in in In VI In In In L a) a) al a) al a) a) a) al a) N I.. • > > > >• > >- > • • > C CO CI. c a) E a) 00 co c ao E m VI IA IA IA In in In In In In In < a) a) al al al a) a) a) a) al a) W • > > >• >• > > • > > • •, C 7 *' O C a) in E 'a co m CLI , CID up It y C c c c 'L' .L 'L C O O a) .� a — a In U) C C N IA V1 C siii a) O O O O O O a) a) al 0 O 0: >. >. 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Farmington,Minnesota } 4 651.280.6800 -Fax 651.280.6899 •„ „s'..° www.ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: Robin Hanson, Finance Director SUBJECT: 2017 Draft Budgets DATE: July 11, 2016 INTRODUCTION Please see the attached cover memo and related attachments. DISCUSSION NA BUDGET IMPACT NA ACTION REQUESTED NA ATTACHMENTS: Type Description • Cover Memo Draft 2017 Budgets O Backup Material General Fund and Debt Levy Summary Page O Backup Material General Fund Revenue Summary O Backup Material General Fund Expenditure Summary O Backup Material Proposed Operating Transfers O Backup Material IT Chargeback Detail O Backup Material Debt Service Funds Summary O Backup Material Special Revenue Funds Summary O Backup Material Capital Projects Funds Summary O Backup Material Enterprise Funds Summary O Backup Material Funds Balances -Actual and Projected 0310 City of Farmington 430 Third Street , 1 Farmington,Minnesota 1�o 651.280.6800•Fax 651.280.6899 www.ci.farmington.mn.us TO: Mayor, Council and City Administrator FROM: Robin Hanson, Finance Director SUBJECT: Draft 2017 Budgets DATE: July 11, 2016 INTRODUCTION: Attached for your review are the summary pages for the draft 2017 budgets. The budgets were developed with the intent of continuing to provide core city services, align with the city's long-term 2030 financial plan and support your 2016/2017 council priorities. DISCUSSION: The 2017 draft General Fund budget requires a 4.94% levy and is summarized as follows: 2017 2016 Proposed Increase Budget Budget (Decrease) Revenues $3,051,055 3,117,189 66,134 Expenditures 11,798,225 12,244,895 446,670 Fiscal Disparities 2,104,764 2,077,080 (27,684) General Fund Levy 6,642,406 7,050,626 408,220 Debt Levy 2,970,848 3,037,903 67,055 Farmington Net Tax Levy $9,613,254 $10,088,529 $475,275 4.94% Revenues When compared to the 2016 amounts,the 2017 revenue estimates have been increased by $66,134. The following explain the major changes: Licenses and Permits The 2017 budget assumes $301,075 for building permits. Of this amount, $260,000 is for new construction residential permit revenue, which is comparable to actual 2015 levels. The 2016 budget is $265,000. For the first five and one-half months of 2016,the city has recorded $164,000 in new construction residential permit revenue for 2016. One forward- looking note: based on the limited availability of lots within the city the new construction residential permits are projected to decline to $130,000 in 2018. The remaining permit revenue for 2017 is for approximately $41,000 in commercial permit revenue. Year-to-date the city has recorded $53,000 in commercial rehab permits for 2016. Intergovernmental Based on recent history the combined MSA maintenance and fire aid revenues have been increased$47,000 and POST Training revenue has been reduced$14,000. The local government aid amounts will not be finalized until later this summer. This draft assumes the 2017 amount is the same as the amount to be received in 2016. Charges for Services Franchise fee revenue has been increased$20,000 to $120,000 for 2017. Fine and Forfeitures The fines and forfeitures revenues have been reduced $13,000 based on recent history. Investment Income Investment income has been increased reflecting General Fund's strengthening fmancial position. Miscellaneous Revenue Based on recent history the miscellaneous revenues budget has been reduced. You may recall 2015 included the planned use of a portion of the city's fund balance to transition to a new full-time fire chief. Transfers In A detailed break-down of the transfers in and out of the various funds is included as a separate exhibit in your packet. The `transfers in' to the General Fund are from the enterprise funds,to reimburse the General Fund for human resource and administrative costs which benefit the enterprise funds. Expenditures When compared to 2016,the 2017 General Fund expenditure amounts have increased$446,670. Generally, excluding human resource costs, each department's 2017 expenditures are similar to 2016. The primary reasons for the increase in expenditures related to increased human resource costs are discussed below: Human Resource Costs All of the budgets include estimated human resources costs based on approved union contracts and estimates for employee benefits and worker's compensation premiums. The 2017 amounts provide funding for the three new positions added in 2016. This allows the city to increase its presence in these and other areas as part of the city's ongoing reassembly of its staff: • shared solid waste/maintenance position(paid for by utility funds) o provide additional resources for solid waste and maintenance projects within the city • part-time building inspector o to support anticipated increased activity and provide assistance to the building official position • front desk/receptionist o provide a consistent presence at the front desk and enable other staff to increase the time they spend supporting community development and the fire department In addition, at this time,the 2017 budget provides funding for one additional staff person, a Systems Administrator, in the information technology (IT) area. The city's information technology infrastructure and ongoing maintenance are critical to the city's daily operations. For the next couple years,the Systems Administrator would be responsible for the areas listed below. Longer-term, staff expects this position would evolve into a Technology Manager position. • Perform regular systems and security monitoring—manage surveillance camera and card access systems. • Develop and maintain procedures and standards to ensure systems work as expected and work with LOGIS to manage archiving. • Maintain our networks including handling patches and upgrades. • Research,recommend and implement new IT solutions • Research,recommend and implement computer hardware and software enhancements, application deployments and infrastructure upgrades. • Manage PCI compliance requirements. Information Technology The overall information technology charges have increased as a result of the Systems Administrator position described above. Excluding the new position,the 2016 information technology charges approximate the 2017 amounts. A listing of the 2016 and 2017 expenditures is included in your packet. In addition,to the human resource costs changes explained above,the following reasons explain the more notable changes in the various department budgets: Administration There are three items to note 1)the human resource costs related for one staff position were moved to the Community Development budget to align with reporting lines,2)the administrative reserve was eliminated, and 3)the Heritage Preservation Commission and related consulting services were eliminated. Finance and Risk Management The 2017 budget includes the new receptionist position which will report to the Finance Director. The increase is offset by the inclusion of the insurance deductible in the `transfers out' to the property casualty fund, rather than the Risk Management budget as was reflected in 2016. Police The increase for human resource costs in this budget has been reduced by the inclusion of $36,000 in the `transfers out' to the General Capital Equipment Fund as part of the city's long-term financial plan. These dollars, in conjunction with future funding,will purchase the following types of items: tasers,rifles, radios, body cameras,handguns, squad cameras, etc. Similar to last year,the budget for replacement vehicles is included in the `transfers out' to the General Capital Equipment Fund. Fire There are two items to note: 1) Corresponding to an increase in state fire aid,the pension pass through to fire relief has been increased, and 2) Similar to the Police budgets,the change in the Fire budget is offset by the inclusion of$61,545 in the `transfers out' to the General Capital Equipment Fund as part of the city's Fire Equipment CIP and long-term financial plan. These dollars, in conjunction with future funding, will purchase the following types of items: SCBA,turnout gear, gas meters, extrication tools, etc. • Community Development The 2017 budget includes the transfer of one position from Administration to better align with reporting lines and the addition of a part-time building inspector. Engineering The natural resources budget includes $10,000 for Emerald Ash Borer preparation. Parks and Recreation The proposed 2017 budget includes the part-time administrative position at the Rambling River Center. Permanent Levy Adjustment and Delinquency Experience The 2017 budget does not include an amount for actual permanent levy adjustments. These amounts are not predictable. When these negative adjustments occur the city will rely on its fund balance to cover the deficiencies. Transfers Out The Transfers Out line item is comprised of two parts: LGA items and General Fund (non-LGA items). The proposed LGA funded items are listed in the first table,while the proposed General Fund(non-LGA funded) items are listed in the second table. Summary of Proposed LGA Uses Description Amount Fire CIP $150,000 Streets&Equipment CIP Gap Funding* 90,000 Building Maintenance 36,607 Total $276,607 Summary of General Fund (non-LGA) Uses Description Amount EDA $40,000 Recreation Capital Projects Fund—Arena 20,000 Capital Equipment Fund—2 Squads 85,000 Capital Equipment Fund—Police Equipment CIP 36,000 Capital Equipment Fund—Fire Equipment CIP 61,545 Sealcoating 350,000 Trail Maintenance 30,000 Building Maintenance 15,000 Township Road Maintenance Cost Sharing 3,000 Employee Expense Fund—Personnel Ins 13,022 Property/Liability Insurance Fund—Deductible Replenishment 20,000 Total $673,567 *The current Streets& Equipment CIP plan does not provide for any replacement vehicles until 2020. The 2017 LGA allocation helps bridge the gap. Specifically, Todd Reiten would assess the City's vehicles and determine if there are vehicles for which it no longer makes sense to repair. A recommendation would then be made to Council before this money was spent. Remaining monies, if any,would be captured in this fund to address the next vehicle replacement(s)when it is needed. The budget envisions that if LGA continues in 2018 and beyond a similar funding mechanism would be used to bridge the time from now until in 2020 when capital equipment funding began in the CIP. Fiscal Disparities—This amount will be finalized in August. Current draft includes$2,077,080 for fiscal disparities, a decrease from 2016 of$27,684. Debt Service Funds Levy The Debt Service Fund budget provides funding for scheduled debt principal and interest repayment obligations, as well as ongoing trustee, assessments, arbitrage and post-issuance compliance fees related to the City's debt. The levy is also used to continue to strengthen the cash flow for various debt issues as the City continues to work toward full compliance with the 105% funding requirement. The 2017 debt levy increase has been mitigated by the use of$100,000 in MSA funds. Special Revenue Funds EDA—The EDA budget includes a$40,000 `transfer in' from the General Fund. TIF—City Center—The City Center budget is blank,because the city intends to decertify this district in 2016. Park Improvement Fund—The Park Improvement Fund has planned expenditures in 2017 of $150,000 for Prairieview Park and is also the placeholder for$40,000 in planned liquor stores community investment transfers. Ice Arena—The ice arena budgets reflects the rate increase which went into effect July 1, 2016. Capital Projects Funds Road and Bridge Fund—The only planned disbursements are the operating transfers included on the operating transfers worksheet. Fire Capital Projects Fund—No planned vehicle purchases until 2019. In accordance with the Fire CIP money is being accumulated to pay cash for a new fire engine in 2019. General Capital Equipment Fund—Monies are transferred into this fund in accordance with the police vehicle,police equipment, and fire equipment CIP's. In addition$90,000 of LGA funds will be transferred into this fund for the Municipals Services Director to use to address vehicle needs until the city's comprehensive vehicle CIP begins in 2020. Maintenance Fund—The 2017 budget includes planned transfers for seal coating,trail maintenance, and building maintenance per their respective capital improvement plans. In addition the budget includes the receipt of MSA construction funds for the 195th street project. A portion of these funds are being used to reduce the 2017 debt levy by$100,000. The remaining funds are being transferred back to the Storm Water Trunk Fund to repay the funds to be borrowed later this year to pay the county for the remainder of the 195th street reconstruction project. There is also one new item. The city has cost sharing arrangements with the three townships for road maintenance. These costs do not occur on a regular basis. When they do occur they are large enough that the city needs to separately budget for them to ensure we have sufficient funds on hand that will not take away from other ongoing city street maintenance projects. The 2017 budget includes a$3,000 transfer from the General Fund into the new Township Road Maintenance line item. In addition staff is recommending $10,000 of the MSA construction reimbursement funds be transferred into this fund for initial funding. This will help cover the cost of one request already received this year from one of the local townships for approximately $5,000 for road maintenance. Enterprise Funds Solid Waste—The human resource costs for the Municipal Services Coordinator and new shared position are charged to the Solid Waste fund. The Sewer, Storm Water and Water Funds benefit from these two positions. Accordingly,these funds will be `transferring' in$64,000 to help pay for these two positions. Water --The 2017 budget reflects a planned rate increase per the long-term Water Plan. Streetlight -- The 2017 budget includes $35,000 for the continued transition to LED lights with Dakota Electric. Fund Balance Projections A worksheet has been included in your packet which details the actual fund balance for the past four years as well as projected 12/31/16 and 12/31/17 amounts. If all of the 2016 and 2017 revenue and expenditures were to occur as budgeted,the General Fund's 12/31/17 fund balance of$4,734,534 would drop below the city's 40%funding level target of$4,897,958 by $163,424. Tax Notes A brief history of the tax levy changes for the past five years are listed below: 2012 0.00% 2013 0.00% 2014 1.92% 2015 4.96% 2016 4.90% The residential homeowner's estimated market value (EMV) for next year increased from $214,737 to $223,029, an increase of 3.86%. The County estimates the market value for new construction in Farmington is$14.1 million. This translates to $157,386 in new tax capacity. Applying the city's 2016 tax rate to this amount would result in$93,188 of tax levy related to new construction. Based on the information available today, staff estimates the impact of a 4.94%increase on the average residential home with an estimated market value of$223,029 would be $52.71/year or $4.39/month. Additional Notes The proposed levy is 4.94%. This is less than the amount needed to fund ongoing equipment, vehicle and building maintenance needs. This is the amount council indicated was the maximum increase you could support and fits within the city's long-term financial plan. As you consider the budgets please keep the following in mind. 1. The attached budgets do not include the impact of the city's 2017 bond referendum. If question one passed,the estimated annual tax increase on a 2016 median value home of $212,787 for question one is $75.00 for 20 years. If both questions one and two are passed the estimated annual tax increase is $102 for 20 years. In addition annual operating costs,net of the currently budgeted pool subsidy of$72,000, are estimated to require an additional $115,000 in annual operating levy. 2. The attached budgets do not reflect any anticipated debt refundings. These refundings are not guaranteed and will not occur until after the preliminary levy is adopted. If the city is able to refund some of its debt later this year,the 2017 debt budget will be revised, accordingly. 3. The city has an accrued,unfunded liability for compensated absences of$850,000 as of December 31,2015. These amounts have historically been funded from current operations. As some of the more tenured employees begin to retire these amounts will be larger and will be more challenging to absorb. 4. The final fiscal disparities and local government aid amounts will not be known until late August. BUDGET IMPACT: All information is related to the development of the 2017 city budget and tax levy. The 2018 projected budget numbers have had minimal review;they are a work in progress. ACTION REQUESTED: 1. Ask questions of the proposed budgets and provide staff with direction for any needed revisions. 2. Provide staff with direction regarding reallocating $10,000 of the city's existing MSA construction fund reimbursement to the Maintenance Fund—Township Road Maintenance account to provide the initial source of funding for this ongoing activity. Department heads will be in attendance at the work session to answer any questions you may have or provide additional insight into their proposed budgets. Respectfully submitted, Robin Hanson, Finance Director City of Farmington Budget and Tax Levy 2016 Budget,2017 Proposed and 2018 Proposed Company 2016 2017 Budget% 2018 Budget Change Budget Proposed Change Proposed % Ion-Property Tax Revenues ° Licenses and Permits 367,703 397,615 8.13% - 248,615 (37.47)' Intergovernmental Revenue 803,134 844,884 5.20% 844,884 0.00' Charge for Service 591,700 601,950 1.73% 5.82,950 (3.16)' Fines and Forfeitures 65,000 52,000 _ (20.00)% _ 52,000 0.00' Investment Income 18,462 23,005 24.61% 23,005 0.00' Miscellaneous 56,685 47,385 (16.41)% 47,385 0.00' Transfers In 1,148,371 1,150,350 0.17% 1,184,866 3.00' Total Revenues 3,051,055 3,117,189 2.17% 2,983,705 (4.28)' :xpenditures Administration 822,114 717,198 (12.76)% 856,032 19.36' Human Resource 279,035 294,465 5.53% 313,253 6.38' Finance and Risk Mgmt 681,973 749,960 9.97% 779,641 3.96' Police 4,187,762 _4,344,396 3.74% 4,569,029' 5.17' Fire 1,140,007 1,136,731 (0.29)% 1,334,753 17.42' Community Development 1 604,498 728,671 20.54% 764,4401 4.91' Engineering 656,688 _ 696,680 6.09% 724,279 3.96' Municipal Services 1,245,499 1,285,932 3.25% 1,343,673 4.49' Parks and Recreation 1,268,663 1,340,688 5.68% 1,417,008 5.69' Perm Levy Adj('15,16,17) 5,379 (100.00)% Transfers Out 906,607 950,174 4.81% 1,045,174 10.00' Total Expenditures 11,798,225 12,244,895 3.79% 13,147,282 7.37' tevenues Over(Under)Expenditures (8,747,170) (9,127,706) 4.35% (10,163,577) 11.35' Weal Disparities 2,104,764 2,077,080 (1.32)% 2,049,3961 (1.33)' leneral Fund Levy 6,642,406 7,050,626 6.15% 8,114,181 15.08' iebt Levy -- -- - -- - - - --Debt Levy-Bonds 2,684,848 2,871,903 6.97% 3,268,373 13.81' Debt Levy-Fire Truck 120,000 0 (100.00)% Debt Levy-2005C Repay Storm Water Trunk Adv 166,000 166,000 0.00% 166,000 0.00' Total Debt Levy 2,970,848 3,037,903 2.26% 3,434,373 13.05' _ ,g Credit -- - -- - -- O Farmington Net Tax Levy 9,613,254 10,088,529 4.94% 11,548,554 14.47' )cation: Documents\FARMINGTON\Budget 2017-2018\1 General Fund Budget Summary Page 2016 Base 23/2016 2:44:13 PM General Fund Detailed Non-Property Tax Revenue Summary 2015 Budget,2016 Budget, 2017 Proposed and 2018 Proposed Object 2015 2016 2017 2018 Account Budget Budget Proposed Proposed LIQUOR LICENSES 29,600 31,000 29,600{ 29,600 BEER&WINE LICENSES 2,200 2,200 2,2001 2,200 CLUB LICENSES 500 300', 5001 500 ARCADE LICENSE 520 655 540, 540 MASSAGE LICENSE 100 100' 100 100 20 200; GAMBLING LICENSE/PERMIT 150 200 200 OTHER LICENSE&PERMIT 1,400 1,900 1,200! 1,200 ANIMAL LICENSES 1,200' 5,000 4,000 4,000 Licenses 35,670 41,355 38,340 38,340 BUILDING PERMITS 380,000 265,298 301,075' 171,075 REINSPECTION FEES 800 600, 600 600 PLUMBING&HEATING PERMITS 35,000 32,000 30,000 15,000] SEWER PERMITS 5,000 5,000 5,000 3,000 ELECTRIC PERMITS 12,000 12,000 12,000, 10,_000 ISTS PERMITS 350 350 350, 350 COUNTY SEPTIC FEE 1 UTILITY PERMITS 5,50_0 5,500 5,500 5,500 STREETBREAKING PERMITS 0 0 SIGN PERMITS -_ 500 500 500 500, --- ------ BURNING PERMITS 4,300 1,000 1,000' 1,000 OTHER PERMITS 4,100', 4,100 3,250, 3,250 Permits 447,550 326,348' 359,275, 210,275 Licenses and Permits 483,220 367,703 397,615 248,615 FEDERAL GRANT 0 0 LOCAL GOVERNMENT AID 276,607,- ----- ------------- 284,884 284,884 284,884 MSA MAINTENANCE _190,000' 190,000 220,000 220,000 POLICE AID 170,000 180,000 180,000, 180,000 POST TRAINING 25,000 31,000 17,000! 17,000 FIRE AID 92,000 110,000 127,000, 127,000 STATE GRANT 2,000 2,000, MARKET VALUE CREDIT 0 0 COUNTY MISCELLANEOUS 5,250 5,250 16,000 16,000 OTHER MISCELLANEOUS 0 0 -------- -- --- Intergovernmental 760,857 803,134 844,884 844,884 CUSTOMER SERVICES NONTAXABLE 600 0 ZONING&SUBDIVISION FEES 1,600 0 0 ADMINISTRATION FEES-PROJECTS 250 _ ___01 - FIRE CHARGES 175,000 215,000 212,000 212,000, POLICE SERVICE CHARGES 75,000 75,000 I 75,000 75,000 ENGINEERING FEES-PROJECTS EROSION&SEDIMENT CONTROL 10,500' 12,000 12,000', 12,000, PUBLIC WORKS MISC CHARGES 300, 0 0, 96,000' 93,000 93,000 RECREATION S-G 97,000 POOL ADMISSIONS 40,000 37,000 37,000' 37,000 SWIM LESSON FEES 14,000, 13,000 11,000 11,000; CONCESSIONS 13,000, 11,000 11,000 11,000, - - - - ----- ------- --- RECREATION FEES-SENIOR CTR 16,0000 18,000 19,000� 20,000--__---_ L MEMBERSHIP FEES-SENIOR CTR 13,000 12,000 9,000, 9,000] )cation: Documents\FARMINGTON\Budget 2017-2018\1.1 Gen'I Fund Revenue Summary 2016 Base Page 1 of General Fund Detailed Non-Property Tax Revenue Summary 2015 Budget,2016 Budget, 2017 Proposed and 2018 Proposed Object 2015 2016 2017 2018 Account Budget Budget Proposed Proposed ADVERTISING 500 500' 750; 750 LESSONS ADVERTISING 2,200', 2,200 2,200 _ FRANCHISE FEE 100,000 100,000 120,000 I 100,000 LCharges For Services 558,950 591,700 601,950 582,950 COURT FINES 72,000 65,000 . 52,000; 52,0001 ''' „,�T'ines&Forfeitures � � � 72,000 65,000 52,000 52,000 - - INTEREST ON INVESTMENTS 20,000 18,4621 23,005 23,005 GAIN/LOSS INVEST MKT VALUE investment Income,,� �.: 20,000 18,462 23,005 23,005 MISCELLANEOUS REVENUE 86,000 15,000 5,000 5,000, CASH OVER&SHORT ! RENTAL INCOME-RRC 18,000: 20,000 21,000 L 21,000 RENTAL INCOME-POOL 3,000 2,000, 2,2001 - 2,200I RENTAL INCOME 14,000 19,685,' 19,185' 19,185 ----DONATIONS - - -- -- -- o!-- - 1 - --- -- � 0, Misc Revenue T 121,000 56,685 47,385 47,385 _ - RANSFERS 1,124,180 1,148,371 1,150,3501 OPERATING TRANSFERS 1 1,184,866 Transfers In 1,124,180 1,148,371 1,150,350 1,184,866 Total Revenues, $3,140,207 $3,051,055 $3,117,189 $2,983,705 )cation: Documents\FARMINGTON\Budget 2017-2018\1.1 Gen'I Fund Revenue Summary 2016 Base Page 2 of General Fund Expenditure Detail Summary 2015 Budget,2016 Budget 2017 Proposed and 2018 Proposed Company 2015 2016 2017 2018 Budget Budget Proposed Proposed Ex enditures_ Administration Legislative(1005) 109,5141 86,9061 90,1551 119,410' Preservation - - i --• Historical (1006) 7,500; 3,855 01 8,100 Administration(1010) 419,713; 376,379; 287,208 384,7611 Elections(1013) 21,839; 57,548 34,370 18,999 Communications(1014) 100,641 1 102,105 109,242 116,2421 City Hall(1015) 170,670 i 195,321 196,223 208,520, Administration 829,877 822,114 717,198 856,032 Human Resources 263,344i 279,035 !- 294,4651 313,253 Human Resource(1011) j 263,3441 279,035 294,4651 313,253; „ „ 263,344 279,035 294,465 313,2531 -Human,Resources= Finance and Risk Management - ---- - -- ------ - - ----- Finance(1021) 434,019 491,973' 573,660 596,241 Risk Management(1022) -I 180,0001 190,000 , 176,3001 183,400' Finance and Risk Management 614,019 681,973 749,960 779,641 Police Police- - 8 840,955 8335 Police Administration(1050) 818,227 840,955 833,508 _ _---- 921,544 Patrol Services(1051) 2,516,154 2,679,435 2,686,665 2,795,417 Investigations(1052) 774,461 662,472 819,323 845,418 Emergency Management(1054) 6,1501 4,9001 4,900 6,650 T- Police 4,114,992 4,187,762 4,344,396 4,569,0291 Fire Fire(1060) 984,652; 1,140,0071 1,136,7311 1,334,7531 Rescue(106 58,065 0; 01 1 C- Fire -y------_` ,. M` 1,042,717 . 1,740,007 1,136,731 1,334,7531 Community -- --- ity Development _ 526,475 604,498! 728,6711 764,440 Planning(1030) 266,7561 347,774' 421,630 445,065, Building Inspection(1031) 259,719 256,724; 307,0411 319,375; Com rimun pevelopment 526,475 604,498 728,671 764,4401 Engineering gi u Engineering - - (1070) 581,252 531,112 554,193; 580,625 Natural Resources(1076) 117,583, 125,576; 142,4871 143,654 Engineering 698,835 656,688 696,680 724,2791 - - Municipal Services s I Streets(1072) 1,084,2771 1,018,6041 1,053,393 1,096,797! Snow Removal(1073) 205,407 226,8951 232,539 246,876 '"Munici al Service'es ';r? ;^T ' ,,, '" 1,289,684 1,245;499 1,285,932 1,343,673 Parks and Recreation „ ry I ) - Park Maintenance(1090) 595,742 608,700; 636,985; 681,269 ------------ • Rambling River Center(1093) 169,751 1 149,166' 181,215; 190,4381 Park&Rec Admin(1094) 248,062 262,158; 271,327 282,4351 Recreation Programs(1095) 113,259 113,4071 113,8221 120,320 Swimming Pool(1097) 149,860 135,232 137,339; 142,546 ,. Parks'and Recreation 1,276,674 1,268,663 1,340,688 1,417,008 Penn Levy Adj(2015&2016)and 113 Delq Exp(2016) 30,000; 5,379' Transfers Out - - , 796,007.00' 906,607.00, 950,174.00] 1,045,174.001 .Transfers Out - - -- 796,007.00. 906,607.00 950,174.00 1,045,174.001 Total Expenditures 11,482,624'° 11,798,225 12,244,895 13,147,2821 23/2016 2:46:36 PM Page 1 of 0 0 0 n M o M w o n a r- E c W u W ( U)) co C) N Cr) N CO V N CO M ,- 10 C- O M co- Ul (0 (0 a M O C)) U) O O O O_ U O O O .0 C O O O C N C M .,- M M 3 O O H c3 N. o N N- o 0 0 0 co, O U) (0 ' N r co U) ED N -0 m O O O O O O C O O O ' O O O 2 M r u') CO co Co H O _ o O O N. N O O O Q O ' I) U O O O 0 N )Cl M CO CO 0 U) m _ N U) N U) N V C ' _ C C U) U) U) I- w C E 12 E m 00 rn 0) v C a a , a co a v ow w N o o 0 0 0 o 0 0 0 ( N w E C V U) O U) O N C N ca d 7 r O CO O U) N c 000-u. '‘g, U m o) H n c U) CO (a O o o L Co n may `D.. o c) O )C 0 aLL U) o o Q co N V N N Til- co o a �. N >. co O O O O N U O O 0 O ' a N (O O co O co a O co U) (U (0 V ,- V CO 0 C V c l- a fl C O O O O O O = U) O O 0 ' 0 0. D. O O O 6 c 0 U ,-- oM U o m 0 O N C N (0 N. co CO N 0 CO CO 0 (O CO U) .� N _ N- U) U) ' a V CO U N V C N O) co V co N U) O co ,- E Z O N U) 0 o 0 co O .- O O OOD E co o 6 a O C V co N r co N O O C a O O O .0 >• O O O O N 10 U O O o o > C U O 3 C] N M N N ,, E II E N 6 8 O 0 0 0 a . w o 0 0 0 0 o N ° a U) o o p 0 O O .a V UI in c co Z N m Q O F re 8 [T a H 0 C co O O O U) 0 0 0 O U) N Z 0 O o0 00 C a U .,,,.° o V V O C 0 Q O co 0 Ce Q a (u 0- N COCO W N CO 0 CO 0 CO N- LO C O M CO N N N (0 N CO N 0) M ' N O o V V V V co V V V N O N N p U) N- O) N- U) n U) N- CO N T N N C O m N H U w U_ w (L 0 (9 C.7 O (D Q c C C' C C' c C' c C' o JO OM Oo r E E N E N E N E N ._ a a n a n a n a n IT Chargeback Detail ALL 2016 2016 DEPARTMENTS TOTAL TOTAL IT Support $ 97,582.00 $ 203,662.12 Computer Apps/Maint. Antivirus $ 1,600.00 $ 1,600.00 Autodesk(CAD) $ - $ - Back-up library(Managed Svcs) $ 19,500.00 $ 18,350.00 Card Access $ 9,825.00 $ 3,000.00 Cisco Maint $ 504.00 $ 504.00 Clear Co.(Applicant Tracking) $ - $ 3,000.00 ESRI-Arcview $ 2,900.00 $ 2,900.00 Email Encryption $ - $ 15,000.00 FireWall Security $ - $ 8,000.00 Image Trend/Firehouse $ 5,160.00 $ 5,000.00 InDesign/Adobe Suite $ 1,210.00 $ 2,900.00 Internet/WAN(Plus R&D/NtwkWellness $ 21,827.00 $ 21,959.00 Insight/Hubble Licensing $ 6,569.00 Laserfiche $ 8,004.00 $ 25,919.00 MACSEC Encryption(BCA) $ - $ 2,310.00 Microsoft Licensing(inc.SQL) $ 21,730.00 $ 22,605.00 MaxEnterprise Software(Arena) $ 650.00 $ 650.00 Misc.(Supplies,Trng,etc) $ 26,160.06 $ 25,480.00 Network Support $ 18,400.00 $ 5,000.00 NovusAgenda $ 7,950.00 $ 7,950.00 Cartograph-Pavement View $ 1,600.00 $ - PCI Compliance Merchant Scans $ 19,451.00 $ 10,480.00 Pictometry $ 1,560.00 $ 1,560.00 SeeClickFix $ 5,000.20 $ 5,000.20 Spyware $ 1,999.83 $ 1,999.83 Tracker(Investment Software) $ 3,540.00 UPS Maintenance $ 5,000.00 Video Surveillance Sys $ 8,000.00 $ 8,000.00 Virtual Servers(Managed Svcs) $ 5,206.00 VoIP Maint.(1/3 of 3 yr agmt) $ 4,899.93 $ 4,899.93 Website Software/Maintenance $ 6,000.00 $ 6,000.00 Websense $ 6,850.00 $ 3,000.00 Sub Total $ 298,363.02 $ 437,044.08 Phones:(6411) Dial Tone/Long Dist. $ 29,999.55 $ 29,999.55 Analog Lines $ 9,778.00 $ 7,534.00 Sub Total $ 39,777.55 $ 37,533.55 ck ck Total less Capital Equip $ 338,140.57 $ 474,577.63 Computer Hardware: Data Servers $ 13,000.00 Email/Laserfiche Servers $ 7,000.00 Switches&UPS Units $ 1,000.00 $ 3,729.00 Printers and Plotter $ 10,515.00 Video Surveillance Svr/Cameras $ 37,709.07 $ 26,885.02 Wi-Fi Controllers/Receivers $ 11,264.00 iPads/Tablets $ 3,000.00 Computers/Toughbooks $ 68,000.00 $ 31,000.00 Sub Total $ 137,973.07 $ 75,129.02 Total $ 476,113.64 $ 549,706.65 Debt Service Funds Summary *Includes Fund 3005 (formerly 86A) as placeholder for Fire Truck loan, Fund 3093 as Placeholder for 2O15A 195th St Bond Issue 2015 Actual,2016 Budget, 2017 Proposed and 2018 Proposed Company Actual Budget Proposed Proposed 2015 2016 2017 2018 Revenues I Property Taxes(i.e.Debt Levy) ' 2,977,613 2,970,848 3,037,903 3,434,373 Special Assessments 478,658 466,817 437,450 422,823 Deferred Assessments(VRC) 24,943 0 MSA Construction 0 335,000 Interest on Investments 28,495 24,745 23,9261 23,926; Total Revenues 3,509,708 3,797,410, 3,499,279 3,881,1221 Expenditures Principal Repayment 2,899,162 4,527,474 3,110,000 3,320,000; Interest on Debt 965,658 972,115 82Z263 729,934 Debt-Fiscal Charges 69,783; 29,0891 42,355' 32,506 Total Expenditures 3,934,6041 5,528,6781 3,974,6181 4,082,440 Other Financing Sources Bond Proceeds 3,050,000 0 Transfers In 946,525 1,878,552 464,5521 346,552 Transfers Out (3,305,294) (117,000) (166,000)1 (166,000) Total Transfers 691,231. 1,761,552 298,552 180,552 Change in Fund Balance 266,335 30,284 (176,787) (20,766) 23/2016 2:51:01 PM Page 1 of Special Revenue Funds Budget Summary 2015 Actual,2016 Budget, 2017 Proposed and 2018 Proposed Company 2015 2016 2017 2018 Actual Budget Proposed Proposed Revenues _ EDA(2000) 52,697 1,572 2,3741 TIF-City Center(2050) 112,725 1 111,978 - -t--- --- ( ) 5,084 5,082 5,082' Police Donations&F orfeitures(2100) 11,209' Park Improvement Fund(2300) 46,7381 9,000, 9,000 Ice Arena(2500) 322,672 321,750 333,786 333,786 Total Revenues 546,040 350,242 350,242, - - 449,392 Expenditures EDA(2000) 69,683 i 42,430 45,289' 47,6_58 i TIF-City Center(2050) 349,5061 8,7041 Police Donations&Forfeitures(2100) 7,300 6,5001 6,500 6,500 Park Improvement Fund(2300) 54,604 60,000, 150,000 200,000 Ice Arena(2500) 319,552 317,418 314,122 326,693 Total Expenditures 800,644 435,052 515,911 580,851 Transfers Transfers In 130,0001 1 1 80,000', 80,000 80,0001 Transfers Out (10,000)1 0 Total Transfers 120,000', 80,000 80,000 80,000; Change in Fund Balance (134,604) 94,340 (85,669)1, (150,609) 23/2016 2:51:53 PM Page 1 of Capital Projects Funds Summary . 2015 Actual,2016 Budget, 2017 Proposed and 2018 Proposed Company 2015 2016 2017 2018 Actual Budget Proposed Proposed Revenues 1 1 Sanitary Sewer Trunk(3900) 41,927 32,437: 2,981 I 2,981 1 Cable Communications Fund(4000) 172,4741 174,177' 174,347 174,347 Road and Bridge/Street Reconstruction Fund(4100) 48,727 35,978 24,987 22,801 Fire Capital Projects Fund(4300) 175,794 15,658 1,293 1,293 Storm Water Trunk(4400) 93,072 30,238 31,173 31,173 RRC&Youth Hockey Cap Proj Donations(Rec Cap Proj Fund-4500) 26,168 j 5,2101 (15,988) (15,988) Private Capital Projects(4600) (26,624); 22,3541 22,892, 22,8921 Permanent Imp Revolving Fund(4900) 20,844 16,400 1,002 j 1,002_ Gen'l Cap Equip Fund(5600) 15,777 13' 441 441, Maintenance Fund(5700) 1,206,7361 11,6311 560,782 560,7821 Total Revenues 1,774,8961 344,0961 803,9101 801,7241 Expenditures 1 I j { Sanitary Sewer Trunk 14 0 j Cable Communications Fund 57,609 81,000 81,000 90,0001 Road and Bridge/Street Reconstruction Fund(4100) 220 0 0 0. Fire Capital Projects Fund(4300) 127,243 222,500 0 0 Storm Water Trunk Fund 3,749 RRC&Youth Hockey Cap Proj Donations(Rec Cap Proj Fund-4500) 21,614' 7,500 14,2501 14,250 Private Capital Projects 1,494 20,0001 20,000 20,000 ■ Permanent Imp Revolving Fund 365 474 Gen'l Cap Equip Fund(5600) 93,479 141,607 157,546 79,645 Maintenance Fund 4,402,908' 621,500, 594,250 723,7501 Total Expenditures ' 4,708,695 1 1,094,581 1 867,046 j 927,6451 Transfers - f - 983,607, 1,493,1521 1,688,1521 Transfers In 3,994,219 Transfers Out (940,265)I' (1,754,000); (790,000) (772,000)' Total Transfers 3,053,954 (770,393)1 703,1521 916,1521 Change in Fund Balance 120,155 1 (1,520,878)1 640,016; 790,231 '23/2016 2:52:33 PM Page 1 of Enterprise Funds Budget Summary 2015 Actual,2016 Budget, 2017 Proposed and 2018 Proposed 2015 2016 2017 2018 Company Actual Budget Proposed Proposed Revenues Liquor Stores,Net of Cost of Goods Sold(6100:6115) 1,149,373 1,157,126 1,172,471 1,172,7141 Sewer Operations(6200:6205) 1,979,8661 2,046,426 2,060,012' 2,065,2191 Solid Waste(6300:6302) 2,024,997 1,927,295 1,986,203 1,986,203 Storm Water(6400:6405) - — 1 1,623,186 641,396 650,003 740,449 Water(6500:6508) 1,541,4111 1,677,698 1,813,099' Streetlights(6600:6602) 223,4541 219,380 220,838 221,838 Total Revenues 8,542,286 7,669,321 7,902,626 8,007,107 Expenditures Liquor Stores 885,118 934,208 963,327 982,8361 Sewer Operations 1,875,224 2,077,8051 2,304,676' 2,327,719 Solid Waste 1,658,124 2,072,302 1,905,248 2,043,403 Storm Water 731,445 637,676 691,232 667,926 Water 1,339,587 1,523,282 I 1,506,261 1,506,358 Streetlights 173,212 222,100 266,200 242,200 Total Expenditures 6,662,710 7,467,373 7,636,944 7,770,442 Transfers Transfers In 1,193,968 0 63,849 65,7631 Transfers Out (1,470,837) (1,312,923) (1,384,861) (1,421,291) Total Transfers (276,869) (1,312,923) (1,321,012) (1,355,528) Change in Fund Balance 1,602,707 (1,110,975) (1,055,330) (1,118,863) 23/2016 2:53:25 PM Page 1 of c v Ln E) N y Cr' Li. 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C 01 ul j °D ` 0 E Ll U E ate' OZ{ LJ E '� co O Y1 , — en i U a -O lE W c L 0 N -a E N v C E Q Ln _m Q LL Y Q co 'C (0 v p > E tr. u 3 .m CL 7 3 O ryC a v ,n C O D O O N td t0 O _ �+ i N CC 01 d O" 01 O +' C Cr C1 lL H CL CL U CL in U lY LL in 0_ d CC Z C i.., J Ln N N > Ln C < E A W * N 7 ❑ I U * �oi City of Farmington > 1 s 430 Third Street Farmington,Minnesota Oit Toe 651.280.6800 -Fax 651.280.6899 4 0ma www ci.farmington.mn.us TO: Mayor, Councilmembers and City Administrator FROM: David McKnight, City Administrator SUBJECT: Discuss Police Department Organizational Study DATE: July 11, 2016 INTRODUCTION The police chief and I have been discussing a possible organizational study of the police department. We have been discussing the merits of this type of departmental review for a number of months. DISCUSSION Police Chief Brian Lindquist approached me earlier this year about the possibility of an organizational study in the police department. The chief had a number of reasons for looking into this issue. Chief Lindquist will be in attendance at your work session to share his thoughts and discuss this issue. The idea of an organizational study in a department as large as the police department has the possibility of being a very large task. The chief and I have both reviewed a study recently completed in the Mendota Heights Police Department as a guiding reference. While they had their own reasons for conducting the study, I think the review of their results can provide the city council with an idea of the type of issues that can be studied. A copy of the Mendota Heights study is attached for your review. In discussions with some of you I believe there may be support for this type of study. It is important for the city council,police chief and city administrator to all agree on the issue to be studied if we are to move forward with this type project. BUDGET IMPACT TBD ,ACTION REQUESTED Discuss the possibility of an organizational study of the police department, share any thoughts you might have on issues that may be reviewed and ask any questions you may have of staff. ATTACHMENTS: Type Description D Backup Material Mendota Heights Study Organizational Study of the Mendota Heights Police Department For Mendota Heights, Minnesota raw s�, Submitted by McGrath CONSULTING GROUP,INC. March, 2016 Table of Contents INTRODUCTION 3 EXECUTIVE SUMMARY 3 POLICIES AND PROCEDURES 4 EQUIPMENT 6 TECHNOLOGY 9 STAFFING AND SUPERVISION 12 MANAGEMENT AND LEADERSHIP 22 DEPARTMENT CULTURE AND CLIMATE 27 CONCLUSION 36 SUMMARY OF RECOMMENDATIONS 37 McGrath Consulting Group,Inc. Page 2 INTRODUCTION McGrath Consulting Group, Inc.was contracted by the city of Mendota Heights to complete an organizational study of the Police Department. The focus of the study is on the practices of leadership, management, supervision,personnel,policies and procedures, and staffing,as well as assessing the current culture and climate of the department. During the course of the study, consultants conducted formal interviews with all Police Department Sergeants, Officers and full and part-time Support Specialists.Team members toured the facility as well as the jurisdiction of Mendota Heights,Mendota, and Lilydale. Numerous documents and data were provided to the consultants and were reviewed both on and off-site.Consultants were also able to speak individually with the elected officials of the City. The consultants wish to express appreciation to the many individuals who were involved in these interviews and other interactions,and to those who provided copious amounts of data and other items of information for this report. A special thanks to City Administrator Mark McNeill, Chief Aschenbrener and his staff,as well as all other personnel who ensured that consultants were provided with all support needed. At the end of the report is a"Summary of Recommendations"by the consulting team. EXECUTIVE SUMMARY The executive summary provides a brief overview of the most important issues identified by the consulting team during the course of the study. The recommendations in this report must be taken in context as to the fiscal capabilities,desire . to make changes by Mendota Heights officials, and what is most prudent for the City. McGrath Consulting Group,Inc. Page 3 Within the report consultants make 20 recommendations to improve the Department.The report provides sections addressing issues of leadership, management, supervision,personnel,policies and procedures, and staffing. The internal culture and climate and employee issues are also examined. Consultants found department policies and procedures to be appropriate and follow requirements of the state of Minnesota.Equipment and technology are very good. The two most significant concerns found that are in need of change and improvement include staffing, supervision,and internal culture and climate.Consultants recommend adopting a revised organizational chart which includes adding two additional personnel.These positions include an Administrative Captain and a part-time Community Service Officer. Regarding staffing,the current patrol scheduling system is not sustainable. A recommendation is made to adopt a 12 hour shift schedule for the patrol division. There currently exists a culture of divisiveness amongst the police and department employees. A small number of persons oppose the police administration.The majority support the administration and department.Recommendations are provided to change this culture. POLICIES AND PROCEDURES All procedures undertaken by employees of the Mendota Heights Police Department are governed by Department Policy and Procedures Manual.This document was provided to the consultants for review prior to the on-site visit.The document is 368 pages in length and is divided into Chapter 1 —Personnel;Chapter 2 -Administration; and Chapter 3 -Operations.The manual was first developed in its current format in 2000. Approximately 12 to 14 of the more critical policies were updated in July of 2015.The police administration states that they intend to go through the entire policy manual for updates and then begin a three-year schedule of policy review.At the beginning of each policy,the effective date is listed, along with the dates of any McGrath Consulting Group,Inc. Page 4 additional updates,and a future reevaluation date if it is a policy that needs periodic review. Also,the department member approving the policy or update is listed. Minnesota statutes mandate that all police agencies must have policies on 12 critical issues. Annually,the Chief law enforcement officer(Chief of Police)of the agency must report to the Minnesota Board of Peace Officer Standards and Training(POST)that these policies are in place and being followed.Those policies are as follows: 1. Deadly Force and Firearms Use 2. Police Pursuit/Emergency Vehicle Operations 3. Allegations of Misconduct 4. Professional Conduct of Peace Officers 5. Response to Reports of Missing and Endangered Persons 6. Domestic Abuse Arrests 7. Predatory Offender Registration and Community Notification 8. Criminal Conduct on School Buses 9. Supervision of Part-time Peace Officers 10.Lighting Exemption for Law Enforcement Vehicles 11.Avoiding Racial Profiling 12.Procession of Property for Administrative Forfeiture In addition to the annual reporting requirement,the post Board is required to periodically make on-site compliance review visits.On April 17,2015 a representative of the Post Board conducted such an inspection and visit at the Mendota Heights Police Department. Following the inspection,Chief Aschenbrener received a letter from the Post Board stating that the policy manual contains the 12 required policies and that the content reveals that all policies meet statutory rules of Minnesota law.In addition to this letter the department received a certificate recognizing compliance with these legislative mandates. In order to help determine how well staff is made aware of policies the consultants asked during the interviews;"What is the procedure for reviewing and updating policies?"Of the 19 persons McGrath Consulting Group,Inc. Page 5 interviewed, 18 indicated that a new policy,or a revised policy,is sent to employees via email, placed on the department server,placed in the squad room with a signoff sheet,and are discussed in meetings or at roll call.Only one employee,due to being with the department for a very short period of time,did not know the process. Although the staff overwhelmingly indicated they are a made aware of policies consultants received two conflicting comments.One employee stated that the Chief of Police or a Sergeant updates the staff and there is a lot of dialogue when new policies are created or changes occur. However,another employee indicated that there was no purpose articulated to the rank-and-file when new policies or changes were made.One officer recommended that when revised policies are issued the changes should be highlighted. Recommendations: 1. Develop a schedule to methodically review every policy on a three-year cycle.In year one all policies in Chapter one would be reviewed by the team of supervisory staff and the Chief of Police along with any specific agency subject matter experts.In year number two,Chapter two would receive the same review,and in year three Chapter three would be reviewed.This cycle would then continue. 2. Every year,after the chapter review is completed,all employees would be informed of any changes, and each policy would be reviewed during roll call or other training periods. EQUIPMENT During the on-site visit consultants inspected equipment in the building,as well as department vehicles,and interviewed personnel regarding the level of equipment,as well as any additional needs.The department,and the officers and civilians,are well-equipped to perform their duties. All department vehicles,with the exception of the reserve squad and unmarked units,have in-car cameras.Staff informed consultants that some of the cameras and recording systems in the squad cars are older models and occasionally malfunction. New camera equipment is in the current department budget and is in the process of being ordered.All the squad cars have laptop McGrath Consulting Group,Inc. Page 6 computers and are linked to the computerized dispatch system(CAD),as well as the state Criminal Justice Information Integration Network(CJIIN).The officers can do their reports on these laptops in the squad.This allows them to type arrest and offense reports,look up drivers' license information through the department of vehicle services,and they can obtain driver's license photos from the state system to identify persons on a traffic stop.Through the in car computer,the officers can send messages to other units signed on to the CAD system or on the Local Government Information System(LOGIS). LOGIS is a Joint Powers Entity(JPA)entity comprised of numerous metropolitan area cities.They provide numerous services to law enforcement agencies including,but not limited to,the CAD system,Internet access,scheduling product,budgeting and accounting products,and a police report system.Through this system data is entered onto a report one time and then the system populates all other required reports. They are then immediately and automatically distributed to the appropriate agencies. The squad cars are equipped with medical supplies as all officers are trained in first responder medical procedures.The equipment includes automated external defibrillators(AED).Recently the department has ordered new AED's to replace older models.To the department's and City's credit,consultants were advised that there have been two lives saved within the last 10 months through use of the devices. Department firearms include issued handguns and patrol rifles.The patrol rifles are issued to and remain within the squad vehicles.The department is currently in the process of selecting a new handgun to be issued to all officers.In order to select this firearm the administration formed a committee of officers to provide a recommendation.Currently,this committee is in the process of test firing handguns. During interviews with the police department personnel each person was asked the following question."What is the level of equipment of the department?Do you have additional equipment needs?"Overwhelmingly,responses regarding department equipment were very favorable.Of those that commented on the state of the equipment, 14 persons replied that it is mostly good or very good. McGrath Consulting Group,Inc. Page 7 One officer stated that the department lacks for nothing,they have great equipment,and the department provides everything you need. Additional positive comments from the staff included that they are well-equipped,damaged equipment is replaced easily,when things are broken they are fixed right away when you take it to a supervisor and they have good computers and phone systems.The fact that the police administration is allowing rank-and-file members to participate in choosing the next handgun was well received. Additional comments of officer safety included the significance of the patrol rifles and that additional protective bunkers are to be added to the squads. Only one officer rated the equipment as sufficient.Two officers indicated there were some problems with squad car cameras not all functioning appropriately. Another officer commented that it was believed that the department was in the process of getting new AED's. Consultants find that the department is well-equipped to perform their police function.This was evidenced both from the inspection process as well as the comments by personnel.The process of utilizing a committee to help choose the next handgun is an excellent way to select the appropriate weapon,as well as the positive morale effects on including a cross-section of department members to make this important decision. Not including the handgun,it became apparent that not all department members are aware of what is budgeted,or of what steps the police administration is taking in replacing equipment.For example,several persons were unaware that the squad cameras and the AED's are in the process of being replaced. Recommendations: 1. Annually,after the department budget has been approved by the City Council,the Police Chief should inform the department members of the equipment included in the budget, subject to funding. McGrath Consulting Group,Inc. Page 8 2. Continue and expand,where feasible,the practice of utilizing a committee of a cross- section of department members,to provide input into selecting important items of equipment. TECHNOLOGY The department has devoted considerable resources to technology.The personnel are maximizing these technologies. The officers are provided with 800 megahertz radios that reportedly work anywhere the officers must go and have very good coverage.The squads are equipped with a system known as "Rockets"which serves as an individual hotspot for each vehicle.With an air card in the vehicle this creates a standalone Wi-Fi hotspot.There are three CAD status boards, located in the squad room, Sergeants"office, and the records area.These status boards provide a visual real-time depiction of what each police unit is involved in at the time. The department uses numerous software to aid in their mission.These include records search capabilities through CJIIN(known as the"incredible search"),Accurint,which is another records search program available to both investigators and patrol officers,and Electronic Driving While Intoxicated(EDWI)software which provides officers with the ability to do an electronic driving while intoxicated report and a crash report online.This software is a product provided by the state of Minnesota to produce DWI reports and all associated paperwork. Additionally, electronic traffic crash(ECRASH)software works with EDWI by utilizing a touch screen which automatically inputs addresses and other information into the report.This software enables an officer to swipe a driver's license and all information on that person is automatically entered into the reports.Additionally,the location of the incident is recorded through an embedded GPS system in the software.As of January 1,2016,all Minnesota law enforcement agencies are required by statute to utilize the ECRASH program. All sworn personnel are issued department iPhones.The majority of officers have been trained to take photos with the phone that can be downloaded to the department server.This allows those McGrath Consulting Group,Inc. Page 9 photos to later be imported into department reports. Some, but not all officers,have been trained to use audio recordings with the phones to download to the server,which can then download to the case file.All department personnel have email,and those sworn members that are issued iPhones can access their email from those phones. The interview rooms in the building are equipped with audio and video to redundantly record interviews and interrogations.The interview can be watched by other officers live time from an adjacent room.This allows them to begin the process of checking on a person's statements and comments while the interview is being conducted. The department has a paging system known as"Everbridge".This system has the capability to send out notifications to numerous devices, including the department issued iPhones to conduct mass notifications or call personnel to duty in times of emergency. The Chief of Police and all Sergeants are issued Microsoft Surface,which allows them to work with department files off-site.The"Entrust"software is utilized with the system to obtain a secure connection.Therefore this gives them remote secure access to their entire departmental electronic folders. Officers are able to sign formal complaints through their fingerprint,which serves as an electronic signature.This system,known as ECHARGING, interfaces with CJIIN. When officers submit reports they first go to CHIN,which is then sent to the department records management system(RMS).The records management system then distributes reports automatically to the proper agencies,such as the prosecutor's office and the courts.This entire system is administered through the Minnesota Bureau of Apprehension. The department is in the process of changing their current evidence and property software.The administration cited concerns with the abilities of their current system. The police administration would like to consider body cameras for officers.However,the current Minnesota State Statute,Chapter 13,Data Practices Law makes use of these recordings McGrath Consulting Group,Inc. Page 10 problematic.It should be noted that in the proposed fiscal year 2017 federal budget$7.5 million is proposed to provide matching grants to state, local,and tribal governments that will cover up to half the cost of purchasing body worn cameras.Therefore,it would be wise for the police administration to track this funding source and be prepared to make application for funding. Additionally,the administration would be favorable to purchasing a thermal imaging device.A local incident was cited in which an endangered person was found by a neighboring police agency.Particularly with the cold weather in the winter,such a device could be very helpful in locating persons at risk. When consultants interviewed department members the following question was posed."Are there new technologies that the department needs?What is the level of technology usage currently?" The majority of those responding felt that overall their technology works well.Comments included;the department has advanced by leaps and bounds,department keeps up with technology within the budget,they are very equal to surrounding agencies, and they have incredible search capabilities An Officer that served with a previous department indicated Mendota Heights Police Department is light years ahead of that previous agency.Additionally, the technology in the squads was described as"awesome". There were some recommendations to improve technology.These included obtaining an updated model IBIS device.This equipment allows an officer in the field to obtain a photo and driver's license information from a person by electronically obtaining their fingerprint.One officer stated a portable thermal imaging device could be useful.One officer indicated that the evidence system software does not work well.And a civilian support specialist indicated that video submitted into the system could not be downloaded to add to case files that were sent to the prosecuting attorney's office.One officer felt that overall the technology is good but one improvement could be utilizing social media more to inform the public of issues. McGrath Consulting Group,Inc. Page 11 The administration supports obtaining both the IBIS device and the portable thermal imaging unit.The department also has a replacement plan for the in car videos but not all officers are aware of this. Recommendations: 1. Track the federal proposal for matching grants for body cameras and be prepared to make application for funding. 2. Obtain costs on a thermal imaging device.Consider sharing the cost,and the use of the device,with neighboring agencies. 3. Ensure that support specialists are trained in downloading video to include in police reports sent to the courts and other agencies. 4. If the department adds an Administrative Captain then that person could further consider the use of social media by the department. STAFFING AND SUPERVISION The authorized strength of the Police Department is a total of 23 full and part-time employees, along with an additional six volunteers which includes five Reserve officers and a Volunteer Services Coordinator.The department also uses the services of Police Chaplains. Of the authorized total, 17 are sworn full-time personnel comprised of the Police Chief,four Sergeants,one Investigator,one School Resource Officer and 10 Patrol Officers.In addition to the 17 full time sworn personnel,the department employs one casual full-time licensed officer. This position is filled by a retired Mendota Heights Police Officer.Although this Officer retains police licensing,this position is limited to providing event security,and instructing DARE classes once per week for 11 weeks per year. The civilian staff includes one full-time Support Specialist,two halftime Support Specialists,and two Support Casual positions.These five persons conduct the records and other administrative functions for the department.The two support casual employees are not on a set schedule but are called upon when needed due to workload or time off for the other support specialists. McGrath Consulting Group,Inc. Page 12 The five Reserve Officers are non-licensed,non-sworn,and are unpaid volunteers.They are in a uniform distinctly different from the Police Officers and are not armed with firearms.Their function is to assist at special events,handle calls for service that do not require a sworn officer, conduct prisoner transports,and are trained in first aid and CPR.The Volunteer Services coordinator serves to organize events and coordinates reserve staffmg.The position is also not paid except for when involved in activities with the Citizens Police Academy. Beginning in January 2016 the department reorganized.This reorganization included creating the position of Administrative Sergeant and changing patrol shift hours from 9.5 hours per day to 10 hour shifts.Additionally,the administration instituted a policy of requiring a minimum of two patrol personnel per each shift.This minimum could be comprised of a combination of police officers and sergeants.This current organizational chart is shown below. Mendota Heights Police Department 2016 Cidef Crime Fund 1 I IT Caaract Seroices Attorneys Support 1 1 t Agdh AdmUdstrettuo asiut as, t iu Reserves Sorgeant Sergeant sergeant 1 5°rgaent 19� IL APatrd lrrvaatigator Supper BPatrd aPatrol Rotating voiuntear A Patrol J sertrinat Cw t( Investigator Support SFTE CPatrol 1 CPatrol ota WWY ErnPtY Patrol float I Support Casual I CPatrd 1 1 CPatrol __.I School Raoul Support Camui The new shift schedule creates three teams being designated as A,B,and C teams.Team A shift hours are 7 AM to 5 PM.Team B shift hours are 5 PM to 3 AM.Team C shift hours are 9 PM until 7 AM.In a two-week pay period,each officer and Sergeant is assigned to eight 10 hour McGrath Consulting Group,Inc. Page 13 workdays.One Sergeant is assigned to team A,and two Sergeants are assigned to team B with alternate days off.No Sergeants are assigned to team C.Therefore,team B Sergeants supervise not only team B Officers on the shift, but also team C Officers from 9 PM until 3 AM,with no Sergeants assigned to team C. There is never a supervisor on duty from 3 AM until 7 AM. Assigned to team A are three Patrol Officers. However,currently one of those three Officers is off on an injury.Team A is now supplemented with a"float"officer.Team B is staffed with two Patrol Officers.Team C,which does not have a Sergeant, is staffed with four Patrol Officers. Every Wednesday creates an overlapping shift for all of the teams.Therefore,with the current staffing levels and shift configurations,the only days patrol shifts are scheduled to have any more than the minimum staffing level is on Wednesday.This creates a situation in which any time an Officer or Sergeant is off duty due to compensatory,vacation,holiday,personal leave, training,extended disability(sick time),or other leave the shift must be covered utilizing overtime hours. The current scheduling of the patrol shifts is becoming problematic for the department. Significant overtime is being expended to fill shifts.The problem has been exacerbated due to personnel that are currently off for extended periods of time.During the interviews with employees the consultants asked;"Do you have any concerns regarding the staffing levels of the agency"?Of the 19 persons interviewed, 14 indicated that they did have concerns. Several members felt the change to a 10 hour shift in patrol will be difficult to staff.When asked;"What major issues currently face your agency?,"five persons stated that staffing is a concern. In January,33 hours of overtime were required to fill patrol slots. In February,that number rose to 44.5 hours,through March 16th, 30 hours of overtime had been expended and there are anticipated to be 44 hours additional in March,for a total of 74 hours.The current average overtime rate of officers and sergeants is$59.21.Therefore,it is expected that for the first quarter of the year a total of 151.5 hours of overtime at a cost of$8,970.31 will be expended. The entire overtime budget for patrol for the year is$90,500.At the end of March, 9.9%of the entire overtime budget will be expended solely for shift fill.At that rate,39.6%of the entire overtime budget will be expended this year for this overtime cost.It is further anticipated that ■ McGrath Consulting Group,Inc. Page 14 there will be more cost in the summer months due to vacations.In January,only six days of vacation were utilized by the entire patrol force. Consultants first reviewed staffing assigned to the patrol function.This is the area that has the most police personnel assigned.Consultants utilized the model developed by the International Association of Chiefs of Police to study patrol staffing.The International Association of Chiefs of Police(IACP)has developed a patrol staffing model to determine the appropriate number of patrol officers to be assigned to the patrol function.This calculation does not include supervisory ranks. The IACP formula takes into account incidents reported(for this study includes citizen calls for service,traffic stops,and other officer self-initiated activities),average time to respond and handle the incident,patrol officer availability(relief factor),and a calculation for administrative duties(servicing vehicles,personal relief and break/meals,in-service training,meetings,etc.),as well as preventive/proactive patrol.This formula assumes that on average 45 minutes is required to handle an incident.The formula also assumes that one-third of an officer's time should be spent on this activity to allow for another third to be devoted to administrative duties and the final third on preventive/proactive patrol. Consultants reviewed patrol calls for service from January 1,2011 through December 31,2015. The following lists the total calls for service for each of those years. • 2011 7,618 calls for service • 2012 8,531 calls for service • 2013 8,175 calls for service • 2014 7,725 calls for service • 2015 7,079 calls for service The number of calls for service for those five years is relatively stable.The calls range from a high of 8,531 calls recorded in 2012 to a low of 7,079 calls for service in 2015.The average number of calls for service for those five years is 7,960. ■ McGrath Consulting Group,Inc. Page 15 The following calculation is derived from the average of 7,960 calls for service recorded by the Mendota Heights Police Department over that period of time. Calculations are based on an eight hour shift. • First,the 7,960 incidents are multiplied by .75 hours(45 minutes)to find that 5,970 hours are needed in patrol to process these incidents. • Next the 5,970 hours are multiplied by three to allow for administrative and preventive/proactive patrol to find that a total of 17,910 hours are needed in patrol. To staff one patrol position for a full year 2920 hours are needed(8 hours times 365 days).The required 17,910 hours are divided by 2920 showing that it takes 6.13 patrol units to process the volume of 7,960 incidents requiring 17,910 hours of response time. Mendota Heights patrol officers are scheduled to work 2,080 hours per year.Consultants examined total leave times for all patrol officers and sergeants that worked in patrol for the years 2013 through 2015.The average annual time off per Officer or Sergeant,for all of the following leave categories,are shown as follows. • Compensatory time 49.13 hours • holiday time 8.2 hours • extended disability time(sick leave) 39.3 hours • personal leave time 19.3 hours • vacation time 140 hours • total annual average time off per officer 255.93 hours Of the 2,920 hours needed to staff one patrol unit,an officer is available 1,824 hours(2,080 scheduled hours minus 255.93 hours of time off).To determine how many officers are needed to staff one patrol unit for one year,divide the number of hours needed by the number of hours McGrath Consulting Group,Inc. Page 16 available(2,920/1,824)to determine the availability factor.The availability factor is calculated at 1.6.Therefore, 1.6 officers are required to fill each patrol unit. Since 6.13 patrol units are required this is multiplied by the availability factor of 1.6 which results in: 1.6 Availability Factor times 6.13 patrol units=9.8 Officers required to staff the patrol function. As seen from the calculations,Mendota Heights Police Department patrol should be staffed with 9.8,or 10 patrol officers. Currently 10 officers are assigned to serve in patrol.Therefore,staffing of this function is at the desired level. Consultants next examined the staffing level of the investigative function.At this time one Investigator is assigned. Staffing levels were higher for this function in past years.In 2009 up to two officers served(not all for the entire year)and were supplemented by assistance from the School Resource Officer during summer months. In 2011 the number of Investigators assigned to this function was decreased to two Investigators with assistance from the School Resource Officer. Prior to 2011 almost every criminal case was assigned to investigations to either conduct a full follow-up investigation,or at least a review.In 2009 there were 849 cases assigned and in 2010 there were 671 cases assigned.In 2011 the department began a more careful screen of cases based upon"solvability factors". Solvability factors include those matters that make it more probable for a case to be solved in which the offender is initially unknown.This would include such items as existence or lack of witnesses,physical evidence,video,etc.If a case lacked factors which would make it more probable for an offender to be identified,then the case was not actively investigated.This allows the investigators to focus their efforts where there is more likelihood to make an arrest or clear the case.In 2011 the number of cases assigned was reduced to 355.This number of assignments remained relatively stable.In 2012,325 cases were assigned, in 2014,339 cases,and in 2015, 358 cases.The year 2013 was the lowest year of assignments with a total of 205.From 2011 through 2015 there was an average of 316 cases assigned for follow-up investigations. McGrath Consulting Group,Inc. Page 17 With the changes made in staffing in 2016 one investigator has been assigned this duty. Assuming an average time off of 255.93 hours for the investigator(same as patrol),this investigator will be off-duty approximately a total of 136 days per year(255.93 hours divided by an eight hour shift equals 32 days and the additional 104 days for Saturday and Sunday). Therefore the investigator will work approximately 229 days in a calendar year.If the average of 316 cases were assigned to this one investigator,that would equate to 1.37 cases assigned per day.However,the current investigator also serves on the regional SWAT team which requires him to participate two days of training every month.He is also assigned to an arson investigation team which takes away from his time investigating Mendota Heights cases. With both of these collateral duties over 24 additional days is deducted from his time.If it is assumed that this investigator would be available a maximum of 205 days per year then on average he would be assigned 1.54 cases per day.When necessary,the Administrative Sergeant is assisting with investigations.However,even with that support,less time is allowed to fully follow-up on the cases assigned. Since one investigator cannot keep up with the caseload previously assigned to multiple persons,cases are carefully screened and only those with a higher likelihood of being solved or cleared are assigned. Of course however,violent crimes against a person are all assigned for follow-up.Through March 16 of 2016 the one investigator has been assigned 41 cases. If that rate continues,significantly fewer cases will be assigned for follow-up.The police administration reported that this year they have received at least three phone calls from citizens concerned about the response they have received on follow-up to offenses perpetrated against them. The civilian support staff was also reviewed.This group conducts the record-keeping function for the department as well as serving at the front desk.The staff includes one full-time support specialist,two halftime support specialists,and two designated as casual support on call.Every weekday morning,the Chief of Police and/or Administrative Sergeant meet with the support staff on duty as well as the investigator.They go over what clerical functions must be performed that day.This function seems to be appropriately staffed to properly perform their duties. Additionally,if needed due to workload the support casual employees are assigned to assist the full-time and halftime support specialists. McGrath Consulting Group,Inc. Page 18 The department also has the services of volunteer reserve officers.At the beginning of 2016 there were three reserves but two additional have recently been hired bringing staffing to five reserves.The volunteer services coordinator helps to schedule the reserves for special events and other duties. The reserves are used for tasks such as shuttling vehicles for service,taking other equipment for repair, other delivery tasks,etc.However,these persons are volunteers and have other jobs or responsibilities.Therefore they are not always available.This then results in having the Administrative Sergeant perform these tasks. Consultants recommend changes in the organizational structure of the department,the patrol schedule,and the addition of an Administrative Captain and a part-time Community Service Officer(CSO).The recommended organizational chart,which includes the additional personnel, is shown below. Mendota Heights Police Department Recommended Organlmtlonel Chart tdaormd Ell 1 I„ypt PubrramutetlmwaUartrtadM da NI 6 3 pm 6am35 ' LL6p339m I[.,= m J 408 It. 1 1 1 J 1 t t vaWme �r--1-1 seoun W II kw:Km 1 summit) 11 sasam111 J I ,,,� I � (:) now—I- L s m I(6wa�tnw c t.0) )1 I I I m II aim I I O?W p I 1 e m 1 I&morn I I I I °°P1 ill IlItcparrual I McGrath Consulting Group,Inc. Page 19 Currently the Chief of Police is the only exempt sworn position on the department. All patrol officers are represented by Law Enforcement Labor Services,Inc.and all Sergeants are represented by the Minnesota Public Employees Association.The Administrative Captain should be an exempt position.By adding this position the Administrative Sergeant would be put back into patrol to provide more supervision and coverage. The Administrative Captain will report to the Chief of Police.This position will directly supervise the functions of investigations,support,the school resource officer,the reserves and volunteer services coordinator,and the chaplain program.This position is placed in a new division entitled criminal investigations and professional standards division.This Captain will also have the duties of internal affairs.In that role this person will receive,investigate and address citizen and internal complaints against department employees. It is recommended that the person hired or appointed to this position have a strong background in conducting internal affairs or receive significant training. Additional duties could include responding and taking command at major incidents,conducting performance evaluations for assigned personnel,administering positive feedback and punitive discipline as necessary,participating in preparing the department's annual budget,serve as a media representative when needed,serving on boards and committees such as the Dakota County Drug Task Force and the CJIIN Steering Committee,preparing periodic or special reports as assigned assisting with advance planning for special events.Occasionally,as duties permit,this person could fill in for patrol supervisor duties in the absence of a patrol Sergeant,thus also saving over time costs.The Captain would be second in command of the Police Department and would serve as the chief executive when the Police Chief is out of town. In July 2015 Chief Aschenbrener calculated the first year cost of pay and benefits for this position at approximately$128,000.Additionally,one time setup costs for office equipment and supplies was estimated at$36,800. The current patrol schedule of 10 hour shifts,along with the two officer minimum,does not appear to be sustainable.It is recommended that patrol adopt a 12 hour shift with four teams.The McGrath Consulting Group,Inc. Page 20 Administrative Sergeant should be transferred to patrol which then allows for a sergeant to be assigned to each team. This will create more consistent supervision and will eliminate the current four hour gap from 3am until lam in which no supervisors are present in patrol. The recommended organizational chart transfers one officer from patrol to investigations. However, the fourth Sergeant in patrol covers that loss.The patrol division will be comprised of four Sergeants and nine officers.Three of the teams will have two officers assigned and one team will have three officers.However, this offers flexibility in that the third officer can be transferred to other teams to fill in vacancies due to injuries or other shortages. The two officer minimum requirement can be sustained much easier with this shift configuration which allows an officer to take time off without requiring mandatory overtime to fill the slot. A sample 12 hour shift configuration for patrol is depicted below. The boxes shaded in gray represent scheduled days off. In a 14 clay cycle each officer is scheduled to work six 12 hour days and one 8 hour day. The department has flexibility on which days to schedule for eight hours and what those hours will be. As an example, in this schedule,the eight hour days are adjacent to regular days off and are not scheduled for Friday or Saturday. April 3-April 30,2016 3 4 5 6 T 7 1 8 9 10 11 12 13 14 115 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 S M T W T F S S M T W T F S S M T W T F S S M T W T F S TEAM A S M T W I F S S M T W I F S S M T W T F S S M T W T F S Sgt.A 0 8 00 0 0 0 0 0 8 0 0 0 0 0 0 Officer 1 0 0 0 0 0 8 0 0 0 0 0 0 0 8 0 0 Officer 2 0 0 0 0 0 8 00 0 0 0 0 0 8 0 0 Officer 3 _ 0 8 0 0 0 0 0 0 0 8 0 0 0 0 0 0 S M T I N T F S S M T W T F S S M T W T F S S M T W T F S TEAM B 0 0 0 0 0 0 0 00 0 0 0 0 0 Sgt.B 8 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 Officer 1 0 0 0 0 0 8 0 0 0 0 0 0 8 '0 0 Officer2 0 0 0 0 0 8 0 0 8 0 0 0 0 0 -0 0 3 4 5 6 7 8 9 10 11 12 13 14 15_16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 April 3•AprII 30,2016 S M T W T F S S M T W T F S S ,M T W T F S S M T W T F S TEAM C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sgt.C 0 8 00 00 00 0 0 0 0 0 8 0 0 Officer 1 0 8 0 0 0 O 0 0 0 8 0 0 1 0 0 0 0 Officer 2 0 0 0 8 0 0 0 0 0 8 0 0 0 0 0 0 1 TEAM O S M T W T F S S M T W T F S S M T W T F S S M T W T F S Sgt.D 0 0 8 0 0 0 0 0 0 0 8 0 0 0 0 0 Officer 1 0 0 8 0 0 0 0 0 0 0 8 0 0 0 0 0. Officer 2 0 0 0 0 0 8 0 0 0 0 0 0 0 8 00 O 0 0 0 0 0 0 0 0 0 0 0 0 0 The addition of two more reserve officers will be helpful in completing various tasks that do not require a sworn officer. However,these reserve officers are volunteers and typically have other occupations.Therefore it can be difficult to schedule them on a regular basis. McGrath Consulting Group,Inc. Page 21 To ensure that sworn officers are not required to regularly perform these tasks it is recommended that a part-time (20 hours per week or less) community service officer be added to a day shift team. The functions performed by the CSO would include, but not be limited to, animal control, setting up and monitoring the speed trailer,taking department vehicles for service, cleaning department vehicles, directing traffic, handling or assisting at calls for service in which a police officer is not required, and assisting at community events. This person would be in uniform similar to a reserve officer and distinctly different from a police officer. Other nearby agencies that have CSO positions average hourly pay is reported at being between 15 and 22 dollars per hour. If the City sets the wage at$18.50 per hour(the average of surrounding agencies) and an additional 16%for benefits is included, the total hourly cost is $21.46. The first year annual cost for this position is estimated at$22,318 based on a 20 hour work week with 1,040 hours per year. To improve the investigative function this recommended restructuring adds a second investigator as well as assigning supervisory duties to the Administrative Captain The category of cases to be followed up can be expanded and more time can be devoted to each case. Recommendations: 1. Adopt the revised organizational chart. 2. Change the patrol scheduling from 10 hour to 12 hour shifts. 3. Approve the position of Administrative Captain. 4. Approve the part-time Community Service Officer position. MANAGEMENT AND LEADERSHIP To consider the management and leadership of the department consultants examined a number of issues including training, department relationships with other law enforcement agencies, complaints against department personnel and internal affairs, communication, and teamwork in the supervisory ranks. McGrath Consulting Group,Inc. Page 22 The consultants reviewed the departments training program as part of the consideration of management and leadership.The department has an obligation to ensure the workforce is trained appropriately to complete their mission.Failure to train appropriately can result in poor work quality as well as liability. The department provides the appropriate training necessary and devotes substantial time and effort. Additionally,the department tracks and records all training. Over the past three years training has increased.The department tracks the total number of hours spent on training as well as the hourly cost.In 2013 the department completed 675 hours of training for a total hourly cost of employees'time of$30,423.In 2014 the number of hours increased to 972 with an annual cost of$44,098.In 2015 the training and hourly cost again increased with 1592 hours of training at a cost of$77,803.Over those three years,3239 hours were devoted to training at a total cost of$155,325.This represents an average cost per hour of $47.95.The department keeps records on monthly training by employee,the course,and the total number of hours,the total cost,and whether or not overtime was utilized. Police agencies in the state of Minnesota are required by legislation to provide training on certain matters,keep records,and report this information to the Minnesota Board of peace Officer Standards and Training(POST). Specifically,the records required include Use of Force,and Police Pursuit and Emergency Vehicle Operations.Minnesota statute requires that all peace officers must complete use of force training every year.Regarding police pursuit and emergency vehicle operations all officers must complete an eight hour course in emergency vehicle operations and in the conduct of police pursuits every five years.Officers are also required to complete 48 hours of continuing education within their three year license renewal period.The department keeps an annual spreadsheet of training to log these requirements.An annual spreadsheet lists records on all officers showing a winter firearms shoot,an eight hour use of force course,first responder course(medical),3-ECHO(active shooter training in conjunction with fire and EMS every three years),annual firearms qualification,summer firearms shoot,less lethal shotgun,and TASER. A McGrath Consulting Group,Inc. Page 23 The Chief of Police must annually submit a"Policy and Training Compliance"review form to the POST Board certifying the required training as been completed.In addition to the annual submittal of that form the POST Board is required to make a number of on-site compliance review visits with Minnesota police agencies.In March 2015 the board informed the Mendota Heights Police Department that they would be conducting an on-site compliance review visit on April 17,2015.The department was required to provide their information on deadly force and firearms use and police pursuit/emergency vehicle operations.Both the written policies and proof of training was required to be examined.That on-site compliance check was completed and in June 2015 the Chief received a letter from the post Board stating that the records provided indicated officers are receiving the appropriate annual training and use of force and firearms as well as emergency vehicle operations and pursuit driving.In addition to the letter the department received a certificate from the board in recognition of compliance with legislative mandates and POST Board rules. During the interviews with department staff the consultants pose the question:"What are the training needs of the department?"Most comments were favorable regarding the level of training.The majority felt that training was good and one officer commented that the Chief does a good job of training.Several persons confirmed they complete all the mandatory POST trainings and especially those dealing with firearms. Several persons also commented favorably about the training programs that have been developed in conjunction with the West St.Paul Police Department and the Inver Grove Heights Police Department.It was felt that by training together they are both developing instructors that can be used for all three departments,and,as a practical matter,by training together and being consistent they will all function better in the case of a critical incident in which all three departments are involved. Several officers commented that they have requested courses to enrich their jobs and have been allowed to attend. Comments received during interviews from personnel suggesting improvement included developing a weekly or monthly training course with input from the staff Report writing was suggested as a periodic refresher training to reduce simple coding errors that result in reports getting rejected and needing to be redone by the officer. McGrath Consulting Group,Inc. Page 24 In summary,the consultants find that training is at a level appropriate to have the staff perform their jobs well,to prepare personnel to improve their skills,and avoid liability for the department.The 3-ECHO training was found to be an excellent initiative for active shooter training.This is a training program in which all Dakota County police agencies participate.The Mendota Heights Police Department does this training with West St.Paul,South St.Paul,and Inver Grove Heights along with the fire departments and emergency medical service of these jurisdictions.This training is designed to have police,fire,and emergency medical services coordinate efforts in the case of mass shootings to both stop and apprehend the offender as well as quickly provide extraction and medical care to the wounded.These departments coordinate a rotational training in which all officers receive the training in a three-year cycle.As part of the police pursuit training all Mendota Heights officers receive training in pursuit intervention tactics (PIT)in a five-year cycle after completing an initial emergency driving course. Training for the department is primarily the course as required by Minnesota statute supplemented by requests for other training courses by department individuals.This is appropriate,however,consultants advise that an annual training curriculum be prepared,for staff based on their job assignment,to ensure a level of training for all employees.For example,as one person recommended,an annual refresher on report writing could be provided to all patrol officers.These trainings can be done on duty and provided by agency staff. Another area the consultants examined in order to gauge the management and leadership of the department was to look at the relationship between the Mendota Heights Police Department and surrounding police departments.In the interviews with department staff,the question was posed; "What is your relationship with surrounding police departments?"The responses were overwhelmingly positive.Of the 19 persons interviewed, 18 of those described the relationships as either fantastic,great, really,very,or pretty good,good,or pretty close. Several persons commented how they worked especially well with the City of West St.Paul Police Department. Other departments that they mentioned that they had very good relationships with included Inver Grove Heights,Eagan and the State Patrol.Additional comments included that there is a monthly investigator meeting with departments on the northern edge of the county for information sharing and networking.This was commented on as being very successful.There was also mention that McGrath Consulting Group,Inc. Page 25 there is a criminal justice information support group which helps the records personnel share best practices. One person could not answer the question as they had only been with the department a very short time. Another area the consultants reviewed in consideration of the management and leadership of the department was the nature and number of citizen and internal complaints against police department personnel.It was reported that for the ten year period from 2006 through 2015 only seven complaints from citizens were received.Of those seven,one complaint was exonerated and the other six were unfounded.During the same ten year period, 15 internal complaints were investigated.The low number of external complaints,along with the fact that they were either exonerated or unfounded,which show that there are not problems with police and citizen interactions.However,with the internal conflicts noted in the section on Department culture and climate,consultants question whether or not policy violations are brought to the attention of the police administration for appropriate follow-up. During the study the consultants found that communication could be improved from the Chief of Police to the line staff.The Chief of Police does a good job in meeting regularly with the Sergeants.In these meetings there is open discussion about the issues facing the Police Department.The Chief relies on the Sergeants to carry this information forward to the patrol officers and civilian staff.There were some indications that not always is the information relayed accurately to the line staff.The Chief should require that the Sergeants report back in writing,on a regular basis,as to when,how,and what they have briefed their subordinates on from the staff meetings. Additionally,during interviews with personnel,there were several instances where staff was unaware of actions the administration was in the process of taking.For example,there were complaints about in car-video cameras and the evidence software system not working correctly. However,the department was already in the process of replacing these items. With the internal divisiveness,as explained in the culture and climate section of the report, consultants feel it would be best to have the Chief conduct quarterly open department meetings. McGrath Consulting Group,Inc. Page 26 The purpose is to further inform employees about any changes to occur, equipment to be purchased,personnel to be hired,department policy changes,etc.These meetings can be rotated between days and evenings.Attendance by off-duty personnel is optional.These meetings will help ensure the Chiefs message and information is correctly conveyed to line personnel. During the on-site visit the consultants attended a morning meeting with the Police Chief and a group of local area Police Chiefs and command staff of other police agencies.Although this was informal in nature, it was clear that these persons have an excellent professional working relationship. It was concluded by the consultants that the leadership and management of the Mendota Heights Police Department has established excellent working relationships with surrounding agencies.This is vital in a suburban area in a major metropolitan area for a police department to be successful. Recommendations: 1. Prepare an annual training curriculum for all employees based on their job assignment. 2. The Police Chief and Sergeants should review how internal policy violations are investigated and make appropriate revisions. 3. The Chief should require that the Sergeants report back in writing,on a regular basis,as to when,how,and what they have briefed their subordinates on from the staff meetings. 4. Chief conduct quarterly open department meetings.These meetings should be rotated between day and evening hours. DEPARTMENT CULTURE AND CLIMATE In order to understand the current state of employee issues related to the internal Department culture and climate, consultants individually interviewed 19 employees including all four Sergeants,all 12 officers,the full-time Support Specialist,and two part-time Support Specialists. In addition to open ended questions each person was asked to rate 12 specific questions as either; almost never,occasional,usually,or almost always.The raw numbers and percentage of answers are shown in the following 12 charts. McGrath Consulting Group,Inc. Page 27 Chart 1 The Organizational Struture Encourages Adequate Planning and Participation 8 7 6 32% 1 <. 3 21% # — xt: 41141 Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 4 6 7 2 21% 32% 37% 11% Chart 2 Individuals Practice the Ethical Standards of the Organization. 12 10 JS8% H 8 ) 6 — 4 26% 2 1 16% 0% 1 0 I � ° Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 0 3 11 5 0% 16% 58% 26% McGrath Consulting Group,Inc. Page 28 Chart 3 Throughout the Organization There Are Examples of Individuals Who Act Out Their Commitment to do the Right Thing. 10 9 8 - 47% + 6 - to 5 ; 1 4 - — 3 - — I ' _ 2 — — - 1 0% 5% 'I Ft Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 0 1 9 9 0% 5% 47% 47% Chart 4 Those Affected by a Decision are Involved in the Decision Making Process 7 6 - .,...,.._w.,-, 32% 1 �. 5 4 3 2 I11% 1 1, I .- I Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 6 6 5 2 32% 32% 26% 11% McGrath Consulting Group,Inc. Page 29 Chart 5 People and Groups in the Department Trust Each Other 12 10 8 - f-- 6 i I i : _ i_.__i 1 I 1 II I 5% Alm ost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 4 10 4 1 21% 53% 21% 5% Chart 6 The Organization States and Promotes its Ethical Values 8 1 37% 6 - — 5 I 26% ! I 4 3 — 21% i E 1 1 1694 2 i i f i Almost Never Occasional Usually Almost Always McGrath Consulting Group,Inc. Page 30 Almost Never Occasional Usually Almost Always 4 3 5 7 21% 16% 26% 37% Chart 7 People are Treated Fairly 8 ---- 7 - -- a 6 - . t 5 - — „ -� 3 l'i. W k gi} y 1 } Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 2 _ 7 5 5 11% 37% 26% 26% Chart 8 Honesty and Openness Characterize Relationships within the Department 9 8 - 7 42% ■ i 6 ------ ■ 5 32% 4 3 21% j 2 1 I ; 5% Almost Never Occasional Usually Almost Always ■ McGrath Consulting Group,Inc. Page 31 Almost Never Occasional Usually Almost Always 6 8 4 1 32% 42% 21% 5% Chart 9 The Values of Individuals on the Department are Consistent with those of the Organization. 10 - 9 i 47% 8 — 7 6 32% 5 4 3 - ' 16% 2 i -- � i 5% I F 0 I I---- - ' I Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 1 6 9 3 5% 32% 47% 16% McGrath Consulting Group,Inc. Page 32 Chart 10 A Clear Sense of the Organization's Mission is Shared. 7 6 5 — ----F32% 26% 4 a r 21% 3 ,.5_ 2 1 p Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 4 5 6 4 21% 26% 32% 21% Chart 11 There is Respect for Views of Others within the Department. 8 7 — 6 37% 31% l y 5 4 3 2 16% 1 % 0 -.- 1 I l 1 1 Almost Never Occasional Usually Almost Always Almost Never Occasional _ Usually Almost Always 3 7 7 2 16% 37% 37% 11% McGrath Consulting Group,Inc. Page 33 Chart 12 Throughout the Organization People are Held Accountable. 12 10 8 6 4 4, 2 Q � Almost Never Occasional Usually Almost Always Almost Never Occasional Usually Almost Always 2 10 3 4 11% 53% 16% 21% From the information derived from the employee interviews consultants found that the majority of employees support the police administration and want to progressively move the department forward. However,there is a small group of persons with ulterior motives and make it difficult for the Police Chief and administration to succeed. Numerous persons cited this division of employees.During the employee interviews consultants asked the question;"What major issues currently face your agency?"Of the 19 persons interviewed, 14 commented that there is a division between employees in groups on the department. A theme found was that employees recognize that police work involves conflict resolution on a daily basis, but they do a very poor job when it is amongst them.There was also hope expressed that change comes and the department resolves conflict and differences between individuals and groups. The consultants find that the divisiveness within the department is creating difficult work conditions and inhibiting progress. It may also contribute to unsafe conditions as there is a lack McGrath Consulting Group,Inc. Page 34 of trust between the small number of persons creating problems and the majority of employees that support the administration. Consultants recommend a two-pronged approach to improving the internal culture.First,when supervisors and the Police Chief become aware of employees that are violating department policies this needs to be addressed immediately.Allowing detrimental behavior to continue will only increase in amount and severity.If an Administrative Captain is added to the force,this position can focus on clear and consistent enforcement of department policies. Secondly,actions should be taken to bring cohesiveness within the department. Consultants recommend obtaining the services of a firm specializing in transitioning police departments with difficult work cultures into successful healthy agencies.One firm consultants are familiar with that specializes in this service is Breach Point Consulting.This firm teaches police leaders how to negate the toxic work climate which can be caused by what they refer to as,"Universal Police Frustrations".They also present a program for line personnel, in which staff are taught to remove classic frustrations encountered by law enforcement officers which impact and reward cynicism, and lead to a personal and professional healthy lifestyle.Chief Aschenbrener expressed that he is familiar with this firm and was impressed with their product. Mother group that the Chief should confer with is the Psychological Services section of the International Association of Chiefs of Police.Consultants spoke with a member of this group who advised that they could refer the Chief to a member of that section who practices in the state of Minnesota. Recommendations: 1. All Sergeants should receive updated training on proper ways to conduct internal investigations as well as disciplinary procedures. 2. If an Administrative Captain is added to the force that person should be in charge of the internal affairs function of the department. 3. The department should use a firm specializing in organizational change to provide a seminar and training to all department personnel. McGrath Consulting Group,Inc. Page 35 4. The Chief of Police should confer with the psychological services section of the international Association of Chiefs of Police to discuss what services they may provide. CONCLUSION From the study conducted, it is clear that the residents of Mendota Heights and become used to a high level of police responsiveness and safety.Crime,particularly violent crime,is rare in the City.Over the past several years response times to calls for service are recorded as very low. The department provides excellent service to the citizens.From the study the most significant concerns are within the department related to staffing and culture. Consultants recommend adopting a revised organizational chart which includes additional staff. One full-time and one part-time additional position are recommended.The cost related to these additions is a first year salary and benefit amount of$128,000 for the Administrative Captain and $22,318 for the part-time CSO.This amounts to an additional first year expense of$150,318. The department should also change the current 10 hour patrol shift schedule to a 12 hour shift schedule.This will provide better coverage with reduced overtime cost as well as eliminate the current daily four hour gap in supervision. It is recommended that the culture and climate of the department be addressed in a two-pronged fashion.First,consistency and immediate steps should be initiated when there are policy violations.If the Administrative Captain is approved this function would fall under that person's duties. Secondly, it is recommended to bring in an outside firm that specializes in positive organizational change. The firm of McGrath Consulting Group expresses thanks to the City of Mendota Heights for allowing us to conduct this study. McGrath Consulting Group,Inc. Page 36 SUMMARY OF RECOMMENDATIONS # Topic Recommendation 1 Policies and Develop a schedule to methodically review every policy Procedures on a three-year cycle.In year one all policies in Chapter one would be reviewed by the team of supervisory staff and the Chief of Police along with any specific agency subject matter experts.In year number two,Chapter two would receive the same review,and in year three Chapter three would be reviewed.The cycle would then continue. 2 Policies and Every year,after the chapter review is completed,all Procedures employees would be informed of any changes,and each policy would be reviewed during roll call or other training periods. 3 Equipment Annually,after the department budget has been approved by the City Council,the Police Chief should inform the department members of the equipment included in the budget,subject to funding. 4 Equipment Continue and expand,where feasible,the practice of utilizing a committee of a cross-section of department members,to provide input into selecting important items of equipment. 5 Technology Track the federal proposal for matching grants for body cameras and be prepared to make application for funding. 6 Technology Obtain costs on a thermal imaging device.Consider McGrath Consulting Group,Inc. Page 37 sharing the cost,and the use of the device,with neighboring agencies. 7 Technology Ensure that support specialists are trained in downloading video to include in police reports sent to the courts and other agencies. 8 Technology If the department adds an Administrative Captain then that person could further consider the use of social media by the department. 9 Staffing and Adopt the revised organizational chart. Supervision 10 Staffing and Change the patrol scheduling from 10 hour to 12 hour Supervision shifts. 11 Staffing and Approve the position of Administrative Captain. Supervision 12 Staffing and Approve the part-time Community Service Officer Supervision position. 13 Management and Prepare an annual training curriculum for all employees Leadership based on their job assignment. 14 Management and The Police Chief and Sergeants should review how Leadership internal policy violations are investigated and make appropriate revisions. 15 Management and The Chief should require that the Sergeants report back Leadership in writing,on a regular basis,as to when,how,and what they have briefed their subordinates on from the staff McGrath Consulting Group,Inc. Page 38 meetings. 16 Management and Chief should conduct quarterly open department Leadership meetings.These meetings should be rotated between day and evening hours. 17 Department All Sergeants should receive updated training on proper Culture and ways to conduct internal investigations as well as Climate disciplinary procedures. 18 Department If an Administrative Captain is added to the force that Culture and person should be in charge of the internal affairs function Climate of the department. 19 Department The department should use a firm specializing in Culture and organizational change to provide a seminar and training Climate to all department personnel. 20 Department The Chief of Police should confer with the psychological Culture and services section of the international Association of Climate Chiefs of Police to discuss what services they may provide. McGrath Consulting Group,Inc. Page 39