2012-05-01 CC Agenda PacketPLEASE TURN OFF AT CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
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AGENDA
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MOUND CITY COUNCIL TUESDAY, MAY 1, 2012 6:30 PM
SPECIAL MEETING WORKSHOP MOUND CITY COUNCIL CHAMBERS
Page
1. Open meeting 1
2. Update on Fire Study -
3. Update on Police Study 2-6
4. Adjourn
IV
n
PUBLIC MEETING NOTICE
NOTICE IS HEREBY GIVEN that the Mound City Council
will hold a special meeting in the Council Chambers of City
Hall, on Tuesday, May 1, 2012, at 6:30 p.m. for updates on
Fire and Police consolidation discussions.
Bonnie Ritter
City Clerk
Posted 4125192
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City of Mound
Contract for Police Services Study
Soft Savings /increased Capacity Opportunities
Estimated Annual Savings
• INTERNET. Currently paying $734 a month for Ethernet primarily + 4,800
due to the requirements of Police /State Law Enforcement Systems.
Return to high speed DSL saving at least $400 per month
• TECH SUPPORT. Currently paying $26K for IT Support from Intrcomm. + 5,000
A significant hardware investment has been made in the PD that can
be redeployed to defray future network investments. In addition, we
will be in a better position to avoid increases in support costs if the PD
moved to Trista. They consume the majority of support hours and we
would be able to redirect these hours to better management of the
remaining network structure and PC support.
• COPIERS. Currently have three major copiers - will be able to reduce by 1 + 2,000
Police lease up Feb 2013 saving $2,000+ /year and downsize to cheaper
multifunctional printer /copiers for another. Streamlines procurement
process.
• NEGOTIATIONS. The City of Mound paid over $22K in attorneys fees +20,000
to arbitrate the patrol union's contract in 2009, and countless staff
hours preparing. In 2012, we are going to arbitration with both the
patrol and police supervisors unions, and mediation with the public works
union. Moving to one union in the City will facilitate more efficient
negotiations and turn the emphasis to external comparables versus internal.
Savings $25K+ in addition to staff time (use $20K annual as average).
• INSURANCE. The City's workers comp rates will increase dramatically for
2012 — 2014 due to our recent negative experience. Since rates are a function
of payroll, we will avoid these increases for the police payroll, which make up
40% of our full. -time employees. (Savings reflected in PD budget changes).
Reduced risk will lessen overall liability /improve experience and have a favorable
Impact on future rates for the City.
• WORKFLOW. Moving City Hall to the Public Safety Facility will improve (Intangible)
efficiencies of operations. Window coverage and customer service will
increase as admin staff is concentrated in one area. The current City Hall's
-4-
many levels is not customer friendly and reduces staffs opportunity to
share resources and move information more efficiently.
• STORAGE CAPACITY. The City, particularly public works, struggles with:
storage capacity and the lower level of the public safety building will provide
additional space, even without making changes to the structure. Avert
temporary storage solutions estimated to be $25K+ (one- time).
• NEW USE FOR CITY HALL. Staff is currently working on alternatives for City
Halal, but one possible scenario is tenants who provide community services,
including Hennepin County Department of Human Services and the Assessor's
Office, WECan, the Westonka Historical Society, and possible administrative
offices for organizations like Chamber of Commerce /CGM, sports associations,
adult education, etc. Otherwise, the building could also work as a professional
building. Daytime uses would complement continued use of the chamber for
public meetings. Expenses related to maintaining City Hall are currently in our
budget. Any rent received will go toward defraying these expenses. City Hall
has approximately 5,000 sq ft of office space.
+25,000
(one time)
+50,000
• ESSENTIAL SERVICES. With the reduction of 40% of our full -time staff, City Hall (intangible)
will be more streamlined and administrative time will be able to focus on other
priorities like innovation and redevelopment. it also provides the flexibility
to absorb more responsibilities and /or positions in the future. The City will
significantly reduce its severance liabilities and be more nimble to implement
other HR changes.
BENEFITS OF A CONTRACT FOR SERVICES VS. JOINT POWERS AGREEMENT.
The task force has come to agreement that we believe a contract for services
is the more beneficial governance model as compared to a JPA. Mound Fire
contracts for services with the area cities and we feel this arrangement has
provided greater accountability for whom is responsible for what as well as
has avoided the conflict between cities that is frequently observed in the
SLMPD JPA and others. Besides having to resolve the probation issue that is
currently on the table, union negotiations will be simpler. as Minnetrista's
contract will prevail. This contract has advantages for both the officers and
City. Not having to "blend" the contracts in negotiation allows us
to have more concrete assumptions when considering this merger.
TOTAL ESTIMATED ANNUAL SAVINGS jYr 1 +$25K Storage)
(Intangible)
$sl,soo - $ 105,800
-5-
Highlights from ESCI Feasibility Study for
Shared or Cooperative Law Enforcement Services
August 2011
• Performance should be considered on an equal plane with cost. The larger size of the
department will allow more scheduling flexibility, supervisory coverage, and better
operational, investigative, and administrative capabilities. A larger department would
be better able to absorb community growth without immediately adding personnel.
From a personnel standpoint, there would be more career development and
promotional opportunities. (Page 3)
• Both departments appear to be well managed and cost effective law enforcement
agencies, which provide quality services to their communities. (Page 7)
• Mound and the combined Minnetrista and St. Bonifacius service areas are under the
state -wide average for officers per thousand. (Page 9)
• The advantage of consolidation will be to make 24/7 patrol supervision available. (Page
14)
• Although backup is available from each other's department, only one officer on duty at
a time in either community is not a good practice, both from a public service or officer
safety perspective. (Page 31)
• Personnel costs make up the largest percentage of police department budgets, from
approximately 70 percent to 90 percent. Any real savings in a police consolidation must
come from personnel costs. Yet both the Mound and Minnetrista departments are
staffed conservatively, with little excess to cut. (page 34)
• In addition to saving money, a goal of consolidation should be to improve service. To
achieve both goals in a consolidation of two minimally staffed departments, economies
of scale and new efficiencies must be leveraged to create both savings and performance
improvements. (Page 34)
• The consolidation process is a good opportunity to examine all business processes to
determine whether they can be eliminated or streamlined. (Page 48)
MIS