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HomeMy WebLinkAbout2003 04-28 City Council Manager Workshop PacketAGENDA ITEM AGENDA REPORT TO: Richard Fursman, City Manager City Council FROM: R. Charles Ahl, Director of Public Works /City En g i-neer Don Winger, Police Chief Steve Lukin, Fire Chief DATE: October 30, 2001 SUBJECT: Emergency Management Services Review I n trod u cti o n /Bac kg round On July 26, 2001, the City Council met to review the services provided by the Emergency Management Department. A request was made for further review and analysis of the operations of the department. Police Chief Don Winger, Fire Chief Steve Lukin, and Public Works Director Chuck Ahl developed the following report as art of g p p meetings with Larry Cude and Bob Dollerschaal that lists a number of options for consideration on organizing the Emergency Management Department. Also listed are the pros and cons that were noted for each option as best we could develop. This information is.a supplement to the previous, documents submitted to the City ouncil on July 26 2001. Y Alternatives The following were developed to help explore the possibilities p p p files and impacts of the various issues that need to be examined. A brief description of the option follows the overall assumption of action. 1. Do Nothing — Maintain Emergency Management Department in current format; possible expansion of current programs under current direction. 2. Downsize Emergency Management Department and programs within current format. 3. Reorganize Emergency Management duties into Public Works; Police and /or Fire Departments. Expansion of programs possible. 4. Eliminate Emergency Management Department and duties. EMERGENCY SERVICES REVIEW OCTOBER 30, 2001 PAGE TWO Discussion Each option was explored from the basis of perceived impacts on service p rovided to the citizens. The statements listed are thoughts that we believed could occur from a negative and positive standpoint if the approach to Emergency Management ement is selected. 1. Do Nothing Option — Maintain Emergency Management Department in current format; possible expansion: • Pros: i. Established Systems ii. Infrastructure is in place iii. Longevity J iv. Volunteers are in place v. There has been public acceptance in past surveys vi. Separate building and separate facility for redundant and back-up operations during emergency situations • Cons: i. Budget Impact of $97,000 annual cost ii. Part -time Function iii. Four-separate departments is inefficient iv. Internal communications is lacking v. Use of office space is not efficient 2. Downsize Emergency Management within Department: (Assume 40% Cut in Budget Allocation) • Pros: i. City Budget Impact estimated at $40,000 annual cost savings ii. Don't lose volunteers iii. Don't lose infrastructure, although significant changes would be necessary. iv. Maintains local control over Emergency Services v. Better use of City equipment vi. Keeps permanent positions, although they might need to be reassigned other duties. vii. Don't lose internal /external services such as 4X4 units; Sky warn; and FEMA interaction. viii. May increase departmental coordination due to reassignment of duties. • Cons: i. Priority of Emergency Services tasks can get lost within larger departmental tasks. ii.' Avoids addressing the major issue of what to do with department. iii. Likely loss of secretarial function. iv. Service cuts will likely be extensive. EMERGENCY SERVICES RE_ VIEW OCTOBER 30, 2001 PAGE THREE 3. Reorganize Emergency Management duties in Public Works; Police and /or Fire Departments: • Pros: i. Likely increased communication and annual cost savings estimated at $68,000. ii. More efficiency and less duplication of services. iii. No internal or external service lost. iv. Better use of City equipment. . v. Better situated for future City needs. vi. New services for Emergency Management can likely e Y accommodated within bigger departments. vii. Keeps permanent positions within City. viii. Secretary reassigned to position within City, which would likely provided better and more efficient use of individual's time throughout the year. ix. Better use of new Fire Department personnel. x. Most efficient use of new dispatch personnel. A. City volunteers are shared amongst departments. xii. Consistent approach to most Metro area suburbs. • Cons: i. Work will be needed to keep volunteers. ii. Change from current format will involve upfront work. iii. The priority of emergency management tasks can get lost within big departments. 4. Eliminate Emergency Management Department and all duties. • Pros: i. $93,000 budget savings ii. Eliminates Ramsey County — Maplewood duplication of equipment and services iii. Moves toward smaller /less government iv. Consistent with approach used by some other Metro area Cities. • Cons: i. Poor track record with Ramsey County service sharing ii. Loss of local control; no local plan for emergency service iii. Loss of local services such as 4X4 units; Skywarn. iv. Loss of funding possible; due to FEMA dollars require perseverance v. Loss of information on federal emergency management regulations vi. Some duties, such as siren maintenance would still be needed vii.. Major reduction in information given to public viii. Loss of volunteers likely ix. Loss of permanent full- and part -time positions, including likely downsizing of emergency response staff. EMERGENCY SERVICES REVIEW OCTOBER 30, 2001 PAGE FOUR Conclusion The information developed as part of the review of the Emergency Management Department b the g Y g p y e Director of Public Works, Fire Chief and Police Chief has concluded that there are a number of functions that should likely remain in effect in rovidin p g services to the citizens of Maplewood. The Skywarn volunteer program, siren warning system and emergency management plan are valuable services that are excellent p ublic service programs. It is our conclusion; however, that these services can be rovided in a much more efficient approach p pp through a unified approach as duties divided appropriately within the Public Works, Fire and Police Departments. Upon our extensive number of meetings, our biggest concern g gg and finding is that a full time secretary for Emergency Management does not seem to be 'justified for the amount 1 of work available. The secretarial position could be reassigned within the city's employee pool and be available should an emergency situation occur. We believe that this position's duties can be relatively easily incorporated into the Public Works Fire and Police Departments without any major impacts to service delivery. We also have concluded that the part -time positions of Emergency Management g Y g Director and Assistant Emergency Management Director could be continued best within the Fire Department. The remaining budget of approximately $25,000 should be transferred into the Fire Department budget along with these positions and p ersonnel. The people could continue providing many of the same services current) provided, , including many of the volunteer programs and we strongly believe that internal coordination and communication would increase and that a duplication of secretarial service will be greatly decreased. Finally, our conclusion is that the future of Emergency Management is best served as a division of the Fire Department. Our experience with numerous other Metro area communities is with emergency management functions being assigned .within the p public safety areas, not as a stand -alone department. We have experienced other communities that have expanded emergency management programs through the Fire g g , Police and Public Works Departments and believe that Maplewood's citizens would benefit from a similar approach. While the tragedy of September 11 to is Y p clear) imprinted in our memories, it is our conclusion that the best approach to be re ared for p p emergency situations for the community is through combined service of all three departments rather than the current approach which requires a fourth department to attempt to assist the other three. We have found that to be inefficient and in certain circumstances cumbersome during critical times. Recomm endation It is recommended that the City Council adopt the current budget recommendation to reduce the Emergency Management Department budget and direct the reorganization and ordinance revisions to provide for emergency g Y services as a division of the Fire Department. NMI f MINUTES 2' M.APLEWOOD CITY C 1 _ _ IL SPECIALZEETING —Bud et Meeting g 5:00 P.M., Monday, November 05, 2001 Council P Chambers, Municipal Buildin g A. CALL TO ORDER: A special meeting of the City Council was held in the Council Chambers at the Municipal - � p al Building, and was called to order at 5:00 P.M. by Mayor Cardinal - B. PLEDGE OF ALLEGIANCE C. ROLL CALL Robert Cardinal, Mayor Present Sherry Allenspach, Councilmember Present - Kenneth V. Collins, Councilmember Present Marvin C. Koppen, Councilmember Present Julie A. Wasiluk, Councilmember Present Others Present: City Manger Richard Fursman Fire Chief Steve Lukin Asst. City Manger. Melinda Coleman Assistant Finance Director Dan Faust Police Chief Don Winger Ci ty � Eri ' eer Chuck Ahl Human Resources Director Sherrie Le City Attorney Son ty y g Fawcett D. MAJOR INITIATIVES 1. The addition of four to six full -time Fire Fighters —A preliminary proposal from the Fire Department demonstrated the projected need for additional fire fighters through the year 2003 at a cost of $260,,000. Councilmember Collins stated he would like to see the budget increased, with a P tan to hire additional part - time firefighters. Councilmember Wasiluk moved to accep staff's recommendation to hire 6 - � full time firefi hters in 2002. Councilmember Allenspach seconded Ayes- Councilmen y b ers Wasiluk,, Koppen, Allenspach Nays -Mayor Cardinal, Councilmember Collins 2. Park Development Fund- $50,000, as a new budget initiative, will be dedicated to p ark development. 1 C F. 3. Communi Center E ui ment- 60 0 ty q p $ OO is designated for equipment upgrades at the Community Center, with a goal of the center being self - supportive in the future. 4. Sidewalk Snow Removal -The $30,000 designated will be directed toward pedestrian b p strian walkways. 5. The addition of two Police Officers- Future hires and Officer development will be coordinated with the Fire Department at a cost of $90,000. 6. Emergency Management Consolidation -A final report was submitted b the de ' p y slgnated management team which reconfigured and consolidated the two departments at a savings of $68,000. 1 Councilmember Collins moved to consolidate the Fire De artment and Emergency Management administrative staff and reduce the budget by $68,000. Councilmember Wasiluk seconded Ayes- Councilrnembers Alens P ach Wasiluk and Collins Nays -Mayor Cardinal, Councilmember Koppen 7. Retiring the South Office -The city cannot continue to operate the south office without being ADA compliant. The closing of this office would be at a savings of $33,000 for 2002. Councilmember Collins moved to close the South Office at the end of the - year (which his not ADA com liant and to look at a lon -ran e plan.for a permanent structure. 16 Councilmember Wasiluk seconded Ayes-Mayor Cardinal Councilmemb ers Collins, Allensp ach and Wasiluk Nays - C ouncilm.emb er Koppen 8. Kathleen Juenemann, 721 Mt. Vernon, Maplewood, asked that the council think carefully in . y the future before scheduling meetings the night prior to elections to avoid the implication of election eve campaigning. D. ADJOURNMENT With there being no further business,, the meeting ,adjourned at 6:27 p.m. 2