Memorandum

City of Lawrence

City Manager’s Office

 

DATE:

May 16, 2014

TO:

David L. Corliss, City Manager

FROM:

Casey Toomay, Budget Manager

CC:

Cynthia Wagner, Assistant City Manager

Diane Stoddard, Assistant City Manager

RE:

Summary of Critical City Issues

 

Departments were asked to provide memos outlining critical issues in their departments.  A review of these materials revealed common themes across the departments.  These issues can be categorized as follows:

·         Staffing Needs;

·         Training Needs;

·         Facilities and Infrastructure;

·         Vehicles and Equipment; and

·         Operational Issues.

A summary of each of these categories is provided below.   Additional discussion of these issues, as well as recommendations on how to address some of them, will continue as part of the budget discussions for 2015.   

 

STAFF HAS JUST BEGUN REVIEWING DEPARTMENT REQUESTS LISTED BELOW RECEIVED THE WEEK OF MAY 12.  THE FOLLOWING CONCERNS AND NEEDS ARE NOT LISTED IN PRIORITY ORDER.

 

Staffing Needs

In almost every department, additional staffing has been identified as a critical issue.  The positions identified include:

·         Code enforcement.  Additional staffing would mean quicker enforcement of the city’s codes.

·         Planners.  Additional planners would provide staff to address delayed implementation of downtown redevelopment, county zoning regulations, and comprehensive parking amendments. 

·         Field Service Representatives and Customer Service Representative in Utility Billing.  Additional staff would help address longer call time and would provide additional people in the field to handle collections in addition to calls for service. 

·         Firefighters.  One additional firefighter per shift could help reduce response times, which currently exceed department goals.

·         Wellness Coordinator.  This position could focus on implementing wellness programs aimed a lower healthcare costs as well as free up time of current staff in Human Resources.

·         Information Technology Positions.  The ability to separate the Network Manager position from a Tech Service Manager would allow increased attention to both functions.   An administration support position would also help free up time of the Department Director and other staff.  A telecommunications/VoIP specialist could implement and manage the upgrade of the City’s phone system .  A GIS Analyst could increase the frequency of updates to the layers of data maintained by the City used by a number of departments including planning, utilities, and public works as well as by members of the public and development community.  A Fiber/Network Manager and/or Fiber Technician would be able to manage and maintain what is becoming a critical part of the City’s infrastructure. 

·         Parks and Maintenance Division.  This division has been reduced in recent years.  Reinstating these maintenance positions would mean the ability to respond faster and more frequently. 

·         Public Works.  Building maintenance worker are needed to keep up with maintenance and repairs to city facilities throughout the community.  Additional staff in the storm water division would enhance the ability to maintain and improve the city’s stormwater management system.  Staff to handle right of way management would provide for more thorough inspection and oversight of the public right of way. 

·         Police.  Additional officers are needed to increase clearance rates for property crimes.  A canine unit would provide services found in many other communities.  Additional IT support is needed to keep up with the increasing amount of technical equipment used by officers.  Additional crime analysts could enhance the department’s ability to recognize patterns and assist in investigations.  A dedicated attorney would be able to provide additional counsel and advice to officers in the field. 

·         Municipal Court Clerks.  Prioritizing handling cases and heavy customer traffic have created a backlog of research on owner information and out of date addresses.  Payments are not always posted on day received and customers can experience long wait times during peak hours.

·          Indigent Defense.  Continued increased demand and increased costs for indigent defense may make creation of a public defender position cost effective. 

·         Prosecutors.  Heavy caseloads mean that prosecutors are not always able to complete compliance checks for diversions.  The expansion of the rental registration program is expected to contribute more cases to prosecutors.  Additional prosecutors would lower caseloads, create more time for enhanced services for crime victims, and provide for more enhanced monitoring for compliance with probation terms.  All of these activities would result in increased accountability of defendants. 

 

In addition to needed positions, departments also identified issues surrounding compensation. 

·         Parks and Recreation.  Part-time and seasonal wages are too low to recruit quality candidates for aquatics as well as recreation operator positions.  Without these positions, it could be necessary to reduce hours of operation at pools and recreation facilities.

·         Police.  Equity issues currently exist between exempt and non-exempt positions in the department.  This can made it hard to recruit for management level positions which are not eligible for overtime. 

 

Training Needs

Departments discussed the tendency to reduce funding for training in response to limited resources.  Some departments highlight critical issues related to training needs. 

·         Coordination needed.  Better coordinated safety related training (blood borne pathogens, personal protective equipment, lifting techniques, etc.) would create a safer workplace and could reduce worker’s compensation expenses.  Coordinated leadership development and/or procedure training was also identified as a need.

·         Contingency planning/cross training.  Several departments identified areas where only one person is trained to perform a function.  Cross training and contingency planning, particularly in payroll and other HR functions, is needed to ensure service continuity.

 

Facilities and Infrastructure

Many departments identified issues related to infrastructure as well as existing city facilities.  Security at facilities (Municipal Court, City Hall, etc.)  was a critical issue identified by many departments and some highlighted the need for new, improved, or expanded facilities.   

·         Police Facility.  The current facilities were not designed for a modern day police operation.  In addition, consolidating operations into one facility should enhance operational efficiency and effectiveness.   

·         One Stop Shop.  This need continues to be identified as a top priority from a customer service standpoint but as an organizational efficiency enhancement. 

·         Transit Transfer Location.  The decision on where to locate a permanent transfer location for the City’s transfer facility is the most critical issue for the division as it will impact every rider.  Routes will need to be modified to utilize the new “hub” and will allow the division to begin implementing more transit enhancements. 

·         Fire Medical Station.  The concrete at many of the current stations is in critical need of repair.  In addition, as the city continues to expand geographically, response times have been reduced and currently exceed department goals. 

·         Fire Training Tower.  The existing training facility needs to be improved to ensure firefighters are receiving state of the art training.

·         Sidewalks.  Improved walkability and connectivity were theme expressed in the public input meetings but were also identified as critical issues by several departments. 

·         Fiber.  As fiber becomes a more critical part of our infrastructure, management as well as maintenance will need to be addressed. 

·         Airport.  The west apron is in critical need of repair, however, it is not eligible for federal funding.  Identifying funding to repair the apron is important. 

·         Pavement marking.  A common complaint received, additional resources are needed to improve and maintain pavement markings on streets across town. 

·         Traffic calming.  Many traffic calming improvements have been requested and approved by the Traffic Safety Commission and City Commission.  Funding the construction of these improvement remains an issue. 

·         Salt.  Vital to the success of our snow removal efforts, additional resources are needed to ensure we maintain adequate reserves in case of a significant winter event. 

·         Fleet work space.  The City’s current central maintenance garage does not provide adequate work space for staff.  In addition, vehicle bay doors are not large enough to accommodate some apparatus.

·         11th and Haskell facility.  Portions of this facility are now in the regulatory floodway, which means certain repairs and expansions are prohibited.  Finding a new location could become a critical issue in the near future. 

·         Streetlights.  Staff continues to explore the option of purchasing the existing streetlight system from Westar in order to improve service and reduce costs.

·         Deferred maintenance of water and sewer mains.  While staff continues to improve water and sewer infrastructure, deferred maintenance remains. 

·         Utilities crew and office facilities. These facilities were not intended for cold weather use by staff and the public.  Improving existing facility or constructing new more suitable facilities has been identified as an issue for the department.  

 

Vehicles and Equipment

Almost every department identified the deferred maintenance and replacement of vehicles and equipment as critical issues.  Many also highlighted the need for a more coordinated vehicle and equipment replacement plan.     

 

·         Vehicles.  The need for a fleet assessment and utilization study was identified.  In addition, the following vehicle needs were identified:

·         Building Safety Division Pickup

·         Transit Buses

·         Fire Apparatus

·         Parks and Recreation vehicles

·         Police fleet vehicles

 

·         Equipment.  The following equipment needs were identified:

·         Utilities equipment and asset replacement

·         Mobile computers for field service reps in Utility Billing

·         Software, including CAFR preparation, HR (PCR), HRIS, performance monitoring and troubleshooting tools for IT, Cartegraph

·         Phones and Communication equipment

·         Tub grinder for compost facility

·         Video detection cameras at intersection need replacement

 

Operational Issues

Many departments identified operational issues they view as critical.  They include:

·         Transit Service.  Increasing the frequency of service remains a top priority for the division. 

·         Disaster Recovery Plan for computer system.  Finding a remote location to store backup data would ensure service continuity in natural disaster or other catastrophic event.

·         Implementation of Payroll in Innoprise by Dec 2014.  Transitioning to the new payroll system will require training and adequate preparation to reduce potential accuracy and timeliness issues related to paying employees. 

·         Replacing and upgrading the main firewall.

·         Emerald Ash Bore.  The Parks and Recreation department estimates this could impact 3,000 to 4,000 trees in our community in the near future.  There are steps that should be taken to prepare now to protect trees that can be saved. 

·         Improved capital improvement planning/funding.

·         Landfill contracts.  The current contract expires at end of 2015.  Negotiations could result in lower increases in costs over the next five years.  

·         Police coverage of special event.  Coverage and management of special events has been shifted to off-duty or on overtime in order to maintain resources for policing in the community. 

·         Code Review.  Current staff levels do not allow for a regular, systematic review of the city code.  Instead updates are made as problems arise.

·         Automatic meter reading.  This technology should improve customer service as well as enhance staff efficiency.

·         Fats, oils, and grease program.  This proposed utility program remains a priority. 

·         Customer Notification System.  A proven method to quickly notify customers on how to respond to a water emergency is needed. 

·         Emergency Service Provision in Utilities.  The inability to provide potable water at a remote dispensing location is a concern.  A plan is needed along with coordination with other disaster preparedness agencies. 

·         Water and sewer regulatory issues.  The regulations continue to change and remain a concern for the department.