Document Redmond_doc_a3babac29e

SAFETY RESULTS TEAM REQUEST FOR OFFERS OUTCOME MAP OFFER SUMMARY OFFERS ---PAGE BREAK--- ---PAGE BREAK--- SAFETY I WANT TO BE SAFE WHERE I LIVE, LEARN, WORK AND PLAY REQUEST FOR OFFERS TEAM MEMBERS Team Member: Adam O’Sullivan Team Member: Laird Team Member: Dan Werr Team Member: Erik Scairpon Team Member: Jeff Hagen Team Member: Jill Smith Team Member: Joe Averill Team Member: Judy Fani Team Member: Rich Gieseke DASHBOARD INDICATORS Indicator 1: Crime rates for violent crimes and property crimes per 1,000 of population equal to or less than the State of Washington average. Measure Description: Measures crime rates per 1,000 population through Incident Based Reporting (IBR) and benchmarked to the State of Washington. Importance: Crime rates are a measure of community safety which has a direct impact on the quality of life of residents, businesses and visitors to the City. Indicator 2: Fire suppression and Emergency Medical response times from when crews are dispatched to when they arrive on scene. Measure Description: Measures time from when crews are dispatched to when they arrive on scene of an emergency incident. Importance: Faster response times improve patient outcomes and reduce fire loss. Indicator 3: Police Case Clearance Rates: Clearance rates are equal to or more than the Washington State average. Measure Description: Measures cases that are closed due to solvability factors such as, arrest and case bundling. Importance: Clearance rates allow the Police Department to determine the effectiveness of case investigation as well as identification of prolific criminals responsible for large crime sprees. Indicator 4: Percentage of community responding they feel safe in their neighborhood during the day and at night. Measure Description: An illustration of the overall sense of safety felt by residents of the community. 181 ---PAGE BREAK--- Importance: A feeling of safety is essential to maintaining a thriving community. Indicator 5: Building code and fire protection insurance ratings. Measure Description: Insurance ratings measure the resources and support available for building code enforcement and fire suppression capabilities. They include the Building Code Effectiveness Classification number on a scale from 1 to 10, with 10 representing less than the minimum recognized protection. In the case of fire, each community is given a rating from 1 to 10, where 1 indicates exemplary fire protection capabilities, and 10 indicates the capabilities are insufficient for insurance credit. Importance: Insurance companies use these ratings to help establish fair premiums for fire and building insurance, generally offering lower premiums in communities with better protection. INTRODUCTION/SUMMARY OF OUTCOMES MAP Offers submitted to the Safety priority should support one or more of the outcomes listed below. Outcomes illustrate what contributes to creating a safe city, and the supporting bullet points indicate why each outcome is important. Your work may support any of the outcomes; they are all indispensable to creating a safe environment. Outcome 1: A Community where Everyone Participates in Maintaining our Safety  Creates community resiliency  Contributes to crime prevention  An engaged community is a connected community  Emergency staff can’t be everywhere Outcome 2: Safe Buildings and Infrastructure for the Community to Live, Work and Play  Establishes a foundation for a safe community  Improves quality of life and comfort in environment  Reduces the rates of crime and injury  Protects and maintains the value of our economic resources and investments Outcome 3: Access to Public Safety Services for All  Meets needs of all residents  Builds community trust 182 ---PAGE BREAK---  Fulfills the basic expectation of being safe Outcome 4: Ability to Quickly Respond and Recover from any Crime or Emergency  Provides essential services to residents during major emergencies  Deters crime and saves lives  Minimizes environmental and property damage  Fosters a reputation for being safe OBJECTIVES The following objectives advise offer writers on how the City strives to reach the outcomes listed above. Budget offers can be written to any of these objectives, as well as other objectives not listed, which improve the City’s ability to reach the ultimate outcome of a safe city. WE ARE LOOKING FOR OFFERS THAT: Objective 1: Use the City’s Police, Fire, Comprehensive Emergency Management and Transportation Management Plans, and the City’s Comprehensive Plan to guide investments and develop partnerships Objective 2: Develop programs and seek opportunities to partner and collaborate with the public in creating a trusting and safety-conscious community Objective 3: Inform and educate community of available public safety services, programs, and initiatives Objective 4: Provide a timely response by well-equipped and trained safety personnel Objective 5: Provide tools for the community to be self-reliant Objective 6: Ensure everyone has the knowledge and capability to reach out for help 183 ---PAGE BREAK--- Safety A Community Where Everyone Participates in Maintaining Our Safety Emergency staff can’t be everywhere An engaged community is a connected community Creates community resiliency Contributes to crime prevention Establishes a foundation for a safe community Improves quality of life and comfort in environment Reduces the rate of crimes and injuries Protects and maintains the value of our economic resources and investments Meets needs of all residents Builds community trust Fulfills the basic expectation of being safe Provides essential services to residents during major emergencies Deters crime and saves lives Minimizes environmental and property damage Fosters a reputation for being safe Safe Buildings and Infrastructure for the Community to Live, Work and Play Access to Public Safety Services for All Ability to Quickly Respond and Recover from any Crime or Emergency I want to be safe where I live, learn, work and play 184 ---PAGE BREAK--- SAFETY 2019-2020 Offer Summary OFFER ORDER Page # Offer # Offer Name Lead Department 2019-2020 Offer Total 186 000016 Fire Prevention Services Fire 1,934,470 190 000057 Police Emergency Services Police 19,627,478 194 000060 Police Complex Investigations Police 5,851,751 198 000046 New Construction Inspections Planning 7,580,868 202 000179 Criminal Justice Services Executive 3,857,066 206 000181 Fire Emergency Services Fire 54,185,333 211 000061 Police Support Services Police 10,649,510 216 000176 Fire Support Services Fire 6,424,704 Total 110,111,180 OFFER RANKINGS Results Team Ranking Offer # Offer Name Staff Civic Fire 000016 Fire Prevention Services 1 1 Police 000057 Police Emergency Services 2 3 Police 000060 Police Complex Investigations 3 2 Planning 000046 New Construction Inspections 4 5 Executive 000179 Criminal Justice Services 5 7 Fire 000181 Fire Emergency Services 6 4 Police 000061 Police Support Services 7 6 Fire 000176 Fire Support Services N/A* N/A* *Offer not ranked by Results Teams Lead Department 185 ---PAGE BREAK--- What: Fire Prevention Services helps establish the foundation for a safe community by decreasing community risk through comprehensive and proactive programs. These include fire and life safety inspections, permitting for higher-risk activities identified in the fire code, investigation of fires, on-call technical support for firefighters, participation on the City’s Emergency Preparedness Team and prompt response to community inquiries regarding safety concerns. Cross-departmental efforts to make Redmond a safer community include actions to minimize environmental and property damage by assisting the Environmental and Utility Services Division in protecting our drinking water aquifer from exposure to hazardous materials and notifying the Building and Planning Departments when illegal and unsafe changes to buildings are observed during inspections. Why: Fire Prevention Services encourages a proactive approach to life safety. We inspect buildings for fire code compliance while striving to educate and partner with building owners and businesses on safe practices. This partnership works to reduce the severity and frequency of fires and other emergency incidents and protects and maintains the value of our economic resources and investments. Together this effort facilitates an effective response to emergencies to maximize public safety and provide a timely restoration of buildings, businesses and the community after an emergency. Who: Fire Prevention’s customers are the residents, businesses, workers and visitors to the City of Redmond, who expect a safe environment in which to live, work, play and invest. We also serve internal City departments such as the Environmental and Utility Services Division, Building and Code Enforcement (identification and enforcement of safety violations), Geographic Information Systems (verification of data in the global address repository) and the Parks Department and Transportation. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: Fire Prevention’s current level of funding allows us to deliver the following prevention services at a Managed level: • Fire and Life Safety Inspection Program – This program inspects all commercial buildings over a three-year period in addition to annual inspections of businesses that require fire code permits to be issued for high-risk activities. The program leverages firefighters to inspect multi- family housing structures while simultaneously addressing the goal of emergency pre-planning and hazard identification. • Fire investigation and on-call fire suppression support –To meet our legal mandate, Fire Prevention staff responds 24/7 to investigate and determine the origin and cause of fires within Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000016 Fire Prevention Services 186 ---PAGE BREAK--- the City. • System Reliability Program – System Reliability ensures that required fire protection systems, such as fire sprinkler, fire alarm, smoke control and other building systems, are maintained in accordance with adopted codes. • Fire Alarm Operational Permit Program – This customer-requested program has become part of our baseline service. This program reduces the cost and streamlines the process by which building owners obtain required certification for their fire alarm systems. This program was the focus of the Lean improvement in 2017 discussed below. • Special Events – We review, process and inspect permits associated with the temporary use of tents, discharge of fireworks and removal of underground fuel storage tanks. We provide technical expertise, inspection and on-site attendance at special events such as Derby Days, Ananda Mela and Redmond Lights. • Preventable Alarm Program – Responding to false alarms is both expensive and hazardous to the community and firefighters. This program is designed to encourage building owners to reduce false alarms through proper maintenance and repair of their systems. The primary method used to achieve this reduction is through review and follow-up on all reported false alarms. Additionally, this program can levy fines if building owners refuse to properly maintain their systems. Demonstrated Efficiencies: Fire Prevention conducted a Lean implementation in 2017 for the online receiving, review and tracking of engineered fire protection systems requiring annual test reports. This resulted in an increase in the number of reports received from approximately 700 in 2016 to over 1,500 reports in 2017. With this improvement we can now identify systems that are past due for required testing and track identified deficiencies. We have received reports on 54% of known systems and are tracking 450 buildings where the systems have a deficiency. In 2018 we coordinated the issuance and tracking of annual Fire Alarm Operational Permits with the annual confidence test reporting requirements. Both processes are now tracked in the Compliance Engine; previously the issuance of these permits required work done by supplemental staff at the end of each year. This has increased the efficiency of the program for the building owner, contractor and prevention staff without additional cost to the customer or contractor. Above Baseline: There are no above baseline requests for this offer. Below Baseline: 2% Scalability ($38,689) – 25% or 10 hours per week reduction in the Fire Support Administrative Assistant position. This will shift the task of scheduling annual inspections from the administrative position to the Deputy Fire Marshals. Dispersing this work will decrease efficiencies and remove the current single point of contact for our customers. 3% Scalability ($58,034) – 37% or 15 hours per week reduction in the Fire Support Administrative Assistant position. In addition to the shifting of scheduling of annual inspections reduction), Deputy Fire Marshalls would take over the tasks related to transferring information on newly constructed buildings and building improvements from Development Review to the Fire Life Safety Inspection and System Reliability tracking systems. This important task is needed to ensure that systems and processes which require annual inspections can be tracked for compliance with Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000016 Fire Prevention Services 187 ---PAGE BREAK--- adopted Codes and Standards. 5% Scalability ($96,724) – 61% or 24.5 hours per week reduction in the Fire Support Administrative Assistant position. At this level of reduction, it will be difficult to retain qualified staff to conduct the invoicing, collection, issuance and tracking of annual fire code permits. Budget Changes: No changes to the baseline budget. FTE Year1 FTE Year2 FTEs 5.50 5.50 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $921,484.87 $964,522.45 $1,886,007.32 Ongoing-Others $24,231.58 $24,231.58 $48,463.16 Total $945,716.45 $988,754.03 $1,934,470.48 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000016 Fire Prevention Services 188 ---PAGE BREAK--- Fire Prevention Services Offer 000016 We maintain a high level of safety in all existing buildings and businesses Measure: Percentage of inspected buildings with identified violations corrected Measure: Percentage of fire systems with current test reports We inspect all buildings for compliance with adopted codes within a three-year cycle Measure: Number of buildings inspected So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Number of buildings inspected* Actual (Target) 803 (804) 544 (545) 1324(1339) 988 900 824 Percentage of fire systems with current test reports** N/A N/A 54% 65% 70% 75% Percentage of inspected buildings with identified violations corrected (clearance rate) N/A N/A 83% 85% 85% 85% Fire Protection Class rating*** 3 3 3 3 3 3 We can identify and correct Fire Code violations * All buildings must be inspected within a three-year cycle. Any buildings not inspected in the first year are added to the next year’s target. New measure added as of the 2019–2020 Budget. As determined by the Washington Survey and Rating Bureau through regular evaluations. Ratings are on a 1-10 scale with 1 being exemplary fire protection capability. This rating is used to set fire insurance premiums for the community. There are safe buildings and infrastructure for the community to live, work, and play Measure: Fire Protection Class rating So that 189 ---PAGE BREAK--- What: The Police Emergency Services offer provides the Police Department with the ability to respond to calls for service generated by those who are residing in, doing business in or visiting the City of Redmond. The offer supports the Patrol Division, Traffic Unit, K-9 Unit and supervisory support to efficiently answer routine and emergency calls for service and provide proactive patrols. Police services take place on a 24-hour basis, seven days a week, with the six patrol teams and two specialty units included in this offer responsible to the primary emergency response on behalf of the department. Effective and efficient police Managed services combined with adequate response times are core public safety services that directly impact safety in our community. Why: The Police Department provides law enforcement services to our community in a manner that reflects the department’s core values of respect, professionalism, dedication and leadership with the aim of reducing the crime rate and improving crime solvability rates within the City. These factors help contribute to a high resident satisfaction rate with service levels and feelings of safety within the community. The 2017 Community Survey indicated the top two priorities for the City of Redmond are ensuring prompt fire and police response times and being safe where we live, work and play. Police uniformed services contribute significantly to the City’s overall rating for quality of life, which reports an overwhelmingly positive result (86% positive, 11% satisfactory) as surveyed in 2017. The strong relationships forged with the community allow patrol and other uniformed services to engage the right stakeholders in facilitating solutions to neighborhood problems. Our efforts in fostering successful community relationships enable the Police Department to provide a leadership role in problem-solving processes and effectively partner with others leading initiatives to benefit the community. Who: The customers of the Police Department are Redmond residents, the business community as well as individuals who come to recreate or visit the City. Additional customers are surrounding jurisdictions and the City of Redmond staff. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: The Police Emergency Services offer represents part of the comprehensive effort to fulfill the basic expectations of needing to feel and be safe in our community. The Patrol Division works closely with neighboring agencies, social services, private industries and the public as part of a collaborative effort in building community partnerships to develop proactive strategies to lower the crime rate and solve neighborhood problems. Teams frequently take leadership roles to address and resolve criminal incidents and nuisance complaints to improve the quality of life for the people who Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000057 Police Emergency Services 190 ---PAGE BREAK--- live, work, play and learn in our City. As part of a comprehensive approach to building a safe community, the six Patrol teams included in this offer provide timely, appropriate and effective responses to community concerns. The Traffic unit, consisting of five officers, contributes to the City’s efforts to address traffic as the top-rated concern of Redmond residents in the 2017 Community Survey. The Traffic Unit has the responsibility for responding to and investigating motor vehicle collisions to restore the flow of vehicular traffic and conducts directed enforcement in areas of the City with high collision rates or traffic complaints. The Traffic Unit works in partnership with Public Works Traffic Operations to ensure traffic engineering solutions remain part of our comprehensive Citywide traffic safety efforts. This team leads our community outreach efforts for traffic safety education to the public. Police Emergency Services Budget offers fulfilled over the last cycle have kept feelings and perceptions of safety at high levels for: • Walking alone in your neighborhood during the day (96% Safe); and • Walking alone in your neighborhood at night (81% safe) The police department is committed to maintaining or improving these ratings as well as keeping our level of customer satisfaction high. The Patrol Division's primary mission of emergency response supports the Safety priority with efforts to respond efficiently, and proactively to all hazards within the City. Patrol Officers are assigned to work a specific neighborhood enabling them to form healthy relationships with residents and the business community. While operating in this role, Officers familiarize themselves with the issues and concerns of their specific geographic area of responsibility and partner with the community to develop long-term problem-solving solutions. Officers feel empowered and encouraged to use innovation in the workplace to develop creative solutions to community issues while engaging in proactive community policing, patrol and projects. Demonstrated Efficiencies: Redmond Police Department leverages technology to enhance our services: Officers use laptops as mobile offices, with smartphones for connectivity. In 2016 we began using cloud services for our digital evidence platform eliminating the need for officers to travel to the station to log digital evidence. First started in 2015, the ongoing program of online reporting helps to provide significant efficiency and savings to the department. In 2017, for example, 677 online reports were taken by this system, resulting in a net savings of a 0.50 Full Time Equivalent (FTE) employee (1,015 hours) and cost savings of at least $27,080. Partnerships with Human Services have helped to address issues related to homelessness in the City. Partnerships with the court and with the City Prosecutor have helped to create innovative programs like community court, video court appearances, and Lean processes which have helped with the internal flow and path that cases take when they are filed. Additional efficiencies within the past budget cycle include: • Electronic trespassing forms, eliminating paper and saving 200+ hours of staff time so far • Created fillable PDF forms for all commonly used paper forms Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000057 Police Emergency Services 191 ---PAGE BREAK--- • Moved to electronic, centralized management of employee information, eliminating dozens of separately maintained documents of phone numbers, schedule information, callsigns, emergency contact info, etc. • Implemented e-signatures on case reports, eliminating the need to print/scan case reports • Simplified the qualification and weapon approval system to eliminate paper forms Above Baseline: There are no above baseline requests for this offer. Below Baseline: Possible reductions in service to this offer are detailed below. Any reduction in staff would directly impact the department’s ability to respond to calls or to meet the public safety mandates of the community. These reductions would also be taken at a time when our City is growing in complexity, density and population. 2% Scalability ($395,550) – Eliminate two Police Officer positions ($532,000). This reduces the ability to staff specialty units like Traffic. A police position cannot be reduced to a partial FTE and there are no other significant areas to cut from this budget offer. 3% Scalability ($588,824) – Include the 2% scalability above and in addition reduce small tools ($20,000) and overtime ($36,824). 5% Scalability ($984,374) – Eliminate four Police Officer Positions ($1,064,000). A reduction of this nature would essentially eliminate the Traffic Unit. Budget Changes: No changes to the baseline budget FTE Year1 FTE Year2 FTEs 62.50 62.50 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $9,000,435.24 $9,428,848.65 $18,429,283.89 Ongoing-Others $589,371.00 $608,823.00 $1,198,194.00 Total $9,589,806.24 $10,037,671.65 $19,627,477.89 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000057 Police Emergency Services 192 ---PAGE BREAK--- Police Emergency Services Offer 000057 The community is safe to live, learn, work and play Measure: Percentage of the community responding they feel safe in their neighborhood during the day Measure: Percentage of the community responding they feel safe in their neighborhood at night Crimes are reduced and/or prevented Measure: Maintain crime rates at or below the Washington State average Provide professional police services and emergency response Measure: Percentage of staff that meet or exceed 24-Hour training requirement for commissioned staff Safety is maintained and improved Measure: Maintain clearance rates higher than the Washington State average Measure: Percentage of residents satisfied with Police services So that So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of staff that meet or exceed 24-Hour training requirements 100% 100% 100% 100% 100% 100% Maintain crime rates lower than Washington State average* 56.7 55.6 58.9 50 50 50 Maintain clearance rates higher than Washington state average** 29.2% 31.5% 30.8% 32% 32% 32% Percentage of residents satisfied with Police services 85% 89% 77% 80% 80% 85% Percentage of the community responding they feel safe in their neighborhood during the day 98% 98% 96% 95% 95% 95% Percentage of the community responding they feel safe in their neighborhood at night 83% 81% 81% 85% 85% 85% * In the State of Washington, the crime rate (per 1,000 in population) for Group A offenses was 67.5. In the State of Washington, Group A offenses were cleared by arrest or exceptional means 25.7% of the time. Group A offenses include violent crime, property crime, and crimes against society 193 ---PAGE BREAK--- What: The Redmond Police Department is responsible for investigating complex persons, property and technology crimes occurring within the City. When the requirements of the investigation exceed the abilities of Patrol, specially trained staff and units are required. This offer meets those specialized needs to include the Investigations Unit, Pro-Active Detective Unit, Legal Advocate, Crime and Computer Forensics. The Division is also responsible for maintaining commitments to multi-agency and specialized assignments, such as the FBI Joint Terrorism Task Force, the Puget Sound Fraud/ID Theft Task Force, Registered Sex Offender Tracking and the Internet Crimes Against Children Task Force. Why: When severe or pervasive crimes affect our community, the Police Department relies upon the Investigations Division, comprised of detectives and specialized professional staff to conduct advanced criminal investigations. The unique skillsets of detectives, crime advocates and forensic investigators allow for further criminal prosecutions, while supporting victims and increasing both case solvability rates and closure rates. These units work with the public outreach arms of the City and Police Department to engage the community in crime reduction efforts contributing to the overall safety of Redmond. The Police department trains staff to conduct complex criminal investigations and analysis so that we can provide these services to address the severe and pervasive crimes occurring in and around our community. Overall, the Investigations Units provide an efficient and effective response to complex community issues, promotes advocacy and support for crime victims, conducts advanced investigations of criminal incidents and provides information that allows the community to both feel and be safe. Who: The customers of the Police Department are Redmond residents, the business community as well as individuals who come to recreate or visit the City. Additional customers are regional police agency partners, the City of Redmond Prosecutor's Office and the King County Prosecutor's Office. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: Complex Investigations contributes to the overall public safety mission through providing specialized investigative and analytical services to the police department. The logic model for Complex Investigations offer is most strongly linked to safety results in the City by allowing specialized investigators to focus on improving case clearance rates for Part I (violent) and Part II (property or non-violent) type crimes providing a positive influence on feelings of safety within the City. Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000060 Police Complex Investigations 194 ---PAGE BREAK--- Within the Investigations Division, detectives and the victim legal advocate, ensure ongoing contact with domestic violence victims to assist them through the court process and advocate for their safety, identify safe housing and ensure independence by interrupting the cycle of violence. The team works to prevent future crimes, develop partnerships with other agencies and educate victims and their families about domestic violence prevention techniques. The Pro-Active Detective Unit (ProAct) is a group of undercover detectives dedicated to targeting ongoing community problems through the relentless pursuit of career criminals. Imbedded within this team is a plainclothes detective assigned to drug-related investigations focused on the opioid and fentanyl epidemic. The team focuses on regional initiatives related to property crimes and coordinates efforts with other agencies including neighboring police agencies, prosecutors and crime to proactively approach solving crimes and obtaining extended sentences for repeat and multi-jurisdictional offenders. The ProAct Unit works with regional partners to locate and apprehend serial criminals/recidivists who are responsible for high-impact criminal acts. This type of criminal behavior necessitates comprehensive investigations that bundle multiple offenses into one prosecution package resulting in increased sentencing for offenders and a safer community. Three Crime work closely with all department units to identify criminal patterns and more effectively address community problems. Crime provide reporting mechanisms, information for crime mapping and assist in generating case leads. A Computer Forensic Investigator ensures that information and evidence can be identified and retrieved from computer and data storage devices. The baseline offer for Complex Investigations allows the Police Department to continue to meet its mission of investigating and analyzing complex or pervasive crimes in our community. (Comprehensive) Demonstrated Efficiencies: A recent efficiency was launched in November 2017 with the ATTACKWA.org site, an online regional information sharing site that helps police agencies across Washington State help reduce auto theft. Above Baseline: ProAct Overtime ($15,000 ongoing) – An analysis of budget lines for this offer reveals the need to right-size an overtime line for police ProAct. Currently the ProAct budget is $40,000 biannually. For comparison, a similarly sized unit also included in this offer is Detectives, which is budgeted at $100,000 biennially. Over the past two budget cycles this fund is significantly over-expended and must grow to meet the operational needs of the department. The Police Department would like to begin scaling the ProAct overtime budget up to right size the budget for the unit. Our analysis reveals the baseline ProAct budget is underfunded (if available scale up $60k biennially for a total of $100k to match similarly sized units). Allocating additional overtime funds will assist the Police Department in improving the case clearance rates for Part I (violent) and Part II (property and non-violent) type crimes providing a positive influence on feelings of safety within the City. Below Baseline: If reductions are taken to this budget the department first suggests reducing the amount of overtime specified for Detectives, along with scaling down the full time equivalent employees (FTE) dedicated to Crime Analysis for regional auto-theft. We would advocate against scaling down in these offers due to the inherent needs of the community to have complex crimes Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000060 Police Complex Investigations 195 ---PAGE BREAK--- investigated, analyzed and cleared in a timely manner. Regionally, auto theft is on the rise and a reduction in this area would not be in the best interest of the community. 2% Scalability ($117,035) – At 2% scalability, the department would be forced to reduce the auto theft crime analyst to a half time employee ($107,254) and reduce the amount of overtime ($9,781) available to follow up on cases. 3% Scalability ($175,553) – At 3% scalability, the department would be forced to reduce the auto theft crime analyst at a time when auto theft is on the rise ($171,608), as well as reducing available overtime ($3,945) to work case investigation and completion. 5% Scalability ($292,588) – At 5% scalability, the department would be forced to reduce the number of detectives assigned to the Complex Investigations unit ($286,703), as well as reducing available overtime ($5,885) to work case investigation and completion. Budget Changes: No changes to the baseline budget FTE Year1 FTE Year2 FTEs 19.17 19.17 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $2,816,563.47 $2,924,261.93 $5,740,825.40 Ongoing-Others $54,177.00 $56,749.00 $110,926.00 Total $2,870,740.47 $2,981,010.93 $5,851,751.40 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000060 Police Complex Investigations 196 ---PAGE BREAK--- The community has the ability to quickly respond and recover from any crime Measure: Percentage of the community responding they feel safe in their neighborhood during the day Measure: Percentage of the community responding they feel safe in their neighborhood at night Professional and technical investigative services are provided Measure: Number of investigations conducted (ratio of case load to investigator) Train and equip staff to conduct complex criminal investigations Measure: Percentage of staff that meet or exceed the training matrix for specialty assignments Severe and pervasive complex crimes are solved Measure: Maintain clearance rates of Group A crimes higher than Washington State average Measure: Percentage of residents with satisfaction for Police services So that So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of staff that meet or exceed the training matrix for specialty assignments NEW NEW NEW 90% 95% 95% Number of investigations conducted (ratio: case load to investigator) NEW NEW 17:1 15:1 12:1 12:1 Maintain clearance rates of Group A crimes higher than Washington state average* 29.2% 31.5% 30.8% 32% 32% 32% Percentage of residents satisfied with Police services 85% 89% 77% 80% 80% 85% Percentage of the community responding they feel safe in their neighborhood during the day 98% 98% 96% 95% 95% 95% Percentage of the community responding they feel safe in their neighborhood at night 83% 81% 81% 85% 85% 85% * In the State of Washington, Group A offenses were cleared by arrest or exceptional means 25.7% of the time. Group A offenses include violent crime, property crime, and crimes against society Police Complex Investigations Offer 000060 197 ---PAGE BREAK--- What: New Construction Inspection requires highly trained, certified and professional code enforcement, building, fire and construction inspectors. These inspectors are responsible for ensuring life safety, public health and infrastructure and environmental protection through the enforcement of a wide variety of codes and standards including the International Building and Fire Codes, the Washington Administrative Code, Redmond Municipal Code, local and national design standards along with other state and federal codes. Why: The community has an expectation that all infrastructures meet building, construction and fire codes to ensure a basic level of safety. To meet that expectation, inspectors ensure local, county, state and federal codes are followed, public and life safety measures are enforced and thorough code enforcement investigations are completed. Inspection staff provides excellent customer service by performing timely inspections and proactive code enforcement actions. Inspectors have improved the inspection process in areas such as documentation, accurate reporting and clear communication of customer requirements. This has resulted in increased first inspection compliance thereby reducing the need for costly field revisions. By ensuring that private, public and infrastructure improvements meet life safety, accessibility, operational and maintenance standards, new construction inspection accomplishes three primary goals: • Maximizing safety in the built environment for all residents, workers and visitors to the City of Redmond. • Preserving the economic value of the structure, the surrounding neighborhood and the City. • Maintaining an outstanding Washington Surveying and Rating Bureau score of 2 on a scale of 1 to 10, with 1 being the highest rating. This has resulted in a reduction of insurance premiums for the residents of Redmond. Who: The primary customers are residents, employees, employers and visitors who utilize the infrastructure and buildings within the City of Redmond. In addition, new construction inspection forms a critical partnership with developers, engineers, architects, designers, contractors, businesses and property owners to accomplish both the goals of the development community and the City of Redmond’s goal of creating a safe community. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: In 2017, staff performed a total of 35,962 building, plumbing, mechanical, electrical, fire, sewer, water, storm water and transportation infrastructure inspections and responded to 986 code enforcement cases. This is a decrease from 2016 primarily due to process improvements which Budgeting by Priorities Budget offer Safety Department Name: PLANNING Id: 000046 New Construction Inspections 198 ---PAGE BREAK--- streamlined the inspections needed. However, the trend from single-family homes to multi-family buildings has increased the size and complexity of the buildings constructed (the shift from single- family to multi-family). Correspondingly, the time required to complete the required inspections has increased substantially. Redmond continues to be a desirable place for people to live and work and we anticipate that the demand for building, construction and fire inspections will remain high. The number of inspection requests that new construction inspectors accommodates within 24 hours remains at an impressive rate of 98% through the implementation of several process improvements that have increased inspector efficiency, allowing inspection services to provide a Managed level of service. However, the amount of time an inspector must devote to each inspection continues to increase to properly inspect the larger, more complex projects and to lower the risk of missing a life safety item. In addition, new requirements for inspection of Low Impact Development (LID) are adding to the workload and development continues to occur at a strong pace. Based on these trends, the level of service is at risk of dropping from Managed to Reactive. Demonstrated Efficiencies: Several process improvements have streamlined required documentation, accurate reporting and clear communication of customer requirements. This has resulted in increased first inspection compliance thereby reducing the need for costly field revisions. Above Baseline: The New Construction Inspection group proposes the following request to maintain a Managed level of service. • Tough Books and related software ($100,000 one-time) – Request would allow the building and construction inspectors to consolidate their existing technology and replace it with 20 Tough Books and related inspection software. Efficiencies would be gained by providing a single software package to the inspectors that could be used both in the field and in the office. Cost savings would be achieved by the elimination of standard desktop computers, paper code books, iPads and IG software. It will allow the building inspectors to achieve a Managed level of service for implementation of Low Impact Development (LID), a requirement for compliance with the City’s coverage under the Department of Ecology Stormwater Permit and performance targets for privately constructed projects. • Legal Services ($44,000 ongoing) – Due to the increased complexity of projects and more public comments to respond to, the need for legal services has increased. • Tuition ($24,000 ongoing) – To provide training for certification and licenses for staff, training/travel has been increased. Below Baseline: Only 0.7% of the budget ($63,521) is non-full time equivalent (FTE) employee related discretionary spending, scaling for 3% and 5% would necessarily result in the reduction of FTEs. Reducing FTEs would result in developers, businesses and homeowners experiencing delays which impact their construction timelines and costs. Each day of delay results in an estimated loss of $3,000 for new residential development and $12,000 to $15,000 for commercial development. This can result in developers missing their desired construction seasons and the postponement of projects for an additional year. Additionally, City compliance with the state requirements for implementation of Low Impact Development may be impacted. 2% Scalability ($153,253) – This reduction would be achieved by reducing one full time building Budgeting by Priorities Budget offer Safety Department Name: PLANNING Id: 000046 New Construction Inspections 199 ---PAGE BREAK--- inspector to 0.40 FTE. This would have a negative impact on our ability to meet our inspection request timelines and would keep us operating in a Reactive level. The reduced staffing levels would make it difficult to maintain inspection request turnaround times forcing inspectors to conduct more rapid inspections than our established level of service. This also has the potential to put quality and ultimately community safety, at risk. Less time to devote to inspections would compromise customer service and limit our ability to plan and implement process improvements that could increase our efficiency and better serve the customer. Lastly, supervisors would likely need to conduct field inspections rather than managing their employees. (Reactive) 3% Scalability ($266,706) – This reduction would be achieved by eliminating one full time building inspector. This will further exacerbate the effect of longer turnaround times for inspection requests. The City would fall short more than 28% of the time to provide inspection requests within 24 hours and additional time delays and costs would be passed on to customers, developers, contractors and ultimately owners of new commercial and residential buildings. (Reactive) 5% Scalability ($419,959) – This reduction would be achieved by eliminating a full time building inspector ($266,706), reducing one full time construction inspector 0.40 FTE ($63,287) and eliminating the 0.50 FTE Fire Administrative Assistant ($89,966). These two additional reductions would spread the administrative workload to building inspectors, construction inspectors and deputy fire marshals decreasing their overall efficiency by reducing their time in the field. (Reactive) Budget Changes: • Funded ongoing training and travel ($24,000) FTE Year1 FTE Year2 FTEs 25.75 25.75 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $3,520,037.94 $3,652,870.91 $7,172,908.85 Ongoing-Others $203,756.79 $204,202.29 $407,959.08 One-Time-Sal/Ben $0.00 $0.00 $0.00 Total $3,723,794.73 $3,857,073.20 $7,580,867.93 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: PLANNING Id: 000046 New Construction Inspections 200 ---PAGE BREAK--- New Construction Inspections Offer 000046 The City has safe buildings and infrastructure for the community to live, work and play Measure: Building code effectiveness grading schedule International Codes, the Redmond Municipal Code and state-mandated requirements are satisfied Measure: Percentage of code compliance achieved at time of first inspection Respond to customers with requested inspections or code violations Measure: Percentage of inspections completed within performance timelines Measure: Percentage of code violations resolved Redmond has permitted projects completed safely, economically and on time Measure: Percentage of permits issued that require field inspection revisions So that So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of inspections completed within performance timelines 70% 90% 99% 98% 90% 90% Percentage of code violations resolved* N/A 100% 100% 98% 98% 98% Percentage of code compliance at time of first inspection* N/A 90% 82% 90% 90% 90% Percentage of permits issued that require field inspection revisions 20% 20% 20% Building code effectiveness grading schedule 2 2 2 2 2 2 *New performance measure added as of 2016 201 ---PAGE BREAK--- What: The Criminal Justice Services offer provides jail beds and related services, prosecutorial services and public defender services (including screening services and language interpreter services). Jail beds, public defense and defense-related contracts are primarily third-party contracts that do not employ Redmond staff or facilities. Criminal prosecution is provided by in-house staff. Why: Services in this offer provide a safe environment through code and law enforcement and ensure public safety information and resources are widely accessible. We collaborate with local and regional agencies to share resources. Funding this offer ensures the City meets its legal requirements of timely and cost-effective prosecution and public defense. The offer provides appropriate detention facilities and services for offenders. Who: The Criminal Justice Services offer serves the residents of the community and victims of crime. The offer serves individuals accused of crimes and traffic violations committed in the City. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: Funding this offer at a baseline level provides for the continuation of prosecutorial services, public defense, jail beds and related services. State Law stipulates that each city be responsible for the prosecution and incarceration of those associated with misdemeanor and gross misdemeanor offenses committed by adults in its respective jurisdiction. The Prosecutor's primary function is to review reports submitted by the Police Department detailing criminal and traffic violations, make charging decisions and then represent the City and its residents in court on all City matters. Public defender services are provided to efficiently meet the constitutional and statutory requirements for effective representation by public defense counsel in criminal cases. The Police Department must provide transportation and housing (jail beds and related services) for prisoners who are incarcerated resulting from City cases. The Prosecutor's office consists of 5 employees: 2.50 Full Time equivalent (FTE) prosecutors, 1.00 FTE legal assistant, and 0.75 FTE paralegal. Statistics furnished by King County District Court for 2017 show that the City filed a total of 6,614 cases (criminal, traffic infractions, and parking violations). Court projections for 2018 indicate a significant increase (about 17%) in total filings to 7,716. (Managed) Public Defense (Managed) includes negotiated contracts for retention of counsel to provide public defense services; the provision of a defense screener to determine eligibility for public defense; conflict defense when required; and language interpretation services. The baseline offer ensures Budgeting by Priorities Budget offer Safety Department Name: EXECUTIVE Id: 000179 Criminal Justice Services 202 ---PAGE BREAK--- compliance with all federal and state standards for public defense services and is based upon a variable caseload and other requirements as needed to provide all services when necessary. Jail Beds (Managed): The baseline offer includes funding for intergovernmental professional services for jail beds and related services (Issaquah Jail, King County Jail, and South Correctional Entity - SCORE). Contracts are negotiated with jail facilities based on the historical needs of the City. The City, along with King County District Court, have instituted a Video Court program for first appearances. The above partners in concert with the King County Library System have created a Community Court at the Redmond Public Library. Community Court is a pilot "problem-solving" court aimed at helping low-risk misdemeanor offenders access needed social and health services as an alternative to punishment and thus removing them from the traditional court system. Demonstrated Efficiencies: Lean efforts took place in 2016-2017 with the Prosecutor and Police department engaging in a process to analyze workflow and staffing. Among the results of the Lean process was the establishment of a 0.50 FTE prosecutor position and redistribution of some work formerly done by the Police Department to the Prosecutor's office. Efficiencies gained have improved the overall function of the police to prosecution workflow. Above Baseline: • Increase Paralegal FTE ($44,546 ongoing, $700 one-time) – Upgrading the paralegal's position from 30 hours per week to 35 hours per week ($39,646) will allow the Prosecutor's office to meet the increased administrative workload required to establish several new procedures which were recommended by a Lean process, convert to an integrated file management system and to support the initial effort required in the creation of the Community Court. • Case Management System ($50,000 one-time, $2,000 ongoing) – This system allows the Prosecutor to move from a paper file system to an integrated file management system which data can be pulled from the police records management system. This substantially increases efficiency as well as accuracy in preparation of court case files. • Small Tools ($700 one-time) – A computer projector is needed for courtroom use. The court does not have a projector the prosecutor’s office can use. • Travel ($1,500 ongoing) – To allow staff to travel to out of town legal seminars. • Tuition ($1,000 ongoing) – To support new staff. Below Baseline: The prosecutor’s office is staffed at a level resulting from work done in the 2016 Lean process. A reduction in budget will decrease resources needed for staff to timely file and present cases in court and provide legal support to police officers. The Police department has a limited ability to control jail costs. While discretionary booking decisions can be made, ultimately a judge decides who is committed to jail. A reduction will result in the police department needing to either maintain a Police Officer vacancy or shift costs for needed tools and equipment to pay for the obligated cost of jail bed space. This will cause negative impacts to the police operating budget and/or service delivery 2% Scalability ($77,777) – This reduction would require cutting prosecutor operating costs to a minimum and reducing staff salaries and benefits. At this level, the resources needed for legal research and training would be significantly reduced. Any jail cost reductions will affect police staffing Budgeting by Priorities Budget offer Safety Department Name: EXECUTIVE Id: 000179 Criminal Justice Services 203 ---PAGE BREAK--- and negatively impact level of service in specialty units. 3% Scalability ($116,666) – Additional staff cuts would result in a further reduction of hours worked by the legal assistant and/or paralegal. Any jail cost reductions will affect police staffing and negatively impact level of service in specialty units. 5% Scalability ($194,444) – The 0.50 FTE prosecutor position (the need for which was established through the Lean process) will be eliminated. This reduction will negate the progress made through Lean efficiencies and negatively impact the quality of service. Any jail cost reductions will affect police staffing and negatively impact level of service in specialty units. Budget Changes: • Funded one-time Case Management System ($20,000) and ongoing maintenance ($2,000) • Funded one-time purchase of a computer projector ($700) • Funded ongoing travel and tuition ($2,500) FTE Year1 FTE Year2 FTEs 4.25 4.25 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $590,654.37 $613,285.89 $1,203,940.26 Ongoing-Others $1,309,213.00 $1,323,213.00 $2,632,426.00 One-Time-Others $20,700.00 $0.00 $20,700.00 Total $1,920,567.37 $1,936,498.89 $3,857,066.26 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: EXECUTIVE Id: 000179 Criminal Justice Services 204 ---PAGE BREAK--- Criminal Justice Services Offer 000179 The community is safe to live, learn, work and play Measure: Percentage of community responding they feel safe in their neighborhoods during the day and night Residents receive effective criminal justice services Measure: Percentage of hearings involving City cases attended by a prosecutor Measure: Number of criminal cases per prosecutor Provide appropriate enforcement of criminal and civil law Measures: Incident based (IBR) crime rate per 1,000 residents Measure: Case clearance rate Lawful outcomes are achieved that protect resident rights and adjudicate cases Measure: Percentage of cases assigned for public defense that received public defense Measure: Percentage of defendants in need of language interpretation that were provided services So that So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Incident based (IBR) crime rate per 1,000 residents 57 56 58.8 50 50 50 Case clearance rate 29.2% 31.5% 30.8% 32% 32% 32% Percentage of hearings involving City cases attended by a prosecutor 98% 98% 98% 100% 100% 100% Number of criminal cases per prosecutor 406 415 445 400 400 400 Percentage of cases assigned for public defense that received public defense 100% 100% 100% 100% 100% 100% Percentage of defendants in need of language interpretation that were provided services 100% 100% 100% 100% 100% 100% Percentage of community responding they feel safe in their neighborhoods during the day 98% 98% 96% 95% 95% 95% Percentage of community responding they feel safe in their neighborhoods at night 83% 81% 81% 85% 85% 85% 205 ---PAGE BREAK--- What: The Redmond Fire Department provides timely, appropriate and effective emergency response to all hazards to fulfill the community’s basic safety expectations. Our mission is to protect and preserve life and property through education, prevention, disaster preparedness and rapid emergency response within our 45-square-mile service area, which includes Redmond and adjacent King County Fire District 34. Why: Providing for the safety of its community is a primary mission of local government. It is the Fire Departments responsibility to prevent, mitigate, respond to and assist the community in recovering from emergencies. Returning the community to a state of normalcy is the goal after any emergency. Who: The Redmond Fire Department serves the Redmond community at large, which includes King County Fire District 34. Additionally, Redmond is the regional provider of advanced life support (ALS) services in northeast King County, providing paramedic services to the communities of Redmond, Kirkland, Woodinville, King County Fire District 34, Duvall, and parts of Sammamish and Carnation. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: Given the nature of fire department operations a Proactive level of service is essential as calls for service must be responded to quickly to minimize loss of life and property. This commitment to service requires a constant state of readiness. Readiness is achieved through proactive activities such as: response pre-planning, area and building familiarization, competency- based training and fire and life safety education. The Fire Emergency Services offer requests funding to meet daily minimum staffing levels and resource requirements necessary to comply with established standards. Adequate funding ensures essential services and emergency responses are delivered in a timely and efficient manner to contribute to an overall sense of safety felt by the community. The Fire Department responds to approximately 18,000 calls annually, related to: • Fire Suppression – Fire suppression services include structural, vehicle and wildland urban interface firefighting. The Fire Department quickly responds to calls for service ensuring the right resources are on site to prevent the spread of fire, preserve property and save lives. • Emergency Medical Service – The fire department provides rapid response to calls for medical service. All firefighters are cross-trained as Emergency Medical Technicians (EMTs) and provide basic life support (BLS) services to sick or injured people. In addition, paramedics provide advanced emergency medical care for serious and life-threatening emergencies. Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000181 Fire Emergency Services 206 ---PAGE BREAK--- • Technical Rescue Response – Trained firefighters are ready to respond in extraordinary and highly dangerous rescue situations, such as: surface water rescue, confined space entrapment, motor vehicle extrication, machinery and high angle rescue. • Hazardous Materials Response – Hazardous material spills involve the release of dangerous chemicals that could cause loss of life, destruction of property, or harm to the environment. The fire department responds quickly to safely contain and mitigate hazardous materials incidents in a safe manner. This offer also includes funding for Emergency Management, which currently functions at a Proactive level of service. Emergency Management leads the community in developing useful and universally accessible readiness, response and recovery programs to minimize damage and recover quickly from all disasters. Operations include: • Citizen Emergency Response Teams (CERT) and Redmond Ready – Both programs work to educate the community in basic disaster preparedness and response. • National Incident Management Systems (NIMS) Training – Provide NIMS training for city staff and emergency volunteers. NIMS is the foundation of the National Preparedness System used for emergency response. • Emergency Coordination Center (ECC) Operations – Activation of the ECC to provide citywide coordination and communication in response to an incident, emergency or large-scale disaster; this includes the coordination of all City resources (equipment & personnel). In addition, training exercises are conducted throughout the year to prepare for emergencies. • Development of Incident Action Plans (IAP) for planned and unplanned events. The IAP formally documents incident goals, operational period objectives and the response strategy. • Comprehensive emergency management planning to meet state and federal mandates. Demonstrated Efficiencies: The Redmond Fire Department is actively seeking opportunities to improve services and cut costs. Examples of recent efforts include: • Mobile Integrated Health Program (MIHP) – MIHP works to connect the community with resources that will support them long-term, thus reducing medic responses to non-emergency 911 medical calls and improving patient treatment plans. Reduced calls allow crews to stay in their designated response areas to enable rapid response and reduce fuel usage. • Skype meetings – When permitted, offsite meetings are conducted via Skype. The ability to attend meetings remotely has improved departmental communication and enabled crews to remain in their designated response areas which enables rapid response and reduces fuel usage. • Automatic Alarm Program – The City implemented alarm response protocol which requires verification of duress once an alarm is activated. Protocol has encouraged the proactive repair or replacement of alarm systems. In addition, false alarm calls for service have declined, allowing crews to stay in their designated response areas to enable rapid response and decrease fuel usage. • Anti-Idle Technology – Technology was added to apparatuses that reduces fossil fuel emissions and curbs fuel usage by allowing the apparatus to be turned off at the emergency scene while a smaller motor enables all the pertinent equipment to continue to operate. • WebEOC – Implemented WebEOC, a program utilized by county, state, federal and volunteer Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000181 Fire Emergency Services 207 ---PAGE BREAK--- agencies to track disaster incident response operations. The program provides a common operating system which allows all partners to communicate and track response operations. Above Baseline: To remain Proactive, a needs assessment was conducted to ensure compliance with State codes and the National Fire Protection Association (NFPA) safety regulations and guidelines. Additional funding is needed to accomplish compliance ($116,000 ongoing), funding will allow for documented annual testing, maintenance and certification of self-contained breathing apparatus [SCBA] equipment and ongoing repair and replacement of small tools. In addition, funding ($98,800 ongoing) is needed for the expansion of Emergency Management core functions which include: City staff training, Redmond Ready, Active Shooter Reunification, CERT, Medical Reserve Corps, Amateur Radio Emergency Services (ARES), Comprehensive Emergency Management Plan, Title 6 compliance and updating Redmond ECC training and equipment. Below Baseline: 2% Scalability ($1,080,624) – A 2% reduction would necessitate reducing line staff by 4.50 firefighters ($1.1 million). Impacts of these reductions would place an Aid Unit out of service approximately two thirds of the time. Such a reduction will generate an increase in response times and increase Redmond’s dependency on surrounding fire departments. This change would have a significant impact on our ability to deliver emergency services within the established standards in Redmond. An increase in response times will reduce compliance with Fire Department standards, resulting in the possibility of increased fire damage and negative outcomes for emergency medical patients. 3% Scalability ($1,620,936) – In addition to the 2% reductions described above, eliminating two Lieutenants ($550,000) would achieve a 3% reduction. Reductions would result in placing an emergency response unit out of service and elimination of the Training Lieutenant position, which is critical to conducting departmental and recruit training. With these reductions minimum daily staffing requirements would not be met. 5% Scalability ($2,701,560) – Reaching this level of reduction would require reducing line staffing by an additional 4.50 firefighters ($1.1 million). Impacts of these reductions are in addition to the reductions at 3% scalability. Daily minimum staffing would decrease by two positions, eliminating one aid unit from service. Reducing our response capacity to this degree will negatively impact unit reliability, response times, patient survivability and impact our ability to confine fires to their room of origin. Budget Changes: • Funded ongoing self-contained breathing apparatus equipment ($50,881) • Funded ongoing repair and replacement of small tools ($14,853) • Funded one-time emergency management services covered by federal grant funds ($88,400) Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000181 Fire Emergency Services 208 ---PAGE BREAK--- FTE Year1 FTE Year2 FTEs 139.00 139.00 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $23,973,293.11 $25,253,854.89 $49,227,148.00 Ongoing-Others $2,392,511.00 $2,477,274.00 $4,869,785.00 One-Time-Sal/Ben $850.00 $850.00 $1,700.00 One-Time-Others $43,350.00 $43,350.00 $86,700.00 Total $26,410,004.11 $27,775,328.89 $54,185,333.00 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000181 Fire Emergency Services 209 ---PAGE BREAK--- Fire Emergency Services Offer 000181 So that So that Loss of life and property is minimized Measure: Cardiac arrest survival rate for Redmond Measure: Percentage of fire incidents where property damage is contained to room of origin Calls for service are quickly responded to by properly trained and equipped staff within the stations response area All units are staffed with the appropriate personnel and equipment Measure: Percentage of time that the daily minimum staffing requirement is met Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of time that the daily minimum staffing requirement is met 100% 100% 100% 100% 100% 100% Percentage of time stations respond to emergency calls within their service area 82% 80% 79% 90% 90% 90% Cardiac arrest survival rate for Redmond 53% 50% 64% 60% 60% 60% Percentage of fire incidents where property damage is contained to room of origin 89% 64% 92% 70% 70% 70% Urban area fire suppression or EMS calls that are responded to within response time standard* 85% 83% 83% 90% 90% 90% Suburban area fire suppression or EMS calls that are responded to within response time standard* 96% 95% 94% 90% 90% 90% Rural area fire suppression or EMS calls that are responded to within response time standard* 96% 95% 93% 90% 90% 90% * Established response times are different for fire suppression and advanced life support (ALS) services; response times also vary depending on the area - Urban, Suburban or Rural. Urban area established response times are within 7.5 minutes for suppression and within 7.0 minutes for ALS calls, Suburban 9.5/9.0, Rural 11.5/11.0. So that The community has the ability to quickly respond and recover from any emergency Measure: Fire suppression and Emergency Medical Service (EMS) response times from when crews are dispatched to when they arrive on scene Measure: Percentage of time stations respond to calls for service within their service area 210 ---PAGE BREAK--- What: The Support Services function of the department provides logistics and services to commissioned staff from initial 911 call response to case filing. Support services is an integral part of a comprehensive law enforcement services model. Included in this offer are the Communications Unit (911 Center), Records Unit, Property & Evidence, Recruiting & Training, and Technical Systems Support to include the Eastside Public Safety Communication Agency (EPSCA). This offer contributes to the city’s ability to quickly respond and recover from emergencies. Why: Beginning with the hiring process, the Police Department recruits, hires and trains a highly qualified and diverse staff to provide a full complement of professional police services. Teams and personnel associated with this offer help the department meet internal and external customer service expectations. The support functions of the department serve to supplement commissioned staff efforts and provide a cost-effective method for addressing support needs for the department. Through teamwork, commissioned and non-commissioned staff offer quality, comprehensive outcomes to customers of the police department. The support functions of the police department contribute to providing comprehensive public safety services, allowing the department to provide timely response by well-equipped and trained safety personnel, and meet the needs of the community to both be safe and feel safe. Who: The customers of the Police Department are Redmond residents, the business community as well as individuals who come to recreate or visit the City. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: The baseline request will provide the department with the resources to meet our public safety mission, providing a comprehensive level of service. • Communications Unit (911 Center): The Communications Unit answers all 911 calls and non- emergency calls within the City of Redmond. The 911 Center coordinates all communication with Officers responding to requests for service within the City. Dispatchers are responsible for entering and verifying all arrest warrants and protection orders. The 911 Center is also the 24/7 answering service for all on-call services within the City of Redmond, including Parks and Public Works callouts. In addition, the City of Duvall Police Department contracts with Redmond’s 911 Center to provide dispatch services to their residents. • Records and Property & Evidence Unit: This unit maintains responsibility for data entry, case reports generated by the Police Department, and management of physical and digital property Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000061 Police Support Services 211 ---PAGE BREAK--- storage for the department. The Evidence room is one of the highest liability sections for the Police Department due to the content. The Records Unit provides required crime data (National Incident-Based Reporting statistics - NIBRs) to the Washington Association of Sheriffs and Police Chiefs. Timely entry of case reports is critical to ensuring that the Prosecutor's office can efficiently file and issue case determinations. State law requires the Police Department to respond to public records requests within five business days of receipt. • Recruiting and Training Unit: Provides for responsible hiring of all Police employees which is governed by mandatory civil service rules. The hiring of police personnel is a process that requires a thorough background investigation followed by polygraph, and medical testing. The ability to swiftly recruit and hire the highest quality candidates has a direct impact on the operations of the Police Department. The Training Unit is responsible for arranging the preparation of all employees to meet state requirements, continuing leadership and development training. Washington State mandates a minimum of 24-hours of ongoing training annually for every commissioned Police Officer and Emergency Communications Specialists. • EPSCA is a separate legal non-profit organization created by interlocal agreement to own, operate and manage the 800 Mhz public safety communications system. This is the mobile and portable radios operated by Police, Fire and EMS. All costs associated with EPSCA are completely reimbursed and therefore have no impact on the City of Redmond budget. Demonstrated Efficiencies: A 2017 lean process resulted in transitioning to a shared digital platform with the Police Department and City Prosecutor, streamlining the workflow and improving service. Additional efficiencies in this area included: • Converted training and personnel records to electronic • Implemented an electronic training delivery and tracking system • Moved to an electronic accreditation process, with centralized and standardized policy deployment and approval • Created an electronic onboarding and civil service tracking process • Implemented a standardized training process for Records with electronic reporting Above Baseline: The police department has identified several areas that need additional funding in the 2019-2020 budget cycle to meet the needs of the organization and achieve our public safety mission. • Office Supplies ($20,000 ongoing) – To meet department needs. Meeting these office supply needs helps the department continue to provide professional reports and other business products to support the requirements for the City of Redmond. • Advertising ($1,000 Ongoing) – Request an increase in advertising to fill vacant positions and support ongoing efforts to recruit and hire quality professional staff. • Technology Maintenance Costs ($88,000 ongoing) – This request funds increased technology costs to maintain current systems (Computer Aided Dispatch, Security access software, training and compliance management software and a shift in fleet costs for non-supported specialty vehicles). Meeting these technology needs helps the police department continue to provide for the safety requirements for the City of Redmond. Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000061 Police Support Services 212 ---PAGE BREAK--- • Support Services Specialist 0.50 FTE (budget neutral) – Increasing a 0.50 full time equivalent (FTE) employee, combined with the elimination of supplemental salary funding to create a full time records position. This position has been funded at a 0.50 FTE, but has been working close to a full time schedule based on the workload requirements for the unit. Funding this 0.50 FTE helps meet work unit objectives and public expectations for service such as pistol transfers, Concealed Pistol Licenses, records filing, fingerprinting and other core records services. Below Baseline: Reducing this offer to below baseline results in service level reductions as noted below. Reducing Dispatch overtime would likely require contractual negotiations for staff schedules. Eliminating one, or both Police Admins would leave the department underserved in the administrative capacity. This would cause some duties to shift to commissioned staff and other functions to be eliminated entirely. Shifting administrative duties to commissioned staff impacts their ability to perform other, more vital public safety responsibilities. 2% Scalability ($209,312) • Reduce Dispatch overtime ($100,000 ongoing). Reducing Dispatch overtime would likely require contractual negotiations for staff schedules. • Reduce operating supplies ($30,000) • Reduce professional services ($19,312) • Reduce legal services ($60,000) dependent on the approval of a scale up for a Public Records Management Specialist. 3% Scalability ($313,969) • Eliminate Police Admin Assistant ($164,000): Eliminating an Admin would cause some administrative duties to shift to commissioned staff. Shifting administrative duties to commissioned staff would impact their ability to public safety responsibilities. • Reduce operating supplies ($27,969) • Reduce professional services ($22,000) • Reduce legal services ($60,000) dependent on the approval of a scale up for a Public Records Management Specialist. 5% Scalability ($523,281) • Eliminate Police Admin Assistant ($164,000): Eliminating an Admin would cause some administrative duties to shift to commissioned staff. Shifting administrative duties to commissioned staff would impact their availability to perform public safety responsibilities. • Eliminate Police Admin Specialist ($176,000): Eliminating both Police Admins would cause additional administrative duties to shift to commissioned staff and other functions to be eliminated entirely. Shifting administrative duties to commissioned staff impacts their availability to perform other, more vital public safety responsibilities. • Reduce Dispatch overtime ($44,000) • Reduce operating supplies ($50,000) • Reduce professional services ($29,281) • Reduce legal services ($60,000) dependent on the approval of a scale up for a Public Records Management Specialist. Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000061 Police Support Services 213 ---PAGE BREAK--- Budget Changes: • Funded ongoing technology maintenance costs ($88,000) • Funded ongoing 0.50 Police Support Service Specialist FTE through the conversion of supplemental position funding (budget neutral) FTE Year1 FTE Year2 FTEs 37.25 37.25 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $4,102,884.97 $4,250,975.26 $8,353,860.23 Ongoing-Others $1,143,408.75 $1,152,241.48 $2,295,650.23 Total $5,246,293.72 $5,403,216.74 $10,649,510.46 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: POLICE Id: 000061 Police Support Services 214 ---PAGE BREAK--- Police Support Services Offer 000061 The City provide access to public safety for all Measure: Percentage of the community responding they feel safe in their neighborhood during the day Measure: Percentage of the community responding they feel safe in their neighborhood at night We provide professional police services Measure: Average number of seconds to answer 911 calls Measure: Percentage of public records requests completed within five days We recruit, hire and train highly-qualified and diverse staff Measure: Percentage of positions that are vacant Measure: Average wait time of employees to attend the Basic Law Enforcement Academy Meet internal and external customer service expectations Measure: Percentage of residents satisfied with police services So that So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of positions that are vacant 11% 11% 10% 9% 9% 7% Average wait time of employees to attend the Basic Law Enforcement Academy N/A N/A N/A 6 Mo+ <2 Mo. <2 Mo. Average number of seconds to answer 911 calls 5.32 sec 4.99 sec 4.85 sec <10 Secs <10 Secs <10 Secs Percentage of public records requests completed within five days 92% 89% 87% 90% 90% 90% Percentage of residents satisfied with police services 85% 89% 77% 80% 80% 85% Percentage of the community responding they feel safe in their neighborhood during the day 98% 98% 96% 95% 95% 95% Percentage of the community responding they feel safe in their neighborhood at night 83% 81% 81% 85% 85% 85% 215 ---PAGE BREAK--- What: The Fire Support Services offer encompasses administrative functions within the Fire Department. It provides leadership in all aspects of fire administration and operations including: vision, planning, customer satisfaction, budget oversight, recruitment/hiring, training and internal quality assurance. The Support Services function provides the leadership and vision necessary to effectively and efficiently manage all fire services. Support services oversees the allocation of resources and provides the cohesive strategy necessary to respond to emergencies. Why: Establishing a culture of safety and professionalism aligns department operations with best practices in service delivery. Daily monitoring and oversight by Support Services ensures all divisions are operating in alignment with the City’s Mission, Vision and Values. Who: Support Services directly serve all Fire Department personnel, City administration and the Redmond community at large. Results: Legend of Service Level Descriptions: None - Service not provided Reactive - Service issues are addressed only as they arise Managed - Use of a planned approach to meeting defined service levels Proactive - Strategic approach with focus on promoting efficient and high-quality services and programs Comprehensive - Integrated approach across multiple business lines to best achieve the City's vision and mission Baseline: Fire Support Services operates Proactively, given the need to facilitate effective and efficient operations that contribute to meeting daily service commitments and achieving a constant state of readiness. Ever changing requirements impact training, equipment, codes and compliance standards. Strategic thinking and the ability to adjust and modify operations to meet all requests for service are essential to operating effectively. Providing basic services and responding to emergencies in a timely and efficient manner, contribute to an overall sense of safety felt by residents and the community. Support Services include: • Strategic planning – Development of procedures and operations to achieve long-term goals • Ensuring compliance with Federal, State and Local training and safety standards • Managing efforts related to recruitment, hiring and retention of a diverse workforce • Fiscal management and resource acquisition • Data development and analysis – analyze service demand data, call data and response times to inform strategic planning • Employee development – Provide educational opportunities to foster employee development • Interlocal Agreement management – The Fire Department coordinates the ongoing administration and management of various interlocal agreements currently in place with outside agencies, including: Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000176 Fire Support Services 216 ---PAGE BREAK--- ◦ King County Fire District 34 (FD34) – FD34 (area in unincorporated King County just east of the City) contracts with the City of Redmond for fire and medical services. ◦ King County Emergency Medical Services (KCEMS) – The KC Medic One/EMS system is built on cross-jurisdictional partnerships supported by the KCEMS levy. KC levy funds help offset the City’s costs of providing EMS services by contributing to the cost of basic life support (BLS) service. The costs to provide advanced life support (ALS) services are fully funded by the KCEMS levy. ◦ North East King County Regional Public Safety Communication Agency (NORCOM) – NORCOM is the City’s provider for fire and emergency medical communications and dispatching services. ◦ Apparatus Maintenance Contracts – Redmond Fire has agreed to provide maintenance and repair services for Mercer Island and Bothell city-owned fire apparatus. ◦ Northeast King County Automatic Aid Agreement – Mutual aid agreements are in place with neighboring jurisdictions to ensure timely and sufficient resource deployment from the closest available resources regardless of an incident’s jurisdictional boundary. ◦ East Metro Training Group (EMTG) – The City of Redmond is part of the EMTG, a group of neighboring jurisdictions which have consolidated training efforts to standardize training programs and eliminate duplicate efforts. Demonstrating Efficiencies: The Redmond Fire Department actively seeks opportunities to improve services and cut costs. Examples of recent efforts include: • Operative IQ – Program enabled inventory control measures which streamlined inventory replacement efforts and improved medical supply ordering and resulted in reducing costs of supplies and waste across the department. • Code 3 – Program expanded the department’s ability to internally process response data and helped operations identify strategies to improve response times and identify improvements to ensure effective deployment of response resources. • In 2017-2018 the department received approval to over-hire firefighters by two. This strategy has provided staffing flexibility, resulting in an overall decrease in overtime costs. To further reduce overtime, the department will increase this over-hire by two, for a total of four beginning in 2019. Above Baseline: A significant component of the department’s support effort is Fire/EMS training to ensure a level of readiness and competency that enables a timely, appropriate and effective response to all hazards, this includes: • Training and certification of personnel in fire operations, EMS continuing education and Urban Search and Rescue ($78,000 ongoing). • Specialty Unit training and certification of personnel in hazardous materials (HazMat) mitigation, technical rescue and wildland firefighting ($380,000 ongoing). • Administrative Assistant in Apparatus Maintenance ($207,000 ongoing) – The current administrative assistant in apparatus maintenance is a limited duration position that ends in 2018. Changing this position to full time will improve division functions by removing much of the daily administrative, billing and parts inventory/order processing tasks from the division supervisor. A new fleet and fuel management software program will go live in 2019. The new Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000176 Fire Support Services 217 ---PAGE BREAK--- software program will improve operations, but will require more hands-on time from the supervisor and increase the need for administrative support. • Hiring and training ($200,000 ongoing) – Approximately fifteen new firefighters will be hired to address retirements. Funding is needed for hiring and training these new firefighters. Below Baseline: 2% Scalability ($126,400) – A reduction at the 2% level would be accomplished by eliminating all training conferences ($40,000) and a 25% cut to baseline Specialty Unit programs ($86,400). The impact of these reductions significantly affects efforts to promote organizational development and proper operation of programs such as: HazMat, Technical Rescue, Respiratory Protection and Wildland firefighting. 3% Scalability ($189,601) – A 3% reduction will require further cuts ($63,201) to Specialty Unit programs above those taken at the 2% reduction level. These reductions further impact operation of programs such as: HazMat, Technical Rescue, Respiratory Protection and Wildland firefighting. 5% Scalability ($316,001) – Cuts on this scale would necessitate reduction of a full time office support position to a 0.50 FTE. The impact of this reduction reduces the ability to address basic customer service needs such as: answering phone calls, greeting visitors, scheduling tours and issuing burn permits. Budget Changes: • Funded ongoing Specialty Unit training and certification ($104,654) • Unfunded a portion of fire facilities maintenance and operations ($55,000) FTE Year1 FTE Year2 FTEs 13.00 13.00 Expenditure summary Year 1 Year 2 Total Ongoing-Sal/Ben $2,777,293.45 $2,875,238.11 $5,652,531.56 Ongoing-Others $384,963.00 $387,209.00 $772,172.00 One-Time-Sal/Ben $0.00 $0.00 $0.00 One-Time-Others $0.00 $0.00 $0.00 Total $3,162,256.45 $3,262,447.11 $6,424,703.56 Budget Offer Summary Budgeting by Priorities Budget offer Safety Department Name: FIRE Id: 000176 Fire Support Services 218 ---PAGE BREAK--- Fire Support Services Offer 000176 Measure: Number of days lost related to workplace injuries Measure: Number of incidents resulting in damage to City owned property/equipment So that So that Performance Measure Actual Target 2015 2016 2017 2018 2019 2020 Percentage of staff attending leadership training that aligns with the City’s Mission, Vision and Values** N/A N/A N/A N/A 100% 100% Percentage of employees attending quarterly health and safety training** N/A N/A N/A N/A 100% 100% Number of days lost (hours/year) due to workplace injuries 7,608 6,600 6,672 5,610 4,768 4,053 Number of incidents resulting in damage to City owned property/equipment 30 50 96 50 30 15 Washington Survey and Rating Bureau (WSRB) Fire Protection Class grade (City/District = 3/4)* 3/4 3/4 3/4 3/4 2/3 2/3 Percentage of Redmond residents responding that they are with “satisfied” or “very satisfied” with Fire Department services** N/A N/A N/A N/A 75% 75% Operations run safely and efficiently Establish a culture of safety and professionalism through organizational development Measure: Percentage of staff attending leadership training that aligns with the City’s Mission, Vision and Values Measure: Percentage of employees attending quarterly health and safety training The whole community has access to public safety for all Measure: Percentage of Redmond residents responding that they are “satisfied” or “very satisfied” with Fire Department services Service to the community reflects established standards Measure: Washington Survey and Rating Bureau (WSRB) Fire Protection Class grade So that * This rating impacts residential and commercial insurance rates. A lower rating generally results in lower insurance premiums. Measure added as of the 2019-2020 budget 219 ---PAGE BREAK---