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A RESOLUTION OF THE CITY COUNCIL OF ARLINGTON, WASHINGTON,
&EGARDING THE CREATION OF A TEMPORARY PUBLIC SAFETY DIRECTOY�
POSITION
WHEREAS, the City has received the results of an extensive study of its police
department dated May 15, 2014 and prepared by the Matrix Consulting Group of Mountain
View, California (hereafter, the "Matrix Study"); and
'.tVHEREAS, the Matrix Study contains a lengthy list of recommendations for
improvements to the management of the police department; and
WHEREAS, the Matrix Study strongly recommends that the City consider the
appointment of a Public Safety Director on a contract basis for a one to two year period to assist
in the implementation of the Matrix Study recommendations; and
WHEREAS, the City Council wishes to implement the recommendations of the Matrix
Study for the purpose of improving the Department's efficiency, accountability and
management;
NOW, THEREFORE, THE CITY COUNCIL OF ARLINGTON, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
Section 1. The Mayor and City Administrator are hereby authorized to create and
staff a temporary contract position to be known as the "Public Safety Director", the primary
responsibilities for which shall be the
set out as set forth in the attached Exhibit "A". The position shall be for a term not to exceed
two years.
- 0, 1 rem
Wepartments of the City.
Section 3. During the term of service of the Public Safety Director, the Public Safety
Director shall h,-awelihsi—fighe. *MA�rr z --Gtj64�-&
protection and prevention officer, in compliance with all provisions of state law,
Section 4. The Public Safety Director shall provide periodic updates to the Mayor
and City Council on the implementation of the Matrix Study recommendations,
/I
APPROVED by the Mayor and City Council of the City of Arlington this'W day of
2014�
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1411 wall W.11 1114 WILI"s
Barbara Tolbert, Mayor
Kristin Imifield, City CICrk
APPROVED AS TO FORM:
stev'n J, i:iffl - torney
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CITY OF ARLINGTON JOB DESCRIPTION
Title: Public Safety Director (Interim)
FLSA: Exempt
Reports To: City Administrator
Position not to exceed 2 year term
De on
L
Under the administrative direction of the Citg Administrat ;ible for imi:sdementation
of the Matrix Study. Also responsible for the overall management of police and fire operations
and personnel including law enforcement, criminal investigations, crime prevention, fire
suppression and prevention, emergency medical services, disaster responses, community
problem solving, general community support services, and related support services; coordinates
assigned activities with other departments and outside agencies.
Individuals appointed to this classification must apply an extensive knowledge of public safety
services and apply a sound management practice to a wide variety of complex situations.
Individuals must determine and recommend policies and procedures, as well as maintain
awareness of established ordinances and other regulations which must be followed, Errors in
judgment or performance would have major impact on public safety operations and
investigations, as well as negative impact on department morale and public perception.
Responsible for supervision of department employees through delegation to assigned supervisors
and/or directly, and to recommend and implement approved decisions for all personnel actions
regarding these employees.
Participate as a member of the City Management Team to assist in planning, organizing and
implementing policies that affect the entire City,
Job Location, and Eyll#ynent tLfilh-ed
Work is normally performed in an office environment, field locations, and off site meetings.
Equipment utilized includes standard and specialized office equipment including personal
computer with word processing, database, network and specialized software, Attendance at early
morning, evening and weekend meetings is required.
Approved
KMB 6/2/14
Scope (V'Jf'orA-
Responsible for the completion of the fallowing recommendations from the Matrix Study (issued
512 712014):
Recommendations - Department Management
• Establish a process to regularly engage the community as a partner of the Department. The
initial community visioning/planning process should be conducted by mid-2014 with
meetings updates every six months thereafter. The community meetings should have an
agenda and be supported with crime analytical data portraying trends in service.
• Develop a staff committee for the establishment of a formal strategic plan that includes a
vision of what the APD should be three to five years in the future, goals for improvement,
and an action plan that defines each goal specifically, when it is to be accomplished, and who
is responsible for completing the task. The development of a new Strategic Plan should
include community input.
• Assign accountability to each manager and supervisor of attainable objectives relating to
delivery and monitoring of service to the community as well as addressing internal
Departmental improvement needs.
• Develop an annual report to the community which reports back on the progress toward
meeting established objectives and obtain their feedback on this as well as new initiatives.
• In cooperation with Human Resources, analyze the current roles of supervisors and managers
to determine if they are correctly aligned.
• In cooperation with Human Resources, develop new job descriptions for the Commanders
and review the existing job descriptions for the Sergeants.
• Utilize proper time -management methods so that decisions and the facilitation of
administrative tasks are completed in a timely manner.
• Implement a more frequent and substantive set of communication processes in the
department, including:
• Weekly meetings among the three top command staff with an agenda developed for each
meeting, meeting minutes and including a review of selected performance and service
objectives as well as key initiatives.
• Monthly meetings with supervisors, each meeting prepared and review of selected
performance and service objectives as well as key initiatives,
• Attend a shift briefing at least quarterly and use that opportunity to answer questions
from staff and discuss Department performance and initiatives.
• Develop a monthly newsletter for staff to discuss accomplishments, challenges, and
developments.
• Hold monthly labor/management meetings to discuss internal issues and opportunities to
improve the team orientation of all employees in the Department.
• Be and be seen as a "change agent".
• Develop a system of data collection so that the response to meeting goals and objectives can
be measured.
Approved
KMB 6/2/14
• Develop an internal and external performance reporting system based on these goals and
objectives.
• Create an Executive Assistant -level position to support the Department and command staff
during this period of management transition.
• Explore the interest in another department in Snohomish County in jointly funding a shared
crime analyst position to develop information on crime and service in the community as well
as the extent to which Department goals and objectives were being met.
• Develop an improved approach to public communications on behalf of the Police
Department's needs and issues, including more effective public presentations, visuals in
support of presentations and development of written staff reports.
• Develop a training schedule for all supervisors and managers that includes Leadership and
Organizational Change, Community Policing and Problem -Solving, Performance
Management and Discipline and Ethics.
• Ensure that each manager / supervisor receives a minimum of 40 hours per year on
legitimately defined management and leadership topics.
• Develop a system to prepare supervisors and managers so that they can perform their
functions successfully as well as assume the responsibilities of their supervisor when needed.
• Update the performance evaluation system to meet the Police Department's need to improve
first line supervision and management.
• Organize a two-day planning session that relates directly to developing Department goals and
objectives, facilitated by a third party. After the initial planning sessions are completed,
recurring sessions should be held annually to tie accountability to performance.
• Meet with representatives of the collective bargaining group in a formal setting (monthly or
quarterly), with frequent informal contacts.
• Retain the organizational and management staffing levels which exist in the Arlington Police
Department, but focus on the management improvement issues analyzed in this chapter to
better focus it on community and internal performance and accountability.
Recommendations — Patrol Division
• Annually review patrol staff workload for each four-hour time block to ensure that a
reasonable amount of proactive hours are available throughout the day.
• Adopt a process to enhance delivery of patrol services during the periods when "proactive
time" is available. The Patrol Commander and Sergeants should coordinate the development
of plans that identify specific tasks/projects that can be worked on or accomplished when
"proactive time" is available during a shift.
• Add one Officer position (to address normal attrition) to help maintain an actual staffing
level of 17 Officers and Sergeants.
• Continue to provide initial and ongoing training to Officers who are designated to function as
the "Officer in Charge".
Approved
KMB 6/2/14
Review the Patrol workload for a second year (using calendar year 2014 CAD data) to
determine the workload level demands and the level of Officer initiated activity; continue
annual reviews of Patrol workload.
Recommendations - Administrative and Investigative Division
• Thoroughly evaluate the increase in crime over the last four years in an attempt to learn what
led to the increase in crime and what steps can be taken to reduce crime or at least keep it
from increasing.
• Regularly review the Arlington clearance rates compared to the national average and also the
clearance rates for other regional police agencies.
• Establish a performance measure for the Investigative Unit of a specified percentage higher
than the national clearance rate for violent crimes and for property crimes.
• I
,A I I PREOMMIRIKU M W I N gy 1 1 QN11111
Approved
KMB 6/2/14
supplies; approve expenditures and implement budgetary adjustments as appropriate and
necessary.
• Oversee the acquisition and maintenance of Department equipment and vehicles; maintain
safety standards for personnel and equipment. (E)
• Research and recommend to the Mayor programs for public safety services. Contact officials
of State and Federal agencies for assistance in such programs. Prepare requests with
appropriate supporting material for various State and Federal financial assistance and
maintain appropriate intergovernmental coordination. (E)
• Provide staff assistance to the City Administrator, Mayor and City Council; prepare and
present staff reports and other necessary correspondence; attend City Council and other
meetings as required. Confer with City Administrator and City Council on administrative
matters, legislation and policies, making recommendations for action. (E)
• Evaluate pending legislation and statutes and responds to changing regulations and
technology regarding law enforcement, fire prevention and suppression, emergency medical
services through review of technical materials and professional education. (E)
• Represent the City's public safety services to other departments, elected officials, and outside
agencies; coordinate assigned activities with those of other departments and outside agencies
and organizations. (E)
• Select and manage any consultant service agreements and outside contractor/services
contracts. Ensure such services are completed on schedule and within budget and quality
specifications. (E)
• Respond to and resolve difficult and sensitive citizen inquiries and complaints; explain,
justify, and defend department programs, policies, and activities; negotiate and resolve
sensitive and controversial issues. (E)
• Participate on a variety of boards, commissions, and committees; serve as the City's
representative to committees and community organizations concerned with improvements in
law enforcement and fire services, public education, and departmental public relations. (E)
• Ensures all local, State, and Federal laws and ordinances are properly enforced. (E)
• Respond to and may command police and/or fire emergencies or community disasters. (E)
• Attend management and professional meetings and seminars as required.
• Perform additional duties as described in the attached "Regular Management
Responsibilities." (E)
• May perform other duties and activities as designated by the City Administrator.
dle uit-ett K nosvletl,e Skills and Abilities
• Requires knowledge of the field of assignment and the physical ability sufficient to perform
thoroughly and accurately the full scope of responsibility as illustrated by example in the
above job description.
• Extensive knowledge of State and Federal regulations governing Police, Fire, EMS, Criminal
Justice, and Emergency Management functions.
Approved
KMB 6/2/1
• Sound knowledge of organizational, fiscal, personnel and supervisory practices and
principles.
• Ability to work with the community creating positive partnerships.
• Ability to supervise department employees in a manner conducive to efficient and effective
performance and high morale.
• Ability to establish and maintain effective working relationships with City officials,
employees, customers, vendors, intergovernmental agencies and the general public.
• Ability to communicate effectively to a variety of audiences orally and in writing.
• Ability to plan, implement, manage and evaluate a wide variety of simultaneous public safety
programs.
P111"Vical TrIlits
0 Requires ability to • outdoors in all types • weather conditiorl
Oua�tLicyflons
Requires a BA or BS Degree in political science, criminal justice, police science, fire scienc
behavioral science, business or public administration, or related field; or previous related
experience sufficient to demonstrate thorough competency and extensive knowledge • the
principles and practices as applied to public safety disciplines, I
Desirable that individual have demonstrated competency in management through previo
experience of several years. 'i
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The statements contained herein reflect general details as necessary to describe the principal
functions of this job, the level of knowledge and skill typically required, and the scope of
responsibility, but should not be considered an all-inclusive listing of work requirements.
Individuals may perform other duties as assigned including work in other functional areas to
&Qver �.gV, Qeriois, or olits- I a -# i � r V. I
Approved
KMB 6/2/14