Public Safety Staffing Models

Police

Fifteen budgeted sworn positions were eliminated effective 7/1/17.  One was eliminated prior to year-end with 14 temporary unbudgeted positions created effective 7/1/17 for the remaining. Four temporary sworn positions have been absorbed to date with 10 remaining (1 lieutenant, 4 sergeants., and 5 Officers) Of the Civilian positions, six positions have been filled (see below):

4 District Coordinators:                

Reclassified to Office Supervisor and all four have been selected.  Three of the four have moved to this assignment effective 12/4 and the fourth person selected (Christina Hatton) is awaiting replacement for her position in Employee Services prior to reassignment.

 

Communications Lieutenant:

Communication Supervisor has been reclassified to a civilian position and is in recruitment now.  The Lieutenant previously assigned to this position has been transferred out of this position long ago.

 

2 Evidence Disposition Detectives:

These positions have been replaced with civilian Evidence Technicians.

 

2 Hiring Detectives

These two hiring detectives have been replaced with civilian Hiring Coordinators.

 

Holding Facility Lieutenant

The civilian Position of a Holding Facility Administrator is in process, and interviews are being conducted for this position.

 

2 Range Officers

2 PTNB positions are open for recruitment to replace one of these positions, and the other will be addressed in February 2018 upon retirement of one of the range officers.  There is a proposal to continue staffing with one of the sworn officers originally projected to be replaced with the savings from creating two PTNB positions instead of one full time benefited civilian position.  We are planning to discuss this option with the budget office.

 

Technology Detective:

Recruitment has taken place for this position, but we are currently looking for other options for cost savings in positions, due to the importance of this position.

 

Fire

Reduction to Honor Guard budget (associated OT for call back).

Operational Impact: This would limit the number of honor guard staff traveling to Colorado Springs for National PFFA Firefighter memorial event. This trip is thought of as a reward for all of the volunteer hours devoted to the program, unknown how this would impact membership.

  • Desired Outcome Impacted: An active interface with the community is maintained.
  • Impact: This would decrease the ability and availability to represent the City in presentations at city and community events, and statewide line of duty death funerals (i.e. Year-end Mid-Managers Meeting, Latino Towne Hall, etc.) due to decrease in OT for backfill.

Tri-City hiring/testing process.

We would split the cost of the written exam with the other regional participants. We would continue with the remainder of our process on our own (oral interviews x2, Intern Orientation).

  • Desired Outcomes Impacted: A pool of eligible applicants for hire is maintained and current. City and Departmental personnel policies, rules, and procedures are understood and adhered to.
  • Impact: Could potentially increase diversity because it could provide a larger pool of applicants. Could reduce cost of purchasing testing materials and staffing required to administered the test.

Reduce non-operations OT budget.

All divisions will be effected by the reduction in the overtime budget. Training, EMS, etc. These are areas not related to constant staffing.

  • Desired Outcome Impacted: Our efforts foster a commitment to quality services for our internal and external customers while empowering and developing the departments employees.
  • Impact: Reduce empowerment and development of personnel by restricting ability to participate in department projects and assignments outside their normal work time capacity.

The following four reductions/efficiencies have to do with constant staffing:

PIO standby

We would add Battalion Chief and Deputy Chief staff as well as some civilian staff to rotation to limit the cost of standby pay. They would be responding to public requests on days off and weekends.

  • Desired Outcome Impacted: An active interface with the community is maintained.
  • Impact: Potential for significant reduction in ability to control and coordinate media presence and respond to media requests at major incidents.

Vacancies filled 10 hours by day staff when possible.

Any time the leave pool isn’t sufficient to cover the vacancies we will make an attempt to staff 10 hours of a vacancy with a position from days (DC/Captains).  Calculated on occurring once per week.  This will limit their ability to get their day assignment work completed.

  • Desired Outcome Impacted: Our efforts foster a commitment to quality services for our internal and external customers while empowering and developing the departments employees.
  • Impact: Extensive usage of this model could negatively impact the ability for division duties to be completed.

Special Events.

Decrease on site medical service to citizens coming into our City for special events impacts our community by reducing the availability of medical services on hand for MFMD while attending these events. Responses would be through the 911 system.

  • Desired Outcome Impacted: The City of Mesa is well prepared to withstand an event that may disrupt services for an extended period of time.  Safe and efficient emergency response is provided to the community.
  • Impact: Delay in emergency response to special events consistency of large crowds in condensed areas.  Reduced ability to provide public safety presence at popular city and community events.

Special Assignments/Projects

The ability to do special assignments will be eliminated. This could impact any new developments as they come forward as well as special analysis and research.

  • Desired Outcomes Impacted: Department members are keenly aware of our operational requirements and strategy. Leadership dedicates a significant portion of their time to department analysis and improvement.
  • Impact: Reduce ability to conduct special research and analysis to identify department efficiencies and improve processes.

Merging Immunization Coordinator-EMS Educator and Zoi Administrator (captain back in the field).

Time dedicated to both programs reduced, but it is felt that we definitely reap efficiencies with this model.

  • Desired Outcome Impacted: Measure success of training by tracking recertification requirements and proper treatment and destination decisions for patients through QA review of all Trauma, Code, STEMI, Stroke and high risk refusal incidents.
  • Impact: Reduction in participation in regional and state committees. Reduce ability for EMS staff to maintain programs.

Deputy Assistant Fire Marshal back in the field (captain back in the field).

This was a temporary assigned position.  We might have a slight delay on the high hazard occupancies being referred by our crews for follow ups.

  • Desired Outcome Impacted: Damage to businesses and the environment from unplanned and unwanted fires and accidents is eliminated or reduced. Injuries to the general public
  • Impact: Significant reduction in ability to follow-up on high-risk occupancies identified by crews and inspectors.

Training captain back in the field.

This Captain would need to be re-assigned to training during Recruit Academies.

  • Desired Outcome Impacted: Fire Recruits are properly trained and certified making them successful as they transition to responding Firefighters. All Firefighters receive on-going emergency scene training regarding operations, tactics, strategy, and scene safety.  Safe and efficient emergency response is provided to the community.
  • Impact: Lose flexibility in providing training due to reduced staffing.

Civilianize/Replace Alarm Room 40-hour Cap with CAD Tech II (includes OT savings) (captain back in field).

While the Operational perspective would be lost, we benefit from getting a second dedicated CAD Tech which will help with expanding workload and succession planning for the position.

  • Desired Outcome Impacted: Mesa Regional Dispatch employees consistently meet the customer service needs of the Mesa Fire Department and our partner agencies.
  • Impact: May reduce internal and external customer service levels due to losing the sworn operational knowledge and perspective.

Reassign CIP captain back in field. – Moving Jan. 19th; we will need to revisit civilianizing this position due to the workload.

Having the CIP Captain assigned to Resource has enabled us to plan, organize, and schedule CIP and station projects in a much more efficient manner. Without this position, we will have to depend more on facilities maintenance.

  • Desired Outcomes Impacted: MFMD facilities are maintained in good repair. Maintenance is conducted in a systemic and planned manner.

Merge two, day Captain positions: Wellness & Recruitment (captain back in field).

Merging these areas will impact daily workload especially during promotional testing. We do have the ability to spread some of the workload to the admin support in Wellness. This will also limit our exposure in recruiting activities.

  • Desired Outcomes Impacted: A pool of eligible applicants for hire is maintained and current. Promotional lists for available positions are maintained and kept current.  Sworn officers are medically and physically certified to perform their job functions.  City and Departmental personnel policies, rules, and procedures are understood and adhered to.
  • Impact: Significant impact. Would reduce the amount of time that could be focused on wellness and recruitment tasks and processes.  In addition to impacting the coordination of the modified duty and resiliency programs.

Reassign Training Videographer – engineer back in field.

This move would limit the Training Division’s ability to deliver video based training to the field.

How will your desired outcomes and performance targets be impacted?

  • Desired Outcome: All Firefighters receive on-going emergency scene training regarding operations, tactics, strategy, and scene safety.
  • Impact: Videographer responsibilities will be reassigned to PIO and other training staff.