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Home My Public Portal About20150325 - Appropriations Committee - Meeting MinutesTown of Hopkinton Appropriation Committee Minutes of Meeting on Wednesday, March 25, 2015 Room 211, Town Hall, Hopkinton, Massachusetts In attendance: Mike Manning Pat Mahon Wayne Pacheco Shahidul Mannan Pam Waxlax Chris Howell Ken Clark, HFD Chief Steve Slaman, HFD Deputy Chief Edward Lee, HPD Chief Norman Khumalo The meeting was called to order by Mike at 6:35 PM. Ken Clark, along with Steve Slaman, presented the Fire Department's capital articles and addressed operating budget questions. The first item is a Cardiac Monitor Replacement for $28,099 proposed to be paid for as Pay-as-you-go Capital. The current monitor is from 2006 and has outlived its life span so they are requesting the purchase of a newer model. They have a second monitor which was included in the purchase of the ambulance in FY15. Buying this one will mean both monitors will be the same model and they intend to trade-in the 2006 model towards the new purchase. Currently 60% of the emergency calls responded to are EMS related and of those calls, 3/4 of them are for Advanced Life Support (ALS) which required the use of this monitor. The second item is Public Safety Dispatch Equipment for $16,250 proposed to be paid for as Pay-as-you- go Capital. The original request was $81,500, which has been partially reduced by the reserve fund transfer request we made on 3/23/15. The model will be in the Police Station and this gives the mobile capability to talk to Pamet, the dispatch software currently in use by HPD and soon to be used by HFD. This allows the HFD to purchase the fire module for Pa met software that goes in the 5 mobile units HFD currently has. This amount relates to installation costs. An additional annual licensing fee of about $2k is in the IT operating budget. HFD has had the old software for 15 years and think they may get 10 years out of this software. The final item is the Rescue 1 Replacement for $680,000 proposed to be paid for with debt exclusion. See attachment 1 - HFD 10 Year Vehicle Replacement Schedule. This vehicle is 20 years old and has been on cycle for replacement the last two years. At last year's ATM, the town approved the purchase of the new equipment to be used on this vehicle. The rescue truck was out of service for 13 weeks last year due to breakdowns. This truck is on the heavy side due to exposure from 495 and 90 and the needs required when responding to accidents there. This vehicle is the primary tool box that the HFD carries and is a 20 year investment. This is probably the most customized piece of equipment the town buys and features purchased are based on past experience and growth of the town. The current rescue truck will be traded in against the purchase. We noted that the ladder truck on the Vehicle Replacement Schedule is noted as being out of service. It did not pass inspection but due to our Automatic Mutual Aid agreement with Ashland, we have access to their ladder truck when needed. The ladder truck on this list is a placeholder until it's needed. Even if we bought one, HFD does not have available staff for it. We briefly discussed the recent decision not to move forward with combining HFD with the Ashland Fire Department but it was noted that the two towns would continue to combine training activities, as they have done in the past. It was noted that all the merger analysis costs were paid for by a grant from the state. Discussion of HFD staff ensued. Ken said they have 4 duty groups of 5 firefighters each - 1 lieutenant and 4 staff, at least two of whom are paramedics trained in ALS. This past year they had just under 2000 calls and approximately 30% of the time there were two calls at the same time. At the current time they have a floater system where one firefighter is on dispatch and the other 4 are "on the ground". Merger discussions with Ashland led the consultant to recommend that each shift should be 6 people. In FY15 they put in a request for 6 firefighters per shift and FY16 they were seeking two additional staff for the peak response hours. (See attachment 2 for analysis of peak hours.) Hopkinton currently only has 4-5 active call firefighters and only 6 staff live in town. When dispatch is moved fully to the Police, this will free up an additional staff member on the ground but that person will be a basic EMS, not ALS which makes up 45% of the department's calls. Even if they were to get this request for the operating budget, nights and weekends would still not be addressed. Edward Lee presented the Police Department's capital articles and discussed the request for an additional lieutenant. The first item is portable radios for $49,500 proposed to be paid for as Pay-as-you-go Capital. The HPD's current radios are 10 years old and Motorola is not longer making them. HPD is looking at the bigger picture knowing when they have to repair or replace them, they wouldn't be able to get the parts. This is for 25 units which will cover all the staff and have an expected 10 year life. Additionally they will have inter -compatibility with the HFD (who also has them) and the schools. This is important for grants. The second item is Cruiser Replacements for $78,000 proposed to be paid for as Pay-as-you-go Capital. They asked for 3 cruisers but Town Manager and BOS recommend 2. (See Attachment 3 for HPD Cruiser Mileages FY15.) These replacements are for first line vehicles and all are driven hard, frequent quick starts and sudden stops. The extra lieutenant's position which is in the FY16 operating budget would need a vehicle but this shared admin vehicle was not included in the recommendation forwarded to our committee. Edward presented the "Sergeants' Duties & Responsibilities - Preliminary Analysis (see Attachment 4.) HPD is looking to reduce extra duties of the sergeants by adding an extra lieutenant to the operating budget in FY16. The BOS recommended this addition with a start date of January 1, 2016. A discussion of call volume ensued. There were 11,737 calls last year. This is up by 1200 calls to date since this time last year, but that could be due to better documentation of calls. It will be good to compare these numbers over 2-3 years. It was noted that Hopkinton has some of the lowest crime rates around. The town is 9th lowest in the state of Massachusetts and in the top 100 for the US in terms of low crime rates. Chris asked that any questions the committee has with regards to the operating budget should be sent to him by Friday for discussion at the 3/30/15 meeting. Chris also provided a copy of the budget with explanations that Norman presented at the 2/24/15 BOS meeting. (Please refer to the BOS packet for that date for the presentation.) Pat moved and Shahidul seconded a motion to approve the minutes of our 3/23/2015 meeting. The motion passed by a vote of 4-0-1 with Wayne abstaining as he was not present at that meeting At 9:09 PM Pat moved and Wayne seconded a motion to adjourn. The motion passed unanimously, 5-0. Hopkinton Fire Department Vehicle Replaceme nt Schedule ( in 000's) tip` O tiry` ry0 A-1 C-1 2008 9 2 2017 INTERNATIONAL/HORTON 67,900 2,689 Good In service 250 2012 9 7 2021 INTERNATIONAL/BRAUN 19,116 1,017 Good In Service ___- _- II2014 2011 6 2019 INTERNATIONALJHORTON LET/TAHOE •• 61,658 28,689 3,606 N/A Good Go od In service In service 2 + 5r 55 270 2009 FORD/EXPLORER G ood 2011 10 6 2021 • 26,128 2392 Good In service 60 2002 1993 10 18 0 o 2012 2014PIERCE/DASH FORD/EXPLORER 71,430 46,158 N/A 4,275 Poor In i 2 p sir t 2002 18 6 2020 service EMERGENCY • = 23,201 1,467 G ood In servic e _ _ 550 2011 1968 2014 1977 18 20 25 14 20 0 2029KME/PREDATOR 2014KME/INTERNATIONAL 0 MAXIM PIERCE/SABRE ... 9,952 1,102 G ood In service 00S In service i3/1i(1 PofJ�� r 5 4,321 61 New air In servic e In service , 2007 10 9 2017 FORD/F550 8,722 828 Goo d - - i FI ' - TO TAL COSTS --_- 270 738 yr;; ® 0 550 60 58 50 E E TMENT Ten Year Vehicle - e lacement Sch : • ule as of 21 Se ptember 2013Englne Iife expectancy has been reduced from 21 years to 18 years to Increased call volume and in creases in maintenance costs once vehicle exceeds 15 years Ambulance Ilfe ex . ectancy has bee n reduced from 12 years to 9 years due to increased call volume and physical wear and tear on the vehicles. Statistical Summary A •c rr :'nt2 Summary 2014 There are 20,692 records in the incidents Table. Between 01 January, 2014 and 31 December, 0014 there were 1,711 incidents. Currently there are an average of 4.69 incidents per day. Average 'once time for the department is 5.6 minutes. The average duration of an incident is 44.82 rl „..utes. 100 80 60 1- 40-j- 20 cf tt) W N. n C) CT C 0 CO 0) P r .- Q .} 100}: 50 -- 0 SUN MON TUE WED m L Q rj m m c incidents by Hour of the Day CV c'7 V' U) to r co O N Incidents by Day of the Week THU Average Response Time by Unit iV 0) W UJ 0 O co N 0 O co FRI T. SAT F- 11 Runs T e ofcal 5 volua es for depart es tray bath otter doseiy over the *with the busiest oeri d AeellSC led21* ARr4eNurik of D(i per Year Al EMS Ot -Maid TO 11 *to 1?,`O 8 X26 Mired 30 1815 11,, UiNJ i i 6'1 $1gi !I 1t 161 18.00 )000 �lifl freet;;si=$l;f Cr'��. 1\ 15 Month Car 1 chg Car 2 chg Car 3 chg Car 4 chg Car 5 chg Car 6 chg 2011 CV 2015 Exp 2013 Exp 2009 CV 2014 Exp 2004 EXP July 49,568 68 39,562 63,675 4,600 81,134 August 51,529 1,961 410 342 42,273 2,711 63,947 272 5,710 1,110 81,663 529 September 52,423 894 1,569 1,159 44,513 2,240 64,776 829 6,766 1,056 82,168 505 October 53,292 869 3,495 2,419 46,007 1,494 64,776 0 7,570 804 82,410 242 November 53,860 568 6,441 2,946 48,159 2,152 65,528 0 8,500 930 82,900 490 December 54,625 765 9,309 2,868 50,695 2,536 65,528 0 9,500 1,000 83,984 1,084 January 55,832 1,207 12,201 2,892 52,942 2,247 66,397 869 10,908 1,408 84,108 124 February 56,431 599 15,991 3,790 55,935 2,993 67,810 1,413 12,401 1,493 84,933 825 March 57,336 905 19,031 3,040 58,651 2,716 67,866 56 13,866 1,465 85,428 495 April May June average Car 1 971 Car 2 2,432 Car 3 2,386 Car 4 430 Car 5 1,158 Car 6 537 M onth Car 7 chg Car 8 chg Car 9 chg Car 10 chg Car 11 chg MC chg 2010 TA 2014 Exp 2009 EXP 2013 INT 2015 Exp 2009 HD July 29,757 33,035 57,551 39,511 12,704 August 30,140 383 36,426 3,391 59,391 1,840 40,935 1,424 13,062 358 September 30,539 399 39,743 3,317 59,612 221 42,555 1,620 2500 13,544 482 October 30,754 215 42,862 3,119 60,700 1,088 44,047 1,492 3941 1441 13,813 269 November 31,119 365 45,757 2,895 61,100 400 45,630 1,583 13,813 December 31,119 0 49,468 3,711 62,907 1,807 46,639 1,009 13,813 January 32,565 1,207 52,546 2,892 64,000 2,247 48,330 869 13,813 February 32,961 396 55,542 2,996 65,210 1,210 49,766 1,436 7959 1500 13,813 March 33,228 267 58,415 2,873 65,350 140 8622 663 13,813 April May June 0 average Car7 404 Car8 3,149 Car9 1,119 Car 10 1,348 Car 11 1,441 MC 277 Estimated Mileages as of 03/02/15 7/1/2014 1/1/2015 7/1/2015 1/1/2016 7/1/2016 Car 1 Car 2 Car 3 Car 4 Car 5 Car 6 Car 7 Car 8 Car 9 Car 10 Car 11 MC 49,568 14,592 39,562 63,675 4,600 81,134 29,757 33,140 57,551 39,511 1,441 12,704 55,394 29,184 53,879 66,254 11,550 84,355 32,181 52,036 64,266 47,596 10,087 14,368 61,220 43,776 68,196 68,834 18,499 87,575 34,605 70,931 70,981 52,941 18,733 16,031 67,046 58,368 82,512 71,413 25,449 90,796 37,029 89,827 77,695 63,767 27,379 17,695 72,872 72,960 96,829 73,992 32,398 94,016 39,453 108,722 84,410 71,853 36,025 19,358 7/1/15 Purchase 2 cruisers 1 Admin Car 3 replace with new car Car 8 Trade in Car 4 (Retask old Car 8 to Car 4) Car 9 new (trade in car 6 ?? Retask old Car 9 to Car 6 ??) A H i Z d`1, -14,L A fh"Ctc:iin/6 t7,4- UMASS BOSTON EDWARD J. COLLINS, JR. CENTER FOR PUBLIC MANAGEMENT JOHN W. McCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES UNIVERSITY OF MASSACHUSETTS BOSTON 100 Morrissey Boulevard Boston. MA 02125-3393 P: 617.287.4824 F: 617.287.5566 mccormack.umb.edu/centers/ cpm collins.center@umb.edu To: Edward Lee, Police Chief, Town of Hopkinton From: Kyle Andrejczyk, Performance Management Analyst, Edward J. Collins Center for Public Management Date: March 16th, 2015 Subject: Sergeants' Duties & Responsibilities — Preliminary Analysis For the past few weeks I have been working with Sgt. Bennett to better understand the needs of the Hopkinton Police Department. In that time I have come to understand that the department is in need of an additional lieutenant who will be tasked with several administrative duties. Currently, many of the department's administrative functions are being fulfilled by the shift sergeants. This arrangement presents several issues for consideration: • Tasking the shift sergeants with administrative duties necessarily detracts from time spent on their primary responsibilities as first -line supervisors. • Decreased time spent supervising patrol officers may lead to a decline in the overall quality the department's "on the ground" police work. • As the town's population increases and the need for more patrol officers grows, the need for proper supervision and training of these young officers will grow as well. • As the town and the police department grow, the need for a dedicated administrative officer will become even more necessary. Especially as the department seeks accreditation and to revamp its policies and procedures. In order to start quantifying and verifying at least the first two issues, I decided to examine the time commitments of staff sergeants to their various duties and responsibilities. To do this, I've asked the shift sergeants to list their various duties, whether these responsibilities fall under their primary role as a first line supervisor or whether they are secondary or administrative in nature, as well as an estimate of how many hours a month they dedicate to each task. I've also culled data from historic calendars to generate time estimates. Shift Sergeants' Time Commitments - 250 DRAFT 200 ■ 140% - 120% - 1005 c - 80%i - 60% E 40% 0 - 20% r c 150 g ti a 100 • • • • 3 o 50 0 III Primary 300 I Secondary Primary 400 I Secondary Employee Primary Number 500 I Secondary Primary 600 0% in Sum of Hours/month 194 113.79 100 40 100 13 100 ■Sum of %Time (Month) 129.33% 75.86% 62.50% 25.00% 62.50% 8.13% 62.50% Sergeants' Duties & Responsibilities — Preliminary Analysis Page 1 PA UMASS BOSTON EDWARD J. COLLINS, JR. CENTER FOR PUBLIC MANAGEMENT JOHN W. McCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIES UNIVERSITY OF MASSACHUSETTS BOSTON 100 Morrissey Boulevard Boston, MA 02125-3393 P: 617.287.4824 F: 617,287.5566 mccormack.umb.edu/centers/ cpm coilins.center@umb.edu Along the vertical axis are the employee numbers of the shift sergeants (300, 400, 500, 600), and a breakdown of their duty type (primary vs secondary). The blue bars (measured by the left vertical axis) represent the hours they dedicate per month to each duty type (primary or secondary), and the red dots (measured on the right vertical axis) represent the percent of their time (by month) they dedicate to each duty type. Please note that my data collection and analysis is still in a preliminary stage and therefore I've presented this data in draft form. However, the initial results do suggest the need for an additional administrative position in order to alleviate some of the burden currently being shouldered by the shift sergeants. I believe that as my data collection progresses and I gain a more complete picture of the shift sergeants' time commitments, this need will be further underscored. I look forward to hearing your thoughts on this work. In the meantime, I will continue working with Sgt. Bennett to pull together needed information, and report back to you as I make progress. Sergeants' Duties & Responsibilities — Preliminary Analysis Page 2