07-17-2012 City Council Study Session Packet
City of Grand Island
Tuesday, July 17, 2012
Study Session Packet
City Council:
Larry Carney
Linna Dee Donaldson
Scott Dugan
John Gericke
Peg Gilbert
Chuck Haase
Vaughn Minton
Mitchell Nickerson
Bob Niemann
Kirk Ramsey
Mayor:
Jay Vavricek
City Clerk:
RaNae Edwards
7:00 PM
Council Chambers - City Hall
100 East 1st Street, Grand Island, NE 68801
Grand Island Study Session - 7/17/2012 Page 1 / 87
City of Grand Island Tuesday, July 17, 2012
Call to Order
This is an open meeting of the Grand Island City Council. The City of Grand Island abides by the Open
Meetings Act in conducting business. A copy of the Open Meetings Act is displayed in the back of this room
as required by state law.
The City Council may vote to go into Closed Session on any agenda item as allowed by state law.
Invocation
Pledge of Allegiance
Roll Call
A - SUBMITTAL OF REQUESTS FOR FUTURE ITEMS
Individuals who have appropriate items for City Council consideration should complete the Request for
Future Agenda Items form located at the Information Booth. If the issue can be handled administratively
without Council action, notification will be provided. If the item is scheduled for a meeting or study
session, notification of the date will be given.
B - RESERVE TIME TO SPEAK ON AGENDA ITEMS
This is an opportunity for individuals wishing to provide input on any of tonight's agenda items to reserve
time to speak. Please come forward, state your name and address, and the Agenda topic on which you will
be speaking.
Grand Island Study Session - 7/17/2012 Page 2 / 87
City of Grand Island
Tuesday, July 17, 2012
Study Session
Item -1
Emergency Medical Service (EMS) Demonstration
Simulation of a chest pain call and response by EMS and the Grand Island Fire Department will be
presented.
Staff Contact: Russ Blackburn
Grand Island Study Session - 7/17/2012 Page 3 / 87
City of Grand Island
Tuesday, July 17, 2012
Study Session
Item -2
Presentation of Grand Island Police Department Implementation
Plan for the ICMA Public Safety Study
Staff Contact: Steve Lamken - Police Chief
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Council Agenda Memo
From:Steven Lamken, Police Chief
Meeting:July 17, 2012
Subject:Grand Island Police Department Implementation Plan for
the ICMA Public Safety Study
Item #’s:2
Presenter(s):Steven Lamken, Police Chief
Background
The International City Managers Association, ICMA, was contracted to conduct a study
on the operations of the Grand Island Police Department in 2011. The report received in
2012 provides a comprehensive and empirical analysis of the current state of the Police
Department and where the Department needs to progress. The “End Game” or bottom
line of the ICMA report was that the Police Department must do more to reduce crime
and the fear of crime in Grand Island. The ICMA made multiple recommendations that
should be implemented to reach our end goal.
The Police Department leadership was tasked in May of 2012 with developing an
implementation plan for the recommendations for police services presented in the ICMA
Public Safety Study. The following document and implementation chart are an
explanation of our recommendations for implementation.
Attached with this report is a document entitled ICMA Recommendations. It incorporates
the recommendations presented throughout the study into a summary document. The
ICMA consultants presented sixteen recommendations as part of the study. (pages 13-
15). They also proposed the Department report progress in implementation using six
performance measures (page 27). There were also several additional recommendations
included in the study that were part of implementation. These additional
recommendations are noted on the ICMA Recommendations summary with the page
number reference for your convenience.
You have also been provided reports that provide greater detail for the following:
Summary Report of Implementation Costs.
Personnel Costs Detail.
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Operational and Vehicle Costs for Police Officer and Community Service Officer.
Mobile Field Reporting Cost Estimate for Patrol and Code Enforcement.
The Department would like to express our thanks for the support of the Finance
Department for their ready help and in preparing personnel cost projections. We would
like to thank the City IT Department for their staff support in developing cost estimates
for Mobile Field Reporting. We also thank the City Public Safety Committee members
for their input into and support of the Implementation Plan.
Discussion
Implementation Plan
Benchmarks
The ultimate goal or end game of the ICMA Police Department Study is to reduce crime
and the fear of crime in Grand Island. ICMA recommended that the Police Department
adopt six Performance Measures that can be used to demonstrate progress towards the
end goal. (Page 27)
The Department will adopt the performance measures as benchmarks of our efforts to
reduce crime and the fear of crime. We will work with the Public Works Department and
the Nebraska Department of Roads to establish a traffic safety performance measure. We
will also incorporate two additional performance measures that were recommendations of
the ICMA. We will track and report clearance rates for investigators in the Criminal
Investigations Division and we propose to measure the Saturation Index on Patrol
Services to determine if resources needed for strategic policing are being lost to patrol
services due to demand.
Some performance measures can and will be reported on a monthly basis to the Council
and community. Some can be reported annually with the release of the State Uniform
Crime Report and traffic accident data. Other performance measures will be done on a
periodical basis. We propose to measure the Patrol Saturation Index in 2015/2016. The
Fear of Crime will require a survey of citizens in the City. We believe that it should be
conducted in the 2015/2016 fiscal year after the plan has been fully implemented.
Resources
ICMA uses data to determine the current status of an agency. ICMA found that the Police
Department has more resources dedicated to Patrol than should be to provide for other
policing functions that support Patrol. In addition, the ICMA study found that the
Saturation Index of the Police Department Patrol was consistently above 50% where
stress is placed on Patrol to effectively perform in a proactive manner and regularly
exceeded 60% which is the threshold where Patrol loses the ability to perform proactively
Grand Island Study Session - 7/17/2012 Page 6 / 87
in an effective manner. This is occurring even with the high percentage of officers
committed to Patrol services.
ICMA analyzes and recommends better utilization and redeployment of personnel before
making any recommendation for increased staffing. ICMA recommended significant
increases in personnel resources for the Police Department to be able to have an impact
on the recommended performance measures. We believe that given the recommended
resources, we will accomplish the performance measures and achieve the goal of reduced
crime and fear of crime.
ICMA recommended the Police Department sworn officer ranks be increased by ten
positions to eighty seven officers. The Police Department agrees with this need and the
implementation plan calls for an increase in sworn officers from the current strength of
seventy seven to eighty seven officers over a two fiscal year period. The majority of these
new officers will be committed to the Patrol Division but with an emphasis on providing
additional resources to implement strategic policing. They will provide Patrol additional
resources that are above the Saturation Index threshold.
ICMA further recommended that the Police Department add six full time CSOs and
assign them to Patrol to be used as a resource in strategic policing. The Police
Department is recommending an increase of five full time CSOs. Four of the full time
CSOs and four of our current part time CSO positions (equivalent of six FTE) will be
assigned to Patrol. One full time CSO will serve in Administration and allow us to
reassign a Sergeant to Patrol. One part time CSO will remain in Administration. The
CSOs in administration will be responsible for administrative duties such as the service
and repair of fleet vehicles, maintaining found property and bicycles and operation of the
impound lot.
ICMA recommends an increase of four support staff positions. These are a Crime
Analyst, a Police Records Clerk in Criminal Investigations, a Police Records Clerk at the
Service Desk to allow the Service Desk Officer to be reassigned to Patrol and an
Evidence Technician to allow the Evidence Officer to be reassigned. The Police
Department is recommending an increase of three positions, the Crime Analyst, one
Police Records Clerk at the Service Desk and the Evidence Technician. The Department
will review the workload demand on Police Records Clerks after implementation to
determine if additional resources are needed in the future.
Strategic Policing
Definition
The ICMA study references the need for the Department to evolve from Problem
Oriented Policing to Strategic Policing. The basic concept of strategic policing is:
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A well planned and coordinated initiative using multiple resources in cooperation
with community resources, with the goal of creating a sustainable impact on
crime.
This is a simplified explanation in my words of the concept but will provide further
explanation as to how it applies to the ICMA recommendations.
A well planned and coordinated initiative -
Strategic Policing is data driven. Sometimes it is referred to as intelligence led policing.
It requires the tracking of criminal or traffic activity and analysis of data to identify
problem areas or targets. Strategic Policing expands problem oriented policing from the
observations of individual personnel on specific problems to ongoing analysis of data to
identify and link crime and activity and emerging criminal trends. This makes the Crime
Analyst position an important component of the implementation plan. The Police
Department lacks the capacity to do the in depth analysis for strategic policing. The
Police Department does not have anyone with the skills set and training much less the
time needed to provide adequate crime analysis. As the consultant Mr. McCabe said,
when everyone is responsible, no one is responsible and it doesn’t get done. This
describes the current status of crime analysis with the Police Department.
Once we have the data to identify problems and targets, the Department needs to have a
well coordinated action plan. This will be the responsibility of the Special Operations
Sergeants under the leadership of the Patrol Captain.
Currently, our Patrol Sergeants are committed to supervising their shifts which
encompass specific hours of the day. They are temporal or time oriented. They are
supervising shifts that are often under stress or beyond capacity to provide meaningful
proactive police services. They do not have supervisory responsibility over other units or
resources other than their Patrol shift officers. While they have been responsive to
problems with the use of problem oriented policing, it is normally tied to addressing a
specific problem within their time frame of responsibility. At the same time, the Patrol
Captain is responsible for the total operation of the Patrol Division and lacks time to plan
and then carry out strategic policing activities. He cannot cover strategic operations 24
hours per day.
The Special Operations Sergeants are the second key link in the implementation of
strategic policing. The Special Operations Sergeants will be provided training to prepare
them for their new duties in developing strategies to attach crime and traffic problems.
Working as a team, they will develop plans to attack identified targets. They will be able
to access a variety of resources to carry out the work once the plan is approved by the
Patrol Captain. Again, working as a team, the Sergeants will oversee the operations to
ensure that activities and work are completed as planned. The Special Operations
Sergeants and the Crime Analyst will conduct after action review and measurements of
data to determine if there has been an impact and also determine if further action is
needed.
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Using multiple resources –
Many of the Department’s problem oriented policing efforts have been conducted in a
silo manner. We have not been able to incorporate or coordinate our resources when
attempting to address problems. The lack of resources is still the most significant
obstacle, yet there are others. For example, lack of relevant crime analysis data and
assigned responsibility for planning, coordination and oversight of strategic policing
initiatives is another that was discussed above. Another barrier is the organizational plan
for the Department. ICMA recommends that many units or special operations be
consolidated under the Special Operations Sergeants in the Patrol Division. The
Department leadership recognizes the value in this and has planned to consolidate the
Code Enforcement Unit, (CSOs), School Resource Officer Unit, (SROs) and our Housing
Authority Officer under the supervision and leadership of the Strategic Policing
Sergeants. ICMA also calls for the creation of a Crime Prevention Unit from new
resources and these officers will also be assigned to the Special Operations Sergeants.
The Special Operations Sergeants would also be able to access Police Officer resources
from the Swing or Impact Shift and the regular patrol shifts once a plan has been
approved by the Patrol Captain. The Patrol Captain can obtain support from
Investigations and the Drug and Violent Crime task force by working with the Criminal
Investigations Division Captain.
This increase and realignment of resources will provide the Strategic Policing Sergeants
multiple resources or tools within the Department to use to implement and carry out a
strategic policing operation. Currently, our resources, whether Patrol, CSO, or others are
consumed in providing responsive policing. It is important to understand that the
reorganization of the Department without additional resources will not accomplish our
goal or end game. It will result in placing four Sergeants in positions of responsibility
without adequate data and analysis and without resources or tools in their toolbox to get
the job done.
In cooperation with community resources –
The Police Department has many valued partnerships with the community in working to
improve the quality of life in Grand Island. We cannot succeed without the support of the
community. We will continue to work closely with our community partners and
hopefully expand our cooperation under strategic policing as we have in some problem
oriented policing efforts.
It is also vital to recognize that the safety of our community and success of the Police
Department rests in the hands of our citizens. The Police Department enjoys good
police/citizen cooperation and relationships. We are excited about the opportunities with
strategic policing to strengthen and expand these relationships.
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Implementation Plan Schedule
The Police Department proposal is a four year implementation plan. We recognize that it
is aggressive but have chosen this schedule for the following reasons:
Timely – ICMA recommends that we implement the plan in a timely manner.
The key to our ability to develop successful strategic policing initiatives is to have
the resources or tools in place. We believe that front loading the implementation
will provide the resources to fully implement strategic policing and hopefully
allow us to impact the demand for responsive policing. Even with the proposed
implementation, it will be late in 2015 before we have completed a full year of
strategic policing with the recommended resources. It will be January of 2016
before we could assess our progress on some of the performance measures.
Protracting the implementation over a longer period of time risks losing strategic
policing resources and delaying attainment of performance objectives. Grand
Island is continuing to grow and expand. Spreading implementation over a longer
period of time will run the risk of new resources being absorbed into responsive
policing as demand for services increases.
PD Logistical Capacity – The implementation plan calls for significant new
resources and many substantial changes in the Department. Change takes time
and energy to absorb and adjust. The hiring and assimilation of new employees
takes time and resources within the Department. The Department is committed to
the training and preparation of new Police Officers to serve our community. We
believe that we can add five new Police Officer positions to the Department and
also cover the hiring and training of replacement positions in one year with our
resources and still ensure quality.
Officer Deployment Time – New Police Officer training takes approximately
thirty two weeks to complete before the officer can be assigned to a Patrol shift.
The State Academy offers three law enforcement certification courses per year
further delaying our ability to hire new officers. Implementation of any sworn
officers for strategic policing must take into consideration the limited classes at
the State Academy and the time it takes for academy and field training an officer.
The time required is typically ten to eleven months. Any delay or extension of
adding Police Officers to the Department will extend deployment accordingly.
An easy rule of thumb is to add one year onto implementation and performance
measure attainment.
Operational Support
The Police Department has been consistently reviewing practices for several years and
will continue. We have begun the review of department responses to alarms and traffic
accidents in the City in cooperation with the City Public Safety Committee. We will
continue to seek efficiencies in our work while ensuring quality service to the
community.
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We have prepared a cost estimate for the implementation of Field Reporting technology
for the Department. Our fleet of patrol vehicle have in-car computer systems. These
allow the officers to perform a variety of tasks and data searches, including the
completion of some reports. Spillman has developed a Field Reports software module
that allows officer to take formatted offense reports in the field. The software provides
for the field report to be transferred to the Police Department records system
automatically without further data entry.
There are four options the Department can use at this time for getting offense data into
our records system without a Field Reports program. None of the current options is as
efficient as the new Field Reporting program.
An officer can take a report in a notebook. The officer can then return to his/her
car and type the report on the car computer. This requires officers who are not
expedient at data entry to do their own typing. The car computers are not
ergonomically set up for entering large amounts of data. It also creates officer
safety concerns when an officer is focused on typing while sitting in his/her
patrol car on the street or in a parking lot, especially at night. The officer would
be using multiple data entry screens in the Spillman records system that are not
formatted that will result in more errors in what information is inputted.
An officer can have the victim of the crime come to the patrol car and sit in the
car while the officer types the information on the in-car computer. This has the
same disadvantages as the above in typing ergonomics, accuracy, and officer
safety. In addition, it can be highly inconvenient or often not feasible for every
victim to come to sit in the patrol car.
The officer can take the report in a notebook. The Officer would then have to
travel to the Police Department or one of our two substations. The officer would
use a desktop computer to enter the offense report. This uses more time in that
the officer must drive to a location to data enter the report. The officer would
still be using multiple data entry screens in the Spillman records system that are
not formatted that will result in more errors in what information is inputted.
The officer can take the report on a standardized report form. This form is then
turned in and data entry is completed by a records clerk. This method reduces
errors; however it still requires that the information be processed by multiple
people and also creates a lag time from when the report is taken and when it is
entered into the records system. This can create case investigation problems
when other officers do not have access to the information. This is the current
system being used by the Department.
Each of the four current options has significant problems and none are as efficient as a
field reporting program. Field reporting can create efficiencies for the Department. We
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would not have officers taking information on paper and then having to have that
information entered into our records system either by an officer or records clerk. The
information would be transferred directly into the system. The offense reports are custom
formatted and use drop down tables that the officer follows which reduce errors to a
minimum. The custom formatting and use of drop down tables reduces the amount of
typing required to complete a report.
Field reporting requires the use of lightweight, mobile hardware to be user friendly.
Officers do not take reports in their cars. They take them at residences, businesses, on the
street, in parking lots and many other locations. Seldom is the victim of an offense sitting
in a patrol car while the officer takes a report. Officers need hardware that allows them to
take a report where the victim is located to be practical.
There are two current hardware options that are lightweight and mobile enough for field
reporting; smart cell phones and tablets. Smart cell phones require cellular service with a
data plan for each device. This option appears cost prohibitive for the Department as the
cell and data plans would cost hundreds of dollars per year per device.
Tablets can be used with a wireless hotspot to provide the same service. The Department
cost estimate of implementing Field Reporting is using the option of hand held tablets
and the patrol cars cellular modems serving as wireless hotspots for the tablets. Spillman
software operates on Windows so the Department would be required to purchase
Windows 7 compatible tablets.
The Department recommendations are cost estimates. We worked with staff from the
City IT Department to develop our estimates of cost. We believe that the estimates are
reasonably accurate. We have also included an option to provide Field Reporting to our
CSOs. Once again, there would be significant efficiencies gained by having the data
being directly entered by the CSOs in the field. CSO vehicles would not need in-car
computers to implement Field Reporting.
We have addressed the ICMA recommendations for training in the Department. We take
pride in the level and quality of training we provide our employees with the resources
provided. At the same time we recognize that there are areas we need to improve.
A critical area of concern is that the training function is supervised by one Sergeant. This
Sergeant also has many other responsibilities that need to be done yet distract from the
Sergeant’s ability to devote time to training. The ICMA consultants felt that this position
was critically overextended. This will be compounded with growth in the Department.
We are following the ICMA recommendation to add a Police Officer position to the
training function to ensure that we maintain and improve the quality of our in-service
training.
The other significant area is leadership development. The Department has curtailed our
training for our all of our supervisory and leadership as resources have been reduced. We
recognize the value and need for supervisor leadership development. We are
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recommending funding to create a supervisory leadership training track. We believe the
Northwestern University’s two week school of Police Supervision could be a key
component of our leadership development plan. It is an outstanding program and
reasonably available for scheduling new Sergeants to attend.
Implementation Cost Summary
We have provided a cover page that gives the cost summary of implementing the ICMA
recommendations over the Department four year plan. We have also provided
explanation summaries for the following:
Operational Support Costs per Police Officer – The costs are derived from the
department’s program budget for the 2012/2013 fiscal year.
Operational Support Costs per Community Service Officer – The costs are
derived from the department’s program budget for the 2012/2013 fiscal year.
Police Patrol Fleet Costs for Expanded Officers
CSO Fleet Costs for Expanded CSOs
Police Mobile Field Report System Costs
CSO Mobile Field Report System Costs
The cost summaries do not include recommended Operational costs that we are
recommending for the following:
Crime Prevention Unit – The Police Department does not have or support a
crime prevention function. The Crime Prevention Unit will need operational
support for printing and materials.
Community Service Officer – The Department discontinued the nuisance
abatement funds for cutting weeds and grass. This funding will allow CSOs to
abate these nuisance complaints in a more timely and efficient manner.
Crime Analyst Support – The new position of Crime Analyst will require the
equipping of a workspace and also the investment in software used for crime
analysis. The crime analyst will be required to complete initial certification
training and continuing education training.
The cost summaries do not include the impacts upon other departments in the City. The
Implementation Chart attempts to identify other departments that will be impacted;
however, we are unable to assess the scope or cost of the impact.
Conclusion
The Police Department leadership believes that the ICMA study provides direction and
opportunity for the Department to reach the End Game, reduced crime and fear of crime
in Grand Island. We have prepared an implementation plan based upon the ICMA study
that will allow us to move forward towards that goal. We recognize that this requires
significant new resources. We also recognize that this creates a difficult challenge for the
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City Council. We ensure you that whatever the course of action, the members of the
Grand Island Police Department will remain committed to our spirit of service to our
community.
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MEMORANDUM
TO: The Honorable Jay Vavricek, Mayor of the City of Grand
Island and Members of the Grand Island City Council
FROM: Members of the Special Committee on Public Safety
RE: Final Report of the Special Committee on Public Safety
DATE: July 17, 2012
I. INTRODUCTION
On August 11, 2011 the Grand Island City Council (Council)
approved Resolution 2012-212 which authorized the
International City/County Managers Association (ICMA) to
perform a public safety study of the City of Grand Island
(City). On April 28, 2012 representatives from ICMA
presented the completed study to the Council.
In May, 2012 former City Administrator Mary Lou Brown
formed the Special Committee for Public Safety to review
the ICMA study and make recommendations to the
Administration and Council as to what changes should be
made to the City’s public safety departments. The members
of that committee are:
Bob Sivick, City Attorney (Chairperson)
Steve Lamken, Police Chief
Tim Hiemer, Fire Division Chief
Jon Rosenlund, Emergency Management Director
Brenda Sutherland, Human Resources Director
Jaye Monter, Finance Director
John Collins, Public Works Director
Carla Englund, Secretary to the City Attorney
(Committee Staff)
II. COMMITTEE DISCUSSIONS
The Committee met regularly and thoroughly discussed a
number of issues including:
A. Police
1. Strategic Approach to Managing Operations
2. Call for Service Committee
3. Swing Shift
4. Special Operations Sergeants
5. Increase Number of CSOs
6. Crime Prevention Program and Crime Prevention
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Officer
7. Case Management System to Track Data
8. Civilian Administrator in CID
9. Civilian in CID for Intelligence and Crime
Analysis
10. Review Crime Scene Investigations Protocols
11. Merging Administration into CID and Eliminating
Captain Position
12. In Car System for Producing Reports
13. Leadership Development Program
14. Coordinating Internal Investigations
15. Assign Personnel For:
a. Training
b. Intelligence
c. Community Policing
B. Fire
1. Integrated Risk Management Planning
a. Quantify Risks and Hazards
b. Rigorous Fire Prevention Program
c. Training Residents as to Fire Prevention
d. Structure Inspections
(1) Industrial
(2) Commercial
(3) Residential
2. Software to Indentify Risks
a. Fire
b. EMS Calls
3. Paramedic Training and Staffing
4. Smaller Vehicles for EMS Calls
5. Leadership Succession
6. Leadership Organizational Structure
7. Community Risk Analysis for Fire
a. Assignments
b. Staffing
8. Private Staffing of Ambulance Services
9. Reducing Staffing in Stations 3 & 4
10. Develop Quality/Time Review System for EMS
11. Achieve Accreditation from Fire Accreditation
International
12. Review and Revise Strategic Plan
13. Evaluate CAFS for Fire Suppression Apparatus
14. Multipurpose Apparatus for Stations 3 & 4
Grand Island Study Session - 7/17/2012 Page 16 / 87
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15. Public Access Defibrillation Program
16. Mobile Data Terminals for Emergency Response
Vehicles
C. Emergency Management
1. Joint Committee on Communications to Review:
a. Staffing
b. Call Taking
c. Response Times
2. All Hazard Mitigation and Response Plan
a. Public Works
b. Utilities
c. City Administration
3. Medical Priority Dispatch System
4. Customer Response Information
5. Meet NFPA Standards for Dispatch and Turnout Times
6. Automatic Vehicle Locator System for Computer
Aided Dispatch System
The Committee considered all the above topics worthy of
thorough discussion. However, given the short timetable
to complete its assigned task and the City’s limited
resources to implement all recommended changes, the
Committee focused on three recommendations to be
implemented during the 2012-13 fiscal year.
III. COMMITTEE RECOMMENDATIONS
The Committee does hereby make the following
recommendations for the 2012-13 fiscal year:
A. Increase Police Department Staffing
Like all City Departments, the Grand Island Police
Department (GIPD) has been under budgetary pressure
for the last several years. The findings of the ICMA
study reinforced and confirmed Police leadership’s
belief the GIPD needed additional staff to carry out
its mission of protecting the people of Grand Island
and their property. Accordingly, the Committee
recommends the City’s elected leadership take the
necessary steps to implement staffing increases for
the GIPD pursuant to the plan presented by Chief
Lamken.
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B. Implement a Fire Department Equipment Replacement
Program
Presently the Grand Island Fire Department is
operating with an equipment fleet that has aged to the
point whereby the expense due to increased maintenance
exceeds what would have been necessary if the
equipment had been replaced in a more timely fashion.
This lack of an equipment replacement program has also
led to increased downtime of vital fire fighting and
emergency rescue equipment. In addition, this
necessitates the sudden increased expense of having to
replace equipment when it is no longer serviceable.
This impairs the ability of the City to effectively
plan future budgets with steady consistent equipment
replacement expenses. The Committee recommends the
City’s elected leadership implement an equipment
replacement program for the GIFD.
C. Contract with a Private Firm for Ambulance Billing
Collections
Presently the City handles ambulance service
collections in-house with a collection rate of 53%.
Research by the Committee indicated other cities that
contract privately for ambulance collections have a
higher rate of collections. For instance, the City of
Lincoln, which contracts its ambulance collection
services, has a collection rate of approximately 80%.
The Committee recommends the City’s elected leadership
direct City staff to begin taking the necessary steps
to ultimately contract out its ambulance collections.
Respectfully Submitted,
______________________________ ______________________________
Robert J. Sivick – Chairperson Steven Lamken
City Attorney Police Chief
Grand Island Study Session - 7/17/2012 Page 18 / 87
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______________________________ ______________________________
Tim Hiemer Jon Rosenlund
Fire Division Chief Emergency Management Director
______________________________ ______________________________
Brenda Sutherland Jaye Monter
Human Resources Director Finance Director
______________________________
John Collins
Public Works Director
Grand Island Study Session - 7/17/2012 Page 19 / 87
ICMA Recommendations
Summary of Major Recommendations (pages 13 – 15)
Adopt a strategic approach to managing police operations.
Track PD performance measurements as indicators of department progress. (Page 27)
1. Performance Domain – Crime Reduction
Measure – UCR Part 1 crime rate
Benchmark – NE top 9 City average
Target – 3.773 serious crimes per 100,000. Violent Crime Rate – 265, Property
Crime 3,508
2. Performance Domain – Holding Offenders Accountable
Measure – Crime Clearance Rate
Benchmark – UCR Part 1 average group IV (25 – 50 thousand) cities percent of
cases cleared.
Target – Violent Crime 49.9%, Property Crime – 21.3 %
3.Performance Domain – Fear of Crime
Measure – ICMA National Cities Survey
Benchmark – IMCA Nation Cities Survey
Target – Average
4.Performance Domain – Public Centered Crime Defense
Measure – Crime Prevention Programs
Benchmark – Baseline
Target – Increase overall baseline
5.Performance Domain – Traffic Safety
Measure – Traffic Accidents and Injuries
Benchmark – Traffic Injury Rate of injuries per population
Target – Baseline to be determined
6.Performance Domain - Providing Emergency Services
Measure – Calls for service response time and Saturation Index.
Benchmark – Calls for service response time. Saturation index.
Target – Less than 5.0 min for priority 1 calls. Less than 60% saturation index.
GIPD adopt strategic policing approach with each major category of crime, traffic
crashes, and quality of life violations. Plans addressing each – should be written
and disseminated throughout the department and ultimately integrated into an
overall strategic plan. (Page 35)
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Empanel a “calls for service” committee with relevant stakeholders to identify calls of
service that can be eliminated from a sworn police response.
ICMA recommends from a policy perspective, the responses to major categories
of calls for service be reduced; including responses to traffic accidents involving
only property damage, an alarm call back system be instituted; and 911 call
takers and dispatchers be trained to trigger a police response in cases only when
there is an emergency situation. (Page 40)
Create a third shift of officers (called a swing shift or impact team) and staff it with an
appropriate number of officers and supervisors. This shift would supplement the
current patrol deployment and would also engage in proactive enforcement to
address crime and quality of life issues in the community.
Patrol Shift Staffing Model (Page 53)
Shift Team Sergeants Officers
Days A 2 (I –patrol, 1 spec. ops)8
Days B 2 (I –patrol, 1 spec. ops)8
Nights A 2 (I –patrol, 1 spec. ops)8
Nights B 2 (I –patrol, 1 spec. ops)8
Swing A 1(patrol)5
Swing B 1(patrol)5
Recommended that consideration be given to increasing sworn officer strength from
current level of 77 sworn officers to an appropriate balance. Recommended
strength based on data is 87. (Page 54)
Create a supervisory position on each shift called the special operations sergeant who
will coordinate crime, traffic, and quality of life enforcement activities pursuant to the
strategic management approach.
Grand Island and PD enact and execute civil nuisance laws available to use in
Strategic Policing. (Page 57)
Increase the number of community service officers to six full-time positions and assign
two CSOs to each tour to assist the special operations sergeants in implementing
strategic policing.
Create a robust crime prevention program and staff a dedicated, sworn position of
crime prevention officer.
Grand Island Study Session - 7/17/2012 Page 21 / 87
Take immediate steps to implement a case management system that allows GIPD
investigative supervisors to track investigations by individual investigator as well as
monitor the clearance rates of the unit as a whole. These are essential pieces of
information to evaluate the effectiveness on investigative efforts.
Staff the criminal investigations division with one permanent civilian staff member to
assist in the administration and management of the division.
Staff the criminal investigations division with one permanent civilian staff member
assigned to criminal intelligence and crime analysis.
Consideration should be given to civilianizing the sworn officer in Evidence and
staffing the function with two civilian evidence technicians. (Page 67)
Review protocols for crime scene investigations.
Consideration should be given to folding the administration division and criminal
investigation division into thus transferring oversight of both functions to one captain
and eliminating a captain position from the agency.
Recommend transfer of SROs to Patrol Special Operations Sergeants instead of
the Training Sergeant. (Page 71)
Recommend that CSOs conducting code enforcement should be reassigned to
Patrol under the Special Operations Sergeants. (Page 71)
Recommend that Service Desk Officer be civilianized and the officer be
reassigned to an operational assignment in the department.(Page 72)
Empanel a joint committee on communications comprised of representatives from all
agencies to discuss staffing, call taking, response, and emergency management issues.
The PD and City should take immediate steps to determine what is needed to
implement a filed reporting system for the department. A portable, in-car system is
needed to obtain higher quality reports in a more efficient and timely manner.
Institute a formal leadership development program for midlevel supervisors to ensure
future leadership excellence within the PD.
The department should consider designating investigative capacity to coordinate all
internal investigations.
Grand Island Study Session - 7/17/2012 Page 22 / 87
Add sworn personnel to positions responsible for the areas of training, criminal
intelligence, and community policing.
Ancillary Recommendations
It is strongly recommended that the Chief identify and task one individual with
responsibility for implementing these recommendations . This person should be given
the authority and responsibility to effectuate the changes recommended – to ensure
recommendations are executed in a timely fashion. (Page 17)
All of the ICMA recommendations - - should be implemented by the police
administration with a reasonable period of time. (Page 17)
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POLICE
Grand Island Police Department
Implementation Plan
for the
ICMA Public Safety Study
Grand Island Study Session - 7/17/2012 Page 33 / 87
POLICE
End Game
Reduce Crime and the Fear of Crime
in Grand Island
Grand Island Study Session - 7/17/2012 Page 34 / 87
POLICE
Benchmarks
Performance Objectives
Crime Reduction – 3773/100,000 population
Crime Clearance – Violent 50%, Property 21.3%
Fear of Crime – City Survey
Crime Defense – Crime Prevention Programs
Traffic Safety – to be determined
Emergency Services – 5 min. Response Time to
Priority 1 Calls. Less than 60% Saturation Index.
Grand Island Study Session - 7/17/2012 Page 35 / 87
POLICE
Resources
Saturation Index – Above 60% - Upper
Threshold
Police Officers
Ten Additional Officers
Replacement and Reassignment of Two Officers
CSOs – 5 FTE Positions
Support Staff – 3 FTE Positions
Grand Island Study Session - 7/17/2012 Page 36 / 87
POLICE
Strategic Policing
A well planned and coordinated initiative,
using multiple resources in cooperation with
community resoruces, with the goal of creating
a sustainable impact on crime.
Grand Island Study Session - 7/17/2012 Page 37 / 87
POLICE
Strategic Policing
“A well planned and coordinated initiative” –
Crime Analysis and Targeting
Special Operations Sergeants
Grand Island Study Session - 7/17/2012 Page 38 / 87
POLICE
Strategic Policing
“using multiple resources’ –
Swing/Impact Shift
Patrol Shifts
Crime Prevention Unit
Code Enforcement Unit
Investigations
Drug and Violent Crime Task Force
School Resource Officers
Housing Authority Officer
Grand Island Study Session - 7/17/2012 Page 39 / 87
POLICE
Strategic Policing
“in cooperation with community resources” –
Citizens
Law Enforcement
County and City Attorneys
Schools
Housing Authority
Probation & Juvenile Services
Service Providers
Grand Island Study Session - 7/17/2012 Page 40 / 87
POLICE
Implementation Plan
Four Year Schedule
Timely – (ICMA, page 17)
PD Logistical Capacity
Officer Deployment Time
Grand Island Study Session - 7/17/2012 Page 41 / 87
POLICE
Operational Support
Review of Current Practices
Field Reporting Technology
Training
Leadership Development
Grand Island Study Session - 7/17/2012 Page 42 / 87
POLICE
Implementation Costs Summary
Program 2012/13 2013/14 2014/15 2015/16
Police Officers $561,690 $820,220 $861,862 $921,047
CSOs $137,723 $213,619 $286,556 $313,649
Support Staff $70,583 $108,741 $111,581 $153,320
Totals $769,996 $1,142,580 $1,259,999 $1,388,012
Grand Island Study Session - 7/17/2012 Page 43 / 87
City of Grand Island
Tuesday, July 17, 2012
Study Session
Item -3
Presentation of City Administrator Hiring Process
Staff Contact: Brenda Sutherland
Grand Island Study Session - 7/17/2012 Page 44 / 87
Council Agenda Memo
From:Brenda Sutherland, Human Resources Director
Meeting:July 17, 2012
Subject:City Administrator Hiring Process
Item #’s:3
Presenter(s):Brenda Sutherland, Human Resources Director
Background
The City of Grand Island currently has an opening at the City Administrator position.
This is a statutory position that is appointed by the Mayor and approved by the City
Council.
Discussion
Outlined in the presentation are two alternatives that could be used for the City
Administrator recruitment. Either process will be inclusive of the City Council as well as
the community with the goal of yielding the best possible candidate to serve as the next
City Administrator.
Conclusion
This item is presented to the City Council in a Study Session to allow for any questions to
be answered and to create a greater understanding of the issue at hand.
Grand Island Study Session - 7/17/2012 Page 45 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Working Together for a Better Tomorrow.
Today.
Grand Island Study Session - 7/17/2012 Page 46 / 87
HUMAN
RESOURCES
Suggested City Administrator Recruitment
Goal: Appoint the best candidate for the City
Administrator position for the City of Grand Island
The City of Grand Island is an equal opportunity employer.
Grand Island Study Session - 7/17/2012 Page 47 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Two processes to consider
Internal Recruitment
Coordinated by City Human Resources Department
External Recruitment
Performed by an outside recruitment agency
Grand Island Study Session - 7/17/2012 Page 48 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Internal Recruitment –Coordinated by City Human
Resources Department
No additional cost other than recruitment advertising
Recruitment brochure and job posting
Advertising
League of Municipalities-various states
On-line advertising sources
Social Media websites
GovernmentJobs.com
Trade Organizations
Grand Island Study Session - 7/17/2012 Page 49 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Applications accepted until 3:00 p.m. on September
7, 2012
Review of applications for minimum qualifications
estimated completion by September 17, 2012
Review of applications by committee consisting of
Mayor, Council President Gilbert and H.R. Director
Telephone interviews by a five member committee
which includes an additional two at-large members
selected from the community
Grand Island Study Session - 7/17/2012 Page 50 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Background checks will be conducted on the
candidates
Biographical information about the finalists will be
shared with the public
Finalists will be invited to an in-person interview in
October with the Mayor, City Council and
Community members
Contract negotiations with recommended candidate
Recommendation by Mayor and approval by City
Council
Grand Island Study Session - 7/17/2012 Page 51 / 87
HUMAN
RESOURCES
City Administrator Recruitment
External Recruitment
Request for Proposal (RFP) – 30 days
Selection of external recruitment agency – late August.
Cost is typically 25%-33% of the first year’s salary
City Administrator salary range is $114,033 - $160,457
Contract with recruitment firm brought before City Council
for approval – September 11th
Grand Island Study Session - 7/17/2012 Page 52 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Timeline determined in conjunction with external
recruitment agency
Job Analysis
Creation of recruitment brochure
Application period is typically 30-45 days
Advertising by external firm
Review of applications by external firm
Grand Island Study Session - 7/17/2012 Page 53 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Phone interviews with the most qualified candidates
by recruitment agency
Top candidates forwarded to the City for review
Phone interviews with review committee which
includes the Mayor, Council President Gilbert,
Human Resources Director and 2 at-large members
Grand Island Study Session - 7/17/2012 Page 54 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Background checks will be conducted on the
candidates
Biographical information about each finalist will be
made available to the public
Finalists will be invited to an in-person interview
with the Mayor, City Council and Community
members
Grand Island Study Session - 7/17/2012 Page 55 / 87
HUMAN
RESOURCES
City Administrator Recruitment
Contract negotiations with recommended candidate
Recommendation by Mayor and approval by City
Council
Grand Island Study Session - 7/17/2012 Page 56 / 87
City of Grand Island
Tuesday, July 17, 2012
Study Session
Item -4
Presentation of 2013 Capital Improvement Fund Budget
Staff Contact: John Collins, Public Works Director
Grand Island Study Session - 7/17/2012 Page 57 / 87
PUBLIC WORKS
Capital Projects 2013
Grand Island Study Session - 7/17/2012 Page 58 / 87
PUBLIC WORKS
Construction Estimates
Rule of Thumb – based on an estimated number of
units (such as feet of pipe) multiplied by typical cost
Preliminary Estimate – Field data is collected and
the concept selected
Final Estimate – A list of materials and activities is
created from the final design and combined with
either costs from prior projects or from vender quotes
Grand Island Study Session - 7/17/2012 Page 59 / 87
PUBLIC WORKSCAPITAL IMPROVEMENT PROJECTS 400 FUND
2012-2013 BUDGET
PROJECTS FUNDED BY GENERAL FUND-KENO-SPECIAL ASSESSMENTS
Total Cost City Share 2013
Budget
*Annual Handicap Ramp Installation $165,000 $165,000 $165,000
Digital Antenna/Transmission Line Install $65,000 $65,000 $65,000
Drainage Improvement Districts $100,000 $100,000 $100,000
Underpass Bridge Engineering $60,000 $60,000 $60,000
Cannon Ditch Lining $250,000 $250,000 $250,000
Lincoln Park Pool – CRA Funded $0 $0 $0
Integrated/Comprehensive Drainage Plan $0 $0 $0
Infrastructure Emergency Funds- Disaster Recovery $60,000 $60,000 $60,000
Fiber Wireless Connections $125,000 $125,000 $125,000
City Hall Phone System $125,000 $125,000 $125,000
City Hall HVAC $575,000 $575,000 $575,000
*Miscellaneous Park Projects $150,000 $150,000 $150,000
Hiker/Biker Trails $20,000 $20,000 $20,000
Hiker/Biker Trails - State and Capital Connector (20/80) Fed Aid Project $592,028 $ 112,210 $83,310
Hiker/Biker Trails-Broadwell-Capital to Eagle Scout (20/80) Fed Aid Project $0 $0 $0
*Hiker/Biker Trails- St. Joe $0 $0 $0
Hiker/Biker Trails-Mormon Island Bridges (20/80) Fed Aid Project $0 $0 $0
Hiker/Biker Trails-Mormon Island Phase 1 & 2 (20/80) Fed Aid Project $0 $0 $0
*Annual Sidewalk Projects $25,000 $25,000 $25,000
*Line Drainage Concrete Ditch $50,000 $50,000 $50,000
*Athletic Complex Development - Vets Home $1,656,105 $1,656,105 $0
*Northwest Drainage Project (46.25/53.75) NRD Project $16,400,000 $3,607,500 $529,816
*Moores Creek, Faidley, Edna Construction $210,365 $210,365 $0
*Construct Drainway - CCC to Wood River $476,441 $476,441 $226,441
TOTALS $21,104,939 $7,832,621 $2,609,567
GENERAL FUND
2012/2013 PROPOSED
BUDGET
Grand Island Study Session - 7/17/2012 Page 60 / 87
PUBLIC WORKS
CAPITAL IMPROVEMENT PROJECTS 400 FUND
2012-2013 BUDGET
PROJECTS FUNDED WITH GAS TAX MONEY
Total Cost City Share 2013 Budget
BNSF Shoulder Improvements $40,000 $40,000 $40,000
Stagecoach Detention Cell Completion $400,000 $400,000 $400,000
Independence Avenue Drainage $0 $0 $0
Replace Wood River Bridge @ Blaine $0 $0 $0
Resurfacing Various Locations – (20/80) Fed Aid Project $3,466,808 $682,510 $677,300
Capital Ave; Webb to Broadwell (includes trail ) – (20/80) Fed Aid Project $7,850,000 $1,549,000 $433,000
Husker Hwy (US Hwy 34) 281 to Locust (50/50 City portion) NDOR Project $4,005,712 $154,477 $0
Hwy 30 - Grant to W end of concrete (20/80) NDOR Project $1,143,047 $571,424 $0
Realign Walnut Ent. & Custer/15th Signal – Fed Aid Project – Fully Funding $374,630 $86,630 $11,000
*Misc. Safety Enhancements - Railroad Quiet Zone $343,000 $157,000 $0
US 30 Drainage Improvements (38/62) Fed Aid Project (Wasmer Detention Cell)$1,572,975 $564,555 $573,200
*Capital Ave; Drainway to Webb Road (20/80) Fed Aid Project $4,684,332 $1,102,006 $0
TOTALS $ 23,880,504 $ 5,307,602 $2,134,500
Total Capital Improvement Requests $ 44,985,443 $13,140,223 $ 4,744,067
GENERAL FUND
2012/2013 PROPOSED
BUDGET
Grand Island Study Session - 7/17/2012 Page 61 / 87
PUBLIC WORKS
Infrastructure Contingency Funds (Emergency)$60,000
Annual Street Resurfacing $750,000
Annual Handicap Ramp Installation $165,000
Annual Sidewalk Projects $25,000
Concrete Lining of Drainage Ditches $50,000
Drainage Improvement District (assessment)$100,000
Hiker/Biker Trails $100,400
Misc. Parks Projects (Annual)$150,000
Construction of NW GI Flood Control Project (46.25/53.75)$375,500
Paving District (assessment)$500,000
Athletic Complex Development - Vets Home Phase II $1,000,000
Blaine Bridge Replacement with culverts (contingent on NDOR Hwy 34 proj)$30,000
Broadwell & Capital to Eagle Scout Trail (20/80)$115,000
Capital Ave - Webb to Broadwell (includes trail) (20/80)$1,818,800
Faidley Ave - North Rd east to Irongate Ave (approx 2,000') (City funded)$425,000
Hwy 281 Drainage Improvements $500,000
Independence Ave Ditch – Design $80,000
Independence - Construct Culverts & Fill in West Ditch $70,000
Island Oasis Children's Wet Play Area $1,500,000
Lighting on US Hwy 281 from Stolley Park to Old Potash (Utilities design?)$250,000
Miscellaneous Safety Projects – TBD $60,000
Niedfeldt Park $50,000
PVIP Drainage Project – Construction $75,000
Sky Park Road Improvements - Lighting, Intersection, Roadway $1,000,000
Stolley Park Upgrade $100,000
Update Moores Creek Drainage Plan (with Comp plan)$39,000
TOTAL $9,388,700
ANTICIPATED 2013-2014 CAPITAL IMPROVEMENT BUDGET
Grand Island Study Session - 7/17/2012 Page 62 / 87
PUBLIC WORKS
The City can function within any
budget provided.
Grand Island Study Session - 7/17/2012 Page 63 / 87
PUBLIC WORKS
Annual Handicap Ramp Installation
$165,000
Required per Federal ADA Regulations – City of
Grand Island’s handicap ramp installation program
follows the previous year’s asphalt program
Grand Island Study Session - 7/17/2012 Page 64 / 87
PUBLIC WORKS
Digital Antenna/Transmission Line Install
$65,000
To manufacture a broadcast antenna, along with
removal of current antenna, and installation of Alive
Telecommunications antenna (Channel 50), including
transmission line – this will allow the City to meet
FCC regulations
Grand Island Study Session - 7/17/2012 Page 65 / 87
PUBLIC WORKS
Drainage Improvement District (assessment)
$100,000
Funding for drainage improvements requested by
citizens.
Grand Island Study Session - 7/17/2012 Page 66 / 87
PUBLIC WORKS
Underpass Bridges
$60,000
Evaluating alternate solutions to extend the life of the
bridges crossing over the Eddy St & Sycamore St
underpasses.
Grand Island Study Session - 7/17/2012 Page 67 / 87
PUBLIC WORKS
Cannon Ditch Lining - $250,000 – reduce standing
water & help keep weeds down – reestablish flow line
Grand Island Study Session - 7/17/2012 Page 68 / 87
PUBLIC WORKS
Infrastructure Emergency Funds – Disaster Recovery
$60,000
Used to address sudden failures of infrastructure or
Develop Disaster Recovery plan for offsite
information technology
Grand Island Study Session - 7/17/2012 Page 69 / 87
PUBLIC WORKS
Fiber and Wireless Connections
$125,000
To replace existing wireless at four fire stations,
parks maintenance building and cemetery.
Additional sites will include golf course, HPSP, Sign
and Signal Shop of the Streets Division.
Backup link to the Phelps Control Center and to
Line/Underground/Storeroom and Streets buildings.
Grand Island Study Session - 7/17/2012 Page 70 / 87
PUBLIC WORKS
City Hall Phone System
$125,000
To replace or update the 19 year old phone system
within City Hall.
Grand Island Study Session - 7/17/2012 Page 71 / 87
PUBLIC WORKS
City Hall HVAC
$575,000
Consists of renovation and energy efficient upgrades
for the heating and air conditioning systems at City
Hall that could include replacement of boilers,
recirculation pumps, air circulation blowers, chillers
and compressors.
*Heating Ventilation and Air Conditioning (HVAC)
Grand Island Study Session - 7/17/2012 Page 72 / 87
PUBLIC WORKS
Annual Miscellaneous Park Projects
$150,000
Fund annually used to address priority needs
throughout the Parks and Recreation Department.
Examples include restroom repairs or replacement,
park lake shoreline erosion prevention, park roads
and parking lot asphalt repairs or replacement,
playground equipment replacement, and other general
facility updates.
Grand Island Study Session - 7/17/2012 Page 73 / 87
PUBLIC WORKS
Hiker/Biker Trails
$20,000
This fund will be used for necessary
repairs/improvements to existing hiker/biker trails
Grand Island Study Session - 7/17/2012 Page 74 / 87
PUBLIC WORKS
Construct a trail ½ mile
west of US 281 to connect
existing trails along State
Street and Capital
Avenue. It is 80%
federally funded – the
City will be reimbursed
for any expenses above
our 20% obligation
Hiker/Biker Trails – State & Capital Connector
$83,310
Grand Island Study Session - 7/17/2012 Page 75 / 87
PUBLIC WORKS
Annual Sidewalk Projects
$25,000
This fund is used for the cost of installing sidewalks
along City owned properties (parks, cells, drainways,
etc.) and for gaps in sidewalks.
Grand Island Study Session - 7/17/2012 Page 76 / 87
PUBLIC WORKS
Annual program to line ditches with concrete to control
erosion and reduce standing water or pooling.
Line Drainage Concrete Ditch
$50,000
Grand Island Study Session - 7/17/2012 Page 77 / 87
PUBLIC WORKS
Northwest Drainage Project (NRD) - $529,816 – City/CPNRD
cost sharing project for flood control improvements along the
Prairie, Moores & Silver Creek watershed to alleviate flooding in
the northwest area of Grand Island. This is a 10 year obligation
that began in FY 2007.
Construct Drainway - Central Community College to Wood
River - $226,441 - The project will redirect the drainage from
Brentwood Lake area and the Highway 281 corridor to the Wood
River. Added detention for the area and a new storm crossing
under the UPRR spur and Garland Street will be part of this
project. Scheduled to begin in the fall of 2012 and conclude in
2013.
Grand Island Study Session - 7/17/2012 Page 78 / 87
PUBLIC WORKS
Grand Island Study Session - 7/17/2012 Page 79 / 87
PUBLIC WORKS
Burlington Northern Santa Fe RR Shoulder Improvements
$40,000
The Public Works Department requested BNSF Railway
officials coordinate constructing additional width to the
concrete crossing panels and placing asphalt shoulders on
BNSF Right-of-Way to occur in conjunction with their work
planned as part of the BNSF Railway Double Track project.
The City’s cost for the surfaced shoulder widening is estimated
at $31,572.00.
Grand Island Study Session - 7/17/2012 Page 80 / 87
PUBLIC WORKS
Stagecoach Detention Cell Completion -
$400,000
Correct defects with original construction – may
include purchase of additional land to complete the
project
Grand Island Study Session - 7/17/2012 Page 81 / 87
PUBLIC WORKS
Resurfacing Various Locations - Federal Aid Project
$677,300
Blaine (Garland to Stolley Park)
Blaine (Stolley Park to Beltline Hike/Bike Trail)
First (Walnut to Sycamore)
North Road (13 th to State)
Independence (Capital to NE Hwy 2)
Broadwell (Anna to 2 nd)
Broadwell (2 nd to State)
*Design 2012 / Construction 2013
Grand Island Study Session - 7/17/2012 Page 82 / 87
PUBLIC WORKS
Grand Island Study Session - 7/17/2012 Page 83 / 87
PUBLIC WORKS
Capital Avenue; Webb Road to Broadwell Avenue
Widening (includes trail) - $433,000
Widen Capital Avenue to 5 lanes from Webb Road to
Broadwell Avenue, adding a continuous turning lane and
a hike/bike trail on the north side of the road. This
project will receive 80% Federal aid. Initial funding is
for engineering only, construction is planned for 2014
and 2015. The City will be reimbursed for any expenses
above our 20% obligation
Grand Island Study Session - 7/17/2012 Page 84 / 87
PUBLIC WORKS
Realign Walnut Entrance & Custer Avenue / 15 th St
Signal - $11,000
– Realign the main
driveway to Walnut
Middle School to match
up with the intersection of
15th Street and Custer
Avenue. The project is
funded through Safe
Routes to School
Grand Island Study Session - 7/17/2012 Page 85 / 87
PUBLIC WORKS
US Highway 30 Drainage Improvements
$523,900
Construct storm sewer to the Wasmer detention cell from
Second Street at Logan Street, Broadwell Avenue, and
Madison Street. This project will receive federal funding
requiring a net 38.4% match from the City for construction
expenses. Construction is planned for 2013. The City will be
reimbursed for any expenses above our 38.4% obligation.
Grand Island Study Session - 7/17/2012 Page 86 / 87
PUBLIC WORKS
Grand Island Study Session - 7/17/2012 Page 87 / 87