Strategic_Plan_Service_Level by chrstphr

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									SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

The following analysis categorizes primary city services into three (3) categories of emphasis: Class A, Class B and Class C. “A” emphasis services include those services that are usually highly visible and where any “B” emphasis services are those improvement will have a far reaching impact on residents or city resources.

services which are currently being provided at an adequate level and where continuous improvement is encouraged. Services at this level should be maintained. “C” emphasis services include those services that require review to identify alternative methods of delivery, require a reduction in scope or may no longer be needed. Service Criteria Service is a high priority. Service carries significant impact. Service may be visible. Service may be provided at acceptable level but has the potential for significant improvement. Service is provided at adequate level. Continuous improvement encouraged. Service levels should be maintained. Service or program may require review to identify alternative methods of service delivery. Services may require reduction in scope. Services may no longer be needed. Emphasis A

B

C

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

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Bureau City Attorney

Services Acts as legal advisor to the Mayor, Council, and to all departments. He/she is responsible for the prosecution and defense of actions and proceedings by and against the City. Advises the City Attorney of the existence of casualty risks that might result in legal action against the City, act as an adjunct to the operation of the City's self-insurance programs, investigate facts and circumstances to determine the scope of damages caused or suffered by the City. Acts as counsel to the Affirmative Action Review Council and advise on matters involving affirmative action and employment of City residents.

Emphasis B Many employee related issues may not require litigation but strict adherence to policies and procedures. A Rate of occupational injuries far exceeds national avg. of <8; at 24.48.

Risk Management

Contract Compliance

C Affirmative Action is less a priority.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Personnel

Services Provides City of Camden with services that focus on recruitment and retention of qualified employees; benefit programs; provide job applications to interested individuals, maintain applications of file for six months, provide copies of applications to department directors when a vacancy occurs process all Employee personnel actions. Fleet Management of the Bureau of Fleet Maintenance establishes procedures for the operation, repair and management of various motor vehicles and mechanical equipment assigned to City departments and personnel.

Emphasis C City does not conduct performance evaluations, but provides for pay increases and unbudgeted overtime.

Fleet Maintenance

A Virtually all municipal services depend on the availability of fleet operations to deliver timely and effective services from emergent needs to routine job equipment and services. Managing the coordination of priorities and fleet/equipment availability must be improved. C Avg. processing time from sealed bids to purchased order exceeds national avg. by 50 days.

Purchasing

For businesses large and small, the Bureau of Purchasing serves as the City's primary agent in the procurement of goods and services necessary to operate the government. The bureau, part of the Administration Department, manages the citywide purchasing system used by all city departments pursuant to state law and city ordinance.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Fire Administration

Services Management and supervision among various administrative and support service functions including personnel, budget, planning, maintenance and administration. Management and supervision among various operational and emergency service functions including fire control, special operations, command inspections, occupational safety, and material procurement. Bureau includes fire safety, education, fire code enforcement, fire inspection management, fire incident investigation, construction site plan review, and community relations management. The principal functions of the Fire Control Force entail fire suppression, rescue services, special operations, fire safety inspections, community relations, and emergency medical support.

Emphasis A Improve efficiency through the development and implementation of strict overtime and sick leave policy. A Develop and implement strategy for more efficient and effective use of trained firefighters to perform less civilian related job duties and responsibilities. B Develop and implement strategy for more efficient and effective use of trained firefighters to perform less civilian related job duties and responsibilities. B % of fire emergency responses within 6 minutes meets national avg. of 95%

Fire Operations

Fire Prevention

Emergency Services Citywide Tour Command

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Accounts And Controls • • • • •

Services Central Bookkeeping and Accounting Budget Reporting Vendor Payments Purchase Orders Payment and Billing Information

Emphasis A More budget analysis is required to monitor and control overtime expenditures, increase efficiency in purchases of commodities, supplies and services, analyze actual vs. budgeted positions, and savings generated as a result of increased use of technology. Budget forecasting is needed to develop and implement strategy for reducing state subsidy by targeted % by 2010. A Maintenance of current tax map is critical to the assessment process. Currently, the project is behind.

Tax Assessment

• • • • • •

Provide information Assess tax benefits from local improvements Maintain adequate assessment records Maintain a current Tax Map of the City as a public record Process applications for Senior Citizens and Veterans Deductions. Process requests for tax abatements, agreements, and assessment appeals. Tax collection

Tax Collection

•

A Tax collection rate is too low.
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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Treasurer • • • •

Services Establish a formal Cash Management Plan. Produce monthly cash flow reports. Maximize interest on investment revenues. Develop a formal Policy and Procedure Manual addressing cash receipt, cash disbursements, transfer of funds, cash reconciliations, record retention and daily operations within the Bureau of Treasury. Grants Management Process grant allocations and payments. Ensure compliance with all requirements of the US Department of Housing and Urban Development and other grant sources. Grant Development

Emphasis B Improve the use of investment funds as a leverage to gain support in a “Camden First” philosophy as a means to support use of and development of local businesses and local employment initiatives.

Grants Management

• • •

•

C The grants management function should be aligned under the proposed Deputy Business Administrator’s Office for Development, and within the Office of Planning and Management Services (PAMS). This realignment will increase emphasis on programs and resource development.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Building Bureau

Services Issues and oversees all construction permits in the City of Camden, covering all disciplines. It has control over sidewalk and street openings of city streets along with repair and reconstruction of sidewalks and curbing of existing property. The bureau also investigates and classifies buildings for demolition and/or board up. Review and approves all business applications for licenses in the City of Camden. Enforces all license requirements and maintains up-to-date files for all licensed businesses.

Emphasis B % of building inspections conducted within 1 day of request is 35% below national avg. Improving timeliness, quality and effectiveness of inspections and ensuring proper follow-up is essential to sustaining the redevelopment process in Camden. A Development and maintaining an accurate and up-to-date database and history of both large and small businesses in Camden will return big dividends in the strategic long term redevelopment plan for Camden.

Business Licensing

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau City Properties

Services Sells properties and land owned by the City.

Emphasis B Frequent acquisition and transfer of land and property through the city bureau makes this an ideal candidate for use of technology for tracking ownership and ensuring an adequacy of property maintenance before, during and after these property transfers. A Residents eligible for services potentially overlap residents cited for building code violations. B Continue utilization of local youth as summer support employee, but improve planning, training and equipment. Properly maintained parks and open spaces can be a source of pride for local communities and residents as well as provides motivation to DPW field staff in receiving acknowledgement from residents for work well done.

Housing Services

Administers housing programs designed to assist residents with securing necessary funds to address housing conditions detrimental to the health and safety of the property occupants. Provision / facilitation of responsive and professional park planning, design, construction, rehabilitation and preservation to achieve a safe, environmentally sensitive and aesthetically pleasing park and open space environment. Provision of responsive parks maintenance complemented with collaborative involvement of residents, local agencies and non-profits in parks monitoring, beautification and programming.

Parks and Open Spaces

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Division Planning

Services The Division of Planning acts as the administrative arm to both the Camden City Planning Board and the Camden City Zoning Board of Adjustment. The Division is responsible for all zoning permit applications, distributing zoning variance applications and planning board applications such as site plans, major and minor subdivisions and responsible for producing the City of Camden Comprehensive Plan/Master Plan, the City of Camden Comprehensive housing Affordability Strategy (CHAS), the Capital Improvement Programs and the Neighborhood Planning Program.

Emphasis C Current planning and zoning functions should be assigned to the Camden Redevelopment Agency under the terms of an Inter-Local Agreement. This transfer of functions is intended to streamline management, eliminate redundancy and duplication of effort, and increase productivity of staff. The role of Director will no longer be split; Development Planning Director/ Executive Director. The Executive Director of the Camden Redevelopment Agency will be responsible for managing the terms of the inter-local service agreement and report performance and compliance to the Business Administrator.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Trash Collection

Services The City of Camden contracted with Waste Management for twice a week trash and once a week recycling collection. It is a three-year contract with options for a fourth and fifth year. The Investigative department monitors Waste Management for compliance. Contract includes both business and residential trash & recycling collection. Recycling consists of picking up curbside materials such as glass, metal cans, plastic paper, cardboard, etc.

Emphasis C Windshield survey revealed city is not clean, especially in lower income neighbor-hoods. Since implementation many households have been demolished. Current operations still require garbage and special collections and cleanup by City DPW operations. As Camden redevelops a revised plan for waste collection and disposal will be essential. C Recycling should receive a higher priority as a means of offsetting solid waste collection and disposal costs through recyclable materials marketing potential.

Recycling

Cleanout/ Board-ups

Clean out activities most commonly involves removal of trash and debris located inside or around vacant properties that would otherwise cause health hazards or any other forms of unsafe conditions. Board-up activities involve properly securing or closing up abandoned structures to prevent unlawful entry.

A Vacant properties are boarded up, but trash and debris on outside is visible. These properties become littered and/or dumping areas and require continuing maintenance attention and special resources for cleanup outside of planned maintenance activities.
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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Lot/Grass Cutting and Cleaning

Services The Department assumes responsibility for cutting grass, trees and shrubbery on any city owned plot of land, lots, streets highways and right of ways within the City of Camden. The department removes trash and debris from vacant lots and alleyways. If lots are privately owned the owner is billed for services for the cost incurred in the removal of trash and debris. This function has been contracted out to Total Center Maintenance (T.C.M.) and is monitored by the department. Street sweeping is conducted on a bi-weekly basis. Scheduled days are in conjunction with prohibited parking signs posted in neighborhoods. The Department of Public Works sweeps the business corridors on a daily basis. The City of Camden repairs or arranges to have repaired any potholes located on any city maintained streets within the City of Camden that is creating a safety hazard.

Emphasis A Having adequate service equipment and keeping it maintenance is an identified need by staff. Staff training and improved job planning will improve service. A Improve planning and coordination with citywide solid waste collection and disposal services for improved effectiveness and potential efficiencies. A Privatized street sweeping service function similar to solid waste services should be reevaluated to coincide with the long-term plan for redevelopment. Contract services must be effectively planned, managed and modified as required for continued efficiency. B The % of potholes repaired within 2 days of notification is 95%. This exceeds the national average of 90%.

Debris Removal

Street Sweeping

Potholes

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Graffiti Removal

Services The department removes graffiti from cityowned properties. Privately owned properties can request a (one-time) removal by calling the office. The property owner then signs a release form holding the city harmless from any liability. The department has the responsibility for maintaining all street signs. This includes installation of new signs, repairs, replacements, and name changes. This is in addition to painting the road lines and curbing. Trees, shrubbery and hedges are trimmed so that pedestrians and motorist have a clear view of all signs governing traffic. The department oversees total care, burial information and maintenance of the New Camden Cemetery, located on Mt. Ephraim and Ferry Avenues. The Department also has the responsibility for maintenance of Old Camden Cemetery located at Haddon Ave. and Mt. Vernon St.

Emphasis B Serves as temporary and entry level job opportunities aimed at city youth, especially as summer employment opportunity, but requires core DPW planning and support. B Look to improved efficiencies in operations as DPW improves and incorporates GIS and other critical technologies for management planning, communications, staff deployment, job tasking and reporting.

Street Signs

Cemeteries

B Involves separate administrative services as well as facility maintenance services which require separate planning details.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Program Adopt-a-lot

Services City residents can "adopt" city-owned lot(s). Lots must be kept clean, free and clear of trash and debris. Lots can be used for vegetable or floral gardens and other uses.

Emphasis A Supports a key feature of DPW services in that it promotes direct communication and support to the residents in all districts and communities throughout the city. Continue to encourage and enhance this contact. B Responsiveness and quick action for this critical emergency service is one of the main services of DPW operations. Readiness in planning, equipment and deployment is essential. C Requires significant resources in a short period of time. Consider use of technology i.e. GIS & work management for planning. Although difficult to implement, scheduling can improve efficiency for this service. A Prime area for introduction of technology applications and work management strategy to improve responsiveness and efficiency. Also need to evaluate staff skills, manning and deployment.

Snow Removal

The department is responsible for snow plowing/removal and ice control on all city maintained streets in the City of Camden. The New Jersey Department of Transportation maintains State roadways and Camden County Public Works maintains all County Roadways. The department collection. provides seasonal leaf

Leaf Collection

Inspections

The department handles inspection and investigation of illegal dumping as well as enforcement of municipal codes involving trash, debris, property maintenance and other unlawful or hazardous conditions.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Office on Aging

Services Provides scheduled food and clothing shopping trips, outreaching shut-in seniors and assisting seniors with housing services. Providing City Residents with quality of life programs such as Emergency PSE&G Assistance Emergency Oil Assistance. Services provided relate to resolution of neighborhood concerns, outreach and recruitment for city sponsored programs, and, routinely acting as liaison between the community and government regarding the quality of life of the residents. Operation of recreation facilities, programs and other leisure time activities for the residents of Camden. Working within the limits of their mission, the bureau puts primary emphasis on the recreation needs of the young residents of Camden City.

Emphasis C Programs should be maintained but, perhaps, provided in collaboration with the County.

Neighborhood Services

A Include as a priority in the overall Camden redevelopment plan. Plan service strategies for both the short and long term for all areas and sections of the City that continue the involvement of the local community groups and residents. B Use of temporary summer help swells the ranks of the DPW staff and represents a real challenge to administration, supervision and coordination of work efforts and programs.

Recreation

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau Youth Services

Services Coordinates and administers a variety of counseling, social, recreational, educational and psychological services to youth and families residing in the City of Camden.

Emphasis A Camden, a City with 12.3% more children than the state percentage and 9.1% more than the county percentage, is a "city of children," facing an inordinate amount of socioeconomic conditions which must be changed in order to see the City advance. These adverse conditions include but are not limited to high rate of poverty among students, student substance abuse, teenage parenthood and high drop-out rates.

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SERVICE LEVEL IMPROVEMENT OPPORTUNITIES

CAMDEN FIRST 2010

Bureau City Attorney

Services Acts as legal advisor to the Mayor, Council, and to all departments. He/she is responsible for the prosecution and defense of actions and proceedings by and against the City. Advises the City Attorney of the existence of casualty risks that might result in legal action against the City, act as an adjunct to the operation of the City's self-insurance programs, investigate facts and circumstances to determine the scope of damages caused or suffered by the City. Acts as counsel to the Affirmative Action Review Council and advise on matters involving affirmative action and employment of City residents.

Emphasis B Many employee related issues may not require litigation but strict adherence to policies and procedures. A Rate of occupational injuries far exceeds national avg. of <8; at 24.48.

Risk Management

Contract Compliance

A Revamp contracts and contract services to reflect a “Camden First” philosophy and goal to maximize benefits of purchasing and tax expenditures in the Camden City business and residential communities.

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EXECUTIVE DIRECTION

CAMDEN FIRST 2010

Executive Direction “There is a general consensus that the City of Camden lacks both the management and the financial resources to be competitive with other local government jurisdictions within the region.” (2003 CAMDEN STRATEGIC REVITALIZATION PLAN) Executive Direction under the new organizational configuration includes the Chief Operating Officer and staff, the Business Administrator, and the Office of the Business Administrator. The challenge is to establish a clear management agenda and implement it.

CHIEF OPERATING OFFICER SHOULD:
1.0 Set a “Management Agenda” for the city that translates the Management Mission into goals, objectives, action plans and measurements for each City department, or major City service. Review the City’s Mission Statement and embellish it to be more specific about the “Management Mission” to be adopted and followed by appointed executives and managers of the City. Jointly pronounce, with the Mayor how work plans are to be designed and what efficiency and customer 3.0 service levels are expected; then publicly empower the Business Administrator to supervise the workforce and to develop evaluation and reporting mechanisms for adherence. 4.0 Evaluate the feasibility of early retirement for employees who may not have the desire and commitment to fulfill the new City of Camden vision and responsibilities.
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2.0

EXECUTIVE DIRECTION

CAMDEN FIRST 2010

CHIEF OPERATING OFFICER SHOULD:
5.0 Foster inclusion for service providers and service recipients by: a) b) c) imparting a vision to all employees to encourage concept of inclusion. developing interdepartmental & intradepartmental cooperation for synergistic performance. establishing consensus of purpose through strong community & public relations & dissemination of watershed accomplishment to the public. 6.0 Institute standardized performance indicators specific to each discipline & service provided by: a) developing a clear, comprehensive & distributed strategic plan for achieving these goals and developing measures by which performance relative to these goals and targets can monitored. b) strengthening the level of individual employee growth and development and accountability through effective implementation of performance evaluations. 7.0 Create a stable and productive workforce resource that is a continuous & innovative resource. a) Institute training & development vehicles and compensation reviews to provide career leverage opportunities to staff, thus encouraging increasing productivity of Human Capital.
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EXECUTIVE DIRECTION

CAMDEN FIRST 2010

The Business Administrator
The Business Administrator who is appointed by the Mayor with consent of the City Council is responsible for the supervision of all day to day management of the staff of the City of Camden. As referenced in the City of Camden Multi-Year Recovery Plan, … “the effectiveness of the position of Business Administrator in managing the City’s daily operations has been constrained due to unclear lines of communication and authority between department heads, the Business Administrator and policy officials.” The challenge lies in effectively managing day-to-day operations of the City; communicating effectively through executive staff and to employees, citizens, the business community and to the Mayor and City Council; assuring accountability from managers and staff.

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EXECUTIVE DIRECTION

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BUSINESS ADMINISTRATOR SHOULD:
Have each Department Head develop up “Management by Objectives” work measures for him/herself in 1.0 consultation with the Business Administrator; then develop work measures in conjunction with Division Managers, and have semi-annual evaluation sessions to monitor the work being done – and make adjustments to personnel or procedures where work is not being accomplished as planned. 2.0 Develop and implement for City-wide performance management system emphasizing the connection between employee responsibilities and activities, and organization goals, mission and vision. Develop and implement a program to hear and to report on neighborhood and community issues through public forums and other media including television, cable, internet and other communication methods. Review and assess all master contracts that potentially can provide a vehicle for job creation for City 4.0 residents and identify new and innovative methods for creating job opportunities for City of Camden residents. 5.0 Ensure minority, local and residential participation in all city contracts if feasible.

3.0

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EXECUTIVE DIRECTION

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BUSINESS ADMINISTRATOR SHOULD:
Promote organizational wide accountability, effectiveness, productivity, and communication by: a) b) c) Developing and implementing tools for strengthening employee performance Implementing an evaluation system with realistic expectations. Improving accountability by developing policies and procedures and clearly communicating the contents to managers and staff. d) e) Increasing value and efficiency by instituting a financial reward system that is based on performance. Developing basic communication techniques to foster lateral and vertical communication throughout the government.

6.0

MANAGEMENT PERFORMANCE INDICATORS Service Area Management Measure % of recommendations from audits/ management studies that are accepted/ implemented Benchmark 90%/70%

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

STRATEGIC SUPPORT
The Department of Strategic Support (Recommended) is a new department that would essentially replace the old General Services or Administrative Service Department. It will be headed by a Director of Strategic Support. The department is a consolidation of internal services necessary for support of City employees, such as fleet maintenance, facilities management, contracts and procurement, printing, and risk management. This concept was suggested in the City of Camden Multi-Year Recovery Plan.

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

Contracts and Procurement

STRATEGIC SUPPORT SHOULD:

Purchasing serves as the City's primary agent in the procurement of goods and services necessary to operate the government. Under the proposed or recommended configuration the role of purchasing is expanded to Contracts and Procurement and adds the contract compliance function currently administered out of the City Attorney’s Office.

CONTRACTS AND PROCUREMENT SHOULD:
Increase efficiency by: 1) eliminating paper based processes; 2) fully automating the procurement 1.0 process; 3) increasing threshold for small purchases; and 4) eliminating redundancy without sacrificing integrity. Increase effectiveness and proficiency by: 1) Ensuring Bureau has a state certified purchasing agent on board at all times; 2) Holding individual purchasing staff employees accountable through 2.0 evaluations, training and performance improvement strategies; 3) Establishing contract monitoring and internal audit function to accurately measure and determine whether a vendor is providing goods and services for which they were contracted; and 4) Remove Print Shop and all associated printing functions from the Purchasing Bureau.

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

FACILITIES MANAGEMENT SHOULD:
Create a Facilities Management unit to protect the health and safety of the residents by improving the overall performance of the City’s building structures by: a. Establishing a function to plan, build-out, maintain and operate City facilities; to listen, anticipate and respond to the needs of City residents and employees; and to serve as responsible, accountable stewards of the public’s investment in City facilities. 1.0 b. c. Designing the facilities management function to operate as an internal service fund which is funded by internal clients for services rendered. Emphasizing coordination and quality craftsmanship in performing such functions as remodeling services, relocation services, carpentry, painting, electrical repairs, plumbing, air conditioning repairs and preventative maintenance. d. e. Valuing the goal of providing a facility and environment suitable for conducting public business. Increasing accountability and responsibility for maintenance and upkeep of city facilities

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

Fleet Management Fleet Management of the Bureau of Fleet Maintenance establishes procedures for the operation, repair and management of various motor vehicles and mechanical equipment assigned to City departments and personnel.

FLEET MANAGEMENT SHOULD:
Increase efficiency by developing a charge-back system to Fleet customers that would help support fleet operations while a) increasing accountability of agencies requiring fleet maintenance services; and 1.0 b) promoting responsible management of departmental funds by directors who authorize fleet maintenance expenses.

Improve inventory management through effective training and innovative technological support 2.0 emphasizing: increased accuracy in the inventory process, cost-effective procurement, decreased down time of vehicles being repaired, increases in the percentage of vehicles that are available for use.

3.0

Promote total quality in fleet management through certified training and continuing education program and increasing the skill level of maintenance and repair technicians.

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

STRATEGIC SUPPORT PERFORMANCE INDICATORS Service Area Purchasing Risk Management Fleet Fleet Measure Average response time from requisition to purchase order Rate of occupational injuries (incidents per 100 employees) Equipment Availability rate Returns for rework Benchmark 60 days <8 94% <3%

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STRATEGIC SUPPORT

CAMDEN FIRST 2010

Human Capital With a workforce exceeding 1200 employees with more than 1,000 union members, new expectations of performance and productivity presents a serious challenge for the City of Camden. At the forefront of this challenge is the Bureau of Personnel. It is currently understaffed and its scope is far to narrow to effectively respond to the needs of its workforce. Many hold civil service and none are evaluated at any time. Under the proposed reorganization, a new Human Capital Department will replace the old bureau. The current bureau is not equipped to fill the role of growing and developing the workforce largely because it lacks the skills and tools required to support the challenges presented by such things as Future Camden. What’s needed is a fundamental shift in the way Personnel and the entire organization thinks and acts regarding human resource issues—a shift from performing administrative tasks to proactively enhancing the City’s ability to attract, develop and retain superior performers, and keep them focused on goal achievement.

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HUMAN CAPITAL

CAMDEN FIRST 2010

HUMAN CAPITAL SHOULD:
1.0 Develop and implement regular performance evaluations. Conduct a comprehensive review of every employee for skills, competencies, appropriate classification and potential professional development opportunities. Provide training in performance measures and including them as a regular part of evaluating all managers and directors, and reporting to the public the results accomplished each fiscal year. Executive level leadership training for Directors and senior managers. Develop quality linkages with schools and universities to have a positive influence on young residents who 5.0 may be interested in civic or governmental careers, i.e., fire and police recruiting, trade professions associated with facilities management and public works, etc. In addition to traditional personnel functions, expand function and role to include: • 6.0 • • • Recruitment Employee Classification Evaluation and Assessment Wage and Salary Administration • Centralized Training • Career Development • Compensation and Benefits • Management Training
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2.0

3.0 4.0

HUMAN CAPITAL

CAMDEN FIRST 2010

HUMAN CAPITAL PERFORMANCE INDICATORS Service Area HR HR Measure % of positions filled within 90 days of vacancy % of position audits completed within 30 days of request Benchmark 80% 85%

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PUBLIC SAFETY

CAMDEN FIRST 2010

Public Safety Under the new proposed configuration, the Camden Police Chief and Fire Chief would report to a Public Safety Director. The Police and Fire Departments combined represent ___% of the total general fund budget. While public safety is a major concern in the City of Camden, the management oversight of expenditures associated with public safety services is essential. In addition to budget concerns, both the Police and Fire Departments require organizational adjustments and change in order to become more compatible with the overall operations and management strategic goals and objectives presented in this document.

The primary goals of the public safety component are: 1. To improve the quality of life in the City of Camden by improving the safety and health of its residents through the delivery of high quality responsive public safety service. 2. To provide high quality public safety service in the most cost effective and efficient manner. efficiency and reduce costs, particularly overtime. 3. 4. To achieve measurable outcomes such as continuously reducing the City’s crime rate. To increase the availability of current eligible uniformed officers and firefighters.
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PUBLIC SAFETY

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Fire Department The Fire Department exists to preserve and enhance the quality of life in the City of Camden through the effective prevention of fire and the efficient delivery of emergency services in the assigned mission areas of fire suppression, rescue operations, emergency medical support, and the mitigation of special hazards that threaten public safety. Management and supervision among various administrative and support service functions including personnel, budget, planning, maintenance and administration. Management and supervision among various operational and emergency service Fire Operations functions including fire control, special operations, command inspections, occupational safety, and material procurement. Bureau includes fire safety, education, fire code enforcement, fire inspection Fire Prevention management, fire incident investigation, construction site plan review, and community relations management. Emergency Services Citywide Tour Command The principal functions of the Fire Control Force entail fire suppression, rescue services, special operations, fire safety inspections, community relations, and emergency medical support.
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Fire Administration

PUBLIC SAFETY

CAMDEN FIRST 2010

THE FIRE DEPARTMENT SHOULD: 1.0 2.0 3.0 Increase the number of firefighter staff available to actually fight fires by removing existing firefighters from civilian-related duties and responsibilities. Conduct annual ability testing of all Fire Department employees to determine performance capacity. Implement recruitment of fire cadets at the High School level with an emphasis on diversity and career planning. Improve efficiency of the Department by reducing overlapping and duplication of resources, reducing improper use of sick time, and reducing overtime. Strengthen the management and administration of the Department by removing Deputy Chiefs (2) from the line to focus on management and administration functions. Reclassify Deputy Chief positions to exempt status consistent with other upper management positions in the department. Eliminate overlapping by eliminating Tour Commander (4) positions through attrition.

4.0

5.0

6.0

7.0

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PUBLIC SAFETY

CAMDEN FIRST 2010

THE FIRE DEPARTMENT SHOULD: 8.0 Factor vacations, sick leave and training time into current minimum staffing formula ensuring that one fire fighter is on staff to work leave time for the others. Improve accountability and effectiveness of Fire Department staff by a) establishing performance measures 9.0 to track productivity, efficiency and effectiveness;. b) conducting annual ability testing of all fire department employees to determine performance capability; c) utilizing training outcomes as a measure of performance; and d) prioritizing training to improve technical competence.

FIRE PERFORMANCE INDICATORS Measure Total Residential Structure Fires per 1,000 population Total Comm. Fires/ Comm. Structures per 1,000 population % of Fire Suppression Calls/ Response -Under 5 minutes % of All Structure Fires - confined to room of Origin Avg. Time Call Entry - Arrival /Requiring (BLS) (Minutes/Seconds) Benchmark 3.5 17.3 60% 40.4% 6.1 minutes

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PUBLIC SAFETY

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FIRE PERFORMANCE INDICATORS Measure Total Residential Structure Fires per 1,000 population Total Comm. Fires/ Comm. Structures per 1,000 population Average Time From Call Entry To Arrival For Calls Requiring Advanced Life Support (ALS) (Minutes/Seconds) Fire Operating Expenditures per Capita ISO Public Protection Classification (Fire Protection Rate) % of Fire Suppression Calls/ Response -Under 5 minutes % of All Structure Fires - confined to room of Origin Avg. Time Call Entry - Arrival /Requiring (BLS) (Minutes/Seconds) 60% 40.4% 6.1 minutes Benchmark 3.5 17.3 6.4 minutes $121.00

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PUBLIC SAFETY

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Police Department The primary mission of the Camden Police Department is to achieve and maintain order and crime prevention. Over the past 3 years, the Police Department has been under the direct control of the New Jersey Attorney General. The Police Chief is interim. Interim status at the level of Police Chief may hinder progress toward moving forward because, quasi-military operations such as the police department, normally do not function well without stability. Stability at the level of Police Chief will help establish a foundation for management control and accountability.

A primary objective of the Police Department is to comply with several mandates established by the Attorney General and resume reporting to the Mayor and Business Administrator. complied with 73 of 83 mandates. To date, the Police Department has The Police Department has done an outstanding job in this regard.

The remaining action points call primarily for increased staffing. Table 1)

The recurring challenge for the Police

Department will be improving operational efficiency and effectiveness without resorting to staff increases. (See

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PUBLIC SAFETY

CAMDEN FIRST 2010

Table 1- NJ Division of Criminal Justice Management Report of Outstanding Action Points No.
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0

Description of Issue
Civilianize Property Management Develop a written policy for fleet management Hire a civilian clerk Hire a civilian information technology director and a civilian network Increase hours of operation to include one night each week Increase primary responders Increase the staffing levels Train clerks to enter UCR codes/enter all codes same day Completely revise and update the Rules and Regulations Early Warning System

Disposition
Pending Pending Pending Pending Pending Pending Pending Pending Pending* Pending*

Comment
In Budget Request Projected Complete by June 2004 In Budget Request In Budget Request In Budget Request In Budget Request In Budget Request In Budget Request Draft/Committee Formed DCJ to rectify software

A major finding of this study is that the Police Department is not without adequate human resources or officers. This is supported by the budget and comparisons to other jurisdictions. The police budget represents more than 1/3 of the City’s personnel expenditures. The city’s 350 police officers represents more police officers per capita than any other municipality in the State of New Jersey. Ultimately, the police department is expected to improve its effectiveness through improved operations and become more efficient through solid management.

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PUBLIC SAFETY

CAMDEN FIRST 2010

THE POLICE DEPARTMENT SHOULD: 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 Department needs to assign a unit whose sole responsibility is to combat open-air drugs. Officers should be assigned to areas based on need rather than having a set number of officers assigned per district.
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Reassign police officers so that they are on patrol in neighborhoods where they are really needed. Work schedule should be removed from collective bargaining agreements. Officers should be deployed in numbers proportionate to the varying workload demands by day of the week, hour of the day and location. The four district houses should be closed, and all district patrol officers report to, attend roll call and deploy from police headquarters. Mounted units should be disbanded and the officers be reassigned to mobile patrol. Accident investigation officers should be assigned to work varying hours and weekends, to provide their important expertise during a larger percentage of time. Superior officers need to be held accountable for reducing overtime. Department should implement community policing program.

PUBLIC SAFETY

CAMDEN FIRST 2010

POLICE PERFORMANCE INDICATORS
Service Area Police Police Police Police Police Police Measure Crimes per 1,000 population served Average Response Time to Top Priority Calls % of Violent Crimes Cleared % of Property Crimes Cleared No. of Arrests per 1,00 Juveniles Police Operating Expenditures per Capita Benchmark 51 6.3 minutes 54.9% 20.3% 42 $185.00

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DEVELOPMENT

CAMDEN FIRST 2010

Development The “Development” strategic cluster is very important because it is an integral part of the Camden Redevelopment Plan. As the redevelopment plan takes shape, city services as well as the city’s infrastructure must take shape as well. Within the cluster is Department of Public Works, Community Services, which is the former Department of Health and Human Services; Code Enforcement, and a new Office of Planning and Management Services. Each one of these departments plays a critical role in supporting the physical and most visible services provided by the City.

As the new Camden emerges, new residents with high expectations will demand more than what is currently provided. The volume of work should increase as well as service quality. A major objective is to become more effective in the delivery of services while also becoming more efficient. To be more effective means the entire city will be clean, not just downtown. It means the city will take responsibility for the cleanliness of the City even though the service is privatized. Being more efficient means that City inspectors will be challenged to acquire multiple licensing and be trained to conduct all types of inspections without regard to organizational unit, but with respect to the service goal. The operational strategy is to promote efficiency by grouping departments together to create synergy through working together and sharing resources to achieve, in this case, common redevelopment objectives.
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DEVELOPMENT

CAMDEN FIRST 2010

Other significant objectives of the Development cluster are to: 1. Increase understanding of overall department service to generate internal support for the overall Camden Redevelopment Plan. 2. To increase departmental effectiveness through the development of organizational plan that addresses short and changing long term public service needs. 3. 4. 5. To improve responsiveness to neighborhoods relative to comprehensive city service delivery. To improve accountability and responsibility at the mid-level manager and supervisory positions. To encourage and strengthen links to the community through development of local communityoriented neighborhood work efforts. 6. To improve the timely completion of routine and non-routine work orders which originate from citizen complaints 7. Increase efficiency by implementing a technology for tracking customer calls, complaints and service provided. 8. 9. 10. To improve the performance and overall morale of employees. Invest in the training and development of Public Works employees To increase participation of all Public Works employees in developing new and improved methods for providing services.
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DEVELOPMENT

CAMDEN FIRST 2010

DEVELOPMENT SHOULD: Deputy Business Administrator for Development Hire professional to provide aggressive marketing for the City of Camden on a national basis to attract firms and companies who may or may not be looking to relocate headquarters and corporate offices. Modernize the methods of receipt of service calls and complaints, and the assignment of properly evaluated daily work tasks to the line employee. Create interagency projects to promote efficiency and team building. Reevaluate the contract performance, cost and effectiveness of existing privatized public works services for possible re-incorporation of funds for improved municipal service efficiencies. Develop the seasonal work effort into an effective training platform for potential full time employees. Formalize the training and development process and integrate with effective employee performance evaluations. Prepare reorganization of Development and Planning Department which assigns planning and zoning activities to the Redevelopment Agency. Create Office of Planning and Management Services.
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1.0

2.0 3.0

4.0

5.0 6.0

7.0

DEVELOPMENT

CAMDEN FIRST 2010

COMMUNITY SERVICES SHOULD: 1.0 2.0 3.0 4.0 5.0 6.0 Develop strategy to provide comprehensive city services at remote neighborhood and community-based locations. Develop methods for emphasizing professional development and growth of department employees. Hire assistant director to assist in program development, management and supervision. Develop and implement strategy for communicating new and expanded service delivery agenda. Develop strategy for including cross-section of departmental managers to address neighborhood groups for public feedback and to provide information about city services and programs Develop program to include bi-lingual neighborhood based programs

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DEVELOPMENT

CAMDEN FIRST 2010

PUBLIC WORKS SHOULD: 7.0 8.0 9.0 Develop and promote Camden First initiative focusing on litter-free community, clean vacant lots and neighborhoods campaign. Develop strategy for assuring contract compliance to public works-related master service contracts. Develop strategy for managed competition to determine the feasibility for continuing outsourcing initiatives.

CODE ENFORCEMENT SHOULD: 10.0 Develop strategy to refer low income home owners who are cited for housing code violations to the housing improvement program. Initiate long-term strategy to convert nonessential support staff to certified license building inspectors through attrition and inter-agency workforce development. Develop strategy to establish self supporting revenue stream through fees and fines collected as a result of permit issuance and violations.

11.0

12.0

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RECOMMENDED SERVICE BENCHMARKS

CAMDEN FIRST 2010

Service Area Code Code Code Code Code

Measure Avg. No. of Calendar Days from Nuisance Complaint – Compliance % of commercial building permits processed < 10 days % of residential building permits processed < 3 days % of building inspections conducted within 1 day of request Number of Inspections per day per Inspector Total Neighborhood Playgrounds (preschool and school aged children, shelter structures, multi-use paved for court games) per 1,000 population Community Playfield (athletic complex serving recreational needs of the community: lighted court and field games area, community center, pool, lawn areas and adequate parking. Basketball Court Volleyball Baseball (Youth)

Benchmark 33 days 95% 95% 95% 12-18 4-8 acres walking distance within ½ mile radius 2.0 acres 1 per 5,000 1 per 5,000 1 per 5,000

Parks/ Rec

Parks/ Rec Parks/ Rec Parks/ Rec Parks/ Rec

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RECOMMENDED SERVICE BENCHMARKS

CAMDEN FIRST 2010

Service Area Parks/Rec Parks/Rec Parks/Rec Parks/Rec Parks/ Rec Public Works Public Works Public Works HHS HHS HHS HHS Football Soccer Softball Multi-Use Court Swimming Pool Routes Completed on Schedule

Measure

Benchmark 1 per 20,000 1 per 10,000 1 per 5,000 1 per 10,000 1 per 20,000 95% 20 or less 1,100 >50% 7.6% 28.9% 7.2%

Missed collections per 10,000 Stops Stops per collection employee per week % of adult job training clients placed in jobs and still employed after 90 days Low birth rate babies as % of total Pregnancy rate per 1,000 age 15-17 Infant death rate per 1,000 live births

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RECOMMENDED SERVICE BENCHMARKS

CAMDEN FIRST 2010

Service Area Finance Finance Finance Finance Municipal Clerk Municipal Clerk Municipal Clerk

Measure Receipt of GFOA certificate for financial reporting % of monthly reports issued by 10th working day of following month Amount by which return on investment exceeds average 3 month Treasury bill rate during the same period Receipt of GFOA recognition for exemplary budget document % of City Council Meeting Minutes prepared within 10 days of meeting % of requests for municipal records/ info fulfilled within 1 day Collection rate for traffic fines

Camden

Benchmark Yes 80% 10% Yes 80% 95% 80%

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TRAINING

CAMDEN FIRST 2010

According to Training Magazine, in 1998, US companies spent $60.7 billion dollars on formal training. That represents an astounding 26% increase since 1993. At first glance, this would seem like an amazing boom for the training industry and for employees who are the beneficiaries of the training. The problem is that much of this money is wasted. Nancy Chase of Quality Magazine estimates that only 20-30% of all training is actually being applied on the job 30 days following the training. The result? Billions of dollars being spent on training simply for trainings sake. This begs the question, “Why?” Instinctively, we know that training is the right thing to do, so we do it. We confuse “activity” with “results.”

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TRAINING

CAMDEN FIRST 2010

Training and Human Resources Key to any organization is the development of its staff, its human resources. This is no less so for municipal government. Often strapped with fixed salary schedules and residency requirements, recruitment does not always yield fully trained or developed employees. Nevertheless the needs of the organization must be fulfilled with proficiency and competence. Hence, there is the need for every municipal government organization to have an effective human resource development program. In the state of New Jersey there are two primary resources to assist municipal governments with their training and human resource development needs, the New Jersey Department of Personnel affiliated Human Resource Development Institute; and the Rutgers Center for Government Services, located within the State University of New Jersey’s Edward J. Bloustein School of Planning and Public Policy. Given these resources municipal government can organize its human resource development into two components: (1) generic organizational capacity building to include skills such as supervision, effective use of technology, grant writing, working with the public, etc.; and (2) operational proficiency development, focusing on skill development in municipal operations for which certification is either required or desired, e.g. fiscal operations, building inspections, personnel management, public health, and so on.

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