Loading...
HomeMy WebLinkAboutLGS-038-24 Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: November 4, 2024 Report Number: LGS-038-24 Submitted By: Rob Maciver, Deputy CAO/Solicitor, Legislative Services Reviewed By: Mary-Anne Dempster, CAO Resolution #: Authored by: Kristina Bergeron File Number: By-law #: Report Subject: Municipal Law Enforcement Division Service Delivery Review Implementation Response Recommendation: 1. That Report LGS-038-24, and any related delegations or communication items, be received for information. Municipality of Clarington Page 2 Report LGS-038-24 Report Overview The Office of the Chief Administrative Officer presented a comprehensive service delivery review to the General government Committee on September 11, 2023, Report CAO-018-23. Since then, the Municipal Law Enforcement Division (MLE) has initiated implementation of the recommendations outlined in the review. This report outlines the actions and enhancements made to date as well as an implementation plan for outstanding recommendations. 1. Background General Government Committee Resolution 1.1 At the General Government Committee meeting on September 11, 2023, Resolution GG-144-23 was approved as follows: That Report CAO-018-23 and any related delegations or communication items, be received; That the recommendations contained in Attachment 1 of Report CAO-018-23, the Municipal Law Enforcement Service Delivery Review, be forwarded to Staff for an implementation plan; That Council endorse the request for a full-time Clerk II position, to be funded out of gapping in 2023, and included in the 2024 budget; That a full-time MLE Officer and a full-time Animal Shelter Clerk I (upgrading current part-time position) be included for consideration in the 2024 budget; and That all interested parties listed in Report CAO-018-23 and any delegations be advised of Council’s decision. Executive Summary 1.2 Over the course of 2023 an internal service delivery review was completed on Municipal Law Enforcement (“MLE”) by the Director of Strategic Initiatives. The internal service delivery review was completed by using a methodology of interviewing and surveying staff, while simultaneously reviewing MLE policies, procedures, and software utilized within the division. 1.3 The review resulted in three categories being identified for areas of improvement and operational efficiency: People and Processes, Technology and Equipment, and Standards and Services. Municipality of Clarington Page 3 Report LGS-038-24 1.4 A total of 37 service enhancements were recommended in the MLE Service Delivery Review. Staff had begun initiating and implementing recommendations in the second quarter of 2023 prior to the report being published. As of the date of this report, 32 of the 37 recommendations have been successfully implemented. 2. Implementation Status 2.1 Attachment 1 to this report is the “Municipal Law Enforcement Service Delivery Review Implementation Response”, which provides a comprehensive overview of the progress made towards implementing the recommendations from the service delivery review. The document details the improvements and ongoing efforts within our Municipal Law Enforcement operations. 3. Financial Considerations 3.1 The implementation of the recommendations outlined in the “Municipal Law Enforcement Service Delivery Review Implementation Status” document has led to several financial benefits: 3.1.1 Increased Efficiency: The introduction of weekly team meetings, enhanced training, and the development of service level agreements have streamlined operations, reduced administrative burdens and improved overall efficiency. This leads to cost savings by minimizing redundant tasks and optimizing staff time. 3.1.2 Improved Resource Allocation: Hiring additional staff, such as a Clerk II and an MLE Officer, and converting a Clerk I position to full-time at the animal shelter, ensures adequate coverage and addresses workload issues. This reduces overtime costs and improves service delivery. 3.1.3 Technology Enhancements: Investments in technology, such as AMANDA software, mobile printers, and a phone queuing system, have automated many processes, reducing manual work. This not only saves time but also reduces costs associated with inefficiencies and inaccuracies. 3.1.4 Vehicle and Equipment Optimization: Adding GPS to fleet vehicles and increasing the number of vehicles ensures better coverage and more efficient use of resources. This reduces fuel costs and wear and tear on vehicles. 3.1.5 Enhanced Public Engagement: Developing a comprehensive public engagement framework and improving the accessibility of by-law information can lead to better Municipality of Clarington Page 4 Report LGS-038-24 compliance from residents. This reduces the number of violations and associated enforcement costs. 4. Strategic Plan 4.1 Overall, the implementation of actioned recommendations supports the Clarington Strategic Plan 2024-2027 by enhancing organizational performance, leveraging technology, improving service delivery, and fostering community engagement and transparency. They align closely with the Clarington Strategic Plan 2024-2027 in several key areas: 4.1.1 People and Processes - Administration and Clerical Support: Enhancing team meetings, developing service level agreements, and improving training aligns with the strategic goal of fostering a high-performing organization. These actions promote a culture of continuous improvement and effective communication, which are central to the strategic plan’s focus on organizational excellence. 4.1.2 Technology and Equipment - Amanda Software and Telephone System: Upgrading software and implementing a phone queuing system support the strategic objective of leveraging technology to improve service delivery. These enhancements ensure that MLE operations are efficient, responsive, and user-friendly, directly contributing to the strategic plan’s emphasis on innovation and modernization. 4.1.3 Standards and Services - Service Levels and Community Engagement: Establishing key performance indicators (KPIs), improving reporting mechanisms, and developing a comprehensive public engagement framework align with the strategic goal of enhancing transparency and accountability. These measures ensure that the community is well-informed and that MLE services are delivered effectively and transparently. 4.1.4 Animal Services - Staffing and Coordination: Converting positions to full-time and creating touchdown spaces at the animal shelter align with the strategic plan’s focus on providing high-quality services. These actions ensure that animal services are adequately staffed and that there is clear coordination between departments, enhancing service delivery and community satisfaction. 4.1.5 Community Engagement - Public Education and Outreach: Creating and distributing educational materials about by-laws and enforcement standards aligns with the strategic goal of fostering an informed and engaged community. This proactive Municipality of Clarington Page 5 Report LGS-038-24 communication strategy ensures that residents are aware of their responsibilities and the services available to them, promoting community well-being and compliance. 5. Concurrence Not Applicable. 6. Conclusion It is respectfully recommended that this report be received as information. Staff Contact: Kristina Bergeron, Manager, Municipal Law Enforcement, 905-623-3379 ext. kbergeron2@clarington.net. Attachments: Attachment 1 - Municipal Law Enforcement Service Delivery Review Implementation Response Interested Parties: There are no interested parties to be notified of Council's decision. Attachment 1 to Report LGS-038-24 Municipal Law Enforcement – Service Delivery Review Implementation Status People and Processes P.1 Administration People and Process was broken down into the following sub-categories: Administration, Clerical Support, and Animal Services. The goals for administrative recommendations were to help MLE establish a better culture of feedback and communication, alleviate administrative burden, and address gaps inside MLE’s scheduling. Sub-Category Recommendation Result Administration  Conduct weekly scheduled team meetings to provide ongoing feedback and staff development. Weekly staff meetings began in September of 2023. Minutes are now taken and available for review. Administration  Develop written service level agreements to clarify roles and responsibilities in collaboration with Planning and Infrastructure, Public Services, and Council Services. A committee has been established with Fire, Building, and Planning. The committee updated information sharing, defined responsibilities and established a new complaint response process. Administration  Develop a consistent schedule for service and clearly communicate the schedule on the website. Completed in December of 2023. Further updates made in May of 2024 to reflect changes with office relocation. Administration  For consistency and transparency, identify on the website which holidays MLE Officers will be working, but the office will be closed. Completed in Spring of 2024. Due to variance of MLEO availability on Holidays/after-hours SOP-LGS-010 was implemented to monitor/respond to complaints received after regular business hours Page 2 Sub-Category Recommendation Result Administration  Hire a Clerk II to ensure adequate coverage and address the workload issues from the increased number of complaints and tickets. Completed in January of 2024. First year baseline data is now available. Administration  Provide enhanced training to staff on expectations regarding in-person and phone support for residents to standardize the customer experience. Completed in January of 2024. Clerk II Training Plan was drafted and distributed. Administration  Hire an additional MLE Officer to address service delivery issues. Completed in January of 2024. Administration  Given the pending increase in full time fire service in Courtice and Bowmanville, MLE staff must move back to the MAC. Allow MLE Clerk II to take payments on the ground floor. Completed in May of 2024. P.1 Clerical Support The focus of Clerical Support recommendations was to provide better resources, support, and processes to the clerks to further enable them to manage the complaint process more efficiently. Sub-Category Recommendation Result Clerical Support  Business Improvement Specialist to evaluate the complaint intake process. Evaluation of the process to begin in 2025. Clerical Support  MLE Clerk II to be included in front-line offering at the MAC. Completed in February of 2024. Wicket was created and Clerk II was stationed there; communications strategy developed and implemented. Page 3 Sub-Category Recommendation Result Clerical Support  Purchase phone queuing system to assist with complaint intake. Completed on November 21st, 2023. MLE also provided support with testing for all departments. Clerical Support  Hire a Clerk II to address increased volume, coverage requirements and workload expectations. Completed in January of 2024. P.3 Animal Services Similarly to Clerical Support, recommendations were made to Animal Services to bolster their staff and clearly define roles and responsibilities. Sub-Category Recommendation Result Animal Services  Convert Clerk I position at the animal shelter to full- time to ensure sufficient coverage. Completed in January of 2024. Animal Services  Website updated to have animal services complaints sent to MLE email address. Completed in July of 2023. Residents are now prompted to file animal related complaints via the online service portal. Animal Services  Defined service level agreement should be prepared between Animal Services and MLE to ensure staff understand each area’s responsibilities. Completed in January of 2024. SOP-LGS-011 MLE and Animal Service Clerk II duties was created. Page 4 Technology and Equipment T.1 Amanda Software Technology and equipment were broken down into five sub -categories. It was discovered in the review that potential gaps in software usage, and employee knowledge of the various systems may exist. To better service MLE, various recommendations were made to ensure AMANDA was being used for maximum operational efficiency. Sub-Category Recommendation Result Amanda Software  Business Improvement Specialists undertake a scope review of the processes built into the software. Scoping to begin in 2025. MLE are continuously working with IT to enhance the process. Some examples include improving searching capabilities, automated responses, and improving licensing. Amanda Software  Ongoing staff training should be provided for staff to ensure all functionality of the AMANDA system is utilized. Completed in July of 2023. Formal training on the Inspector App and Amanda was completed. Training is ongoing and provided weekly at staff meetings. Amanda Software  Explore the feasibility of installing mobile printers in MLE vehicles. Completed in July of 2024. (2) mobile test printers purchased. Printers are being tested for compatibility and accuracy. IT to configure printers with Inspector App. Field testing expected December 2024. Amanda Software  Investment made to update training documents to reflect adoption of the AMANDA software Completed in 2023. IT created video training for the software, Clerks staff created and updated Page 5 Sub-Category Recommendation Result training documents in a shared location. Amanda Software  Prioritize assistance to IT to fully implement a customer portal for MLE services. Completed in July of 2023. AMANDA public- facing portal was activated. T.2 Telephone System The telephone system was identified as an area of improvement; specifically, where automation and technology could be used to improve the process. Sub-Category Recommendation Result Telephone System  IT/MLE should purchase, and implement, the phone queueing system to provide access to a live voice if the caller wishes to wait in the queue. Completed in November of 2023. Telephone System  A customer service lens should be applied to the phone response through the development of a customer service model. Customer focused messaging is shared at weekly staff meeting and clerical staff continue to show customer excellence. Training for de-escalation is scheduled in Fall of 2024. Page 6 T.3 Vehicles It was identified that additional vehicles were required to provide adequate coverage for MLE. The use of technology in vehicles was recommended to provide more insightful data to the MLE team. Sub-Category Recommendation Result Vehicles  MLE Fleet should increase by two vehicles to ensure adequate coverage. One vehicle was purchased in Q4 of 2023. Two additional vehicles have been budgeted and are awaiting purchase. Vehicles  GPS to be added to all existing and future municipal fleet vehicles. Completed in September of 2024. T.4 Office Space The divisions move from 2611 Trulls Road, Courtice to 40 Temperance Street, Bowmanville was a major project in 2024. The transition was relatively seamless thanks to the considerable contributions of multiple departments. Sub-Category Recommendation Result Office Space  MLE to move to the MAC and incorporate hoteling space. Completed in May of 2024. T.5 – Body Worn Cameras Many police services in Ontario have started using body-worn cameras (BWCs) to record interactions with the public. However, the adoption of BWCs remains controversial and is not widespread among municipal law enforcement. Unlike police officers, MLE Officers do not engage in detaining, arresting, or physical contact with the public, which limits the applicability of BWCs in their duties. Sub-Category Recommendation Result Body Worn Cameras  Monitor the trend and usage of body worn cameras to improve servicing. MLE is monitoring the usage of body worn cameras at other municipalities. Cameras Page 7 are not being used by any local or comparable Municipalities. Standards and Services S.1 – Service Levels Standards and Services was broken down into six categories, the rational behind these recommendations was to provide MLE with measurable data surrounding th eir processes. This would enable them to make data-driven improvements and decisions. Sub-Category Recommendations Result Service Levels  Monthly reporting should be generated from AMANDA to MLE management to review and monitor service levels. Respective supervisors utilizing AMANDA reporting to monitor files and ensure initial response and resolutions align with policies. Service Levels  As customer service standards are reported, it is recommended that these reports provide the basis of the update meetings between the Manager and officers. Positive trends and identified areas for improvement that are flagged in monthly reports are being utilized to provide both individualized and group constructive feedback and guidance. Service Levels  The Division should establish a set of key performance indicators (KPIs) and provide a monthly public scorecard. The data collected through KPIs is now accessible and utilized; Examples include number of days for initial response, number of days to resolve, number of process attempts, Telephone Queue stats (in progress with IT). Page 8 Service Levels  A semi-annual report to Council on municipal law enforcement KPIs should be implemented. MLE infographic shared with Council in January of 2024 and is now reoccurring monthly. S.2 Parking Municipal Law Enforcement (MLE) staff oversee various parking activities, with the most significant being the issuance of parking infractions and handling payments. A review of various online dispute mechanisms was identified as a potential improvement to the existing process. Sub-Category Recommendations Result Parking  IT to undertake a review of the online dispute mechanisms used by the municipalities listed to determine how Clarington could best implement one to realize the efficiencies. First attendances have been modified to make improvements including delegation of this task to full-time officers. A review and cost analysis of implementing technology was also conducted by the Manager of Municipal Law Enforcement. Analysis concluded favorable to await decision on implementation of an Administrative Monetary Penalty system. S. 3 Licencing and Permitting The Licensing and permitting process was streamlined significantly through the launch of the Service Clarington Portal. Sub-Category Recommendations Result Licensing and permitting  All application forms should be reviewed on a cyclical Several improvements were made during the Page 9 basis to ensure accuracy and consistency. launch of the online portal. Applications are reviewed and updated on an ongoing basis. Licensing and Permitting  The Business Improvement Specialist should be engaged to review the licensing and permitting processes across the organization. Review to begin in 2025. S.4 – Property Property-related complaints encompass a wide array of issues and involve multiple departments and divisions within the Municipality. Effective service delivery relies on clear communication both with the public and among departments. Sub-Category Recommendations Result Property  The development of an SLA between the various departments/divisions will clarify responsibilities, expectations (internal and external) and process for the overlapping issues. Interdepartmental Committee established to identify and resolve issues. Members include representatives from Fire and Emergency Services, Building Services, and Planning and Infrastructure Services. S.5 – Animal MLE officers rotate weekly as Animal Officers to handle enforcement activities, but they lacked dedicated office space at the animal shelter. Sub-Category Recommendations Result Animal Services  To streamline the focus of the Animal Services division, contract out dead animal pick-up. Budget approved in December of 2023. Procurement of contract required in 2024. Page 10 Animal Services  To create greater coordination between Animal Services and MLE, a touchdown space should be created at the animal shelter. Completed in October of 2024. S.6 Community Engagement With many new residents, there’s a growing need for accessible information on Clarington’s by-laws, which can vary by community. More active communication was recommended to educate residents on by-laws and enforcement standards. Sub-Category Recommendations Result Community Engagement  A comprehensive public engagement framework should be established to inform residents actively and regularly, particularly those in new neighborhoods. Municipal Communications Staff should assist in the development of the framework and corresponding process used. Communications Plan complete October 2024. Content created to inform and educate the public about by-laws and to promote the role of MLEO’s as community partners. Plan includes key messages, deliverables and an annual content calendar.