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Department Forecasts
<br />Fire Department - 50,000
<br />.Total Departnme©t ; ::.a
<br />Adrriin >S uppa
<br />20
<br />The table on the following page describes the transition from a department with
<br />a current full -time equivalent staffing (including all regular and paid on call
<br />employees) from 10.58 to 21.50 -- roughly matching the growth rate of the city
<br />over the study period.
<br />Projection
<br />Beginning Personnel - F.T.E.
<br />Eliding 'E • T E
<br />X 64
<br />10.58
<br />.58
<br />13.50
<br />14.50
<br />15
<br />17.00
<br />.15
<br />20.25
<br />.00
<br />25
<br />21.00
<br />0
<br />21.50
<br />21;50
<br />Beginning Personnel - F.T. E.
<br />Ending F.T.E.
<br />1.00
<br />:1..25
<br />1.50
<br />;3:75
<br />1.75
<br />:2:00
<br />2.00
<br />2.00
<br />1.00
<br />x
<br />00
<br />EXPENDITURE PROJECTIONS
<br />101 -60-P
<br />101 -60-S
<br />101 -60-0
<br />101 - 60-01 -30 -4600
<br />101- 60 -01 -30 -4650
<br />101 -60-C
<br />Personnel
<br />Supplies and Materials
<br />Other Services & Charges (less Fleet & Facility Maint.)
<br />Capital Outlay
<br />Transfers to ERF
<br />Debt Service
<br />TOTAL BUDGET
<br />:2006
<br />udget
<br />104,240
<br />10,200
<br />133,607
<br />758,167
<br />20
<br />get
<br />'010
<br />'Budget
<br />610,715
<br />174,887
<br />159,634
<br />15,620
<br />204,607
<br />,1,165;463
<br />015
<br />udget
<br />866,673
<br />245,923
<br />395,920
<br />114,200
<br />224,475
<br />21,965
<br />287,715
<br />1,646,750 ':.
<br />1,188,672
<br />334,887
<br />305,680
<br />29,911
<br />391,797
<br />2,250,948
<br />2025
<br />udget
<br />1,394,402
<br />407,269
<br />371,749
<br />36,376
<br />476,480
<br />2,686,276
<br />2030
<br />udget
<br />1,635,512
<br />525,024
<br />479,234
<br />46,894
<br />614,246
<br />3;300,9
<br />Public Works
<br />Public Safety Department
<br />We were asked to respond to the idea of creating a public safety
<br />• - -- department in the future, and specifically, whether the consolidation of
<br />fire and police departments has merit. It is our experience that many
<br />communities explore this at some point during their evolution; but not
<br />many follow through and create a consolidated department.
<br />The reasons for this vary; however, in general, it usually comes down to
<br />political, organizational and/or community will. Each situation is
<br />different; therefore it is impossible to generalize about the reasons why a
<br />particular community took action. We can say that in most cases, the
<br />impetus for considering this is rooted in a desire for efficiency and
<br />coordinating the common elements of emergency response.
<br />Because public safety usually represents the largest expenditures in most
<br />local government budgets, cities logically examine ways to economize. In
<br />some cases, this also includes a consolidation with emergency dispatch
<br />services. As Ramsey grows both in size and complexity, it will be
<br />important to continually review ways to more efficiently deliver services.
<br />In the public safety area, like all departments, we favor establishing
<br />expectations within the management structure that require periodic,
<br />detailed examination of alternate service delivery approaches, which
<br />would include reorganization or consolidation. This approach would
<br />enable the city to anticipate the discussion, frame it in terms of good
<br />management practice, and allow all parties to the discussion the
<br />opportunity to participate.
<br />The chart below illustrates the total expenditures and staffing numbers for
<br />Public Works, as projected for the 50,000 population scenario. Public Works is
<br />divided into two divisions, Engineering and Operations. Operations includes
<br />the Street Maintenance Division, Park Maintenance Division, Utility
<br />Maintenance, and Snow and Ice Removal. Snow and Ice removal is a non -staff
<br />budgeted department, and thus, is not illustrated. -
<br />City of Ramsey -- Organization Study and Review
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