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We have achieved “best” individual standards for response time with Police, fire and EMS. <br /> Fire and <br />EMS response time is under four minutes at 90 percent and Fire and EMS response reliability above 90 <br />percent in all incorporated areas. Fire and EMS response is world class. Response time for Fire, EMS and <br />EPD has improved greatly. We are responding to calls in a timely fashion. <br /> <br />There are a low number of police complaints as confidence, respect and trust in police is high. <br /> <br />Reduction in all crimes is below the national average. There are a low number of priority crimes (nuisance <br />complaints.) There are lower crime rates. We see a decrease in crime (lowest crime rates in the country.) <br />Either a zero crime rate or vastly reduced crime rate. Alarm companies have become redundant. <br /> <br />The recidivism rate is below the national average. <br /> The arrest to prosecution time is below the national <br />average. We see more certain incarceration and adjudication. Reduced need for jail bed space ~ four jail <br />beds are more than enough. <br /> <br />The ATS problem is resolved. <br /> There is low fire loss. There are low morbidity and mortality rates. <br />Mortality rates related to EMS is low. <br /> <br />There is high morale within the department and officers all feel like they have made a difference. <br /> <br />There is no longer a discussion about the need to add officers but talking about how to assign officers in <br />more proactive roles. We have adequate funding to ensure sustainability allowing for more time to do <br />community outreach. EPD is employer of choice because EPD staffing level is in line with national <br />standards. <br /> <br />We have happy employees: EMS, Police and Fire. <br /> <br />ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER <br />(Staff advice is in italics) <br /> <br />Work session on GMP’s. <br /> <br />Get together with staff to synthesize information, place data in groups, develop specific state- <br />ments, present to Mayor for review and then to council for discussion. <br /> <br />Schedule quickly a work session to re-write council vision documents. <br /> <br />Schedule work sessions on key topics for vision, goals and strategies. <br />Follow-up work session for council to review the “re-worked vision, goal and outcome” document <br />to refine it and get agreement and buy in from council so that there is clear direction for council, <br />staff and community about the direction council wants to go and how we will get there. <br />Be sure to include council in your deliberations. <br /> <br />Direct staff to compose a vision, goals, strategies, actions and outcomes document based on what we <br />learned today. <br />Ensure staff produces the “new” or “revised” council goals in clear, concise format reflecting each <br />councilor’s input in a precise manner. Refer to these goals often (budget, agenda setting, etc.) Bring <br />back “strategies” for cc approval (separate list.) <br />Develop a set of tangible outcomes so that staff has clear direction on next steps. <br />Endeavor to produce goal statements with clear, deliverable outcomes. Provide as much clarity as <br />possible regarding goals and initiatives so we recognize when we achieve our outcomes and can <br />celebrate our success. <br /> <br /> <br />MINUTES—Eugene City Council February 6-7, 2009 Page 14 <br /> Goals Setting Session <br /> <br />