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From YouTube: July 24, 2017 - City Council Special Session
Description
July 24, 2017 - City Council Special Session
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/Home/Components/Calendar/Event/7367/17
Music by www.RoyaltyFreeKings.com
B
A
A
E
What's
been
the
track
record,
the
actual
experience
with
not
only
claims
injuries,
the
incurred
costs,
how
much
it
is
cost
us.
We
do
carry
reinsurance
for
large
claims,
but
most
of
the
smaller
items
are
carried
by
the
city
and
as
Michael
Nugent
will
share
again
with
you,
but
you
know
even
to
buy
workman's
comp
insurance
state
Illinois
as
an
example
for
police
officers,
firefighters,
the
reinsurance
or
the
insurance
doesn't
even
start
till
you
hit
five
hundred
and
fifty
thousand
dollars
it's
four
hundred
and
fifty
thousand
for
other
employees.
E
So
when
you
look
at
a
lot
of
this
data
tonight,
you'll
be
seen.
These
are
the
cost
that
we
have
to
ensure
that
we
set
aside
within
our
budget
and
through
fees
charged
each
of
the
department's
to
cover
not
only
premiums
but
a
lot
of
these
costs
and
expenses
that
are
below
the
the
the
so
called
self-insured
retention
level,
but
and
secondly,
in
in
the
past,
it's
been
usually
Mike.
E
Nugent
tonight
we're
having
Alex
Rosa's,
join
this
presentation
to
talk
about
what
progress
we
have
made
in
trying
to
reduce
injuries
and
enhance
the
overall
safety
culture
of
the
city
and
what
we're
doing
in
the
progress
we've
made,
which
I
think
is
pretty
phenomenal.
As
you
hear
tonight,
of
the
the
progress
we
made
thanks
to
Alex
and
many
other
people
within
the
city.
So
with
that,
are
you
ready
to
begin
yeah.
D
You
know
they've
done
that
many
times
all
the
directors.
All
the
city
leaders
have
done
that
numerous
times
you
know
to
is
we
have
to
set
safety
at
the
number
one
priority.
I
go
back
to
my
second
interview
with
the
city
with
David
Hales,
and
he
had
asked
me
what
my
what
my
vision
was
for
the
city.
As
far
as
safety
went,
you
know,
and
it
wasn't
I
didn't
call
the
mind.
You
know
the
number
of
procedures
or
the
number
of
trainings.
Although
that's
important,
you
know
I
think
just
the
word.
D
Priorities
really
sums
it
up.
You
know
and
David
assured
me
that
all
the
city,
employees,
safety
and
health
is
number
one
priority
at
all
time.
So
I
always
make
a
point
to
share
that
with
everybody
whenever
I'm
out
in
the
field-
and
you
know
talking
with
folks
and
then.
Lastly,
this
is
where
the
rubber
meets
the
road.
You
know
we
need
to
actually
spend
the
money,
devote
that
time
and
resources
towards
employee
safety.
D
You
know
so
we
made
some
good
strides
as
far
as
the
safety
culture
goes,
but
I've
heard
a
couple
times
where
we
weren't
able
to
do
something
a
certain
way.
You
know
folks
would
say
well
I
thought
we
were
all
about
safety
Alex.
Why
did
we
make
this
choice?
Why
did
we
make
that
choice
and
it
kind
of
causes
large
setbacks?
To
be
honest
with
you,
you
know
so
I
think.
D
Secondly,
us-versus-them
mentality.
Right,
that's
you
know,
you
think
that
that
would
be
pretty
standard
stuff
in
a
union
environment,
but
it
doesn't
need
to
be
that
way.
You
know
a
lot
of
times
when
I
talk
with
folks
out
in
the
field.
They
always
say
yeah,
so
I
hear
they're.
Thinking
about
doing
this
or
I
hear
they're
thinking
about
doing
that.
But
I
don't
hear
a
lot
of
we
there's.
No
we're
gonna
be
looking
at
doing
this
or
we
are
thinking
of
operate
in
a
certain
way.
D
You
know
so
again
a
number
of
ways
we
can
address
that.
You
know
we
need
to
treat
employees
as
colleagues
and
equals.
You
know
we
need
to
include
them
in
any
kind
of
decision-making.
You
know.
So
if
there
is
some
kind
of
impact
on
a
decision
that
will
be
made
down
to
the
working
folks
in
the
front
line,
then
we
need
to
pull
those
folks
into
those
decisions
right.
D
We
formed
numerous
safety
committees
throughout
the
department
to
give
folks
a
voice,
and
you
know
dedicated
time
to
voice
their
concerns
and
you
know
voice
their
ideas.
You
know
these
are
the
folks
that
know
their
jobs
better
than
I
will
better
than
you
will,
and
probably
you
know.
So
we
need
to
respect
the
fact
that
they
are
the
subject
matter.
D
Experts
nine
times
out
of
ten
and
really
you
know,
get
that
feedback
from
them
and
then
we
need
to
spend
time
in
the
field
talking
with
folks
about
safety,
not
just
myself,
but
you
know
the
supervisors,
the
leaders,
you
know
we
need
to
really
bridge
that
gap
between
admin
and
frontline
employees.
That's
very
important
number,
three,
all
right,
so
safety
has
to
be
embedded
at
the
forefront
of
everything
we
do
you
know,
so
we
can't
just
say
one
time:
hey
safety
is
our
priority
and
then
never
visit
it
again.
D
It
needs
to
be
embedded
into
all
our
meetings
and
to
all
our
shift
interfaces
into
all
our
you
know
anything
we
do.
It
needs
to
be
embedded
in
there.
So
not
only
you
know
having
one
particular
safety
topic
in
mind
to
benefit
from
that
safety
topic.
You
know
so
you'll
also
benefit
from
kind
of
getting
it
ingrained
in
people
that
safety
is
the
first
order
of
business
all
the
time.
If
we
start
every
meeting
talking
about
safety.
Folks
know
that
hey
this
is
still
the
number
one
priority
number
four.
D
We
need
to
correct
any
operating
practices
right,
so
we
need
to
seek
out
what
the
best
practices
are
through.
Other
municipalities
see
who's
doing
it
the
best,
and
why
aren't
we
doing
it?
That
way?
You
know
we
need
to
do
any
kind
of
gap.
Analysis
in
in
training
to
make
sure
that
folks
have
the
adequate
training
necessary
to
do
their
jobs
right.
We
need
to
make
sure
that
folks
are
able
to
hit
the
ground
running
when
they
do
start.
So
we've
started
this
comprehensive
orientation
that
we
do
every
Monday
it's
about
four
or
five
hours.
D
Long
and
I
cover
six
to
seven
sixteen
and
seventeen
different
topics.
To
really
give
you
know
folks
the
bare-bones
kind
of
tools
they
need
to
kind
of
hit
the
ground
running
number
five
facility
equipment
right,
so
we
know
that
we
need
to
be
fiscally
responsible
right.
So
if
anybody
in
here
has
ever
worked
for
private
industry,
I
was
at
DuPont
for
a
number
of
years.
You
know
money
coming
out
of
their
ears
right,
so
they're
able
to
purchase
the
Cadillac
of
everything
right.
We
we
can't
do
that.
You
know.
D
We
know
that
we
can't
get
the
Cadillac
all
the
bells,
all
the
bells
and
whistles
on
everything,
but
we
need
to
have
the
basic
working
equipment
necessary
to
let
folks
do
their
jobs
in
a
safe
and
efficient
manner.
You
know
that's
important
if
you've
gone
out
and
visited
with
a
lot
of
departments,
you
know
some
of
their
equipment
needs
to
be
replaced.
You
know
we
need
to
spend
that
time
and
money
in
that
area.
Number
six
correct
any
compliance
deficiencies
right,
so
this
is
just
as
simple
as
making
sure
all
our
eyes
are
dotted.
D
All
our
T's
are
crossed.
All
our
lowercase
J's
are
dotted
right,
so
we
lessen
that
that
risk
exposure,
liability
exposure
number
seven.
So
when
an
infant
or
a
near-miss
does
occur
all
right.
We
need
to
really
look
into
it
and
figure
out
what
the
root
cause
was.
You
know.
So,
if
you
look
at
this
pyramid
here,
you'll
see
something
that
William
Heinrich
put
together,
he's
an
industrial
safety
pioneer.
So
what
he
did
is
he
looked
at
tens
of
thousands
of
workplace
incidents
and
he
found
that
for
every
330
incidents.
D
Only
one
of
those
was
a
major
injury.
Twenty-Nine
were
minor
injuries
and
300
of
those
were
near
misses
all
right.
So
if
you
look
at
this
real
iceberg
under
the
water
kind
of
scenario,
if
we
only
look
at
the
major
and
minor
injuries,
we're
really
missing
a
great
opportunity
to
make
an
impact
on
employee
safety.
You
know
so
so
again.
The
focus
here
should
not
be
on
I
need
to
figure
out
whose
fault
this
was
so
I
can
discipline
them.
You
know,
that's
not
why
we
do
this.
D
Okay,
so
we
found
the
root
cause
right.
So
if
we
hold
that
information
only
with
the
immediate
managers
or
city
officials
or
a
close-knit
group,
you
there's
a
limited
impact
that
those
folks
who
make
you
know
we
really
need
to
communicate.
What
happened
why
it
happened.
Why
it's
not
gonna
happen
anymore
to
everybody.
D
You
know
so
you'd
be
surprised
at
the
large
gap
that
there
was
in
the
amount
of
osha
recordable
injuries
there
were
and
the
amount
of
injuries
that
folks
thought
there
were
so
when
I
say
OSHA
recordable
injury
I
want
to
differentiate
now
between
a
claim
and
an
OSHA
recordable
injury.
So
a
claim
is
anything
that
will
that
will
generate
any
kind
of
payment
right.
So
if
I
you
know,
but
my
elbow
and
I
said
you
know,
I
better
get
an
x-ray
of
that
and
the
next
rays
taken
and
they
say,
you're
fine.
D
You
can
go
back
to
work
tomorrow.
Ok,
that's
still
a
claim
because
it
generates
some
some
sort
of
monetary
fee
right,
but
an
OSHA
recordable
injury
is
an
injury,
that's
more
serious
than
first-aid,
so
things
like
broken
teeth
or
sprains
or
strains.
If
somebody
has
to
be
off
work,
if
somebody
has
to
have
any
kind
of
prescription,
you
know
those
kinds
of
injuries
right.
So
I
was
looking
at
one
particular
department
when
I
first
started
here
in
this
area
had
41
OSHA,
recordable
injuries
the
previous
year.
D
So
I
just
wanted
to
get
a
gauge
for
how
all
the
frontline
folks
how
many
injuries
they
they
actually
thought
that
they
had.
You
know
and
just
about
everybody,
I
asked
you
know
how
many,
how
many
injuries
you
did.
You
know
they
think
we
had
last
year.
Most
folks
would
say
four
five
three,
you
know
and
it's
like
come
on
yet
41
I
mean
seriously
no
there's
just
a
vast,
a
vast
gap.
There
right.
E
D
What
you
see
on
the
next
slide?
This
is
something
that
I
put
together
when
I
first
started
here.
It's
just
a
way
to
kind
of
get
that
information
out
to
everybody,
not
just
the
supervisors.
It's
all
anonymous.
There's
no
names,
there's
no
dates.
There's
no
body
parts,
nothing
like
that,
but
what
it
does.
It
summarizes
what
happened?
D
What
we
initially
found
during
the
investigation,
what
we
can
do
to
improve
the
situation,
make
sure
it
doesn't
happen
again
and
I've
been
doing
this
for
a
while,
and
every
department
is
doing
this
with
the
exception
of
police,
just
because
they
have
some
different,
no
confidentiality
kind
of
things
going
on
out
there.
So,
on
the
next
slide,
you'll
see
these
different
safety
boards
that
are
posted
throughout
the
city.
You
know
these
are
at
all
the
fire
departments.
D
This
is
public
works,
water
department,
water
treatment
plants,
all
the
different
areas
and
what
it
is
it
serves
as
a
central
depository
for
these
infinite
community
Asians,
as
well
as
some
other
kind
of
safety
information.
Metrics
I
keep
those
kinds
of
things,
so
it
gives
folks
an
opportunity
with
their
supervisor
to
review
this
information.
Look
and
see
what
happened
and
kind
of
you
know
think.
How
can
this
apply
to
me?
How
can
this
make
my
job
safer?
It's
like
you,
look
at
this
one.
D
So
we
have
to
evaluate
reevaluate
continuously
to
look
at
what
we
do
to
make
sure
that
we're
doing
things
you
know
on
the
up-and-up
and
with
the
best
standards
that
are
out
there.
Anybody
ever
hear
the
phrase.
Well,
that's
the
way,
we've
always
done
it
right,
that's
way!
So
all
right!
Well,
maybe
at
the
time
when
we
started
doing
it
that
way,
that
was
the
best
way
to
do
it,
but
that
may
not
be
the
best
way
now
to
do
it.
D
So
we
need
to
make
sure
that
we're
on
top
of
this
and
still
looking
at
things
on
a
very
frequent
basis,
so
I'm
a
firm
believer
that,
if
you're
not
measuring
something
you're,
not
improving
it
right,
so
I
try
to
hold
myself
to
a
standard
where
I
compare
myself
and
everybody
else
to
our
previous.
You
know
performance.
D
So,
even
if
we
have
a
good
year
last
year,
we
want
to
do
even
better
this
year,
so
we
hold
last
year
as
our
as
our
working
standard
right,
so
I
focused
on
two
things:
I
focus
on
the
number
of
OSHA
recordable
injuries
that
occur
in
a
calendar
year
and
I
focus
on
the
number.
The
dollar
amount
of
incurred
worker's
comp
costs
that
occur
within
a
calendar
year
and
that
difference
that
difference
from
like
he's,
focused
more
on
the
fiscal
year.
D
I'll
focus
more
on
the
calendar
year
because
that's
when
OSHA
reporting
is
based
on
a
calendar
year,
so
it
makes
sense
and
I
do
that,
because
I
think
this
is
really
the
best
key
performance
indicator.
You
know
for
us
to
gauge
what
programs
or
things
that
were
implementing
how
they're
actually
impacting
us.
You
know
if
I
just
looked
at
the
worker
comp
cost
that
were
paid.
You
know
a
lot
of
these
claims
don't
get
paid
out
fully
until
a
year
after
the
fact
there's
this
kind
of
ketchup
factor
involved.
D
So
if
you
measure
it
that
way,
you're
never
really
going
to
get
a
good
snapshot,
you're
always
going
to
kind
of
be
behind
and
it's
kind
of
a
hard
measurement.
So
if
you
do
incurred
cost
calendar
year,
OSHA
recordable
injuries
calendar
year
you'll
see
similarities
in
the
reduction.
So
let's
look
at
2015
versus
2016.
So
this
is
a
dashboard
that
I
developed
and
I
post
this
dashboard
everywhere.
So
you
can
see
in
2015
versus
2016
OSHA
recordable
injuries
were
down
10%,
okay,
pretty
basic
metric.
D
Now,
if
you
go
into
the
next
slide,
you
can
see
what
kind
of
trend
we're
on
as
far
as
the
incurred
cost,
so
from
2014
2015
2016.
You
can
see
that
we're
incrementally
stepping
down
approximately
10%
every
year.
If
you
were
to
look
at
the
work
comp
cost
that
were
paid
it,
would
it
wouldn't
really
reflect
that
because
that
catch-up
kind
of
factor?
But
if
you
look
at
this,
this
shows
how
we're
actually
performing
right.
D
D
So
now
this
is
the
actual
working
metric,
so
I
want
to
give
you
guys
the
up-to-date
metric.
This
is
the
one
that
I
update
every
single
month
that
I
talk
about
every
month
that
I
post
every
month-
and
this
gives
us
a
time
frame
last
year,
January
to
June
versus
time
frame
this
week
this
year,
January
to
June.
So
you
can
see
we're
doing
a
lot
better
right
this
time.
Last
year
we
had
48
ocean
recordable
injuries.
Right
now
we
have
20.
D
So
that's
a
reduction
of
58
percent,
so
that's
28
fewer
people
that
you
know
may
have
had
some
kind
of
injury
that
caused
him
to
be
off
work.
You
know
28
fewer
people
that
you
know.
Maybe
they
couldn't
play
ball
with
their
kid
for
a
while
or
they
couldn't.
You
know
whatever
it
is.
28
fewer
people
had
to
had
a
serious
injury
and
lastly,
where
we
at
as
far
as
worker
comp
incurred
cost
compared
to
last
year.
So
you
can
see
by
this
time.
D
In
2016
we
had
incurred
almost
eight
hundred
eighteen
thousand
dollars
right
now
we're
at
a
little
over
five
hundred
thirty-four
thousand
dollars.
So
a
reduction
of
thirty
four
and
a
half
percent
give
or
take
so
you
know
so
again
we're
not
going
to
see
this
money
right
away,
but
as
we
play
catch-up
and
those
payments
are
made,
these
claims
are
settled.
We
should
see
these
funds
at
some
point
in
time.
D
F
D
D
G
G
G
Then
you
can
sorry
the
pie
chart
right
there,
let's
see
if
we
can
get
this
better.
This
is
just
the
auto
data,
and
this
is
again
for
the
same
five
year
policy
period.
If
you
focus
on
the
the
Chart
following
Alex's
results
on
work,
comp
safety
crosses
a
lot
of
different
bounds,
and
so,
if
you're,
if
you're,
following
what
he's
trying
to
do
and
the
departments
are
following,
what
he's
trying
to
do?
It's
going
to
cross
over
into
the
auto
into
the
property
into
the
general
liability
as
well,
so
you've
had
great
results.
G
You've
seen
a
reduction
over
that
period
of
time,
starting
in
2013
through
the
through
the
just
ended
fiscal
year,
Nexus
general
liability.
Again,
these
are
like
slips
and
falls
on
sidewalks
and
in
other
bodily
injury
type
cases
same
thing.
You
saw
a
fairly
significant
number
of
claims
in
1314
and
then
significant
improvement,
the
three
subsequent
years
with
the
last
year
that
just
ended
being
the
best
year
in
quite
a
while
property.
G
G
G
So
from
a
general
liability
standpoint
same
results,
the
number
of
claims
go
down,
our
results
have
gone
down
and
although
they
ticked
up
a
little
bit
in
the
last
two
years,
that's
really
insignificant
compared
to
how
they
were
in
12/13
and
13/14.
So
again,
still
very
good
results
same
thing
with
the
auto.
He
had
kind
of
a
really
poor
trend
from
twelve
through
four
to
the
end
of
fifteen
and
then
very
positive
results.
G
The
last
two
years
back
towards
where
you
were
in
twelve
thirteen
law
enforcement
same
results
from
some
pretty
significant
years
in
12/13
and
13/14
to
almost
nothing
in
the
past
fiscal
year,
property
property
tends
to
go
up
and
down
kind
of
with
with
weather,
believe
it
or
not,
and
so
we
had
pretty
good
winter
in
sixteen
seventeen.
So
these
results
kind
of
stack
up
with
twelve
thirteen.
Thirteen.
Fourteen
of
a
property
damage
tends
to
be
a
very
small
lion
item
for
us
from
a
cost
standpoint,
and
then
this
is
the
overall
for
those
five
years.
G
You
can
see
that
again
really
positive
trend,
starting
in
1314
to
what
in
the
most
recent
year-
and
this
is
the
expenditure
by
Department
police,
Public,
Works,
Parks
and
Rec
on
the
top
again.
Nothing,
nothing
unusual
to
me
in
these
in
these
figures.
So
that's
the
work
or
the
excuse
me.
That's
the
liability.
Now,
let's
go
to
work
comp
and
again
Alex's
efforts
are
work
out,
but
they
cross
over,
but
I'm
expecting
we're
gonna,
see
similar
results
here,
right,
so
first
table.
Sorry,
first
table
is
the
same
thing.
G
We
did
before
we're
going
to
count
claims,
so
you
can
see
a
fairly
a
positive
trend.
It's
not
significant
reduction,
but
it
is
from
where
we
were
in
1213
and
145
total
claims
to
108
in
the
most
current
year
and
again
we
count
claims
differently
than
OSHA
recordable
z',
but
this
is
really
positive.
These
are
cases
that
were
called
into
our
nursery
our
service
and
resulted
in
some
sort
of
medical
care.
So
this
tells
me
that
Alex
Alex
plan
is
working
right
now.
This
is
specifically
fire
department.
G
Again,
you've
seen
an
improvement
slight
hiccup
last
year
and
that
repeated
this
year,
the
same
number,
but
that's
more
positive
than
it
was
in
12/13
and
13/14.
This
is
police
same
thing
couple
of
fairly
bigger
years,
but
the
last
couple
years,
or
that
we've
had
really
two
out
of
the
last
five
years,
pretty
good.
Although
the
trend
from
last
year
to
this
year
has
ticked
up
a
little
bit,
so
that's
something
I
think
you
got
you
got.
G
We
got
to
pay
a
little
attention
to
Public
Works
same
thing:
we've
kind
of
go
up
and
down
with
Public
Works
Public
Works
again
with
work.
Comp
tends
to
be
driven
by
whether
if
we
have
bad
weather
and
December
January
February,
we
get
a
lot
of
slip
and
fall,
so
our
Public
Works
guys
out
out
in
the
street,
so
we've
had
good
weather
two
out
of
the
last
three
years
and
that
shows
up
in
this
data
as
well.
So
some
of
it
is
luck
in
weather.
G
This
is
a
water
department,
again
positive
trend
in
water
department.
Over
the
last
four
years
same
thing,
with
the
the
summary
of
all
other
departments,
which
is
mostly
administration,
not
many
claims
there
to
look
at
sorry
go
back
for
a
minute.
So
this
slide.
Sorry,
if
it's
small
and
hard
to
read
this-
is
the
total
expenditure
for
work
comp
on
an
incurred
basis
for
those
five
years,
1.2
almost
two
million
in
1213
and
then
a
tick
up
and
we're
and
then
the
worst
year
being
1516
in
this
past
year,
which
is
still
kind
of
green.
G
We
there
might
be
some
development
in
here,
but
significant
improvement
in
the
in
the
last
year.
This
is
fire
fire,
pretty
stable
over
the
last
four
years,
averaging
kind
of
around
just
over
a
million
dollars
in
work,
half
expenditures
with
Parks
and
Rec
and
police
police
improvement
in
1415,
and
then
some
deterioration
which
follows
that
claims
data.
The
number
of
claims
data
so
again,
something
maybe
to
pay
a
little
attention
to
public
works,
bad
1516,
but
really
good.
Three
out
the
other
four
years
of
this
five-year
measure.
G
This
water
same
thing-
and
this
is
all
of
the
departments
again-
that
much
expenditure
there
there's
some
of
the
work
hot
data
that
I'll
save
you
from
the
detail
of.
It
is
pretty
straightforward
stuff.
We
have
an
older
workforce,
so
we
get
a
lot
of
strains.
We
get
a
lot
of
contusions
from
bumping
into
stuff,
that's
more
Public
Works.
We
get
a
lot
of
backs
knees
and
shoulders
from
fire
because
they
spent
a
lot
of
time
lifting
patients
out
of
difficult
places.
G
Those
lifts
are
great,
but
sometimes
you
can't
get
the
lifts
into
where
the
patient
is.
So
we
see
a
lot
of
strains,
strains
contusions
and
then
our.
If
you
look
at
this,
the
majority
of
our
claims
are
tend
to
be
backs
knees
and
shoulders
which,
if
you
go
to
any
other
governmental
agency,
you're,
going
to
see
the
same
sort
of
data
questions,
questions.
A
B
G
B
D
Some
of
that
you
know,
as
as
some
of
these
oddball
things
kind
of
occur.
You
know
it's
some
of
the
things
that
we
need
to
learn
from
the
experience
all
right.
So
if
somebody
has
some
kind
of
odd
scenario
that
caused
them
to
be
injured,
you
know
that's
already
in
the
past
and
it's
done
so
we
so
will
actually
do
the
investigation,
you'll
pull
the
group
together
and
then
try
to
make
sure
that
doesn't
happen
again.
So
that's
pretty
typical
with
an
organization
that
hasn't
had
that
kind
of
incident
communication
in
the
past.
D
You
know
we
don't
know
what
we
don't
know
you
know,
but
hopefully
we
can
minimize
those
learning
experiences.
You
know
we
try
to
be
proactive
as
possible
and
teach
folks.
You
know
the
right
proper
ways
to
do
things,
but
you
know
sometimes
we'll
get
that
kind
of
oddball
stuff
that
you
know
we
just
don't.
We
don't
have
dedicated
time
to
cover.
You
know
how
to
properly
lift
this
Art
Deco
piece
of
you
know.
Furniture
into
this
thing
is
avoiding
all
kind
of
weird
scenarios.
No.