Sunnyvale Department of Public Safety : A model of fully integrated service

1. Sunnyvale Department of Public Safety: A model of fully integrated service

3. Traditional Service Delivery Models What is the public perception of traditional service delivery in Police, Fire and EMS?

4. Traditional Service Delivery Models • Law Enforcement (Police) Services • Chief of Police with supporting staff • Patrol—Dispatched through 911 • Special Operations • Fire Services • Fire Chief with supporting staff • Fire Fighters—Dispatched through 911 • Fire Marshal/Fire Inspection • Hazmat • EMS (Emergency Medical Services) • Ambulance service with EMTs—Dispatched through 911 • Paramedics—Attached to Ambulance or Fire services

5. Sunnyvale Public Safety Evolution to Fully Integrated Service Delivery

6. Sunnyvale Department of Public Safety • Established in 1950 • Prior to 1950 Sunnyvale was served by a 16 person Police Department and a volunteer Fire Department • Then City Manager Kenneth Hunter believed that the creation of a combined police and fire department would be the most efficient use of available budget and lead to a much safer community.

7. Service Delivery - Before

8. Sunnyvale Department of Public Safety • Opposition • Volunteer firefighters wanted the City to invest in equipment, not paid positions • Community members who opposed the plan showed up in support • Leadership • Council was considering both a paid fire department and unified Public Safety • City Manager favored a Department of Public Safety for fiscal reasons

9. Service Delivery -After

10. Sunnyvale Department of Public Safety THEN…. • DPS formed with 23 positions and a proposed FY 1950/51 budget of $85,000 serving a population of about 9,830. • DPS had 2 patrol cars, 3 fire trucks and a scarlet red “Chief’s Car”. NOW... • DPS currently has 201 sworn officers, 86 professional, and 17 part-time members who serve a city population of approximately 150,000 over a 24 square mile area. • FY 2017/18 Budget of $93 million. Salaries and benefits make up 88% of expenditures.

11. Sunnyvale DPS Structure

12. Sunnyvale DPS Structure

13. Sunnyvale DPS Structure

14. Sunnyvale DPS Structure

15. Sunnyvale DPS Structure

16. Sunnyvale DPS Structure

17. Model Comparison Source: FY 2017/18 Adopted Budget Reports, by City

19. Recruitment • Police to Fire transition vs Fire to Police transition • Applicant pool considerations • All sworn personnel must be proficient in three disciplines • Communication personnel (911 dispatchers) are also public safety • Common challenges include cost of living, employment opportunities in the private sector and background challenges • Outside the box strategies • Out of state recruitment http://khon2.com/2017/05/13/sunnyvale-department-of-public-safety-recruiting-in-hawaii/ • Targeted recruitment activities • Timeline from hiring to fully trained employee

20. Training Advanced Driver Pump Operator - 2 weeks Police Academy - 28 weeks Emergency Medical Technician (EMT) Training - 8 weeks Police Training Officer (PTO)Program - 26 weeks Fire Academy - 17 weeks

21. Ongoing Training • Peace Officer Standards and Training (POST) • Minimum 24 hours every two years • EMS Training • Minimum 24 hours every two years plus additional local requirements • Fire Training • Core competencies • OSHA Mandated Training • Specialty Training Requirements 4/11 Patrol schedule facilitates training availability of officers

22. Shaping a Service Integration Initiative Strategies and Critical Success Factors

23. The Big Picture: Steps to Organizational Change

24. An Integrated Approach to Change Organizational Development Strategies IMPROVED QUALITY & PERFORMANCE

25. Will it Work? Issues to Consider Regarding Service Integration

26. Challenges to consider Source: COPS BOLO August, 2012

27. Short and Long Term Costs & Benefits • Initial agreement with bargaining groups may impeded existing employees from participating in an integrated model • Phased approach likely to take significant time as non-integrated employees leave the agency through retirement or attrition • Initial infrastructure and equipment costs • Planning for staffing model to evolve from before, during and at conclusion of integration • Costs savings will not be realized immediately: once the staffing model has reached a level of 100% integration, budget efficiencies can be identified. • Long-term savings will be realized through achieving a more efficient staffing model, while maintaining, expanding and improving the service delivery levels

28. Case Study: Highland Park, Texas • Public Safety Department created in 1977 • Before the consolidation, a single director administered the department, but services remained separate. • It took 15 years to fully implement the integration of services, until the last “single-discipline” person retired. • Incentive pay was offered to cross-trained officers to assist with the transition • Integrating police and fire policies also presented a challenge • Affluence of the surrounding community enabled the department to make the change: the pay scale in 2012 was 20% above that of four target communities • The Chief states that the model works because the community is willing to pay for it. “What sells it is that somebody who arrives at a resident’s door within two minutes knows what to do, regardless of the situation.” Source: COPS BOLO August, 2012

29. Enhanced Service Delivery

30. 2016 Santa Clara County Cities ~ Officers per 1,000 Population (Excluding Sheriff’s Office contract cities) 2016 Santa Clara County Crimes & Crime Rates by City (Crime Rate per 100,000)

31. Questions and Answers