King County Sheriff’s Office POLICE SERVICES PARTNERSHIP PROGRAM Sue Rahr, Sheriff November 2011

1. King County Sheriff’s OfficePOLICE SERVICES PARTNERSHIP PROGRAMSue Rahr, SheriffNovember 2011

2. Why are we talking about police partnerships? • COST - Can’t sustain 18,000 separate police departments in this country • Wasting scarce tax dollars creating and maintaining redundant infrastructures, services • Can’t keep doing less under the current service delivery model • EFFECTIVENESS - Can more effectively catch bad guys • Communication and coordination of investigations improve • Money saved by eliminating redundancies can be invested in new technology, training, etc…

3. Good Public Policy • We are the stewards of tax dollars • We can achieve an optimum balance of local control and cost savings from economies of scale • Frees up tax dollars for other public benefit

4. Demonstrating Economy of Scale Average Cost of Police Services per Capita Comparing Contracts with other Cities

5. What is a “Police Service Partnership?”

6. “Police Service Partnership” A Police Service Partnership is an agreement between the Sheriff’s Office and an incorporated city (or other entity) for the provision of a specific set of police services, as agreed to by the customer. (Contract Policing)

7. Why the Sheriff? • The Sheriff has jurisdiction throughout the county, both in incorporated and unincorporated areas • The Sheriff provides both regional and local service • The Sheriff is elected by residents in both the incorporated and unincorporated jurisdictions in the county

8. Regional vs. Local Services

9. The History • First contract: City of North Bend, 1973 • Two primary factors led to the increase in current customer base • 1990 Growth Management Act - annexation requirements • Sheriff’s Office desire to survive • Some cities contracted initially as a short-term placeholder after incorporation but found it a cost-effective way to provide comprehensive, quality police services • Key considerations – Local Control, Identity, Cost Containment • Today, 45 partner contracts account for more than half of KCSO revenues and employees.

10. Where we are today Today, KCSO provides full-service police departments to 12 cities in King County, and many other entities. Incorporated area, Contract Partners(blue) Incorporated area,Non-Contract(white) Unincorporated Area(green)

11. Who we serve today • 12 Municipal Contracts • Beaux Arts Village • Burien • Covington • Kenmore • Maple Valley • Newcastle • North Bend • Sammamish • SeaTac • Shoreline • Skykomish • Woodinville

12. Who we serve today • Transit Police Departments • King County Metro Transit • Sound Transit • KC Airport Police & Fire Fighters • Tribal Police Department • Muckleshoot Indian Reservation • Specialty and Seasonal Service Contracts • School Resource Officers • Marine Unit & Dive operations • Forest Service (Baker/Snoqualmie) patrols • KC Housing Authority residence patrols • Fire Investigation services

13. Basics & Benefits

14. How We Build a Police Partnership

15. Local Control & Identity • The city chief is selected by the partner city; is responsible for the operations; reports directly to the city manger • The city determines staffing level, services and police priorities. • The partner city selects uniforms and vehicles with unique city markings

16. Local Accountability • The police are accountable to city officials and citizens. • City chiefs and police officers are part of the community: • Community events • News distribution & communication • Block and business watches • Service organizations • Liaison with schools • Council meetings

17. Partnership benefits • Contractprovides a complete police department • Locally dedicated officers • All support services and equipment • Complete personnel management, legal services, investigative support (photo lab, evidence management, etc…) • Quartermaster, fleet, radio communication, etc… • Access to specialized services • Computer forensics, accident reconstruction, SWAT, media relations, etc…

18. Partnership benefits (cont.) • Avoid infrastructure start-up costs • Share in economies of scale • Cost per employee goes down as number of employees goes up • Key in very expensive facility investments (communications center, gun range) • Liability • Employees assigned to cities are indemnified by the county • Single Inter-local Agreement • individual invoices based on service selections • Cross-dispatching cuts staffing needs (key cost saver!)

19. Cross-Dispatching • Deputies/Officers on the same radio frequency routinely cross jurisdictional lines to provide back-up • This allows for a lower staffing level by both jurisdictions – each can staff for average call load, rather than the exceptions • Example of mutual advantage: • Two small neighboring cities, on different radio frequencies, will have to staff 2 officers per shift to ensure safe back-up (4 officers per shift between the 2 cities) • Two small neighboring cities, on the same radio frequency, can each staff only 1 officer per shift and still ensure safe back-up (2 officers per shift between the 2 cities)

20. Kenmore Police Department Police Chief Cliff Sether

21. Woodinville Police Department Police Chief Sydney Jackson

22. Shoreline Police Department Police Chief Dan Pingrey

23. Sammamish Police Department Police Chief Nate Elledge

24. Show Me The Money! How do we calculate costs? What does that mean for the city, the county, the taxpayer?

25. Overview of the City Contract • Current Inter-Local Agreement signed in 2000 • Cities negotiated as a group • The current agreement is being rolled over annually • Developed w/ Executive, Council, Sheriff, participating cities • Cities have identical contract terms • Cities participate in three groups, meet every other month: • Oversight Committee: City managers • Review policy issues, brief their city councils on the contract • Finance Team: Finance directors • Reviews all cost-related issues, reports to Oversight semi-annually. • City Chiefs Group: • Operational and staffing related issues

26. Contract Fundamentals • County may not profit or give away services (Accountancy Act – RCW 43.09.210) • Structured for mutual advantage • Average cost rather than marginal cost • Contract entities should control the levels of service and priorities for their police

27. Basic Contract Structure • Service Package • Cities purchase a “package” of services including a specific number of FTE’s of identified rank and specialty along with mandatory and optional support services. • The services provided are divided into two categories: (1) Precinct/City Services and (2) Support Services. • The contract has three defined models • Flex – all services are shared (all deputies in green uniforms) • Shared Supervision – cities select a mix of dedicated and shared services (some deputies in green, some in blue) • City – all precinct level services provided by staff dedicated to the city; central support and specialty units are provided as a shared service (all deputies in blue)

28. Support Services Included: Accounting/Payroll Computer Resources Evidence and Supply Internal Investigations Personnel Services Contracting Support Crime Analysis Criminal Intelligence Legal Advisor Photo Lab Records Management Training Unit Polygraph Administration Cost Model Fundamentals • The unit cost for an officer includes all tools for the job. • Salary, benefits & retirement, overtime, special or duty pays • Insurance, uniforms, equipment, vehicle, radio • Support services and administration (see box) • Items excluded from the costs include: • Regional county functions such as the Council • Services that are regional or backed by other revenue • The method of establishing unit costs does not change from year to year. • Minor adjustments may be made to central rate pass through costs upon analysis

29. Reactive Patrol Sergeant Cost Page Example $7,652,617 ÷ 42 = $182,205 Dedicated: # FTEs * $182,205 = Charge Flex: # FTEs * $182,205* % DCFS = Charge (DCFS – dispatched calls for service)

30. Communications Center Cost Page Example Flex/Shared: % DCFS * $8,590,614 = Charge – (DCFS – dispatched calls for service)

31. Exhibit B Example (invoice) - City of Kenmore

32. KCSO Contracts Budget Impacts For over 10 years, nearly all of our discretionary expenditure growth has been backed by offsetting revenues and additional FTE’s for contract customers

33. Revenue makes up greater percentage of expenditures 13-Year Cumulative Revenue Growth $52.9M 296% 13 -Year Cumulative Net Expend Growth $25.4M 58.5%

34. Translates to a Relatively Low Cost Per Resident 2009

35. KCSO is a lean organization compared to both local and national averages Nat’l Average - 2.7 Per 1000

36. Lessons Learned – Keys to sustainability • Trust • Relationships • Local control • Identity • Shared decision-making • Transparency • Cost • Politics

37. What’s Next? • “Merger” with an existing department • All city police personnel, including Chief, become Sheriff’s Office employees, staffing reductions through attrition • Labor agreements will be negotiated • Shared dispatching, records, evidence management • Cross-Dispatching with independent cities • Consolidate all police/fire dispatching • Regional Teams (SWAT, K-9, Marine, officer involved shooting investigations)

38. What stands in the way? • Politics • Egos • Labor unions • Aversion to change

39. Questions?