Shared Services - International Association of Chiefs of Police

6/27/2012
Shared Services
Best Practices and Lessons Learned
IACP LEIM Conference May 2012 Indianapolis
Presenters;
•Mike Milas
• Executive Director of SVRIA
• Former Public Safety Consultant
• Former Elected County Sheriff
•Barry Bedford
• Chief of Police – Coralville, IA
• JECC Leadership role
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Shared Services
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Core Questions;
• Is a Shared Service Model for you?
• What are the factors that allow you to answer
that question?
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What would a successful planning and
implementation process look like?
Two Shared Services Examples
Best Practices/Lessons Learned
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Two Shared Services Examples
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Johnson County, IA
• Joint Emergency Communications
Center (JECC)
Santa Clara County, CA (San Jose)
• Silicon Valley Regional
Interoperability Authority (SVRIA)
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Examples of Shared Public Safety
Service Models
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Limited function models we are all familiar with – typically a
special assignment or collateral duty
• Regional task forces(Narcotics, Fugitive, Homicide)
• Shared Teams (SWAT, Hazmat, Special Rescue, Bomb)
Broader Functional Area Models – may be a special assignment or
a separate entity
• HIDTA
• Fusion Centers
• Regional Training Centers
• Consolidated Dispatch
• Regional Crime Labs
• Regional Law Enforcement (County Police, multiple cities)
• Regional Corrections
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More Examples
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Emerging Public Safety Models
• Joint Powers Authorities(Planning, Systems implementation
and Management, other)
• Shared Records Management/Reporting Units
• Shared Property and Inventory Management
• Regional Fire Services
• Shared Civilianized Services such as: Community Service
Officers, Property Crime Investigators, Civilian Crime Scene
Technicians, Accident Investigators, Parking Enforcement,
Victim Services, Background investigation.
• Public Safety Volunteer Services Management (Backlog
reduction, specialized search teams, retaining specialized
expertise from retirees)
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Is a Shared Services Model for you?
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Why should I consider shared services?
• Long term cost savings potential
• Better systems and service model
• Opportunity to reduce duplication, share costs
and focus on core missions(new public sector
emphasis)
• Can result in more employee growth
opportunities and deeper expertise in
specialized areas.
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Does political support for the concept exist
and are their internal champions?
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How do you approach achieving
concept acceptance?
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Engage concept champions
Establish goals, objectives,
mission/charter.
Establish realistic expectations
Agree on a governance model(key points)
Agree on a funding model(key points)
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What type of support and engagement
is necessary for success?
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Political will to do it right so that the result
is successful.
Engagement of;
• Elected Leaders (Concept support)
• Senior Management (Process support)
• SME’s (Hands on involvement)
• Unions, Employees, HR roles
• Involvement that is broad based and a
process that is transparent is essential
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Long term cost savings potential
Costs vary greatly and are based on the scope of the concept
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Long-term savings
areas
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One-time stand-up
cost areas
• Improved
economies of scale
• Improved staff
efficiency and
flexibility
• Fewer systems to
maintain
• 5-15% annual
savings is typical
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Planning/consultants
Facility
Systems/equipment
Training (O/T)
Cost savings
generally occur in
year two and
forward, transition
year may cost more
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Opportunity for a better systems and
service model
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Systems Improvements
• Opportunity to select best system(s)
• Opportunity to improve facilities and equipment
• Opportunity to embrace new/standardized technologies
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Service Model Improvements
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Opportunity for improved supervision and training
Improved coordination, standardization and consistency
Opportunity to review and implement best practices
Opportunity for more depth of personnel expertise
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What are the likely Challenges?
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Political buy-in
(Need concept Champions;
understanding of potential benefits & challenges)
Perception of a potential loss of control and
organizational identity
Adoption of a shared service model – differences
must be resolved so there will be a consistent
service provision approach/change
management(business rules/protocols)
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More Challenges
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Differences in technologies, systems and records
(data consolidation/transition issues)
Facility needs
Training
Addressing service equity/large partner dynamic
Human Resource issues (key points)
Developing a solid communications plan and
protocol (Different stakeholder needs/concerns)
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Best Practices Planning Template
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Establish realistic goals and objectives
Gauge support – develop concept champions
Identify planning tasks and pre-transition
activities (significant)
Identify core and expanded team members and
stakeholders
Budget development (Transition and posttransition)
Determine what outside expertise will be
necessary
Work out governance and cost sharing early
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Implementation Plan Elements
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Develop a project Gantt Chart and timeline
Obtain/Assign necessary resources
Establish a project tracking, reporting and issue
resolution process
Identify tangible milestones that will demonstrate
progress
Follow all normal procurement practices
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Johnson County, IA Joint Emergency Communications Center
(JECC)
SVRIA
a Joint Powers Authority (JPA)
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Charter and Membership
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Purpose of Authority. The purpose of the Authority is to enhance and improve
communications, data sharing and other technological systems, tools and
processes for protection of the public and public safety and to facilitate related
local and regional cooperative efforts. Membership is open to any municipality
(Santa Clara County and any City or Town within the County). Current members
include:
The Cities of Campbell, Cupertino, Gilroy, Los Altos, Milpitas, Monte Sereno, Morgan Hill,
Mountain View, Palo Alto, Santa Clara, San Jose, Saratoga, and Sunnyvale; the Town of Los
Gatos and the County of Santa Clara.
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Organizational Chart
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Lessons Learned Tidbits
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The importance of gaining buy-in
Set realistic timelines and expectations
The importance of message/process/transparency
Anticipate that there will be issues to resolve and plan how
to mitigate them. Don’t minimize challenges or set-backs
but rather engage the concept champions in their resolution
– no surprises rule – team effort mindset
Take care in managing the dynamic between different types
of stakeholders (Political oversight vs. functional expertise)
Agree on a project spokesperson who can stay on message
and de-escalate hot spots
Focus on the people issues and relationship building
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Consolidated Services Resources
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IACP publication: “Consolidating Police Services – planning
approach” http://theiacp.org/LinkClick.aspx?fileticket=fU9dovj4EG
s%3d&tabid=87
IACP consolidation retreats contact: Elaine
Deck decke@theiacp.org 703-647-6843
“Northern York County Police Consolidation Experience: An
Analysis of the Consolidation of Police Services in Eight
Pennsylvania Rural Communities”;
https://www.ncjrs.gov/App/publications/Abstract.aspx?id=171101
Grand Rapids Michigan: “Yes to consolidation of government
services” ; http://www.mlive.com/opinion/grandrapids/index.ssf/2010/03/guest_commentary_consolidation.html
FEMA report on Functional Consolidation in South Central PA. :
http://www.usfa.fema.gov/pdf/efop/efo39912.pdf
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Contact Information
Michael D. Milas
Executive Director
SILICON VALLEY REGIONAL
INTEROPERABILITY AUTHORITY
1850 Warburton Ave – Suite 210
Santa Clara, CA 95050
Phone & FAX: 408-247-3394
Mmilas@svria.org
Barry W. Bedford
Chief of Police
Coralville Police Department
1503 5th Street, P.O. Box 5911
Coralville, Iowa 52241
319-248-1800
bbedford@ci.coralville.ia.us
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