Shared Services - International Association of Chiefs of Police
Transcription
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 1 Shared Services Core Questions; • Is a Shared Service Model for you? • What are the factors that allow you to answer that question? What would a successful planning and implementation process look like? Two Shared Services Examples Best Practices/Lessons Learned 2 1 6/27/2012 Two Shared Services Examples Johnson County, IA • Joint Emergency Communications Center (JECC) Santa Clara County, CA (San Jose) • Silicon Valley Regional Interoperability Authority (SVRIA) 3 Examples of Shared Public Safety Service Models 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 4 2 6/27/2012 More Examples 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) 5 Is a Shared Services Model for you? 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. Does political support for the concept exist and are their internal champions? 6 3 6/27/2012 How do you approach achieving concept acceptance? 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) 7 What type of support and engagement is necessary for success? 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 8 4 6/27/2012 Long term cost savings potential Costs vary greatly and are based on the scope of the concept Long-term savings areas 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 • • • • • Planning/consultants Facility Systems/equipment Training (O/T) Cost savings generally occur in year two and forward, transition year may cost more 9 Opportunity for a better systems and service model Systems Improvements • Opportunity to select best system(s) • Opportunity to improve facilities and equipment • Opportunity to embrace new/standardized technologies Service Model Improvements • • • • 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 10 5 6/27/2012 What are the likely Challenges? 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) 11 More Challenges 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) 12 6 6/27/2012 Best Practices Planning Template 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 13 Implementation Plan Elements 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 14 7 6/27/2012 Johnson County, IA Joint Emergency Communications Center (JECC) SVRIA a Joint Powers Authority (JPA) Charter and Membership • 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. Organizational Chart 16 8 6/27/2012 Lessons Learned Tidbits 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 17 Consolidated Services Resources IACP publication: “Consolidating Police Services – planning approach” http://theiacp.org/LinkClick.aspx?fileticket=fU9dovj4EG s%3d&tabid=87 IACP consolidation retreats contact: Elaine Deck [email protected] 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 18 9 6/27/2012 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 [email protected] Barry W. Bedford Chief of Police Coralville Police Department 1503 5th Street, P.O. Box 5911 Coralville, Iowa 52241 319-248-1800 [email protected] 19 10