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. 6

7. Service Delivery - Before
Volunteer Fire Department
30 Volunteers
3 Fire Apparatus
Police Department
Chief
Volunteer Police Auxiliary
16 Paid Officers

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
The volunteer group succeeded in delaying the decision for over a month but the contentious issue finally came to a vote on June 6, 1950, less than a month before the planned implementation date.
About 150 people attended the meeting and most opposed the unification plan.
Mayor Walter Jones gave his reasons why he supported the unification plan. He said that the City Council was “not elected to take the easy road:” and that “we ran for office on a platform of good government”. He finished by saying “I have taken a stand and I have the courage of my convictions. We do not want to hurt anyone and our whole effort is to….give you people good government.”

9. Service Delivery -After
Director of Public Safety
Fire Services
3 Fire Apparatus
Police Services
23 Public Safety Officers
2 Patrol Cars

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. 10

11. Director Public Safety Sunnyvale DPS Structure Deputy Chief
Police Services
Fire Services
Special Operations

12. Admin Staff Lieutenant
Sunnyvale DPS Structure
Deputy Chief
Police Services
Captain
Traffic Unit
1 Lieutenant
3 PSOs
Patrol Services
5 Lieutenants
33 PSOs
3 CSOs
Sr. Office Assistant
Admin Staff Lieutenant
Street Crimes Unit

13. Deputy Chief Fire Services Sunnyvale DPS Structure Captain
7 Lieutenants
21 PSOs
Senior Office Assistant
FIRE MARSHAL
3 HazMat Inspectors
5 Fire Protection Engineers
2 Fire Prevention Specialists II
1 Staff Office Assistant
1 Public Safety Specialist

14. Sunnyvale DPS Structure
Deputy Chief
Special Operations
Captain
COMMUNITY SAFETY
Principal Office Assistant (Confidential)
Senior Management Analyst
ADMIN SVCS
Management Analyst
Sr. Office Assistant
Public Safety Specialist
4 VAOS
INTERNAL AFFAIRS
1 Lieutenant
1 Sr. Office Assistant
STRATEGIC SERVICES

15. Captain SPECIAL OPERATIONS Sunnyvale DPS Structure Crime Prevention
2 Lieutenants
4 PSOs, 1 CSO,
Office of Emergency Services
1 Lieutenant 1 Sr Office Assistant
Neighborhood Preservation
4 NP Specialists
2 Animal Control Officers
1 Maintenance Worker
Investigations
12 PSOs
1 Sr. Crime Analyst
2 Sr. Office Assistants

16. Captain STRATEGIC SERVICES Sunnyvale DPS Structure RECORDS
Lieutenant
RECRUITMENT
1 Public Safety Specialist
2 Lieutenants
TRAINING
1 Sr. Office Assistant
EMS Coordinator
Public Safety Cadets
COMMUNICATIONS
Manager
5 Sr. Dispatchers
14 Dispatchers
1 Dispatcher-in-Training
RECORDS
3 Sr. Records Specialists
8 Records Specialists
2 Property Clerks
2 Staff Office Assistants

17. Model Comparison Mountain View Santa Clara Palo Alto Sunnyvale
Population
79,278
125,948
66,478
149,831
Square Miles
12.2
18.41
25.85
24.0
# Police Officers & Fire Fighters
165
308
191
201
# Fire Stations 5 10 7 6
Annual Budget
65,803,919
117,653,022
74,106,852
93,028,448
Per Capita Cost- Public Safety
$ 830
$ 934
$ 1,115
$ 621
Compare staffing levels
Mountain View
Santa Clara
Palo Alto
Plus Calls for Service
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
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
Police Training Officer (PTO)Program - 26 weeks
Fire Academy - 17 weeks
Emergency Medical Technician (EMT) Training - 8 weeks
Advanced Driver Pump Operator - 2 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
The components of successful integration of the Public Safety model or any type of integrated service delivery can be translated into any client/community services model. The agency must implement a combination of operational and administrative strategies appropriate to the needs of client populations and considering the program and service provider environment.
Strategies and Critical Success Factors

23. The Big Picture: Steps to Organizational Change
Assess the Need for Change
Identify problems that should be solved
have a clear organizational or operational goal
Decide on the Model that will be most Effective
Identify existing resources versus future needs
Have a plan for retraining/reallocation of resources
Implement Change
Top-Down or Bottom-up
Evaluate Change
Is the organization meeting its goal?

24. An Integrated Approach to Change
BEHAVIORAL STRATEGY
Align Employee Attitudes and Values
New Behaviors
STRUCTURAL STRATEGY
Align Structure and Design
New Relationships
TECHNICAL STRATEGY
Align Processes and Technologies
New Processes
Organizational Development Strategies
IMPROVED QUALITY & PERFORMANCE

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

26. Challenges to consider
Short and long term costs and benefits*
Factors that contribute to failure or success
Short and long term effect on service delivery and personnel management
Employee response to radical job changes 
Community satisfaction with the new service delivery model
Short term, it is difficult to attain efficiencies and the cost to transition can be high
Cultural and specialization issues appear to pose among some of the more significant obstacles (HazMat, SWAT training and teams need to move throughout the organization)
Some agencies report extended periods of time, particularly those related to retirement of old personnel and hiring of new personnel, before consolidation is achieved.
Unions are concerned with job cuts that may result from consolidation and are not willing to cooperate with legal changes that need to occur for consolidation to be successful.
Focus-group participants report integration can enhance community policing, but caution against cutting public safety resources so deeply that neither police nor fire services function well.
Public safety departments may take years to fully complete their conversion because of such issues
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
Lehigh Quarry Shooting (Cupertino)
3 Dead 6 Injured
26 Fire-based personnel deployed in patrol duty gear to perimeter divisions
Robbery with Associated Car Fire (LA Times Article)
Suspects pistol-whipped a robbery victim and set their getaway car on fire in an underground garage. 
Patrol Officers assist daily with EMS calls
Six to Nine Patrol Officers as dispatched on first-alarm fire assignments
Cool Stuff

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) 30

31. Questions and Answers