HomeMy WebLinkAboutSBPD Q2 Stat PresentationSBPD SBStat: Q2 2017
THE NEXUS OF OVERTIME, RECRUITING, AND STAFFING LEVELS
MAY 4, 2017
Agenda
Sharing the Vision
◦Opening Remarks (Santi, Mayor Pete)
◦Overview/Updates on Department’s Strategic Plan (Chief Ruszkowski)
Defining Priorities
◦Review urgent issues (Chief Ruszkowski)
◦Review issues to assess and goals (Danielle)
Current projects related to focus area (Chief Rynearson)
Results of baseline staff survey (Chief Ruszkowski)
Agenda, Continued
Analysis
◦Staffing levels
◦Recruiting
◦Overtime costs
Proposed Projects
◦Reserve Officers Program
◦Court Overtime Assessment
◦Marketing Video Series
Project Selection
SBPD Strategic Plan Updates
Performance and Our Staff
188 Complete, 39 Partial Responses
Many Strengths to Build on:
◦Autonomy at individual and division levels
◦Commitment to success of department
◦Service orientation
◦Teamwork
Opportunities to create a more performance-driven culture:
◦Empowering staff to contribute big ideas
◦Understanding fit: Strategic goals, City values
◦Having the right people and skills
◦Information sharing
SBPD SBStat Focus Area
Recruit/Retain/Reward
The nexus of three interrelated areas:
◦Recruiting and hiring
◦Staff retention
◦Overtime
Recruiting and retention impact staffing levels
Insufficient staffing levels have some impact on overtime
Overtime
Retention
Recruiting
& Hiring
SBPD SBStat Goals
Support Department priorities
Gain a better understanding of how these areas relate
Identify strategic changes that can have a large impact
Impact on:
◦Service delivery
◦Workplace experience
◦Budget and finance
Overtime
Retention
Recruiting
& Hiring
Current Related Projects
Short-term recruiting push
•Goal: Increase number and quality of applicants
•Focus on small improvements, building communication channels/relationships
•Project plan: Involves SBPD Training and Communications, Human Resources, DOIT Business Analytics
Career path development
•Goal: Improve retention by identifying specific career paths and providing opportunities for professional development in line with these paths
•Currently in information-gathering stage, working with Human Capital and Inclusion
•New HRIS system and review processes are key
Analysis: Staffing Levels
Our staff are our greatest asset
•78% of the budget and the face of SBPD
Current Staffing: 227
•Target: 247 (2017 budget)
•1/3 of current staff eligible to retire at any time
Staff lifecycle
•Experience vs. Risk
-6 Months +
Recruit
-3-6 Months
Apply (63)
-6 Months
Hiring (8)
-4 Months
Academy (6)
+0 >> 4 Years
New Officer
(47)
+ 5 >> 10 Years
Developing
(46)
+ 11 >> 19 Years
Experienced/Stable
(70)
+ 20 >> 23 Years
At Risk for Attrition
(30)
+ 23 >> 30 Years
Experienced/Stable
(26)
+ 30 Years +
At Risk for Attrition
(17)
Analysis: Recruiting
Getting applicants is step one –There is attrition during the hiring process
•Current efforts: Written exam cutoff score, physical test outreach
Steps with the highest impact
•Take physical test
•Pass physical test
•Pass personal
Number of diverse applicants is too low to measure differential impact
Submit Application
(63)
Take Physical Test
(39 –62%)
Pass Physical Test
(29 –74%)
Take Written Test
(28 –97%)
Pass Written Test
(23 –82%)
Complete Personal
(23 –100%)
Pass Personal
(11 –48%)
Complete Interview
(8 -73%)
Pass Interview
(8 –100%)
No Show
(3 –27%)
Fail
(12 -52%)
Fail
(5 –18%)
No Show
(1 –3%)
Fail
(10 –26%)
No Show
(24 –38%)
Analysis: Overtime
Focus on: Excessive and reduceable overtime
Overtime is not evenly distributed among officers
◦Officers with high overtime spend a greater proportion in specialty units and patrols
◦Not all officers are equally willing to volunteer for necessary overtime
The top 10 overtime types make up 61% of overall overtime
Lens of Priority Based Budgeting
Why it matters for staffing
◦Understaffing could impact overtime
◦Excessive/involuntary overtime could impact retention
Project Proposals
1.Reserve Officers Program
◦Addresses: Staffing levels, Overtime
2.Court Overtime Assessment & Action Plan
◦Addresses: Overtime
3.Marketing Video Series
◦Addresses: Recruiting, staffing levels
Proposal #1: Reserve Officers Program
Hire retired officers part time
Background research completed
Types of overtime impacted
Anticipated outcomes
•Morale
•Service quality
•Financial
Metric: Sworn overtime
Proposal #2: Court Overtime Assessment
Assess options for reducing court overtime
Collaborate with the Prosecutor’s office to find feasible solutions
Explore creation of liaison position
Proposal #3: Marketing Video Series
Series of videos with Eyedea Studio
Dual objectives:
Community outreach
Recruiting