Current and Proposed Beds and Proposed Share Formulas
City
Current Beds
Proposed
Beds Total Beds
City % Current &
Proposed Beds
Brea
Buena Park
Cypress
Fullerton
La Habra
La Palma
Los Alamitos
Orange
Placentia
Stanton
Yorba Linda
Villa Park
0 0 0 0.00%
20 150 170 14.90%
0 0 0 0.00`)/0
359 0 359 31.46%
99 0 99 8.68%
0 0 0 0.00%
36 0 36 3.16%
154 0 154 13.50%
70 100 170 14.90%
153 0 153 13.41%
o o 0 0.00%
o o 0 0.00%
TOTAL
891
250
1141
Proposed and Current Beds
No Current or Proposed Beds
Current Beds
* Data from Anaheim Spreadsheet of May 30, 2018
Construction and Acquisition Proposed Share Formula Based On:
50% of Percent of Total Region Population
50% of Percent of Region Homeless Population
5.46% Credit/Surcharge
(Based on Percent of Total Beds minus Percent of Total Region Population) Ongoing Operations Proposed Share Formula Based On:
50% of Percent of Total Region Population
50% of Percent of Region Homeless Population
20% Credit/Surcharge to/from 2 Host Cities
(Based on 71 Percent of ancillary expenses to be incurred by the 2 host cities, which equals
19.5% of total Regional Operations Costs allocated by percent of regional population) ($2560 per bed for ancillary expenses such as policing, street sweeping, public works) Operations Costs for Host Cities will be trued up at end of fiscal year for actual ancillary costs
07/24/2019
FINAL FUNDING ASSUMPTIONS
Final Construction/Acquisition & Operations Proposed Share %'s Proposed Share Formula = % of Population and % of Homeless plus or minus surcharge City
% Unsheltered
Population Homeless 50/50 Formula
Construction
& Acquisition
(Credit)/
Surcharge %
Final
Operations Construction &
(Credit)/ Acquisition
Surcharge % Share %
Final
Operations
Share %
Brea
Buena Park
Cypress
Fullerton
La Habra
La Palma
Los Alamitos
Orange
Placentia
Stanton
Yorba Linda
Villa Park
6.13%
11.77%
6.98%
19.99%
8.71%
2.18%
1.61%
19.66%
7.29%
5.37%
9.49%
0.83%
3.35%
13.67%
2.51%
32.50%
6.28%
1.53%
1.67%
21.90%
8.23%
7.67%
0.70%
0.00%
4.74%
12.72%
4.74%
26.24%
7.49%
1.86%
1.64%
20.78%
7.76%
6.52%
5.09%
0.42%
0.3348%
-0.1709%
0.3810%
-0.6266%
0.0017%
0.1193%
-0.0846%
0.3362%
-0.4157%
-0.4387%
0.5181%
0.0453%
1.1754%
-9.3091%
1.3377%
3.8309%
1.6690%
0.4187%
0.3079%
3.7674%
-6.2061%
1.0301%
1.8189%
0.1591%
5.07%
12.55%
5.13%
25.61%
7.49%
1.98%
1.56%
21.11%
7.34%
6.08%
5.61%
0.46%
5.92%
3.41%
6.08%
30.07%
9.16%
2.28%
L95%
24.54%
1.55%
7.55%
6.91%
0.57%
Proposed Beds
No Current or Proposed Beds
Current Beds
* 5.46% Credit/Surcharge for Construction & Acquisition is based on % of Total Beds minus % of Total Region Population with the credit being calculated for for those cities with more % of beds than % of population. The surcharge is then allocated to cities with fewer % of beds than % of population. Based on the current cost estimates the credit equals 5.46% of construction and acquisition costs ($781,712).
*Credit/Surcharge for Operations is based on 71% of estimated ancillary expenses to be incurred by 2 Host Cities and then allocated to the nonhost cities by percent of remaining regional population. Based on the current cost estimates the credit equals 16% of operational costs ($640000).
EXHIBITS TO N -SPA MOU
DATED 3.14.19
9.18.19 Exhibit F
Operating Plan Considerations
In addition to other matters directed by Party Representatives, Operating Plans should address or include the following:
A. General policies and procedures that promote utmost safety for Guests, staff, volunteers, and the community, and New Centers should strive to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts behaviors before they escalate.
B. Security measures including but not limited to security plans, secured entrances, on -site security personnel, video recording equipment, lighting, law enforcement patrols, and neighborhood safety and patrols.
C. Fire, earthquake, and disaster safety, including but not limited to evacuation plans fire prevention procedures, fire drills and documentation, fire inspections and extinguishers.
D. Guest access, including but not limited to hours of operation, controlled access, transportation of Guests to and from Navigation Centers from jurisdiction of residence, overflow management, screening procedures and criteria, identification requirements and procedures, storage of Guest property, and animal polices.
E. Guest rules of conduct and guidelines, including anti -loitering polices, the use of controlled and over the counter substances, possession of weapons or drug paraphernalia, and dispute resolution procedures.
F. Access and referral of Guests to emergency and medical care, including both on site of New Centers and coordination with local EMT providers and medical facilities.
G. Coordination with transitional housing providers to locate transitional housing vacancies for Guests, and connect Guests to local service providers, with a goal of increasing the Navigation Center turnover rate as Guests are successfully matched to alternate housing opportunities.
H. Health policies designed for safety of staff and Guests, including procedures for the handling and disposal of hazardous materials, precautions in handling of laundry and cleaning, and general self —health care, wearing appropriate protective garments (i.e. gloves), use of disinfecting cleaning products, and hand -washing procedures.
I. Disease prevention protocols for prevention and treatment of diseases and conditions such as seizures, diabetic episodes, mental health episodes, lice, bed bugs, influenza, and other communicable and contagious diseases.
J. Compliance with all local, state, and federal laws, regulations, and policies, including but not limited to labor laws, non-discrimination laws and polies, the Americans with Disabilities Act, gender -specific programming policies, religious freedom, and sexual harassment.
EXHIBITS TO N -SPA MOU
DATED 3.11.19
9.18.19 K. Requirements for the safety of children and vulnerable adults among the Guest population, including staff trained in sex offender policies, child abuse, and vulnerable adult abuse and screening for sex offenses through the National Megan's Law database.
EXHIBITS TO N -SPA MOU
Exhibit G
Program Accounts
DATED 3.11.19
9.18.19 A. Capital Improvement Fund. Monies in the CPI Fund shall be used solely and exclusively for purposes of financing costs associated with the expansion, modification, improvement, retrofitting, construction, and/or development of the New Centers, including any pre or post - construction work associated with the foregoing.
B. Maintenance and Repair Fund. Monies in the M&R Fund shall be used solely and exclusively for purposes of financing costs associated with the regular and routine maintenance, repair, or replacement of capital improvements associated with the New Centers.
C. Operating Fund. Monies in the Operating Fund shall be used solely and exclusively for purposes of financing costs associated with the day-to-day on -site management and operation of the New Centers, including such expenses as insurance, personnel, consumables, disposables, refuse disposal, utility costs, professional services providers, etc.
EXHIBITS TO N -SPA MOU
Exhibit H
Notices and Designation of Party Representatives
DATED 3.14.19
City
Party Representative(s)
Brea
William Gallardo, City Manager
Address: 1 Civic Center Circle, Brea, 92821
Email: [email protected]
Tel.: 714-990-7711
Buena Park
James B. Vanderpool, City Manager
Address: 6650 Beach Blvd., Buena Park, 90621
Email: [email protected]
Te1.: 714-562-3550
With copy to:
Christopher Cardinale, City Attorney
13181 Crossroads Pkwy North — Suite 400
City of Industry, CA 91740
Email: ccardinaleAagclawfirm.com
Te1.: (562)699-5500
Cypress
Peter Grant, City Manager
Address: 5275 Orange Ave., Cypress, 90630
Email: [email protected]
Te1.: 714-229-6680
Fullerton
Ken Domer, City Manager
Address: 303 W. Commonwealth Ave., Fullerton, 92832
Email: [email protected]
Tel.: 714-738-6310
La Habra
Jim Sadro, City Manager
Address: 110 E. La Habra Blvd., La Habra, 90631
Email: [email protected]
Te1.: 562-383-4010
La Palma
Laurie Murray, City Manager
Address: 7822 Walker St., La Palma, 90623
Email: [email protected]
Tel.: 714-690-3334
Los Alamitos
Les Johnson, Interim City Manager
Address: 3191 Katella Ave., Los Alamitos, 90720
Email: [email protected]
Te1.: 562-431-3538 x. 203
Orange
Rick Otto, City Manager
Address: 300 E. Chapman Ave., Orang, 92866
Email: [email protected]
Te1.: 714-744-2222
Placentia
Damien R. Arrula, City Administrator
Address: 401 E. Chapman Ave., Placentia, 92870
Email: [email protected]
Te1.: 714-993-8171
Stanton
Jarad L. Hildenbrand, City Manager
Address: 7800 Katella Ave., Stanton, 90680
Email: [email protected]
Tel.: 714-890-4277
Villa Park
Steve Franks, City Manager
Address: 17855 Santiago Blvd., Villa Park, 92861
Email: [email protected]
Tel.: 714-998-1500
Yorba Linda
Mark Pulone, City Manager
Address: 4845 Casa Loma Ave., Yorba Linda, 92886
Email: [email protected]
Te1.: 714-961-7110
RESOLUTION NO. R-2024-45
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA AUTHORIZING A BUDGET
AMENDMENT IN FISCAL YEAR 2024-25 IN COMPLIANCE
WITH CITY CHARTER OF THE CITY OF PLACENTIA §§ 1206
AND 1209 PERTAINING TO APPROPRIATIONS FOR
ACTUAL EXPENDITURES.
A. Recitals.
(i). The adopted budget for the 2024-25 Fiscal Year sets out estimated appropriations for City expenses throughout the year.
(ii). From time to time the adopted budget must be adjusted when precise expenditures are finally determined or when estimated expenditures exceed projected costs allocated.
(iii). City Charter of the City of Placentia § 1206 authorizes the City Council to amend or supplement the budget by motion adopted by the affirmative votes of at least three members so as to authorize the transfer of unused balances appropriated for one purpose to another purpose, or to appropriate available revenues not included in the budget. All other legal prerequisites to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLACENTIA DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
1. In all respects as set forth in the Recitals, Part A., of this Resolution.
2. The adopted budget for Fiscal Year 2024-25, Resolution No. R-2024-38, is hereby amended to reflect the following expenditure of funds from the Account specified to the Account specified:
Fund
Description
Department
GL Account
Amount
Type
Special Revenue
Funds
Placentia
Navigation Center
Community Services
784070-6290
$322,646
Expense
Special Revenue
Funds
Placentia
Navigation Center
Community Services
780000-4095
$322,646
Revenue
Special Revenue
Funds
Placentia
Navigation Center
Community Services
784070-6999
$50,000
Expense
Special Revenue
Funds
Placentia
Navigation Center
Community Services
780000-4095
$50,000
Revenue
Resolution R-2024-45
3. The Mayor shall sign this resolution, and the City Clerk shall attest and certify to the passage and adoption thereof.
PASSED, ADOPTED AND APPROVED THIS 18th DAY OF JUNE 2024.
Jeremy B. Yamaguchi, Mayor
ATTEST:
Robert McKinnell, City Clerk
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert McKinnell, City Clerk of the City of Placentia, do hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Placentia held on the 18th day of June 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Robert McKinnell, City Clerk
APPROVED AS TO FORM:
Christian Bettenhausen, City Attorney
Resolution R-2024-45
,,,_.,____
North SPA RFP for the Operator of the Placentia
Navigation Center
June 18, 2024
RFP Development
• The North SPA hired Susan Price, from Baker Tilly as a consultant for the Joint RFP released by the City of Placentia and Buena Park. • The RFP was developed utilizing best practice RFP's, the consultant's expertise and elements from Garden Grove, Central Cities Navigation Center RFP.
• City staff from both Placentia and Buena Park along with the consultant reviewed the final RFP for consistency, thoroughness, and criteria.
Timeline for RFP Process
• The City of Placentia and Buena Park issued a Request for Proposals (RFP) on February Stn
• RFP responses were due by April 3rd
City received 2 proposals.
• The written review made by the Evaluation Panel was April 17tH Panel was compromised of 9 qualified stakeholders and professionals experienced in homeless services operations.
Task of reviewing and scoring proposals based upon specific criteria.
Advance proposals that met the qualifying criteria for interviews with the selection panel.
Timeline for RFP Process
• Held interviews with each of the two proposers on May 8th Interviews were conducted by 5 members of the Evaluation Panel. • Tour of the Salvation Army Program in Anaheim on May 15t" 4 of the panelist along with other management staff from the City of Placentia toured the Salvation Army's 325 bed emergency shelter.
• Presentation of the RFP Panel Recommendation to the 12 City Managers to the North SPA on June 6th
• Operational Transition July 1st — July 31st
The new operator will have a one -month transitionary period with PATH to ensure a smooth transition, the new operator will be fully operational by August 1St
Criteria for Evaluation of Proposals
• The evaluation criteria identified in the RFP included the following:
Operator Experience and Capacity
Panelist evaluated the team, experience and capacity of each organization.
Program Design and Outcomes
Panelist evaluated the organizations case management, procedures, types of services and experience with the Continuum of Care and H M I S, etc.
Service Delivery Methods and Staffing
Panelist evaluated the proposed FTE, staffing management plan, policies, and plans.
Guiding Principles/Community Connections
Panelist evaluated how operations would align with the five guiding principles of the North SPA.
Operator Program Budget
Panelist evaluated and had a comprehensive look at the proposed annual budget for the operations of the Navigation Centers.
RFP Panelist' Background
• Ward Smith (Present)
City of Placentia Councilmember
Chair of the Bridges at Kraemer Navigation
Center Community Advisory Board
• Rhonda Shader (Present)
City of Placentia Councilmember
Member of the Placentia Navigation Center
Advisory Board
• Conner Traut
City of Buena Park Councilmember
City Council Liaison for the Buena Park
Navigation Center Oversight Commission
• Janice Lim (Interviews and Tour only)
City of Yorba Linda Councilmember
Member of the Placentia Navigation Center
Advisory Board
• Tom Kisela
City of Orange City Manager
• Eric Levitt
City of Fullerton City Manager
• Brad Butts (Present)
City of Placentia Chief of Police
Member of the Placentia Navigation Center
Advisory Board
• Frank Nunes
City of Buena Park Chief of Police
• Karen Crocker (Present)
City of Placentia Director of Community
Services
Member of the Placentia Navigation Center
Advisory Board
• Jim Box
City of Buena Park Director of Community
Services
Interviews and Facility Tour
• Five panelist from the Evaluation Committee were part of the interviews and joined the facility tour of the Salvation Army's Anaheim Emergency Shelter. • The interview consisted of an extensive conversation with each proposer, in which the evaluation committee was able to ask more detailed questions related to the following topics:
Staffing — onboarding, training, consistency and retention Program Design — after hours intakes, proactively addressing clients with longer lengths of stay, accountability and disciple practices, case management services and outcomes
Funding — budgets for operations, additional funding through partnerships ( i.e. CalAIM)
• The evaluation committee expressed that the interview dialogue provided clarity about key operational issues, and shared perspectives to improve collaboration and
mutual understanding.
Proposed Budget and Proposal Scores
• Mercy House applied to operate both Navigation Centers and The Salvation Army OC (Salvation Army) applied to operate the Placentia Navigation Center only.
• The proposed budget and final proposal score from each proposer are identified in the table shown below:
Proposed Budget Year 1
Proposed Budget Year
and 3 (annually)
Final Proposer Score
The Salvation Army OC $2,522,646*
1 $2,379,646
87.5 Mercy House
$3,289,306.90
$3,289,306.90
85.3 * The Salvation Army has provided a one-time cost of $143,000 in Year 1 for maintenance, office supplies, and replacement of damaged furnishings.
Current and Proposed Budget Comparison
• The Navigation Center Cost will have a $731,646 increase from the original contract cost with PATH to the new proposed budget with Salvation Army. This increase is in line with the ongoing rise in cost to operate Navigation Centers. A table indicating the average cost per bed in the area is on the next slide.
Previous Contract
ost Annually
urrent 4 -month
Extension Cost
Proposed Contract
Cost Annually
One -Time ost
Difference from Precious
and Propose
$1,648,000
$916,745
$2,379,646
$143,000
$731,646 increase
• The Cost per bed increased by $11,022.35 from PATH's original contract to the extension contract. The cost per bed has decreased by $3,733.35 per bed from PATH's extension contract to Salvation Army's proposed budget.
Cost per Bed — Previous
Contract
Cost per Bed- Extension
Contract
Cost Per Bed — Proposed
Contract
Regional Shelter Cost Comparison
A comparison of local Navigation Centers has shown that the average cost per bed is approximately $24,064.
Costa Mesa/Newport Beach Navigation
Center
Mercy House
Mercy House
Volunteers of
America
Mercy House
Salvation Army
Shelter Location
Number of
Beds
100
Huntington Beach Navigation Center* 174
Garden Grove, Central Cities Navigation 100
Center
Buena Park Navigation Center (North 149
SPA)
Placentia Navigation Center (North SPA) 100
$2,800,000
Contract Cost
$3,600,000
$2,600,000
$3,649,468.90
$2,379,646
$28,000
$20,690
$26,000
$24,493
$23,796
* Navigation Center design is a Sprung Structure (portable and relocatable). All other centers are brick and mortar design.
'1111"11111D
Evaluation Panel Recommendation of Operator
• The Salvation Army OC is recommended by the evaluation panel as the most qualified proposer to operate the Placentia Navigation Center.
• The evaluation panel's recommendation is based upon the following:
Experience - The organization currently operates 3,000 homeless shelter beds in Southern California, and approximately 10,000 homeless shelter beds statewide. Nationally, the Salvation Army is the largest private homeless shelter operator, with a combined 40,000 beds with an additional 15,000 residential beds. Locally Salvation Army has shelters in Los Angeles County, Anaheim, San Diego, Santa Barbara, and San Bernadino.
Capacity — Salvation Army successfully operates multiple facilities with 300 or more beds which serve those who are experiencing homelessness. Placentia's Navigation Center will have 100 beds.
Budget — Proposal to operate facility and provide wrap around services within the North SPA's annual budget, pricing per bed is equal to the average bed cost in the area.
Staff Review Salvation Army Background
• The Salvation Army has one hundred fifty-nine (159) years experience in providing social services programs
• In Orange County, Salvation Army has been serving the unhoused for over one hundred twenty-five (125) years, this includes operating homeless shelters and the development of homeless and senior housing.
• Populations served by Salvation Army include:
Adults (men/women), families, Veterans, medically fragile, and TAY (Transition Age Youth) individuals experiencing homelessness.
• Locally, at the Anaheim Emergency Shelter, 979 unduplicated individuals received comprehensive wrap around services last year.
• The Salvation Army is the largest private homeless shelter operator in the United States. Locally The Salvation Army operates 9 homeless shelters across Southern California.
• A table indicating Salvation Army's currently active housing sites similar in operation to the proposed Placentia Navigation Center is identified on the next slide.
Salvation Army's Current Navigation &
Emergency Shelter Facilities
Name of Shelter
Mr Population
Anaheim Emergency Shelter
Bell Shelter
San Diego Door of Hope
Whittier Navigation Center
Santa Barbara Hospitality House
San Bernadino Transitional Living Center
Pasadena Hope Center
Hope Harbor
Westwood Transitional Village
Zahn Memorial Center
Males & Females ages 18 & older
Males & Females ages 18 & older
Males & Females ages 18 & older
Males & Females ages 18 & older
Males & Females ages 18 & older
Women & Married Couples, plus
Men with Dependent Children
Males & Females ages 18 & older
Males & Females ages 18 & older
Homeless Families
Homeless Families w/Special
Needs
Location
Anaheim, CA
Bell, CA
San Diego, CA
Whittier, CA
Santa Barbara, CA
San Bernadino, CA
Pasadena, CA
Santa Monica, CA
Los Angeles, CA
Los Angeles, CA
# of Beds
325
500
200
139
50 50
65 50
160
56 TOTAL CURRENT BEDS
1,654
Salvation Army's Partnerships
• The Salvation Army partners with the following agencies to provide wrap around services to their clients:
Serve the People — Dental Services
Family Health Matters — Medical, Vision, and Behavioral Health Services Charity on Wheels — Helping those in poverty or homelessness on a road to self-reliance
APAIT — Improving the quality of life of those at -risk or living with HIV/AIDS Stay United — Mobile phones/Tablet services
Peer Voices — Recovery/Emotional Support Groups
Local Churches — Spiritual Care and Support
Staff Recommendation
• Staff recommends the City Council consider the evaluation panel's recommendation and to award a three (3) year contract with two (2) potential one (1) year extensions based on contractor performance and at the City's discretion to The Salvation Army .
• Authorize the City Administrator or his designee to meet and confer with Salvation Army to finalize the Management, Operations, and Public Safety (MOPS) Plan of the Placentia Navigation Center.
• Authorize the City Administrator or his designee to execute all necessary documents in a form approved by the City Attorney.
• Adopt Resolution No. R-2024-XX, Resolution of the City Council of the City of Placentia, California authorizing a budget amendment in Fiscal Year 2024-25 in compliance with City Charter of the City of Placentia §§1206 and fining to appropriations for actual expenditures.
MEMEL
Next Steps
• If selected, Salvation Army will have a one -month transitionary period with PATH to ensure a smooth transition, the new operator will be fully operational by August 1st.
• Finalize Management, Operations, and Public Safety Plan.
Questions & Comments
Placentia Cit Council
AGENDA REPORT
TO:
VIA:
FROM:
DATE:
SUBJECT: PLACENTIA PUBLIC SAFETY COMMUNICATIONS CENTER 2023
ANNUAL REPORT
CITY COUNCIL
CITY ADMINISTRATOR
DEPUTY CITY ADMINISTRATOR / SUPPORT AND EMERGENCY SERVICES JUNE 18, 2024
FISCAL
IMPACT: NONE
SUMMARY:
On July 1, 2020, the Placentia Public Safety Communications Center began call processing and dispatching the City's new Fire and EMS services, in addition to handling the Placentia Police Department operations. This Report ("Report") is a summary of the work accomplished by the Placentia Public Safety Communications Center from January 1, 2023, through December 31, 2023.
RECOMMENDATION
It is recommended that the City Council take the following action:
Receive and file a copy of the completed 2023 Annual Report.
DISCUSSION:
The Placentia Public Safety Communications Center completed an Annual Report (Report) for the period of January 1, 2023 through December 31, 2023. This past year the Communications Center triaged 58,000 calls which includes over 4,800 calls requesting medical and fire assistance. The Report gathers information about Communications Center activity throughout the year and is a produced publication that summarizes events, statistics, budget, and the Communications Center highlights and accomplishments. This Report was produced for the public to relay information about the Communications Center performance, accomplishments, and strategic goals for 2023.
J Lmi 3, 2024
City Council Agenda
June 18, 2024
Prepared by:
ie Acosta -Reyes
Communications Manager
Reviewed and approved:
0aw,iun, QVVut,a.
Damien R. Arrula
City Administrator
Reviewed and approved:
Rosanna Ramirez
Deputy City Administrator
Attachments:
1. Placentia Public Safety Communications Center 2023 Annual Report
2. Presentation of Placentia Public Safety Communications Center Annual Report
2023
,Placentia Public
(Safety Communications
Annual Report
ITable Of
Contents
-•
City Officials
About Us
Vision And Mission
Meet Our Team
Dispatch Operations
Training & Development
Life Saving Achievements
Police Operations
Fire Events
EMS Events
Milestones
Goals
Contact Us
2 3
4 5
6 7
8 9
1O
11 12
13 14
Placentia Public Safety Communications
City Officials
JEREMY YAMAGUCHI
MAYOR
KEVIN KIRWIN
MAYOR PRO TEM
ROBERT S. MCKINNELL
CITY CLERK
WARD SMITH
COUNCIL MEMBER
KEVIN A. LARSON
CITY TREASURER
RHONDA SHADER
COUNCIL MEMBER
DAMIEN R. ARRULA
CITY ADMINISTRATOR
CHAD WANKE
COUNCIL MEMBER
Placentia Public Safety Communications
About Us
Our dispatch center is staffed 24 -hours a day,
365 days a year. The personnel of our department
work tirelessly to dispatch all police, fire and
medical services to the residents and visitors of
Placentia. The Communications Center
personnel are all certified in emergency medical
and fire dispatching, as well as Peace Officer
Standards & Training certified to process law
enforcement incidents. Newly hired staff
participates in a 3-4 week orientation classroom
training, then live on-the-job training for
approximately six months.
Placentia Public Safety Communications
Annual Report 2023
IVision And
Mission
• We aspire to become a communications
center who is respected and admired by
our public safety peers and the citizens
of Placentia. We want to do the right
thing, at the right time, for the right
reason.
• Our Public Safety Communications
Center is committed to providing
exceptional service to the citizens and
responders of the City of Placentia using
the highest standards to protect life and
property.
Placentia Public Safety Communications
Annual Report 2023
Meet Our Team
STEFANIE ACOSTA-REYES
MANAGER
Stefanie started her career with Placentia in 2020, just prior to the city taking over medical and fire dispatching responsibilities from the County. Prior to Placentia, Stefanie worked at an agency within San Bernardino County for 15 years as a police and fire dispatcher and supervisor.
MEGAN RODRIGUEZ, MEGAN HEREDIA,
SAMUEL AHUMADA
SUPERVISORY TEAM
Our supervisory team is comprised of three experienced
team members who together have over 20 years of
dispatching experience in various communications centers.
Megan Rodriguez began her career in Placentia in 2016,
Megan Heredia is a lateral employee who came from a Los Angeles County multi -discipline agency, and Samuel brings his expertise to Placentia from another Orange County fire dispatch agency.
TEAM 1, 2, 3 AND 4
DISPATCH PERSONNEL
The Communications Center is staffed by 12 full-time dispatchers and 3 part-time dispatchers who work 10 and 12 hour shifts to provide dispatch center coverage 24 -hours a day, 365 -days a year.
Each of the dispatchers are certified in CPR, emergency medical and emergency fire dispatching, and are members of the State of California Commission on Peace Officer Standards & Training.
Placentia Public Safety Communications
Annual Report 2023
IDispatch
Operations
Using software provided by the State of California
Office of Emergency Services, call data is provided to
each public safety answering point (PSAP). The data
for 2023 shows our center received, answered and
processed:
O 14,729 9-1-1 calls for service
O 43,396 non -emergency calls for service
The National Emergency Number Association (NENA)
has developed standards of practice for answering
9-1-1 calls. These standards dictate:
• Ninety percent (90%) of all 9-1-1 calls arriving at the Public Safety Answering Point (PSAP) SHALL be
answered within ( < ) fifteen (15) seconds.
• Ninety-five percent (95%) of all 9-1-1 calls SHOULD
be answered within ( < ) twenty (20) seconds.
Our Communications Center continues to exceed the
national standard.
98.6%
98.9%
Placentia Public Safety Communications
Center 2023 average for answering 9-1-1
calls within 15 seconds.
Placentia Public Safety Communications
Center 2023 average for answering 9-1-1
calls within 20 seconds.
Placentia Public Safety Communications
Annual Report 2023
ITraining &
Development
• As part of our division's ongoing training process, each employee is required to attend training courses
presented by Peace Officer Standards and Training
(P.O.S.T)
• To keep our fire and medical dispatching skills current, our staff is required to complete Continued Dispatch
Education (CDE) credits throughout the year.
Development
• Monthly training topics are created and distributed to each staff member to introduce new information,
enhance their current dispatch knowledge, and develop
their skillset. These employee development topics
typically range from defining public safety terminology, review of procedural operations, and explaining
equipment capabilities.
Placentia Public Safety Communications
Annual Report 2023
Life Saving
Achievements
Our Communications Center staff understands the vital
role they play in the chain of survival each day.
This year, our center celebrated four employees for
providing life saving measures while processing various medical incidents.
Each employee receives a certificate, a lapel pin, and a leaf on our Tree of Life when a successful CPR save is
determined.
Placentia Public Safety Communications
Annual Report 2023
Police
For the calendar year, our center triaged and generated over 31,000 police events.
The calls for service for our police responders remained consistent with previous years. The chart below displays the police events that are separated into four priorities. Priority 1 incidents are those that encompass crimes in progress or life -threatening
emergencies. Priority 2 events are those that do not require an emergency response but should be dispatched as soon as possible due to the time element involved and seriousness of the crime.
When a time element involved indicates no threat to persons or property events are labeled as a Priority 3. Events that are low risk or administrative in nature are categorized as Priority 4 incidents.
POLICE EVENTS
Priority 1
17%
Priority 4
28%
Priority 2
29%
Priority 3
26%
Priority 1- Threat to life or in progress crime
Priority 2- Just occurred crimes, no immediate threat to life Priority 3- No immediate threat to persons or property
Priority 4- Informational, administrative, low risk
Placentia Public Safety Communications
Annual Report 2023
IFire
Over the course of the year, our personnel processed over 1,200 fire related events.
Each fire event is categorized using different call for service types. The chart below shows the most common fire
incidents received throughout 2023. These calls for service include service calls, which range from lift assists, water problems, or vehicle lockouts, alarms, traffic collisions, structure fires and mutual aid requests where our fire
resources assisted outside agencies. All other fire call types and responses make up the remainder of the yearly calls received.
Placentia Public Safety Communications
Annual Report 2023
Throughout 2023, our staff handled over 3,600 medical calls for service.
Each medical event is categorized using different call for service types. The chart below shows the most common
medical events received during the year. These calls for service include generalized sickness, fall victims, breathing problems, unknown medical problems, unconscious
persons. All "other" medical call types make up the
remainder of the yearly calls received.
Placentia Public Safety Communications
Annual Report 2023
IMilestones
Our Communications Center reached numerous milestones
throughout the year. Some of these achievements include:
• Becoming a fully staffed communications center. All budgeted FT positions were filled prior to the end of the calendar year. • Participating in our City's National Night Out in August 2023 • Participating in several school events, including career days at El Dorado High School and Valadez Middle School as well as Flag Day at Brookhaven Elementary School
• Participated in the Citizen's Academy presentations for both the City as well as the Police Department.
• Becoming the third communications center recognized in the State of California as part of the Missing Kids Readiness Program through the National Center for Missing & Exploited Children
• Engaged with the community by hosting a Danish with a Dispatcher event
• Creating a division badge
• Creating a division challenge coin
• Hosting an Inaugural Dispatcher Badge Pinning Ceremony • Beginning the International Academies of Emergency Dispatch (IAED) accreditation process in November
144
PPSC members at the National Night Out event.
j
F
Placentia Public Safety Communications
Annual Report 2023
PPSC members at our badge
pinning ceremony in October 2023.
I Goals
Goals our center strives to achieve in the next year include:
• Remain a fully staffed dispatch center.
• Receive emergency medical dispatching accreditation through IAED.
• Hire additional part-time personnel to assist with covering the 24 -hour operations in the dispatch center.
• Create public service announcement videos for the
community on various topics, including "How to call 9-1-1." • Create a recruitment video to share on various media outlets. • Continue community outreach to local schools and facilities to explain the 9-1-1 call process.
• Participate in the City C.E.R.T program
• Participate in community events like National Night Out, Heritage Festival and the Tamale Festival.
• Provide the opportunity for our police and fire responders to complete dispatch center sit alongs.
• Create a private/public partnership to alleviate overtime and support a healthy work -life balance.
• Relocate to the City's new public safety building.
*In January 2024, the Center became an Accredited Center of Excellence for emergency medical dispatching. PPSCC is the 329th medical ACE in the world, 15th in the State of California, and the only accredited Center in Orange County.
Public Safety Building concept design.
Placentia Public Safety Communications
Annual Report 2023
Contact Us
L714- 993- 8111
@placentia_public_safety_comm
www.placentia.org
Thank You
The Communications Center staff would like to thank the continued support of City Administration, City Council, our public safety partners at the Placentia Police Department and Placentia Fire & Life Safety and Lynch Ambulance, as well as our residents and visitors of the community.
Placentia Public Safety Communications
Annual Report 2023
Placentia Public Safety Communications
2023 Annual Report
June 18, 2024
1 Organizational Chart
Communications
Manager
Stefanie
Acosta -Reyes
•
r
Communications
Supervisor
Megan Rodriguez
Lead Dispatcher
Communications
Supervisor
Megan Heredia
Communications
Training Officers
Communications
Supervisor
Samuel Ahumada
Dispatchers
J
Dispatch Trainees
Irtr^r), :tion
We are a Public Safety Communications Center
answering 9-1-1 emergency calls for police, fire
and emergency medical needs throughout the
City of Placentia. Our center is staffed 24 hours a
day, seven days a week by a team of skilled and
dedicated Public Safety Dispatchers who strive to
make your experience with our police and fire
departments a positive one.
Our Mission
Our Public Safety Communications Center is
committed to providing exceptional service to
the citizens and responders of the City of
Placentia using the highest standards to protect
life and property.
Value'
Our division's values continue to drive decisions and operations made in our dispatch center. We aimed to simplify and be ready to recite the values our group felt were most important and would guide our daily activities.
W.I.T.S
WELLNESS INTEGRITY TEAMWORK SERVICE
Staffing
12 FT dispatcher positions filled
2 PT dispatcher positions filled
3 supervisor positions are filled
POSITION
Manager
BUDGETED
2022
2023
1 1
1 Supervisors
Dispatchers
(FT)
3 2
3 12
11 12
Dispatchers
(PT)
Effective December 2023
4 3
2 Operqtional Performanc
The National Emergency Number Association (NENA) has updated the standards for answering 9-1-1 calls. The NENA model recommendation was recently changed and reads as follows:
Ninety percent (90%) of all 9-1-1 calls arriving at the Public Safety Answering Point (PSAP) SHALL be answered within (≤) fifteen (15) seconds.
Ninety-five (95%) of all 9-1-1 calls SHOULD be answered within (≤) twenty (20) seconds.
The goal of Communications Center management is to continue to exceed the national standards established by NENA.
'all Volume L. 1'erforrnanc
Our Communications Center triaged over 58,000 calls throughout the year.
Handled 14,729, 9-1-1 calls
Managed and processed 43,396 administrative calls
Average percentage for 9-1-1 calls answered within 15 seconds: 98.6% Average percentage for 9-1-1 calls answered within 20 seconds: 98.9% The PPSCC continues to exceed the NENA recommendation of 90%!
Staff Training & Development
• Continued Education Credits
(CDE) for emergency medical
and fire dispatching
• California Peace Officer
Standards & Training
certification
• Missing Kids Readiness
Program
• Various monthly trainings
01AED
International Academics
of Emergency Dispatch.
(11W NATIONALC_ENTER FOR C H I L D R E N.
Police ' oerationc
Approximately 31,000 calls for service dispatched throughout the year.
These calls are categorized by priority 1, 2, 3 and 4 and are dispatched according to priority.
o Priority 1- 5,208
o Priority 2- 8,928
o Priority 3- 8,029
o Priority 4- 8,835
Priority 1
17%
Priority 2
29%
I
Priority 4
28%
*Data extracted from Mark 43 CAD
Priority 3
26%
Dispatched over 4,800 medical and
fire events. Structure Fires
5%
3,600 Medical calls
1,200 Fire calls
Most common calls for service are
listed here.
Service
27%
Alarms
25%
Fire Operations
r
Other
15%
Mutual Aid
8%
Traffic Collision
20%
*Data extracted from Mark 43 CAD
EMS Operations
Dispatched over 4,800 medical and
fire events.
3,600 Medical calls
1,200 Fire calls
Most common calls for service are
listed here.
Unconscious/
Fainting
9%
Sick Person
Other 20%
36%
Unknown Medical
Problem
9%
*Data extracted from Mark 43 CAD
Breathing
Problems
10%
;:ommunity Outreach and Participation
• Placentia Police Department
Citizens Academy
• Placentia Police Department
Spanish language Citizens
Academy
• City of Placentia Citizens
Academy
• Danish with a Dispatcher
• National Night Out
• Career Day events
Awards & ^slebrations
• Telecommunicators Appreciation Week
(every 2nd full week in April)
• 4 Life Saver Awards
• Successful release 4116ININI
from training of
three employees
Accomplishments
• Became a fully staffed
dispatch center
• Hosted the Inaugural
Communications Badge Pinning
Ceremony
• Became members of the
National Center for Missing &
Exploited Children Missing Kids
Readiness Program
•
• Began the application process
for the Accredited Center of
Excellence
'pals
• Remain a fully staffed dispatch center
• Develop and implement a quality assurance & improvement program for police incidents
• Create public service announcement videos to share via social media and community outlets
• Continued participation at career day presentations at local schools and colleges
• Educate our senior housing communities on the emergency call process
• Attain Accreditation through International Academies of Emergency Dispatch (IAED)
"In January 2024, the Center became an Accredited Center of Excellence for emergency medical dispatching.
PPSCC is the 329th medical ACE in the world, 15th in the State of California, and the only accredited Center in Orange County.
Questions & Comments