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7.1.L. - Page 2 <br /> approach also provides greater sustainability of the PERS retirement system with the <br /> infusion of Tier II employees. <br /> Despite its Tong -term advantages, the practice of recruiting qualified Police Academy <br /> graduates has proved difficult. During the past year, the Department has hired Academy <br /> graduates who have sponsored themselves through the Police Academy. This is a cost - <br /> effective solution, since the Department shoulders none of the tuition costs, nor the <br /> recruit's salary during their time at the Academy. Conversely, this approach has resulted <br /> in the Toss of viable candidates as other police departments offer such candidates early <br /> incentives, such as the promise to reimburse their Academy tuition and /or hire them as <br /> a trainee as they complete the Academy. These more aggressive practices adopted by <br /> other agencies have allowed them to attract the best candidates and a larger aggregate <br /> number of viable candidates in general. <br /> ANALYSIS <br /> In a move to remain competitive and attract suitable entry -level Academy recruits, police <br /> departments are trending away from their narrow focus of seeking only academy <br /> graduates for employment consideration. The presence of agency- sponsored recruits <br /> enrolled in the Academy is on the rise, thus reducing the availability of suitable self - <br /> sponsored recruits. Self- sponsored academy recruits demonstrating promise are <br /> actively pursued by competing law enforcement agencies representing municipalities <br /> that offer more immediate employment and financial incentives. Though the City offers a <br /> very enticing salary and benefits package, a supportive community, and a highly <br /> regarded Police Department, these factors alone are insufficient to ensure a broad <br /> selection of qualified police recruits. Many of these law enforcement candidates simply <br /> cannot afford the financial burden associated with Police Academy training, equipment <br /> purchases and the lack of income during such training. Consequently, qualified <br /> candidates accept employment offers that are extended to them during or prior to <br /> starting the Police Academy, rather than contingent offers of future employment upon <br /> their graduation. An agency utilizing some form of Academy level hiring incentive, such <br /> as a minimal salary or tuition reimbursement assumes a position of advantage in the <br /> recruitment of entry level candidates. Were the Redwood City Police Department to <br /> employ such a dynamic strategy, the Department would undoubtedly attract the best <br /> candidates while filling officer vacancies without delay. Accordingly, the timely <br /> appointment and placement of entry level personnel will serve to reduce both personnel <br /> overtime costs and worker fatigue as staffing levels are brought back into balance. <br /> In an ongoing effort to aggressively fill personnel vacancies in a very competitive hiring <br /> environment, the Redwood City Police Department is considering a new recruiting <br /> strategy utilizing the following entry level employment incentive options: <br /> Option 1: Recruit, hire and sponsor a Police Officer Trainee throughout the 22 week <br /> / 888 hour police academy. The individual is hired as a full -time local <br />