In public safety, the push toward regionalization — consolidating services like dispatch, records management and even patrol across multiple jurisdictions — is often positioned as a logical next step toward efficiency and better resource utilization. On paper, the concept promises streamlined communication, cost savings and improved service delivery. In practice, however, regionalization introduces a unique set of challenges that leaders must address thoughtfully to avoid alienating the very stakeholders the effort is meant to serve.
Understanding and overcoming these challenges requires not just technical solutions, but cultural and operational ones as well.
Understanding stakeholder needs: The heart of regionalization
The foundation of any successful regionalization effort lies in a deep understanding of the individual needs of the participating agencies. Regionalization is not simply a matter of merging software platforms or radio frequencies — it is a human endeavor, involving agencies with distinct operational procedures, historical identities and community expectations.
During my time on the implementation committee for the Broward Sheriff’s Office (BSO) Regional Communications project in 2016, I saw firsthand how complex these dynamics can be. At BSO, the goal was to unify dispatch operations across multiple municipal agencies and sheriff’s office districts under a single, cohesive dispatch platform. What quickly became apparent was that no two agencies — and sometimes, no two districts within the same agency — approached public safety responses in quite the same way.
For example, what one city might treat as a routine noise complaint requiring only a single officer response, another might classify it as a potential disturbance requiring two units and a supervisor check-in. These differences were not random. They reflected the history, crime trends, staffing models, and political realities of each community. Recognizing and honoring these differences was critical to gaining buy-in for the regionalized model.
One of the smartest leadership decisions made during this process came from Daniel Revis, the 911 Communications Director, who was overseeing the implementation of the NextGen CAD system at Broward. Daniel made it a point to solicit input from all stakeholders, including critical frontline personnel like dispatchers — a group often overlooked in major technology projects. I was proud to represent the dispatch perspective on the implementation committee.
Not everyone invited chose to participate, but those who did were given an equal opportunity to influence the project’s direction. This open-door approach ensured that a wide range of operational needs were captured early, helping shape the system into what it is today. It also built a stronger sense of ownership among those who would ultimately rely on the system daily, laying a foundation of trust that proved critical to the project’s success.
The cultural divide: More than just technology
Even after stakeholder needs are identified, one of the largest barriers to successful regionalization remains: overcoming cultural differences between agencies.
Public safety organizations often have strong internal cultures. Pride in local traditions, ways of working, and unique operational philosophies are not weaknesses — they are core to what makes each agency effective in its own environment. However, when multiple agencies are asked to work together under a single regional umbrella, these differences can become points of friction.
Some of the cultural challenges we encountered at BSO’s Regional Communications project included:
- Concerns about loss of autonomy: Municipal agencies feared their officers’ specific needs would be overlooked in favor of a “one-size-fits-all” approach.
- Distrust of central authority: Some participants worried that decisions made at the regional level would not reflect their local priorities.
- Variations in operational philosophy: Differences in when and how backup units were dispatched, or how certain call types were prioritized, had deep roots.
Trying to “standardize” these differences out of existence would have been a recipe for failure. Instead, the project succeeded by embracing the idea that regionalization should not mean forced uniformity.
Leveraging technology: A bridge across the divide
Technology — when deployed thoughtfully — can serve as a bridge across these cultural divides.
At BSO, we leveraged an enterprise-grade CAD (Computer-Aided Dispatch) system to maintain the flexibility necessary for each agency to feel heard and respected. The CAD’s “Recommendations” feature was critical to this success.
This meant that even within a single dispatch center, the system could recognize that an “accident with no injuries” call in District 15 might trigger a different recommended response package — for example, dispatching a Community Service Aide (CSA) followed by a motor unit — while in District 11, the same call type might recommend dispatching a CSA, then a motor unit, and then a patrol unit as the first responder.
One of the major benefits of leveraging technology this way was that it helped overcome district-level cultural differences by automating the correct response protocols. It also took the burden off the dispatcher to memorize or manually adjust their recommendations when moving from one radio console to the next — ensuring consistent service delivery regardless of where the dispatcher was assigned that shift.
By embedding district-specific practices into the CAD system itself, dispatchers could focus on the immediacy of the incident without worrying about making manual adjustments on the fly, ultimately improving both accuracy and response times across the board.
Lessons learned: Keys to successful regionalization
Reflecting on the BSO experience and broader trends in public safety, several key lessons stand out for anyone embarking on a regionalization journey:
1. Stakeholder engagement is non-negotiable
Regionalization is not something done to agencies; it must be done with them. Early, frequent and transparent engagement with municipal and district leadership helps surface concerns before they harden into opposition.
2. Flexibility must be built into the system
From response plans to reporting formats to unit call signs, regionalization must allow room for local variations. A well-configured system can create the appearance of a “single agency” outwardly, while still supporting internal diversity.
3. Cultural sensitivity matters as auch as technical aptitude
Project managers and leadership teams must be attuned to the emotional components of regionalization. This requires a degree of humility, strong listening skills and a willingness to adjust the project plan in response to legitimate concerns.
4. Data-driven decision-making builds trust
When disagreements arise (and they will), turning to objective data can often help move conversations forward. For example, showing response time improvements post-regionalization can help win over skeptics.
5. Change management must be a priority
Technology rollouts are only part of the equation. Training, public relations, and internal communication strategies must be coordinated to help agencies feel ownership of the new regional system.
Moving forward: Regionalization is an ongoing process
Perhaps the most important lesson of all is this: regionalization is not a one-time event. It is an ongoing process of adjustment, collaboration, and recalibration.
No regional model will be perfect on day one. Agencies evolve. Crime patterns change. Community expectations shift. A successful regionalized system must retain the agility to grow and adapt alongside the agencies it serves.
Ultimately, regionalization done right strengthens all participating agencies by providing better resource coverage, improved interoperability, and a more resilient public safety framework. But the road there requires careful navigation — not only of technology, but of human relationships,
professional pride, and community trust.
The experience at BSO demonstrated that with the right tools, an open mindset, and a genuine respect for the needs of all partners, regionalization can move from being a controversial goal to a shared achievement. It’s not easy — but few things worth doing ever are.
