2014-519-Minutes for Meeting October 07,2014 Recorded 11/3/2014 , Jss'cq�xx
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0 Performance Management Meeting
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Date& Time: October 7, 2014 at 0900 hours
Location: Deschutes County 9-1-1, 20355 Poe Sholes Drive#300, Bend
Attendees:
Tammy Baney
Tony DeBone
Al Unger
Tom Anderson
Erik Kropp
Steve Reinke
Sara Crosswhite
Rick Silbaugh
Megan Craig
Angela Guthrie
Todd Guthrie
Kathleen DeForrest
Claire Withycombe
The meeting opened with a tour of the facilities led by 9-1-1 staff members, who answered
questions as the tour progressed.
The tour concluded at 0930. Discussion followed about how the plan for a joint 9-1-1/OSP
building came to fruition and how a federal $1 million grant made it possible to build out the full
15,000 square feet upstairs to match the downstairs building footprint. The second floor 9-1-1
space includes an Emergency Operations Center (Deschutes Room) and a bunk room. Rick
Silbaugh noted FEMA Homeland Security personnel and their film crew inspected the space
about a year ago and were extremely satisfied with the outcome. Steve Reinke said in
comparison to other Public Safety Answering Points (PSAPs), this one is very spacious. Rick
Silbaugh added the 9-1-1 space was designed to encompass the County's technical and physical
needs for the next 25 years. Commissioner Baney commented that unlike the prior space, this
PSAP now displays a commitment to the work and the employees.
Steve Reinke began a Power Point presentation covering four main topics:
I. Mission Statement
II. Departmental Services
III. Performance Management
IV. Five-year Outlook
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Performance Management Meeting Page 2
October 7, 2014
Mission & Vision Statements
Steve Reinke reviewed these statements for the group noting they will be reviewed again during
the upcoming strategic planning process.
Three Primary Functions
Reinke explained 9-1-1 centers have three primary functions, which are: "Get it, give it away,
and make sure it's heard". He said in his experience, 9-1-1 centers make operational errors if any
one of the three functions do not happen, or do not happen in a timely manner.
District Services—Staffing
Reinke stressed that, in part, due to the complexity of the job, it is a challenge to find and retain
quality staff. His plan is to hire four new Telecommunicators in January 2015 and another four in
March 2015. All eight new employees will hopefully be ready to be "call receivers" by summer.
In the future, more dedicated call receivers will help as the District moves toward separating call
receiving from dispatching.
District Services--Other
An overlooked aspect of the District's service level is that dispatchers make phone calls; research
people and previous incidents related to a premise; help manage incidents and resources; and
provide recordkeeping and status tracking for field units.
The District is also responsible for fulfilling an increasing number of public record requests from
the public, customer agencies,the District Attorney's Office and defense attorneys.
District Technical Services
The District's Technical Services Division works with customer agency Information Technology
(IT) staff members to assure connectivity and continued functionality of computer interfaces and
radio systems. The Division also supports a large number of internal systems including the
Computer Aided Dispatch(CAD) system and 9-1-1 administrative phone systems.
A Global Information Systems (GIS) specialist performs updates and coordinates with other area
GIS professionals to assure the CAD and phone systems have up to date information.
Public Safety Systems Specialist Barry Allen will retire in May 2015 and Director Reinke is
forecasting four technical staff positions (not including GIS) will be required to meet service
level expectations. Commissioner Unger asked about the responsibility of the users for their own
technical needs. Rick Silbaugh replied they are responsible for it all once it leaves our building.
Currently, there are five distinct fire service radio systems that interface with 9-1-1 as well as
three for law enforcement agencies.
Performance Management
Reinke commented on the three current Department Measures and how they differ from the
national standard recommended by the National Emergency Number Association (NENA) which
is that 90% of all 9-1-1 calls should be answered within 10 seconds during the day's busiest hour
and 95% should be answered within 20 seconds during the day's busiest hour. This standard is
not being tracked because the state's 9-1-1 call tracking software provider is unable to run those
Performance Management Meeting Page 3
October 7,2014
reports. Reinke plans to raise this deficiency at an upcoming meeting with State Enhanced 9-1-1
staff members in late October.
Reinke said our area, and possibly most of Oregon, is not ready for Next Generation 9-1-1
(NG911) because the 9-1-1 phone trunks between telephone company offices and PSAPs use
1960's analog technology known as "CAMA trunks", which are incapable of passing digital data
for texting, data transmission or photo sharing. A proposed increase in the 9-1-1 tax on phone
lines from $.75 to $1.25 would provide the state with funding to modernize 9-1-1 infrastructure
in Oregon.
Reinke plans to conduct random surveys by mail with people who call 9-1-1 to get an indication
of the public's level of satisfaction with the District's service. He also plans to implement a
method to track internal and external service level inquiries to determine where improvements
may be made.
Five Year Outlook
The current levy is $0.3618 through June 2019. Steve Reinke outlined his goals for determining
the District's capital needs; for obtaining stable, permanent funding; and for fully staffing line
positions. Reinke also wants to compare District policies and procedures with various national
standards and best practices as determined by NENA; the Commission on Accreditation for Law
Enforcing Agencies (CALEA); the Association of Public-Safety Communications Professionals
(APCO); and the National Fire Protection Association(NFPA).
Planning for a next generation radio system has been underway for about five years. A recently
completed study provided a high level design and estimated cost. Reinke is working with the
project team to determine if other public agency partners are interested in becoming partner or
customer agencies. Tom Anderson noted the Road Department and Solid Waste are participating
in the talks now. Commissioner Baney asked about ODOT and Reinke responded he sees a
potential for partnership for site-to-site connectivity. Commissioner DeBone suggested there
could be a cost benefit to educational organizations citing the example of bus drivers having
radio interoperability capability. More important may be the flow to and from various incident
command centers during major events, and the system could provide a framework for policy
development. Rick Silbaugh said although it is possible to talk to users from a cell phone, a
reliable radio system is preferred.
Parallel Tracks to Determine a Permanent Levy Rate
Steve Reinke reviewed three points: Strategic planning to determine the PSAP's needs; the
formation of a governance agreement sub-committee; and securing a project manager.
Five Year Outlook—Preparation
The current funding level is sufficient to cover the District's potential needs for additional
staffing and it is expected a new, permanent funding level will be established and approved.
Should that not happen, the contingency plan is to request public approval of a new five-year
levy before the current one expires.
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October 7, 2014
Commissioner DeBone welcomed Steve to the organization and stated he will do what he can to
help pass an increase in the monthly phone line tax rate, Commissioner Baney complimented the
good customer service at 9-1-1 despite the limited staffing and stated it is a good indicator of just
how great it will be when more staff is added and developed with ongoing education. Megan
Craig outlined several ways staff is receiving on-going training and feedback above and beyond
the 12 annual hours required for each employee. Angela Guthrie praised Megan's efforts in
providing regional and state information about upcoming trainings, all with agency support.
Steve Reinke suggested on the strategic side, it is important to make sure the District's
technology is always faster than the people using it to assure the highest level of"throughput"
from the staff. Good, reliable and fast equipment allows staff to serve the public better, and
improves job satisfaction. Commissioner Unger stated that he was impressed with all the strategy
moves. Reinke stated the PSAP can become an industry leader.
Tom Anderson observed several important items are required including the management of
relationships with customer agencies in order to keep moving forward. The radio system and the
permanent funding issues are critical and will play a big part in the future of this 9-1-1 center.
Steve Reinke stressed it will be important to quantify long-term efficiencies and to be able to
explain the benefits. Commissioner Baney asked what would happen if the funding request did
not pass by Fiscal Year 18. Reinke responded the District would have to redefine its service level
and would do the best job possible with available funds.
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DATED this ' ' day of C e.-6--(` (' -- 2014 for the
Deschutes County Board of Commissioners.
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TAMMY BANEY, C
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ANTHONY DEBONE, Vice Chair
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ALAN UNGER, Commissioner
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Recording Secretary
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Mission & Vision Statements
r, pi • Mission — To provide prompt service in
'r a caring, respectful and professional
manner to those we serve.
Deschutes County • Vision — We will be a model for all 911
Board of County Commissioners dispatch agencies; esteemed for our
October 7, 2014 dedication, passion, innovation and the
exceptional service we provide to our
Performance Management Meeting community.
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Three Primary Functions District Services - Staffing
• "Get it, give it away, and make sure 7.5 administrative and technical FTEs
it's heard." • 42 line FTEs
• Whenever a PSAP has a significant 5 Supervisors
operational error, it is because one of • 37 Telecommunicators
these three things didn't happen, or it • 8 vacant line positions
didn't happen in a timely manner. . Line staff on 12 hour shifts
• 42 hour weeks
District Services District Technical Services
• Emergency call receiving • 3,184 annual hours are available from
• Dispatch and tracking of emergency two technicians to perform:
and non-emergency events • 6,561 hours of annual M&O
• Support for field personnel • 3,175 hours of pending project work
• Support for internal and customer • Request pending for 2 additional FTEs
agency technical systems • Strategic planning may reveal a need
• Public record request fulfillment for additional technical staff positions
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Performance Management Performance Management
• County Goal — Safe communities • Department Measure 1
• Percentage of calls answered within 5 seconds
• Protect the community through planning, • 94.5% in FY2014 was a record high percentage
preparedness and coordinated public • Department Measure 2
safety services. • Percentage of calls answered within 10 seconds
• County Objective #3 99.7% in FY2014 matched the performance of the
last 5 years with the exception of a year at 99.8%
• Respond to, investigate and prosecute • Department Measure 3
criminal activity to ensure the guilty are Average time to refer a call to dispatch
held accountable, the innocent protected • 3 seconds matched the stable performance of
and the rights of all citizens are respected. the previous 5 years
Performance Management Performance Management
• Current metrics do not include the • During upcoming strategic planning
National Emergency Number sessions, staff will solicit alternative
Association (NENA) call answering performance metrics which better measure
standard, which is to answer 90% of all performance and customer satisfaction.
9-1-1 calls within 10 seconds during • Consideration will be given to public surveys
each day's busiest hour and the creation of an inquiry tracking
system for customer queries.
• The state's Management Information • Founded / unfounded /equipment/procedure
System (MIS) vendor cannot provide this
important statistic • Percentage of incidents with founded inquiries
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Five Year Outlook Five Year Outlook
• Levy rate is $0.3618 through June 2019 • Upcoming strategic planning sessions
• Goal — Determine the District's operational • Confirm the District's mission, values and goals
and capital needs through strategic planning • Ascertain the level of service wanted by
customer agencies while also assuring the
• Goal -- Obtain stable, permanent funding for District is aligned with industry standards and
the District which includes construction and best practices
maintenance of a countywide radio system • Will include continuing to move forward with the
next-generation radio system
• Goal — Get all vacant line positions staffed
▪ Determine the resources necessary for the
with fully trained Telecommunicators District to accomplish the desired level of service
• Analyze associated capital and operational costs
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Parallel Tracks to Determine a Five Year Outlook - Preparation
Permanent Levy Rate • The current funding level should
1. Strategic planning to determine the accommodate the PSAP's needs for
PSAP's operating and capital needs enhanced staffing to meet customer service
2 Governance agreement sub-committee level goals
•Operating partners will want a voice • Will verify requested enhancements are fully
funded through the current levy period
-Partners positively impact capital and • The expectation is a new, permanent
maintenance costs funding level will be established and
3 Retain a project manager to value approved
engineer the system to determine costs - Contingency is to request public approval of
for construction and maintenance a 5 year levy before the current levy expires