HomeMy WebLinkAbout2015-2018 Approved Strategic Plan for 9-1-1Deschutes County Board of Commissioners
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6570 -Fax (541) 385-3202 -www.deschutes.org
AGENDA REQUEST & STAFF REPORT
For Board Business Meeting of January 14,2015
DATE: January 13,2015
FROM: Tom Anderson Administrative Services 541-388-6565
TITLE OF AGENDA ITEM:
Approval of911 Strategic Plan for 2015-2018
PUBLIC HEARING ON THIS DATE? No
BACKGROUND AND POLICY IMPLICATIONS:
A new strategic plan for 911 has been developed through the efforts of 911 Director Steve Reinke, 911
staff, the 911 Executive Board and other 911 stakeholders. The plan covers all aspects of911, including
line operations, technical support including a county-wide public safety communications system, and
administration. The Board of Commissioners was presented a draft version of the plan at its work
session of January 5, 2015, and revisions suggested in that work session have been incorporated into
this final draft.
FISCAL IMPLICATIONS:
The Strategic Plan will include the addition of new staff to accomplish the objectives therein. However,
specific staff increases will be requested separately and are not authorized merely by the approval of the
plan.
RECOMMENDATION & ACTION REQUESTED:
Approve the adoption of the 911 Strategic Plan for 2015-2018.
ATTENDANCE: Tom Anderson, County Administrator
DISTRIBUTION OF DOCUMENTS:
Steve Reinke, Tom Anderson
Deschutes County 9-1-1
Strategic Plan for 2015 – 2018
1 Primary Goals
1.1 Determine the District’s intermediate and long term operational and capital needs including
planning, construction, maintenance and oversight of a countywide, multi-jurisdictional, multi-
disciplinary communications system. (April 2015)
1.2 Assist the Board with determining the level of public support for the District’s strategic initiatives;
assist with the development of a communications plan and informational materials. (October 2015)
1.3 Obtain approval from the Board of County Commissioners to submit a ballot measure to the public
for a maximum levy amount, with a commitment the initial levy rate will begin at a specific (lower)
level which will be raised in the future only if absolutely necessary. (October 2015)
1.4 Obtain voter approval for permanent funding for the District which supports its ongoing operations
and long-term capital needs, including a county-wide communications system. (May 2016)
2 Objectives – Line Operations
2.1 Law enforcement dispatchers should only answer 9-1-1 calls as a last resort. (September 2015)
Hire, train and deploy call receivers for when call volu mes are forecast to be highest.
Establish a clear order of priority for answering emergency and non-emergency calls.
2.2 Staff two fire dispatchers 24 x 7 x 365. (January 2016)
Hire, train and deploy telecommunicators to achieve this objective.
2.3 Law enforcement data channel should be staffed 12 hours per day. (April 2016)
Hire, train and deploy telecommunicators for when data requests are forecast to be highest.
2.4 Staff for 24 x 7 x 365 supervision. (January 2016)
Promote an eligible and qualified person into a new, sixth supervisor position.
2.5 Deploy staff to align with forecasted activity levels. (January 2016)
Utilize past data to forecast future activity and staff accordingly.
2.6 Achieve Oregon Accreditation Alliance accreditation. (April 2016)
The Operations Manager will lead this initiative.
2.7 Improve the retention rate for new line employees. (Now and ongoing)
Continually evaluate and improve the entire entry level hiring process.
3 Objectives – Technical Division
3.1 Address unmet maintenance and system administration needs. (March 2015)
Hire, train and deploy a Public Safety Systems Specialist.
3.2 Address unfinished projects. (March 2015)
Hire, train and deploy a Public Safety Systems Specialist to work through the backlog.
Expect to transition at least one Specialist to the radio project. At that time, determine whether
there is a need to backfill the transitioned employee(s).
3.3 Value engineer and cost a county-wide communications system. (October 2015)
Retain a qualified engineer to lead stakeholders to consensus on system design, coverage and
reliability and forecast its cost.
Develop relationships with potential partners and secure written commitments for participation,
first for the concept, then financial.
Obtain all available grant funding.
Develop and adopt communications system governance and operating agreements.
3.4 Facilitate full CAD / RMS integration. (April 2016)
Determine user needs and whether HiTech’s RMS can meet those needs.
Obtain commitments from participating agencies to assist with deployment and ongoing funding.
Develop and adopt an agreement which details funding allocations; required data entry
standards; user responsibilities; and system administration and security requirements.
Hire a CAD/RMS System Administrator to serve as project manager and after go-live, as the
system’s administrator and inter-agency coordinator.
4 Objectives – Administrative Services
4.1 Meet the increased demand for records from the public and criminal justice agencies and staff the
front counter during business hours, including the noon hour. (January 2016)
Evaluate options for coverage and recommend a re-organization if necessary.
4.2 If the radio project goes forward, hire an office manager to supervise the front office staff, assist
with grant applications and management, vendor management, contract administration,
agreements, purchasing, inventory tracking and administrative duties. (July 2016)
Contingent on communications project funding.