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HomeMy WebLinkAbout911 Strategic Plan Presentation COUNTY LETTERHEAD January 2015 LETTER OF SUPPORT: FORMATION OF A NEW COUNTYWIDE 9-1-1 SERVICE DISTRICT; ESTABLISHING A PERMANENT TAX RATE AND CONVERSION TO A REGIONAL RADIO SYSTEM The entities and officials identified below recognize the urgent need to form a new countywide 9-1-1 Service District within Deschutes County, to include the establishment of a permanent tax rate to fund 9-1-1 call receiving and emergency dispatch services and the conversion of the area’s disparate radio systems to a centrally managed Regional Radio System. The new system will facilitate interoperable communications between the region’s law enforcement, fire and rescue, emergency medical services, schools, hospitals and other general government agencies. Formation of a new countywide 9-1-1 Service District with a permanent tax rate will benefit all residents of Deschutes County by providing adequate and stable funding to operate 9-1-1 call receiving and emergency dispatch services. A comprehensive emergency communications system will enhance the safety of all persons and institutions within Deschutes County. The 9-1-1 Service District proposes to fund comprehensive scoping of the emergency communications system, including value engineering, preparation of financing alternatives, investigation of grant funding, and development of a governance structure. It is estimated that this work will cost $250,000. Subject to official Resolutions approving the formation and permanent tax rate as required by ORS Chapter 451, in recognition of the critical importance of these items as well as the financial commitment of the 9-1-1 Service District to develop a final proposal to the voters of Deschutes County, the entities and officials signing this letter resolve to unconditionally support the formation of a new countywide 9-1-1 Service District. This will include a permanent tax rate to provide 9-1-1 call receiving and emergency dispatch services and the construction and maintenance of a new, regional radio system. That support may include, but is not limited to, written advocacy, testimony at public forums, and interaction with the media. ENTITIES: ______________________ ________________________ ________________________ Anthony DeBone, Chair Alan Unger, Vice Chair Tammy Baney, Commissioner Deschutes County Board of Commissioners ______________________ ________________________ ________________________ Eric King, Manager, City Keith Witcosky, Manager, Rick Allen, Manager, City of of Bend City of Redmond La Pine ______________________ ________________________ ________________________ Jim Clinton, Mayor, George Endicott, Mayor, Ken Mulenex, Mayor, City of Bend City of Redmond City of La Pine ______________________ ________________________ ________________________ Tom Anderson, Deschutes Larry Blanton, Deschutes Tim Moor, Redmond Fire & County Administrator County Sheriff Rescue ______________________ ________________________ ________________________ Steve Reinke, 9-1-1 Director ??, Board Chair, Bend Rural Carroll Penhollow, Board Chair, Fire Protection District #2 Redmond Fire & Rescue ______________________ ________________________ ________________________ Andrew Gorayeb, Sisters ??, Mayor, City of Sisters Denny Kelley, Black Butte Manager Ranch Police Chief ______________________ ________________________ ________________________ David Tarbet, Redmond Bob Kathman, Board President, Jim Porter, Bend Police Chief Police Chief Alfalfa Fire District ______________________ ________________________ ________________________ Roger Johnson, Chief, Mike Supkis, Chief, La Pine Thad Olsen, Chief, Cloverdale Sisters-Camp Sherman Fire Rural Fire Protection District Fire Protection District Protection District ______________________ ________________________ ________________________ Chuck Newport, Board Doug Cox, Board President, Jerry Johnson, Board President, President, Sisters-Camp La Pine Rural Fire Protection Cloverdale Rural Fire Sherman Fire District District Protection District ______________________ ________________________ ________________________ Richard Hoffman, Crooked Art Hatch, Fire Chief, Sunriver Randal Garcia, Board Chair, River Ranch Fire & Rescue Fire Department Black Butte Ranch County Service District ______________________ ________________________ ________________________ Bob Bengstson, Board Debra Baker, Chair, Sunriver Marc Mills, Chief, Sunriver President, Crooked River Service District Managing Police Department Ranch Fire & Rescue Board ______________________ ________________________ ________________________ Tom Fay, Deschutes County Larry Langston, Bend Fire Rodger Gabrielson, Board Rural Protection District #2 Department Chair, Black Butte Ranch Rural Fire District ______________________ ________________________ ________________________ Nancy Orr, State Fire Marshal ??, Deschutes National Forest ??, Oregon Department of Forestry ______________________ ________________________ ________________________ ??, Bureau of Land Management BoCC Work Session January 5, 2015 Draft Strategic Plan for 9-1-1 Planning Process Steps Reviewed the District’s services Determined the desired LoS Identified options to close LoS gaps Forecast the cost to close LoS gaps Evaluated the cost vs benefit of the proposed changes including forecasting future levy rates The District and its Level of Service A.District history B.A PSAP’s 3 primary functions C.Review mission and value statements D.Reviewed County performance management E.Staffing F.Budget and funding G.District services – Operations & Admin H.District services – Technical District History •Agency created in 1984 •Began operations July 1, 1985 •Director and 8 dispatchers •District formed in 1988 •$0.1618 permanent level rate •In the current facility since 2010 •Tied in to multiple radio systems A PSAP’s 3 Primary Functions •“Get it, give it away, and make sure it’s heard.” •Whenever a PSAP has a significant operational error, it is because one of these three things didn’t happen, or it didn’t happen in a timely manner. Performance Management •County Goal – Safe communities •Protect the community through planning, preparedness and coordinated public safety services. •County Objective #3 •Respond to, investigate and prosecute criminal activity to ensure the guilty are held accountable, the innocent protected and the rights of all citizens are respected. SUN MON TUE WED THU FRI SAT 0 5,000 10,000 15,000 20,000 5 Year Calls for Service by Hour by Day of Week SUN MON TUE WED THU FRI SAT 0 5,000 10,000 15,000 20,000 5 Year Calls for Service by Hour by Day of Week Minimal Seasonal Variation Dec – Jan – Feb Mar – Apr – May Jun – Jul – Aug Sep – Oct – Nov 22.4% 25.0% 28.0% 24.6% 0 10,000 20,000 30,000 40,000 50,000 60,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 5 Year Monthly Average Calls for Service Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2013 9-1-1 Calls by Hour by Month 0 50 100 150 200 250 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 0.00 10.00 20.00 30.00 40.00 50.00 60.00 Hour 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 5 Year CAD Calls for Service by Hour 0800 to 1000 & 1600 to 2200 Steady Activity 1000 to 1600 Peak Activity Objectives – Operations •LE dispatchers should only answer 9- 1-1 calls as a last resort •Two fire dispatchers 24 x 7 x 365 •LE data channel 12 hours per day •Supervision 24 x 7 x 365 •Span of control = 6.7 / Supervisor •Staff to meet the demand curve •Achieve accreditation •Improve the new hire retention rate Objectives – Technical Services •Address unmet M&O and SysAd needs •Address unfinished projects •Value engineer and cost a radio system •Expect to transition at least 1 FTE to the radio project. At that time, determine whether there is a need to backfill the transitioned FTE(s) •Facilitate full CAD / RMS integration Objectives – Admin Services •Meet the increased demand for records from the public and criminal justice agencies •Staff the front counter during all business hours, including lunchtime •If the radio project goes forward, hire an office manager to assist Carry Over This Levy Period •The current levy period expires June 30, 2018 •Implementation of this plan results in an ending balance of $208,088 over $2,464,743, which is the required operational reserve level •The figures above assume no carry over from FY 15, which is expected to be ~$250,000 Deschutes County 9-1-1 Strategic Plan for 2015 – 2018 1 Planning Process Steps 1.1 Reviewed the District’s current level of service. 1.2 Established a reasonable and appropriate level of service based on industry best practices. 1.3 Identified policy, staffing and equipment requirements to close existing level of service gaps. 1.4 Forecast the cost to close level of service gaps. 1.5 Evaluated the cost versus benefit of all proposed changes including forecasting future levy rates . 1.6 Reached consensus that the forecast costs for plan implementation were reasonable. 2 Primary Goals 2.1 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) 2.2 Determine the level of public support for the District’s strategic initiatives; assist with the development of a communications plan; and provide information, strategies and recommended materials for an effective campaign. (May 2015) 2.3 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. (May 2015) 2.4 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. (November 3, 2015) 3 Objectives – Line Operations 3.1 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. 3.2 Staff two fire dispatchers 24 x 7 x 365. (January 2016)  Hire, train and deploy telecommunicators to achieve this objective. 3.3 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. 3.4 Staff for 24 x 7 x 365 supervision. (January 2016)  Promote an eligible and qualified person into a new, sixth supervisor position. 3.5 Deploy staff to align with forecasted activity levels. (January 2016)  Utilize past data to forecast future activity and staff accordingly. 3.6 Achieve Oregon Accreditation Alliance accreditation. (April 2016)  The Operations Manager will lead this initiative. 3.7 Improve the retention rate for new line employees. (Now and ongoing)  Continually evaluate and improve the entire entry level hiring process. 4 Objectives – Technical Division 4.1 Address unmet maintenance and system administration needs. (March 2015)  Hire, train and deploy a Public Safety Systems Specialist. 4.2 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). 4.3 Value engineer and cost a county-wide communications system. (April 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. 4.4 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. 5 Objectives – Administrative Services 5.1 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) 5.2 If the radio project goes forward, hire an office manager to supervise the front office staff, assist with grant management, vendor management, contract administration, agreements, purchasing, inventory tracking and administrative duties. (July 2016)  Contingent on communications project funding.