Regional Dispatch Implementation Agenda Welcome and introductions Why are we doing this DELTAWRX Report Consolidation Future State Governance Work Group Proposed next steps Questions Welcome amp Introduction ID: 613110
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Chittenden CountyRegional Dispatch ImplementationSlide2
Agenda
Welcome and introductions
Why are we doing this?
DELTAWRX Report
Consolidation
Future State
Governance Work Group
Proposed next steps
Questions? Slide3
Welcome & Introduction
Presenting the results of DELTAWRX analysis and Governance Work Group
9 municipalities funded (Winooski, Milton, South Burlington, Shelburne, Burlington, Essex, Williston, Colchester, and Richmond)
Work involved all municipalities and
planning for all
public safety organizations in the county
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3Slide4
PSAP Map
Public Safety Answering Points
Why are we doing this?Slide5
Total public safety/criminal justice projects: 150+Public safety engagements with regional consortiums: 28
Dispatch consolidation engagements: 14Hamilton County, Indiana: Assisted a multi-jurisdictional public safety communications center stabilize operations after rapid consolidation; conducted operational assessment of communications center
Metro Transit, Minnesota
: Developed implementation plan to stand up a new public safety dispatch center to support police dispatching operations
Santa Clara County and the Cities of San Jose, Mountain View and Palo Alto, California
: Analyzed the advantages and disadvantages to service delivery and the financial implications of creating a dedicated Fire/EMS dispatch center, versus the status quo of dispatching these resources from within existing Police Departments
DELTAWRX experience…Slide6
Dispatch Consolidation Roadmap
January 31, 2017Slide7
Consolidation: A New Dispatch ParadigmRecommended Future State
Contents
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7Slide8
Our proposed plan is the result of a participatory and interactive process
Interviews with 60+ individuals from project sponsor agencies, the Vermont State Police, Vermont Enhanced 9-1-1 Board and CrossWind TechnologiesBuilds on the preferences, assumptions and requirements agreed upon during an interim workshop in November, including the desire to pursue full consolidation among the project sponsors
Continuously refined to take into account the ongoing efforts of the Governance Work Group
The objective of this presentation is to
Describe how consolidation will impact the current environment
Document the state of the future Chittenden County consolidated communications center
Background
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8Slide9
A New DISPATCH PARADIGM
Consolidation OverviewSlide10
In this presentation, the term “consolidated dispatch” means more than transferring individual communities’ dispatchers to a single facility; it reflects modernizing the method for processing emergency calls
The recommended service delivery model improves the efficiency with which resources are dispatched to life threatening emergencies Dispatchers use the Computer Aided Dispatch (CAD) system as a decision support tool, as opposed to as a record keeping log, in order to enter calls, dispatch units and manage incidents more efficiently and effectively
Call processing business practices are streamlined
Emergency communications is a service driven entity, with paying law enforcement, fire and emergency medical services customers
“Non-communications” tasks are handled by Police Department personnel
Understanding Dispatch Consolidation
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10Slide11
Common Benefits of Centralized Dispatch Models
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Common platform
Facilitates inter-agency communication
Enables a coordinated response, including sending the closest, most appropriate resource, particularly for Fire/Emergency Medical Service incidents
Staffing advantages
Pooled, cross-trained resources ease the burden of providing 24/7 coverage
Teams can share the load and prioritize incidents while maintaining high availability
Supports a dedicated Fire/Medical position for long, complex incidents
Structured, standards-based environment
More resources to contribute to supervision, quality assurance and training which supports improved accuracy
Management structure offers a career trajectory for dispatchers
Possible Financial Advantages
Shared capital costs
Improved likelihood for grants and federal funding in support of interoperable communicationsSlide12
Consolidation Addresses Issues Specific to Chittenden County
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12Slide13
Consolidation Addresses Issues Specific to Chittenden County
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13
* Shelburne is already a PSAP and therefore an exception Slide14
Becoming a PSAP Shortens the Call Taking Process
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CCRPC estimates that the PSAP transfer adds an average of 90 extra seconds per 911 call
The NFPA recommends that 80% of calls are processed within 60 seconds and that 95% of calls are processed within 106 seconds
Citizen Dials 911
PSAP Answers Call
PSAP Transfers Call to PD
Call Processing Occurs
Units Dispatched
Units Arrive
PD Answers Call
Citizen Dials 911
Call Processing Occurs
Units Dispatched
Units Arrive
PSAP Answers Call
Current Process
Future Process
Multiple
Manual StepsSlide15
Personnel costs account for about 93% of dispatch expenses in the current environment and are thus a key metric in financial analysis
Dispatch centers are currently authorized to employ 45 FTEConsolidation model requires up to 38 FTE (conservative staffing)45 – 38 = 7 FTEThe reduction of 7 FTE can occur through natural attrition
Dispatcher turnover is about 8%/year, low by national standards
38 FTE * 8% = Loss of 3 FTE per year through natural attrition
Some dispatchers may opt out of moving to the consolidated entity
6 Police Departments will need to reassign non-communications duties currently performed by dispatchers
This will require between 0-6 FTE, depending on existing capacity, for a net “savings” of 1-7 FTE
These duties may be able to be covered by existing Police Department employees
Countywide Consolidation Decreases Staffing Requirements
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15
Staffing temporarily increases during first phase of the transition periodSlide16
Full Consolidation Saves Countywide Personnel Costs
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Excludes transitional staffing periodSlide17
Consolidation Challenges
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Challenge
Mitigation Strategy
Organizational Change
Posed to Dispatchers
Dispatchers
are integral to the process, must be respected as professionals and thoughtfully involved: communicate transparently
, address rumors, invest
in transition training and create a forum for pre- and post-cutover feedback
Pay and Benefit Considerations
Consider current bargaining agreements, workload, experience, technology and complexity in developing a competitive compensation package
Standardization
Agency
chiefs must be prepared to compromise: with few exceptions, SOPs that cannot be uniquely configured in CAD should be standardized
Operational Changes
In
addition to changes in the Communications Center, f
ield personnel will need to
change how they conduct daily operations (e.g., radio usage)Differing Perspectives on TechnologyPrioritize “must have” functionality over a given vendor and leave the door open for future changesSlide18
Consolidation Challenges
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Challenge
Mitigation Strategy
Leadership
Adequately
fund the Executive Director position and begin recruiting early: this leader must be perceived as competent, fair and strong and available to support the transition
Emergency Service
and Community Equity
Governance
structure must be perceived as fair by all parties and provide a voice for smaller communities
Loss of 24x7
Administrative Desk at the Police Departments
Communication: Assure
community members that public safety emergency services will remain available around the clock and that they will benefit from improved service delivery; educate citizens on administrative services that will be reduced to business hours; seek after-hours self-service solutions (e.g., exterior form box)Slide19
Chittenden county Public Safety Communications Authority
Description of the Future StateSlide20
Chittenden County Public Safety Communications is dubbed “CC-COMM” in this presentation for convenienceCC-COMM requires the participation of the City of Burlington and at least one other community with a 7x24 dispatch center to achieve the scale necessary to launch
CC-COMM will ultimately function as a PSAP and thus benefits significantly from the resources that Shelburne brings to the tableImproves service delivery while supporting the entity’s financial viability
The greater the participation, the greater the overall benefit
Communities are phased in to support transitional staffing, introduce organizational change gradually and address issues that arise in a lower-risk environment
Communities will maintain the status quo while they await CC-COMM service delivery (i.e., no incremental consolidation)
Organizational Overview
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The proposed timeline is best case scenario, but doable through teamwork, a commitment to compromise and clear roles and responsibilities
TimelineSlide22
Phase 1. Burlington + 2 Communities
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Director
Training and QA
Systems Support
PSAP
3 cross-trained dispatchers
Police, Fire, EMS
Tactical when needed
Shift
Supervisor
CC-COMM CFS
75,000
CC-COMM FTE
26
Legacy Dispatch Center
FTE*
23
Total FTE*
49
* Illustrative Only; Based on S
. Burlington and Winooski
Key
Administrative
Schedule: M-F Days
Staffed 24x7x365Slide23
Phase 2. Add Shelburne + 1 Other Community
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Shift
Supervisor
Director
Training and QA
Systems Support
Assistant
CC-COMM CFS
90,000
CC-COMM FTE
32
Legacy Dispatch Center
FTE*
12
Total FTE*
44
* Illustrative Only; Based
on Shelburne and Williston
4 cross-trained dispatchers
Police, Fire, EMS
Tactical when needed
Key
Staffed 24x7x365
Administrative
Schedule: M-F Days
PSAPSlide24
Phase 3. Add Final 3 Communities
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Shift
Supervisor
Director
Training and QA
Systems Support
Assistant
5 cross-trained dispatchers
Police, Fire, EMS
Tactical when needed
Key
Staffed 24x7x365
Administrative
Schedule: M-F Days
PSAP
CC-COMM CFS
135,000
CC-COMM FTE
38
Legacy Dispatch Center
FTE
0
Total FTE
38Slide25
Phase 1. Burlington + 2 Communities
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Fire/EMS
C/T
Dispatch
Tactical
Director
Training and QA
Systems Support
PSAP
Law
C/T
Dispatch
BPD
Dispatch
Shift
Supervisor
CC-COMM CFS
75,000
CC-COMM FTE
26
Legacy Dispatch Center
FTE*
23
Total FTE*
49
* Illustrative Only; Based on S
. Burlington and Winooski
Key
Administrative
Schedule: M-F Days
Role Filled on Demand
Staffed 24x7x365
Dedicated PositionSlide26
Phase 2. Add Shelburne + 1 Other Community
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C/T
Dispatch
Fire/EMS
C/T
Dispatch
Tactical
Reporting Party
Law
C/T
Dispatch
BPD
Dispatch
Shift
Supervisor
Director
Training and QA
Systems Support
Assistant
CC-COMM CFS
90,000
CC-COMM FTE
32
Legacy Dispatch Center
FTE*
12
Total FTE*
44
* Illustrative Only; Based
on Shelburne and Williston
Key
Administrative
Schedule: M-F Days
Role Filled on Demand
Staffed 24x7x365
Dedicated PositionSlide27
Phase 3. Add Final 3 Communities
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C/T
Dispatch
Fire/EMS
C/T
Dispatch
Tactical
Reporting Party
Law
C/T
Dispatch
BPD
Dispatch
Shift
Supervisor
FD/EMS
Dispatch
Ops
Director
Training and QA
Systems Support
Assistant
CC-COMM CFS
135,000
CC-COMM FTE
38
Legacy Dispatch Center
FTE
0
Total FTE
38
Key
Administrative
Schedule: M-F Days
Role Filled on Demand
Staffed 24x7x365
Dedicated PositionSlide28
Potential Roles and Responsibilities
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Executive Board
City and Town Managers
Establish CC-COMM governance structure, bylaws and cost allocation method, approve annual budget, handle labor issues, hire and oversee ED, oversee Technical Advisory Committee
Technical Advisory Committee
Subset of Agency Chiefs
Create and staff subcommittees,
make technical and operational
decisions that impact service delivery
CC-COMM
Executive Director (ED)
Police Ops
Subcommittee
Subset of Senior Law Personnel
Make operational policy recommendations
Fire/EMS Ops
Subcommittee
Subset of Senior Fire/EMS Personnel
Make operational policy recommendations
Administrative Work Group
Subset of City and Town Leadership
Develop HR plan, draft ED job description and administrative SOPs
*Duties will ultimately shift to ED
Radio
Subcommittee
Subset of Senior Agency Personnel
Make technical and usage recommendations
Others As Needed
?Slide29
Implementation Overview
Page 29Slide30
Questions?
Liz Coyle
lcoyle@deltawrx.com
Donald Denning
ddenning@deltawrx.com
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Governance???1967 Study: Greater efficiencies at least possible cost, eliminate duplication , and pool information
Governance Work GroupSlide32
An Act to provide for research into problems of flight within and outside the earth's atmosphere, and for other purposes.
NATIONAL AERONAUTICS AND SPACE COUNCIL
NATIONAL AERONAUTICS AND
SPACE ADMINISTRATION
FUNCTIONS OF THE ADMINISTRATION
CIVILIAN-MILITARY LIAISON COMMITTEE
INTERNATIONAL COOPERATION
REPORTS TO THE CONGRESS
NATIONAL ADVISORY COMMITTEE
FOR AERONAUTICS
TRANSFER OF RELATED FUNCTIONS
ACCESS TO INFORMATION SECURITY
PROPERTY RIGHTS IN INVENTIONS
CONTRIBUTIONS AWARDS
APPROPRIATIONS
GovernanceSlide33
Governance Work Group
Public Safety Participants:
Fire/Rescue (Urban): Steve Locke, Burlington Fire Chief
Police Jan Wright, Burlington Deputy Police Chief
Police: Brad Larose, Essex Police Chief
Police: Trevor Whipple, South Burlington Police Chief
Fire (Volunteer): Steve Bourgeois,
Malletts
Bay Fire
Fire
Chief
Fire (Volunteer): Al Barber, Hinesburg Fire Chief
Rescue (Volunteer): Dan
Manz
, Essex Rescue Chief
Dispatch: Jeff Barton: Colchester Police Lieutenant
City/Town Leadership & Regional Planning Participants
Charlie Baker & Lee
Krohn, CCRPCJoe Colangelo and Ann Janda, ShelburneKevin Dorn & Tom Hubbard, South Burlington
Miro Weinberger, Burlington MayorRay Coffey, WinooskiDonna Barlow Casey, MiltonRick McGuire, WillistonDawn Francis and Aaron Frank, ColchesterGeoffrey Urbanik, Richmond
8 meetings since late October, 2016Goal: Evaluate and recommend ideal governance structures
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Governance Issues
1. Legislative/Enabling Authority
2. CEO and board of directors
3. Voting and financial contributions
4. Long term debt capacity
5. Authority to enter collective bargaining agreements
6. Responsibility to and for employees
7. Stakeholder/customer satisfaction
8. Authority to bind contracts
9. Leverage existing support functions: HR, finance, risk management and insurance, budgeting, buildings, IT infrastructure, telecom
10. Capacity To grow/expand
11. Coordination across County
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Models Examined
Inter-municipal contracting
Regional special purpose government w/ legislative charter
Intermunicipal service agreement with CCRPC
Non-profit under CCRPC
Non-profit formed by Municipalities
Interlocal police services organization
Union municipal district –
RECOMMENDED
Review included Municipal & CCRPC legal counsel
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Union Municipal District -
24 VSA Ch. 121, Sub. 3
Benefits:
Legislative power (enforceable ordinances):
Alarm ordinances for businesses
Prosecution of false 911 calls and or reports to police
Future: animal control, etc.
Borrow at low government rates
Apply directly for grants
Government immunity
Less complex governance structure
No need for State legislative approval of charter
Could expand to cover other public safety support services
No Police, Fire and Rescue without another vote
Possibly CUSI, animal control, technical rescue, detective services
Joint Survey Committee (pre-public vote board) authorized to
Research technical issues and solutions: location, software, equipment, phasing
Draft charter, bylaws, funding mechanisms
Develop organization with funding from Cities/Towns
Develop public information
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Union Municipal District -
24 VSA Section 4345b
Challenges:
Will require a significant communications effort to explain to voters.
Hire executive director and incur other expenses in advance of go live date.
Vote of voters to join makes earliest start date 7/1/2018
Significant work ahead to ready organization for vote & operations
Charter, Budget, Assessments
Common protocols, software, equipment
Staffing, training, testing
Other union municipal districts include:
CCTA (GMT), CSWD, CWD
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Union Municipal District : Overall
Executive Director
Executive Board (5-8 appointed)
by Communities now providing dispatch
2-3 Shift
Supervisors
also fill in
Dispatch
Training & QA/QC
(Software Expert/Interface)
IT/Telecom
(Alarms/DPS Software/
Hardware/Integration)
BPD
Dispatch
Police
Dispatch
Backup
Dispatch
Fire/EMS
Dispatcher
Fire/EMS
Ops
10
Police
Chiefs
18
Fire
Chiefs
Assessments to 5-8 Member Towns
32-38 total staff based on DWRX interim report
Advisory Committee with reps from:
5 cross trained dispatchers:
10
Rescue
Chiefs
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Union Municipal District: Governance
Executive Director
Executive Board (5-8 appointed)
10
Police
Chiefs
18
Fire
Chiefs
10
Rescue
Chiefs
Hire Communications Director
Budget Vote
Long Term Commitments with 5-8 Communities with Dispatch
Fees for service ($/call) with other Towns
Pay, benefits and human resources
Debt obligations through long term contracts with member communities only
Vendor Contracts
Advisory Committee
w/ reps from:
Regional Planning Commission
staff coordinating and contracted support
GIS
Finance
Intergovernmental Coordination/Facilitation/Open meetings
Support Advisory Committee
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Next Steps - Organizing
Feb/March 2017
– Meet with Towns operating dispatch services
Make appointment to Joint Survey Committee
Feb 2017
– Technical Advisory Committee starts meeting
Feb/March 2017 – Meet with rest of Towns to provide update
March 2017
– Organize Joint Survey Committee
March 2017
– Begin
ongoing
informational meetings with dispatchers
Spring 2017
- CCRPC Bylaws approved to enable offering services to Joint Survey Committee
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Next Steps - Development
Spring 2017
– draft Charter for union municipal district
Summer 2017
- draft budget and assessments prepared for proposed members (those who appoint Joint Survey Committee members) and contract fee rates for others
Fall 2017
– obtain commitment of Joint Survey municipalities to fund part time and/or interim Exec Director in FY 18 via contract with CCRPC
Fall/Winter 2017
– communications to participating towns in preparation for Town Meeting Day votes
Winter 2017
– Joint Survey Committee hires interim Exec Director through contract with CCRPC: find space; arrange support services; integrate of radio systems, telecom, and upgrade CAD; benefits and pay; operating procedures; plan of dispatch agency integration; redundancy and testing plans
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Next Steps - Decisions
Winter 2017-2018 -
Towns committed to vote on regional entity will propose funding for dispatch services in their FY 19 budgets, in such a manner that it could go to the new regional entity (if the Town votes to join) or to retain service in house (if the Town votes not to join).
Spring 2018
- Town Meeting votes on membership
Spring 2018 -
Determine costs, assessment and onboarding plan (which municipal dispatch centers close when) that works based on actual members
April 2018
- Municipal members cede dispatching authority per onboarding plan
April 2018 -
Begin to hire employees in a staggered manner to set up and test systems, leave municipal ops in place but build team
July 1, 2018+ -
Agency begins providing dispatch services to at least one communities who voted to join and continue to onboard per plan
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Moving forward
It is hoped that
all
Chittenden County municipalities ultimately participate in the regional dispatch entity
Cities and Towns that operate dispatch services
Further explore becoming members in union municipal district dispatch entity
Appointment to the Joint Survey Committee.
Other communities would have fees for service and representation through an advisory committee of public safety chiefs
Mix of funding and commitments will help keep the regional dispatch entity focused on both service and quality
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THANK YOU!
Questions?
For more information, contact:
Charlie Baker,
cbaker@ccrpcvt.org
or 735-3500
Joe Colangelo, jcolangelo@shelburnevt.org or 985-5111
Aaron Frank,
AFrank@colchestervt.gov
or 264-5509
Lee Krohn,
lkrohn@ccrpcvt.org or 861-0118
Work to date can be found at:
http://www.ccrpcvt.org/our-work/emergency-management/regional-dispatch/