emergency 911 review and audit report regional 911 ...the matrix consulting group was retained by...

Emergency 911 Review and Audit Report

REGIONAL 911 EMERGENCY RESPONSE ADVISORY COMMITTEE

WASHOE COUNTY, NEVADA

721 Colorado Avenue, Suite 101

Palo Alto, CA 94303 v.650.858.0507 f.650.858.0509

September 25, 2007

TABLE OF CONTENTS

Chapter

Page Number

1.

INTRODUCTION AND EXECUTIVE SUMMARY

1

2.

911 ADVISORY COMMITTEE ORGANIZATION

4

3.

PSAP OPERATIONS

22

4.

STRATEGIC PLAN

49

APPENDIX

68

Matrix Consulting Group

1. INTRODUCTION AND EXECUTIVE SUMMARY

The Matrix Consulting Group was retained by the Regional 911 Emergency

Response Advisory Committee (the Committee) to conduct a review and audit report.

The report, which follows, presents the results of this study. In reaching the concluding

point of the study, the project team has assembled this final report which summarizes

our issues, findings, conclusions and recommendations, where appropriate. This report

represents the conclusion of several months of analysis.

1. STUDY METHODOLOGY

In this review and audit report for the Committee, the Matrix Consulting Group

project team utilized a wide variety of data collection and analytical techniques. These

include:

• Interviews with approximately two dozen supervisor and line staff personnel in the three Public Safety Answering Points, as well as most members of the Committee.

• Collection of various data describing organization and staffing, workload and

service levels, as well as costs related to the PSAPs and the Committee. • Development of an operational profile approved by PSAP project coordinators

and included in the appendix. • In order to make assessments of operational strengths and improvement

opportunities, the project team developed a set of performance measures called best management practices, against which to evaluate current services, workloads and service levels. These service and performance measures comprised an important component in determining relevant Committee-related issues. The measures utilized were derived from the project team's collective experience in working with numerous agencies throughout the country as well as practices identified by professional associations. These measures are both qualitative and quantitative. The output was the development of a Best Management Practices matrix reviewed with the Committee and contained within this report.

WASHOE COUNTY REGIONAL 911 ADVISORY BOARD Final Review and Audit Report

Matrix Consulting Group Page 2

• Extensive research relative to best business practices for E911 committees and committee business, in general.

• An audit review of historical Committee expenditures. • Documentation of key practices as they relate to work planning and scheduling,

policies and procedures, as well as work processes.

This report focuses on the Committee’s organization and business practices,

PSAP operations, and the Committee’s five year Strategic Plan.

3. EXECUTIVE SUMMARY

A summary of the recommendations and strategic goals of the project team are

provided in the table below:

Page # Recommendation

11 Seat an ad-hoc committee of Regional 911 Emergency Response Advisory Committee members, legal experts from participating jurisdictions, technical advisors, and a member of the Office of the County Manager’s Internal Audit Team to develop comprehensive and formal written criteria on the allowable uses of E911 funds.

12

Implement written criteria formatting and linkage reporting as discussed herein.

13

Request that an independent audit of Committee funding be conducted bi-annually on a rotational basis from Washoe County, Reno and Sparks on a pro-bono basis.

16

Identify Committee members and other support staff to complete particular draft sections of the Bylaws. Finalize and adopt the revised bylaws within one year.

17

Implement a three to five year Capital Improvement Program with suggested encumbrances.

18

Develop a three-year Business Plan.

20

Add one (1) full-time “administrative analyst” paid for with E911 funds to support the Regional 911 Emergency Response Advisory Committee. Details should be included identifying the appropriate hiring authority, hiring process, and supervision of the position. The position should be paid $53,000-$70,000 salary and benefits, per year.

22

Implement listed best management practices to enhance Committee business operations.

30

REMSA funding should be reconsidered annually as part of the annual business plan and the strategic plan yearly re-visitation and revision.

31

Each PSAP should maintain a written policies and procedures manual that includes relevant operational sections including training protocols and standards.



Page # Recommendation

38 The PSAP should re-visit their performance reports to ensure complete reporting accuracy in a user-friendly format. These reports should be used as a component of a robust performance management system.

38

The PSAP should implement a performance measurement and management system using the principal concepts noted in this section. There are numerous professional journals, articles, training sessions, and books on performance measurement.

39

The PSAP should be held accountable by their respective managers for fully implementing a performance measurement system in their organization and should be held accountable for regular reporting of results. It is suggested that the PSAP managers create an ad-hoc committee to attempt to develop a common set of performance measurement reports that can be shared among all agencies and the Committee.

39

The Committee should require performance management information from the PSAP to augment requests for E911 funding for various projects and initiatives. This will help ensure the Committee has sufficient operational information to place decision-making in an appropriate fiduciary context.

40

The PSAP, in conjunction with their respective IT departments, should develop specific replacement and maintenance cycles for dispatch hardware. Relevant E911 systems should be included into the Committee’s Capital Improvement Program.

50

As appropriate, require the PSAP to periodically report upon staffing estimates based on workload formulas to provide the Committee with another important piece of data to enhance E911 decision-making.

53

Maintain the existing mission statement. Develop an appropriate vision statement to help guide future activities.

55

Goal #1 – Sponsor and update the Nevada revised statue and Washoe County Code 65 to better align language with operating needs based on current technologies.

56

Goal #2– Hire a professional staff position to support the Committee.

57

Goal #3 – Implement Committee best management practices.

58

Goal #4 – Focus Technology and revenue enhancement (e.g. surcharges) efforts on VoIP emerging technologies.

62

Goal #5 – Ensure all PSAP staff are effectively trained, through funding, on use of current technologies under the purview of the Committee.

63

Goal #6– Endeavor to maintain the E911 surcharge at the maximum legislative rate.

64

Goal #7 – Fully integrate software/hardware under the purview of the Committee.

64

Goal #8 – Develop smart CAD/telephone workstations at each PSAP.

65

Goal #9 – Identify emerging E911 issues with PSAP staff in an annual symposium.

66

Goal #10 – Facilitate a discussion for the development of a centralized, regional dispatch center serving as the public safety answering point for Reno, Sparks and Washoe County.



2. 911 ADVISORY COMMITTEE ORGANIZATION

This chapter of the report provides the project team’s review of the Regional 911

Emergency Response Advisory Committee (the Committee) with respect to historical

background, accomplishments, current operations of the Committee, and identified

issues and recommendations relative to business practices.

1. BACKGROUND

The Board of County Commissioners established the Enhanced 911 Fund in

December 1995 coinciding with their approval of a telephone line surcharge for each

access line, trunk line and mobile telephone. The intent of the surcharge was to

establish a reliable revenue stream for the enhancement of telephone emergency

reporting capabilities. This surcharge was to be adjusted annually based on the

unencumbered end-of-fiscal-year balance in the Enhanced 911 Fund, but never to

exceed 25-cents per month for each mobile telephone and access line. To provide

appropriate oversight for expenditure requests related to this fund, and to ensure sound

fiscal decision making, the Commissioners established the Regional 911 Emergency

Response Advisory Committee (hereafter Committee).

The Advisory Committee has been an advocate for region-wide coordination,

standardization, and continuous improvement for 911 services. The Committee, formed

under Nevada Revised Statute (NRS) 244A.7645, and operating under various sections

of Chapter 427, 244A, and Washoe County Code Chapter 65, is responsible for the

recommendations to County Commissioners for approval of expenditures associated

with the Enhanced 911 Fund. Said funds are dedicated “…only to enhance the



telephone system for reporting an emergency so that the number and address from

which a call received by the system is made may be determined.”1 In sum, the

Committee is responsible for improvement in 911 call answering in Washoe County at

the primary and secondary Public Safety Answering Points (PSAPs).

Since the Committee’s inception it has had a number of important

accomplishments related to 911 improvements. Specific examples include, but are not

limited to:

• Initial efforts of the E911 Committee were to build a Master Street Address Guide (MSAG) file, purchase Intelligent Workstation equipment, and implement the automated location indicator (ALI) capability throughout the county. Beginning in 1995 the Committee funded2 a significant update/upgrade to the Master Street Address Guide (MSAG) as well as upgrades to the Emergency Service Numbers (ESNs).

• In 1998 the Committee solicited a bid for “Intelligent Work Stations” for the

respective primary PSAPs—City of Sparks, City of Reno, and Washoe County—that included implementation of the Vesta phone system and Nortel Meridian systems at all locations. Installation of all equipment and full implementation of ALI service was completed by 2000.

• In 2005 the Committee partially funded the Exacom digital recording system at all

PSAPs. Further, a technology refresh of the Plant Vesta computer hardware in the three dispatch centers was completed.

• By April, 2007 the Committee had funded various projects to ensure all wireless

vendors were Phase 2 compliant. This is a particularly important milestone accomplishment given benchmarks against other entities responsible for E911 enhancement; the Committee has overseen and funded Phase 2 upgrading that generally exceeds three out of four comparable organizations. According to the Government Accounting Office (GAO) as reflected in the GAO Report on E-911 Progress (March, 2006): “According to data from NENA, as of January 2006, nearly 80 percent of PSAPs were capable of receiving Phase I location information and 57 percent have implemented Phase II with at least one wireless carrier. Of the 44 state E911 contacts who completed our survey about E911 implementation in their states, 10 (23%) responded that Phase II wireless services have already been implemented in their state and 21 (48%) others

1 This is an abstract of the precise language taken from 244A.7645, Paragraph 2. 2 The project team understands that all Committee actions are approved by the Board of County Commissioners. Language used herein is for descriptive clarity.



reported that their state will have Phase II wireless E911 implemented in the next 5 years with at least one wireless carrier. However, three state contacts stated it will take more than 5 years to have Phase II wireless E911 capabilities throughout their states, five stated that this service might never be implemented statewide, and five others had no basis to judge when the service would be available.3”

These accomplishments are only representative. Other major efforts over the

last few years have included: addition of one (1) GIS Technician to participate in MSAG

updates; implementation of Symposium call center solutions; testing/purchase of

wireless headsets; landline and wireless trunk expansions; Mapstar implementation;

Option 11 upgrades; time synchronization of Vesta/CAD operations at all PSAP;

RAVEN helicopter technology enhancements; etc. In addition to efforts such as these,

other ongoing commitments are expedited related to payment of trunk line charges,

ANI/ALI line fees and related expenses, etc.

The noteworthy accomplishments and outcomes are based on the Committee’s

dedication to comply with the intent and spirit of NRS Chapter 427 and Washoe County

Code Chapter 65 as it relates to 911 call answering enhancements. There are,

however, some opportunities for the Committee to improve operations that are more

consistent with best management practices. These are noted in the following sections.

2. THE REGIONAL 911 EMERGENCY RESPONSE ADVISORY COMMITTEE CAN IMPLEMENT ADDITIONAL BEST PRACTICES RELATED TO COMMITTEE OPERATIONS.

In order to understand the Committee business processes and potential issues

facing the Committee, the project team conducted interviews with several staff at all

PSAPs, as well as nearly all Committee members and legal representation.

Additionally, we reviewed nearly two-and-half years of monthly minutes from the

3 13 states totaling 29%.



Regional 911 Emergency Response Advisory Committee — from March 2005 to the

present — to analyze potential patterns in Committee operations and compare

performance to best management practices.

(1) The Committee Must Establish Formal Written Criteria on the Allowable Uses of E911 Funds.

Based on our analysis, the Committee, with good reason, periodically struggles

with what kind of projects and supporting efforts are under the purview of the Committee

and consistent with the intent of NRS 244A.7645 Paragraph 2. As this statue language

is fundamentally the cornerstone of the Committee’s mission and therefore drives the

goals, objectives and essential operations of the Committee, the paragraph is provided

below in its entirety:

Create a special revenue fund of the county for the deposit of the money collected pursuant to NRS 244A.7643. The money in the fund must be used only to enhance the telephone system for reporting an emergency so that the number and address from which a call received by the system is made may be determined, including only: a) Paying recurring and nonrecurring charges for telecommunication services necessary for the operation of the enhanced telephone system; b) Paying costs for personnel and training associated with the routine maintenance and updating of the database for the system; c) Purchasing, leasing or renting the equipment and software necessary to operate the enhanced telephone system; and d) Paying costs associated with any maintenance, upgrade and replacement of equipment and software necessary for the operation of the enhanced telephone system. (emphasis added) Given the statutory language, the project team strongly believes that NRS

244A.7643 is ambiguous and subject to interpretation, particularly as it relates to the

definition of a “system” and as it applies to the conditions under which funds may be

used such as “associated costs” noted in section “D”. As a result of this ambiguity, the

Committee should have readily available formalized and published criteria that

interprets the language and provides a clear understanding as to the use of funds.



Reasonable doubt as to the use of funds should be generally eliminated. Presently, the

Committee has no such written criteria.

According to best management practices, written criteria on the allowable use of

E911 funds is critical. According to the Government Accounting Office (GAO) as

reflected in their survey of 44 states4 implementing E911, the vast majority of agencies

reporting had written criteria. Thirty-five of 38 states (92%) reporting indicated they had

written criteria with such specificity as the funding coverage for salaries, benefits, and

uniforms of 911 service employees such as call takers, dispatchers, and supervisors.

The availability of written criteria for the expenditure of E911 funds is a best

management practice, the necessity of which cannot be over emphasized. What is

problematic is determining who should be responsible for qualifying statutory language

for use by the Committee given that the language appears to have been purposefully

designed to leave room for interpretation and flexibility. A review of the State Attorney

General’s Office records of official opinion from 1995 through 2006 indicated that no

interpretation of relevant E911 statues has been performed. Further, according to the

Deputy District Attorney of Washoe County, as reflected in the minutes of October 2005,

“…any decision on funding is a business rather than legal issue.” While the project

team appreciates this philosophical focus, important business decisions, particularly

those guided by legislation, cannot be accomplished in a legal vacuum. Consequently,

written criteria must be developed by executive leadership and technical staff familiar

with the mission of the Committee in partnership with legal representation.

It is beyond the scope of this Review and Audit Report to provide detailed criteria

based on the project team’s interpretation of the statute. Nevertheless, we offer the 4 Nevada was one of seven jurisdictions that did not respond to this survey.



following guidelines for consideration as the written criteria is prepared.

• Interpreting and defining the specific characteristics of a telephone system as referenced in the NRS will be foundational to developing comprehensive and defensible written criteria that can justify the use of E911 funds. By example, there is potential to define telephone system in a broader sense. According to the Law Enforcement Technology Standards Council (LEITSC) in their Standard Functional Specifications for Law Enforcement Computer Aided Dispatch (CAD) Systems, “Typical CAD system functions include resource management, call taking, location verification, dispatching, unit status management, and call disposition. Additionally, mapping functionality, interface with mobile data computers (MDC), and interfaces with other external local, state, and federal information systems may be included.”5 This CAD system definition inextricably links location verification and call data (e.g. telephone number) as critical, dependent components of a larger “system.” As a result, a system definition could reasonably incorporate all CAD stations, particularly those technologically supported by some telephonic infrastructure. The following Figure 1, abstracted and revised from the LEITSC report, flowcharts and links the importance of location (address) information to call-taking/dispatch duties and the attendant technology needs. Based on this flowchart information bolstered with other relevant data and arguments, a criteria could be written indicating that supporting technologies, training, etc. falling within this framework are appropriate expenditures for E911 funds as they enhance system abilities to rapidly, accurately, comprehensively and effectively provide address/location information to improve emergency response.

5 Page 1, Standard Functional Specifications for Law Enforcement Computer Aided Dispatch (CAD) Systems.



Figure 1 – “System” Dependency Based upon Relevant Location-based Data

• Clarifying the necessity of obtaining comprehensive and rapid telephone number and address information should be incorporated into the criteria. Data linked to addresses is not exclusive to a geographic location. By example, system enhancements that profile the address relative to call history and type of location (e.g. hazmat facility, sexual predator residence, bank, etc.) can improve the



overall service response in numerous ways including more rapid response to the address (due to higher priority classification) risk mitigation and enhanced officer safety, etc. Including various technologies and the attendant training that enhances the use of addressing information is reasonable for inclusion into written criteria.

• Specifying particular areas that fall within the “paying costs associated with…”

NRS sub-paragraph, as well as stipulating types of training, seminars, etc. that fall within the scope of use for E911 funds should be included in written criteria. Definitive justification for particular annual seminars, conferences, etc. would be beneficial.

• Written criteria should be developed in a format with number paragraphs and

sub-paragraphs. Upon development of written criteria, all purchase decisions approved/recommended by the Committee should be referenced back to the supporting sections in the criteria. This should justify why expenditure of E911 funds for the particular project/effort is warranted and appropriate. It was noted in the Committee’s May 2007 minutes that the Deputy District Attorney suggested that future agenda items in which a recommendation to the BCC (Board of County Commissioners) for the expenditure of an Enhanced 911 Surcharge fund, including a reference to the specific portion of NRS that the expenditure meets the statutory requirements. The project team strongly concurs with this, but believes additional reference to written criteria is also warranted.

In the context of these guidelines, it should be noted that the project team has

only offered a few potential interpretations of the NRS that could be described as liberal.

Despite this, we believe that liberal interpretation of the relevant NRS paragraphs could

be defensible and withstand the scrutiny of legal and audit review, particularly noting the

uses for E911 funds in other locales. At issue is the need for written criteria to base

Committee decisions upon. Without this, interpretation can vary widely based on the

ambiguous NRS language. Indeed, this can potentially impact the Committee’s ability

to successfully “pass” an audit of fund use as detailed in the following sub-section.

Recommendation: Seat an ad-hoc committee of Regional 911 Emergency Response Advisory Committee members, legal experts from participating jurisdictions, technical advisors, and a member of the Office of the County Manager’s Internal Audit Team to develop comprehensive and formal written criteria on the allowable uses of E911 funds.



Recommendation: Implement written criteria formatting and criteria linkage reporting as discussed herein. (2) The Committee’s Expenditure of Some Funds May have Been Questioned

by Auditors Referring to Existing Statutes. Whereas the project team provided a liberal interpretation of NRS 244A.7645

Paragraph 2 in an effort to explain the importance and use of written criteria, we took a

far more conservative approach to demonstrate possible issues relative to the

expenditure of some E911 funds. The project team has significant executive

experience conducting formal Generally Accepted Government Auditing Standards

(GAGAS) audits. To that end, a restrictive audit approach was applied to some of the

expenditures recommended by the Committee over the past two years. It should be

noted that based on our overall review of the data, the majority of expenditures

appeared reasonable and reflect well upon the Committee’s fiduciary responsibilities.

Nevertheless, there were a few examples that demonstrated the use of funds may not

have been consistent with the language of the NRS. Given that the amounts involved

were not significant, the project team does not believe this is an overly important issue

in and of itself. Reiterating, without a written criteria, there is no additional source

information that can guide fund usage, thereby relying on “auditor judgment” to draw

conclusions regarding the applicability of the NRS to E911 expenses. Upon completion

of the written criteria noted above, the Committee should sponsor an independent audit

of expenditures for review and forwarding to the BCC. Periodic self-auditing is a best

management practice and strongly recommended for programs with restricted uses for

funds.



Recommendation: Request that an independent audit of Committee funding be conducted bi-annually on a rotational basis from Washoe County, the City of Reno and the City of Sparks on a pro-bono basis. (3) The Committee Must Revise and Complete Its Bylaws. According to Washoe County Code 65.440 paragraph 1, the Committee shall

adopt rules for the conduct of business. Although the cover page to the Committee’s

bylaws indicates such adoption, the bylaws are largely incomplete. By example, the

Table of Contents is titled but blank, the Background and Authorities section lists only

references and infers that narrative needs to be added, and subsequent sections are

either unfinished or lacking in relevant detail consistent with best management

practices. The project team understands that the Committee is a group of dedicated

volunteers serving on the Committee above and beyond their normal day-to-day

responsibilities for the respective jurisdictions. Nevertheless, clear written guidelines in

the form of bylaws are a necessity, particularly to pass on important information to

member successors.

The Volunteer Development Agency has provided a practical guide for volunteer

Executive Committees in order to facilitate effective operations. The project team has

found this guide to be consistent with best management practices and extremely useful

in helping to frame and regulate committee affairs. In brief, there are four areas that

should be detailed and memorialized in the Committee’s bylaws. These include:

• Accountability and Legal Liability – The Committee must account for most accomplishments and decisions. How accountability is fostered—through regular meetings, comprehensive agendas and minutes, well documented funding requests, etc.—must be detailed in the bylaws. Additionally, the use of legal assistance must be profiled. The Committee ensures compliance with all relevant legal and regulatory requirements and seeks guidance around any uncertainties. The Committee is responsible for ensuring that its activities are kept within the law. This includes complying with relevant legislation and statutory requirements.



It does not mean the Committee must be an expert in all of these areas, but the Committee must be knowledgeable as to where to seek legal information and specialist advice. In sum, the Committee is not only required to be accountable, but to be able to demonstrate this to stakeholders through ensuring that appropriate systems and procedures are in place. By documenting the methods by which accountability will be fostered and legal requirements adhered to, the Committee reduces their risks of personal liability should things go awry.

• Financial Management – The Committee ensures that all money, property and

resources are properly used, managed and accounted for. In order to be accountable, suitable systems must be in place and kept up to date. Committees sometimes express confusion over who should be responsible for financial management. Although staff may be used to perform various financial management duties, it is the Committee’s fiduciary duty to ensure that financial operations comply with accepted good practice. The Committee’s obligation is that of ‘guardian’ of the resources; consequently members will be held accountable for any mismanagement. This obligation requires the Committee to be actively involved in the financial management. This includes setting financial plans, monitoring and evaluating the implementation of these plans and ensuring that any necessary adjustments are put in place as soon as practical. It is reasonable to expect that the Committee through its various resources will: 1) ensure that assets (property, money, etc) are consistently applied towards the Committee’s purpose and aims; 2) operate in an accountable and transparent manner; 3) make effective and efficient use of available resources; and 4) provide financial information on an accurate, relevant and timely basis. The bylaws will stipulate the methods to achieve effective and compliant financial management.

• Managing Staff – Committees that use staff essentially act as the employer

during Committee business. The Committee must be responsible for ensuring that systems and structures are in place to provide effective management and support of these staff, as well as identifying which staff are required, and to what extent (estimated hours monthly), to accomplish the mission of the Committee. Participating staff should be able to understand roles and responsibilities by referencing the Committee’s bylaws as they will have specific duties for providing support.

• Records Management – The nature of Committee business requires

documentation to support operations. Documentation comes in many forms: agendas, minutes, operational plans, strategic plans, project schedules, financial reports, etc. These records must be effectively managed and protocols established for the method and frequency of reporting. Records management needs to be reflected in the bylaws. By example, how often is it expected that the Committee receive a financial report, how often is the Strategic Plan updated, where are records maintained and how frequently are they destroyed? Oftentimes, committees can dovetail on sponsoring agencies’ records



management practices with moderate revision to reflect their unique requirements. Using these guidelines as a framework, the Committee should complete and

finalize their bylaws consistent with the suggested requirements found herein. This will

ensure a consistent understanding and approach to the conduct of Committee business

and as importantly ensure the continuity of operations as membership changes over the

years.

Recommendation: Identify Committee members and other support staff to complete particular draft sections of the Bylaws. Finalize and adopt the revised bylaws within one year. (4) Develop an On-going Capital Improvement Program and Encumber E911 Funds for Longer-term Projects. The Matrix Consulting Group is a proponent of the formal development of a

Capital Improvement Program for entities with responsibilities such as the Committee’s.

This includes the Regional 911 Emergency Response Advisory Committee given the

significant resources expended for 911 system infrastructure expansion, upgrade and

replacement. Ideally a three to five year Capital Improvement Plan should be

developed, with funds encumbered as appropriate as significant milestones are

identified, and/or major phases earmarked for completion. One of the important issues

facing the Committee is ensuring the appropriate and timely use of available funding to

not exceed the $500,000 statutory cap on the Fund balance. Encumbering funds for

planned, multi-year capital projects should all but resolve this issue – and may allow the

Committee to spend more funds in support of the system. With appropriate advanced

planning and established written criteria, it is quite possible to maintain the reasonable

25-cent maximum rate over the long-term to benefit the serviced communities.



The project team has identified several project management principles that

should be applied to each phase of capital improvement projects and be reflected in the

Capital Improvement Program. These standards include the following seven steps that

comprise the core capital improvement program project management process:

• Preparation of a project budget. • Definition of the project, including its scope, staff resources required, project

costs, and project priority. • Establishment of plans and schedules for each CIP project to determine what

tasks are to be performed internally and by private contractors, as well as the start, end, and milestone dates.

• Monitoring and reporting the progress against each element of the schedule for

each project. • Maintenance of the financial control systems necessary to ensure timely reports

on current expenditures of funds for each line item of the project. • Development of a system to alert decision makers to cost, schedule, legal and

other difficulties, and unusual circumstances encountered during the course of the project.

• Management of the staff and consulting resources involved in the project in order

to adjust to changes in priorities and project mixes as well as to enable completion of the project on schedule and within budget.

The Committee should develop a three to five-year Capital Improvement

Program with the elements noted above and revise / update the program annually

based on new information, changing priorities, modified legislation and funding

availability. This process noted above should be linked to financial management

practices whereby funds are encumbered as project milestones/phases are undertaken.

In a following chapter, the project team will develop a Strategic Plan that will assist in

completion of this task.



Recommendation: Implement a three to five-year Capital Improvement Program with suggested encumbrances as discussed in this section. (5) The Committee Needs a More Robust Business Plan. The Committee has periodically published a Business Plan to help guide

operations. The last plan made available to the project team was for the 2003/04 fiscal

year. A review of this plan indicates it is not comprehensive, is approximately two

pages in length, and is indeed mostly repetitive compared to prior year business plans.

One of the tasks requested of the project team was identification of Strategic Plan

accomplishments over the last year. A listing of recent accomplishments has been

provided, but there is no updated strategic or business plan to reference.

Given definitions of various plans are commonly misinterpreted, the following

shows the distinction between a Strategic Plan and a Business Plan:

• A strategic plan sets out the vision, mission and goals for the organization over a timescale of three to five years. It is developed from an analysis of the internal and external environment in which the organization operates. These are (desirably) updated and reviewed annually.

• A business plan is a detailed plan showing how resources will be managed to

achieve the strategic plan. It includes detailed operational and financial information such as budget projections, which indicate how activities will be resourced and how the organization will be able to accomplish the vision, mission, and goals through completion of future objectives. Business plans often cover a three year period and are updated regularly. A Capital Improvement Program can either be a stand alone document or a component of a business plan. A business plan is also used to present the feasibility of a particular new initiative, yet this is most often applicable to the private sector.

The project team has been tasked with developing a Strategic Plan as opposed

to a Business Plan. Consequently, the Committee will be responsible for developing a

Business Plan subsequent to the adoption of a Strategic Plan. The Business Plan



should have the elements noted above, and consideration should be given to

incorporating the Capital Improvement Program within the Business Plan.

Recommendation: Develop a three year Business Plan. (6) Hire a Full-Time Administrative Analyst to Assist with Committee Business.

During the course of this engagement and development of this report it has

become increasingly clear that the Committee would benefit from the assistance of a

dedicated full-time position. The numerous recommendations noted in this report, in

addition to the significant opportunities to facilitate, expedite, and resolve month-to-

month Committee business, warrants the use of a full time analyst position capable of

handling varied duties and responsibilities. By example, such a position could have

likely helped accelerate the accomplishment of varied Committee projects or interests

as represented in the examples below:

"Project" Timelines - Initiation to Approval/No Futher Action

1312

6

4

16

0

2

4

6

8

10

12

14

16

18

Wireless

Headsets

Strategic Plan Time

Synchronization

Staff

Reimbursement

Emergency

Notification

Systems

Project

Mo

nth

s

Based on these examples, resolution of Committee business can take an

inordinate length of time. Based on the project team’s review, many of these could

likely be more quickly addressed if staff resources were available to project manage.



At issue are the NRS stipulations that are somewhat vague. Clearly use of E911

monies for staff is appropriate given the GIS Technicians’ funding; however, justification

for a full-time analyst will require a comprehensive listing of job duties and

responsibilities and an appropriate classification consistent with the NRS and the

recommended written criteria. Despite these potential preliminary hurdles, it is

recommended a full-time administrative analyst be hired to directly support the

Committee. The analyst position could be modeled after the Management Analyst II job

description for the City of Reno with a salary range of $53,356.00 - $69,851.00 annually.

Recommendation: Add one (1) full-time administrative analyst paid for with E911 funds to support the Regional 911 Emergency Response Advisory Committee. Details should be included identifying the appropriate hiring authority, hiring process, and supervision of the position. The position should be paid $53,000-$70,000 in salary, plus benefits, per year. (7) Implement Additional Best Management Practices Related to Committee

Operations.

Our review of the varied business practices of the Committee indicates the

Committee operates under several best practices in the conduct of open meetings,

minutes preparation, consistent and timely feedback on fiscal and legislative matters,

receiving monthly technical updates through the AT&T Service Executive Report, etc.

In addition to the areas noted in the previous sections, there are, however, a few

additional opportunities we have noted to enhance Committee business protocols.

Given the frequent attendance of supporting staff, critical vendors, etc., these

individuals should be listed in the minutes under a new “Attendees” category. By

example, John Doe, AT&T Representative or Jane Doe, Washoe County Finance.

Understanding the nature of the participants in a regular Committee meeting helps

augment the understanding of the nature of the Committee’s proceedings.



The attendance record of Committee members (as a group) indicates that there

may be issues relative to the convenience of the Committee’s meeting. Examining the

2+ years of minutes indicated that, on average, 1.75 Committee members or 25% of the

membership was not in attendance at any given meeting. In our experience, this level

of absenteeism is somewhat high, particularly for a once-per-month meeting. In two

instances a quorum was not achieved. The Committee should re-evaluate the meeting

structure to help ensure a schedule and place is developed that will accommodate the

Committee members’ busy schedules.

Agenda reports (e.g. requests for project funding, major project updates, etc.)

prepared by staff to the Committee should be consistently formal. This includes a

written report with a common format, inclusion of estimated or actual monetary amounts

requested, citations noting under what authority the request is being made (NRS as well

as written criteria paragraph/sub-paragraph), and the desired action to be taken by the

Committee. Committee discussions should be focused on the content of these agenda

reports, including if it is consistent with E911 funding requirements; the impact on the

annual budget and future impacts (e.g. maintenance requirements); the relevancy of the

request to business and strategic plans, etc. These agenda reports should become part

of the approved and recorded minutes package to help supplement the understanding

of actions taken by those reviewing archived minutes.

As discussed with the Committee previously, the Committee has no independent

financial authority to approve expenditures and can only recommend actions to the

Board of County Commissioners. Our project team has noted that the Deputy District

Attorney concurred with this opinion based on the February 2007 minutes. Without any



kind of financial authority, the Committee’s business proceedings are somewhat

handcuffed, as additional time must be taken to gain approval for even the smallest of

purchases. To address this, the Committee should sponsor a modification to the

Washoe County Code that will allow the BCC to delegate some limited purchase

authority to the Committee. This delegation of authority can take several forms, any of

which could meet the needs of the BCC and Committee. A few examples include: (1)

Based on the annual budget submitted, the BCC could pre-approve expenditures for

particular line items only, such as on-going maintenance of infrastructure. (2) The BCC

could delegate authority for expenditures for a not-to-exceed (NTE) amount of $25,000

or less. Other NTE amounts could be chosen. Establishing NTE expenditure authority

is a common and best management practice in the public sector. (3) The BCC could

delegate a lump sum amount to the Committee that, if exceeded in a certain period of

time, would require additional authority from the BCC to approve purchases. Amounts

and time periods could be authority for $50,000 worth of expenditures per quarter. (4) A

combination of the terms and conditions noted herein could be developed.

There are several methods to delegate financial authority while maintaining

effective audit control and oversight. The project team believes modifying the Washoe

County Code to accommodate this is a critical best practice that should be

implemented.

Recommendation: Implement listed best management practices to enhance Committee business operations.



3. PSAP OPERATIONS

This chapter provides the project team’s review of the various operational

practices at the Reno, Sparks, and Washoe County Public Safety Answering Points

(PSAP). These operations are compared to Best Management Practices and are

provided such that the Committee will be informed as to how existing operations can

impact future decisions of the Committee related to technology requests, etc.

1. BACKGROUND

During this engagement the project team, in cooperation with PSAP supervisors,

developed a profile of operations. This product detailed staffing levels, responsibilities,

schedules, general operational protocols, equipment in use, etc. This profile was

reviewed by the PSAP supervisors for accuracy and is included in Appendix A for

reference. The information contained in this profile, in additional to other data gathered,

is used in our diagnostic assessment to develop a Best Management Practices matrix.

While the Emergency 911 Review and Audit Report is focused on Committee

operations and strategic planning efforts, a best practices assessment of PSAP

operations, organizational structure, management and staffing, was requested, and

represents an important step for the project team to understand operational issues

faced by the Committee in a more global context. In order to make the assessments of

operational strengths and improvement opportunities, the project team developed a set

of measures or best management practices against which to evaluate PSAP operations.



The measures utilized have been derived from the project team’s collective

experience as well as ‘industry’ standards or guidelines. These measures are used in

the following ways:

• Statements of “effective practices” are provided based on the team’s experience in evaluating dispatch operations in other jurisdictions or standards of the profession from other professional organizations.

• We identify whether the organizations meet the performance targets and note

potential improvement opportunities. • Using the matrix, we identify issues which could represent areas for more

detailed study. Essentially, these would be issues that could have an impact on Committee operations in the present or in the future.

In brief, the best management practices matrix represents a method to identify,

quantify and qualify strengths and potential improvement opportunities.

2. THE RENO, SPARKS, AND WASHOE COUNTY PSAP HAVE IMPLEMENTED SEVERAL BEST MANAGEMENT PRACTICES, BUT THERE ARE FURTHER OPPORTUNITIES FOR IMPROVEMENT.

The following best management practices exhibit summarizes our findings

relative to the performance target categories listed.



Performance Target Strengths Potential

Improvements A public safety dispatch center is utilized, that jointly dispatches law enforcement and fire calls for service.

All three PSAPs dispatch law enforcement and fire calls for service. One PSAP dispatches Animal Services calls (Incline Village), one PSAP dispatches medical calls (Incline Village) while two PSAP (Reno, Sparks) transfer medical calls to a secondary PSAP (REMSA).

Issues regarding the current status of REMSA as a secondary Public Safety Answering Point have been raised, with particular focus on this private agency’s entitlement to public E911 monies. Whereas the project team has no issues with REMSA operating as a secondary PSAP, entitlement to E911 funds is a separate issue to be discussed in more detail.

Communication centers perform operations consistent with the Office of the Legislative Auditors “Seven Actions for PSAPs” to include:

1. Develop and use SOPs. 2. Support a trained and qualified

workforce. 3. Maintain adequate communications

and network equipment. 4. Explore cooperative equipment-

sharing and dispatching opportunities. 5. Keep records and measure

performance. 6. Promote info. Exchanges among

public safety response agencies. 7. Educate the public on the 9-1-1

system and services.

In regard to the Seven Actions, the following is noted: All PSAPs have SOPs although the formality of SOPs varies considerably. Reno is CALEA certified and has the most comprehensive written SOPs. All PSAPs have trained staff, although the formality/methods for training differ. Reno has a dispatcher academy that all staff must graduate from. All PSAPs are effective at maintaining adequate communications and network equipment, in part through E911 funding. All PSAPs have explored cooperative equipment-sharing and support one another in back-up dispatch capacities. Records are, in general, effectively maintained. There are, however, opportunities for improved performance management. There appear to be some difficulties effectively exchanging information among the PSAPs. All PSAPs have some form of public education service dependent upon funding and staffing levels dedicated to this service.

Sparks must finalize its Dispatch SOPs which are, in large part, outdated and/or in draft form. Incline Village must develop written SOPs ASAP as such documentation is extremely limited. Incline Village has completed most of their formalized training regime and is the process of revising with MPDS program with additional personnel and SOPs to NAEMD standards All PSAPs have opportunities for improvement relative to performance measurement and management. Information is available/used but should be augmented with additional metrics and then referenced on a regular basis for effective operational decision making. Based on interview and difficulties obtaining data during the course of this engagement, there appears to be periodic issues with the cooperative exchange of information among various PSAPs. These inter-personal and system issues are largely beyond the scope of this study. The PSAPs may wish to consider regionalizing 9-1-1 education initiatives and sharing the attendant costs/responsibilities.




Improvements A backup PSAP has been established for the communication center(s).

The three PSAP operations have effectively designed back-up protocols to support each other with additional technologies being implemented through E911 funding to enhance capabilities (e.g. alternate circuits “turnkey” approach).

Workstations that allow for call receipt and dispatch services for any regional PSAP should be developed at all PSAPs.

Uninterruptible power supplies and backup generators are available to prevent power disruptions from interrupting calls in progress or incoming calls.

UPS is available.

All dispatchers have training that meets or exceeds APCO (Association of Public-Safety Communications Officials International, Inc) or equivalent training guidelines.

All dispatchers are trained to meet performance guidelines. Reno indicates they exceed APCO standards but such is not referenced in the Training Manual.

It is unclear, based on the lack of written training protocols for all PSAPs, if all dispatch staff meet APCO standards. Training outcomes should be formally linked to standards achieved.

Communication centers have developed and utilize written procedures to standardize effective dispatch practices.

Comprehensive written procedures have not been established at all PSAPs. Reno has comprehensive standards and is CALEA certified.

Sparks must finalize its Dispatch SOPs which are, in large part, outdated and/or in draft form. Incline Village must develop written SOPs ASAP as such documentation is extremely limited.

Communications centers have developed a Strategic Plan outlining future direction and opportunities based on growth, changing technologies, etc.

Reno IT has developed an information technology strategic plan that in small part is devoted to dispatch services.

All PSAPs should develop an internal five year strategic plan, with feedback provided by the served public safety agencies, E911 Committee, information technology departments, and as appropriate, community stakeholders. This strategic plan could be a portion of a larger plan devoted to a Police Department, Sheriff’s office, etc.

90% of the 9-1-1 calls are answered within 10 seconds.

Incline Village adheres to National Fire Protection Association (NFPA) Standards of fire dispatching




Improvements A call priority system has been developed and is implemented that effectively distinguishes between low, medium and high priority calls for service. Centers that dispatch medical have a MPDS (medical priority dispatch system) in place.

A call prioritization system is in place at all PSAPs with benchmark targets for response time based on call priority. MPDS is in place at Incline Village.

Call prioritization information should not only be reported upon, but regularly used in management decision making. Evidence suggests there may be opportunity for improvement related to the consistent use of this data.

A quality assurance (QA) program is in place to assure calls for service compliance with established protocols.

A formal QA program is in place at Reno. A formal QA program is in place for MPDS calls at Incline Village.

The Incline Village PSAP is behind in QA activities. All PSAPs should have written SOPs on QA activities and undertake them on a regular basis.

Calls for service reports are run on a regular basis to track performance to standards and assist in management decision making.

Call for service reports are run and available from the Magic reporting system and from theTiburon and West Covina CAD systems.

Calls for service data is run but the regularity under which this occurs is suspect, particularly given some of the data collection problems the project team had during the course of this engagement. The types of reports for management decision making could be expanded, such as the 10 second response metric noted previously.

Communications centers have established a complaint tracking and resolution program.

Reno has a formal complaint tracking and resolution program.

Incline Village and Sparks PSAPs should emulate Reno’s complaint tracking process.

Communication centers have designed and maintain a MSAG (master street address guide) on a consistent basis.

Three GIS Technicians are responsible for this activity for all PSAPs and are funded by E911 revenues.

Currently all GIS-based products such as Maverick, Mappoint and Mapstar do not seamlessly interface with one another. This should be rectified.

In-vehicle computers are utilized in patrol sedans to reduce the extent of dispatcher workload such as records checks.

MDT/MDCs are used in all law enforcement vehicular units for Reno, Sparks, Incline Village County Sheriff and Animal Services.

During development of the E911 Written Criteria, consideration should be given to language/support that will allow for MDT/MDC technologies to be a potential recipient of E911 funds. “Self-dispatching” of units to calls for service is one potential validation for use of these funds in this capacity given ALI requirements.




Improvements Communication centers are CALEA (Commission on Accreditation for Law Enforcement Agencies, Inc.) accredited and/or NAED (National Academy of Emergency Dispatchers) ACE (Accredited Center of Excellence) certified.

Reno is CALEA accredited.

The project team strongly recommends CALEA and/or NAED-ACE certification as such recognition will ensure that the vast majority of best management practices are adopted and adhered to.

Communication center staff are largely Civilians.

All dispatchers have been civilianized at all PSAPs.

Currently only the Sparks PD supervisor is sworn. Sworn dispatch supervisors are becoming less common with reliance on non-sworn dispatch professionals more commonplace.

A 9-1-1 telephone cost recovery fee is utilized to finance the operations of the dispatch center.

E911 fees are collected from land line and wireless users.

E911 fees have restrictions, even if broadly interpreted. A 9-1-1 cost recovery fee is designed to recover all costs associated with public safety dispatch. This is a politically sensitive issue, but one that deserves exploration.

Equipment, furniture and facilities have been spatially and ergonomically designed to reduce environmental stresses, the risk of repetitive motion injuries, eye strain due to lighting and constant use of CRT/LCD screens, etc.

Reno E-COMM has a particularly pleasing environment that has best-in-class elements such as the “break room.” Equipment in use is appropriate. Sparks PD Dispatch is minimally satisfactory from an environmental standpoint given the facility and dispatch center layout.

Incline Village Dispatch is in dire need of relocation given it operates in a converted “resident deputy” home. The environmental conditions are not conducive to effective operations.

The dispatch and radio equipment is well maintained by telecommunications staff. Equipment and software is upgraded and/or exchanged on an appropriate replacement cycle.

Equipment paid for by E911 funds is up-to-date. Software, such as West Covina or Tiburon CAD, is regularly patched or updated.

Other equipment, such as desktop computers running various dispatch applications, is generally not being upgraded and exchanged in a timely manner based on a formal replacement cycle. Some PSAPs, such as Incline Village, have issues with on-going maintenance (e.g. preventive maintenance cleaning) of the technologies in use.



A number of these best management practices for Public Safety Answering

Points are not within the purview of the Committee, as they have no authority to insist

upon implementation of most of the practices noted. However, the Committee should

have interest in particular best management practice issues as they will ultimately

impact the effective conduct of Committee business. These issues include the

following.

(1) REMSA Funding Should Be Reconsidered Annually as Part of an Annual Business Plan and Strategic Plan Re-visitation and Revision.

During the course of the engagement several interviewees indicated concerns

regarding REMSA, Reno and Sparks’ emergency medical service provider/transporter

being classified as a secondary Public Safety Answering Point as well as receiving

public E911 funding to support their technologies. The project team’s review of

literature indicates that classifying REMSA as a secondary PSAP is appropriate. By

example, according to the Massachusetts Attorney Generals Office ruling on relevant

E911 legislation:

“I am aware of no case authority that sheds light on the question you have raised. However, interpreting statutory language itself, guided by general principles of statutory construction, I am of the view, for the reasons discussed below, that the statute does not preclude the Board from approving an application by a municipality for a private service agency to serve as a secondary PSAP.” 6 Given this, in addition to the definition of a secondary PSAP that states, “A

secondary PSAP receives 911 calls only when they are transferred from the primary

public safety answering point or on an alternative routing basis when calls cannot be

completed to the primary public safety answering point. Both primary and secondary

PSAPs are equipped with automatic number identification and automatic location 6 Massachusetts Attorney General Opinion 95/96-1



identification displays,” the project team believes REMSA can be classified as a

secondary PSAP.

At issue, however, is the question of REMSA entitlement to E911 funds given this

classification. The project team does not believe REMSA is entitled to any E911 funds,

nor, for that matter, any PSAP unless a need can be justified, a valid argument made

that requested funds fall within the NRS, and funding is available and not encumbered

for other planned projects to benefit the regional E911 system. The project team

concurs with the Washoe County Office of the Comptroller during their financial

reporting of the E911 Fund ending fiscal year June 30, 2006 when they indicated,

“REMSA has entered into a five-year lease-purchase arrangement with SBC

Communications….While Washoe County is not obligated to pay any charges towards

this lease-purchase agreement, the BCC approved reimbursement of $4,300 a month to

REMSA for the lease cost.” (emphasis added)

While there is no obligation or entitlement to pay REMSA using E911 funds,

there may be strategic benefits in doing so to ensure a responsive E911 system for all

end users. This business and strategic decision should be re-visited annually, and

REMSA funding re-considered based on expected budget expenditures for other E911

projects/obligations. It is the project team’s belief that given REMSA is a private

enterprise, public sector funding requests related to the three primary PSAPs should

take precedence over REMSA; however, if sufficient budget is readily available and not

encumbered otherwise, continued REMSA funding is a viable option.

Recommendation: REMSA funding should be reconsidered annually as part of annual business plan and strategic plan yearly re-visitation and revision.



(2) All PSAPs Should Have Formal and Written Standard Operating Procedures.

All PSAPs should have formalized Standard Operating Procedures (SOPs) that

are typically included in a comprehensive Policies and Procedures Manual. This

manual should detail operational protocols and the defining policies, as applicable.

Sections within the Policies and Procedures Manual should include such topics as

training regimens that not only elaborate upon the types of training that occur during a

probationary period but the desired levels of in-service training on an annual basis.

Oftentimes, a training manual is a separate and distinct document outlining the policies

and procedures relative to training. As noted previously in the best management

practices matrix, formal written SOPs regarding operations, training, etc. are lacking in

some instances. By example, Sparks PD had formal written Communication

Procedures developed in 1989, but is only in the process of revising the procedures with

no comprehensive update yet complete. The Incline Village PSAP was unable to

provide any written SOPs of substance due to all SOPs were in written format and being

reviewed by senior staff. Reno, on the other hand, has an extensive library of policies

and procedures. Written and regularly updated manuals are a best management

practice and are particularly valuable for agencies that experience consistent turnover

and/or significant growth.7 Further, these SOPs can be shared with the Committee, as

necessary, so that members can gain an appreciation for the dispatch operating

environment that Committee decisions will ultimately impact.

Recommendation: Each PSAP should maintain a written policies and procedures manual that includes relevant operational sections including training protocols and standards. 7 By example, Incline Village had 15 new hires and 10 staff exiting from calendar 2004-2006. This is compared to an existing staff contingent of 15 Communications Specialists.



(3) All PSAPs Should Implement a Comprehensive Performance Management

System. It was requested that workload statistics for the three PSAPs be reported upon

as part of this engagement. To that end, the following data collected during the study

represent examples of statistics that are available from the three PSAPs via varied

reports. Although this information was largely available in numeric format, the project

team has chosen to graph these data for clarity. These graphs will be discussed

throughout this section in the larger context of performance management and

measurement.

The following three charts represent the number of calls received from citizens by

the dispatch centers in calendar 2006:

Incline Village PSAP - 2006 Calls Received (36,014 Total)

Washoe Co. S.O.

19%

Pyramid Lake Tribal Police

3%

Washoe Co. Animal Svc.

71%

North Lake Tahoe Fire

5%

Reno Sparks Tribal Police

2%



Reno PSAP - 2006 Calls Received (206,151 Total)

Reno Police Department

70%

Washoe Co. S.O.

14%

Reno Fire and Other FD

15%

Other*

1%

*Other includes University of Nevada Reno, PD, Truckee Meadows CCPD, etc.

Sparks PSAP - 2006 Calls Received (63,696 Total)

Sparks PD

86%

Sparks Fire

14%



The following is noted regarding the call volume entered for the three PSAPs as

reflected in the charts on the previous page:

• Given Reno and Incline Village use the Tiburon CAD system and Sparks uses the West Covina CAD system, different methods were used to abstract the calls received volume data. This information was not readily available in easy to retrieve report format. Indeed, it took Incline Village nearly two months to provide this report in a acceptable format, like Reno’s. Incline’s technical support staff did not have access to all the reports required for this report. Sparks needed the assistance of their IT specialist to generate reports from which this information could be abstracted. From a performance measurement and management standpoint, important workload metric reports such as these should be readily available.

• The data provided was difficult to manipulate and/or incorrect. Sparks’ PSAP call

data included police officer self-initiated activity which had to be excluded from the data using a separate report. Although Reno and Incline Village share Tiburon and used Crystal Report Writer to create workload data, the project team discovered during the course of our analysis that the data reported was duplicated or “double counted” in some instances. Washoe Animal Services, Reno/Sparks Indian Colony and Pyramid Lake Tribal Police were all captured as calls received by both Reno and Incline Village based on reports provided. This information was abstracted from Reno’s pie chart above. However, given both Incline Village and Reno dispatch Washoe County sheriff deputies, it is unknown if the 29,047 calls entered in Reno is also double counting the 6,986 calls entered in Incline Village.

• Despite the data accuracy issues noted, it is clear that this information is not

readily used from a performance management standpoint. Call volume received, by type of call, is a workload indicator that is a critical component in dispatcher staffing level requirements and other important management decisions. Staffing levels and the attendant number of workstations, etc., would have an impact on the Regional 911 Emergency Response Advisory Committee’s decisions related to providing new and/or upgraded technologies for PSAP staff.

• The charts above reflect important data that is fundamental to understanding

PSAP operations, staffing needs, etc. The need for data accuracy is critical. As importantly, the use of this performance information for management decision making should become common practice. Another example of relevant information is shown in the bar chart which follows detailing dispatch data for calls by priority.

The following graph represents Calls for Service information by priority.



Example of Calls for Service by PSAP - Time Required from

Entered to Dispatch (2006)

3.3 2.8

11.4

17.4

10.3

40.9

44.8

4.7

38.0

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

Priority 1 Priority 2 Priority 3

Min

ute

s WCSO

Reno Police Department

Sparks Police Department

The following is noted regarding the priority data for the three PSAPs:

• Based upon the project team’s experience with numerous dispatch operations, the listed entered-to-dispatched times are generally within standards. Without a complete analysis of the call classification system and how priorities are processed, it is difficult to render precise judgments; however, the PSAPs may wish to revisit their call classifications for Priority 1 calls. The project team understands that priority “E” is used in some agencies and represents a more rapid response priority. Nevertheless, given these data above, there may be further opportunities to refine the Priority 1 call classification to further reduce dispatch related response times.

• The above data was abstracted from the PSAPs using different methods. Again,

the information was not readily available, taking both Sparks and Incline Village an inordinate amount of time to obtain these reports. Performance information such as this should be referenced by management and impacted staff on a regular basis given the importance of the data. Ideally, these reports should be relatively simple to run on a near “real-time” basis. Based on our analysis, this information is generally not referenced nor used regularly for reporting and decision making purposes.

• Sparks’ report provides average call time as noted above and also the

percentage of calls falling within one-minute increments beginning with less than one minute to ten or more minutes. However, this range also includes officer self-initiated activity that can skew results. More user friendly, informative reports separating officer-initiated versus citizen initiated calls would be valuable for performance management.



• Incline Village did not have the above data for Washoe County Sheriff but did have information for Pyramid Lake and Reno/Sparks Tribal police. The data reflected above was taken from the Reno PSAP report. It is not clear, given the data inaccuracies noted previously, if this information includes or excludes sheriff units dispatched/deployed from the Incline Village area. Distinguishing performance metrics, such as those noted in the bar graph, for WCSO units deployed from Reno versus Incline Village is important for management decision making in the respective PSAPs.

• Based on our review of available data, and as demonstrated by the examples

above, all three PSAPs have opportunities for improvement as it relates to the accurate reporting and regular use of performance-based information. The present use of performance management techniques is somewhat elementary in comparison to best business practices. Several additional steps can be taken to improve the tracking of performance, linking goals to objectives and ultimately to outcomes, and overall enhancing “performance management.”

It should be noted the PSAPs are not atypical compared to many government

entities in regard to its sophistication in measuring performance, linking production to

not only outputs but outcomes, etc. Similar to many jurisdictions, “performance reports”

are generated, distributed, reviewed, and filed, but little more is done with the contents.

The most advanced performance measurement systems are generally found in the

private sector. Yet the value of performance measurement cannot be underestimated,

particularly since performance measurement is a core business practice and

fundamental to many successful companies. An oft-repeated phrase is, “You cannot

manage what you can’t measure.” The belief in this sentiment is the cornerstone of the

performance measurement philosophy.

We reviewed information made available from the three PSAPs and framed our

observations from what is known as the SMART philosophy of performance

measurement and performance goals and objectives development. SMART is an

acronym for (S)pecific, (M)easureable, (A)chievable, (R)elevant, and (T)ime-bound.

Specifically:



Specific

Objectives must express the action and results required so that the reviewer of the objective can see clearly whether or not the objective has been achieved.

Measurable

When setting objectives, there must be some way of measuring and validating whether the objective has or has not been achieved and to what level of success or failure.

Achievable

Although objectives should be challenging and encourage continuous improvement, they must be reasonable and achievable.

Relevant

The objectives must be pertinent to the organization’s core business practices and measure performance that reflects critical operations fundamental to the success of the work unit’s mission.

Time bound

Objectives need to have clear time frames attached to them such that success or failure can be analyzed within an established period.

Using this model as a framework, the PSAPs do not have programs in place that

reflect effective performance measures that meet the SMART criteria. Information

made available either in provided reports, requested reports, websites, etc., is at best a

performance metric or indicator. A metric is essentially a counting of an occurrence

linked to some type of task a work unit performs. For example, the number of

inspections made in a month or the number of surveys completed. An indicator, often

called a Key Performance Indicator (KPI), is a somewhat more sophisticated form of a

metric that provides additional information that reflects the organization’s goals, that is

quantifiable (measurable), and that is a key to business success. It differs from a

performance measure in that it only possesses three of the five SMART characteristics

(Specific, Measurable, and Relevant). For example, the response time to a medical call

for service in a certain area is a KPI. A performance measure is the output of a

performance objective that leads to a desired outcome. These are practically non-

existent for the three PSAP business operations.



The purpose of performance measurement is to impart key information to assist

in managing and decision making. As it relates to the Regional 911 Emergency

Response Advisory Committee, periodic performance management reports from the

three PSAPs should demonstrate a link between dispatch operations and the various

technologies and programs funded by the Committee. Although the Committee has no

operational purview over the three PSAPs, effective performance management

information should be expected from the three PSAPs to demonstrate the need for

E911 funds to enhance services. By example, requests for additional call-taking work

stations without demonstrating a need based on staffing requirements, call volume, etc.,

would make it difficult for the Committee to exercise its fiduciary responsibility in

ensuring funds were put to the best use. Consequently, a performance management

program that reported upon and used relevant information would assist the Committee

in its decision making abilities. Perhaps more importantly, it would provide opportunities

for improved operations at the respective PSAPs.

The following recommendations are made to improve performance management

at the respective PSAPs.

Recommendation: The PSAPs should re-visit their performance reports to ensure complete reporting accuracy in a user-friendly format. These reports should be used as a component of a robust performance management system. Recommendation: The PSAPs should implement a performance measurement and management system using the principal concepts noted in this section. There are numerous professional journals, articles, training sessions, and books on performance measurement. Recommendation: The PSAPs should be held accountable by their respective managers for fully implementing a performance measurement system in their organization and should be held accountable for regular reporting of results. It is suggested that the PSAP managers create an ad-hoc committee to attempt to



develop a common set of performance measurement reports that can be shared among all agencies and the Committee. Recommendation: The Committee should require performance management information from PSAPs to augment requests for E911 funding for various projects and initiatives. This will help ensure the Committee has sufficient operational information to place decision making in an appropriate fiduciary context. (4) Replacement and Maintenance Cycles for PSAP Hardware Should Be

Developed and Adhered to and, as Appropriate, Shared with the Committee.

During the course of the study the project team discovered that in regular

instances, dispatch hardware was not being consistently preventively maintained and

upgraded based on an adhered to replacement and maintenance cycles. Sparks PD

currently has Vesta running on generally the state-of-the-art HP XW4200 workstations

(e.g. Pentium 4 CPU chips operating at 2.8+ GHz), but other CAD equipment is not of

the same quality. Based on interviews with Incline Village staff, their personal

computers and workstations are rarely, if ever, preventively maintained (e.g. disk

defragmentation, cleaning the interior components with compressed air, etc.).

A best management practice is to have both replacement cycles and

maintenance cycles for technologies including workstations, servers, desktops,

telephone headsets, peripherals, etc. Replacement cycles can be used to justify capital

expenditures. Regarding the Committee’s recommended Capital Improvement

Program, hardware falling within the written criteria for use of E911 funds, can be

included for replacement based on these formal replacement cycles. Furthermore, it

would be appropriate that relevant E911 hardware could be preventively and

correctively maintained using E911 funds. Development of appropriate hardware

replacement and maintenance cycles will help ensure the PSAPs will continue to



operate with well-maintained state-of-the-art equipment.

Recommendation: The PSAPs, in conjunction with their respective IT departments, should develop specific replacement and maintenance cycles for dispatch hardware. Relevant E911 systems should be included into the Committee’s Capital Improvement Program. 3. THE RENO, SPARKS, AND WASHOE COUNTY PSAPs SHOULD

REGULARLY CALCULATE STAFFING REQUIREMENTS USING APCO AND MATRIX CONSULTING GROUP DISPATCH STAFFING MODELS.

One of the primary drivers for technology needs in a PSAP is the number of

dispatch center personnel that will be using equipment. Developing an appropriate

staffing model for each PSAP, therefore, is not only critical to ensure effective service to

the end user (i.e. emergency caller) but to operate in the most efficient manner possible,

right-sizing both the staff and the necessary infrastructure to support these staff.

Although the analysis and development of appropriate staffing and scheduling for

each of the PSAPs is beyond the scope of this study, providing a methodological

approach for building a defensible staffing model will allow each PSAP to demonstrate

to the Committee staffing needs and the attendant technological and other support

resources that may be deserving of E911 funds. The model provided relies on two

independent but interconnected methodologies for developing a staffing model. These

include the following approaches.

(1) The Association of Public Safety Communication Officials (APCO) Staffing Model Provides a User-friendly Framework for Staffing a Dispatch Center.

The Matrix Consulting Group had developed our own internal staffing model

based on workload and net staff hours available. Recently, however, APCO has

published a similar model as part of their Project RETAINS efforts, developed by the

University of Denver Research Institute. This model is provided in the following pages.



Staffing Estimations Worksheets A six step process for estimating the number of employees needed:

Step 1: Identify the type of position you wish to analyze; Step 2: Determine employee availability (Worksheet A, NAWH); Step 3: Determine your turnover rate (Worksheet B); Step 4: Select the appropriate formula and analyze all positions (Worksheets C, D, and E); Step 5: Compare the number of staff you have with the number you need (Worksheet F); and Step 6: Do a reality check using quality indicators.

(1.1) Worksheet A: Determining Employee Availability

Determine Net Available Work Hours (NAWH) Position: A ________ Total hours for one full time employee B ________ Average vacation and holiday leave (total hours) C ________ Average sick leave (total hours) D ________ Average personal leave (total hours) E ________ Average training leave (total hours) F ________ Average military, FMLA leave, etc. (total hours) G ________ Average lunch and break (total hours) H ________ Average other (meetings, light duty, special assignments, etc.) I ________ Total unavailable time = Total B through H J ________ Net Available Work Hours (NAWH) = A – I

___________ = Net Available Work Hours per employee (NAWH from J above)



(1.2) Worksheet B: Calculating Average Turnover Rate

Year Calculate Average Turnover Rate 20__ 20__ 20__ 20__ 20__

Average

A Total number of employees at the highest staffing level for that year.

B Number of new hires that failed to complete the probationary period.

C Number of experienced employees who left for any reason.*

D Turnover Rate (Turnover = B + C ÷ A)

E Rétention Rate (Rétention = 1 – Turnover) x 100

*Include all experienced employees who left for voluntary or involuntary reasons (e.g. turnover initiated by the employee, rotation, retirement, death, management action, etc.)



(1.3) Worksheet C: Calculating Staffing for Coverage Positions

Estimate Staffing Needed for Coverage Positions Note: Coverage positions must be covered regardless of call volume or level of activity. Position: Hours needing coverage:

A. ______ Total number of consoles that need to be covered for this position. B. ______ Number of hours per day that need to be covered. C. ______ Number of days per week that need to be covered. D. ______ Number of weeks per year that need to be covered. E. ______ Total Hours needing coverage = A x B x C x D

Employee Availability:

F. ______ Net Available Work Hours – enter average NAWH from worksheet. Staff Needed:

G. ______ Full Time Equivalent base estimate (FTE) = E ÷ F H. ______ Turnover Rate – from retention worksheet, convert to decimal. I. ______ Full Time Equivalent required to accommodate turnover, prior to any

adjustments based on quality indicators: FTE = G x (1+ H) _________ = Estimated Staffing Need (in FTEs from Step I above)

FTE = Hours needing coverage ÷ Employee Availability x Turnover Adjustment



(1.4) Worksheet D: Calculating Hourly Processing Capability

Calculate Hourly Processing Capability A. _____ minutes Average telephone busy time (call duration in minutes, using

decimals), from phone records8 B. _____ minutes Average call completion time (in minutes, this includes time for

data entry, address verification, etc.)9 C. _____ minutes Average Processing Time (APT)10 = A + B D. _____ calls hourly Average Hourly Processing Capability (HPC) = 60 ÷ APT)

8 See next Sub-Section on Matrix Time Model. 9 See next Sub-Section on Matrix Time Model. 10 See next Sub-Section on Matrix Time Model. APT may be different for call takers versus dispatchers versus joint call-taker/dispatcher.



(1.5) Worksheet E: Calculating Staffing for Volume-influenced Positions

Estimate Staffing Needed for Volume-influenced Positions Note: The number of Volume-influenced positions is based on call volume or activity level. Position: Workload: A. ____________ calls Total Call Volume for this position (TCV), from phone records11 B. ____ minutes per call Average Processing Time for this position (APT), from phone

records C. ______ calls hourly Hourly Processing Capability (HPC) = 60 ÷ B D. _________ call hours Workload in hours (W) = A ÷ C Employee Availability: E. _______ Net Available Work Hours – enter average NAWH from worksheet F. _______ Agent Occupancy (AO) rate – enter AO, convert percent to decimal12 G. _______ True Availability per person (TA) = E x F Staff Needed: H. _______ Full Time Equivalent base estimate (FTE) = D ÷ G I. _______ Turnover Rate from retention worksheet – convert to decimal J. _______ Full Time Equivalent required to accommodate turnover, prior to any

adjustments based on quality indicators: FTE = H x (1 + I)

___________ = Estimated Staffing Need (in FTEs from Step J above)

FTE = Workload ÷ Employee Availability x Turnover Adjustment

11 Call volume is one of two numbers: total calls received by phone takers or total calls dispatched by dispatchers. Note that these numbers may be different as several telephone calls may arrive and result in one dispatched call. 12 See next Sub-Section on Matrix Time Model.



(1.6) Worksheet F: Comparison and Summary of Staffing Estimates

Compare Current Staffing with Estimated Staffing Needs Total Call Volume: Total Emergency Calls: Average Processing Time: W

OR

K

Hourly Processing Capability: Current Staffing

Estimated Need

Coverage Positions: Volume-influenced Positions: Function Positions:

WO

RK

ERS

TOTALS Completion of the data in the staffing model will provide relevant and defensible

information related to fixed-post coverage positions and volume-related coverage

positions. There are, however, a few data elements that may be difficult to develop that

have been footnoted in the model. These include:

• Average telephone busy time (call duration in minutes, using decimals), from phone records.

• Average call completion time (in minutes, this includes time for data entry,

address verification, etc.). • Average Processing Time, or APT—the sum of the two above bullets. • Agent Occupancy (AO) rate.



These items, related to Matrix Consulting Group’s staff/time model, are further

detailed below.

(2) The Matrix Consulting Group Has Developed a Quantitative Approach to Assess the Staffing Requirements for Emergency Communications Centers.

The quantitative approach utilized by our project team ties volumes of calls for

service workload and net staff availability noted above, with time standards developed

to determine total communications center workload and the attendant staffing needs.

This methodology has been utilized for over twenty years by members of this project

team. This process starts from the premise that there are relationships among dispatch

center workloads that are reasonably constant from one agency to another relating to

the following:

• The total number of telephone calls received in a dispatch center expressed on a “per incident” or call for service basis.

• The total number of radio transmissions received in a dispatch center expressed

on a “per incident” or call for service basis. • The total number of other workloads handled in a dispatch center expressed on a

“per incident” or call for service basis.

These assumptions are critical because while most public safety agencies count

“incidents” and/or “calls for service,” few count other dispatching tasks such as all

telephone calls, radio transmissions and other dispatcher activities. Our firm has

converted these other tasks to total minutes of workload which are expressed on a per

call-for-service basis. That is, estimates of total dispatch center workloads are

converted to minutes and expressed on the basis of average minutes per call for

service. The workload and time standards utilized in this study, and linked to the above

APCO data entry items are as follows:



• Average telephone busy time from phone records – Telephone busy time can be taken directly from telephone records. If such actual records are not available, then our project team has researched that an average of 130 seconds are allocated to process a service request (phone call) and transfer to a radio dispatcher. This standard incorporates the fact that multiple calls can be generated by each incident and that administrative/business inquiries are made.

• Average call completion time – The average call completion time is related to

dispatcher workload, is estimated at 6.73 minutes, and includes the following time estimates.

- Approximately 327 seconds of total radio transmissions related activity

expressed on a per call for service basis — including call-related and self-initiated field workloads and administrative transmissions.

- Approximately 13 seconds are allocated for records checks. - Approximately 64 seconds are allocated for other tasks associated with

the dispatch center (e.g. administrative, record-keeping, other activities). Note that these standards represent averages — they do not represent actual

workload per incidents. For example, it does not take 13 seconds to process a records request as some calls have more records research and others have none; however, the overall time required to process a records request averages 13 seconds per incident call.

• Average Processing Time, or APT – The APT for positions will be one of the

following calculations:

- For call-takers only, APT will be the actual time it takes to process a telephone call or the 130 second estimate based on research.

- For dispatchers only, APT will be 6.73 minutes per call for service

dispatched. - For dispatcher/call-taker positions, APT will be 8.90 minutes or 6.73

minutes plus the actual time it takes to process a call.

It should be noted that if dispatcher processing time is available through advanced CAD reporting on an average call for service basis, this number can be used; however, the 6.73 minutes can be used as a benchmark figure to illustrate potential productivity issues compared to standards our project team has developed.

• Agent Occupancy (AO) rate - The AO is a factor used to determine the

necessary “free time” available to each position to help ensure the position



remains productive, not overburdened, and statistically available to process the next call. Based on queuing theory, which utilizes a statistical formula for determining the probability of a staff position being available to process a call, an availability factor of 50% should be applied to call workload during each hour to determine the number of staff needed. A larger percentage can be used, but the project team does not recommend this given the high stress environment of a dispatch center.

Using the available data and methodologies from the APCO and Matrix models,

a staffing model for each PSAP can be developed and even detailed to the hour of day

and day of week. Staffing level requirements should be shared on a regular basis with

the Regional 911 Emergency Response Advisory Committee so that members can get

an objective sense of the technologies, infrastructure and support resources necessary

at each PSAP. This can help prioritize funding strategies and is another tool for

effective Committee decision making.

Recommendation: Require PSAPs to periodically report upon staffing estimates based on workload formulas to provide the Committee with another important piece of data to enhance E911 decision-making.



4. STRATEGIC PLAN

This chapter of the report provides the project team’s development of a Strategic

Plan for the Regional 911 Emergency Response Advisory Committee. Contained

herein are certain operational assumptions to develop this plan.

1. BACKGROUND

The project team first noted Committee discussion of a strategic plan to be

written by a consultant in June 2005. It is likely minutes records would reflect such a

discussion at various other points throughout the Committee’s history. As previously

noted, a strategic plan sets out the vision, mission, and goals for the organization over a

timescale of three to five years. It is developed from an analysis of the internal and

external environment in which the organization operates. Further, strategic planning is

a continuous process of systematically evaluating the nature of the business and

defining long-term goals whereby quantifiable (SMART) objectives and methods to

reach these objectives can be developed in business and more detailed operations

plans. Strategic planning (ideally) is performed annually, and the Plan updated as

necessary. As important to the Strategic Plan are companion products which generally

include a business plan and annual operations plan. These plans are beyond the scope

of this effort and will need to be completed by the Committee. In sum, the purpose of

strategic planning is to:

• Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organization’s capacity for implementation.

• Communicate those goals and objectives to the interested parties.



• Develop Plan ownership. • Ensure the most effective use is made of the organization’s resources by

focusing the resources on key priorities/goals. • Provide a base from which progress can be measured and establish a method

for informed change when needed. • Obtain consensus on direction. The following sections evaluate current and proposed approaches to strategic

planning.

2. THE COMMITTEE’S MISSION IS APPROPRIATE, BUT A VISION STATEMENT IS NEEDED.

The Committee’s mission has been stated as follows:13 “The Regional 911

Emergency Response Advisory Committee, in accordance with guiding statues, strives

to provide citizens with automatic telephone number and location connectivity with local

public safety answering points. The Committee and local PSAPs are committed to the

research and the application of technology necessary to enhance call handling”. This

mission statement is effective. The purpose of a mission statement is present-oriented,

defines customers, informs as to the desired level of service, and describes why an

organization (i.e. the Committee) exists. The project team believes the Mission

Statement remains applicable given present statutes.

The Committee, on the other hand, has no vision statement. A vision statement

is the “master goal,” concentrates on where the Committee wishes to be in the future,

and represents a measurable, concrete and unambiguous outcome. Writing a vision

statement for the Committee cannot be the responsibility of the project team; this must

be accomplished internally by Committee members. Nevertheless, the Committee may

13 2003/04 Business Plan.



wish to focus on future vision statements by examining potential past vision statements.

These would have included, “The Committee will ensure Washoe County is fully Phase

2 wireless compliant within five years,” or “The Committee will ensure all PSAPs are

updated with the state-of-the-art ANI/ALI equipment, ensure technology integration of all

components, and ensure staff are fully trained on these technologies within the next five

years.” These potential vision statements can be used as references to develop a new

vision statement for this particular strategic plan.

Recommendation: Maintain the existing mission statement. Develop an appropriate vision statement to help guide near-future activities. 3. THE COMMITTEE’S STRATEGIC PLAN MUST BE BASED ON SEVERAL

ASSUMPTIONS. As a basis for developing a Strategic Plan for the Regional 911 Emergency

Response Advisory Committee, the project team must make key assumptions regarding

the internal and external environment that, if significantly modified, would affect the

content of the Plan and the ability to implement or maintain service delivery goals.

These key assumptions include:

• Population will continue to increase, but not at the percentage rate of growth that occurred from 1990 to 2000. Population estimates adopted are consistent with the Washoe County 2030 Regional Transportation Plan as demonstrated in the following graph.



Washoe County Growth - 1990-2030

254,000

564,707

-

100,000

200,000

300,000

400,000

500,000

600,000

CY1990 CY2000 CY2005 CY2012 CY2020 CY2030

Year

• PSAPs will continue to increase staffing levels consistent with present operating

philosophies and will proportionally increase based on population growth. • Emerging telephony technologies, including hard and soft phone Voice over

Internet Protocol (VoIP), and digital cable VoIP phones will continue to expand at a dramatic rate, replacing standard telephone services.

• The Nevada Revised Statute and Washoe County Code Chapter 65 will be

updated to reflect changes in technology and revise the “less than 400,000 population” phrase limitations. However, surcharge amounts and unencumbered balances allowed in the E911 fund will not change significantly.

• REMSA will continue to provide medical services to Reno and Sparks, requiring

no change in dispatch staffing or training related to Emergency Medical Dispatch. • The respective PSAPs will not undergo dramatic budget cuts and suffer imposed

“budget balancing” initiatives. • No significant public safety events—such as a terrorist event, major natural

disaster, etc. — will have any significant impact on Washoe County.



• A comprehensive Written Criteria will be developed by the Committee as discussed in the body of this report.

Based on these assumptions, the following elements of the Strategic Plan are

offered.

4. THE STRATEGIC PLAN HAS TEN GOALS. Our project team believes that the Committee’s Strategic Plan should have 10

key goals over the next three to five year time horizon. The goals are not based on

priority, but do have some semblance of order regarding practical implementation.

(1) Goal #1 – Sponsor and Update the Nevada Revised Statue and Washoe County Code 65 to Better Align Language with Operational Needs Based on Current Technologies and Circumstances.

Present State: As discussed throughout this report, the present language in the Nevada Revised

Statutes (NRS) and Washoe County Code Chapter 65 is overly subject to interpretation

and does not account for emerging technologies in the E911 field.

Initiatives: Revise NRS 244A.7643 to modify language that is: • Inconsistent with Washoe County’s near-term population projection. Change

language, “…the board of county commissioners in a county whose population is 20,000 or more but less than 400,000 may, by ordinance impose a surcharge on:”

• Silent relative to VoIP technologies. • Silent relative to a surcharge amount for VoIP technologies. • Silent relative to a charging mechanism and charging responsibilities for VoIP

technologies. Revise NRS 244A.7645 to modify language that is:



• More definitive relative to the use of E911 funds, preferably expanding the formal definition of “telephone systems” without “number and address” restriction language. Legislative language should better align with the Written Criteria developed by the Committee.

• More definitive relative to paragraph (d). • Defines the length of time funds can be encumbered for purposes of meeting

legislative intent. • Silent relative to a surcharge amount for VoIP technologies. • Revise language in Washoe County Code Chapter 65 to align better with the

NRS. Current language, “…to assure that the 911 emergency response system within the county is capable of providing the most efficient service available,” is a broader, though important goal, than the NRS’s more restrictive language.

Outcomes:

The NRS and WCC Chapter 65 should provide greater clarity, allowing the Regional 911 Emergency Response Advisory Committee to conduct business with appropriate focus, minimal confusion, and legislative authority to address new technologies and E911 service-level issues. Objectives:

To be developed by the Committee in their Business and Operations Plans. (2) Goal #2– Hire a Professional Staff Position to Support the Committee. Present State: The Committee currently has no professional support dedicated exclusively to

Committee business. Whereas different professionals from the various jurisdictions

provide pro-bono (un-reimbursed) support to the Committee, given the potential

magnitude of Committee business, this support is desirous and beneficial but

insufficient to expedite numerous and major initiatives. As outlined in other sections of

this report, there is a genuine need to provide professional staff support to the Regional

911 Emergency Response Advisory Committee. Given the various strategic efforts and



other recommendations detailed herein, there is sufficient workload to occupy this

position with Committee-related business.

Initiatives: • Using the Written Criteria as support, develop a comprehensive proposal paper

justifying the need for a professional support position within the context of legislative (ideally revised) language.

• Determine the hiring authority jurisdiction including parameters under which the

position may be hired such as full-time, temporary grant funded, etc. • Develop a job description and salary/benefit range. • Develop a plan for supervision and management of the position. Outcomes:

Hiring of a qualified “administrative analyst” to support the Committee’s business. Objectives:

To be developed by the Committee in their Business and Operations Plans. (3) Goal #3 – Implement Committee Best Management Practices. Present State: As discussed throughout this report, there are various opportunities to formalize

and enhance the ways in which Committee business is conducted.

Initiatives: • Undertake the critical development of the Written Criteria. • Complete the Committee Bylaws. • Develop a Business Plan. • Develop an annual Operations Plan. • Develop a Capital Improvement Program and budget consistent with various

Plans.



• Formally encumber CIP funds to reduce the NRS-mandated unencumbered balance.

Outcomes:

The Committee should have additional and formal best management practices in place that become part of the ongoing culture of how the Committee conducts business. Objectives:

To be developed by the Committee in their Business and Operations Plans. (4) Goal #4 – Focus Technology and Revenue Enhancement (e.g. Surcharges) Efforts on VoIP Emerging Technologies. Present State: Voice over Internet Protocol (VoIP) is, in brief, telephone service over broadband

internet connections. The expansion of VoIP as a viable service is dramatic. The

following information is of value to place VoIP in the context of a quickly expanding

market that will impact E911 service.

According to the Federal Communications Commission (FCC):

Interconnected Voice over Internet Protocol (VoIP) service allows you to make and receive calls to and from traditional phone numbers, usually using an Internet connection, possibly a high-speed (broadband) Internet connection, such as Digital Subscriber Line (DSL), cable modem, or wireless broadband. It can be used in place of traditional phone service. Typically, interconnected VoIP technology works by either placing an adapter between a traditional phone and Internet connection, or by using a special VoIP phone that connects directly to your computer or Internet connection. While consumers typically use interconnected VoIP service from a single location, like a residence, some interconnected VoIP services can be used during travel, as long as a broadband Internet connection is available.

Because VoIP service works differently from traditional phone service,

consumers who use it should be aware that VoIP 911 service may also work differently

from traditional E911 service. The FCC and VoIP service providers are striving to



eliminate these differences, but some of them are:

• VoIP 911 call may not connect to a PSAP; • VoIP 911 service may ring to the administrative line of the PSAP, which may not

be staffed after hours, or by trained 911 operators; • VoIP 911 service correctly connected to the PSAP, but did not automatically

transmit the user’s phone number and/or location information; • VoIP customers may need to provide location or other information to their VoIP

providers, and update this information if they change locations, for their VoIP 911 service to function properly;

• Unlike wireline or cell phones, VoIP service may not work during a power outage,

or when the Internet connection fails or becomes overloaded.

According to Budde.com: In the US broadband market, while a cable modem still retains the majority of

broadband subscribers, DSL trails close behind. Moreover, at the end of 2006 the rate

of subscriber growth of DSL was one and a half times that of cable broadband.

Accordingly, DSL subscribers are expected to exceed cable subscribers by early 2008.

The DSL segment is dominated by AT&T and Verizon, whilst cable exhibits greater

competition with the major cable broadband providers being Comcast and Time Warner.

The facilities-based competition between the telcos and the cable companies has

remained a principal driver behind the increasing broadband growth, affordability and

innovation from 2000 to 2006. DSL and cable modem growth rates are expected to

decline over the next five years as household penetration reaches saturation and fiber

networks become widely deployed. In the longer term, other broadband access

technologies such as WiMAX, BPL and satellite will start to impact the cable and DSL

sectors.

According to the PEW Internet and American Life Project published May 28,



2006:

Home broadband adoption grew by 40% from March 2005 to March 2006, twice

the growth rate of the year before. As of March 2006, 42% of all American adults had a

high-speed internet connection at home. In March 2005, 30% of all adults had high-

speed internet at home.

Voice over internet protocol (VoIP) services are at the early stages of consumer

acceptance, with 3% of online users saying they use a VoIP service at home (as of

December 2005). VoIP awareness has shot up 86% since early 2004. 61 million

Americans in December 2005 said they have heard of VoIP services, an 86% increase

from the 33 million who said this in February 2004.

According to AmericasNetwork.com, the number of subscribers to Internet-based

telephone services grew 21% in the second quarter of 2006 to 6.9 million, with cable TV

companies expanding their lead in market share compared with Vonage and other pure-

play providers. The latest tally on the market for VoIP marked a 153% increase

compared with mid-2005. According to various sources, the following graph represents

high speed internet service capabilities.



Subscribers by Type (in millions)

119.1

65.6

32.7

6.9

33.9

6.0

0

20

40

60

80

100

120

140

Cable-accessible

households

Basic Cable

Subscribers

High Speed Cable

Subscribers

DSL Subscribers Wireless Broadband

Subscribers

VoIP Subscribers

The Voice on the Net (VON) Coalition and National Emergency Number

Association (NENA) have assembled an excellent primer on E911 VoIP located at:

http://www.nena9-1-1.org/VoIP_IP/VONCoalition9-1-1whitepaper0105.pdf

Based on various data, it is estimated Washoe County currently has 9,400 VoIP

subscribers.

Initiatives: • Based on work requested by the Committee in March 2006, a formal policy and

procedure should be developed for all PSAPs regarding the handling of VoIP calls.

• Based on a June 2006 Committee decision, continue to monitor the need for a

landline trunk expansion due to increase in VoIP usage. • Endeavor to collect from all VoIP vendors the E911 surcharge. This may require

the aforementioned changed in NRS legislation although, based on research, VoIP telephone conversations are converted back into analog and sent over the



Public Switched Telephone Network (PSTN) to the telephone device. Consequently, they use portions of a “telephone system” and may be subject to the surcharge under current legislation.14

Outcomes:

Consistently high levels of service related to public safety emergency response for VoIP users. Objectives: To be developed by the Committee in their Business and Operations Plans. (5) Goal #5 – Ensure That All PSAP Staff Are Effectively Trained Through

Funding on the Use of Current Technologies Under the Purview of the Committee.

Present State: According to various interviews and analyses, there is some level of discomfort

and/or lack of skill sets in using various technologies funded by the Committee. This

should be resolved to improve efficiency and effectiveness.

Initiatives: • Fund additional training for appropriate staff positions at all PSAPs on the

Exacom digital recording system. Ensure system interfaces with other technologies properly and upgrade as necessary.

• Fund additional training for appropriate staff positions at all PSAPs on using

Vesta/Mapstar Phase 2 cell phone features and appropriate dispatch protocols related to Phase 2 operations.

• Fully implement Symposium Automated Call Distribution (ACD)

package/software at all PSAPs and provide comprehensive training on how to use Application Performance Reports.

• Identify other training needs consistent with the Committee’s mission through

discussion with PSAP supervision/management. Outcomes:

14 Vonage has volunteered to collect this surcharge.



PSAP staff should be fully trained and comfortable using all technologies noted, with consistent use of these technologies occurring regularly. Objectives:

To be developed by the Committee in their Business and Operations Plans. (6) Goal #6– Endeavor to Consistently Maintain the E911 Surcharge at the

Maximum Legislative Rate. Present State: The E911 surcharge has fluctuated and has been consistently lower than the

maximum rate allowable due to anticipated or actual exceeding of the $500,000

unencumbered balance cap on the E911 fund. Consequently, monies potentially

available for expenditure on various initiatives are not available due to both this

legislative restriction and the Committee’s current business practices which have not yet

identified needs for such maximum funding levels.

Initiatives: • Formally adopt the Strategic Plan. • Develop a business plan and operations plan and Capital Improvement Program

linking various initiatives and projects to funds. Encumber those funds within the framework of County legislation and policy.

Outcomes:

Maintain the maximum E911 surcharge on a year-to-year basis. Objectives:

To be developed by the Committee in their Business and Operations Plans. (7) Goal #7 – Fully Integrate All Software/Hardware Packages Under the Purview of the Committee. Present State: According to various interviews and analyses, there are various applications that



are being used by the PSAPs that are not integrated effectively.

Initiatives: • Integrate Vesta Mapstar, using primary or third-party vendor(s), with Tiburon

Maverick. • Integrate Vesta Mapstar, using primary or third-party vendor(s), with West Covina

CAD/RMS using MS Mappoint. • Identify other integration needs consistent with the Committee’s mission through

discussion with PSAP supervision/management. Outcomes:

Fully integrated systems to enhance call-taker/dispatcher efficiency and effectiveness. Objectives:

To be developed by the Committee in their Business and Operations Plans. (8) Goal #8 – Develop “Smart” CAD/Telephone Workstations at Each PSAP. Present State: Currently the Reno PSAP and Incline Village PSAP use a nationally recognized

CAD product from Tiburon. The Sparks PD uses the well-regarded, though not widely

distributed, West Covina CAD program developed in partnership with the West Covina

Police Department in California. Because of the different manufacturers, there are

currently no systems in place whereby dispatchers can dispatch calls for service to their

public safety units from any Washoe-based PSAP. Capabilities exist to perform call-

taking functions for one agency at a different jurisdiction’s PSAP (e.g. Reno and

Sparks), but transferring ANI/ALI and other relevant call information from a call-taker to

a dispatch station located in the same facility is currently not available at the three

PSAPs. In case of various natural or unnatural disasters, major communication



technology failures at a particular PSAP, etc., the ability to re-locate some staff from one

PSAP to another and continue telephone and dispatch services from that location would

prove particularly beneficial.

Initiatives: • Conduct a technical feasibility study to determine how call-taking and dispatch

can be performed at each PSAP for any PSAP, whether through third party integration, additional licensing of Tiburon or West Covina workstations at other PSAPs, etc.

• If relevant progress is made relative to a centralized regional dispatch center

(discussed in goal #10), identify a back-up dispatch site capable of call-taking and dispatching all jurisdiction’s public safety units.

Outcomes:

Cross functionality for all PSAPs relative to call-taking and dispatch services. Objectives:

To be developed by the Committee in their Business and Operations Plans. (9) Goal #9 – Identify Emerging E911 Issues with PSAP Staff in an Annual Symposium. Present State: The Committee periodically requests from the PSAPs information or progress

reports relative to various topics of interest or particular initiatives benefiting E911.

These discussions are value-added and lead to more informed decision making for

Committee members. There is, however, no formal workshop or symposium conducted

on an on-going basis that allows Committee members and various PSAP professionals

to discuss the state of profession, opportunities for enhancing the E911 system,

resolution of potential short or long-term issues, and the like. Clearly there is a body of

knowledge within each PSAP that would benefit from having a regular forum at which to



share ideas. To that end, the Regional 911 Emergency Response Advisory Committee

should address this shortcoming.

Initiatives: • Sponsor and fund a one or two-day annual symposium to discuss the “State of

E911” with Committee members, PSAP management, supervision, and field staff, and other interested parties with a current relationship to the Committee.

• Record and thoroughly document symposium minutes to potentially be used to

modify future strategic, business and operational plans. Outcomes:

A regularly scheduled annual symposium widely attended by the listed representatives. Objectives:

To be developed by the Committee in their Business and Operations Plans. (10) Goal #10 – Facilitate Discussion for Development of a Centralized, Regional Dispatch Center Serving as the Public Safety Answering Point for Reno, Sparks and Washoe County. Present State: The cities of Reno and Sparks and Washoe County currently have three

separate PSAP operations at three locations. Currently there are effective and

cooperative operational practices in place whereby the PSAPs do provide some

services to another jurisdiction, whether it is Incline Village providing dispatch for

Washoe County Regional Animal Services which provides animal control for all

jurisdictions, or Reno E-comm which provides dispatch services to Washoe County

Sheriff units in the valley and rural county areas. Despite the present cooperative

efforts, there appears opportunity for full regionalization and centralization of PSAP

services if there is executive and political support for such actions. The benefits to the



various jurisdictions and to the Committee resulting from economies of scale, common

technologies, consistent dispatch philosophies, recruiting capabilities, etc. could be

substantial. There are excellent models of successful regionalization including the

Verdugo Fire Communications Center in Southern California. Analysis and discussion

of regionalization is well beyond the scope of this report; however, it is a concept that is

deserving of sponsorship from the Committee as it could ultimately benefit the region’s

E911 response capabilities.

Initiatives: • Sponsor a survey and focus groups to examine the feasibility of PSAP

regionalization. • Sponsor a PSAP regionalization study that may include an analysis of full private

or full public dispatch of medical services. Note that it may not be within the Committee’s authority to fully fund such a project, but it is within the Committee’s purview to sponsor such an initiative.

Outcomes:

A thorough analysis and resulting report of regionalization opportunities relative to E911 services. Objectives:

To be developed by the Committee in their Business and Operations Plans. 5. GOAL IMPLEMENTATION CAN OCCUR OVER A FIVE YEAR PLANNING

HORIZON. Based on the goals provided, a five-year planning chart can be developed to

assist in staging goal implementation. The following chart provides one implementation

strategy. The following is noted regarding the chart format.

• A five year planning horizon is provided in one-half calendar year increments. • Shading is reflective of recommended priority focus for the Committee; the darker

the shading the higher the priority.



• An estimated direct funding requirement is provided in anecdotal format and is

only suggestive of the magnitude of estimated expense. The project team has discovered that estimating any true costs based on strategic goals are impractical and typically inaccurate and best reserved for business plan development. The notations listed of “$,” “$$,” and “$$$” represent “minimal,” “moderate,” and “significant” cost estimates (relative to an annual budget) based on our best guess relative to the identified goal. By example, sponsorship of a revision to the Nevada Revised Statute may require some minimal funding to engage the services of a lobbyist. Goals marked “n/a” or Not Applicable likely do not have any inherent costs associated with them other than staff time which has already been captured.

The following provides the 5-year strategic plan schedule.



5-YEAR STRATEGIC GOALS

Yr 1 1st

Half

Yr 1 2nd Half

Yr 2 1st

Half

Yr 2 2nd Half

Yr 3 1st

Half

Yr 3 2nd Half

Yr 4 1st

Half

Yr 4 2nd Half

Yr 5 1st

Half

Yr 5 2nd Half

Estimated Direct Funding

Requirement Goal #1 – Sponsor an Update the Nevada Revised Statue and Washoe County Code 65 to Better Align Language with Operational Needs Based on Current Technologies and Circumstances.

$

Goal #2 – Hire a Professional Staff Position to Support the Committee.

$$

Goal #3 – Best Management Practices Written Criteria n/a Committee Bylaws n/a Business Plan $ Operations Plan n/a CIP $ Goal #4 – Focus Technology and Revenue Enhancement (e.g. Surcharges) Efforts on VoIP Emerging Technologies.

$$

Goal #5 – Ensure all PSAP Staff are Effectively Trained Through Funding on Use of Current Technologies Under the Purview of the Committee.

$

Goal #6 – Endeavor to Consistently Maintain the E911 Surcharge at the Maximum Legislative Rate.

n/a

Goal #7 – Fully Integrate All Software/Hardware Packages Under the Purview of the Committee.

$$$

Goal #8 – Develop “Smart” CAD/Telephone Workstations at Each PSAP.

$$$

Goal #9 – Identify Emerging E911 Issues with PSAP Staff in an Annual Symposium.

n/a

Goal #10 – Facilitate Discussion for Development of a Centralized, Regional Dispatch Center Serving as the Public Safety Answering Point for Reno, Sparks and Washoe County.

n/a



APPENDIX

Descriptive Profile of the Reno, Sparks and Incline Village PSAPs

1. INTRODUCTION

The pages, which follow, provide a Descriptive Profile of the Reno, Sparks and Incline Village Public Safety Answering Points (PSAPs). Additionally, an overview is provided of the Regional 911 Emergency Response Advisory Committee (Committee). The purpose of the Descriptive Profile is to document the project team’s understanding of the organization, allocation of staff by unit and function, and principal assigned roles and responsibilities of staff. Data contained in the Profile were developed based on the work conducted by the project team over the past month, including:

• Interviews with supervisory and staff positions on location at all PSAPs including managers, supervisors,

dispatchers, etc. Additionally, nearly all members of the Committee were interviewed individually. • Collection of various data describing organization and staffing, workload and service levels as well as costs. These

efforts will continue, as necessary, until development of the Final Report. • Documentation of key practices as that relates to work planning and scheduling, policies and procedures, as well

as work processes.

The Descriptive Profile does not attempt to recapitulate all organizational and operational facets of the PSAPs – our work continues to document these characteristics. In this document, the structure of this Descriptive Profile is as follows:

• Primary operational data describing the performance measures currently collected and associated with each

PSAP. These are not yet all inclusive, but represent many important data elements. • Description of staff positions, by classification, and description of appropriate reporting relationships.



• Summary descriptions of key roles and responsibilities of staff. The responsibility descriptions provided in the Descriptive Profile also summarize the team’s understanding of the major programs and service activities to which staff are currently assigned. It should be clearly noted that responsibility descriptions are not intended to be at the “job description” level of detail. Rather, the descriptions are intended to provide the basic nature of the job and including deployment and work schedules, major duties and responsibilities, and the like.

These data were reviewed for accuracy and completeness by supervisory staff at each PSAP. Comments and corrections generated from staff reviews were incorporated into information presented in the report. Corrected information contained in the Descriptive Profile will be used in the analysis of issues during subsequent stages of the project. 2. 911 EMERGENCY RESPONSE ADVISORY COMMITTEE

The following provides an overview of staffing and responsibilities of the Washoe County Regional 911 Emergency Response Advisory Committee.



No. of Positions

Unit / Position Auth. Current

Responsibilities Committee Member

7.0

7.0

The Committee, formed under Nevada Revised Statute (NRS) 244A.7645, and operating under various sections of Chapter 427, 244A, and Washoe County Code Chapter 65, is responsible for the recommendations to County Commissioners of approval for expenditures associated with the Enhanced 911 Fund. Said funds are dedicated exclusively to the enhancement of the telephone system(s) for reporting an emergency so that the number and address from which a call received by the system is made may be determined. In sum, the Committee is responsible for improvement in 911 call answering in Washoe County at the primary and secondary Public Safety Answering Points (PSAPs). The Board is appointed for four year terms and is composed of the following: • Two (2) members appointed by the City of Reno • Two (2) members appointed by the City of Sparks • Two (2) members appointed by Washoe County • One (1) member appointed by Committee members, and presently occupied by the Fire

Chief of North Lake Tahoe Fire Protection District A chairman and vice chairman are selected annually among Committee members and rotate annually among the city of Sparks, Reno and Washoe County. The Chair presides at all meetings, maintains order, calls special meetings as they are needed, and appoints sub-committees of the Committee. Washoe County provides legal counsel to the Committee through an assigned deputy district attorney attending each meeting. A secretarial service has been hired to perform records maintenance, minute-taking, agenda preparation, and the like. Washoe County employees, such as finance department staff, serve as advisors to the Committee.

3. RENO EMERGENCY COMMUNICATIONS DIVISION

The following provides an overview of staffing and responsibilities of the Reno Emergency Communications Division (E-Comm).



No. of Positions


Responsibilities Communications Manager

1.0

1.0

The Manager, who reports to the Director of Communications and Technology Department, performs day-to-day management and supervision of the Emergency Communications Division, overseeing operations, budget, staffing, scheduling, training, etc. The Manager has eleven (11) authorized and seven (7) actual positions as direct reports that include: • One (1) Office Assistant II (filled) • One (1) Public Outreach Communications Supervisor (vacant) • One (1) Training Communications Supervisor (filled) • One (1) Dispatch Operations Communication Supervisor (filled) • Seven (7) E-Comm Communication Supervisors (4 filled, 3 vacant)

Assistant Director

1.0

0.0

This position is presently vacant. Generally, the position will provide support to the Communications Manager and oversee day-to-day functions whereas the Manager will perform strategic-level responsibilities.

Office Assistant II

1.0

1.0

Provides secretarial, administrative and general office assistance to the Manager and supervisors that includes clerical, records and file management, correspondence development, interface with citizens, use of various software products and other duties and responsibilities as assigned.



No. of Positions


Responsibilities Communications Supervisor – Public Outreach

1.0

1.0

This position performs a variety of duties and responsibilities related to public outreach including: monthly to quarterly interface with 14 County Neighborhood Boards and 6 City Advisory Boards; regular contact with volunteer fire departments; K-12 school outreach and instruction programs; presentations at the Citizens Police Academy; various community service group presentations (e.g. Rotary, Senior Groups); Job Fair programming; providing tours of the Emergency Communications Center (approximately 600 per annum); performing Public Service Announcements through various mediums; interface with media (e.g. traffic updates), as necessary; and other duties and responsibilities, as assigned. The position also acts as the Regional Dispatch and Emergency Operations Center (E-Comm) “floor” supervisor on Sundays from 0700-1100 hours. In addition to the Public Outreach duties, this position has absorbed the duties of the vacant Training Supervisor. Responsibilities include: assistance with recruitment and selection including review of background packets; development of learning and communications styles background insert; participation in, and development of, dispatch academy’s seven-week training curriculum; providing class instruction at the academy; oversight of E-Comm Communication Training Operator (CTO) staff during one-on-one trainee instruction; procedural-related Continuing Education Program, and other training duties and responsibilities, as assigned. According to interview, these responsibilities take approximately 90% of the positions regular (non-overtime) time. The position works a 5/8 schedule, 0700-1500 hours, Sunday through Thursday.

Communications Supervisor – Training

1.0

0.0

This position is currently vacant; however, the duties and responsibilities of the Public Outreach Supervisor now incorporate the Training Supervisor as discussed in the previous cell.

Communications Supervisor – Dispatch Operations

1.0

1.0

This position performs varied duties linked to technology including oversight of 911 system operations; technology Continuing Education Program training; webmaster tasks related to the inter/intranet; development and running of statistical data and reports, records management related to records requests, records retention and records destruction, and other duties and responsibilities as assigned. The position also spends 50% of the time acting as the E-Comm “floor” supervisor, Monday through Friday from 0700-1100 hours. This position is currently one of two Reno members of the 911 Emergency Response Advisory Committee. The position works a 5/8 schedule, 0700-1500 hours, Monday through Friday.



No. of Positions Unit / Position Auth. Current

Responsibilities

Communications Supervisor - E-Comm

7.0

4.0

The E-Comm Communication Supervisors currently work 4/10 shifts with an overlap on Wednesdays. These “floor” supervisors are responsible for addressing unscheduled leave issues, adjusting daily rotations and schedules, performing overtime call-ins, addressing complaints of citizens, public safety staff, etc., performing disciplinary actions, and general supervision of the E-Comm dispatchers on their respective shifts. Some supervisors, such as one day-shift supervisor, have additional special duties such as being responsible for CALEA accreditation, etc. The current authorized seven (7) staffed Communication Supervisors of all types are deployed as follows: • Three (3) Supervisors 0700-1500 hours • Two (2) Supervisors 1100-2100 hours

• Two (2) Supervisors 2100-0700 hours




Responsibilities

Public Safety Dispatcher

57.0

44.0

Public Safety Dispatcher positions are responsible for a wide range of duties. These include emergency and non-emergency call taking and dispatch services for various law enforcement and fire agencies; interface with REMSA medical support dispatch; performing warrant, identification, vehicular and other local, State and Federal checks per request; call prioritization; response coordination; alarm monitoring; and the numerous other duties and responsibilities assigned to the position. In the case of supervisor absence, a trained position will be placed “Acting-in-Charge” (AIC). E-Comm staff do not perform Emergency Medical Dispatch (EMD) functions but transfer such calls to REMSA and, in priority medical cases, concurrently dispatch fire apparatus to the calls for service. Dispatchers are responsible for call-taking/dispatch services to the following agencies: • Reno Police Department • Washoe County Sheriff’s Office (excluding Incline Village area) • University of Nevada-Reno Police Department • Truckee Meadows Community College Police Department • Reno Marshall’s Office • Washoe County Alternative Sentencing Program • Reno Fire Department • Sierra Fire Protection District

• Nevada Division of Forestry (All-risk) • Volunteer Fire Departments associated with the aforementioned. The following is a sample weekly schedule on their assigned 4/10 work schedule: • 0500-1500 hours (5) • 0700-1700 hours (6) + (2) Trainee slots • 0800-1800 hours (2) • 0900-1900 hours (3) + (1) Trainee slot • 1100-2100 hours (2) • 1400-2400 hours (4) + (1) Trainee slot • 1700-0300 hours (4) + (2) Trainee slots • 1800-0400 hours (2) + (1) Trainee slot • 1900-0500 hours (5) • 2200-0800 hours (8) Trainees are assigned to Communication Training Operators (CTOs) who have a 10% pay increase for this responsibility. Eight (8) dispatchers have obtained this formal certification.




Responsibilities

Public Safety Dispatcher (continued)

Dispatchers are typically assigned to a Green primary Reno Police Department (RPD) channel, a Green primary Washoe County Sheriff (WCSO) channel, a Red Reno Fire Department channel, and a secondary channel, periodically referred to as Blue, to run various warrant/vehicular checks, etc. As staff is available, further radio channels will be stationed in descending priority order: Yellow primary #2 for RPD, often used for the city’s south side weekend radio traffic. White secondary exclusive to WCSO to run their own checks. Typically there are 2-5 ESO staffing phones with one of the ESOs assigned as a back-up fire dispatcher. All schedules are coordinated to allow for two fifteen minute breaks and a paid thirty minute meal period. Staff typically rotate every 1-3 hours to various ESO and dispatch stations. Dispatchers are typically assigned to a Green primary Reno Police Department (RPD) channel, a Green primary Washoe County Sheriff (WCSO) channel, a Red Reno Fire Department channel, and a secondary channel, periodically referred to as Blue, to run various warrant/vehicular checks, etc. As staff is available, further radio channels will be stationed in descending priority order: Yellow primary #2 for RPD, often used for the city’s south side weekend radio traffic. White secondary exclusive to WCSO to run their own checks.

GIS Technician

3.0

1.0

Though not specifically assigned to the Reno E-Comm, the GIS Technicians are housed in Reno’s Communication and Technology Department and are paid for by E911 funds overseen by the 911 Emergency Response Advisory Committee. The positions are responsible for updating the Master Street Address Guide (MSAG) GIS database linked to the Vesta phone systems MapStar program for all participating Emergency Response Advisory Committee agencies. Additionally, staff work on special projects related to developing appropriate GIS centerline layers for Sparks PD and other participants.

4. INCLINE VILLAGE COMMUNICATIONS CENTER

The following provides an overview of staffing and responsibilities of the Incline Village Communications Center.



Unit / Position

No. of Positions

Responsibilities Auth. Current Communications Supervisor

1.0

1.0

The Supervisor, who reports to the Commander of the Incline Village Sheriff’s Substation, performs day-to-day management and supervision of the Incline Village Communications Center, overseeing operations, budget, staffing, scheduling, training, policy and procedure development, etc. The supervisor also acts in a back-up capacity as a dispatcher, as required. The supervisor currently works a 5/8 work plan with Sunday and Monday off.



Unit / Position

No. of Positions

Responsibilities

Lead Communication Specialist

1.0

1.0

The Lead Communication Specialist acts as Communications Center supervisor in his absence and is scheduled for 1800-0200 hours Friday-Tuesday. The position performs supervisory duties, administrative tasks such as scheduling, performance evaluations, training and training oversight of trainers, special projects, and other similar responsibilities.

Communication Specialist

15.0

15.0

The Communication Specialist positions are responsible for a wide range of public safety dispatcher and Emergency Service Operator (ESO) duties. These include emergency and non-emergency call taking and dispatch services for various law enforcement, fire/medical and animal control agencies; performing various warrant, identification, vehicular and other local, State and Federal checks per request; call prioritization; response coordination; entering of stolen vehicle, stolen property and missing persons data into relevant NCIC databases; monitoring of Substation security cameras; and the numerous other duties and responsibilities assigned to the position. Some positions are assigned special projects such as quality assurance/control related to EMD/Fire compliancy, etc. Currently 6 are trainees. Communication Specialists are responsible for call-taking/dispatch to the following agencies: • Washoe County Sheriff’s Office, Incline Village Substation • Washoe County Regional Animal Services • Reno Sparks Indian Colony Tribal Police • Pyramid Lake Tribal Police • North Lake Tahoe Fire Protection District (Fire/EMD) The following is a representative deployment schedule of communication specialists on their assigned 4/12 work schedules. The schedule includes mandatory 8-hours of overtime: • 0600-1800 hours (7) • 1800-0600 hours (7)15 Communication Specialists are typically assigned to different duty stations that include dispatch and call-taking responsibilities. The stations are: 1) Sheriff and Tribal Police; 2) Fire; 3) Animal Services. If staff are available, a fourth station is assigned for either back-up call-taking or Tribal Police services. Trainees will first staff phones, then the Animal Control station, per their training curriculum. Typically there are 3-5 Communication Specialists on a shift. Fully trained Communication Specialists typically rotate daily between duty stations.

15 This excludes one position starting on January 22, 2007.



5. SPARKS POLICE DEPARTMENT COMMUNICATIONS SECTION

The following provides an overview of staffing and responsibilities of the Sparks Police Department’s Communications Section.


Responsibilities

Communications Supervisor

1.0

1.0

The Supervisor, a sworn sergeant who reports to the Administration Division Commander, performs day-to-day management and supervision of the Sparks PD Communications Section, overseeing operations, budget, staffing, scheduling, training, policy and procedure development, etc. The supervisor, generally, is on a 2-3 year rotation practice. The Supervisor has (17) authorized and (16) actual positions reporting to him composed of the following: • Three (3) Emergency Communication Specialists (2 filled, 1 vacant) • Thirteen (13) Emergency Communication Dispatchers (filled) • One (1) Trainee (occupying Communication Dispatcher position until fully trained) The supervisor is currently scheduled on a 9/80 work plan with alternating Fridays off.

Emergency Communications Specialist

3.0

2.0

The Emergency Communication Specialist acts as Section lead in the Supervisors absence and one position is currently scheduled on Graveyard and Swing shifts. The position currently functions as a lead dispatcher, although expansion of duties and responsibilities to include supervisory duties, scheduling, training oversight, performance evaluations, discipline and the like is being discussed as potential future responsibilities.




Responsibilities

Emergency Communications Dispatcher

14.0

14.0*

*Currently one position is under trainee status. The Emergency Communications Dispatcher positions are responsible for a wide range of public safety dispatcher and Emergency Service Operator (ESO) duties. These include emergency and non-emergency call taking and dispatch services for various law enforcement and fire agencies; interface with REMSA medical support dispatch; performing various warrant, identification, vehicular and other local, State and Federal checks per request; call prioritization; response coordination; entering of stolen vehicle, stolen property and missing persons data into relevant NCIC databases; alarm monitoring; routing of non-emergency telephone calls (e.g. PBX) received to other Department Sections; and the numerous other duties and responsibilities assigned to the position. Section staff do not perform Emergency Medical Dispatch (EMD) functions but transfer such calls to the contracted REMSA medical response and, in all 911 telephone cases, concurrently dispatch fire apparatus to the calls for service. Dispatchers are responsible for call-taking/dispatch services to: • Sparks Police Department • Sparks Fire Department • Municipal Court Marshalls Office The following is a representative schedule of dispatchers on their assigned 5/8 schedule: • 0000-0800 hours (4) • 0800-1600 hours (5) • 1600-0000 hours (7) Typically there are 2-4 Communication Dispatchers on any particular shift. Fully trained Communication Dispatchers typically rotate every two hours between different duty stations. Dispatchers are typically assigned to different duty stations that include dispatch and/or call-taking responsibilities. The stations are: 1) Main Operator dispatch services on primary police channel; 2) ESO for all calls and Fire dispatcher; and 3) ESO for all calls and TAC channel dispatcher for warrant/vehicle checks, etc. If a position is available a fourth station is assigned for ESO/Fire/TAC services. If only two positions are available one will act as Main Operator and one as ESO/Fire/TAC service provider. All positions will enter NCIC (e.g. stolen vehicle, missing person) information.



6. SUMMARY OF OPERATIONS

The following section provides three separate tables summarizing relevant operational elements of the three Public Safety Answering Points in Reno, Incline Village and Sparks.

Agency Descriptive Operational Elements Workload and Service Levels

Reno Emergency Communications Division

• Provides emergency and non-emergency law enforcement

and fire call taking and radio dispatch services. CALEA accredited.

• Transfers medical-related calls for service to REMSA and jointly dispatches fire apparatus, as necessary.

• Reno uses Tiburon CAD version 7.4. Software provided to WCSO Incline Village sub-station and software customizations made to Reno systems impact WCSO’s Tiburon CAD system.

• Sparks and Reno maintain a memorandum of understanding (MOU) for provision of back-up dispatch services.

• Reno has three (3) ESO/CAD workstations at Sparks PD in case of emergency.

• Reno, Sparks and Incline Village use M/A-COM 800 MHz radio systems owned by Washoe County.

• Reno, Sparks and Incline Village use most recent version of Vesta phone system with MapStar GIS call identifier. This does not currently interface with Tiburon’s Maverick GIS software.

• Reno has eight (8) landline 911 trunks and eight (8) wireless 911 trunks.

• Has undertaken wireless E-911 Phase II. • Magic statistical software currently interfaced with Vesta at

all PSAPs. • Reno upgrading to Symposium telephone call-tracking

software.

• FY 05/06 Approved Budget:

$6,299,988. • FY 06/07 Approved Budget:

$6,717,811. • Total Inbound Telephone Calls from

1/1/06 to 12/31/06: 438,279 • Telephone Calls by type, calendar

2006: - Administrative (49.8%) - 911 Emergency (21.8%) - 911 Cell (12.5%) - Alarm (5.6%) - Other16 (10.1%)

• (Dispatched) Calls for Service from 1/1/06-12/31/0617:149,738 (34% total calls rcv’d)

• Percentage of dispatched Calls for Service, calendar 2006, to: - Reno PD – 51.6% - WCSO – 11.9% - Reno FD – 19.0% - Animal Services – 15.7%18 - Other – 1.8%

16 Includes such items as REMSA calls, Sparks PSAP transfers, etc. 17 Excludes Officer Initiated Calls. 18 Includes Washoe Animal Services calls prior to transfer to Incline Village.




Reno Emergency Communications Division (cont.)

• Non-emergency telephones ring until answered as there is

no queuing system or call-taking/voice tree. Current Reno telephone provider is ATT.

• 800 MHz and alpha/analog paging systems in place for volunteer fire.

• Reno, Sparks and Incline Village use Exacom Digital Multi-media Logging Recorder (DVD-RAM) for telephone/radio-traffic recordation. Dictaphone is used as back-up and often preferred use.

• Reverse 911 System is presently outdated.

Incline Village Communications Center

• Provides emergency and non-emergency law

enforcement, fire, and EMD call taking and radio dispatch services. Acts as sub-station “PBX.”

• Dispatches to NFPA standards and Clawson’s MPDS. • Facility is obsolete. • Incline Village uses Tiburon CAD version 7.4. Software

provided from Reno to WCSO Incline Village sub-station and software customizations made to Reno systems impact WCSO’s Tiburon CAD system.

• Incline Village, Reno and Sparks use M/A-COM 800 MHz radio systems owned by Washoe County.

• Incline Village, Reno and Sparks use current version of Vesta phone system with MapStar GIS call identifier. This does not interface with Tiburon’s Maverick GIS software.

• Incline Village has five (5) landline 911 trunks and three (3) wireless 911 trunks.

• Has undertaken wireless E-911 Phase II. • Incline Village has only one fiber-optic line joining sub-

station and Valley with no redundancy. This results in required autonomous dispatch operations.

• “Magic” software interfaced with Vesta at all PSAPs. • Incline Village telephone provider is ATT and Evergreen. • Currently implementing wireless headsets. • Uses Zetron remote fire station alerting which is obsolete.

• FY 06/07 Approved Operating

Budget: $1,673,34719 distributed as follows: - WCSO/Fire/EMD: $1,370,814

(82%) - Animal Services: $ 186,439 (11%) - Tribal: $ 116,093 (7%)

• Total Inbound Telephone Calls from 12/1/06 to 12/31/06: 8,141. Est. Annual Calls: ~98,000

• Telephone Calls by type 12/2006: • Administrative (35%) • 911 WCSO (2%) • 911 Fire/EMD (2%) • 911 Cell (3%) • Tribal Police (7%) • Animal Services (44%) • Other20 (7%)

19 Excludes Reimbursements, line item 485100




Incline Village Communications Center (cont.)

• Incline Village, Reno and Sparks use Exacom Digital

Multi-media Logging Recorder (DVD-RAM) for telephone/radio-traffic recordation. Dictaphone is used as back-up and often preferred use.

• Incline Village is evaluating AQUA Continuous Quality Improvement software for EMD evaluation, QA/QC.

Sparks Police Department Communications Section

• Provides emergency and non-emergency law enforcement

and fire call taking and radio dispatch services. • Transfers medical-related calls for service to REMSA and

jointly dispatches fire apparatus, as necessary. • Sparks uses West Covina CAD and is currently upgrading

RMS/CAD software to the most recent version. CAD currently includes a vehicle-locater system.

• Sparks and Reno maintain a memorandum of understanding for provision of back-up dispatch services.

• Reno has three (3) ESO/CAD workstations at Sparks PD in case of emergency; however, there are no such work stations for Sparks in the Reno E-Comm.

• Sparks, Reno and Incline Village use M/A-COM 800 MHz radio systems owned by Washoe County.

• Reno, Sparks and Incline Village use most recent version of Vesta phone system with MapStar GIS call identifier. This is being interfaced with West Covina’s GIS system.

• Sparks has five (5) landline 911 trunks and three (3) wireless 911 trunks.

• Has undertaken wireless E-911 Phase II. • Magic statistical software interfaced with Vesta at all

PSAPs. • Various non-emergency telephones ring in the

Communications Section effectively resulting in Dispatch operating as Department’s PBX.

• FY 06/07 Approved Operating

Budget: $1,704,581. • Total Inbound Telephone Calls from

1/1/06 to 12/31/06: 138,802 • Telephone Calls by type, 12/2006:

- Administrative (67.7%) - PBX (11.7%) - 911 PD/Fire (11.5%) - 911 Cell (7.5%) - Other21 (1.6%)

• Calls for Service from 1/1/06-12/31/0622: 92,397

• Percentage of Calls for Service, calendar 2006, to:

- Sparks PD – 91.5% - Sparks Fire – 8.5%

20 Includes security door telephone, self-initiated deputy phone calls, etc. 21 Includes alarms, self-initiated officer phone calls, elevator, etc. 22 This includes Officer Initiated Calls. Abstraction of community versus self-generated is pending.




Sparks Police Department Communications Section (cont.)

• Current Sparks telephone provider is ATT. • Sparks, Reno and Incline Village use Exacom Digital

Multi-media Logging Recorder (DVD-RAM) for telephone/radio-traffic recordation. Dictaphone is used as back-up and often preferred use.

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