KANE COUNTY KANECOMM BOARD APRIL 28, Kane County Auditorium Agenda 10:30 AM

Transcription

1 KANE COUNTY KANECOMM BOARD APRIL 28, 2015 Kane County Auditorium Agenda 10:30 AM Kane County Government Center, 719 S. Batavia Ave., Bldg. A, Geneva, IL Every call is the most important call 1. Call to Order 2. Public Comment 3. Approval of Minutes: September 25, KaneComm Operations and Subscriber Agreement Review/Winbourne Consulting 5. Closed Session (if needed) 6. Adjournment Kane County Page 1

2 KANECOMM BOARD September 25, 2014 The KaneComm Board met on Thursday, September 25 th, 2014 at 10:30am in the Kane County OEM Room, Kane County Government Center, Geneva, Illinois. PRESENT: Kane County Board Chairman Chris Lauzen, Bradley Sauer, KaneComm Director; Chris Merritt; Greg Benson, Fox River & Countryside Fire Protection District Chief, Kevin Peterson, Maple Park Fire Department Chief, and Kane County Board member Barb Wojnicki, Kane County Board member Ron Ford Also present: Andy Baumann, KaneComm Radio Systems Administrator; Michelle Guthrie, KaneComm Deputy Director; Don Bryant, Director OEM; Jerry Krawczyk, South Elgin Police Deputy Chief Absent: Dan Callahan, user group representative and Wayne Police Chief; Kane County Sheriff Pat Perez; Roger Fahnestock, Kane County Information Technologies Executive Director; Mike Fagel, public member, Sauer called the meeting to order at 10:41am Minutes of the June 26, 2014 meeting motion of approval by Merritt, seconded by Benson, minutes approved Report handouts provided CFS reports from June 2014-August 2014, copy of proposed FY15, copy of House Bill 5722 and Senate Bill 3393, and wireless carrier surcharge summary New Phone System Sauer provided an overview of the implementation to the new Intrado phone system that took place during the week of July 7, 2014, with a cutover date of July 10, 2014 at 5:00am. Refresher training was provided to the staff and the cutover process went smoothly. Sauer explained there was an unexplained issue that took place the night after the cutover and KaneComm operations were moved to the backup center (Tricom) for approximately eight hours until all was resolved. The final acceptance has been signed. Any issues that remain have been reported to the Intrado help desk. KaneComm Assessment of Operations/Winbourne Consulting Sauer noted that the ETSB approved the next phase of the study, a Subscriber s portion, requested from the KaneComm Board and Subscribers in June, The second phase will cost approximately $23,000 and will gather information from both groups of Subscribers, fire and police. Sauer advised he will discuss details and upcoming dates for Subscriber participation with Winbourne Consulting. Lauzen noted this is an opportunity to adjust the perspective and the culture from what has occurred in the past (and not intentionally). KaneComm is a joint organization with a body of decision-makers. The County and subscribers are all participants in it. Lauzen also noted that he s pleased to have a systematic study by an expert in the field to help pull all the information together. This will help guide provide some direction on a decision that s best as a whole. KaneComm Budget FY2015- Sauer provided an overview of the purposed FY15 KaneComm budget submitted to the County Board and explained any changes from the FY14 budget. Handout was also provided noting the changes in each line item. Sauer also noted that the Union and Management have come to an agreement with the new Collective Bargaining Agreement. It will be submitted to the finance committee for the next meeting. Wage increases in the new contract are set at 2%, 2%, 2.5%, 2.5% until Lauzen noted that compared to other counties, Kane County has generous health care benefits. While other counties cut health care benefits for higher wage increases, Kane County maintained generous health care benefits with consistent county-wide increases. The contract expired November 30, 2013, so by the time the new contract is signed, approximately a year of retro-active wage increases will be paid to employees. These costs will be covered by funds in the current budget.

3 Users report and equipment update- Radio Systems Administrator Baumann provided an update on equipment. As one final installations from the Riverboat Grant, the transmitter for fire south is now online and working properly. This installation now frees equipment that will be taken to South Elgin to help enhance their radio experience. The Big Rock Tower Lease is not final yet, but is getting close. KaneComm is approved for an antenna at 125 foot level on the tower. Sauer noted that the attorney working with the lease for the Big Rock Tower is Pat Jager, and he has reached out to him via phone, and also in person to reinforce that this project is weather sensitive. Baumann noted that he will be updating the radio dispatch consoles (MCC5500,) to Windows in the coming months. Until then, the consoles have been upgraded with the addition of two new channels: IFERN 2 and Point to Point. IFERN 2 is still waiting on a procedure from MABAS Division 2 prior to use, and Point to Point (or dispatch-todispatch) is used to communicate between PSAPs. Both channels were added with no cost to KaneComm due to the reuse of existing equipment. Touch screen monitors have been added back to the consoles in the communications center. The larger screens are more efficient and user-friendly for the telecommunicators. Baumann advised that he continually looks for opportunities to help our existing infrastructure as well as expand and he has continued to meet with subscribing agencies and also some Kane County agencies to do radio maintenance and repair. Maintenance was performed on the radios in Animal Control and they are now in compliance with narrow banding, which was required in Baumann noted that he is also in the process of updating the Judicial Center radio system to a digital platform. This will enable them to talk with the Correctional Facility. The Juvenile Justice Center may look at upgrading as well. Baumann advised the final step will be to link the Sheriff s Patrol to both systems allowing communication during a major incident on one radio channel. House Bill 5722 and Senate Bill 3393: Sauer provided an overview and handout with a summary and advised Poison Control will not receive any money from the wireless funds. The ICC is requiring an audited report from each agency to receive their surcharge funds by October Beginning in July 2015, a statewide 911 administrator will be established within the Illinois State Police and the 911 services advisory board will be extended to add seven additional members. The surcharge outside of Chicago will be $.73. $.02 will go the Wireless Service Emergency Fund, $.05 to the Wireless Carrier Emergency Fund, and $.01 for the ICC. The Bill is extended for one more year. Meeting adjourned at 11:27 am on motion by Peterson seconded by Merritt. Motion carried unanimously by voice vote.

4 4/23/2015 Sept 2014 Report for KaneComm Call Activity Statistical Report Subscribers - 17 September-14 September-13 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Sub-Total Fire and Police Others - 3 September-14 September-13 Kane County Court Services Kane County Emergency Management 10 2 Kane County Fire Investigation Task Force 1 0 Sub-Total County Offices Total of Call Activity September 2014 Calls for Service - By Hour 461 # of Calls per Hour

5 4/23/2015 Oct 2014 Report for KaneComm Call Activity Statistical Report Subscribers - 17 October-14 October-13 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Sub-Total Fire and Police Others - 3 October-14 October-13 Kane County Court Services Kane County Emergency Management 4 10 Kane County Fire Investigation Task Force 1 0 Kane County Coroner - Afterhours Pages Sub-Total County Offices Total of Call Activity October 2014 Calls for Service - By Hour # of Calls per Hour

6 4/23/2015 Nov 2014 Report for KaneComm Call Activity Statistical Report Subscribers - 17 November-14 November-13 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Sub-Total Fire and Police Others - 3 November-14 November-13 Kane County Court Services Kane County Emergency Management Kane County Fire Investigation Task Force 0 0 Kane County Coroner - Afterhours Pages Sub-Total County Offices Total of Call Activity November 2014 Calls for Service - By Hour # of Calls per Hour

7 4/23/2015 Dec 2014 Report for KaneComm Call Activity Statistical Report Subscribers - 17 December-14 December-13 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Sub-Total Fire and Police Others - 3 December-14 December-13 Kane County Court Services Kane County Emergency Management 8 3 Kane County Fire Investigation Task Force 3 1 Kane County Coroner - Afterhours Pages Kane County Coroner - Dispatched Calls 157 Sub-Total County Offices Total of Call Activity December 2014 Calls for Service - By Hour # OF CALLS PER HOUR

8 4/23/2015 Jan 2015 Report for KaneComm Call Activity Statistical Report Subscribers - 17 January-15 January-14 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Sub-Total Fire and Police Others - 3 January-15 January-14 Kane County Court Services Kane County Emergency Management 3 11 Kane County Fire Investigation Task Force 1 1 Kane County Coroner - Afterhours Pages Kane County Coroner - Dispatched Calls Sub-Total County Offices Total of Call Activity January 2015 Calls for Service - By Hour # OF CALLS PER HOUR

9 4/23/2015 Feb 2015 Report for KaneComm Call Activity Statistical Report Subscribers - 17 February-15 February-14 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Total - Police - 10 Subscribers Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Total - Fire -7 Subscribers Others February-15 February-14 Kane County Court Services Kane County Emergency Management 9 5 Kane County Fire Investigation Task Force 2 0 Kane County Coroner - Dispatched Calls Total - Other Total of All Call Activity February 2015Calls for Service - By Hour # OF CALLS PER HOUR

10 4/23/2015 Mar 2015 Report for KaneComm Call Activity Statistical Report Subscribers - 17 March-15 March-14 Wayne Police Kane County Sheriff Hampshire Police Pingree Grove Police South Elgin Police Maple Park Police Gilberts Police Kane County Forest Preserve Police Fox Valley Park District Campton Hills Police Total - Police - 10 Subscribers Big Rock Fire Burlington Fire Hampshire Fire Kaneville Fire Maple Park Fire Pingree Grove Fire Fox River Fire Total - Fire -7 Subscribers Others March-15 March-14 Kane County Court Services Kane County Emergency Management 8 6 Kane County Fire Investigation Task Force 1 1 Kane County Coroner - Dispatched Calls Total - Other Total of All Call Activity March 2015 Calls for Service - By Hour # OF CALLS PER HOUR

11 KaneComm Board Presentation KaneComm - Operations and Subscriber Agreement Review Date: April 28, N. Kent St. Suite 802 Arlington, VA (p) (f)

12 Presentation Overview Presentation to the KaneComm Board Session Objectives & Project Background Subscriber Feedback Budget Review Recommendations Next Steps 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

13 Session Objectives Presentation to the KaneComm Board Review of: Project Background Review Survey and Subscriber Findings Review Solutions/Recommendations Next Steps 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

14 Project Background Presentation to the KaneComm Board Our Understanding In 2014, WC performed an assessment of KaneComm services and delivery, including: Operations Subscriber Agreement Assessment Cost Allocation Options KaneComm Board directed the review be expanded to include subscriber feedback N. Kent St. Suite 802 Arlington, VA (p) (f)

15 Project Background Presentation to the KaneComm Board Survey WC utilized a survey as a cost effective method to gather information, and focused on key recommendations 16 of 19 subscribers responded Follow-up calls on the issues noted in the survey or to obtain additional clarity 12 of 16 subscribers responded Focus sessions with two groups (Police and Fire) to agree on a set of solutions to issues N. Kent St. Suite 802 Arlington, VA (p) (f)

16 Presentation to the KaneComm Board Subscriber Feedback 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

17 Feedback Summary Presentation to the KaneComm Board 1. Overall, survey respondents indicated they are satisfied with KaneComm s services, management and subscriber agreement. 2. There were several requests for improvements and/or changes as discussed in the report. 3. All subscriber responses and comments are included in the report and some were selected in this presentation. Comments were edited for anonymity, but not validated for accuracy and some misstatements were evident N. Kent St. Suite 802 Arlington, VA (p) (f)

18 Review of Dispatch Services Presentation to the KaneComm Board 14. How well do you believe that dispatch understands your needs in the field? Note: Issues noted for the one deficiency: Significant steps have been taken to gain perspective on operational needs from both fire and communicators. This process needs to continue with ongoing training and after action reviews. I still don t believe that the dispatches know what we do, nor do we really know what they do. We need dispatch to start dispatching the closest unit or using directed dispatch capabilities. Closest unit dispatched would better serve the public. Current Dispatchers need to know my area better. Coming out for a ride along with us will give them a better picture of the area N. Kent St. Suite 802 Arlington, VA (p) (f)

19 Review of Dispatch Services How do you rate the following KaneComm Services: Presentation to the KaneComm Board Comments related to poor service Dispatch Services (No explanation) Management, Communications and Technology: Poor management, communications and technology rating relates to poor management communications between all parties So it is simple things.. we don t know what KaneComm is doing and IT doesn t know what anyone is doing. Other Comments: Radio Coverage is a problem Mainly inside the buildings on portables. CAD implementation coordination was poor. New World RMS was never implemented. We were supposed to receive it 4 or 5 years ago N. Kent St. Suite 802 Arlington, VA (p) (f)

20 Review of Dispatch Services Presentation to the KaneComm Board 16. How would you compare KaneComm service to other dispatch centers in the area? Comments (2 of the 3 worse than others ): This is a difficult to answer due to numerous differences in the agencies. Currently KaneComm does not utilize their CAD system capability as fully as other centers. This pushes resources requests to personnel in the field instead of closest or predetermined. KaneComm has been slow to change in many operational areas. Improvements seem to take forever Improvements seem to take forever. East of my jurisdiction, there are four Fire protection districts that are served by another dispatch center. Those dispatchers know who the closest unit is and dispatch them. The dispatcher does not ask the Chief who should be dispatched. The dispatchers know their jurisdictional areas and therefore understand the closest unit recommendation. Also, once again there is better transparency in the use of funds N. Kent St. Suite 802 Arlington, VA (p) (f)

21 Review of Dispatch Services - Staffing 17. Winbourne has recommended an increase in the KaneComm staffing levels. Please rate on whether you believe that understaffing is an operational service delivery issue. Comments provided: Presentation to the KaneComm Board 1. Full use of technology and current CAD system would improve services without an increase in staff costs. 2. There are times when the dispatcher is obviously overloaded. I'm not sure if staffing was increased when South Elgin was added but they have greatly increased radio traffic and the workload of the dispatchers N. Kent St. Suite 802 Arlington, VA (p) (f)

22 Review of Fee-Based Radio Support Presentation to the KaneComm Board 18. Winbourne recommended that the Technical/Radio staff be utilized to provide support to subscribers at a fee for service. Would your agency want to participate in this service? Sample Comments: 1. It is good to all utilize the same person to maintain a continuity in equipment and how it is maintained - BUT there is one person doing it for radio and his time is limited. He is very diligent in providing assistance but has a large service area. Local radio technicians are more available for our needs and if less expensive would be utilized. 2. Do not think we should pay for these services this way, cost should be included in the subscriber agreement 3. A fixed amount is better for budgeting 4. No money available for additional Tech service 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

23 Review of Technology Support Services CAD System Issues and Comments: New RMS never implemented. Additional costs to subscribers were never addressed. Mutual aid/closest unit should be implemented I realize that this is a money issue however, we need a plan developed on how the system will be fully utilized. Lack of communication between IT, KaneComm and Users regarding CAD operations and issues. New World CAD has capabilities that are not being used. The current agreement may not state that we will have full RMS integration, but I am just talking about a long term plan of us being on one common platform. If New World has that ability, is it not to our best interest to work toward full integration? I realize that this will cost money. Where the money comes from is part of the planning discussion and process. The ETSB has provided significant funds for others in our area but not for KaneComm. Presentation to the KaneComm Board Radio System Issues and Comments: Need consistency in Field units, perhaps a purchasing agreement for all to subscribers to use Equipment is antique and need plan to replace it Coverage on the south end of the County is very poor, even car radios. Coverage especially in buildings is a problem, dead spots. The radio system needs upgrading, repeaters etc, many dead spots throughout our area. Handhelds experience numerous dead spots Our reception is bad out west.our radios go in and out. Our dispatch computers lose wireless reception out this way Handheld problems, especially in buildings We need other talk groups. Everyone is on one channel. Future planning for growth and a new Radio System 7 Subscribers noted radio problems 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

24 Review of Technology Support Services Presentation to the KaneComm Board Group interaction and coordination KaneComm does not have priority with Kane County GIS, IT, and Facilities to get things done expeditiously. Potential set-up of users group. Potential set up of subscriber task force for local support (e.g. mobiles). Need to get participation of software/technology users to guide Technology delivery. Perhaps add staff (technology support for areas such as RMS, CAD, GIS, Radio) and charge out to subscribers across the board N. Kent St. Suite 802 Arlington, VA (p) (f)

25 Review of Reporting Presentation to the KaneComm Board 19. What information do you want to receive from KaneComm regarding their services, budget, etc? Do you want to receive this information monthly, quarterly or annually? Monthly Quarterly semi - annual Annual Not Specified Budget X XXX X Financial XXX X Capital X Operational XXX XX Project updates X Staffing X Meetings X Not specific X XXX Sample Comments: 1. Performance information both operationally and financially should be made available on a routine basis. 2. I would like to see quarterly reports on system usage - i.e. percentages of agency call volume to the whole. Need to see that the costs are being equally shared. 3. I believe that we should be involved in setting their budget numbers as we are the ones directly effected by an increase in their budget. This could be handled on an annual basis. 4. Quarterly meetings are good unless there are issues that need more frequent meetings N. Kent St. Suite 802 Arlington, VA (p) (f)

26 Review of Reporting Develop/report on target service levels: Use NFPA 1221 for reference Operational reports should include these What I would like to see is some type of statistical breakdown on the number of calls. My officers sometimes do not understand what takes dispatch so long when they need something. The report would be an education tool for my officers. KaneComm does produce a report for the County Board, it could be beneficial for the subscribers to receive a copy of this report. I would like to receive information on response times -specifically, call answer, dispatch and arrival times. Presentation to the KaneComm Board It appears like where the money is spent is guarded. I need money to be spent on the infrastructure on the north end of my district for a receive tower. Why wasn t the money spent on that infrastructure? Status of Elgin PSAP money where did it go and can we get it back? It would be nice to receive a report that shows how the amount is calculated, what everyone pays, and the expenditures or costs for KaneComm. I know that the County pays for some things, but again I do not have any idea what they pay. Transparency in reporting is what is needed. We receive a monthly report on calls for my department. When it comes time for budgeting, I do not receive any backup documentation that explains how much it costs to run a dispatch center. Nor why the price is what it is. The only time I receive anything about costs is when it is time to redo our contract. If KaneComm is going to ask for more money, I need to know what they are doing with their current money. I need to know if it is going to the proper allotment. If it is not, we as users have a right to know why more money is needed, where it will be going and will it improve our service N. Kent St. Suite 802 Arlington, VA (p) (f)

27 Review of Capital Planning Presentation to the KaneComm Board 20. Winbourne recommended that a 5-year Capital Plan be developed. This plan would focus on detailing all projects together with KaneComm costs, subscriber costs and a schedule. Please provide your opinion on a 5 -year plan implementation. Comments regarding capital planning and funding: We are concerned about how much the increase would be. This funding was included in the past, where did it go How will it be managed & control over use of funds? Perhaps need longer time frame for subscriber agreement and capital plan. May increase costs. It will depend on how departments are charged and the total cost of services. If the annual cost is too high and unaffordable, I would have to look at other options for dispatch services. Funds need to be used for capital expenditures as agreed upon and not transferred for other uses. By separating out the usage for Police and Fire it would provide more transparency. I would like to receive information on what KaneComm is predicting for future costs as soon as possible. I would like to receive that information sooner rather than later. All of the users should participate in the discussions of the 5 year plan N. Kent St. Suite 802 Arlington, VA (p) (f)

28 Review of Subscriber Agreement Presentation to the KaneComm Board 21. How do you rate the following in the current subscriber agreement: Duration could be longer to handle long term capital Oversight? What oversight? When South Elgin considered opting out because of not receiving the new RMS, who s left paying their fees. The rest of the subscribers or KaneComm? The current agreement may not state that we will have full RMS integration, but I am just talking about a long term plan of us being on one common platform. As part of the subscriber agreement, I would like to see a current staffing chart and what staffing needs are predicted for the life of the subscriber agreement N. Kent St. Suite 802 Arlington, VA (p) (f)

29 Review of Contingency/Reserve Funding Presentation to the KaneComm Board 22. Winbourne recommended that a Contingency/Reserve fund be set up in the Subscriber Agreement to cover unforeseen/unplanned situations. Do you agree or disagree with the recommendation? Reserve funds should be available for unplanned situations. Contingency/reserve funds should not be available for other uses without knowledge and agreement of subscribers We used to have this or we thought we did. It turns out this was never documented well enough so when the new administration took over this money was lost. It was our understanding that 1% of our service fee was to go to the Contingency Fund. This needs to be discussed more. Especially as to what it can be used for. The problem with that is the money goes into a pool. Both police and fire. Who decides how the money will be used. Contingency funds are a way to charge more to the subscribers without an identified purpose. Follow-up Comments: 1% was to go to a Capital Fund for future improvements and 1% to an emergency reserve fund Use a special assessment if required How will it be managed & control over use 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

30 Review of Subscriber Agreement 23. What do you like about the current Subscriber Agreement? Cost & cap on cost increases Agreement is comprehensive and includes RMS for full integration. I feel the current agreement is about as fair as it can be When we did the agreement we thought we had a reserve fund built in. This is hard to say. I don't know what percentage each subscriber is paying or what the true cost of running the dispatch center is. Much more information needs to be opened up to get a true understanding. It is working Presentation to the KaneComm Board 24. What changes would you make in the next Subscriber Agreement? Standards for call taking and dispatch times. Standards of radio reception. Commitment for all subscribers to be included in the RMS system if they opt in. A clear cut definitive cost structure. Wording should be cleaned up and defined as to when a subscriber opts out of the agreement Have it set as to how many telecommunicators will be on staff, Keeping an assistant director on staff Some sort of a 1 year 3 year 5 year plan needs to be worked out. A line item specific to the fire side for capital expenses needs to be added based on the plans. The base rate needs to be adjusted to better reflect call volume usage. Capital expense commitments None, not sure, not much, unknown, TBD (8) 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

31 KaneComm - Service Improvements Presentation to the KaneComm Board 25. What suggestions do you have for improving how KaneComm services and support are delivered throughout the County? Comments: Unknown/None/Discussion (5 responses ) Radio System/Radio Service (7 responses ) Teaming with IT/other County services (2 responses) CAD aided dispatch and use of New World (2 responses) Training of staff, Knowledge of subscriber operations (3 responses) The dispatchers need to have an intimate understanding of our jurisdictions. They need to visualize and know the area that they are dispatching. Better support for occasional laptop computer issue with your software More maintenance staff needs to be added. KaneComm needs to operate as an independent dispatch center, charge accordingly, and divorce itself from the county government. Lack of customer service focus Limit the number of subscribers. My only concern is that it will get too large N. Kent St. Suite 802 Arlington, VA (p) (f)

32 KaneComm Other Comments Presentation to the KaneComm Board 26. What additional comments do you have that are not covered by this survey? Comments: South Elgin PSAP money (2). Andy ( the radio man) is great (2) Brad and Michelle are an improvement/outstanding (2) Radio System improvements (2) New World Implementation Time commitments on projects Transparency within KaneComm should continue to improve. I hope interviews are conducted with officers regarding services. None (5) 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

33 Presentation to the KaneComm Board Budget Review 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

34 Review of Budget Presentation to the KaneComm Board KaneComm Budget Total budget for 2015 is $1.9M, wireless fees of $480,000 or 25% Some costs are absent in the budget since the County does not charge or there is limited service provision. (e.g. IT/GIS) 19 Subscribers 16 Subscriber fees cover 51% of remaining budget 3 County related subscribers cover the remaining 49% Sheriff subscriber fees are 27% and County Subsidy (Courts/Coroner) 21% Base fees Range from $5,000 to $25,000, Only 2 above $10,000 Call for Service (CFS) Call for Service is the basis of KaneComm cost allocation Subscriber Cost through agreement period is fixed unless significant changes in CFS 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

35 Review of Budget Presentation to the KaneComm Board Area KaneComm TriCom % # of Subscribers % # of calls (2014) 71,700 95, % Total Budget (2014) $1,900,000 $2,620,100 (est) 138% Wireless 911 fees $552,000 $753, % Base Fee $5,000 - $25,000* $26,000 (1%)** Total Base fees $190,000 $340, % Budget cost per call $25.63 $27.40 (est) 107% Charged cost per call $18.24 $ % * Only 2 are above $10,000 ** Only 3 below 10% of total 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

36 Presentation to the KaneComm Board Recommendations 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

37 Recommendations - Services Presentation to the KaneComm Board Services: The subscribers expect that KaneComm lead and coordinate Kane County service delivery in support of KaneComm s mission. Recommendation: 1. KaneComm s services should cover technology support for radio and computer-aided dispatch (CAD). 2. Set up a formal agreement for County services to be delivered to KaneComm including IT and GIS. 3. The cost of this support should be developed in conjunction with the County and funding should be included in the subscriber fees N. Kent St. Suite 802 Arlington, VA (p) (f)

38 Recommendations Long-Term Planning Presentation to the KaneComm Board Long-Term Projects/Improvement Plan: Planning is required for improvements in infrastructure and operational delivery. Radio system coverage within the County has numerous issues. Resolution of these issues will require a detailed analysis and long-term plan for remediation, ongoing monitoring, and other improvements. In addition, the subscribers are frustrated with the failure to roll out the Records Management System (RMS) of New World. Recommendation: Develop a long term plan (i.e., 5 years) for projects and capital requirements Include project and capital costs in the funding requirements Determine what can be funded by ETSB wireline funds, reminder to be allocated as part of the subscriber costs. Update the plan annually 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

39 Recommendations Reporting Reporting: No specific changes in reporting were noted. However, there was an overall inference that improvements in transparency over budget and expenditures with appropriate reporting on costs, services, and projects were expected. Recommendation: 1. Add project reporting to the report package being provided to the subscribers 2. Review the reporting package with the subscribers and address shortcomings Presentation to the KaneComm Board 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

40 Recommendations Subscriber Agreement Presentation to the KaneComm Board Subscriber Agreement: Few improvements were requested of the subscriber agreement. However, the subscribers were concerned about stability in their allocated costs and visibility (preferably input) into changes that might impact their costs and services. Recommendation: Expand/adjust the subscriber Agreement to cover the following: a) Specify the services/support to be provided to KaneComm/KaneComm subscribers by the County. Minimally, these should include IT, and GIS as noted above, though other services (facilities, utilities, HR etc.) as defined in the Phase I Report, can be included. The cost of these services should be allocated to KaneComm and included in its budget. b) Include staffing-levels for KaneComm, including Management, Technician(s), and Dispatchers, that will be included in the budget. c) Build an initial comprehensive KaneComm budget to include County provided services N. Kent St. Suite 802 Arlington, VA (p) (f)

41 Recommendations Subscriber Agreement (cont d) Presentation to the KaneComm Board Subscriber Agreement: Few improvements were requested of the subscriber agreement. However, the subscribers were concerned about stability in their allocated costs and visibility (preferably input) into changes that might impact their costs and services. Recommendation: Expand/adjust the subscriber Agreement to cover the following: d) Include the development of a capital plan as described in (2) above and update annually. Confirm funding mechanisms for this plan including ETSB wireline funds and subscriber based funding. Provide for quarterly updates on plan initiatives, including schedule, issues and budget. e) Work with the County on a mechanism to record and track capital funds to ensure their focused use over multiple years. f) Define service levels and a corresponding base level of quarterly reporting that will be provided regarding budget and operations N. Kent St. Suite 802 Arlington, VA (p) (f)

42 Recommendations Subscriber Agreement (cont d) Presentation to the KaneComm Board Subscriber Agreement: Few improvements were requested of the subscriber agreement. However, the subscribers were concerned about stability in their allocated costs and visibility (preferably input) into changes that might impact their costs and services. Recommendation: Expand/adjust the subscriber Agreement to cover the following: g) Allocate the budget based on CFS (include all calls). Use the average of the 3 previous years to compute the allocation percentage. h) Agree with the County on its level of funding coverage. The Sheriff is included as a subscriber, but other agencies (Courts, Coroner) are not. A consistent level of funding by the County is critical for the overall management of the budget. i) Using the same subscriber allocation %, update the subscriber cost annually, using the annual budget plus capital/project plan. Increases in the annual operations budget should be limited to no more than 5% without approval by the subscribers N. Kent St. Suite 802 Arlington, VA (p) (f)

43 Recommendations Subscriber Agreement (cont d) Presentation to the KaneComm Board Subscriber Agreement: Few improvements were requested of the subscriber agreement. However, the subscribers were concerned about stability in their allocated costs and visibility (preferably input) into changes that might impact their costs and services. Recommendation: Expand/adjust the subscriber Agreement to cover the following: j) Allow for modifications of the allocation percentage to be calculated after the second year to go into effect in years 4 & 5. k) Subscribers with CFS increases in excess of 50% in a single year (over the three year average used in the allocation percentage) can result in an allocation % adjustment N. Kent St. Suite 802 Arlington, VA (p) (f)

44 Recommendations Service Levels Presentation to the KaneComm Board Service Levels: Multiple (at least two) levels of service was suggested. A specific request was made for a Fire projects fund. Recommendation: 1. This option will require further investigation. Size is already covered by a lower base fee. 2. The small size of the Fire subscriber base (under 8% of total fees) could make separate funding problematic. However, the development of a long term plan, noted in (2), above, could be used to differentiate projects between all subscribers, Police and Fire. 3. Based on this breakdown, an allocation of the capital budget to the appropriate groups may be appropriate N. Kent St. Suite 802 Arlington, VA (p) (f)

45 Recommendations Staffing Presentation to the KaneComm Board Staffing: Based on our Phase I Report, Dispatcher staffing levels need to be at 18 to provide proper coverage for KaneComm. As turnover rates are high in this function, and training may take 6 months of training for new replacements. We had also recommended a GIS staff be hired to provide adequate support for the GIS functions within CAD. Recommendation: 1. We had recommended an additional two dispatch staff be hired to address turnover and training time. This recommendation still stands. 2. Regarding the GIS staff, in #1, above, we recommended the county provide CAD and GIS support to KaneComm and charge accordingly. If this approach does not provide adequate support, KaneComm should hire this position N. Kent St. Suite 802 Arlington, VA (p) (f)

46 Recommendations Other Other Recommendations: Recommendations for: 1. Development of a contingency fund 2. Charge for Radio Technician s services were not widely supported. Presentation to the KaneComm Board Recommendation: 1. Allow for special contingency fees to be collected from the subscribers when and if needed. 2. The Radio Technician should not be used for individual subscriber support N. Kent St. Suite 802 Arlington, VA (p) (f)

47 Presentation to the KaneComm Board Next Steps 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

48 Next Steps Presentation to the KaneComm Board 1. The County, KaneComm and the subscribers agree on recommendations 2. KaneComm to work with the County regarding delivery process (and cost) of County Services 3. Budget ( by 4/1/2016): a) KaneComm to develop a capital/projects plan covering 5 years b) KaneComm to prepare a budget adding the following: Capital/Projects Costs County Services (e.g. IT, GIS) Dispatcher Staffing c) Develop the calls for service totals by subscriber for the past 3 years to use as a base for allocation. d) Establish a collaborative effort between the KaneComm subscribers and the County to determine the percentage of the true cost of KaneComm operations to be borne by subscribers and the percentage subsidized by the County. 4. Subscriber agreement (by 4/1/2016) develop a new subscriber agreement to cover the items listed in the recommendations N. Kent St. Suite 802 Arlington, VA (p) (f)

49 Presentation to the KaneComm Board Thank You! 1611 N. Kent St. Suite 802 Arlington, VA (p) (f)

50 KaneComm Call to Action

51 Study Points Review Overall KaneComm is meeting expectations My Board now realizes we are getting the best deal in town. The survey noted various critical comments Those comments are attributed to the following: Not included in the current subscriber contract RMS Verbally expressed, but not guaranteed in the contract Not supported by the facts of the situation or opinion Transmission equipment is from the stone age

52 Study Recommendations KaneComm should coordinate IT, Radio, CAD, and GIS for subscribers Begin a Capital Budget Define Long Term improvement plans for infrastructure New IT Infrastructure Completed New mobile application Completed Expand subscriber agreement to include County provided services, support, standards, budget based on Calls for Service (CfS) County entities will each have an agreement Coroner, Probation, Sheriff Agree with County on its funding level Develop a NEW subscriber agreement based joint collaboration.

53 Budget Analysis NO Profit

54 Budget Analysis (Revenue) Kane +30% Kane Funding +13% Sheriff +5% Sheriff +5% Agencies +5% Agencies +5%

55 Budget Analysis (Expense) 88% of the Budget on Average is Staffing

56 Options to Address Areas Option Action Estimate/Year GIS Add 1/2 FTE for GIS Support $35,000 RMS Add 1 FTE for RMS Support $70,000 Radio Capital 5 year Plan for $40,000 CAD Implement Directed Dispatch for Fire $- TOTAL $145,000

57 New Agreement 3 Year Agreement which allows for quicker reaction, but include evergreen and opt out clauses What Services/Options are to be Included 5 Year Capital, IT Support, GIS Support Staff, RMS Support Staff Board to Prioritize and Approve Capital Investments NEW Subscriber Fees Model NEW Fees Model to be Developed and Approved Definition of Call for Service CfS Adjusted Annually to Determine Subscriber Fees Include ACTUAL costs of KaneComm budget RMS License NOT included is RMS implementation costs, training costs, and recurring costs.

58 New Agreement Fees Model The Model is NOT Set. This is for discussion. Goals: Provide multiple models Maintain Keep the lights on. No capital investments in Radio, RMS support, GIS support, etc. Growth Provide Radio improvement capital project, RMS IT support, GIS support, Innovative Provide Radio improvement capital project, RMS IT support, GIS support Add additional staff Fund other capital projects

59 New Agreement Fees Model Potential Models Maintain Model Keep current model but invoice on ACTUAL CfS per Agency Growth Model Keep current model but invoice on ACTUAL CfS per Agency 10% increases/year ACTUAL CfS Fees Innovative Model Keep current model but invoice on ACTUAL CfS per Agency 10% increases/year ACTUAL CfS Fees Increase base fees

60 Questions

61 Kane County Emergency Communications (KaneComm) Operations and Subscriber Agreement Assessment Phase II April 28, 2015

62 KaneComm Operations and Subscriber Agreement Assessment Phase II TABLE OF CONTENTS 1.0 BACKGROUND Introduction Methodology and Approach EXECUTIVE SUMMARY SUMMARY FINDINGS Dispatch Services Technology Support Reporting Contingency Planning Subscriber Agreement Other Budget and Chargeback Review BUDGET AND COST ALLOCATION KaneComm Budget and Cost Allocation (2015) TriCom Budget and Cost Allocation FOCUS GROUP MEETINGS Police Focus Group Fire Focus Group EXHIBIT 1 SURVEY QUESTIONS AND RESPONSES Page i

63 KaneComm Operations and Subscriber Agreement Assessment Phase II 1.0 Background Page 1

64 1.1 Introduction KaneComm Operations and Subscriber Agreement Assessment Phase II In April 2014, Winbourne Consulting, LLC was contracted by Kane County Emergency Communications (KaneComm) to conduct a review and assessment of the operations of the Emergency Communications Center (ECC) and their subscriber agreement. The goal of the review and assessment was to examine the people, processes, and technology that impact KaneComm performance and to identify the current and future operational environment, the gaps between the two, and develop recommendations that support KaneComm s future goals. After completion of the KaneComm review and assessment, the KaneComm Board requested Winbourne Consulting conduct a second phase of the assessment that would focus on input from the subscribers regarding KaneComm s services and the subscriber agreement. In Phase II, our focus would be on the Phase I recommendations that have a direct impact on KaneComm s services and costs. Page 2

65 KaneComm Operations and Subscriber Agreement Assessment Phase II 1.2 Methodology and Approach To gather feedback from the subscribers on a cost-effective basis, Winbourne Consulting used an online survey tool called Survey Monkey. A survey was developed with a focus on the specific findings/recommendations from the Phase I report regarding current services, funding and the subscriber agreement. The survey allowed for a combination of both relative level responses and comments. The survey consisted of four parts: 1. Subscriber information including size metrics, budget, technology, and contacts 2. Subscriber feedback on current services 3. Subscriber feedback on current agreement 4. Subscriber feedback on the Phase I report The survey asked each respondent the following information: agency name, contact person, staffing, population served, annual budget, sources of revenue, dollar amount of funding, annual budget spent on personnel, amount of budget spent on operational costs and capital costs, annual subscription costs, and budget submission date. This information provided the basic agency information about each subscriber. Respondents were then asked for feedback on current KaneComm services and the current subscriber agreement. The survey questions, responses, and follow-up remarks can be found in Exhibit 1. The survey tool was distributed through s to a compiled list of 19 subscribers. During the survey period, we, along with the KaneComm Director, followed up with individual subscribers to encourage their response. The survey was closed after 4 weeks, at which time 16 of the 19 subscribers had responded to the survey. Upon receipt of each survey response, Winbourne Consulting reviewed each question response and comment in detail. For all negative responses, we developed follow-up questions to better understand the subscriber s basis for a low rating. In addition, as we reviewed comments provided in the survey, where there was a need for additional clarification, we also developed an associated follow-up question. On this basis, there were questions developed for each of the 16 respondents. Winbourne Consulting contacted each subscriber to discuss our follow-up questions via telephone. We were able to get a response from 12 of the 16 respondents. For each, we developed our notes from the discussion and sent them back to the subscriber for confirmation and any additional comments. We then compiled and categorized the results, which are presented in this report. The details of the survey responses are provided on an anonymous basis in Exhibit 1. This section also includes the follow-up questions and the associated responses provided by each subscriber. Note that the responses and remarks were edited for anonymity, but they were not validated for accuracy and some misstatements were evident. Page 3

66 KaneComm Operations and Subscriber Agreement Assessment Phase II The responses were consolidated and focus work sessions set up with two subscriber groups (i.e., Police and Fire) to review a summary of the survey results and discuss solutions to the issues and shortcomings noted in the survey and follow-up discussions. Through this process, we were able to develop a consensus on a set of recommendations to address the most significant concerns. As part of our review, we also conducted an assessment of the KaneComm budget and chargeback model through a comparison with that used by TriCom. Those results are also discussed in this report. The executive summary (Section 2.0) that follows will provide a summary of the issue and our recommendations. The Summary findings (Section 3.0) will provide survey results and key comments/issues noted by the subscribers. In the Budget and Cost Allocation (Section 4.0), the budgets of KaneComm for 2015 and TriCom as a comparison point, can be found. Comment: Of consideration in any analysis of KaneComm services is the breadth of differences in the subscriber base. The 19 subscribers/users for KaneComm s services include Police (10), Fire (7), and County Service (2) agencies. The size (based on amount of services used as measured by calls for service [CFS]) ranges from the smallest agency with 0.26% of total CFS, to the largest, with 37% of total CFS. Most of the subscribers are relatively small, with 11 of the 19 accounting for just over 11% of total CFS. All seven of the Fire agencies are included in this group of 11. In 2015, Kane County is covering almost 49% (27% for the Sheriff alone) of the budget not covered by wireless fees. This variation in subscriber type and size can lead to a disparity of service expectations from KaneComm. In addition, with the large number of small agencies, it might be expected that the cost of service would be an issue. While most subscribers are satisfied with current costs, there is apprehension among many of the subscribers that changes may result in increased costs. Overall, the majority of the subscribers indicated they were satisfied with the dispatch services provided by KaneComm. They also indicated satisfaction with the subscriber agreement in place. Much of this is related to a set cost and limited price increases that are part of the current agreement. Page 4

67 2.0 Executive Summary KaneComm Operations and Subscriber Agreement Assessment Phase II There were a number of recommendations developed in the first phase of our review. Many of these are operational in nature and were not the focus of this second phase. These continue to be relevant. From our analysis of the subscriber issues with current services and the subscriber agreement, we found a range of commentary was provided. A summary of findings can be found in section 3.0 and detail survey results and comments are provided in Exhibit I below. The primary issues brought out in the survey and the focus sessions relate to the services provided and the subscriber agreement. These as well as our recommendations are provided below. The most significant issues noted relate to information technology (IT) support and the subscribers access to County services. The subscribers view KaneComm as their conduit to receive IT and other County services in support of KaneComm s operational delivery. However, KaneComm is not specifically funded for this coverage nor does the subscriber agreement cover this role. This and a number of other requested service improvements will be further discussed in the sections that follow. A summary of the recommended changes for KaneComm are as follows: 1. Services: The subscribers expect that KaneComm lead and coordinate Kane County service delivery in support of KaneComm s mission. Recommendation: KaneComm s services should cover technology support for radio and computer-aided dispatch (CAD). For CAD, the County IT group provides support, with the County Geographic Information System (GIS) providing some support for CAD mapping. No formal agreement is in place as to service levels and the level of resources assigned to this function, and no specific plan is in place regarding enhancements and upgrades within the current framework. The cost of this support should be developed in conjunction with IT and funding for ongoing maintenance and support of these areas should be included in the subscriber fees. 2. Long-Term Projects/Improvement Plan: Planning is required for improvements in infrastructure and operational delivery. Radio system coverage within the County has numerous issues. Resolution of these issues will require a detailed analysis and longterm plan for remediation, ongoing monitoring, and other improvements. In addition, the subscribers are frustrated with the failure to roll out the Records Management System (RMS) of New World. Recommendation: These requirements should be included in a long-term plan (i.e., 5 years) that includes strategic initiatives and technology-based solutions. This plan should be a primary driver of a capital project plan. This plan will be funded by the ETSB Page 5

68 KaneComm Operations and Subscriber Agreement Assessment Phase II wireline funds where possible. However limitations regarding the use of these funds will require some projects, such as those related to radio, to be funded directly by the subscribers. 3. Reporting: No specific changes in reporting were noted. However, there was an overall inference that improvements in transparency over budget and expenditures with appropriate reporting on costs, services, and projects were expected. Recommendation: A comprehensive reporting package should be reviewed with the subscribers to ensure agreement in coverage. The package would include the budget/expenditures, operations, as well as any project reports. 4. Subscriber Agreement: Few improvements were requested of the subscriber agreement. However, the subscribers were concerned about stability in their allocated costs and visibility (preferably input) into changes that might impact their costs and services. Recommendation: Expand/adjust the subscriber Agreement to cover the following: a. Specify the services/support to be provided to KaneComm/KaneComm subscribers by the County. Minimally, these should include IT, and GIS as noted above, though other services (facilities, utilities, HR etc.) as defined in the Phase I Report, can be included. The cost of these services should be allocated to KaneComm and included in its budget. b. Include staffing-levels for KaneComm, including Management, Technician(s), and Dispatchers, that will be included in the budget. c. Build an initial comprehensive KaneComm budget to include County provided services. d. Include the development of a capital plan as described in (2) above and it annual update. Confirm funding mechanisms for this plan including ETSB wireline funds and subscriber based funding. Approval of the plan should be by vote, with the votes weighted by subscriber fee levels. Provide for quarterly updates on plan initiatives, including schedule, issues and budget. e. Work with the County on a mechanism to record and track capital funds to ensure their focused use over multiple years. f. Define service levels and a corresponding base level of quarterly reporting that will be provided regarding budget and operations. g. Allocate the budget to the subscribers based on CFS (include all calls). Use the average of the 3 previous years to compute the allocation percentage. h. Agree with the County on its level of funding coverage. The Sheriff is included as a subscriber, but other agencies (Courts, Coroner) are not. A consistent level of funding by the County is critical for the overall management of the budget. Page 6

69 KaneComm Operations and Subscriber Agreement Assessment Phase II i. Using the same subscriber allocation %, update the subscriber cost annually, using the annual budget including the capital/project plan. The annual operations budget should be limited to no more than 5% unless approved by the subscribers. j. Allow for modifications of the allocation percentage to be calculated after the second year to go into effect in years 4 & 5. k. Subscribers with CFS increases in excess of 50% in a single year (over the three year average used in the allocation percentage) can result in an allocation % adjustment. 5. Service Levels: Multiple (at least two) levels of service was suggested. A specific request was made for a Fire projects fund. Recommendation: This option will require further investigation. Size is already covered by a lower base fee. The small size of the Fire subscriber base (under 8% of total fees) could make separate funding problematic. However, the development of a long term plan, noted in (2), above, could be used to differentiate projects between all subscribers, Police and Fire. Based on this breakdown, an allocation of the capital budget to the appropriate groups may be appropriate. 6. Staffing: Based on our Phase I Report, Dispatcher staffing levels need to be at 18 to provide proper coverage for KaneComm. As turnover rates are high in this function, and training may take 6 months of training for new replacements. We had also recommended a GIS staff be hired to provide adequate support for the GIS functions within CAD. Recommendation: We had recommended an additional two dispatch staff be hired to address turnover and training time. This recommendation still stands. Regarding the GIS staff, in #1, above, we recommended the county provide CAD and GIS support to KaneComm and charge accordingly. If this approach does not provide adequate support, KaneComm should hire this position. 7. Other Recommendations: Recommendations for the development of a contingency fund as well as the charge for Radio Technician s services were not widely supported. Recommendation: Allow for special contingency fees to be collected from the subscribers when and if needed. The Radio Technician should not be used for individual subscriber support. Page 7

70 KaneComm Operations and Subscriber Agreement Assessment Phase II 3.0 Summary Findings Page 8

71 3.1 Dispatch Services KaneComm Operations and Subscriber Agreement Assessment Phase II There were four questions regarding dispatch services intended to provide the subscribers with the opportunity to evaluate the performance of KaneComm. These four questions were as follows. How well do you believe that dispatch understands your needs in the field? Overall, satisfaction was high, as only one of the 16 respondents indicated KaneComm did not understand/meet their needs. How do you rate the following KaneComm Services: Call Taking/Dispatch, Management, Communications, and Technology/Radio Support? Page 9

72 KaneComm Operations and Subscriber Agreement Assessment Phase II Most of the respondents agreed the services provided across these key areas were at least good. Only one or two responded with poor service in each area. We performed additional follow-up to better understand and document the issues. How would you compare KaneComm service to other dispatch centers in the area? Of note is that while a large majority of subscribers agreed that KaneComm was at least as good as other centers, three respondents thought other dispatch centers were better than KaneComm. The final question in this area was related to a recommendation in the Phase I report that staffing levels were insufficient for KaneComm. Winbourne has recommended an increase in the KaneComm staffing levels. Please rate on whether you believe that understaffing is an operational service delivery issue. Page 10

73 KaneComm Operations and Subscriber Agreement Assessment Phase II Although six responses were indifferent on the issue, overall the response on was largely supportive of the need to increase and maintain staff levels. This was further supported in the Police and Fire focus sessions that dispatch staffing should be maintained at a level of 18. Recommendation: The subscriber comments are supportive of the operations. Overall, the subscribers supported the operations dispatched staff level of 18. Additional cushion will be required to cover training lead times to address turnover issues. Page 11

74 3.2 Technology Support KaneComm Operations and Subscriber Agreement Assessment Phase II The survey focused on the radio support issue as developed in the first phase of this assessment. However, through numerous survey and follow-up comments from the subscribers, it became obvious that technology support was a major shortfall in their expectations of service delivery from KaneComm. Through survey comments and focus group discussions, there are two technology areas radio and CAD that require KaneComm s attention. The solutions discussed in these areas are presented below. Radio Based on feedback from the subscribers, radio service is a problem for a number of them. Portable/handheld radios were noted as problematic in a number of service areas. In a separate task, Winbourne Consulting provided a set of radio propagation maps that indicated some coverage problems, especially to the south and west. However, discussions in the focus sessions indicated that a number of the radio issues are due to equipment problems (such as poorly maintained equipment) at the agency. To address this, the Police focus group spent considerable time on this issue. The primary requested solutions are as follows: 1. Radio Improvement Plan: KaneComm should develop a plan to improve the radio infrastructure. This plan would specify the improvements by site, cost, and timeline for delivery. KaneComm would request subscriber approval for the funding and provide reporting on the execution of that plan. 2. Subscriber Radio Maintenance: KaneComm will develop a portable radio maintenance and lifecycle plan for the subscribers to improve radio reliability. 3. Subscriber Radio Standards: KaneComm will develop standards for radio equipment and investigate the potential for the County to provide a procurement vehicle that can be used by the subscribers for the acquisition of vendor(s) meeting that standard to help reduce cost of the equipment. New World CAD/RMS There are a number of Police subscribers that indicated commitments had been made to improve the New World CAD system. Upon further discussion, these primarily related to the installation/rollout of the RMS feature of the system. A number of subscribers indicated that they had been promised a solution and they were frustrated that, over 5 years after the New World CAD was implemented, there were no plans in place to implement the RMS solution. Both Police and Fire groups indicated this is a priority and that KaneComm should work with IT to develop a CAD/RMS/etc. plan with tasks, timeline, and cost. Upon subscriber approval, the execution of that plan should be monitored and reported to the group on a periodic basis. Page 12

75 KaneComm Operations and Subscriber Agreement Assessment Phase II In addition, there is also a request to develop a CAD/RMS support process to address the ongoing needs of the subscribers on a cost-shared basis. Fee for Service Radio Support KaneComm was concerned that their only radio support person was spending considerable time supporting subscriber-owned equipment. There was no mechanism in place to allocate these free services. Winbourne recommended a fee for service solution to help with the control over individual subscriber use of this resource. A survey question was developed to confirm the need and assess the viability of this approach. Winbourne recommended the technical/radio staff be used to provide support to subscribers at a fee for service. Would your agency want to participate in this service? As noted in the chart above, there was a wide range of responses from the subscribers. In our follow-up discussions during the focus sessions, it was evident that some subscribers were using the radio staff to support their agency radios, while others were not aware this service was available from KaneComm. The Fire group agreed there is a need to develop a process to allocate the radio technician s time to provide support for radios to the subscribers who want it. That process would include costs. However, the Police group indicated that the resource should only work on radio infrastructure and should not support individual subscriber radios. The exception was to support those radios if required as the infrastructure is changed. Technology Support Recommendations 1. Radio. Radio service is one of the primary areas of subscriber complaint. A focused effort is required to improve and maintain a higher radio service level. This will require a Page 13

76 KaneComm Operations and Subscriber Agreement Assessment Phase II process to evaluate details of the issues with the current radio system, including coverage, and the development of a plan to address those issues. The plan would potentially include: New tower sites to add tower site issues Replaced/upgraded equipment Field equipment standards Along with that plan would be an investment plan (capital plan) that would need to be funded by the subscribers. This funding will help ensure the system meets required subscriber service standards. On an ongoing basis, a process to continually monitor the system and address issues will be required. This process will support an annual update of the capital plan and the associated funding requirements. The primary role of the radio technician will be the monitoring of the radio system and issues and the development and execution of the maintenance and enhancement initiatives as developed in the annual plan. Of final note is the agreement that the radio resource will not be used for individual subscriber support activities. 2. CAD/RMS and Related. KaneComm has limited/no control over the resources to enhance and maintain the CAD system so critical to its operations. This support is provided by the Kane County IT group and, for mapping issues, the Kane County GIS group. Under the current subscriber agreement and KaneComm governance, there is no mechanism to obtain these resources in order to deliver the level of support the subscribers are expecting for this critical system. We recommend KaneComm set up an agreement with IT for the necessary resources to cover New World support for its operations and subscribers. This may include a portion of a CAD support person as well as a GIS staff. The specifics must be worked out with the County Chief Information Officer (CIO). 3. New World RMS Rollout. Of priority to the Police subscribers is the rollout of the New World RMS system. This is an immediate issue and will require considerable support from Kane County IT. We recommend a plan to roll out this function be developed as well as an estimate of the cost. This cost can be allocated as part of the capital funding initiative along with the radio enhancements noted above. Page 14

77 KaneComm Operations and Subscriber Agreement Assessment Phase II 3.3 Reporting A survey question was provided to determine the satisfaction level of the subscribers in the reporting being provided and to determine what, if any, changes were required. What information do you want to receive from KaneComm regarding their services, budget, etc.? Do you want to receive this information monthly, quarterly, or annually? Monthly Quarterly/ Semi-Annual Annual Not Specified Budget X XXX X Financial XXX X Capital Operational XXX XX Project Updates Staffing Meetings Not Specific X XXX X X X X Overall, the Fire group indicated that the current reporting to the subscribers by KaneComm is adequate. Likewise, no specific issues were brought up in the Police session. However, in discussions regarding other necessary enhancements to KaneComm s support services, new requirements (e.g., projects, capital/reserve funds) would each require additional reporting. Recommendation: There seems to be some confusion over the information provided to the subscribers. No specific issues could be validated on the process. KaneComm management should ensure the operational and financial information is reviewed at the quarterly subscriber meetings and that a report on KaneComm Board meetings is provided by the appropriate representatives. This should help with transparency and further improve the relationship with the subscribers. Page 15

78 3.3.1 Capital Planning KaneComm Operations and Subscriber Agreement Assessment Phase II In the previous phase, Winbourne noted that no capital planning was being done and recommended a capital plan be developed and maintained. Several survey questions were included to assess the subscriber s perspective on this recommendation. Winbourne recommended that a 5-year capital plan be developed. This plan would focus on detaining all projects together with KaneComm costs, subscribers costs, and schedule. Please provide your opinion on a 5-year capital plan implementation. Most of the subscribers agreed there is a need for a capital plan by KaneComm and indicated they would participate in the development of that plan. The primary concern noted with a capital fund is related to subscriber input and control related to the amount collected to support a plan. They also indicated a need to tracking the status and use of those funds. In both the Fire and Police focus sessions, there was agreement that KaneComm, in concert with the subscribers, should develop a capital plan and have the subscribers fund that plan. Reporting should be maintained to cover all funds received and specify how funds are expended to ensure only approved capital projects are funded. The Fire group had requested that the capital expenditure fund be separated between Police and Fire. To the extent that specific capital projects may benefit one group, this approach would seem appropriate. However, the funding logistics would indicate that the seven Fire subscribers account for less than 8% of the total KaneComm budget. If this approach is used, a meaningful level of capital funding for Fire-specific projects may require a significant investment by each of the Fire subscribers to cover project costs. Recommendation: A capital plan should be developed as soon as possible so that a special funding request from the subscribers may be made for the next fiscal year. Between the radio system issues and need for RMS, there is an immediate need to implement improvements. Page 16

79 KaneComm Operations and Subscriber Agreement Assessment Phase II The next subscriber agreement should cover capital plan funding and allow for the subscribers to agree on the timing and amount of the funds for the various capital initiatives. Consideration may be given to segmentation of the subscriber base. Page 17

80 3.4 Contingency Planning KaneComm Operations and Subscriber Agreement Assessment Phase II In reviewing KaneComm s funding and budget, it was noted that funding only covered the annual budget and, while the subscriber agreement indicated a contingency fund was to be funded with 0.5% of the annual subscriber fees, no such fund was evident. A recommendation was made that a contingency reserve fund be set up. Winbourne recommended that a contingency/reserve fund be set up in the subscriber agreement to cover unforeseen/unplanned situations. Do you agree or disagree with the recommendation? It was pointed out by a number of the subscribers that a contingency reserve was part of the agreement. In the past, a report on these funds had been provided, but with the departure of the former Director, no follow-up reporting has occurred. In the agreement, the fund was set at 0.5% (an equal amount is also to be set aside for a reserve fund), so the amount collected for contingency would be about $8,000 per year. It should be noted that there is no description of either of these funds or their use in the agreement. The discussion with the subscribers indicated that more had been reported by the previous Director, perhaps covering both of the two funds. As there has been a shortfall in subscriber fees to cover the operating costs, there has been no set-aside under the existing agreement. The reaction was mixed as to the need to this fund. If one were to be set up, a mechanism would need to be in place to track those funds, maintain the balance from year-to-year, and set up based on an agreed process for their use. A number of subscribers noted they would prefer a special assessment be made in lieu of a contingency fund. Recommendation: Do not maintain a contingency fund. In the next subscriber agreement, allow for a special assessment if one is required. Page 18

81 3.5 Subscriber Agreement KaneComm Operations and Subscriber Agreement Assessment Phase II Feedback on the current KaneComm subscriber agreement was requested to provide input regarding the framework for a new agreement. How do you rate the following in the current subscriber agreement? Overall, the subscribers indicated they were satisfied with the current agreement. No significant dissatisfaction levels were expressed, although two subscribers were dissatisfied with services and service levels as well as reporting. Most (9 of 16) were neutral regarding the issue of oversight. What do you like about the current subscriber agreement? The specific responses to this question can be found in Exhibit 1, Section E.8.1. The most highly commented aspect of the current agreement is the ongoing commitment to a specific subscriber cost level with known increases. This helps each subscriber manage this small but important component of their overall budget. What changes would you make in the next subscriber agreement? The specific responses to this question can be found in Exhibit 1, Section E.8.2. A few significant changes were noted and can be summarized as follows: Subscriber Base Changes: Subscribers should be provided the operational and financial impacts associated with any new subscriber additions or the impact of any departing subscribers. Subscribers should be able to vote on any additions to KaneComm s subscriber base and will require the cost and operational impacts to support that process. County Services: The subscribers view KaneComm as their conduit to the County to provide support services to the subscribers for IT and GIS support. The subscriber agreement should include these services including the commitment from the corresponding County departments that provide these services. This would include CAD/RMS maintenance as well as project support. Page 19

82 KaneComm Operations and Subscriber Agreement Assessment Phase II Staffing: A request was made to include the telecommunicator staffing levels as well as a commitment to maintain the Assistant Director. Service Tiers: There was an additional request by the Fire group to have at least two technology service support levels, each with different cost levels. Individual subscribers would have the option of joining either group. This approach would require further investigation. One potential issue is that two tiers would add to the management and reporting effort and may not be cost effective. Recommendations: The new subscriber agreement should include the following: 1. Predictable Service Fees: All of the subscribers are concerned about large increases in fees they have no ability to control. Recommendations are as follows: a. Continue to use a 5-year agreement b. Include predictable fees by the County c. Add fees for capital plan costs d. Add fees for County IT service e. Limited annual increases, unless approved to cover special projects (e.g., capital plan) f. As with the current agreement, recalculate if subscriber increases CFS by 50% or more g. Suggest a recalculation after 3 years based on CFS in the first 2 years h. Each subscriber has a financial commitment over the term of the agreement 2. Resources: The subscriber agreement should define the resources that will be delivered through KaneComm to meet the service commitments. This includes number of dispatchers, management, and technology resources (e.g., radio, CAD). Service levels and reporting should also be provided. 3. Additions to the Subscriber Base: Although there may be issues regarding adding to the subscriber base, the County pays for most of KaneComm s costs. While the subscribers can have input into the decision to add subscribers, any vote should be in relationship to the relative cost coverage by the subscriber base. 4. We are reluctant to recommend adding tiers to the subscriber plan. The fee structure is such that the amount currently paid by the small subscribers is moderated by the lower base fee, which provides a basic tier structure to the fees. If the capital plan requires significant funding levels (i.e., becomes 25% or more of total fees), then this issue should be revisited. Page 20

83 3.6 Other KaneComm Operations and Subscriber Agreement Assessment Phase II The one issue that was noted by several subscribers is the shortfall in expected wireless revenue from South Elgin. When this was discussed with Jerry Bleck from the Emergency Telephone System Board (ETSB), his response was that the money was merged with the rest of the ETSB and all of the members received some portion. On the surface, this should not be the case since the allocation is based on the number of wired telephones. South Elgin brought in several thousand that should be allocated directly to KaneComm. The wireless funds associated with those wired lines should have been allocated to KaneComm and not to the ETSB pool. We recommend further investigation of this matter. Page 21

84 KaneComm Operations and Subscriber Agreement Assessment Phase II 3.7 Budget and Chargeback Review One task of the project included an assessment of KaneComm s budget and charge-back process. The 2015 budget and subscriber allocation can be found in Section 3.1. The key considerations in the KaneComm budget/charge-back process are as follows: Of the 16 subscriber responses, 15 (five Fire, eight Police, and two County Service) provided budget information. On average, KaneComm fees represented 2.1% of Fire budgets and 4.2% of Police budgets. There are 19 Subscribers. Three of these are County agencies who account for almost half of the total subscriber fees. Base fees are the fixed portion of the subscriber cost allocation. These range from $5,000 to $25,000. However, only two subscribers are over $10,000. This cost model is very friendly to small agencies. CFS is the metric used to determine service delivery and, therefore, cost. Presently, some CFS are not counted in the calculation. Wireless fees provided by the State cover about 25% of the total KaneComm operating budget. In assessing KaneComm s budget and charge-backs, the summary budget and subscriber allocation from TriCom were provided for analysis. The details provided by TriCom are found in Section 3.2 Area KaneComm TriCom Percent Number of Subscribers % Number of Calls (2014) 71,700 95, % Total Budget (2014) $1,900,000 $2,620, % Wireless 911 Fees $480,000 $753,979* 157% Base Fee $5,000 $25,000 $26,201 1% Total Base Fees $195,000 $340, % Budget Cost Per Call $25.63 $ % Charged Cost Per Call $18.24 $ % *This number includes other revenue sources including interest and rent. The specifics of TriCom s budget were not available and, therefore, a detailed comparison of costs between the two Public Safety Answering Points (PSAPs) was not possible. Based on the notes in the budget, TriCom is budgeted for 18 dispatchers. This is the same level of dispatch staffing as KaneComm. As staff costs are the major component of KaneComm s costs, some of the difference may be due to increased services TriCom provides as well as the free services the County provides to KaneComm as discussed in the Phase I report. That report indicated the Page 22

85 KaneComm Operations and Subscriber Agreement Assessment Phase II County was providing services, including the building (e.g., utilities, space, generator, maintenance); some IT; accounting; and human resources that were not being charged to KaneComm. Regarding the allocation of costs, of note is the very high base fee used by TriCom. Based on the model used by TriCom, if KaneComm subscribers were to move to TriCom, all but four would see higher subscriber fees. Page 23

86 4.0 Budget and Cost Allocation KaneComm Operations and Subscriber Agreement Assessment Phase II Page 24

87 KaneComm Operations and Subscriber Agreement Assessment Phase II 4.1 KaneComm Budget and Cost Allocation (2015) Revenue: Audio Recording Fees $700 Cell 911 Surcharge Reimbursement $480,000 Total Revenue $480,700 Radio Communication Fees Base Fees CFS % Use Fees Total % of total Big Rock FD $ 5, % $4,449 $9, % Burlington FD $ 5, % $4,400 $9, % Campton Hills PD $ 10, % $46,590 $56, % Fox River and Countyside FD $ 10, % $17,411 $27, % Fox Valley Park Distrcit PD $ 10, % $30,942 $40, % Gilberts PD $ 10, % $53,257 $63, % Hampshire FD $ 10, % $13,523 $23, % Hampshire PD $ 10, % $66,494 $76, % Kane County Forest Preserve PD $ 10, % $19,404 $29, % Kaneville FD $ 5, % $2,530 $7, % Maple Park FD $ 5, % $4,203 $9, % Maple Park PD $ 5, % $5,851 $10, % Pingree Grove FD $ 10, % $11,900 $21, % Pingree Grove, PD $ 10, % $22,823 $32, % South Elgin PD $ 20, % $274,800 $294, % Wayne PD $ 10, % $25,850 $35, % $ 145, % $604,427 $749, % Transfers Kane County Sheriff Subscriber Fees 36.22% $387, % Kane County Court, Coroner Subsidy 14.25% $299, % Budget Balance 99.99% $1,917,905 Note the following budget analysis: Fire Subscribers 7.54% Police Subscribers 71.60% Kane County Services (No Sheriff) 20.86% Kane County Portion 47.86% Wireless Fees 25.00% Page 25

88 KaneComm Operations and Subscriber Agreement Assessment Phase II 4.2 TriCom Budget and Cost Allocation Budget: FY $2,620,081 Total Operating Expenses (Less Reimbursed Expenses = $46, ) $753,960 Less Revenue: Wireless money, Interest Income, Rental Income $1,866,121 Net Operating Expenses FY14-15 $340,611 Less Total Base Fees $1,525,510 Total Allocated 95,630 Total 2014 CFS Subscriber CFS Base Fee (1% Operating Budget) Usage Fee Total Annual Dispatch Fee (18 Dispatchers) Base to Total Fee Comparison FY13-14 (18 Dispatchers) St. Charles PD 25.80% $26,201 $393,582 $419,783 6% $394,303 St. Charles FD 4.11% $26,201 $62,698 $88,899 29% $83,112 Batavia PD 26.11% $26,201 $398,311 $424,512 6% $361,231 Batavia FD 2.75% $26,201 $41,952 $68,152 38% $64,295 Geneva PD 18.12% $26,201 $276,422 $302,623 9% $267,717 Geneva FD 2.24% $26,201 $34,171 $60,372 43% $56,882 Elburn PD 3.89% $26,201 $59,342 $85,543 31% $79,976 Elburn FPD 1.66% $26,201 $25,323 $51,524 51% $48,187 Tri-City Ambulance 6.90% $26,201 $105,260 $131,461 20% $122,741 Sugar Grove PD 5.03% $26,201 $76,733 $102,934 25% $146,547 Sugar Grove FD 1.22% $26,201 $18,611 $44,812 58% $38,065 North Aurora FD 2.07% $26,201 $31,578 $57,779 45% $54,887 Waubonsee College PD 0.10% $26,201 $1,526 $27,726 94% NA TOTALS 100% $340,611 $1,525,510 $1,866,121 18% $1,717,943 Page 26

89 5.0 Focus Group Meetings KaneComm Operations and Subscriber Agreement Assessment Phase II Focus group meetings were held with both Police and Fire subscribers. The meetings reviewed the survey summary results as well as select follow-up comments regarding issues from the subscribers. The objective was to develop solutions for the issues noted. Page 27

90 5.1 Police Focus Group KaneComm Operations and Subscriber Agreement Assessment Phase II Nine Police subscribers attended their focus group meeting. Key solutions discussed are as follows: 1. KaneComm should develop a plan to improve the radio infrastructure. This plan would specify the improvements by site, cost, and timeline for delivery. KaneComm would request subscriber approval for the funding and provide reporting on the execution of that plan. 2. KaneComm will develop a portable radio lifecycle/maintenance plan for the subscribers to improve radio reliability. 3. KaneComm will develop standards for radio equipment and investigate the potential for the County to provide a procurement vehicle that can be used by the subscribers for the acquisition of vendor(s) meeting that standard to help reduce cost of the equipment. 4. KaneComm will work with IT to deliver an RMS solution and the development of a CAD/ RMS support process to address the needs of the subscribers on a cost-sharing basis. 5. The radio technician, Andy Baumann, will only work on radio infrastructure and will not support individual subscriber radios. An exception will be the support of those radios if required as the infrastructure is changed. 6. KaneComm is the conduit to the County to provide support services to the subscribers for IT and GIS support. The agreement should cover this and include the County departments providing the services. 7. KaneComm should work with the subscribers to develop a capital plan and the funding mechanism for that plan. 8. Subscribers should be able to vote on any additions to KaneComm s subscriber base. Page 28

91 5.2 Fire Focus Group KaneComm Operations and Subscriber Agreement Assessment Phase II Six Fire subscribers attended their focus group meeting. Key solutions discussed are as follows: 1. Kane County services from IT and GIS in support of KaneComm delivery operations should be a priority. 2. Dispatch staffing should be maintained at a level of There is a need to develop a process to allocate the radio technician s time to provide support for radios to the subscribers who want it. That process would include costs. 4. KaneComm should provide technology support levels so the subscribers can agree to cover the costs associated with the selected level. 5. KaneComm, in concert with the subscribers, should develop a capital plan and have the subscribers fund that plan. The capital expenditure fund should be separated between Police and Fire. Reporting should be maintained to cover all funds received and specify how funds are expended to ensure only approved capital projects are funded. 6. A CAD/RMS/etc. plan (e.g., tasks/function, timeline, cost) should be developed with the buy-in of all parties (KaneComm, subscribers, and IT). The execution of that plan should be monitored and reported to the group on a periodic basis. 7. Current reporting to the subscribers by KaneComm is adequate. 8. Subscribers should be provided the detail regarding any new subscribers or the impact of any departing subscribers. Page 29

92 E.1 Demographics KaneComm Operations and Subscriber Agreement Assessment Phase II Exhibit 1 Survey Questions and Responses The surveys were completed by either a chief/designee or department head. The population of the various jurisdictions served ranged from 1,310 people to 523,643. Annual budget reported ranged between $10 million to $204,928, with some agencies not responding to this question. There were various sources of revenue for the subscribers. Funding through taxes was 33.33%, County funding 86.67%, and grants 20%. The graph below outlines the funding methods used by the various agencies. E.1.1 Subscriber Sources of Revenue Subscriber Comments Ambulance billing Fees for services provided STATE SHARED REVENUE Property taxes are our sole source of revenue Page 30

93 KaneComm Operations and Subscriber Agreement Assessment Phase II E.1.2 Subscriber Service Delivery Measurement of service delivery varied with the subscribers, and subscribers had multiple answers % of respondents measure service delivery by calls for service (CFS) from the public unit response needed, 43.75% measure CFS from the public no response needed, 50% measure service delivery by traffic stops, 56.25% measure by administrative duties, and 43.75% measure by information received. Winbourne looked at how each subscriber measured their service deliver to determine if, in the next subscriber agreement, service delivery needs to be addressed. Subscriber Comments Response times, call processing, etc. Feedback from the citizens Recidivism rates, positive urinalysis rates, probation intakes done, social histories completed, number of youth detained, defendants court ordered to pay restitution, restitution collected, court ordered conditions violations, commitments to DOC, etc. Page 31